CANDIDATE SOLDIER COURSE

(Nearly) All theoretical topics covered, presented by CPL. Marcus S.

MILITARY DISCIPLINE
The mental attitude and state of training that makes obedience and proper conduct instinctive
under all conditions

- Obey first before you complain

- My buddy is my body
- The fault of one is the fault of all
- If it's not the good of all, I will not sacrifice myself
- I must be stable even under pressure

WAYS TO DEVELOP DISCIPLINE

-Rewards/Awards
-Punishment
-Teamwork
-Military Drills

ASPECTS OF DISCIPLINE
Punishment - Penalty
Obedience - Willing to obey
Self Control

GAUGES OF DISCIPLINE
To measure the discipline of an individual/unit, one has to look only for the answers to the
following:

-Is he or his unit smart in appearance/action?

-Is he or his unit cleaned neat of dress, equipment or area?
-Is he or his unit prompt and cheerful in the execution of orders?
-Does he or his unit execute orders or comply with instructions with intelligence, initiative,
resourcefulness, and respond smartly?

RELATION OF COURTESY AND DISCIPLINE

The relation of military discipline to courtesy is clearly explained by the fact that discipline is
founded upon respect and loyalty to superiors and lawfully constituted authorities. In other
words, discipline originates and develops from mutual respect and good will among members of
an organization. Without courtesy and respect, discipline disappears, and when discipline
disappears, there will be no peace and order in the organization; hence it will disintegrate.
MILITARY SECRECY
What you see
What you hear
What you feel
When you leave
Leave it here

MILITARY COURTESY
The expression or manifestation of consideration for others. It is a virtue that is expected of all
individuals from all walks of life. In the armed forces courtesy is a great requirement because it
is based upon which military discipline stands. It promotes good relationships, close
coordination and teamwork among members of the organization. It makes the organization
dignified and ensures good relations with the public.

Salute - a gesture of respect and sign of comradeship among military personnel. The salute is the
most important form of Military Courtesy. It is executed by raising the right hand smartly until
the tip of the four fingers touches the right eyebrow or the front brim of the head gear when
covered. Fingers are extended and joined, palm facing the left forearm inclined at an angle of
about 45° and the right upper arm horizontal. A person saluting looks at the person saluted.
When the salite is returned, he drops the right hand smartly to the side.

RULES OF RENDERING THE HAND SALUTE

1. The salute is required on and off military installations during and outside office hours.

2. Persons entitled to the salute:

a. All commissioned officers of the AFP, both male and female.
b. Commissioned officers of friendly nations when they are recognized as such.
c. Officers of the Coast and Geodetic Survey and the Public Health Service when they are
serving with the AFP.
d. All civilians who are entitled by reason of position, to gun salute or other honors are entitled
by custom to salute.

3. Salute is rendered at a distance about six (6) paces from the person saluted or at a recognition
distance of thirty (30) paces.

4. The salute may be returned by those entitled to it. It is not rendered when running but at halt
or walk. Never salute with cigarette, cigar, or pipe in the mouth. The salute should not be
executed in a haphazard or perfunctory manner. Salutes are exchanged whether individuals are
covered or uncovered.

5. The salute is rendered but once if the senior remains in the immediate vicinity and no
conversation takes place. If a conversation occurs, the junior once again salutes when they part
from each other.

6. In making reports, the person reporting salutes first regardless of rank. An example of this
case is when a unit commander is reporting to the adjutant during a ceremony.
7. In cases not mentioned above or when there is doubt whether or not to salute, it is safe or
preferably to render a salute.

WHEN TO SALUTE
1. When meeting a senior officer.
2. When the National Color passes by.
3. When the National Anthem is being played.
4. When reporting.
5. After conversing with an officer.

WHEN NOT TO SALUTE

1. Whwn standing near or leading a horse.
2. When indoors, except when reporting.
3. When at work.
4. When driving or riding in a fast moving vehicle.
5. When in a recreational hall, making the salute is inappropriate.
6. When engaged in actual games and athletic competition.
7. When meeting a prisoner of war.
8. When both hands are so occupied as to make saluting impractical.
9. When in a public conveyance - especially if in crowded places.
10. When in rank

IT IS A MISTAKE IN SALUTING WHEN:

1. Bowing the head as the salute is given.
2. Bringing the heads down before the acknowledgement.
3. Holding the arms awkwardly high or letting it sag too low.
4. Saluting while in double time.
5. Avoiding the gaze of the person being saluted.
6. Saluting with cigar/cigarette/pipe in the mouth.
7. Saluting when chewing gum/candy in the mouth.

REPORTING TO AN OFFICER
The salute is rendered by a junior officer when reporting to a senior officer, he also salutes
before leaving.

Reporting Indoors without arms - A soldier removes his head gear, knocks at the door of the
office, and entering when told to do so. Upon entering, he halt at about two paces front of the
officer and salutes. The salute is retained until he completes his report and the officer has
returned his salute. When the business is completed, the dokdier salutes, executes about face,
and leaves the office.

Reporting Indoors Under Arms - the process in reporting is the same as discussed above except
that the soldier remains covered. If carrying a rifle, the soldier carries and salutes at trail arms.
Otherwise, the hand salute is given.
Reporting outdoors - The procedure of reporting outdoors is the same as discussed above.
Except that the head gear is not removed. The rifle should be carried at trail or at the right
shoulder. The hand salute or rifle salute is given as the case may be.

