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UNDERSTANDING THE PSYCHE OF UNDER-COMMANDS:

ITS APPLICATIONS AT UNIT LEVEL
1.

Effective leadership is Armys key to success in combat. To

become effective leader one must understand the psyche of his

under-commands.
understand

And,

aspects

like

to

understand
psychology,

psyche,
behaviour,

we

should

leadership,

motivation, man management etc.

2.

Every individual possesses genetic character qualities and

believes certain ethics. He also takes into consideration the

communal and organisational beliefs. A persons individual
behaviour and his behaviour in community or organisation are not
similar. Human mind being fluid in nature, a persons behaviour
fluctuates with different circumstances and situations. When
working within an organisation, behaviour of men is controlled. In
the armed force, the control is manifold. Owing to the wide horizon
of human nature and behaviour, it is imperative that we study
human psychology, which is versatile and interesting.
3.

The military leaders are mainly responsible for motivating a

group of soldiers to achieve organisational goal. A leader should

understand and realize that an individual soldier may be subjected
to frustration due to social setbacks and organisational deprivation,
or, a soldier may not even behave normal in panic or stress. The
psychological dimension of war is different than that of peacetime
and the soldiers behaviour in the battlefield and barracks are not
similar. Therefore, there is a need to study and understand soldiers
psychology to effectively manage them both in peace and war.

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4.

Leadership is a persuasive or driving force of a leader to get

the job done by the led. It influences them to accomplish any task
with spirit, enthusiasm and initiative. From the organisational
perspective it is noticed that a leader can motivate and handle his
men by understanding their behaviour. The key to development of
leadership qualities is to analyse soldiers psychology. Knowledge
on human nature is therefore fundamental for effective command
and leadership in war. The military leader must know his men, their
capabilities and limitations, as well as their strengths and
weaknesses, to ensure optimum performance. A leader can only
manage his men if he correctly evaluates and understands their
problems. This understanding minimises the gap between the
leader and the led (BLANK).

5.

Gentlemen, the subject of my discourse today is very complex

and multi- dimensional. However, I will try to keep it as simple as I

could prepare.

In my talk today, firstly, I will briefly discuss the

human psychology in the perspective of behavioural science.

Behaviour of soldiers' in different circumstances will be the next
focus in my presentation. My next discussion on soldiers behaviour
in the battlefield will portray the attitude of soldiers under stress.
After analysing the soldiers behaviour, I intend to discuss how best
we can approach the crux of the topic, ie, understanding the psyche
of under-commands, by developing the art of leadership and
mustering the skill of motivation.
6.

With this bit of introduction, the aim of my presentation today

is to discuss the technique of understanding the psyche of undercommands that will help us to become good military leaders.
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7.

My talk has been prepared primarily based on my

experience and thoughts on relevant issues, some studies
on the subject, and exchanging views with other officers. I
have deliberately avoided classic textbook theories on the
subject and structured my lecture keeping in mind your
future likely employment. Whatever may be the level of
your command, the basic principle of man management
and art of understanding the psyche of under-commands
remain to be the same. My talk today will not be a formal
presentation or lecture, as it is. Rather, it will be more of
discussion, interaction and sharing of views and opinions. I
will cover the subject in the sequence as flushed on the
screen:
a.

Understanding psyche and psychology.

b.

Psychological perspective of war.

c.

Developing the art of leadership.

d. Approach to understanding the psyche of undercommands.

First, UNDERSTANDING PSYCHE AND PSYCHOLOGY.
8.

The word psyche is a noun. According to Oxford Advance

Learners Dictionary, the meaning of the word psyche is Ones

mind, especially with regard to the deep feelings and attitudes that
account for ones opinions and behaviour. I draw your attention
towards the words ''deep feelings'' and '' attitudes'', which actually
shape one's mind. That is why it is very important for a military
leader to be thoughtful about the under-commands ''feelings'' and

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''attitudes''. Another important and relevant term we should know at

this stage is psychology.
9.

Let us see what psychology is. Human behaviour is always an

exceedingly complex phenomenon. It is an age-old endeavour
to know the cause of a particular behaviour of an individual.
Sometimes we can find the answer, sometimes we cannot.
But, since psychology is the study of human behaviour in
relation to its environment, basic knowledge of the subject
would always be helpful to understand the behaviour of an
individual.

