Writing with Precision is a practical manual that teaches clarity. The book offers many specific ‘ways’ to be clear; so many in fact, one must practice them to understand. Fortunately for us, Writing with Precision includes a handful of practical exercises.

The author Jefferson Bates is a former NASA writer of some renown and published the first edition in 1978. In the book, he lays out what he learned over four decades as a professional writer who focused on clarity in government documents. His cover letters, memos, instructions, regulations, and reports were the acme of precision, and he was a key player in de-mystifying government writing…and I thought it was bad now. Some may think this is too pedantic a topic but it gives those of us in government service something to ponder. Specifically, what has the culture of the military taught us about writing that isn’t helpful? Bates sees eliminating jargon, vogue words, and gobbledygook as a start.

Bates breaks Writing with Precision into several parts which cover a variety of topics. Part 1 focuses on writing with 10 principles and 7 axioms. Part 2 covers editing skills while Part 3 is a handbook organized in alphabetical order that further explains and complements his principles and axioms. Finally, Part 4 is a series of practical exercises with answers and comments. Throughout all four parts, Bates adds checklists and exercises to drive home his points.

Overall, a worthy read for those on a quest to write better. My two biggest takeaways were a new method for building an outline using index cards and the reasons you SHOULD use passive voice. This will go on my reference shelf. It is a great tool to come back to as you edit your own (or someone else’s) work.

Lieutenant Colonel Christopher L’Heureux is an Armor Officer who tries to write, likes to think, and routinely sips whisk(e)y.

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Welcome to the Battalion! As an incoming field grade officer, we know you are busy so we will get straight to the point. The following article will be an introduction to the Battalion intelligence section. We want to enable your efforts by helping you understand the section. The intelligence warfighting function is critical for organizational success both in garrison and deployed. We hope you leverage this initiative to gain an understanding of the intelligence section’s capabilities and limitations as you shape your vision for the staff. The S2 is more than a glorified weatherperson. Leverage the ideas below to minimize friction while maximizing unit readiness.   

Garrison Life 

First, let’s talk about what the S2 does administratively, which is of particular concern for organizational leaders.  Administrative functions for the intelligence section fall into 3 primary categories: Personnel Security (PERSEC), Physical Security (PHYSEC), and Intelligence Oversight (IO).  

PERSEC is the program that adjudicates access to classified information and sensitive assignments. While every installation has nuances (typically taught during a mandatory installation course), AR 380-7 outlines PERSEC and the responsibilities of S2s.  One responsibility is managing derogatory reports (DEROGS) and clearances for everyone in the battalion. Security clearances are critical for a unit to function. They also take time to acquire and careful oversight is necessary to prevent them from lapsing. A good S2 will keep you aware of unit members’ clearance and DEROG status. They will also ensure those not eligible (because of a DEROG or otherwise) cannot access classified information. This protects you during investigations and it protects the force from spillage. PERSEC isn’t a problem until it becomes THE problem. Invest time upfront building PERSEC into the unit battle rhythm and maintain periodic oversight.  Finally, the S2 does not manage SIPR setup. Outside of verifying clearances for an account, SIPR is completely in the S6 lane! 

PHYSEC is more nuanced than PERSEC, and more likely to have installation and unit-specific requirements. Your S2 must facilitate staff-assisted visits to ensure your Battalion meets requirements when the Provost Marshall and Installation Safety offices conduct periodic inspections. While this is tracked at higher echelons, the hindrance to unit training is the real issue. If a Company’s arms room is de-certified, that Company cannot store its own weapons, and the complications are obvious. While the S2 is the liaison and unit expert on PHYSEC, they are not the arms room officer.  The company representatives must drive the implementation and deficiency remediation.   

Intelligence Oversight is normally a low threat because few soldiers are directly affected. The exception is the Brigade Engineer Battalion (BEB) because of the organic MI Company. However, if your S2 does not ensure the Battalion program meets established requirements, the consequences can be severe. Intelligence Oversight ensures intelligence personnel do not collect on US persons (meaning your Soldiers!) and violate Executive Order 12333. IO requirements include annual training, but get more complicated during combat operations. As a field grade officer, you must be aware of any IO violations and appoint an investigating officer without a conflict of interest. This will likely preclude any of your intelligence officers and thus requires a wider understanding of intelligence oversight within your unit.   

Training the Force 

Your intelligence section can also enable realistic training. By providing products to support Battalion training objectives. This requires an effective relationship between the S3 and the S2. The S2 must integrate with the S3 to assist with scenario development, and generate a realistic enemy situation template, area of operations analysis, and any other intelligence injects. Incorporating the S2 in Company-level training establishes additional relationships and develops trust across the battalion. It also provides critical training for the intelligence section. The S2 can also develop and maintain a database of country studies and provide recurring real-world intelligence briefings to the staff and companies. In short, leverage the S2 shop for order production and product development for all major training events.  

What about enablers? Every leader wants to use enablers; however, the majority of the Brigade’s intelligence assets are organic to the MICO, a separate company (with its own training objectives) within the BEB. The Military Intelligence Training Strategy (MITS) creates a rigid training progression for the MICO, but there are still integration opportunities. An engaged S2 can use the Brigade’s Intelligence Warfighting Function synch to integrate with the MICO’s training strategy, and informally coordinate the use of assets. This includes the Brigade’s only organic ISR, the Shadow platoon. These operators want to fly and prefer to fly in support of training. However, there is one platoon to support the entire Brigade. Early integration at the Battalion level is essential! Your S2 should coordinate with the MICO several weeks (or months) in advance for Shadow, LLVI, GEOINT, or HUMINT support. They can also help the S3 shop craft the order tasking the assets. They do not need to have the Intel Collection Synchronization Matrix done 12 weeks out, but that is a good time to lay on the support.  

