U.S. ARMY CADET COMMAND
LEADER’S TRAINING COURSE
CADET HANDBOOK
2010
US ARMY LEADER’S TRAINING COURSE
FORT KNOX, KENTUCKY
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Table of Contents
Title
Section I – General Information
1. Army History
2. Army Organization
3. Rank Insignia
4. Customs and Courtesies
5. Military Time
6. Soldier’s Creed
7. Cadet Creed
8. Army Values
9. Warrior Ethos
Section II – Leader’s Training Course
10. Leader’s Training Course General Information
A. Leadership Definition
B. Leadership Development
C. Training (Organization and Responsibilities)
D. Self Assessments
E. The Army Leader
F. Cadet Uniforms and Appearance
G. Cadet Lights Out, First Call and Formations
H. Cadet Pass, Leave and Free Time Policies
I. Standards of Conduct
J. Vignettes
Section III – Navigation
11. Map Symbols
12. Terrain Features
13. Land Navigation Basics
Section IV – Squad Tactics, Techniques, and Procedures/
SQUAD STX Pocket Guide
14. Troop Leading Procedures
15. Operation Orders
16. The Rifle Squad
17. Squad Movement
18. Crossing Linear Danger Areas
19. Battle Drills
Battle Drill 07-3-D9501: React to Contact
Battle Drill 07-3-D9505: Break Contact
Battle Drill 1A: Squad Attack
Battle Drill 07-3-D9502: React to Ambush (Near)
Battle Drill 07-3-D9503: React to Ambush (Far)
Battle Drill 07-3-D9406: Knock Out Bunker
Battle Drill 07-4-D9509: Enter and Clear a Room
20. Objective Rally Point (ORP)
21. Consolidation and Reorganization
22. 9 Line MEDEVAC/SALUTE Reports
23. Patrol Base Activities
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Section I – General Information
1. THE ARMY IN AMERICAN HISTORY
From Field Manual No. 1, The Army, 14 June 2005
The Army traces its heritage to the colonial militias. These were precursors of today’s Army
National Guard. Citizens answering the call to protect their homes and families began a heritage of
selfless service and sacrifice that continues today. Opposition to British colonial policies in the
eighteenth century led to war in 1775. After the battles at Lexington and Concord, militia forces from
across New England surrounded British forces in Boston. The Continental Congress assumed
command of these units as “Troops of the United Provinces of North America” on 14 June 1775. This
date is taken as the Army’s birthday. The next day, Congress gave command of all “Continental
forces” to George Washington. Washington’s forces were the first American military organizations
responsible to an authority other than that of the individual colonies or the British Crown. Born in this
quest for freedom, the Army has served the Nation in peace and war for over 230 years.
On 1 January 1776, the national force authorized by Congress came into existence. It was
described by Washington in his first general order of the new year as “the new army, which, in every
point of View is entirely Continental.” The name stuck, and the national forces became known as the
Continentals. The Continentals drew strength from strong leadership and selfless patriotism despite
shortages of supplies and equipment. Their early hardships and the crucible of Valley Forge molded
them into the Army that, with the state militias, kept the spirit of patriotism alive until the long war for
independence could be won.
Thus, from the start, the Army comprised a small national force and the state militias’ citizenSoldiers. In times of emergency, the standing army was enlarged with recruits and augmented by
mobilizing the militia and creating volunteer units, initially by state and nationally by the time of the
Civil War. This tradition of an Army that combines “full-time” regular Soldiers and citizen-Soldiers
serving for short active service periods is still the cornerstone of Army organization.
In 1781, with the support of French land and naval forces, the Continental Army defeated the
British at Yorktown. This victory secured for the Nation the ideals so eloquently stated in the
Declaration of Independence:
WE hold these Truths to be self-evident, that all Men are created equal, that they
are endowed by their Creator with certain unalienable Rights that among these are
Life, Liberty, and the pursuit of Happiness….
Sustained by the selfless service of patriots, the Army continues to protect these same
unalienable rights today. Thus, the most meaningful lines of the Declaration of Independence with
respect to the Army may not be the first, but the last:
And for the support of this Declaration, with a firm Reliance on the Protection of
divine Providence, we mutually pledge to each other our Lives, our Fortunes, and
our sacred Honor.
This sentence reflects the ideals of American civil society and it’s military. Since it was written, the
Army has provided Americans the means to pledge their lives, fortunes, and honor to a noble, selfless
cause. Today’s young men and women are continuing the Army’s vigilant, dedicated, and selfless
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service to the American people. They are honoring the bond and sacred trust the Army bears as the
servant of the Nation. The commitment of today’s Soldiers sustains freedom and inspires the next
generation to answer the call to duty.
The American tradition of subordinating the military to civilian authority dates from the end of the
Revolutionary War. This tradition began with a threat to liberty at Newburgh, New York, in 1781. A
group of Continental Army officers were plotting to compel the Continental Congress to settle debts
owed to Soldiers with the threat of force. George Washington took a strong stand against the
conspirators and quelled what could have become a military rebellion. His actions stand as an
example of the selfless service and willing subordination to civilian authority the Nation expects of
American military professionals today.
After the Revolutionary War, the government reduced the Army to fewer than 100 Soldiers. This
action began a recurring pattern of small peacetime forces followed by wartime expansion. This
reduction was based on both a distrust of large standing forces and a belief that the Atlantic Ocean
would protect the Nation from major foreign threats. Significant federal forces were reconstituted only
in response to emergencies, usually to protect citizens on the frontier. The Army did expand
significantly to fight the British in the War of 1812. This war was fought primarily with the standing
Army, augmented by militia and volunteers. It solidified the Army’s reputation of service to the Nation.
Although it was again reduced in size after the war, the Army was never again reduced to the extent
that it was after the Revolutionary War.
From the beginning, the Army made major contributions to America’s growth. As the Nation
expanded westward, Army explorers mapped new territories and extended the frontier. Army
engineers built roads and canals and improved navigation on waterways. Army forces kept watch
over the frontier, enforcing law and order and providing the security necessary for the Nation’s
expansion. In 1846, the Army expanded to fight the Mexican War. Afterwards, it again was reduced
to a small standing force.
In the 1860s, the Army and the Nation experienced their most trying period, when both were torn
apart by the Civil War. The Army grew dramatically—in size, capability, and technological
sophistication—during the four long years of war. Afterwards, the Army was charged with
reconstructing the South. Simultaneously, it resumed responsibility for maintaining security on the
frontier.
Changes in military thought and technology accelerated in the second half of the nineteenth
century. The hard-won lessons of the Civil War and examples from European wars demonstrated the
need to codify a body of professional knowledge and train leaders to apply it. Army leaders, like
General William Tecumseh Sherman, acted to meet this need. In 1882, the Army established the
School of Application for Cavalry and Infantry at Fort Leavenworth, Kansas. In time, this school
became the foundation of the Army’s professional education system. Its founding was key to the
Army’s development as a profession between 1870 and 1910.
The Spanish-American War of 1898 exposed Army leadership, organizational, logistic, and
training deficiencies. The Army overcame these and defeated Spanish forces at opposite ends of the
globe. Afterwards, it struggled to assimilate many technological changes. It also became an
expeditionary force for a growing world power. Army forces assumed responsibility for governing the
new possessions of Puerto Rico, the Philippines, and Cuba. They continued to protect the border
with Mexico as well.
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The Spanish-American War and Philippine Insurrection showed the need for a Federal Reserve
force. This force was created in 1908 and eventually became the Organized Reserve. It was the
predecessor of the Army Reserve. The Organized Reserve provided a formal peacetime structure for
volunteers. It produced a pool of reserve officers and enlisted Soldiers with medical and other skills.
The early twentieth century found the Nation and the Army involved in the first of two world wars.
These wars transformed them both. A greatly and hastily expanded U.S. Army assured the Allied
victory in World War I. The American Expeditionary Forces first saw action at Cantigny. Important
victories at Soissons, St. Mihiel, and the Meuse-Argonne followed. These and other victories helped
turn the tide on the Western Front and defeat the Central Powers. The Nation had raised, trained,
and equipped almost three million Soldiers and deployed them overseas in 18 months.
World War I also saw developments in land operations that began the evolution to the joint
operations of today. Different Army branches were integrated into combined arms operations on a
larger scale than ever before. The use of military aircraft led to the awareness of the potential of
airpower. Military leaders began to recognize that land power, airpower, and sea power are
interrelated. Large Marine forces served under Army command and Army forces served under
Marine commanders for the first time. As important, the Army, under Generals John J. Pershing and
Peyton March, learned to mobilize, train, and project power across the Atlantic Ocean. The Regular
Army revised its relationship with the Army National Guard as part of that effort. In addition, members
of the Organized Reserve were mobilized to provide the many skills needed to sustain a large
twentieth-century Army.
A generation later, World War II challenged the Army to again project land power across the
Atlantic Ocean—and the Pacific as well. The United States recognized an unofficial state of national
emergency after the fall of France in June 1940. The National Guard was mobilized and a peacetime
draft initiated. All members of the Organized Reserve were called to active duty. To take advantage
of technological advances, the Army changed the structure of its organizations, fielding such
specialized units as armored divisions, airborne divisions, and special operations forces. To defeat
the Axis powers, combat organizations were deployed to North Africa, Europe, Asia, and the Pacific.
The Army had been greatly reduced during the lean years between the wars. The Great
Depression limited available money, equipment, and Soldiers. However, the Army used that time and
its education system to develop leaders. This brilliant generation of Army leaders included such
generals as Marshall, MacArthur, Arnold, Eisenhower, Bradley, and Patton. These leaders were able
to mobilize, train, and equip a force that grew to 89 divisions by 1945. Organized Reserve officers
formed the leadership cadre for most of these divisions.
Twice in 25 years, America’s regulars and Citizen-Soldiers had answered the call to duty. During
World War II, the Army’s ranks swelled to meet unprecedented challenges of global magnitude. It
formed a decisive force that helped sustain freedom and democracy throughout the world. The
sacrifices of millions of American Soldiers of two generations helped establish the United States as a
global power. At the end of World War II, Army forces were stationed around the world. They were
governing occupied countries, assisting in reconstruction programs, and securing new borders
against new foes.
World War II did not end the threat to freedom. The Soviet Union also emerged from the war as a
global power, and the Chinese Communists drove the Nationalists from the Chinese mainland in
1949. These developments resulted in a continuing state of tension that persisted for five decades.
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Army forces were involved in worldwide commitments. For the first time, Americans accepted the
need to maintain a large standing army in peacetime. However, the belief that strategic nuclear
weapons would prove decisive in future conflict led to resource scarcity for the Army until the 1960s.
Even so, the strategic environment was also dangerous from a conventional perspective.
Between 1950 and 1989, Army forces served in many small but important actions. These included an
intervention in the Dominican Republic in 1965 and combat operations in Grenada in 1983. The
Multinational Force and Observers mission in the Sinai began in 1982. The major conflicts of this
period, in Korea and Vietnam, were limited in terms of objectives and scope to prevent escalation into
nuclear warfare. Limited in scope did not mean that either of these conflicts were “small wars.” Both
involved Army forces in large-scale conventional operations.
Operations in Vietnam entailed significant counterinsurgency operations as well. Soldiers fought
with honor, many times overcoming great odds to prevail. This protracted conflict sorely challenged
the Army. However, the lessons learned served as a catalyst to revitalize it. Following this conflict,
the Army launched key initiatives to create the all-volunteer force; refocus doctrine, training, and
leader development; and modernize its equipment.
The 1970s and 1980s were a challenging time of rebuilding. The Army’s focus returned to fighting
a large-scale conventional war in Europe. However, budgets for military spending remained tight until
the 1980s. Then the Army began modernizing its equipment with such systems as the Abrams tank
and Bradley fighting vehicle. Army doctrine was refined as well. Ground tactics that had not changed
much since the mid-1950s gave way to the Active Defense and then to Air-Land Battle. In addition,
innovations in both individual and collective training brought Soldiers and their leaders to a proficiency
seldom seen in any army. These Soldiers, trained and ready, secured the frontiers of freedom in
Korea and central Europe.
The Cold War ended with the fall of the Berlin Wall in 1989. The dissolution of the Warsaw Pact,
collapse of the Soviet Union, and reunification of Germany brought changes for the military. The
United States faced a strategic environment containing no peer competitor. There was no clear-cut
threat against which to prepare a defense. The strategic environment was increasingly volatile,
uncertain, complex, and ambiguous. The Army had to prepare to deter unknown adversaries, defeat
ill-defined enemies, and control unfamiliar situations. Instead of focusing on prevailing in major
combat operations, the Army was required to balance its capabilities. However, the desire for a
“peace dividend” again resulted in smaller Army budgets during the 1990s.
The last decade of the twentieth century found Army forces reassuring partners and deterring
aggression in critical regions. In December 1989, Army forces intervened to establish a U.S.recognized government in Panama. After the intervention, Army Reserve civil affairs and military
police units remained to restore order. In 1991, Army forces ejected the Iraqi Army from Kuwait in an
unprecedented 100-hour ground offensive that followed an equally unprecedented joint air offensive.
This operation occurred during the post-Cold War force reduction. It required mobilizing many
National Guard and Army Reserve units. To ensure regional stability and bolster respect for human
rights, Army forces participated in several North Atlantic Treaty Organization and United Nations
peacekeeping operations. These included missions in Somalia, Haiti, and the Balkans.
The twenty-first century brought new threats to the United States. These took the form of
ideologies and networks hostile to the American way of life. Today finds Army forces committed
worldwide in the War on Terrorism. After the attacks of 11 September 2001, Army forces contributed
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to successful major combat operations in Afghanistan and Iraq. These operations removed two
repressive regimes. In Afghanistan,
Army and joint forces carried the fight to the sponsors and organizers of the 11 September
attacks. In both countries, Army forces’ sustained operations established the conditions for
unprecedented national elections. The Army continues to contribute most of the forces for the
stability and reconstruction operations in these two countries. Today, Army forces are acting in a new
strategic environment, one in which the Nation is waging a complex, protracted conflict. In this
environment, peace is the exception; combat and extended operations are routine.
Throughout its history, the Army has demonstrated respect for enduring principles and institutional
characteristics in its service to the Nation. Among the first are the primacy of the Constitution, the
rule of law, and military subordination to civilian authority. Among the second are maintaining the
ability to mobilize rapidly to support the Nation’s interests, integrating new technology, and quickly
adapting to and learning to win in changing environments and circumstances. The Army’s rich history
inspires today’s Soldiers as members of a proud and noble profession. It links this generation of
Soldiers to those of past generations who answered the call to duty.
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2. Army Organization
A. The United States Army is made up of three parts -- The Active Army, the Army National Guard,
and the U.S. Army Reserve. The members of the Active Army are on full-time duty. The reserve
components, including the National Guard and the Reserve, receive military training and are ready to
be called to active duty if necessary.
B. Army units can be organized in a number of different ways. The following organization is fairly
typical.
Individual Soldier. The Soldier is the foundation of the Army Organization; Soldiers are trained
in a myriad of common warrior tasks and are further specialized into Military Occupation Specialties
(MOS). Some examples of MOSs are:
11B Infantryman
15V Observation/Scout Helicopter Repairer
18Z Special Forces Operations Sergeant
19K Armor Crew member
21M Fire-fighter
25U Signal Support Systems Specialist
56M Chaplain Assistant
70B Medical Service Officer
Team or Crew. The team or crew is the smallest unit; it is usually made up of 4 Soldiers. A
Sergeant is the Team Leader.
Squad. The squad consists of 2 or 3 teams; it is usually made up of 8 to 12 Soldiers. A Staff
Sergeant is the Squad Leader.
Platoon. The platoon consists of 3 or 4 squads; it ranges from 15-45 Soldiers. A Lieutenant is
the Platoon Leader.
Company/Troop/Battery. The company, troop, or battery consists of 3 to 6 platoons; it ranges
from 50-450 Soldiers. A Captain is the Company Commander.
Battalion/Squadron. The battalion or squadron consists of 3 to 6 companies and a staff. A
Lieutenant Colonel is the Battalion Commander.
Brigade/Regiment. The brigade or regiment consists of 3 to 6 battalion and a staff. A Colonel is
the Brigade Commander.
Division. The division consists of 3 to 5 brigades, separate battalions, and a staff. A Major
General is the Division Commander.
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3. Rank Insignia
A. Enlisted. Enlisted ranks range from Private to Command Sergeant Major of the Army. The
enlisted rank insignia and methods of addressing are below.
Private
Sergeant
First Class
Private
First Class
Master
Sergeant
Specialist
First
Sergeant
Corporal
Sergeant
Major
Sergeant
Command
Sergeant
Major
Staff
Sergeant
Command
Sergeant
Major
Of the Army
Privates (PVT) and Privates First Class (PFC) are addressed as "Private (last name)".
Specialists (SPC) are addressed as "Specialist (last name)".
Corporals (CPL) are addressed as “Corporal (last name)”.
Sergeants (SGT), Staff Sergeants (SSG), Sergeants First Class (SFC) and Master Sergeants
(MSG) are all addressed as "Sergeant (last name)".
First Sergeants (1SG) are addressed as “First Sergeant (last name)”.
Sergeants Major (SGM) and Command Sergeants Major (CSM) and are addressed as
“Sergeant Major (last name)”.
