Leaders Book 1

HHB 75HHB 75thth FIB FIB

SFC NOELSFC NOEL

LEADERSLEADERSBOOKBOOK

TTABLEABLE OFOF C CONTENTSONTENTS

COVER SHEET

TABLE OF CONTENTS

NCO DESCRIPTIONS

75TH BDE HISTORY

NCO CREED

CODE OF CONDUCT

ARMY VALUES

PRIVACY ACT STATEMENT

LEADERS CARD

CHAIN OF COMMAND

NCO SUPPORT CHANNELS

COUNSELING

APFT DATA

WEAPONS QUALIFICATIONS

WEAPONS DENSITY

SENSITIVE ITEMS

PROMOTION CRITERIA

PROMOTION

LICENSE DATA

VEHICLE DATA

CTA-50 STSTUS

LEAVE RECORD

PERSONNEL READINESS

SCHEDULED EVENTS

TRAINING ASSESSMENT

10 STEP TRAINING MODEL

UCMJ PUNISHMENT

ARTICLES UNDER UCMJ

SOURCES OF INFORMATION

PACKING LIST

PRE-COMBAT CHECKLIST

CHAIN OF CONCERN

RISK ASSESSMENT

BE, KNOW, DO

PRINCIPLES OF LEADERSHIP

PRINCIPLES OF TRAINING

RECOVERY PLAN

13P BATTLE DRILLS

COMMON TASK TRAINING

CTT RESULTS

HHB 75HHB 75thth PHYSICAL FITNESS PHYSICAL FITNESS PROGRAMPROGRAM

The goal of the Army’s physical fitness program is to improve each soldier’s physical ability so he can survive and win on the battlefield. Physical fitness includes all aspects of the physical performance, not just performance on the APFT. Leaders must understand the principles of exercise, the FITT factors, and know how to apply then in order to develop a sound PT program that will improve all the fitness components. To plan PT successfully, the commander and MFT must know the training management system.

STEP 1:N ANALYZE THE MISSION

When planning a physical fitness program, the commander must consider the type of unit and its mission. Missions vary as do the physical requirements necessary to complete them. A careful analysis of the mission, coupled with the commander’s intent, yields the mission-essential task list (METL) a unit must perform.

STEP 2: DEVELOP FITNESS OBJECTIVES

Objectives direct the unit’s efforts by prescribing specific actions. The commander, as tactician, and the MFT, as physical fitness advisor, must analyze the METL and equate this to specific fitness objectives. Examples of the fitness objectives are the following:

•Improve the unit’s overall level of strength by ensuring that all soldiers in the unit can correctly perform at least one repetition with 50 percent of the bodyweight on the overhead press using a barbell.

•Improve the unit’s average APFT score through each soldier obtaining a minimum score of 80 points on the push-up and the sit-up events and 70 points on the 2-mile run.

•Decrease the number of physical training injuries by 25 percent through properly conducted training.

STEP 3: ASSESS THE UNIT

With the training objectives established, the commander and MFT are ready to find the unit’s current fitness level and measure it against the desired level.

Giving a diagnostic APFT is one way to find the current level. Any quantifiable, physically demanding, mission-essential task can be used as an assessment tool.

STEP 4: DETERMINE TRAINING REQUIRMENTS

By assessing the unit’s fitness capabilities and comparing them to the standards defined in training objectives, leaders can determine fitness training requirements.

STEP 5: DEVELOP FITNESS TASKS

Fitness tasks provide the framework for accomplishing all training requirements. They identify what has to be done to correct all deficiencies and sustain all proficiencies. The essential elements of fitness tasks can be catalogued into four groups.

(1)Collective tasks- training activities performed by the unit. They are keyed to the unit’s specific fitness objectives.

(2)Individual tasks- activities that an individual soldier must do to accomplish the collective training tasks.

(3)Leader tasks- specific tasks leaders must do in order for collective and individual training to take place.

(4)Resources required for training- identifying the necessary equipment, facilities, and training aids during the planning phase gives the trainer ample time to prepare for the training.

STEP 6: DEVELOP A TRAINING SCHEDULE

The fitness training schedule results from leader’s near-term planning. Leaders must emphasize the development of all the fitness components and follow the principals of exercise and the FITT factors. The training schedule shows the order, intensity, and duration of activities for PT. At the end of a well planned and executed PT session, all the soldiers should feel that they have been physically stressed. They should also understand the objectives of the training session and how it will help them improve their fitness levels.

STEP 7: CONDUCT AND EVALUATE TRAINING

The commander and the MFT now begin managing and supervising the day-to-day training. They evaluate how the training is performed by monitoring its intensity, using THR or muscle failure, along with the duration of the daily workout.

TRAINING HEART RATE

After the physical training, count the number of beats of the pulse for 10 seconds. The number of beats shows the level of fitness you are at based on age and fitness level.

PRECENTAGE MHR METHOD

With this method, the THR is figured using the estimated maximal heart rate. A soldier determines his estimated maximal heart rate by subtracting his age from 220. Thus, a 20 year-old would have an estimated maximum heart rate (MHR) of 200 beats per minute (220-20=200).

To figure a THR that is 80% of the estimated MHR for a 20-year-old soldier in good physical condition, multiply 0.80 times the MHR of 200 beats per minute (BPM). This example is shown below.

% * MHR=THR 0.80 * 200BPM=160BPM

SPECIAL SPECIAL PROGRAMSPROGRAMS

The day-to-day unit PT program conducted for most soldiers may not be appropriate for all unit members. Some of them may not be able to exercise at the intensity or duration best suited to their needs.

At least three groups of soldiers may need special PT programs. They are as follows:

•Those who fail the APFT and do not have medical profiles

•Those who are overweight according to AR 600-9.

•Those who have either permanent or temporary medical profiles.

Commanders must counsel soldiers, explaining that special programs are being developed in their best interests. They must make it clear that standards will be enforced. Next, they should coordinate closely with the medical personnel to develop programs that fit the capabilities of the soldier with medical limitations.

MFT’s know how to assess CR endurance, muscular strength and endurance, flexibility, and body composition. They can also develop through, tailor-made programs for all of the unit’s special programs.

Headquarters and Headquarters battery, 75th Field Artillery Brigade was originally formed under the organized reserves as the 509th Coast Artillery (Antiaircraft) on July 1921, at Seattle, Washington. On 1 July 1940, its was activated and redesigned as the 75th Coastal Artillery (Antiaircraft) at Fort Lewis, Washington.

After reorganization on 20 February 1994, the unit became Headquarters and Headquarters Battery, 75th Field Artillery group under III Corps Artillery. Then on 16th March 1981, the group was redesigned as Headquarters and Headquarters Battery, 75th Field Artillery Brigade.

