Military Command Manual

Chapter II
Characteristics of the Gift of Command

Generalities

59. The characteristics of the Gift of Command are attributes and qualities of the one
assume the role of Commander, acting as valuable aides to win the
trust, respect, voluntary obedience and the loyal and selfless cooperation of
subordinate personnel.

60. These characteristics must have a total influence on satisfaction

the needs of their women and men, as they directly affect their
behavior and impact on the fulfillment of the mission.

61. Whoever holds the command must make an assessment of

their characteristic traits, to establish their strengths and identify the weaknesses
and being able to apply their greatest effort to develop those where
it has limitations and perfect the already exposed.

62. The performance required of someone acting as Commander is the maximum,

but, what natural and acquired skills should the designated personnel possess to
the remote?, what characteristics or combination of characteristics make a
leader person?

63. The above was summarized in two concepts: prudence and wisdom.
Differentiating the second; not like any kind of wisdom, but that one
special, that gives a 'difference of wit' that corresponds and greater parity
keep with the function of sending.

64. In studies conducted on the personality of those who held the

recognized command, certain were appreciated and identified
characteristics, which to a lesser or greater extent they had and had put into practice; they
they included their leadership styles and the effects produced on their staff members
of the Army.

65. The initial investigations of the Gift of Command tended to view the
people as origins of actions, which derived from the
individual procedures of the Commander and considers their qualities
they are the basis of the Gift of Command.
 66. There was little or no attention given to the group of people. One way
extreme of that procedure was to consider the officers, for their simple
inauguration, as a leader.

67. The emphasis of the Gift of Command lies in those attitudes that favor the
obtaining the goals of an organization and the maintenance and strength of a
group; those that emphasize the relationship of the one serving as Commander with their
troops under their command and the leader with their followers must act to achieve
lasting effects to achieve the objectives of the unit.

68. Although these characteristics are a guide for desirable development

and suitable for the temperament of the Commander, the mission of the unit,
the nature of the subordinate staff and the situation of the moment will have an effect
determinant in the way these characteristics are applied.

69. The characteristics of the Gift of Command are the following:

A. Integrity

B. Knowledge.

C. Valor (physical and moral).

D. Decisive authority.
E. Reliability.

F. Initiative.

G. Touch.

Justice

I. Enthusiasm.

J. Door.

K. Resistance.

L. Abnegation.
 Mr. Loyalty.

N. Judgment.

70. Integrity.

A. The military career demands a strong sense of self-love,

dignity, self-respect, and pride, which imposes strength in principles
morals of truthfulness and honesty; and both describe integrity.

The leader must make their influence felt by prioritizing their image.
and an example of morality and a clean trajectory, which does instill confidence in the
subordinates, to achieve admiration, respect, and security.

C. You must not allow ambition, preferences, or personal interests.

that influence their judgments or actions, since without a firm moral foundation, the
a person cannot be quite confident in themselves to be good
Commander.

A rigid code of ethics, a strong sense of morality, and achieving the

obedience without coercion, are aspects that in the depths of their being exist in the o
the true conductor of women and men.

E. The greater the responsibility, the Commander of any

level, not only will it demonstrate honesty and correct conduct, but it must
to practice it daily, through the trust placed in one's being, to
to place the lives of the troops under their command in their hands.

F. Whoever assumes the leadership of the command proves not to be.

reliable or has questionable integrity, receives the contempt of its people
his position and creates a climate of distrust within his unit and towards higher echelons
superiors.

G. Another way in which integrity is manifested is in truthfulness.

with whom it should inform other levels of command about service matters;
when there is a deviation from strict truth, it can endanger the
security, the operations that are projected, the activity to which it is related
or also life.
 One can trust in the absolute honesty and truthfulness of the staff.
military when there is data to support it.

I. To develop your integrity:

a. Practice absolute honesty and truthfulness with yourself in

at all times.

b. Be truthful in your statements.

c. Defend what you believe is right.

d. Prioritize honesty, a sense of duty, and principles

morals when a situation arises that may compromise them.

71. Knowledge.

A. A priority aspect for the Commander is the capacity

intellectual, agreeing that the command activity is broad and complex and it
the greatest prudence and wisdom correspond, that is: the greatest capacity
mental.

B. The intellectual capacity of the human being is integrated into the

content of five words:

a. Intelligence.

Memory.

c. Attention.

d. Imagination.

e. Perception.

C. Serving as the head of the command implies

Knowledge. The command level is defined in knowledge and is tiered.
in capabilities and closely linked to the organic principle that confers
authority and responsibility.

D. Fulfill the command leadership at any level,

it means professional preparation for the exercise of command; preparation
based on the accumulation of technical professional knowledge that
require constant study, permanent updating and the
training to perform at each level of management.

E. These knowledge imply the particular that corresponds to the

specialty and the general to the institution.

F. The availability of technical-professional knowledge,

includes the mastery of tactical, technical, operational aspects and
administrative matters that are within the domain of each military specialty and
it means to exercise complete authority over the techniques and skills
related to their area of work, in order to be able to control their
subordinates to achieve efficiency in their unit.

G. Theoretically, the Commander must be able to take on

at any moment the position of any person belonging to the Army and
complete the work. Undoubtedly, this is impossible in many fields
highly specialized.

H. Military personnel must have cultural knowledge.

broad; in the foundations of the sciences, of the events
scientific, cultural, educational, social geographical, political,
economic, military, among others, that correspond to the general interest; of the
global, national, and local problems; as well as exploring the fields
from literature, novel, theater, and cinema, as well as knowing the most distinctive features
important aspects of the cultures, traditions, and history of each place.

I. A person whose education is concentrated in one area.

even if she is an expert in the subject, it is not considered comprehensive.

J. The constant need for the personnel of the Army and

Mexican Air Force to adapt to conditions and situations
changing, it makes it imperative to have a broad cultural knowledge and
know the geographical, social, cultural conditions and particularities
economic, political, among others, of each new entity.

K. Nothing attracts trust and respect more quickly than

demonstrate that one has knowledge. The person who knows their work
builds self-confidence and also confidence in others.

L. It should be recommended that the lack of knowledge in a

aspect, there must be a straightforward response admitting it, do not try to
respond if you don't know, any answer will measure your lack and that will
create discredit.

M. To increase knowledge:

a. Maintain a military file and a small library.

b. Study regulations, manuals, directives, and all

that military literature that provides them with an update on their
knowledge.

c. Read military books and magazines to stay up to date

in the profession. Develop the habit of reading to broaden your culture.

d. Through daily reading of the newspaper and magazines

weekly, try to evaluate the news in an unbiased and correct manner.

e. Develop the habit of encouraging conversations about

various subjects.

f. Evaluate your experience and that of others.

g. Stay alert, listen and observe, carry out

research on matters I am not familiar with, delve deeper when not
understand.

h.

72. Value.
 A. Valor means the deployment of energy to overcome.
Difficulties. It is the mental control of fear.

B. Every commander must possess this quality

to achieve the implementation of measures that benefit your unit,
continuing its application despite the anticipated and possible difficulties.

C. There are two types of pressures or pains that can

to cause fear: moral and physical; of what exists the moral and physical value.

D. The application of moral pain includes some aspects.

how:

a. Fear of criticism.

b. Being despised by society.

c. Fear of being different from those around them.

d. Fear of being accused for having done

something bad.

e. Fear of adopting a position or surrendering to one

cause opposed to those who hold the situation.

