TOOLS FOR ADAPTABILITY

TOOLS FOR ADAPTABILITY

10-48. Adaptability is an individual’s ability to recognize changes in the environment, identify the critical
elements of the new situation, and trigger changes accordingly to meet new requirements.
Adaptability is an effective change in behavior in response to an altered situation.

10-49. Adaptable leaders scan the environment, derive the key characteristics of the situation, and are
aware of what it will take to perform in the changed environment. Leaders must be particularly observant
for evidence that the environment has changed in unexpected ways. They recognize that they face highly
adaptive adversaries, and operate within dynamic, ever-changing environments. Sometimes what happens
in the same environment changes suddenly and unexpectedly from a calm, relatively safe operation to a
direct fire situation. Other times environments differ (from a combat deployment to a humanitarian one)
and adaptation is required for mind-sets and instincts to change.

10-50. Highly adaptable leaders are comfortable entering unfamiliar environments. They have the proper
frame of mind for operating under mission command orders in any organization (see FM 6-0). Successful
mission command results from subordinate leaders at all echelons exercising disciplined initiative within
the higher commander’s intent. All adaptable leaders can quickly assess the situation and determine the
skills needed to deal with it. If the skills they learned in the past are not sufficient for success in the new
environment, adaptable leaders seek to apply new or modified skills and applicable competencies.

For the Core; Bent-Leg Raise

4 FOR THE CORE
EXERCISE 1: BENT-LEG RAISE

6-46. Lying in the starting position for the sit-up, place the fingers of both hands underneath the small of the
back. Raise the feet off of the ground until both the hips and knees flex to 90 degrees. Holding the head two or three inches off the ground, contract the abdominals as if preparing for a blow to the stomach. Another way to perform this drawing in maneuver is to imagine pulling the navel toward the spine. Think about the amount of pressure on the fingers created by the contraction of the abdominals. Maintain the same degree of pressure while slowly straightening the legs. As soon as the Soldier can no longer maintain the same degree of pressure on his fingers, he brings his legs back to the 90-degree position for three to five seconds, and repeats until one minute has elapsed (Figure 6-6).

Figure 6-6 Bent Leg Raise

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Dealing with Ethics and Climate

8-19. A leader is the ethical standard-bearer for the organization, responsible for building an ethical climate that demands and rewards behavior consistent with the Army Values. Other staff specialists—the chaplain, staff judge advocate, inspector general, and equal employment opportunity specialist—assist in shaping and assessing the organization’s ethical climate. Regardless of all the available expert help, the ultimate responsibility to create and maintain an ethical climate rests with the leader.


8-20. 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.

The Mountain Climber

EXERCISE 3: MOUNTAIN CLIMBER
Purpose: This exercise develops the ability to quickly move the legs to power out of the front leaning rest
position (Figure 9-4).

Starting Position: Front leaning rest position with the left foot below the chest and between the arms.
Cadence: MODERATE
Count:

1. Push upward with the feet and quickly change the positions of the legs.
2. Return to the starting position.
3. Repeat the movements in count 1.
4. Return to the starting position.

Figure 9-4. Mountain climber

Check Points:

• The hands are directly below the shoulders with the fingers spread (middle fingers pointing straight
• ahead) with the elbows straight, not locked.
• To prevent the trunk from sagging, contract and hold the abdominals throughout the exercise. Do not
• raise the hips and buttocks when moving throughout the exercise.
• Align the head with the spine and direct the eyes to a point about two feet in front of the body.
• Throughout the exercise, remain on the balls of the feet.
• Move the legs straight forward and backward, not at angles.

Precaution: N/A

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.

A Change from TC 3-22.20 to FM 7-22- Army Physical Readiness Training

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FM 7-22 is Army Physical Readiness Training. It is formally called TC 3-22.20. Similar material; different name. Being Army Tough is the result of tremendous physical fitness training. Until now, FM 21-20 has been used for decades to train America’s Army to go to battle. FM 7-22 has replaced the old FM, giving soldiers new strength and endurance sustaining exercises. 

Now you can have this same intense level of fitness. Whether you are a soldier, civilian or on the Delayed Entry Program, you can learn to exercise properly. FM 7-22, US Army Physical Readiness Training provides results. 

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 field manual prescribes doctrine for the execution of the Army Physical Readiness Training System.

 This publication comprises the print portion of Army physical readiness training. Companion portions are available on the internet. Terms that have joint or Army definitions are identified in both the Glossary and the text. This publication prescribes DA Form 705 (Army Physical Fitness Test Scorecard). The proponent for this publication is the United States Army Training and Doctrine Command (TRADOC). The preparing agency is the United States Army Physical Fitness School.

Leader Responsibilities

Leader Responsibilities

The counseling process does not end with the initial counseling session. It continues throughout the implementation of the plan of action, consistent with the observed results. Sometimes, the initial plan of action will require modification to meet its goals. Leaders must consistently support their subordinates in implementing the plan of action by teaching, coaching, mentoring, or providing additional time, referrals, and other appropriate resources. Additional measures may include more focused follow-up counseling, informing the chain of command, and taking more severe corrective measures.