The 75th Field Artillery Brigade deployed to Saudi Arabia in September 1990. The Brigade was task organized under XVIII Airborne Corps Artillery in support of defensive operations during Desert Shield. In January 1991, the Brigade was task organized under VII Corps Artillery in support of offensive operations. The 75th Field Artillery Brigade supported both VII Corps main efforts providing fires for the 1st Infantry Division (Mech) during their breaching operation and while supporting the 1st Armored Division, helped deliver the Knock Out Punch by destroying elements of the Republican Guard Force. The brigade is credited with the firing of the first shot in anger for VII Corps, firing the first Army Tactical Missile (ATACMS), having the first National Guard unit to fire during Desert Storm, and firing 278 missions with 7,123 rounds/rockets. Receiving no casualties, the 75th Brigade re-deployed back to Ft Sill in April 1991.

Today, the 75th Field Artillery Brigade continues the mission of maintaining combat readiness in support of selected worldwide operations and providing support to the U.S. Army Field Artillery Center and School. To perform these mission, the Brigade is currently organized with one Paladin and two Multiple Launch Rocket System battalions. The motto of the Brigade is TAUT LANYARDS

The Brigade is credited with campaign participation in the Asiatic-Pacific Theater during World War II, the defense of Saudi Arabia, and the liberation and defense of Kuwait.

7575thth BDE H BDE HISTORYISTORY

TTHE HE SSOLDIER’SOLDIER’S C CREEDREED

I am an American Soldier.

I am a Warrior and a member of a team.I serve the people of the United States and live the Army

Values.

I will always place the mission first.

I will never accept defeat.

I will never quit.

I will never leave a fallen comrade.

I am disciplined, physically and mentally tough, trained and proficient in my warrior tasks and drills.

I will always maintain my arms, my equipment and myself.

I am an expert and I am a professional.

I stand ready to deploy, engage, and destroy the enemies of the United States of America in close combat.

I am a guardian of freedom and the American way of life.

I am an American Soldier.

WARRIOR

ETHOS

N

O

C

CCREEDREED OFOF THETHE NCO NCO

No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as “The Backbone of the Army.” I am proud of the Corps of Noncommissioned Officers and will at all times conduct myself so as to bring credit upon the Corps, the Military Service, and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit, or personal safety.

Competence is my watch-word. My two basic responsibilities will always be uppermost in my mind - accomplishment of my mission and the welfare of my soldiers. I will strive to remain tactically and technically proficient. I am aware of my role as a Noncommissioned Officer. I will fulfill my responsibilities inherent in that role. All soldiers are entitled to outstanding leadership; I will provide that leadership. I know my soldiers and I will always place their needs above my own. I will communicate consistently with my soldiers and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment.

Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my soldiers. I will be loyal to those with whom I serve; seniors, peers and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders!

I

IIIIV

II

VI

V

CCODEODE OFOF C CONDUCTONDUCT

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.

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.

If I am 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.

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 might 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 will back them up in every way.

When questioned, should I become a prisoner of war, I am requires 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 its allies or harmful to their cause.

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 God and in the United States of America.

L

DRS

HIP

AARMYRMY V VALUESALUES

LOYALTY:BEAR TRUE FAITH AND ALLEGIANCE TO THE U.S. CONSTITUTION, THE ARMY, AND OTHER SOLDIERS.

DUTY:FULFILL YOUR OBLIGATIONS.

RESPECT:TREAT PEOPLE AS THEY SHOULD BE TREATED.

SELFLESS-SERVICE:PUT THE WELFARE OF THE NATION, THE ARMY AND YOUR SUBORDINATES BEFORE YOUR OWN.

HONOR:LIVE UP TO ALL THE ARMY VALUES.

INTEGRETY:DO WHAT’S RIGHT, LEGALLY AND MORALLY.

PERSONAL COURAGE:FACE FEAR, DANGER, OR ADVERSITY (PHYSICAL AND MORAL).

PPRIVACYRIVACY A ACTCT S STATEMENTTATEMENT

The personnel listed below authorize SGT Toscano to maintain their SSN and personnel information in their Leader Book with the understanding that this information will not be disclosed except in the line of their official duties.

NAME SSN SIGNATURE DATE

Name PRST APPT S/C Detail Duty Pass Other

DDAILYAILY S STATUSTATUS

LLEADERSEADERS C CARDARD

Name:.

Rank:

DOB:

DOR:

ETS:

Height:

Weight:.

GT Score:

SSN:

Date Arrived:

Marital Status:

Spouse’s Name:

Date Married:

Children:


Name:

Rank:

DOB:

DOR:

ETS:

Height:

Weight:

Blood Type:

GT Score:

SSN:Date Arrived:

Marital Status:

Spouse’s Name:

Date Married:

Children:


Name:

Rank:

DOB:

DOR:

ETS:

Height:

Weight:

Blood Type:

GT Score:

SSN:Date Arrived:

Marital Status:

Spouse’s Name:

Date Married:

Children:


Name:.

Rank:

DOB:

DOR:

ETS:

Height:

Weight:

Blood Type:

GT Score:

SSN: 5Date Arrived:

Marital Status:

Spouse’s Name:.

Date Married:

Children:

