chapter  10
BE, KNOW, DO model of consulting
An exploration of how experiences with soldiers affected me and how my notions of self affected soldiers’ experiences
WithShannon Baird
Pages 18

In this chapter the author use reflexivity to examine his applied work with soldiers in the United States Army in an effort to illustrate how one's own self-stories, narratives, and taken for granted notions can impact the effectiveness of applied interventions. As an applied sport and performance practitioner working with the US Army, he has worked with soldiers in preparation for such daily performances as weapons qualification, Army Physical Fitness Test (APFT), combatives, interrogation training, board exams, and surgical residency. The idea for the chapter came out of that worry and a desire to know more about Army culture. In order to understand more about various Army performances, the author have read a variety of Army Field Manuals (FM). In FM 22-1 Army leadership is explained through the BE, KNOW, DO model. Simply put, there are certain things a leader must BE, KNOW, and DO to be effective. Each category describes different guidelines to help the soldier become an effective leader.