UK ARMY ROTC

WILDCAT BATTALION

LEADER BOOK

A compilation of practices, principles, and products on the study of leadership.

UK ARMY ROTC WILDCAT BATTALION

LEADER BOOK

A compilation of practices, principles, and products on the study of leadership.

ATCC-GGK-YUK 27 April 2012

MEMORANDUM FOR RECORD

SUBJECT: Wildcat Battalion Leader Book

1. The University of Kentucky Army ROTC Leader Book is a collection of practices, principles, and products I have compiled throughout my career as an Army officer in the study of leadership. I offer its contents with the hope that it will assist you in your individual growth and development as a leader. The material is a compilation of both military and civilian sources. I personally believe the content has the potential to assist any prospective leader, regardless of the type of organization he or she aspires to lead.

2. I openly acknowledge that a vast majority of the information provided herein cannot be attributed to my original thoughts. Where attribution is known, it is given. However, much of what is offered is from notes, articles, books, and products provided to me throughout the years. The ideals and principles are those by which I have attempted to mold my personal leadership style. I would like to say that I have always been successful in living up to these ideals, but that is simply not the case. Like each of you, I am nothing more than a Work-in-Progress (WIP). May we all relentlessly pursue our optimal potential through purposeful living.

3. Please make use of any information contained herein that can assist you in developing your own personal leadership style and/or philosophy. I encourage each of you to experiment with the enclosed techniques and adopt those you find most effective. Each one of us has a unique Leader Story. Don’t shy away from discovering yours. My hope is that each of you finds something to inspire you to further your personal leader development and, most importantly, share the knowledge that ensues with others.

4. GO CATS!

MARC J. CUMMINS LTC, AV Professor of Military Science

DEPARTMENT OF THE ARMYUS ARMY ROTC BATTALIONUNIVERSITY OF KENTUCKY

101 BARKER HALL7TH BRIGADE, USACC

LEXINGTON, KY 40506-0028

TABLE OF CONTENTS

I. Leader PhilosophiesBeliefs and Expectations…My Initial ThoughtsJohn Wooden’s Pyramid of SuccessRelentless Pursuit PhilosophyThe Wildcat Vision

II. Thoughts and QuotesLeader as a CatalystDealing with SubordinatesCommunicatingCaringTeamVisionExpectationsConfidenceBelief/FaithThe Code of ConductSuccessExcellenceHard WorkDeterminationAttitudeDisciplineRewardsMotivating and InspiringDealing with PressureDealing with AdversityDealing with FailureDealing with FearCourageTime ManagementPerspectiveThe Oaths

III. The Life Plan Summary

IV. Reference List with Links

LEADER

PHILOSOPHIES

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BELIEFS AND EXPECTATIONSMY INITIAL THOUGHTS

WHAT I BELIEVE IN:

SACRIFICE. Willingness to sacrifice is the great paradox. You must give up something in the immediate present – comfort, ease, recognition, quick rewards – to attract something even better in the future. Leaders give up to go up!

DISCIPLINE.George Washington once said, “Discipline is the soul of an Army.” Exemplify, through professional example and personal conduct, the high standards of discipline that all soldiers must meet.

TRUST.This is the glue that binds any organization together. It is a two-way street. I will seek to earn yours. You have mine until you give me any reason to believe otherwise. When I give you a task, I will ensure you have the proper training, resources, and guidance to succeed.

EFFORT.While there are many things in life we cannot control, this is one we can. Mediocrity is unacceptable when you are capable of doing better. No one on a team is energy neutral. . . you’re either giving it or taking it. Strive to be a giver!

ATTITUDE.People don’t have attitudes because they succeed. They succeed because of their attitudes. Find the positive in every situation and never underestimate the impact your attitude can have on those around you.

DEVELOPMENT.Developing oneself can change an organization. Developing others can change the world. Train your subordinates! Ensure they receive consistent, honest feedback. They are a mirror reflection of you.

OPEN COMMUNICATION.Communicate everything you can to your soldiers. The more they know, the more they will understand. Information is power, and the gain you get from empowering your soldiers more than offsets any risk. Listen to the soldiers, no matter their position or rank.

LEARNING.Leaders are learners. The moment you stop learning, you stop leading. Make an effort to learn something new each day.

WHAT I EXPECT OF YOU:• Care for, respect, and serve your fellow soldier.• Set goals, both professionally and personally. Let me know how I can help in achieving them.• Never fear failure. Celebrate success, and in those inevitable failures, find some humor.• Care. Our business is important, and your soldiers will expect it.• Leave the unit better than when you arrived.• Do it right the first time. If you don’t have time then, how are you going to find the time to do it over?• Practice balance in the mental, physical, emotional, and spiritual areas of your life. Focus on those relationships that will exist

long after we leave the Army.• Exercise the 5 Cs: Courage, Candor, Competence, Commitment, and Compassion.

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Perform at your best when your best is required.

Your best is required each day.

COMPETITIVE GREATNESS

Be yourself.Don’t be thrown off by events

wheter good or bad.

POISE

Ability may get you to the top, but character keeps you there -

mental, moral, and physical.

CONDITION

The strongest steel is well-founded self-belief.It is earned, not given.

CONFIDENCE

The star of the team is the team. ‘We’ supercedes ‘me’.

TEAM SPIRIT

What a leader learns after you’ve learned it all counts

most of all.

SKILL

Control of your organization begins with control of yourself.

Be disciplined.

SELF-CONTROL

Stay the course. When thwarted try again; harder; smarter; Persevere relentlessly.

INTENTNESS

Make a decision! Failure to act is often the biggest

failure of all.

INITIATIVE

Your energy and enjoyment, drive and dedication will stimulate and greatly inspire others.

ENTHUSIASM

Have utmost concern for what’s right rather than

who’s right.

COOPERATION

Constantly be aware and observing. Always seek to

improve yourself and the team.

ALERTNESS

Success travels in the company of very hard work.

There is no trick, no easy way.

INDUSTRIOUSNESS

Be true to yourself. Be true to those you lead.

LOYALTY

Strive to build a team �lles with camaraderie and respect:

comrades-in-arms.

FRIENDSHIP

JOHN WOODEN’S PYRAMID OF SUCCESS

“Success is peace of mind which is a direct result of self-satisfaction in knowing you made the effort to become the best of which you are capable.”

12 LESSONS IN LEADERSHIP

• Good values attract good people• Love is the most powerful four-letter word• Call yourself a teacher• Emotion is your enemy• It takes 10 hands to make a basket• Little things make big things happen

• Make each day your masterpiece• The carrot is mightier than a stick• Make greatness attainable by all• Seek significant change• Don’t look at the scoreboard• Adversity is your asset

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RELENTLESS PURSUIT

ACHIEVING OPTIMAL PERFORMANCE THROUGH PURPOSEFUL LIVING.

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UK ARMY ROTC: THE WILDCAT VISION

OUR MISSIONWHY WE EXIST: INSPIRE STUDENT, ATHLETE, LEADERS AND COMMISSION LIEUTENANTS.

OUR VISIONTHE UNIVERSITY OF KENTUCKY’S PREMIERE LEADER DEVELOPMENT PROGRAM THAT PRODUCES TRAINED, ADAPTABLE, LEADERS OF CHARACTER WITH A ‘PASSION’ FOR SERVICE TO OUR GREAT NATION IN A TIME OF PERSISTENT CONFLICT.

OUR STRATEGYTHE BIG 5:

1. RECRUIT AND RETAIN THE MOST TALENTED MEN/WOMEN.2. TRAIN TO ACHIEVE COMPETENT, CONFIDENT AND COMFORTABLE LEADERS.3. BALANCE ACROSS TRAINING, ACADEMICS, SOCIAL, AND PERSONAL DEVELOPMENT.4. COMMUNICATE EFFECTIVELY AND OFTEN TO OUTLINE EXPECTATIONS AND REVIEW PERFORMANCE.5. AMBASSADOR TO THE UK CAMPUS AND LEXINGTON COMMUNITY.

OUR VALUESTHE GUIDING PRINCIPLES:

1. ARMY VALUES.2. CREATIVITY AND INNOVATION.3. SERVANT LEADERSHIP.4. STEWARDS OF RESOURCES.5. RELENTLESSNESS.6. COMPETENCE AND CONFIDENCE.7. STANDARD BEARERS.8. PRIDE.

THOUGHTS &

QUOTES

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LEADER AS A CATALYST

As the leader of an organization, your job isn’t to be the smartest or most talented person in the room. Your job is to take the combined intelligence and talent that exists within your organization, and direct it in a manner that achieves the greatest results.

“As a leader you must be sincerely committed to what’s right rather than who’s right. A leader who incorporates the productive ideas and creativity of others makes it work better. That’s what we want, not just making something work but making it work better and better.”

- John Wooden

It is essential that you talk in terms of our vision, our values, our goals, our plans, our actions, and our achievements. Your task as a leader is to help other people reach mutual goals, not your goals, and to get there with a sense that we did it together. As the leader your job is to make sure that everyone sees themselves as a part of the larger mission, and your language needs to reflect that sense of being part of the team. The listening-to-talking ratio has to be in favor of listening. Your job is not to give advice and win arguments; it is to pay attention to what others want and need.

Team development and institutional resistance - The challenge is that people who help teams too often simply do things for the team rather than show the team how to do for themselves. Support is not necessarily developmental. In personal development, failing can be as important and constructive as winning.

“Good leaders make people feel that they are at the very heart of things, not at the periphery. Everyone feels that he or she makes a difference to the success of the

organization. When that happens people feel centered and that gives their work meaning.”

- Warren Bennis

Don’t compose a team with the very best individuals you can find. Selecting the right people who will make up a superb, high performing team is a critical first step toward success in any organization. But cohesion, stability of the group, positive team culture, and diversity are more important than individual ability. Choose people who are broadly competent: fit, smart, and internally motivated. Excessive focus on a single dimension may uncover performers but not necessarily leaders.

Leaders make it possible for others to do good work. They know that those who are expected to produce the results must feel a sense of personal power and ownership. Leaders work to make people feel strong, capable, and committed. Leaders enable others to act not by hoarding the power they have buy by giving it away. Exemplary leaders strengthen everyone’s capacity to deliver on the promises they make.

Constituents look for leaders who demonstrate an enthusiastic and genuine belief in the capacity of others, who strength people’s will, who supply the means to achieve, and who express optimism for the future.

Being more open to your subordinates’ thoughts will make them more willing to think of solutions and alternate courses of action instead of waiting to be told what to do. Making suggestions should always be a positive experience – even if someone’s idea was not implemented. Appreciate the fact that they were putting forth the effort off coming up with ideas. How are they going to get stronger without practice?

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“A leader is best when people barely know he exists, not so good when people obey and acclaim him, worse when they despise him...

But of a good leader who talks little when his work is done, his aim fulfilled, they will say, “We did it ourselves.”

- Lao TzuTHERE ARE THREE TYPES OF PEOPLE:1. Those who make things happen2. Those who watch things happen3. And those who say, “what happened?”Which are you?

FOCUS ON SUBORDINATES

Remember who you work for! As a leader you work for those individuals for whom you have been given the sacred honor and trust of leading. Regardless of how high up the ladder you climb, you will likely have someone appointed over you who has the authority to give you directives. While you must always remain cognizant of this relationship, understand that it is your own subordinates who require your attention and to whom your most steadfast loyalty lies.

If you as a leader are a true reflection of your organization, you must realize that the only way to make your organization successful is by focusing on the needs of your subordinates. You must truly know your subordinates, understand their strengths and weaknesses, and given this information, figure out how to train, resource, and put your subordinates in a position where they can be successful. In order for your organization to be successful, you must ensure that the components of your organization are successful. You work for the people you lead.

“Leadership is really about the success of your people.”

- Kolditz

Ultimately, I believe that is what leadership is all about: helping others to achieve their own greatness by helping the organization to succeed.

As a leader, my job was to do everything possible to help those I allowed to join our team achieve this – to create an environment and attitude that brought out the very best in each of them. Personal greatness for any leader is measured by effectiveness in bringing out the greatness of those you lead. Thus, personal greatness is within the grasp of each member of an organization, regardless of role and responsibility.

To be a leader is not to hold down a position or perform a job; it is to develop a character that is inextricably linked to giving purpose, motivation, and direction to others.

“Leadership is in the eyes of other people; it is they who proclaim you as a leader.”

- Carrie Gilstrapp

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“The only test of leadership is that somebody follows.”

- Robert K. Greenleaf

“I think what makes him (his leader) better is that he is there for what he can do for us, not what the soldiers can do for him. He has proved that many times, to the whole platoon, that it’s about what he can do for us, not about what we can do for him. The whole platoon will

do anything for him, anything he ever asks.”

- U.S. Soldier in IraqLoyalty is a two-way street.