B. Warrant Officers. Warrant Officer ranks range from Warrant Officer One to Chief Warrant Officer
Five. Warrant Officer rank insignia and methods of addressing are below.
Warrant
Officer One
Chief Warrant
Officer Two
Chief Warrant
Officer Three
Chief Warrant
Officer Four
Chief Warrant
Officer Five
Warrant Officers are addressed as "Mr. (last name)" or Ms. (last name)".
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C. Officers. Officer ranks range from Second Lieutenant to Five-Star General (General of the Army).
Officer rank insignia and methods of addressing are below.
Second
Lieutenant
(Gold)
Subdued
Brown
Brigadier
General
First
Lieutenant
(Silver)
Subdued
Black
Major General
Captain
(Silver)
Subdued
Black
Major
(Bronze)
Subdued
Brown
Lieutenant
Colonel
(Silver)
Subdued
Black
General
Lieutenant General
Colonel
(Silver)
Subdued
Black
General of the
Army
Second Lieutenants (2LT) and First Lieutenants (1LT) are addressed as “Lieutenant (last
name)".
Captains (CPT) are addressed as “Captain (last name)”.
Majors (MAJ) are addressed as “Major (last name)”.
Lieutenant Colonels (LTC) and Colonels (COL) are addressed as “Colonel (last name)”.
All Generals are addressed as "General (last name)" regardless of the number of stars.
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4. Customs and Courtesies
From Field Manual No. 7-21.13, The Soldier’s Guide, 02 February 2004
The Army is an organization that instills pride in its members because of its history, mission,
capabilities, and the respect it has earned in the service of the Nation. A reflection of that pride is
visible in the customs, courtesies, and traditions the Army holds. Adherence to them connects us
with Soldiers throughout America’s history.
A. Customs
The Army has its own customs, both official and social. Some have been handed down from the
distant past while others are of comparatively recent origin. Those customs that endure stand on
their own merits. As a long established social organization, the Army observes a number of customs
that add to the interest, pleasure, and graciousness of Army life.
Often it is these customs and traditions, strange to the civilian eye but solemn to
the Soldier, that keep the man in the uniform going in the unexciting times of
peace. In war they keep him fighting at the front. The fiery regimental spirit
fondly polished over decades and centuries possesses him in the face of the
enemy. [The Soldier] fights for the regiment, his battalion, his company, his
platoon, his section, his comrade.
A custom is an established practice. Customs include positive actions—things you do, and
taboos—things you avoid. All established arts, trades, and professions, all races of people, all
nations, and even different sections of the same nation have their own practices and customs by
which they govern a part of their lives.
Many Army customs compliment procedures required by military courtesy, while others add to the
graciousness of garrison life. The breach of some Army customs merely brands the offender as
ignorant, careless, or ill bred. Violations of other Army customs, however, will bring official censure or
disciplinary action. The customs of the Army are its common law. These are a few:
• Never criticize the Army or a leader in public.
• Never go “over the heads” of superiors—don't jump the chain of command.
• Never offer excuses.
• Never “wear” a superior's rank by saying something like, “the first sergeant wants this
done now,” when in fact the first sergeant said no such thing. Speak with your own
voice.
• Never turn and walk away to avoid giving the hand salute.
• Never run indoors or pretend you don't hear (while driving, for example) to avoid
standing reveille or retreat.
• Never appear in uniform while under the influence of alcohol.
• If you don't know the answer to a superior’s question, you will never go wrong with the
response, “I don't know sir, but I'll find out.”
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B. Courtesies
Courtesy among members of the Armed Forces is vital to maintain discipline. Military courtesy
means good manners and politeness in dealing with other people. Courteous behavior provides a
basis for developing good human relations. The distinction between civilian and military courtesy is
that military courtesy was developed in a military atmosphere and has become an integral part of
serving in uniform.
Most forms of military courtesy have some counterpart in civilian life. For example, we train
Soldiers to say sir or ma’am when talking to a higher ranking officer. Young men and women are
sometimes taught to say sir to their fathers or ma’am to their mothers and likewise to other elders. It
is often considered good manners for a younger person to say sir or ma’am when speaking to an
older person. The use of the word sir is also common in the business world, such as in the salutation
of a letter or in any well-ordered institution.
Military courtesy is not a one-way street. Enlisted personnel are expected to be courteous to
officers and likewise officers are expected to return the courtesy. Mutual respect is a vital part of
military courtesy. In the final analysis, military courtesy is the respect shown to each other by
members of the same profession. Some of the Army’s more common courtesies include rendering
the hand salute, standing at attention or parade rest, or even addressing others by their rank.
THE HAND SALUTE
The salute is not simply an honor exchanged. It is a privileged gesture of respect and trust among
Soldiers. Remember the salute is not only prescribed by regulation but is also recognition of each
other’s commitment, abilities, and professionalism.
Some historians believe the hand salute began in late Roman times when assassinations were
common. A citizen who wanted to see a public official had to approach with his right hand raised to
show that he did not hold a weapon. Knights in armor raised visors with the right hand when meeting
a comrade. This practice gradually became a way of showing respect and, in early American history,
sometimes involved removing the hat. By 1820, the motion was modified to touching the hat, and
since then it has become the hand salute used today. You salute to show respect toward an officer,
flag, or our country.
The salute is widely misunderstood outside the military. Some consider it to be a gesture of
servility since the junior extends a salute to the senior, but we know that it is quite the opposite. The
salute is an expression that recognizes each other as a member of the profession of arms; that they
have made a personal commitment of self-sacrifice to preserve our way of life. The fact that the
junior extends the greeting first is merely a point of etiquette—a salute extended or returned makes
the same statement.
The Salute
1LT Thompson and his platoon’s newest NCO, SGT Jemison, were walking
toward the orderly room one morning. As they turned the corner and approached
the building, PFC Robertson walked out carrying a large box. PFC Robertson
said, “Good morning, sir,” and kept walking past the two. As his hands were
occupied, he didn’t salute. But 1LT Thompson saluted and replied with the unit
motto, “First Tank!” After the Soldier had passed, SGT Jemison asked the
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lieutenant why he saluted since the Soldier did not. “He did by rendering the
greeting of the day. If I had been carrying something and he wasn’t, he would
have saluted. It’s a privilege, not a chore,” said 1LT Thompson. “It’s just as
important for me to return a salute as for a Soldier to render it.”
The way you salute says a lot about you as a Soldier. A proud, smart salute shows pride in
yourself and your unit and that you are confident in your abilities as a Soldier. A sloppy salute might
mean that you’re ashamed of your unit, lack confidence, or at the very least, that you haven’t learned
how to salute correctly.
In saluting, turn your head and eyes toward the person or flag you are saluting. Bring your hand
up to the correct position in one, smart motion without any preparatory movement. When dropping
the salute, bring your hand directly down to its natural position at your side, without slapping your leg
or moving your hand out to the side. Any flourish in the salute is improper.
The proper way to salute when wearing the beret or without headgear is to raise your right hand
until the tip of your forefinger touches the outer edge of your right eyebrow (just above and to the right
of your right eye). When wearing headgear, the forefinger touches the headgear slightly above and
to the right of your right eye. Your fingers are together, straight, and your thumb snug along the hand
in line with the fingers. Your hand, wrist, and forearm are straight, forming a straight line from your
elbow to your fingertips. Your upper arm (elbow to shoulder) is horizontal to the ground.
All Soldiers in uniform are required to salute when they meet and recognize persons entitled (by
grade) to a salute except when it is inappropriate or impractical (in public conveyances such as
planes and buses, in public places such as inside theaters, or when driving a vehicle).
A salute is also rendered:
• When the United States National Anthem, "To the Color," "Hail to the Chief," or foreign national
anthems are played.
• To uncased National Color outdoors.
• On ceremonial occasions such as changes of command or funerals.
• At reveille and retreat ceremonies, during the raising or lowering of the flag.
• During the sounding of honors.
• When pledging allegiance to the US flag outdoors.
• When turning over control of formations.
• When rendering reports.
• To officers of friendly foreign countries.
Salutes are not required when:
• Indoors, unless reporting to an officer or when on duty as a guard.
• A prisoner.
• Saluting is obviously inappropriate. In any case not covered by specific instructions, render the
salute.
• Either the senior or the subordinate is wearing civilian clothes.
In general, you don’t salute when you are working (for example, under your vehicle doing
maintenance), indoors (except when reporting), or when saluting is not practical (carrying articles with
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both hands, for example). A good rule of thumb is this: if you are outdoors and it is practical to salute,
do so. Outdoors includes theater marquees, shelters over gas station pumps, covered walkways,
and other similar shelters that are open on the sides.
OTHER COURTESIES
Military courtesy shows respect and reflects self-discipline. Consistent and proper military
courtesy is an indicator of unit discipline, as well. Soldiers demonstrate courtesy in the way we
address officers or NCOs of superior rank. Some other simple but visible signs of respect and selfdiscipline are as follows:
• When talking to an officer of superior rank, stand at attention until ordered otherwise.
• When you are dismissed, or when the officer departs, come to attention and salute.
• When speaking to or being addressed a noncommissioned officer of superior rank, stand at
parade rest until ordered otherwise.
• When an officer of superior rank enters a room, the first Soldier to recognize the officer calls
personnel in the room to attention but does not salute. A salute indoors is rendered only when
reporting.
• When an NCO of superior rank enters the room, the first Soldier to recognize the NCO calls the
room to “At ease.”
• Walk on the left of an officer or NCO of superior rank.
• When entering or exiting a vehicle, the junior ranking Soldier is the first to enter, and the senior
in rank is the first to exit.
• When outdoors and approached by an NCO, you greet the NCO by saying, “Good morning,
Sergeant,” for example.
• The first person who sees an officer enter a dining facility gives the order “At ease,” unless a
more senior officer is already present. Many units extend this courtesy to senior NCOs, also.
• When you hear the command “At ease” in a dining facility, remain seated, silent and continue
eating unless directed otherwise.
When you report to an officer of superior rank, approach the officer to whom you are reporting and
stop about two steps from him, assuming the position of attention. Give the proper salute and say, for
example, “Sir, Private Smith reports.” If you are indoors, use the same procedures as above, except
remove your headgear before reporting. If you are armed, however, do not remove your headgear.
Parade Rest
PV2 Robbs was new to the company and was on his way to see SGT Putnam,
his section leader, for reception and integration counseling. SFC Stone, the
platoon sergeant was present to monitor the counseling. PV2 Robbs entered the
room and immediately assumed the position of parade rest but before he could
report, SGT Putnam said, “You don’t have to do that.” But SFC Stone
interjected, “Go ahead and stay at parade rest, Private, you’re doing the right
thing.” He continued, “You both need to know we don’t want to lower any
standards, here. Standing at parade rest is what junior enlisted Soldiers do when
speaking with or being addressed by an NCO. And by the way, Sergeant, we
NCOs stand at parade rest when speaking with NCOs of superior rank. Besides,
you know the proper command would be ‘at ease,’ ‘stand at ease,’ or ‘carry on.’
OK?” “Hooah, Sergeant Stone,” said SGT Putnam and turned back to PV2
Robbs. “Welcome, Private Robbs. This is a great unit to Soldier in…”
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A Soldier addressing a higher ranking officer uses the word sir or ma’am in the same manner as a
polite civilian speaking with a person to whom he wishes to show respect. In the military service, the
matter of who says sir or ma’am to whom is clearly defined; in civilian life it is largely a matter of
discretion. In the case of NCOs and Soldiers, we address them by their rank because they’ve earned
that rank.
Simple courtesy is an important indicator of a person’s bearing, discipline, and manners. It is a
fact that most people respond positively to genuine politeness and courtesy. Walk down a street in
most towns and cities and see the response you get from people when you just say “good morning.” It
is no different for Soldiers. Some units substitute the greeting with their unit motto, such as “Deeds,
not Words,” or “Keep up the Fire.” These reiterate pride in the unit and demonstrate the discipline
and professionalism of a unit’s Soldiers.
When I walk up to a Soldier he should go to parade rest. Not because I’m better
than he is, but because he respects who he is and who I am based on what we
both do. It’s professionalism.
SMA Jack L. Tilley
RENDERING HONOR TO THE FLAG
The flag of the United States is the symbol of our nation. The union, white stars on a field of blue,
is the honor point of the flag. The union of the flag and the flag itself, when in company with other
flags, are always given the honor position, which is on the right. Some of the rules for displaying the
flag are as follows:
• All Army installations will display the flag of the United States outdoors.
• Continental United States (CONUS) Army installations will fly only one flag of the United States
at a time except as authorized by the commanding generals of major Army commands.
• Installations will display the flag daily from reveille to retreat.
• When a number of flags are displayed from staffs set in a line, the flag of the United States will
be at the right; to the left of an observer facing the display. If no foreign national flags are
present, the flag of the United States may be placed at the center of the line providing it is
displayed at a higher level.
• When the flag of the United States is displayed with state flags, all of the state flags will be of
comparable size.
When the flag is being raised in the morning, you should stand at attention on the first note of
“Reveille” and salute. In the evening "Retreat" is played prior to “To the Colors.” ("Colors" refer to the
flag of the United States and can also include the unit flag). When you hear the first note of “Retreat”
come to the position of attention and face the flag (or the direction the music is coming from if the flag
is not visible). Render the hand salute at the first note of “To the Colors.” You normally face the flag
when saluting, unless duty requires you to face in some other direction. At the conclusion of the
music, resume your regular duties. If you are involved in some duty that would be hampered by
saluting, you do not need to salute.
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When in a formation or a group, the senior Soldier present will call the group to “Attention” and
then “Parade, Rest” at the first note of “Retreat.” That Soldier will then call the group to “Attention”
and “Present, Arms” at the first note of “To the Colors” and then “Order, Arms” at the conclusion.
When in civilian clothing, the only change is to place your right hand over your heart instead of
saluting. Vehicles in motion should stop. If you are in a car or on a motorcycle, dismount and salute.
If you are with a group in a military vehicle or bus, remain in the vehicle. The individual in charge will
dismount and salute. These honors also apply to the national anthems of foreign countries during
ceremonies or parades.
When you are passing or being passed by colors that are being presented, paraded, or displayed,
salute when the colors are six paces from you. Hold the salute until the colors are six paces beyond
you.
The Pledge of Allegiance is not recited in military formations or in military ceremonies. At other
functions where the Pledge of Allegiance is recited, a Soldier in uniform silently stands at attention
facing the flag and renders the hand salute. If indoors a Soldier in uniform silently stands at attention
facing the flag. Where other participants are primarily civilians or in civilian attire, Soldiers in uniform
indoors may recite the pledge if they desire. A Soldier in civilian clothing recites the pledge while
standing at attention, facing the flag with the right hand over the heart. Male Soldiers in civilian
clothing should remove headgear with their right hand and hold it over the left shoulder so that the
right hand is over the heart.
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5.
Military Time.
The military operates off a 24-hour clock, beginning at midnight (which is 0000 hours). So, 1:00
AM is 0100 hours, 2:00 AM is 0200 hours, and so-on up until 11:00 PM which is 2300 hours. The
below table is a quick reference.
Civilian Time
Military Time
Midnight (12:00 AM)
0000 hrs
1:00 AM
0100 hrs
2:00 AM
0200 hrs
3:00 AM
0300 hrs
4:00 AM
0400 hrs
5:00 AM
0500 hrs
6:00 AM
0600 hrs
7:00 AM
0700 hrs
8:00 AM
0800 hrs
9:00 AM
0900 hrs
10:00 AM
1000 hrs
11:00 AM
1100 hrs
12:00 PM
1200 hrs
1:00 PM
1300 hrs
2:00 PM
1400 hrs
3:00 PM
1500 hrs
4:00 PM
1600 hrs
5:00 PM
1700 hrs
6:00 PM
1800 hrs
7:00 PM
1900 hrs
8:00 PM
2000 hrs
9:00 PM
2100 hrs
10:00 PM
2200 hrs
11:00 PM
2300 hrs
Minutes are listed in the third and 4th number position. So, 5:15 AM is 0515 hrs. 12:17 AM is 0017
hrs. 10:30 PM is 2230 hrs.
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6. The Soldier's Creed
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 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.
7. The Cadet Creed
I am an Army Cadet. Soon I will take an oath and become an Army Officer committed to
DEFENDING the values which make this Nation great. HONOR is my touchstone. I
understand MISSION first and PEOPLE always.
I am the PAST: the spirit of those WARRIORS who have made the final sacrifice.
I am the PRESENT: the scholar and apprentice Soldier enhancing my skills in the science of
warfare and the art of leadership.
But above all, I am the FUTURE: the future WARRIOR LEADER of the United States Army.
May God give me the compassion and judgment to lead and the gallantry in battle to WIN.
I WILL do my duty.
8. Army Values
On December 30, 1985, Secretary of the Army John O. Marsh Jr. and Army Chief of Staff General
John A. Wickham proclaimed Values as the Army theme for 1986. In their joint proclamation they
stated that "Values are the heart and soul of a great Army. . . . From values we draw purpose,
direction, vitality and character — the bedrock of all that we do in the Total Army." Further, they
declared, "The values to which we subscribe spring from, and even transcend, those of the society
we serve. They become the framework for the lifelong professional and personal development of our
soldiers, leaders and civilians."
