The rappel seat-From the Ranger Handbook

e. Rappel Seat.  The rappel seat  is a rope harness used in
rappelling and climbing. It can be tied for use with the left or right hand
(1). Leg straps do not cross, and are centered on buttocks and tight
(2). Leg straps form locking half hitches on rope around waist. Square knot properly
tied on right hip
(3) and finished with two overhand knots. Tails must be
even, within 6 inches
(4). Carabiner properly inserted around all ropes with
opening gate opening up and away
(5). Carabiner will not come in contact
with square knot or overhand knot. Rappel seat is tight enough not to allow
a fist to be inserted between the rappeller’s body and the harness.

MILITARY AND PROFESSIONAL BEARING

5-5. Pride in self starts with pride in appearance. Army leaders are expected to look and act like professionals. They must know how to wear the appropriate uniform or civilian attire and do so with pride.
Soldiers seen in public with their jackets unbuttoned and ties undone do not send a message of pride and
professionalism. Instead, they let down their unit and fellow Soldiers in the eyes of the American people.
Meeting prescribed height and weight standards is another integral part of the professional role. How
leaders carry themselves when displaying military courtesy and appearance sends a clear signal: I am proud
of my uniform, my unit, and my country.

5-6. Skillful use of professional bearing—fitness, courtesy, and proper military appearance—can also aid in overcoming difficult situations. A professional presents a decent appearance because it commands
respect. Professionals must be competent as well. They look good because they are good.

Motivating and Inspiring

7-27. Motivation is the reason for doing something or the level of enthusiasm for doing it. Motivation
comes from an inner desire to put effort into meeting a need. People have a range of needs. They include
basics, such as survival and security and advanced needs, such as belonging and a sense of
accomplishment. Awareness of one’s own needs is most acute when needs go unfulfilled.

7-28. Army leaders use the knowledge of what motivates others to influence those they lead. Knowing
one’s Soldiers and others who may be influenced, gives leaders insight into guiding the team to higher
levels of performance. Understanding how motivation works provides insight into why people may take
action and how strongly they are driven to act.

7-29. While it is difficult to know others’ needs, it helps to consider three parts that define motivation:

• Arousal: A need or desire for something that is unfulfilled or below expectations.
• Direction: Goals or other guides that direct the course of effort and behavior.
• Intensity: The amount of effort that is applied to meet a need or reach a goal.

7-30. The arousal, direction, and intensity of motivation produce at least four things that contribute directly
to effective task performance. Motivation focuses attention on issues, goals, task procedures, or other
aspects of what needs to be done. Motivation produces effort that dictates how hard one tries. Motivation
generates persistence in terms of how long one tries. The fourth product of motivation is task strategies
that define how a task is performed—the knowledge and skills used to reach a particular goal. Know