Curs de LB ENGLEZA Leadership

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Lector univ.drd. MARIOARA PATEANAsist.univ.drd. GEORGETA OBILITEANU


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Editura Academiei Forelor TerestreSibiu 2003

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Refereni tiinifici:

Lect.univ.drd. CLEMENTINA ALEXANDRA MIHESCUUniversitatea Lucian Blaga-Sibiu, Facultatea de litere, istorie i

jurnalistic

Lect.univ.drd. SORIN TEFNESCUUniversitatea Lucian Blaga-Sibiu, Facultatea de litere, istorie i

jurnalistic

Cursul a fost discutat i aprobat n edina de catedr din data de

15.01.2002.

ISBN 973-8088-69-0

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A leader is a man who has the ability to get other people to dowhat they don't want to do, and like it

Harry Truman

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Contents

Unit I: Leadership 5Unit II: A Concept of Leadership 8Unit III: The Factors and Principles of Leadership 11Unit IV: What a Leader Must Be 14Unit V: What a Leader Must Know 18Unit VI: What a Leader Must Do 22Unit VII: Leadership Styles 26Annex A: Typical American Expressions 32BIBLIOGRAPHY 84

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Leadership

Leadership is essential to a successful officer.Leadership is defined as follows: the art of imposing one's will

upon others in such a manner as to command their respect, theirconfidence, and their whole-hearted cooperation. The meat of thedefinition is that you must impose your will on others; they must dowhat you direct them to do.

What makes leadership?The young officer is constantly told: You must learn to be aleader. Too often no one tells him how. But let's look at thedefinition of a leader: one fitted by force of ideas, character orgenius or by strength of will or administrative ability to arouse,incite and direct individuals in conduct and achievement.

There are many facets of a person's outward bearing whichinfluence his or her ability to lead.

At the core of leadership there are three fundamentals and onthese three the young officer must work with all his or her might.

They are:1. Character2. Knowledge3. Power of decisionBy characteris meant integrity, courage, morality, humility and

determination. Character is a spiritual force. It is a reflection of a

person's grip upon himself or herself. The masses look to a man ofcharacter to lead them. For the young officer, the job is: know yourown weaknesses and conquer them.

Knowledge is power. People will seek a leader who knows whatto do. For the young officer the job is: learn what to do and how todo it with respect to each position you hold.

And last but not least the power of decision. It is actually anoutgrowth of character. If you would be a leader, learn to make upyour mind, though it be between the devil and the deep blue sea. Forthe young officer the job is: drill yourself in small, routine decisions

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to make an unqualified decision. Watch yourself about hedging yourdecisions. Then follow your decisions through and make them stick.

Mechanism of Leadership

The leader must see and be seen. The officer who would leadpeople must be close to them. The door of his or her office must beliterally and figuratively open to any person who may wish to talk.Of more importance, however, is the habit of getting out of theoffice and observing your people at their work. Make it a matter of

practice to find out by first hand observation the one who does hiswork well, who does it badly and why.

About the finest reputation an officer can build, is to have itsaid of him or her that he gets things done. Such individuals arealways sought, they are so few and so highly appreciated.

Ability to organise men and means so as to accomplish amission in the most efficient manner, with genuine economy inmanpower and equipment can be developed by study, planning,application and continued practice.

Success in organisation requires the vision to see that which isto be done; the wisdom to plan and order the steps in execution andthe courage to act to gain the end sought. Ability to organise is avery important part of leadership.

If the civilian leader has at least some degrees of choice ofhiring and firing the men he leads, the military leader has to workwith individuals assigned to him. Therefore he must get themaximum of accomplishment from each person. A leader must be

the example in whatever he does.

Exercises:

I. Answer these questions:

1. How will you define a leader?2. What does it mean to know your own weaknesses and

conquer them?

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3. What do you consider to be the most important quality in aleader. Explain.

II. Write down a paragraph using these words: leader, best,

to impose on, weaknesses, lead, conquer, ability.

III. Read and Comment:

It is vital to good organisational practices that the relationshipsbetween superiors and subordinates, between peers and betweendepartments be wisely defined and clearly understood. When theserelationships are fuzzy there is a great potential for confusion,conflicts and neglect within the organisation. Confusion and

conflicts arise when the authority and responsibility of two or moreindividuals or groups overlap.

IV. Find the meaning of the underlined expressions:

1. This is a good plan and I'm all for it.2. Please help me boil down this question to a form in which it

can be answered.

3. Search there with a fine tooth comb for the missing report.4. The meat of the matteris contained in the second paragraph.5. Here are some factors to help, which I'll give you off the cuff.

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A Concept of Leadership

The competence of our futureleaders and their leadership abilities

are determined by our ability to

educate and train them using the three

pillars of leader development:

institutional training, operational

assignments, and self-development.General Carl E. Vuono

Chief-of-staff

The most essential element of combat power is competent andconfident leadership. Leadership provides purpose, direction andmotivation in combat.

Quality leadership must exist throughout the force if the nation

is to have an army ready for combat. Just as successful armies trainas they intend to fight, successful leaders lead in peace to beprepared for war.

Although some people seem to have a natural ability to leadothers, most leadership skills do not come naturally. They arelearned through hard work and study.

To make good decisions and take the right actions under thestress of battle, you must understand the demands that will be

placed on you, your superiors and your subordinates. Once you havea clear picture of the battlefield challenges, you can set goals foryourself, your subordinates and your unit to prepare for combat.Without actually being in combat, you must get a realistic picture ofwhat battle is like.

Studying military history can give you insight into what combathas been like for past leaders and troops and help you relate theleadership challenges of the past to those of today.

The armies of some of our potential enemies outnumber us.They might possess large numbers of excellent tanks, personnel

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carriers, artillery pieces, airplanes and chemical and nuclearweapons. Our army needs competent and confident leaders who are

bold, innovative and willing to take well-calculated risks within thecommander's intent. Human nature has not changed since man first

engaged in war; leaders and soldiers in future battles will experiencethe same fears and emotions felt in past battles. Leadership willcontinue to be the most essential element of combat power,

providing the key to mission accomplishment, winning battles andprotecting the ideals of our nation.

A simple question may occur: what is leadership after all?We can define leadership as being the process of influencing

others to accomplish the mission by providing purpose, direction

and motivation.Purpose gives soldiers a reason why they should do difficult

things under dangerous stressful circumstances. You must establishpriorities, explain the importance of missions, and focus soldiers onthe task so that they will function in an efficient and a disciplinedmanner.

Direction gives soldiers an orientation of tasks to beaccomplished based on the priorities set by the leader. The standards

you establish and enforce will give your soldiers order; toughtraining will give them confidence in themselves, their leaders, eachother and their equipment.

Motivation gives soldiers the will to do everything they arecapable of doing to accomplish a mission; it causes soldiers to usetheir initiative when they see the need for action. Motivate yoursoldiers by caring for them, challenging them with interestingtraining, developing them into cohesive team, rewarding successes

and giving them all the responsibility they can handle. Effectiveleaders use both direct and indirect influence to lead.

Exercises:


1. What is the most essential element of combat power?2. What does leadership provide?3. What does propose /direction/ motivation give soldiers?

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4. Is leadership a born ability?5. Why is the study of military history important?6. How should a military leader be?

II. Make up sentences of your own using these words andphrases: leadership, to accomplish a mission, to handleresponsibility, to make a decision, challenge, confident.

III. Find the meaning of the underlined expressions:

1. The captain had to make an about face in orders because ofthe sudden enemy attack.

2. The reserve force is the General's ace in the hole.3. The attackjumps offat 0430 hours.4. He is AWOL for 9 days; he will be court martialed.5. It is not always wise to bawl out subordinates for every

mistake.

IV. Imagine a difficult situation. What would you do in sucha situation? Imagine yourself in the role of a leader.

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The Factors and Principles of Leadership

Leadership is intangible andtherefore no weapon ever designed can

replace it

General Omar N BradleyCommander, W. W. II

The four major factors of leadership are always present andaffect the actions you should take and when you should take them.They are the led, the leader, the situation and communications.

The first major factor of leadership is those soldiers you areresponsible for leading. All soldiers should not be led in the sameway.

For example a soldier with a new job or task normally needscloser supervision than a soldier who is experienced at that same job

or task. A soldier with low confidence needs your support andencouragement. A soldier who works hard deserves your praise, asoldier who intentionally fails to follow your guidance must be

punished. You must correctly assess your soldiers' competence,motivation and commitment so that you can take the properleadership actions at the correct time.

