FM 1
Field Manual
No. 1
Headquarters
Department of the Army

Washington, DC, 01 May 2025

THE ARMY: A PRIMER TO OUR PROFESSION OF ARMS

damage, they found Captain Salomon’s body at that machine gun, 98 enemy Soldiers piled in front of it. He had been shot and bayonetted over 70 times. WHAT IS A WARRIOR? There are many people in our society who willingly put themselves in harm’s way to help others—police officers, firefighters, and aid workers are all examples. Warriors, too, put themselves in harm’s way, and yet our calling is unique from any other in our society. Since the dawn of humanity, there has been war, and there have been warriors. In recent centuries the warriors of many advanced nations—including ours—have professionalized. The next chapter will dig into what being a professional in our vocation means, as it comes with high standards. But the most basic element of our vocation is to execute violence on our country’s behalf and to embody an ethos of toughness, resilience, and willingness to fight. This does not make us superior to the rest of society, but it does mean that we are expected to do things that the rest of society is not expected to do. 2 FM 1 01 May 2025 A Warrior As a leader in the United States Army, you are expected to steward a warrior culture that is grounded in grit, aggression, and relentless energy, codified by the Warrior Ethos in our Soldier’s Creed: I will always place the mission first; I will never accept defeat; I will never quit; I will never leave a fallen comrade. You are duty-bound to act honorably and ethically. You must also be a fighter and demand that your Soldiers are fighters too. WARRIOR COMPETENCIES Every Soldier must know how to fight—to shoot, move, communicate, and render first aid in battle. That is why every Soldier, no matter their specialty, learns these things in their initial training. In our Army, cyber technicians, truck drivers, and cooks all learn how to fire a weapon, throw a grenade, react to contact, program a radio, and tighten a tourniquet. Every one of them is tested on their physical strength and cardiovascular fitness. These and many other skills are basic warrior tasks and an essential element of our Soldier training. This must be ingrained into the hearts of Soldiers through grueling, realistic training in the rain, mud, snow, and oppressive heat. What is more, they support basic leader competencies, which include planning, employment of fires, and leading troops. 01 May 2025 FM 1 3

gunfire, fell quiet as the Germans moved down the hill to join their already captured comrades. Then York and the other six Americans – who had collectively killed more than 2 dozen Germans – gathered the now 132 prisoners and calmly marched them back to the American line. Corporal York epitomized the warrior ethos—he was tough, skilled, mission-focused, and lethal. Yet, when faced with the choice of acting on bloodlust or showing restraint, he did the right thing: he chose restraint. There have been warriors and warrior cultures since the dawn of man, many renowned for their ferocity. The Spartans began training boys at age 7; the Aztecs sacrificed enemy captives to the gods; and the Mongols destroyed the cities they conquered to instill fear in future enemies. In the context of this history, American Soldiers are unique. We do not ascribe to principles of terror and ruthlessness; we aspire to be warriors of character. Corporal York’s actions may seem unremarkable to a reader sitting in their living room or classroom. As Soldiers and as Americans, we know that it is unethical to fire on unarmed prisoners. Yet, exercising discipline in the heat and terror of battle is not intuitive. Unfortunately, there are examples in our Army’s history of times when Soldiers did not exercise discipline, when they let the horrors of war poison their better judgment. In these cases, American Soldiers, committed crimes—for instance, at My Lai, Vietnam; Mahmudiyah, Iraq; and Maywand District, Afghanistan. In the face of chaos, fear, and grief, Corporal Alvin York and the men he led did the right thing. They behaved how our country expects and demands us to behave in war. We must all strive to serve honorably, and it takes deliberate effort and practice. Disciplined troops that act respectfully and appropriately off the battlefield are the ones best prepared for the pressures and trials of war. The characteristics of professional units are discussed at length elsewhere in our doctrine, but this chapter will touch on what professionalism looks like in practice. (See AR 600-100 and ADP 6-22 for more details on the characteristics of our profession.) PROFESSIONALISM IN WAR War is always terrible—it destroys lives, families, and communities, both intentionally and accidentally. Through it all American Soldiers are charged with 8 FM 1 01 May 2025 A Professional fighting aggressively but discerningly. This ensures that our Army is not just lethal and capable, but always ’the good guys’ as well. We defend American values with our rifles, and we uphold them through our choices and actions. In the Army we remember cases like Corporal York’s, as well as cases like My Lai, because they remind us of what we should be and what we cannot be. Professionalism drives us to fight as well when we know that fighting is the ethical choice. In October 1993, when an American Blackhawk crashed in hostile enemy territory during the Battle of Mogadishu, it was a sense of ethical responsibility that drove the actions of Master Sergeant Gary Gordon and Sergeant First Class Randy Shugart. Even though the crash site was inundated with enemy forces, Gordon and Shugart voluntarily inserted nearby, armed with nothing but rifles and pistols. They fought to reach and defend the downed pilot, ultimately dying in the effort. That sense of ethical responsibility to our teammates is codified in the Warrior Ethos of our Soldier’s Creed: “I will never leave a fallen comrade.” It illustrates what is required of American Soldiers. As a leader, it is your responsibility to establish and enforce high ethical standards within your formation and ensure that the actions of your team—whether that’s taking a knee or rushing into the fight—are defensible to the American people. ORGANIZATIONAL PROFESSIONALISM Progress was slow for Allied forces in Europe. By the beginning of fall in 1917, the Third Battle of Ypres in Flanders, Belgium raged on. Although the weather had improved by September, both sides continued to fight through the muck and mire caused by heavy summer rains and devastated drainage systems. This battle became known for its mud… and for its blood. By the time the battle ended in November 1917, the British suffered around 300,000 casualties, a number comparable to all U.S. casualties in the Pacific Theater during World War II. Fortunately for the British, American Expeditionary Forces were arriving in bits and pieces from the other side of the Atlantic, although they would not support any major offensives until the spring. The Americans were untested and unhardened, but they brought hope to the Allied cause. Leading the American troops was General John Pershing, known for his dedication, zeal, and demanding leadership style. On October 3rd Pershing visited the 1st Infantry Division headquarters following a series of underwhelming inspections at various training sites. In a fit of frustration, he berated the division commander, Major General William Sibert, in front of his 01 May 2025 FM 1 9