10. Most frequently stated definition of psychology is, the

scientific study of human behaviour. Behaviour essentially means,
''the observable characteristics of an individual''. There are many
factors

that

influence

human

character,

i.e,

socio-cultural

environment, childhood, youth, family life, heredity, parental or

organisational motivation etc. While parental motivation and social
environment in the childhood provide the basic form of behaviour,
the growth of intellect and psychological development is a gradual
process. While the learning stage of a child is important, because
he develops his habits at this age, the youth gives him the idea
about ways of life. As he grows up, he gradually understands the
realities of life. So, the human life cycle is nothing but progressive
system of developing behaviour, which changes with age and
maturity. It is controllable and subjected to motivation. (BLANK)
What is the difference between psychology and psychiatry ?
11. Now, the question comes should we study soldiers'
psychology? If so, why? An ancient military leader said, The
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smallest detail taken from an actual incident in war is more

instructive to me than the story of all the big heroes in the world.
The stories of the big men speak for the heads of the states and
armies, but they never show me what I want to know --- a battalion,
company or platoon with their men in action. The man is the first
weapon of the battle. Let us study the soldier, for it is he who brings
reality to it. Gentlemen, I am sure you all will unconditionally agree
with me that, the soldiers are the main components of the battle.
The best possible operational or tactical plan is not the only key to
achieve victory. If the soldiers are not well motivated the best plan
may not be successfully executed. Any leader can quickly learn how
to employ or maintain a particular weapon or even learn the tactics
to fight the battle, but knowing people, i.e, the soldiers, who will
bring ultimate victory, is indeed very difficult. A potential good
military leader should therefore study his people and evaluate what
shapes their values and characters. If he does that, only then he
can understand their psychology to ascertain what motivates them
well, and do the needful to motivate them for the mission
accomplishment. (BLANK)
12. Morale of the troops is an important factor in the battlefield.
Napoleon said about war that, Morale makes up three-quarters of
the game; the relative balance of manpower accounts only for the
remaining quarter. Since morale is directly linked with psychology,
all military leaders are responsible to up keep the morale of their
under-command soldiers'. Care of men is a very important aspect in
maintenance of morale. The soldiers should have a feeling that
their leader really cares about them and looks after their welfare. A
leader should understand, predict and control the behaviour of his
men, in other words, their psychology, to properly direct them in any
situation. He should exactly know the capabilities of his men and
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their reactions in any changing situation, to be able derive the

optimum output from them. Leaders motivation power and care will
develop confidence, enthusiasm and esprit-de-corps of the soldiers.
13. But the problem is, how to read a soldiers mind ? A persons
behaviour speaks the inner feelings of his mind. Human mind
is not unreal, but it is difficult to read scientifically. Therefore,
one must apply appropriate methodology to discover the inner
behaviour of a person.

14. It is easier said, than done. Study of soldiers' family and

educational background and analysis of their attitude towards
profession and leader is essential to be able to read their minds. As
a leader, you have to be very kind, caring and considerate.
Remember that there is a great difference between poking your
nose in somebody elses business and putting your heart in
someone elses problem (Explain). So, put in your heart, go down
to their level to understand their minds, and only then they will open
up to you. Unless they open up, you will never be able to penetrate
their minds and influence their actions. If you are to accomplish your
mission with the help of the men under you, you ought to break the
barrier, earn their confidence, and only then they will want to do
what you want them to do. Kindness is a language that a blind can
see, and a deaf can hear. There is a Persian proverb, which says,
with a sweet tongue and kindness, one can drag an elephant by
hair (EXPLAIN). You can become a successful leader if you can
convert yourself into a hundred persons at a moments notice; who
can immediately come down to the level of soldiers and transfer his
soul to the soldiers soul and see through their eyes, and hear
through their ears and understand through their minds.
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Now, PSYCHOLOGICAL PERSPECTIVE OF WAR.

15. First, Battlefield Environment.

Let

us

now

see

how

soldiers behave in the battlefield. One of the most surprising and

potentially demoralising features of battle is the sense of isolation it
frequently engenders. Battlefield isolation creates panic in
soldiers' mind. In an operation, an individual soldier may feel the
presence of his comrades around him, but on enemy action he
suddenly finds himself almost alone in the dark. This combat
isolation is dangerous and every soldier is afraid of this situation.
Fear and panic of unknown in the battlefield reduces combat
efficiency. The behaviour of the soldiers in the battlefield is also
affected by physical conditions. In an unfavourable battlefield
environment, physical discomfort may decrease soldiers will to
fight. The most evident hardship in combat is fatigue. Intense
emotional strain, deficient food intake, physical exertion and
unfavourable weather can cause fatigue. A sick and hungry soldier
will not behave normal. The casualty directly affects soldiers
morale. Delayed evacuation of killed and wounded comrades has
negative affect on soldiers' morale. A wounded soldier may even
misunderstand treating the casualties as per priority. All these
considerations must be borne in mind by a military commander to
understand the soldiers behaviour and to be able to influence their
actions.
16. Battle stress, fear of unknown, fatigue and panic severely
affect soldiers' behaviour. An inexperienced soldier who is not
acquainted with the sights and sound of battlefield may be shaky,
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while a well-trained and experienced soldier may be courageous to

fight the battle. I will now briefly discuss important combat behaviour
of soldiers generally found in the battlefield.
a.