Army Values guide the thinking, behavior, and professional ethos of every Warrior.
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9. Warrior Ethos
The Warrior Ethos moves Soldiers to fight through all conditions to victory, no matter
how long it takes and how much effort is required.” FM 1-0, 2005
I will always place the mission first.
I will never accept defeat.
I will never quit.
I will never leave a fallen comrade.
“At its core, the Warrior Ethos is the refusal to accept failure and instead overcome all
obstacles with honor.”
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Section II – Leader’s Training Course
10. Leader’s Training Course General Information
A. Leadership is influencing people—by providing purpose, direction, and motivation—while
operating to accomplish the mission and improving the organization.
B. Leadership Development. The purpose of this course is to begin your Leadership Development
process and help prepare you to become commissioned officers in the United States Army. The
Leadership Development Objectives of this course are:
(1) Graduating leaders of character who are:
• Imbued with the Army Values and Warrior Ethos
• Aware of how to show initiative and to take charge
• Prepared to be the best thinker and leader in platoon
• Aware of their strengths and weaknesses
• Aware of the importance of teamwork
• Adaptable
• Confident
• Instilled with the fitness ethos
(2) Qualifying and motivating Cadets to attain the baseline of skills and experiences to begin
training as MSLIIIs.
(3) Begin your individual leadership growth.
C. Training. Training includes general military subjects, physical training, and familiarization with
individual weapons, small unit tactics, and an introduction to military leadership. Training is intensive
with a heavy emphasis on hands-on practical exercise rather than classroom instruction.
Organization for Training
(1) Leader’s Training Course Organization. The Leader’s Training Course consists of a
headquarters, various training committees, one battalion consisting of up to seven companies. Each
company is assigned an ROTC serving officer called the (CTO), or Company TAC Officer (TAC =
Teaching, Assessing, and Coaching). The CTO generally holds the rank of Lieutenant Colonel. The
company also has a Company TAC Non-Commissioned Officer or CTNCO who assists the CTO.
The CTNCO is usually a Master Sergeant. Each company consists of 4 platoons. There is one
Platoon TAC Officer (PTO) per platoon. The PTO generally holds the rank of Lieutenant Colonel.
U.S. Army Drill Sergeants supervise each Cadet platoon which is made up of a maximum of 5
squads. Each squad has a Second Lieutenant serving as the Squad TAC officer or STO and a Drill
Sergeant (DS). The STO is the primary assessor who monitors each Cadet’s progress and the DS is
the primary trainer. Throughout the course, there is a maximum of twenty STOs per company.
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(2) Chain of Command. The chain of command, which you will follow, is:
CADRE
LTC Commander (CDR)
Commandant of Cadets (CoC)
Deputy CoC
Company TAC Officer
NA
Platoon TAC Officer (PTO)
CTNCO
Senior Drill Sergeant (DS)
Squad TAC Officer (STO)
Drill Sergeant (DS)
NA
CADET
NA
NA
NA
Cadet Company Commander
Cadet Guidon Bearer
Cadet Platoon Leader
Cadet First Sergeant
Cadet Platoon Sergeant
Cadet Squad Leader
NA
Cadet Team Leader
(3) Assignments to Cadet leadership positions are rotated to provide the maximum amount of
opportunities for leadership experiences. Squad TAC officers assign and in-brief new Cadet leaders
as early as possible before changing leadership positions. Cadets scheduled for leadership positions
must familiarize themselves with the responsibilities of their position. Cadet Company Commanders
and Guidon Bearers will report at a designated time for cadre briefings. The principal duties of
leadership positions are listed below. Company cadre may modify specific duties.
Cadet Company Commander (CO) Responsibilities.
 Coordinate with the company cadre for detailed instructions.
 Organize, control, and move the Cadet company.
 Develop a Cadet plan of operation for the days of training.
 Promote effective time management.
 Properly and efficiently manage subordinates.
Cadet Guidon Bearer Responsibilities.
 Coordinate with company cadre support staff for supplies, transportation, and equipment
to support training.
 Perform duties as assistant to the CO.
 Act as CO in the absence of the commander.
 Act as liaison between PLs and CO.
 Coordinate and follow up as the CO directs.
 Supervise distribution of supplies and equipment.
 Establish bivouac sites.
 Serves as the Company Safety Officer.
Cadet First Sergeant Responsibilities (1SG).
 Organize the company for formations.
 Prepare and submit morning personnel reports.
 Monitor Cadet sick call and account for all absences.
 Control movement of the company.
 Supervise field mess feeding.
 Perform other duties as the CO may direct.
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Cadet Platoon Leader (PL) Responsibilities.
 Coordinate with the CO and XO.
 Control platoon organization.
 Complete all required platoon tasks.
 Establish platoon plan of action.
 Issue platoon operations orders (OPORD).
 Conduct platoon inspections and rehearsals.
 Organize physical training activities.
Cadet Platoon Sergeant Responsibilities (PSG).
 Assist the PL.
 Coordinate with First Sergeant and Squad Leader.
 Organize platoon formations.
 Account for platoon attendance.
 Prepare and submit morning reports.
 Control sick call and account for absences.
 Supervise issue/turn in of supplies and equipment.
 Supervise barracks maintenance.
 Control movement of the platoon.
Cadet Squad Leader (SL) Responsibilities.
 Ensure the squad is in the proper uniform with proper equipment for training.
 Lead and supervise up to 13 squad members.
 Ensure that the squad draws all necessary equipment and rations required for training.
 Personally prepare and inspect the squad for all missions.
 Keep squad accountability.
 Control movement of the squad.
 Prepare and submit reports,
 Prepare and issue squad operation orders (OPORD).
Cadet Team Leader (TL) Responsibilities.
 Ensure the team is in proper uniform with appropriate equipment for training.
 Supervise and lead up to 5 team members.
 Ensure that the team draws the equipment and rations required for training.
 Prepare their team for all missions.
 Keep team accountability and report to squad leader.
 Control movement team.
D. Self Assessments
After each leadership position, Cadets must complete a self assessment card which outlines the
major activities they completed. They also assess their own strengths and weaknesses. This self
assessment must be turned into the STO prior to counseling. Follow the STARTARTAR format as
outlined on the next page.
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THE ARMY LEADER
LTC seeks to develop Cadets into future officers who possess:
(1) Attributes – What an Army Leader Is
a) BE:
Character
- Live by the Army Values
- Display the Warrior Ethos
- Practice Empathy
Demonstrate Presence
- Military Bearing
- Physically Fit
- Confident
- Resilient
b) KNOW:
- Demonstrate Intellectual Capacity: Mental Agility, Sound Judgment, Innovation,
Interpersonal Tact, Domain Knowledge
(2) Core Competencies – What an Army Leader Does
c) DO:
Core Competencies
- Leads: Communicates, Extends influence beyond COC, Leads by Example,
Leads Others
- Develops: Creates a Positive Environment, Prepares Self, Develops Others
- Achieves: Gets Results
Below are detailed definitions of all the attributes and core competencies listed above.
(1) ATTRIBUTES – Attributes are characteristics that are an inherent part of an individual’s core,
physical and intellectual aspects. Attributes shape how an individual behaves in their environment.
the physical and mental aspects of the individual that measure leader effectiveness. Attributes for
Army leaders are aligned to identity, presence, and intellectual capacity.
(a) A LEADER OF CHARACTER
Army VALUES – Values reflect the individual’s sense of obligation to and attitudes about
other people, concepts, and the profession of arms, and are possessed to varying degree by all
individuals. The goal of leader development is to define and instill Army values in the individual,
reflecting standards of performance exceeding those of society in general. The leader faithfully
adheres to Army values in all situations, even to the point of personal sacrifice when necessary.
Values are often most visibly demonstrated when personal cost is incurred. As a defender of the
Constitution, the country, and others not capable of defending themselves, the leader demonstrates
commitment through values, and earns the trust of the nation.
- LOYALTY (LO) – Allegiance to those who are reliant on the leader for support. Loyalty
is required to ensure the success of the chain of command and subordinates, and generates loyalty
and support in return.
- DUTY (DU) – Fulfilling professional obligations with a strong work ethic; personal
initiative compels the leader to exceed minimum standards. Leaders with a strong sense of duty
demonstrate and enforce high professional standards.
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- RESPECT (RE) – Treating people as they should be treated. The leader
demonstrates the value of dignity and human worth, creating a positive climate of command and
projecting cultural tolerance.
- SELFLESS SERVICE (SS) – Putting the welfare of the nation, the Army, and
subordinates before self. The leader is willing to forego personal comforts for the sake of others, with
no prospect of reward.
- HONOR (HO) – Demonstrating a keen sense of ethical conduct; compelled to do the
right thing. The honorable leader protects the reputation of the profession through personal actions.
- INTEGRITY (IN) – Consistently adheres to moral and legal obligations. The leader is
truthful and upright at all times.
- PERSONAL COURAGE (PC) – Overcoming personal fears, both physical and
psychic. While fears are a necessary component of human behavior, the leader is able to weigh the
potential costs against the greater need, put fear (both real and imagined) aside and do what is
necessary to complete the mission.
EMPATHY - Army leaders show a propensity to share experiences with the members of
their organization. When planning and deciding, try to envision the impact on Soldiers and other
subordinates. The ability to see something from another person’s point of view, to identify with and
enter into another person’s feelings and emotions, enables the Army leader to better care for civilians,
Soldiers, and their families.
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.
(b) A LEADER WITH PRESENCE
- MILITARY BEARING (MB) - Leader projects a commanding presence and professional
image of authority
- PHYSICALLY FIT (PF) - Leader is physically healthy, strong, and possesses endurance,
which promotes one’s emotional health and conceptual abilities under prolonged stress.
- CONFIDENT (CF) - Leader projects self-confidence and certainty in self and the unit
- RESILIENT (RS) - Leader shows a tendency to recover quickly from setbacks, shock,
injuries, adversity, and stress while maintaining a mission and organizational focus.
(c) A LEADER WITH INTELLECTUAL CAPACITY
- MENTAL AGILITY (MA) - Leader possesses flexibility of mind, tendency to anticipate or
adapt to uncertain or changing situations. Possesses the ability to quickly apply multiple perspectives
and approaches to assessment, conceptualization, and evaluation.
- SOUND JUDGMENT (SJ) - Leader possesses the capacity to assess situations and to
draw feasible conclusions. The ability to make sound decisions when all the facts are not available.
- INNOVATION (IN) - Leader possesses the tendency to introduce new ideas when the
opportunity exists or in the face of challenging circumstances. Shows creativity in the production of
ideas and objects that are both novel or original and worthwhile or appropriate.
- INTERPERSONAL TACT (IP) - Effectively interacting with others by understanding
others’ perspectives. Being aware of how others see you and sensing how to interact with them
effectively.
- DOMAIN KNOWLEDGE (DK) - Possessing facts, beliefs, and logical assumptions in
relevant areas. Includes technical knowledge, tactical knowledge, joint knowledge, and cultural and
geopolitical knowledge.
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(2) CORE COMPETENCIES-Working to lead people, develop themselves, their
subordinates, and organizations to achieve mission accomplishment across the spectrum of conflicts.
(a) LEADS
- LEADS OTHERS (LO) - Leaders motivate, inspire, and influence others to take
initiative, work toward a common purpose, accomplish critical tasks, and achieve organizational
objectives. Influence is focused on compelling others to go beyond their individual interests and to
work for the common good.
- EXTENDS INFLUENCE BEYOND CoC (EI) - Leaders need to influence beyond their
direct lines of authority and beyond their chain of command. This influence may extend to joint,
interagency, intergovernmental, multinational, and other groups. In these situations, leaders use
indirect means of influence: diplomacy, negotiation, mediation, arbitration, partnering, conflict
resolution, consensus building, and coordination.
- LEADS BY EXAMPLES (LE) - Leaders constantly serve as role models for others.
Leaders will always be viewed as the example, so they must maintain standards and provide
examples of effectiveness through all their actions. All Army leaders should model the Army Values.
Modeling provides tangible evidence of desired behaviors and reinforces verbal guidance through
demonstration of commitment and action.
- COMMUNICATES (CO) - Leaders communicate effectively by clearly expressing ideas
and actively listening to others. By understanding the nature and importance of communication and
practicing effective communication techniques, leaders will relate better to others and be able to
translate goals into actions. Communication is essential to all other leadership competencies.
(b) DEVELOPS
- CREATES A POSITIVE ENVIRONMENT (CP) - Leaders have the responsibility to
establish and maintain positive expectations and attitudes that produce the setting for healthy
relationships and effective work behaviors. Leaders are charged with improving the organization
while accomplishing missions. They should leave the organization better than it was when they
arrived.
- PREPARES SELF (PS) - Leaders ensure they are prepared to execute their leadership
responsibilities fully. They are aware of their limitations and strengths and seek to develop
themselves. Leaders maintain physical fitness and mental well-being. They continue to improve the
domain knowledge required of their leadership roles and their profession. Only through continuous
preparation for missions and other challenges, being aware of self and situation and practicing
lifelong learning and development can an individual fulfill the responsibility of leadership.
- DEVELOPS OTHERS (DO) - Leaders encourage and support others to grow as
individuals and teams. They facilitate the achievement of organizational goals through assisting
others to develop. They prepare others to assume new positions elsewhere in the organization,
making the organization more versatile and productive.
(c) ACHIEVES
- GETS RESULTS (GR) – Developing and executing plans while providing, direction,
guidance and clear priorities to guide others towards mission accomplishment.
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F. Uniforms and Appearance
(1) Dress Codes. The professional atmosphere and high standard of appearance demonstrated
by military personnel at Fort Knox demands similar standards of civilian attire. While personnel in
off-duty status are free to dress casually and comfortably, there are legal, moral, safe and sanitary
requirements that establish the dress code for Fort Knox service-type facilities. Civilian clothing when
worn will adhere to generally accepted standards of propriety and good taste. Cadets are authorized
to wear civilian clothes on authorized days off as published on the training schedules only when
released from duty by the cadre. The following is a list of prohibited articles of civilian clothing and or
appearance.
 Clothing will not be worn as an outer garment if it is obviously intended to be worn as or gives
the appearance of an undergarment.
 Clothing with obscene, slanderous, or lascivious words or drawings; including any clothing upon
which advocates the overthrow of the United States of America.
 Bare feet in any facility, except where footwear would be inappropriate, such as swimming pools.
 Articles of apparel that tend to be overly immodest or degrading to other patrons. Included
would be male personnel appearing without a shirt in any public area other than recreational
areas or female personnel wearing transparent or semi-transparent garments.
 Articles of apparel or grooming which could cause a sanitation problem or prove offensive
because of lack of cleanliness.
 Distinctive military uniforms and uniform items will not be worn by unauthorized personnel nor
mixed with civilian clothes.
 Hair curlers, except in beauty parlors, or when covered by a headscarf or kerchief.
 Male Cadets may not wear any earrings while on Fort Knox
(2) Wear the Army uniform will be in accordance with (IAW) Army Regulation (AR) 670-1. Follow
established standards as prescribed by AR 670-1.
 Cadets must wear the clean and properly worn uniform correctly all times, be clean shaven and
maintain the proper military image.
 Army Physical Fitness Uniform (APFU) is authorized to be worn in the LTC area only, and is the
only approved sleep attire. Cadets and Soldiers must change into the authorized uniform or
civilian clothes prior to leaving the LTC area.
 The wear of Cadet Company T-shirts is prohibited in conjunction with the ACU jacket. Only
sand T-shirts will be worn with the ACU jacket.
 Only approved combat boots (all weather desert) will be worn at LTC. Tanker (cavalry) type
boots, extreme cold weather boots and HI-TEC boots are not authorized at LTC.
Ear Rings, Eyeglasses, Contact Lenses and Make-up. Cadets are prohibited from wearing earrings
during training at LTC. Eyeglasses will consist of conservative frames and lenses; designer
eyeglasses that cause undue attention are prohibited. Contact lens use during any field training is
prohibited. Wear of make-up for women will be IAW AR 670-1.
27
G. Lights Out, First Call and Formations
(1) Lights Out/First Call.
 Lights out is indicated on the daily training schedule and is strictly enforced to ensure Cadets
receive adequate rest to sustain training. Lights out times must be in accordance with the
daily training schedules. Lights out can be modified by the CTO ICW CoC. CoC guidance is
7 hours of sleep..
 The CTO may allow Cadets in leadership positions to awaken one half hour prior to first call
to ensure their unit is ready on time. The cadre will ensure Cadet leaders do not wake-up the
remainder of their units prior to first call. Late wake up calls are at the discretion of the unit
commander as long as training schedules permit and do not affect training.
(2) Formations.
 Companies conduct formations in accordance with procedures prescribed in FM 3-21.5, Drill
and Ceremonies.
 Cadet leadership is responsible for the conduct of all formations. Specifically, Cadet 1SGs
and PSGs are responsible for Cadet Formations and will be evaluated accordingly.
 Leaders should establish formation times in their operations orders (OPORD). Traditionally
formations are held for inspection or accountability purposes. Cadets should be discouraged
from using formations to disseminate information, unless time does not permit use of the
chain of command.
 Cadre will discourage unscheduled formations unless absolutely essential. These formations
disrupt the plans and preparations of subordinate leaders and units.