mission—for instance, to take the high ground at dawn—the expectation is that they will accomplish the task. Exactly how they do it is up to them. This comes with added risk and less control, but it makes us smart, agile, and durable. As an example, take Sergeant Curtis Cullin and his “Rhino” cutter. Struggling to fight through the 15-foot hedgerows in the villages in Normandy, American Soldiers experimented with explosives and dozer-tanks, but both attracted German artillery strikes. Taking a more subtle approach, Sergeant Cullin applied his welding skills and repurposed German anti-tank obstacles into pronged cutters that sliced neatly through the hedgerows. Sergeant Cullin’s invention worked so well that his chain of command brought it to the attention of General Omar Bradley, who in turn ordered that as many tanks as possible in First Army should be outfitted with the plows before the start of Operation Cobra. In the end, nearly 60% of the unit acquired the device. This innovation, coupled with the element of surprise, helped collapse German defenses in Normandy and earned Sergeant Cullin the Legion of Merit. Though mission command is how we aim to lead in the Army, it is not an entitlement. Leaders at every level should remember this. Junior leader autonomy is granted based on their proven competency and the trust they have built. Some young leaders deserve significant autonomy and will use it to make the unit better, stronger, and more lethal. Others need more supervision or more time to mature. Leadership means knowing your people—their strengths and shortcomings—and 20 FM 1 01 May 2025 A Leader where to invest your own energy and presence to help your subordinate leaders succeed. Leaders that do this well can build highly effective units. I NSPIRATIONAL L EADERSHIP In the Army, we emphasize teaching leadership, but it is still difficult for individuals to master. As a result, you will encounter many leaders, both good and bad. You can learn from all of them. Some of the lessons will be concrete, others subtle, and some will not reveal themselves to you until months or even years later. But one of the most important insights you will gain from the leaders you meet is how they influence. Do they lead through intimidation or through empathy and inspiration? In the Army, we expect our leaders to get results by cultivating a respectful, team-oriented, and motivated culture. Conversely, we strive to identify and root out leaders who build cultures based on fear and contempt, which we label in other doctrine as “counterproductive leadership.” (See AR 600-100 and ADP 6-22 for more information on counter-productive behavior and building cohesive teams.) Inspirational, empathetic leadership should not be confused with being “soft” or aiming to be liked. On the contrary, good leaders, as tough as they might be, care for their Soldiers. They demonstrate understanding, provide respectful feedback, and cultivate a command climate that enables learning, maintains accountability, and moves the unit toward mission accomplishment. As explained in 1879 by Major General John Schofield: The discipline that makes the Soldiers of a free country reliable in battle, is not to be gained by harsh or tyrannical treatment. On the contrary, such treatment is far more likely to destroy than to make an army. It is possible to impart instruction and to give commands in such a manner and such a tone of voice to inspire in the Soldier no feeling but an intense desire to obey, while the opposite manner and tone of voice cannot fail to excite strong resentment and a desire to disobey. The one mode or the other of dealing with subordinates springs from a corresponding spirit in the breast of the commander. He who feels the respect which is due to others cannot fail to inspire in them regard for himself, while he who feels, and hence manifests, disrespect towards others, especially his inferiors, cannot fail to inspire hatred against himself. This is a clear explanation of the type of leadership we should all aspire to practice. FOLLOWERSHIP Followership, unlike leadership, is not a well-traveled topic. Yet, every leader in the Army—from corporal to general—is also a follower. And good followership 01 May 2025 FM 1 21