CCHAINHAIN OFOF C COMMANDOMMAND

Commander-in-ChiefPRESIDENT GEORGE W. BUSH

Secretary of DefenseHONORABLE DONALD H. RUMSFELD

Secretary of the ArmyHONORABLE FRANCIS J. HARVEY

Chairman Joint Chiefs of StaffGENERAL PACE

Army Chief of StaffGENERAL SCHOOMACHER

FORSCOM CommanderGENERAL McNEILL

III Corps CommanderLTG METZ

1st Infantry Division CommanderMG HAM

75TH Brigade CommanderCOL POMPELIA

Panther Battery CommanderCPT MOORE

NCO SNCO SUPPORTUPPORT CCHANNELSHANNELS

Sergeant Major of the ArmySMA KENNETH O. PRESTON

FORSCOM Command Sergeant MajorCSM CAREY

III Corps Command Sergeant MajorCSM CIATOLA

Command Sergeant Major of the Field ArtilleryCSM HIGH

1ST Infantry Division Command Sergeant MajorCSM FOURHAM

75th BDE Command Sergeant MajorCSM SMITH

Panther Battery First Sergeant1SG WEEKLEY

Staff Platoon SergeantSFC DARKIS

CCOUNSELINGOUNSELING

NAME RATERINITIAL /

MONTHLYQ1 Q2 Q3

APFT DAPFT DATAATA

NAME DATEPUSH-UP SIT-UP 2MI RUN

TOTALRAW PTS RAWPTS RAWPTS

NAME DATE TYPE SCORE RATING

MM SS EX

MM SS EX

MM SS EX

MM SS EX

GSC GFC EX

MM SS EX

MM SS EX

MM SS EX

MM SS EX

MM SS EX

MM SS EX

MM SS EX

MM SS EX

MM SS EX

MM SS EX

MM SS EX

WWEAPONSEAPONS Q QUALIFICATIONUALIFICATION

NAME M16 M9 SAW MK19 203 NBC

WWEAPONEAPON D DENSITYENSITY

NAMEBATTLE ROSTER

NVG SERIAL

MASK SERIAL

WEAPON SERIAL

SSENSITIVEENSITIVE I ITEMSTEMS

PPROMOTIONROMOTION C CRITERIARITERIA

NORMAL

6 MONTHS TIS

12 MONTHS TIS 4 MONTHS TIG WAIVERABLE

24 MONTHS TIS6 MONTHS TIG

3 MONTHS TIG WAIVERABLE

PRIMARY ZONE

36 MONTHS TIS 8 MONTHS TIG

1/2 WAIVERABLE

RANK

PVT TOPV2

PV2 TO PFC

PFC TO SPC

RANK

SPC TO SGT

SGT TO SSG

ACCELERATED

4-6 MONTHS TIS

6-12 MONTHS TIS

12 MONTHS TIS 3 MONTHS TIG

SECONDARY ZONE18 M0NTHS TIS 8 MONTHS TIG1/2 WAIVERABLE

60 MONTHS TIS 10 MONTHS TIG1/2 WAIVERABLE

84 MONTHS TIS10 MONTHS TIG1/2 WAIVERABLE

NOTE: IF A SOLDIER IS IN THE PRIMARY ZONE FOR CONSIDERATION FOR PROMOTION TO THE NEXT HIGHER GRADE, AND IS NOT GOING TO BE SELECTED/ APPEAR BEFORE THE PROMOTION BOARD, IT IS MANDITORY THAT THE SOLDIER BE COUNSELED ON THE REASON WHY HE IS NOT GETTING PROMOTED / APPEARING BEFORE THE BOARD. IT MUST INCLUDE POSSIBLE WAYS TO CORRECT THE PROBLEM, SO THAT THE SOLDIER CAN APPEAR AS SOON AS THE PROBLEMS ARE CORRECTED. ALL THIS MUST BE IN WRITING.

GENERAL REMARKS/ REGULATION CHANGES

NAME RANK DOR PRMT REMARKS

PPROMOTIONROMOTION

NAME M270 M1038 M998 LMTV 5-TON TMP OTHER

LLICENSEICENSE D DATAATA

TYPEBUMPER NUMBER

COMMO STATUS

NEXT SERVICE

REMARKS

VVEHICLEEHICLE S STATUSTATUS

NAME ITEM LOST DX

CTA-50 SCTA-50 STATUSTATUS

NAMESTART DATE

END DATE

LEAVE ADDRESS

PHONE

LLEAVEEAVE R RECORDECORD

NAMEFAMILY CARE PLAN

DENTAL FINANCE SHOTS POA WILL

GREEN GREEN GREENGREE

NGRN

GREEN GREEN GREEN GRN GRN




PPERSONNELERSONNEL R READINESSEADINESS

SSCHEDULEDCHEDULED E EVENTSVENTS

DAILY ACTIVITIES CALENDAR

LONG RANGE CALENDAR

SHORT RANGE CALENDAR

TRAINING SCHEDULES

MANDATORY TRAINING


• 0600 PT

SHORT RANGE CALENDAR

• SEE WEEKLY CALENDAR


• 0600 PT

TRAINING SCHEDULES

UNAVAILABLE AT THIS TIME

MANDATORYTRAINING

TTRAININGRAINING A ASSESSMENTSSESSMENT

1. TRAINING OBJECTIVE:

2. GATHER REQUIRED RESOURCES:

3. TRAINING STATEMENT:

4. SAFETY STATEMENT:

5. PRETEST:

6. ORIENTATION STATEMENT:

7. DEMONSTRATION GUIDELINES:

8. PERFORMANCE STEPS:

9. SKILL PRACTICE:

10. PERFORMANCE TEST:

11. RECORD AND REPORT RESULTS OF TRAINING:

12. REFERENCES:

10 S10 STEPTEP T TRAININGRAINING MMODELODEL

1. METL ASSESSMENT

2. PLAN THE TRAINING

3. TRAIN AND CERTIFY LEADERS

4. RECON THE TRAINING SITE

5. ISSUE THE PLAN

6. REHEARSE

7. EXECUTE

8. CONDUCT AAR

9. RETRAIN

10. RECOVER/REFIT

RECORD AND REPORT RESULTS OF TRAINING

UCMJ PUCMJ PUNISHMENTUNISHMENT

COMMANDING OFFICER

RESTRICTION

CORRECTIONALCUSTODY

FOREFITUREOF PAY

UNIFORM CODE OF MILITARY JUSTICE

COMPANY GRADE

SGT TO SGM

PVTTOSPC

FIELDGRADE

SGTTO

SGM

PVTTOSPC

ADMONITIONREPREMAND

EXTRADUTIES

REDUCTIONIN

RANK

YES YES YES YES

14 DAYS

(1)

14DAYS

(1)

14DAYS

(1)

14DAYS

(1)

60DAYS

60DAYS

45DAYS

45DAYS

NO7

DAYS(2&3)

NO30

DAYS

7DAYS

7DAYS

1/2MONTH

PAYFOR 2

MONTHS

1/2MONTH

PAYFOR 2

MONTHS

REDUCEONE

GRADENO

ONEGRADEIF IN

PROMOTIONAUTHORITY

ONEOR

MORELOWERGRADES

(1) RESTRICTION AND EXTRA DUTY MAY BE COMBINED, BUT IN SUCH A CASE, THE TOTAL MAY NOT EXCEED THE MAXIMUM ALLOWED FOR EXTRA DUTY.(2) ENLISTED SOLDIERS WITH A PAY GRADE OF SPC MAY NOT BE PLACED IN CORRECTIONAL CUSTODY, BUT IF THEIR RANK IS REDUCED TO A PAY GRADE OF PFC THEY MAY BE PLACED IN CORRECTIONAL CUSTODY AS A PART OF THE SAME PUNISHMENT.(3) ENLISTED SOLDIERS WITH A PAY GRADE OF PVT TO SPC MAY BE CONFINED FOR 3 DAYS ON BREAD AND WATER WHEN EMBARKED OR ATTACHED TO A VESSEL.(4) THE PROMOTION AUTHORITY FOR PAY GRADE SFC TO SGM RESTS WITH HQ DA; AR 600-200 (PARA 7-36) PROHIBITS REDUCTION IN RANK FOR MISCONDUCT OF SOLDIERS IN THESE PAY GRADES.