You must create a climate that encourages your subordinates toactively participate and want to help you accomplish the mission.

The second major leadership factor is you, the leader. You musthave an honest understanding of who you are, what you know andwhat you can do. You must know your strength, weaknesses,capabilities and limitations so that you can control and disciplineyourself and lead your soldiers effectively. You must continuouslyensure that each soldier is treated with dignity and respect.

The situation is the third major leadership factor. All situationsare different; leadership actions that work in one situation may notwork in another. To determine the best leadership action to take,

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first consider the available resources and the factors of METT-T(mission, enemy, terrain, troops and time available)

The situation also includes the timing of actions. For example,confronting a subordinate may be the correct decision, but if the

confrontation occurs too soon or too late, the results may not bewhat you want.

What if you take the wrong action? It happens. We all makemistakes. Analyse the situation again, take quick corrective actionand move on. Learn from your mistakes and those of others.

Communications, the forth-major leadership factor, is theexchange of information and ideas from one person to another.

Effective communications occurs when others understand

exactly what you are trying to tell them and when you understandprecisely what they are trying to tell you.

You may communicate what you want orally, or in writing,through physical actions or through a combination of all of these.

The way you communicate in different situations is important.Your choice of words, tone of voice and physical actions allcombine to affect soldiers. The ability to say the correct thing at theappropriate moment and in the right way is also an important part of

leadership.The four major leadership factors are always present, but in

every situation, they affect each other differently. Mistakes happenwhen leaders fail to consider all four leadership factors and see howthey affect each other and mission accomplishment.

The principles of leadership provide the cornerstone for action.They are universal and represent fundamental truths that have stoodthe test of time.

Here are the principles of leadership in short: Know yourself and seek selfimprovement;

Be technically and tactically proficient;

Seek responsibility for your actions;

Make sound and timely decisions;

Set the example;

Know your soldiers and look out for their wellbeing;

Keep your subordinates informed;

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Develop a sense of responsibility in your subordinate;

Ensure the task is understood, supervised and accomplished;

Build the team;

Employ your unit in accordance with its capabilities;

The factors and principles of leadership will help youaccomplish missions. They are the foundation for leadership.

Exercises:


1. What are the major leadership factors?

2. Name five of the principles of leadership.3. Why is exchange of information important?4. What do you do if you take a wrong action?5. What do the principles of leadership represent?

II. Make up sentences of your own using these words:

commitment, motivation, fail, guidance, confidence, support,

encouragement, strength, weakness, dignity.

III. Translate into Romanian:

In peacetime you must create the kinds of bonds that enablesoldiers to follow you so that they will conduct themselves properlyin combat. You must win their trust and confidence before, ratherthan after combat has commenced. Discipline and cohesion in units

come from the relationship between the leader and the led.

IV. Find the meaning of the underlined expression:

1. You are to be in charge of these men.2. Be here at 0800 hours, the Commanding General will also be

on tap.

3. All vehicles will be blackedouttonight.4. With this plan, we hope to blitzthe enemy.

5. The brass will inspect us today, so get everything ready.

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What a leader must be

Military leaders not only have tobe skilled in the technical aspects of

the profession of arms, but to be men

of integrity.

As a leader, you are responsible for understanding and directlytransmitting the Army's values to your soldiers. The oath you took

pledged you to support and defend the Constitution of thecountry. Taken without reservation and regardless of personalsacrifice, the oath is your commitment to a professional ethic.

Ethics are principles or standards that guide professionals to dothe moral or right thing what ought to be done.

As a leader you have three general ethical responsibilities. First,you must be a good role model. Second, you must develop yoursubordinates ethically. Finally, you must lead in such a way that you

avoid putting your subordinates into ethical dilemmas.

Be a Role Model

Whether you like it or not, you are on display at all times. Youractions say much more than your words. Subordinates will watchyou carefully and imitate your behaviour. Your must accept theobligation to be a worthy role model and you cannot ignore the

effect your behaviour has on others. You must be willing to do whatyour require of your soldiers and share the dangers and hardships.

Develop Your Subordinates Ethically

You must shape the values and beliefs of your soldiers tosupport the values of the nation, the Army, the unit. You developyour subordinates by personal contact and by teaching them how toreason clearly about ethical matters. You need to be honest with

them and talk through possible solutions to difficult problems.

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When you make a decision that has an ethical component, shareyour thought process with your subordinates when time permits.They will respect you for caring enough to discuss your personalthoughts with them, and they will learn from you. Your goal is to

develop a shared ethical perspective so that your soldiers will actproperly in the confusion and uncertainty of combat. Unless theyhave learnt how to think clearly through ethical situations, they maynot have the moral strength to do what is right.

Avoid Creating Ethical Dilemmas for Your Subordinates

Since your soldiers will want to please you, do not ask them to

do things that will cause them to behave unethically in order toplease you. Here are some examples that can get you in trouble:

I don't care how you get it done just do it!

There is no excuse for failure!

Can do!

Zero defects.

Covering up errors to look good.

Telling superiors what they want to hear. Making reports say what your leader wants to see.

Setting goals that are impossible to reach (missions without

resources).

Loyalty up not down.

Learn to give orders and lead without creating these kinds ofdilemmas for your soldiers.

An Ethical Decision Making Process

Regardless of the source of pressure to act unethically, youusually know in your heart the right thing to do. The real question iswhether you have the character to live by sound professional valueswhen under pressure. If you have the right beliefs and values, thething to do in most situations will be clear and you will do it.

Following are the steps of an ethical decision-making process to

help you think through ethical dilemmas:Step 1: Interpret the situation. What is the ethical dilemma?16


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Step 2: Analyse all the factors and forces that relate to thedilemma.

Step 3: Choose the course of action you believe will best servethe nation.

Step 4: Implement the course of action you have chosen.The ethical decision making process starts when you confront

a problem and continues until you develop and implement asolution. The process helps you analyze the problem, identifyinfluencing forces, develop possible courses of action, assess them,and decide on a course of action.

Tough leadership decisions do not always have happy endings.Some may praise your decision while others find fault with your

logic. You may not always be rewarded for integrity and candor.The point is that you have to live with yourself. Before you can gainthe respect of others, you must respect yourself. You gain honor andkeep it doing your duty in an ethical way.

Exercises:


1. What does the oath you took states?2. Haw can you define ethics?3. Name the general ethical responsibilities you, the leader,

have.4. How should you treat your subordinates?5. What are the steps to be taken in an ethical decision-making

process?

II. Make up sentences of your own using these words andphrases:

pledge, oath, dilemma, goal, strength, defect, loyalty, course ofaction.

III. Read and comment:

Beliefs, values and norms have great motivating power.Respected leaders of strong and honorable character are able to

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influence the beliefs, values and norms of their soldiers. As aprofessional, you are sworn to use your power for the good of yourcountry, the Army and those who lead.

As a leader you have ethical responsibilities.

When faced with a situation where the right ethical choice isunclear, consider all the forces and factors that relate to the situationand then select a course of action that best serves the ideals of thenation:

Fundamental to what leaders must BE are the moral strengthand courage necessary to make hard decisions and to give soldiersthe will to fight and the ability to win.


1. Try to cook up something new to surprise the enemy.2. Can I transfer him? He's just dead woodin this section.3. To take that hill, you'll have to fight hammer and tongs.4. This reconnaissance mayforce his hand.

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What a Leader Must Know

A leader must learn before he leads. You need to KNOW(understand) standards, yourself, human nature, your job and yourunit to be an effective leader.

This knowledge will give you a strong foundation for what youmust BE and what you must DO.

Standards define acceptable performance, control behavior andinfluence actions. You must communicate standards clearly andensure they are understood and attained.

You must set and enforce high standards in all areas that relateto specific training missions and tasks critical to wartime missionaccomplishment.

If your soldiers do not meet your standards, analyze thesituation and decide on a course of action for handling the situation.Decide if your standards are realistic. Adjust your standards, ifnecessary, but do not change them if they are correct. Ask yourself

these questions: Did your subordinates understand what was expected?

Did you provide the resources, authority, training anddirection your subordinates needed?

Did your subordinates know how to do what was expected?

