Knots-Ranger Handbook

9- 7. KNOTS

a. Square Knot. This joins two ropes of equal diameter (Figure 9-5): Two interlocking bites, running ends exit on same side of standing portion of rope. Each tail is secured with an overhand knot on the standing end. When you dress the knot, leave at least a 4 inch tail on the working end. 

Figure 9-5. SQUARE KNOT

b. Round Turn with Two Half Hitches. This is a constant tension anchor knot (Figure 9-6). The rope forms a complete turn around the anchor point (thus the name “round turn”), with both ropes parallel and touching, but not crossing. Both half hitches are tightly dressed against the round turn, with the locking bar on top. When you dress the knot, leave at least a 4 inch tail on the working end. 

Figure 9-6. ROUND TURN WITH TWO HALF HITCHES

c. End–of–the–Rope Clove Hitch. This is an intermediate anchor knot (Figure 9-7) that requires constant tension. Make two turns around the anchor (1). A locking bar runs diagonally from one side to the other. Leave no more than one rope width between turns of rope (2). Locking bar is

opposite direction of pull. When you dress the knot, leave at least a 4-inch tail on the working end.

Figure 9-7. END–OF–THE–ROPE CLOVE HITCH

d. Middle–of–the–Rope Clove Hitch. This knot (Figure 9-8) secures the middle of a rope to an anchor. The knot forms two turns around the anchor (1, 2). A locking bar runs diagonally from one side to the other. Leave no more than one rope width between turns (3). Ensure the locking bar is

opposite the direction of pull.

Figure 9-8. MIDDLE–OF–THE–ROPE CLOVE HITCH

e. Rappel Seat. The rappel seat (Figure 9-9) 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.

Figure 9-9. RAPPEL SEAT

f. Double Figure 8. Use a Figure 8 loop knot (Figure 9-10) to form a fixed loop in the end of the rope. It can be tied at the end of the rope or anywhere along the length of the rope. Figure 8 loop knots are formed by two ropes parallel to each other in the shape of a Figure 8, no twists are in the Figure

8. Fixed loops are large enough to insert a carabiner. When you dress the knot, leave at least a 4 inch tail on the working end.

Figure 9-10. DOUBLE FIGURE 8 LOOP KNOT

g. Rerouted Figure 8 Knot. This anchor knot also attaches a climber to a climbing rope. Form a Figure 8 in the rope, and pass the working end around an anchor. Reroute the end back through to form a double Figure 8 (Figure 9-11). Tie the knot with no twists. When you dress the knot, leave at least a 4 inch tail on the working end.

Figure 9-11. REROUTED FIGURE 8 KNOT

h. Figure 8 Slip Knot. The Figure 8 slip is used to form an adjustable bight in the middle of a rope. Knot is in the shape of a Figure 8. Both ropes of the bight pass through the same loop of the Figure 8. The bight is adjustable by means of a sliding section (Figure 9-12).

Figure 9-12. FIGURE 8 SLIP KNOT

i. End–of–the–Rope Prusik. This knot (Figure 9-13) attaches a movable rope to a fixed rope. The knot has two round turns, with a locking bar perpendicular to the standing end of the rope. Tie a bow line within 6 inches of the locking bar. When you dress the knot, leave at least a 4 inch tail on the working end. 

Figure 9-13. END–OF–THE–ROPE PRUSIK

j. Middle–of–the–Rope Prusik. The Middle–of–the–Rope Prusik (Figure 9-14) attaches a movable rope to a fixed rope anywhere along the length of the fixed rope. To make this knot, make two round turns with a locking bar perpendicular to the standing end. Ensure the wraps do not cross and that

the overhand knot is within 6 inches from the horizontal locking bar. Ensure the knot does not move freely on the fixed rope.

Figure 9-14

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Putting Influence Techniques to Work-Army Leadership

7-18. To succeed and create true commitment, influencing techniques should be perceived as authentic and sincere. Positive influence comes from leaders who do what is right for the Army, the mission, the team, and each individual Soldier. Negative influence—real and perceived—emanates from leaders who primarily focus on personal gain and lack self-awareness. Even honorable intentions, if wrongly perceived by followers as self-serving, will yield mere compliance. False perception may trigger unintended side

effects such as resentment of the leader and the deterioration of unit cohesion.

