Recognize the Box to Think Outside of It

The US Army is the most lethal military force in history. The world views our tactics and techniques as precise and lethal. We execute these battle drills without hesitation because of countless hours of repetition, perfecting these techniques. Unfortunately, NCOs have been known to teach shortcuts and standing operating procedures (SOP) that were once taught to us early on in our careers. Although SOPs are stemmed from doctrine, over time they begin to manifest into “tribal knowledge” and skills are passed along from generation to generation by word of mouth. Throughout our army career, we hear the saying, “this is how we did it at my last unit.” The downfall of continuing this mantra is that we can pass along bad habits or outdated information. We need to know our playbooks (Army manuals) if we are to implement any kind of “audible” on the field.

USASC cadre evaluating the M2010 record fire qualification for doctrinal updates.

Tribal Knowledge

We are familiar with terms, tactics, and techniques as we refer to it as our baseline. Leaders tend to reuse previous unit tactics or SOPs, but as our doctrine evolves, units codify their lessons learned and continue to progress doctrine. Doctrine is our common reference book utilized as a common language. The shared fundamentals of tactics are often overlooked, and NCOs will reuse dated experiences for training. Presently the army is getting away from counterinsurgency (COIN) operations and steering towards large-scale ground combat operations with a traditional force. Leaders should re-evaluate why and how we conduct our battle drills as it will help create better soldiers on the battlefield. When NCOs know their doctrine and understand the fundamentals, they build and train better soldiers.

Soldiers conducting a group-in exercise for sniper school using an M4 with iron sights on the EST2000

This vision is why the US Army Ranger School is so successful in creating competent soldiers as it focuses on small unit tactics at the most basic level. When I first became an instructor at the US Army Sniper Course (USASC), I had a difficult time teaching what I considered dry material as I viewed it as mundane and wanted to talk about the “good stuff.” I would be corrected by my peers as they would explain why we first teach the fundamentals. Once students graduate, they will have a foundation to build and expand upon to adapt to their situations. Over time, I realized how unconsciously competent I became at the fundamentals; practice became second nature.

With a firm understanding of the basic principles, I was able to answer questions from students in greater detail and was able to help them understand how to apply tactics and techniques for planning. We commonly refer to this as thinking outside the box and this is something leaders often ask of their subordinates.

Adaptable Leaders

Our fighting force needs adaptable leaders and soldiers. The military often refers to professional sports teams for their teamwork and adaptability of their playbooks. We as professionals should know our playbook so that we can adapt to battlefield changes. The Army realized the value of free-thinking and began to reinforce the “Commander’s intent” concept. The intent will outline the desired outcome during planning, but if the plan were to fail, subordinates can find the best approach to achieve that outcome. If leaders have a better understanding of what is happening around the battlefield, they are more likely to respond effectively from a doctrinal or unit playbook.

The importance of understanding the commander’s intent is found in Army Doctrine Publication (ADP) 6-0 and is effective for when conditions change. This approach will help commanders allow the ingenuity and creativity of their junior enlisted to shine while also empowering them with authority and responsibility. By showing that we as NCOs know and understand doctrine, a commander’s trust will grow substantially. By displaying competence, commanders are more likely to not be risk averse as they will have gained confidence by witnessing their soldiers in action.

Bridging the Gap

Sniper students conducting mission planning for the courses final event

Most soldiers want to operate independently. Certainly, the effort required to earn that independence is worth it. We can establish unit cohesion, shared understanding, and a level of trust in a short period. Junior leaders should dedicate themselves to learning doctrine and self-development continuously throughout their careers. Officers speak in doctrine by using operational terms and graphics. Meanwhile, many enlisted soldiers experience a barrier of communication because we do not emphasize doctrine as much. Bridging the doctrinal gap will allow for greater command teams and not a one-way command. Junior soldiers are more open to learning doctrine and fundamentals from their enlisted mentors as well. It is on us to create better future leaders. To bridge this communication barrier, the USASC incorporated the commander’s intent concept during our mission planning portion.

USASC cadre emphasizes the commander’s intent and intentionally change the scenarios. As a result, we prompt soldiers to react and think outside the box. Junior soldiers with experience in complexity and planning are force multipliers. Lethal soldiers understand doctrine, commander’s intent, and possess the mental ability to adapt on the battlefield. In conclusion, instructional institutions should not be the only exposure to this type of thinking. Units across the army should prepare junior enlisted for this type of action. And so, the learning curve will not be as difficult when it comes time to execute. If we invest in our junior enlisted early on, we can all benefit from the long-term dividends.