9-6. Anchors-Rock Climbing Ranger Style

     Anchors are the base, for all installations and roped mountaineering techniques. Anchors must be strong enough to support the entire weight of the load or impact placed upon them. Several  pieces of artificial or natural protection may be incorporated together to make one multi point anchor.

     Anchors are classified as Artificial or Natural.
a. Artificial Anchors. Artificial anchors are constructed using all manmade material. The most common anchors incorporate traditional or fixed protection (Figure 9-3).
b. Natural Anchors. Natural anchors are usually very strong and often simple to construct using minimal equipment.      Trees, shrubs and boulders are the most common. All natural anchors simply require a method of attaching a rope. Regardless of the type of natural anchor used, the anchor
must be strong enough to support the entire weight of the load.
(1) Trees. These are probably the most widely used of all anchors. In rocky terrain, trees usually have a very shallow root system. Check this by pushing or tugging on the tree to see how well it is rooted. Anchor as low as possible to prevent excess leverage on the tree. Use padding on soft, sap producing trees to keep sap off ropes and slings.
(2) Rock Projections and Boulders. You can use these, but they must be heavy enough, and have a stable enough base to support the load.
(3) Bushes and Shrubs. If no other suitable anchor is available, route a rope around the bases of several bushes. As with trees, place the anchoring rope as low as possible to reduce leverage on the anchor. Make sure all vegetation is healthy and well rooted to the ground.
(4) Tensionless Anchor. This is used to anchor rope on high load installations such as bridging. The wraps of the rope around the anchor (Figure 9-4) absorb the tension of the installation and keep the tension off the knot and carabiner. Tie it with a minimum of four wraps around the anchor; however a smooth anchor (small tree, pipe, or rail) may
require several more wraps. Wrap the rope from top to bottom. Place a  fixed loop into the end of the rope and attached loosely back onto the rope with a carabiner.

Figure 9-3

Figure 9-4

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History of the US Army Rangers

The history of the American Ranger is a long and colorful saga of courage, daring, and outstanding leadership. It is a story of men whose skills in the art of fighting have seldom been surpassed. Only the highlights of their numerous exploits are told here.

Rangers mainly performed defensive missions until, during King Phillip’s War in 1675, Benjamin Church’s Company of Independent Rangers (from Plymouth Colony) conducted successful raids on hostile Indians. In 1756, Major Robert Rogers, of New Hampshire, recruited nine companies of American colonists to fight for the British during the French and Indian War. Ranger techniques and methods of operation inherently characterized the American frontiersmen. Major Rogers was the first to capitalize on them and incorporate them into the fighting doctrine of a permanently organized fighting force.

The method of fighting used by the first Rangers was further developed during the Revolutionary War by Colonel Daniel Morgan, who organized a unit known as “Morgan’s Riflemen.” According to General Burgoyne, Morgan’s men were “….the most famous corps of the Continental Army, all of them crack shots.”

Francis Marion, the “Swamp Fox,” organized another famous Revolutionary War Ranger element known as “Marion’s Partisans.”

Marion’s Partisans, numbering anywhere from a handful to several hundred, operated both with and independent of other elements of General Washington’s Army. Operating out of the Carolina swamps, they disrupted British communications and prevented the organization of loyalists to support the British cause, substantially contributing to the American victory.

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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.

Ranger Creed

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.

Suspension Traverse

The suspension traverse is used to move personnel and equipment over rivers, ravines, and chasms, or up or down a vertical obstacle. By combining the transport-tightening system used during the rope bridge, an A Frame used for the vertical haul Line (Figure 9-24), and belay techniques device, units can make a suspension traverse (Figure 9-25 and Figure 9-26). Installing a suspension traverse can be slow and equipment intensive. Everyone must be well-trained and rehearsed in the procedures.
(1) Construction. The suspension traverse is constructed with static ropes. The max span that can be bridged is generally 75 percent length of the shortest rope. Planning considerations include those for rope bridge and vertical haul line.
(2) Equipment.
• Three static installation ropes.
• Seven sling ropes.
• Nine carabiners.
• One heavy duty double pulley.
• One locking carabiner.
• One canvas pad.

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.

SH 21-76 Ranger Handbook

SH 21-76 Ranger Handbook is now updated with the latest content. Be sure to check it out...

Giant Print Ranger Handbook

The Giant print Ranger Handbook will be available very soon. We are just finishing the format. Current version has 7 font. New version will have 11 font. What a difference.

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Ranger Handbook-Shelters

1) Poncho Lean-To. It takes only a short time and minimal equipment to build this lean-to. You need a poncho, 6 to 10 feet of rope, three stakes about 6 inches long, and two trees (or two poles) 7 to 9 feet apart. Before you select the trees you will use (or decide where to place the poles), check the wind direction. Make sure the back of your lean-to will be into the wind. To make the lean-to:

(a) Tie off the hood of the poncho. To do this, pull the draw cord tight; roll the hood long ways, fold it into thirds, and tie it with the draw cord.

(b) Cut the rope in half. On one long side of the poncho, tie half of the rope to one corner grommet, and the other half to the other corner grommet.

(c) Attach a drip stick (about a 4-inch stick) to each rope 1/4 to 3/4 inches away from the grommet. These drip sticks will keep rainwater from running down the ropes into the lean-to. Using drip lines is another way to prevent dripping inside the shelter. Tie lines or string about 4 inches long to each grommet along the top edge of the shelter. This allows water to run to and down the line without dripping into the shelter.

(d) Tie the ropes about waist high on the trees (uprights). Use a round turn and two half hitches with quick-release knot.

(e) Spread the poncho into the wind and anchor to the ground. To do this, put three sharpened sticks through the grommets and into the ground.

(f) If you plan to use the lean-to for more than one night, or if you expect rain, make a center support to the lean-to. You can do this by stretching a rope between two upright poles or trees that are in line with the center of the poncho.

(g) Tie another rope to the poncho hood; pull it upward so that it lifts the center of the poncho, and tie it firmly to the rope stretched between the two uprights.

(h) Another method is to cut a stick to place upright under the center of the lean-to. This method, however, will restrict your space and movements in the shelter.

(i) To give additional protection from wind and rain, place boughs, brush, your rucksack, or other equipment at the sides of the lean-to.

(j) To reduce heat loss to the ground, place some type of insulating material, such as leaves or pine needles, inside your lean-to.

Note: When at rest, as much as 80 percent of your body heat can be lost to the ground.

(k) To increase your security from enemy observation, lower the silhouette of the lean-to by making

two modifications.When at rest, as much as 80 percent of your body heat can be lost to the ground.

(l) To increase your security from enemy observation, lower the silhouette of the lean-to by making

two modifications.

•  Secure the support lines to the trees knee-high rather than waist-high.Secure the support lines to the trees knee-high rather than waist-high.
•  Use two knee-high sticks in the two center grommets (sides of lean-to), and angle the poncho to the ground, securing it with sharpened sticks as above.Use two knee-high sticks in the two center grommets (sides of lean-to), and angle the poncho to the ground, securing it with sharpened sticks as above.

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.

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

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.

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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