Dealing with Ethics and Climate

8-19. A leader is the ethical standard-bearer for the organization, responsible for building an ethical climate that demands and rewards behavior consistent with the Army Values. Other staff specialists—the chaplain, staff judge advocate, inspector general, and equal employment opportunity specialist—assist in shaping and assessing the organization’s ethical climate. Regardless of all the available expert help, the ultimate responsibility to create and maintain an ethical climate rests with the leader.


8-20. Setting a good ethical example does not necessarily mean subordinates will follow it. Some may feel that circumstance justifies unethical behavior. Therefore, the leader must constantly monitor the organization’s ethical climate and take prompt action to correct any discrepancies between the climate and the standard. To effectively monitor organizational climates, leaders can use a periodic Ethical Climate Assessment Survey combined with a focused leader plan of action as follows:

• Begin the plan of action by assessing the unit. Observe, interact, and gather feedback from others, or conduct formal assessments of the workplace.
• Analyze gathered information to identify what needs improvement. After identifying what needs improvement, begin developing courses of action to make the improvements.
• Develop a plan of action. First, develop and consider several possible courses of action to correct identified weaknesses. Gather important information, assess the limitations and risks associated with the various courses, identify available key personnel and resources, and verify facts and assumptions. Attempt to predict the outcome for each possible course of action. Based on predictions, select several leader actions to deal with target issues.
• Execute the plan of action by educating, training, or counseling subordinates; instituting new policies or procedures; and revising or enforcing proper systems of rewards and punishment.
• The organization moves towards excellence by improving substandard or weak areas and maintaining conditions that meet or exceed the standard. Finally, periodically reassess the unit to identify new matters of concern or to evaluate the effectiveness of the leader actions.

The Mountain Climber

EXERCISE 3: MOUNTAIN CLIMBER
Purpose: This exercise develops the ability to quickly move the legs to power out of the front leaning rest
position (Figure 9-4).

Starting Position: Front leaning rest position with the left foot below the chest and between the arms.
Cadence: MODERATE
Count:

1. Push upward with the feet and quickly change the positions of the legs.
2. Return to the starting position.
3. Repeat the movements in count 1.
4. Return to the starting position.

Figure 9-4. Mountain climber

Check Points:

• The hands are directly below the shoulders with the fingers spread (middle fingers pointing straight
• ahead) with the elbows straight, not locked.
• To prevent the trunk from sagging, contract and hold the abdominals throughout the exercise. Do not
• raise the hips and buttocks when moving throughout the exercise.
• Align the head with the spine and direct the eyes to a point about two feet in front of the body.
• Throughout the exercise, remain on the balls of the feet.
• Move the legs straight forward and backward, not at angles.

Precaution: N/A

Ranger Creed

Recognizing that I volunteered as a Ranger, fully knowing the hazards of my chosen profession, I will always endeavor to uphold the prestige, honor, and high esprit de Corps of the Rangers.

Acknowledging the fact that a Ranger is a more elite Soldier who arrives at the cutting edge of battle by land, sea, or air, I accept the fact that as a Ranger my country expects me to move further, faster, and fight harder than any other Soldier.

Never shall I fail my comrades I will always keep myself mentally alert, physically strong, and morally straight and I will shoulder more than my share of the task whatever it may be, one hundred percent and then some.

Gallantly will I show the world that I am a specially selected and well trained Soldier. My courtesy to superior officers, neatness of dress, and care of equipment shall set the example for others to follow.

Energetically will I meet the enemies of my country. I shall defeat them on the field of battle for I am better trained and will fight with all my might. Surrender is not a Ranger word. I will never leave a fallen comrade to fall into the hands of the enemy and under no circumstances will I ever embarrass my country.

Readily will I display the intestinal fortitude required to fight on to the Ranger objective and complete the mission, though I be the lone survivor.

A Change from TC 3-22.20 to FM 7-22- Army Physical Readiness Training

Find your copy 

FM 7-22 is Army Physical Readiness Training. It is formally called TC 3-22.20. Similar material; different name. Being Army Tough is the result of tremendous physical fitness training. Until now, FM 21-20 has been used for decades to train America’s Army to go to battle. FM 7-22 has replaced the old FM, giving soldiers new strength and endurance sustaining exercises. 

Now you can have this same intense level of fitness. Whether you are a soldier, civilian or on the Delayed Entry Program, you can learn to exercise properly. FM 7-22, US Army Physical Readiness Training provides results. 

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 field manual prescribes doctrine for the execution of the Army Physical Readiness Training System.

 This publication comprises the print portion of Army physical readiness training. Companion portions are available on the internet. Terms that have joint or Army definitions are identified in both the Glossary and the text. This publication prescribes DA Form 705 (Army Physical Fitness Test Scorecard). The proponent for this publication is the United States Army Training and Doctrine Command (TRADOC). The preparing agency is the United States Army Physical Fitness School.

Leader Responsibilities

Leader Responsibilities

The counseling process does not end with the initial counseling session. It continues throughout the implementation of the plan of action, consistent with the observed results. Sometimes, the initial plan of action will require modification to meet its goals. Leaders must consistently support their subordinates in implementing the plan of action by teaching, coaching, mentoring, or providing additional time, referrals, and other appropriate resources. Additional measures may include more focused follow-up counseling, informing the chain of command, and taking more severe corrective measures.

EXERCISE 3: MOUNTAIN CLIMBER

EXERCISE 3: MOUNTAIN CLIMBER

Purpose: This exercise develops the ability to quickly move the legs to power out of the front leaning rest position (Figure 6-87).

Starting Position: Front leaning rest position with the left foot below the chest and between the arms.

Cadence: MODERATE

Count:

1. Push upward with the feet and quickly change positions of the legs.

2. Return to the starting position.

3. Repeat the movements in count 1.

4. Return to the starting position.

Figure 6-87. Mountain climber from the APRT book

Check Points:

Place the hands directly below the shoulders, fingers spread (middle fingers point straight ahead) with the elbows straight, not locked.

To prevent the trunk from sagging, tighten the abdominal muscles and maintain this contraction throughout the exercise. Do not raise the hips when moving throughout the exercise.

Align the head with the spine and keep the eyes directed to a point about two feet in front of the body. Throughout the exercise, stay on the balls of the feet.

Move the legs straight forward and backward, not at angles.

Precautions: N/A

US Army Leader Defined

Army Leadership

1-1. 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.

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.

  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.

 1-5. While character and knowledge are necessary, by themselves they are not enough. Leaders cannot be effective until they apply what they know. What leaders DO, or leader actions, is directly related to the influence they have on others and what is done. As with knowledge, leaders will learn more about leadership as they serve in different positions.