The question, of course, with enablers, is how to employ them if you get them. According to FM 6-0, “the G-2 (S-2), together with the G-3 (S-3), helps the commander coordinate, integrate, and supervise the execution of information collection plans and operations.” Incorrectly employing enablers, or asking them to do things they cannot, can hinder the relationship and risk future opportunities. The S2 should be intimately involved in creating the collection plan so they can advise how best to answer PIRs. Remember, though, the S2 is usually not the expert on the specific ‘INT,’ but they will know where to get expert advice on assets and enablers.  

An S2 that demonstrates tactical ability and generates trust can lighten the burden for an S3. One effective technique is developing an excellent relationship with the Scout Platoon and involving the PL in the collection plan.  This will pay dividends during execution. In the TAC, an S2 can receive reports from the Scouts while also receiving Intel pushes from their shop based on the information flow from Brigade. This keeps them linked to the S3, giving real-time updates from front-line intelligence and Brigade collection assets. Depending on the S3s level of trust in the S2, they may even elect to give direct control. This depends on their relationship, but an S2 who has cultivated the trust of their Battalion Field Grade Officers can alleviate a lot of burden for those leaders.  

Deployment 

Many of the S2’s deployed capabilities are similar to those used in training.  However, there are a few unique considerations in this environment.  One force multiplier the S2 can leverage is JWICS access.  While most of the formation does not usually need access, the intelligence available can provide key leaders and staff the clarity they need to make decisions.  The S2 can also liaise with outside agencies, and access other systems and capabilities that require Top Secret clearances.  In short, the S2’s role in the staff is very similar in training and deployed environments, but they can leverage many additional relationships and assets to increase the unit’s effectiveness. 

S2/Field Grade Relationship 

As a Major working with an S2, you should understand their background and capabilities.  MI officers have widely varying experiences and resulting strengths.  For example, most MI officers are branch detailed, spending their lieutenant years in an operations branch.  After spending time in the Field Artillery, Armor, or Infantry branch, they may be well-versed in targeting, reconnaissance, collection management, or the ‘language’ of maneuver commanders.  A non-detailed MI officer may have experience on staff, and expertise in IPB and MDMP, while one with MI brigade experience will understand assets and capabilities.  Understanding your S2’s background will help you leverage their capabilities, and learn where they can develop your expertise. 

Regardless of their background, the skill your S2 must have is the ability to lead their section through IPB and MDMP.  New S2s must also understand how critical their participation is to the process.  A junior captain may be wary of public disagreement with an S3, or approaching a BN CDR with recommended PIRs, but that is their role. They will also need to understand where the Battalion Commander needs or wants them to focus during IPB.  If the commander easily understands the terrain, for instance, the S2 should focus on developing detailed enemy COAs, versus a detailed Modified Combined Obstacle Overlay (MCOO). An experienced S2 can also help you understand the commander’s needs as you join the Battalion.   

While this article focuses on BCTs, new Majors in other units should understand that MI institutional training focuses almost exclusively on ground maneuver.  An S2 may need help understanding your unit.  One technique is to provide a list of unit-appropriate doctrine and use it to stimulate a discussion about the unit’s needs.  For example, is the AD Battalion Commander more concerned with enemy missile capabilities or the insurgent threat?  Is the AV Battalion familiar with threat capabilities, but needs HLZ terrain analysis?  Starting with doctrine, then asking this type of question, will help you ensure the staff is meeting the commander’s needs.  

Once you understand the S2’s background and capabilities, and the gaps between institutional training and your commander’s needs, you should be able to develop your guidance for the S2.  This can also lead to a mentoring relationship that will pay dividends in the future.  While the BDE S2 should have a role in developing your S2, you are the Major most effectively positioned to help your S2 support the unit’s success.  Do not take this role lightly. 

Conclusion 

The S2 has a wide variety of responsibilities in garrison, in training, and deployed.  While Physical and Personnel Security are not exciting, they are essential to the unit’s success.  The S2’s ability to leverage external assets in training, and to work with outside agencies while deployed, can make the difference between understanding the Operational Environment and making decisions without enough information.  You, as a Field Grade Leader and mentor to this young officer, can play a pivotal role in the section’s, and by extension the unit’s, success.  We hope that the information in this article gleaned from over thirty combined years of experience, will help you to succeed in your new role. 

CPT Michael Zequeira is currently the MICO Commander for 2BCT, 10th Mountain Division (LI), and completed BN S2 time at 2-14 IN in 2nd Brigade. He was previously a tank platoon leader and tank company executive officer and has deployed three times in support of various operations, most recently to Afghanistan in 2018-2019.  

CPT Justin Beverly recently completed his command of the 3rd SFAB MICO, and is currently a Brigade Assistant S2.  He has help leadership and staff positions from the platoon to division level, including BN S2, and has multiple combat deployments to Afghanistan.  He has previously been published on From the Green Notebook. 

