Individual Physical Readiness Training

INDIVIDUAL
4-32. An ideal unit PRT program strives to give Soldiers the knowledge they need to conduct their own quality PRT sessions between unit assemblies. The program should increase Soldier motivation so they habitually train on their own. Incorporating the PRT activities in this TC into individual duty for training (IDT) periods is one way to effect motivation with the added benefit of providing commanders a physical readiness snapshot. Most of the exercises, drills and activities in this TC support the type of RC unit PRT program described in this section. For example, Soldiers would collectively learn Conditioning Drill 1 during the unit assembly—then train on their own between unit assemblies—raise their proficiency and readiness level at the same time. Soldiers are then prepared for PRT sessions conducted during subsequent IDT and annual training periods. Few of the exercises, drills and activities in this TC require expensive or hard-to-obtain equipment so they can easily be performed individually.

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.

BUILDING TRUST OUTSIDE LINES OF AUTHORITY

7-67. Forming effective, cohesive teams is often the first challenge of a leader working outside a
traditional command structure. These teams usually have to be formed from disparate groups who are
unfamiliar with military and Army customs and culture. Without some measure of trust, nothing will work
as well. To establish trust, the leader will have to identify areas of common interests and goals. Trust
between two people or two groups is based largely on being able to anticipate what the others understand
and how they will respond in various situations. Keeping others informed also builds trust. Cementing and
sustaining trust depends on following through on commitments.

7-68. Successful teams develop an infectious winner’s attitude. Problems are challenges rather than
obstacles. Cohesive teams accomplish missions much more efficiently than a loose group of individuals.
While developing seamless teams is ideal, sometimes it will not be practical to bring disparate groups
together.

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.

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.