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.

Printed Ranger Handbook is here.

Respect

Treat people as they should be treated.

The discipline which makes the soldiers of a free country reliable in battle is not to be

gained by harsh or tyrannical treatment. On the contrary, such treatment is far more

likely to destroy than to make an army. It is possible to impart instruction and to give

commands in such manner and such a tone of voice to inspire in the soldier no feeling

but an intense desire to obey, while the opposite manner and tone of voice cannot fail to

excite strong resentment and a desire to disobey. The one mode or the other of dealing

with subordinates springs from a corresponding spirit in the breast of the commander.

He who feels the respect which is due to others cannot fail to inspire in them regard for

himself, while he who feels, and hence manifests, disrespect toward others, especially his

inferiors, cannot fail to inspire hatred against himself.

Major General John M. Schofield

Address to the United States Corps of Cadets, 11 August 1879

Respect for the individual is the basis for the rule of law—the very essence of what the Nation stands

for. In the Army, respect means treating others as they should be treated. This value reiterates that people

are the most precious resource and that one is bound to treat others with dignity and respect.

Over the course of history, America has become more culturally diverse, requiring Army leaders to

deal with people from a wider range of ethnic, racial, and religious backgrounds. An Army leader should

prevent misunderstandings arising from cultural differences. Actively seeking to learn about people whose

culture is different can help to do this. Being sensitive to other cultures will aid in mentoring, coaching,

and counseling subordinates. This demonstrates respect when seeking to understand their background, see

things from their perspective, and appreciate what is important to them.

Army leaders should consistently foster a climate in which everyone is treated with dignity and

respect, regardless of race, gender, creed, or religious belief. Fostering a balanced and dignified work

climate begins with a leader’s personal example. How a leader lives the Army Values shows subordinates

how they should behave. Teaching values is one of a leader’s most important responsibilities. It helps

create a common understanding of the Army Values and expected standards.

BUILDING TEAMWORK AND COHESION

Teamwork and cohesion are measures of climate. Willingness to engage in teamwork is the opposite
of selfishness. Selfless service is a requirement for effective teamwork. To operate effectively, teams, units,
and organizations need to work together for common Army Values and task and mission objectives.

Leaders encourage others to work together, while promoting group pride in accomplishments. Teamwork
is based on commitment to the group, which in turn is built on trust. Trust is based on expecting that others
will act for the team and keep its interests ahead of their own. Leaders have to do the hard work of dealing
with breaches in trust, poor team coordination, and outright conflicts. Leaders should take special care in
quickly integrating new members into the team with this commitment in mind.

Leaders can shape teams to be cohesive by setting and maintaining high standards. Positive climate
exists where good, consistent performance is the norm. This is very different from a climate where
perfectionism is the expectation. Team members should feel that a concentrated, honest effort is
appreciated even when the results are incomplete. They should feel that their leader recognizes value in
every opportunity as a means to learn and to get better.

Good leaders recognize that reasonable setbacks and failures occur whether the team does everything
right or not. Leaders should express the importance of being competent and motivated, but understand that
weaknesses exist. Mistakes create opportunities to learn something that may not have been brought to
mind.
Soldiers and Army civilians expect to be held to high but realistic standards. In the end, they feel
better about themselves when they accomplish their tasks successfully. They gain confidence in leaders
who help them achieve standards and lose confidence in leaders who do not know the standards or who fail
to demand quality performanc