Site Assessment-From the Ranger Handbook February 2011

Rangers should determine the following information while reconnoitering and selecting a mountain site:

(1) The size, slope, amount of surface debris, and the area covered by shadows and obstacles in and around the site.

(2) The approximate direction, speed, and characteristics of the wind.

(3) The inbound route, if necessary. When the pilot cannot land due to a steep slope, the aircraft may terminate at a hover to off load troops and supplies.

(4) The departure route, which should orient into the wind and over the lowest obstacles.

US Army Official Ranger Handbook-Revised February 2011

The US Army Ranger School updated the Ranger Handbook in February 2011. This is the latest edition and available at Amazon.com.

Excerpt from the Ranger Handbook Updated Feb 2011

RANGER CREED
Recognizing that I volunteered as a Ranger, fully knowing the hazards of my chosen profession, I
will always endeavor to uphold the prestige, honor, and high esprit de corps of the Rangers.


Acknowledging the fact that a Ranger is a more elite Soldier who arrives at the cutting edge of
battle by land, sea, or air, I accept the fact that as a Ranger my country expects me to move further, faster, and fight harder than any other Soldier.

Never shall I fail my comrades I will always keep myself mentally alert, physically strong, and morally straight and I will shoulder more than my share of the task whatever it may be, one hundred percent and then some.

Gallantly will I show the world that I am a specially selected and well trained Soldier. My courtesy to superior officers, neatness of dress, and care of equipment shall set the example for others to follow.

Energetically will I meet the enemies of my country. I shall defeat them on the field of battle for
I am better trained and will fight with all my might. Surrender is not a Ranger word. I will never
leave a fallen comrade to fall into the hands of the enemy and under no circumstances will I ever embarrass my country.
Readily will I display the intestinal fortitude required to fight on to the Ranger objective and
complete the mission, though I be the lone survivor.

BASIC COMBAT TRAINING-From TC 3-22.20

4-2.   The training program in BCT provides foundational fitness and fundamental motor skill
development. New Soldiers report to BCT at various levels of physical readiness and ability. During
the first weeks of training, the focus is on progressive training of the whole body. To minimize
the risk of injury, Soldiers must perform exercises precisely. Also, their intensity must progress
gradually. The toughening phase BCT training schedules in Chapter 5, Planning Considerations, when
executed to standard, provide the proper training intensity, exercise volume and gradual
progression appropriate to improving physical fitness and controlling injuries. Commanders should
evaluate each new Soldier who falls below the BCT standard and give special assistance to improve
deficiencies. Supplemental training should not punish a new Soldier for the inability to perform
well. Commanders and PRT leaders need to realize that it takes at least six to eight weeks to begin
positive changes in physical fitness levels. Therefore, some Soldiers may require additional time
to make the improvements required to meet Army standards.

SH 21-76 Ranger Handbook

SH 21-76 Ranger Handbook is now updated with the latest content. Be sure to check it out...

From the Army Physical Readiness Training System

Soldier physical readiness is acquired through the challenge of a precise, progressive and integrated physical
training program. A well-conceived plan of military physical readiness training must be an integral part of every unit training program. This manual prescribes doctrine for the execution of the Army Physical Readiness Training (PRT) system.


The Army assesses, plans, prepares and executes training and leader development through training based on tasks, conditions and standards. Knowing the task, assessing the level of proficiency against the standard and developing a sustained or improved training plan is the essence of all Army training.

Army training overall prepares Soldiers, leaders and units to fight in the full spectrum of operations. Combat
readiness is the Army’s primary focus as it transitions to a more agile, versatile, lethal and survivable force.

The Oath

Upon taking the oath to become an Army leader, Soldiers, and Army civilians enter into a sacred agreement
with the Nation and their subordinates. The men and women of the Army are capable of extraordinary feats of
courage and sacrifice as they have proven on countless battlefields from the Revolutionary War to the War on
Terrorism. These Soldiers and Army civilians display great patience, persistence, and tremendous loyalty as
they perform their duty to the Nation in thousands of orderly rooms, offices, motor pools, and training areas
around the world, no matter how difficult, tedious, or risky the task. In return, they deserve competent,
professional, and ethical leadership. They expect their Army leaders to respect them as valued members of
effective and cohesive organizations and to embrace the essence of leadership.

Foreword

Competent leaders of character are necessary for the Army to meet the challenges in the
dangerous and complex security environment we face.
FM 6-22 is the Army’s keystone field manual on leadership. It establishes leadership
doctrine and fundamental principles for all officers, noncommissioned officers, and
Army civilians across all components.
This manual uses the BE-KNOW-DO concept to express what is required of Army
leaders. It is critical that Army leaders be agile, multiskilled pentathletes who have
strong moral character, broad knowledge, and keen intellect. They must display these
attributes and leader competencies bound by the concept of the Warrior Ethos. Leaders
must be committed to lifelong learning to remain relevant and ready during a career of
service to the Nation.
Army leaders must set the example, teach, and mentor, and this manual provides the
principles, concepts, and training to accomplish this important task on which America
depends.

