Planning...It's Your Business Too

If your company were to mobilize today, are the squad leaders ready? The future of war may require squads to work independently to exploit fleeting gaps in the enemy’s capabilities. As NCOs in today’s Army, some leaders have grown accustomed to recognizing “NCO business” and “Officer business,” rather than Leader business. Are you prepared, not only to execute, but to plan and execute the mission?

Sgt. 1st Class Fernando Gonzalez directs the movement of his platoon outside Combat Outpost Zormat in Afghanistan’s Paktya province, May 30, 2012. Gonzales is assigned to the 25th Infantry Division’s Company D, 3rd Battalion, Airborne, 509th Infantry Regiment. Photo Retrieved from U.S. DOD Website.

Over the last half decade, the number of online forums for the profession of arms has multiplied. Now there are more places to write and contribute than ever before. But as we NCOs look around, we can’t help but notice that these forums seem to specifically tailor toward the Officer Corps. We lament that there isn’t a place dedicated to furthering an NCO voice. Well the ball’s in our court – Sergeant’s Time is a page on The Company Leader specifically dedicated to putting your voice out there and furthering the development of our NCO Corps.

I have been blessed. As a young Fire Team Leader in Afghanistan, our platoon culture empowered the squad. We valued extensive planning and open communication. After moving to the Reconnaissance Platoon, I was challenged with a different mission-set which meant a changes to our planning process. When I moved to a heavy weapons company, I learned more about planning for vehicle survivability and the use of heavy weapons in support of a company-sized element.

After moving back to a battalion reconnaissance platoon, I received my biggest challenge yet. Before each and every FTX, my recon team and I conducted isolated planning for 18 hours. At the end of it, I pitched the OPORD to my team under the observation of the platoon sergeant and platoon leader.

Making Sense of Nonsense

This is a team sport. Photo of 1-5 CAV at Fort Hood, TX. (U.S. Army photo by Maj. Carson Petry).

At the beginning, pitching OPORDs seemed like nonsense to me. “Why did I have to do this, when there was a perfectly good (actually insanely good) PL up in the office, not doing anything but typing up CONOPs?” It wasn’t until my team had to support a company that I realized the importance of being able to navigate the TLP process at my level.

My assistant team leader and I attended the WARNO with the company we were supporting. The company commander asked me how we could support his company. My PL wasn’t there. My PSG wasn’t there. I was alone and…because of our planning…unafraid.

I led that reconnaissance team for two more years. Our culminating event was a JRTC rotation. All of our preparation, as teams and as a platoon, showed at JRTC. I accredit our success to the adaptability and strength of our NCOs within the platoon. Below are a list of things I’ve learned as an NCO to become an integral piece of the planning process. These are lessons I took with me to my position as a Ranger Instructor and continue to see play out over countless Ranger School Patrols.

It IS Your Business

Learn the Troop Leading Procedures, and how to implement them. I know, you’re reading this like “duh man, no sh*t.” But seriously, if we don’t know the processes, some necessary steps could get overlooked, and our units will be unprepared. Planning is NCO business because it is leader business.

Open, Candid, and Tactful Communication

Maintain open lines of communication from the top to the bottom and all the way back to the top. Know that voicing your concerns or recognizing shortcomings will be beneficial for the group, as long as they’re addressed correctly. USE TACT. When addressing shortcomings in your unit, be inclusive, rather than exclusive. If WE are in a Platoon, and there’s a problem in another squad, it is OUR problem.

Use Your Team

Your subordinates are essential in the unit’s success. Give them a piece of the pie, not just in execution, but planning as well. You will not only empower them, but you may see a different perspective when their products are complete. Seeing this different perspective is what helps us plan for contingencies. Continue to challenge them with more responsibility and allow them to fail.

Spot Check

When conducting planning, ensure to give clear tasks, conditions, standards, and a time-hack or suspense. When you do this clearly, you will receive a better product than if you ask them to provide you a product with no concept of how it should be done. And let them know when they’re doing well.

Own the Plan

“We have to do this because the PL said so,” is not owning the plan. It is abdicating responsibility, and your team will notice. Joe sees and hears everything that you do. Try to be the positive model for them to emulate. If you continually show trust in the chain of command then Joe will too.

REHEARSE, REHEARSE, REHEARSE

The most important part of the plan is making sure Joe understands it. That M249 to your left could easily be the reason the plan fails or succeeds. Conduct rehearsals with every piece of equipment that you will be bringing to the fight. This helps your Soldiers visualize everything as it should be happening during execution.

Remain Flexible

Plans change all of the time. Just understand that nothing ever goes perfectly, but if we are both technically and tactically proficient – and understand the task and purpose – then our ability to adapt to change becomes greater.

Ask the Question

You’ve heard the axiom, “if you have a question, ask it – you’re probably not the only one.” Many times, our pride can get in the way of becoming successful. Don’t be afraid to say “I don’t know.” Humlity allows you to open the door for someone to teach you. If you don’t voice your concerns or ask for clarification, your leaders (and your Soldiers) will assume you are tracking.

Knowing is Half the Battle

Following that trend, if you don’t know how to plan then ask someone to teach you. There are many forms of planning, but most commonly used are the TLPs (at the company-level and below) and MDMP (at the battalion-level and above). At a minimum, learn the 5 paragraph OPORD format, reference your Ranger Handbook. The Army has a step-by-step guide for just about anything you want to know about techniques, tactics, and procedures. Go to apd.army.mil and find the resource…then read about it.

The simple OPORD format taught to and used by Ranger Students is easy to learn and translates well all the way to the Soldier-level.After some experience with the TLPs and the basics of an OPORD, learn about MDMP. With MDMP you will learn more about COA development and planning for contingencies.

As an NCO, the two courses that’ve helped me learn these the most were Ranger School and RSLC.

A Little Grace Goes a Long Way

Sgt. 1st Class Daniel Byerly, right, and Staff Sgt. Kimo Griggs conduct an SOG handover. March 18, 2017. (Army photo by Staff Sgt. Jason Hull).

Understand that your PL is still learning, and that is okay. Guess what, you are still learning too. Yes, they attended IBOLC and Ranger School, but that doesn’t mean that they know everything. As an NCO in the platoon, you need to be someone he or she can bounce ideas off. Through open communication with your PL, you will both learn each other’s strengths and weaknesses. This helps you both develop and make the whole team stronger.

Compete

Cooperative competition with your peers helps to bring out the best in everyone while strengthening the overall organization. Competition breeds greatness among peers. This shouldn’t just be incorporated in the physical fitness side of the house, but all aspects of our occupation. This is especially true from platoon to platoon and squad to squad.

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This is not the “end all, be all” list for success as a platoon sergeant, squad leader, or fire team leader. I hope it allows you to be critical of yourself as a leader and to continue your development. If you have anything to add to the list or any type of criticism, please comment below.

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