Courage is generally termed as will power of a person,

which inspires him to undertake heroic action. Courage is

more of managing fear than overtly displaying gallantry and
aggression. Motivation primarily develops courage. A wellmotivated soldier can take the highest risk of his life when
driven by psychological stimuli of courage. The heroic activities
and courage displayed by our 'Bir Sreshthos' in the War of
Liberation are glaring examples of courage. A self-motivated
but not so courageous soldier can even suddenly display
splendid heroism in a particular situation. Courage is, being
scared to death but saddling up any way.
b.

Now, Fear and panic.

In reality, human beings fear

death. No man wants to die and leave this earth. Fear of

unknown curbs initiative and decays courage. It is an
unpleasant emotion that affects soldiers' behaviour in the
battlefield. It occurs due to weak leadership, poor battle
preparation and management, ignorance, low morale, rumour
and lack of self-confidence of the soldiers'. Fear creates panic
in the mind. A group of experienced, organised, better trained
and well-motivated soldiers can overcome panic in any difficult
situation. I will talk more about courage, fear and panic later in
my presentation.
c.

Battle Stress. The factors which contribute to the battle

stress are generally the fear of unknown, sights and sound of

the battlefield, mental and physical exhaustion etc. Battle
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stress decreases combat efficiency and promotes psychiatric

breakdown. Numerous factors cause psychiatric breakdown,
the most critical being the fear. The fear of being killed
imposes great strain on nervous system and causes men to
breakdown. Psychiatric casualties will occur due to battle
shock, battle stress and increased fatigue. Battle shock is an
emotional reaction to battle stress. It generally occurs after
hours or few days of intense battle. But, battle fatigue usually
develops after weeks or month long battle. The greater the
intensity of the battle the more the psychiatric casualty is.
History of World War II reveals that poor leadership, poor
team spirit and poor training are obvious reasons for
psychiatric breakdown.
d.

Discipline is an attitude of mind which allows an

individual and group of soldiers to carry out a task willingly.

Discipline also ensures soldiers' integrity, loyalty, obedience,
punctuality, faithfulness and truthfulness. In the battlefield
environment, it is very difficult to control soldiers' discipline. In
combat, the soldiers may be indisciplined due to poor
administration, improper command and control, inadequate
training, fear and panic, and frustration. Common discipline
problems in the battlefield are disobedience or insubordination,
AWOL, sickness, malingering etc. A leader has to learn to
understand in what circumstances the soldiers are likely to do
indisciplined act, take appropriate measure so that such a
circumstance does not arise, and if it does, then apply the
acquired art to tackle the situation.

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e.

Now, about morale. Morale is the spirit of mind which

drives a person to do what he wants to do. It is a state of mind

that refers to confidence, courage, zeal, esprit-de-corps,
enthusiasm and satisfaction. Morale is considered by many to
be the single greatest battle-winning factor. There are many
factors, which contribute to morale. A soldier may be
comfortable with food, rest, leave and welfare, but he may
lack proper training, confidence, self-respect and loyalty. He
may not be properly equipped in the battlefield. Or, he may not
even be physically fit. Is he likely to have a high morale? Very
unlikely. So, morale is the state of mind that is a combination
of

spiritual,

psychological,

environmental

and

ethical

determinants. High morale can change the state of mind and

the behaviour of a soldier. It increases soldiers fighting
efficiency.
high

Examples from military history clearly show that

morale

brought

victory

in

many

battles.

Good

leadership, sound man management, success in battles,

efficient training and righteousness of cause are required for
the maintenance of morale.
Let us now learn about the technique of DEVELOPING THE ART
OF LEADERSHIP.

17. The psychological aspects of command and leadership drew

attention of great military leaders after World War II. It was realised
that the state of mind and professional attitude generate soldiers
patriotism, esprit-de-corps and trust in their commanders. Since
military is a hierarchial organisation, and there exists a command
relationship, the subordinates generally maintain a little distance
with the boss. As a result, an artificial barrier is created between
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various tiers of command. A good military leader will always make

conscious efforts to create a situation to minimise this distance. We
should remember that, showing the power of rank may temporarily
assist in achieving successful result, but its affect is always shortlived and negative. It will not pay dividend in the long run. If you are
big and great, you don't have to show your power to establish that.
Your superiority will automatically be established when you display
appropriate leadership qualities (example of elephant and dog).
18. As a leader, you need to analyse the characteristics of the
group you command, to know group members needs and values,
and demands of the situation. You should be able to see things the
way soldiers do. This does not mean that you must agree with the
subordinates or support all their actions, but it will help you to
understand how they feel. Through training and experience of
serving with troops, you should develop certain qualities within
yourself to bring about psychological changes in soldiers behaviour
in favour of your decision for mission accomplishment.
19. Motivation is the process or drive that persuades people to
carry out allocated work willingly and effectively. In the Army, all the
causes of frustration often can not be understood and, therefore,
their alleviation is difficult. The leader has to identify the causes of
soldiers frustration, address the issues to eradicate those, and then
motivate them to do their tasks spontaneously. There are certain
motivating factors that affect soldiers psychology. Recognition,
reward, job satisfaction, good leadership, fairness, justice etc may
be considered as the motivating factors, of which leadership is the
most significant. The leader should possess the qualities that attract
people to follow him. Honesty, integrity, loyalty, sincerity and

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discipline observed by the leader can establish his superiority and

influence soldiers' to follow him.