MILITARY LEADERSHIP
Military Leadership is the act of influencing and directing men to an assigned goal in such a way
to obtain their obedience, confidence, respect, and loyal cooperation in order to accomplish the
mission.

Two types of Leaders - Authoritarian and Persuasive

Forces that Influence Behavior

1. Stress
a. Fear
b. Hunger
c. Illness
d. Enemy Fire
e. Anxiety
f. Fatigue

2. Support
a. Morale
b. Success
c. Discipline
d. Patriotism
e. Leadership
f. Fatigue

Comparison between the leader and the boss

The Leader
1. Coaches his men
2. Gets their will
3. Arouses them
4. Talks about "us"
5. Gets there ahead of us
6. Finds out what causes difficulties
7. Shows how it is done
8. Makes work interesting
9. Says, "Let's do it!"

The Boss
1. Drives his men
2. Depends on his authority
3. Keeps them guessing
4. Talks about "I"
5. Says "You get there on time"
6. Blames others for difficulties
7. Knows how it is done
8. Makes work a drudgery
9. Says "Do it."

WHAT DOES IT TAKE TO BECOME A LEADER?

Character - a leader must be of good character.
Intelligence - the ability to grasp knowledge easily.
Alertness - both physical and mental

Leadership Traits
-Knowledge
-Bearing
-Courage
-Decisivenes
-Dependability
-Endurance
-Enthusiasm
-Force
-Humility
-Humor
-Initistive
-Integrity
-Judgement
-Justice
-Loyalty
-Sympathy
-Tact
-Unselfishness

Roles of a Leader
-Model Soldier
-As an Instructor
-As a Commander and Supervisor
-As a Counselor

Objectives of a Leader
-Discipline
-Morale
-Espirit de Corps
-Efficiency

Responsibilities of a Leader
Accomplishment of the Mission and Duties to his/her men.
LEADERSHIP PRINCIPLES
These are the fundamental guidelines for the selection of appropriate actions and orders in the
proper exercise of command.

1. KNOW YOUR JOB - A leader must be professionally and culturally prepared to know or
handle his duties and responsibilities.

2. KNOW YOUR MEN AND LOOK OUT FOR THEIR WELFARE - A leader knows very well each
of his men and should positively act on their problems. If he neglects their welfare, their loyalty
and interest will decline.

3. KNOW YOURSELF AND SEEK SELF IMPROVEMENT - A leader should analyze himself to
determine his good qualities and recognize his weaknesses. He must strive to learn and connect
his deficiencies.

4. BE SURE THAT ORDERS ARE UNDERSTOOD, SUPERVISED, AND ACCOMPLISHED - A

leader should give clear, concise orders that can be understood. He supervises his men in
accomplishing the mission assigned to them.

5. KEEP YOUR MEN INFORMED - A soldier who is well informed on matters pertaining to his
service or mission is more effective on his job than one who is uninformed. A commander
should give his subordinates every information necessary to guide them in their job or mission.

6. SET AN EXAMPLE - Subordinates should look up to their leader as a model to follow. A leader
should strive to improve and maintain his personal and official standard so as to set an example
worthy to be imitated by his men.

7. TRAIN YOUR MEN TO WORK AS A TEAM - In smallest to largest unit, teamwork is required.
Each men should understand that he has a job to perform and must cooperate with the others in
achieving the common objective.

8. SEEK RESPONSIBILITY AND DEVELOP A SENSE OF RESPONSIBILITY AMONG

SUBORDINATES - A leader should train his/her subordinates to act in the absence of orders
when the situation so demands.

9. MAKE SOUND AND TIMELY DECISIONS - A leader should have the ability to make a rapid
estimate of the situation and arrive at a sound decision. For any situation that may arise, the
leader should be able to act logically.
10. EMPLOY YOUR COMMAND IN ACCORDANCE WITH ITS CAPABILITIES - A leader must
have thorough knowledge of the capabilities and limitations of his command, he must assign
objectives that are possible of attainment.

11. TAKE RESPONSIBILITIES FOR YOUR ACTIONS - The commander is responsible for all that
his unit does or fails to do. Avoiding responsibility causes disloyalty and disrespect for leaders.

LEADERSHIP TECHNIQUES
These are actions taken by a leader to meet leadership problems, using leadership principles as
a guide in selecting the techniques to be used. This can be improved by observation and
experience.

PROBLEM AREAS
1. Assumption of command
2. Selection of subordinate leaders
3. Development of subordinate leaders
4. Senior-Subordinate relationship
5. Counseling
6. Reception and integration
7. Relation with local civilians

LEADERSHIP PROBLEM SOLVING PROCESS

1. Recognize the problem
2. Make an estimate of the situation
3. Determine cause
4. Determine possible solutions
5. Evaluate possible solutions
6. Select the best solution
7. Take action

FACTORS THAT ADVERSELY AFFECT COMBAT EFFECTIVENESS

1. Fear
2. Panic
3. Discouragement
4. Lack of confidence by the individual himself

GUIDE FOR TROOP LEADING PROCEDURE

BACCIS
B - Begin Planning
A - Make Necessary Arrangement
C - Coordinate
C - Complete Plans
I - Issue Orders
S – Supervise