Leaders’ most enduring legacy exists in the people they have led. They can build corporations, make loads of money, write books, name buildings after themselves. In the end, however, for leaders the only lasting effect is in the people they develop by giving them motivation, direction, and purpose.

“Do nothing from rivalry or conceit, but in humility count others more significant than yourselves. Let each of you look not only to your own interests, but also to the interests of

others.”

- Philippians 2: 3-4

“With humility comes wisdom.”

- Proverbs 11:2

“Be gentle and you can be bold; be frugal and you can be liberal; avoid putting yourself before others and you can become a leader among men.“

Lao Tzu

Leaders share risk with their followers.

Great leaders have a willingness to share the same, or more risk as their followers.

On the battlefields of Iraq, soldiers described the importance of their leaders’ sharing the risk the soldiers faced: “You have to learn confidence in your leaders and trust in their judgment. They are not going to throw you out into something that they wouldn’t put themselves in as well.”Conversely, soldiers who found their leaders unwilling to share the risk had little will, and lost motivation, as in the case of this captured Iraqi soldier: “The leader . . . was a lieutenant colonel. An older man, 45-48 years of age. He was a simple person, but the instruction come from the command in Baghdad. Like “do this”, but he doesn’t do that, and he ran away . . .He told us if you see the Americans or the British forces, do not resist.”When performance means life or death, the best leaders do not wear parachutes unless their followers do too.

“The difference between a boss and a leader: a boss says, “Go!” – a leader says, “Let’s go!”

- E.M. Kelly

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DEALING WITH SUBORDINATES

Always remember that there is a difference between treating people “the same” and treating them “fairly”. When you treat people fairly you realize that some individuals will have earned exceptional privileges, while others will have earned increased supervision and less autonomy. The individual who is always on time and can always be counted on to do the right thing has earned the increased privileges while those who cannot be counted on must be monitored constantly.

Everyone starts out with the same opportunity to establish their manner of treatment. Those who prove themselves reliable will have earned their treatment, just as those who fail to perform. If the poor performers wish to receive the same treatment as the reliable subordinates, they too must take the steps necessary to become a reliable, high-level performer.

“I believe most people, the overwhelming majority of us, wish to be in an organization whose leadership cares about them, provides fairness and respect, dignity and consideration.”

- John Wooden

“I thought treating everyone the same was being fair and impartial. Gradually, I began to suspect that it was neither fair nor impartial. In fact, it was just the opposite. That is when I began announcing that the team members wouldn’t be treated the same or alike; rather,

each one would receive the treatment they earned and deserved.”

- John Wooden

Many managers and coaches take for granted that people who work with them know how their efforts help the organization. This is often not the case, especially for those in lesser roles. Go out of your way to make them feel included rather than excluded from the productivity you seek.

“Before practice, he’d often be standing there as we walked onto the court: “How’s your mother, David” Have you called her?” “You over that cold, Jim?” “How’s the math class

coming?” He knew us as people. You could tell he cared.”

- Dave Meyers on Wooden

We have people, and people have emotions, and people have needs. If you are happy you do a better job. If you are excited about the business, and if you are excited about where it is going and what is happening in it, then there is a buzz, a physical buzz. It is our job as leaders to create that kind of place.

To enlist people in a vision, leaders must know their constituents and speak their language. People must believe that leaders understand their needs and have their interests at heart.

When people are trusted and have more discretion, more authority, and perform at their best, they will not stick around very long if their leader makes them feel weak, dependent, or alienated. But when a leader makes people feel strong and capable – as if they can do more than they ever thought possible – they will give it their all and exceed their own expectations. Authentic leadership is founded on trust, and the more people trust their leader, and each other, the more they take risks, make changes, and keep organizations and movements alive. Through that relationship, leaders turn their constituents into leaders themselves.

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Leadership is a relationship between those who aspire to lead and those who choose to follow. A leader-constituent relationship that is characterized by fear and distrust will never, ever produce anything of lasting value. A relationship characterized by mutual respect and confidence will overcome the greatest adversities and leave a legacy of significance.

DEVELOP JUNIOR LEADERS

A leader truly dedicated to the team’s welfare does not make himself irreplaceable. Who are your assistant leaders? Are you allowing them the opportunity to learn and grow as leaders? Is there someone ready to take the reins of leadership in case something happens to you? Or do you feel threatened by having someone in the organization potentially be your replacement?

“Graveyards are full of irreplaceable men.”

- Charles de Gaulle

The true test of a leader is not how the organization functions when he is there, but how it functions in his absence. A good manager or administrator can generate superior levels of performance while he is there, but it takes a leader to ensure the same levels of performance are achieved when he is not present.

A great leader works toward making himself obsolete.

“The final test of a leader is that he leaves behind him in other men the conviction and the will to carry on.”

- Walter Lippmann

EMPOWERING SUBORDINATES

Exemplary leaders strengthen others. They enable others to take ownership of and responsibility for their group’s success by enhancing their competence and their confidence in their abilities, by listening to their ideas and acting upon them, by involving them in important decisions, and by acknowledging and giving credit for their contributions.

Leaders accept and act on the paradox of power: you become more powerful when you give your own power away.

The more people believe they can influence the organization, the greater organizational effectiveness and member satisfaction there will be. The most significant actions a leader can take to ensure that people can decide for themselves are to provide more choices, design jobs that offer latitude, and foster personal accountability.

Listen carefully to subordinates and ask them what they think the group should do. If you believe that their course of action will succeed, tell them to implement it and back them up completely. They will do everything they can to ensure success and not let you down.

Remember to provide the necessary resources (materials, money, time, people, and information) for people to perform autonomously. There is nothing more disempowering than to have lots of responsibility for doing something but nothing to do it with.

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INFLUENCING OTHERS

When leaders instill the genuine belief that the opportunity for making great things happen is possible in every job, they have achieved something extraordinary.

Whatever the circumstances, when leaders breathe life into people’s dreams and aspirations, those people are much more willing to enlist in the movement. If a leader displays no passion for a cause, why should anyone else?

Here are a few signal-sending actions to consider as you work to personally exemplify the shared values in your organization:

• Spend your time and attention wisely. Spend this precious nonrenewable resource on the most important values.• Watch your language. Use words and phrases that best express the culture you want to create.• Ask purposeful questions. Raise questions that intentionally stimulate people to think more purposefully about values.• Seek feedback. Ask others about the impact of your behavior on their performance.

“I would rather try to persuade a man to go along, because once I have persuaded him, he will stick. If I scare him, he will stay just as long as he is scared, then he is gone.”

- General Dwight Eisenhower

“Leaders don’t force people to follow – they invite them on a journey.”

- Charles S. Lauer

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COMMUNICATING

You should always be personally prepared with the key messages you want to send. Constantly ask yourself:

• What values do we hold dear?• What visions do we aspire to realize?• What behaviors do we want to reinforce?

Ask employees what really bugs them about the organization. Ask them what gets in the way of doing the best job. Questioning the status quo is not only for leaders. Effective leaders create a climate in which others feel comfortable doing the same. If your organization is going to be the best it can be, everyone has to feel comfortable in speaking up and taking the initiative.

Listen to your subordinates, ask for feedback, act on the feedback, involve team members in the decisions, have them own the tasks, make them visible, and recognize their efforts for the success of the group. Act together.

People who feel capable of influencing their leaders are more strongly attached to those leaders and more committed to effectively carrying out their responsibilities.

Have a two-way conversation on six key questions:

1. Where are we going?2. Where are you going?3. What are you doing well?4. What suggestions for improvement do you have for yourself?5. How can I help?6. What suggestions do you have for me?

People who work for highly controlling managers are more likely to keep information to themselves, hide the truth, and be dishonest about what is going on.

Nothing more unfortunate can happen to the commander than to come to be regarded by his subordinates as unapproachable, for such a reputation isolates him from the main problems of command as well as its chief rewards.

People actually remember down-beat comments far more often, in greater detail and with more intensity, than they do encouraging words. When negative remarks become a preoccupation, an employee’s brain loses mental efficiency.

LISTEN

The best leaders are great listeners. They listen carefully to what other people have to say, and how they feel. They have to ask good (and often tough) questions, be open to ideas other than their own, and even lose arguments in favor of the common good.

Asking good questions, rather than giving answers, forces you to listen attentively to your constituents and what they are saying. Asking what others think facilitates participation in whatever decision will ultimately be determined and consequently increases support for that decision. Asking good questions reduces the risk that a decision might be undermined by either inadequate consideration or unexpected opposition.

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Seeking feedback provides a powerful statement about the value of self-improvement and how everyone can be even better than they are today. Credibility, which is at the foundation of leadership, from a behavioral perspective is about doing what you say you will do. But how can you know that you’re doing what you say if you never ask for feedback on your behavior and on how your behavior affects how others are doing?

By knowing their constituents, by listening to them, and by taking their advice, leaders are able to give voice to constituents’ feelings. They’re able to stand before others and say with assurance, “Here’s what I heard you say that you want for yourselves. Here’s how your own needs and interests will be served by enlisting in a common cause.”

FOCUS OUTWARD

A leader must maintain an outward focus. He cannot waste his time wallowing in his personal feelings or even those of his group. He must focus outside of himself and the group in order to be true with upcoming changes and swings in prospective opportunities. Rather than focusing inward on how a decision or action makes him feel, an effective leader focuses outward to see how decisions and actions develop the future. By focusing on external factors, a leader is more attune to his surroundings, allowing him to make the best decisions regarding the attainment of the organization’s near and long-term objectives.

Leaders venture out, leaders are pioneers. They are willing to step out into the unknown. They search for opportunities to innovate, grow, and improve. But leaders aren’t the only creators or originators of new products, services, or processes. In fact, it is more likely that they are not: innovation comes more from listening than from telling.

The focus of a leader’s attention is less on the routine operations and much more on the untested and untried. Leaders are always asking “What’s new? What’s better?” And when searching for opportunities to grow and improve, the most innovative ideas are most often not your own, and not in your own organization. They are elsewhere, and the best leaders look around them for places in which breakthrough ideas are hiding. Exemplary leadership requires outsight, not just insight. That is where the future is.

“In basketball, as in life, true joy comes from being fully present in each and every moment, not just when things are going your way. Of course, it is no accident that things are more

likely to go your way when you stop worrying about whether you are going to win or lose and focus your full attention on what is happening right this moment. The day I took over the Bulls, I vowed to create an environment based on the principles of selflessness and

compassion.”

- Phil Jackson

“Obstacles are those frightful things you see when you take your eyes off the goal.”

- Hannah More

“The man who succeeds above his fellows is the one who early in life clearly discerns his object, and towards that object habitually directs his power.”

- Earl Nightingale

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FEEDBACK

Without immediate and precise feedback, the learning process ends and mediocrity is sure to emerge.

The importance of feedback was vividly demonstrated in a classic study involving soldiers who, after several weeks of intensive training, were competing for places in special units. The soldiers were divided into four groups, which were unable to communicate with one another. All the men marched twenty kilometers over the same terrain on the same day. The first group was told how far they were expected to go and were kept informed of their progress along the way. The second group was told only that “this is the large march you hear about.” The soldiers never received any information about the total distance they were expected to travel, nor were they told how far they had marched. The third group was told to march fifteen kilometers, but when they had gone 14 kilometers, they were told they had to go six kilometers further. The fourth group was told that they had to march twenty-five kilometers, but when they reached the fourteen-kilometer mark, they were told they had only six more kilometers to go.

The groups were assessed as to which had the best performance and which endured the most stress. The results indicated the soldiers who knew exactly how far they had to go and where they were during the march were much better off than the soldiers who didn’t get the information. The next-best group was the soldiers who thought they were marching only fifteen kilometers. Third best was the group told to march a longer distance, then given the good news at the fourteen-kilometer mark. Those who performed worst were the soldiers who received no information about the goal (total distance) or the distance they had already traveled (feedback).

Those who heard nothing about how well they did suffered as great a blow to their self-confidence as those who were criticized. Saying nothing about a person’s performance does not help anyone – not the performed, not the leader, and not the organization. People hunger for feedback. They really do prefer to know how they are doing, and no news generally has the same negative impact as bad news.

If criticism is necessary, comments should be restricted to behavior rather than character. Similarly, feedback – preferably extensive – should stress continuous progress rather than comparisons with other people. When the goal is reached, make certain that constituents understand it happened because of what they did.

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CARING

For all the talk of “God and Country”, the overriding reason for which a soldier is willing to fight, and possibly die, is his fellow soldiers. The bond forged between these individuals, time and again, proves to be stronger than any fear or apprehension that arises in the face of combat. Successful organizations develop and foster similar bonds among its members. An organization is nothing without the people who comprise it. You cannot care for the organization without caring for your fellow members.

Although it may sound out of place in the rough-and-tumble context of sport or corporate competition, I believe you must have love in your heart for the people under your leadership.