7-19. The critical nature of the mission also determines which influence technique or combination of techniques is appropriate. When a situation is urgent and greater risk is involved, eliciting follower compliance may be desirable. Direct-level leaders often use compliance techniques to coordinate team activities in an expedient manner. In comparison, organizational leaders typically pursue a longer-term focus and use indirect influence to build strong commitment. 

7-20. When influencing their followers, Army leaders should consider that—  

• The objectives for the use of influence should be in line with the Army Values, ethics, the Uniform Code of Military Justice, the Warrior Ethos, and the Civilian Creed.
• Various influence techniques can be used to obtain compliance and commitment.
• Compliance-seeking influence focuses on meeting and accounting for specific task demands.
• Commitment-encouraging influence emphasizes empowerment and long-lasting trust.

US Army Physical Readiness-For Army Training and Obstacle Races

http://www.redbikepublishing.com/book/army-pt/

The Army Physical Readiness Training (APRT) manual is excellent for those working out, preparing for basic, getting ready for boards, or maintaining peak Army fitness. However, did you know the US Army and Army Reserves sponsors mud runs such as Tough Mudder? Soldiers and veterans also compete in Warrior Dash, Spartan Races, Savage Races, Battlefrog and more. 

The APRT manual provides obstacle course appropriate exercises as well as obstacle course designs. It's a great aide for conducting the right exercise with perfect technique.

Here are a few shots from the APRT manual:

How to climb a rope

Monkey bars anyone?

Execute a perfect pull up 

Look familiar?

Add a jump for instant burpees

These are at all the mud run obstacle races

The following exercises can be adapted from the many, many variations found in the APRT. Take a look at how you can get ready for your next race. Substitute these exercises for your own:

Sprint .75 and .25 mile distance at race pace, while integrating  intervals of tough obstacle training. The run is a total of 4.1 miles at just under race pace and with 20 obstacles.

Mile 1
10 spider man burpees
18 foot rope climb
balance beam on 1x6 board

5 pull ups with leg lifts

Alternate pull ups between swing set and Cannon Balls

Run .31 miles
6 spider man burpees 
2 x monkey bars

Run .75 miles

Mile 2
10 spider man burpees
18 foot rope climb
balance beam on 1x6 board
5 pull ups with leg lifts

Run .75 miles
6 spider man burpees 
2 x monkey bars

Run .31 miles

Mile 3
10 spider man burpees
25 foot spider man crawl
25 foot bear crawl
Climb ladder up and back down x 2
balance beam on 1x6 board
Pull cinder block sled

If you like these exercises, check out http://runinmud.blogspot.com

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9-6. Anchors-Rock Climbing Ranger Style

     Anchors are the base, for all installations and roped mountaineering techniques. Anchors must be strong enough to support the entire weight of the load or impact placed upon them. Several  pieces of artificial or natural protection may be incorporated together to make one multi point anchor.

     Anchors are classified as Artificial or Natural.
a. Artificial Anchors. Artificial anchors are constructed using all manmade material. The most common anchors incorporate traditional or fixed protection (Figure 9-3).
b. Natural Anchors. Natural anchors are usually very strong and often simple to construct using minimal equipment.      Trees, shrubs and boulders are the most common. All natural anchors simply require a method of attaching a rope. Regardless of the type of natural anchor used, the anchor
must be strong enough to support the entire weight of the load.
(1) Trees. These are probably the most widely used of all anchors. In rocky terrain, trees usually have a very shallow root system. Check this by pushing or tugging on the tree to see how well it is rooted. Anchor as low as possible to prevent excess leverage on the tree. Use padding on soft, sap producing trees to keep sap off ropes and slings.
(2) Rock Projections and Boulders. You can use these, but they must be heavy enough, and have a stable enough base to support the load.
(3) Bushes and Shrubs. If no other suitable anchor is available, route a rope around the bases of several bushes. As with trees, place the anchoring rope as low as possible to reduce leverage on the anchor. Make sure all vegetation is healthy and well rooted to the ground.
(4) Tensionless Anchor. This is used to anchor rope on high load installations such as bridging. The wraps of the rope around the anchor (Figure 9-4) absorb the tension of the installation and keep the tension off the knot and carabiner. Tie it with a minimum of four wraps around the anchor; however a smooth anchor (small tree, pipe, or rail) may
require several more wraps. Wrap the rope from top to bottom. Place a  fixed loop into the end of the rope and attached loosely back onto the rope with a carabiner.

