It’s the middle of the training meeting. Two company commanders need the same range to qualify their companies. Unfortunately, there was a mix-up, and there’s only enough ammunition and range time for one company. Capt. Smith launches into an impassioned argument, explaining to Lt. Col. Jones why his company should get the range, how hard they’ve worked to plan it, and how it will just wreck his training progression if he has to shoot a month from now. He sits down confident he made his case… only to see the range go to Capt. Thomas’s company instead.
I’ve been Capt. Smith myself on occasion, and just like Capt. Smith, I was angry and confused as to why my argument failed. “The battalion commander likes Capt. Thomas better!” “This is payback for pushing back on that clean up detail!” “The Old Man is out of touch!” Turns out, I was the one out of touch. Not only was I out of touch, I wasn’t even speaking the same language my commander was.
Part of being successful as an officer is understanding how to talk “Commander.” Commanders at all levels do three things. First, they set requirements via orders and commander’s intent. Second, they approve resources to meet those requirements. Third, they assume and underwrite risk based on the requirements and allocated resources. To be successful and communicate effectively with your commander and other senior leaders, the savvy junior leader will seek to frame the conversation in terms of requirements, resources, and risk.
Assigning Requirements
The first thing commanders do is assign requirements. Requirements are what your commander is telling you to do. In addition to specified tasks, there are requirements that are implied tasks, and others found in the commander’s intent and stated priorities.
Never leave an interaction with your commander, or another senior leader, without a clear understanding of what they are asking of you. This extends to email as well. While email is a powerful tool, it often fails to communicate nuance and tone. Don’t be afraid to ask questions for clarity. Sometimes specified tasks, intent, and priorities do not align. That is ok. This why commanders have conversations. These conversations help ensure you are on the right path and the commander has not missed something in laying out their requirements.
Example #1: “Ma’am, just to make sure I understand your intent correctly, you are asking me to do (a), (b), and (c). Your priorities are (d), (e), and (f). Do I have your intent correct?”
Example #2: “Sir, you’ve asked me to do (a), (b), and (c), however, (c) conflicts with your previous priorities and intent. Have your priorities and intent changed, or should I wait to do (c)?”
Allocating Resources
Resources are things your commander allocates to you so you can accomplish their requirements. These include time, land, ammunition, money, people, equipment, authorities, approvals, etc. There is nothing wrong with telling a commander the ideal set of resources and conditions needed to complete the assigned task. However, I’ve seen company commanders fail repeatedly by saying they cannot accomplish a mission without every resource they identify. Worse, when they are not given those resources, they simply stop and accept mission failure instead of finding ways to improvise, adapt, and be creative.
We never have enough resources for everyone to have everything they need. Focus on what is absolutely critical to mission success and what you CAN accomplish. Stand firm on resources you feel are necessary to prevent catastrophic failure. Offer alternative solutions or methods that, while it may not explicitly meet the commander’s requirement it still accomplishes their intent.
The worst thing to say is you cannot do something. Provide options, solutions, make your commander aware of the constraints, and then let the boss decide if he is willing to provide more resources, adjust requirements, or assume risk.
Example #3: “Sir, you’ve told me to conduct resupplies of 5,000 gal of fuel to A, B, and C CO every 12 hours. However, I can only move10,000 gallons of fuel every 12 hours. In order to meet requirements, I will need additional fuel capacity or will have to extend the time to 18 hours between resupply. Another option is I can resupply two companies every 12 hours. Based on the mission and fuel cans on hand, each unit should have enough fuel for 36 hrs. Finally, we could refuel C Co on order since they are the BN reserve and won’t be maneuvering as much. Which one of these best meets your intent?”
Assuming Risk
Requirements and resources often do not perfectly align. When that happens, subordinates must be ready to communicate the risks incurred from the mismatch. ADRP 1-02 defines risk as “Probability and severity of loss linked to hazards.” However, what does that really mean to a junior officer? An easy way to view risk is as the difference between the assigned requirements and allocated resources.
Only commanders can assume and underwrite risk. It is the commander’s job to identify risk, put controls in place to mitigate risk, and then accept and underwrite the residual risk. This is known as composite risk management.