“Life’s most persistent and urgent question is: What are you doing for others?”

- Martin Luther King, Jr.

“Concern for man and his fate must form the chief interest of all technical endeavors. . . Never forget that in the midst of your diagrams and equations.”

- Albert Einstein

“Love cures all people – both the ones who give it and the ones who receive it.”

- Dr. Karl Menninger

True winners in the game of life will not look merely at goals and achievements. True winners who are part of a winning team will care more about the people beside them in the trenches than they will about the trophy at the end of the journey. True winners will have compassion for their teammates and desire the good of others as well as their own.

It is only when the giver looks at the giving as a rare privilege to be entered into with enthusiasm and joyousness that the giving is total and absolute and will carry the greatest impact.

They don’t care how much you know until they know how much you care.

When you help someone up a hill, you get that much closer to the top yourself.

“The true measure of a man is how he treats someone who can do him absolutely no good.”

- Ann Landers

“If you were going to die soon and had only one phone call you could make, who would you call and what would you say? And why are you waiting?”

- Stephen Levine

“I believe that the will of God is that every man should love his fellow man, and act toward others as he desires they should act toward him. I believe the reason of life is for each of us simply to

grow in love. I believe that growth in love will contribute more than any force to be established the Kingdom of God on earth. To replace a social life in which division, falsehood, and violence are

powerful, with a new order in which humanity, truth, and brotherhood will reign.”

- Count Leo Tolstoy’s interpretation of the Golden Rule

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TEAM

Together Everyone Achieves More

“Coming together is a beginning; keeping together is a process; working together is success.”

- Henry Ford

“The most effective way to forge a winning team is to call on the players’ need to connect with something larger than themselves, to require the individuals involved to surrender their

self-interest to the greater good so that the whole adds up to more than the sum of the parts.”

- Phil Jackson

A TEAM OF GEESE

When geese fly in formation, they travel about 70 percent faster than when they fly alone. Geese share leadership. When the lead goose tires, he or she rotates back into the “V” and another goose flies forward to become the leader. Geese keep company with the fallen. When a sick or weak goose drops out of the flight formation, at least one other goose will leave the formation to help and protect the weaker goose.

By being part of a team, we too can accomplish much more, much faster. Words of encouragement and support (honk from behind) inspire and energize those on the front lines and help them to keep pace in spite of day-to-day pressures and fatigue.

The next time you see a formation of geese, remember that it is a reward, a challenge, and a privilege to be a contributing member of a time.

HENRY THE V SPEECH

The fewer men, the greater share of honor.God’s will, I pray thee which not one man more.No, ‘faith, my coz, wish not a man from England.God’s peace, I would not lose so great an honor,As one man more, me thinks, would share from me,For the best hope I have. O, do not wish one more?Rather proclaim it, Westmoreland, through my host,

That he which hath no stomach to this fight,Let him depart. His passport shall be made,And crowns for convoy put into his purse.We would not die in that man’s company

That fears his fellowship to die with us.This day is called the feast of Crispian.

He that outlives this day, and see old age,Will yearly on the vigil feast his neighbors,

And say ‘Tomorrow is Saint Crispian:’Then will be strip his sleeve and show his scars.

And say ‘These wounds I had on Crispian’s day.’Old men forget; yet all shall be forgot,But he’ll remember with advantages

What feats he did that day.Be in their flowing cups freshly remembered.This story shall the good man teach his son;

And Crispin Crispian shall ne’er go by,From this day to the ending of the world,

But we in it shall be remembered –We few, we happy few, we band of brothers;

For he today that sheds his blood with meShall be my brother, be he ne’er so vile,

This day shall gentle his condition;And gentlemen in England now a-bed

Shall think themselves accursed they were not here,And hold their manhoods cheap whiles any speaks

That fought with us upon Saint Crispin’s day.

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Getting your people to think “Team First” is vital. It starts when you teach each member of the group how she or he contributes to the organization, when you make each one feel connected to the team’s efforts, productivity, and ultimate success.

Each individual must feel valued, from the secretary to the superstar salesperson and the senior manager. And, above all, each person must comprehend precisely how his or her own job performance is linked to the team’s welfare and survival.

Once you help others succeed, acknowledge their accomplishments, and help them shine, especially in front of others, they will never forget it.

Team members feel appreciated when their names are included in presentations about projects. Being recognized also raises a particular individual’s commitment to excellence because his or her name is associated with a given project; each member of the team becomes a part of the feedback loop for the project. It also creates a sense of community in that people feel they are part of a winning team.

“When your organization operates like a strong family, you can’t be knocked out by one punch.”

- Mike Krzyzewski

“A friend is always loyal, and a brother is born to help in time of need.”

- Proverbs 17:17

As a leader you must be confident enough to employ individuals who aren’t afraid to speak up and voice their opinion.

SACRIFICE FOR THE TEAM

An eagerness to sacrifice personal interest or glory for the welfare of all. I wanted each player to be eager to sacrifice personal interests for the good of the group. To me, there is all the difference in the world between willingness and eagerness.

It’s important to let our goals spring from our purpose. It makes sense that if we’re going to do the best we can do, our best should come from who we really are. If we’re self-focused, wanting good things for ourselves along, that is going to affect the goals we set. If we’re focused on others and on what we can do for them and the team we have around us, that will affect our goals as well.

“Try to forget yourself in the service of others. For when we think too much of ourselves and our own interests, we easily become despondent. But when we work for others, our efforts

return to bless us.”

- Sidney Powell

“Don’t be concerned for your own good but for the good of others.”

- Corinthians 10: 24

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VISION

One cannot effectively start a journey until he or she knows where they intend to go. This is what you as the leader must provide your organization; a destination. In your mind you must derive an image of what your organization will look like and accomplish in the future. Simply creating a vision is not enough. You must express this vision to your subordinates and enlist them in the accomplishment of these goals. It is only when a vision is shared that itt may eventually be attained.

Every organization, every social movement, begins with a dream. The dream or vision is the force that invents the future. Leaders inspire a shared vision. “What made the difference was the vision of how things could be and clearly painting this picture for all to see and comprehend.”

“Champions aren’t made in the gyms. Champions are made from something they have deep inside them – a desire, a dream, a vision.”

- Muhammad Ali

In some ways, leaders live their lives backward. They see pictures in their mind’s eye of what the results will look like even before they have started their project, much as an architect draws a blueprint or an engineer builds a model. Their clear image of the future pulls them forward. A person with no constituents is not a leader; and people will not follow until they accept a vision as their own. Leaders cannot command commitment, only inspire it.

Whether we call that ability vision, a dream, a calling, a goal, or a personal agenda, the message is clear: leaders must know where they are going if they expect others to willingly join them on the journey.

“You begin with the end in mind, by knowing what you dream about accomplishing, and then figuring out how to make it happen.”

- Jim Pitts,Northrop Grumman Corporation

Leaders have to make sure that what they see is also something that others can see. When visions are shared they attract more people, sustain higher levels of motivation, and withstand more challenges than those that are singular.

Leaders are expected to be forward-looking, but they are not expected to impose their vision of the future on others. What people really want to hear is not simply the leader’s vision. They want to hear about their own aspirations. They want to hear how their dreams will come true and their hopes will be fulfilled. The very best leaders understand that their key task is inspiring a shared vision, not selling their own idiosyncratic view of the world.

If you are thinking about what is happening after the completion of your longest-term project, then you are thinking only as long-term as everyone else. In other words, you are redundant! The leader’s job is to think about the next project, and the one after that, and the one after that.

“Risk more than others think is safe. Care more than others think is wise. Dream more than others think is practical. Expect more than others think is possible.”

- Cadet Maxim, USMA

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“A man’s reach should exceed his grasp, or what’s a heaven for?”

- Robert Browning

“Think only from the highest vision of yourself and you will be amazed at your creation.”

- Dolores Gildea

“Leadership is not magnetic personality – that can just as well be a glib tongue. It is not “making friends and influencing people” – that is flattery. Leadership is lifting a person’s vision to higher sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.”

- Peter F. Drucker

The best organizational leaders are able to bring out and make use of this human longing by communicating the meaning and significance of the organization’s work so that people understand their own important role in creating it. When leaders clearly communicate a shared vision of an organization, they ennoble those who work on its behalf. They elevate the human spirit.When leaders effectively communicate a vision – whether it’s to one person, a small group, or a large organization – constituents report significantly higher levels of job satisfaction, motivation, commitment, loyalty, team spirit, productivity, and profitability.

DEVELOPING VISION

The first step in creating an improved future is developing the ability to envision it.• Vision will ignite the fire of passion, which fuels our commitment to do whatever it takes to achieve excellence.• Vision allows us to transform dreams of greatness into the reality of achievement through human action.• Vision has no boundaries and knows no limits. Our vision is what we become in life.

“Do not lower your goals to the level of your abilities. Instead, raise your abilities to the height of your goals.”

“Nurture your mind with great thoughts, for you will never go any higher than you think.”

- Benjamin Disraeli

“Behind every great achievement is a dreamer of great dreams.”

- Robert K. Greenleaf

Remember to never confuse “Goals” with “Expectations”. Maintain reasonable expectations while creating “out of this world” goals. It is only when we establish ridiculous goals, and exercise the courage to pursue them, that we achieve greatness.How many times has a microphone been stuck in the face of the quarterback who just threw the game winning touchdown in the super bowl, with the questions: “In your wildest dreams, did you ever think this was possible?” And the reply is always: “No, never.” WHAT A CROCK!!! Anyone who makes it to that level in their chosen field has thought about, dreamed, visualized that very moment a million times since they were six years old, and every time it was perfect in their mind.A key element of vision is the ability to see yourself accomplishing great things. Create in your mind the conditions that may possibly surround the event, replicating every possible obstacle, and “see” yourself accomplishing the task perfectly. When the situation eventually presents itself, you will be ready because you have already been there before.

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EXPECTATIONS

Expectations, while they must be realistic, should be as high as you can reasonably make them. It is nearly impossible to elevate performance without first elevating expectations. High expectations not only define for your subordinates what your definition of success is, it also exhibits to them the level of confidence you have in them. You must make clear to them that your great expectations are a result of your belief that they can accomplish great things. When people know that you believe in their abilities, they are far more likely to extent themselves in order to meet the high expectations you have set.

“The greater danger for most of us lies not in setting our aim too high and falling short; but in setting our aim too low, and achieving our mark.”

- Michelangelo

As human beings we tend to live up to – or down to – our leaders’ expectations. The high performance that exemplary leaders get is because they fundamentally believe in the abilities of their constituents.

When people describe the best leaders they have ever had, they consistently talk about individuals who brought out the best in them. They say things like, “She believed in me more than I believed in myself,” or “He saw something in me even I didn’t see.”

Research on the phenomenon of self-fulfilling prophecies provides ample evidence that people act in ways that are consistent with others’ expectations of them. If you expect people to fail, they probably will. If you expect them to succeed, they probably will.

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CONFIDENCE

When a leader has internalized the recognition of his or her own competence, we label the feeling confidence. The more dangerous the circumstances or threatening the crisis, the more important it is for a leader to remain confident.

Confidence is internally derived. The quality of your opponent should have nothing to do with your confidence. External forces should not affect your confidence.

The instrument of leadership is the self, and mastery of the art of leadership comes from mastery of the self. Through self-development comes the confidence needed to lead. Self-confidence is really awareness of and faith in your own powers.

Leaders cannot gain the respect of their team without instilling a sense of confidence within their employees and allowing them the freedom to come to their own conclusions.

A good leader inspires others with confidence in him; a great leader inspires them with confidence in themselves.

Champions believe in themselves even if no one else does.

“You have to have confidence in your ability, and then be tough enough to follow through.”

- Rosalynn Carter

Nothing will throw an infantry attack off stride as quickly as to promise it support which is not precisely delivered both in time and in volume. The effect is equally bad if they are pledged twenty tanks and only get ten or if they are promised one hundred rounds of artillery fire at 1010 and get it at 1046. The men squat in their foxholes and count. If they see a default anywhere, they feel this gives them a moral excuse to default in their portion. They procrastinate and they argue that since the promised help has not arrived, the attack is not timed to go. It takes the edge off men and creates uncertainty in their officers, with the result that the infantry attack goes off half-heartedly. On the other hand, an artillery fire which is promptly delivered or an armor which advances steadily and confidently is like a shot in the arm. It moves the men mentally and sometimes bodily, thereby breaking the concentration of fear. But it is wiser to promise nothing than to default on anything.

“Our doubts are traitors. And make us lose the good we oft might win, by fearing to attempt.”

- William Shakespeare

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BELIEF/FAITH

“The future belongs to those who believe in the beauty of their dreams.”

- Eleanor Roosevelt

Faith is believing what we do not see. The reward of faith is to see what we believe.

