LEADERSHIP
Our organization does not practice or condone any of the ideals of National Socialism, nor do we support the agendas of any contemporary racist organizations.
While some may consider it presumptious to speak about leadership, we can't escape the reality that reenactor units, events, and the hobby itself suffers and fails without a vision of what we are here for. Good leadership is integral to that. What follows is a collection of articles, essays, commentary, from a variety of sources-- the modern U.S. military, the German military of WW2, the modern U.S. private sector and even some of our own leaders who have been charged with translating those principles into reenacting.
Some of our best leaders have said this about reenacting:
"Reenacting is about three things: 1) Honoring the veterans; 2) Educating the Public; 3) Having Fun. And we define success as doing all three at the same time."
"There is no force as powerful as the force of personal example."
"The minute you accept a leadership position in reenacting, you are no longer reenacting for yourself. You are now reenacting for your men."
"Your men, first. Always. Yourself, last. Always."
Excerpts From the 1933 German Army Manual for Unit Command, The Truppenfuhrung:
1. War is art, a free and creative activity founded on scientific principles. It makes the very highest demands on the human personality.
2. The conduct of war is subject to continual development. New weapons dictate ever-changing forms. Their appearance must be anticipated and their influence evaluated. They must be placed into service quickly.
6. The command of an army and its subordinate units requires leaders capable of judgement, with clear vision and foresight, and the ability to make independent and decisive decisions and carry them out unwaveringly and positively. Such leaders must be impervious to the changes in the fortunes of war and possess full awareness of the high degree of responsibility placed on their shoulders.
7. An officer is in every sense a leader and a teacher. In addition to his knowledge of men and his sense of justice, he must be distinguished by superior knowledge and experience, by moral excellence, by self-discipline, and by high courage.
8. The example and personal bearing of officers and other soldiers who are responsible for leadership has a decisive effect on the troops. The officer, who in the face of the enemy displays coolness, decisiveness, and courage, carries his troops with him. He also must win their affections and earn their trust through his understanding of their feelings, their way of thinking and through his selfless care for them.
12. Leaders must live with their troops and share in their dangers and deprivations, their joys and their sorrows. Only thus can they acquire a first-hand knowledge of the combat capabilities and needs of their soldiers.
27. Great success requires boldness and daring, but good judgement must take precedence.
28. One can never be strong enough at the decisive point. The commander who tries to be secure everywhere, or who wastes his forces on secondary missions, acts contrary to this basic rule.
Our organization does not practice or condone any of the ideals of National Socialism, nor do we support the agendas of any contemporary racist organizations.
While some may consider it presumptious to speak about leadership, we can't escape the reality that reenactor units, events, and the hobby itself suffers and fails without a vision of what we are here for. Good leadership is integral to that. What follows is a collection of articles, essays, commentary, from a variety of sources-- the modern U.S. military, the German military of WW2, the modern U.S. private sector and even some of our own leaders who have been charged with translating those principles into reenacting.
Some of our best leaders have said this about reenacting:
"Reenacting is about three things: 1) Honoring the veterans; 2) Educating the Public; 3) Having Fun. And we define success as doing all three at the same time."
"There is no force as powerful as the force of personal example."
"The minute you accept a leadership position in reenacting, you are no longer reenacting for yourself. You are now reenacting for your men."
"Your men, first. Always. Yourself, last. Always."
Excerpts From the 1933 German Army Manual for Unit Command, The Truppenfuhrung:
1. War is art, a free and creative activity founded on scientific principles. It makes the very highest demands on the human personality.
2. The conduct of war is subject to continual development. New weapons dictate ever-changing forms. Their appearance must be anticipated and their influence evaluated. They must be placed into service quickly.
6. The command of an army and its subordinate units requires leaders capable of judgement, with clear vision and foresight, and the ability to make independent and decisive decisions and carry them out unwaveringly and positively. Such leaders must be impervious to the changes in the fortunes of war and possess full awareness of the high degree of responsibility placed on their shoulders.
7. An officer is in every sense a leader and a teacher. In addition to his knowledge of men and his sense of justice, he must be distinguished by superior knowledge and experience, by moral excellence, by self-discipline, and by high courage.
8. The example and personal bearing of officers and other soldiers who are responsible for leadership has a decisive effect on the troops. The officer, who in the face of the enemy displays coolness, decisiveness, and courage, carries his troops with him. He also must win their affections and earn their trust through his understanding of their feelings, their way of thinking and through his selfless care for them.
12. Leaders must live with their troops and share in their dangers and deprivations, their joys and their sorrows. Only thus can they acquire a first-hand knowledge of the combat capabilities and needs of their soldiers.
27. Great success requires boldness and daring, but good judgement must take precedence.
28. One can never be strong enough at the decisive point. The commander who tries to be secure everywhere, or who wastes his forces on secondary missions, acts contrary to this basic rule.
Truppenführung: Introduction & Command Chapters
This is the Introduction and Command Chapters in full.
This is the Introduction and Command Chapters in full.
| truppenfuhrung_excerpt.pdf |
Concepts From the Modern U.S. Military
| marine_corps_leadership_traits.docx |
| usmc_leadership_principles.docx |
| the_nine_principles_of_war.docx |
