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.

US Army Official Ranger Handbook-Revised February 2011

The US Army Ranger School updated the Ranger Handbook in February 2011. This is the latest edition and available at Amazon.com.

Excerpt from the Ranger Handbook Updated Feb 2011

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.

BASIC COMBAT TRAINING-From TC 3-22.20

4-2.   The training program in BCT provides foundational fitness and fundamental motor skill
development. New Soldiers report to BCT at various levels of physical readiness and ability. During
the first weeks of training, the focus is on progressive training of the whole body. To minimize
the risk of injury, Soldiers must perform exercises precisely. Also, their intensity must progress
gradually. The toughening phase BCT training schedules in Chapter 5, Planning Considerations, when
executed to standard, provide the proper training intensity, exercise volume and gradual
progression appropriate to improving physical fitness and controlling injuries. Commanders should
evaluate each new Soldier who falls below the BCT standard and give special assistance to improve
deficiencies. Supplemental training should not punish a new Soldier for the inability to perform
well. Commanders and PRT leaders need to realize that it takes at least six to eight weeks to begin
positive changes in physical fitness levels. Therefore, some Soldiers may require additional time
to make the improvements required to meet Army standards.

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.

The Oath

Upon taking the oath to become an Army leader, Soldiers, and Army civilians enter into a sacred agreement
with the Nation and their subordinates. The men and women of the Army are capable of extraordinary feats of
courage and sacrifice as they have proven on countless battlefields from the Revolutionary War to the War on
Terrorism. These Soldiers and Army civilians display great patience, persistence, and tremendous loyalty as
they perform their duty to the Nation in thousands of orderly rooms, offices, motor pools, and training areas
around the world, no matter how difficult, tedious, or risky the task. In return, they deserve competent,
professional, and ethical leadership. They expect their Army leaders to respect them as valued members of
effective and cohesive organizations and to embrace the essence of leadership.

Foreword

Competent leaders of character are necessary for the Army to meet the challenges in the
dangerous and complex security environment we face.
FM 6-22 is the Army’s keystone field manual on leadership. It establishes leadership
doctrine and fundamental principles for all officers, noncommissioned officers, and
Army civilians across all components.
This manual uses the BE-KNOW-DO concept to express what is required of Army
leaders. It is critical that Army leaders be agile, multiskilled pentathletes who have
strong moral character, broad knowledge, and keen intellect. They must display these
attributes and leader competencies bound by the concept of the Warrior Ethos. Leaders
must be committed to lifelong learning to remain relevant and ready during a career of
service to the Nation.
Army leaders must set the example, teach, and mentor, and this manual provides the
principles, concepts, and training to accomplish this important task on which America
depends.

PETER J. SCHOOMAKER
General, United States Army
Chief of Staff

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.