“Be courageous! Have faith! Go forward?”

- Thomas Edison

“Faith doesn’t mean the absence of fear. It means having the energy to go ahead, right alongside the fear.”

- Sharon Salzberg

Belief is centered more in the individual, and it represents a strong, internal feeling that suggests, “I can do this.” At its core is an ability to move forward because of the evidence the person can see. He or she says, “I believe in the people I’m with; I believe in the preparation I’ve had; I believe in the plan that is in place.”

We are only beaten when we cease to believe what we can be.

“There can be no progress if people have no faith in tomorrow.”

- John F. Kennedy

Leaders instill in their people a hope for success and a belief in themselves. Positive leaders empower people to accomplish their goals.

The Code of Conduct was developed for members of the United States Military after the Korean War as a means to provide service members with a conduct guide should they be captured and become a prisoner of war. It establishes a source of belief and faith while serving in combat zones.

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THE CODE OF CONDUCT

1. I am an American, fighting in the forces which guard my country and our way of life. I am prepared to give my life in their defense.

2. I will never surrender of my own free will. If in command, I will never surrender the members of my command while they still have the means to resist.

3. If captured I will continue to resist by all means available. I will make every effort to escape and aid others to escape. I will accept neither parole nor special favors from the enemy.

4. If I become a prisoner of war, I will keep faith with my fellow prisoners. I will give no information or take part in any action which may be harmful to my comrades. If I am senior I will take command. If not I will obey the lawful orders of those appointed over me and back them up in every way.

5. When questioned, should I become a prisoner of war, I am required to give name, rank, service number and date of birth. I will evade answering further questions to the utmost of my ability. I will make no oral or written statements disloyal to my country and allies or harmful to their cause.

6. I will never forget that I am an American fighting for freedom, responsible for my actions, and dedicated to the principles which made my country free. I will trust in my government and the United States of America.

Believe in the incredible power of the human mind.Of doing something that makes a difference.Of working hard.Of laughing and hoping.Of lazy afternoons.Of lasting friends.Of all the things that will cross your path this year.

The start of something new brings the hope of something great.Anything is possible.There is only one you.And you will pass this way only once.

Do it right.

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SUCCESS

When you speak about success then you speak about leadership, because they are synonymous. Success is to be placed in a position of command and the doctrine of command can be summed up in one word; “Leadership”. Successful people are leaders, and leadership is defined as the ability to direct people.

When all is said and done – To be successful a man must exert an effective influence upon his brothers and upon his associates and the degree in which he accomplishes this depends upon the personality of the man.

“How you do this, I think is essential to understand that conquests are won primarily in the hearts of men and once you have won their hearts, they’ll follow you anywhere. Man will respond to this type of

leadership in a most remarkable way. Success is based upon a spiritual quality, a power to inspire others.”

- Vince Lombardi

“Success is the peace of mind which is a direct result of self-satisfaction in knowing you made the effort to become the best of which you are capable. Only the individual himself can correctly

determine his success. You may be able to fool others, but you can never fool yourself.”

- John Wooden

This definition takes away any external characterization of success and puts the responsibility on the individual to define his own success. Success transcends the dictionary definition. It is not the accumulation of material possessions or the gaining of a certain amount of prestige or rank. It is not moving up the ladder at work, becoming famous, or gaining political power. Success is being the best you can be, and feeling good about that, but then going one step further.

Success is not only helping myself; it is helping others reach their goals.

“Success doesn’t come to you . . . you go to it.”

- Marva Collins

“He has achieved success who has lived well, laughed often and loved much; who has gained the respect of intelligent men, and the love of little children; who has filled his

niche and accomplished his task; who left the world better than he found it, whether by an improved poppy, a perfect poem, or a rescued soul; who has never lacked appreciation

of the earth’s beauty, or failed to express it. Who always looked for the best in others, and given the best he had; whose life was an inspiration; whose memory a benediction.”

- Thomas Stanley

“Individuals who succeed have a belief in the power of commitment. If there’s a single belief that seems almost inseparable from success, it’s that there’s no great success without commitment. If you look at successful people in any field, you’ll find they’re not necessarily the best and the brightest, the fastest and the strongest. You’ll find they’re the ones with the most commitment.”

- Anthony Robbins

Success is the intersection where dreams and hard work meet.

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EXCELLENCE

The achievement of excellence is a constant, never-ending journey. Acts of excellence must be repeated. In your quest for excellence, no detail can be seen as too small. The only way to achieve big things is to first achieve all the little things from which big things are comprised.

“We are what we repeatedly do; excellence therefore is not an act, but a habit.”

- Aristotle

“It isn’t hard to be good from time to time. What’s tough is being good every day.”

- Willie Mays

“The quality of a person’s life is in direct proportion to their commitment to excellence, regardless of their chosen field of endeavor.”

- Vince Lombardi

“There’s no such thing as perfection. But, in striving for perfection, we can achieve excellence.”

- Vince Lombardi

“Excellence is the gradual result of always wanting to do better.”

- Pat Riley

Those under your leadership must be taught that little things make the big things happen. In fact, they must first learn there are no big things, only a logical accumulation of little things done at a very high standard of performance.

Only those who have the patience to do simple things perfectly will acquire the skills to do difficult things easily.

“The foundation of excellence lies in self-control.”

- H. L. Baugher

“Quality is never an accident. It is always the result of intelligent effort.”

- John Ruskin

The hallmark of excellence, the test of greatness, is consistency.

Going far beyond the call of duty, doing more than others expect, this is what excellence is all about! And it comes from striving, maintaining the highest standards, looking after the smallest detail, and going the extra mile. Excellence means doing your very best. In everything! In every way.

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Excellence can flow from the highest position of an organization and wash downward over individuals and groups. It can also flow upward from seemingly insignificant people who have little rank or position but who take pride in whatever tasks they are given. Use whatever duty you’ve been assigned today to exemplify excellence, and see what that does for your own peace of mind as well as for the good of your team.

“Start by doing what’s necessary, then what’s possible, and suddenly you are doing the impossible.”

- Saint Francis of Assisi

“Whatever you do, don’t do it halfway.”

- Bob Beamon

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HARD WORK

“Whenever you start – give it your best. The opportunities are there to be anything you want to be. But wanting to be someone isn’t enough; dreaming about it isn’t enough; thinking

about it isn’t enough. You’ve got to study for it, work for it, fight for it with all your heart and soul, because nobody is going to hand it to you.”

- Colin Powell

“Nothing in this world can take the place of persistence. Talent will not; nothing is more common than unsuccessful men with talent. Genius will not; unrewarded genius is almost a proverb. Education along will not; the world is full of educated failures. Persistence and

determination alone are omnipotent.”

- Calvin Coolidge

“PAIN IS TEMPORARY – QUITTING LASTS FOREVER! Prior to being diagnosed with cancer, I just did enough to get by; I was a slacker who never gave 100%, quick with

excuses. After being diagnosed, I began working for something more than self. My home is burned but I can still see the sky. So what keeps me on my bike? I now realize that my time

is limited. I have one chance to live this day right and to string my days together into a life of position and purpose. When the weather is nasty outside, I challenge myself by asking “you

ridin’ or you hidin’”?”

- Lance Armstrong

“Luck is not random; it is attracted to those who work hard.”- Anonymous

“Leaders are not born, they are made. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.”

- Vince Lombardi“I’ve read that I flew up the hills and mountains of France. But you don’t fly up a hill. You

struggle slowly and painfully up a hill, and maybe, if you work very hard, you get to the top ahead of everybody else.”

- Lance Armstrong

“Life is often compared to a marathon, but I think it is more like being a sprinter; long stretches of hard work punctuated by brief moments in which we are given the opportunity to

perform at our best.”

- Michael Johnson

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The hard struggle is to be welcomed, never feared. The struggle itself, the test, is what gives value to the prize and is something the competitive leader truly revels in.

“I hated every minute of training, but I said, ‘Don’t quit. Suffer now and live the rest of your life as a champion’.”

- Muhammad Ali

“Even if you’re on the right track, you’ll get run over if you just sit there.”

- Will Rogers

“Opportunity is missed by most people because it’s dressed in overalls and looks like work.”

- Thomas Edison

“That which we obtain too easily, we esteem too lightly. It is dearness only which gives everything its value. Heaven knows how to put a proper price on its goods.”

- Thomas Pain

“I know of no more encouraging fact than the unquestionable ability of a man to elevate his life by conscious endeavor.”

- Henry David Thoreau

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“The Challenge”

Blessed is the man, indeed,Who in his life can find;

A purpose that can fill his days,And goals to fill his mind!

The world is filled with little men,Content with where they are;

Not knowing joys success can bring,No will to go that far!

Would you be one who dares to work,When challenged by a task;

To rise to heights you’ve never seen,Or is that too much to ask?

This is your day – a world to win,Great purpose to achieve.

Accept the challenge of your goals, And in yourself, believe!

You will be proud of what you’ve done,When at the close of day;

You look back at battles won,Content you came this way!

- Unknown Author

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DETERMINATION

Individuals and teams are almost always capable of accomplishing far more than they actually achieve. It is only when they are inspired to exercise the determination required and extend themselves beyond what they previously thought possible, that they realize what they are capable of. The following story by Mike Leonard demonstrates this point.

I made the freshman team and finished the season tied for second in scoring. Our coach, a young firebrand named Lou Lamoriello, valued the style of play that had been drilled into me during high school. Skate hard. Win the little battles. Be a team player. It’s an uncomplicated formula, yet some players couldn’t seem to figure out why it should apply to them. Off they’d go in search of hero’s glory, flying around the ice in grand displays of wasted motion, gaining nothing from their flamboyance but a seat on the bench. Those players came from hockey hotbeds. They were the ones who were supposed to make it in college hockey, not me.

It was another defining revelation. If I had followed the advice of the experts, I would have eliminated myself from the running. Why waste time trying, after all, when the voices from above proclaim your cause to be lost? Could those voices be wrong? Absolutely. But how would you know if you had listened and quit?

I played hockey all through college. The varsity coach had hit the skids and because of Lou Lamoriello’s success as a freshman coach, he had been moved up to lead the varsity squad. He was as tough as they come and never, ever let up. It was all about effort. No excuses. Just go out there and bust your ass. That’s difficult to do on a losing team, the temptation being to find solace in moral victories, patting yourself on the back for keeping it close. That attitude didn’t fly with Lou, especially on a cold December night in my senior year.

The best player on our team, Rich Pumble, a big, touch junior from Lachine, Quebec, had broken his leg in the previous game. He was our leader, the main reason to believe that the play-offs were within reach. When he was put on a stretcher and carried off the ice, those play-off hopes went with him. Our next game was against a far superior Brown University team, playing at their home rink, always a boisterous environment. After two periods Brown was leading 3-1, and Lou sensed what was on our minds. With our most skilled athlete out of the picture, a close loss to a great team would be a victory of sorts.

Oh, no, it wouldn’t.

Minutes before we were to hit the ice for the final period, Lou burst into the locker room. In a rage he picked up a big, metal garbage can and hurled it against the wall. Then he started screaming. And screaming. Everybody in the world has an excuse for failing, he hollered, everybody in every situation has something or someone to blame for falling short.

The supplies didn’t arrive in time. The phone call wasn’t returned. Somebody screwed up the order.

Bullshit. We were missing a great player; too bad. Life is full of unlucky breaks. Get over it. Find a way.

Buried somewhere in the college hockey archives there is a date and a score:

December 18, 1969Providence College 5 – Brown University 3

In the grand scheme of things, a midseason game won decades ago by a college hockey team that never amounted to much is a trivial matter. Unless, of course, you happened to be in the visitor’s locker room that night, heard the speech, saw what followed, and then realized how much more is possible with a little extra push.

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THE MAN WHO THINKS HE CAN

If you think you’re beaten, you are;If you think you dare not, you don’t.

If you’d like to win but think you can’t,It’s almost a cinch you won’t.

If you think you’ll lose, you’re lost,For out in the world we find

Success begins with a fellow’s will;It’s all in the state of mind.

Full many a race is lostEre ever a step is run,

And many a coward failsEre ever his work’s begun.

Think big, and your deeds will grow;

Think small and you’ll fall behind.Think that you can, and you will;

It’s all in the state of mind.

If you think you’re outclassed, you are;You’ve got to think high to rise.

You’ve got to be sure of yourself beforeYou can ever win a prize.

Life’s battles don’t always goTo the stronger or faster man,

But soon or late the man who winsIs the fellow who thinks he can.

It’s all in the state of mind!

“People who say it cannot be done should not interrupt those who are doing it.”

IT COULDN’T BE DONE

Somebody said that it couldn’t be done,But he, with a chuckle, replied

That “maybe it couldn’t,” but he would sure be oneWho wouldn’t say so till he’d tried.

