"Soldiers represent what's best about the Army. Day in and day out,
in the dark and in the mud and in faraway places, they execute
tough missions whenever and wherever the Nation calls. They deserve
our very best-leaders of character and competence who act to
achieve excellence. That theme resounds throughout FM 22-100, Army
Leadership, and echoes our time-honored principle of BE, KNOW, DO.
This leadership manual lays out the framework that applies to all
Army leaders-officer and NCO, military and civilian, active and
reserve component. At the core of our leadership doctrine are the
same Army Values embedded in our force: loyalty, duty, respect,
selfless service, honor, integrity, and personal courage (LDRSHIP).
The framework also outlines physical, mental, and emotional
attributes that together with values form 'character'-what a leader
must BE. Being a person of character is fundamental to the Army.
What makes Army leaders of 'competence' are skills with people,
ideas, things, and war-fighting. We refer to those four sets of
skills as interpersonal, conceptual, technical, and tactical. Many
are common to leaders in all situations; some additional skills are
required for those who gain increasing responsibility. Leaders of
character and competence are those with the appropriate skills,
leaders who KNOW their people, their equipment, and their
profession. All that is still not enough. We call on our leaders to
translate character and competence into leader actions. Army
Leaders influence people-by providing purpose, direction, and
motivation-while operating to accomplish the mission and improving
the organization. Leaders inspire others toward common goals and
never lose sight of the future even as they labor tirelessly for
the demands of today. That is what we expect our leaders to
DO."-From the Preface.
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