can seem like routine tasks, though those tasks have a role—sometimes a critical one—within a broader plan. As a leader, you own the mission given to you. It is yours to accomplish, and you are expected to succeed, even when the course is difficult, the cost is high, or its part in the bigger picture is not apparent. This responsibility is what makes your role so essential. As a leader, you are also expected to impart the mission to your team and help them own it. Our Army wins, not by keeping Soldiers in the dark, but by sharing the mission with them and empowering them —to have ideas, pass information, work together, accept risk, seek input, and take initiative. When our leaders are empowered to act, and possess the ability and discipline to follow through on their tasks, our Army is a force to be reckoned with. We are agile, adaptable, and relentless, and our enemies have every reason to fear us. On that day in France, those Rangers owned their mission. Determined and resilient, they climbed, hand over hand, until they reached their target. As President Reagan told it: Soon, one by one, the Rangers pulled themselves over the top and in seizing the firm land at the top of these cliffs, they began to seize back the continent of Europe. It all starts with the mission. THE ARMY’S WARFIGHTING MISSION Once the Allies secured a foothold in Normandy, they pushed on. By the end of August, they had liberated Paris. Less than a year later they defeated Nazi Germany once and for all. In hindsight, D-Day is recognized as one of the most consequential battles of World War II. Yet, in the National Archives there is a chilling letter that provides an alternate ending to the story. Our landings in the Cherbourg-Havre area have failed to gain a satisfactory foothold and I have withdrawn the troops. My decision to attack at this time and place was based upon the best information available. The troops, the air and the Navy did all that Bravery and devotion to duty could do. If any blame or fault attaches to the attempt it is mine alone. 26 FM 1 01 May 2025 Our Mission General Dwight Eisenhower handwrote this letter before the battle in case the invasion failed. He knew that the Germans were well-trained and war-hardened, and that victory was far from certain. The task laid before our Army and our Allies was extraordinary. The outcome of battle—of war—is never preordained. It depends on the foresight and intuition of our leaders, the training and readiness of our troops, the performance of the enemy, and on the dedication of all to accomplish the mission. War is a complex web of ambiguous information, hard choices, and even luck. When the landing craft hit the beach and the paratroopers dropped through the clouds, every Soldier—American or ally—was tested. They fought through chaos, devastation, and unremitting fire, and they pressed on to meet the enemy face-to-face. Battle is the most trying of human endeavors. Our Army’s standing task is to win the nation’s wars. We are America’s land force, which means we are responsible for the land domain—we shape the situation on the ground to facilitate success, counter aggression in crisis, and fight in all-out war. And war may take many shapes: counterinsurgency against an embedded and non-uniformed foe, large-scale conventional battle, long-range missile or drone strikes, or attacks in space or cyberspace, to name a few. (See ADP 3-0 and FM 3-0 for more information on operations.) In any case, our formations must be capable of dominating on land and supporting the entire military team from the ground. Additionally, we must always be prepared to defend our American homeland. (See ADP 1 for more information on the roles of the Army.) 01 May 2025 FM 1 27