Were your subordinates motivated to do what was expected?The answers to these questions will guide your actions. Your

subordinates may need more training, supervision or counseling.You may need to explain the standard better so that yoursubordinates understand it and its importance. If standards are notmet, do not become arrogant or abusive.

All leaders want their soldiers to do well.Soldiers also want to do well. Poor performance frustrates

soldiers and leaders and may cause anger. In these situations, youmay be tempted to work off your frustrations by yelling at soldiers,threatening them or otherwise verbally abusing them. You are in anofficial position of authority over soldiers and must keep yourself in

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check. You must maintain the right balance of military firmness andappreciation of human dignity.

Know Yourself

To lead others successfully, you must know about people andhuman nature. Before you can understand other people, however,you must know yourself.

Everyone has preferences, strengths and weaknesses. Crucial toyour development as a leader is knowing yourself so that you canmaximize your strengths and work to improve your weaknesses.

As a leader, you must realize you are three people: who you

are, who you think you are and who others think you are. In somecases, there is a close relationship between and among the threeyou's. In other cases, the relationship is not close at all.

Your seniors, peers and subordinates will give you honestfeedback if you ask for it and are open to it.

Know Human Nature

To understand and motivate troops and to develop a cohesive,disciplined, well-trained unit, you must understand human nature.People behave according to certain principles of human nature

that govern behavior in war just as in peace. The stress of war mayunleash certain fears that have been suppressed in peace. War,however, does not change human nature. Since all humans reactaccording to these principles, it is important that you understand thehuman dimension of warfighting.

Human nature is the common set of qualities shared by allhuman beings.All people have the potential for good and bad behavior. One of

the most important jobs is to suppress the bad, bring out the goodand direct that good behavior toward accomplishing the unit'smission. Most people want to do the right thing, but unfortunatelymany lack the moral fiber or character to do the right thing undertemptation or stress.

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You must realize this and know the conditions that bring out thegood and the bad in people. You can then encourage the good andsuppress the bad.

War can bring out the worst in human nature.

There are examples in war of people committing horribleatrocities, such as murdering disarmed prisoners and innocentcivilians.

Some people believe atrocities are inevitable in war and nothingcan be done about them. It is true that human nature, allowed to runits course under certain conditions of war, can produce atrocities.

However, it is also true that leaders can prevent atrocities.You must never forget that you are responsible for your

subordinates' performance and accountable with them for theiractions.

Exercises:


1. What must a leader know in order to learn how to lead?2. How should the standards be and why?

3. Why is it vital for a leader to know as much as possible abouthuman nature?

4. What does war bring about?5. Is the doer of a bad thing the sole responsible? Comment.


leader, standards, human nature, reward, punishment, abuse,arrogant, fears.

III. Read and Comment:

An American infantry company moving at night in Vietnamhad been taking casualties from booby-traps. As the soldiers neareda village, they were fired on by Vietcong snipers who quicklyretreated after killing a private and a lieutenant. It was dark and theAmerican soldiers were scared, anguished, resentful and frustrated.

They urged the commander to let them go into that village and killwhoever had Killed their fellow soldiers. The commander was also

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anguished and frustrated, but he knew what could happen andcontrolled his emotions.

He did not allow movement toward the village. He knew that ifthe soldiers went into the village in their emotional state they might

lose control and cause inexcusable deaths and damage.


1. It is not always wise to bawl out subordinates for everymistake.

2. To carry out an orderefficiently, one must first understandit.

3. Good staff officers check up on orders being carried outcorrectly.4. Tomorrow he may decide to give the nodto your suggestion.5. I don'tgo alongwith what you recommend, sir!6. You'd betterhash it overwith the commanding officer.7. My hands are tied; I can't disobey my superior's orders.8. We must keep in mindour final objective and our mission.9. What's the matter? You need a pep talk.

10. In giving your solution, don't use theshotgun method.

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What a Leader Must Do

Leaders can lose battles but only soldiers can win them. Havingthe right values, beliefs, character, ethics and knowledge isnecessary but does not ensure success on the battlefield.

Soldiers must be properly trained, equipped and led by theirleaders to enhance their probabilities of winning. Leaders must also

provide purpose, directions and motivation to meet the demands ofcombat. The requirements are the same whether you lead a combatunit, a combat support unit or a combat service support unit.

Purpose gives soldiers a reason why they should be in,dangerous situations under stressful circumstances. It focusessoldiers attention and effort on the task or mission at hand, enablingthem to operate in a disciplined manner in your absence. Soldierscan best relate to a task or mission if they know the ultimate

purpose of their actions.The likely violence of modern war could result in mass

casualties. Small groups of soldiers are likely to be isolated fromtheir units. They will experience great stress from continuous dayand night operations and from violent engagements with enemyforces. More than ever, success on the battlefield will depend oninitiative.

You must teach your subordinates how to think creatively andsolve problems while under stress.

Don't forget that you must communicate your intent so that

your soldiers are able to understand the desired outcome clearly.Keep in mind that this can only happen if you explain what you

want to happen in clear, concise and complete terms.Communications are only effective if your soldiers listen and

understand your intention.Your thinking skills are often referred to as directional skills

because you set the directions or orientation of actions when youstate what must be done in an established priority.

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The direction you give your soldiers is often based on guidancefrom your leader. The key point to remember is that you must listento your leader, support your leader, and help your leader accomplishthe mission, recognizing that your mission is normally a subset of

your leader's mission.The Army has established standards for all military activities.

You, as a leader, have two responsibilities: first, to know thestandards; and second, to enforce the established standard.

Goal setting is a critical part of leadership. The ultimate goal isto ensure that every soldier and unit is properly trained, motivatedand prepared to win in war. Achieving this objective will normallyrequire that you and your subordinates jointly establish and develop

goals. When developing goals for your unit, remember several keypoints:

Goals should be realistic and attainable.

Goals should lead to improved combat readiness.

Subordinates should be involved in the goal-setting process.

You must develop a program to achieve each goal.Planning is as essential for success in peacetime training as it is

for combat operations.Planning is usually based on guidance of a mission you receive

from your leader or higher headquarters.When time allows, soliciting help from your subordinates is

useful. If handled properly, you can accomplish several objectivessimultaneously which can be beneficial in improving cohesion anddiscipline.

Involving your subordinates in planning shows that yourecognize and appreciate their abilities. Your subordinates' ideas canhelp you develop a better plan; their participation in the planning

process gives them a personal interest in seeing the plan succeed.Motivation is the cause of action. It gives soldiers the will to do

what you know must be done to accomplish the mission.Some people say behavior is believable: your behavior sets

the example for your subordinates. Saying all the right words andhaving all the right values and knowledge will have no meaning toothers if not reinforced by your actions. Your actions are whatsoldiers, peers and leaders see.

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Actions give life to purpose, direction and motivation to seeunits through the tough demands of combat.

Exercises:

I. Answer the following questions:

1. Why is purpose important?2. What is direction based on?3. What is your responsibility as a leader regarding Army

standards?4. What can you say about the ultimate goal?5. Is motivation important and why?


battle, to enhance, purpose, motivation, goal, intent, toaccomplish, behavior, trust and respect.


Since the problem-solving process is a thought process, it isboth rational and intuitive. However, do not make the mistake ofmaking decisions guided totally by emotions or intuitions andimmediately doing what feels right. This is a prescription fordisaster. First, follow the problem-solving process as rationally andobjectively as possible. Gather information, then develop, analyzeand compare courses of action. Consider your intuition or hunches,your emotions and your values. Try to identify a best course of

action that is logical and likely to succeed and that also feels right interms of your intuition, values and character.


1. Hisyak yakcaused misunderstanding in the interpretation ofthe orders.

2. The tendency to yakat length is not an asset to an officer.3. You can't change that mistake, Jim; it's water under the

bridge.

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4. That question puts me out on a limb; frankly, I don't knowthe answer.

5. This question calls for apat answer.6. This is serious; don't jump to conclusions.

7. What's your opinion? I'm on the horns of a dilemma.8. Your solution hits the nail on the head.9. When morale is poor, the men are sure to gripe.

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Leadership Styles

Leadership styles refer to the way you handle a situation. Thereare probably as many leadership styles as there are personalities, yetthere are four which stand out: directive, selling, participative anddelegating. The style you adopt will depend on your analysis of the

people, the mission, the environment and your confidence andcomfort using various styles.

Directive Style

A leader is using directing leadership style when he tellssubordinates what he wants to be done, how he wants it done, wherehe wants it done, and when he wants it done, and then supervisesclosely to ensure they follow his directions.

