Becoming a Ranger: Earning the Scroll, Living the Creed

-By Byron Owen

Introduction: No Easy Day Starts Here

It usually starts in a recruiting office. Fluorescent lights, a handful of flags, and a desk with a laminated calendar of ship dates. There’s a young man sitting across from a recruiter, fidgeting with a pen cap, trying not to look uncertain. He doesn’t say it right away, not out loud. But eventually it comes.

“I want to be a Ranger.”

He may not know exactly what that means. He’s probably watched some documentaries, maybe read a book or two. Maybe he’s got a relative who served, or a friend who joined the infantry and came back with stories. But what he’s picturing isn’t the paperwork. It’s the tan beret. The scroll patch. The look of a man who’s earned the trust of the most selective infantry unit in the Army.

The recruiter leans back and nods. It’s not the first time he’s heard it. Most don’t make it, he says. But if you’re serious, if you want a shot, there’s a contract that can get you to selection. Option 40.

It sounds simple. Too simple. The kid signs the paper.

What he doesn’t see is how narrow the road will get. From that moment forward, everything changes.

Most people think they know what a Ranger is. They’ve seen the movies, heard the cadence calls, maybe read a book or two. They picture squared-away guys with high-and-tight haircuts, jumping out of planes and kicking in doors, probably somewhere overseas. And in some ways, they’re right. But the truth of what it means to become a U.S. Army Ranger, and more importantly, to stay one, isn’t something you can capture in a movie montage. There’s no shortcut. No dramatic soundtrack. Just sweat, failure, repetition, and the kind of quiet determination that doesn’t get talked about much.

To become a Ranger is to volunteer. Over and over again. To chase a standard that doesn’t care how tired you are, how sore your feet feel, or what you did yesterday. Rangers are elite, not because of the gear they carry or the missions they run, but because of how relentlessly they hold themselves accountable. Every hour. Every day. No exceptions.

Not all “Rangers” are the same.

There are two main types of soldiers associated with the Ranger name. There are Ranger School graduates, who earn the black-and-gold Ranger tab and return to their regular units. This is an impressive accomplishment, but it should not be confused with soldiers in the elite 75th Ranger Regiment. These soldiers have earned the right to wear the tan beret, 75th Ranger Regiment scroll shoulder patch and serve in one of the Army’s most lethal light infantry units.

Part I: Why Would Anyone Do This?

Before anyone puts on a tan beret, they have to want it. Not sort of. Not in theory. Deep down, they have to crave the challenge enough to push through everything that stands in the way.

Some come for the legacy. They’ve read about Pointe du Hoc or Black Hawk Down. Maybe they knew someone who wore the scroll. Maybe they stood in formation once and watched a Ranger walk by with the quiet confidence that said I’ve done things you can’t imagine and something inside them lit up.

Others come because they need it. They’re angry, lost, restless. They’re looking for something to prove, to belong to, to burn off whatever the world handed them. The Regiment doesn’t care about your reasons. It cares about your performance. But the guys who make it often start by needing to test themselves. To find out what’s on the other side of quit.

And some show up because they’re wired that way. They want to be around the best. They want standards. They want to be held accountable, no matter how good they were before. They’re not looking for applause. They’re looking for friction. For the edge of their own capability.

The road is hard. Everyone says that. But it’s not hard like TV bootcamp yelling or Instagram motivation. It’s hard in the way a relentless storm is hard. It wears you down slowly. Quietly. One more ruck. One more failure. One more late-night kit layout because your squad leader caught dust on your mags. The challenge isn’t surviving it once. The challenge is waking up every day and facing it again with the same discipline as day one.

There’s no contract that can give you that.

You either have it, or you don’t.

And when you walk into that first building at RASP, nothing you did before matters. Not your high school stats, your Basic Training PT score, or how much gear you bought with your bonus. You’re just a name on a clipboard. One of many. What comes next will decide everything.

But first, you have to get there.

Part II: The Roads That Lead to Regiment

There’s no single path into the 75th Ranger Regiment. Some show up straight out of high school. Others arrive with combat patches and years of conventional experience behind them. A few come through West Point or ROTC. But no matter how someone gets there, the end state is the same: a seat at selection, a chance to prove you belong.

The Option 40 Route: Straight Out of Basic

For most enlisted Rangers, it starts with two words on a contract: Option 40.

If you sign up for an Option 40 contract at enlistment, you’re committing to a longer, tougher pipeline. After Basic Training and Infantry AIT (Advanced Individual Training), you’ll go through Airborne School and then move directly to RASP 1, the Ranger Assessment and Selection Program for junior enlisted soldiers.