Fear of expressing one's own opinions.

E. Moral value means knowing and defending what is.

correct even in the face of public disapproval; also admit their mistakes or
fails, including enforcing its decisions when it is sure
to be the right thing.

F. Courage acknowledges the fear of danger or criticism, but

allows each person to act before others without yielding or submitting to
the adversity.
 G. Moral value is composed of righteousness, truthfulness, and a
great sense of responsibility.

H. The physical value is to achieve control over the natural fear of the
physical injuries and death.

I. If faced with a true danger, each person can

control your fear, acquire serenity and good judgment to react
properly; otherwise it loses the sense of direction and
purpose and increases its disadvantages.

J. In all circumstances, human beings must

to possess a control to yes, allowing him to accept
responsibilities and acting in unusual situations that expose them to
dangers or challenges, which results in being able to overcome and have strength of
determination; this is essential to the Gift of Command, to influence and imbue
trust in subordinate staff.

K. To help achieve and demonstrate value, one can or one should

recommend doing the following:

a. Study and understand their reactions to fear and

learn to control it through self-discipline.

b. Reason in an orderly manner in those situations.

to obtain serenity and judgment.

c. Speak in a calm tone and assess the true ones.

conditions of danger or adversity.

d. Force yourself to carry out certain daily tasks, until

overcome fears.

e. Defend your opinions if you are convinced

until the public condemnation.

f. Search y accept immediately the

responsibilities.

g. Accept your fault when you are wrong.

 Decisive authority.

A. The commander must be able to make decisions.

judicious and well-founded quickly and express them clearly and
energetic.

B. The rapid understanding of facts in their proper measure and

Real is a skill that is developed through practice and experience.

C. The variety of data obtained by various agencies, their

nuances and scopes must be analyzed quickly, timely, and accurately
perception that allows the adoption of new behaviors that them
circumstances require.

D. The ability of a Commander resides in

select from a variety of possible solutions, the one that
respond thoroughly to the problem and express it as a decision,
characterized by being adopted through the prior collection of data
and having conducted a systematic and analytical study of facts, factors and
circumstances.

E. Good ideas often come up

solutions at subaltern levels, which is appropriate in some cases
promote them; when time and conditions are appropriate.

F. To develop decisive authority:

a. Military personnel must learn to be positive in their

Take action. Don't delay. Don't beat around the bush.

b. Gather the facts, make a decision, and issue your order.

c. Check the decisions you have made, to

determine if they were fair and timely.

Check the decisions made by the other staff.

compare the differences and analyze them. Check if your disagreement was
correct.
 d. Broaden your viewpoints by studying actions
of each person.

e. Take advantage of the experiences of other people to

to learn.

74. Reliability.

A. It is the certainty of the appropriate performance of duty. A duty

military service is an obligation that must be fulfilled.

B. The reliable Commander is that person who has

a feeling of loyalty, commitment, and responsibility towards their mission, to the and
the superiors and subordinates, knowing in advance that they can
depend on his honor, word, and sense of responsibility to execute a
work or an action.

C. Reliability involves punctuality, meticulousness,

resistance and valor of the troops in the diligent and voluntary fulfillment of the
plans and intentions of whoever is in charge of the command.

D. The above does not mean blind and submissive obedience, but
what is the result of a decision, in which the
suggestions from the personnel of Chiefs and subordinate Officers,
but once dictated, it must receive full and energetic support.

E. Reliability can be expressed as facing the

responsibility, reasonably safe or safe in oneself and in one's unit,
facing problems and considering obstacles, successfully fulfilling
that unavoidably accompanies him in his actions.

F. A commander with a strong sense of duty

continuously dedicates its best efforts to achieving the highest
execution standards.

G. Another way to present this quality is in sacrifice.

from self-interests in favor of the well-being of their unit and personnel
subordinate; it also includes fulfilling promises and policies in
vigor.
 H. To develop reliability:

a. Do not make excuses.

b. Perform all tasks assigned to you

better possible, surpass their viewpoints.

c. Be exact in the details.

d. Develop the habit of being punctual.

e. Follow the orders to the letter in intent and of

done.

f. Pay proper attention to the overall well-being of the

personal and its unit.

75. Initiative.

A. It is to take command action in the absence of orders or in the

lack specific legal guidelines.

B. The activity of someone who serves as Commander

it requires the permanent adoption of initiatives and actions to organize,
stimulate and maintain a rhythm among the members of the Army.

C. It is common to encounter situations where the absence

specific orders or from whoever serves as Commander,
create a suspension of important tasks.

D. Such a situation is correctable when initiative is encouraged in

the subordinates, assigning them tasks that are suitable for their
hierarchy and level of experience.

E. This method releases the person who owns the title of

the command of a series of details and ensures the permanent action
of its subordinate personnel, including in their absences.
 F. The initiative when it is based on military personnel,
produces a sense of security, a desire to create, conceive and collaborate with
the Commander; acts by forcing them not only to obey but also to propose
and plan in your area, provoking the desire to perform a job, condition
which will require minimal oversight, since they will increase their efforts in
do it well. However, do not forget that supervision is essential.

G. For the Commanders, it means thinking for

advanced, facilitating the realization of future actions and staying
in front of the members of the Army.

H. When the Commander does not develop their initiative, they are
trying to evade their responsibilities, their behavior is one of neglect and apathy
since he lives day by day; he does not plan for an immediate future nor for others
subsequent activities.

I. The inactivity or passive acceptance of a situation, due to

The lack of resources is never justified.

J. Subordinates feel respect and trust for him or her.

the head of the command faced with new and unexpected
situations with a prompt and appropriate action.

K. Closely allied with the initiative is the quality of

to have ingenuity, that is, the ability to manage a situation in the absence of resources
and normal methods.

L. To develop the initiative:

a. Stay alert physically and mentally.

b. Recognize the tasks that need to be done and carry them out.
without being told to.

c. Think ahead.

d. Plan your activities.

 76. Touch.

A. It is the ability to deal with all people.

asserting oneself and creating harmony, understanding, and consideration
mutuals.

B. It is one of the most visible qualities, found in the

majority of the recognized leaders by humanity.

C. In the field of human relationships, it is the ability to

to say and do the right thing at the right moment. It is a knowledge of the
human nature and a consideration for the feelings of the staff.

D. It is particularly important in those contacts with the

personal subordinate since it encourages courteous treatment in a reciprocal manner and for
the Commander is vital to help those women or men who
they turn to her or him with their problems; courtesy is intimately connected
which is shown with words and actions.

E. Practicing this quality is difficult in moments of tension.

or when criticizing the behavior of the troops under his command, then tact is
turn it into a challenge.

F. Sometimes offering courtesy is interpreted as

weakness on the part of the superior and servility on the part of the subordinates
subordinates.

G. Frequent practice and a calm, polite, and firm touch

receive the expected degree of cooperation from each member of a
community without creating resentments.

H. The commander must remember that giving orders

requiring tone and energetic action does not mean a reason to be rude
with the people at their command.

I. To develop touch, it is advisable:

a. Be courteous and cheerful.

b. To be considerate of others.
 c. Study the actions of the successful bosses and with
prestige.

d. Analyze the different types of personality for effect

to have an understanding of human nature.

e. Develop the habit of cooperating with intention and

done.

f. Analyze your tolerance limits and take action

practices.

g. Treat others as you wish to be treated.

the treaty.

