Stack Arms

This is great preparation for Basic Training. Right out of the Drill and Ceremonies Manual.

Execute Stack Arms using the following procedures:

a. Stack Arms is executed from Order Arms only. It may be executed while at Normal Interval in a line (squad) or a column formation. Stack Arms is not a precise movement; however, it is executed in a military manner.

b. The leader designates the stackmen by numbers (2-5-8) when in a line formation, orby squad (second or third) when in a column formation. After the stackmen have been designated, the leader then commands Prepare, SLINGS.

c. On the command SLINGS, each stackman places the butt of his rifle on his right hip and cradles it in the crook of his right arm. He then adjusts the sling keeper to form a 2-inch loop next to the upper sling swivel. As soon as he has prepared the loop, he returns to Order Arms.

d. When all stackmen have returned to Order Arms, the leader commands Stack, ARMS. On the command ARMS, each stackman places his rifle directly in front of and centered on his body with the sling facing to the front. The heel of the rifle butt is on the marching surface on line with the toes of his shoes. He grasps the rifle by the handguard with his left hand. The first two fingers of the left hand hold the inner part of the loop against the rifle. He reaches across the front of the rifle with the right hand, grasps the outer part of the loop, and holds it open for the insertion of the other rifles. He holds the rifle vertical at all
times (1, Figure C-5, page C-6).

e. On the command ARMS, the men to the left and right of the stackman perform the following movements simultaneously:

(1) The man on the stackman’s left raises and centers his rifle in front of his body so that his right hand is shoulder high and the rifle is about 4 inches from his chest, with the sling to the front. He then grasps the rifle with his left hand at the small of the stock and lowers both arms, holding the weapon in a horizontal position (1, Figure C-5, page C-6).

(2) The man on the stackman’s right raises and centers his rifle, wrist shoulder high, with the sling facing the front. He then grasps the rifle with his left hand directly below his
right hand, and, in the most convenient manner, grasps the rifle with the right hand at the small of the stock. He then lowers both arms, holding the rifle stock. He then lowers both arms, holding the rifle in a horizontal position (1, Figure C-5, page C-6).

(3) As soon as both men have completed these movements, each moves the foot nearest the stackman 18 inches (Half Left or Right) toward the stackman. In a continuing motion, the man on the stackman’s left inserts the muzzle of his rifle into the loop held by the stackman until the bayonet stud protrudes past the far end of the loop (2, Figure C-5, page
C-6). He holds his rifle in that position until the man on the stackman’s right inserts the muzzle of his rifle through the loop in the same manner and above the muzzle of the rifle of
the left man.

f. When both rifles have been inserted into the loop, the men on each side of the stackman swing the butts of their rifles out and down to the marching surface until the stack is tight with the (two) rifle butts on line and about 2 feet from the baseline.

g. After necessary adjustments have been made, the three men come to Attention (3, Figure C-5).

h. Extra rifles are passed to the nearest stack on the right. As each rifle is passed, it is grasped at the upper part of the handguard with the right hand. Then, with the rifle held
vertical, it is passed with fully extended arm to the right front. The man on the right grasps the rifle at the balance with his left hand, brings the rifle to the center of his body, and regrasps it at the upper part of the handguard with his right hand. This action continues until the stackman receives the rifle and places it on the stack with his right hand as nearly vertical as possible. He places the rifles on the stack with the slings away from the stack (if the second squad is the stack squad, extra rifles are passed to the left).

Set the Example

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.

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.

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.

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.

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.

Introduction to Drill and Ceremonies

“Gentlemen: you have now reached the last point. If anyone of you doesn’t mean business let him say so now. An hour from now will be too late to back out. Once in, you’ve got to see it through. You’ve got to perform without flinching whatever duty is assigned you, regardless of the difficulty or the danger attending it. If it is garrison duty, you must attend to it. If it is meeting fever, you must be willing. If it is the closest kind of fighting, anxious for it. You must know how to ride, how to shoot, how to live in the open. Absolute obedience to every command is your first lesson. No matter what comes you mustn’t squeal. Think it over - all of you. If any man wishes to withdraw he will be gladly excused, for
others are ready to take his place.”
Theodore Roosevelt, Remarks to Recruits, 1898

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.

