troop leading procedures fm

Severely restricted. If successfully executed, the COA will accomplish the mission consistent with the higher commander's concept and intent. Military aspects of terrain. This terrain hinders movement to some degree. He immediately begins to analyze it using the factors of METT-T: What is the MISSION? Analyzing the factors of METT-TC is a continuous process. After the company commander or platoon has determined his unit's mission and assessed the time available for planning, preparing for, and executing the mission, he should immediately issue a warning order to his subordinates. Warning orders, though not as detailed as an operations order, should follow the same five-paragraph format, providing as much information as possible with an initial timeline. He should take into account ambient light effects for his timeline. The order does not contain unnecessary information. Detailed command emphasizes vertical, linear information flow where information flows up the chain of command and orders flow down. (b)   Risk Assessment. Troop Leading Procedures Defined Troop Leading Procedures Defined Troop Leading Procedures (TLP) is a dynamic process used by small unit leaders (CO & below) to analyze a mission, develop a plan, and prepare for an operation. The company commander and platoon leader must be knowledgeable of their information-gathering resources and must plan operations to maximize the communications that make access to this information possible. They may have difficulty maintaining optimum speed, moving in some types of combat formations, or transitioning from one formation to another. The commander ensures the effective use of all available planning time. These are tasks specifically assigned to a unit by a higher headquarters. He identifies the enemy's strength by unit. This terrain severely hinders or slows movement in combat formations unless some effort is made to enhance mobility. His analysis must determine the types of vehicles, soldiers, and equipment the enemy could use against his unit. However, if time permits, he should verify higher headquarters' intelligence with visual reconnaissance. The TLP reflect this reality while incorporating the spirit, language, and general process of the MDMP to assist in the preparation of an operations order (OPORD). An appreciation for the time, space, and triggers needed to integrate fire support, smoke, engineers, air defense artillery, and nuclear, biological, and chemical (NBC) with maneuver platoons (antiarmor, infantry, or tank) to support unit tasks and purposes identified in the scheme of maneuver. procedures. It provides subordinates with a smooth flow of information from beginning to end. EXAMPLE: Can wheeled vehicles cross the creek at NU12345678? Whatever the chosen method, he must include graphical depictions of terrain mobility classification, key terrain, inter-visibility (IV) lines, known obstacles, and avenues of approach and mobility corridors. How Does My Dad Transfer $15,000 of His GI Bill Benefits to Me? The command and control (C2) system within an antiarmor unit is the arrangement of personnel, information management, procedures, and equipment and facilities essential to plan, prepare for, execute, and assess operations. Eight Steps of Troop Leading..... 3-7 3-5. In an airborne and air assault battalion or an SBCT, he serves as an advisor to the higher commander concerning employment of all antiarmor assets. When soldiers expect the leader to make the decision or initiate the action, they are reluctant to take action. e.   Antiarmor Platoon Sergeant. c.   Delegation. The company commander (or platoon leader) will not receive his mission until the higher headquarters produces its third warning order or the OPORD. How Do I Switch from the Montgomery GI Bill to the Post 9/11 GI Bill? Whenever possible, he conducts a reconnaissance of the ground from both enemy and friendly perspectives. If practical, he assembles his subordinate leaders to receive the warning order face-to-face from the actual terrain. buildings or power and telephone lines). The COA also must address the doctrinal aspects of the mission. In analyzing the enemy, the company commander (or platoon leader) must understand the intelligence preparation of the battlefield (IPB). a. He must know the capabilities of his men and weapons systems and how to tactically employ them. He also may make sound assumptions about the enemy, human nature, and local culture. Issue plan. He also determines the CS and CSS aspects of the COA. The platoon leader must also be proficient in calling for and adjusting indirect fires. Parallel planning correlated with risk management steps ..... 3-3 Figure 3-3. The purpose of COA development is to determine one or more ways to accomplish the mission that are consistent with the immediate higher commander's intent. This method is most effective for a defensive COA, especially when there are several avenues of approach to consider. Although he does not prepare IPB products for his subordinates, he must be able to use the products of the higher headquarters' IPB effectively. The need for control measures (such as checkpoints, contact points, and TRPs) that facilitate control, flexibility, and synchronization. Lost opportunity (such as moving across restricted terrain and then being unable to mass effects of combat power because of inability to traverse the terrain rapidly). The PSG is responsible for individual training, advising the platoon leader on tactical employment of the platoon's weapons systems, and helping to control the platoon during combat operations. Figure 2-5 lists several offensive and defensive considerations that an antiarmor company commander (or platoon leader) can include in his evaluation of avenues of approach. The executive officer (XO) is the second in command of the company. Checking on maintenance activities of subordinate units. The XO frees the company commander of all distractions to allow the company commander to control the company's most critical actions. Financial aid may be available to those who qualify. The refined product is a company/platoon SITEMP—a visual/graphic depiction of how the company commander (or platoon leader) believes the enemy will fight under specific battlefield conditions. Will temperatures and humidity favor the use of non-persistent chemicals? This is determined by a number of factors. He advises the company commander on tactical employment, and he is the expert on individual and NCO skills. Supervise. Using this technique, he analyzes Mission first, Terrain & Weather, Enemy, Troops & Support, Time, and finally Civil Considerations. Key tasks are those that must be performed by the unit or conditions that must be met to achieve the stated purpose of the operation. Enemy action in an area where the leader has accepted risk (such as an enemy attack where the friendly commander has chosen to conduct economy of force operations). (c)   Using Visual Aids. (3)   The second warning order from the higher headquarters consists of the essential information derived from their mission analysis and the higher commander's guidance. Historically, military commanders have employed variations of the two basic command and control concepts: detailed command and mission command. CCIR should be kept to what is absolutely essential. military decision making process (MDMP), troop leading procedures (TLP), and formats for Army plans and orders. This is an offer for educational opportunities that may lead to employment and not an offer for nor a guarantee of employment. b.   COA Analysis. In the light infantry battalion, he serves as an advisor to the battalion commander concerning employment of his platoon's weapons systems and all other antiarmor assets. FM 7-0 uses joint terms where applicable. The company commander (or platoon leader) identifies all constraints the OPORD places on the unit's ability to execute its mission. Combat orders require well-trained subordinates who understand their commanders' intent and concepts (two levels higher). The leader determines exactly what he wants his unit to accomplish and clearly communicates these requirements to them. The first sergeant (1SG) is the senior noncommissioned officer (NCO) in the company and is normally the most experienced soldier in the company. Figure 2-3. The company commander (or platoon leader) should use the results of the COA development process to identify information and security requirements for the unit's reconnaissance operations. If no, the antiarmor company will move the vehicles along another route. What are the steps of the Troop Leading Procedures… start necessary movement. It is imperative that both officers and NCOs check everything that is important for successful mission accomplishment. Do Not Sell My Personal Information (CA and NV residents). APPLICATION OF TROOP-LEADING PROCEDURES. If available, he determines from what echelon force the enemy comes. The C2 system must be reliable, responsive, and durable.

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