PETER J. SCHOOMAKER
General, United States Army
Chief of Staff

Be Sure to Follow Only Legal and Ethical Orders

4-73. Making the right choice and acting on it when faced with an ethical question can be difficult.Sometimes it means standing firm and disagreeing with the boss on ethical grounds. These occasions test character. Situations in which a leader thinks an illegal order is issued can be the most difficult.

4-74. Under normal circumstances, a leader executes a superior leader’s decision with energy and enthusiasm. The only exception would be illegal orders, which a leader has a duty to disobey. If a Soldier perceives that an order is illegal, that Soldier should be sure the details of the order and its original intent are fully understood. The Soldier should seek immediate clarification from the person who gave it before proceeding.

4-75. If the question is more complex, seek legal counsel. If it requires an immediate decision, as may happen in the heat of combat, make the best judgment possible based on the Army Values, personal
experience, critical thinking, and previous study and reflection. There is a risk when a leader disobeys what
may be an illegal order, and it may be the most difficult decision that Soldier ever makes. Nonetheless, that is what competent, confident, and ethical leaders should do.

4-76. While a leader may not be completely prepared for the complex situations, spending time to reflect on the Army Values, studying, and honing personal leadership competencies will help. Talk to superiors,  particularly those who have done the same.

4-77. Living the Army Values and acting ethically is not just for generals and colonels. There are ethicaldecisions made every day in military units and in offices on Army installations across the world. Theyinclude decisions that can directly affect the lives of Soldiers in the field, innocent noncombatants, Army
civilians, as well as American taxpayers. It is up to all Army leaders to make value-based, ethical choices
for the good of the Army and the Nation. Army leaders should have the strength of character to make the right choices.

CHARACTER AND BELIEFS

4-57. Beliefs matter because they help people understand their experiences. Those experiences provide a
start point for what to do in everyday situations. Beliefs are convictions people hold as true. Values are
deep-seated personal beliefs that shape a person’s behavior. Values and beliefs are central to character.

4-58. Army leaders should recognize the role beliefs play in preparing Soldiers for battle. Soldiers often
fight and win against tremendous odds when they are convinced of the beliefs for which they are fighting.
Commitment to such beliefs as justice, liberty, and freedom can be essential ingredients in creating and
sustaining the will to fight and prevail. Warrior Ethos is another special case of beliefs.

4-59. Beliefs derive from upbringing, culture, religious backgrounds, and traditions. As a result, different
moral beliefs have, and will, continue to be shaped by diverse religious and philosophical traditions. Army
leaders serve a Nation that protects the fundamental principle that people are free to choose their own
beliefs. America’s strength derives and benefits from that diversity. Effective leaders are careful not to
require their people to violate their beliefs by ordering or encouraging illegal or unethical actions.

4-60. America’s Constitution reflects fundamental national principles. One of these principles is the
guarantee of freedom of religion. The Army places a high value on the rights of its Soldiers to observe
tenets of their respective religious faiths while respecting individual differences in moral background and
personal conviction. While religious beliefs and practices remain a decision of individual conscience,
Army leaders are responsible for ensuring their Soldiers and civilians have the opportunity to practice their
religion. Commanders, in accordance with regulatory guidance, normally approve requests for
accommodation of religious practices unless they will have an adverse impact on unit readiness, individual
readiness, unit cohesion, morale, discipline, safety, and/or health. At the same time, no leader may apply
undue influence, coerce, or harass subordinates with reference to matters of religion. Chaplains are staff
officers with specialized training and specific responsibilities for ensuring the free exercise of religion and
are available to advise and assist Army leaders at every level.

4-61. A common theme expressed by American prisoners of war during the Korean and Vietnam wars was
the importance of beliefs instilled by a common American culture. Those beliefs helped them to withstand
torture and the hardships of captivity.

IN-QUARTERS INSPECTION (STAND BY)

When the first sergeant wants to conduct an in-quarters inspection, the members are
positioned on line with their equipment (or as near it as possible).
a. The platoon sergeant positions himself in the path of the inspecting officer at a
point near his area of responsibility. At the approach of the inspecting officer, the platoon
sergeant commands Platoon, ATTENTION, salutes, and reports, “Sir, the platoon is
prepared for inspection.”
NOTE: When the situation dictates, the platoon sergeant may report to the inspecting
officer outside of the quarters. A designated individual commands the
members to Attention as the inspector enters the quarters (bay).
b. The platoon sergeant then guides the inspector along a route dictated by the
physical arrangement of the personnel and equipment. Upon entering the area, the highest
ranking soldier present commands AT EASE. As the inspector approaches each
individual or his equipment, the individual automatically assumes the Position of
Attention. When the inspector has moved to the next man, the last man inspected resumes
the position of At Ease. As the inspector begins to exit the area after completing the
inspection, CARRY ON is commanded.
NOTE: When inspecting soldiers’ rooms, Attention is not commanded. The
individuals automatically assume the Position of Attention as the inspector
enters the room. The inspector then commands AT EASE. As the inspector
approaches each soldier, the soldier assumes the Position of Attention and
resumes At Ease after he has been inspected.

