On the individual level, leaders should develop personal cognitive battle drills that better prepare them for the mental challenges of combat. They should rehearse exactly what words they will use to report an initial contact and what guidance they anticipate issuing in the opening moments of a battle. These drills create neural circuitry that is familiar to the brain when the actual event happens, thus making it easier to execute with calm and confidence.
These drills serve as a personal routine that primes the individual to control stress, sense subconscious patterns, engage cognitive problem solving, and lead with emotional control. Then, by adding the element of physical danger or stress to the scenario, leaders can adapt to perform the cognitive thinking despite emotional distraction. David Rock notes, “People who succeed under pressure have learned to be in a place of high arousal but maintain a quiet mind, so that they can still think clearly. Over time and with practice, this capacity can become an automatic resource. The brain can be wired to deal better with emotions.” This adaptation will develop mental fitness for leaders that may prove to be crucial in the unit’s future battles.
Leaders must learn where they should position themselves on the battlefield to facilitate their cognitive responsibilities. Despite mission, terrain, or movement technique, leaders must discern what position allows them to survey all aspects of the fight.[55] As much as possible, they should directly observe their soldiers and get information real time without compromising their ability to keep a macro view. Conversely, soldiers expect to see their leaders at the proverbial “front” and cannot respect leaders who are never among them. Finding this balance is part of what makes leadership an art.
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These drills serve as a personal routine that primes the individual to control stress, sense subconscious patterns, engage cognitive problem solving, and lead with emotional control. Then, by adding the element of physical danger or stress to the scenario, leaders can adapt to perform the cognitive thinking despite emotional distraction. David Rock notes, “People who succeed under pressure have learned to be in a place of high arousal but maintain a quiet mind, so that they can still think clearly. Over time and with practice, this capacity can become an automatic resource. The brain can be wired to deal better with emotions.” This adaptation will develop mental fitness for leaders that may prove to be crucial in the unit’s future battles.
Leaders must learn where they should position themselves on the battlefield to facilitate their cognitive responsibilities. Despite mission, terrain, or movement technique, leaders must discern what position allows them to survey all aspects of the fight.[55] As much as possible, they should directly observe their soldiers and get information real time without compromising their ability to keep a macro view. Conversely, soldiers expect to see their leaders at the proverbial “front” and cannot respect leaders who are never among them. Finding this balance is part of what makes leadership an art.
- More Here
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