Since the early 20th century, officers of the US Army have honed
their professional knowledge and skills by conducting staff rides
to historical battlefields. In most cases, these educational
exercises have focused on the tactical and operational levels of
war, through a detailed examination of a major battle or campaign.
The Lewis and Clark staff ride presented, by contrast, focuses on a
US Army mission to explore the unknown during a time of peace. By
studying the Lewis and Clark Expedition of 1804-1806, traveling the
route, and visiting the places where key decisions were made, the
military professional can gain a greater appreciation of what it
means to be a leader in today's Army and gain an enhanced
understanding of the time-honored leadership principle of Be, Know,
Do. The captains had commendable character, the "Be" of Be, Know,
Do. They had the courage to do what was right regardless of the
circumstances or the consequences. In short, they lived the Army
values of honor, loyalty, and selfless service. The captains also
repeatedly demonstrated well-honed interpersonal, conceptual,
technical, and tactical skills, the "Know" of Be, Know, Do. They
mastered their tasks and constantly strove to add to their
knowledge and skills. Most important, the captains' actions
demonstrated the Army values of duty, respect, integrity, and
personal courage, the "Do" of Be, Know, Do. Their mastery of agile
and adaptive leadership was the single most important factor in the
success of their mission. In many ways, Captains Lewis and Clark
faced a more daunting leadership challenge in their journey into
the unknown than that faced by the crews of the Apollo missions to
the moon. In their epic journey to the Pacific and back, they had
no communication with "Houston Control" and had to rely completely
on their own skills, judgment, and resources. Fortunately, they
were equal to the challenge, and they had their commander's clear
intent from the president. They serve today as outstanding examples
of what an Army leader must Be, Know, Do. They understood what a
leader must be, a person of character; they demonstrated what a
leader must know, mastery of the profession; and they exercised
what a leader must do, take charge and motivate others to
accomplish the mission, however daunting the obstacle.
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