The 30-inch Step from the Halt

To march with a 30-inch step from the Halt, the command is Forward, MARCH.
a. On the preparatory command Forward, shift the weight of the body to the right
foot without noticeable movement. On the command of execution MARCH, step
forward 30 inches with the left foot and continue marching with 30-inch steps, keeping
the head and eyes fixed to the front. The arms swing in a natural motion, without
exaggeration and without bending at the elbows, approximately 9 inches straight to the
front and 6 inches straight to the rear of the trouser seams. Keep the fingers curled as in
the Position of Attention so that the fingers just clear the trousers.
b. To Halt while marching, the command Squad (Platoon), HALT is given. The
preparatory command Squad (Platoon) is given as either foot strikes the marching
surface as long as the command of execution HALT is given the next time that same
foot strikes the marching surface. The Halt is executed in two counts. After HALT is
commanded, execute the additional step required after the command of execution and
then bring the trail foot alongside the lead foot, assuming the Position of Attention and
terminating the movement.

Resilience-A Leadership Perspective

     Resilient leaders can recover quickly from setbacks, shock, injuries, adversity, and stress while
maintaining their mission and organizational focus. Their resilience rests on will, the inner drive that
compels them to keep going, even when exhausted, hungry, afraid, cold, and wet. Resilience helps leaders
and their organizations to carry difficult missions to their conclusion.
     Resilience and the will to succeed are not sufficient to carry the day during adversity. Competence
and knowledge guide the energies of a strong will to pursue courses of action that lead to success and
victory in battle. The leader’s premier task is to instill resilience and a winning spirit in subordinates. That
begins with tough and realistic training.
     Resilience is essential when pursuing mission accomplishment. No matter what the working
conditions are, a strong personal attitude helps prevail over any adverse external conditions. All members
of the Army—active, reserve, or civilian—will experience situations when it would seem easier to quit
rather than finish the task. During those times, everyone needs an inner source of energy to press on to
mission completion. When things go badly, a leader must draw on inner reserves to persevere.

Introduction to Drill and Ceremonies

“Gentlemen: you have now reached the last point. If anyone of you doesn’t mean business let him say so now. An hour from now will be too late to back out. Once in, you’ve got to see it through. You’ve got to perform without flinching whatever duty is assigned you, regardless of the difficulty or the danger attending it. If it is garrison duty, you must attend to it. If it is meeting fever, you must be willing. If it is the closest kind of fighting, anxious for it. You must know how to ride, how to shoot, how to live in the open. Absolute obedience to every command is your first lesson. No matter what comes you mustn’t squeal. Think it over - all of you. If any man wishes to withdraw he will be gladly excused, for
others are ready to take his place.”
Theodore Roosevelt, Remarks to Recruits, 1898

IMPLICATIONS FOR ORGANIZATIONAL LEADERS AND UNIT COMMANDERS

 To be effective team builders, organizational leaders and commanders must be able to identify and
interact with both formal and informal teams, including—

• The traditional chain of command.
• Chains of coordination directing joint, interagency, and multinational organizations.
• Chains of functional support combining commanders and staff officers.

Although leading through other leaders is a decentralized process, it does not imply a commander or
supervisor cannot step in and temporarily take active control if the need arises. However, bypassing the
habitual chain of command should be by exception and focused on solving an urgent problem or guiding
an organization back on track with the leader’s original guidance

Giant Print Ranger Handbook

The Giant print Ranger Handbook will be available very soon. We are just finishing the format. Current version has 7 font. New version will have 11 font. What a difference.

Printed Ranger Handbook is here.

An enduring expression for Army leadership has been BE-KNOW-DO. Army leadership begins with
what the leader must BE—the values and attributes that shape character. It may be helpful to think of these as internal and defining qualities possessed all the time. As defining qualities, they make up the identity of the
leader.

Who is an Army leader?
An Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and
influences people to accomplish organizational goals. Army leaders motivate people both inside and
outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater
good of the organization.the leader must BE—the values and attributes that shape character. It may be  helpful to think of these as internal and defining qualities possessed all the time. As defining qualities, they make up the identity of the leader.

1-2. Who is an Army leader?
An Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and
influences people to accomplish organizational goals. Army leaders motivate people both inside and
outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater
good of the organization.Army leader is anyone who by virtue of assumed role or assigned responsibility inspires and influences people to accomplish organizational goals. Army leaders motivate people both inside and outside the chain of command to pursue actions, focus thinking, and shape decisions for the greater
good of the organization.

1-3. Values and attributes are the same for all leaders, regardless of position, although refined through
experience and assumption of positions of greater responsibility. For example, a sergeant major with combat
experience may have a deeper understanding of selfless service and personal courage than a new Soldier.

1-4. The knowledge that leaders should use in leadership is what Soldiers and Army civilians KNOW.
Leadership requires knowing about tactics, technical systems, organizations, management of resources, and the tendencies and needs of people. Knowledge shapes a leader’s identity and is reinforced by a leader’s actions.KNOW. Leadership requires knowing about tactics, technical systems, organizations, management of resources, and the tendencies and needs of people. Knowledge shapes a leader’s identity and is reinforced by a leader’s actions.