For many, this is simply an autocratic power-based style ofleadership in which you control and direct your subordinates' every

action. It is an appropriate style when you require immediate actionor your subordinates are not able to do the jobs without closedirection.

The directive style is what you would find at basic training withnew recruits. You might also use it when someone is learning a newtask.

Selling Leadership Style

This style is still directive in nature, with emphasis on thehow of doing a job. At this point the subordinate has someknowledge of the job, and it is appropriate to explain why things aredone. You should get feedback from your subordinate about the joband provide support and encouragement.

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Participative Leadership Style

A leader is using the participating style when he involvessubordinates in determining what to do and how to do it. The leader

asks for information and recommendation; however, he still makesthe decisions. He simply gets advice from subordinates beforemaking the decision.

This style is the most democratic as you allow yoursubordinates to assist in the organizing and planning of tasks. Bydoing so, you allow your followers to participate and control muchof their work, while you retain overall responsibility.

Do not be concerned that asking a subordinate for advice or

using a subordinate's good plan or idea shows weakness. Theopposite is true; it is a sign of strength that your subordinates willrespect. On the other hand, you are responsible for the quality ofyour plans and decisions.

Delegating Style

A leader is using the delegating style when he delegates

problem-solving and decision-making authority to a group ofsubordinates. This is the laissez-faire style. It is appropriate to usewhen working with highly qualified subordinates. They need littledirection or personal support.

While you are always accountable to your leader for the resultsof any task you delegate, you must hold your subordinatesaccountable to you for their actions and performance.

Some things are appropriate to delegate, others are not. The key

is to release your subordinates' problem-solving potential while youdetermine what problems they should solve and help them learn tosolve them.

For years, when people talked about leadership styles, theythought about two extremes an autocratic style and a democraticstyle. Autocratic leaders used their legitimate authority and the

power of their position to get results while democratic leaders usedtheir personality to persuade and involved subordinates in solving

problems and making decisions. Thinking like this fails to consider

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the possibility of a leader using different styles and being flexibleenough to be autocratic at times and democratic at other times, or tocombine the two extreme styles at still other times.

Do not confuse emotion or anger with styles of leadership.

There is no one best leadership style. What works in onesituation may not work in another. You must develop the flexibilityto use all styles; further, you must develop the judgement to choosethe style that best meets the situation and the needs of thesubordinate.

Exercises:

I.1. Name the leadership styles and describe each in a few words.2. Which style is the best? Which suits you best and why?

II.Make up sentences of your own using these words:

complain, limits, solution, anger, directive, job, decision-making, mission, depend on.


Managers who develop authority properly find that theirorganizations can run themselves with very little control. If key

people know their jobs and are given the authority to makedecisions in carrying out their duties and responsibilities, theymanage to make the best of their abilities.

Even when the boss is away for long periods of time, theongoing operation of the organization does not suffer.

Thus, through effective delegation, managers can create anatmosphere of mutual trust and confidence, which makesorganizational control much easier. They also have more time forother managerial functions.

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1. Remember how you handled the situation; it is likely to cropup again.

2. The Division Surgeon is an officer who doubles in brass.3. The general wants us to firmup all plants by 1300 hours.4. Now don't try to give it the shotgun method; I want you to be

specific.5. It's his responsibility,so lay it in his lap.6.Lump togetherall the data on this situation for me.7. What's the latest up to the minute news? No change? O.K.!

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TYPICAL AMERICAN EXPRESSIONS

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TYPICAL AMERICAN EXPRESSIONS

EXPRESSION MEANING

1. About face To reverse a decision

2. Above board Honest

3. Abreast of the situation Know what is happening4. Ace in the hole A surprise; a surprise situation5. All for it Agree entirely6. All out, to go To try every means available

7. All shot Ruined8. Along with, to go To agree, follow9. Around the clock 24 hours a day; a full day10. Attack jumps off Attack begins11. Attack stalls Attack is retarded12. AWOL (AY-WOL) Absent without leave13. Baby Problem14. Backed up by Reinforced by

15. Backtrack, to To return on the same road

16. Bad shape, in In difficult position; in bad physicalcondition

17. Bag, to To capture18. Ball, on the Correct; efficient19. Balled up Confused; wrong20. Bank on, to To depend on rely on

21. Barrel through, to To pass through quickly22. Battle tested Proven worthy23. Bawl out, to To reprimand; speak harshly to

24. Beat, to To defeat25. Beat around the bush Delay coming directly to the point

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EXAMPLES

1. The Captain had to make an about face in orders because of thesudden enemy attack.

2. He has advanced rapidly because he has always been aboveboard.

3. These reports keep the General Staff abreast of the situation.4. The reserve force is the General's ace in the hole.5. This is a good plan and I'm all for it.6. It is necessary to go all out to capture this enemy position.

7. If the bridge is destroyed, our plants will be all shot.8. I advise you to go along with that idea; it is very sound.9. The staff worked around the clock to finish on time.10. The attack jumps off at 0430 hours.11. Our attack stalls whenever we encounter heavy fire.12. He is AWOL for 9 days; he will be court - martialed.13. Making the estimate of the situation is your baby.14. The 58th infantry will be backed up by supporting artillery.

15. Because of the bad roads, the supply convoy had to backtrack 6miles.

16. Our reserve failed, so now we are really in bad shape.

17. We expect to bag 500 prisoners in the next 24 hours.18. My G3 is always on the ball.19. When transportation didn't arrive, things became balled up.20. Is it safe to bank on his returning tomorrow?

21. The Army will have to barrel through the gap in hot pursuit.22. The division was a battle tested unit after 4 months of combat.23. It is not always wise to bawl out subordinates for every

mistake.24. Our purpose in every encounter is to beat the enemy.25. Instead of telling me the truth, he tried to beat around the bush.

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26. Beat him to the punch, to To take action before another acts

27. Beats me I don't understand this28. Beef up, to To reinforce

29. Be in charge of, to To command30. Be on tap, to Be present

31. Big picture, the Complete view or plan32. Bird dog, to To supervise or watch closely

33. Bird's eye view Overall explanation

34. Blacked out Without lights for security35. Blast, to To strike a hard blow

36. Blink, on the Not functioning37. Blitz, to To attack and overcome38. Blow a bridge, to To destroy a bridge39. Bog down To slow up or stop40. Boil down To reduce to basic form

41. Boomerang, to To return to the one who begins it42. Brass, the High ranking officers43. Breakdown Analysis44. Breakdown Failure

45. Break out again, to To occur again

46. Breathe down the neck To follow closely in pursuit

47. Briefing Explanation of a plan48. Bring out a point, to To illustrate49. Bring to light, to To reveal, illustrate

50. Broad picture A general view of a situation

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26. We must get there first in order to beat him to the punch.

27. What does this dispatch mean? It beats me.28. We'll have to beef up the main effort with extra artillery

support.29. You are to be in charge of these men.30. Be here at 0800 hours; the Commanding General will also be

on tap.31. After the briefing, he could see the big picture much better.32. I'm going over there to bird dog the problem for tonight.

33. Before starting the movement, I'll give you a bird's-eye view ofthe plan.

34. All vehicles will be blacked out tonight.35. This tank is able to blast any pillbox.36. My jeep's on the blink; may I borrow yours?37. With this plan, we hope to blitz the enemy.38. To blow a bridge safely and effectively requires great skill.39. The attack will bog down if you do not get us more fire support.

40. Please help me boil down this question to a form in which it canbe answered.

41. You don't want this whole thing to boomerang on you.42. The brass will inspect us today, so get everything ready.43. Give me a breakdown of your air requirements for tomorrow.44. The message didn't get through because of communications

breakdown.45. We believe heavy firing is about to break out again.

46. It is sometimes dangerous to breath down the neck of anunpredictable enemy.

47. Before the attack begins, the men are given a complete briefing.48. I want to bring out the following point as a summary.49. This intelligence is likely to bring to light the presence of new

enemy reinforcements.50. The Corps G3 gave us the broad picture of Corps Operations.