77. Justice.

A. It is the quality of being impartial in situations that

they require a trial.

B. Whoever occupies the command grants rewards and punishments.

according to the merits of each case; without prejudice and without being influenced by anger and
other emotions that are not part of the situation.

C. Every time the Commander makes a decision,

it is a test of justice observed by the troops and superiors alike. A
a single mistake due to carelessness can destroy the reputation of the just.

D. Whoever acts as Commander must express

in each case that requires justice with the conditions of being efficient, firm,
fast or quick, impersonal, consistent, equitably and fair or just.

E. These attributes mean that you provide each person

what corresponds to him according to his opinion.

F. Few circumstances alter the morality of an organization.

faster than the lack of impartiality towards a person
determined or groups.
 G. Cases that include aspects of discipline must be
considered individually; even in similar cases, there are no two
exactly the same; people, situations, and circumstances are peculiar in
every occasion.

H. The commander who only uses punishment,

destroys the morality of unity and in the case of having favorites or favored ones or
unconditional ones present a destructive situation of morality, similar to the
previous.

I. This quality is the hardest to obtain, but it

recommend to acquire it:

a. Be impersonal and firm when imposing a punishment.

b. Consider for yourself any offense.

c. Analyze your own mental attitudes to

determine if you have prejudices; if so, get rid of them.

d. Be impartial. Do not show any favoritism.

e. Be honest with yourself.

f. Grant recognition to the worthy troops of

praise or reward. Do not dispense only punishments.

78. Enthusiasm.

A. It is the demonstration of genuine interest, accompanied by

exuberance in the performance of duties and obligations of a
situation.

B. It denotes a jovial, optimistic, and enjoyable attitude towards facing the

challenges of the profession and deciding to do the best job possible.

C. When this attitude develops, it helps to create a good

unity, since enthusiasm is contagious and contributes to success.
 D. To ensure that each member puts in their maximum effort
It is necessary to explain to them the why of the actions of the Commander.
In this way, interest and enthusiasm for collaboration awaken.

E. The military personnel who hold a command position through

from their enthusiasm, they have a power of suggestion that will make the
subalterns make the performance of their tasks easy and pleasant and ensure that their
orders are fulfilled in the best and pleasant way.

F. To develop enthusiasm:

a. Understand and have faith in the mission.

b. Be cheerful and optimistic.

c. Explain to each member their orders and the reason why.

of the jobs.

d. Make the most of success, enthusiasm is

contagious and nothing develops it more than the success of the unit or of those who it
integrate.

e. Don't fall into monotony, set aside a period every

a day to free your mind from official matters and rest.

79. Door.

A. It is the general appearance, behavior, and conduct of each member.

military.

B. Being a leader represents the most important aspect of a

organization. The attitude of the subordinate staff will largely depend on
the class of impression that produces it and that impression, in turn, depends
in the way you conduct yourself.

C. Its appearance, that is, all the external aspects of its character,
they determine the level of estimation and confidence obtained.
D. The appearance and demeanor should reflect interest, energy, competence and
trust. Through voice and gestures, it can exert influence.
firm and impactful about those around them.

E. Few aspects uphold the morale of each member of the

organization, if the person who holds the command has full
awareness of the problems and difficulties of a situation, does not seem to
worried nor acts as if he were.

F. The staff of good Commanders knows and has

awareness of self-trust, in their troops and equipment. It is reflected in the
morale of the women and men under their command.

Frequent irritation, loss of patience, and vulgarity when speaking

they indicate a lack of self-control and self-discipline.

H. The commander who cannot be controlled cannot wait.

to be able to control your staff when they use inappropriate language or speak
disrespectfully to those who are part of their unit, especially when communicating
orders, runs the risk of creating friction, resentment, discussions and even
insubordination.

I. In general, military personnel resist if the Commander tends to

insult and consider that unmoderated language is often a
expression of displeasure directed against him/her.

J. Avoid the verbal condemnation of an entire group. Since there is no unity.

that deserves a reprimand or general punishment.

K. The resentment created among the subordinates, which is included

unjustly in the massive disciplinary actions, makes this a
unadvisable practice.

L. Just like inappropriate language, sarcasm, and irony

they often leave their subordinates doubtful, regarding what the
or the Commander wanted to express.

A sensible Commander will keep in mind that in some

sometimes a witty comment is very helpful, like the
it can be in periods of exhaustion and discouragement.
N. Good humor can instill confidence or relieve tension in the midst of
a difficulty.

N. Dignity is also another element that should not go unnoticed.

in the 'bearing' of whoever serves as Commander.

O. Dignity implies being honorable and requires control of actions.

and emotions.

P. Whoever is the holder of the command that is displayed in a vulgar manner,

alcohol abuse and its effects, quickly loses the respect of
integrating personal.

Q. To develop this quality:

a. Requires the highest standards in its appearance and

of conduct.

b. To know and observe the regulations regarding

dress and behavior.

c. Avoid the use of vulgar language.

d. Drink moderately, you know your limits.

e. Avoid vulgar behavior.

f. Maintain a noble air regularly.

g. Avoid making a spectacle of yourself.

h. Knowing when it should be seen, both socially and

officially.

80. Resistance.
 A. It is the mental and physical vigor, determined by the ability to
to resist pain, anguish, hardships, and fatigue, without being disheartened. Does it have any
similarity with value.

B. Resistance can be considered as the ability to

to stay in an activity and carry it out until completion, despite everything
the difficulties.

C. For the commander, it is vital to have

this quality, as it earns him the respect and recognition of his
personal, they may consider that the lack of resistance in a
a critical situation is cowardice and in other situations it can become a
load instead of successful military women and men that must be.

D. Whoever occupies the command establishes the rules for a

unity, in a more effective way through example; therefore it must
show an acceptable or higher level of resistance.

E. To develop physical and mental vigor:

a. Avoid activities no essentials that

decrease their vigor.

b. The mental and physical self-discipline is gradually exercised,

strengthens and allows for mental and physical efforts each time
more prolonged.

c. Cultivate habits of enduring physical exertion and tolerating

sustained activities.

d. Periodically subjecting your body and mind to efforts

physicists exceptional.
Periodically subject your body and mind to physical efforts
exceptional.

e. Continue to take action despite physical and mental fatigue.

f. To develop the habit of completing every task to the best of your ability

that can.
 81. Self-denial.

A. It is to delegate and yield to subordinate personnel the

well-being and comfort, before looking after one's own condition.

B. The Commander must provide rest, pleasure,

recreation, improvement, and well-being of their personnel before their own, for
to be able to earn their respect, esteem, and consideration.

C. Who performs how title of

the command, is placed last in terms of priorities and shares the
dangers, discomforts and difficulties with their staff.

D. Whoever takes command, to gain authority over

The troops under his command must credit the actions and work well.
performed and deserve recognition.

E. To obtain this quality:

a. Avoid using your position and hierarchy to obtain

security, comfort or pleasure, at the expense of their subordinates.

b. The headline should consider the issues

particulars of your staff and assist him.

c. Give credit to well-done jobs by

unit personnel.

83. Loyalty.

A. It is loyalty to the nation, institution, unity, to the

personnel of Generals, Chiefs, Officers, and Troops.