The Basis of Leadership

The Basis of Leadership

     All Army team members, Soldiers and civilians alike, must have a basis of understanding
for what leadership is and does. The definitions of leadership and leaders address their
sources of strength in deep-rooted values, the Warrior Ethos, and professional
competence. National and Army values influence the leader’s character and professional
development, instilling a desire to acquire the essential knowledge to lead. Leaders
apply this knowledge within a spectrum of established competencies to achieve
successful mission accomplishment. The roles and functions of Army leaders apply to
the three interconnected levels of leadership: direct, organizational, and strategic. Within
these levels of leadership, cohesive teams can achieve collective excellence when
leadership levels interact effectively.

Army Leadership From an Army Physical Readiness Point of View

Leadership

“The American Soldier…demands professional competence in his leaders in battle; he wants

to know that the job is going to be done right, with no unnecessary casualties. The

noncommissioned officer wearing the chevron is supposed to be the best Soldier in the

platoon, and he is supposed to know how to perform all duties expected of him. The American

Soldier expects his sergeant to be able to teach him how to do his job, and expects even more

from his officers.”

General of the Army Omar N. Bradley

Throughout history, the Army has had confident leaders of character and competence.

Leaders develop through a dynamic process consisting of three equally important training

domains: operational, institutional and self-development IAW AR 350-1. The process

incorporating these domains provides the following key leadership elements:

fundamental military specialty experience; education that instills key competencies;

personal and professional development goals that enable leaders to develop the skills and

the knowledge and attitudes needed for success. Leaders at all levels should understand

that physical readiness training (PRT) improves Soldier resiliency which is a vital

component of a combat-ready force. This chapter addresses the importance of leadership

as it applies to PRT.

Ranger Handbook-Shelters

1) Poncho Lean-To. It takes only a short time and minimal equipment to build this lean-to. You need a poncho, 6 to 10 feet of rope, three stakes about 6 inches long, and two trees (or two poles) 7 to 9 feet apart. Before you select the trees you will use (or decide where to place the poles), check the wind direction. Make sure the back of your lean-to will be into the wind. To make the lean-to:

(a) Tie off the hood of the poncho. To do this, pull the draw cord tight; roll the hood long ways, fold it into thirds, and tie it with the draw cord.

(b) Cut the rope in half. On one long side of the poncho, tie half of the rope to one corner grommet, and the other half to the other corner grommet.

(c) Attach a drip stick (about a 4-inch stick) to each rope 1/4 to 3/4 inches away from the grommet. These drip sticks will keep rainwater from running down the ropes into the lean-to. Using drip lines is another way to prevent dripping inside the shelter. Tie lines or string about 4 inches long to each grommet along the top edge of the shelter. This allows water to run to and down the line without dripping into the shelter.

(d) Tie the ropes about waist high on the trees (uprights). Use a round turn and two half hitches with quick-release knot.

(e) Spread the poncho into the wind and anchor to the ground. To do this, put three sharpened sticks through the grommets and into the ground.

(f) If you plan to use the lean-to for more than one night, or if you expect rain, make a center support to the lean-to. You can do this by stretching a rope between two upright poles or trees that are in line with the center of the poncho.

(g) Tie another rope to the poncho hood; pull it upward so that it lifts the center of the poncho, and tie it firmly to the rope stretched between the two uprights.

(h) Another method is to cut a stick to place upright under the center of the lean-to. This method, however, will restrict your space and movements in the shelter.

(i) To give additional protection from wind and rain, place boughs, brush, your rucksack, or other equipment at the sides of the lean-to.

(j) To reduce heat loss to the ground, place some type of insulating material, such as leaves or pine needles, inside your lean-to.

Note: When at rest, as much as 80 percent of your body heat can be lost to the ground.

(k) To increase your security from enemy observation, lower the silhouette of the lean-to by making

two modifications.When at rest, as much as 80 percent of your body heat can be lost to the ground.

(l) To increase your security from enemy observation, lower the silhouette of the lean-to by making

two modifications.

•  Secure the support lines to the trees knee-high rather than waist-high.Secure the support lines to the trees knee-high rather than waist-high.
•  Use two knee-high sticks in the two center grommets (sides of lean-to), and angle the poncho to the ground, securing it with sharpened sticks as above.Use two knee-high sticks in the two center grommets (sides of lean-to), and angle the poncho to the ground, securing it with sharpened sticks as above.

Respect

Treat people as they should be treated.

The discipline which makes the soldiers of a free country reliable in battle is not to be

gained by harsh or tyrannical treatment. On the contrary, such treatment is far more

likely to destroy than to make an army. It is possible to impart instruction and to give

commands in such manner and such a tone of voice to inspire in the soldier no feeling

but an intense desire to obey, while the opposite manner and tone of voice cannot fail to

excite strong resentment and a desire to disobey. The one mode or the other of dealing

with subordinates springs from a corresponding spirit in the breast of the commander.

He who feels the respect which is due to others cannot fail to inspire in them regard for

himself, while he who feels, and hence manifests, disrespect toward others, especially his

inferiors, cannot fail to inspire hatred against himself.

