Ingratitude and selfishness seem rampant in many organizations – an issue of entitlement. One of the ways I recognize I’m getting older is that I notice myself and others complaining and whining more. I suspect I’m not complaining more but noticing it more than I used to years ago.
The US Army Ranger School is one of the toughest leadership training programs anywhere. It’s physically and mentally challenging – 3 major phases over 62 days, teaching small infantry unit tactics and leadership under austere conditions to simulate combat. There’s minimal food and sleep, constant movement, and frequent go/no-go tests of strength and decision-making. You must be fit and skilled to earn a slot at Ranger School, and fewer than half will graduate with the coveted Ranger tab.
At the end of each phase every participant must rank order the performance others in his unit, from top to bottom. This peer review reflects the importance of earning the respect of others. The men and women who score low are “peered out,” and can either recycle that phase or quit. Some soldiers ace every physical test but are peered out because they were a poor team member.
I interviewed a retired Army Ranger and asked how peer judgments were made. He told me that soldiers score low in peer reviews because they’re the lowest performers in the physical trials, are the first to complain and last to take on extra work, criticize their peers, fall asleep too many times on guard duty, and grumblers. “You can avoid a low peer rating by volunteering to carry the heavy claymores and machine gun, encouraging your squad to keep going, never leave your Ranger buddy to fail alone, and zip your lip instead of complaining.”
Where would you rank in peer reviews if they were held quarterly and annually? Few organizations do anything like this, or take them this seriously, but your performance is being measured, especially when conditions are difficult. Pre-decide how you’ll behave and the choices you’ll make under pressure.
- Take on a heavy load to help a peer.
- Cheer your peers onward and upward.
- Don’t let your peers down.
- Be constructive; no complaining.
-=-=-=-=-=-=-=-=-=-
Does your organization have high expectations to create a high-performing culture? Consider The Ranger’s 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.