The Option 40 contract is no guarantee. It gets you to RASP, not through it. Plenty of recruits show up thinking their high ASVAB scores or athletic backgrounds will carry them. They don’t. RASP is designed to break that mindset. You either meet the standard, or you’re gone. No one holds your hand. No one cares what your recruiter promised you.

But if you make it through, you’ll earn the scroll and become a Ranger. 

Airborne School: Three Weeks to Earn Your Wings

For soldiers on the Ranger track, Airborne School is a required step before entering RASP. Located at Fort Benning, Georgia, the course is formally known as the Basic Airborne Course. It lasts three weeks and teaches the fundamentals of static line parachuting.

Most candidates arrive at Airborne straight from Infantry OSUT or AIT. They’re still new to the Army, and Airborne is often their first exposure to a mixed training environment. The course includes soldiers from a variety of backgrounds such as the conventional infantry, combat support, special operations enablers, and sometimes cadets or foreign troops. Everyone trains to the same standard.

The first week is Ground Week. Candidates learn how to exit the aircraft, land safely, and control their equipment in the air and on impact. The instruction is repetitive and very specific. Soldiers drill the parachute landing fall, known as a PLF, over and over on packed dirt, wooden platforms, and gravel pits. The goal is to build muscle memory so that when the ground comes up fast, the body instinctively absorbs the impact without injury.

The second week is Tower Week. Candidates practice from higher platforms, including the 34-foot tower, used to simulate the height and mechanics of exiting an aircraft. They rehearse rigging their parachutes, controlling equipment during descent, and managing potential malfunctions. Safety protocols are strict. Instructors emphasize that airborne operations are inherently risky and demand precision at every step.

The final phase is Jump Week. Each candidate must complete five successful parachute jumps from a C-130 or C-17 aircraft. The first few are daytime, combat-equipment-free jumps. Later jumps include combat loads and nighttime conditions. Each jump is evaluated by the Black Hat cadre, Airborne-qualified NCOs responsible for safety and instruction.

The aircraft fly at roughly 1,250 feet. Exits happen quickly, one jumper every second. The descent lasts less than a minute. Landings can be hard, and it’s common for new jumpers to walk away with bruises or rolled ankles. Serious injuries are rare, but not unheard of.

Despite its reputation, Airborne School is not especially difficult in terms of physical demand. The emphasis is on safety, consistency, and attention to detail. The days are structured, and the standards are clear. Candidates who follow instructions and maintain discipline generally have no trouble passing.

Still, it’s not a course to take lightly. Injuries can delay a Ranger candidate’s pipeline. A missed jump can mean recycling to a later class. Candidates who lose focus or treat the course casually risk falling out of sequence and delaying their entry into RASP.

Those who complete all five jumps are awarded the Basic Parachutist Badge, known informally as “jump wings.” For many, it’s the first earned symbol on their uniform that marks a step toward something more. The wings aren’t rare. But for a prospective Ranger, they are the final gate before selection begins.

After graduating Airborne School, candidates with Option 40 contracts don’t go straight into RASP 1. Instead, they are moved into a holding unit near Fort Benning, where they wait for the next available RASP class to begin.

This waiting period is called Pre-RASP, and while it’s technically a holdover phase, it’s structured, and it matters. Here’s what happens during that time:

Physical Training

Every morning begins with PT. The standards are higher than they were at Basic or Airborne. Runs, rucks, calisthenics, and circuit workouts are all common. The focus is on building endurance and durability, especially under load.

This is where candidates start to understand that “strong enough” isn’t enough. You need to be reliable under fatigue, fast under weight, and injury-resistant.

Instruction and Development

Pre-RASP includes introductory classes on small unit tactics, weapons handling, radios, and land navigation. These aren’t tests yet, they’re prep. But cadre are watching. They take note of who shows initiative, who can absorb instruction, and who still needs remedial work.

It’s also common to do kit layouts, barracks inspections, and admin processing during this phase. This is when you learn the Regiment’s standards for gear cleanliness, organization, and accountability.

Evaluation and Weeding

Although it’s not officially part of RASP 1, Pre-RASP is often where weak candidates are quietly removed. Chronic injuries, poor attitudes, or repeated discipline issues can get someone recycled or dropped before RASP ever begins.

Instructors also observe peer dynamics. Leadership potential, teamwork, and discipline are already under scrutiny. Even in this “holding” environment.