20. A leader also needs to know what are the de-motivating

factors that affect soldiers attitudes and behaviours. Leaders
wrong attitude, injustice, lack of recognition etc can be the factors of
de-motivation. Double standard in command, less salary and
delayed promotion are also prominent de-motivating factors. The
factor will vary from individual to individual, and it is the
responsibility of the leader to find out what de-motivates whom, and
treat him accordingly. Constructive criticism through counselling will
help a great deal in eradicating de-motivating factors. Please note
that, a man takes criticism and advice more easily than people think
- only he will not bear it when violently given, even if it is well
founded. Remember that hearts are flowers; they remain open to
the softly falling dew, but shut up in the violent downpour of rain
(Explain).
Now, Man Management and Administration.
21. Managing every man in peace and war is an important task for
a military leader. The leader must therefore know the art of man
management. To be more precise, he should exactly know who
requires what type of administrative and moral support, and when.
The fundamental requirement of man management is to keep the
men mentally and physically fit - for the battle, and during the battle.
Managing men in the battlefield is more complex than that of peace
location. Since the soldiers mostly remain emotional in war, an
unlawful command may generate insubordination. Hunger, panic,
fatigue and battle stress will make some soldiers psychologically
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frustrated. The leader should correctly identify the eminent cause of

frustration and then try to solve it immediately. A frustrated soldier
may commit crimes or may become mentally imbalance. A leader
must understand his problem and be patient in dealing with him.
22. None can fight the battle well without good administration.
Shortage of combat supplies, medical facilities and fuel can bring
misery in the battlefield. The leader has to appreciate the
requirement of supplies and make arrangements for these combat
service supports well in time. The commander should ensure that
soldiers do not suffer from hunger, and that they take proper care of
health and hygiene. A hungry and sick soldier does not have
fighting capability. We should take lessons from the disaster of
14th Army in Burma Campaign. They suffered severely from combat
supplies, medical facilities and other materials and resources. The
morale of the troops was extremely low and they considered
themselves to be a

forgotten army. The course of the battle

reversed when logistics and administration was given due

importance.
23. Interaction between the leader and the soldiers is very
important. Field Marshall Wavell believed that, ''a leader should
never attempt to control an operation by remaining at the
headquarters''. The leaders presence in the battlefield enhances
soldiers morale and efficiency. Wavell also emphasizes the
exercise of command by the leader himself. The staff officers
should not get between the leader and his troops. Rather, the leader
should directly communicate his orders and instructions to
subordinate commanders, and not through staff. Interaction
between the leader and the led has direct impact in building
confidence of under-commands. (BLANK)
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24. Some leaders often face problem in communicating with their

troops. As I have already mentioned, in Bangladesh Army, a gap
exists between the officers' and soldiers', mostly due to little
informal inter-action between these two groups. This gap affect
development of professional competence. Since the educational
and social background of the soldiers' do not match with the
officers, the soldiers' generally lack confidence and boldness while
working with officers'. At times, the officers also do not take
appropriate measures to minimize the gap, and remain happy with
the existing distant relationship. This situation is detrimental to
growth of professionalism and development of competent men.
25. In the battlefield, the soldiers will carry out the orders of their
leaders'. As such, they need to clearly understand the orders and
instructions. If the soldiers are not free with their leaders, the
resultant gap will create misunderstanding between the leader and
the led. You, as leaders of men, should make sincere efforts to
bridge this gap. You must be intimately involved in soldiers training
and administration in order to be able to reduce the existing
distance. You should remain present in almost all the activities of
the soldiers'. But you should, at the same time, maintain your
personality so that the soldiers do not take undue advantage.
Become friendly with them, but do NOT become their friends. Many
of us fail to understand the difference (officers dont gamble with
soldiers). While being intimately involved with all their activities, you
should also remember that over-supervision will curb soldiers
initiative and interest. A perfect balance has to be achieved. A
saying of General George S. Patton of US Army clearly underscores
the importance of the two most important components of war the
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leader and the led. He said, Wars may be fought by weapons, but
they are won by men. It is the spirit of the men who follow and the
man who leads that gains victory.

