ACCOMPLISHES MISSIONS CONSISTENTLY AND ETHICALLY

12-94. To be able to put strategic vision, concepts, and plans into reality, strategic leaders must employ reliable feedback systems to monitor progress and adherence to values and ethics. They have to find ways to assess many environmental elements to determine the successfulness of policies, operations, or a transformational vision. Like leaders at other levels, they must assess themselves; their leadership style, strengths, and weaknesses; and their fields of excellence. Other assessment efforts involve understanding the will and opinions of the American people, expressed partly through law, policy, their leaders, and the media.

12-95. To gain a complete picture, strategic leaders cast a wide net to assess their own organizations. They develop performance indicators to signal how well they are communicating to all levels of command and how well established systems and processes are balancing the imperatives of doctrine, organization, training, materiel, leadership and education, personnel, and facilities. Assessment starts early in each operation and continues through successful conclusion. They may include monitoring such diverse areas as resource use, development of subordinates, efficiency, effects of stress and fatigue, morale, ethical considerations, and mission accomplishment.

Negotiating, Building Consensus and Resolving Conflicts

11-10. Leaders often must leverage negotiating skills to obtain the cooperation and support necessary to
accomplish a mission beyond the traditional chain of command. During complex operations, different joint,
interagency, and multinational contingents might operate under specific restraints by their national or
organizational chains. This can result in important negotiations and conflict resolution versus a simpler
process of merely issuing binding orders.

11-11. Successful negotiating involves communicating a clear position on relevant issues and integrating
understanding of motives while conveying a willingness to bargain on other issues. This requires
recognizing what is acceptable to the negotiating parties and achieving a workable compromise. Good
negotiators visualize several possible end states while maintaining a clear idea of the optimal end state
from the parent command’s perspective.

Leader Development

8-51. Leader development is a deliberate, continuous, sequential, and progressive process grounded in the
Army Values. It grows Soldiers and civilians into competent and confident leaders capable of directing
teams and organizations to execute decisive action. Leader development is achieved through the lifelong
synthesis of the knowledge, skills, and experiences gained through institutional training and education,
organizational training, operational experience, and self-development.

8-52. Leader development takes into consideration that military leaders are inherently Soldiers first and
must be technically and tactically proficient as well as adaptive to change. Army training and leader
development therefore centers on creating trained and ready units, led by competent and confident leaders.
The concept acknowledges an important interaction that trains Soldiers now and develops leaders for the
future.

8-53. The three core domains that shape the critical learning experiences throughout Soldiers’ and leaders’
careers are—

• Institutional training.
• Training, education, and job experience gained during operational assignments.
• Self-development.

Competency-Based Leadership

For leadership to be effective in the operational environment, it is important to consider the impact of its dimensions on the members of the organization. Weather and terrain, combined with the day-night cycle, form the basis for all operations. This basic environment is influenced by technology, affecting the application of firepower, maneuver, protection and leadership. A combination of the psychological impact of mortal danger, weapons effects, difficult terrain, and the presence of enemy forces

can create chaos and confusion, turning simple tactical and operational plans into the most challenging endeavors.

Continuously building and refining values and attributes, as well as acquiring professional knowledge, is only part of becoming a competent leader. Leadership succeeds when the leader effectively acts and applies the core leader competencies and their subsets. As one moves from direct leadership positions to the organizational and strategic leader levels, those competencies take on different nuances and complexities.

As a direct leader, an example of leading would be providing mission intent. At the organizational level the leader might provide a vision and empower others, while at the strategic level the same leader would lead change and shape an entire institution for future success. 

Leader Development

Leader development is a deliberate, continuous, sequential, and progressive process grounded in the
Army Values. It grows Soldiers and civilians into competent and confident leaders capable of directing
teams and organizations to execute decisive action. Leader development is achieved through the lifelong
synthesis of the knowledge, skills, and experiences gained through institutional training and education,
organizational training, operational experience, and self-development.
Leader development takes into consideration that military leaders are inherently Soldiers first and
must be technically and tactically proficient as well as adaptive to change. Army training and leader
development therefore centers on creating trained and ready units, led by competent and confident leaders.
The concept acknowledges an important interaction that trains Soldiers now and develops leaders for the
future.