There are two types of risk in Army doctrine. The first is Risk to Force, which are things that increase the chance of personnel and equipment being injured, killed, damaged, or destroyed (e.g. “Ma’am, if we don’t have our CL VIII order come in time, we run the risk of increasing casualty rates by 20%”). The second is Risk to Mission, which are things that potentially lead to mission failure (e.g. “Sir, if I conduct the attack with only two platoons instead of three, I cannot properly isolate the objective and the enemy could flank B Co”). Leaders must understand the difference and speak to the appropriate risk to be effective. However, they are not bound together or mutually exclusive. Depending on the situation, a commander may be willing to accept a higher risk to force than risk to mission, or vice versa.
Identifying risk and having a plan to mitigate it at the appropriate echelon is critical. A rifle company only has three platoons. If a fourth is needed to mitigate risk to force, and the battalion commander has said the attack goes with three, then that is not something the company commander can control. However, the company commander can mitigate risk at their level by adjusting the scheme of maneuver, changing how they allocate the company mortars, or employing other assets to shape the enemy.
Commanders at all levels conduct composite risk manage to identify risk, emplace mitigation, and determine the residual risk. Once composite risk management is complete, subordinates communicate risk to the commander and ask the commander to make a decision to adjust requirements, adjust resources, or assume risk.
The Commander’s Dialogue
You’ve received your requirements, determined your resources, and conducted your composite risk management. Now what? The next step is having a commander’s dialogue. The commander’s dialogue is where two commanders discuss the requirements, resources, and risk to enable shared understanding and allow the senior commander to change requirements, reallocate resources, or accept risk.
Tactical Example:
Capt. Thomas, Company Commander: “Roger sir, understand seize OBJ ADAM and defend oriented north. I’ll have my company plus two priority howitzer targets.” (REQUIREMENT)
Lt. Col. Jones: “You got it. Questions?”
Capt. Thomas: “Yes, sir. Based on the terrain and enemy, I will need another platoon to set conditions and complete the attack (RESOURCES). Also, C CO is separated from me by a hill mass to the west that creates a seam between us (RISK). Once the attack is done, that fourth platoon can establish on that hill, cover the seam, and tie our companies together (RESOURCE). Without that platoon, I can still take the hill, but I may lose enough combat power such that my defense will be degraded, and we run the risk of the enemy isolating us and C CO.” (RISK)
Lt. Col. Jones: “You’re right. Ok, B CO’s area is templated to have lighter contact, so I’ll give you one of their platoons (RESOURCE ADJUSTMENT). However, to balance I will have to give them the artillery targets and shift the bulk of the scouts to screen their other flank (RISK ASSUMPTION). You will get one priority battalion mortar target instead and I’ll have collection assets spend some time looking at your objective prior to you moving in your support by fire position (RISK MITIGATION). Once you’ve set up your defense, hold that hill to your west as well (REQUIREMENT ADJUSTMENT). Anything else?”
Capt. Thomas: “No sir, I’m good to go.”
Garrison Example:
Capt. Smith, Company Commander: “Sir, acknowledge all (REQUIREMENT). The last range I went to we had scheduled three days to do just that and submitted all the required paperwork. However, when I got to the range, the civilian range personnel said they were never authorized overtime to support night fire and we only received half of the ammo requested (RESOURCE SHORTFALL). My XO just left the battalion training meeting and found out that while the overtime issue has been fixed for my upcoming range, our ammo was reduced again (RESOURCE SHORTFALL). Based on that, I can either qualify half of the required number to your full standard, or I can qualify everyone on the range for day and night fire and shoot the CBRN tables in the simulator (RISK AND RISK MITIGATION).
Lt. Col. Jones: “I was not aware of that. I will engage the S3, Maj. Mills, and see if we can get your more ammo (RESOURCE ADJUSTMENT). If we cannot get more ammo, then I’m ok with you shooting day and night live, and doing the CBRN tables in the simulator (RISK ASSUMPTION). Questions?”
Capt. Smith: “No questions, sir. I’ll go talk to Maj. Mills now.”
Speak My Language
If we cannot communicate effectively, we will never succeed as leaders. Avoid becoming attached to a plan, allowing emotion to cloud good judgement and detract from your argument. Effective communication requires using language that resonates with the target audience. When it comes to speaking with commanders and other senior leaders, speak in terms of assigned tasks, their commander’s intent and desired end state, and the identified risks. While this conversation may include emerging concepts and topics, what will never change is the foundation: requirements, resources, and risk.