B. This quality alone can win for the or the

Command the trust, respect, and collaboration of superior staff
and subordinates.
 C. It is total, it does not exist in partial form; it implies a promise of
each member of the Armed Forces to serve the institution and the country;
it is also an ongoing commitment.

D. It demands renouncing self-interest, yielding for the benefit of

collective interest; it also includes leaving our ideas, aspirations, desires
and hopes for the triumph of a common cause to stand out.

E. Acquiescence is disloyalty, because it does not justify yielding.

in our ideas, solely to avoid unleashing the wrath of the superior.

F. When loyalties are harmonized towards the levels

superiors and with the subordinate levels, is oriented towards the success of the mission
of the unit.

G. Disloyalty also means simply executing with

energy those orders that satisfy us or that we like.

H. Loyalty includes the attributes of fidelity, truth,

frankness, honesty, uprightness, and nobility, which should be common to all the
military personnel.

I. To develop and strengthen this quality:

a. Be ready to defend your troops from abuse.

b. Never show the slightest indication of disagreement

with the orders of your superiors, when giving instructions to your
personal.

c. Do all tasks as best as you can and support.

no wonder the decisions of the Commander.

d. Never discuss problems with others.

particulars of the superiors or their troops under their command.

e. Defend your country, your Army, your unity and your

members of the Army, especially when falsely accused.
 f. Never allow criticism from the Heads' staff,
Officers or classes in the presence of whom are subordinate to those.
neither the gossip.

84. Trial.

A. It is the ability to evaluate facts logically and

determine its possible solutions, on which to base decisions
sensible.

B. It is to estimate events at their true value, it includes

anticipate situations to avoid hasty decisions and apply the
common sense to determine the relevant solution; in this way
ensures success in most situations that arise to you as
Commander.

C. To improve this skill:

Constantly practice, make situational estimates.

b. Anticipate those situations that necessarily

are going to happen and that in their role as Commander
requires a solution, in this way its prepared staff
when the need arises.

c. Avoid making decisions without having enough

information or random; do not make hasty decisions.
 Chapter III
Principles of the Gift of Command

First Section Generalities

84. Different higher education institutions have conducted

studies to determine what principles of the Gift of Command would be
suitable for both current and future military personnel?

85. The results of the mentioned studies demonstrate that the

the principles of the Gift of Command that we will analyze later are valid in
both times.

86. Studies also indicate that the majority of "deficiencies"

The Gift of Command simply results from not being applied properly.
these principles.

87. The principles of the Gift of Command serve only as a guide to the
and the Commanders. This guide is not new, it is based on an approach of
common sense for the achievement of the mission entrusted to the unit.

88. If while serving as Commander you understand and recognize the

the necessity of practical knowledge of human behavior, to
Applying these principles will have the basic means to demonstrate effectiveness.

89. Although the principles we will see are valid, it is required that
each Commander examines them carefully for their better application, already
that some have certain variations, taking into account the idiosyncrasy
of military personnel.

90. These rules have guided the conduct and actions of Commanders
notables; they have been decisive elements in their military victories and have
achieved success in their positions. It should be emphasized that according to the
Personality and style affect the actions of each to different degrees.
Commander.
 Second Section
Principles of the Gift of Command

91. The principles of the Gift of Command are:

A. Get to know yourself and seek self-improvement

Be efficient technically and tactically.

C. Seek and take responsibility for actions.

D. Make timely and appropriate decisions.

E. Give the example.

F. Get to know your staff and look after their well-being.

G. Keep the members of the Army informed.

H. Developing a sense of responsibility in the staff to

his command.

I. Ensure that they are understood, monitored, and executed

your orders.

J. Train staff to work in teams.

K. Employ your unit according to its capabilities.

Third Section
Enumeration, Explanation, and Techniques that Help Acquire the

Gift of Command

92. Principle No. 1. Know yourself and seek self-improvement.

 A. Honest self-assessment to analyze your capabilities and
weaknesses are of great importance for the Commander, since only at
through this process you can determine your possibilities and
limitations.

B. Through a self-assessment, combined with the

knowledge about individual and group behavior, the or the
Commander can get an idea of how it affects your behavior in
command and actions to subordinate personnel and understand their reactions.

C. In addition to the aforementioned advantages, this process

provides the holder of the command with the appropriate knowledge
to strengthen their strengths and overcome their weaknesses.

D. Some of the techniques used for the application of this

the principles are:

a. Analyze oneself objectively and impartially in order to

determine both positive and negative qualities.

b. Request impartial opinions of the

colleagues and superiors to improve the Gift of Command.

c. Take advantage of successful or failed experiences

of whom served as Commander in the past and currently.

d. Develop a genuine interest.

e. Dominate the art of to speak y to write
indeed.

f. Cultivating friendly relationships among them

members of the Army and civilians.

g. Have a defined and clear goal and plan it

necessary for its achievement.
 66. There was little or no attention given to the group of people. One
extreme of that procedure was to consider the officers, for their simple
inauguration, as a leader.

67. The emphasis of the Gift of Command lies in those attitudes that favo
obtaining the goals of an organization and the maintenance and strength of a
group; those that emphasize the relationship of the one serving as Commander with their
troops under their command and the leader with their followers must act to achieve
lasting effects to achieve the objectives of the unit.

68. Although these characteristics are a guide for desirable development

and suitable for the temperament of the Commander, the mission of the unit,
the nature of the subordinate staff and the situation of the moment will have an effect
determinant in the way these characteristics are applied.

69. The characteristics of the Gift of Command are the following:

A. Integrity

B. Knowledge.

C. Valor (physical and moral).

D. Decisive authority.
E. Reliability.

F. Initiative.

G. Touch.

Justice

I. Enthusiasm.

J. Door.

K. Resistance.

L. Abnegation.
 f. Due to the study and the frequent contact with their
subalterns, to know the capabilities and limitations of each member of the
unit and installation.

g. Prepare for the job at the immediate step.

superior.

Learn and apply the principles and techniques of the Gift of

h.
Command and Administration.

i. It is advisable to avoid the about

specialization.

j. Develop a technique to measure the

performance of your unit.

94. Principle No. 3. Seek accountability.

A. By having the knowledge obtained from the self-assessment

honesty (principle No. 1) and a solid technical and tactical foundation (principle No.
2) (and which constitute the fundamental aspects for the
Commander may perform), increased with initiative, is in
ability to fulfill the mission or task assigned to the unit or organization.

B. Fulfill with an order o mission involves

responsibility.

C. The search the responsibility, allows self

to develop professionally. Increases the ability for the Gift of Command.

D. Accept responsibility for everything you do or fail to do.

making their unit is part of the work of the Commander. In the absence of
orders, the use of initiative and the execution of the necessary action, with
Based on judgment and personal experiences, they help achieve the mission.

E. The study constant, the instruction y the

suggestion due results in the basic competition necessary, for the
fair and timely decision-making, which forms the basis for actions
from or the Commander.
 F. Among the techniques that can be used for the application
from this principle we have:

a. Know the obligations of the senior staff

hierarchy and having sufficient preparation to take them on in case of
to be necessary.

b. Try to occupy different positions and situations that

provide the experience to accept future responsibilities.

c. Do not refuse opportunities that offer a greater

responsibility for comfort.

d. Accept fair criticism and acknowledge mistakes.

e. Join what is considered right and give it your all.

support, to have confidence in your convictions.

f. Carry out each act as best as possible within them

own capabilities.

g. Carefully evaluate the staff's failure

subordinate, before taking any action, when considering its characteristics
and correct it whenever possible and replace it when necessary.

h. When lacking orders, take the initiative and

direct the action that you believe was adopted by the Commander
superior in case of being present.