H. Pass, Leave and Free Time Policies
(1) The Commandant of Cadets may approve Cadet Absences when training requirements permit.
(2) Cadets may not visit Cadets in other units except for on their day off, and then only if the Cadet
they are visiting also has the day off, provided they first report to the other unit's orderly room and
gain permission from both sets of Chain of Command. Male Cadets may not enter female billeting
areas and female Cadets may not enter male billeting areas, only exception is to coordinate
upcoming training requirements, when authorized. Doors will remain open and the female must be
escorted by another Cadet.
(3) Cadet leadership time is under the complete control of the company chain of command.
Specific tasks are outlined in the notes section on the Daily Training Schedules. These notes provide
guidance on what must be accomplished during a specific time period. It is up to the company and
Cadet chains of command to determine how this will be accomplished; however, concurrent
operations must be conducted to all assigned tasks.
(4) Troop leading procedures and preparation for training take precedence over free time.
Company cadre and the Cadet chain of command should efficiently manage their time to prevent
Cadets from waiting around until someone makes a decision or puts out information. Company and
platoon operation orders (OPORD) should be scheduled to allow subordinate leaders time to brief
and prepare Cadets for training. USE THE 1/3 - 2/3 RULE.
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(5) The Commandant of Cadets may restrict individual Cadets for disciplinary problems or who
require additional training.
(6) Cadets will sign out at the company orderly room or other designated company areas when
leaving the company area during their day off or Family time.
(7) Cadets will not be allowed to leave Fort Knox unless on official leave, or after being granted
permission by the Commandant of Cadets. Cadets may go off post during Family Day only if they
signed out by a responsible adult (i.e. parent or spouse).
(8) Extended Passes and Emergency Leaves. The Commandant of Cadets may grant extended
passes and emergency leaves. The CTOs will indicate, on the request, what training the Cadet will
miss during his/her absence.
I. Standards of Conduct.
(1) As potential Army officers, Cadets are expected to maintain high standards of courtesy, selfdiscipline, neatness, integrity, punctuality, and military bearing. These standards are explained to you
upon your arrival and during your orientation. Your conduct at the Leader’s Training Course requires
nothing less than a display of the qualities that mark you as future members of the Officer's Corps of
the United States Army.
(2) Throughout the duration of the Leader’s Training Course, your character, conduct, aptitude,
and attitude will be continually assessed. Those military personnel (cadre) with whom you will come
into contact are bound by the same obligation of professional conduct as you.
(3) Fraternization is a serious offense. Fraternization occurs when a relationship exists between
Cadets and cadre and/or Cadets and Cadets which involves or gives the appearance of partiality,
preferential treatment, favoritism, or the improper use of rank or position. Fraternization must be
avoided because of its adverse impact on discipline, authority and morale. Examples of fraternization
are attending private parties or consuming alcohol with cadre and engaging in any form of sexual
activity with cadre. You have the right, and requirement, as do cadre members, to report to the chain
of command any incident of fraternization.
(4) Sexual harassment is forbidden. Cadets must ensure they do not engage in such activity.
Sexual harassment involves unwelcome sexual advances, requests for sexual favors, and other
verbal or physical conduct of a sexual nature. Report any incident of sexual harassment to the chain
of command. Examples of sexual harassment include.
 Using or condoning implicit or explicit sexual behavior to control or influence a Cadet.
 Making deliberate or repeated unwelcome verbal comments, gestures, or physical contact of
a sexual nature.
(5) Cadet Tobacco Use Policy.
 There is a no-tobacco use policy for the Leader’s Training Course.
 All tobacco products found in a Cadet’s possession shall be confiscated during inspections,
tagged w/Cadet name/PLT, secured in unit storage, returned upon release from LTC.
 Cadets that are found purchasing or using tobacco products during LTC will be subject to
disciplinary action.
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(6) Alcohol Policy. Leader’s Training Course Cadets are prohibited from purchasing and
consuming alcoholic beverages. The Leader’s Training Course has a zero tolerance policy. Violators
will be withdrawn from the course for disciplinary actions.
(7) Discipline. While attending the Leader’s Training Course, you are not subject to military law
(the Uniform Code of Military Justice), but are subject to federal statutes. Violations of good order
and discipline may constitute sufficient cause for administrative actions, to include dismissal from the
course. In addition, the LTC Commander may authorize, upon request, the delivery of a Cadet to the
civil authorities when a Cadet is accused of a crime or offense made punishable by laws of the
jurisdiction making the request.
(8) Cadet Standards. Any Cadet who demonstrates or shows inaptitude, shows indifference to
training, is guilty of misconduct, or whose habits or traits of character indicate he or she would not be
qualified for a commission in the U.S. Army is subject to dismissal from the Leader’s Training Course
by the Course Commander. Examples of conduct or acts of omission, which are grounds for
dismissal from the Leader’s Training Course, are.
 Absence without leave.
 Insubordination.
 Possession / use of alcohol at anytime.
 Possession or use of narcotics, marijuana, or any other controlled substances.
 Willful or negligent destruction, damage, or disposition of government property.
 Introducing intoxicating liquor into barracks or quarters.
 Making a false statement, either written or spoken, or theft.
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J. Vignettes
Vignette #1: Professionalism in combat-Beyond the call of duty
Smith, Paul Ray
Sergeant First Class, U.S. Army
Company B, 11th Engineer Battalion, 3d Infantry Division, 3d Infantry Division
Place and Date of Action: Baghdad, Iraq, April 4, 2003
Sergeant First Class Smith was engaged in the construction of a prisoner of war holding area when
his Task Force was violently attacked by a company-sized enemy force. Realizing the vulnerability of
over 100 fellow soldiers, Sergeant First Class Smith quickly organized a hasty defense consisting of
two platoons of soldiers, one Bradley Fighting Vehicle and three armored personnel carriers. As the
fight developed, Sergeant First Class Smith braved hostile enemy fire to personally engage the
enemy with hand grenades and anti-tank weapons, and organized the evacuation of three wounded
soldiers from an armored personnel carrier struck by a rocket propelled grenade and a 60mm mortar
round. Fearing the enemy would overrun their defenses, Sergeant First Class Smith moved under
withering enemy fire to man a .50 caliber machine gun mounted on a damaged armored personnel
carrier. In total disregard for his own life, he maintained his exposed position in order to engage the
attacking enemy force.
Vignette #2: Coffman’s Commandos
Coffman, James H., Jr.
Colonel, U.S. Army
Senior Advisor, 1st Iraqi Special Police Commando Brigade, Multi-National Forces (Iraq)
Date of Action: November 14, 2004
At approximately 1030 hours on 14 November, Colonel Coffman moved with a Commando Quick
Reaction Force (QRF) to reinforce a Commando platoon under attack at the Four West Police Station
in Mosul. As the QRF neared the besieged platoon, it came under intense rocket-propelled grenade,
mortar, machinegun, and AK-47 fire by a large insurgent force. Over the next four hours, the enemy
repeatedly assaulted the Commandos’ position, at times culminating their attacks twenty meters from
Colonel Coffman’s location. With all but one of the commando officers killed or seriously wounded by
the initial enemy fire, Colonel Coffman exhibited truly inspirational leadership, rallying the
Commandos and organizing a hasty defense while attempting to radio higher headquarters for
reinforcements. Under heavy fire, he moved from Commando to Commando, looking each in the eye
and using hand and arm signals to demonstrate what he wanted done. At one point, an enemy round
shattered Colonel Coffman’s shooting hand and rendered his M4 rifle inoperable. After bandaging his
hand, Colonel Coffman picked up AK-47s from Commando casualties and fired them with his other
hand until each ran out of ammunition. With the assistance of the one remaining Commando officer,
Colonel Coffman redistributed ammunition among the uninjured commandos until he had only loose
ammunition that he loaded by placing magazines between his legs and using his one working hand.
Throughout this period, he repeatedly demonstrated exceptional courage and an extraordinary
example to the commandos as they repulsed attack after attack by the enemy. Four hours after the
start of the battle, a second Commando element arrived and Colonel Coffman guided them to his
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position. Even after their arrival, he continued to direct the fight, refusing to be evacuated until the
enemy was defeated. Shortly thereafter, attack helicopters also arrived, followed closely by a Stryker
Brigade QRF, and Colonel Coffman used Iraqi radios to direct air strikes and to provide vital
information on the location of enemy and friendly forces. After supervising the evacuation of several
dozen wounded Commandos, Colonel Coffman led a squad-sized element to the Four West Iraqi
Police Station, fifty meters ahead of the Strykers, to make contact with the Commandos still in the
station. After they linked up, the Strykers moved forward, and attack helicopters engaged the
buildings occupied by the enemy, following which Colonel Coffman returned to his original position to
ensure that all of the Iraqi casualties had been evacuated. Only then did he consent to be evacuated
for surgery for his own serious wound.
Vignette #3: Urban Combat OPS and convoy protection
Nein, Timothy
Staff Sergeant, U.S. Army
617th MP CO, 503d MP Battalion (Airborne), 18th MP Brigade
Date of Action: March 20, 2005
While serving as a Squad Leader, patrolling a supply route, Staff Sergeant Nein’s squad observed a
convoy of semi-tractor trailers that was being ambushed by approximately 50 anti-Iraqi insurgents
with automatic weapons and rocket propelled grenades. He responded by dismounting his squad
and leading them in a counterattack to flank the enemy trench line. Still under heavy fire, Staff
Sergeant Nein displayed great courage by directing an assault on an enemy trench line, firing his
weapon and throwing hand grenades to suppress the enemy. His squad killed several insurgents,
captured large quantities of weapons and ammunition, and saved the lives of Soldiers.
Vignette #4: I will never quit
Sanford, Stephen C.
Private First Class, U.S. Army
2nd Battalion, 1st Infantry Regiment, 172d Stryker Brigade Combat Team
Date of Action: November 19, 2005
Private Sanford displayed extraordinary courage during the evacuation of casualties from a home in
Mosul, Iraq, while under intense enemy fire. Although shot through the leg during his squad’s initial
assault attempt, he accompanied his squad during their second assault. Once inside the house, he
provided a heavy volume of suppressive fire while the casualties were evacuated. He continued to
engage the enemy while escorting the wounded soldiers from the house. He returned to the house a
second time to provide vital covering fire and security for the final withdrawal of casualties. When the
last soldier leaving the house was shot in the neck, Private Sanford, with complete disregard for his
own safety, moved to the soldier and began performing cardiopulmonary resuscitation. While
attempting to revive the other soldier, he was shot twice more in the back. Protecting the fallen
soldier, Private Sanford returned fire and killed an insurgent while receiving to more potentially fatal
gunshot wounds. He continued to return devastating fire on the enemy while helping his wounded
comrade until he was incapacitated by his own loss of blood.
Vignette #5: Marine Ambush
Copeland, Willie L., III
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Sergeant, U.S. Marine Corps
Company B, 1st Reconnaissance Battalion, 1st Marine Division, I MEF
Date of Action: April 7, 2004
Tasked as the Main Effort to lead a convoy to a Forward Operating Base, Sergeant Copeland's
platoon was ambushed by 40 - 60 insurgents in well-fortified and concealed positions near the
province of Al Anbar. After observing a rocket-propelled grenade instantly crippling the lead vehicle
and having mortar and machinegun fire disable his own, Sergeant Copeland led five Marines out of
the heaviest zone under attack and made an assault across an open field. They continued the assault
across a deep and muddy canal, working their way up to firing positions on the far side within hand
grenade range of the enemy. The vigor of this first assault eliminated ten insurgents at close range
while forcing other enemy positions to flee. During this valiant effort, his commanding officer fell
wounded at his side. Unwilling to subject any more Marines to danger, he signaled others to remain in
covered positions. While placing himself in a position to shield his wounded officer, he applied first
aid. Without regard for his own personal safety, Sergeant Copeland stabilized, then evacuated his
Captain to a safe area. He then conducted the withdrawal of his team from their covered positions
through the use of hand grenades.
Vignette #6: I Will Never Leave a Fallen Comrade
MSG Gordon, Gary and SFC Shughart, Randall U.S. Army
Sniper Team Member, Task Force Ranger, United States Army Special Operations Command
Date of Action: October, 1993
During a raid in Mogadishu in October 1993, Master Sergeant Gary Gordon and Sergeant First Class
Randall Shughart, leader and member of a sniper team with Task Force Ranger in Somalia, were
providing precision and suppressive fires from helicopters above two helicopter crash sites. Learning
that no ground forces were available to rescue one of the downed aircrews and aware that a growing
number of enemy were closing in on the site, Gordon and Shughart volunteered to be inserted to
protect their critically wounded comrades. Their initial request was turned down because of the
danger of the situation. They asked a second time; permission was denied. Only after their third
request were they inserted. Gordon and Shughart were inserted one hundred meters south of the
downed chopper. Armed with only their personal weapons, the two noncommissioned officers fought
their way to the downed fliers through intense small arms fire, a maze of shanties and shacks, and
the enemy converging on the site. After Gordon and Shughart pulled the wounded from the
wreckage, they established a perimeter, put themselves in the most dangerous position, and fought
off a series of attacks. The two warriors continued to protect their comrades until they had depleted
their ammunition and were themselves fatally wounded. Their actions saved the life of an Army pilot.
Vignette #7: Citizen Soldier
ENGELDRUM, CHRISTIAN, P.
Sergeant, U.S. Army National Guard..
Company B, 1st Battalion, 69th Infantry, New York Army National Guard.
Date of Action: November 29, 2004
In 2004, Sergeant Christian P. Engeldrum deployed to Iraq with B Company, 1st Battalion, 69th
Infantry, New York Army National Guard. This was not the first time Engeldrum had fought in Iraq; he
had served there with the 82d Airborne Division during Operation Desert Storm. After leaving the
Regular Army, Engeldrum became a New York City police officer and later a firefighter. Engeldrum
experienced 11 September 2001 first hand. As a member of the New York City Fire Department, he
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was a first responder to the attack on the World Trade Center. His organization, Ladder Company
61, arrived as the first tower collapsed. Later, he helped raise the first flag at Ground Zero on a lamp
post. Engeldrum had completed his military service obligation but was outraged by the attacks of 11
September and joined the Army National Guard. On 29 November 2004, B Company was attacked
while engaged in a convoy in the northwest part of Baghdad. Engeldrum’s vehicle detonated an
improvised explosive device, which destroyed the vehicle and killed him and two other Soldiers.
Vignette #8: Female Soldiers - Defeating Ambush
HESTER, LEIGH ANN & PULLEN, ASHLEY J.
Sergeant, U.S. Army National Guard..
Specialist U.S. Army National Guard
617th Military Police Co. Richmond KY, Army National Guard.
Date of Action: March 20, 2005
Sgt. Leigh Ann Hester fought her way through an enemy ambush south of Baghdad, killing three
insurgents with her M-4 rifle to save fellow soldiers' lives. She skillfully lead her team of military police
soldiers in a counterattack after about 50 insurgents ambushed a supply convoy they were guarding
near Salman Pak. After insurgents hit the convoy with a barrage of fire from machine guns, AK-47
assault rifles and rocket-propelled grenades, Hester "maneuvered her team through the kill zone into
a flanking position where she assaulted a trench line with grenades and M203 rounds," She then
cleared two trenches with her squad leader where she engaged and eliminated three AIF [anti-Iraqi
forces] with her M4 rifle. Her actions saved the lives of numerous convoy members. A female driver
with the unit, Spec. Ashley J. Pullen of Danville, Ky., also won the Bronze Star for her bravery. Pullen
laid down fire to suppress insurgents and then "exposed herself to heavy AIF fires in order to provide
medical assistance to her critically injured comrades," saving several lives. Six other Soldiers with
Hester's unit received awards for defeating the ambush, leaving 27 insurgents dead, six wounded and
one captured.
Vignette #9: Offensive Ops, Close Air Support, & MEDEVAC
COLLINS, ROBERT
Master Sergeant, U.S. Army
2nd Battalion, 10th Special Forces Group
Date of Action: April 4th, 2005
MSG Collins deployed to Iraq in support of Operation Iraqi Freedom. During offensive operations in
the country’s Jazeera region in April and his aggressive actions in battle led to the defeat of attacking
enemy forces and the survival of their Special Forces detachment. While searching for an anti-Iraqi
forces training camp and weapons cache, Collins joint coalition element was engaged by a platoonsized enemy force with mortars, rocket-propelled grenades, machine guns and grenades. Collins
personally directed close air support from F-16 aircraft armed with 500-pound bombs. Collins then
led his element to engage the enemy, personally eliminating at least three enemy fighters. In addition
to his combat role, Hall — a Special Forces medical sergeant — managed to set up a casualty
collection point and a helicopter landing zone to medevac out his wounded troops. Perhaps Collins
and Hall most conspicuously risked their lives when while pinned down by enemy fire, both men ran
into a hail of bullets to recover a critically wounded U.S. Soldier. They carried the Soldier to safety,
began medical care and saved his life.
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Vignette #10
Medical Sergeant
HALL, DANNY R.
