Data Augment™ to enrich existing data with focus groups, employee and leadership interviews, targeted surveys. Leadership training and development needs are exceptionally receptive to coaching and consulting programs. CultureBrand™ Leadership Coaching to develop a tailored leadership development program that matches your culture and your strategic needs. Our elite leadership training and development courses have helped countless companies train game-changing leadership teams and build a robust program to develop their leaders of tomorrow. Exceptional organizations are steered by high performance leaders with an impressive set of performance enhancing tools.
Now, more than ever, organizations look to their leaders for remaining effective in today’s environment.
Clearly, the impact of good leadership can be felt by all staff and clients of an organization. The constantly shifting context of today’s business world demands a new approach to leadership. A key component of developing a robust leadership pipeline is starting with the right team players. It is not just the application of new accounting standards that has impacted senior financial roles in organizations, it is integrating the role of finance into the lifeblood of the organization for survival.
In an environment of constantly changing work, the ability to develop employees’ technical job skills is a critical leadership requirement. Attraction and retention are key issues in all organizations in today’s overheated job market. The Wyoming Law Enforcement Academy Program for Leadership Development graduated 14 students last week after completing the 40-hour First Line Supervision Training course.
Barring that natural expression of villainy which we all have, the man looked honest enough. The Course Evaluations continue to provide the Leadership Program with fantastic reviews.
The three main questions asked of the participants on the surveys are gender, seniority, and programmatic identity. This chapter describes techniques and procedures used by reconnaissance platoons, teams, and sections for command, control, and communications. Command and control refers to the process of directing, coordinating, and controlling a unit to accomplish a mission. Leadership means influencing people by providing purpose, direction, and motivation to accomplish a mission (Figure 2-1). The mission-oriented command and control method of directing military operations encourages and helps subordinates to act within the intent and concept of both the SBCT and battalion commanders. Includes having an understanding of relevant terrain, an understanding of the relationship between friendly and enemy forces, and the ability to correlate battlefield events as they develop. Helps leaders form logical conclusions, make decisions that anticipate future events and information, and, if time is short, conduct TLP as fast as possible.
Provides a basis for platoon sergeants, section leaders, and team leaders to make sound, quick, tactical decisions.
The platoon leader must understand the situation and commander's intent two levels higher than his own. Combat orders are the means by which the platoon leader receives and transmits information, from the earliest notification that an operation will occur through the final steps of execution. A written FRAGO can follow the five-paragraph OPORD structure; however, it includes only the information required for subordinates to accomplish their mission. Troop-leading procedures begin when the platoon leader receives the first indication of an upcoming operation and continue throughout the operational process (plan, prepare, execute, and assess).
After the platoon leader has determined his platoon's mission and gauged the time available for planning and execution, he immediately issues an oral WARNO to his subordinates. Implied tasks are tasks that must be performed to accomplish a specified task but which are not stated in the battalion OPORD.
An example of key terrain for a platoon could be a tree line on a hillside that over looks a high-speed avenue of approach.
Although unlikely, the platoon leader may identify decisive terrain — key terrain that holds such importance that the seizure, retention, and control of it will be necessary for mission accomplishment and may decide the outcome of the battle. The platoon leader must go beyond merely making observations; he must arrive at significant conclusions about how the weather will affect his platoon and the enemy. Included in this SITEMP is the range fan of the enemy's weapons and any tactical and protective obstacles, either identified or merely templated.
In conjunction with the SITEMP, the platoon leader considers the factors of METT-TC from the enemy's perspective to develop the details of possible enemy COAs.
Does the weather aid or hinder the enemy in accomplishing his mission or does the weather degrade the enemy's weapons or equipment effectiveness? The platoon leader should consider (METT-TC dependent) incorporating his section and team leaders in COA development.
The platoon leader initiates any movement that is necessary to continue preparations or to posture the unit for the operation. The following discussion on reconnaissance and the amount or type of reconnaissance conducted must be evaluated by the amount of information needed, the risk to leaders conducting the reconnaissance, and the amount of time available. During troop-leading procedures, the platoon leader should conduct a reconnaissance after he has developed a plan.
Completion of the plan includes several steps that transform the commander's intent and concept and the platoon's concept into a fully developed platoon OPORD. The OPORD precisely and concisely explains the platoon leader's intent and concept of how he wants the teams and mounted elements to accomplish the mission. The platoon leader supervises the unit's preparation for combat by conducting confirmation briefs, rehearsals, and inspections. Improve each soldier's understanding of the concept of the operation, the direct fire plan, anticipated contingencies, and possible actions and reactions for various situations that may arise during the operation.