Figure 9-3

Figure 9-4

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Influence Techniques Continued-Army Leadership

7-14. Apprising happens when the leader explains why a request will benefit a follower, such as giving
them greater satisfaction in their work or performing a task a certain way that will save half the time. In contrast to the exchange technique, the benefits are out of the control of the leader. A commander may use the apprising technique to inform a newly assigned noncommissioned officer that serving in an operational staff position, prior to serving as a platoon sergeant, could provide him with invaluable experience. The commander points out that the additional knowledge may help the NCO achieve higher performance than his peers and possibly lead to an accelerated promotion to first sergeant.

7-15. Inspiration occurs when the leader fires up enthusiasm for a request by arousing strong emotions to build conviction. A leader may stress to a fellow officer that without help, the safety of the team may be at risk. By appropriately stressing the results of stronger commitment, a unit leader can inspire followers to surpass minimal standards and reach elite performance status.

7-16. Participation occurs when the leader asks a follower to take part in planning how to address a problem or meet an objective. Active participation leads to an increased sense of worth and recognition. It provides value to the effort and builds commitment to execute the commitment. Invitation to get involved is critical when senior leaders try to institutionalize a vision for long-term change. By involving key leaders of all levels during the planning phases, senior leaders ensure that their followers take stock in the vision.
These subordinates will later be able to pursue critical intermediate and long-term objectives, even after senior leaders have moved on. 

7-17. Relationship building is a technique in which leaders build positive rapport and a relationship of mutual trust, making followers more willing to support requests. Examples include, showing personal interest in a follower’s well-being, offering praise, and understanding a follower’s perspective. This technique is best used over time. It is unrealistic to expect it can be applied hastily when it has not been
previously used. With time, this approach can be a consistently effective way to gain commitment from
followers.

Get ready for Army Basic Training or Leadership schools with US Army Leadership:

How to Influence Others US Army Style

7-14. Apprising happens when the leader explains why a request will benefit a follower, such as giving them greater satisfaction in their work or performing a task a certain way that will save half the time. In contrast to the exchange technique, the benefits are out of the control of the leader. A commander may use the apprising technique to inform a newly assigned noncommissioned officer that serving in an operational staff position, prior to serving as a platoon sergeant, could provide him with invaluable experience. The
commander points out that the additional knowledge may help the NCO achieve higher performance than
his peers and possibly lead to an accelerated promotion to first sergeant.

7-15. Inspiration occurs when the leader fires up enthusiasm for a request by arousing strong emotions to build conviction. A leader may stress to a fellow officer that without help, the safety of the team may be at risk. By appropriately stressing the results of stronger commitment, a unit leader can inspire followers to surpass minimal standards and reach elite performance status.

7-16. Participation occurs when the leader asks a follower to take part in planning how to address a problem or meet an objective. Active participation leads to an increased sense of worth and recognition. It provides value to the effort and builds commitment to execute the commitment. Invitation to get involved is critical when senior leaders try to institutionalize a vision for long-term change. By involving key leaders of all levels during the planning phases, senior leaders ensure that their followers take stock in the vision.
These subordinates will later be able to pursue critical intermediate and long-term objectives, even after
senior leaders have moved on.

7-17. Relationship building is a technique in which leaders build positive rapport and a relationship of mutual trust, making followers more willing to support requests. Examples include, showing personal interest in a follower’s well-being, offering praise, and understanding a follower’s perspective. This technique is best used over time. It is unrealistic to expect it can be applied hastily when it has not been
previously used. With time, this approach can be a consistently effective way to gain commitment from
followers.

