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3-12. Plans are the basis for any mission. The company team commander develops his concept of the operation summarizing how best to accomplish his mission within the scope of the task force and brigade commanders’

intents. The team commander uses troop-leading procedure (TLP) to turn the concept into a fully developed plan and to prepare a concise, accurate OPORD. He assigns additional tasks (and outlines their purpose) for subordinate elements, allocates available resources, and establishes priorities to make the concept work.

3-13. The following discussion, covering important aspects of orders development, serves as an introduction to the discussion of TLP and delegation skills later in this chapter. The first portion focuses on the mission statement and the commander’s intent that provide the doctrinal foundation for the OPORD. Also included are basic discussions of the three types of orders (warning orders (WARNO), OPORDs, and FRAGOs) used by the team commander. It is important for the company team commander to have a thorough understanding of these elements because they are the building blocks for everything else that he does during the troop-leading process. (See Appendix A for more detailed information on orders formats.)

MISSION STATEMENT

3-14. The commander uses the mission statement to summarize the upcoming operation. This brief paragraph (sometimes a single sentence) describes the form of operation, the unit’s task and purpose, the actions to be taken, and the reasons for these actions. It is written in a format based on the five “Ws”: who (unit), what (tasks/operations), when (date-time group), where (grid location/geographical reference for the area of operations and/or objective), and why (purpose). The commander must ensure that the mission is thoroughly understood by all leaders and soldiers two echelons below (section or squad). The following paragraphs cover considerations that apply in development of the mission statement.

Operations

3-15. Operations are groupings of related activities in four broad categories: offense, defense, stability, and support. Each category is subdivided into types of operations, with different types further divided into forms of operations. (NOTE: For example, as shown in Table 3-1, the attack is a type of offensive operation. Forms of the attack include the spoiling attack, counterattack, raid, feint, demonstration, and search and attack.

Retrograde operations are a type of defensive operation; forms are the delay, withdrawal, and retirement.) Operations are the building blocks of higher unit missions.

Table 3-1. Operations

CATEGORY OFFENSE DEFENSE STABILITY SUPPORT

Types of

3-16. The company team may also take part in a variety of other operations; these may be conducted as part of any operation in the four general categories outlined above. The following are examples of these additional operations:

3-17. Tactical tasks are specific activities performed by the unit while it is conducting a form of tactical operation or a choice of maneuver. (NOTE:

The title of each task can also be used as an action verb in the unit’s mission statement to describe actions during the operation.) Normally, the commander will assign each subordinate element only one mission essential task. This task will appear in that elements mission statement and be closely tied to its purpose. Tactical tasks should be definable, attainable, and measurable. Tactical tasks that require specific TTP for the company team are covered in detail throughout this manual

(See Appendix J for tactical task definitions). The following list gives examples of tactical tasks the team and its subordinate elements may be called upon to conduct:

Assault Defeat Isolate Support by fire

Attack by fire Destroy Link up Suppress

Block Disengage Occupy

Breach Disrupt Protect

Bypass Fix Reduce

Canalize Follow and assume Retain

Clear Follow and support Rupture

Contain Hold Secure

Counter-reconnaissance

Interdict Seize

NOTE: For clarity, the commander normally lists tasks and operations together in the OPORD mission statement.

Purpose

3-18. A simple, clearly stated purpose improves understanding of the commander’s intent. It will also assist subordinate leaders in adjusting their tasks during execution of the mission, allowing them to stay within the parameters of the higher commander’s intent. The purpose should tell the subordinates why the company team is conducting the mission and how the team will operate with or provide support for other units. The following list provides examples of purposes that the company team may be called upon to achieve:

Prevent Create Protect Deceive

Enable Influence Cause Draw

Deny Allow Divert Support

Placement

3-19. The commander has several options as to where in the OPORD he outlines his subordinates’ mission-essential tasks and purpose. His overriding consideration is that placement of the mission statement should assist subordinate leaders in understanding exactly each of the five “W”

elements.

Example Mission Statement

3-20. The following is an example of a mission statement the company team commander might include in his order:

Team D (who) attacks at 040600Z FEB 02 (when) to breach (what) the obstacle belt at NX330159 (where), enabling Team B (task force main effort) to penetrate the enemy’s positions vicinity OBJ BOB (why).

COMMANDER'S INTENT

3-21. The commander’s intent is a clear, concise statement of what the company team must do to succeed in relation to the enemy, the terrain, and the desired end state. It provides the link between the mission statement

unanticipated opportunities arise or when the original concept of the operation no longer applies. The commander can also use the intent statement to explain a broader purpose for the operation beyond that outlined in the mission statement. The intent, which is mandatory in all orders, may be expressed in several “bullets” or in complete sentences; these presentation methods are covered later in this discussion. As with the mission, the commander must ensure that the intent statement is thoroughly understood by all leaders and soldiers two echelons below (section or squad). The following paragraphs focus on considerations that apply in development and presentation of the intent statement.