The work of True Course is helping our team members capitalize on similarities and differences in their personalities and styles for greater productivity.
I have participated in many corporate development initiatives in my career and I can truly commit that this is the absolute best team exercise I have experienced. The fact that Michael genuinely cares about each individual, as well as the team as a whole, is evident and central to getting great results. As happens with many recent seminary graduates, my first ministry assignment left me somewhat isolated, especially compared to the community one had during seminary studies.
True Course Life and Leadership Development includes True Course Living, Learning, Leading, LLC and True Course Ministries, Inc. The most successful organizations don’t find the leaders from outside, but grow and cultivate them from within.
It is becoming a matter of organizational sustainability to build leadership capacity at every level within your organization.
Whether you have direct reports or not, other people look to you to clarify, organize, and build a framework for the meaning of their work. This new style of leading requires a creative and improvisational approach to both relationships and work. In this leadership training course your management team will learn how to apply proven strategies to attract, hire, and retain top quality associates to build the foundation of your organization’s leadership capacity.
It is more than approved process, incentive and reward systems, and even rules and regulations. And that lifeblood should provide an effective response to the erosion in stakeholder confidence in financial management.
Changes in team members, new leaders, reorganization, and new work requirements — all can create pressure and result in low team productivity, confusion and conflict.
In Performance Coaching Fundamentals you will learn how to set clear expectations as work changes, assess learning needs of employees, and address skills gaps through effective performance coaching sessions and feedback. Demonstrating a commitment to providing growth and challenge, especially to young workers, is critical to retention. This course is the second delivery of the revised and updated curriculum based on the philosophies and curriculum of Dr. The participants leave the course energized about leadership and grateful for the Leadership Program opportunity. Seniority is broken down into two parts: the number of years they have held their current position and the overall number of years they have worked in the government. It also describes troop-leading procedures (TLP), communications in combat, and operation orders. Mission-oriented C2 requires that subordinate elements clearly understand the purpose and commander's intent (two levels up). However, he must know the real-time battlefield situation in detail for his immediate higher level (battalion). To develop his plan (concept of the operation), the platoon leader summarizes how best to accomplish his mission within the scope of the commander's intent two levels up The platoon leader uses TLP to turn the concept into a fully developed plan and to prepare a concise, accurate OPORD. This brief paragraph (sometimes a single sentence) describes the type of operation, the unit's tactical task and purpose, the actions to be taken, and the reasons for these actions.
Warning orders, operations orders, and fragmentary orders are absolutely critical to mission success. Warning orders do not have a specific format, but one technique to follow is the five-paragraph OPORD format. To enhance understanding of oral FRAGOs, digitally equipped units can quickly develop hasty graphics and transmit digital overlays.
The TLP are a sequence of actions (Figure 2-3) that help platoon leaders to effectively and efficiently use available time to issue orders and execute tactical operations. This step begins the planning and preparation process so that the platoon leader can prepare an initial WARNO as quickly as possible.
In addition to telling his subordinates of the platoon's new mission, the WARNO also gives them the platoon leader's planning timeline. The process of developing this plan in a time-constrained environment usually has four steps: mission analysis, course of action (COA) development, COA analysis, and COA selection. Leaders at every echelon must have a clear understanding of the mission, intent, and concept of the operation of the commanders one and two levels higher.
The platoon leader understands the brigade concept of the operation and how the battalion fits into the overall brigade concept. The platoon leader finds his platoon's mission in the battalion's concept of the operation paragraph. Constraints are restrictions the battalion commander places on the platoon leader to dictate action or inaction.
The platoon leader must identify and understand the tasks required to accomplish the mission. Implied tasks are derived from a detailed analysis of the battalion OPORD, the enemy situation and courses of action, and the terrain.
The platoon leader prepares his mission statement expressed with the five Ws: who, what, when, where, and why. The platoon leader must conduct a detailed analysis of the terrain to determine how it will affect his unit and the enemy he anticipates fighting. This is terrain free of any movement restrictions; no actions are required to enhance mobility. This terrain severely hinders or slows movement in combat formations unless some effort is made to enhance mobility. Within his AO, the platoon leader identifies existing and reinforcing obstacles that limit his mobility with regards to the mission.