Get ready for Army Basic Training or Leadership schools with US Army Leadership:

Influence Techniques US Army Leadership Continued

7-10. Exchange is an influence technique that leaders use when they make an offer to provide some
desired item or action in trade for compliance with a request. The exchange technique requires that the
leaders control certain resources or rewards that are valued by those being influenced. A four-day pass as reward for excelling during a maintenance inspection is an example of an exchange influence technique.

7-11. Personal appeals occur when the leader asks the follower to comply with a request based on
friendship or loyalty. This might often be useful in a difficult situation when mutual trust is the key to
success. The leader appeals to the follower by highlighting the subordinate leader’s special talents and
professional trust to strengthen him prior to taking on a tough mission. An S3 might ask a staff officer to brief at an important commander’s conference if the S3 knows the staff officer will do the best job and convey the commander’s intent.

7-12. Collaboration occurs when the leader cooperates in providing assistance or resources to carry out a directive or request. The leader makes the choice more attractive by being prepared to step in and resolve any problems. A major planning effort prior to a deployment for humanitarian assistance would require possible collaboration with joint, interagency, or multinational agencies.

7-13. Rational persuasion requires the leader to provide evidence, logical arguments, or explanations
showing how a request is relevant to the goal. This is often the first approach to gaining compliance or commitment from followers and is likely to be effective if the leader is recognized as an expert in the specialty area in which the influence occurs. Leaders often draw from their own experience to give reasons that some task can be readily accomplished because the leader has tried it and done it.

4-5. BASIC MARCHING INFORMATION-Army Drill and Ceremonies

This basic marching information pertains to all marching movements.
a. All marching movements executed from the Halt are initiated from the Position of Attention.
b. Except for Route Step March and At Ease March, all marching movements are executed while marching at Attention. Marching at Attention is the combination of the
Position of Attention and the procedures for the prescribed step executed simultaneously.
c. When executed from the Halt, all steps except Right Step begin with the left foot.
d. For short-distance marching movements, the commander may designate the number of steps forward, backward, or sideward by giving the appropriate command: One step to the right (left), MARCH; or, Two steps backward (forward), MARCH. On the command of execution MARCH, step off with the appropriate foot, and halt automatically after
completing the number of steps designated. Unless otherwise specified, when directed to execute steps forward, the steps will be 30-inch steps.
e. All marching movements are executed in the cadence of Quick Time (120 steps per minute), except the 30-inch step, which may be executed in the cadence of 180 steps per
minute on the command Double Time, MARCH.
f. A step is the prescribed distance from one heel to the other heel of a marching Soldier.
g. All 15-inch steps are executed for a short distance only.

Drill and Ceremonies 4-4. HAND SALUTE

The Hand Salute is a one-count movement. The command is Present, ARMS. The Hand Salute may be executed while marching. When marching, only the Soldier in charge of the
formation salutes and acknowledges salutes. When double-timing, an individual Soldier must come to Quick Time before saluting.
a. When wearing headgear with a visor (with or without glasses), on the command of execution ARMS, raise the right hand sharply, fingers and thumb extended and joined, palm
facing down, and place the tip of the right forefinger on the rim of the visor slightly to the right of the right eye. The outer edge of the hand is barely canted downward so that neither
the back of the hand nor the palm is clearly visible from the front. The hand and wrist are straight, the elbow inclined slightly forward, and the upper arm horizontal (1,
Figure 4-5).
b. When wearing headgear without a visor (or uncovered) and not wearing glasses, execute the Hand Salute in the same manner as previously described, except touch the tip of
the right forefinger to the forehead near and slightly to the right of the right eyebrow (2, Figure 4-5).
c. When wearing headgear without a visor (or uncovered) and wearing glasses, execute the Hand Salute in the same manner as previously described, except touch the tip of the right forefinger to that point on the glasses where the temple piece of the frame meets the right edge of the right brow (3, Figure 4-5).
d. Order Arms from the Hand Salute is a one-count movement. The command is Order, ARMS. On the command of execution ARMS, return the hand sharply to the side, resuming the Position of Attention. 
e. When reporting or rendering courtesy to an individual, turn the head and eyes toward the person addressed and simultaneously salute. In this situation, the actions are executed without command. The Salute is initiated by the subordinate at the appropriate time (six paces) and terminated upon acknowledgment.