Pre-RASP can last anywhere from a few days to a couple of months, depending on class availability. Some classes fill fast, others are delayed due to scheduling, holidays, or cadre availability.

During that time, the challenge is staying ready without burning out. You’re not in selection yet, but you’re expected to prepare like it’s already started.

Pre-RASP isn’t officially part of RASP, but it’s the first time you’re training under the eye of the Regiment. Your discipline, PT performance, initiative, can all impact how you’re perceived when selection starts.

It’s a chance to learn, build confidence, and hit the ground running once RASP begins.

RASP 1: The Selection Gate

RASP 1 (Ranger Assessment and Selection Program 1)is an eight-week course designed to evaluate and select junior enlisted soldiers for service in the 75th Ranger Regiment. Most of the candidates arrive with Option 40 contracts, meaning they’ve been tracked for potential Regiment service since enlistment. Others arrive from units across the Army, hoping to lateral in.

The first thing candidates learn is that past performance doesn’t matter here. Whatever they accomplished at Basic or Airborne School, whatever leadership roles or PT scores they had, it all resets. The instructors are members of the Regiment, NCOs and officers with years of experience and they’re looking for very specific traits: discipline, consistency, composure under stress, and the ability to function as part of a team.

The physical standards are firm. A five-mile run in under 40 minutes. A 12-mile ruck march in under three hours. Candidates do multiple iterations of each throughout the course, along with strength tests, obstacle courses, water confidence drills, and long periods of field training under load.

Physical fitness alone won’t get you through. RASP is designed to expose poor attention to detail and poor judgment. Gear inspections are frequent and precise. One loose strap or missing item can lead to corrective action, or dismissal. Land navigation tests are timed, and there’s no room for guessing. Candidates are expected to know how to read a map and use a compass accurately under fatigue.

Field events test small unit leadership and teamwork. Candidates are placed in squads and given tactical problems to solve that often involve stretcher carries, equipment transport, or movement through rough terrain with limited time. These events aren’t just about finishing. They’re about how you finish: who steps up when the plan breaks down, who contributes steadily, and who becomes a liability.

One of the more unique features of RASP is peer evaluation. Candidates are asked to rate each other on performance and reliability. A soldier who meets the minimums but fails to earn the trust of his peers will likely not continue. The Regiment values team cohesion, and instructors want to know who other Rangers would want beside them in a live operation.

Throughout the course, candidates also receive instruction on communications, marksmanship, combat medical care, and mission planning, each evaluated and layered into their overall performance profile.

The attrition rate varies by class, but typically fewer than half of those who start will finish. Those who make it through are awarded the Ranger scroll and assigned to one of the Regiment’s battalions. 

RASP is not designed to train. It is designed to assess. The course is about determining who can meet the Regiment’s standards every day, under pressure, without being reminded.

Officers follow a different and equally difficult path.

For officers, the road into the Regiment is even more selective. Most come from ROTC or West Point and request a Ranger Regiment assignment during their initial career planning. But a request is not enough. Even after completing Infantry Basic Officer Leader Course and Ranger School, an officer must pass another hurdle. RASP 2.

RASP 2 is a separate selection process designed specifically for officers and senior NCOs. It focuses less on raw physical output and more on judgment, leadership, and the ability to operate inside the unique culture of the Regiment. Candidates are evaluated on everything from mission planning and PT performance to their ability to absorb feedback and lead under stress. The course is fast-paced, unforgiving, and heavy on peer and cadre assessment.

Passing RASP 2 earns an officer a slot in the Regiment, but not necessarily command. Most are assigned as assistant platoon leaders or staff officers before being entrusted with a platoon. And even then, the scrutiny does not let up.

Unlike most conventional units, the Regiment is built around experienced NCOs who often have more time in combat and more tactical skill than the officers assigned to lead them. The culture is professional but exacting. A young lieutenant walking into a Ranger platoon learns fast that credibility comes from execution, not rank. Listening well, acting decisively, and deferring to experience when needed are all essential parts of a successful tour in a Ranger unit.

Reporting to Battalion: The Real Work Begins

Graduating RASP and receiving the scroll is a milestone, but it doesn’t make you a finished product. Not in the eyes of the men of the Ranger Regiment. It may be a lifelong accomplishment, but it is also the minimum standard for the elite organization you are joining. 

There is no handshake line or motivational speeches for a new Ranger arriving at battalion. No motivational speeches. Most of the time, he’s pointed toward a team room, handed a bunk assignment, and told to get his gear squared away. He’ll spend the first few days meeting his chain of command, sitting through in-processing briefs, and getting checked out on admin tasks. But the most important introduction happens in silence when the senior team leaders and squad leaders get their first look at him.