Let me now talk about APPROACH TO UNDERSTANDING

UNDERCOMMANDS, and in doing that, let us first try to know
the human nature.
26. The starting point for the understanding of war is the
understanding of human nature. This is a fundamental truth. As a
leader you have to deal with followers, peers, seniors, and other
people whose support you need to accomplish your mission. You
must be able to motivate all these people to support you. To
understand and motivate people and to develop a cohesive,
disciplined, well-trained group, you ought to understand human
nature.
27. Human nature is the common set of qualities shared by all
human beings, like beliefs, values, and other character traits of
individuals. There are some other aspects of human nature, which
are important for you to understand: these are, the potential for
good and bad behaviour, stress factors influencing fear and panic,
and human needs. If you understand these and how they affect the
behaviour of people under various conditions of stress, you will be
on your way to becoming a skilled, inspirational leader.
28. Field Marshall Viscount Wavell stated, When you study
military history, get at the flesh and blood of it, not the skeleton. To
learn that Napoleon won the campaign of 1796 by interior
manoeuvre or some such phrase is of little value. If you can
discover how a young unknown man inspired a rugged, mutinous,
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half-starved army and made it fight, how he gave it the energy and
momentum to march and fight as it did, how he dominated and
controlled Generals older and more experienced than himself, then
you will have learned something. Napoleon did not gain the position
he did so much by study of rules and strategy as by a profound
knowledge of human nature in war.
29. Gentlemen, a person may be evaluated differently by his
employer, subordinates, spouse, children, friends and relatives.
Therefore, to gain a full understanding of an individual we must go
beneath the outer appearance and study his inner personality
structure. The consistency of personality has its origin in the
consistency in an individual's behaviour over a period of time and in
a range of different situations. A sincere and deliberate effort is
required by military commanders like you to get into the personality
of a soldier in order to be able to influence his behaviour and action.

30. All people have the potential for good and bad behaviour. One
of your most important jobs as a leader is to suppress the bad,
bring out the good, and direct that good behaviour to the
accomplishment of your mission. Most people want to do the right
thing, but unfortunately, many lack the moral fibre or character to
behave well under temptation or stress. A leader must realize this
and know the conditions that bring out the good and the bad in
people. He can then encourage the good and suppress the bad
(BLANK).
31. Why do such acts occur as in the case of the patrol? Actually,
a thin layer of civilization separates people from their savage
desires.

The stresses of war often crack that thin layer. If the

human nature is allowed to run its course under certain conditions

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of war, it will produce atrocities. It is the leader's job to understand

the stressful conditions, such as fear, exhaustion, loss of comrades,
hunger, deprivation etc that can break that thin layer and take timely
and appropriate counter measure.
32. Fear is a common quality of human nature, one that we all
experience. Fear causes definite physical reactions. You can see it
in the eyes and sense it in the shakiness of a soldier or of yourself.
Fear is an emotion that occurs naturally in soldiers before or during
battle. What is important is how a person handles fear, and this
depends on competence, confidence, and strength of character. I
have already talked about fear, panic and courage. I want to explain
these phenomenons in a little more detail now, in relation to
soldiers' potential behaviour.
33. Gentlemen, it is very important to understand that courage is
not the absence of fear. It is the ability to act, as you believe you
should, in spite of fear. It is the domination of will over instinct and
fear. Competence and belief in one's ability to succeed if he tries
are powerful agents in counteracting fear. A soldier feels fear in
direct proportion to his belief that he may fail. You and your troops
can master fear; soldiers have been doing it for centuries. As a
leader, you can do many things to counteract fear and other types
of stress by building competence and confidence in your soldiers.
Some of the important things you can do to strengthen courage are
flushed on the screen:
a.

Train your soldiers to be competent as individuals and as

a team. Competence builds confidence. Confidence bolsters

morale, courage, and the will to fight.

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b.

Set the example by controlling your own fear. Show

courage, confidence, and self-control. A leader showing

coolness under stress calms soldiers and averts panic.
c.

Prepare your soldiers for the fears of battle by training

them under battle like conditions.

d.

Do not push your soldiers physically, if not essential, as

fatigue drains out courage! Give them adequate food, water,

rest and protection from the weather.
e.

Keep your soldiers active before and during the battle,

because positive action conquers fear.

I now (BLANK) want to discuss something which may seem
insignificant, but, in reality, are very important tools in managing
and controlling soldiers behaviour. They are Listening &
Watching.
34. To understand the psyche of under-commands, every military
commander should master the skill of ''active listening''. Part of
active listening is concentrating on what the soldier is saying.
Another part is letting the soldier know that you are concentrating,
hearing, and understanding what is said; or in other words, you are
getting the message. You must be committed to the principle that
every soldier, regardless of rank or appointment, has the right to be
heard (Explain). Soldiers must feel that:
a.

You listen to them.

b.

You care about them.

c.

Take time to talk to individuals having personal/

professional problems.

d.

You are always sincere in solving their problems.

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35. Elements of active listening that you should consider include

eye contact, your posture, head nod, facial expression and verbal
behaviour. Let me explain these elements.

36. First, Eye contact. Maintaining eye contact helps to show a

sincere interest in the soldier. This does not mean that you should
stare at the soldier. Occasional breaks of contact are normal and
acceptable. Excessive breaks of contact, paper shuffling, clockwatching etc indicate a lack of interest or concern.
37. Next, Posture.