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Editor’s note: As the world watches the best of professional golf in The Master’s this weekend, it is not ironic that we have the opportunity to run this piece.  For the Army, the Master Gunner is the foremost professional on how to make our organizations lethal.  Their expertise, knowledge, and drive are the same as the individual who will wear the “Green Jacket” on Sunday.  If you want to win when you arrive on the next battlefield, find the NCO wearing the “Master Gunner Identification Badge” on your staff, it is imperative to make them a centerpiece of your staff and all training to ensure we do.

Of all the NCOs in the Operations Cell (S3), none is more valuable than a Master Gunner (MG). On any particular morning, you’re most likely to encounter the “Mike Golf” whittling away at one of several projects that seem to require attention.  During the humdrum of the morning routine, the MG has to answer emails, re-route correspondence, and oversee both the land manager and the ammunition manager.  On a typical day, this takes the first hour to complete before they are free to travel, moving down to the Company’s to catch up on maintenance and crew training.  Moving rapidly from place to place, the MG can be difficult to pinpoint unless they are tethered to a computer somewhere, working diligently to generate a product that is as close to complete for the next big brief. 

The Master Gunner is never without responsibilities, whether it happens within the cubicle or down on the Company lines.  This is the result of a laundry list of duties that are required of the unit Master Gunner.  By definition, A master gunner is an institution-trained and certified Soldier on direct-fire weapons, weapon platforms, ammunition, maintenance of weapon systems, and unit training programs.  It is their mission and their charge- and with it comes a drive to preserve the integrity of the unit’s direct-fire training program, no matter the complexity.  

Maintenance: The MG is institutionally trained to support weapons maintenance, and they will be aware of issues that may affect the operation of systems. By spending time with the Forward Support Company (FSC) representatives, the MG is well-informed in matters regarding armament maintenance and deficiencies, which he can then report to XOs for attention. The MG also ensures that weapon record data for 105/120mm cannon tubes and mortars are accurate and up-to-date to prevent overuse or condemnation.  

Training: The pinnacle of the MG’s job is training. The MG establishes the development of an effective live-fire evaluation cohort by training vehicle crew evaluators and certifying live-fire evaluators in the use of Training and Evaluation Outlines (T&EO’s) to ensure that grading criteria are effective and fair. The MG ensures that battlefield conditions are replicated by overseeing the use of Training Aids, Devices, Simulators, and Simulations (TADSS) to supplement force-on-force exercises and adjudication of friendly and enemy weapons. The MG also trains Gunnery NCOs on the proper use of Simulator systems to support gate-to-live-fire (GTLF) proficiency among Squads and Crews.  

Safety: When developing complex training events under live-fire conditions, the MG creates exercises that have been validated as safe through the use of restrictive fire lines, limitations of maneuver elements, and establishment of surface danger zones (SDZs). As a Deliberate Risk Assessment Worksheet (DRAW) is being generated, the MG identifies the controls that will best mitigate risk during operations, giving Commanders the maximum latitude to accept residual risks.  During operations, the MG confers with the Ammunition NCO to verify that all lots of ammunition drawn are safe for use and are being utilized in conjunction with the approved firing system and platform.  

Resourcing: The unit Master Gunner is not directly responsible for requesting training land, but they are the best resource for determining the appropriate range or training area to conduct specific events.  As the land manager, they can ensure that the area meets the needs of the exercise provided they understand the Commander’s concept well enough to make a determination. The MG also coordinates with the installation’s Training Support Center (TSC) for the issuance of TADSS to make sure that units do not prevent the effective circulation of resources to facilitate realistic training, such as vehicle MILES or simulator systems.  

Reporting: Following any training event, the Master Gunner is poring over volumes of data to help the unit improve its capabilities.  The information includes the consumption rate of ammunition, the accuracy of individual platform weapon systems, the efficacy of Squad compositions, and proficiency of enablers (UAS, Higher HQ support, Artillery, and Mortar Fires). The information serves the Unit as a touchpoint for future training exercises and also supports the development of the curriculum that is taught at institutional training for MOS proficiency and ASI producing schools.  

Staff Synchronization: The Master Gunner operating in support of Field Training Exercises (FTX) has an additional opportunity to elevate training that is often overlooked, and that is the utilization of the Unit supply chain as an ammunition supplier.  During ranges, Units tend to lean on the FSC to draw deliver ammunition for training events. As Units evolve toward Collective training, the emphasis should be placed on the Platoon leadership to send ammunition consumption reports and coordinate for resupply, as they would in a combat environment. The Master Gunner can assist Company level planners in effectively managing this resource, providing learning opportunities during the preparation cycle for large-scale training events.  

Implementation: So what do you do with your Master Gunner when there are no ranges? What if all of the planning is done? The responsibility of the MG is to collaborate with the battalion intelligence staff officer, advise the commander of the tactical capabilities and limitations of all weapons, systems, and platforms against anticipated or expected threats. This includes validating Platoon fire plans, identifying gaps in defensive plans, and providing crew-proficiency scores to the Commander’s direct-fire plan (blue-banding).  

The Master Gunner is an irreplaceable resource to increase the quality of any training event.  They are advisors, analysts, architects, and ambassadors to ensure that the unit achieves the highest caliber of training. What the Commander should expect from their MG is the ability to deliver detail-oriented and complete products for implementation at all Echelons of training in accordance with the Integrated Weapons Training Strategy.  