Sergeant First Class, U.S. Army
2nd Battalion, 10th Special Forces Group
Date of Action: April 4th, 2005
While searching for an AIF training camp/cache site in the vicinity of Balad Ruz, the combined force
was caught in a 150 meter long L-Shaped ambush by a platoon-sized force simultaneously firing
Rocket Propelled Grenades (RPG), mortars, PKMs, AK-47s and throwing hand grenades. The
combined force broke contact and called for air support. After an initial air strike by F-16 aircraft
armed with 500-pound GBUs, the Iraqi Army (IA) element attacked across the objective, immediately
receiving enemy fire. The enemy’s withering fire wounded numerous soldiers, and restricted the
ability to of the Operational Detachment Alpha (ODA) to call further Close Air Support. Quickly
recognizing the need for action and in an attempt to maintain order and discipline among the Iraqi
forces facing overwhelming firepower, SFC Hall sprung into action to destroy the AIF fighters and
recover wounded Iraqi soldiers. SFC Hall, as the senior man of the element, dismounted his vehicle
and maneuvered the ODA and attachments against enemy forces. Personally leading the charge,
SFC Hall exchanged multiple hand grenade volleys with the enemy while being engaged at close
range by RPG's and small arms fire. SFC Hall then directed his element to enter a nearby trench
where they discovered three AIF fighters. SFC Hall, the lead man in the element, reacted quickly and
engaged the enemy, killing three AIF and saving the lives of the Detachment members behind him.
While clearing another portion of the trench line, a number of U.S soldiers assigned to the 1-278th
Military Transition Team received debilitating wounds. The Operations Sergeant ordered suppressive
fire and attempted to recover one of the American soldiers. The AIF attempted to capitalize on this
situation and directed additional small arms and grenade fire at the wounded soldier. Again, SFC Hall
reacted without regard to his personal safety. Under intense enemy fire, SFC Hall moved to the
wounded soldier and assisted in his evacuation. SFC Hall then called for litters and litter crews,
established a Helicopter Landing Zone and casualty collection point while under fire and stayed with
the fallen soldiers, rendering lifesaving aid until aircraft arrived. He supervised and prioritized the
evacuation of the multiple wounded and killed in action throughout the day. SFC Hall’s actions were
in keeping with the finest traditions of a Special Forces Medic, serving as both a rifleman and a
combat medic.
Vignette #11: Water Survival to the test and Control of the Stadium
GREGORY, KARL
First Lieutenant, U.S. Army
3rd Brigade Combat Team, 1st Infantry Division.
Date of Action: November 2004
In complete disregard for his own safety serving as a Bradley Fighting Vehicle Platoon Leader during
combat action in Fallujah Iraq, Baqubah Iraq, and serving during Operation Phantom Fury - 1LT
Gregory swam across a canal to rescue four Soldiers trapped in a submerged vehicle. 1LT Gregory
faced superior enemy presence during an insurgent uprising in Baqubah, Iraq and was awarded for
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his gallantry. Additionally, while attached to the 3 BCT Recon Troop during heavy fighting to regain
control of key terrain in the city, 1LT Gregory’s destroyed or dispersed the enemy’s presence in the
western portion of the city. In fight to regain control of a stadium occupied by more than 30
insurgents several of his soldiers were wounded. Gregory stood his ground until his wounded were
evacuated and both of his Bradleys’ turrets were disabled. Even after having been wounded in the
face by a rocket propelled grenade and knocked unconscious by an improvised explosive device, he
returned to make sure that no one was left behind.
Vignette #12: 101st airborne wounded call for combat medic
TURNER, DWAYNE
Private, U.S. Army
HHC, 3rd Battalion, 502nd Infantry Regiment, 101st Airborne Division
Date of Action: April 13, 2003
PVT Turner provided life-saving medical care to 16 fellow soldiers on April 13, 2003 when his unit
came under a grenade and small-arms attack 30 miles south of Baghdad. Turner and two other
medics from Company A of that battalion were part of a work detail that came under attack as they
unloaded supplies in a makeshift operations center. Just before the grenade came over the wall,
Turner moved to his vehicle; however, the blast threw him even further into the vehicle, and he took
some shrapnel. Ignoring his own injuries, Turner ran to the front of his vehicle and saw a Soldier with
eye injuries. Turner checked him out, and tried to get him into a building. The other two medics
established a triage system under the cover of a building while Turner ran back outside to bring more
soldiers into the makeshift clinic. Turner started assessing the situation, seeing who was hurt, giving
them first aid and pulling them into safety. Turner, his legs wounded by shrapnel in the initial attack,
was shot at least twice while giving first aid to the soldiers. He never realized he was shot. A couple
of times, he heard bullets going by, but thought they were just kicking up rocks on him. At one point
during the attack, one of Turner's fellow medics told him he was bleeding. Turner looked down at his
leg and saw he was bleeding, and kind of said, “Oh hell, if I'm not dead yet, I guess I'm not dying,” not
realizing how much blood he really was loosing. After he got the first patient inside the building, he
sort of slumped down in the corner and said, "I didn't think there was any way we were going to get
out of there,” and it would have been really easy to just stay in that corner. Then he heard (the
wounded) calling for medics, and he realized he could not let them continue to get hurt -- and possibly
die -- and not come home to their families. Turner chose to do something about it. He said, “no one
is going to die on my watch.” He continued to give first aid and to bring soldiers in from the barrage of
gunfire outside the compound until he finally collapsed against a wall from loss of blood. A bullet had
broken his right arm. He had been shot in the left leg. Shrapnel had torn into both of his legs.
Vignette #13: Hasty-D Deliberate Ambush
SFC SWOPE, JERRY & SSG MILTENBERGER, ROBERT
U.S. Army
A Co., C Co., 2ND Battalion, 5TH Cavalry Regiment, 1st Cavalry Division – Task Force Lancer.
Date of Action: April 13, 2003
SFC Swope, a platoon sergeant in the battalion's Company C, and SSG Miltenberger, a dismounted
squad leader in Company A, as part of Operation Lancer Fury took place in early April in Baghdad's
Shi'ite neighborhood, known as "Sadr City." The operation was a response to the first violent
insurgency by rebel Shi'ite cleric Muqtada al-Sadr's militia. Swope distinguished himself in "fierce
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urban combat" on Route Delta in Sadr City after his platoon encountered a deliberate ambush set by
the militia near the slum's Sadr Bureau April 4."The day turned ugly real quick," Swope said. "We just
tried to stay alive and get out of there." During the ambush, Swope organized a hasty defense while
exposed to enemy fire and personally engaged enemy positions for more than five minutes of
sustained contact. When his platoon made the call to abandon their humvees and set-up hasty
fighting positions, Swope remained with the vehicles so he could maintain radio contact with his
battalion headquarters. Swope remained in the vehicle by himself for more than two hours, under
enemy fire while the rest of his platoon took cover in nearby hasty-fighting positions. He was able to
maintain radio contact with the battalion, which led his platoon to be located by aerial assets and then
eventual extraction by armored vehicles. "We were so glad when those vehicles came to help us and
get us out of there," he said. "I just took all my guys and got out of there as quickly as we could."
While en route back to Camp Eagle, one of his platoon's vehicles got stuck on an obstacle. Without
hesitating, Swope dismounted and assisted with its recovery under intense enemy fire, saving the
lives of the three Soldiers inside. The next morning, Swope volunteered to lead a Bradley Fighting
Vehicle and joined an ad hoc platoon in securing the Al-Thawra Iraqi Police Station in Sadr City. For
the next two days, Swope controlled the elements maintaining the outer-cordon around the IP Station,
which was composed of two Abrams tanks and two Bradley Fighting Vehicles. The fields of fire he
designated for his Soldiers enabled them to engage and destroy a large number of enemies who
attempted to engage them day and night. Swope was in command of the security force of the AlAfreeden IP Station when he called-in air-support to neutralize a group of enemy rocket-propelled
grenadiers April 8. Because of the precision of Swope's coordinates, the RPG gunners were
destroyed and collateral damaged minimized. Miltenberger distinguished himself for "valorous
achievement" in combat, also on April 4. After engaging the enemy in Sadr City, he directed his
squad in precise and lethal fire against militia attackers. Miltenberger himself engaged several
enemies while performing medical care on the wounded Soldiers in his squad.
Vignette #14: Convoy Attack-MIA Maupin
CHURCH, JEREMY
Private First Class, U.S. Army
724th Transportation Company, Bartinville IL
Date of Action: April 9, 2004
PFC Church’s convoy was attacked April 9 by more than 150 insurgents in an ambush during which
SPC Keith “Matt” Maupin was captured. Church was the convoy commander’s driver in the lead
vehicle. The convoy was taking fuel to Baghdad International Airport when the Madr Militia struck.
Church’s actions are attributed with saving the lives of at least five Soldiers and four civilians. Church
drove aggressively through the “kill zone” to dodge explosions, obstacles and small arms fire. When
the convoy Commander was shot, Church grabbed his first aid pouch, ripped it open, and instructed
the platoon leader to apply a bandage. Church fired his M-16 at the enemy as he continued to drive
around barriers. When an improvised explosive devised blew out a tire, Church continued driving for
four miles on only three tires, all the while firing his M-16 out the window with his left hand. He finally
led the convoy into a security perimeter established by a cavalry company from 2-12 CAV. He then
carried his platoon leader out of the vehicle to a casualty collection point for treatment. Then Church
rallied the troopers to launch an immediate recovery mission and escorted them back into the kill
zone. PFC Church identified the assistant commander’s vehicle amidst heavy black smoke and
flaming wreckage of burning fuel tankers to find two more wounded Soldiers and four civilian truck
drivers. After a hasty triage and treating a sucking chest wound, he carried the Soldier over to one of
the recovery vehicles while exposing himself to continuous enemy fire from both sides of the road.
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When all the wounded were loaded in the truck, there was no room and Church volunteered to
remain behind. He climbed into a disabled Humvee for cover, according and continued firing at and
killing insurgents until the recovery team returned. He then loaded up several more wounded before
sweeping the area for sensitive items and evacuating.
Vignette #15: Soldiers of the 507th and “the lady warrior”
PIESTEWA, LORI
Private First Class, U.S. Army
507th Army Maintenance Unit, 11th Air Defense Artillery Brigade
Place and Date of Action: Nasiriya Iraq OIF, March 23, 2003
The 507th Maintenance Company was last in a column of 600 vehicles. The company became
isolated, as communications, already stretched to the limit, could not be extended to include them
while they recovered heavy-wheeled vehicles from soft sand and breakdowns along a cross-country
route through the Iraqi desert. Over a period of 60-70 hours with little rest and limited
communications, human error further contributed to the situation through a single navigation error that
placed these troops in the presence of an adaptive enemy who used asymmetric tactics to exploit the
Soldier’s willingness to adhere to the Law of War. Soldiers of the 507th became engaged-ambushed
in battle with the enemy. They fought hard and the best they could until there was no longer a means
to resist. They defeated ambushes, overcame hastily prepared enemy obstacles, defended one
another, provided life-saving aid, and inflicted casualties on the enemy. The Soldiers of the 507th
upheld the Code of Conduct and followed the Law of War." PFC Piestewa a mother of two and (Hopi)
Native American Soldier fought back. Piestewa went down fighting in the March 23 ambush of the
507th Army Maintenance Unit. Piestewa was driving the truck that was transporting PFC Jessica
Lynch and other Soldiers. When the Iraqi Soldiers attacked her convoy, Piestewa and the Master
Sergeant riding next to her tried to hold the attackers back. She drew her weapon and fought. Nine
soldiers, including Piestewa, died in the battle and Lynch was taken prisoner. When Lynch,
Piestewa's friend and roommate at Fort Bliss, was rescued from a Nasiriya hospital April 1,
Piestewa's body was among those found nearby by U.S. troops. Following in the tradition of her
father, a Vietnam veteran, and her grandfather, a World War II veteran, Piestewa was commander of
her high school ROTC corps. Her determination shone through in a local television interview before
being sent to Iraq: "I am ready to go," she said, looking straight at the camera. The "Lady Warrior,"
as her family referred to her, was buried April 12 in the Hopi Reservation.
Vignette #16: Teamwork in Combat
Payne, William Thomas
Staff Sergeant, U.S. Army
1st Cavalry Division
Place and Date of Action: September 12, 2004
Payne's battalion was wrapping up an operation on Haifa Street which was one of the toughest
neighborhoods in Baghdad—Sheik Maroof.” The neighborhood has many areas that have been
dubbed with nicknames like “Grenade Alley”, and “Purple Heart Lane” by the soldiers who regularly
patrol it. The infamous Haifa Street runs along the northern border”. As Bradley fighting vehicles
patrolled the streets, Soldiers on the ground set up defensive positions in order to pick up other
soldiers that had been manning observation posts in high-rise buildings throughout the night. Payne
and his dismounted squad were in their position along the side of the street when the unthinkable
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happened—a car laden with explosives sped onto the street and detonated into the rear of a Bradley.
A split second later the blasts powerful concussion hit his squad knocking one soldier to the ground.
When Pain heard the concussion he knew it was time to go. The force of the blast disabled the 33ton Bradley bringing it to a halt. Its rear ramp was engulfed in flames and the upper cargo hatch was
blown off. Small arms fire began to rain onto the street, so Payne had SGT. Richard Frisbie shift the
squad into a new position so they could provide cover fire while he and SPC Chase Ash went to help
the Soldiers in the Bradley. Payne and Ash ran 50 meters to the burning vehicle while insurgents
fired on them. At the Bradley, Payne climbed up on top and helped two of the crewman out of the
turret. He then turned his attention to the infantrymen still inside the crew compartment. One by one
he pulled them up through the damaged cargo hatch. He lowered them down the side of the Bradley
to SPC Ash so he could get them to safety. There was a lot of gunfire going on. Within seconds of
retrieving the wounded Soldiers from the Bradley the vehicle's load of ammunition began to cook off
from the heat and fire. According to Payne the whole series of events lasted nearly five minutes. “All
the training just kicked in and I didn’t really have time to think about it,” Payne said. Once back in a
safe position on the south side of the street Payne's squad teamed together again to further protect
the rescued Soldiers as the medic treated them. Some of the wounded were unable to get their
equipment out of the Bradley. One soldier didn't have his helmet and another was missing his
weapon. Payne's men began giving them whatever piece of protective gear they could spare. They
were giving up goggles and things like that. They were giving them anything they could to provide
them better protection than what they had when they got out of the vehicle. When it was safe
enough, Payne and his Soldiers put the wounded into another Bradley for evacuation to the combat
support hospital in the International Zone.
Vignette #17: Bad Odds, a Recipe for Disaster
RIEMAN, TOMMY
Sergeant, U.S. Army
B Co. 3rd Battalion, 504th Parachute Infantry Regiment, 82nd Airborne Division.
Place and Date of Action: Abu Ghraib Prison in Iraq - December 2003
In a fight, two against one is bad odds. Ten against one is a recipe for disaster. Yet those were the
odds SGT Tommy Rieman and his squad faced and beat when they were ambushed by more than 50
anti-American insurgents near Abu Ghraib Prison in Iraq in December 2003. Rieman was in charge
during a patrol and had scouted the area before and knew the terrain. His eight-man patrol was in
three light-skinned Humvees with no doors when the first rocket-propelled grenade hit. “The thing I
remember most was the sound of the explosion. It was so loud,” said Rieman. They were hit by three
RPGs and a barrage of small arms fire coming from 10 dug-in enemy fighting positions. Staying in the
kill zone meant certain death, so the vehicles never stopped moving. Rieman knew he had to return
fire. Bullets whizzed after them as the vehicles sped away from the ambush and the soldiers found
themselves caught in another ambush. There were maybe 50 enemy attackers blasting away at him
with small arms fire from a grove of palm trees nearby. Injuries to his men were beginning to pile up.
Out of his squad, SGT. Bruce Robinson had lost his right leg in the RPG attack and SPC. Robert
Macallister had been shot in the buttocks. Rieman himself had been shot in the right arm and chest,
and had shrapnel wounds to his chest, stomach and ear. Worst of all, they were almost out of ammo.
He began firing away with his M203 grenade launcher, raining round after round down on the
attackers. After being battered by 15 of Rieman’s 40mm grenades, the enemy’s guns were silent.
39
Vignette #18: Throwing Rocks
SAUNDERS, MICHEAUX
Specialist, U.S. Army
C Company, 2nd Battalion, 37th Armored Division.
Place and Date of Action: Operation Iraqi Freedom – October 2003
Sanders was deployed to Operation Iraqi Freedom fresh from Army basic training. His tank crew and
two others from his unit were called to the aid of a 1st Cavalry patrol trapped in an ambush by Iraqi
insurgents. “There were blown up Humvees all over,” said Sanders. “They were throwing everything
at us. “They were shooting AK-47s, rocket-propelled grenades, pistols, shotguns and throwing
grenades.” The tankers fired back, but were low on ammunition. Sanders said he did his best,
standing exposed to the enemy in one of the tank’s hatches and firing whatever he or his fellow
crewmembers could find. A round struck Sanders in the arm, slicing straight through his shoulder
and out the other side, but he says he barely noticed, waving off the medics who tried to come to his
aid. When the bullets ran out, Sanders still wouldn’t give up. “I threw whatever I had at them,” he said.
“When we ran out of bullets, I threw rocks.”
Vignette #19: Hand-to-Hand Combat & Suicide Bombers
Prosser, Robert
Command Sergeant Major, U.S. Army
1st Battalion, 24th Infantry Regiment- Stryker Brigade - Deuce Four
Place and Date of Action: August 19, 2004
It was Aug. 19, and Prosser’s commander, Lt. Col. Erik Kurilla, had been shot down in front of him.
