SHOULDER STABILITY DRILL

EXERCISE 2: “T” RAISE

Purpose: This exercise develops shoulder strength and stability (Figure 6-16).

Starting Position: Prone position with the head slightly elevated and in line with the spine. Feet are together and toes are pointed to the rear. The arms remain on the ground and are extended sideward at 90 degrees to the trunk, forming a “T”. The hands are in a neutral position (perpendicular to the ground) with the thumbs and fingers extended and joined

Cadence: SLOW

Count:

1. Raise both arms 3-6 inches off the ground.

2. Return to the starting position.

3. Repeat count 1.

4. Return to the starting position.

Figure 6-16. “ T ” raise.

Check Points:

􀁺 At the starting position, tighten the abdominals to stabilize the trunk. The head is slightly elevated and in line with the spine.

􀁺 On counts 1 and 3, keep the back generally straight with the head up.

􀁺 Throughout the exercise, the arms should be fully extended and the trunk and legs should also be in line.

Precaution: Keep the head slightly elevated throughout the exercise and do not jerk the body into the up positions on counts 1 and 3.

STRENGTH TRAINING MACHINE DRILL

STRENGTH TRAINING MACHINE DRILL

EXERCISE 9: TRICEPS EXTENSION

Purpose: This exercise develops strength in the triceps muscles (Figure 6-44).

Starting Position (Standing): Straddle stance with a 90-degree angle formed at the upper and lower arms. Select the appropriate weight and ensure the pin is secure in the weight stack. Maintain an erect position, eyes

looking straight ahead, grasping the bar with a closed, pronated grip.

Starting Position (Seated): Seated position with the feet firmly on the ground. The seat is adjusted so a 90-degree angle is formed between the upper and lower arms, with elbows shoulder-width apart on the supporting

pad, with hands in a closed-grip. The hips and low back are firmly against the seat back with the eyes looking straight ahead. A natural arch is maintained in the lower back. Select the appropriate weight and ensure the pin is secure in the weight stack.

Cadence: SLOW

Count:

1. Push downward until both arms are fully extended, but not locked.

2. Return to the starting position.

Check Points:

􀁺 Feet remain on the ground, with hips and back firmly on the bench during seated triceps extension.

􀁺 Keep the head and neck in a neutral position, looking straight ahead.

􀁺 Exhale on count 1 and inhale on count 2.

Precautions: Do not lean forward while performing standing triceps extension. Do not arch the back or allow

the hips to rise off the bench during seated exercise.

Jeffrey W. Bennett, ISP is an author of non-fiction books, novels and periodicals

Negotiating, Building Consensus and Resolving Conflicts

11-10. Leaders often must leverage negotiating skills to obtain the cooperation and support necessary to
accomplish a mission beyond the traditional chain of command. During complex operations, different joint,
interagency, and multinational contingents might operate under specific restraints by their national or
organizational chains. This can result in important negotiations and conflict resolution versus a simpler
process of merely issuing binding orders.

11-11. Successful negotiating involves communicating a clear position on relevant issues and integrating
understanding of motives while conveying a willingness to bargain on other issues. This requires
recognizing what is acceptable to the negotiating parties and achieving a workable compromise. Good
negotiators visualize several possible end states while maintaining a clear idea of the optimal end state
from the parent command’s perspective.

Mentoring

8-83. Future battlefield environments will place additional pressures on developing leaders at a rapid pace. To help these leaders acquire the requisite abilities, the Army relies on a leader development system that compresses and accelerates development of professional expertise, maturity, and conceptual and team building skills. Mentoring is a developmental tool that can effectively support many of these learning objectives. It is a combat multiplier because it boosts positive leadership behaviors on a voluntary basis.

8-84. It is usually unnecessary for leaders to have the same occupational or educational background as those they are coaching or counseling. In comparison, mentors generally specialize in the same specific area as those being mentored. Mentors have likely experienced what their protégés and mentees are experiencing, or are going to experience. Consequently, mentoring relationships tend to be occupation and/or domain specific, with the mentor having expertise in the particular areas they are assisting in, but without the requirement to have the same background. Mentoring focuses primarily on developing a less experienced leader for the future.

Mentorship is the voluntary developmental relationship that exists between a person of greater experience and a person of lesser experience that is characterized by mutual trust and respect.

The rappel seat-From the Ranger Handbook

e. Rappel Seat.  The rappel seat  is a rope harness used in
rappelling and climbing. It can be tied for use with the left or right hand
(1). Leg straps do not cross, and are centered on buttocks and tight
(2). Leg straps form locking half hitches on rope around waist. Square knot properly
tied on right hip
(3) and finished with two overhand knots. Tails must be
even, within 6 inches
(4). Carabiner properly inserted around all ropes with
opening gate opening up and away
(5). Carabiner will not come in contact
with square knot or overhand knot. Rappel seat is tight enough not to allow
a fist to be inserted between the rappeller’s body and the harness.

MILITARY AND PROFESSIONAL BEARING

5-5. Pride in self starts with pride in appearance. Army leaders are expected to look and act like professionals. They must know how to wear the appropriate uniform or civilian attire and do so with pride.
Soldiers seen in public with their jackets unbuttoned and ties undone do not send a message of pride and
professionalism. Instead, they let down their unit and fellow Soldiers in the eyes of the American people.
Meeting prescribed height and weight standards is another integral part of the professional role. How
leaders carry themselves when displaying military courtesy and appearance sends a clear signal: I am proud
of my uniform, my unit, and my country.

5-6. Skillful use of professional bearing—fitness, courtesy, and proper military appearance—can also aid in overcoming difficult situations. A professional presents a decent appearance because it commands
respect. Professionals must be competent as well. They look good because they are good.

Motivating and Inspiring

7-27. Motivation is the reason for doing something or the level of enthusiasm for doing it. Motivation
comes from an inner desire to put effort into meeting a need. People have a range of needs. They include
basics, such as survival and security and advanced needs, such as belonging and a sense of
accomplishment. Awareness of one’s own needs is most acute when needs go unfulfilled.

7-28. Army leaders use the knowledge of what motivates others to influence those they lead. Knowing
one’s Soldiers and others who may be influenced, gives leaders insight into guiding the team to higher
levels of performance. Understanding how motivation works provides insight into why people may take
action and how strongly they are driven to act.

7-29. While it is difficult to know others’ needs, it helps to consider three parts that define motivation:

• Arousal: A need or desire for something that is unfulfilled or below expectations.
• Direction: Goals or other guides that direct the course of effort and behavior.
• Intensity: The amount of effort that is applied to meet a need or reach a goal.

7-30. The arousal, direction, and intensity of motivation produce at least four things that contribute directly
to effective task performance. Motivation focuses attention on issues, goals, task procedures, or other
aspects of what needs to be done. Motivation produces effort that dictates how hard one tries. Motivation
generates persistence in terms of how long one tries. The fourth product of motivation is task strategies
that define how a task is performed—the knowledge and skills used to reach a particular goal. Know