The Regular Army, commonly referred to as the active-duty force, consists of full-time Soldiers under the command of the President of the United States. Though the Army’s structure varies based on a variety of factors (especially, whether the country is at war), the active-duty force typically makes up close to half of the Total Army. Our country deploys troops from the Regular Army when prompt service is needed to respond to crisis or conflict abroad. However, as those operations grow longer or larger, active-duty formations rely on units and capabilities maintained by the Army National Guard and Army Reserve. When on U.S. soil, Regular Army troops are limited in terms of the type of operations they can perform and when they can be deployed. In most cases, federal troops are deployed on U.S. soil at the request of a state’s governor. As such, if you are an active-duty Soldier, your training will primarily be focused on contingency operations overseas. (To learn more about these limitations, see literature on the Posse Comitatus Act, Insurrection Act, Title 10 of US Code and Title 32 of US Code.) R ESERVE C OMPONENTS Aside from the active-duty component, there are two reserve components: the U.S. Army National Guard and the Army Reserve. Most National Guard and Army Reserve Soldiers serve part-time, which generally means training one weekend out of the month and two additional weeks in the year to fulfill an annual requirement. At the same time, leaders in these units often dedicate many more unaccounted-for hours for the sake of the mission. There are also a small number of Reserve and Guard Soldiers who serve on full-time active-duty status, called “Active Guard and Reserve.” When they are not training, Reservists and Guardsmen are free to maintain civilian jobs, attend school, and even hold elected offices. In fact, a number of Members of Congress are either Reservists or Guardsmen. If you are a Reservist or Guardsmen, the nature of your service gives you a special connectivity to the “civilian world”—a connection that may not be as easily generated by active-duty troops who often live and work on Army installations. T HE A RMY N ATIONAL G UARD One of the reserve components, the Army National Guard is a state-based military force that currently makes up about one-third of the Army’s total strength. It is the only component of the Army with a dual role outlined in the Constitution. On the one hand, it is a state military force consisting of both combat and sustainment formations; on the other hand, it can be federalized and serve as a reserve for the Regular Army. Today, every state has a National Guard, as do the U.S. territories (Guam, Puerto Rico, the U.S. Virgin Islands) and the District of Columbia, making 36 FM 1 01 May 2025 Our Structure 54 Guard forces in total. Each state or territory Army National Guard has an adjutant general—a general officer appointed by the governor—who serves as its uniformed leader. Army National Guard forces remain under the command of their respective governors until mobilized for federal service, though governors generally deploy their National Guard units to respond to natural disasters and other domestic emergencies many times a year. Additionally, governors may order them to support law enforcement activities. This is unique, as federal forces (for example, the Regular Army and Army Reserve) are generally prohibited from conducting domestic law enforcement missions by the Posse Comitatus Act of 1878, with some exceptions. While serving in their state capacity, Army National Guard Soldiers are subject to their states’ legal standards; when called to federal service they become subject to federal military codes. T HE U.S. A RMY R ESERVE The U.S. Army Reserve is the other reserve component. Like the Regular Army, the U.S. Army Reserve is under the command of the President and serves as a federal military force; like Guardsmen, Reservists typically serve part-time. The Army Reserve currently makes up about a fifth of the Army’s organized units, but provides half of the Army’s sustainment units, a fourth of the Army’s mobilization base-expansion capability, and most of its civil affairs capacity. Army Reserve Soldiers also strengthen headquarters and fill vacancies in the Regular Army during crises. A RMY C IVILIANS Supporting the “uniformed” Army but still a part of the Army profession is a workforce of Department of the Army Civilians, who provide additional and reinforcing skills, expertise, and competence to the team. 01 May 2025 FM 1 37

Eagle Troop—along with other elements of the 2nd Armored Cavalry Regiment— destroyed 85 Iraqi tanks, 40 armored personnel carriers, and numerous other vehicles while suffering minimal casualties themselves. This engagement significantly weakened the Iraqi Republican Guard and demonstrated the tactical prowess of American armored units. The success of this battle underscored the critical importance of our Army’s composition: seamless teamwork between officers, warrant officers, noncommissioned officers, and junior Soldiers, whose combined leadership, coordination, and expertise turned the tide of this battle and many more. THE ARMY OFFICER The first officer appointed to the United States Army was General George Washington, and the officer corps could not have had a better trailblazer. Washington set a precedent for leadership, dedication, humility, and responsibility that continues to define the role of Army officers today. He also set important precedents for civilian control of the military and affirmed the importance of our Constitutional oath in all that we do. Army officers are commissioned by the President and confirmed by the Senate and are entrusted with special trust and confidence to achieve mission success. They generally hold two types of assignments—command or staff. Both require them to lead, but command comes with special responsibility. Commanders are responsible for everything their formations do or fail to do. They are tasked with mission accomplishment and for preserving the fighting strength of their teams. It is not enough for them to be smart tacticians; they must understand the objective and have vision for success. Commanders must then think critically, 46 FM 1 01 May 2025 Our Soldiers take initiative, and act decisively to lead their Soldiers towards that vision, oftentimes under significant pressure. During their career, officers spend only a fraction of their time in command. Much of the rest of their time is spent working on staffs in both operating and institutional forces. Staff officers inform decisions by providing expertise, contributing to plans, and developing concepts. Staff officers also lead organizations, usually diverse teams of experts convened to tackle a particular problem set. At every command above the company level, key staff positions include— • The executive officer or chief of staff, who leads the staff. • The battalion or brigade personnel staff officer (S-1), in charge of personnel matters. • The battalion or brigade intelligence staff officer (S-2), in charge of intelligence. • The battalion or brigade operations staff officer (S-3), in charge of operations and training. • The battalion or brigade logistics staff officer (S-4), in charge of sustainment. • The battalion or brigade signal staff officer (S-6), in charge of communications. • At higher echelons there are also other key staff members. For general officer staffs, the designation is G-1 through G-6; for joint staffs, the designation is J-1 through J-6, but there are many variations to staff sections. (For more information on staff sections, see FM 6-0.) Besides command and staff assignments there are also a variety of other jobs designated for officers. Some of these—like doctors or lawyers—are specific to a certain technical field. Others, like instructor positions, are assignments that are neither command roles nor staff roles but provide officers opportunities to develop the force and broaden their perspective. Some officers also functionally designate into fields like public affairs, force management, simulations, or many others. THE WARRANT OFFICER While officers focus on the overall mission, warrant officers bring technical expertise required for accomplishment. The Warrant Officer rank was developed in 1918, when the Army was rapidly expanding and growing in complexity, and the need for technical experts was apparent. 01 May 2025 FM 1 47

