SH 21-76 Ranger Handbook

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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 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.

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.

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.

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

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.

Army Leadership

The foundations of Army leadership are firmly grounded in history, loyalty to our country’s laws, acountability to authority, and evolving Army doctrine. By applying this knowledge with confidence and

dedication, leaders develop into mature, competent, and multiskilled members of the Nation’s Army. While

Army leaders are responsible for being personally and professionally competent, they are also charged with

the responsibility of developing their subordinates.

To assist leaders to become competent at all levels of leadership, the Army identifies three categories of core leader competencies: lead, develop, and achieve. These competencies and their subsets represent the roles and functions of leaders.

THE FOUNDING DOCUMENTS OF OUR NATIONWhen we assumed the Soldier, we did not lay aside the Citizen.General George Washington

Seech to the New York Legislature, 1775

 

The Army and its leadership requirements are based on the Nation’s democratic foundations, defined

values, and standards of excellence. The Army recognizes the importance of preserving the time-proven

standards of competence that have distinguished leaders throughout history. Leadership doctrine

acknowledges that societal change, evolving security threats, and technological advances require an everincreasing degree of adaptability.

 

Although America’s history and cultural traditions derive from many parts of the civilized world,

common values, goals, and beliefs are solidly established in the Declaration of Independence and the

Constitution. These documents explain the purpose of our nationhood and detail our specific freedoms and

responsibilities. Every Army Soldier and leader should be familiar with these documents.

 

On 4 July 1776, the Declaration of Independence formally sealed America’s separation from British

rule and asserted her right as an equal participant in dealings with other sovereign nations. Adopted by

Congress in March of 1787, the U.S. Constitution formally established the basic functions of our

democratic government. It clearly explains the functions, as well as the checks and balances between the

three branches of government: the executive, the legislative, and the judicial. The Constitution sets the

parameters for the creation of our national defense establishment, including the legal basis for our Army.

 

Amended to the Constitution in December 1791, the Federal Bill of Rights officially recognized specific

rights for every American citizen, including freedom of religion, of speech, and of the press. At the time of

publication of FM 6-22, there have been 27 amendments to the Constitution. The amendments illustrate the

adaptability of our form of government to societal changes.

Ask the Warrior

Ranger Handbook

Dear Warrior,

I have been suspicious that my wifeis hiding my candy. I know I am a little overweight, but I have a plan to diet. In the meantime, I can't find my stash. Should I confront her about this?

Signed,
Heavy and Hungry

*****

Dear Heavy,
With training, equipment, and the will to survive, you can overcome any obstacle you may face. You will survive. Understand the emotional states associated with survival. "Knowing thyself" is extremely important in a survival situation. It bears directly on how well you cope with serious stresses, anxiety, pain, injury, illness; cold, heat, thirst, hunger, fatigue, sleep deprivation, boredom,loneliness and isolation.

a. Memory Aid. You can overcome and reduce the shock of being isolated behind enemy lines if you keep the key word S-U-R-V-I-V-A-L foremost in your mind. Its letters can help guide you in your actions.

(1) S - Size up the situation, the surroundings, your physical condition, and your equipment.

(2) U - Undue haste makes waste; don’t be too eager to move. Plan your moves.

(3) R - Remember where you are relative to friendly and enemy units and controlled areas; water sources (most important in the desert); and good cover and concealment. This information will help you make intelligent decisions.

(4) V - Vanquish fear and panic.

(5) I – Improvise/Imagine. You can improve your situation. Learn to adapt what is available for different uses. Use your imagination.

(6) V - Value living. Remember your goal - to get out alive. Remain stubborn. Refuse to give in to problems and obstacles. This will give you the mental and physical strength to endure.

(7) A - Act like the natives; watch their daily routines and determine when, where, and how they get their food and water.

(8) L - Live by your wits. Learn basic skills.

 

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Ask the Warrior

Dear Warrior,

These days, money is tight. Whenever I come home from a work travel event,my kids run up and greet me warmly. However, I know they are only looking for a present. We all have to do our part to save money and I can't afford to buy them presents everytime. How do I prepare them for this let them?

Signed

Traveling Blues

*******

Dear Blues
The Rower exercise improves the ability to move in and out of the supine position to a seated posture. It coordinates the action of the trunk and extremities while challenging the abdominal muscles (Figure 6-62).

Starting Position: Supine position, arms overhead and feet together, and pointing upward. The chin is tucked and the head is 1-2 inches above the ground. Arms are shoulder-width, palms facing inward, with fingers and
thumbs extended and joined.