Major General John M. Schofield

Address to the United States Corps of Cadets, 11 August 1879

Respect for the individual is the basis for the rule of law—the very essence of what the Nation stands

for. In the Army, respect means treating others as they should be treated. This value reiterates that people

are the most precious resource and that one is bound to treat others with dignity and respect.

Over the course of history, America has become more culturally diverse, requiring Army leaders to

deal with people from a wider range of ethnic, racial, and religious backgrounds. An Army leader should

prevent misunderstandings arising from cultural differences. Actively seeking to learn about people whose

culture is different can help to do this. Being sensitive to other cultures will aid in mentoring, coaching,

and counseling subordinates. This demonstrates respect when seeking to understand their background, see

things from their perspective, and appreciate what is important to them.

Army leaders should consistently foster a climate in which everyone is treated with dignity and

respect, regardless of race, gender, creed, or religious belief. Fostering a balanced and dignified work

climate begins with a leader’s personal example. How a leader lives the Army Values shows subordinates

how they should behave. Teaching values is one of a leader’s most important responsibilities. It helps

create a common understanding of the Army Values and expected standards.

Duty

Fulfill your obligations.

I go anywhere in the world they tell me to go, any time they tell me to, to fight anybody

they want me to fight. I move my family anywhere they tell me to move, on a day’s notice,

and live in whatever quarters they assign me. I work whenever they tell me to work….

And I like it.

James H. Webb

Former U.S. Marine and Secretary of the Navy (1987-1988)

Duty extends beyond everything required by law, regulation, and orders. Professionals work not just
to meet the minimum standard, but consistently strive to do their very best. Army leaders commit to
excellence in all aspects of their professional responsibility.

Part of fulfilling duty is to exercise initiative—anticipating what needs to be done before being told
what to do. Army leaders exercise initiative when they fulfill the purpose, not merely the letter, of the tasks
they have been assigned and the orders they have received. The task is not complete until the intended
outcome is achieved. When a platoon sergeant tells a squad leader to inspect weapons, the squad leader
only fulfills a minimum obligation when checking weapons. If the squad leader finds weapons that are not
clean or serviced, a sense of duty alerts the leader to go beyond the platoon sergeant’s instructions. To
fulfill that duty, squad leaders must correct the problem and ensure that all the unit’s weapons are up to
standard. When leaders take initiative, they also take full responsibility for their actions and those of their
subordinates. Conscientiousness is a human trait where duty is internalized. Conscientiousness means
having a high sense of responsibility for personal contributions to the Army, demonstrated through
dedicated effort, organization, thoroughness, reliability, and practicality. Conscientiousness consistently
alerts the leader to do what is right—even when tired or demoralized.

In rare cases, a leader’s sense of duty also has to detect and prevent an illegal order. Duty requires
refusal to obey it—leaders have no choice but to do what is ethically and legally right

BUILDING TEAMWORK AND COHESION

Teamwork and cohesion are measures of climate. Willingness to engage in teamwork is the opposite
of selfishness. Selfless service is a requirement for effective teamwork. To operate effectively, teams, units,
and organizations need to work together for common Army Values and task and mission objectives.

Leaders encourage others to work together, while promoting group pride in accomplishments. Teamwork
is based on commitment to the group, which in turn is built on trust. Trust is based on expecting that others
will act for the team and keep its interests ahead of their own. Leaders have to do the hard work of dealing
with breaches in trust, poor team coordination, and outright conflicts. Leaders should take special care in
quickly integrating new members into the team with this commitment in mind.

Leaders can shape teams to be cohesive by setting and maintaining high standards. Positive climate
exists where good, consistent performance is the norm. This is very different from a climate where
perfectionism is the expectation. Team members should feel that a concentrated, honest effort is
appreciated even when the results are incomplete. They should feel that their leader recognizes value in
every opportunity as a means to learn and to get better.

Good leaders recognize that reasonable setbacks and failures occur whether the team does everything
right or not. Leaders should express the importance of being competent and motivated, but understand that
weaknesses exist. Mistakes create opportunities to learn something that may not have been brought to
mind.
Soldiers and Army civilians expect to be held to high but realistic standards. In the end, they feel
better about themselves when they accomplish their tasks successfully. They gain confidence in leaders
who help them achieve standards and lose confidence in leaders who do not know the standards or who fail
to demand quality performanc

Army Leadership-Formal and Informal

LEADER TEAMS

Leaders at all levels recognize the Army is a team as well as a team of teams. These teams interact as

numerous functional units, designed to perform necessary tasks and missions that in unison produce the

collective effort of all Army components. Everyone belongs to a team, serving as either leader or

responsible subordinate. For these teams to function at their best, leaders and followers must develop

mutual trust and respect, recognize existing talents, and willingly contribute talents and abilities for the

common good of the organization. Leadership within the teams that make up Army usually comes in two

forms:

•  Legitimate (formal).
•  Influential (informal).

