Panzer Campaigns Club
American Army Officer's Handbook
“Be-Know-Do”
Introduction:
Drawing upon my experiences as a Division Commander in the American Army I
have brought together leadership advice from the U.S Armyand my own personal thoughts to create this document.
This is in no way meant to be a strict or exhaustive list of duties or qualities
of American Army Commanders, but rather a guidebook of ideas and resources
to help new commanders on their way, and to assist those that currently hold
command positions.
It is my hope that this will serve to strengthen the community of leaders in the American Army. By uniting them with a common vision, by giving them an on-line resource, and by providing them with useful descriptions of basic duties and common situations. This guide is primarily for those that are assigned to Corps and Division Command but may be used as suggested reading for others at the discretion of the American Army CIC.
1. Principles of Leadership:
Leadership, as defined by FM
22-100, Army Leadership, is "Influencing people - by providing purpose,
direction, and motivation - while operating to accomplish the mission and
improving the organization." Influencing means getting people to do what
you want them to do, and, according to Harry Truman, getting them to want
to do it! Influencing others is done by demonstrating Army Values, by communicating
purpose, and providing direction and motivation to accomplish the purpose,
or mission.
U.S. Army Leadership is guided by the principles of “BE-KNOW-DO”.
Action’s taken by the leader often speak louder than words. They demonstrate
the inner strength, or character, of that leader - whether he is honest, can
be trusted, serves for the good of the organization rather that putting his
own personal interests first (Selfless Service), demonstrates respect to others,
and models the Army Values. This character is the "BE"
of an Army leader.
The leader must also have a certain level of knowledge to be competent. There are four domains, consisting of interpersonal skills, conceptual skills, technical skills, and tactical skills. These are the components the make up the “KNOW” of an Army leader.
Finally, a leader must be competent, able and willing to "DO" and take action to accomplish the organization's immediate mission and improve the organization's capability.
2. Application: What Does This Mean to Me? The Four Domains!
You may be asking yourself “How does this relate to my position at the
Panzer
Campaigns Club?” Let’s try to answer this by looking at the
concept of influence and exploring the Four Domains.
Influence:
As leaders in this club we naturally command a certain respect and influence.
We should cultivate that respect and do everything in our power not to tarnish
our names in the club. We should indeed be using our influence as well. We
should be using our influence over events and people for the betterment of
the club and the enjoyment of our members. We influence others by our public
conduct and communications within the club, both on the forums and behind
closed doors with other officers. We also use our influence when we send our
ideas up the chain of command for consideration!
Division Commanders can have a huge influence on the type of experience our members have. They are the first line of contact for members and truly should consider themselves as the “Face” of the Panzer Campaigns Club. Division Commanders need to be able to deal effectively with people from diverse backgrounds, be knowledgeable about club policies/practices, and it helps to have a firm technical understanding of the games we play.
Corps Commanders alternately can have a huge influence on the Army
in which they serve and should consider themselves as the “Face”
of that Army. They are the first line of communication for the Division Commanders
serving under them. Corps Commanders should of course have all of the qualities
and skills mentioned for Division Leaders. They are also in a unique position
to influence high level issues and work on special projects within the club
and within the Army, although this is not exclusive to the Cops level of command.
1st Domain: Interpersonal Skills = Communication!
Communication is vital to maintaining both a healthy, active, and
enthusiastic army and club. One should always be aware of their words and
the impact they will have on any given situation. A leader should always strive
to conduct oneself with honor, integrity, tact and respect for others.
I highly encourage Commanders to take part in forum discussions when possible so as to have some visible “presence” for our members.
Members of gaming clubs not only join to play the games, they join for a sense of community and to varying degree’s want a sense of “belonging” to something fun and dynamic! Communicating to your subordinates on a regular basis will go a long way in making them feel that they are a necessary component in the Army. Division Commanders can send group emails to their subordinates offering kudos and to celebrate promotions in the units. If you notice some one seems to be on a losing streak or are not registering any games, send them an email asking if they need any assistance or if the would like any tips on tactics. All of these types of communications will help to build a sense of community within the unit.
One thing that I have found which helps me to communicate with both my superiors and my subordinates is the copious use of form letters and templates. I have formatted several communications such as letters of welcome to new members, muster reminders and the like and re-use them filling in member specific details as the situation demands. This takes a great deal of work out of basic administrative duties.
If you are ever in doubt about something or if you have something you
want to contribute, bounce your ideas of your superiors & peers!
It’s everyone’s job to try to think outside of the box! If you’re
dealing with a tough issue discussing it can save you time and headache in
the long run. It can also help prevent you from making a hasty decision about
a delicate situation.
2nd Domain: Conceptual Skills = Thinking Outside the Box!
It is undeniable that leaders need to try to think outside of the box both
in solving the problems of our members, and in putting forth ideas to improve
our Army and our club. Every man contributes as he is able. Some may feel
that they do not have any revolutionary ideas that will radically change the
club and so remain silent. That DOES NOT mean your opinions and feedback are
unnecessary, unwanted, or that you are not thinking outside of the box!
As long as you remain open minded, communicative, and contemplative, you are doing your part. Ideas come in all shapes and sizes. None is too small to be voiced. If you have any skills such as web skills, spreadsheet skills, writing skills etc, find ways to incorporate them into your command. Write articles, AAR’s or whatever you feel like contributing. Your Superior Officers will help you find a way to post it!
If you have an idea for something but not the skills needed to implement them, be sure to voice your idea as well. Someone will help you make your vision a reality!
REMEMBER…even if an idea is not implemented it WILL enrich the group
if you voice it. It may promote further discussions, it may even give birth
to new ideas, so don’t hold back!
3rd Domain: Technical Skills = Know your Club!
One of your primary duties as a Leader in the Panzer Campaigns Club is to
answer questions from your subordinates about how the club works and how the
ladder works. Be sure to read through and be familiar with the Club
Rules and the automated ladder.
As you deal with various questions keep a copy of any useful correspondence for the future so you will not have to re-work the same issue. If you notice the same issue popping up repeatedly bring it to the attention of your Superior Officer. It may be something that can be fixed or better explained on the main website!
Your technical expertise with the games themselves will depend on experience
but will grow over time.
4th Domain: Tactical Skills = Knowledge of the Battlefield!
Finally, as you play the games and become more knowledgeable of the battlefield
take mental notes of what to do and what not to do. You never know when you
will find an opportunity to impart this knowledge to other allied players
in our fight against Fascism! Several AAR’s and Tactics discussions
can be found at theUnofficial
Panzer Campaigns Articles page.
Remember to offer green cadets training either with you or by enrolling them in Camp Hamilton. The trainers there will help familiarize them with pbem protocols and basic tactics.
Utilize the Allied Army Forum. Become familiar with past posts and encourage our officers to engage in tactical discussions there. This can then be enjoyed and utilized by the entire community of allied officers!
Finally be familiar with the Rule Book for the Panzer Campaigns Games! This
way you can effectively refer members to pertinent chapters.
Conclusion:
This concludes my discussion of leadership values. While it is not complete,
it will hopefully provide direction for those who seek it.