When a unit member assumes command of the unit at any point in the operation, he should execute the following duties:

Inform subordinate leaders and higher headquarters (HHQ)

Check security

Check crew-served weapons

Pinpoint unit location

Coordinate as needed with other units/headquarters (HQ)

Check all soldiers, weapons, and equipment and update status report/card

Issue a fragmentary order (FRAGO) if needed

Reorganize as needed and maintain unit integrity

Enforce noise and light discipline

Conduct patrol base activities (six priorities of work)

Conduct reconnaissance if needed

Finalize the plan

Execute mission

EIGHT TROOP-LEADING PROCEDURES

Troop-leading procedures (TLPs) begin when the unit leader receives the first indication of an upcoming mission and continue throughout the operations process (plan, prepare, execute, and assess). They comprise a sequence of actions that help leaders use available time effectively and efficiently to issue and execute tactical operations.

Planning in a field environment will likely reduce the amount of time leaders have for in-depth mission planning. If followed, the TLPs will provide leaders with a framework for mission planning in a time-constrained environment.

THE EIGHT TLPS

1.Receive the mission from higher command.

2.Issue the warning order (WARNORD) to your unit.

3.Make a tentative plan.

4.Start movement.

5.Conduct reconnaissance.

6.Complete the plan.

7.Issue the complete order.

8.Supervise and refine.

Step 1. Receive the Mission

The leader may receive the mission in a warning order (WARNORD), an operation order (OPORD), a fragmentary order (FRAGO), or verbally. He immediately begins to analyze it using the factors of METT-TC:

•What is the mission?

•What is known about the enemy?

•How will terrain and weather affect the operation?

•What troops are available?

•How much time is available?

•Are there civilian considerations?

The leader should use no more than one-third of the available time for planning and for issuing his OPORD. The remaining two-thirds should be for subordinates to plan, prepare, and rehearse for the operation, with the majority spent on rehearsal.

A leader should backwards plan, all the while taking into consideration other factors such as available daylight and travel time to and from orders or rehearsals. This is reverse planning; he must allow enough time for the completion of each task. The leader should not become involved in a detailed METT-TC analysis—this will occur after he issues the initial WARNORD.

Step 2. Issue a Warning Order

The warning order (WARNORD) should identify the following:

•Number/code name.

•All visual references (maps, imagery, sand tables, etc.).

•Time zone used throughout the order.

•Task organization (list obvious persons/teams that will be involved).

1. Situation

Enemy forces:

Special considerations needed for the planning process; Known courses of action; Tactics, techniques, and procedures (TTP)

Friendly forces:

Higher commander’s mission and Higher commander’s intent

Attachments/detachments:

Who and what job or skill is needed for mission

2. Mission

Who; What (task); Where; Why (purpose); When

3. Execution

Chain of command

Concept of the operation

Maneuver units:

Reconnaissance; Assault; Security; Support; Command and control; Special teams; Combat support units

General instructions:

Uniforms and equipment common to all persons and vehicles

Weapons, ammo, and equipment needed in addition to SOP

Special equipment

Time schedule

Commander’s critical intelligence requirements (CCIR)

Risk guidance

Deception guidance

Specific priorities in order of completion

Time, place, and uniform for receiving the OPORD

Time and place for inspections and rehearsals

Earliest movement time and notice time

Special instructions to all subordinate leaders:

Drawing, checking, and distributing (weapons, ammo, equipment, rations, and water)

Special equipment

Attachments and detachments

Transportation (ID requirements, pre-positioning, familiarization)

Inspections, rehearsals, and preparing soldiers for the mission

Reconnaissance

Persons assisting with OPORD preparation

4. Service Support

Coordination for the transfer of equipment and supplies to or from other units

Coordination for transport to or from the HLZ, rehearsal area, briefing, etc.

5. Command and Signal

Chain of command

Identify current signal requirements

Determine what fire support assets are available

Begin mission-supporting direct- or indirect-fire (FIRES) coordination

Who

Frequency

Call Sign

Battalion (Bn) Command

__________

__________

Fire Support

__________

__________

MEDEVAC

__________

__________

Company

__________

__________

Platoon

__________

__________

Platoon Sergeant

__________

__________

1st Squad Leader

__________

__________

2nd Squad Leader

__________

__________

3rd Squad Leader

__________

__________

Weapons Squad

__________

__________

Step 3. Make a Tentative Plan

There are five key steps to making a tentative plan:

1.Understand the commander’s intent.

2.Identify the unit’s specific and implied tasks:

Specific tasks are written/directed in the OPORD

Implied tasks become apparent during mission analysis

3.Identify limitations: equipment shortages, time, phase lines, etc.

4.List mission-essential tasks that ensure mission success.

5.Review mission statement to clarify mission-essential tasks and purpose: Who (unit); What (tasks); When (critical times); Where (grid location and target description); Why (purpose the unit must achieve).

The leader should overall ensure that the plan is feasible, reasonable, and distinguishable.

The leader must also consider the factors of METT-TC:

(M) Mission. The leader considers the mission given to him by his commander and analyzes it in light of the commander’s intent two command levels higher. He derives the specified task, essential tasks, implied tasks, and limitations and/or constraints of the mission.

(E) Enemy. The leader considers the type, size, organization, tactics, and equipment of the enemy he expects to encounter. He identifies the greatest threat to his mission and the enemy’s greatest vulnerability.

(T) Terrain and Weather. The leader considers the effect of terrain and weather on enemy and friendly forces using the guidelines below (OCOKA):

•(O) Observation and fields of fire. The leader considers ground that allows him observation of the enemy throughout his area of operation. He considers fields of fire in terms of the characteristics of the weapons available to him, for example maximum effective range, the requirement for grazing fire, and the arming range and time of flight for antiarmor weapons.