SFC Zack Eckert is the Senior Instructor, Stryker Master Gunner Course, assigned to Maverick Troop, 3rd Squadron, 16th Cavalry Regiment, 316th Cavalry Brigade, Fort Benning, GA. His previous assignments include Brigade Master Gunner, 1st Brigade (Stryker), 1st Armored Division, Fort Bliss, TX; Squadron Master Gunner, 6th Squadron, 1st Cavalry Regiment, 1st Armored Division, Fort Bliss; Senior Instructor, 2-16 Cav, 316th Cav Brigade, Fort Benning; and Reconnaissance Instructor, 2-16 Cav, 316th Cav Brigade, Fort Benning. SFC Eckert’s military schools include the Stryker Master Gunner Course, Master Gunner Common Core, Cavalry Leader’s Course, Scout Leader Course, Maneuver Senior Leader’s Course, and Advanced Leader Course. He is working on an Associate’s Degree in Criminal Justice at Troy University.SFC Eckert’s awards include the Bronze Star Medal, the Meritorious Service Medal with second oak-leaf cluster, the Master Gunner Identification Badge, and the Combat Action Badge. 

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Commander of 1^st Brigade, 1^st Armored Division in 2015 at the National Training Center (NTC) going through Orders Development Process with Staff.  Photo provided by Captain Sean Williams

In June 2004, I signed in to the Headquarters (HQ) of the 1^st Brigade, 1^st Armored Division (Ready First) at Ray Barracks, Friedberg, Germany. I signed in to the unit rear detachment since the Brigade was completing an extended tour in Iraq after the Shia uprising in Sadr City and Najaf. I briefly served as the rear detachment S-1 and later the rear detachment Executive Officer. When the Brigade redeployed, I transitioned into my official first staff assignment – the Brigade S-3 (Operations) section. Within the S-3, I served as the Assistant S-3 for Plans responsible for planning and writing the Brigade’s Operations Orders (OPORDs).

The Planner

The duties of the Assistant S-3 for Plans, known as the Planner, are planning coordination with Division HQs, adjacent Brigade HQs, and subordinate Battalion HQs; developing staff estimates, lead planning teams, and develop and brief the Brigade OPORDs. As a recent graduate of the Army’s Armor Captain’s Career Course (ACCC) – renamed the Maneuver Captains Career Course (MCCC) – and the Combined Arms Service Staff School (CAS3), I felt prepared for my staff assignment. However, the most crucial aspect of my job was not my previous military education, which was important, but the mentorship and leadership I received from the S-3 and my fellow staff officers.

As the Planner, I had the opportunity to plan and write the OPORDS for the following events: a Brigade-level Command Post Exercise (CPX), two Brigade Level gunneries at Grafenwoehr, and maneuver exercises at the Joint Multinational Readiness Center (JMRC) in Hohenfels that included railhead operations, and a Maneuver Rights Exercise across the Germany countryside, Torgau 2005 (U.S.-Russian Training Event), Javelin fielding and modernization, and a Command Post of the Future (CPOF) certification training at Fort Hood, Texas. The two most memorable events were the training events at JMRC and the Maneuver Rights Exercise.

The JMRC rotations planning required extensive coordination with Division HQ, subordinate Battalion HQs, and across all staff elements. Elements of the plan included railhead operations from Friedberg to Hohenfels of the Brigades M1A1s (Abrams) tanks and M2A2 (Bradley) Infantry Fighting Vehicles (IFVs), M113s, and other tracked vehicles. In addition to the railhead operations, the plan required convoys of the unit’s wheeled vehicles and personnel. Next, the plan required a comprehensive concept for Reception, Staging, Onward Movement, and Integration (RSOI) to download and assemble all the vehicles and personnel needed to conduct the training exercise. The initial portion of the plan required dedicated planning and coordination with the unit S-1 (Personnel), S-4 (Logistics), and S-6 (Communications).

Once RSOI was complete, the next planning phase for simulated combat operations involved coordinating various staff elements. This coordination included the S-2 (Intelligence), the Fire Support Officer (FSO) and targeting team, the Engineering Liaison Officer, the U.S. Air Force Liaison Officer (ALO), Army Aviation planners, and occasionally a Special Forces Operational Detachment – Alpha (ODA). Today, the list would include Civil Affairs (CA), Military Information Support Operations (MISO) known as Psychological Operations (PSYOP), Cyber, and Space planners. As the Planner, I was personally responsible for coordinating and integrating the various staff inputs into the Brigade Plan to ensure operations were synchronized. The critical element of the planning effort was implementing standard operating procedures (SOPs) that enhanced the unit’s ability to exploit opportunities by rapidly developing Fragmentary Orders (FRAGOs) to conduct time-sensitive operations including a cordon and search or attack an enemy’s exposed flank with airmobile forces.

The JMRC rotation ended with a redeployment that involved planning for railhead operations, convoys, and RSOI operations back at Friedberg, Germany. The JMRC exercise prepared the unit for its upcoming deployment to Iraq. The second JMRC exercise specifically focused on counterinsurgency (COIN) operations that Bridge would conduct in Nineveh and Al Anbar Provinces from 2006-2007. As the Planner, the JMRC exercises allowed me to enhance my planning for Combined Arms Integration and Synchronization.

The second major planning event I worked on was the Brigade’s Maneuver Rights Exercise called Operation READY CRUCIBLE. The purpose of READY CRUCIBLE was to simulate a Return of Forces to Germany (REFORGER) exercise where the Brigade would maneuver across the German countryside. READY CRUCIBLE consisted of battalion-size operations where subordinate battalions would conduct a road march from Ray Barracks to the Friedberg Training Area (FTA) and conduct a series of sections or platoon level drills. Next, the Battalion conducted road marches to designated objectives along the German countryside and conducted a series of movements to contact and obstacle breaching operation.