Being too formal or rigid makes the soldier

feel uncomfortable. A relaxed and comfortable body posture helps

put the soldier at ease. A too relaxed position or slouching may
indicate a lack of interest:
38. Now, Head Nod.

An occasional nodding of the head shows

that you are attentive; it encourages the soldier to continue.

39. Then, your Facial Expressions.

To

remain

natural

and

relaxed is best. A blank look or fixed expression is disturbing.

Smiling too much or frowning may also discourage the soldier from
continuing.
40. Finally, Verbal Behaviour.

You should refrain from talking

too much, Let the soldier do the talking, stay with the topic being
discussed, and avoid interrupting. Speaking only when necessary
reinforces and stimulates the soldier. Silence can sometimes do this
too. Occasional silence may indicate that the soldier is free to
continue talking; a long silence can sometimes be distracting and
make the soldier uncomfortable.

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41. Effective communication is essential for a military leader to

understand the soldiers. Control of men is dependent upon effective
communication. Faulty communication causes most problems,
leads to confusion and can cause a good plan to fail. A section
commander's report can become distorted by the time it reaches
the company commander or vice versa (EXPLAIN slaughter cow).
Leaders may have no idea of the size, strength, location, and
intentions of enemy or friendly units on their flanks because of poor
upward communication. Supplies may not be delivered to the right
place at the right time because the supply people remain uniformed.
42. To understand people and their psyche, person-to-person
communication is of vital importance. But, this process is rather
complex. Let us say that you are a battalion commander who wants
to communicate an order to a company commander. You are the
sender; your company commander is the receiver. Your exchange
of information has three important parts:
a. Message - the concept, idea, information, or feelings in your
mind.
b. Contents - the actual words or symbols.
c. Context - the way you deliver the message: your tone of
voice, the look in your eye, your state of emotion (anger, fear,
uncertainty, coolness or confidence).
IT IS IMPORTANT WHAT YOU SAY; BUT IT IS MORE IMPORTANT
HOW YOU SAY IT (EXPLAIN).
43. As I said, (BLANK) there are 3 important parts in exchanging
information Message, Contents and Contexts. Most people
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understand the first two parts, but the context is often not fully
appreciated. As one communication expert explains, the context of
communication includes what is not said; it also includes shades of
meaning and emphasis; and it even includes ambiguities into which
men can read whatever fits their preconceptions best'' (Explain).
44. All three (BLANK) parts of the communication contribute to
what the receiver hears. Many leaders think they have successfully
communicated once they tell a subordinate to do something. If you
check, you may find that the message was totally misunderstood
(Explain CO CMH msg). A person cannot be confident that he has
communicated with another person until he has feedback that tells
him that the receiver understands the meaning of the message, its
level of importance, and what he should do with it. Remember:
Communication is an exchange, like buying and selling. Both
parties must participate to complete the information exchange.
]

45. As a leader you will communicate a great deal to seniors,

subordinates and peers. Without skilful communication, it is likely

that the receiver will misunderstand the message. You must
develop your skill to communicate the meaning, content and tone of
your message clearly and persuasively. Train your men to develop
this skill so that there is effective two-way communication and you
clearly understand their psyche.
46. If you understand soldiers' psyche well, you will know how
magical the effect of 'praise' is. Successful leaders use praise
effectively.

Understanding

subordinates,

identifying

their

shortcomings and then telling them what must be improved are a

leaders responsibility. Praising soldiers for their improvement and
proper performance is even more important. Sincere and honest
praise lets soldiers know that their leader appreciates their efforts.
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47. Praising subordinates is a simple act that takes little time but
will provide many benefits. With a few positive, encouraging words
and a pat on the back, the leader can recognize and reinforce
desired behaviour and performance. A soldier, who feels that his
leader values his efforts, is likely to continue in those efforts.
48. It is important that a soldier knows he is viewed as a valuable
member of the unit. With praise, leaders can create and reinforce a
positive self-image in their soldiers, making them feel like winners.
49. Corrective measures are part of military life, taken by
commanders at various levels, to improve performance, maintain
motivational level and ensure organisational entity. Leaders at
different levels have to adopt different measures depending on men
or group they command. Corrective measures are intended to
prevent big problems arising from small problems. We should
remember that punishments and administrative actions are not the
first means to deal with a discipline case. Rather, these are the last
resorts for correction and deterrence (Explain).
50. One of the most difficult problems that all leaders face is
finding the appropriate mix of the ''carrot'' and ''stick'' the positive
and coercive tools of motivation. How do you determine the right
combination for various difficult situations? When should you use
the carrot and when should you use the stick? These are difficult but
crucial questions. Your ability to use an appropriate combination of
positive and coercive tools will have a significant affect on the
motivation of your soldiers' and the discipline, cohesion, and
effectiveness of your unit.
51. The major positive tools of motivation are:
a.

Setting the example.