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51. Buffalo, to To confuse, to bewilder

52. Bug Defect

53. Bump into, to To meet; engage54. Butt heads with, to To argue; engage a fight or

violent discussion55. Button, on the Exactly correct56. Button up, to To finish; close57. Buy, Ill Agree; accept58. Call your shot, to To estimate correctly

59. Canned message A prepared message60. Cant put ones finger on Cannot locate or specify

61. Carry on with, to To continue

62. Carry out an order, to To do or execute an order63. Catch, theres a Theres a trick or difficult point

64. Catch on, to To understand65. Caught short, to be Unprepared; without supply66. Check! Right! Correct!67. Check up on To verify, to inspect

68. Chew out, to To reprimand69. Chewed to pieces Severely damaged

70. Chin, to take it on the To suffer severely71. Clean up, to To finish72. Clean cut Very clear; without doubt73. Clear up, to To explain; solve

74. Clobber, to To destroy, to deliver hard blows75. Close shave Just barely successful; just barely

avoiding an accident

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51. An instructor who tries to buffalo his students will lose theirrespect.

52. This radio set has a bug in it.

53. Opposing flanking movements tend to bump into each other.54. They are going to butt heads with each other because each is

insistent that he is right.55. He answered every question on the button; his grade is 100%.56. This memorandum will serve to button up the issue.57. That is a good plan; Ill buy it.58. The enemy is trying to envelop us, G2; you sure know how to

call your shot.

59. During practical exercises, we used many canned messages.60. This radio is on the blink; the operator cant put his finger on

whats wrong.61. After the briefing, each section will be able to carry on with its

work.62. To carry out an order efficiently, one must first understand it.63. This plan is OK, but theres a catch in it; we havent enough

transportation.

64. We dont want him to catch on to our plan.65. Well need extra ammunition; we cant be caught short.66. Is this what you wanted? Check! Thanks.67. Good staff officers check up on orders being carried out

correctly.68. It is not good to chew out a person before others.69. The enemy forces were chewed to pieces by our accurate

artillery fire.

70. Well have to take it on the chin if the enemy attacks now.71. Our division took 2 days to clean up pockets of resistance.72. It was undoubtedly a clean-cut victory.73. I dont understand this point. Would you care to clear it up for

me.74. Our air strikes will have to clobber the enemy reserves.75. The enemy attack failed to destroy the bridge but it was a close

shave.

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76. Close the pincers To surround; isolate

77. Cluttered up Has too many minor details

78. Cock-and bull story An unbelievable story79. Cold war War without shooting; war of

propaganda80. Comb over, to To search thoroughly

81. Come out in good shape, to To withstand the attack

82. Come to grips with, to To attack; to contact

83. Come up with the solution,to

To find the answer; to solve

84. Cook up, to To prepare, make a plan85. Count on, to To depend or rely on86. Cover a lot of ground Discuss a large amount87. Cover the high points, to To cover the important points

88. Crackup An accident89. Crank up Start90. Crop up, to To appear suddenly; to happen

91. Crosscheck to To verify from different sources

92. Curtain of fire Barrage93. Curve ball Tricky, unfair situation

94. Customer, a big A large user of 95. Cut off Surrounded, isolate

96. Cut to the bone Reduce to absolute minimum97. Dark, in the Ignorant of 98. Dead wood Worthless99. Deadline Prevent the use of 100. Dent Make a slight gain

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76. By a double envelopment, we can close the pincers on theenemy

77. Your overlay is too cluttered up to understand it.

78. His explanation was just a cock and bull story.79. The conflict between East and West is a cold war.

80. Someone ought to comb over these reports carefully to findany errors.

81. If all regiments are able to come out in good shape, the planwill have been successful.

82. The reconnaissance unit was about to come to grips with the

enemy patrol.83. You know the problem; now your job is to come up with the

solution.84. Try to cook up something new to surprise the enemy.85. To count on others all the time is unwise; be self-reliant.86. We have to cover a lot of ground during this period.87. I want to cover the high points once again, so you will

understand the lesson thoroughly.

88. Three fighter planes had a crackup on landing.89. Its nearly time to cross the initial point; crank up your motors.90. Remember how you handled the situation; it is likely to crop

up again.91. I want you to check with him and to crosscheck with everyone

else involved.92. Our troop advanced behind a heavy curtain of fire.93. There are no curve balls in this examination.

94. Division Artillery is the big customer for 90-mm shells.95. In the defense of an extended front, some units may be cut off

for a while.96. If we send this group to Corps, well be cut to the bone.97. What does this mean, G2? Dont keep me in the dark.98. Can I transfer him? Hes just dead wood in the section.99. Deadline that vehicle; the brakes are faulty.100.Our secondary effort will probably only dent his lines.

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101 Dig out, to To discover; to study102. Dish it out, to To give hard blows103. Divvy up To divide

104. Done for Finished; defeated105. Dont see the forest for the

treesToo busy with details to see the

big picture106. Dont fight the problem Accept things as they are; dont

offer resistance107. Doubles in brass Acting in two or more jobs at once108. Doughboy Infantryman

109. Dovetail Coincide

110. Down a blind alley Reach an impasse

111. Down the home stretch Finishing or ending112. Drag out, to To be slow; to last a long time

113. Duck Avoid

114. Earmark Reserve for a specific purpose115. Eggs in one basket, all your Chances of success in one effort116. End product The result

117. End run around, to make an

To envelop

118. Eyeball to eyeball At bayonets distance; face to face119. Eye on, to keep an To watch closely

120. Fall down on Fail, be inefficient in

121. Fan out, to To disperse; deploy122. Federal case, make a To exaggerate; to stress something

which is not important123. Feed, to To send to, transmit

124. Fight hammer and tongs, to To fight heavily; closely engage

125. Fine tooth comb, with a Very careful search

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101. Youll have to dig out these experience factors from FM 101-102.102. Weve taken a lot of damage; now its our turn to dish it out.103. The Supply Sergeant will divvy up the rations for each company.

104. If the storm hits us now, well be done for.105. All men in the division are not kept informed, therefore they

dont see the forest for the trees.106. I know that this is a difficult matter, but dont fight the problem;

work slowly and carefully.107. The Division Surgeon is one officer who doubles in brass.108. In the final analysis, its the doughboy who has to take the

objective.

109. The adjacent divisions plans for the attack dovetail very wellwith our own.

110. Youre down a blind alley, Bill; we wont get extra trucks for thismovement.

111. Well be going down the home stretch in Phase 1 in 2 weeks.112. The attack through the fortified position is likely to drag out some

time.113. Lets duck into the nearest building to get away from sniper fire.114. George, your infantry battalion is earmarked for division reserve.115. Make out 3 separate plans; dont put all your eggs in one basket.116. The end product of this training showed up well in the training

tests.117. Our best course of action to make an end run around the enemys

left flank.118. Our doughboys fought eyeball to eyeball in the enemy trenches.119. You ought to keep an eye on enemy activity.120. This operation is of supreme importance; no one must fall down

on his job.121. The leading battalion will fan out to cover our advance.122. Dont make a federal case out of this matter; its not so very

important.123. The job of division is to feed G2 information on daylight

movements of the enemy.124. To take that hill, youll have to fight hammer and tongs.125. Search there with a fine tooth comb for the missing reports.

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126. Fingertips, to have at your To have available; ready

127. Finish off To defeat enemy

128. Firm up, to To complete, finish129. Fix, in a bad In trouble130. Fix the enemy, to To keep the enemy inactive131. Flair up, to To begin action132. Flap, in a In great confusion133. Follow up, to To verify; supervise134. Force his hand To make one reveal his plans

135. Fouled up Wrong; thwarted; confused

136. Freeze, to To restrict, stop in place

137. Fresh blood Reinforcements or replacements

138. Fritter (away), to To waste, employ piecemeal

139. Gadget Any mechanical thing140. Geared to Adjusted to141. Get action Obtain results

142. Get a lucky break Be fortunate; gain an advantage143. Get ahead, to To advance144. Get along without, to To exist without145. Get around a difficulty, to To find an answer

146. Get away with it Succeed by taking a chance

147. Get by with, to To succeed; to manage148. Get going Begin; start149. Get in touch with, to To communicate with150. Get on with Continue

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126. Whats your estimate, G3? You ought to have it at yourfingertips.

127.When that last strong point surrenders, we can finish off the rest

easily.128.The general wants us to firm up all plans by 1300 hours.129.When the jeep axle broke, we were really in a bad fix.130.The base of fire serves to fix the enemy in place.131.Sporadic firing is expected to flair up all through the night.132.For lack of information, the staff was in a flap.133.Staff officers are to follow up on all plans and orders issued.134.This reconnaissance may force his hand.

