The Sit Up Event Narrative-FM 7-22

Sit Up Event

“THE SIT-UP EVENT MEASURES THE ENDURANCE OF THE ABDOMINAL AND

HIP-FLEXOR MUSCLES. ON THE COMMAND ‘GET SET’, ASSUME THE STARTING

POSITION BY LYING ON YOUR BACK WITH YOUR KNEES BENT AT A 90-DEGREE

ANGLE. YOUR FEET MAY BE TOGETHER OR UP TO 12 INCHES APART (MEASURED

BETWEEN THE FEET). ANOTHER PERSON WILL HOLD YOUR ANKLES WITH THE

HANDS ONLY. NO OTHER METHOD OF BRACING OR HOLDING THE FEET IS

AUTHORIZED. THE HEEL IS THE ONLY PART OF YOUR FOOT THAT MUST STAY IN

CONTACT WITH THE GROUND. YOUR FINGERS MUST BE INTERLOCKED BEHIND

YOUR HEAD AND THE BACKS OF YOUR HANDS MUST TOUCH THE GROUND. YOUR

ARMS AND ELBOWS NEED NOT TOUCH THE GROUND. ON THE COMMAND, ‘GO’,

BEGIN RAISING YOUR UPPER BODY FORWARD TO, OR BEYOND, THE VERTICAL

POSITION. THE VERTICAL POSITION MEANS THAT THE BASE OF YOUR NECK IS

ABOVE THE BASE OF YOUR SPINE. AFTER YOU HAVE REACHED OR SURPASSED

THE VERTICAL POSITION, LOWER YOUR BODY UNTIL THE BOTTOM OF YOUR

SHOULDER BLADES TOUCH THE GROUND. YOUR HEAD, HANDS, ARMS OR ELBOWS

DO NOT HAVE TO TOUCH THE GROUND. AT THE END OF EACH REPETITION, THE

SCORER WILL STATE THE NUMBER OF SIT-UPS YOU HAVE CORRECTLY

PERFORMED. A REPETITION WILL NOT COUNT IF YOU FAIL TO REACH THE

VERTICAL POSITION, FAIL TO KEEP YOUR FINGERS INTERLOCKED BEHIND YOUR

HEAD, ARCH OR BOW YOUR BACK AND RAISE YOUR BUTTOCKS OFF THE GROUND

TO RAISE YOUR UPPER BODY, OR LET YOUR KNEES EXCEED A 90-DEGREE ANGLE.

IF A REPETITION DOES NOT COUNT, THE SCORER WILL REPEAT THE NUMBER OF

YOUR LAST CORRECTLY PERFORMED SIT-UP. IF YOU FAIL TO PERFORM THE FIRST

10 SIT-UPS CORRECTLY, THE SCORER WILL TELL YOU TO ‘STOP’ AND WILL

EXPLAIN YOUR DEFICIENCIES. YOU WILL THEN BE SENT TO THE END OF THE LINE

TO BE RE-TESTED. AFTER THE FIRST 10 SIT-UPS HAVE BEEN PERFORMED AND

COUNTED, NO RESTARTS ARE ALLOWED. THE TEST WILL CONTINUE, AND ANY

INCORRECTLY PERFORMED SIT-UPS WILL NOT BE COUNTED. THE UP POSITION IS

THE ONLY AUTHORIZED REST POSITION.

“IF YOU STOP AND REST IN THE DOWN (STARTING) POSITION, THE EVENT

WILL BE TERMINATED. AS LONG AS YOU MAKE A CONTINUOUS PHYSICAL EFFORT

TO SIT UP, THE EVENT WILL NOT BE TERMINATED. YOU MAY NOT USE YOUR HANDS

OR ANY OTHER MEANS TO PULL OR PUSH YOURSELF UP TO THE UP (REST)

POSITION OR TO HOLD YOURSELF IN THE REST POSITION. IF YOU DO SO, YOUR

PERFORMANCE IN THE EVENT WILL BE TERMINATED. CORRECT PERFORMANCE IS

IMPORTANT. YOU WILL HAVE TWO MINUTES TO PERFORM AS MANY SIT-UPS AS

YOU CAN. WATCH THIS DEMONSTRATION.”

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.

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.

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.

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.

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-Formal and Informal

LEADER TEAMS

Leaders at all levels recognize the Army is a team as well as a team of teams. These teams interact as

numerous functional units, designed to perform necessary tasks and missions that in unison produce the

collective effort of all Army components. Everyone belongs to a team, serving as either leader or

responsible subordinate. For these teams to function at their best, leaders and followers must develop

mutual trust and respect, recognize existing talents, and willingly contribute talents and abilities for the

common good of the organization. Leadership within the teams that make up Army usually comes in two

forms:

•  Legitimate (formal).
•  Influential (informal).

FORMAL LEADERSHIP

Legitimate or formal leadership is granted to individuals by virtue of assignment to positions of

responsibility and is a function of rank and experience. The positions themselves are based on the leader’s

level of job experience and training. One selection process used for the assignment of legitimate authority

is the command selection board. Similar to a promotion board, the selection board uses past performance

and potential for success to select officers for command positions. NCOs assume legitimate authority when

assigned as a platoon sergeant, first sergeant, or command sergeant major. These positions bring with them

the duty to recommend disciplinary actions and advancement or promotion.

 

The Uniform Code of Military Justice supports military leaders in positions of legitimate authority.

Regardless of the quality of leadership exhibited by organizationally appointed leaders, they possess the

legal right to impose their will on subordinates, using legal orders and directives.

 

INFORMAL LEADERSHIP

Informal leadership can be found throughout organizations, and while it can play an important role

in mission accomplishment, it should never undermine legitimate authority. All members of the Army

could find themselves in a position to serve as a leader at any time. Informal leadership is not based on any

particular rank or position in the organizational hierarchy. It can arise from the knowledge gained from

experience and sometimes requires initiative on the part of the individual to assume responsibility not

designated to his position. Therefore, even the most junior member may be able to influence the decision of

the highest organizational authority. As the final decision maker, the formal leader is ultimately responsible

for legitimizing an informal leader’s course of action.

How to Prepare and Eat Fowl-Ranger Handbook

Fowl. Your first step after killing a fowl for eating or preserving is to pluck its feathers. If plucking is impractical, you can skin the fowl. Keep in mind, however, that a fowl cooked with the skin on retains more food value. Waterfowl are easier to pluck while dry, but other fowl are easier to pluck after scalding. After you pluck the fowl--

• Cut off its neck close to the body.
• Cut an incision in the abdominal cavity and clean out the insides. Save the neck, liver, and heart for stew. Thoroughly clean and dry the entrails to use for cordage.
• Wash out the abdominal cavity with fresh clean water. You can boil fowl or cook it on a spit over a fire. You should boil scavenger birds such as vultures and buzzards for at least 20 minutes to kill any parasites. Use the feathers from fowl for insulating your shoes clothing, or bedding. You can also use feathers for fish lures.

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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