Our Army never goes to war alone, and for good reason; we are but one aspect of our country’s joint team. The United States dominates in war, not just by taking ground, but by winning on the sea, in the air, and through space and cyberspace. A comprehensive, joint approach is called unified action (See the glossary in Appendix A for a discussion of multidomain operations. See ADP 3-0 for more detail on how we fight in all domains: land, air, sea, space, and cyberspace.) Senior warfighting commanders in their respective areas of operation have a rich menu of options to fight with—ships, aircraft, space-based assets, missiles, and guns, and highly trained Soldiers, Marines, Airmen, Sailors, Guardians, and Coast Guardsmen. Each Service provides expertise. The Army serves as the foundation for land operations. In the course of their careers, Soldiers may only catch glimpses of this cross-Service teamwork, but when they do, it matters. It may look like close air support from an Air Force teammate, who strafed the enemy on the ridge. It may look like a Navy missile, launched from the sea, exploding in the distance, taking out an enemy airfield and stymying the onslaught of enemy aircraft. It may look like Marine teammates securing a beachhead so that we can land Army equipment ashore and bring mass to the fight inland. We must always remember that we are all part of the same team: the American team. Every branch of our military is distinct and excels at its craft. We have infinite reasons to support each other and much to learn from one another. Seize opportunities to train with these teammates. 58 FM 1 01 May 2025 Obligations of Our Army THE WHOLE OF GOVERNMENT TEAM January 12th, 2010, started off as a normal day in Port-au-Prince Haiti. Then, at 4:53 P.M. the ground shook with tremendous force—a 7.0 magnitude earthquake. In the capital and throughout the region, office buildings crumbled, homes collapsed into rubble, and the streets cracked with impassable chasms. In the days that followed, more than 52 aftershocks rocked the already devastated country. An estimated 3 million people were affected by the quake, but the trouble did not end there. Quickly, Haiti’s morgues became overwhelmed; food, fuel, and safe drinking water grew scarce; and looting began. The death toll rose, and fast. Port-au-Prince became a living hell. The United States responded swiftly and with purpose. By January 26th, more than 17,000 American military personnel were in Haiti to assist with relief operations— ships, aircraft, Coast Guard cutters, Marines, Sailors, Airmen, and Soldiers. However, the military was not alone. Troops on the ground toiled and sweated right next to U.S. aid workers and American volunteers. Everyone worked in unison to clear debris, deliver supplies, search for survivors, and restore order. Furthermore, nations across the world and international organizations like the United Nations also sent emergency response teams and support. It was a collaborative effort. Just as the Army does not fight alone, our military does not act alone. While we differ in terms of expertise, methods, and capabilities, we share strategic goals with the Department of State, the Department of Homeland Security, and numerous other government agencies, both domestic and international. You may have limited exposure to these relationships where you are now, but throughout your career you will encounter teammates from other government teams. They attend our schools and participate in our exercises. Like the other Services, there is much we can learn from other agency professionals. Take advantage of opportunities to listen, learn, and lead, and form lasting, meaningful relationships. Explore opportunities for cooperation and collaboration. OUR TEAMMATES AROUND THE WORLD In April 1942, after more than 3 months of defending Bataan with limited supplies and ammunition, American and Filipino troops surrendered to overwhelming Japanese forces. The battle had been brutal for both sides, but the defenders had run through their food stores and were weak with hunger, disease, and exhaustion. 01 May 2025 FM 1 59