AARTICLESRTICLES U UNDERNDER UCMJ UCMJ86 ABSENT WITHOUT LEAVE

87 MISSING MOVEMENT

88 CONTEMPT TOWARD OFFICALS

89 DISRESPECT TOWARD A SUPERIOR COMMISSIONED OFFICER

90 ASSAULTING OR WILLFULLY DISOBEYING SUPERIOR COMMISSIONED OFFICER

91 INSUBORDINATE CONDUCT TOWARD WARRANT OFFICER NONCOMMISSIONED OFFICER OR PETTY OFFICER

92 FAILURE TO OBEY ORDER OR REGULATION/DERELICTION OF DUTY

95 RESISTANCE , BREACH OF ARREST, AND ESCAPE

98 NONCOMPLIANCE WITH PROCEDURAL RULES

107 FALSE OFFICIAL STATEMENTS

111 DRUNKEN OR WRECKLESS DRIVING

112A WRONGFUL USE, POSSESSION, ETC., OF CONTROLED SUBSTANCES

115 MALINGERING

117 PROVOKING SPEECHES OR GESTURES

120 RAPE AND CARNAL KNOWLEDGE

121 LARCENY AND WRONGFUL APPROPRIATION

122 ROBBERY

123 FORGERY

123A MAKING, DRAWING, OR UTTERING CHECK, DRAFT, OR ORDER WITHOUT SUFFICIENT FUNDS

124 SODOMY

127 EXTORTION

128 ASSAULT

129 BURGLARY

132 FRAUDS AGAINST THE UNITED STATES

134 ADULTERY

134 ASSAULT-INDECENT

134 ASSAULT-WITH INTENT TO COMMIT MURDER, VOLUNTARY MAN SLAUGHTER, RAPE, ROBBERY, SODOMY, ARSON, BURGLARY, OR HOUSEBREAKING

134 CHECK, WORTHLESS, MAKING AND UTTERING

134 COHABITATION, WRONGFUL

134 DISHONORABLY FAILING TO PAY

134 DISLOYAL STATEMENTS

134 DISORDERLY CONDUCT, DRUNKENNESS

134 FALSE OR UNAUTHORIZED PASS OFFENSES

134 FALSE PRETENSES,OBTAINING SERVICES UNDER

134 FALSE SWEARING

134 FLEEING SCENE OF A ACCIDENT

134 FRATERNIZATION

134 GAMBLING WITH SUBORDINATE

134 INPERSONATING A COMMISSIONED, WARRANT, NONCOMMISSIONED, OR PETTY OFFICER, OR AN AGENT OF OFFICAL

134 INDECENT ACTS OR LIBERTIES WITH A CHILD

134 INDECENT EXPOSURE

134 INDECENT LANGUAGE

134 MAIL : TAKING, OPENING, SECRETING, DESTROYING, OR STEALING

134 MAIL: DEPOSITING OR CAUSING TO BE DEPOSITED OBSCENE MATTERS IN

134 OBSTRUCTING JUSTICE

134 PERJURY: SUBORNATION OF PUBLIC RECORD: ALTERING, CONCEALING, REMOVING, MUTILATING, OBLITERATING, OR DESTROYING

134 RESTRICTION BREAKING

134 SOLICITING ANOTHER TO COMMIT AN OFFENSE

134 STRAGGLING

134 TESTIFY: WRONGFUL REFUSAL

134 THREAT OF HOAX: BOMB

134 THREAT, COMMUNICATING

134 UNLAWFUL ENTRY

134 WEAPON: CONCEALED, CARRY

134 WEARING UNAUTHORIZED INSIGNIA, DECORATION, BADGE, RIBBION, DEVICE, OR LAPEL BUTTON

SSOURCESOURCES OFOF IINFORMATIONNFORMATION

UCMJ AR 27-10NCO PROFESSIONAL DEVELOP AR 350-17CODE OF CONDUCT AR 350-30IND. MIL. EDUCATION & TNG AR 351-1CORRESPONDANCE PROGRAM AR 351-20WEIGHT CONTROL AR 600-9NBC FM 3-87FIRST AID FM 21-11PHYSICAL TRAINING FM 21-20MAP READING-LAND NAVIGATIONFM 21-26MILITARY LEADERSHIP FM 22-100LEADERSHIP COUNSELING FM 22-101SOLDIER TEAM DEVELOPMENT FM 22-102DRILL AND CEREMONIES FM 22-5GUARD DUTY FM 22-6INDIVIDUAL WEAPONS FM 23-9,23-31,23-67TRAINING THE FORCE FM 25-100BATTLE FOCUS TRAINING FM 25-101LEGAL GUIDE FOR CDRS FM 27-1WEIGHT CONTROL TC 22-6COMMAND POLICY AR 600-20EQUAL OPPORTUNITY AR 600-20CUSTOMS AND COURTESIES AR 600-25ENLISTED PERS. MANAGEMENT AR 600-200UNFAVORABLE ACTION INFO. AR 600-37STANDARDS OF CONDUCT AR 600-50SEL. FOR TRNG & ASSIGNMENT AR 614-200CONTINUING EDUCATION AR 621-5ENLISTED EVAL REP SYSTEM AR 623-205INDIVIDUAL PERSONNEL SYSTEM AR 640-10PHOTO’S FOR PERSONNEL AR 640-30WEAR OF THE UNIFORM AR 670-1MILITARY AWARDS AR 672-5-1NCOER AR 623-205

PPACKINGACKING L LISTIST

WET WEATHER TOP (OUTSIDE POCKET ENTRENCHING TOOL W/COVER (ATTACHED TO OUTSIDE) 1 WATERPROOF BAG PONCHO LINER 2 QUART CANTEEN (ATTACHED TO OUTSIDE) WEAPONS CLEANING KIT SHAVING KIT/TOILET ITEMS 1 TOWEL 2 PAIRS UNDERWEAR 2 UNDERSHIRTS 4 PAIRS OD SOCKS 1 PAIR BDUs 1 PAIR COMBAT BOOTS TRAINING NBC SUIT SLEEPING MAT (STRAPPED ON TOP) 1 EA CANTEEN (IF ISSUED TWO)