Character Development from the US Army Leadership Manual

CHARACTER DEVELOPMENT
People join the Army as Soldiers and Army civilians with their character, pre-shaped by their
background, beliefs, education, and experience. An Army leader’s job would be simpler if merely checking
the team member’s personal values against the Army Values and developing a simple plan to align them
sufficed. Reality is much different. Becoming a person of character and a leader of character is a careerlong
process involving day-to-day experience, education, self-development, developmental counseling,
coaching, and mentoring. While individuals are responsible for their own character development, leaders
are responsible for encouraging, supporting, and assessing the efforts of their people. Leaders of character
can develop only through continual study, reflection, experience, and feedback. Leaders hold themselves
and subordinates to the highest standards. The standards and values then spread throughout the team, unit,
or organization and ultimately throughout the Army.
Doing the right thing is good. Doing the right thing for the right reason and with the right goal is
better. People of character must possess the desire to act ethically in all situations. One of the Army
leader’s primary responsibilities is to maintain an ethical climate that supports development of such
character. When an organization’s ethical climate nurtures ethical behavior, people will, over time, think,
feel, and act ethically. They will internalize the aspects of sound character.

Army Civilians-Army Leadership

ARMY CIVILIAN LEADERS-Excerpt from Army Leadership

The Army civilian corps consists of experienced personnel committed to serving the Nation. Army
civilians are an integral part of the Army team and are members of the executive branch of the federal
government. They fill positions in staff and sustaining base operations that would otherwise be filled by
military personnel. They provide mission-essential capability, stability, and continuity during war and
peace in support of the Soldier. Army civilians take their support mission professionally. Army civilians
are committed to selfless service in the performance of their duties as expressed in the Army Civilian
Corps Creed.

The major roles and responsibilities of Army civilians include establishing and executing policy;
managing Army programs, projects, and systems; and operating activities and facilities for Army
equipment, support, research, and technical work. These roles are in support of the organizational Army as
well as warfighters based around the world. The main differences between military and civilian leaders are
in the provisions of their position, how they obtain their leadership skills, and career development patterns.

Army civilians’ job placement depends on their eligibility to hold the position. Their credentials
reflect the expertise with which they enter a position. Proficiency in that position is from education and
training they have obtained, prior experiences, and career-long ties to special professional fields. Unlike
military personnel, Army civilians do not carry their grade with them regardless of the job they perform.
Civilians hold the grade of the position in which they serve. Except for the Commander in Chief (the
President of the United States) and Secretary of Defense, civilians do not exercise military command;
however, they could be designated to exercise general supervision over an Army installation or activity
under the command of a military superior. Army civilians primarily exercise authority based on the
position held, not their grade.

Civilian personnel do not have career managers like their military counterparts, but there are
functional proponents for career fields that ensure provisions exist for career growth. Army civilians are
free to pursue positions and promotions as they desire. While mobility is not mandatory in all career fields,
there are some (and some grade levels) where mobility agreements are required. Personnel policies
generally state that civilians should be in positions that do not require military personnel for reasons of law,
training, security, discipline, rotation, or combat readiness. While the career civilian workforce brings a
wealth of diversity to the Army team, there is also a wealth of knowledge and experience brought to the
Army’s sustaining base when retired military join the civilian ranks.

While most civilians historically support military forces at home stations, civilians also deploy with
military forces to sustain theater operations. As evidenced by the ever-increasing demands of recent
deployments, civilians have served at every level and in every location, providing expertise and support
Leadership Roles, Leadership Levels and Leadership Teams wherever needed. Army civilians support their military counterparts and often remain for long periods within the same organization or installation, providing continuity and stability that the highly mobile personnel management system used for our military rarely allows. However, when the position or mission dictates, Army civilians may be transferred or deployed to meet the needs of the Army.

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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