So he buckled right in, with a trace of a grinOn his face. If he worried, he hid it.

He started to sing as he tackled the thingThat couldn’t be done, and he did it.

Somebody scoffed: “Oh, you’ll never do that;At least no one ever has done it.”

But he took off his coat, and he took off his hat,And the first think we know, he’d begun it;

With the lift of his chin, and a bit of a grin,Without any doubting or quiddity;

He started to sing as he tackled the thingThat couldn’t be done, and he did it.

There are thousands to tell you it cannot be done;There are thousands to prophesy failure;

There are thousands to point out to you, one by one,The dangers that wait to assail you;

But just buckle right in, with a bit of a grin,Then take off your coat and go to it;

Just start in to sing as you tackle the thinkThat “cannot be done,” and you’ll do it!

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ATTITUDE

There are many things in this world that you can’t control. But no matter what the situation, the one thing you will always have the power to control is your attitude. Change your attitude and change your life.

A good attitude can overcome some other limitations, but even great talent can’t overcome the wrong attitude.

The leader’s attitude, conscious and subconscious, inevitably becomes the attitude of those he leads.

“The greatest discovery of my generation is that human beings can alter their lives by altering their attitudes.”

- William James

“Most people are about as happy as they make up their minds to be.”

- Abraham Lincoln

“I have learned how to be content with whatever I have.”

- Philippians 4: 11

“If you see no reason for giving thanks, the fault lies within yourself.”

- Tecumseh

I AM ONLY ONE

I am only one, but I am one.I can’t do everything, but I can do something,

And what I can do, I ought to do.And what I ought to do, by the grace of God, I shall do.

- Edward Everett Hale

“The basic difference between an ordinary man and a warrior is that a warrior takes everything as a challenge, when an ordinary man takes everything as a blessing or a curse.”

- Don Juan

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WARRIOR ETHOS:

• I will always place the mission first.• I will never accept defeat.• I will never quit.• I will never leave a fallen comrade.

Promise yourself......

To be so strong that nothing can disturb your peace of mind.To look at the sunny side of everything and make your optimism come true.To think only of the best.To be just as enthusiastic about the success of others as you are about your own.To forget the mistakes of the past and press on to the greater achievements of the future.To share the greater achievements of the future.To give so much time to the improvement of yourself that you have no time to criticize others.To be too large for worry, too strong for fear, and too happy to permit the presence of trouble.

HAVING THE PROPER ATTITUDE

•Attitudes are habits of thinking. You have it within your power to develop the habit of thinking thoughts that will result in a winning attitude.•The foundation for the proper attitude consists of developing the habit of thinking positive thoughts.•Tell yourself constantly that you can do something, and you will. Tell yourself you can’t, and your subconscious mind will find a way for

you not to do it.•A desire to win and a desire to prepare to win are important ingredients of a winning attitude.•Before you can scale the heights of greatness, you must first learn to control yourself from within. Be your own master. Control your emotions.•An individual with a good attitude welcomes criticism, constantly seeks to learn, and avoids criticizing others.•True success depends on teamwork, and the winning attitude puts the good of the team ahead of anything else.•Whether or not you create a winning attitude is entirely up to you – but nothing is more important to you on your road to the winner’s circle.

“Things turn out best for those who make the best of the way things turn out.”

“I asked God for strength, that I might achieve.I was made weak, that I might learn humility to obey.

I asked for health, that I might do great things.I was given infirmity, that I might do better things.

I asked for riches, that I might be happy.I was given poverty, that I might be wise.

I asked for power, that I might have the praise of men.I was given weakness, that I might feel the need of God.

I asked for all things, that I might enjoy life.I was given life, that I might enjoy all things.

I got nothing I asked for – but everything I had hoped for;Almost despite myself, my unspoken prayers were answered.

I am, among men, most richly blessed!”

- Attributed to an unknownConfederate Soldier

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DEVELOP A WINNER’S ATTITUDE

If you want a winning attitude you have to do two things. First, you have to believe that your constituents are already winners. It’s not that they will be winners someday; they are winners right now! If you believe that people are winners, you will treat them that way. It’s just a mental trick you play on yourself. Second, if you want people to be winners, you have to behave in ways that communicate to them that they are winners. And it’s not just about your words. It’s also about tone of voice, gestures, posture, and facial expressions. No yelling, frowning, cajoling, making fun of, or putting them down in front of others. Instead, it’s about being friendly, positive, supportive, and encouraging.

Developing a winner’s attitude in others means paying considerable attention to your constituents’ successes. It means noticing what they’re doing right, and pointing it out to them. You also have to give them more opportunity to participate. Ask for their opinions. Ask for their ideas. And when you are instructing them, offer suggestions, helpful hints, and practical tips. Treat them like winners, and you’ll get winning performances.

Being a Pygmalion – someone who has a strong belief in the capacity of others and a confidence in his or her own ability to develop others – entails developing a winner’s attitude in those around you. Only those who envision themselves as winners are likely to work hard, try new actions, and become leaders in their own right.

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DISCIPLINE

Too many people see the word “discipline” as a verb: meaning something you do or an action you take in response to a situation. Effective leaders see the word “discipline” as a noun: something you have or possess. If you and your organization possess discipline, you will do the right things at the right times. If you fail to see “discipline” as a noun, you will find yourself relegated to exercising “discipline” as a verb. The choice is yours.

What is discipline?

“Do what has to be done, when it has to be done, as well as it can be done, and do it that way all the time.”

- Bobby Knight

“Setting a goal is not the main thing. It is deciding how you will go about achieving it and staying with the plan. The key is discipline – without it there is no morale.”

– Tom Landry

“You can’t get much done in life if you only work on the days when you feel good.”

- Jerry West

People who possess discipline do the right thing when no one else is looking! They are considerate of the other person and develop good personal habits – being polite, on time, and take care of business with pride. We must be disciplined as individuals first, and then as a team.

“Self-discipline is when you tell yourself to do something and you don’t talk back.”

- W.K. Hope

“I cannot trust a man to control others who cannot control himself. Do your duty in all things. You should never wish to do less.”

- General Robert E. Lee

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SCHOFIELD’S DEFINITION OF DISCIPLINE

“The discipline which makes the soldiers of a free country reliable in battle is not to be gained by harsh or tyrannical treatment. On the contrary, such treatment is far more likely to destroy than

to make an Army. It is possible to impart instruction and to give commands in such a manner and such a tone of voice to inspire in the soldier no feeling but an interse desire to obey, while the

opposite manner and tone of voice cannot fail to excite strong resentment and a desire to disobey. The one mode or the other of dealing with subordinates springs from a corresponding spirit in the

breast of the commander. He who feels the respect which is due to others cannot fail to inspire in them regard for himself, while he who feels, and hence manifests, disrespect toward others,

especially his inferiors, cannot fail to inspire hatred against himself.”

Major General John M. SchofieldAddress to the Corps of CadetsAugust 11, 1879

A DISCIPLINED SOLDIER

1. Knows the importance of being on time.2. Has learned the value of regular hours and good training habits from working hard.3. Has learned that the team comes before himself. This strengthens his character as he is sometimes called upon to sacrifice for others.4. Has learned to take orders; in taking orders, he learns how to give them.5. Knows that discipline is the essence of every successful organization; as a member of the team, he understands the need for it.6. Has learned that many of these things establish a degree of self-discipline.7. In so far as his ability to mold the character of troops is concerned, the qualifying test of an officer is the judgment placed upon his

soldierly abilities by those who serve under him. If they do not deem him fit to command, he cannot train them to obey. Thus when slackness is tolerated in Officership, it is a direct invitation to disobedience, and as disobedience multiplies, all discipline disappears.

THREE GENERAL ORDERS

• I will guard everything within the limits of my post and quit my post only when properly relieved.• I will obey my special orders and perform all of my duties in a military manner.• I will report violations of my special orders, emergencies, and anything not covered in my instructions to the commander of the relief.

EXERCISING DISCIPLINE

If you have failed to properly approach “discipline” as a noun, you may be forced to perform “discipline” as a verb. When doing so, make sure you issue your discipline judiciously. Never establish “hard line” rules that set specific punish for specific offences. Remember individuals earn their treatment through their actions. If you put specific punishment in writing it is only a matter of time until a situation you did not foresee forces you to exercise some form of punishment you know will only hurt your organization.

An individual who knows exactly what the penalty is for a particular act can subconsciously measure the risk against the reward. That person may decide the risk is worth it. By keeping the specific penalty unknown, I may have kept a few individuals from making a bad choice. They could not determine if the risk was worth the reward because they did not know what the penalty was.

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REWARDS

Rewards should never be the primary means of motivation for members of your organization. By strictly relying on rewards, your leadership becomes transactional, meaning that good performance only occurs when people know they will receive something for their effort (a transaction). Rewards are most effective when they are a surprise to the person being recognized. “Catch” people doing great things and provide immediate, spontaneous recognition. Rewards are always more meaningful when they are not expected. Also, if rewards are spontaneous, people are more likely to perform well more often in the hopes of being “caught” doing well.

Spontaneous and unexpected rewards are often more meaningful than the expected formal ones. “The form of recognition that has the most positive influence on us, and that should be used most often is on-the-spot recognition.”

Rewards are most effective when they’re highly specific and given in close proximity to the appropriate behavior.

Instead of relying only or even primarily on formal rewards, effective leaders make tremendous use of intrinsic rewards – rewards that are built into the work itself, including such factors as a sense of accomplishment, a chance to be creative, and the challenge of the work – all directly tied to an individual’s effort. Praise and coaching are significant forms of recognition as well. Often it is the simple, personal gestures that are the most powerful rewards.

Private rewards do little to set an example – and often the recipient, not wanting to brag or appear conceited, has no opportunity to share the story with others. So tell your constituents that they’ve done well as soon as you find out about it, and let other people know about the accomplishment too.

Public celebrations of accomplishment build commitment, because they make people’s actions visible to their peers and therefore difficult to deny or revoke.

Be prepared for every public opportunity to reinforce the culture and the meaning you want to create. You ask others to reach certain achievement levels, and when they do so you let them know that you know what they’ve done and how much you sincerely appreciate it.

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MOTIVATING & INSPIRING

There is no one more believable than a person with a deep passion for something. There is no one more fun to be around than someone who is openly excited about the magic that can happen. There is no one more determined than someone who believes fervently in an ideal. People want leaders who are upbeat, optimistic, and positive about the future. It is really the only way we can get people to want to struggle for shared aspirations.

“Leadership is not so much about technique and methods as it is about opening the heart. Leadership is about inspiration – of oneself and of others. Great leadership is about human experiences, not processes. Leadership is not a formula or a program,

it is a human activity that comes from the heart and considers the hearts of others. It is an attitude, not a route.”

– Lance Secretan

The real dividing line is passion. As long as you believe that what you are doing is meaningful, you can cut through fear and exhaustion, and take the next step. True leaders tap into people’s hearts and minds, not merely their hands and wallets.

If work comes to be seen solely as a source of money and never as a source of fulfillment, organizations will totally ignore other human needs at work – needs involving such intangibles as learning, self-worth, pride, competence, and serving others. There is very convincing evidence that reliance on extrinsic motivators can actually lower performance and create a culture of divisiveness and selfishness, precisely because it diminishes our inner sense of purpose.

People’s motivation to increase their productivity on a task increases only when they have a challenging goal and receive feedback on their progress. Goals without feedback, or feedback without goals, have little effect on motivation.

There are several types of motivation: Fear and Reward may work initially, but will always run out of steam eventually. The third type of motivation stems from purpose. It provides understanding. It leads by example. The person who is motivated by purpose says, “Now I understand why I need to be in good shape or be punctual or have a quiet time.”

YOU NEVER KNOW

You never know when someone may catch a dream from you,You never know when a little word or something you may do,

May open up the windows of a mind that seeks the light;The way you live may not matter at all; but you never know, it

might.

And just in case it could be, that another’s life, through you,Might possibly change for the better, with a broader and

brighter view.It seems it might be worth a try at pointing the way to the right;

Of course, it may not matter at all, but then again it might.

A DREAM IS FOREVER

A dream is forever, spurn it if you will;Somewhere in your heart there’s a part of it still.Somewhere there’s an echo, a simile or a sigh,Recalling that long-ago dream that passed by.

A dream is forever, it can’t be erased;And the richer the life that a dream has embraced.

Warmer the heart that has felt the bright beam,Of life-giving hope shining forth in a dream.

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DEALING WITH PRESSURE

Few characteristics are more valuable to a leader than Poise, especially when she or he is under pressure.

“I think there were four or five games in my career at UCLA when we started out behind something like 18-2, just getting killed. I’d look over at Coach Wooden, and there he’d sit on the bench with his program rolled up in his hand – totally unaffected, almost like we were ahead. And I’d think to myself, “Hey, if he’s not worried why should I be worried? Let’s just do what the guy told us to do.” And you know what? We won all those games except one, and even that one was close. It’s the doggonest experience to see that!