A BAG RUCK W/FRAME

SEASONAL UNIFORMSUMMER 1 APR –30 SEP WINTER 1 OCT-31 MARKEVLAR COMPLETE SAME AS SUMMER PLUS:PISTOL BELT W/SUSPENDERS CAP INSULATED (EARPLUG CASE AND FIRST AID POUCH ON FIELD JACKET W/LINERLEFT SIDE OF PISTOL BELT) GORTEX BottomCANTEEN W/COVER AND CUP (LEFT HIP) GORTEX Top2 EA AMMO POUCHES NO JUNGLE BOOTSNVG CASE (ON RIGHT HIP)PROTECTIVE MASKBOMBAT BOOTSWET WEATHER TOP (IF REQUIRED)WET WEATHER TROUSERS OR PONCHO (IF REQUIRED)OVER SHOES (IF REQUIRED)FRAGMENTATION VESTNOTE: INDIVIDUAL WEAPONS AND NVGs ARE ISSUED BY THE ARMS ROOM AND CARRIED BY INDIVIDUAL

1 WATERPROOF BAG1 LAUNDRY BAG1 SLEEPING BAG W/GORTEX COVERGORTEX TOPGORTEX BOTTOMSCARFHOOD, COLD WEATHERWOOL SWEATERMITTENS W/INSERTSCAP COLD WEATHERCOLD WEATHER BOOTS1 FIELD JACKET W/LINERPONCHOOVERALL CW ECWCS (bear suit)2 PAIRS DRAWERS C/W2 PAIRS UNDERSHIRT C/W2 PAIRS BDUs2 UNDERSHIRTS2 PAIRS UNDERWEAR

B BAG DUFFLE

PPRERE-C-COMBATOMBAT C CHECKLISTHECKLIST

PERSONNEL ACCOUNTABILITY PERSONNEL HYGIENE ITEMS INDIVIDUAL TA-50 SEASONAL CLOTHING ITEMS ID TAGS, ID CARD DRIVERS LICENSE WATER JUGS (FULL) FUEL CANS (FULL) STOVES W/ ALL PARTS TENTS/ NETS/ POLE BAGS/ STAKES CAMO NETS MAPS/ OVERLAYS COMMO EQUIPMENT(BATTERIES, WIRE) COMSEC (ANCD) WEAPONS ( INDIVIDUAL/CREW SERVE) NVG’S W/ BATTERIES AID BAGS VEHICLES (TOPPED OFF,LOADED,

DISPATCHED, PMCS, -10 MANUALS) 254’S (GOGGLES) SUPPLIES (ALCOHOL,MARKERS,PENS,ECT) ALL SURVEY EQUIPMENT MAP BOARDS COTS

CCHAINHAIN OFOF C CONCERNONCERN

NAME: ADDRESS: TELEPHONE #:NAME: ADDRESS: TELEPHONE #:

NAME:ADDRESS:

TELEPHONE #:NAME:ADDRESS: TELEPHONE #:

RRISKISK A ASSESSMENTSSESSMENT

IDENTIFY HAZARDSIDENTIFY HAZARDS TO THE FORCE. CONSIDER ALL ASPECTS

OF CURRENT AND FUTURE SITUATIONS, ENVIRONMENT, AND KNOWN HISTORICAL PROBLEMS AREAS

IMPLEMENT CONTROLSPUT CONTROLS IN PLACE THAT ELIMINATE THE HAZARDS OR

REDUCE THEIR RISK

ASSESS HAZARDSASSESS HAZARDS TO DETERMINE RISKS. ASSESS THE IMPACT

OF EACH HAZARD IN TERMS OF POTENTIAL LOSS AND COST BASED ON PROBABILITY AND SEVERITY

SUPERVISE & EVALUATEENFORCE STANARDS AND CONTROL. EVALUATE THE

EFFECTIVENESS OF CONTROLS AND ADJUST/UPDATES AS NECESSARY

DEVELOP CONTROLS & MAKE RISK DECISION

DEVELOP CONTROL MEASURES THAT ELIMINATE THE HAZARD OR REDUCE ITS RISK. AS CONTROL MEASURES ARE DEVELOPED, RISK ARE RE-EVALUATED UNTIL ALL RISLS ARE REDUCED TO A LEVEL WHERE BENEFITS OUTWEIGH POTENTIAL

CAUSE FACTORSHUMAN ERORS (80%)

ENVIROMENT (15%)SURFACE SPACE(ROUGH,INCLINE,SLIPERY,ECTLLUMINATION(DARK,BRIGHT,ECTTEMPERATURE(HUMIDITY(COLD,HOT,ECT)

MATERIEL/EQUIPMENT FAILURE(5%)WHEELED VEHICLE(BRAKES,TIRES,ELECTRICAL

SYSTEM,ECT)MAINTENANCE(WHEEL SPLIT RIMS, HAND TOOLS,ECT)

RISK-ASSESSMENT MATRIX SOURCES OF CAUSE FACTORSINDIVIDUAL (48%)LEADER (18%)TRAINING (18%)STANDARDS (8%)SUPPORT (8%)

SEVERITY LIKELY OCCASIONAL SELDOM UNLIKELY

CATASTROPHICCRITICALMARGINALNEGLIGIBLE

EEHM

HHML

EHML

MLLL

RISK LEVEL:E-EXTEMELY HIGH, H-HIGH, M-MODERATE, L-LOW

MY RISK REDUCTION ACTIONS ARE:1.

2.

3.

4.

5.

PROBABILITY:THE LIKELIHOOD THAT AN EVENT WILL OCCUR.

FREQUENT-OCCURS OFTEN, CONTINUOUSLY EXPERIENCED.LIKELY-OCCURS SEVERAL TIMESOCCASIONAL-OCCURS SPORADICALLYUNLIKELY-CAN ASSUME IT WILL NOT OCCUR

SEVERITY:THE EXPECTED CONSEQUENCE OF AN EVENT IN TERMS OFDEGRRE OF INJURY, PROPERTY DAMAGE, OR OTHERMISSION-IMPAIRING FACTORS.

