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Nothing Basic About It

Developing Basic Combat Training Platoon Leaders

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We often enter new positions or jobs with some pre-conceived notions  In July of 2018, as I prepared to take over a basic combat training (BCT) company, I had a few expectations. I thought I would spend the majority of my time with a team of highly effective and well-trained non-commissioned officers who were charged to transform volunteer civilians into soldiers. This proved to be true. But I did not expect to be mentoring or managing junior officers. In an effort to increase the ratio of leaders-to-led in basic training, the Center for Initial Military Training is working to place a Lieutenant (Platoon Leader) in each basic training platoon. There are many constants and foundational tenants to developing junior officers across billets. But there are also nuances to being a platoon leader in a basic combat training company that requires a tailored approach.

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Creating an Image of Leadership

Why We Write #2

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It was a rare weekend when we weren’t in the field, preparing for the field, recovering from the field, or occupied with an upcoming deployment.  If I wasn’t cursed with weekend duty, I either took advantage of Schofield Barracks’ proximity to Waikiki to partake in bottomless mai tais at the Outrigger Reef, or played hermit in my barracks room.  Back then, I pecked away at my top of the line Gateway PC with a whopping 1 MB of RAM, 400 MB hard drive, and 33MHz processor, and a keyboard that clicked loudly with each key stroke.  I was working on a novel, an activity that filled hundreds of lazy weekend hours, but my voice as a twenty-two-year-old novice now seems almost laughably naïve.  Almost as laughable as all that computing power filling up an entire barracks desk, but I digress.

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Why I Write

Why We Write Series Intro

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Over the past year I’ve been working slowly towards expanding my own professional and self-development ideas.  How do I improve as a Leader, as a Platoon Sergeant, as an NCO, as an Infantryman, and as a Soldier?  Introspection has been the driving force behind my journey of becoming better and trying to make those around me better; that’s where writing comes in, it gives me a place to put thoughts to words and words to actions. The Last 100 Yards is a project that I hope will encourage more NCOs to occupy the written realm and help them extend their influence outside of the local unit level.

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Get Rid of Your Inbox!

An Admin TTP for Commanders

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Clear your inbox! You read that correctly. Zero it out; make it disappear. “But how will we manage administrative requirements without an inbox?” More efficiently, that’s how. It is a fair question, though. It was the same question I asked our Brigade Deputy Commanding Officer (DCO) when he suggested it during an obstacle course PT/mentoring session. Getting rid of my inbox was the single most liberating experience I have had thus far in command. Here’s how you do it.

C Co, 4-23 IN conducting a combined arms maneuver live fire. This is where leaders want to be, but if you don’t effectively manage your administrative systems you will find yourself with less time to train!
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Sustaining Multi-Domain Operations

The Logistical Challenges of Future War

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The Army can’t guarantee overmatch in future war – a luxury we have had since the end of the Cold War. Our senior leaders are acknowledging it. This is a sobering thought, especially for sustaining the force. As part of the so called “tail,” this changes how we support the future fight. We have spent our entire military careers operating in theaters where our forces have superiority across all domains. Our forces executed resupply operations from the division rear area in relative security. We were able to appropriately prepare to provide logistics across the line of departure, but no longer.

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Understanding the Tempo of Reconnaissance

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Tempo is the rate of speed and rhythm of military operations over time with respect to the enemy (ADP 3-90). It is related to the capabilities and supporting efforts within an organization. This definition is different than reconnaissance tempo, but equally important to military operations. Tempo controls or alters the rate of the operation to maintain the initiative for offensive operations. Visualization is key to understanding tempo. FM 3-98 illustrates an “X” chart with two sets of tempo: rapid and forceful & stealthy and deliberate. But, there are more tempos available to reconnaissance commanders. Proper understanding and application of tempo are means to mitigate risk and accomplish the reconnaissance objective.

Army National Guard Infantrymen from the 116th Cavalry Brigade Combat Team seize a town from the enemy, June 7, 2019, at the National Training Center in Fort Irwin, California. Seizing the key terrain enabled the 116th CBCT to maneuver pass the previously contested area. (U.S. Army National Guard photo by Sgt. Mason Cutrer)
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Defend the Pass (SBCT BN Defense)

The Company Leader TDG 19-07

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You are the Battalion AS-3 (Assistant Operations Officer) in 5th Battalion, 20th Infantry Regiment (SBCT). Your battalion recently seized Ujen and established security in the city. But before you can transition authority to the Atropian Government, your Brigade S2 reports enemy massing north of Granite Pass. The 111th BTG is amassing forces and preparing for a counter-attack after your brigade’s successful operations in the central corridor. Your battalion commander and S3 return from the Brigade OPORD Brief having conducted a reconnaissance of the objective and with the mission: defend. They are ready to give you your planning guidance. Prepare to copy.

Soldiers from 111th Infantry, 56th SBCT, conduct a night live-fire during Exercise Decisive Strike 2019 at the Training Support Centre, Krivolak, North Macedonia, June 11, 2019. (U.S. Army photo by Staff Sgt. Frances Ariele Tejada)
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Operationalizing the Battle Staff in Garrison

Part III: Get Your Planning Reps, by the Desert Tortoise

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The Military Decision Making Process: four words that send shivers up your shell. But MDMP is simply a methodology to understand and solve tactical problems collaboratively. An underlying theme of Part I and Part II of this series is enabling and enforcing collaboration to achieve shared situational understanding. This piece focuses on leveraging shared understanding to solve home station problem sets with the same methodology you will use in combat. MDMP is hard because we rarely use it to frame and solve dilemmas at home station. The friction and fog of war will challenge your ability to execute MDMP. We can make it easier by training ourselves and our teams to solve home station problems collaboratively via this tried and true process. In this article, we will explore three common opportunities to get your battle staff good reps at planning: annual/semi-annual training guidance, collective training events, and the weekly FRAGORD.

M1 Abrams Tank overlooks the city of Razish while the crew undoubtedly hears the voice of Sir Alec Guinness saying “You will never find a more wretched hive of scum and villainy.”
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Ethics in the Crucible

The Saga of Lieutenant Jake Portier

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It seems that the entire world has heard of the saga of Chief Eddie Gallagher, the Navy SEAL on trial for charges of premeditated murder, attempted murder, and obstructions of justice. Members of his own platoon alleged that he engaged in heinous acts of violence against civilians and detained combatants. The purpose of this article is not to weigh in on the accusations against Gallagher. Many have and will continue to do so, including the President himself. Nor is it to further probe the bizarre alleged “spying” of the defense by the prosecution. For us junior officers, the more relevant leadership lessons come from a lesser-known member of Gallagher’s unit– Platoon Commander Lt. Jacob “Jake” Portier.

Navy SEALs conduct dive operations training in the Atlantic Ocean, May 29, 2019. SEALs are the maritime component of U.S. special operations forces and are trained to conduct missions from sea, air and land.
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Tactical Exercises from Across the Pond

A Repository of Australian TDEs from The Junior Tactician

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One of the coolest aspects of engaging in the online professional development space is learning from fellow practitioners I would not otherwise have met. Among these are leaders from our outstanding allies on the other side of the globe. There are too many leaders and forums to mention, but here are a few: Maj. Gen. Mick Ryan, Mick Cook, Tom McDermott, the UK’s Army Leader, and–most recently–the Junior Tactician. Our mutual dedication to the profession of arms unites us—as does our love of a good tactical decision game.