The Armed Forces Officer: Department of the Army Pamphlet 600-2United States. Department of Defense
History
The Armed Forces Officer: Department of the Army Pamphlet 600-2
United States. Department of Defense
United States -- Armed Forces -- Officers' handbooks
Not less out of place in public address is the apologetic note. The
man who starts by explaining that he's unaccustomed to public
speaking, or badly prepared, is simply asking for the hook. "To
explain what I mean" or "to make myself clear" makes the audience
wonder only why he didn't say it that way in the first place. But the
really low man on this totem pole is the one who says, "Perhaps you're
not getting anything out of this."
A man does not have to go off like a gatling gun merely because he is
facing the crowd. Mr. Churchill, one of the great orators of the
century, made good use of deliberate and frequent pauses. It is a
trick worth any young speaker's cultivation, enabling the collection
of thought and the avoiding of tiresome "and ah-h-h's."
Likewise, because a man is in military uniform does not require that
his speech be terse, cold, given to the biting of words and the
overemployment of professional jargon. Training instruction is not
drill. Its efficiency does not come of its incisiveness but of the
bond of sympathy which comes to prevail between the instructor and his
followers.
Another main point: It is disconcerting to talk about the ABCs, if the
group already knows the alphabet. To devote any great part of a
presentation to matters which the majority present already well
understand is to assure that the main object will receive very little
serious attention. Thus in talking about the school of the rifle, only
a fool would start by explaining what part of it was the trigger and
from which end the bullet emerged, though it might be profitable to
devote a full hour to the discussion of caliber. Likewise, in such a
field as tactical discussion, the minds of men are more likely to be
won, and their imagination stirred, through giving them the reasoning
behind a technique or method than by telling them simply how a thing
is done.
In talk, as in tactics, at the beginning the policy of the limited
objective is a boon to confidence. It scares any green man to think
about talking for an hour. But if he starts with a subject of his own
choice and to his liking, and works up to 15-minute talk for a group
of platoon size, he will quickly develop his powers over the short
course; the switch from sprinting to distance running can be made
gradually and without strain. But it's easy that does it, and one step
at a time.
Excessive modesty is unbecoming. No matter how firm his sources, or
complex the subject, any instructor should form the habit of adding a
few thoughts of his own to any presentation. It is not a mark of
precocity but of interest when an instructor knows his material, and
its application to the human element, sufficiently well to express an
occasional personal opinion. Since he is not a phonograph record, he
has a right to say, "I think" or "I believe." Indeed, if he does not
have his subject sufficiently in hand that it has stirred his own
imagination, he is no better than a machine.
Public-domain text, read in full here on John Shaqi.
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