How to Use the Intent Statement

3-22. The purpose of the intent at the company team level is to provide vehicle commanders and squad leaders with a summary of the most important details of what the company team is supposed to achieve during the operation. The intent statement must be developed and presented so they can remember this critical information, recognize specific situations while in contact on the battlefield, and act in accordance with the commander’s intent to achieve the desired end state.

3-23. The focus of the intent is on the company team’s key tasks during the operation. Key tasks are those that the team must perform to achieve the stated purpose of the operation, as outlined in paragraph 2 of the OPORD; they may also specify conditions that must be met for mission accomplishment. Key tasks are not tied to a specific COA; rather, they identify actions or conditions that are fundamental to the unit’s success. In the ever-changing operational environment, such as when significant opportunities present themselves or when the original concept or COA does not apply, subordinate elements use these tasks to ensure their efforts continue to support the commander’s intent. Examples of critical areas that key tasks may cover include the tempo of the operation, the desired effect of fires on the enemy, and terrain that must be controlled.

3-24. At the same time, the intent statement does not specify the technique or method by which the unit will achieve the commander’s projected end state; the method is covered in the concept of the operation.

Nor does the intent cover “acceptable risk”; risk factors are part of the commander’s guidance and are addressed in the evaluation of all COAs for the operation. In addition, the purpose addressed in the intent is not merely a restatement of the why (purpose) from the mission statement, which focuses on the company team’s immediate operation. Instead, the commander uses the intent to examine the broader operational context of the company team and higher missions.

“BULLET” METHOD OF PRESENTATION

3-25. One technique in presentation of the commander’s intent is to condense it to three to five “bullet” comments (instead of reciting a lengthy paragraph). This can make it easier for the team’s subordinate leaders to recall each point and recognize related situations. As an example, the following could summarize the commander’s intent for a mechanized infantry team with the task of seizing a choke point for the purpose of allowing the remainder of the task force to pass.

3-26. My intent is to accomplish these actions during the operation:

•

Control the choke point until the entire task force has passed.

•

Prevent effective enemy anti-armor fires against the task force as it passes through the choke point.

•

Be prepared to defend the choke point against a counterattack from the southeast.

Paragraph Method of Presentation

3-27. The company team commander can also summarize his intent in paragraph form. He should keep the intent statement as concise as possible;

at the same time, however, he must ensure that the paragraph covers all pertinent details of the operation. The following example shows how he might explain the team’s mission to provide support by fire as the support force in a task force deliberate attack:

We must suppress all enemy forces that can place effective direct fires against Team Bravo as it assaults. We will maintain this suppression until Team Bravo begins its maneuver. Additionally, we must be prepared to assume Team Bravo’s assault to seize the choke point.

NOTE: The examples provided here should not be interpreted as the only “correct” methods of presenting the intent statement. The company team commander must determine the most effective way to summarize his intent based on such factors as the complexity of the mission, the applicable METT-TC factors, and the conditions under which the order is being issued.

COMBAT ORDERS

3-28. Combat orders are the means by which the company team commander receives and transmits information, from the earliest notification that an operation will occur through the final phases of execution. These basic tools are absolutely critical to mission success. In a tactical situation, the team commander and subordinate leaders work with combat orders on a daily basis; obviously, they must have precise knowledge of the correct format for each type. At the same time, they must ensure that every soldier in the company team understands how to receive and respond to the various types of orders. Because of these requirements, the commander must take every opportunity to train the team in the use of combat orders. The skills associated with orders development and dissemination are highly perishable; they can be lost without constant, realistic practice. (See Appendix A for examples of company team orders formats.)

Warning Order

3-29. During the planning phase of an operation, commanders use WARNOs as a shorthand method of alerting their subordinate leaders.

WARNOs also initiate the commander’s most valuable time management tool, the parallel planning process. The company team commander usually sends a series of WARNOs to his subordinate leaders to help them prepare

3-30. The content of WARNOs is based on two major variables—

information about the upcoming operation that is available to the company team from the task force and what the team commander ultimately wants to achieve by issuing the WARNO (what he wants his subordinates to do with the information). The commander normally issues his WARNOs either as he receives additional orders from the task force or as he completes his own analysis of the situation.

3-31. In addition to alerting the unit to the upcoming operation, WARNOs allow the commander to put out tactical information incrementally and, ultimately, to shorten the length of the actual OPORD. In the example in Table 3-2, the commander uses three WARNOs to issue information that otherwise would make up paragraphs 1 and 2 and most of paragraph 3 in the OPORD. As a result, when he issues the OPORD, he can simply review previously issued information or brief the changes or earlier omissions. He will then have more time to concentrate on visualizing his concept of the fight for his subordinates.

3-32. Table 3-2 summarizes an example of how the company team commander might use a series of WARNOs both to alert the team to an upcoming operation and to provide tactical information and initial planning guidance. The left-hand column lists actions the commander takes before issuing each of the three WARNOs in the example. The center column describes specific elements included in each WARNO, with the right-hand column outlining the commander’s purpose for each order.