FORMAL LEADERSHIP

Legitimate or formal leadership is granted to individuals by virtue of assignment to positions of

responsibility and is a function of rank and experience. The positions themselves are based on the leader’s

level of job experience and training. One selection process used for the assignment of legitimate authority

is the command selection board. Similar to a promotion board, the selection board uses past performance

and potential for success to select officers for command positions. NCOs assume legitimate authority when

assigned as a platoon sergeant, first sergeant, or command sergeant major. These positions bring with them

the duty to recommend disciplinary actions and advancement or promotion.

 

The Uniform Code of Military Justice supports military leaders in positions of legitimate authority.

Regardless of the quality of leadership exhibited by organizationally appointed leaders, they possess the

legal right to impose their will on subordinates, using legal orders and directives.

 

INFORMAL LEADERSHIP

Informal leadership can be found throughout organizations, and while it can play an important role

in mission accomplishment, it should never undermine legitimate authority. All members of the Army

could find themselves in a position to serve as a leader at any time. Informal leadership is not based on any

particular rank or position in the organizational hierarchy. It can arise from the knowledge gained from

experience and sometimes requires initiative on the part of the individual to assume responsibility not

designated to his position. Therefore, even the most junior member may be able to influence the decision of

the highest organizational authority. As the final decision maker, the formal leader is ultimately responsible

for legitimizing an informal leader’s course of action.

How to Prepare and Eat Fowl-Ranger Handbook

Fowl. Your first step after killing a fowl for eating or preserving is to pluck its feathers. If plucking is impractical, you can skin the fowl. Keep in mind, however, that a fowl cooked with the skin on retains more food value. Waterfowl are easier to pluck while dry, but other fowl are easier to pluck after scalding. After you pluck the fowl--

• Cut off its neck close to the body.
• Cut an incision in the abdominal cavity and clean out the insides. Save the neck, liver, and heart for stew. Thoroughly clean and dry the entrails to use for cordage.
• Wash out the abdominal cavity with fresh clean water. You can boil fowl or cook it on a spit over a fire. You should boil scavenger birds such as vultures and buzzards for at least 20 minutes to kill any parasites. Use the feathers from fowl for insulating your shoes clothing, or bedding. You can also use feathers for fish lures.

PROVIDING PURPOSE, MOTIVATION, AND INSPIRATION

Leaders influence others to achieve some purpose. To be successful at exerting influence Army
leaders have an end or goal in mind. Sometimes the goal will be very specific, like reducing the number of
training accidents by one-half over a period of six months. Many goals are less distinct and measurable
than this example, but are still valid and meaningful. A leader may decide that unit morale needs to be
improved and may set that as a goal for others to join to support.

Purpose provides what the leader wants done, while motivation and inspiration provide the
energizing force to see that the purpose is addressed and has the strength to mobilize and sustain effort to
get the job done. Motivation and inspiration address the needs of the individual and team. Indirect needs—
like job satisfaction, sense of accomplishment, group belonging, and pride—typically have broader
reaching effects than formal rewards and punishment, like promotions or nonjudicial actions.
march,
Besides purpose and motivation, leader influence also consists of direction. Direction deals with how
a goal, task, or mission is to be achieved. Subordinates do not need to receive guidance on the details of
execution in all situations. The skilled leader will know when to provide detailed guidance and when to
focus only on purpose, motivation, or inspiration.

Mission command conveys purpose without providing excessive, detailed direction. Mission
command is the conduct of military operations through decentralized execution based on mission orders for
effective mission accomplishment. Successful mission command rests on four elements:
Commander’s intent.
Subordinates’ initiative.
Mission orders.
Resource allocation.

Character Development from the US Army Leadership Manual

CHARACTER DEVELOPMENT
People join the Army as Soldiers and Army civilians with their character, pre-shaped by their
background, beliefs, education, and experience. An Army leader’s job would be simpler if merely checking
the team member’s personal values against the Army Values and developing a simple plan to align them
sufficed. Reality is much different. Becoming a person of character and a leader of character is a careerlong
process involving day-to-day experience, education, self-development, developmental counseling,
coaching, and mentoring. While individuals are responsible for their own character development, leaders
are responsible for encouraging, supporting, and assessing the efforts of their people. Leaders of character
can develop only through continual study, reflection, experience, and feedback. Leaders hold themselves
and subordinates to the highest standards. The standards and values then spread throughout the team, unit,
or organization and ultimately throughout the Army.
Doing the right thing is good. Doing the right thing for the right reason and with the right goal is
better. People of character must possess the desire to act ethically in all situations. One of the Army
leader’s primary responsibilities is to maintain an ethical climate that supports development of such
character. When an organization’s ethical climate nurtures ethical behavior, people will, over time, think,
feel, and act ethically. They will internalize the aspects of sound character.

Standing Orders for Rogers' Rangers-From the Ranger Handbook

STANDING ORDERS, ROGERS' RANGERS

1.  Don't forget nothing.

2.  Have your musket clean as a whistle, hatchet scoured, sixty rounds powder and ball, and be ready to march at a minute's warning.

3.  When you're on the march, act the way you would if you was sneaking up on a deer. See the enemy first.

4.  Tell the truth about what you see and what you do. There is an army depending on us for correct information. You can lie all you please when you tell other folks about the Rangers, but don't never lie to a Ranger or officer.