Bullets hit the ground and walls around him. Prosser charged under fire into a shop, not knowing how
many enemy fighters were inside. There was one, and Prosser shot him four times in the chest, then
threw down his empty rifle and fought hand-to-hand with the man. The insurgent pulled Prosser’s
helmet over his eyes. Prosser got his hands onto the insurgent’s throat, but couldn’t get a firm grip
because it was slick with blood. “Unable to reach his sidearm or his knife, and without the support of
any other American soldiers,” “Sergeant Major Prosser disarmed and subdued the insurgent by
delivering a series of powerful blows to the insurgent’s head, rendering the man unconscious. “You
can’t forget that you had to hurt somebody Prosser noted.” “This all happened in about 30 seconds of
a 20-year career. A lot of it has to do with God himself, with love of the job, love of man, love of
Soldiers.” Command Sgt. Maj. Robert Prosser stood at attention as a narrator read a description of
his Silver Star-worthy actions. There was another Silver Star recipient, Staff Sgt. Shannon Kay for his
actions on Dec. 11, 2004. He helped save the lives of seven members of his squad after they were
attacked by a suicide bomber and insurgents with rockets and mortars at a traffic checkpoint. He and
others used fire extinguishers to save their burning Stryker vehicle and killed at least eight enemy
fighters. Throughout the fight, Kay refused medical attention despite being wounded in four places,
according to battalion records.
40
Vignette #20: A Question of Mercy Killing
Maynulet, Roger (Rogelio)
Captain, U.S. Army
1st Armored Division – Operation Enduring Freedom
Place and Date of Action: Kufa Iraq, May 21st, 2004
A U.S. Army tank company commander told a military court that he shot a gravely wounded, unarmed
Iraqi man 'to put him out of his misery,' saying the killing was 'honorable.'
CPT Maynulet was leading his 1st Armored Division Company on a mission near Kufa, south of
Baghdad, when it was alerted that a car thought to be carrying what the Army called a ''high-level
target'' was headed toward them. The car did not heed warning shots and was fired on by a convoy.
The civilians were hit. One dead and one dying. No details of the mission have been released, but it
has been widely reported the company was told radical cleric Muqtada al-Sadr, who led uprisings
against U.S.-led forces in Iraq last year, was believed to be in the car with a driver. The company
chased the vehicle and fired at it. A passenger who was slightly wounded fled and was later
apprehended. The driver was dragged from the car with serious head injuries and pronounced
untreatable by CPT Maynulet's medic. CPT Maynulet, who has been lauded by his peers as a
promising officer, outstanding leader and dedicated soldier, then shot the driver saying ‘the killing was
honorable I put him out of his misery.’
41
Section III – Navigation
11. Map Symbols
Identify Topographic Symbols on a Military Map
Conditions: Given a standard 1:50,000-scale military map.
Standards: Identified topographic symbols, colors, and marginal information on a military map with
100 percent accuracy.
Performance Steps
1. Identify the colors on a military map.
a. The ideal situation would be that every feature on that portion of the earth being mapped could
be shown on the map in its true shape and size. Unfortunately, that is impossible.
b. The amount of detail shown on a map increases or decreases, depending on its scale.
c. Details are shown by topographic symbols. These symbols are shown using six basic colors as
shown in table 1.
Table 1. 6 Colors on map.
2. Identify the symbols used on a military map to represent physical features, such as physical
surroundings or objects, as shown in table 2.
a. The shape of an object on the map will usually tell what it is for example, a black, solid square is
a building or a house; a round or irregular blue item is a lake or pond.
b. Logic and what the colors mean must work together in determining a map feature. For example,
blue represents water. If you see a symbol that is blue and has clumps of grass, this would be a
swamp.
42
c. The size of the symbol shows the approximate size of an object. Most symbols are enlarged 6 to
10 times so that you can see them under dim light.
d. Use the legend; it has most of the symbols used on the map.
Table 2. Symbols used on a military map to represent physical features.
43
3. Identify the marginal information found on the legend.
a. Marginal information at the top of the map sheet.
(1) The top left corner contains the geographic location of the map area and the scale of the
map.
(2) The top center has the name of the map sheet.
(3) The top right corner contains the map edition, map series, and the map sheet number.
b. Marginal information at the bottom of the map sheet.
(1) The lower left corner of the map contains the legend, the name of the agency that prepared
the map, the map sheet number, and the map sheet name.
(2) The bottom center contains the bar scales in meters, yards, miles, and nautical miles; the
contour interval of the contour lines; the grid reference box; the declination diagram; and the GM angle (mils or degrees).
(3) The lower right corner contains the elevation guide, the adjoining map sheet diagram, and
the boundaries box, which shows any boundaries that, may be on the map.
12. Terrain Features
Identify Terrain Features on a Map
Conditions: Given a standard 1:50,000-scale military map.
Standards: Identified the five major and three minor features on the map.
Performance Steps
1. Identify terrain features in Table 1 in the same manner on all maps, regardless of the contour
interval, but you must realize that a hill in the Rocky Mountains will be much bigger than the one in
south Florida. You must be able to recognize all the terrain features to locate a point on the
ground or to navigate from one point to another (Figures 1 through 10).
FIGURE 1. Using fist to explain terrain feature.
44
FIGURE 2. Using hand to explain terrain feature.
FIGURE 3. A HILL
45
FIGURE 4. A RIDGE
FIGURE 5. A VALLEY
46
FIGURE 6. A SADDLE
FIGURE 7. A DEPRESSION
47
FIGURE 8. A DRAW
FIGURE 9. A SPUR
48
FIGURE 10. A CLIFF
49
Feature
Characteristics
Map Symbol
Hill
Figure 3
Major
A point or small area of high ground from which Contour lines forming concentric
the ground slopes down in all directions.
circles.
Ridge
Figure 4
Major
A line of high ground with height variations along Contour lines forming a U or V;
the crest.
closed end points away from high
ground.
Valley
Figure 5
Major
Reasonably level ground bordered on the sides Contour lines from U. Lines tend
by high ground. Generally has maneuver room. to parallel stream before crossing.
Contains a stream.
Contour lines crossing a stream
always point upstream.
Saddle
Figure 6
Major
A dip/low point along a ridge crest; either lower
ground between two hill tops or a break in the
level crest.
Depression Low point or hole in the ground with higher
Figure 7
ground on sides.
Major
A saddle is normally represented
as an hourglass.
Closed contour lines that have tick
marks pointing toward low ground.
Draw
Figure 8
Minor
Like a valley, but normally has less developed Contour lines are V-shaped toward
stream course. No level ground and little or no the head of the draw (high
maneuver room. Ground slopes upward on the ground).
sides and toward the head of the draw.
Spur
Figure 9
Minor
Short continuously sloping line of higher ground Contour lines depict a spur with
jutting out the side of a ridge. Often formed by the U or V pointing away from high
parallel streams cutting draws down a ridge.
ground.
Cliff
Figure 10
Minor
A vertical or near vertical slope.
Contour lines are close together or
a ticked or “carrying” contour line
(ticks point to lower ground)
MAJOR AND MINOR TERRAIN FEATURES
50
13. Land Navigation Basics.
A. Back Azimuth.
(1) Greater than 180 degrees subtract 180.
(2) Less than 180 degrees add 180.
B. G-M Angle Conversion.
(1) Westerly G-M Angle.
 Grid to Magnetic - Add G-M Angle.
 Magnetic to Grid - Subtract G-M Angle.
(2) Easterly G-M Angle.
 Grid to Magnetic - Subtract G-M Angle.
 Magnetic to Grid - Add G-M Angle.
C. Intersection: To Locate an Unknown Point.
(1) Orient map using compass.
(2) Locate and mark your position on the map.
(3) Determine magnetic azimuth from your position to unknown point using compass.
(4) Convert the magnetic azimuth to a grid azimuth.
(5) Plot the grid azimuth from your position in the direction of the unknown point.
(6) Move to a second known position and repeat steps 3, 4, and 5.
(7) The unknown point is where the lines intersect on the map.
D. Resection: To Locate Your Own Position.
(1) Orient map using compass.
(2) Locate two known points on the ground and mark them on your map.
(3) Measure the magnetic azimuth to one of the known locations.
(4) Convert the magnetic azimuth to a grid azimuth.
(5) Convert the grid azimuth to a back azimuth.
(6) Use a protractor to plot the azimuth and draw a line from the known point to your location.
(7) Repeat steps 3, 4, 5, and 6 for the second known point.
(8) Your location is where the lines cross.
51
Section IV – Squad Tactics, Techniques, and Procedures/
SQUAD STX Pocket Guide
The subsequent pages may be removed to use as a
small pocket guide for use during Squad STX/MOUT
events
52
(Blank)
53
U.S. ARMY CADET COMMAND
LEADER’S TRAINING COURSE
SQUAD STX
Pocket Guide
US ARMY LEADER’S TRAINING COURSE
FORT KNOX, KENTUCKY
54
14. TROOP-LEADING PROCEDURES
From Field Manual No. FM 3-21.8, Infantry Rifle Platoon and Squad, March 2007
The TLP begin when the platoon leader receives the first indication of an upcoming mission. They
continue throughout the operational process (plan, prepare, execute, and assess). The TLP comprise
a sequence of actions that help platoon leaders use available time effectively and efficiently to issue
orders and execute tactical operations. TLP are not a hard and fast set of rules. Some actions may be
performed simultaneously or in an order different than shown in Figure 5-3. They are a guide that
must be applied consistent with the situation and the experience of the platoon leader and his
subordinate leaders. The tasks involved in some actions (such as initiate movement, issue the
WARNO, and conduct reconnaissance) may recur several times during the process. The last action
(activities associated with supervising and refining the plan) occurs continuously throughout TLP and
execution of the operation. The following information concerning the TLP assumes that the platoon
leader will plan in a time-constrained environment. All steps should be done, even if done in
abbreviated fashion. As such, the suggested techniques are oriented to help a platoon leader quickly
develop and issue a combat order.
Figure 5-3. Troop-leading procedures.
1. RECEIVE THE MISSION
This step begins with the receipt of an initial WARNO from the company. It also may begin when the
platoon leader receives the commander’s OPORD, or it may result from a change in the overall
situation. Receipt of mission initiates the planning and preparation process so the platoon leader can
prepare an initial WARNO as quickly as possible. At this stage of the TLP, mission analysis should
focus on determining the unit’s mission and the amount of available time. For the platoon leader,
mission analysis is essentially the analysis of the factors of METT-TC, but he must not become
involved in a detailed METT-TC analysis.
–
–
–
–
–
–
What is the MISSION?
What is known about the ENEMY?
How will TERRAIN and weather affect the operation?
What TROOPS are available?
How much TIME is available?
What are the Civil Considerations (FM 6-0)
This will occur after issuing the initial WARNO. The platoon leader should use METT-TC from the
enemy’s perspective to develop the details of possible enemy courses of action (COA). The following
can assist in this process.
55
2. ISSUE A WARNING ORDER
After the platoon leader determines the platoon’s mission and gauges the time available for planning,
preparation, and execution, he immediately issues an oral WARNO to his subordinates. In addition to
telling his subordinates of the platoon’s new mission, the WARNO also gives them the platoon
leader’s planning timeline. The platoon leader relays all other instructions or information that he thinks
will assist the platoon in preparing for the new mission. Such information includes information about
the enemy, the nature of the overall plan, and specific instructions for preparation. Most importantly,
by issuing the initial WARNO as quickly as possible, the platoon leader enables his subordinates to
begin their own planning and preparation while he begins to develop the platoon operation order. An
example may include the squads rehearsing designated battle drills. This is called parallel planning.
3. MAKE A TENTATIVE PLAN
After receiving the company OPORD (or FRAGO), the leader develops a tentative plan. In
order to develop a tentative plan, a leader must develop courses of action using factors of METT-TC
in more detail as explained in Step 1.
4. INITIATE MOVEMENT
The platoon leader initiates any movement that is necessary to continue preparations or to posture
the unit for the operation. This may include movement to an assembly area (AA), battle position,
perimeter defense, or attack position; movement of reconnaissance elements; or movement to
compute time-distance factors for the unit’s mission.
NOTE: The following discussion on reconnaissance and the amount or type of reconnaissance
conducted must be evaluated by the amount of information needed, the risk to leaders conducting the
reconnaissance, and time available, and it must be a coordinated effort with higher command.
5. CONDUCT RECONNAISSANCE
Even if the platoon leader has made a leader’s reconnaissance with the company commander at
some point during TLP, he should still conduct a reconnaissance after he has developed his plan.
The focus of the reconnaissance is to confirm the priority intelligence requirements (PIRs) that
support the tentative plan.
•
These PIRs are critical requirements needed to confirm or deny some aspect of the enemy
(location, strength, movement). The PIRs also include assumptions about the terrain (to verify, for
example, that a tentative SBF position actually will allow for suppression of the enemy, or to verify the
utility of an avenue of approach).
•
The platoon leader may include his subordinate leaders in this reconnaissance (or he may
instruct a squad to conduct a reconnaissance patrol with specific objectives). This allows them to see
as much of the terrain and enemy as possible. It also helps each leader visualize the plan more
clearly.
•
At the platoon level, the leader’s reconnaissance may include movement to or beyond a line of
departure (LD) or from the forward edge of the battle area (FEBA) back to and through the
engagement area along likely enemy routes. If possible, the platoon leader should select a vantage
point that provides the group with the best possible view of the decisive point.
•
The platoon leader may also conduct a leader’s reconnaissance through other means.
Examples of this type of reconnaissance include surveillance of an area by subordinate elements,
patrols by infantry squads to determine where the enemy is (and is not) located, and establishment of
OPs to gain additional information. If available, the leaders may use video from unmanned aircraft
systems (UAS) or video footage provided from helicopter gun cameras and digital downloads of 2D
56
terrain products. The nature of the reconnaissance, including what it covers and how long it lasts,
depends on the tactical situation and the time available. The platoon leader should use the results
from the COA development process to identify information and security requirements for the platoon’s
reconnaissance operations.
6. COMPLETE THE PLAN
Completion of the plan includes several actions that transform the commander’s intent and concept
and the platoon concept into a fully developed platoon OPORD. These actions include preparing
overlays, refining the indirect fire list, completing sustainment and C2 requirements, and updating the
tentative plan as a result of the reconnaissance. It also allows the platoon leader to prepare the
briefing site, briefing medium and briefing material he will need to present the OPORD to his
subordinates. Completing the plan allows the platoon leader to make final coordination with other
units or the commander before issuing the OPORD to his subordinates.
7. ISSUE THE OPERATIONS ORDER
The OPORD precisely and concisely explains the mission, the commander’s intent and concept of
how he wants his squads to accomplish the mission. The OPORD must not contain unnecessary
information that could obscure what is essential and important. The platoon leader must ensure his
squads know exactly what must be done, when it must be done, and how the platoon must work
together to accomplish the mission and stay consistent with the intentions of the commander.
• The platoon leader issues the order in person, looking into the eyes of all his Soldiers to ensure
each leader and Soldier understands the mission and what his element must achieve. The platoon
leader also uses visual aids, such as sand tables and concept sketches, to depict actions on the
objective or movement.
• The format of the five-paragraph OPORD helps the platoon leader paint a complete picture of all
aspects of the operation: terrain, enemy, higher and adjacent friendly units, platoon mission,
execution, support, and command. The format also helps him address all relevant details of the
operation. Finally, it provides subordinates with a predictable, smooth flow of information from
beginning to end.
An operation order (OPORD) is a directive issued by the leader to his subordinate leaders in order
to effect the coordinated execution of a specific operation. A properly prepared order will enable
subordinates to understand the situation, the higher unit’s mission, the commander’s intent, the
concept of the operations, and their own tasks to support the higher unit’s mission. The leader briefs
his OPORD orally or from notes that follow the five-paragraph format.
1. Situation
2. Mission
3. Execution
4. Service Support
5. Command and Signal
A detailed explanation of the five-paragraph OPORD is on page 65. LTC Cadets will not be required
to provide as a detailed OPORD as shown, but for general knowledge and as a study reference it is
provided. The detailed explanation is followed by a simple one-page format for Cadet’s use.
57
8. SUPERVISE AND REFINE
The platoon leader supervises the unit’s preparation for combat by conducting confirmation briefs,
rehearsals, and inspections. Table 5-4 lists the items the unit should have.
Table 5-4. Precombat checklist.
Precombat Checklist
ID card
ID tags
Ammunition
Weapons
Protective mask
Knives
Flashlights
Radios and backup communication
Pintels
T&E mechanisms
Spare barrels
Spare barrel bags
Extraction tools
Asbestos gloves
Barrel changing handles
Headspace and timing gauges
Grappling hook
Sling sets
PZ marking kit
ANCD
Plugger/GPS
Handheld microphones
NVDs
Batteries and spare batteries
OPORD
FRAGOs
Maps
Graphics, routes, OBJs, LZs, and PZs
M249 tools
BII
Oil & transmission fluids
Anti-freeze coolant
5-gallon water jugs
MREs
Load plans
Picket pounder
Engineer stakes
Pickets
Concertina wire
TCP signs
IR lights
Glint tape
Protractors
Alcohol pens
Alcohol erasers
Pen and paper
Tripods
Fuel cans
Fuel spout
Tow bars
Slave cables
Concertina wire gloves
Chemical lights
Spare hand sets
Pencil with eraser
Weapon tie downs
Communication cards
9-line MEDEVAC procedures
Platoon leaders should conduct a confirmation brief after issuing the oral OPORD to ensure
subordinates know the mission, the commander’s intent, the concept of the operation, and their
assigned tasks. Confirmation briefs can be conducted face to face or by radio, depending on the
situation. Face to face is the desired method, because all section and squad leaders are together to
resolve questions, and it ensures that each leader knows what the adjacent squad is doing.