An avenue of approach is an air or ground route of an attacking force leading to its objective or key terrain. Key terrain affords a marked advantage to the combatant who seizes, retains, or controls it. Controlling this tree line may be critical in passing follow-on forces (the main effort) to their objective. The platoon leader analyzes areas surrounding key terrain, objectives, avenues of approach, and obstacles to determine if they provide clear observation and fields of fire for both friendly and enemy forces.
He receives conclusions from the commander and identifies his own critical conclusions about the five military aspects of weather.
The platoon leader identifies critical conclusions about beginning morning nautical twilight (BMNT), sunrise (SR), sunset (SS), end of evening nautical twilight (EENT), moonrise (MR), moonset (MS), and percentage of illumination. The platoon leader identifies critical conclusions about visibility factors (such as fog, smog, and humidity) and battlefield obscurants (such as smoke and dust). The platoon leader identifies critical conclusions about temperature factors (such as high and low temperatures and infrared crossover times) and battlefield factors (such as use of smoke or chemicals).
The platoon leader identifies critical conclusions about precipitation factors (such as type, amount, and duration). The platoon leader identifies critical conclusions about wind factors (such as direction and speed).
The critical outcome of this step is for the platoon leader to identify the enemy's strengths and potential weaknesses or vulnerabilities so that he can exploit them by generating overwhelming combat power in achieving his mission.
The platoon leader's analysis must determine the number and types of enemy vehicles, soldiers, and equipment that could be used against his platoon.
From the battalion S2's information, the platoon leader identifies how the enemy is arrayed. Based on the commander's assessment and the enemy's doctrine and current location, the platoon leader must determine what the enemy is capable of doing against his platoon during the mission.
To identify potential enemy COAs, the platoon leader weighs the result of his initial analysis of terrain and weather against the enemy's composition, capabilities, and doctrinal objectives (through information provided via FBCB2), then develops an enemy SITEMP for his portion of the company plan. Once the SITEMP has been developed it should be transferred to a large-scale sketch to enable subordinates to see the details of the anticipated enemy COA. What will the enemy's likely mission be based on enemy doctrine and knowledge of the situation and the enemy's capabilities?
Based on the SITEMP and the projected enemy mission, what are the enemy's march objectives (offense) or the terrain or force he intends to protect (defense)?
If the enemy is attacking, which avenues will he use to reach his objectives in executing his COAs and why? These locations, provided by the company commander or obtained from the COP, give the platoon leader insights into how the enemy is trying to accomplish his mission. Perhaps the most critical aspect of mission analysis is determining the combat power potential of one's force. As addressed in the first step of the TLP, time analysis is a critical aspect of planning, preparation, and execution. The battalion S2 provides the platoon leader with civil considerations that may affect the platoon missions. The end result of mission analysis, as done during the formulation of a tentative plan, is a number of insights and conclusions regarding how the factors of METT-TC affect accomplishment of the platoon's mission.
Incorporating the platoon's leadership in the process may add time to the initial COA development process, but it will save time by increasing their understanding of the platoon's plan. As the platoon leader begins to develop a COA he should consider, if he has not done so in mission analysis, what doctrine suggests in terms of accomplishing the mission.


The next and most important action is to identify a decisive point in order to progress with COA development. Starting with the main effort, the platoon leader specifies the essential tactical tasks that will enable the main and supporting efforts to achieve their purpose.
The focus of the reconnaissance is to confirm the priority intelligence requirements (PIR) that support the tentative plan. These steps include preparing overlays, refining the indirect fire list, completing CSS and C2 requirements, as well as updating the tentative plan as a result of the reconnaissance or COP updates. The OPORD must not contain unnecessary information that could obscure what is essential and important. A map rehearsal is usually conducted as part of a confirmation brief involving subordinate leaders, portions of their elements, or both. This technique employs a small-scale sand table or model that depicts graphic control measures and important terrain features for reference and orientation. This rehearsal is conducted when the situation does not allow the platoon to gather at one location.
In this rehearsal, leaders discuss the mission while moving (in vehicles or dismounted) over key terrain or similar terrain. Our ministry exists to provide tools for healthy emotional, spiritual, and personal growth and effectiveness for clergy, ministry, and the church. Godfrey on a regular basis to receive valuable mentoring that will help you develop into a better leader for your business, family, and community. As I trudged through the questions of the Birkman I was doubtful that I would receive an analytical report that would truly teach me something new about myself or even how I might become a better leader. Michael came alongside me and helped me develop habits and goals that would not only help me successfully navigate that period of my ministry, but also help set me on a lifelong journey of successful ministry. Capability Connections has proven methods to help you evaluate the state of your leadership pipeline. In this leadership training course we use the Bowie Leadership System’s Sustainable Leadership Systems framework to help you build your leadership capacity.