A tank from 1-37 Armor Battalion conducting a road march during READY CRUCIBLE: Photo by Nama Reelnam on Flickr

As the Brigade Planner, I was responsible for coordinating with the local German officials and police to use the roads, coordinate agreements with German farmers to use their lands, and conduct route reconnaissance with the Brigade Reconnaissance Troop. That planning involved in READY CRUCIBLE later proved useful since I worked closely with local nationals to coordinate and deconflict operations and in the event of damages, pay reparations. These skills proved invaluable during my deployment to Iraq, where I worked closely with local Iraqi civilians, police, and military officials.

A convoy of 1-37 Armor Tanks during READY CRUCIBLE. Photo provided by Richard Bumgardner

There were some essential lessons I learned from my assignment as the Brigade Planner. First, the importance of effective written and oral communication skills. My first S-3, a former instructor at the Infantry Captain’s Career Course, spent a considerable amount of time coaching and mentoring me to write succinctly. By the end of my assignment as the Planner, my OPORDs had minor edits from him, demonstrating a marked improvement. The second lesson was the importance of standardization. The Planner is responsible for writing the base document and Annex C (Operations) of the OPORD and must coordinate with the other staff elements for the other annexes and appendices. As the Planner, I had to lead peers in the planning effort, a skill necessary at any staff echelon. The biggest challenge was ensuring that all parts of the OPORD were formatted the same and confirm that tasks to a subordinate unit were not buried in an annex or appendices that were not in the base document or directly referenced in the base document. Preventing tasks from being buried in annexes and appendices was necessary because the base OPORD must always stand on its own with enough detail along with the Commander’s Intent that a subordinate unit can execute an operation without the supported annexes and appendices. The third and final lesson was the importance of knowing doctrine. Knowing doctrine allows planners to develop SOPs, and more importantly, build flexibility to deviate from doctrine when opportunities to exploit a situation present themselves.

My assignment as the Brigade Planner proved invaluable during the rest of my Army Career. It influenced my decision to transition to the Functional Area (FA) 59 (Strategy, Plans, and Policy) Career Field. The lessons I gained from my experience as a Brigade Planner shaped my approach to planning campaign and contingency plans at U.S. Special Operations Command – Central (SOCCENT), a Theater Special Operations Command (TSOC) assigned to U.S. Central Command (CENTCOM). These lessons were also crucial at CENTCOM, where I was responsible for developing the Command’s Campaign Plan and multinational planning efforts with Allies from Canada, France, and the United Kingdom.

Lieutenant Colonel Chad M. Pillai is an active duty Army Strategist who served in various tactical, operational, and strategic level assignments in South Korea, Germany, Iraq, Afghanistan, the Army Training and Doctrine Command (TRADOC), U.S. Special Operations Command – Central (SOCCENT), and U.S. Central Command (CENTCOM). He has written and published over 50 articles and blogs to include contributing a chapter on Geopolitics and Strategy for On Strategy: A Primer. Lieutenant Colonel Pillai earned a Masters in International Public Policy from the Johns Hopkins University School of Advanced International Studies (SAIS) is a member of the Military Writers Guild and Army Strategy Association.

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In the last few years, I have heard numerous discussions on what an Operations Sergeant Major (OPS SGM) actually does at the battalion level.  Doctrine provides some guidance but truthfully, it is minimal, which could be good or bad depending on the organization, the leaders in the organization, and the OPS SGM. The purpose of writing this article is to offer my thoughts and lessons learned throughout my ten months in the position for two different organizations. It is my hope that it could help a future Sergeants Major along with his or her field grade counterpart and the Battalion Commander in the garrison environment. 

Garrison Responsibilities 

The few doctrinal references for an OPS SGM focus on the Main Command Post (MCP) and outline some duties and responsibilities. Outlining tactical and field duties is important but the organization spends minimal time in the field throughout the course of a fiscal year. It is important that the S3 and the Battalion Commander outline clear duties and responsibilities in the garrison environment with the OPS SGM’s feedback.  The areas that I believe the OPS SGM is responsible for are taskings, schools, current operations (CUOPS), DTS, DTMS, S3 manning, Weekly FRAGO, S3 rating scheme, and staff NCO integration and development. 

The Staff 

A complaint I have often heard is the XO does not have a dedicated senior enlisted advisor. While the Command Sergeant Major (CSM) is often the clear choice, I feel that the OPS SGM can be that person for a few reasons.  First, the obvious reason that they will both work with each other more in the main command post (MCP) than the CSM and the OPS SGM’s counterpart, the S3.  The OPS SGM and XO both own staff duty operations and the staff duty roster.  Lastly, my argument against the CSM is that he or she has a lot more meetings and focus areas than the OPS SGM, so the OPS SGM can focus some of his or her time with staff NCOICs. 

Most of the staff sections receive little professional development from higher staff counterparts besides the few SAVs and informal dialogue and meetings. The OPS SGM can fill this gap first by attending the weekly Staff Syncs to help the XO and to ensure there is NCO presence in those meetings from the shop NCOICs. Too often I hear that many organizations are officer-centric (from both officers and NCOs), yet no NCOs are present at various unit meetings. Hold the staff NCOICs accountable by having them present meetings and take turns briefing to help with their public speaking and overall development. Lastly, take ownership of the NCOIC’s professional development (PD) with monthly PD sessions focused on their section training plans and how sections developing their counterparts at the troop/company/battery. 

