The Learning Ranger - The High Performing Patrol

When I was in high school, learning was regarded as a “phase” you went through. The concept was that one literally got through university or college and then was rewarded with a pass into real life. A lot of people in my generation received a distaste for learning as it more or less represented an endurance run that eventually led to graduation.

“Thank goodness that’s over.”

“I’m glad I never have to go back down that road.”

The institutionalized ‘student farming’ that is our educational system has, in my opinion, been deleterious to us all in how we view learning. As I age I have come to realize that learning is a lifelong experience. I’m convinced that we are all in a mode of continuous learning throughout all phases of our existence.  Unfortunately there are still people who believe they have done their time learning and there is nothing else for them to learn. DP 1  and DP 2 are not the end-all - be-all of your Ranger training – it is but the beginning.

For a lot of us lifelong learning takes place in a workplace culture, not in a workplace policy or program. I think Rangers must contribute to that culture. If you’re not learning something new (even if it is a small thing) with every Ranger meeting then I argue that the established leadership is not placing emphasis on improving the Patrol’s knowledge resource. If you’re not learning anything then you’re probably not an engaged Ranger or part of a high performing Patrol. So let’s look at one aspect of what a high performing Ranger Patrol might look like...  

For your Consideration

Shared Purpose and Direction

All Rangers in the Patrol are committed to the team's purpose. Rangers know exactly what that purpose is because the leaders keep them focused by constantly communicating that purpose in team meetings and regular updates. Leaders help each Ranger meet their own needs while serving the overall purpose of the Patrol.

Motivating Goals

Leaders ensure that everyone on the Patrol has clearly defined goals and targets. Strategic goals and objectives are mostly determined by Group and Detachment Commanders. Patrol leaders make sure that these objectives are clearly defined to Rangers as Operational Goals. Ultimately Rangers understand how their jobs support the achievement of strategic goals. The annual Patrol Commander Working Group meeting is a great opportunity to develop goals and action plans that spell out how your Patrol will contribute to the success of the Ranger organization.

Commitment to Individual Ranger and Patrol Roles

Rangers have clearly defined expectations and they also understand how each of their roles is linked to every other role. Leaders ensure that Rangers are trained in all core positions and disciplines so that everyone can back each other up when needed. Leaders make sure that their Rangers have a SOP or process that allow them to function as a team even if all of the established leadership is absent.

Multi-Directional Communication

On the best teams, team members solve problems, communicate with each other, and keep the leaders updated on challenges or emerging issues. On low-performing teams, communication is one-way - from team leader to team members.

Authority to Decide or Act

Rangers have to earn this authority by demonstrating that they understand the team's purpose, processes and priorities. Leaders push authority for the Patrol’s or Section's outcomes to the Rangers by empowering them. Rangers know how and when to get approval for decisions and, in the best of cases, are charged with making on-the-spot decisions when appropriate. On low-performing teams, team members have to constantly get approval before taking action, significantly reducing their effectiveness and negatively affecting their sense of engagement in the Patrol. Micro Managers take note...

Reliance on Diverse Talents

Savvy NCO’s pay attention to helping Rangers understand their unique strengths, talents, and weaknesses. No individual Ranger can be good at everything. Leaders assist Rangers to develop an appreciation for individual styles, natural gifts, and personal experience. The Patrol is encouraged to accept and appreciate rather than criticize or judge. Leaders consciously promote and recognize Rangers who bring complementary skill sets, unique experience, and diverse perspectives.

Mutual Support and Trust

The seventh characteristic may be the most important, and frankly, is probably the most elusive. The NCO can't force a Patrol to be supportive and trusting--it's a natural result of shared responsibility, shared success, and mutual respect. The high-performing Ranger Patrol achieves mutual support and trust because they have a history of working together to achieve grand dreams and results. They have met challenges, overcome obstacles, backed each other up in good times and bad. These Rangers have earned each other's trust.

I believe 85% of this should be achieved through regularly scheduled meetings and training. Don't rely on the limitations of two Field Training Exercises (FTX) per year to establish your skill base when it only represents 15% of the training year. Every meeting should have a training exercise associated with it so that your fellow Rangers can see you demonstrating your skills. This builds confidence and this builds trust.

If you were a Patrol Commander or a Section Commander how would you apply these seven basic characteristics? Unless a learning culture is created it is unlikely all of the above will be successfully achievable.