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b.

Establishing clear goals and standards.

c.

Teaching, coaching and counselling.

d.

Listening, persuading and rewarding.

e.

Making jobs meaningful.

f. Making unit and soldier needs coincide with group needs,

when possible.
52. The coercive tools of motivation are:
a. Verbal and written warnings or reprimands.
b. Non-judicial and judicial punishments.
53. Both the positive and coercive tools motivate people. The art
is knowing what combination of tools to apply in a particular
situation, and in what manner to apply them. Since most people
want to do their duties well, you should develop your skills with the
positive tools. The more skilful you are with each of these tools, the
better leader you will be. These skills are difficult to develop for
some people, and they take time to apply successfully. Initially, the
response of your people to these skills may not be as quick as you
would like.
54. Since it is more difficult to learn to apply the positive skills of
motivation, people in authority often find themselves overusing
coercive tools of motivation (Explain). They are much easier to use
and tend to get immediate short-term results. But, remember that a
soldier's feelings are real. To bluntly tell him that his feelings are all
wrong is to show non-accepting attitude. It is easier to threaten a
willing, but below average soldier than it is to spend time
determining his problem, counselling him, and teaching him to be a
good soldier. Leaders who rely on coercive tools as their main
method of motivation in peacetime can produce units with
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impressive statistics on maintenance, training, AWOL etc, but these

statistics may show a false mask.

55. While talking about corrective measures, another important

point I would like you to remember is that, 'NO ONE IS PERFECT.
We all make mistakes. So, as a military leader, you must keep in
mind that the soldiers too are likely to make mistakes and you
should always be ready to accept that. However, you should, at the
same time, judge whether the mistakes are intentional or
unintentional. If it is intentional, you should try and find out the
cause immediately to address the issue. If it is unintentional, you
should accept honest mistakes with good grace and rectify him, with
a caring attitude. In any case, military leaders of today must get
over with the ZERO ERROR SYNDROM (Explain).
56. Another important aspect you should keep in mind is the
tendency of Overusing Coercive Tools. There are several
major problems with overuse of coercive tools of motivation.
Motivation by coercive methods only does enough to reach
minimum standards and avoid the punishment of the leader.
When the coercive leader is not present to threaten,
motivation to reach the leader's standard and goals stops. If
discipline is a measure of what soldiers do when the
commander is not there, then in the case of the coercive
leader's unit, true discipline is missing.
57. Improper use of coercive motivation causes resentment and
loss of respect for the leader. It creates a negative unit climate that
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damages the soldiers' trust in their leaders. Loss of trust destroys

open, informal and candid communication, which is the unit's
lifeblood.

58. Character of a military leader has a strong impact on his

judgment and application of the problem-solving process. When the
Civil War in America began, General Mclellan was thought of as the
best General. He did a brilliant job of setting and achieving training
goals. His application of the problem-solving process in training was
superb. He was intelligent, a brilliant strategist and tactician. He
knew the lessons of military history well. His appearance, bearing,
and manner of relating to soldiers were inspirational. He had the
knowledge to be a skilled General in war. For all these reasons his
soldiers loved him. However, under the fog and friction of battle,
Mclellan could not see reality. On several occasions, in the heat of
the battle, with victory within his sight and grasp, fears would cloud
his mind.
59. A leader is a craftsman and the soldiers are the tools. He
systematically organises his tools and sets the organisational goal.
To accomplish his desired goal he tries to influence his undercommands by giving direct orders, setting examples, persuasion,
suggestions and motivation. From the World War II, we learn that
unique leadership of war veterans motivated most of the soldiers.
The soldiers were dedicated and they willingly sacrificed their lives
for honouring the orders of their leaders. Motivation is a
charismatic power of a leader that can change the attitude of the
soldiers' and influence their behaviour. Individuals may not submit
to authority, in good as well as bad times, merely for fear of
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punishment. It is leadership, which makes it possible for men to go

through it without grumbling. Subordinates give their leaders
obedience and respect without reservation but, in return, expect to
be treated as human beings. They can be led only if they are willing
to be led and this is possible only when the leader has cultivated a
deep personal regard for his men.
60. Your character is very important to every individual soldier as
well as to your unit. As a leader, you are beset by many problems.
The problem may be how best to accomplish a mission, how to
handle a soldier who is performing poorly, how to help a
subordinate with marital problems, or how best to train your soldiers
to operate and maintain their weapons and equipment. Whatever
may be the problem you are confronted with, your values,
character, knowledge, judgment and way of thinking have a direct
and vital impact on the likely course of action you consider to be the
best. A saying of General Omar Bradley sums up the importance of
leaders character, Man for man one division is just as good as
another they vary only in the character and skill of their
leadership.
Gentlemen, (BLANK) this brings me to the end of my presentation.
Before I finally conclude, I think we should have the question and
answer session. But, prior to that, I think we all deserve a break.

Q&A.