while the Services provide everything the combatant commander needs to fight: the right people with the right training and equipment. T RAIN -M AN -E QUIP M ISSION Under the Secretary of Defense sit three Service secretaries; the Secretary of the Army (who oversees the Army), the Secretary of the Air Force (who oversees the Air Force and the Space Force), and the Secretary of the Navy (who oversees the Navy and the Marine Corps). Like the Secretary of Defense, these are civilian leaders, appointed by the President and confirmed by the Senate. They are not warfighting leaders, but they are responsible for manning, training, and equipping their respective Services. The Service chiefs sit at the head of each respective Service and report directly to the Service secretary. The Army’s Service chief is called the Army Chief of Staff. Together with the Secretary of the Army, he or she is responsible for ensuring our Army is manned, trained, and equipped to fight. The Chief of Staff of the Army also sits on the Joint Chiefs of Staff. This is, of course, not a comprehensive picture of the people and positions that lead the U.S. Army. But this overview provides simplified insight into the decision-making structure at the very top. MILITARY RESPONSIVENESS It is important to understand the chain of command, and the collaborative yet hierarchical nature of national decision making. Uniformed and civilian leaders collaborate on how to maintain our Army, and how to best employ it against threats. But our Army is obligated to follow the legal orders of the civilian leaders in charge. Let us harken back to the story at the start of the chapter. If President Kennedy had called for an invasion, then American paratroopers would have packed their parachutes. If he had called for sorties, the Air Force would have launched their planes. If he had called for the military to take no action, none would have been taken. Leaders change, decisions are made and unmade, but our military remains responsive and obedient. When called to act, we should not disobey or drag our feet; instead, we should act decisively and aggressively. This is our duty to the country. 64 FM 1 01 May 2025 To Our Civilian Leaders Throughout your career, you may find yourself in situations you do not fully understand or fully agree with. In these cases, it is helpful to remember that national security challenges are often more complicated than they appear. Those responsible for making decisions have access to a lot more information than private citizens. It is crucial to remember that you are a professional. Once you have given your best, candid advice—as effective followers do—the decision is not yours, but the mission is. If the mission is lawful, you have a duty to execute it, and you are expected to succeed. POLICY SUCCESSES AND FAILURES National security decisions are difficult. They are made with incomplete information and often involve informed speculation about another nation’s plans or preferences. The decision made by President Kennedy, for instance, involved risk calculation, educated guesswork, and likely some gut instinct. Its successful outcome was not preordained. Sometimes, policies fail to achieve their desired results. In such cases, the American people—frustrated and disappointed—often try to assign blame. Who was responsible… the military, Congress, the Secretary of Defense, the President? War is a human endeavor, rife with mistakes and misjudgments. It is critical that, as a Service, we reflect on choices and decisions made in war and learn from them. Communicating risk, progress, options, and military advice is our duty. At the same time, it is important for leaders to convey to their Soldiers that they are responsible for their mission but not policy. Even when policy failure occurs, their sacrifice is not in vain and, by doing their duty, they serve the American people. And for your part, ensure that you communicate truthfully to your chain of command. The tough decisions made by civilian leaders at the top rely on the 01 May 2025 FM 1 65

for over an hour, killing or wounding over 50 Germans. He only stopped when he ran out of ammunition. For his actions that day, Lieutenant Murphy received the Medal of Honor and became the most decorated Soldier in American history. He was not even 20 years old. Lieutenant Murphy’s story embodies a core American narrative— no matter your background or current circumstances, you can change your course and find success through diligence, dedication, and devotion. Despite a modest upbringing, Audie Murphy became a storied model of American grit, courage, and determination. Our Army serves the American people, and the American people serve in the Army. Our two tales are intertwined and inseparable. As professionals, we stand apart from society in terms of our expertise and codes of conduct. But as Americans, we reflect national culture and values. This is good. It is how we stay connected to our society, respond to its needs, and maintain mutual trust. AN ARMY OF THE PEOPLE The people in our formations are the foundation of this connection. There are many stories like Audie Murphy’s in the Army—tales of young people from all walks of life who, through hard work, perseverance, and commitment, had a meaningful, measurable impact for themselves, their families, their communities, and their country. 68 FM 1 01 May 2025 To Our Fellow Citizens Our Soldiers come from every corner of America. As a leader it is your job to build these young people into cohesive teams, treat them with empathy and respect, train them to be warriors and professionals, and cultivate their lives and careers. Americans entrust us their sons and daughters; it is our duty to ensure we are an institution of opportunity for every one of them. AMERICAN VALUES The Army is not only expected to be a source of opportunity; it is also expected to exemplify American values. This is not always easy. In the post-Vietnam era, our Army was plagued with division, rampant indiscipline, racial strife, and drug abuse. This negatively impacted public attitudes toward the military. As we transitioned to the All-Volunteer Force, Army leaders made a deliberate effort to revitalize the professional ethic through policy, training, recruitment, and by cultivating Army esprit. As a professional organization with a serious mission, we are held to the highest standard in terms of our behavior, our lifestyle, and our culture. Our Army is scrutinized closely in how we respond to crime, and destructive behaviors. It is impossible to overcome these things completely; they are normal societal challenges, and our Army is a human organization. Nevertheless, we should aspire to meet the high expectations of American society. 01 May 2025 FM 1 69