In this leadership training workshop, you will learn how to set the foundation for excellent performance and maintain it on an ongoing basis.
Throughout this leadership training course we will discuss concepts and practice skills that will enhance your leadership ability. In this leadership training course participants will experience a leadership approach based on the structures of improvisational theatre. An organization is its culture and culture is how an organization interprets, uses, and relates to these building blocks. The answer to this threat is an evolution towards a more effective financial system and process that not only ensures survival but also provides the foundation for new growth and capability. In this course you will develop the knowledge and skills required for both leaders and team members to build and maintain high performance teams.
Helping individuals develop their careers not only builds their commitment to the organization, but it also builds the capability of the organization. Technical enhancements in SBCT platoons provide leaders with several significant improvements in command and control.
The two components of command and control are the commander and the command and control system.
This understanding allows them the freedom to respond, with disciplined initiative, to the changing situation without further guidance.
The platoon leader must understand the impact of and the manner in which capability impacts on the environment of combat. The platoon leader must ensure that the timelines he develops for mission planning and preparation provide adequate troop-leading time for the subordinate elements. Given the expected battlefield conditions, leaders at every level must avoid unnecessary limits on their soldiers' freedom of action. Section and team leaders sometimes need no guidance from the platoon leader in order to address a change in the situation. The platoon leader locates where he can best employ his platoon and make critical decisions to influence the outcome of the fight. He assigns additional tasks (and outlines their purpose) for subordinate elements, allocates available resources, and establishes priorities to make the concept work.
Operations are groupings of related activities into four broad categories: offense, defense, stability, and support.
Tactical tasks are specific activities performed by the unit while it is conducting a form of tactical operation or a choice of maneuver. A simple, clear statement tells the subordinates why the platoon is conducting the mission and how the platoon will operate with or provide support for other units. In a tactical situation, the platoon leader and subordinate leaders work with combat orders on a daily basis.
Platoon leaders alert section and team leaders by using a WARNO during planning for an operation.
Table 2-1 shows an example of how the platoon leader might use warning orders to alert the platoon and provide initial planning guidance. The OPORD is the five-paragraph directive issued by a leader to subordinates for the purpose of effecting the coordinated execution of an operation. The platoon leader relays all other instructions or information that he thinks will assist the platoon in preparing for the new mission. He identifies the battalion's task and purpose and how his platoon is contributing to the battalion's fight.
He identifies the brigade's task and purpose and his contribution to the battalion's fight. The platoon leader must understand how his purpose relates to the other companies in the battalion.
Constraints restrict the freedom of action the platoon leader has for planning by stating the things that must or must not be done. Analysis of the platoon's current location in relation to future areas of operation as well as the doctrinal requirements for each specified task might provide implied tasks. The platoon leader must gain an appreciation of the terrain before attempting to develop either enemy or friendly COAs. For mechanized forces, unrestricted terrain is typically flat or moderately sloped, with scattered or widely spaced obstacles such as trees or rocks. Restricted terrain may cause difficulty in maintaining optimal speed, moving in some types of combat formations, or transitioning from one formation to another. It may require a commitment of engineer forces to improve mobility or a deviation from doctrinal tactics, such as using a column rather than a wedge formation or moving at speeds much slower than otherwise preferred.
The platoon leader may prefer to determine Obstacles first, Avenues of Approach second, Key Terrain third, Observation and Fields of Fire fourth, and Cover and Concealment last. For each avenue of approach, the platoon leader determines (or receives from the battalion commander) the type (mounted, dismounted, air, or subterranean), size, formation, and speed of the largest unit that can travel along it. He locates inter-visibility (IV) lines (terrain that inhibits observation from one point to another) that have not been identified by the commander and determines where visual contact between the two forces will occur.
Most importantly, the platoon leader must apply these conclusions when he develops friendly and enemy COAs. To accomplish this, the platoon leader must understand the assumptions the battalion staff used to portray the enemy's courses of action during their mission analysis. He gets this information from situational understanding or paragraph 1a of the battalion OPORD. Much of the information is gained through the COP and a detailed battalion reconnaissance and surveillance annex. It is imperative for the platoon leader to determine the actual numbers of equipment and personnel that his platoon is expected to encounter or that may affect his platoon. Such an analysis must include the planning ranges for each enemy weapon system that the platoon may encounter.