61. To conclude, let me summarize the issues I raised here today.

Human behaviour is the outer expression of the state of mind, which
otherwise means psychology. Every individual by born is different in
nature, habit, physical structure and face. Therefore, the human
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behaviour differs from man to man. The study of behavioural

science found out different dimensions of behaviour. It is very
difficult to exactly assess how a person will behave in changing
circumstances

and

situations.

persons

individual

and

organisational behaviour is not similar. While organisational

behaviour is controllable, the individual behaviour may not be
controlled. In the military, soldiers psychology is more of group
behaviour that can be controlled by motivation. To motivate a
group of soldiers, firstly, a leader has to know the art of motivation
and man management and secondly, he needs to study the group
behaviour and the psychology of men. The psychological
development of human being is continuous and it is mostly
influenced either by socio-cultural environment or leadership
qualities. In Bangladesh Army, the soldiers join with different social
and educational background. Poor educational and social
background affects the soldiers behaviour and conduct. The
disparity of social status and educational qualification between the
officers and soldiers coupled with lack of interaction between these
two groups create a distant relation. It will be your responsibility as
future unit commanders to reduce this distance.
62. Reading soldiers mind is essential for directing and
controlling

their

attitude,

behaviour

and

actions.

Soldiers

behaviour in the unit and in war are different. You should find out
what is required for your men under different conditions. It is very
important to remember that you have to be very matured while
dealing with his troops. The basic principle of psychology underlines
that no two men are similar in behaviour and conduct. Every
individual is unique in his own way. You must accept this reality,
understand the differences and consider every single case on its
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own merit. So, you have to adopt different styles in dealing with
different individuals. For example, an emotionally broken down
soldier who committed an offence may require treatment rather than
punishment.

63. Battlefield environment is full of fear, isolation and fatigue.

Combat behaviour of soldiers is affected by battle stress, fear of
unknown and panic. Even a courageous soldier may become
nervous before the battle starts. An inexperienced soldier may be
subjected to psychiatric casualty due to battle shock. A well-trained
soldier may be confident and courageous but inadequate and
untimely logistic supply can siege his initiative to fight. Medical
treatment and casualty evacuations are very sensitive factors in the
battle. Above all, proper administration in the field is very important
to maintain the morale of the troops. De-motivated soldiers are
subjected to insubordination or disloyalty. As a unit commander, you
must give proper attention to all the relevant factors and carefully
manage any crisis.
64. Military leadership is not a subject of enforcing orders and
imposing restrictions. Rather, it creates and maintains an
organisation where a group of loyal, disciplined and obedient people
accomplish a given mission under their leader. The qualities of the
leader motivate the group to work with initiative and interest.
Leadership is an important factor in soldiers motivation. The leader
should ensure that every soldier considers himself to be one of the
proud members of the team. Besides, proper training, good
leadership, and sound administration will enhance soldiers morale
and will to fight. The morale of the troops will remain high if the
administrative and logistic problems are solved in time.
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65. Our needs are constantly fighting with each other, colliding,
pushing, and pulling us in different directions. As a leader you can
add forces that guide people in the direction you want them to go.
You can weaken or eliminate counterproductive forces such as
fears or feelings of despair and hopelessness. A person's
motivation is a combination of his desire and energy directed at
achieving a goal. Motivation is the cause of action. Influencing
people's motivation means getting them to want to do what you
know must be done.
66.As a leader, you must also set the example in everything. If you
show your subordinates how to act, you are teaching them at the
same time. If you follow regulations and SOPs, you show your
subordinates that you expect regulations and policies to be
followed. You also prove your own degree of self-discipline.
Remember that, a young officer or a soldier will pick up your
attitudes and prejudices without being taught and he will often
retain those longer than any of his formal education. Finally, let me
remind you before I go, that all of you are potential unit
commanders. You are all senior enough to have gathered quite a bit
of experience. Our soldiers are basically very simple and loyal.
Their allegiance to the leaders is almost unconditional. Remember
that all successful leaders, both military and civil, had the quality of
human understanding. To get the best out of our soldiers you need
to understand them, care about them and motivate them to be able
to direct their actions in the way you want. (BLANK)
67. Gentlemen, I think I have been standing here in front of you
long enough to completely bore you. It is time to leave. It was really

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wonderful to be here and inter-act with you. Coming back to SI&T is

always like home-coming and I enjoyed every bit of it. I thank the
Commandant for kindly inviting me and giving me this opportunity. I
am not sure whether I have been able to do justice to the topic. As I
said at the beginning, I have deliberately avoided classic textbook
theories on the subject. I hope my inter-action with you will help you
in shaping yourself as a successful military leader. I wish you all
best of luck in your course, in your career and in your life. Let me
leave the rostrum with one final quotation, TEN GOOD
SOLDIERS WISELY LED, WILL BEAT A HUNDRED WITHOUT A
HEAD. Thank you very much indeed and have a good day.
(BLANK)

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