September morning, 19 terrorists hijacked four civilian planes and flew them to their deaths. Two flew into the World Trade Center towers in New York City, destroying the steel structures and killing over two thousand Americans. A third plane flew into the Pentagon in Washington, DC, killing 125 people inside. That evening, President Bush announced to the world that the “acts shattered steel, but they [could not] dent the steel of American resolve.” And he was right. Young people flocked to join the All-Volunteer Force to fight terrorism worldwide – an effort that required the Army to adapt its doctrine, structure, and aspects of its way of life. Our Army is a formidable institution—a massive organization filled with talented young Americans who want to live a life of purpose by serving their community and their country. The road ahead is filled with real threats. We are charged with addressing some of the most challenging tasks our nation endeavors to accomplish. We must get to work and do what we need to win. Our Army is built for mission accomplishment; our ranks include specialized experts, leaders, enforcers, implementers, innovators, and decision-makers, structured to accept, address, and resolve the many challenges presented to them. It is an organization that is constantly changing, but it is also time-tested and proven effective—and the envy of the world. As a member of our Army profession, much is expected of you. The challenges our Soldiers face are the toughest that humans can endure. So, our Army expects you to be a warrior: skilled, tough, relentless, and lethal. We also expect you to be professional and exercise personal courage, restraint, and ethical judgment. American Soldiers are not just capable… we are also the good guys. Finally, we expect you to lead troops efficiently and effectively—to show them a path forward when none seems viable and inspire them to act when they’d rather stay put. This requires training them thoughtfully, empowering them to take initiative, and building them into teams that protect and defend each other. These are lofty expectations; they require you to work constantly and diligently and always seek improvement. But we endeavor because our Army has a sacred 72 FM 1 01 May 2025 This We’ll Defend mandate—to protect a people worth protecting and defend a country worth defending. We support our teammates at home and abroad. They depend on us to seize and hold ground so they can do their part for the mission. We are obligated to support our civilian leaders with candid counsel and devotion to the mission. And we are obligated to uphold the expectations of our fellow citizens. Our Army is of the people and for the people. Our endeavors run parallel to the endeavors of the society we serve. We must constantly work to maintain their trust and confidence, embody their values, and achieve their priorities. The future will always hold trials. The enemy will bring the fight to our shores. Our country will call us to war to defend all that we respect and represent. When that time comes, be ready. You may be a part of the next greatest generation. And after you have served—whether 7 years like Specialist Sal Giunta or 43 like General George Marshall—you will remain a cherished part of the Army story, a steward of our culture, a guardian of our values, and a respected part of American life. 01 May 2025 FM 1 73

As with every profession, our Army profession of arms has developed a lexicon of terms and acronyms. Since this publication, FM 1, is a primer for new leaders, it is intentionally written in plain language. However, as you go forth in your career you will need to be familiar with the terms of our trade; they provide clarity and shared understanding across our corporate body and are used throughout the rest of the doctrinal body of work. The terms below serve as an introduction to this lexicon. Army values Loyalty; duty; respect; selfless service; honor; integrity; personal courage. (ADP 6-22) Army core competencies Prompt and sustained land combat; combined arms; armored and mechanized operations; airborne and air assault operations; special operations; theater setting and sustainment; land integration of joint and multinational combat power. (ADP 1) combined arms The synchronized and simultaneous application of arms to achieve an effect greater than if each element was used separately or sequentially. (ADP 3-0) defense support of civil authorities Support provided by United States Federal military forces, Department of Defense civilians, Department of Defense contract personnel, Department of Defense component assets, and National Guard forces (when the Secretary of Defense, in coordination with the governors of the affected States, elects and requests to use those forces in Title 32, United States Code, status) in response to requests for assistance from civil authorities for domestic emergencies, law enforcement support, and other domestic activities, or from qualifying entities for special events. (DODDDODDDepartment of Defense directive 3025.18) joint interdependence The purposeful reliance by one Service on another Service’s capabilities to maximize the complementary and reinforcing effects of both. (ADP 3-0) landpower The ability—by threat, force, or occupation—to gain, sustain, and exploit control over land, resources, and people. (ADP 3-0) 01 May 2025 FM 1 75