The end product is a platoon SITEMP, a visual or graphic depiction of how he believes the enemy will fight under the specific conditions expected on the battlefield.
After the platoon leader briefs the enemy analysis to his subordinates, he must ensure they understand what is known, what is suspected, and what is merely templated. The platoon leader must realistically and unemotionally determine what tasks his soldiers are capable of performing. The platoon leader must appreciate not only how much time is available but also the time-space aspects of preparing, moving, fighting, and sustaining. The platoon leader must also identify any civil consideration that may affect only his platoon's mission. The purpose of COA development is to determine one or more ways to achieve the mission by applying the overwhelming effects of combat power at the decisive place or time with the least cost in friendly casualties.
The platoon leader must first identify the objectives or times at which the unit will mass overwhelming firepower to achieve a specific result (with respect to terrain, enemy, and or time) that will accomplish the platoon's mission. For example, in an attack of a strongpoint, doctrine outlines several steps: isolate the objective area and the selected breach site, attack to penetrate and seize a foothold in the strongpoint, exploit the penetration, and clear the objective. The decisive point may be given to the platoon leader by the commander or be determined by the platoon leader through his relative combat power analysis. The main effort's purpose is nested to the platoon's purpose and is achieved at the platoon leader's decisive point.
The platoon leader next must determine the specific number of elements and weapons necessary to accomplish the mission and provide a basis for development of a scheme of maneuver. The scheme of maneuver is a description of how the platoon leader envisions his subordinates will accomplish the mission from the start of the operation until its completion. The platoon leader assigns specific elements (for example, section and or teams) as the main and supporting efforts.
The platoon leader's ability to prepare COA sketches and statements will depend on the amount of time available and his skill and experience as a platoon leader.
After developing a COA, the platoon leader analyzes it to determine its advantages and disadvantages, to visualize the flow of the battle, and to identify requirements to synchronize actual execution.
If the platoon leader develops more than one COA, he must compare them by weighing the specific advantages, disadvantages, strengths, and weaknesses of each. The PIR also include assumptions about the terrain (to verify, for example, that a tentative support-by-fire position actually will allow for suppression of the enemy or to verify the utility of an avenue of approach). Examples include surveillance of an area by subordinate elements, patrols by reconnaissance teams to determine where the enemy is (and is not) located, and establishment of OPs to gain additional information.
As part of completing the plan, the platoon leader prepares the briefing site, briefing medium, and briefing material he needs to present the OPORD to his subordinates. The platoon leader must ensure his teams know exactly what must be done, when it must be done, and how the platoon must work together to accomplish the mission and stay consistent with the intentions of the commander. FBCB2 allows for quick dissemination of information and graphics; however, the platoon leader lacks the human contact that allows him to feel comfortable that his subordinates clearly understand the plan. Confirmation briefs can be conducted face to face, by radio, or by FBCB2, depending on the situation. During the rehearsals, leaders practice sending tactical reports in accordance with the unit's SOP. The leader uses the map and overlay to guide participants as they brief their role in the operation. Subordinate elements check their communications systems and rehearse key elements of the platoon plan.
Rehearsals begin in good visibility over open terrain and become increasingly realistic until conditions approximate those expected in the area of operations. As a coach he has helped me focus on the areas where I can make the most difference in our organization, be more effective in my role, and work from my strengths to accomplish more. Upon receiving the report from the Birkman, I can honestly say that I was completely wrong in my skepticism.
I highly recommend him to anyone looking for assistance in becoming the best minister that they can be.
We, offer engaging coaching and consulting to the game-changers in your organization and deliver elite leadership development training programs.
You will learn how to maximize the leadership of individuals at every level and to develop the effectiveness of organizational systems. You will learn the basics of effective hiring, leadership training, and reviewing performance. As a leader, your organization expects that you will help to bring out the best in others while achieving high levels of business results. These include your role as a leader, communication fundamentals, building relationships and leading your team, building thinking capability and managing performance challenges. This approach concentrates on building relationships, relying on teamwork, and practicing problem solving through a highly structured creative process. This financial leadership training course will give you the skills to speed up the evolution in your organization.
In this leadership training course you will explore how to make decisions and take actions that demonstrate integrity and ethics in leadership.