5.  Don't never take a chance you don't have to.

6.  When we're on the march we march single file, far enough apart so one shot can't go through two men.

7.  If we strike swamps, or soft ground, we spread out abreast, so it's hard to track us.

8.  When we march, we keep moving till dark, so as to give the enemy the least possible chance at us.

9.  When we camp, half the party stays awake while the other half sleeps.

10.If we take prisoners, we keep' em separate till we have had time to examine them, so they can't cook up a story between' em.

11.Don't ever march home the same way. Take a different route so you won't be ambushed.

12.No matter whether we travel in big parties or little ones, each party has to keep a scout 20 yards ahead, 20 yards on each flank, and 20 yards in the rear so the main body can't be surprised and wiped out.

13.Every night you'll be told where to meet if surrounded by a superior force.

14.Don't sit down to eat without posting sentries.

15.Don't sleep beyond dawn. Dawn's when the French and Indians attack.

16.Don't cross a river by a regular ford.

17.If somebody's trailing you, make a circle, come back onto your own tracks, and ambush the folks that aim to ambush you.

18.Don't stand up when the enemy's coming against you. Kneel down, lie down, hide behind a tree.

19.Let the enemy come till he's almost close enough to touch, then let him have it and jump out and finish him up with your hatchet.

--MAJOR ROBERT ROGERS, 1759

Army Civilians-Army Leadership

ARMY CIVILIAN LEADERS-Excerpt from Army Leadership

The Army civilian corps consists of experienced personnel committed to serving the Nation. Army
civilians are an integral part of the Army team and are members of the executive branch of the federal
government. They fill positions in staff and sustaining base operations that would otherwise be filled by
military personnel. They provide mission-essential capability, stability, and continuity during war and
peace in support of the Soldier. Army civilians take their support mission professionally. Army civilians
are committed to selfless service in the performance of their duties as expressed in the Army Civilian
Corps Creed.

The major roles and responsibilities of Army civilians include establishing and executing policy;
managing Army programs, projects, and systems; and operating activities and facilities for Army
equipment, support, research, and technical work. These roles are in support of the organizational Army as
well as warfighters based around the world. The main differences between military and civilian leaders are
in the provisions of their position, how they obtain their leadership skills, and career development patterns.

Army civilians’ job placement depends on their eligibility to hold the position. Their credentials
reflect the expertise with which they enter a position. Proficiency in that position is from education and
training they have obtained, prior experiences, and career-long ties to special professional fields. Unlike
military personnel, Army civilians do not carry their grade with them regardless of the job they perform.
Civilians hold the grade of the position in which they serve. Except for the Commander in Chief (the
President of the United States) and Secretary of Defense, civilians do not exercise military command;
however, they could be designated to exercise general supervision over an Army installation or activity
under the command of a military superior. Army civilians primarily exercise authority based on the
position held, not their grade.

Civilian personnel do not have career managers like their military counterparts, but there are
functional proponents for career fields that ensure provisions exist for career growth. Army civilians are
free to pursue positions and promotions as they desire. While mobility is not mandatory in all career fields,
there are some (and some grade levels) where mobility agreements are required. Personnel policies
generally state that civilians should be in positions that do not require military personnel for reasons of law,
training, security, discipline, rotation, or combat readiness. While the career civilian workforce brings a
wealth of diversity to the Army team, there is also a wealth of knowledge and experience brought to the
Army’s sustaining base when retired military join the civilian ranks.

While most civilians historically support military forces at home stations, civilians also deploy with
military forces to sustain theater operations. As evidenced by the ever-increasing demands of recent
deployments, civilians have served at every level and in every location, providing expertise and support
Leadership Roles, Leadership Levels and Leadership Teams wherever needed. Army civilians support their military counterparts and often remain for long periods within the same organization or installation, providing continuity and stability that the highly mobile personnel management system used for our military rarely allows. However, when the position or mission dictates, Army civilians may be transferred or deployed to meet the needs of the Army.

What is an NCO-Leadership lessons

NONCOMMISSIONED OFFICERS - Excerpt from Army Leadership

NCOs conduct the daily operations of the Army. The NCO corps has adopted a vision that defines
their role within the Army organization.

The Army relies on NCOs who are capable of executing complex tactical operations, making intentdriven
decisions, and who can operate in joint, interagency, and multinational scenarios. They must take
the information provided by their leaders and pass it on to their subordinates. Soldiers look to their NCOs
for solutions, guidance, and inspiration. Soldiers can relate to NCOs since NCOs are promoted from the
junior enlisted ranks. They expect them to be the buffer, filtering information from the commissioned
officers and providing them with the day-to-day guidance to get the job done. To answer the challenges of
the contemporary operating environment, NCOs must train their Soldiers to cope, prepare, and perform no
matter what the situation. In short, the Army NCO of today is a warrior-leader of strong character,
comfortable in every role outlined in the NCO Corps’ vision.