The platoon conducts rehearsals. During the rehearsals, leaders practice sending tactical reports IAW
the unit’s SOPs. Reporting before, during, and after contact with the enemy is rehearsed in detail
starting with actions on the objective. Rehearsals are not intended to analyze a COA.
(1) The platoon leader uses well-planned, efficiently run rehearsals to accomplish the following:
•
Reinforce training and increase proficiency in critical tasks.
•
Reveal weaknesses or problems in the plan.
•
Integrate and synchronize the actions of attached elements.
•
Confirm coordination requirements between the platoon and adjacent units.
•
Confirm each Soldier’s understanding of the mission, concept of the operation, the direct fire
plan, anticipated contingencies, and possible actions and reactions for various situations that may
arise during the operation.
(2) Rehearsal techniques include the following:
•
Map Rehearsal. A map rehearsal is usually conducted as part of a confirmation brief involving
subordinate leaders or portions of their elements. The leader uses the map and overlay to guide
participants as they brief their role in the operation. If necessary, he can use a sketch map. A sketch
map provides the same information as a terrain model and can be used at any time.
•
Sand Table or Terrain Model. This reduced-force or full-force technique employs a small-scale
sand table or model that depicts graphic control measures and important terrain features for
58
reference and orientation. Participants walk around the sand table or model to practice the actions of
their own elements or vehicles (if working with mechanized units) in relation to other members of the
platoon.
•
Radio Rehearsal. This is a reduced-force or full-force rehearsal conducted when the situation
does not allow the platoon to gather at one location. Subordinate elements check their
communications systems and rehearse key elements of the platoon plan.
•
Reduced-Force Rehearsal. In this rehearsal, leaders discuss the mission while moving over
key terrain or similar terrain.
•
Full-Force Rehearsal. This technique is used during a full-force rehearsal. Rehearsals begin in
good visibility over open terrain and become increasingly realistic until conditions approximate those
expected in the AO.
NOTE: If time permits, the platoon should conduct a full-force rehearsal of the plan.
59
15. Operation Orders.
60
SQUAD WARNING ORDER
1. SITUATION:
2. MISSION:
3. GENERAL INSTRUCTIONS:
4. SPECIFIC INSTRUCTIONS:
SQUAD OPORD
1. SITUATION:
a. Enemy
b. Friendly
c. Attachments and Detachments
2. MISSION:
3. EXECUTION:
a. Concept of the Operation
b. Fire Team Tasks
c. Coordinating Instructions
d. Safety
4. SERVICE SUPPORT
5. COMMAND and SIGNAL
61
16. The Rifle Squad
62
17. Squad Movement
A. Movement Formation - Leaders choose the formation based on their analysis of METT-TC and
likelihood of enemy contact.
(1) Fire team formations - All soldiers in the team must be able to see their leader.
 Wedge - This is the basic fire team formation; it will be used unless modified because of
terrain, dense vegetation, terrain or mission.
Team Leader
Automatic
Rifleman
Grenadier
Rifleman
FIRE TEAM WEDGE
 File - Used in close terrain, dense vegetation, limited visibility.
Team Leader
Automatic
Rifleman
Grenadier
Rifleman
FIRE TEAM FILE
63
(2) Squad formations - Squad formations describe the relationships between fire teams in the
squad.
 Column –
The squad column is the squad's most common formation.
It provides good dispersion laterally and in depth without sacrificing control.
The lead fire team is the base fire team.
The rifleman in the trail fire team provides rear security.
Team Leader
Automatic
Rifleman
Grenadier
Rifleman
Squad
Leader
Team Leader
Grenadier
Automatic
Rifleman
Rifleman
SQUAD COLUMN
 Line –
The squad line provides maximum firepower to the front.
When a squad is acting as the base squad, the fire team on the right is the base fire team.
Team Leader
Automatic
Grenadier
Rifleman
Rifleman
Team Leader
Automatic
Grenadier
Rifleman
Rifleman
Squad
Leader
SQUAD LINE
64
 File –
When not traveling in a column or line, squads travel in file.
The squad file has the same characteristics as the fire team file.
If the squad leader desires to increase his control over the formation, exert greater morale he
will move forward to the first or second position.
Additional control over the rear of the formation can be provided by moving a team leader to
the last position.
Team Leader
Squad Leader (Optional)
Grenadier
Automatic Rifleman
Rifleman
Squad Leader (Normal)
Team Leader
Grenadier
Automatic Rifleman
Team Leader (Optional)
Rifleman
SQUAD FILE
Comparison of squad formations
MOVEMENT
WHEN
FORMATION NORMALLY USED CONTROL
SQUAD
COLUMN
SQUAD PRIMARY GOOD
FORMATION
SQUAD LINE
WHEN MAXIMUM
FIRE POWER IS
REQUIRED TO
THE FRONT
SQUAD FILE
CLOSE TERRAIN EASIEST
VEGETATION,
LIMITED
VISIBILITY
CONDITIONS
NOT AS
GOOD AS
SQUAD
COLUMN
CHARACTERISTICS
FIRE CAPABILITIES /
RESTRICTIONS
FACILITATES
ALLOWS LARGE
MANEUVER, GOOD VOLUME OF FIRE TO
DISPERSION
THE FLANK – LIMITED
LATERALLY AND IN VOLUME TO THE FRONT
DEPTH
LIMITED
ALLOWS MAXIMUM
MANEUVER
IMMEDIATE FIRE POWER
CAPABILITY (BOTH TO THE FRONT
FIRE TEAMS
COMMITTED)
MOST DIFFICULT
ALLOWS IMMEDIATE
FORMATION FROM FIRE TO THE FLANK
WHICH TO
MASKS MOST FIRE TO
MANEUVER
THE FRONT AND REAR
FLEXIBILITY
65
SECURITY
ALL-ROUND
GOOD TO
THE FRONT,
LITTLE TO
THE FLANKS
AND REAR
LEAST
B. Movement Techniques - Leaders choose a movement technique based on their mission analysis
of METT-TC and likelihood of enemy contact. Movement techniques are not fixed formations. They
refer to the distance between Soldiers, teams, and squads that very based on mission, enemy,
terrain, visibility, and other factors that affects control.
(1) Traveling - Used when contact is not likely and speed is important.
Team Leader
Automatic
Rifleman
Grenadier
Rifleman
Squad Leader
± 20
Meters
Team Leader
Automatic
Grenadier
Rifleman
Rifleman
SQUAD TRAVELING
(2) Traveling overwatch - Used when contact is possible but speed is important.
Team Leader
Automatic
Rifleman
Grenadier
Rifleman
Squad Leader
± 50 Meters
Team Leader
Automatic
Rifleman
Grenadier
Rifleman
SQUAD TRAVELING OVERWATCH
66
(3) Bounding overwatch - Used when contact is likely or imminent and speed is not important.
Team Leader
Automatic
Grenadier
Rifleman
Rifleman
Team Leader
Automatic
Grenadier
Rifleman
Rifleman
Squad
Leader
2ND
1ST
Team Leader
Automatic Grenadier
Rifleman
Rifleman
Team Leader
Automatic
Grenadier
Rifleman
Rifleman
Squad
Leader
SQUAD BOUNDING BY FIRE TEAMS
Comparison of squad movement techniques
MOVEMENT
TECHNIQUE
TRAVELING
WHEN
CHARACTERISTICS
NORMALLY
CONTROL
DISPERSION
USED
CONTACT NOT MORE
LESS
LIKELY
SPEED
SECURITY
FASTEST
LEAST
TRAVELING
OVERWATCH
CONTACT
POSSIBLE
LESS
MORE
SLOWER
MORE
BOUNDING
OVERWATCH
CONTACT
EXPECTED
MOST
MOST
SLOWEST
MOST
C. Actions at halts - During halts, security is posted and all approaches into the squad’s area are
covered. The squad leader moves forward through the squad, checking security as he goes, and
meets the team leader to determine the reason for the halt.
(1) During halts of 30 seconds or less, the soldiers drop to one knee and cover their assigned
sector.
(2) During halts longer than 30 seconds, a cigar-shaped perimeter is formed, and the soldiers
assume the prone position.
D. Actions on contact - On contact, Soldiers immediately take up the nearest covered positions and
return fire in the direction of contact. The squad then executes one of the battle drills.
67
18. Crossing Linear Danger Areas
1. Lead team signals “danger area”, the squad halts
2. SL moves forward, confirms the danger area and IDs the technique to cross
3. The SL informs the team leader of the situation and the near-side and far-side rally points
4. The SL positions the near-side security
5. The SL identifies the crossing point that provides the best cover and concealment
6. Near-side security observes to the flanks and overwatches the crossing
7. SL directs the far-side security team to cross the danger area
8. The far-side security team clears the far side
9. The far-side security establishes an OP forward of the cleared area
10. The far-side security signals to the SL that the far-side is clear
11. The SL directs the remainder of the squad to cross
12. The squad quickly and quietly crosses the “danger area”
13. The near-side security crosses the “danger area” where the squad crossed
14. The trail team leader ensures all are across and signals the SL
15. The squad continues on the same azimuth as before
68
19. Battle Drills
Infantry battle drills describe how platoons and squads apply fire and maneuver
to commonly encountered situations. They require leaders to make decisions
rapidly and to issue brief oral orders quickly.
A battle drill is defined as “a collective action rapidly executed without applying a deliberate decisionmaking process.”
A. Characteristics of a battle drill are:
 They require minimal instructions or guidance and are standardized throughout the Army.
 Sequential actions are vital to success in combat or critical to preserving life.
 They apply to platoon or smaller units.
 They are trained and rehearsed responses to enemy actions or leader’s orders.
 They are reflexive steps followed for offensive and defensive actions in training and combat.
B. A platoon’s ability to accomplish its mission often depends on Soldiers’ and leaders’ ability to
execute key actions quickly. All Soldiers and their leaders must know their immediate reaction to
enemy contact as well as follow-up actions. Drills are limited to situations requiring instantaneous
response; therefore, Soldiers must execute drills instinctively. This results from continual practice.
Drills provide small units with standard procedures essential for building strength and
aggressiveness.
 They identify key actions that leaders and Soldiers must perform quickly.
 They provide for a smooth transition from one activity to another; for example, from movement to
offensive action to defensive action.
 They provide standardized actions that link Soldier and collective tasks at platoon level and
below. (Soldiers perform individual tasks to CTT or SDT standard).
 They require the full understanding of each individual and leader, and continual practice.
FORMAT:
The format for drills discussed in following pages includes the title, the SITUATION that would cue the
unit or the leader into initiating the drill, the REQUIRED ACTIONS in sequence, and supporting
illustrations. The following Squad Battle Drills are discussed:
Battle Drill 07-3-D9501: React to Contact
Battle Drill 07-3-D9505: Break Contact
Battle Drill 1A: Squad Attack
Battle Drill 07-3: Ambush
Battle Drill 07-3-D9502: React to Ambush (Near)
Battle Drill 07-3-D9503: React to Ambush (Far)
Battle Drill 07-3-D9406: Knock out a Bunker
Battle Drill 07-4-D9509: Enter Building Clear a Room
69
Battle Drill 07-3-D9501. React to Contact
From BDL 07-8 INFANTRY BATTLE AND CREW DRILLS , 15-Jul-2008
A. Situation. A squad or platoon receives fires from enemy individual or crew-served weapons.
B. Required Actions.
Step 1. Soldiers immediately take up the nearest covered positions and return fire in the direction of
contact.
Step 2. Team/squad leaders locate and engage known or suspected enemy positions with wellaimed fire, and pass information to the squad/platoon leader.
Step 3. Fire team leaders control fire using standard fire commands (initial and supplemental)
containing the following elements:
 Alert
 Direction
 Description of target
 Range
 Method of fire (manipulation, and rate of fire)
 Command to commence firing.
Step 4. Soldiers maintain contact with the Soldiers on their left and right.
Step 5. Soldiers maintain contact with their team leaders and report the location of enemy positions.
Step 6. Leaders check the status of their personnel.
Step 7. The team/squad leaders maintain contact with the squad/platoon leader.
Step 8. The squad/platoon leader –
 Moves up to the fire team/squad in contact and links up with its leader. (The platoon leader
brings his RATELO or RTO, platoon FO, the squad leader of the nearest squad, and one
machine gun team. The squad leader of the trail squad moves to the front of his lead fire team.
The platoon sergeant also moves forward with the second machine gun team and links up with
the platoon leader, ready to assume control of the base-of-fire element.)
 Determines whether or not his squad/platoon must move out of an engagement area.
 Determines whether or not he can gain and maintain suppressive fires with his element
already in contact (based on the volume and accuracy of enemy fires against the element in
contact).
 Makes an assessment of the situation. He identifies –
- The location of the enemy position and obstacles.
- The size of the enemy force. (The number of enemy automatic weapons, the presence of any
vehicles, and the employment of indirect fires are indicators of the enemy strength.)
- Vulnerable flanks.
- Covered and concealed flanking routes to the enemy position.
70
 Determines the next course of action (for example, fire and movement, assault, breach, knock
out bunker, enter and clear a building or trench).
 Reports the situation to the platoon leader/company commander and begins to maneuver.
 Calls for and adjusts indirect fire (mortars or artillery). (Squad leaders relay requests through
the platoon leader.)
Step 9. Team leaders lead their teams by example; for example, “Follow me, do as I do.”
Step 10. Leaders relay all command and signals from the platoon chain of command.
Illustration of Battle Drill 07-3-D9501: React to Contact
71
Battle Drill 07-3-D9505. Break Contact
From BDL 07-8 INFANTRY BATTLE AND CREW DRILLS , 15-Jul-2008
A. Situation. The squad/platoon is under enemy fire and must break contact.
B. Required Actions.
Step 1. The squad/platoon leader directs one fire team/squad in contact to support the
disengagement of the remainder of the unit.
Step 2. The squad/platoon leader orders a distance and direction, or a terrain feature, or last
objective rally point for the movement of the first fire team/squad.
Step 3. The base of fire (fire team/squad) continues to suppress the enemy.
Step 4. The moving element uses fragmentation, concussion, and smoke grenades to mask its
movement.
Step 5. The moving element takes up the designated position and engages the enemy position.
Step 6. The platoon leader directs the base-of-fire element to move to its next location. (Based on
the terrain and the volume and accuracy of the enemy’s fire, the moving fire team/squad may need to
use fire and movement techniques.
Step 7. The squad/platoon continues to bound away from the enemy until (the squad/platoon must
continue to suppress the enemy as it breaks contact) –
 It breaks contact.
 It passes through a higher level support-by-fire position.
 Its fire teams/squads are in the assigned position to conduct the next mission.
Step 8. The leader should consider changing the direction of movement once contact is broken. This
will reduce the ability of the enemy to place effective indirect fires on the unit.
Step 9. If the squad or platoon becomes disrupted, Soldiers stay together and move to the last
designated rally point.
Step 10. Squad/platoon leaders account for Soldiers, report, reorganize as necessary and continue
the mission.
Illustration of Battle Drill 07-3-D9505: Break Contact
72
Battle Drill 1A. Squad Attack
A. Situation. The squad is moving as part of the platoon conducting a movement to contact or a
hasty or deliberate attack.
B. Required Actions.
Step 1. Action on Enemy Contact.
(1) Soldiers receiving fire take up nearest positions that afford protection from enemy fire (cover)
and observation (concealment).
(2) The fire team in contact immediately returns heavy volume of suppressive fire in the direction
of the enemy.
 Soldiers in the fire team in contact move to positions (bound or crawl) from which they can fire
their weapons, position themselves to ensure that they have observation, fields of fire, cover,
and concealment. They continue to fire and report known or suspected enemy positions to the
fire team leader.
 The team leader directs fires using tracers or standard fire commands.
 The fire team not in contact takes covered and concealed positions in place and observes to
the flanks and rear of the squad.
 The squad leader reports contact to the platoon leader and moves toward the fire team in
contact.
Step 2. Locate the Enemy.
(1) Using sight and sound, the fire team in contact acquires known or suspected enemy positions.
(2) The fire team in contact begins to place well-aimed fire on suspected enemy positions.
(3) The squad leader moves to a position where he can observe the enemy and assess the
situation.
(4) The squad leader requests, through the platoon leader, for immediate suppression indirect
fires (normally 60-mm mortars).
(5) The squad leader reports the enemy size and location, and any other information to the
platoon leader. (As the platoon leader comes forward, he completes the squad leader’s
assessment of the situation.)
Step 3. Suppress the Enemy. The squad leader determines if the fire team in contact can gain
suppressive fire based on the volume and accuracy of the enemy fire.
