1966 US Army Vietnam War ARMOR ... - Survival Books

WWW.SURVIVALEBOOKS.COMcution of orders and prompt provision Everything else is subordinate to the mission.of services.The leader briefs, instructs, and trains his men54. Succession of Commandso that the mission is accomplished. The welfareof his men is the leader's second most ima.The nature of armor operations requires portant responsibility. See FM 22-100 for a deaclearly understood procedure for succession tailed discussion of leadership.of command upon the sudden loss of the corn- b. Command of armor units presents uniquemander. The succession of command should be leadership problems. For example, the armordefined clearly, either through orders or in the leader must convince his unit that being comunitSOP. As a fundamental of leadership, pletely separated from other friendly units andeach commander must train and use his subor- operating well within enemy-held terrain, is adinates so that a smooth and efficient transi- normal armor operation. Problems of maintetionof command is insured. With few excep- nance and supply for both personnel and equiptions,succession of command should be vested ment assume major proportions in armor warinthe next senior in rank. Under exceptional fare.circumstances, a subordinate other than the c. Welfare is concerned with the physicalnext senior in rank may assume temporary and moral needs of the command. The comcommand.mander avoids coddling his men for the sameb. The designation of authority is a function reason that he avoids pampering himself. Codofcommand. This is especially important dur- dling soon blinds a unit to the distinction beingperiods in combat when contact with the tween real needs and luxuries. As a result,commander is temporarily lost. The armor when the demands of a mission require thecommander should provide adequate guidance sacrifice of luxuries, morale and esprit de corpsas to his concept of operations and should dele- suffer needlessly. Techniques used by the comgatesufficient authority to permit his key sub- mander to improve the welfare of his menordinates to exercise command in his name areduringperiods of temporary loss of communication.Responsibility cannot be delegated.(1) Being approachable.(2) Developing an intimate knowledgeand understanding of subordinates.55. Responsiveness to Command (3) Maintaining an interest in living con-Armor commanders are responsive to com-ditions of members of the command,mand. They are capable of accepting a mission-including their families.type order, understanding it clearly, and tak- (4) Providing for recreation, personneling immediate action to execute the order.services, and religious services.Responsiveness to command is achieved by ful- (5) Protecting the health of the commandly understanding and exploiting the extensiveand flexible communication systems of armorby insuring an efficient preventivemedicine program.units. It is also accomplished through a combinationof the mental mobility of the com- (6) Administering justice impartially.mander and the mobility and flexibility of theunit. Mental mobility is the mental state of a(7) Insuring a fair leave and pass policy.(8) Sharing the hardships imposed uponcommander which permits him to respond rap-the command.idly, aggressively, and boldly to any battlefield (9) Developing a sihcere interest andsituation with a maximum utilization of hisappreciation of the duties performedforce. Responsiveness enables the armor unitby subordinates.commander to direct the employment of organic,attached, and supporting units with speed,accuracy, and efficiency.a. Although the most striking features ofarmor forces are their powerful weapons and56. Leadership fighting machines, the successful employmenta. The primary responsibility of the leader of these material assets in combat depends ultiisthe accomplishment of his assigned mission. mately on the courage, intelligence, profession-23