The OPS SGM, along with XO, needs to plan and implement more PD sessions outside of command post exercises (CPX) to help build a more cohesive staff. At the least, the SGM needs to hold his or her own NCOPD with the staff NCOICs to bridge their knowledge gap between their own officer counterparts in the shops regarding MDMP and planning efforts. Additionally, these NCOPDs or professional development sessions can help the OPS SGM inform the XO on decisions regarding senior ratings in the shops which is often a question asked by my battalion XOs. 

NCO professional development is often a second thought and we as a Corps continually keep relegating development to the institutional domain. The average NCO spends just a few months in PME up to Master Sergeant, meaning that most of our training comes from on-the-job (OJT) or through lessons learned in the operational domain. Never mind, that this is shocking low for a professional force but it becomes apparent that we must do better in the operational domain to enforce NCOPDs and Sergeant’s Time Training at the battalion and company level. Ensure that it is always on the LRTC and SRTC and protect them as much as possible. 

S3 Garrison Duties and Responsibilities 

OPS SGMs can and should take on more responsibilities in garrison to help the S3 focus on the most important tasks. My first time as a BN OPS SGM I did not hold a weekly 1SG meeting to discuss taskings, schools, borrowed military manpower, and other areas. During my second assignment, I ensured these areas were properly resourced through a separate forum. It is too easy to “shoot an email” and expect results but I found that a dedicated meeting with the CUOPS, schools, and 1SGs will ensure a “common operating picture” and that the OPS SGM is not the single point of failure with knowledge spread across the S3 shop.  

Many leaders are against increasing the number of regular meetings and some of these topics are covered in the battalion training meeting. Too often the battalion training meeting goes too long because it covers too many topics already.  A separate but short “1SG sync” with the CSM included could help shorten the battalion training meeting. In our current meeting, the CSM covers anything he has regarding personnel, slotting or anything else that is “hot”. Then I normally cover schools, DTS, BMM, taskings, and then anything else that needs to be addressed or mentioned.  Additionally, I have the respective NCOs (CUOPS, Schools, DTS) build the slides which have the added benefit of feeding the training meeting and provides me an opportunity to review for accuracy. 

Another piece of advice is to be present at meetings, you may not be the CSM but you are “a” SGM and still can provide experience, expertise, and advice. In an armor CAB I am the senior Infantryman, so own that aspect of your job but do not neglect the other parts of the formation. It’s ok to be uncomfortable in a new platform and not know everything, but go out and spend time out in gunnery or in the motor pool with maintenance and learn about the maintainers and sustainers. I didn’t know much about gunnery so being present there helped me learn how it runs and now I can help with identifying friction points. Go to company training meetings to ensure what has been briefed nests with what you know and to offer insights to what made you successful as a 1SG and ensure that NCOs are doing the proper METL crosswalks and assessment of individual training to help develop bottom-up refinement to the training schedule. 

I debated on what forum to write this on and decided to choose this route to remain informal. I hope that this will reach as many as possible and can help guide them to areas that might be friction points in garrison. I plan to submit another article with lessons learned in the tactical environment. It’s critical that we keep ourselves involved to remain relevant to our Soldiers and the unit and the officers that we serve and advise. 

SGM Benge is currently the OPS SGM for 1-77AR, 3-1AD. An Infantryman, he is a graduate of the SGM-A Class 70 and has served in Armor and Infantry Brigade Combat Teams with operational experience in Iraq, Afghanistan, and Africa. 

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“In the beginning, there were majors.” 

The first standardized brigade in the continental Army had one major.  As the staff expanded, the Army increased the number of officers in a brigade and battalion. For a company-grade officer who has never been on a battalion staff, the majors may seem unapproachable, but they have always been essential to a unit’s operation.  Their experience, relationships, and leadership help the unit function.  Whether you are a Company Commander or a member of the staff, it is important to know who the majors are, what their jobs entail, what roles they play, and how you can build a relationship with them. 

Who Are They? 

“The Iron Majors” 

Majors, with 10-14 years of experience, are some of the most experienced leaders in a battalion. They have likely attended Intermediate Level Education, either with the Army or another service, making them proficient in the Military Decision Making Process (MDMP). Most majors have served in multiple types of units and are able to draw on a wealth of knowledge from their school and operational experiences.  Though battalion staff time is critical for their professional development, and often key in Battalion Command considerations, the best majors are experts in building teams and work together for the good of the unit. 

Job Responsibilities 

First and foremost, majors support the battalion commander and the unit. While the exact details of how duties and responsibilities are delegated may vary between units, there are some common ways of sharing responsibilities.  

“The Staff cannot win a battle, but they sure can lose it”  

For MDMP, review  FM 6-0 and the specific roles for the XO, S3, and rest of the staff.   Know that both officers are essential to produce a good, well–planned order.  The XO must drive the process, set timelines, and ensure that the staff remains focused.  The XO usually supervises the assembly of MDMP briefs to the commander.  The S3 owns the Warning Order, Operations Order, operations graphics, and the OPORD Brief to the Company Commanders.  A good S3 imbeds planners with other staff sections to ensure planning includes all facets of the staff, especially during Mission Analysis and during the production of staff annexes.  As one of the final events, the XO runs the Combined Arms Rehearsal, bringing the order to life.  The worst outcome is the S3 shop developing a plan in a vacuum, without the input of the staff or the benefit of MDMP.   

