text: Chapter 9
  9-7. Quality of presence significantly affects perceptions or sentiments, either positively or negatively, and
  requires continual vigilance. Soldiers and leaders must be conscious of their personal profile and actively
  work to build and preserve their credibility.
  POSTURE
  9-8. Posture is an expression of attitude. Whether active or passive, threatening or non-threatening, or
  defensive or welcoming. Posture dictates how units or Soldiers appear to others and how they act towards
  them.
  9-9. Posture is determined by the operational environment and necessity. For example, if force protection
  is paramount, a unit might decide to wear full protection and appear more aggressive in its stance and
  movements. If persuading the local population to support an upcoming change to the way biometrics are
  gathered is paramount, a unit might decide to wear soft hats and no body armor.
  9-10. The relationship between posture and profile enables one to counterbalance the other. A unit at a
  numerical disadvantage can compensate through an aggressive posture. Conversely, a unit with more than
  enough forces can soften its posture, appropriate to the situation.
  SOLDIER AND LEADER ENGAGEMENTS
  9-11. Like presence, profile and posture, Soldier and leader engagement (SLE) is an IRC that every unit
  inherently has at its disposal and for which it is responsible to employ. Patrols conduct deliberate SLE as part
  of their mission but must be ready to conduct dynamic SLEs; that is, unplanned engagements with local
  audiences with whom they come in contact during the routine conduct of the patrol. While these interactions
  may be impromptu, they still benefit from prior planning and training. Themes, messages, and talking points
  provide Soldiers with the necessary guidance to communicate with target audiences, whether deliberately
  engaged or inadvertently encountered.
  9-12. Planning for dynamic SLEs is integral to planning the patrol. It involves anticipating individuals and
  groups that the patrol might encounter and developing appropriate response scenarios. Further, it involves
  reviewing and, to the extent necessary, memorizing the commander’s intent, desired end state and narrative,
  and the messages and talking points that support them. Perhaps most important of all, it means having
  Soldiers rehearse the response scenarios to a point where they can engage local foreign audiences with
  confidence, competence, and nuance.
  LEVERAGING OTHER IRCS
  9-13. At the brigade level, the S3 coordinates with IRC experts and other members on the staff to support
  tactical-level operations and produce desired effects in and through the information environment. These
  capabilities are generally requested through the target nomination process and coordinated with the higher
  headquarters. Common IRCs include, but are not limited to:
  * MISO.
  * Civil Affairs Operations.
  * Combat Camera.
  * Electronic Warfare.
  * Space Operations.
  * Cyberspace operations.
  * Military Deception.
  * Special Technical Operations.
  MILITARY INFORMATION SUPPORT OPERATIONS (MISO)
  9-14. A MISO detachment typically supports a brigade combat team. The detachment commander and non-
  commissioned officer in charge serve on the brigade combat team staff as planners and coordinators of
  influence activities. They employ subordinate tactical teams to conduct engagement activities, execute