CATASTROPHIC-DEATH OR PERMANENT TOTAL DISABILITY SYSTEM LOSS, MAJOR PROPERTY DAMAGE

CRITICAL-PERMANENT PARTIAL DISABILITY, TEMPORARY TOTAL DISABILITY IN EXCESS OF 3 MONTHS,MAJOR SYSTEM DAMAGE, SIGNIFICANT PROPERTY DAMAGE

MARGINAL: MINOR INJURY, LOST WROKDAY ACCIDENT, MINOR SYSTEM DAMAGE, MINOR PROPERTY DAMAGE

NEGLIGIBLE: FIRST AID OR MINRO MEDICAL TREATMENT, MINOR SYSTEM IMPAIRMENT

RISK LEVEL / ACCEPTANCE AUTHORITY RANK NAME DUTY POSITION CALL SIGN

LOW___________________________________________

MODERATE_____________________________________

HIGH___________________________________________

EX. HIGH_______________________________________

AASS AA L LEADER,EADER, Y YOUOU M MUSTUST

BE BE A PERSON OF STRONG AND HONORABLE

CHARACTER

BE COMMITTED TO THE PROFESSIONAL ARMY ETHIC

BE AN EXAMPLE OF INDIVIDUAL VALUES

BE ABLE TO RESOLVE COMPLEX ETHICAL DILEMMAS

KNOW KNOW STANDARDS

KNOW THE FOUR FACTORS OF LEADERSHIP AND HOW THEY AFFECT EACH OTHER

KNOW YOURSELF

KNOW HUMAN NATURE

KNOW YOUR JOB

KNOW YOUR UNIT

DO PROVIDE PURPOSE

PROVIDE DIRECTION

PROVIDE MOTIVATION

PPRINCIPLESRINCIPLES OFOF LLEADERSHIPEADERSHIP

KNOW YOURSELF AND SEEK SELF-IMPROVEMENT

BE TACTICALLY AND TECHNICALLY PORFICIENT

SEEK RESPONSIBILITY AND TAKE RESPONSIBILITY FOR YOUR ACTIONS

MAKE SOUND AND TIMELY DECISIONS

SET THE EXAMPLE

KNOW YOUR SOLDIERS AND LOOK OUT FOR THEIR WELL BEING

KEEP YOUR SUBORDINATES INFORMED

DEVELOP A SENSE OF RESPONSIBILITY IN YOUR SUBORDINATES

ENSURE THE TASK IS UNDERSTOOD, SUPERVISED, AND ACCOMPLISHED

BUILD A TEAM

EMPLOY YOUR UNIT IN ACCORDANCE WITH ITS CAPABILITIES

PPRINCIPLESRINCIPLES OFOF T TRAININGRAINING

TRAIN AS A COMBINED ARMS AND SERVICES TEAM

TRAIN AS YOU FIGHT

USE APPROPIATE DOCTRINE

USE PERFORMANCE ORIENTED TRAINING

TRAIN TO CHALLENGE

TRAIN TO SUSTAIN PROFICIENCY

TRAIN USING MULTIECHELON TECHNIQUES

TRAIN TO MAINTAIN

MAKE COMMANDERS THE PRIMARY TRAINER

RRECOVERYECOVERY C CHECKLISTHECKLIST

DAY 0 - ACCOUNTABILITY AND IDENTIFICATION1. ALL WEAPONS WIPED DOWN AND TURNED IN2. ALL SENSITIVE ITEMS TURNED-IN AND SECTION EQUIPMENT SECURED3. ALL VEHICLES TOPPED OFF AND ON LINE 4. 100% SERIAL NUMBER INVENTORY OF ALL SENSITIVE ITEMS 5. ALL RADIOS ZEROed OUT6. AFTER OPERATIONS PMCS COMPLETED AND REPORT RENDERED TO BN

MAINTENANCE ON ALL NMC VEHICLES7. ALL TRAINING AMMUNITION, PYROTECHMICS, AND/OR BLANK AMMO ACCOUNTED

FOR OR TURNED IN. 8. CLOSING REPORT SUBMITTED TO BN S-3 OR EOC

DAY 1 AND 2 - OPERATIONAL CLEANING1. ALL WEAPONS CLEANED AND TI’d2. FIELD RATION ACCOUNTABILITY TURNED IN3. ALL TA-50 INVENTORIED4. ALL EQUIPMENT SHORTAGES AND/OR FIELD LOSSES SUBMITTED TO SUPPLY

SERGEANT5. ALL COMMUNICATIONS EQUIPMENT CLEANED, INVENTORIED, AND TI’d

DAY 3 - BN CDR/CSM INSPECTION1. OPERATIONAL INSPECTION OF MOTORPOOL

VEHICLE PMCS/5988EsVEHICLE BIIHAND RECIEPTS

2. ARMS ROOMWEAPONSNGV’s PLUGGERS

DAY 4 AND 5 - DETAILED CLEANING/ WORKOFF DEFICIENCIES FROM COMMAND INSPECTION

1. VEHICLES2. SECTION EQUIPMENT3. STORAGE ROOMS, CONNEXES AND SECTION ROOMS

DAY 6 - VALIDATION AND VERIFICATION INSPECTION (BCs AND 1SGs)

1. VEHICLES 2. TA-503. STORAGE ROOMS4. MOTOR POOL KEY CONTROL5. V&V REPORT RENDERED TO BN CDR BY BCs

React to Flares

Temp Fighting Pos.

Clear Field Fire

Cons. Fight. Pos.

Self Camoflauge

Report Enemy Inf.

Recog. Vehicles

Estimate Range

Perform Search

Send Radio Mess.

Topo. Symbols

Terrain Features

Orient a Map

Determine a Grid

Determine Loc.

Wear M42 Mask

Maintain M42

Prep Chem Mon.

Chem Mon Stor.

Drink From Cant.

Latrine in NBC

Eval. Casualty

Nerve Antidote

Clear Throat Obst.

Load a M203

CCOMMONOMMON T TASKASK T TESTINGESTING

Unload a M203

Correct Malfun.

Engage Tgts M203

M60 Function Check

Load an M60

Camofl. Equip.

Locate Mines

Camo. Def. Pos.

Noise, Light Disp.

Surveillance

Challenge and Pass

Decon Skin and Eq.

MOPP Gear Wear

React to NBC

React to Nuclear

Use of M8 Paper

Exchange MOPP

Wear M40 Mask

Maintain M40

Replace M40 Can

M203 Function Ch.

Mouth to Mouth

Field Dressings

Put on Tourniquet

Abdominal Wound


Open Chest Wound

Prevent Shock

Splint Fracture

Burn First Aid

Heat Injuries

Frostbite Injury.

One Man Carry

Two Man Carry

Determine Azim.

Determine Direct.

Measure Distance

Maintain M16A2

M16 Function Check

Load an M16A2

Unload M16A2

Correct Malfunction

Zero an M16A2

Engage Tgts / M16

Engage Aircraft

Prep M136 Launch

Restore M136

M136 Missfire Procd.