They’re not interested in how he did at RASP. They care about how he shows up on Monday morning. Whether he’s clean, squared away, and five minutes early to everything. Whether he listens more than he talks. Whether he picks things up the first time.

At this stage, nobody expects a new guy to know everything. But they expect him to pay attention. Fast.

The tempo in Regiment is high. PT is hard and competitive. Training is continuous. Standards are both high and ruthlessly enforced. That includes the small things like wall locker layout, uniform standards, weapon maintenance etc. If your rifle isn’t clean or your kit isn’t prepped, someone will let you know. Usually without a lot of explanation.

In the beginning, most new Rangers focus on not being a burden. Show up early. Carry extra weight. Ask questions once. Fix mistakes immediately. Don’t bring attention to yourself. Don’t lie. Don’t complain.

They run ranges, pack vehicles, carry radios, rotate through tasks nobody wants to do. And every once in a while, they get a short comment from an NCO, but nothing over the top. Just enough to let them know they’re on the right track.

From the first contract signature to the last mission debrief, becoming a Ranger is not about a patch or a beret. It is about living a standard. The path is long, the training is relentless, and the expectations never drop. But those who make it into the 75th Ranger Regiment do not stay for recognition. They stay because they believe in something higher than themselves. 

The scroll is earned through performance, not promises. The tab is a milestone, not a finish line. What defines a Ranger is not how they start, but how they show up. This is a community that requires your best every day, in every environment, with no excuses.

There is no secret to it. Just the constant decision to meet the standard and lead by example. That is what makes a Ranger. And that is why they continue to stand at the front of the mission, ready for whatever comes next.

Once they’ve proven themselves dependable in training, they become part of the team. That’s when things shift. They’re asked to give input. They’re trusted with more. And soon, their name ends up on the roster for a deployment.

There’s no special threshold to meet. You don’t have to be Ranger School-qualified. You don’t need a combat patch. If you’re in a line platoon, and you’re ready, you go. It could be a rotation to CENTCOM. It could be a direct action deployment. Wherever the platoon goes, the new guys go too.

Most Rangers deploy at least once before they ever attend Ranger School. That’s intentional. The Regiment wants its people to understand the operational standard before attending a leadership school. Ranger School is important, but it’s not the thing that makes you a Ranger.

Ranger School: The Tab and the Standard

By the time a young Ranger gets orders to attend Ranger School, he’s no longer brand new. He’s been through RASP, trained with his platoon, and most likely completed a deployment. He knows the rhythm of the Regiment. He’s learned when to speak and when to move. He understands that quiet performance matters more than enthusiasm.

Now, he’s being sent to a different kind of test.

Ranger School is not part of RASP, and it’s not unique to the Regiment. It’s an Army-wide leadership course focused on small unit tactics under stress. Soldiers from every branch and background come to Fort Benning to attend Ranger school. 

The school is broken into three phases: Benning, Mountain, and Florida. Each one builds on the last. Candidates are expected to patrol, plan missions, lead squads, and stay operational under heavy physical and mental strain. There’s very little sleep. Meals are limited. Quitters abound.

For Rangers from the Regiment, the challenge isn’t unfamiliar. They’re used to hardship. What’s different is the environment. For the first time in a while, they’re surrounded by people who haven’t been held to the same standard. They’ll be in patrol bases with soldiers who haven’t deployed, who don’t have a scroll, who don’t understand what right looks like inside the Regiment.

That contrast is part of the value.

The Regiment doesn’t send people to Ranger School to learn how to be Rangers. It sends them to demonstrate that they already are. And to bring that influence into a team that needs leadership, not noise.

Inside the Regiment, having a tab matters, especially for NCOs and officers. It’s a requirement for advancement. It signals that you can lead under pressure, that you can think and move when the conditions are bad and the people around you are falling apart.

But the tab is not a guarantee of anything. You still have to perform when you get back. You still have to show up on time, execute your job, and lead by example. The Regiment has no interest in rank for its own sake. What matters is whether you uphold the standard every day, with or without a tab.

That’s why most tabbed Rangers return to their platoons without ceremony. The welcome is quiet. There might be a handshake. A nod. Maybe a jab about losing weight. Then it’s back to work.

Staying in Regiment: No Finish Line

Getting into the Regiment is difficult. Staying there is even harder.