NOTE: The numbering system used in Table 3-2 (WARNOs #1, #2, and #3) recurs in the discussion of TLP to explain how WARNOs are used at various phases of the troop-leading process.

Operation Order

3-33. When time and information are available, the company commander will normally issue a complete OPORD as part of his TLP. As noted, he does not need to repeat information covered previously in his WARNOs. The commander may also issue an execution matrix, either to supplement the OPORD or as a tool to aid in the execution of the mission; however, the matrix order does not replace a five-paragraph OPORD.

3-34. Techniques for presentation of the OPORD and visualization of the operation are covered in detail in the discussion of step 7 of TLP (issue the order) later in this chapter. See Appendix A for more detailed information on the five-paragraph OPORD format and for an example matrix order.

Table 3-2. Example of a Commander’s Use of Multiple Warning Orders

• Task organization.

• Tentative timeline.

• Battle drill or SOP rehearsals to be conducted.

• Prepare platoons for movement to the tactical assembly area.

• Obtain map sheets.

• Specify company team task organization (if already

• Friendly situation.

• Enemy situation.

• Terrain analysis.

• Company team mission.

• Initiate platoon-level mission analysis.

• Initiate generic rehearsals (drill-and task-related).

• Commander’s intent.

• Concept of the operation.

• COA analysis/selection.

• Concept of fires.

• Subordinate unit tasks and purposes.

• R&S guidance.

• Updated SITEMP/

draft graphics.

• Initiate platoon-level COA development.

• Identify platoon-level

reconnaissance requirements.

• Direct leader’s reconnaissance.

• Prepare for combat.

Fragmentary Order

3-35. The FRAGO is a brief oral or written order that can serve any of the following purposes:

•

Implement timely changes to existing orders.

•

Provide pertinent extracts from more detailed orders.

•

Provide instructions until a detailed order is developed.

•

Provide specific instructions to subordinates who do not require a complete order.

3-36. A written FRAGO follows the five-paragraph OPORD structure;

however, it includes only the information required for subordinates to accomplish their mission. To enhance understanding of voice FRAGOs,

3-37. During the execution of an operation, FRAGOs are the medium of battle command. The company team commander uses them to communicate changes in the enemy or friendly situation and to retask his subordinate elements based on changes in the situation. The company team FRAGO normally includes the following information:

•

Updated enemy or friendly situation.

•

Changes to company team or platoon tasks and/or purposes.

•

Changes to the scheme of maneuver.

•

Specific instructions as necessary.

3-38. Table 3-3 illustrates the various transmissions that might be sent as part of an oral company team FRAGO.

Table 3-3. Example Company Team FRAGO

TYPE/PURPOSE

OF ORDER RADIO TRANSMISSION

Alert “GUIDONS, THIS IS BLACK 6; FRAGO FOLLOWS.”

Situation “THREE T-80s, TEN BMPs, AND SUPPORTING VEHICLES VICINITY CP 17, MOVING EAST TOWARD CP 11.”

Mission “WE WILL DESTROY THE ENEMY VICINITY CP 11 TO MAINTAIN THE FREEDOM OF MANEUVER OF THE TASK FORCE WHICH IS MOVING TO OUR SOUTH.”

Intent • “I WANT TO ESTABLISH AN ENGAGEMENT AREA

VICINITY CP 11, INITIALLY BLOCKING THE ENEMY WITH TWO PLATOONS.”

• “I THEN WANT TO DESTROY THE ENEMY BY ATTACKING HIM BY FIRE FROM THE NORTH.”

• “I WANT MORTAR FIRES TO SCREEN THE TASK FORCE’S MOVEMENT SOUTH OF CP 11.”

Tasks to Subordinate Units • “RED AND WHITE, MOVE TO CP 9 TO BLOCK THE ENEMY, ALLOWING BLUE TO DESTROY HIM.”

• “ESTABLISH THE BLOCKING POSITION WITH RED ON THE RIGHT; RED, EMPLOY YOUR INFANTRY TO SECURE THE RIGHT FLANK OF THE POSITION.”

• “BLUE AND BLACK 5, MOVE TO CP 10 VIA CP 8 AND ATTACK THE ENEMY BY FIRE TO MAINTAIN THE FREEDOM OF MANEUVER OF THE TASK FORCE.”

• “REDLEG, MOVE TO A POSITION VICINITY CP 8 FROM WHICH TO CALL FOR SCREENING FIRES TO PREVENT THE ENEMY FROM OBSERVING THE TASK FORCE.”

Coordinating Instructions _• “I WANT THE BLOCKING FORCE TO INITIATE FIRES WHEN FIVE OR SIX VEHICLES HAVE CROSSED PL ABRAMS.”

• “BLUE, BEGIN THE ATTACK BY FIRE WHEN THE ENEMY IS AT CP 11 OR IF THE ENEMY BEGINS MOVEMENT SOUTH TOWARD CP 10.”

CSS “COMPANY TRAINS MOVE TO CP 4.”

Command and Signal “I WILL BE WITH RED.”

Acknowledgment “ACKNOWLEDGE. OVER.”

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