(1) If the answer is YES, the fire team leader continues to suppress the enemy:
 The fire team destroys or suppresses enemy crew-served weapons first.
 The fire team places smoke (M203) on the enemy position to obscure it.
 The fire team leader continues to control fires using tracers or standard fire commands. Fires
must be well-aimed and continue at a sustained rate with no lulls.
 Buddy teams fire their weapons so that both are not reloading their weapons at the same time.
(2) If the answer is NO, the squad leader then deploys the fire team not in contact to establish a
support-by-fire position. He reports the situation to the platoon leader. Normally, the squad will
become the base-of-fire element for the platoon. The squad continues to suppress the enemy and
responds to orders from the platoon leader. (The platoon leader, his RATELO, the platoon FO,
one machine gun team, and the squad leader of the next squad, as well as the platoon sergeant
and the other machine gun team, are already moving forward IAW Battle Drill 1, Platoon Attack.)
73
Step 4. Attack.
(1) If the fire team in contact can suppress the enemy, the squad leader determines if the fire team
not in contact can maneuver. He makes the following assessment:
 Location of enemy position(s) and obstacles.
 Size of enemy force engaging the squad. (The number of enemy automatic weapons, the
presence of any vehicles, and the employment of indirect fires are indicators of enemy
strength.)
 Vulnerable flank.
 Covered and concealed flanking route to the enemy position.
(2) If the answer is YES, the squad leader maneuvers the fire team in the assault:
 The squad leader directs the fire team in contact to support the movement of the other fire
team. He then leads or directs the assaulting fire team leader to maneuver his fire team along
a route that places the fire team in a position to assault the enemy. (The assaulting fire team
must pick up and maintain fire superiority throughout the assault. Handover of responsibility for
direct fires from the supporting fire team to the assaulting fire team is critical.)
 Once in position, the squad leader gives the prearranged signal for the supporting fire team to
lift fires or shift fires to the opposite flank of the enemy position.
 The assaulting fire team fights through enemy positions using fire and movement. (The
supporting fire team must be able to identify the near flank of the assaulting fire team.)
- The assault team leader selects the route that allows him to reach his objective, while
providing the best available cover and concealment for his team. The team leader then
leads his team, from up front, in a shallow wedge throughout the attack.
- Fire team members conduct individual movement techniques as individuals or buddy
teams, while maintaining their relative position in the assault formation. At the end of each
move, Soldiers take up covered and concealed positions and resume firing.
(3) If the answer is NO or the assaulting fire team cannot continue to move, the squad leader
deploys the assaulting fire team to add its fires against the enemy, reports to the platoon leader
and requests instructions. The squad continues suppressing enemy positions and responds to the
orders of the platoon leader.
Step 5. Consolidate and Reorganize.
(1) Once the assaulting fire team has seized the enemy position, the squad leader establishes
local security. (At the conclusion of the assault, the squad is most vulnerable.)
 The squad leader signals for the supporting fire team to move up into a designated position.
 The squad leader assigns sectors of fire for both fire teams.
 The squad leader positions key weapons.
 All Soldiers take up hasty defensive positions.
 The squad leader develops an initial fire support plan against an enemy counterattack.
 The squad leader posts an OP to warn of enemy activity.
(2) The squad performs the following tasks:
 Reestablish the chain of command.
 Redistribute and re-supply ammunition.
 Man crew-served weapons first.
 Redistribute critical equipment (for example, radios, NBC, NVDs).
 Treat casualties and evacuate wounded.
 Fill vacancies in key positions.
 Search, silence, segregate, safeguard, and speed EPWs to collection points.
 Collect and report enemy information and material.
74
STEP 2
STEP 1
•THE SQUAD REACTS
• THE SQUAD
TO CONTACT
•THE LEAD FIRE TEAM
CANNOT FIGHT
THROUGH
IDENTIFIES AND
LOCATES ENEMY
POSITIONS
• THE SQUAD
CONTINUES TO
ENGAGE
SL
E
YES
STEP 3
• CAN THE FIRE TEAM IN
CONTACT SUPPRESS
THE ENEMY?
NO
• THE SQUAD LEADER
E
SL
SL
PL
DEPLOYS THE TRAIL
FIRE TEAM TO ADD
SUPPRESSIVE FIRES
• HAS THE SQUAD
SUPPRESSED THE
ENEMY?
• YES – GO TO STEP 4
• NO – REPORT, SQUAD
DEPLOYS AS THE BASEOF- FIRE FOR THE
PLATOON ATTACK
STEP 4
• CAN THE SQUAD
MANEUVER
YES
• THE TRAIL FIRE TEAM
ASSAULTS
• THE FIRE TEAM IN
CONTACT CONTINUES
TO SUPPRESS THE
ENEMY
• THE BASE-OF-FIRE
SHIFTS DIRECT FIRE AS
THE MANEUVER TEAM
ASSAULTS THROUGH
THE OBJECTIVE
E
STEP 5
• THE SQUAD
CONSOLIDATES AND
REORGANIZES
• THE SQUAD LEADER
REPORTS
• THE SQUAD CONTINUES
MISSION
Illustration of Battle Drill 1A: Squad Attack
75
SL
Battle Drill 07-3-D9502: React to Ambush (Near)
From BDL 07-8 INFANTRY BATTLE AND CREW DRILLS , 15-Jul-2008
A. Situation. If the squad/platoon enters a kill zone and the enemy initiates an ambush with a
casualty-producing device and a high volume of fire within hand grenade range, the unit takes the
following actions.
B. Required Actions:
1. In a near ambush (within hand-grenade range), soldiers in the kill zone execute one of the
following two actions:
 Return fire immediately. If cover is not available, immediately, without order or signal, assault
through the kill zone.
 Return fire immediately. If cover is available, without order or signal, occupy the nearest
covered position, and throw smoke grenades.
2. Soldiers not in the kill zone immediately –
- Identify enemy positions.
- Initiate immediate suppressive fires against the enemy.
- Take up covered positions.
- Shift fires as the Soldiers in the kill zone assault through the ambush.
3. The squad/platoon leader reports, reorganizes as necessary, and continues the mission.
Illustration of Battle Drill 07-3-D9502: React to Ambush (Near)
76
Battle Drill 07-3-D9503: React to Ambush (Far)
From BDL 07-8 INFANTRY BATTLE AND CREW DRILLS , 15-Jul-2008
A. Situation. If the squad/platoon enters a kill zone and the enemy initiates an ambush with a
casualty-producing device and a high volume of fire, the unit takes the following actions.
B. Required Actions:
1. In a far ambush (beyond hand-grenade range), Soldiers receiving fire immediately return fire, take
up covered positions, and suppress the enemy by Destroying or suppressing enemy crew-served weapons first.
 Obscuring the enemy position with smoke (M203).
 Sustaining suppressive fires.
- Soldiers (teams/squads) not receiving fires move by a covered and concealed route to a
vulnerable flank of the enemy position and assault using fire and movement techniques.
- Soldiers in the kill zone continue suppressive fires and shift fires as the assaulting
team/squad fights through the enemy position.
 The platoon FO calls for and adjusts indirect fires as directed by the platoon leader. On order,
he lifts fires or shifts them to isolate the enemy position, or to attack them with indirect fires as
they retreat.
 The squad/platoon leader reports, reorganizes as necessary, and continues the mission.
Illustration of Battle Drill 07-3-D9503: React to Ambush (Far)
77
Battle Drill 07-3-D9406. Knock Out Bunker (SQUAD)
From BDL 07-8 INFANTRY BATTLE AND CREW DRILLS , 15-Jul-2008
A. Situation. The platoon identifies enemy in bunkers while moving as a part of a larger force.
B. Required Actions.
Step 1. The squad initiates contact:
 The squad in contact establishes a base of fire.
 The squad leader moves forward to link up with the team leader of the team in contact.
 The team in contact become the base-of-fire element, they–
- Destroys or suppresses enemy crew-served weapons first.
- Obscures the enemy position with smoke (M203).
- Sustains suppressive fires at the lowest possible level.
 The squad leader calls for and adjusts indirect fires
Step 2. The squad leader determines that he can maneuver by identifying –
 The enemy bunkers, other supporting positions, and any obstacles.
 The size of the enemy force engaging the squad. (The number of enemy automatic weapons,
the presence of any vehicles, and the employment of indirect fires are indicators of enemy
strength.)
 A covered and concealed flanking route to the flank of the bunker.
Step 3. The squad leader determines he can suppress the bunker with one team and directs one
team (not in contact) to knock it out.
Step 4. Knock out bunker
 The assaulting team, with the squad leader, moves along the covered and concealed route
and takes action to knock out the bunker.
- The assaulting fire team approaches the bunker from its blind side and does not mask the
fires of the base-of-fire element.
- Soldiers constantly watch for other bunkers or enemy positions in support of it.
 Upon reaching the last covered and concealed position –
- The fire team leader and the automatic rifleman remain in place and add their fires to
suppressing the bunker (includes the use of LAW/AT4s).
- The squad leader positions himself where he can best control his teams. On the squad
leader’s signal, the base-of-fire element lifts fires or shifts fires to the opposite side of the
bunker from the assaulting fire team’s approach.
- The grenadier and rifleman continue forward to the blind side of the bunker. One Soldier
takes up a covered position near the exit, while one Soldier cooks off (two seconds
maximum) a grenade, shouts FRAG OUT, and throws it through an aperture.
- After the grenade detonates, the Soldier covering the exit enters the bunker, firing short
bursts, to destroy the enemy. The Soldier who throws the grenade should not be the first one
to clear the bunker.
 The squad leader inspects the bunker to ensure that it has been destroyed. He reports,
reorganizes as needed, and continues the mission. The platoon follows the success of the
attack against the bunker and continues the attack of other bunkers.
78
Illustration of Battle Drill 07-3-D9406: Knock out Bunker (SQUAD)
79
Battle Drill 07-4-D9509. Enter and Clear a Room
From BDL 07-8 INFANTRY BATTLE AND CREW DRILLS , 15-Jul-2008
A. Situation. The element is conducting operations as part of a larger unit and your four Soldier
team has been given the mission to clear a room. Enemy personnel are believed to be in building.
Noncombatants may be present in the building and are possibly intermixed with the enemy
personnel. Support and security elements are positioned at the initial foothold and outside the
building. Some iterations of this drill should be performed in MOPP4. This drill begins on the order of
the unit leader or on the command of the clearing team leader.
B.
Required Actions.
The team secures and clears the room by killing or capturing the enemy, while minimizing friendly
casualties, non-combatant casualties and collateral damage; team complies with Rules of
Engagement (ROE). The team maintains a sufficient fighting force to repel an enemy counterattack
and continue operations.
Step 1. The element leader occupies a position to best control the security and clearing teams.
a. Element leader directs a team to secure corridors or hallways outside the room with
appropriate firepower.
b. The team leader (normally the number two Soldier) takes a position to best control the
clearing team outside the room.
c. The element leader gives the signal to clear the room.
Note: If the element is conducting high intensity combat operations and grenades are being used, the
element must comply with the Rules of Engagement (ROE) and consider the building structure. A
Soldier of the clearing team cooks off at least one grenade (fragmentation, concussion or stun
grenade), throws the grenade into the room and announces, "FRAG OUT." The use of grenades
should be consistent with the ROE and building structure. Soldiers can be injured from fragments if
walls and floors are thin or damaged.
Step 2. The clearing team enters and clears the room.
a. The first two Soldiers enter the room almost simultaneously. (See Figure D9509-1.)
Figure D9509-1. Clear a room-first two Soldiers
80
(1) The first Soldier enters the room and moves left or right along the path of
least resistance to one of two corners. He assumes a position of domination
facing into the room. During movement he eliminates all immediate threats.
(2) The second Soldier (normally the team leader) enters the room immediately
after the first Soldier. He moves in the opposite direction of the first Soldier to his
point of domination. During movement he eliminates all immediate threats in his
sector.
Note: During high intensity combat the Soldiers enter immediately after the grenade detonates. Both
Soldiers enter firing aimed bursts into their sectors engaging all threats or hostile targets to cover their
entry.
Note: If the first or second Soldier discovers that the room is small or a short room (such as a closet
or bathroom), he announces, "Short room" or "Short." The clearing team leader informs the third and
fourth Soldiers whether or not to stay outside the room or to enter.
b. The third Soldier moves opposite direction of the second Soldier while scanning and
clearing his sector as he assumes his point of domination. (See Figure D9509-2)
c. The fourth Soldier moves opposite of the third Soldier to a position that dominates his
sector. (See Figure D9509-3)
Figure D9509-3. Clear a room-fourth Soldiers
81
d. All Soldiers engage enemy combatants with precision aimed fire and identify noncombatants to avoid collateral damage.
Note: If necessary or on order, number one and two Soldier of the clearing team may move deeper
into the room while overwatched by the other team members.
e. The team leader announces to the element leader when the room is "CLEAR."
Step 3. The element leader enters the room.
a. Makes a quick assessment of room and threat.
b. Determines if squad has fire power to continue clearing their assigned sector.
c. Reports to the unit leader that the first room is clear.
d. Requests needed sustainment to continue clearing his sector.
e. Marks entry point IAW unit SOP.
Step 4. The element consolidates and reorganizes as necessary.
82
20. Objective Rally Point (ORP)
ORP is a point out of sight, sound, and small-arms range of the objective area. It is normally located
in the direction that the squad plans to move after its actions on the OBJ
Actions at or from the ORP:
•
•
•
•
•
•
Reconnoitering the objective
Issuing a FRAGO
Disseminating information from reconnaissance
Make final preparations before continuing operations, i.e. re-camouflage, prep demolitions, line
up rucksacks, first aid kits, and inspect weapons
Account for soldiers and equipment
Reestablish the chain of command
Occupation of an ORP by a squad:
•
•
•
•
Halt beyond sight, sound, and small-arms weapons range of the tentative ORP (200-400
meters)
Position security
Move forward with a compass man and one member of each fire team to confirm the location
of the ORP and determine its suitability. Issue a five-point contingency plan
Position a Team A soldier at 12 o’clock, and the Team B soldier at 6 o’clock in the ORP. Issue
them a contingency plan and return with the compass man
83
21. Consolidation and Reorganization
CONSOLIDATION
•
•
•
All around security is critical; the enemy might counter-attack from any direction
Evaluate terrain closely
12
Most common technique: Clock Method
– Squad leader designates either a compass direction or
direction of attach as 12 o’clock
A
Team
– Squad leader uses clock positions to identify the left and
right boundaries for squads
– Squad leader positions key weapons along the most likely
avenue of approach
REORGANIZATION
•
•
•
•
9
B
Team
Reestablish command and control
6
Remaining key weapons, redistribute ammo and equipment
Clear objective of casualties and EPWs
Assess and report the squad status of personnel, ammunition, supplies, and essential
equipment
84
3
22. 9-Line MEDEVAC and SALUTE Report
9 LINE MEDEVAC REQUEST
Line
1
Line
2
Location of the pick-up
site.
Radio frequency, call sign,
and suffix.
Number of patients by
precedence:
A - Urgent
B - Urgent Surgical
C - Priority
D - Routine
E - Convenience
Line
4
Special equipment
required:
A - None
B - Hoist
C - Extraction Equipment
D - Ventilator
Line
5
Number of patients:
A - Litter
B - Ambulatory
Line
3
Line
6
Line
7
Line
8
Line
9
Security at pick-up site:
N - No enemy troops in area
P - Possible enemy troops in area (approach with caution)
E - Enemy troops in area (approach with caution)
X - Enemy troops in area (armed escort required)
* In peacetime - number and types of wounds, injuries, and
illnesses.
Method of marking pick-up
site:
A - Panels
B - Pyrotechnic signal
C - Smoke signal
D - None
E - Other
Patient nationality and
status:
A - US Military
B - US Civilian
C - Non-US Military
D - Non-US Civilian
E - EPW
NBC Contamination:
N - Nuclear
B - Biological
C - Chemical
* In peacetime - terrain description of pick-up site.
85
SALUTE / SALT Report
Enemy information that must be sent higher to the platoon leader or commander
SALUTE
SALT (Minimum Information)
•
Size
•
Size
•
Activity
•
Activity
•
Location
•
Location
•
Uniform
•
Time
•
Time
•
Equipment
86
23. Patrol Base Activities
1. Security (always first)
•
One point of entry and exit
•
Noise and Light Discipline
•
All personnel are challenged
•
Claymore’s Emplaced
•
Hasty Fighting Positions w/aiming stakes
•
Observation Post (OP)
•
Sector Sketches
2. Alert Plan
•
100, 50, or 33%
•
Stand To
•
Observation Posts swapped out
•
Positions Checked Periodically
3. Withdrawal Plan
•
Signal to withdrawal
•
Rendezvous Point
•
Alternate Patrol Base location
4. Maintenance Plan
•
Priority for equipment
•
Machine guns, weapons, communication, Night Vision Goggles (NVG’s)
•
Redistribute Ammo
5. Sanitation and Personal Hygiene Plan
•
Shave, brush teeth, wash face and hands, armpits, groin, feet,
•
Ensure boots are clean and dry
•
Trash
6. Mess Plan
•
No more than one-half of the platoon eats at one time
7. Water Re-supply
•
Organize a Watering Party
•
Canteens in a Ruck
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