“The Staff was on the dreaded ‘Road to Abilene.’ They started planning without direction, no idea how they got there, and they were nowhere near what the CDR wanted.” 

During MDMP, majors are the direct link to the BC, ensuring that the staff has the guidance to produce the plan the BC wants.  Nothing is more demoralizing for staff than realizing their plan is nowhere near what the commander expected.  The XO or S3 should provide planning updates to the BC and solicit guidance when needed.  

“Good units do routine things routinely well” 

In garrison, the XO is overall in charge, but the S3, especially at BDE, may have up to half the staff under the “Operations” umbrella.  The XO is the “process” master and can answer questions on staffing a product or routing.  If it involves planning, tasking, training, or ammunition, go to the S3.  These roles, especially in garrison, may shift between the XO and S3, so communication among the staff is key. Make sure that daily operations in the staff are codified and you know who to update. 

“Don’t wait till things go poorly to get the NCOs involved.” 

Never underestimate the Operations Sergeant Major (OPS SGM). Despite the name of the position, the OPS SGM supports the BC, CSM, XO and S3.  This individual should not be relegated to just setting up the terrain model for rehearsals, but should be involved in the planning, execution, and task tracking throughout the battalion.  Even when the XO and S3 can’t link up, the OPS SGM acts as a link between the two. 

Field Grade Roles 

“Allow the Commander to do the things only they can do” 

For the Battalion Commander, the XO/S3 acts as a buffer, allowing the important information to go through, and the mundane to stay out.  Majors handle the commander’s priorities and keep the battalion on track.  They are also a buffer; anything going to the commander will be reviewed by one of the majors or the CSM before coming to the BC. 

“Tough Love” 

For the staff, the majors are the leaders of the organization. The majors and the OPS SGM have the experience and authority to solve most of the Battalion’s problems– This doesn’t mean that they won’t occasionally tell you to work it out on your own.  Good majors take the time to train and develop the staff. 

“A Sounding Board” 

For the Company Commanders, the majors are an outlet.  Tell them what you are thinking and how things are going in your unit.  To a good company commander, one of the field grades should be a stop before, or after you see the BC.  As a major, having a Company Commander stop by your office will probably be the best part of your day. 

How to build a relationship with the Majors 

“The Golden Rule” 

The best way to build a relationship with the majors is by threatening them the way you would want to be treated:   

–Keep them informed.  If you are going to tell the BC something, let the XO/S3 know beforehand.  Never go behind the back of the XO and S3. 

-Seek their advice. The XO and S3 have more than likely done your job and excelled in it.  Whether you are a Company Commander or on the staff, most field grades enjoy talking to you about their experiences.  Typically, Company Commanders spend a lot of time with the S3 and the staff spend a lot of time with the XO, but you might naturally gravitate toward one or the other based on personality.  

–Work hard.  The XO and S3 know who is working hard.  They appreciate those who work hard to advance the team.  Try and solve problems before it comes to their level. 

-Don’t play games. Never play the XO and S3 off one another.  This only causes problems, and it won’t take long for the majors to find out what you are doing. 

What to expect from them? 

“Even on a staff, you never stop being a leader” 

Expect the majors to be leaders.  They should give guidance, direction, and make hard decisions.  They shouldn’t be afraid to talk to the BC about issues in the battalion. They should be willing to help and develop you.  They should be approachable.  If you can’t figure something out, ask the major- don’t suffer in silence.     

“What Sticks” 

When I think about the majors when I was a young officer, I admired those who tackled every task with all of their might and maintained a good attitude.  Sure, they sometimes look agitated and tired, but I never doubted their commitment and felt that they genuinely enjoyed their jobs.  Their experience brought calm to the staff and reassured the unit, even in difficult situations.  The majors knew their roles and responsibilities.  Whether we were deployed, in the field, or in garrison, the majors knew what needed to be done.  They didn’t have “lanes” that could be encroached on – they helped one another for the good of the unit.  They were the best mentors, and I wanted to have a great working relationship with them.  I hope these are the same experiences you have when you meet your majors.  

LTC Aaron Childers is an infantry officer who has served in both light and heavy formations.  He was the Brigade S3 for TF Strike (2nd Brigade, 101st Airborne) during the Mosul Counter-Attack.  Following his BDE S3 time, he completed a three-year assignment to the Joint Staff J5, and is currently serving on the Army Staff, G-3/5/7 Readiness Division.  Connect with him on Twitter @childersaw or via Linkedin. 

The post Meet The Staff: “The Majors” appeared first on The Field Grade Leader.

Staff work isn’t always glamorous. But the reality is that you will spend most of your career in a staff role. Even the highest-ranking officers in our military are not commanders per se, but chiefs (and one chairmen) of staff. The requirement is crucial; do the hard and scientific work of war where your output will directly impact the soldiers and leaders charged to enthusiastically carry out your orders. Glamorous or not, if you want to be a great officer then you must be a great staff officer.

Over the past 4 years, I have served on 3 general staff at the operational and strategic level. While each had its uniqueness of demand and culture, the fundamentals remained constant. The very things that make a great battalion assistant operations officer applied, at a different scale and requirement for experience and maturity, to a colonel at the Pentagon.