Cadence: SLOW

Count:

1. Sit up while swinging arms forward and bending at the hip and knees. At the end of the motion, the arms will be parallel to ground, palms facing inward.

2. Return to the starting position.

3. Repeat count 1.

4. Return to the starting position.

Check Points:

At the starting position, the low back must not be arched excessively off the ground. To prevent this,tighten the abdominal muscles to tilt the pelvis and low back toward the ground. At the end of counts 1 and 3, the feet are flat and pulled near the buttocks. The legs stay together throughout the exercise and the arms are parallel to the ground.

Precautions: This exercise is always performed at a slow cadence. Do not arch the back to assume counts 1
and 3.

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Know Elements of Leadership before Becoming a Ranger

Leadership, the most essential element of combat power, gives purpose, direction, and motivation in combat. The leader balances and maximizes maneuver, firepower, and protection against the enemy. This chapter discusses how he does this by exploring the principles of leadership (BE, KNOW, DO); the duties, responsibilities, and actions of an effective leader; and the leader's assumption of command.

1-1. PRINCIPLES. The principles of leadership are BE, KNOW, and DO.

PRINCIPLES. The principles of leadership are BE, KNOW, and DO.

BE

• Technically and tactically proficientTechnically and tactically proficient

• Able to accomplish to standard all tasks required for the wartime mission.Able to accomplish to standard all tasks required for the wartime mission.

• Courageous, committed, and candid.Courageous, committed, and candid.

• A leader with integrity.A leader with integrity.

KNOW

• The four major factors of leadership and how they affect each other are--

---Led

---Leader

---Situation

---CommunicationsThe four major factors of leadership and how they affect each other are--

---Led

---Leader

---Situation

---Communications

• Yourself, and the strengths and weaknesses in your character, knowledge, and skills. Seek continual selfimprovement, that is, develop your strengths and work to overcome your weaknesses.Yourself, and the strengths and weaknesses in your character, knowledge, and skills. Seek continual selfimprovement, that is, develop your strengths and work to overcome your weaknesses.

• Your Rangers, and look out for their well-being by training them for the rigors of combat, taking care of their physical and safety needs, and disciplining and rewarding them.Your Rangers, and look out for their well-being by training them for the rigors of combat, taking care of their physical and safety needs, and disciplining and rewarding them.

DO----

• Seek responsibility and take responsibility for your actions; exercise initiative; demonstrate resourcefulness; and take advantage of opportunities on the battlefield that will lead to you to victory; accept fair criticism, and take corrective actions for your mistakes.Seek responsibility and take responsibility for your actions; exercise initiative; demonstrate resourcefulness; and take advantage of opportunities on the battlefield that will lead to you to victory; accept fair criticism, and take corrective actions for your mistakes.

• Assess situations rapidly, make sound and timely decisions, gather essential information, announce decisions in time for Rangers to react, and consider the short- and long-term effects of your decision.Assess situations rapidly, make sound and timely decisions, gather essential information, announce decisions in time
for Rangers to react, and consider the short- and long-term effects of your decision.

• Set the example by serving as a role model for your Rangers. Set high but attainable standards; be willing do what you require of your Rangers; and share dangers and hardships with them.Set the example by serving as a role model for your Rangers. Set high but attainable standards; be willing do what you require of your Rangers; and share dangers and hardships with them.

• Keep your subordinates informed to help them make decisions and execute plans within your intent, encourage initiative, improve teamwork, and enhance morale.Keep your subordinates informed to help them make decisions and execute plans within your intent, encourage initiative, improve teamwork, and enhance morale.

• Develop a sense of responsibility in subordinates by teaching, challenging, and developing them. Delegate to show you trust them. This makes them want more responsibility.Develop a sense of responsibility in subordinates by teaching, challenging, and developing them. Delegate to show you trust them. This makes them want more responsibility.

• Ensure the Rangers understand the task; supervise them, and ensure they accomplish it. Rangers need to know what you expect: when and what you want them to do, and to what standard.Ensure the Rangers understand the task; supervise them, and ensure they accomplish it. Rangers need to know what you expect: when and what you want them to do, and to what standard.

• Build the team by training and cross-training your Rangers until they are confident in their technical and tactical abilities. Develop a team spirit that motivates them to go willingly and confidently into combat.Build the team by training and cross-training your Rangers until they are confident in their technical and tactical
abilities. Develop a team spirit that motivates them to go willingly and confidently into combat.

• Know your unit's capabilities and limitations, and employ them accordingly.Know your unit's capabilities and limitations, and employ them accordingly.

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