95. Principle No. 4. Make timely and appropriate decisions.

A. Whoever serves as Commander in any

The situation requires making a quick calculation and making an appropriate decision.

B. Must to have capacity of to reason under the

more difficult conditions and quickly decide on the action to take, to
take advantage of opportunities as they arise.
 C. The indecisive Commander cannot employ
adequately to its unit, by creating confusion, loss of trust and
poor results within their unit.

D. The prompt reaction increases the staff's confidence.

subordinate in those who serve as Commanders.

E. The most suitable techniques to help those who

take command in the application of this principle, are:

a. Apply a logical and orderly thinking process

through constant practice, making objective assessments of the
situation.

b. When time and the situation allow, plan.

every possible event that can reasonably be foreseen.

c. When it is necessary to take into consideration the

suggestions from the troops under your command.

d. To consider the effect of the decisions

adopted regarding those who make up the unit.

e. Verify that the personnel under your command are

familiar with the policies and plans.

f. Encourage concurrent preparation among the

subordinate commands, through the timely announcement of the decision.

96. Principle No. 5. Lead by example.

A. Whoever assumes command must be an example in all respects

cases and situations for the staff, must be a model of integrity, courage,
professional competence, personal appearance, and conduct.

B. Your performance must set personal standards and

professionals for the organization. If it demands this without providing the example,
It is possible that the trust that must exist between the command and the members
subordinates, are lost or destroyed.
 C. One single unfavorable aspect can break the estimate and
respect for the women and men who make up your unit. Among the techniques
recommended for the application of this principle are:

a. That the military personnel remain

physically fit and appropriately dressed.

b. Mastering emotions. Whoever performs as

in charge, is subjected to attacks of displeasure without being able to control them, or to
periods of depression, cannot perform as Commander.

c. Maintain optimism and demonstrate that the more

no matter how difficult the situation may be, one must show an attitude of calmness and
trust.

d. Demonstrate and create conviction in the staff of

group, that the best person to occupy the position he holds, is him or
she herself.

e. Exercise initiative and allow the staff

subaltern the practice.

f. Have positive attitudes and habits, to avoid

that they be exposed to censorship.

g. Be loyal to whoever serves as Commander.

and the troops under his command.

h. Avoid being impartial with the staff.

i. Be morally strong, establish principles and

keep them.

j. Share the danger and the penalties with the

members of the Army, to show good will and take on the part that
it corresponds to him in the tasks of the unit.

k. Delegate responsibility and authority and avoid too much

supervision in order to develop the Gift of Command among the troops.
 To strive to obtain professional competence.

97. Principle No. 6. Know your staff and take care of their well-being.

It is of utmost importance that the Commander

know, and your staff; it is not enough to know their names, legal status or
place of birth, should also understand and know why he acts and for
What makes it.

B. Whoever takes command of an organization must observe

and to meet the members of the Army and recognize them for their
different abilities and backgrounds.
C. The commander must have knowledge of
individual and group behavior, as without this knowledge it
Can you understand the why of the actions of the military personnel in your
unit.

D. The desires of the soldiers to satisfy their own

physical and learned needs are the basis and driving force of your
behavior; that this staff performs better in their duties and
obligations depend on the satisfaction of these needs.

E. If the staff members are known and their needs are met
physical needs (food, shelter, among others), are helped to be met
their learned needs (estimation, self-actualization, and security) and whether the
or the commander is concerned with providing them well-being
In general, the subordinate staff will take an attitude that allows the unit to...
fulfillment of their missions.

F. The use of the following techniques facilitates the staff

head of a command the application of this principle:

a. See and let yourself be seen by the staff member of the

unity; to be easy to approach.

b. Know and understand your subordinates.

c. Worrying about the living conditions of the staff

member of the unit.
 d. Facilitate the action of the services and support the staff
technique to achieve the intended effects.

e. Protect the health of the unit through a

active supervision of hygiene and health measures.

f. Strengthen the security program.

g. Determine the attitudes of the unit.

h. Administer justice in a fair, timely, impartial and

equitable.

i. Encourage individual development.

j. Anticipate and provide sports facilities

necessary to ensure recreation.

k. Share the penalties with the subordinate staff.

98. Principle No. 7. Keep the members informed of

Army.

A. This alerts the initiative, improves teamwork and

boosts morale. In the past, the military did not expect information from the
because of their tasks, they simply accepted the fact of what the
superiors deemed it necessary and acted as required.

B. Currently, mass media is

they provide knowledge and awareness of what is happening around them.

C. They have been taught in school to consider the logic of

things, to think for oneself and doubt all those things that do not
makes sense to him or her, from where it is assumed that he or she expects to be
keep informed and if possible be given the reason for
act in a certain way.

D. When the subordinates are aware of the

situation, in the absence of the Commander they will be able to make decisions
similar ones, based on the same logic or reasoning.
 E. Through information, rumors and fear are reduced.
for the unknown. Some techniques to apply this principle are:

a. Explain the activity, the tasks, and how they are

propose to do them, whenever possible.
b. Ensure through supervision that
The immediate subordinates are spreading the information.

c. Avoid rumors and stop them in time, at

speak truthfully about the situation.

d. Strengthening the morale of the unit by publishing

information about the unit's successes.

e. Keep the unit updated regarding

new laws, directives or orders that affect perceptions, benefits,
among others.

99. Principle No. 8. Develop a sense of responsibility in the

personal.

A. The delegation of authority proportional to the position and hierarchy

the subordinate staff creates a sense of responsibility and develops
mutual trust and respect between the Commander and the personnel
subordinate.

B. In addition, it encourages subordinate staff to exercise the

initiative and partially cooperate in fulfilling the mission of the
unit.

C. The o the Commander who delegates authority y

responsibility, demonstrates faith and trust in its subordinate staff and
increases the desire to take on greater responsibilities; on the contrary
who holds the command that does not delegate authority
indicates a lack of leadership ability.

D. Provide facilities for subordinate staff for their

Professional development is to show interest in your well-being.
 E. Some techniques for the application of this principle
son

a. Operate and make the chain of command act

the unity.
b. Inform the subordinate staff what will be
do. Not how to carry it out. That the members of the Army
Hold accountable for the results.

c. Provide a his subordinates

opportunities for performing tasks at the higher level.

d. Detect and acknowledge the achievements of the staff

subordinate when there is initiative and ingenuity.

e. Provide advice and help freely

when someone requests it.

f. Avoid public criticism. Correct mistakes without

discourage subordinate staff.

g. Let it be known that the mistakes made are in

learning, in good faith and that there will be no sanctions.

h. Assign the military personnel under your command

jobs suitable for the demonstrated skill or preference.

i. Have faith in the subordinate staff, until

do not prove otherwise. Support it promptly and justly.

100. Principle No. 9. Ensure that they are understood, executed and
they supervise the orders.

A. The personnel under the orders of the holder of the

command, you must know what is expected of your performance and you must be
informed about the specific task they will perform. That information must be
given through clear and concise orders.
 B. The Commander must ensure that he is understood.
by communicating with subordinate staff through those orders; and
to be sure that the response is effective and immediate.