NCO leaders are responsible for setting and maintaining high-quality standards and discipline. They
are the standard-bearers. Throughout history, flags have served as rallying points for Soldiers, and because
of their symbolic importance, NCOs are entrusted with maintaining them. In a similar sense, NCOs are also
accountable for caring for Soldiers and setting the example for them.

NCOs live and work every day with Soldiers. The first people that new recruits encounter when
joining the Army are NCOs. NCOs process Soldiers for enlistment, teach basic Soldier skills, and
demonstrate how to respect superior officers. Even after transition from civilian to Soldier is complete, the
NCO is the key direct leader and trainer for individual, team, and crew skills at the unit level.

While preparing Soldiers for the mission ahead, the NCO trainer always stresses the basics of
fieldcraft and physical hardening. He knows that the tools provided by technology will not reduce the need
for mentally and physically fit Soldiers. Soldiers will continue to carry heavy loads, convoy for hours or
days, and clear terrorists from caves and urban strongholds. With sleep often neglected in fast-paced
operations, tactical success and failure is a direct correlation to the Soldiers’ level of physical fitness.
Taking care of Soldiers means making sure they are prepared for whatever challenge lies ahead.

NCOs have other roles as trainers, mentors, communicators, and advisors. When junior officers first
serve in the Army, their NCO helps to train and mold them. When lieutenants make mistakes, seasoned
NCOs can step in and guide the young officers back on track. Doing so ensures mission accomplishment
and Soldier safety while forming professional and personal bonds with the officers based on mutual trust
and common goals. “Watching each other’s back” is a fundamental step in team building and cohesion.

For battalion commanders, the command sergeant major is an important source of knowledge and
discipline for all enlisted matters within the battalion. At the highest level, the Sergeant Major of the Army
is the Army Chief of Staff’s personal advisor, recommending policy to support Soldiers and constantly
meeting with and checking Soldiers throughout the Army.

High Performance Teams

Maybe you think you are alone, fighting the one person fight that many leaders face. However, you would be wrong to assume that the head of a squad, platoon company, gang or other organziation, you arethe only one responsible for coming up with solutions. Leaders should not the only one with a vested interest in making an organziation better. So how does the supervisor or leader create a teaming environment or create a program where everyone works together?

Through High Performance Teams

High performance teams (HPT) are the most effective types of entities. Where groups form, storm and norm, HPTs go further to create a body more capable than any individual. They do this by agreeing to rules and primarily keeping in mind that throughout any process or problem, it’s not about the individual, it’s about the group. This allows the organization to benefit as a whole as each member sacrifices their individual desires. The members do not lose or give up the individuality that makes them unique. It does not stifle individual creativity. What each individual sacrifices are selfish desires and the need for self importance.

HPTs consists of a small number of people with complementary skills. Individual members of HPTs are committed to a common goal and hold themselves mutually accountable. This structure and assembly of individual core competencies, skills and capabilities create a superpower stronger than any one person could ever be.

 The charter defines the standards the HPT will perform under. It provides the purpose vision, norms, goals, expectations and procedures. The charter is the rudder that keeps the group focused and forms the basis for group discipline and accountability. For example, if someone arrives late or makes fun of another member’s contribution, corrections can be made by referring to the charter. Additionally, if the group loses focus, the members can refer to the vision and goals.

While the charter provides the fundamentals other dynamics provide the groups personality and incredible effectiveness. Typically, all groups go through a forming, storming, norming, and performing, but that’s where a group’s effectiveness ends. There is a distinct difference between groups and teams.

Teams build on the four stages by engaging collective performance, positive environment, holding individuals and the entire group accountable for charter guidelines and taking advantage of complementary skills. This again increases effectiveness and provides results associated with the capabilities of the HPT.

Anyone can form an HTP and especially so for highly effective formal and informal leader. Let’s for the sake of relativity, consider a small unit leader. In other words, how can an HPT help?

Start with the charter. A leader can form an HPT from all business units. Since the leader is responsible for welfare of the organization, they may either suggest or take the lead and form the group. Once in the group, the individuals begin to discuss the vision, norms and etc. Such topics to tackle might include policy, manning, training, emergency operations planning, and communication for starters. A multi organizational HPT can bring depth and breadth to a stagnant work project.

The difficulty for some leaders will be to sacrifice their will and turn over problems for a group to solve. That’s natural, but one of the benefits is that security is now part of the organization’s DNA and not just a “necessary evil”.  The effective group will have capabilities beyond just the one leader. The tradeoff is perfect and the results impressive.

Here are recommendations for forming an HPT

Engage-Invite interested parties-canvas your unit or sister organziations and determine who might be interested in joining this group. You may need to build security allies who might help you recruit effective individuals

Focus-Develop a game plan and respect other members time. You can increase effectiveness with a charter as described above

Accountability-Have meeting minutes and document your work and products. Be sure to capture all important decisions and who will act on them. When the group assigns responsibilities to individuals, they tend to come through

Followup-Let the group know you appreciate their efforts. Better yet, assign credit to your group members and ensure the executives and department heads (if they aren’t part of the group) understand who the members are and to buy in on decisions.

Have fun-This is a time to allow creativity. Work within the confines of governing regulations and corporate policy, but allow out of the box thinking.