The Corps of Discovery: Staff Ride Handbook for the Lewis and Clark Expedition (in English)
Synopsis "The Corps of Discovery: Staff Ride Handbook for the Lewis and Clark Expedition (in English)"
Since the early 20th century, officers of the US Army have honed their professional knowledge and skills by conducting staff rides to historical battlefields. In most cases, these educational exercises have focused on the tactical and operational levels of war, through a detailed examination of a major battle or campaign. The Lewis and Clark staff ride presented, by contrast, focuses on a US Army mission to explore the unknown during a time of peace. By studying the Lewis and Clark Expedition of 1804-1806, traveling the route, and visiting the places where key decisions were made, the military professional can gain a greater appreciation of what it means to be a leader in today's Army and gain an enhanced understanding of the time-honored leadership principle of Be, Know, Do. The captains had commendable character, the "Be" of Be, Know, Do. They had the courage to do what was right regardless of the circumstances or the consequences. In short, they lived the Army values of honor, loyalty, and selfless service. The captains also repeatedly demonstrated well-honed interpersonal, conceptual, technical, and tactical skills, the "Know" of Be, Know, Do. They mastered their tasks and constantly strove to add to their knowledge and skills. Most important, the captains' actions demonstrated the Army values of duty, respect, integrity, and personal courage, the "Do" of Be, Know, Do. Their mastery of agile and adaptive leadership was the single most important factor in the success of their mission. In many ways, Captains Lewis and Clark faced a more daunting leadership challenge in their journey into the unknown than that faced by the crews of the Apollo missions to the moon. In their epic journey to the Pacific and back, they had no communication with "Houston Control" and had to rely completely on their own skills, judgment, and resources. Fortunately, they were equal to the challenge, and they had their commander's clear intent from the president. They serve today as outstanding examples of what an Army leader must Be, Know, Do. They understood what a leader must be, a person of character; they demonstrated what a leader must know, mastery of the profession; and they exercised what a leader must do, take charge and motivate others to accomplish the mission, however daunting the obstacle.