C. Execution is more effective if staff are allowed

subordinate applies their initiative, which is developed when it arises
flexibility to use their own techniques; condition that improves the
effort to do things right.

D. Subordinates resent excessive supervision and

harassment; it is recommended to provide the time and conditions to carry out the
modifications to the work when there are any; spacing the visits of
supervision.

E. To apply this principle, use some

of these techniques:

a. Use the control chain.

b. Through continuous practice, develop

the ability to think clearly and issue clear, concise commands,
positive.

c. Encourage subordinate staff to

ask when you do not understand the orders clearly.

d. Ask the subordinate staff in order to

make sure that the task to be executed is clearly understood.

e. Supervise personally or through their

assist in the execution of orders.

f. To have and provide the necessary resources

for the fulfillment of the mission.

g. Make variations in the way of supervising

to avoid routines in the staff.
 101. Principle No. 10. Train subordinate staff to work
in a team.

A. Issuing clear, concise orders and verifying their execution is

only part of the tasks faced by the Commander; furthermore, it is
its duty to train the personnel of the unit in such a way that
tactically and technically capable of working in a team; since this,
it will be the key and vital point for achieving the missions entrusted to the
unity.

B. Must understand each member that his

contribution is important and recognized in unity and that the omission of the
the same harms the group; the military personnel of a unit act better
if they have a sense of belonging to a team. We can have spirit
to translate as a spirit of unity and affection towards the organization they belong to.
part.

C. If the spirit of unity is elevated, they are in

conditions for fulfilling missions that seem or are difficult.

D. Some methods for achieving this principle are:

E. Provide the appropriate facilities for the

staff instruction by units and equipment.

F. Ensure that the instruction is objective and its

clear purpose.

G. Make maximum use of tactical problems in the

land.

H. That the instruction is as close as possible to

real, current or probable conditions.

a. To ensure that the and the Commanders

subalterns exercise tactical control over their units.

b. Let him know the functions that it performs.

staff with whom he/she usually works.
 C. One single unfavorable aspect can break the estimate and
respect for the women and men who make up your unit. Among the techniques
recommended for the application of this principle are:

a. That the military personnel remain

physically fit and appropriately dressed.

b. Mastering emotions. Whoever performs as

in charge, is subjected to attacks of displeasure without being able to control them, or to
periods of depression, cannot perform as Commander.

c. Maintain optimism and demonstrate that the more

no matter how difficult the situation may be, one must show an attitude of calmness and
trust.

d. Demonstrate and create conviction in the staff of

group, that the best person to occupy the position he holds, is him or
she herself.

e. Exercise initiative and allow the staff

subaltern the practice.

f. Have positive attitudes and habits, to avoid

that they be exposed to censorship.

g. Be loyal to whoever serves as Commander.

and the troops under his command.

h. Avoid being impartial with the staff.

i. Be morally strong, establish principles and

keep them.

j. Share the danger and the penalties with the

members of the Army, to show good will and take on the part that
it corresponds to him in the tasks of the unit.

k. Delegate responsibility and authority and avoid too much

supervision in order to develop the Gift of Command among the troops.
 c. Assign tasks evenly between the men and women
members of the Army.

d. Maximize the capabilities of the

unit.

e. Making decisions based on solid grounds

principles of Command and administration.
 Chapter IV Professionalism Within the Army

First Section The Professionalism and Military Personnel

103. Generalities.

A. Each officer of the Army and Air Force

Mexicans, they are professional women and men.

B. Profession. It is a vocation of service to the homeland.

that encompasses several rules of behavior.

C. Professionalism is the characteristics that each member

of the Army has to perform in a work environment.

D. Professionalism distinguishes the Officers' personnel who

currently they have the task of executing, driving, and leading the various
operations carried out in their respective institutions whether in
times of peace or war.

E. The nature and history of other professions have been

widely discussed and the professional character of the Officers staff has
has been belittled.

F. In our society, a businesswoman or businessman can

demand more revenue, the politician can demand more power and it
the only thing that the professional staff demands is more respect.
 G. Citizens can hardly conceive of the official of the
Armed Forces in the same way they do with other professions
as are those who practice medicine, law, engineering, among others.

H. Military personnel will be influenced by the image.

registered in popular mind and at times have refused to accept the
implications of one's own professional status.

I. When the term 'professional' has been used in relation to the

personnel that integrates the Armed Forces, it is normal that it has been in the
sense of professional, contrasting with "amateur", preferably that in
the meaning of a profession and to contrast it with commerce or others
trades.

J. The concept of 'Professional Army' is that institution which

is in charge of the military protection of a specific territory. One
characterized by being one of the most traditional institutions in society.
In the Military Command Manual of the Secretariat of National Defense in the
In the fourth chapter, the generalities of professionalism are found within.
del
Army.1

K. The personnel of soldiers are the foundation of all positions.

military personnel, and the officer graduated from military institutions who carry out a
military career, they are trained for better performance in their field
labor and as well as those who act as Commanders of this institution
to provide better service to society.

Second Section Concept of Profession

104. The first step in analyzing the professional character of

Modern officers' personnel is to define the term professionalism.
105. The high characteristics of a profession, such as a
special types of vocation are specialization, responsibility and
unit.

1National Defense Secretariat, op. cit., p. 59.

 106. Specialization.

A professional is considered to be someone with experience,

with specialized knowledge and mastery in a field
significant of human activity. Their skill is acquired
only through prolonged education and experience.2

B. This standard is universal; it is generally applicable without

import time and place. The expertise or ordinary arts, up to
reaching perfection only exists in the present, because of the
learning an existing technique, of which there is none
previous reference; however, professional knowledge for its
intellectual nature is able to preserve itself in written form,
it has a history and knowledge that are essential for the
competition.

Educational and research institutes are required

to transmit and extend knowledge and professional expertise.
Contact between practical and academic aspects is maintained.
from the profession, through publications, conferences or
seminars and for the rotation of personnel between practice and the
teaching.

D.Las and professionals are part of the tradition and

culture of a society. They can only successfully apply their
potentialities when aware of the society from which
is part of; the learned professions are an integral part of the
field of teachings.

Consequently, the professional education

consists of two phases:

a. Imparting broad cultural knowledge and

liberals.

b. Give the practice and specific skills of a

profession.

2Secretary of National Defense, Organic Law of the Mexican Army and Air Force, (S.D.N.), p.23.
 The liberal education of the professional is
led by the educational institutions that society
dedicated for this purpose.

G. The professional phase is provided

for
special institutions, operated or affiliated with the profession itself.

107. Responsibility.

A. The professional staff is an expert practitioner,

works in a social context and develops an essential service for
the functioning of society.

The client of each profession is society itself, in

individual or collective form.

C. The essential and character general del service

professional, with their accumulation of skills, is the responsibility
what is imposed on him to carry it out when required by the
society.

This responsibility distinguishes from others.

experts with only intellectual skills; this circumstance
the last one is defined when knowledge is used and
specialized skills for antisocial purposes.

The responsibility to serve and deliver to its

skills provide the reason, the remuneration cannot be
the basic goal properly defined.

F. Consequently, professional compensation

it is usually determined partially by the demand and
regulated by customs and professional laws.