Influence Techniques Continued-US Army Leadership

7-10. Exchange is an influence technique that leaders use when they make an offer to provide some desired item or action in trade for compliance with a request. The exchange technique requires that the leaders control certain resources or rewards that are valued by those being influenced. A four-day pass as reward for excelling during a maintenance inspection is an example of an exchange influence technique.

7-11. Personal appeals occur when the leader asks the follower to comply with a request based on friendship or loyalty. This might often be useful in a difficult situation when mutual trust is the key to success. The leader appeals to the follower by highlighting the subordinate leader’s special talents and professional trust to strengthen him prior to taking on a tough mission. An S3 might ask a staff officer to
brief at an important commander’s conference if the S3 knows the staff officer will do the best job and convey the commander’s intent.

7-12. Collaboration occurs when the leader cooperates in providing assistance or resources to carry out a directive or request. The leader makes the choice more attractive by being prepared to step in and resolve any problems. A major planning effort prior to a deployment for humanitarian assistance would require possible collaboration with joint, interagency, or multinational agencies.

7-13. Rational persuasion requires the leader to provide evidence, logical arguments, or explanations showing how a request is relevant to the goal. This is often the first approach to gaining compliance or commitment from followers and is likely to be effective if the leader is recognized as an expert in the specialty area in which the influence occurs. Leaders often draw from their own experience to give reasons that some task can be readily accomplished because the leader has tried it and done it.



More leadership lessons here:

Section III. INSPECTIONS

This section discusses the procedures used to conduct inspections for a company drill.

8-18. BASIC INFORMATION
The following basic information applies to conducting inspections for a company drill. Company Drill

a. The company has one prescribed formation for inspecting personnel and equipment in ranks—company in line with platoons in line. When inspecting crew-served weapons and
vehicles, the personnel are normally positioned to the rear of the formation with the operator (gunner) standing by his vehicle (weapon).

NOTES: 1. If the commander is not scheduled to receive or inspect the company, the first sergeant and platoon sergeants remain at their posts and execute company drill from their posts. For continuity purposes, the term “first sergeant” may also be used to denote the commander, just as “platoon
sergeant” may be used to denote the platoon leader when they are executing drill from their posts. If the commander is inspecting, he and the platoon leaders execute the same as described below.

2. Manual of arms movements for Soldiers armed with the M249, shotgun, or pistol are outlined in Appendix E.

b. The first sergeant may conduct an in-quarters (barracks) inspection to include personal appearance, individual weapons, field equipment, displays, maintenance, and
sanitary conditions.

c. When field equipment is to be inspected, it should be displayed as shown in Figure 8-5, page 8-18, (as a guide). Additional equipment not shown, or different models of the
equipment, should be arranged in a uniform manner  established by the local commander.

Influence Techniques-U.S. Army Leadership

Influence Techniques

7-7. Leaders use several specific techniques for influence that fall along a continuum between compliance and commitment. The ten techniques described below seek different degrees of compliance or commitment  ranging from pressure at the compliance end to relations building at the commitment end.

7-8. Pressure is applied when leaders use explicit demands to achieve compliance, such as establishing
task completion deadlines with negative consequences imposed for unmet completion. Indirect pressure includes persistent reminders of the request and frequent checking. This technique should be used infrequently since it tends to trigger resentment from followers, especially if the leader-exerted pressure becomes too severe. When followers perceive that pressures are not mission related but originate from their leader’s attempt to please superiors for personal recognition, resentment can quickly undermine an organization’s morale, cohesion, and quality of performance. Pressure is a good choice when the stakes are high, time is short, and previous attempts at achieving commitment have not been successful.

7-9. Legitimate requests occur when leaders refer to their source of authority to establish the basis for a
request. In the military, certain jobs must be done regardless of circumstances when subordinate leaders
receive legitimate orders from higher headquarters. Reference to one’s position suggests to those who are
being influenced that there is the potential for official action if the request is not completed.

Army Leadership Compliance and Commitment

LEADS OTHERS
7-3. Former Army Chief of Staff Creighton W. Abrams once said,

The Army is people; its readiness to fight depends upon the readiness of its people,
individually and as units. We improve our readiness and foster a ready state of mind by
training, motivating and supporting our people, and by giving them a sense of
participation in the Army’s important endeavors.