He was cool when it counted; his confidence and strength became ours.”

- Fred Slaughter on John Wooden

When people are worried, discouraged, frightened, and uncertain about the future, the last thing needed is a leader who feeds those negative emotions. Instead, they need leaders who communicate in words, demeanor, and actions that they believe their constituents will overcome. Emotions are contagious, and positive emotions resonate throughout an organization and into relationships with other constituents.

How do you act when the pressure’s onWhen the chance for victory is almost gone,When Fortune’s star has refused to shine,When the ball is on your five-yard line?

How do you act when the going’s rough,Does your spirit lag when breaks are tough?

Or, is there in you a flame that glows

Brighter and fiercer as the battle grows?How hard, how long will you fight the foe?That’s what the world would like to know!

Cowards can fight when they’re out ahead.The uphill grind shows a thoroughbred!You wish for success? Then tell me, son,

How do you act when the pressure’s on?

The best leaders exhibit their calmest and most level-headed demeanors when the circumstances are the most dangerous. Hyper-enthusiastic or “screaming drill sergeant” types get people killed.

Don’t let anger and frustration get in your way. Leaders get annoyed or even angry, but good leaders don’t show it to their followers. That doesn’t accomplish anything; instead, it increases the anxiety of everyone involved. Instead, focus on recovering from the situation.

Stay calm and breathe deeply in times of extreme adversity. Studies have proven that breathing and relaxation techniques help people deal with enormously difficult situations. If you stay cool, you can do amazing things.

Take a deep breath, focus outward, let the situation develop, and act on the environment. Behaving as if something is wrong leads followers to feel that something is wrong. It simply makes it hard to deal with the problem at hand.

When a leader has internalized the recognition of his or her own competence, we label the feeling confidence. The more dangerous the circumstances or threatening crises, the more important it is for a leader to remain confident.

Flatten your emotions – High-threat events create temporal distortion: The mind literally focuses so intensely on when a car crashes, seconds can pass that seem like minutes. At these levels of outward orientation, emotions are difficult, if not impossible, to experience. The experience of emotion requires inward focus, recognition of the self, and how one feels. Emotion involves reading one’s own heart rate, respiration, and other physiological and psychological reactions to surrounding events.

Attempting to control emotions may in some instances cause the leader to focus inward on the emotions themselves rather than continuing to address the threat. And emotions that are recognized are very hard to control and even harder to hide from followers. Emotions must be experienced as they come. It is important for leaders to understand, however, that when they feel emotions during high-risk circumstances, the reason they feel these emotions is they have insufficient external focus. That means it is time to reconnect with the environment and deal with the threat.

Do not lay blame or point fingers during a crisis. Instead, focus on dealing with recovering from the difficult dangerous situation at hand. After it is over and everyone is safe, then you can start analyzing what went wrong, who was responsible, and how to prevent such a situation from occurring again.

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DEALING WITH ADVERSITY

“There is no education like adversity.”

- Benjamin Disraeli

“A gem cannot be polished without friction, nor man perfected without trials.”

- Chinese Proverb

“Face adversity promptly and without flinching, and you will reduce its impact. Never run from anything and never, ever quit.”

- Winston Churchill

“The greater the obstacle, the more glory in overcoming it.”

- Moliere

So often our destiny lies beyond our control. And while we can’t control fate, we must do all things possible to control our response to it.

Embrace and prepare for the worst case rather than hoping to avoid a crisis. “Hope” is not a method.

Adversity can make us stronger, smarter, better, tougher. Blaming your troubles on bad luck makes you weaker. Most worthwhile things in the competitive world come wrapped in adversity. Good leaders understand this and are inclined to see the truth in this verse:

“The most essential factor is persistence – the determination never to allow your energy or enthusiasm to be dampened by the discouragement that must inevitably come.”

- James Whitcomb Riley

PLAY THE HAND YOU’RE DEALT: JOHN WOODEN’S STORY

Fate played the cruelest trick on me – not for the first or last time – soon after I moved into the college ranks as a coach in 1946 at Indiana State Teacher’s College. During my second season, the phone started to ring with coaching offers from schools such as UCLA and the University of Minnesota.

At that time, UCLA was just four letters in the alphabet that meant almost nothing to me. Minnesota was another story entirely, because it was in the Big 10 conference.

In addition to having allegiance to the Big 10 because I had

played basketball at Purdue, there was a more practical reason involved: I knew – and was known by – so many high school coaches around the territory. All of them – several hundred – would be potential recruiters for my program. It is hard to overstate how important this could be in developing and maintaining a superior basketball program. It was an asset of almost indescribable value to a coach. I wanted that asset very much.

There was also the issue of my family. Nell and the children did not want to move far from Indiana and, in truth, neither did I.

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We loved everything about the Midwest, including the winter weather. For many reasons I had the greatest desire to become head coach of the Minnesota Gophers basketball team in the Twin Cities.

I visited UCLA only as a favor to a former teammate of mine at Purdue, Dutch Fehring, football line coach of the Bruins. He and a local broadcaster, Bob Kelly, had recommended me to the selection committee that subsequently invited me to come out for a visit. What I saw was not very impressive.

As soon as I got back to Indiana from my trip out West, I announced to Nell, “We’re going to Minnesota.” But I spoke too soon. Fate was going to have the last word.

Gopher officials and I had agreed to every single term of the contract except one: specifically, they wanted me to keep the head coach I was replacing, Dave McMillan, on staff as my assistant. I was unwilling to do this, because it was unfair to both of us; each had his own system and way of doing things. I did not want to constantly be second-guessed by a former head coach who had a different philosophy of teaching and playing basketball.

After several weeks of calls back and forth, Minnesota told me their final decision would be made on the following Saturday and they would call with the results at exactly 6 p.m. In the meantime, I phoned UCLA to inform them that in all likelihood I would be turning down their offer, because I expected Minnesota officials to grant my request and allow me to appoint my own assistant. In the unlikely event this did not occur, I told UCLA I would be willing to become head coach of the Bruins. What I did not mention is how much I hoped this would not happen.

On Saturday night, Nell and I sat in our living room in Terre Haute waiting for the phone call from Minnesota. But it did not come – not at 6:00, and not at 6:30. We were becoming increasingly concerned until finally, at 7 p.m., the phone rang. We were both relieved and very eager to hear the news that would soon take us to Minnesota.

Unfortunately, the call was from California. The voice on the other end of the line was UCLA athletic director Wilbur Johns: “Coach Wooden, what’s your decision?”

It was hard for me to say the words, but I replied, “Minnesota did not call, Wilbur. I guess they wouldn’t budge on my request after all. I accept your offer.”

What I didn’t know was that Minnesota had budged and decided after long discussions to let me pick my own assistant coach and find Dave McMillan an acceptable job elsewhere in the athletic department.

However, when officials tried to call me at exactly 6 p.m. with the good news that I was going to be the next head coach of the Minnesota Gophers, their phone lines were dead. A spring blizzard had knocked out all telephone services in the Twin Cities. By the time service was restored again and Minnesota was able to get through to me – about 7:30 p.m. – it was too late. Fate had made the first and final call. I had already given my word to UCLA that I would be the next Bruin head basketball coach.

As much as I wished the conversation with Wilbur Johns had not taken place, I could not go back on my word. If your word is nothing, you are not much better. I remembered Dad’s simple advice in his Two Sets of Three: “Don’t lie, don’t cheat, don’t steal; never whine, never complain, never make excuses.”

Wooden at UCLA won 10 National Championships and established a record 88-game winning streak.

Certainty and routine breed complacency. In contract, personal and business hardships have a way of making people come face to face with who they really are and what they’re capable of becoming.

Looking back it seems to me,All the grief that had to be.Left me when the pain was o’er;Stronger than I was before.

General Dees looked back at me and without hesitation said, “You know, Tom, it’s not whether bad things happen that makes or breaks a commander. It’s what he does with the

hand he’s dealt that really matters.”

- Kolditz

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“Dear brothers and sisters, when troubles come your way, consider it an opportunity for great joy. For you know that when your faith is tested, your endurance has a chance to grow. So let it grow, for when your endurance is fully developed, you will be perfect and complete,

needing nothing.”

- James 1: 2-4

On the journey of success, we begin with plans, goals, and dreams. Once we have those figured out, we get to work. In the process, we invariably face hardships and struggle, as well as triumph and achievement. But whether we face success or adversity, we can learn how to not just “handle” it but to take advantage of it. If we want to succeed in life, we must learn how to make the most of both victory and defeat – because we’re certain to encounter both along the way.

Adversity comes to us all – it’s only a matter of when. The real question is not whether we will face adversity but how we will respond to it when it comes. If our attitude is one that embraces learning and growing, we’ll treat adversity as a stepping-stone to the success we desire, rather than see it as an insurmountable obstacle.

THE STORY OF CPT SCOTT SMILEY (FEBRUARY, 2007)

Like so many Iraq and Afghanistan veterans before him, Army Captain Scott Smiley came home with serious war wounds. It hasn’t been quite two years since a car bomb in Mosul left him permanently blind. Physicians at three different medical centers told him that his Army career was over. Smiley, however, had a different view. Today, he works in Virginia at Fort Monroe’s U.S. Army Accessions Command. In July, his wife Tiffany, pinned his Captain’s bars to his uniform in a small ceremony.

A 2003 West Point graduate, Smiley spent a week last winter skiing in Vail, Colorado, with Foresight Ski Guides.

“At first it was very scary, but then it’s exhilarating and fun,” Smiley told the Vail Daily. “When you’re going down a mountain and you can’t see anything, and you’re used to seeing the horizon and the trees pass by, it’s kind of weird.”

Serving with the 1st Brigade, 25th Infantry Division, Smiley was leading a platoon just west of Mosul on April 10, 2005. It was searching for car bombs. In the lead vehicle, Smiley saw a suspicious car, so he blocked it and emerged firing warning shots. It was then the car explored. Fortunately, Smiley was the only one wounded.

The left side of Smiley’s head was hit with shrapnel, and he lost one eye and was blinded in the other. Following six weeks at Walter Reed Army Medical Center in Washington, D.C., Smiley spent a month at the Blind Rehab Center in Palo Alto, CA.

He also received ocular prosthetics, or artificial eyes. The Prosthetics do not provide vision, but this does not deter Smiley. “Being blind is no different than being sighted”, he told the Virginia Pilot. “You just have to live a little differently.”

The Pasco, Washington native says he originally joined the Army to get the best education he could. He applied to the U.S. Military Academy at West Point.

“Once you go to the Military Academy, you owe five years,” explained Smiley. “The Army has invested at least a million dollars in me through college and the training I’ve had, I think I should owe them the rest of my life. It’s kind of like my payment.”

Before being wounded, Smiley had planned to go to Ranger School and serve 20 years in the Army. Smiley credits his faith and strong Christian background in helping him over this hurdle called blindness. He adds that he is where he is today because God had a greater purpose for him.

The 26-year-old is doing his part to help his fellow wounded vets. He visits Walter Reed to offer encouragement to those recently hospitalized.

On the job, he emails his friends still serving in Iraq to ask what kind of preparation they think solders need before going to the war zone. Computer files are going into a program that later reads files to Smiley through an earpiece.

He says his personal life hasn’t changed too much. He is still married to his high school sweetheart, and the two still run together, go cycling, and walk their dog. He even went skydiving last July.

Smiley told the Virginia Pilot that he missed seeing the sun come up and regrets never again seeing his wife’s face. That aside, he would gladly return to Iraq, “in a heartbeat.”

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DEALING WITH FAILURE

“Our greatest glory is not in never failing, but in rising every time we fall.”

- Confucius

“Success is a lousy teacher. It makes smart people think they can’t lose.”

- Bill Gates

“Unless you are pushing yourself, you are not living to the fullest. You can’t be afraid to fail, but unless you fail, you haven’t pushed hard enough. If you look at successful people, they

fail a lot, because they’re constantly trying to go further and expand.”

– Dean Karnazes

“Anyone who has never made a mistake has never tried anything new.”

- Albert Einstein

When something goes wrong with our plans, our tendency is to kick ourselves, or berate the person who made the mistake. But if we do that, we don’t learn from the mistake; we don’t use the adversity for ultimate good. To avoid this trap, use this three-step process that ensures you will respond in a positive way to adversity:

1. Learn from it.2. Learn specifically what the right way is.3. Practice visualizing the right way until your consciousness accepts a picture of you performing correctly.

“Leadership is learning by doing, adapting to actual conditions. Leaders are constantly learning from their errors and failures.” Life is the leader’s laboratory, and exemplary leaders use it to conduct as many experiments as possible. Try, fail, learn. That is the leader’s mantra. Leaders are learners. They learn from their failures as well as their successes, and they make it possible for others to do the same.