integrating Army conventional and special operations forces. ADP 3-07, Stability, is the Army’s doctrine for stability operations tasks. ADP 3-07 presents overarching doctrinal guidance and direction for conducting stability operations in operations. ADP 3-13, Information, provides a framework for creating and exploiting information advantages during the conduct of operations and at home station. ADP 3-19, Fires, defines and describes the fires warfighting function in terms of its major tasks, capabilities, functions, and processes, and describes the integration of capabilities and their associated effects through the targeting and operations processes. The successful employment of fires depends on the integration and synchronization of all elements of fires across domains and in concert with the other warfighting functions. ADP 3-28, Defense Support of Civil Authorities, explains how the Army conducts defense support of civil authorities missions and National Guard civil support missions as part of multidomain operations. ADP 3-37, Protection, describes how Army forces at every echelon employ protection. The primary focus of ADP 3-37 is on how commanders and staffs integrate, synchronize, and employ protection capabilities and proactive measures to prevent or mitigate detection, threat effects, and hazards. Effective protection preserves combat power and enables freedom of action. ADP 3-90, Offense and Defense, focuses on the organization of forces; minimum-essential control measures; and general planning, preparation, and execution considerations for offensive and defensive operations. It is the common reference for all students of the art and science of tactics. Echelon-specific Army techniques publications address how each tactical echelon employs these tactical concepts. ADP 4-0, Sustainment, provides a common operational doctrine for sustaining Army forces operating across the full range of military operations in multiple domains of air, land, sea, space, and cyberspace. Army forces not engaged in ongoing operations are focused on their readiness for future operations that require sustainment, training and professional education built on doctrine. ADP 4-0 informs the preparation, sustainment, and execution of operations. ADP 5-0, The Operations Process, provides doctrine on the operations process. It describes fundamentals for effective planning, preparing, executing, and assessing operations. It describes how commanders, supported by their staffs, employ the 78 FM 1 01 May 2025 An Annotated Reference to Our Doctrinal Works operations process to understand situations, make decisions, direct action, and lead forces to mission accomplishment. ADP 6-0, Mission Command: Command and Control of Army Forces, describes how commanders, supported by their staffs, combine the art and science of command and control to understand situations, make decisions, direct actions, and lead forces toward mission accomplishment. ADP 6-22, Army Leadership and the Profession, establishes and describes the Army Profession and the foundations of Army leadership, and describes the attributes and core leader competencies expected of all leaders across all levels and cohorts. ADP 7-0, Training, describes how the Army’s principles of training provide leaders a foundational understanding to training Soldiers and units. It also describes how the training management cycle, based on these principles, gives leaders a logical and chronological framework for accomplishing effective training. 01 May 2025 FM 1 79

Oath of Enlistment I _, do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; and that I will obey the orders of the President of the United States and the orders of the officers appointed over me, according to regulations and the Uniformed Code of Military Justice. So help me God. Oath of Warrant Officers, Commissioned Officers, and DA Civilians I ___, do solemnly swear (or affirm) that I will support and defend the Constitution of the United States against all enemies, foreign and domestic; that I will bear true faith and allegiance to the same; that I take this obligation freely, without any mental reservation or purpose of evasion; and that I will well and faithfully discharge the duties of the office on which I am about to enter. So help me God. 01 May 2025 FM 1 81

No one is more professional than I. I am a noncommissioned officer, a leader of Soldiers. As a noncommissioned officer, I realize that I am a member of a time-honored corps, which is known as "The Backbone of the Army". I am proud of the Corps of Noncommissioned Officers and will at all times conduct myself so as to bring credit upon the Corps, the military service and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit, or personal safety. Competence is my watchword. My two basic responsibilities will always be uppermost in my mind—accomplishment of my mission and the welfare of my Soldiers. I will strive to remain technically and tactically proficient. I am aware of my role as a noncommissioned officer. I will fulfill my responsibilities inherent in that role. All Soldiers are entitled to outstanding leadership; I will provide that leadership. I know my Soldiers and I will always place their needs above my own. I will communicate consistently with my Soldiers and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment. Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my Soldiers. I will be loyal to those with whom I serve; seniors, peers, and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, noncommissioned officers, leaders! Army Civilian Corps Creed I am an Army civilian – a member of the Army team. I am dedicated to our Army, Soldiers and civilians. I will always support the mission. I provide leadership, stability, and continuity during war and peace. I support and defend the Constitution of the United States and consider it an honor to serve our Nation and our Army. I live the Army values of loyalty, duty, respect, selfless service, honor, integrity, and personal courage. I am an Army civilian. 84 FM 1 01 May 2025 FM 1 01 May 2025 %\2UGHURIWKH6HFUHWDU\RIWKH$UP\ 5$1'<$(25(HQHUDO 8QLWHG 6WDWHV $UP\ &KLHI RI 6WDII 2IILFLDO 0$5.) $9(5,// $GPLQLVWUDWLYH$VVLVWDQW WRWKH6HFUHWDU\RIWKH$UP\ 2512115 ',675,%87,21 $FWLYH$UP\$UP\1DWLRQDOXDUGDQG8QLWHG6WDWHV$UP\5HVHUYH 7REHGLVWULEXWHGLQ DFFRUGDQFHZLWKWKHLQLWLDOGLVWULEXWLRQQXPEHU,'1 110510 UHTXLUHPHQWVIRU FM 1  PIN: 079090-000