Once a Ranger earns the scroll, completes deployments, and proves himself in training, the demands do not relax. Expectations rise. There are fewer reminders and less supervision. You are no longer in the learning phase. Now you are part of the standard others measure themselves against.

For junior Rangers, staying in means showing up ready every single day. The ones who last are not always the most athletic or outspoken. They are consistent. They maintain their gear. They prepare early. They complete tasks without needing to be told twice. When something breaks, they fix it. When something goes wrong, they own it.

Responsibility increases with rank. A team leader is no longer just one person executing tasks. He becomes accountable for others. He watches for small failures and corrects them before they grow. He mentors new Rangers, inspects their equipment, and ensures the team moves as one. If his men are late, unprepared, or careless, it reflects on him.

Inside the Regiment, trust is earned by performance, not by time in service. Promotions are not automatic. A Ranger might be a corporal running operations with the efficiency and professionalism of a conventional staff sergeant. That is not unusual. What matters is whether he can be counted on when it matters.

There is no hiding in Regiment. Mistakes are noticed. Complacency is corrected. You are expected to uphold the same high standard in every environment, whether in the field, on a deployment, or in garrison. If you drift, the team will notice. If you consistently fall short, you will not stay.

At the same time, the trust within a platoon is deep. Rangers do not need to wonder whether the man next to them is ready. They already know. If he was not reliable, he would not be there.

As Rangers progress, more opportunities open. Some attend specialized schools like Sniper or Jumpmaster. Others move into reconnaissance teams, or support roles with expanded responsibilities. A few assess for special mission units. Others become instructors and return to shape the next generation of Rangers.

Regardless of role, the same question always applies. Can you be counted on? Are you disciplined when no one is watching? Do you meet the standard without needing to be pushed?

There is no final graduation. No moment when a Ranger has fully arrived. There is only the next event, the next deployment, the next generation of new guys watching how you carry yourself.

The standard does not change. The only question is whether you will continue to meet it.

What Rangers Do Now

https://nara.getarchive.net/media/us-army-rangers-from-3rd-battalion-75th-ranger-regiment-8c547a 

The image most people have of Rangers comes from footage of door kicks and night vision raids. That image is not wrong, but it is only part of the picture. The 75th Ranger Regiment remains one of the United States military’s premier direct action units, but its mission set has grown and evolved.

At its core, the Regiment is still built for light infantry operations. The teams are fast, mobile, and aggressive. They train to seize terrain, capture or kill high-value targets, and carry out precision raids. That has not changed since the early days of Afghanistan and Iraq. What has changed is where and how those missions are being executed.

Today, Rangers operate globally. They rotate through areas of strategic interest, including Europe, Africa, the Middle East, and the Pacific. These rotations are not limited to combat. Rangers support partner forces, conduct joint exercises, and rehearse rapid response plans in places where the political environment may shift quickly. Their presence is both practical and strategic.

When combat missions do occur, Rangers are often involved in shaping operations. These might include capturing a bomb maker, recovering sensitive materials, or striking a high-value individual before he can flee across a border. These missions are time-sensitive, require tight coordination with intelligence teams, and usually happen in small windows. The success rate is high because the Regiment has trained for this exact kind of operation for two decades.

The Regiment also provides an expeditionary force for larger missions. Rangers are trained to conduct airfield seizures and follow-on operations that prepare the ground for additional forces. If a conventional unit needs to get in somewhere fast, it is often a Ranger company that goes first, secures the space, and holds it until reinforcements arrive. They can do this within hours of receiving an order.

Over the past decade, the Regiment has also expanded its intelligence and support capabilities. Each battalion is supported by signal, intelligence, and reconnaissance elements that allow them to work at a level that would not be possible for conventional infantry. These enablers are fully integrated. The Regiment does not work in isolation. It pulls from across the military and intelligence community to execute its missions with precision.

Rangers may also find themselves working alongside or in support of other special operations units. The Regiment has the size and flexibility to sustain long-term missions, maintain readiness across multiple theaters, and surge when needed. Whether that means guarding a key facility, training a foreign partner force, or conducting targeted raids, the unit adapts quickly.

Article Author: Byron Owen - Ibex Journal Editor, MTNTOUGH Military SME

Byron Owen is a former Reconnaissance Marine with tours as both a platoon commander and commanding officer at the elite 1st Force Reconnaissance Company. He also had the honor of commanding several intelligence and cyber units to include Combat Mission Team One, Cyberspace Warfare Task Group 1, and 3d Radio Battalion. He writes about influence warfare and cyber at keyterraincyber.com, and about leadership at broadswordsix.com