“I can accept failure. Everyone fails at something. But I can’t accept not trying.”

- Michael Jordan

“Coach would let them try it their way and fail. He was good at that. It’s the best way to teach. Because after they failed they wanted to know how to do it right. They wanted to learn

how to do it right more than they wanted to prove coach wrong.”

- Kareem Abdul-Jabbar on John Wooden

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“You are not a failure until you start blaming someone else for your weaknesses and mistakes.”

It may seem ironic, but many echo the thought that the overall quality of work improves when people have a chance to fail.

Leaders don’t look for someone to blame when the inevitable mistakes are made in the name of innovation. They ask, “What can be learned from the experience?” Create an environment in which each mistake becomes a collective learning experience.

Learning requires tolerating people who make mistakes and it requires tolerating some inefficiencies and failures. Learning requires letting people try things they’ve never done before, things that they probably won’t be all that good at the first time around. It means accepting the necessary trade-off between proficiency and learning. Learning is more likely to happen in a climate in which people feel safe in making themselves vulnerable, safe in taking the risk of failure.

Whatever you do, do it passionately. Failure is an event, not a person. Every obstacle presents an opportunity . . . if you’re looking for it. Relax! You only fail when you quit.

Persistence is a quality possessed by people who want to achieve. If they have a passionate desire to succeed, the goal becomes much more important than the obstacles thrown in their way. They realize that a single event, failure, or circumstances does not define them.

After a disappointing performance, go back to the problem, analyze it, ask what you can learn from it, figure out how to do it right and how you are going to visualize doing it right the next time. Remember, the fact that you didn’t achieve the desired outcome doesn’t mean you are a failure. It simply means that the plan you had in place didn’t work, so you have to get better. Everything that happens – good and bad – should motivate you to be persistent. When things don’t go your way, back up and start over. Learn what you can do to improve, and get back to accomplishing the task at hand.

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DEALING WITH FEAR

“If you heed your fears, you’ll die never knowing what a great person you might have been.”

- Dr. Robert Schuller

The philosopher Horace Kallen marked his seventy-third birthday by writing, “There are persons who shape their lives by the fear of death, and persons who shape their lives by the joy and satisfaction of life. The former live dying; the latter die living. I know that fate may stop me tomorrow, but death is an irrelevant contingency. Whenever it comes, I intend to die living.”

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COURAGE

“I will never look at a firefighter the same way again. What is in someone, hundreds of them, to compel them to run into a building while everyone else is running out, just to save people

they don’t even know? Their bravery has become part of our collective national legacy. Their bravery dignifies us all.”

- Bill Hybels

“But the bravest are surely those who have the clearest vision of what is before them, glory and danger alike, and notwithstanding go out to meet it.”

- Thucydides, The History of the Peloponnesian War

“No man wants to die; what induces him to risk his life bravely?” Field Marshal Sir Archibald Wavell once asked the question. The only answer which occurs to me as supportable in all that I have seen of man on the battlefield is that he will be persuaded largely by the same things which induce him to face life bravely – friendship, loyalty to responsibility, and knowledge that he is a repository of the faith and confidence of others.

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TIME MANAGEMENT

Time is the most valuable asset you will ever have, you are given a finite amount, and once you spend it you can never get it back. Use it wisely.

“You have one thing in common with all successful people - 24 HOURS A DAY. It’s how you use them that makes all the difference.”

How you spend your time is the single clearest indicator, especially to other people, of what’s important to you. What’s the connection between how you schedule your time and what you consider to be priorities and key values?

If you do the things you need to doWhen you need to do themSomeday you can do the things you want to doWhen you want to do them!

THE FOUR QUADRANTS OF TIME MANAGEMENT

The essential focus of the fourth generation of management can be captured in the time management matrix diagram. Basically, we spend time in one of four ways. The two factors that define an activity are urgent and important. Urgent means it requires immediate attention. It’s “Now!” Urgent things act on us. A ringing phone is urgent. Most people can’t stand the thought of just allowing the phone to ring.

You could spend hours preparing materials, you could get all dressed up and travel to a person’s office to discuss a particular issue, but if the phone where to ring while you were there, it would generally take precedence over your personal visit.

If you were to phone someone, there aren’t many people who would say, “I’ll get to you in 15 minutes; just hold.” But those same people would probably let you wait in an office for at least that long while they completed a telephone conversation with someone else.

Urgent matters are usually visible. They press on us; they insist on action. They’re often popular with others. They’re usually right in front of us. And often, they are pleasant, easy, fun to do. But so often they are unimportant!

Importance, on the other hand, has to do with results. If something is important, it contributes to your mission, your values, and your high priority goals.

We react to urgent matters. Important matters that are not urgent require more initiative, more proactivity. We must act to seize opportunity, to make things happen. If we don’t have a clear idea of what is important, of the results we desire in our lives, we are easily diverted into responding to the urgent.

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Look for a moment at the four quadrants in the time management matrix. Quadrant I is both urgent and important. It deals with significant results that require immediate attention. We usually call the activities in Quadrant I “crisis” or “problems”. We all have some Quadrant I activities in our lives. But Quadrant I consumes many people. They are crisis managers, problem-minded people, deadline-driven producers.

As long as you focus on Quadrant I, it keeps getting bigger and bigger until it dominates you. It’s like the pounding surf. A huge problem comes and knocks you down, and you’re wiped out. You struggle back up only to face another one that knocks you down and slams you to the ground.

Some people are literally beaten up by problems all day, every day. The only relief they have is in escaping to the not important, not urgent activities of Quadrant IV. So when you look at their total matrix, 90 percent of their time is in Quadrant I and most of the remaining 10 percent is in Quadrant IV, with only negligible attention paid to Quadrants II and III. That’s how people manage their lives by crisis live.

There are people who spend a great deal of time in “urgent, but not important” Quadrant III, thinking they’re in Quadrant I. They spend most of their time reacting to things that are urgent, assuming they are also important. But the reality is that the urgency of these matters is often based on the priorities and expectations of others.

• Short-term focus• Crisis Management• Reputation-chameleon

character• See goals and plans as

worthless• Feel victimized, out of

control• Shallow of broken

relationships

• Stress• Burnout• Crisis Management• Always putting out

fires

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People who spend time almost exclusively in Quadrants III and IV basically lead irresponsible lives.

Effective people stay out of Quadrant III and IV because, urgent or not, they aren’t important. They also shrink Quadrant I down to size by spending more time in Quadrant II.

Quadrant II is the heart of effective personal management. It deals with things that are not urgent, but are important. It deals with things like building relationships, writing a personal mission statement, long-range planning, exercising, preventive maintenance, preparation – all those things we know we need to do, but somehow seldom get around to doing, because they aren’t urgent.

To paraphrase Peter Ducker, effective people are not problem-minded; they are opportunity-minded. They feed opportunities and starve problems. They think preventatively. They have genuine Quadrant I crisis and emergencies that require their immediate attention, but the number is comparatively small. They focus on the important, but not urgent, high capacity-building activities of Quadrant II.

I only have a minute, with sixty seconds in it.Forced upon me, can’t refuse it.Didn’t seek it, didn’t choose it.It’s up to me to use it.Give account if I abuse it.Just a tiny, little minute.But eternity is in it.

• Total irresponsibility

• Fired from jobs

• Dependent on others

for basics

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PERSPECTIVE

HOW DO YOU SEE IT?

Two stone cutters were asked what they were doing.The first one said, “I’m cutting this stone into blocks.”The second one replied, “I’m on a team that’s building a cathedral.”

Every morning in Africa, a gazelle wakes up. It knows it must run faster than the fastest lion or it will be killed. Every morning, the lion wakes up. It knows it must out run the slowest gazelle or it will starve to death. It does not matter whether you are a lion or a gazelle, when the sun comes up, you had better be running!

Excerpts from remarks made in the Cadet Mess by President Ronald Reagan to the Corps of Cadets and a national television audience on October 28, 1987.

“For here we train the men and women whose duty it is to defend the Republic – the men and women whose profession is watchfulness – whose skill is vigilance – whose calling is to guard the peace, but if need be, to fight and win . . . .”

Excerpts from remarks made in Eisenhower Hall Theatre to Corps of Cadets on 15 May 1991 by General H. Norman Schwarzkopf, USMA Class of 1956 and Commander of Operations in Operation Desert Storm.

“The mothers and fathers of America will give you their sons and daughters . . . with confidence in you that you will not needlessly waste their lives. And you dare not. That’s the burden the mantle of leadership places on you. You could be the person who gives the orders that will bring about the deaths of thousands upon thousands of young men and women. It’s an awesome responsibility. You cannot fail. You dare not fail.”

“. . . .If you leave here with the word DUTY implanted in your mind; if you leave here with the word HONOR carved in your soul; if you leave here with the love of COUNTRY stamped on your heart, then you will be twenty-first century leader worthy . . .of the great privilege and honor . . . of leading. . . the sons and daughters of America . . . “

“It is not the critic who counts; not the man who points out how the strong stumbles, or where the doer of deeds could have done them better. The credit belongs to the man who is actually in the arena, whose face is marred by dust and sweat and blood; who strives valiantly; who errs, who comes short again and again, because there is no effort without error and shortcoming; but who does actually strive to do the deeds; who knows great

enthusiasms, the great devotions; who spends himself in a worthy cause; who at the best knows in the end the triumph of high achievement, and who at the worst, if he fails, at least

fails while daring greatly, so that his place shall never be with those cold and timid souls who neither know victory nor defeat.”

- Theodore Roosevelt

THE ENLISTED SOLDIER AND OFFICER’S OATH

THE OATH OF ENLISTMENT (FOR ENLISTEES):

“I, (Name), do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; and that I will obey the orders of the President of the United States and the orders of the officers appointed over me, according to regulations and the Uniform Code of Military Justice. So help me God.”

THE OATH OF OFFICE (FOR OFFICERS):

“I, (Name), having been appointed an officer in the Army of the United States, as indicated above in the grade of Second Lieutenant do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign or domestic, that I will bear true faith and allegiance to the same; that I take this obligation freely, without any mental reservations or purpose of evasion; and that I will well and faithfully discharge the duties of the office upon which I am about to enter; So help me God.”

The requirement that officers swear to support and defend the Constitution is found in the Constitution itself. The officer oath is distinct from the oath of enlistment in that officers only swear to support and defend the Constitution, while the Army requires enlisted soldiers to make the additional promise to “obey the orders of the President of the United States and the orders of the officers appointed over me.” This difference in the oaths implies that military officers are truly guardians of the Constitution, while enlisted service members are concerned mostly with mission accomplishment and following orders. While mission accomplishment is undoubtedly the main concern of officers as well, the oath gives officers the additional responsibility of viewing their actions and orders in light of the Constitution.

Though the words “support” and “defend” may appear to be synonymous in the context of the oath, there are differences between the two words. When the officer oath was first drafted in 1789, it only required that the officer promise to support the Constitution. George Washington’s Farewell Address conveyed the idea that to support the Constitution means to obey the Constitution. The promise to defend the Constitution was added to the oath during the Civil War, resulting in an oath in which “the passive pledge to support was expanded to include an active requirement to defend.” This implies that defending the Constitution requires more than merely obeying its text and judicial interpretation. The most logical result of this active requirement to defend the Constitution is that officers are required to take positive actions to ensure that their subordinates follow the Constitution. As a result, the promise to defend the Constitution creates in each officer the ethical duty to ensure that the officer’s subordinates follow the Constitution.

What actions are implicit in a promise to support and defend the Constitution? The oath does not include a promise to support the executive or legislative branches. The implication is that supporting and defending the Constitution means accepting the judicial interpretation of the Constitution, as it is the role of the federal courts to interpret the Constitution. There is no promise to support Army regulations, the unit commander, the secretary of Defense, or the President. Rather, an officer’s obligation lies with the Constitution. The implication is clear; if an order, directive, or regulation conflicts with the Constitution, the Constitution trumps the conflicting order.

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THE LIFE PLAN

SUMMARY

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1. Assess where you are in life today:• Who do you want to be remembered by?

• What do you hope they will remember about you?

• Who else and why? - (Ask this question as many times as you need)

2. Awareness of what’s important to me:• Think of the areas of your life that are most important to you and list them below.

__________________ ACCOUNT EXAMPLES__________________ Spouse God__________________ Children Health__________________ Finance Career__________________ Self Development Family__________________ Friends Vacation__________________ Fun Charity__________________ Community My Dream__________________

• Write each account you have chosen at the top of a sheet of paper (use a separate sheet of paper for each account).

Each day we have the opportunity to make our day a success. What is success? Are you successful today? If not, when will you be and how will you know if you are? This tool will help you to create a plan, that if followed, will enable you to live a life that is both on purpose and successful.