These are teams where results are supported by collaborative team decision-making and communication as well as individual accountability and alignment. In this leadership training course you will develop your ability to facilitate the long term development and career of someone you supervise or an individual who you have been assigned to coach. Students participated in lectures, group activities, case studies and a simulation exercise that involved after-hours homework each evening. These improvements aid the platoon leader and team leaders throughout the planning, preparation, and execution of tactical operations.
At platoon level, the commander is the platoon leader; the command and control system consists of the personnel, information management, procedures, and equipment the platoon leader uses to carry out the operational process (plan, prepare, execute, and assess) within his platoon.
When soldiers expect the platoon, section, or team leader to make every decision or initiate every action, they may become reluctant to act. The leader at the decisive point must have the knowledge, training, and freedom to make the correct choice in support of both the battalion and company commanders' intent.
In some instances, because of their position on the battlefield, two or more subordinates working together may have on-site information that enhances the platoon leader's understanding of the situation, thus providing the clearest view of what is happening. He normally chooses a position with the main effort in order to control his elements and, at the same time, support or draw resources from the main effort as needed. The following discussion covers important aspects of orders development and serves as an introduction to the discussion of the troop-leading procedures. The platoon leader must ensure that the mission is thoroughly understood by all leaders and soldiers two echelons down. At the same time, they must ensure that every soldier in the platoon understands how to receive and respond to the various types of orders. Warning orders also initiate the parallel planning process, the platoon leader's most valuable time management tool. When time and information are available, the platoon leader will normally issue a complete OPORD as part of his troop-leading procedures; however, after issuing a series of WARNOs, he does not need to repeat information previously covered.
They are a guide that must be applied consistent with the situation and the experience of the platoon leader and his subordinate leaders.
During this step, the platoon leader determines the time he has available to prepare and execute the mission.


Such information includes information about the enemy, the nature of the overall plan, and specific instructions for preparation. It requires the platoon leader to analyze all the factors of METT-TC in as much depth as time and quality of information allow. One technique to quickly understand the operation is to draw a simple sketch of the battalion and brigade's concept of the operations (if not provided by the battalion staff).
The platoon leader must also understand the battalion commander's intent, which is found in the battalion intelligence, surveillance and reconnaissance annex. The platoon leader must clearly understand the brigade commander's intent from the brigade order (paragraph 3).
He determines the platoon's essential tactical task to successfully accomplish his given purpose. The platoon leader identifies all the constraints the commander places on the unit's ability to execute its mission.
He must exceed merely making observations (for example, this is high ground, this is an avenue of approach); he must arrive at significant conclusions about how the ground will affect the enemy as well as his unit.
Unrestricted terrain generally allows wide maneuver and offers unlimited travel over well-developed road networks. This terrain typically encompasses moderate to steep slopes or moderate to dense spacing of obstacles such as trees, rocks, or buildings. Severely restricted terrain includes any terrain that requires equipment not organic to the unit to cross (for example, a large body of water and slopes requiring mountaineering equipment). For each aspect of terrain, the platoon leader determines its effect on both friendly and enemy forces. Reinforcing obstacles are typically manmade obstacles that augment existing obstacles and may include minefields, antitank ditches, road craters, abatis and log cribs, wire obstacles, and infantry strongpoints. The platoon leader identifies key terrain starting at the objective or main battle area and working backwards to his current position.
For example, a prominent hilltop overlooks an avenue of approach and offers clear observation and fields of fire, but if it is easily bypassed, it is not key terrain. When analyzing fields of fire, the platoon leader focuses on both friendly and enemy direct fire capabilities.
Furthermore, the platoon leader's own assumptions about the enemy must be consistent with those of the battalion commander. His analysis must also examine how the enemy organizes for combat to include the possible use of a reserve.
Again, much of this information is gained through the COP and a detailed battalion reconnaissance and surveillance annex.
Much of this information will be gained from the commander's analysis and understanding of the current enemy and friendly situation. The platoon's SITEMP should depict individual soldier and weapons positions and is a refinement of the commander's SITEMP. These may include refugee movement, humanitarian assistance requirements, or specific requirements related to the rules of engagement (ROE) or rules of interaction (ROI). In this case, doctrine gives the platoon leader a framework to begin developing a way to accomplish the mission. He will consider the platoon's restated mission statement, the commander's intent, and the enemy's most probable COA. He does this by determining how the achievement of one task will lead to the execution of the next. The platoon leader ensures that he has employed every element of the unit and has C2 for each element. Typically this is done either mentally or during a rehearsal with the team leaders, platoon sergeant, and other key personnel. These attributes may pertain to the accomplishment of the platoon purpose, the use of terrain, the destruction of the enemy, or any other aspect of the operation that the platoon leader believes is important.