Roles of an Army Leader

Leaders will have numerous roles and responsibilities throughout their time spent serving. Some will
be commanders, staff officers, or senior civilians. Some will serve as platoon sergeants or first sergeants.
Others will be recruiters and instructors, leading through example, and seeking out and training
tomorrow’s leaders. Duty assignments may include time on a joint task force or as the member of a team
seeking answers to future challenges. Whatever their role, Army leaders must have the character, presence,
and intellect to do whatever is asked of them

What the Army Physical Readiness Training Manual Offers

The APRT:

• Provides Soldiers and leaders with the doctrine of Army Physical Readiness Training.
• Reflects lessons learned in battles past and present, time-tested theories and principles and emerging trends in physical culture.
• Helps ensure the continuity of our nation’s strength and security.
• Prepares Soldiers physically for full spectrum operations.
• Explains training requirements and objectives.
• Provides instructions, required resources and reasons why physical fitness is a directed mandatory training requirement as specified in AR 350-1, Army Training and Leader Development.
• Allows leaders to adapt PRT to unit missions and individual capabilities.
• Guides leaders in the progressive conditioning of Soldier strength, endurance and mobility.
• Provides a variety of PRT activities that enhance military skills needed for effective combat and duty performance.

Running-FM 21-20

Running enables the body to improve  the  transport  of  blood  and  oxygen to the working muscles and brings about positive changes in the muscles’ ability   to  produce   energy.   Running fits well into any physical training pro- gram ‘because a training effect can be attained with only three 20-minute workouts  per  week.

Some  soldiers  may  need  instruction to improve their running ability. The following  style  of  running  is  desired. The head is erect with the body in a straight line or slightly bent forward at the waist. The elbows are bent so the forearms  are  relaxed  and  held  loosely at  waist  level.  The  arms  swing  natu- rally  from  front  to  rear  in  straight lines. (Cross-body arm movements waste  energy.  The  faster  the  run,  the faster the arm action.) The toes point straight  ahead,  and  the  feet  strike  on the  heel  and  push  off  at  the  big  toe.

Influence

When extending influence beyond the traditional chain, leaders often have to influence without
authority designated or implied by rank or position. Civilian and military leaders often find themselves in
situations where they must build informal teams to accomplish organizational tasks.

A unique aspect of extending influence is that those who are targets of influence outside the chain
may not even recognize or willingly accept the authority that an Army leader has. Often informal teams
must be created in situations where there are no official chains of authority. In some cases, it may require
leaders to establish their credentials and capability for leading others. At other times, leaders may need to
interact as a persuasive force but not from an obvious position and attitude of power.

The key element of extending influence and building teams is the creation of a common vision
among prospective team members. At times leaders may need to interact with others as a persuasive
influence but not from an obvious position and attitude of power.

Physical Training Activities. APRT

This addresses specific PRT goals in the areas of strength, endurance and mobility. It takes most of the training time (30 to 60 minutes). Conduct at least two strength and mobility days and two endurance and
mobility days each week, with one endurance and mobility training session consisting of speed running. Follow
the guidelines listed below:
􀁺 Conduct strength and mobility training every other day.
􀁺 Conduct endurance and mobility training (running) every other day. This also applies to foot marches
more than 5 km in the toughening phase.
􀁺 Avoid conducting foot marches and endurance and mobility training on the same or consecutive
days.
􀁺 Perform speed running once per week, preferably in the middle of the week. In the sustaining phase,
speed running may be conducted twice per week for well-conditioned Soldiers.
􀁺 A typical five-day training week will include two or three strength and mobility days that alternate
with two or three endurance and mobility days.
􀁺 Conduct the preparation drill before the APFT. If required, Soldiers may perform push-ups in
conditioning drill 1 on their knees. After the conclusion of the AFPT, the recovery drill is conducted.
􀁺 Schedule APFTs so Soldiers have advance notice. Preferably, the APFT should be scheduled on
Monday to allow for recovery provided by the weekend. If the APFT is not conducted on a Monday,
no PRT should be conducted on the day before the APFT.

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.

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.

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

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.

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