G. From this, the profession becomes a unit.

moral in possession of certain values and ideals, which guide the
personal member of the Army, in their dealings with the laypeople.
 This guide may be a set of non-rules
written and transmitted through the educational system, or they can
to be encoded in written canons of professional ethics.
108. Unit.

The personnel of the Army that has a

the profession shares a sense of organic unity and awareness
of everyone as a group apart from inexperienced staff.

This meaning has its origin in the continued

discipline and training necessary to achieve competence
professional, the work relationships y the
share a unique social responsibility.

The sense of unity is also manifested in a

professional organization when formalizing and applying the rules of
the competition and establishes and reinforces the principles of
professional responsibility.

The membership in the organization, accompanied by the

possession of specific specialties, and the acceptance of
additional responsibilities, derive a state criterion
professional.

Third Section The Military Profession

It is in the vocation where the officer finds the main.

argument of their professionalism.

In practice, no vocation has all the characteristics.

of the professional type, with the military one being the closest to this degree;
its fundamental character as a profession is undeniable,
practically the military career is more grounded and effective the more
approaches the ideal of professionalism; it is weaker and more flawed when
more is drifting away.
 111. Military specialization.

A. We can start with a question: Does any exist?

common skill among Officers' staff that is not shared with the
population?

B. The military career shows a great variety of

specialties and many are carried out in civilian life: personnel who exercise the
engineering, medicine, women and men airline pilots, personnel of
communications, among others, participate in the active life of society in
both fields.

C. Even ignoring the technical specialties, the

personal absorbs and performs in its own area of activity, civil or military
his knowledge, which creates vast differences in the functions
carried out and the required skills.

D. This situation is no different within the environment.

strictly military, since the officers conduct
different activities in the institution, according to their weapon or
service.

To the commander of an infantry battalion and of

an air squadron, faces very different problems
that require various skills.

F. Still, a distance exists in the sphere of

military competence is common to all Officers or to the majority,
which allows to distinguish themselves from each other and from all civilian personnel.
G. The focal specialty of the military is perhaps well
summarized in one sentence, which defines it as 'the management of violence'.

H. The function of a military force is a successful

armed combat. The jobs for the officer include:

a. The organization, equipment, and training

of his troops.
b. The planning of their activities.
 c. The direction of your operation inside and outside of
combat.

I. In the direction, operation, and control of a

human organization, whose primary function is the application of the
violence is the manifestation of the peculiar activity of the
official, which is common in land and air activities and
distinguish between the official of the weapon and other Officers with
other specialties.

The skills of these experts are

necessary for the achievement of the global objective of the institution and of the
troop personnel; but their specialties are basically
assistants, having the same relationship with the skills of one or
a nurse or technical personnel in X-rays regarding the
specialization of medical personnel.

K. No assistant specialist helped the

medical profession, is able to diagnose and provide treatment for a
disease.

L. To assess relative technical competence, there are

the levels from highest to lowest of the units, in which the
person can show under the most varied situations and
conditions a professional competition; being older, the more
be the level of the unit; so it is obvious that the function
The military requires a high degree of specialization.

Mr. Nobody, anyone regardless of their intellectual ability,

qualities of character or leadership, I could perform these functions
efficiently without considerable training and experience and
only the person who fully commits to their task
It can await the development to a reasonable level of competence.
professional. It involves many complex intellectual skills,
so it requires study and training.
 It should be remembered that the peculiar skill of the
official is the administration of violence, but not the act of
violence itself.

For example, shooting a rifle is basically a skill.

mechanics, directing the operations of a company integrated with riflemen and
gunners need a different type of skill, which can be in
part learned from manuals, another part from practice, and a final part from
experience.

The intellectual content of the military profession demands

the modern official delivers a percentage of the service time
to educate oneself, a circumstance that does not occur in any other profession,
this reflects to a high degree the extreme complexity of the
knowledge and skills required.

The military career is universal in the sense of its

essence, is not affected by changes in time or place, since the
the same standards of professional competence apply in the
north than in the south, and now, as in five years.

The changes lie in the means and in the forms.

to drive the operations.

R. The possession of a common professional skill is

a bond between the military personnel that eliminates other differences.

S. The vocation of the Officers' personnel leads them to a

continuous process and development, which is necessary to understand,
to stay updated on its main trends and courses.

The career requires a broad base of culture.

general to master it. The methods of organization and application of
violence in any era in history is closely
related to the cultural pattern of society; additionally, not
can really develop your analytical skills, knowledge
deep, imagination and judgment without a concrete training in
professional areas.
 112. The responsibility of the Officers' staff.

A. Military specialization imposes on the officer a

special social responsibility; the use of their specialization employed
uncontrollably breaks the order in a society.

B. Society employs military skills:

directing, maintaining, and guiding its military security, based on its
global interests. While all professions are in some way
regulated by the state, the military profession is monopolized by the state.

C. Delegating responsibility to military personnel implies

recognition of their skill and seal, of the acceptance by the official
responsibility.

D. Both characteristics: responsibility and ability,

They distinguish the personnel of Officers from other social types.

E. All the people who make up a society have the

interest in your safety and the state is directly responsible for
provide it, holding its Armed Forces responsible for it.

F. The Officer staff does not act basically because of

economic incentives; the career is not well paid, nor is it
continues in the profession due to well-being factors; the and the official are not
mercenaries who transfer their services wherever is better
the reward is not a part-time citizen-soldier, but
that maintains permanent desires for improvement and self-enhancement.

G. The combination of these factors constitutes your

professional motivation.

H. The conduct of the officers' personnel within the

the military structure is governed by a complex mass of laws,
regulations, customs, and traditions.

His behavior towards society is driven by a

updating your skills, which can only be used for
purposes approved by the society it serves through its agent
political: the state.

J. The conduct of the officer towards the state is directed by

an explicit code, expressed in laws and regulations, being comparable to
the ethical standards of other professions are also contained in the
custom, in the tradition and in the spirit of the profession.

K. The legal right to practice the military profession is

limited to accredited individuals, and in the case of General staff,
Chiefs and Officers, upon the possession of their license, which serves to exercise and
in the form of a title, like for any other profession.

L. Entering this group is restricted to those who have been

provided education and training and allowed to act as Officers
only to those who demonstrate professional competence.

M. The professional world of the military tends to isolate you to

the realization of their activities, as they normally live and work separately and
their ties with the rest of society are limited.

N. The personnel of Officers, physically and socially, have less.

opportunities to maintain this contact than other professionals.

The line that separates the personnel from officers and civilians is
publicly symbolized by the uniform and insignia of their rank.

O. Within the military profession, the levels of competence

they are distinguished by a ranking hierarchy; within the organization:
for a hierarchy of activities that follow the rules in the chain of
command and administration.

P. The hierarchy infers and reflects the professional achievement of

personal, measured in terms of experience, education, skill and
seniority. Hierarchical designations are made through the system
legal and regulatory established by the relevant authorities.
 Q. The officer personnel, regardless of their rank
performs certain types of work and functions by virtue of his rank, specialty
and in regard to legal aspects.

R. The Class staff, considering the hierarchies of

Sergeants have received professional education, developing skills.
and skills that correspond to the positions and specialties assigned to them
assign.

S. The rest of the personnel do not receive formal military education.

they are provided only with the training and techniques necessary in
function of their responsibility; for the non-commissioned personnel, their vocation is a
contract, but not a profession.

