In 1757, in the middle of the French and Indian War, Maj. Robert Rogers composed a list of 28 rules intended to serve as operational guidelines for his legendary and groundbreaking light infantry force, the original special operations unit known as “Rogers’ Rangers.”
These “Rules of Ranging” were a hybrid combination of Native American combat techniques and his own blend of guerrilla warfare, revolutionary in their own time and still a foundational element in special operations units such as the U.S. Army’s 75th Ranger Regiment.
Rule 28: ‘When locating an enemy party of undetermined strength, send out a small scouting party to watch them. It may take all day to decide on your attack or withdrawal, so signs and countersigns should be established to determine your friends in the dark.’
Or ‘Have a plan in place to address initial planning taking longer than forecasted.’To paraphrase Robert Burns, “The best-laid plans of mice and men go oft awry.” Or, as we so often heard in the military, “No plan of operations extends with any certainty beyond the first contact with the main hostile force.”
In other words, do the best you can in your planning phase but be prepared for variations. This is especially relevant in the earliest of phases; there’s no value in rushing initial planning. Rather, be prepared that it may take time to get it right the first time and have plans to flex timing down the line.
Having signs and countersigns in place to “determine your friends in the dark” can also be taken as advice to not shoot the messenger who’s telling you more time is needed to determine the best course of action.
Rule 29: ‘If you are attacked in rough or flat ground, it is best to scatter as if in rout. At a pre-picked place you can turn, allowing the enemy to close. Fire closely, then counterattack with hatchets. Flankers could then attack the enemy and rout him in return.’
Or ‘Tactical withdrawal is always preferable to a retreat.’Business can be an extremely competitive and brutal thing, in which little to no mercy is given to the competition. While I think there’s a fantastic opportunity to have a Thomistic discussion about the morality of this, the ground truth is still the same at this time: Whether or not you would offer mercy, your competition will likely offer no quarter for your surrender.
When it comes to planning and strategy development, it’s foolish to not consider the most dangerous courses of action that any opposition could take. In the military, there’s a reason that the PACE model was used when planning for every operation: While originally referrring to the communications plan, the concept of having a Primary, Alternate, Contingency, and Emergency plan is valuable in a wide variety of circumstances.
When things are in motion, it’s wise to have a “rally point” that’s a pre-planned position that everyone knows to move toward in the event of the worst-case scenario becoming a reality. Here, leaders can take up a position that will allow them to make decisions that can stop the competition’s momentum and reverse the tide.
In Conclusion
In the 10 installments of this series on Rogers Rules of Ranging, we’ve discussed everything from how we as leaders must never compromise our integrity, to how silos make organizations weak and complacency kills.I hope it’s been informative and helped you to rethink how you lead, manage, and inspire, as well as helping your organization become more efficient and agile. I also hope that it’s demonstrated the value of what Special Operations veterans can bring to the civilian sector. If you want to take your organization to the next level, introducing a Green Beret into the mix is sure to revolutionize the way in which you experience mission success.
