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Enhancing Mission Command Proficiency

This document analyzes a training exercise where a battalion's micromanagement hindered mission command. Soldiers advanced beyond the battalion commander's intent during an attack. The battalion's strict command and control prevented flexibility. As a result, the enemy was able to regroup and counterattack. The lack of mission command showed that leaders failed to utilize leadership, communication, and shared understanding critical to the NCO C3 framework.

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27 views2 pages

Enhancing Mission Command Proficiency

This document analyzes a training exercise where a battalion's micromanagement hindered mission command. Soldiers advanced beyond the battalion commander's intent during an attack. The battalion's strict command and control prevented flexibility. As a result, the enemy was able to regroup and counterattack. The lack of mission command showed that leaders failed to utilize leadership, communication, and shared understanding critical to the NCO C3 framework.

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© © All Rights Reserved
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(UNCLASSIFIED)

EXECUTIVE SUMMARY

MLC 006-21
01 May 21

(U) WITHIN THE NCO C3 OF LEADERSHIP, WHAT IS THE UNIT’S PROFICIENCY IN


MISSION COMMAND? (U) (MLC 06-21)
NCO Common Core Competency (NCO C3) of leadership is a combination of critical
skills and competencies provided to leaders at all levels that enhance leader’s
effectiveness to operate effectively during mission command. Several key components
of the NCO C3 include leadership and communication. “The Army relies on NCOs
capable of conducting daily operations, executing complex tactical operations, and
making intent-driven decisions” (Headquarters Department of the Army [DA], (2020), p.
2-2). According to the Department of the Army (2019), mission command is the control

m
er as
that empowers subordinate decision-making (p. 1-14). Headquarters Department of the
Army defines leadership as “the activity of influencing people by providing purpose,

co
eH w
direction, and motivation, to accomplish the mission and improve the organization” (p. 3-
2). Furthermore, you cannot generate shared understanding or situational awareness

o.
without communication. It is through command and control that the countless activities a
rs e
military force must perform gain purpose and direction (Headquarters Department of the
ou urc
Army [DA], (2019), p. 1-13). Mission and command Soldiers of the 2nd Brigade Combat
Team, 101st Airborne Division set out to execute a deliberate attack on enemy forces
during a training event (Meyer, 2014). As they completed the objective, it was apparent
o

they advanced beyond the battalion commander’s intent. The command and control
aC s

philosophy implemented by the battalion prevented the commanders from advancing.


vi y re

Unable to advance any further, the commanders and their team were required to return
to base for further guidance. In the meantime, enemy forces were able to regroup and
conduct a counteroffensive. Micromanagement stems down from the lack of mission
control that hindered the company commanders from executing complex tactical
ed d

operations. The commanders did not have a shared understanding nor were the
ar stu

commanders able to allow battalion commanders to make intent-driven decisions. As a


result of the battalion commanders micromanagement, it is clear the commander failed
to use the critical components of the NCO C3 to enhance proficiency in mission
is

command.
Th

Raul Medina/MLC 006-21


sh

[Link]@[Link]

APPROVED BY: MSG Johnny Lopez

(UNCLASSIFIED)

This study source was downloaded by 100000834665523 from [Link] on 10-20-2021 [Link] GMT -05:00

[Link]
(UNCLASSIFIED)

References

Headquarters, Department of the Army. (2019). Army Leadership and the Profession
(ADP 6-22). [Link]
Headquarters, Department of the Army. (2020). The Noncommissioned Officer Guide
(TC 7-22.7). [Link]
Meyer, Thomas E. (2014, January-March). The Leadership Imperative: A case Study in
Mission Command. Infantry. [Link]
1234765-dt-content-rid-27384147_1/institution/NCOLCoE/MLC/Academies/Fort
%20Hood/EXSUMs/M447%20Leadership%[Link]
NCOLCoE Bulletin No. 1-19, Noncommissioned Officer Common Core Competencies
(NCO C3). [Link]
[Link].

m
er as
co
eH w
o.
rs e
ou urc
o
aC s
vi y re
ed d
ar stu
is
Th
sh

(UNCLASSIFIED)

This study source was downloaded by 100000834665523 from [Link] on 10-20-2021 [Link] GMT -05:00

[Link]
Powered by TCPDF ([Link])

Common questions

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The battalion command's philosophy, which restricted commanders from acting beyond certain parameters, directly impacted the 2nd Brigade Combat Team's performance. By preventing them from advancing and requiring them to await further guidance, the command hindered their ability to quickly respond to evolving battlefield conditions, allowing enemy forces to regroup and mount a counteroffensive .

Failing to generate shared understanding and situational awareness can lead to disjointed efforts, misaligned objectives, and inefficient use of resources in military operations. Without a common understanding, units may not fully grasp their roles or the commander's intent, leading to uncoordinated actions and possible operational failures. Such deficiencies can result in strategic disadvantages, loss of initiative, and increased vulnerability to enemy actions .

When battalion commanders are not allowed to make intent-driven decisions, it can result in delayed response times, missed opportunities, and reduced operational effectiveness. In the case of the 2nd Brigade Combat Team, commanders were unable to advance beyond their orders, allowing enemy forces to regroup and counterattack. This highlights how a lack of flexibility and adaptability can result from not empowering leaders at all levels to act according to the mission intent .

Intent-driven leadership is critical because it allows leaders to make decisions that are in line with the overall mission objectives while adapting to real-time changes in the operational environment. This flexibility and autonomy enable faster decision-making and more responsive tactics, which are pivotal for maintaining momentum and gaining strategic victories .

The relationship between purpose, direction, and motivation is interdependent and crucial for mission command. Purpose gives meaning to tasks, ensuring that all actions are aligned with strategic goals. Direction provides a clear path to follow, while motivation inspires individuals to commit to the mission even in challenging circumstances. Together, these elements create a cohesive force that can adapt to dynamic operational environments, integral to successful mission command .

The NCO C3 framework underscores the importance of leadership and communication in enhancing mission command effectiveness. Leadership provides purpose, direction, and motivation, which are crucial for maintaining focus on mission goals. Effective communication facilitates shared understanding, aligning efforts across units. Both elements are vital in creating an environment where subordinates feel empowered to make decisions, thereby enhancing mission success .

Mission command empowers subordinate decision-making by allowing subordinate leaders to make intent-driven decisions within the context of their mission. This approach relies on the principle that if subordinates understand the higher commander's intent, they can make appropriate decisions that align with this intent without needing constant guidance, thereby increasing operational effectiveness and agility .

Micromanagement can hinder mission command by limiting the ability of subordinate leaders to execute complex operations and make timely decisions. This occurs because micromanagement restricts the autonomy necessary to adapt to changing situations on the ground. It leads to bottlenecks in decision-making processes and stifles initiative, ultimately reducing the overall effectiveness and responsiveness of military operations .

Communication is essential for generating shared understanding and situational awareness as it enables commanders and subordinates to align their actions with the overall mission goals. Through effective communication, military personnel can ensure that everyone involved understands the mission, objectives, and their roles within the larger operation, leading to unified and coordinated efforts .

The NCO C3 of leadership includes critical skills and competencies such as leadership and communication, which enhance proficiency in mission command. Leadership involves influencing people by providing purpose, direction, and motivation, while communication is essential for achieving shared understanding and situational awareness. These components ensure that military operations are conducted efficiently and effectively, aligning with mission goals .

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