135.Because of unexpected guerrilla activity, all our plans forsecrecy were fouled up.

136.If theres no time to evacuate civilians, it will be necessary tofreeze them in place.

137.The enemy was waiting for fresh blood before making a newattack.

138. An uncoordinated attack may cause you to fritter away youradvantage.

139.Whats that gadget, Dick? Its a special tool for radios, John.140.Our advance must be geared to that of the adjacent divisions.141. We need that material right away; we must get action on our

requisition.142.Well get a lucky break if theres no heavy precipitation.143.Dont try to get ahead too fast.144.Well have to get along without hot meals for two or three days.145.A resourceful staff officer knows how to get around a difficulty.

146.You may get away with it this time, but you wont always be solucky.

147.We may have to get by with only a few men.148.George, get going on the report; Ill need it in 15 minutes.149. If you want to get in touch with him, call him at his home.150.Excuse the delay, gentlemen. Lets get on with the briefing.

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151. Get rid of, to To eliminate, send away

152. Get rolling Begin; start

153. Get the show on the road,to

To begin; start

154. Get together with Meet, confer 155. Get your hands on, to To obtain

156. GI Government issue157. GI A soldier 158. Gimmick A troublesom point; device

159. Gingerly Softly, carefully160. Gismo Anything whose name you

dont know161. Give a rundown on Give a summary of 162. Give away, (a give away) Fail to deceive (failure in

deception)163. Give ground, to To withdraw, to fall back 164. Give him the green light Give your agreement (signal to

continue)165. Give him the 1-2 punch, to To strike your hardest blows

166. Give him the works, to To punish167. Give the broad brush, to To cover in very general terms

168. Give it the once over Scrutinize, examine169. Give it the shotgun method,

to

To do something quickly

170. Give the highlights (of, on) Cover only the most importantpoints

171. Give the nod to, to To approve172. Give up Surrender 173. Go along with Agree174. Gobbledy gook Unintelligible information

175. Gobble up Capture, take

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151.Prior to combat, we want to get rid of all physically unfitsoldiers.

152.Promptly at 2030 hours, the column will get rolling.

153.We have been ordered to get the show on the road at 2205.

154.G2 and G3 get together with each other on all operations.155.Do you know where to get your hands on any more ammunition

right away?156.Your GI clothing is given free in wartime.157.Every GI has the opportunity to advance himself.158.This gimmick is causing the bearing to wear away.

159.Mines must be placed in position gingerly.160.Whats that gismo? Its a new safety device.

161.Give me a rundown on enemy strategy and locations.162.Those newly cut trees in that area sure give away his position.

163.The enemy is expected to give ground slowly and stubbornly.164.The bottleneck is cleared up, so give him the green light.

165.With our artillery and preplanned air strikes, we are in positionto give him the 1-2 punch.

166.Nows the time, sir, to give him the works.167.It will take just 2 minutes, to give the broad brush to the

situation.168.Heres the order, Ed, give it the once over, will you?169.Now dont try to give it the shotgun method; I want you to be

specific.170.Reports, which give the highlights, are useful in a general way.

171.Tomorrow he may decide to give the nod to your suggestion.172. If youre cut off, dont give up, well get help to you somehow.173. I dont go along with what you recommend, sir.174.Whats that gobbledy gook? Its a cryptographic message;

heres the clear text.

175. A rapid advance may gobble up many strongpoints andprisoners of war.

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176. Goes out Fails to operate177. Go for record Do something officially

178. Goldbrick A lazy person179. Good deal, its a Wonderful; to ones liking180. Got it made Do not have worry181. Go to pot Deteriorate; fail to pieces; become

worthless182. Go through the mill, to To experience; to undergo hardship

183. Graveyard shift, the From 2200-0600 hours; night work

184. Gravy, just Something extra; free; gratis185. Gripe, to To complain; voice objections to186. Grounded Not permitted to fly

187. Ground floor, to get in onthe

To be one of the first

188. Ground rule A normal procedure; a fixed rule189. Ground work Basic detail work

190. Gumbo Mud, slush191. Gum up Spoil; do poorly

192. Guts The will to fight; bravery

193. Hammer and tongs With great force194. Hand in glove with Closely together; closely related

195. Hands are tied Cannot act196. Hang on Continue to resist197. Hard and fast rule Invariable; fixed198. Hard go of it Difficulty199. Hash it over Discuss the situation200. Hassle A fight, argument

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176.My receiver goes out as soon as I move it.177.General remarks to his staff just before entering combat for the

first time: Now we go for record.

178.Keep your eye on him; be is a goldbrick.179.How do you like your new job? Its a good deal.180. If this meeting solves the problem, youve got it made.181.Without good leadership, any unit will soon go to pot.

182.The men have to go through the mill to be successful.

183. Its your turn next month for the graveyard shift as duty officer.

184.These extra rounds of ammunition are just gravy.185.When morale is poor, the men are sure to gripe.186.All our preplanned observation missions were grounded during

the snowstorm.187.He was promoted quickly because he was lucky to get in on the

ground floor.188.Theres a ground rule here against such actions.189.The early ground work on the plan was performed by the

assistant G3.190.No vehicle could move through such gumbo after 4 days rain.191.I dont want to gum up this job, its important to my days'

future.192.The doughboy with the rifle is the one who has the guts in

battle.193.We fought the enemy hammer and tongs for 2 hours.194. The assistant G4 for transportation works hand in glove with

G3 on movement.195.My hands are tied; I cannot disobey my superiors orders.196.Hang on for 8 hours; relief is on the way.197.There is no hard and fast rule in such a situation.198.The troops in defense were having a hard go of it.199.Youd better hash it over with the commanding officer.200. G4 and the Ordnance Officer had a big hassle about

maintenance.

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201. Have a go at it, to To attempt; to try

202. Have a heyday Have things ones own way

203. Have an edge Have an advantage204. Have it made Be successful205. Have on hand Have; own

206. Have ones hands full Be very busy or occupied with207. Hazy about Doubtful about, not sure208. Headache Trouble, difficulty

209. Head on, meet Meet squarely or face to face

210. Hedge, to To avoid a decision

211. Held up Delayed212. Helter-skelter In an organized way213. Hem in Surround; isolate214. Heyday, have a Have no resistance

215. High and dry Isolated; abandoned216. Highlight Most important point217. Highlight, to To emphasize; stress

218. High powered Important219. Hightail, to To leave hurriedly220. Hike on foot, to To march

221. Hit or miss Disorganized; poorly done222. Hit the nail on the head Be exactly correct223. Hit the road Begin; start

224. Hit the sack Go to sleep225. Hold down Reduce to a minimum

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201.It will be a difficult stream to bridge, but the engineers want tohave a go at it anyway.

202.During the pursuit, our Air Forces will have a heyday with the

retreating enemies.203.We have an edge over the enemy in firepower.204. If we can cut off the enemys retreat, well have it made.205.Each unit makes a daily report on how much gas they have on

hand.206.Go see my assistant; I have my hands full right now.207. Im still hazy about when my unit will move.208.Maintenance of vehicles during an attack is always a headache.

209.If we commit our reserve here, our two forces will meet headon.

210.Dont try to hedge on the date replacements are due; youve gotto be more specific.

211.Our forces were held up by heavy enemy fire.212.The enemy patrol ran helter-skelter back to their own lines.213.By this turning movement, we can hem in the enemy unit.214.The pursuit planes will have a heyday with the retreating

columns.215.The cracked-up plane was left high and dry in No mans Land.216.The highlight of this operation will be the surprise element.217.The purpose of this booklet is to highlight the slang youll most

often hear.218.He was made corps Chief of Staff, a very high powered job.219.We want the enemy to hightail to the rear without a real fight.220.There is no transportation; the troops will have to hike on foot.

221.Do this again, it looks like a hit or miss job to me.222.Your solution hits the nail on the head.223.Well, lets hit the road; weve still got 3 hours to return to the

command post.224. Im tired; I think Ill hit the sack.225.To preserve surprise, we will have to hold down all noise.

