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.

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.

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.

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.

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.