The nature of the reconnaissance, including what it covers and how long it lasts, depends on the tactical situation and time available.
Completing the plan allows the platoon leader to make final coordination with other units or the commander before issuing the OPORD to his subordinates.
Face to face is the desired method because all section and team leaders are together to resolve questions and ensure that each leader knows what the adjacent team or vehicle is doing. Reporting before, during, and after contact with the enemy is rehearsed in detail, starting with actions on the objective. I would recommend Michael to anyone who's serious about growing personally and professionally. In this way you can expand the pool of those involved in the leadership training process and continue to strengthen your organization at every level enable change and growth.
You will also learn how to engage and motivate quality performance and how do deal effectively with problem performance and difficult employees. However, if you were promoted into leadership because of your technical skills or abilities, or if others look to you because you are an expert, you may not be meeting these expectations. Acceptance, cooperation, supportive behaviour, interactive listening, and the ability to move action forward are the rules of the game. Culture is the passion, excitement and engagement that fire the innovation, change and high quality results. You will connect your values, your decisions, and your actions, to build trust with stakeholders, peers and employees.
This will enable you to more fully capitalize on team diversity and talents and drive for results. The students studied topics such as roles and responsibilities of supervision, legal aspects of supervising, transactional analysis, situational supervision, shaping and improving employee performance, managing consequences and performance management. Combined with the technical enhancements, the platoon and team leaders must use proven techniques of mission tactics and leadership. Leaders and soldiers at every level must ensure they know digital radio procedures and how to link digital systems.
Through the collection of data and information, he must try to understand and envision the evolving battle beyond his personal knowledge and senses. To counter this tendency, the platoon leader must plan and direct operations in a manner that requires a minimum of intervention. This information becomes critical to the platoon leader as he develops the tactical solution.
This section focuses on the mission statement and the commander's intent, which provide the foundation for the OPORD. Tactical tasks that require specific tactics, techniques, and procedures for the platoon are covered in detail throughout this manual.
The skills associated with analyzing orders are highly perishable; therefore, the platoon leader must take every opportunity to train the platoon in the use of combat orders with realistic practice.
The platoon leader may issue a series of warning orders to his subordinate leaders to help them prepare for new missions. He can simply review previously issued information or brief the changes or earlier omissions.
The tasks involved in some steps (such as initiate movement, issue the warning order, and conduct reconnaissance) may recur several times during the process. For the platoon leader, mission analysis is essentially the analysis of the factors of METT-TC. Most importantly, by issuing the initial WARNO as quickly as possible, the platoon leader enables his subordinates to begin their own planning and preparation while he begins to develop the platoon operation order. The platoon leader can then understand how his platoon is nested into the overall plan and can capture this understanding in his restated mission statement.
Additionally, the platoon leader identifies the task, purpose, and disposition for all adjacent maneuver elements under brigade control. Finally, he must understand why the battalion commander gave his platoon a particular tactical task and how it fits into the battalion's concept of the operation. There are two types of constraints: requirements for action (for example, "place one reconnaissance team under operational control of Alpha company") and prohibitions of action (for example, "do not cross PL BULL until authorized").
Because of limited planning time, the platoon leader normally prioritizes his terrain analysis. The terrain may not require additional assets or time to traverse, but it may hinder movement to some degree due to increased security requirements. These effects translate directly into conclusions that can be applied to either friendly or enemy courses of action.
Figure 2-5 lists several offensive and defensive considerations the platoon leader can include in his analysis of obstacles and restricted terrain. Dismounted avenues and avenues used by reconnaissance elements normally include restricted terrain and, at times, terrain severely restricted to mounted forces.
Additionally, he identifies positions that enable artillery observers to call for indirect fires and permit snipers to engage targets. Consideration of these elements leads the platoon leader to identify areas that can, at best, achieve both facets. The platoon leader must know the status of his soldiers' experience and level of training and the strengths and weaknesses of his subordinate leaders. The platoon leader makes each COA as detailed as possible to describe clearly how he plans to use his forces to achieve the unit's mission essential task(s) and purpose consistent with the commander's intent.