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226. Hold out Continue to resist227. Hold out a unit Keep in reserve

228. Hold up his end Do his share of the work 229. Holding the bag, left Be held responsible

230. Hook, on your own On your own initiative231. Hook-up Join in communications; juncture232. Hook up with, to To join, as in communications

233. Horns of a dilemma, on the In a difficult position

234. Hot (news, poop), the Latest, important information235. Hot potato Difficult problem or situation236. Hot shot Very efficient; very important

person237. Hot time, to have a A difficult fight238. Hot war A shooting war 239. Hot water, in In trouble240. Hot work Difficult

241. Hubba! Hubba! Lets have your attention! Listencarefully!

242. Ill buy that I agree243. Ill go along with that I agree or accept244. Ill go for that I like that; that is wonderful

245. Ill settle for that Ill accept that

246. Im sold on I like247. Indian A subordinate248. In the air Undecided; uncertain249. In the bag Positive; certain250. In the mill Being processed

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226.You must hold out until relieved by the link-up forces.227.60th Infantry will hold out one battalion, subject to division

orders.

228.Each staff officer must hold up his end of the load.229.If the rations dont arrive, the mess officer will be left holding

the bag.230.You do not have the authority to act on our own hook.231.Can you contact the Battalion Commander by some hook-up?232.Our flank patrol is to hook up with those of the adjacent

division.233.Whats your opinion? Im on the horns of a dilemma.

234.What is the hot (news, poop) from the front?235.That question is some hot potato; have you any ideas on it?236.This regimental S3 is really a hot shot on everything he does.

237.The 20l st likely to have a hot time over on the left.238.From April 1940 to May 1945, Europe was in a hot war.239. If that bridge goes out, well be in hot water.240.Fighting face to face is always hot work.

241.Hubba! Hubba! Lets settle down and complete this job.

242.G4, your logistical plan looks OK to me; Ill buy that.243.Captain, your plan looks OK to me; Ill go along with that.244.Would you like 5 days in the Army Leave Center? Ill go for

that.245. I need 40 trucks, but have only received 25, so Ill settle for

that.

246. Im sold on the idea of small unit rotation.247.Well, here are my orders; Ill just be an Indian in the Pentagon.248.All plans are in the air since the Old Man received his orders.249.After we take that last defile, the surrender is in the bag.250.All outstanding requisitions still in the mill are cancelled.

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251. In tune with Agree; in accord with

252. Ironclad rule Invariable, without exception253. Iron out, to To arrange the details of; to co-

ordinate254. Its all yours Its your problem

255. Its at a premium Badly needed256. Its in your (hands, lap) Its your problem257. Its beyond me I dont understand this258. Its (your baby) (all yours) Its your problem

259. It strikes me that I think; believe260. Jam, in a In trouble

261. Jelled Decided; resolved

262. Jibe with, to To agree with

263. Jigsaw Riddle, all mixed up

264. Jittery Worried, excited265. Joker Trick; difficult point

266. Jump ahead of, one Planned in advance267. Jump off, to (of an attack) To begin268. Jump to conclusions Decide too quickly269. Keep clear of, to To avoid

270. Keep close tabs on, to To watch closely271. Keep hammering at Continue to attack 272. Keep one in the picture, to To advise; to inform

273. Keep in mind Remember 274. Keep the enemy off your

backPrevent the enemy from

bothering you275. Keep your finger on, to To control or keep in contact

with

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251. All division operations must be in tune with the CommandingGenerals concepts.

252. It is an ironclad rule that subordinates respect supervisions.253.You must see the Division Adjutant to iron out this rotation

program.254.I want a recommendation on this problem before 1700 hours; it's

all yours.255.Gas is at a premium after a siege of 48 hours.256.What are we going to do about this? Its in your hands.257. I cant understand why theres no news; Its beyond me.258.What are we going to do about this? Its your baby. (Its all

yours).

259. It strikes me that we need reinforcements just to be safe.260.That battalion is out of ammunition and gas; theyre in a jam for

sure.261.Our plans were all jelled before the Commanding Officer

returned.262.This report appears to jibe with what the observation team

indicated.263.G2 is the one who must solve the jigsaw puzzle of enemy strategy.

264.Dont be so jittery; our plans are well organized.265.The joker is that Army cant evacuate our prisoners of war for 3

days.266. Im one jump ahead of you; Ive already arranged that.267.Our attack is to jump off tomorrow morning at 0430.268.This is serious; dont jump to conclusions.269.Warn your men to keep clear of that minefield near you.270.We will have to keep close tabs on that enemy armoured division.

271.Keep hammering at them in that area until we open their line.272. G2, be sure to keep me in the picture on any new enemy

reinforcements.273.We must keep in mind our final objective and our mission.274. In a withdrawal, the purpose of the detachment left in contact is to

keep the enemy off your back.275. You have to keep your finger on everyone involved at all times.

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276. Keep your wits about you Be calm

277. Keystone The principal point278. Kick around, to To discuss

279. Kickoff, at the At the beginning

280. Kickoff, to To begin281. Knock down drag out affair A fight to the final conclusion

282. Knock (off) (out), to To kill; take out of action283. Know-how, the The ability, the knowledge

284. Know the ropes, to To know the procedures285. Know the score, to To be intelligent; to know

286. Know your way around, to To be (become) familiar with287. Last ditch Final resistance, effort

288. Last inning(s), in the In the final phase

289. Last legs Making ones final resistance290. Last resort, as a As a final means

291. Last stand Final resistance292. Late shift Late tour of duty293. Lay it in his lap Give him the problem294. Lay on Pre-arrange, prepare295. Layout Physical arrangement

296. Lay the cards on the table, to To explain all the details

297. Lay the groundwork for, to To make first preparations

298. Lay your hands on, to To secure; obtain299. Leaning forward in their

foxholesTroops are ready and eager tobegin the attack

300. Lets get going Lets begin

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276. Dont get excited during the enemy attack; just keep your witsabout you.

277. The keystone of the maintenance system is the user of equipment.

278. Weve got 2 days to kick the plan around before deciding on a

solution or a scimitar.279. The General went down to the 59th Infantry to watch the attack at

the kickoff.280. The red flare was the signal to kickoff the attack.

281. The air battle, like ours on the ground, turned into a knock downdrag out affair.

282. We tried to knock off the enemy artillery the first day.

283. With all his past experience, hes got the know-how to be a goodG3.

284. As a former G3, he ought to know the ropes quite well.

285. He ought to know the score all right; hes not a Colonel fornothing.

286. In each new job, it takes time to know your way around.

287. When we blew up all bridges in the rear, the enemy had to make alast ditch.

288. We launched our exploiting forces in the last innings of thecampaign.

289. Come on, theyre on their last legs; lets get in eyeball to eyeball.290. The service elements of the division are used in combat only as a

last resort.291. The Battle of the Bulge was really the German Armys last stand.

292. Im on duty from 2000-0600 hours; thats the late shift.

293. Its his responsibility, so lay it in his lap.

294. G3 Air, lay on 3 air alert missions for tomorrows attack.

295. The layout of the Comcenter must be efficient and convenient.

296. Before he commits the reserve company, he will have to lay thecards on the table to the Old Man.297. A part of the staff is detached to lay the groundwork for the next

operation.298. Youve got to lay your hands on more ammunition, somewhere.

299. At H-hr, all troops were leaning forward in their foxholes.

300. Were late already; lets get going back to the division rearechelon.

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301. Lets take a look (at) (into) Lets examine302. Letter of the law Each detail of the law

303. Lie doggo Hide; to be quiet

304. Lie low Out of sight305. Line buck, to make a To make a penetration

306. Live off (the fat of) theland, to

To use local resources, to enjoy thebest

307. Lock horns with Argue, engage in a (fight,

discussion) with308. Look down your throat Have dominant observation309. Look into Examine310. Look into the crystal ball Make a guess

311. Lower the boom, to To strike a heavy blow312. Lump together Add, total313. Made a fine play Did something very well

314. Make a stab at it Attempt try; guess315. Make good, to To be successful

316. Makeup Composition, arrangement317. Manhour Work of 1 man for 1 hour318. Mauled Damaged; hurt

319. Means to the end Means of accomplishing something

320. Meat of the matter The important point321. Mess up Ruin; spoil322. Miss the boat Fail

323. Mop up Finish

324. Move out, to To begin movement or march

325. Move up a notch Advance, as in promotion

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301.On the way lets take a look at the plan for tomorrow.302.Weve done nothing wrong, so weve complied with the letter of

the law.

303.Our tanks will lie doggo before the attack, camouflaged in theadjacent woods.

304.Lie low until enemy patrol passes.305.Since the enemy flanks are secure, we'll have to make a line

back.306.Aggressor policy is to live off the land as much as possible.