Engage Tgts / M136


NAME SUBJ GO NO GO DATE

CTT RCTT RESULTSESULTS

MMISSIONISSION E ESSENTIALSSENTIAL

TTASKASK L LISTIST (METL) (METL)Deploy/Conduct Maneuver

Develop Intelligence

Conduct C2 Operations

Deliver Fires

Protect the Force

Sustain Combat Operations

CCOMMONOMMON N NUMBERSUMBERS

MILITARY POLICE 442-2103RED CROSS 442-2426ADAPC 442-4205CRUSADER CLINIC 458-2888DENTAL CLINIC 458-2710COMANCHE COUNTY MEMORIAL HOSPITAL355-8620SOUTHWESTERN MEDICAL CENTER 531-4700REYNOLDS ARMY COMMUNITY HOSPITAL458-2770HOSPITAL APPOINTMENTS 458-2000ARMY EMERGENCY RELIEF 442-2946EDUCATION CENTER 442-3201WORK ORDERS 442-3251PERSONNEL SERVICES 442-2273FAMILY PROGRAMS 442-4357POST INFORMATION 442-8111

PPHANTOMHANTOM S STANDARDTANDARD

No one is more professional than I.

I am a Noncommissioned Officer, a leader of

soldiers. As a Noncommissioned

Officer, I realize that I am a member of a time-honored corps, which is known as “The Backbone of

the Army.”

“A Guide for Noncommissioned Officers

of the III Armored Corps”


1. References: a. AR 600-9, The Army Weight Control Program. b. AR 600-20, Army Command Policy. c. AR 670-1, Wear and Appearance of Army Uniforms and Insignia. d. DA Pam 385-1, Small Unit Safety Officer/NCO Guide. e. FM 7.1, Battle Focused Training. f. FM 7-22.7, The Army Noncommissioned Officers Guide. 2. Purpose: a. To provide noncommissioned officers with a clear guide that outlines specific duties and responsibilities that may need special emphasis. b. This guide is not meant to be a stand-alone document – it is intended to supplement established standards and regulations in a clear, concise format. 3. General: You are a noncommissioned officer 24 hours a day, 7 days a week, both in and out of uniform, and on and off-duty. You are the backbone of our Army. You should be proud of who you are and what you do. You must ensure that your soldiers and your unit are ready, no matter what the mission. Adhere to the guidance within this card, with emphasis in the following areas: a. Standards and Discipline b. Training c. NCO Pride d. Soldier and Family Well-Being e. Safety 4. Goal: to enhance and strengthen a proud, cohesive, well-trained Noncommissioned Officer Corps within the III Armored Corps.

Command Sergeant MajorIII Armored Corps and Fort Hood

Conduct daily in-ranks inspections:

Ensure soldiers meet height/weight and appearance standards.

Ensure beret is worn correctly, and worn with pride!

Ensure uniform is clean and serviceable, with serviceable boots shined daily.

Ensure hair and grooming standards are met.

When worn, kevlar will be worn level on the head (two fingers off of nose) with chinstrap tight, and last name in block letters on camouflage band).

Maintain 100% accountability of your soldiers throughout the duty day.

Make on the spot corrections in a tactful, professional manner; do not accept conduct that is less than the standard or would bring discredit to the Army, whether on-post or off-post. NEVER WALK PAST A DEFICIENCY.

Correct offensive/vulgar language, music, clothing, and signs/bumper stickers displayed by soldiers in public. Do not allow loud music from billets, quarters, or privately owned vehicles.

Soldiers and subordinate NCOs will assume the position of “At Ease” when addressing senior NCOs, and will assume the position of “Attention” when addressing officers. Salute vehicles with General Officer (star) plates.

Soldiers will give unit motto when saluting officers and when greeting senior NCOs. Give unit motto when unit formation is called to attention.

Require your units/soldiers to sing the Army Song at ceremonies and special events.

Soldiers will not remove BDU jacket (shirt) while driving any vehicle, to include POV. Headgear will be worn in all government vehicles, including TMP vehicles.

Correct male soldiers who are wearing earrings on post.

SSTANDARDSTANDARDS A ANDND

DDISCIPLINEISCIPLINE

TTRAININGRAINING

Train for war! Train to high standards under tough conditions. You are responsible for individual and crew/squad/section training.

Conduct tough, demanding PT which challenges soldiers and prepares them for combat -- never waste a PT session.

Have a straggler control NCO for platoon/higher PT formations – “fall outs” will run in separate formation under control of an NCO.

Conduct opportunity training whenever possible, both in the field and in garrison.

Conduct primary marksmanship training prior to any weapons range.

Train to shoot expert. Know how to load, clear, zero and perform immediate action on all assigned weapons. Clean and lubricate weapons daily when carried.

Build fighting positions to standard; they must be effective and safe. Do not put soldiers at unnecessary risk.

Conduct crew evacuation and roll-over drills on vehicles during both day and night conditions.

Train misfire procedures for every weapons system for day/night conditions. Have checklist on hand.

Sergeants Time:

100% accountability

Establish tasks, conditions, and standards

Hands-on training

Conduct IAW The Army Noncommissioned Officers Guide

Excel at fieldcraft...excel at fieldcraft...excel at fieldcraft.

NCO PNCO PRIDERIDE

Know the NCO Creed and require your NCOs to know it and live by it; hold NCOs accountable to that standard.

Set the example in appearance, conduct, and performance every day.

Seek to personally reach excellence, not meet minimum or average standards. Lead from the front!

Know and understand the concepts in Battle Focused Training and The Army Noncommissioned Officers Guide. This is how we train and operate.

Promote the prestige and honor of the NCO Corps - make NCOs proud to be a member of the NCO Corps. Conduct NCO induction ceremonies - make junior soldiers aspire to be an NCO.

Do not allow anyone to refer to NCOs by their pay grades (E5, E6, E7, etc). To do so denigrates the NCO Corps. Refer to NCOs by their rank.

Warrior Ethos

we are professional soldiers

train hard! fight hard!

do not accept failure

Train subordinate NCOs at every opportunity - whether in the classroom, field, or motor pool. Coach, teach and mentor NCOs daily.

Maintain a Leader’s Book. The book will contain personnel information, company METL, training calendar, and individual training data, at a minimum.

Counseling

counsel junior enlisted soldiers monthly

counsel NCOs quarterly

focus on future goals and future training, not past performance

counsel all soldiers on their promotion status and potential

Taking care of soldiers is “Sergeant’s Business.” If the soldier is married, then ensure we take care of the family.

Ensure sponsors provide first class sponsorship to both newly-assigned and departing soldiers/families.

Heartily greet and care for newly assigned soldiers upon their arrival to the unit, to include after duty hours and on weekends and holidays; leaders will welcome them and brief them within hours of the soldier's arrival.

Routinely check on your soldiers who live in the billets during after duty hours/weekends/holidays.