These purposes are nested to the main effort's purpose by setting the conditions for success of the main effort. He should allocate resources to the main effort (at the decisive point) and continue with supporting efforts in descending order of importance to accomplish the tasks and purposes he assigned during Step 2. He clarifies in his mind the best ways to use the available terrain as well as how best to employ the platoon's strengths against the enemy's weaknesses (gained from his relative combat power analysis). The COA statement is based on the scheme of maneuver the commander has already developed and the platoon leader's situational analysis. The platoon leader uses these factors as his frame of reference in tentatively selecting the best COA.
The platoon leader should use the results from the COA development process to identify information and security requirements for the platoon's reconnaissance operations. In this culture leadership training course you will learn how to identify the encompassing culture of your organization or team, maximize your assets and overcome your barriers. Soldiers quickly lose these skills, so leaders must constantly work to maintain them through sustainment training.
The platoon leader must operate on the principle that trained subordinates with a clear understanding of the mission will accomplish the task. This type of problem solving involving direct coordination between subordinate elements is critical to mission-oriented C2.
In addition to visual observation, intelligence resources also include radio reports and, if available, information provided via the FBCB2 system. It also includes a basic discussion of the three types of orders (warning orders [WARNOs], OPORDs, and FRAGOs) used by the platoon leader. The directions and guidelines in the warning order allow subordinates to begin their own planning and preparation activities. He then will have more time to concentrate on visualizing his concept of the fight for his subordinates.
The last step, those activities associated with supervising and refining the plan, occur throughout troop-leading. At this stage of the TLP, mission analysis should focus on determining the unit's mission and the amount of available time.
How and when the platoon leader analyzes each factor depends on when information is made available to him. For example, in the conduct of an assault his priority may be the area around the objective followed by the platoon's specific axis leading to the objective. In instances when security is the paramount concern, both friendly and enemy elements may move in more restricted terrain that may provide more cover and concealment. In addition, the terrain analysis must identify avenues of approach for both friendly and enemy units. Key terrain may allow the platoon leader to apply direct fire or achieve observation of the objective (or avenue of approach). The platoon leader looks at the terrain, foliage, structures, and other features on the key terrain, the objective, and the avenues of approach to identify sites that offer cover and concealment. It is equally important for the platoon leader to understand what is actually known of the enemy through the COP as opposed to what is only assumed or templated (an educated guess). His assessment includes knowing the status of his soldiers and their equipment, and it includes understanding the full array of assets that are in support of the platoon such as indirect fire support, mobile gun system (MGS), snipers, and engineers.
He focuses on the actions the unit must take at the decisive point and works backward to his start point. You will also recognize how the culture of your organization affects your ability to lead, respond to change, and attract and develop strategic leaders. The situation the leader anticipates during the planning phase will invariably change; this fact requires flexible, dynamic leadership during the execution of current operations.
Their leaders can only place them in a position where they can seize the opportunity to do so. The platoon sergeant positions where he can best accomplish his tasks and assume command of the platoon quickly, if needed. The platoon leader and his subordinates must have a thorough understanding of the building blocks for everything else that he does. As noted in his warning orders, the platoon leader also may issue an execution matrix either to supplement the OPORD or as a tool to aid in the execution of the mission; however, the matrix order technique does not replace a five-paragraph OPORD. The following TLP information assumes that the platoon leader will plan in a time-constrained environment.
One technique for the analysis is based on the sequence of products that the battalion staff produces: mission, terrain and weather, enemy, troops and support available, time available, and civil considerations.
Whenever possible, the platoon leader conducts a ground reconnaissance from both the friendly and enemy perspectives. During doctrinal analysis, it is not enough only to know the number and types of vehicles, soldiers, and weapons the enemy has. The platoon leader then develops the maneuver control measures necessary to enhance understanding of the scheme of maneuver, ensure fratricide avoidance, and to clarify the task and purpose of the main and supporting efforts. As such, the suggested techniques are oriented to help a platoon leader quickly develop and issue a combat order. The platoon leader can streamline his analysis effort by using his digital capability to access products produced at the battalion or brigade to fill in gaps he identifies. As a result of his analysis, the platoon leader must develop significant conclusions about how each element will affect mission accomplishment. During stability operations and support operations or small-scale contingency (SSC) operations in an underdeveloped area where little is known about the combatants, it may be difficult to portray or template the enemy doctrinally. In this case, the platoon leader must rely on brigade and battalion analyses provided via the COP and on his own knowledge of recent enemy activities.



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