307.If we attack there, well only lock horns with his prepared

position.308.From that hill mass, the enemy can look down your throat.309.Heres this report, Captain; look into this at once, please.310.A good G2 doesnt look into the crystal ball; he looks for

indications.311.Our air support should really be able to lower the boom on them.312.Lump together all the data on this situation for me.313.The tank-infantry team made a fine play through that hole.

314. I dont know the correct answer, but Ill make a stab at it.315.We expect division units to make good on their combat readiness

tests.316.The makeup of that task force parallels that of a covering force.317.Five (5) manhours are needed to get that truck operating again.318.The troops in the counterattack though successful, were severely

mauled.319.Clarity in operation orders is only one means to the end.

320.The meat of the matter is contained in the second paragraph.321.Youre in command now, so dont mess up your chances.322.He will miss the boat completely if he overestimates the enemy

strategy.323.The 20th Infantry, following the 23d Armored, will mop up the

last enemy resistance.324.The leading serials will have to move out of their areas right on

time.

325.Next month Ill move up a notch from Asset G3 to G3.

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326. Mow down Wound or kill many327. Muddle up Confused328. Muff your chance Fail; miss

329. Mull over, to To think about330. Nasty business Dirty work

331. Needle Annoy; disturb332. Never say die Never give up hope333. Never mind Forget about it334. Nip and tuck Very close, almost evenly

matched

335. Nit-pick Bother with minor questions336. Nose, on the Squarely; exactly, correctly337. Nutshell, in a Briefly338. Off balance, to catch To find unprepared

339. Off base Wrong, incorrect340. Offhand At first glance341. Off the cuff; record Not official; not to be quoted

342. Off the track Away from; unaware

343. O.K. All right; correct344. Old Man Your senior officer 345. Old standby Someone or something which

has proved reliable346. Old stuff, thats Familiar to everyone

347. One shot Once only348. On the carpet To reprimand

349. On the drawing board Being planned350. On the face of it At first look

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326.Our interlocking fire will mow down the enemy 327.This latest dope leaves me more muddled up than before.328.Dont muff your chance to earn a promotion.

329.Wait a minute; Ive got to mull over this news for a while.330. The Mobile Army Surgical Hospital will have a lot of nasty

business after the attack.331.Needle him with questions to make him talk.332.We still have a chance, you know, so never say die.333.Never mind; I will submit a new plan.334.The fighting on our first objective was nip and tuck.

335.Dont nit-pick your instructors; theyve got a lot to cover.336.He answered that question on the nose.337. In a nutshell, General, we can support your plan.338.By attacking at 2300 hours, we should be able to catch the

enemy off balance.339.You are way off base on your time and space calculations.340.Offhand, Id say well capture 200 prisoners on D day.341.Here are some factors to help you, which Ill give you off the

cuff.342.This maneuver will keep the enemy off the track of our main

effort.343.Your plan is O.K.344.The Old Man doesnt always agree with his G3, does he?345.The Commanding General is permitted to select his old standby

as his Chief of Staff.346.Thats old stuff, it was in use at the outbreak of World War II.

347.We can give it a one shot treatment.348.The Old Man is going to put him on the carpet because of the

serious mistake be made.349.We have several new jet planes on the drawing board.350.Your landing plan, on the face of it, looks O.K. to me.

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351. On the fence Undecided352. On the hook In a difficult position

353. On the last lap Near the end354. On the ropes Almost defeated355. On the spot In a position requiring a

decision356. On your own Independent; alone

357. Open and shut Sure; certain; positive358. Outfit Unit; organization

359. Out of hand Out of control360. Out on a limb Undecided; doubtful

361. Overall picture Complete situation362. Over his head, to go To appeal to higher authority363. Over my head Difficult to understand364. Pack a wallop, to To be powerful, strong

365. Paint a rosy picture, to To describe in an ideal manner

366. Passe No longer used367. Pass the buck, to To avoid responsibility by

giving it to another368. Pass the work down the line Communicate; convey the

message369. Pat answer A sure, specific reply

370. Pat, have down To memorize371. Pay dearly Be costly372. Payoff, the The result; climax

373. Pay off, to To produce good results

374. Peak load Greatest amount of work 375. Pep talk, a A talk to raise morale

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351.Right now, hes on the fence about the two courses of action.352.Youve got me on the hook; I just dont know the correct

solution.

353.Here is the Command Post; were on the last lap now.354.The enemy is on the ropes now; keep hammering at him.355.Your question puts me on the spot, but heres my

recommendation.356. During an independent operation, youre pretty well on your

own.357.They had an open and shut case against the accused.358.Hospital returnees should be reassigned to their old outfit.

359.During a bottleneck, traffic is nearly always out of hand.360.That question puts me out on a limb; frankly, I dont know the

answer.361. I can brief you on the overall picture in 10 minutes.362. If he refuses your request you ought to go over his head.363.His explanation is over my head.364.Any weapon will have to pack a wallop to be effective in this

situation.

365.He is not always reliable; he tends to paint a rosy picture toooften.

366.The use of messenger pigeons is almost passe.367.Dont try to pass the buck to me; that problem is yours.

368.Pass the word down the line about the possible use of gasmasks.

369.This question calls for a pat answer.

370.The patrol will have the area down pat.371. If we try to infiltrate, well pay dearly for it in lives.372.The payoff of proper fire support co-ordination is the enemys

defeat.373. Good maintenance ought to pay off in a reduced number of

deadlined vehicles.374.G3 has his peak load from about 0900 to 1800 hours.375.Whats the matter? You need a pep talk.

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376. Pet subject Favorite topic377. Pick and shovel work Difficult assignment(s)378 Pick one out of thin air To guess

379. Pin down the enemy Keep the enemy in control380. Pinpoint Locate accurately

381. Pipeline, in the According to requisition382. Plant, a A spy

383. Plaster, to To destroy

384. Play safe, to To be cautious

385. Plow through Pass through quickly

386. Plug the gap Stop a breakthrough387. Plush job, a An easy (job); a luxury

388. Point, there is no There is no reason

389. Point up Emphasize; reveal

390. Polish off, to To defeat; complete391. Poll the class Take a vote; ask for opinions392. Poop Information393. Pooped out Tired, exhausted394. Poopsheet Information sheet

395. Pop up Happen

396. Pound to pieces Strike or attack heavily

397. Pour out the lead Shoot a great deal of ammunition

398. Power play A strong movement399. Pressed for time Have very little time

400. Pro and con For and against

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376.Military history is the Colonels pet subject.377.The Indians on a staff do most of the pick and shovel word.378.There are several possible solutions, so Ill pick one out of thin

air.379.Our artillery will pin down the enemy indefinitely.380.You must pinpoint your targets when requesting artillery

support.381. Individually trained replacements arrive in the pipeline.382.Some CIC men mingle with refugees as a plant to discover

enemy agents.383.Ask for an air strike to plaster that target.

384. On the defense, we requisition extra Class V supplies just toplay safe.

385. An armored division cannot plow through heavily fortifiedposition.

386.The General committed the Engineer Battalion to plug the gap.387.The Division Commanding Generals trailer is a plush job as a

home in the field.388.There is no point in asking for it; there are none in stock.

389. The arrival of enemy reinforcements would point up astiffening defense.

390.The mission of this unit is to polish off remaining resistance.391. Ill poll the class on these three courses of action.392.According to the poop, well occupy blocking position.393. In mountain operations, men become pooped out easily.394.Where is that movement poopsheet wit the critical points on the

route?

395. In a meeting engagement, anything can pop up, so be on thealert.

396. Our artillery fire will pound to pieces any defense theyestablish.

397.This new automatic rifle can really pour out the lead.

398.A penetration is normally a power play through the middle.399.A piecemeal attack is made when youre pressed for time.

400.Lets discuss the pro and con of this course of action.

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401. Prod, to To urge402. Pull off an operation Execute a maneuver

403. Pull out, to To depart; withdraw404. Pull stakes, to To depart405. Punch through To penetrate406. Push off, to To begin407. Push on, to To advance

408. Put a handle on Give something a name, bespecific

409. Put him on the spot Place him in a difficult position410. Put out an order Publish an order 411. Put out the poop Publish the information412. Put your finger on it Be specific; explain413. Quibble Argue over a small point414. Rack up, to To prepare, to arrange

415. Recap, to To

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