T. This fundamental difference between the Officer staff,

Classes and Soldiers reflects the dividing line that is international.
marked in the military institutions of the world.

U. So, the difference in characters between the two

vocational calls towards the discontinuous organizational hierarchy; since the
cables and soldiers do not constitute a professional situation; although they reflect
varied skills, abilities, and trades.

V. This personnel who become Officers are

preferably the exception, than the rule; considering that education and
necessary training for the Officer staff is normally
incompatible with the extended service provided by the soldiers.

Fourth Section Professionalism in Military Life, Conclusions

There are two important reasons that make professionalism

an important factor in a soldier's life.
 A. They are responsible for the defense of the country because they are part of the
Public Service as a member of the Armed Forces.

B. Military personnel are responsible for their own

survival, derived from the military organization that governs the Army and
Mexican Air Force.

C. Whoever takes on the position of Commander during the

different actions carried out by the units of the Army and Air Force
Mexicans, you must make a decision, which involves taking risks that
they endanger the lives of military troops to fulfill the mission
that has been imposed on him.

114. But these risks will be carefully evaluated in their

planning and execution to fulfill the task and ensure that your unit does not suffer
unnecessary layoffs.

115. Military personnel are trained to use and employ

special knowledge and skills that have been instilled in them through
his professional life in order to provide an essential service to the country.

116. Because of the characteristics of military life and its responsibilities

inherent, there is a need to develop and maintain high standards of
conduct among the military.

117. These codes of conduct apply to responsibilities and

relationship of the personnel that integrates the Army, with the population and society.

Chapter V Ethics in Military Life

First Section

What is Ethics?

118. Its meaning and the use of the term has been confusing:
 A. Generally and in most cases it is used
as a synonym of morality and ethics.

B. It is also described as the science that deals with

conduct, considering it good or bad and right or wrong.

119. In order to identify its field and nature, it is necessary to infer.

its origin.

A. Even when law and morality intervene in the

the behavior of the human race, both regulations must be inspired by
ethical principles, that is, ethics is not only concerned with morality,
but also of the law; since both one and the other intervene and
constitute functions of human life and entail behaviors of
value; of legal values the first and moral values the second.

B. There can be discrepancies between morality and law,

but there is no contradiction, since everything that is ordered or prohibited
by law, it is equally applicable to morality and vice versa; it
what morality prohibits or commands is respected by the law,
how much does not oppose the fulfillment of moral mandates, nor does it empower
to act contrary to the prohibitions, because the value
justice of the law is carried out in the interest of social improvement and the
the value of what is good in morality is conducted in the pursuit of
perfection of the human being.

120. In this way, ethics aims to investigate the phenomenon.

of morality, its essence and roots; its connection with the goods that life
offers; that is to say, its possibilities of realization.

121. From the above, it is inferred that ethics studies the group of values.
related to the good and just that are found in relation to the

122. human behavior; directed towards the behavior of women and the
man and demands its realization, that is, ought-to-be, determine what must and
what should not be done.

123. From this link of problems, the concept is derived that

...is a systematic investigation
the valuable things in life, which allow human behavior to have the
necessary foundations for their moral development...

Second Section Ethical Code

124. An ethical-professional code is a systematic set of

principles, norms, and rules of conduct, established by and for a group
professional and serves as a guide for each member.

125. It is not possible to establish the specific ethical code for the
military professional personnel as a written document.

126. Ethical rules are contained in laws,

regulations, circulars and current provisions of the institution, as well as
also in all those customs, history, traditions and rules not
written rules that regulate actions and guide the conduct of military personnel.

127. That procedure aligns with the behavior and ethical aspects that must
observe the professional military personnel, as a servant or server of the
society and whose highest legal and regulatory aspects are foreseen
in the Political Constitution of the United Mexican States.

128. A large number of the specific rules of conduct to which we

we adjust and those that we refer to most frequently are contained
in Greco-Roman philosophy and in the Judeo-Christian ethical system; same
which contribute elements for the legal and regulatory foundations of our culture and
whose aspects are part of our code.

129. The great implicit problem in being able to define them lies in their
sources: complex, vague, and ambiguous. Hence, to apply it
we need an interpretation that aligns with our current reality.
 130. By objectively taking moral indications, these are
they become practical and easy to apply and link with the laws to generate
an institutional ethics.

131. The moral and the sum of the totality of tax laws give us
they indicate the path of conduct and the daily activities of people,
embodied in an ethical code.

Third Section: Applicative Aspects

132. The command of the units is receiving greater and greater

attention, as it relates to the professional performance of the Heads and
Officials in resource management, personnel management
volunteer and of the National Military Service.

In this last aspect, the requirement translates to the term:

professional ethics.

134. Regarding the volunteer personnel, the head of the command

It strives to have troop personnel with optimal training.
to fulfill its missions, which is why it dedicates a constant interest in
his fair treatment and seeks the general welfare, including families.

135. Under these conditions, the ethical criterion is reinforced, which

summarize all the range of applications that can be in the military profession
to meet and which could be summarized in the concept of absolute integrity.

136. The Commander must gather in all their actions a code of

professional ethics and consider that it is the example for unity and for
subordinate personnel whose actions are observed y courts
permanently.

137. An aspect of vital importance for whoever is the holder of the

command, it is your staff, as the primary base for the use of the
other resources; it is the critical element in any organization, therefore under the
The use of Commanding techniques and a strong ethical sense must:
 A. Control, direct, and guide the personnel of soldiers.
Classes and Officials to achieve individual improvement and seek
permanently its well-being.

B. Accept the problems of the troops under your command,

as their own.

Fourth Section Ethical Conduct

138. To the leader who accepts challenges and takes risks, establishing for
yes and its unit high performance standards can, only in this way
find the path of change that is needed to improve and do better
to our Army.

139. The code of ethics requires complete integrity, both in word

as an action by those who make up a military unit or organization

140. Each military person, regardless of their rank and even their
Hierarchy must take its position with strong professionalism, deep
sense of responsibility, duty, genuine and sincere commitment to the
institution and to your career.

141. Integrity is the key that formalizes the code and honor of
a person, means that they maintain a high standard of their behavior,
in every situation and circumstances.

142. Integrity exists in the military personnel and when it begins

starts with a score of 100, what we can achieve in
the course of the race will determine how far the backing of our
Our own integrity recommends us, or stops us from reaching our goals.
professionals.

143. Taking risks and having integrity are the points

crucial to our ability to stay true to our principles
ethical.
 Fifth Section Summary

144. Ethics determines a set of rules or guidelines for

to live, these are functional and basic rules that a society establishes in
function of their traditions, religion, customs, and idiosyncrasy and are combined
with the rules of law.

145. In military matters, ethics is manifested as a guide for relationships.

and the conduct of the members of the Armed Institute establishes principles
of direction to achieve an end; gives to the personnel of the Army and Air Force
Mexicans, as well as their units, the basic cohesion to fulfill their
missions and achieve their objectives.
146. It is common for a conflict to arise between ethical rules,
contained in the professional ethical code and aspects of ambition, interests or
conveniences; it is then that a great strength of character is required
and integrity.

147. A commander with a strong ethical sensitivity is worthy or

trustworthy at all levels and an object of respect; increases its
Command gift, the cohesion and the spirit of the body of your unit.

148. It is essential for military personnel to know, apply, and exercise the
ethical aspects that guide their professional activities.