7-4. All of the Army’s core leader competencies, especially leading others, involve influence. Army leaders can draw on a variety of techniques to influence others. These range from obtaining compliance to building a commitment to achieve. Compliance is the act of conforming to a specific requirement or demand. Commitment is willing dedication or allegiance to a cause or organization. Resistance is the opposite of compliance and commitment. There are many techniques for influencing others to comply or commit, and leaders can use one or more of them to fit to the specifics of any situation.

COMPLIANCE AND COMMITMENT
7-5. Compliance-focused influence is based primarily on the leader’s authority. Giving a direct order to a follower is one approach to obtain compliance during a task. Compliance is appropriate for short-term, immediate requirements and for situations where little risk can be tolerated. Compliance techniques are also appropriate for leaders to use with others who are relatively unfamiliar with their tasks or unwilling or
unable to commit fully to the request. If something needs to be done with little time for delay, and there is not a great need for a subordinate to understand why the request is made, then compliance is an acceptable approach. Compliance-focused influence is not particularly effective when a leader’s greatest aim is to create initiative and high esteem within the team.

7-6. Commitment-focused influence generally produces longer lasting and broader effects. Whereas compliance only changes a follower’s behavior, commitment reaches deeper—changing attitudes and beliefs, as well as behavior. For example, when a leader builds responsibility among followers, they will likely demonstrate more initiative, personal involvement, and creativity. Commitment grows from an individual’s desire to gain a sense of control and develop self-worth by contributing to the organization.
Depending on the objective of the influence, leaders can strengthen commitment by reinforcing followers’
identification with the Nation (loyalty), the Army (professionalism), the unit or organization (selfless
service), the leadership in a unit (respect), and to the job (duty).

Competencies of Leadership-From Army Leadership FM 6-22

7-1. Army leaders apply character, presence, intellect, and abilities to the core leader competencies while guiding others toward a common goal and mission accomplishment. Direct leaders influence others person-to-person, such as a team leader who instructs, recognizes achievement, and encourages hard work.

Organizational and strategic leaders influence those in their sphere of influence, including immediate
subordinates and staffs, but often guide their organizations using indirect means of influence. At the direct level, a platoon leader knows what a battalion commander wants done, not because the lieutenant was briefed personally, but because the lieutenant understands the commander’s intent two levels up. The intent creates a critical link between the organizational and direct leadership levels. At all levels, leaders take advantage of formal and informal processes (see Chapter 3) to extend influence beyond the traditional chain of command.

7-2. The leading category of the core leader competencies includes four competencies. Two competencies focus on who is being led and with what degree of authority and influence: leads others and extends influence beyond the chain of command. The other leading competencies address two ways by which leaders to convey influence: leads by example and communicates.

Leads others involves influencing Soldiers or Army civilians in the leader’s unit or organization. This competency has a number of components including setting clear direction,
enforcing standards, and balancing the care of followers against mission requirements so they are a productive resource. Leading within an established chain of command with rules, procedures, and norms differs from leading outside an established organization or across commands.

Extends influence beyond the chain of command requires the ability to operate in an environment, encompassing higher and lower command structures, and using one’s influence outside the traditional chain of command. This includes connecting with joint, allied, and multinational partners, as well as local nationals, and civilian-led governmental or nongovernmental agencies. In this area, leaders often must operate without designated authority
or while their authority is not recognized by others.

Leads by example is essential to leading effectively over the course of time. Whether they intend to or not, leaders provide an example that others consider and use in what they do. This competency reminds every leader to serve as a role model. What leaders do should be grounded in the Army Values and imbued with the Warrior Ethos.

Communicates ensures that leaders attain a clear understanding of what needs to be done and why within their organization. This competency deals with maintaining clear focus on the team’s efforts to achieve goals and tasks for mission accomplishment. It helps build consensus and is a critical tool for successful operations in diverse multinational settings. Successful leaders refine their communicating abilities by developing advanced oral, written, and listening
skills. Commanders use clear and concise mission orders and other standard forms of communication to convey their decisions to subordinates.