Visit newly assigned soldiers and families at their homes within 60 days of their arrival to unit and at least annually thereafter. Routinely visit the home of all soldiers regularly.

Place highest priority on solving your soldiers’ pay problems; involve NCO Support Channel when needed. Consider a soldier with a pay problem as not ready to deploy.

Ensure deserving soldiers receive recognition and end-of-tour award PRIOR to their departure.

Verify the SGLI, DD Form 93, ID card, TRICARE card, and DEERS system are updated and accurate for your soldiers and their families, especially newly-married troops.

Ensure family care plans work – be ready to deploy.

Do not tolerate spouse/child abuse or sexual harassment; take immediate action and report same to Chain of Command.

SSOLDIEROLDIER A ANDND F FAMILYAMILY

WWELLELL-B-BEINGEING

SSAFETYAFETY

Every NCO is a Safety Officer – do not allow unsafe acts!

Provide leadership and enforce standards. Apply the 5-step Risk Management Process to daily operations:

1. Identify Hazards

2. Assess Hazards

3. Develop Controls and Make Risk Decision

4. Implement Controls

5. Supervise and Evaluate

Set the example in personal conduct during off-duty hours. Teach that alcohol/speeding/ fatigue/lack of seat belts are the primary reasons for off duty POV accidents - strive to prevent injury of subordinates.

Always wear seatbelts in government vehicles and POVs; require same of subordinates.

Do not allow speeding in military or civilian vehicles.

Require motorcycles riders to wear helmets and proper garments while riding, both on- and off-post; it's an Army regulation, not a matter of choice.

Require ground guides when backing any vehicle over ½ ton in size.

Conduct safety huddle with your soldiers prior to holidays/weekends.

Do not drink and drive – and do not allow your soldiers to drink and drive.

Actively seek to prevent hot and cold weather injuries before they occur – be proactive and plan ahead!

Require hearing and eye protection when needed.

Armored crewman must wear full NOMEX uniform on live fire ranges.

Maintain at least one combat lifesaver per crew/squad/section.


NCO VisionAn NCO Corps, grounded in heritage, values, and tradition, that embodiesthe warrior ethos; valuesperpetual learning, and is

capable of leading, training,and motivating soldiers.

We must always be an NCO Corps that:

Leads by ExampleTrains from Experience Maintains and Enforces

StandardsTakes Care of Soldiers

Adapts to a Changing World

“There has never been a good army without a good Noncommissioned officer corps.”

- General Bruce C. Clarke

CCONVOYONVOY B BRIEFRIEF CCHECKLISTHECKLIST

1. Start point.2. Release point.3. Route (strip map) to position.4. Alternate route.5. Estimated time of arrival.6. Convoy organization.

a. Size of marchb. Order of march/lead vehiclec. Convoy frequencyd. Rate of march/convoy

speed(1) Pace(2) Maximum speed(3) Maximum catch-up

speede. Operating gaps.

(1) Time gaps between march unit/serial(2) Vehicle distances

(a) Dirt road/rough terrain

(b) Through towns and cities

(c) At halt (staggered, line formation, etc…)

f. Vehicle markings.(1) Convoy flags(2) Hazardous cargo

placards posted as required

g. Blocked/unblocked ambushh. Air threat status i. Drivers briefing.

(1) Responsibility(2) Time and place

(3) Valid SF 46/OF346(4) Route to position

(checkpoints)(5) Rollover safety drills(6) Tracked vehicle driver

emergency actions in the

event of a broken trackj. Vehicles.

(1) PMCS conducted(2) Services up to date(3) Accident/breakdown

procedures(4) Communications check

(call signs and frequency)

(5) Vehicle OVM secured(6) Fuel plan

k. Trail.(1) Wrecker/maintenance

support(2) Trail vehicle

EEVERYVERY S SOLDIEROLDIER

HHASAS A S A STORYTORY Every Soldier comes with a

story.

Leaders have to shut up and listen.

To be an effective leader we must learn to listen.

Earn the right to tell your story by listening to theirs.You have to know your soldiers to

take care of them. The next few pages offer questions you need to ask to help you know your Soldiers.

Always Remember:

The only thing that will save a human life is a human relationship


HHASAS A S A STORYTORY

Ask questions about family Where do your parents live? Health? Do you have any family members near

Fort Sill? Are you particularly close to your family

members? Do you plan to go home for the

holidays? Girlfriend? Children?

Uncover some of their history Where did you grow up?

What did you enjoy most in High School?

What brought you to the Recruiter’s Office?

Has the military lived up to your expectations?



Find out about their personal interests Social activities?

Spiritual interests? Hobbies? Athletic activities? Volunteer opportunities?

Find out about their personal goals College Money / College Degree?

Benefits for family members?

Training for a better civilian job?

Military career?

Get out of home town?



Things that will get in the way of goals Drugs

Drinking too much / drinking and driving Hanging out in the wrong places with

wrong people Isolating yourself Other self-destructive behaviors

The Army can help achieve these goals Teaching responsibility

Developing good decision making skills

Giving you leadership experience

Providing you with solid technical skills

College course credit

Experience in problem solving

Financial resources

Introducing you to different cultures

PPOLICYOLICY M MEMOEMO

DEPARTMENT OF THE ARMYHeadquarters, 75th Field Artillery BrigadeFort Sill, OK 73503

AFVI-A 28 October 2002

MEMORANDUM FOR SEE DISTRIBUTION

SUBJECT: POLICY MEMORANDUM 75-14-02/Change 1 for Leader’s Book

1. General.

a. One of the hardest jobs in the Army is to be a leader, its also one of the most rewarding. The Leader’s Book is an effective tool in helping leaders take care of their soldiers. Every 75th Brigade Section Chief, Platoon Sergeant, and Platoon Leader will include a leader book as part of his or her duty uniform.

b. Battalion Commanders and Command Sergeant Majors will dictate to their subordinates the format and content of their battalion’s Leader’s Books. At minimum each Leader’s Book will contain the following information:

1. Policy Memo 75-14-02/Change 12. Bde or Bn and Btry – Mission Statement page3. Copy of Unit METL4. 2 Weeks of training schedules, the current week and

the next training schedules from here following sequence of

policy memo5. Personal and family data6. Training Data7. Promotion and reenlistment information8. Bde Risk Assessment worksheets

c. All 75th Brigade units will comply with this policy memorandum and the leader books are subject to review at any time.

GARY J. BRONSON CSM, USA Command Sergeant

Major

Leaders Book 1

Documents

training objectives

fitness training requirements

individual training

training session

fitness tasks fitness

training aids

training requirments

level of fitness