The first step in creating your Life Plan is taking inventory of where you are in life today. We have found it best to go through the challenging exercise of writing your eulogy as if your life had just come to an end. Take a few minutes and write out your eulogy on the back of this page. When complete, move to the questions below.

3. Clarify your vision:Now that you have identified each of your life accounts, define where you want to be in each of them 20 or 30 years from now. What do you see when you look into your own future?

•Undereachoftheaccounts,writeoutwhatyouwouldliketoseeinthefuture.

4. Define your purpose:What is your purpose in each of the identified accounts? What one sentence would clearly define the end result you are looking for?

•Undereachoftheaccounts,writeyourpurpose.

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5. Make your plans:In each account begin to record specific actions you will endeavor to accomplish in order to increase your net worth.

•Example:Marriageaccount-30minutesuninterruptedtimewithspousediscussingtheday.•Example:Healthaccount-RunTuesday,ThursdayandSaturdayat7:00a.m.

What will you do daily, weekly, monthly, quarterly or annually to increase your net worth in all of your accounts? List these activities under the appropriate account headings.List tangible actions or activities for each account.Be realistic. Remember you still need to eat and sleep!

6. Change your actions and track your success:Put the activities in your calendar as commitments. Remember they are your life priorities!•Ifyoucan’tentertheseactivitiesintoyourplanner,spendmoretimeonthisstep.Youneedtobeablescheduleandtrackyour progress and success. They must be quantifiable and measurable.

7. Live the journey:Read your plan weekly to assess your balance. Sunday evening or Monday morning is suggested.

8. Stay on course:Find a partner who will hold you accountable in these areas of your life, so that you can reach the goals you have set for yourself.

REFERENCE LIST

WITH LINKS

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Common Access Card (CAC)militarycac.comStep by step instructions to install required hardware and software to use your Common Access Card (new military ID card). Includes link to Lotus Form Viewer. Must have Lotus Form Viewer to access DA Form.

Army Knowledge Online (AKO)www.us.army.milArmy Knowledge Online (AKO) provides corporate intranet services and single web portal to the United States Army. AKO provides the US Army with email, directory services, portal, single sign on, blogs, file storage, instant messenger, and chat. All members of the Active Duty, National Guard, Reserves, DA Civilian and select contractor workforce have an account which grants access to Army web assets, tools, and services worldwide. In addition, retirees and family members are also entitled to accounts. All users can build pages, create file storage areas, and create and participate in discussion on the portal. Users can build custom access control lists for each piece of content they own to determine the audience allowed to see or use their content.

Army Career Trackeractnow.army.milThe ACT is a web-based leader development tool that will integrate training, assignment history, and formal/informal education paths. The ACT will enable Soldiers, noncommissioned officers (NCO), officers, and Department of the Army (DA) Civilians to holistically manage their development; trains supervisors to provide effective mentoring and counseling, and help leaders to effectively plan for the development of their Soldiers and DA Civilians.

Virtual Family Readiness Group Websitewww.armyfrg.org The Virtual Family Readiness Group (VFRG) website has been updated to streamline access to information. Enhancements make it easier to create a virtual FRG and for family members to locate an FRG by geographic location or Unit Identification Code. The website’s system provides FRG leaders with an easy tool to set up their own FRG websites and is especially valuable for geographically dispersed units and families.

Official Department of the Army Publications and Formsarmypubs.army.milOfficial Department of Army (DA) publications and forms are managed by the Army Publishing Directorate (APD) under the direction of the Administrative Assistant to the Secretary of the Army (AASA). The Army uses the latest publishing technologies to produce high-quality, enhanced, electronic publications and forms. This is the latest collection of electronic Army publications and DA forms.

Army Substance Abuse Programwww.acsap.army.milThe Army Substance Abuse Program mission is to strengthen the overall fitness and effectiveness of the Army´s workforce, to conserve manpower and enhance the combat readiness of Soldiers.

Army Tool Bagwww.armytoolbag.com Provides some useful resources and references. Be careful, some of the information is outdated.

Army Training Networkatn.army.milArmy Training Network (ATN) is the newest online tool designed for trainers and educators to provide best practices, a database of training solutions and collaborative tools such as a Blog and Battle Command Knowledge System forum. Accessible through a secure Army Knowledge Online (AKO) sign-in, ATN will be an important source of information about the many Army training resources available.

Army Training Information Architecture (ATIA)www.adtdl.army.milThe ATIA “Soldier Portal” web page has been redesigned as the MT2. It is accessible from AKO using the self-service dropdown and by selecting “My Training”. The MT2 serves as the Soldiers’ entry point to the Army Training Information Systems (ATIS) and other training related web

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resources/portals. The redesign provides a modern web user interface, based on web page “gadget”/”widget” technology that points to Army and public web resource page or portals. It provides “one stop shopping” for Soldier/user online training needs. The MT2’s “Central Army Registry” (CAR) search gadget provides access to content available in the Reimer Digital Library (RDL) using a new semantically searchable catalog and repository system. Soldiers/users can search the repository by item ID number, title, or keywords. Product lists can also be browsed by type and proponent. The ATIA PDM functionality will be available in the MT2 Professional Development gadget. ATIA My Tasks functionality will be accomplished by using the CAR Search gadget for Tasks and task related products. ATIA My Courses functionality will be available through the AWU and ALMS gadgets. Other MT2 gadgets provide access to “Hot items”, ATRRS, Army Training Help Desk (ATHD), Army Training Network (ATN), language training, DL courses, COE Portals, and many other Army and DoD training-related resources. The MT2 also has links to Army wikis, blogs, and social networks. Soldiers/Users may customize their MT2 to show/hide/rearrange gadgets or select a default setting using the Customize View function. A user may select a default setting for gadgets. MT2 continues to evolve with new capabilities. Please use the “Contact Us” link for feedback/questions.

Center for Army Lessons Learned (CALL)call2.army.mil The Center for Army Lessons Learned rapidly collects, analyzes, disseminates, and archives OIL, TTP and operational records in order to facilitate rapid adaptation initiatives and conduct focused knowledge sharing and transfer that informs the Army and enables operationally based decision making, integration, and innovation throughout the Army and within the JIIM environment.

Comprehensive Soldier Fitnesscsf.army.milCSF marks a new era for the Army by comprehensively equipping and training our Soldiers, Family members and Army Civilians to maximize their potential and face the physical and psychological challenges of sustained operations. We are committed to a true prevention model, aimed at the entire force, which will enhance resilience and coping skills enabling them to grow and thrive in today’s Army.

Current News Early Birdebird.osd.mil(may have to paste link into address bar)The Current News Early Bird is a daily compilation of published items and commentary concerning significant defense and defense-related national security issues. It aims to represent how the public, Congress and the press see military and defense programs and issues. The Early Bird is an internal management tool intended to serve the informational needs of senior DoD officials in the continuing assessment of defense policies, programs and actions. Further reproduction or redistribution for private use or gain is subject to original copyright restrictions.

Deputy Chief of Staff Army G-1www.armyg1.army.mil

US Army Human Resources Command Websitewww.hrc.army.milU.S. Army Human Resources Command (HRC) provides the full spectrum of human resources programs and systems to promote unit readiness help develop leaders and sustain the well-being of the Army - Soldiers, Veterans, Retirees and Army Families. As the premier leader in Human Resources support, HRC balances the needs of the Army with the needs of the Soldier. HRC affects the quality of life for every Soldier, managing Soldier schooling, promotions, awards, records, transfers, appointments, benefits, retirement - one agency managing Soldiers’ entire careers from the day they enter Basic Training until retirement and beyond.

Information Assurance Training Centeria.signal.army.mil/courses.asp Required training requirements to access computers on Army networks.

Army Suicide Prevention Programwww.armyg1.army.mil/hr/suicide/default.asp The ASPP is an Army-wide commitment to provide resources for suicide awareness, intervention skills, prevention, and follow-up in an effort to reduce the occurrence of suicidal behavior across the Army. The ASPP develops initiatives to tailor and target policies, programs, and training in order to mitigate risk and behavior associated with suicide. A function of the ASPP is to track demographic data on suicidal behaviors to assist Army leaders in the identification of trends.

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Sexual Harassment / Assault Response & Prevention (SHARP)www.sexualassault.army.milThe Army’s Sexual Harassment/Assault Response and Prevention (SHARP) Program promotes a climate in which sexual assault, sexual harassment, or sexually offensive language or gestures are not tolerated, while providing sensitive care and confidential reporting for victims of sexual assault and accountability for offenders.

US Army Combat Readiness / Safety Centersafety.army.milThe U.S. Army Combat Readiness/Safety Center oversees the Army Safety Program, conducts centralized accident investigations, administers Army safety training and education programs, conducts safety research and analysis, manages an Army-wide safety communications program, develops loss prevention campaigns, programs and tools, conducts triennial auditing and management evaluation visits, and develops and coordinates Army safety policy and standards.

Platoon Leader / MILSPACEplatoonleader.army.milWelcome to your professional forum. PL connects leaders IN the experience to leaders WITH the experience, and enables future platoon leaders to PREPARE to lead more effectively. By joining PL, you are choosing to participate in a voluntary community of professionals who love leading Soldiers and who are committed to building and leading combat-effective platoons!

US Army Public Health Commandusachppm.comThe USAPHC brings both breadth and depth of knowledge to its Army and Department of Defense customers. Its people are experts in approximately 60 scientific and technical disciplines. They include preventive and occupational medicine physicians, public health and occupational health nurses, epidemiologists, industrial hygienists, veterinarians, food safety and quality assurance experts, entomologists, physicists, chemists, toxicologists, engineers, environmental scientists, biologists, ergonomists, nuclear medicine experts, health physicists, physical therapists, audiologists, health educators, behavioral health professionals, geologists, meteorologists and more.

PublicationsLotus Forms Viewer is required for the some of the following links (in .XFDL format) it can be downloaded by clicking here.

armypubs.army.milAR 670-1 (Wear and Appearance of Army Uniforms)

AR 25-50 (Preparing and Managing Correspondence)

AR 600-85 (The Army Substance Abuse Program)

AR 623-3 / DA PAM 623-3 (Evaluation Reporting) OER, NCOER, etc

AR 350-1 (Army Training)

AR 600-9 (Weight Control)

AR 600-20 (Army Command Policy)

AR 735-5 (Property Accountability)

AR 840-10 (Flags, Guidons, Streamers, etc)

DA PAM 600-3 (Commissioned Officer Professional Development and Career Management)

DA PAM 735-5 (Financial Liability Officer’s Guide)

FM 1 (The Army)

FM 1-02 (Operational Terms and Graphics)

FM 2-01.3 (Intelligence Preparation of the Battlefield)

FM 3-21.75 (Warrior Ethos and Soldier Combat Skills)

FM 3-22.9 (Rifle Marksmanship)

FM 3-25.26 (Map Reading and Land Navigation)

FM 4-25.11 (First Aid)

FM 4-25.12 (Field Sanitation)

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FM 5-0 (The Operations Process)

FM 5-19 (Composite Risk Management)

FM 6-22 (Army Leadership)

FM 7-0 (Training for Full Spectrum Operations)

FM 7-21.13 (The Soldiers Guide)

FM 21-10 (Field Hygiene and Sanitation)

FM 21-18 (Foot Marches)

FM 21-60 (Visual Signals)

TC 3-22.20 (Physical Readiness Training)

TC 3-21.5 (Drill and Ceremonies)

AR 27-10 (Military Justice)

MCM (Manual for Courts-Martial)

FM 27-1 (Legal Guide for Commanders)

AR 600-8-10 (Leaves and Passes)

AR 600-8-22 (Awards and Decorations)

DA Formsarmypubs.army.milDA 6 (Duty Roster)

DA 31 (Request and Authority for Leave)

DA 67-9 (Officer Evaluation Report)

DA 67-9-1 (Developmental Support Form)

DA 200 (Transmittal Record)

DA 268 (Suspend Favorable Personnel Actions – FLAG)

DA 638 (Recommendation for Award)

DA 705 (Army Physical Fitness Test Scorecard)

DA 2062 (Hand Receipt/Annex Number)

DA 2166-8 (NCO Evaluation Report)

DA 2166-8-1 (NCO Counseling and Support Form)

DA 2404 (Equipment Inspection and Maintenance Worksheet)

DA 2823 (Sworn Statement)

DA 3161 (Request for Issue or Turn-In)

DA 3881 (Rights Warning Procedure/Waiver Certificate)

DA 4856 (Developmental Counseling Form)

DA 5500 (Body Fat Content Worksheet – Male)

DA 5501 (Body Fat Content Worksheet – Female)

DA 5513 (Key Control Register and Inventory)

DA 5517 (Standard Range Card)

DA 7566 (Composite Risk Management Worksheet – Risk Assessment)