I wish I could say that I have mastered these 21 principles. Hell, I wish I could say I was consistently good at all of them. This list comes from a place of personal and professional aspiration – not perceived mastery.

1. Always pin the tail on the donkey.

Who owns the task or next action? No non-specific pronouns (e.g., they, him, we). Third-person pronouns will hurt you. Ownerless next actions fall through the cracks – assign the task with conditions and standards, and a time to report progress or completion.

2. Knowledge management IS staff management.

Date-less, number-less, version-less products; files left on your desktop and not archived; and a lack of naming convention, all beg for future reinvention of the wheel. And make sure your archiving and knowledge management system is user-friendly. Progress is when you can show someone where to find the information they need. Winning is when you don’t even have to show them because the system is that intuitive.

3. The staff officer who has friends and associates widely has answers.

Always “have a guy/gal for that.” This is a people business. Build relationships, help others when you can, and cooperate. You are competing against the standard, not each other. The Army is a team sport. In-person communication is better than a phone call. A phone call is better than an email. And an email is better than nothing. You can always just do all three.

4. Know and serve your audience(s).

We all have a boss, but great staff officers serve multiple audiences and know the balance. Focus on your audience of one (your principal). Meet their needs and carry out their vision. But remain aware of and serve the larger audience (the force, your battalion, brigade, etc.). Meet as many needs and serve as many audiences as you can, being careful to triage requirements and prioritize your energies appropriately.

5. Exude a positive attitude and an unflappable (cool, calm, collected) demeanor.

A positive attitude fuels positive and productive staff work — no one likes the “angry staff officer,” nor the easily excitable one. Balance your team. Sometimes your team needs a little kick in the butt. Other times they might need a more settling touch. Regardless of your approach, remain in control and make it intentional.

6. Good staff work is about building bridges, not digging moats.

Be the unit from whom others want to take a phone call. Always assume others have the best of intentions unless proven otherwise – but don’t be blind to their incentives. Help your sister units and your higher headquarters, but also balance your help checkbook…your offer to help (credit) is often paid by your subordinate units’ resources (checking). Do these things because they are the right thing to do, but know they will also produce dividends in freedom to maneuver, help from your peers, or relief from requirements when you truly are overburdened.

7. Love the one you’re with and buy-in.

Carry your Commanders’ (one and two levels up) vision and values. Don’t talk incessantly about “your last unit/organization.” The best organization is the one you are in, and if it isn’t then be a positive force to change it. Field Grade Officers are true believers and apostles, but not bobbleheads – remain focused on the science (ways and means) of achieving the ends.

8. Chase synergy and think at echelon.

Anticipate friction points and don’t isolate yourself from subordinate and sister units. What does your boss need to know? Your boss’ boss? What are the views and equities of others – is this contentious? Ask these questions, and then use the answers to inform all stakeholders involved and formulate your plan. Find and leverage efficiencies where you can.

9. You can disagree with your boss, and when you do…do it one time.

But after that, you move out and draw fire with violence of action. You owe him/her both. Don’t get emotionally attached to a plan or course of action. Be passionate about carrying out your leader’s vision and intent. Be passionate about mission success. But, dispassionately do the good, hard staff analysis and provide all relevant information to your commander in a format the aids decision-making. If you disagree with the decision, make a respectful and professional counterpoint. Then, when she or he decides, execute with vigor and conviction.

10. Make contact with the smallest possible force.

If it is a problem that one of your subordinate teammates can handle, let them handle it. Not all problems rise to your level. Triage tasks, provide supervision, and quality control/quality assurance. More on this in Principle #12.

11. Be multi-lingual.

Know and speak to your audience. But you need to quickly shift between your different audiences and translate appropriately. Communication is an art and you are in the business of communicating clearly and effectively. You need to be able to speak grunt, warfighter, company grade, field grade, and flag officer — and choose the right language for the right audience.

12. Own the monkey (the next action) — unless it’s not your monkey.

Monkey Management is about knowing the next task, determining to whom it belongs, and training your team to care for and feed the monkeys at their level. If the next task isn’t your job/doesn’t rise to your level, then you need to assign that monkey to the right trainer and make sure you equip them to care for and feed it. It is not an abdication of responsibility, but the diffusion of ownership and authority. You remain responsible for mission success.

13. Have the humility to realize you may not be the smartest person in the room, and the hustle to prepare as if you’re expected to be.

This principle originally stopped with “don’t think you are the smartest person in the room.” Except, sometimes you will be…sometimes you have to be. As a Major in a battalion, you often will be the most experienced and informed person in the room. The trick is to wield this with humility, never turning off the experiences and initiative to others or limiting solutions to the boundaries of your own imagination. Prepare and be ready to be the “smartest” person in the room, but enter every room with humility.

14. Be a nuclear reactor, not a coal silo.

You need to produce and proliferate energy, knowledge, communication, and understanding — not store it. You bring fire and motivation. Storing up information or wielding it as power hurts the overall organization. You are in the business of shared understanding.

15. You’re not Luke Skywalker anymore…but you’re not quite Yoda either.

It’s not about you; you’re not the hero of the story. But you also aren’t the sage mentor in observe mode. You’re Obi-Wan from Episodes 1 and 2; you mentor but you also nug on staff work. You are like the old “player-coaches” from the early days of baseball where the manager was also a player. We are all workers on staff. There are no supervise-only billets.

16. Font and format Matter.

It’s not about form over function; it’s about helping the function through attentive and deliberate form. Consistent, clean, clear, and concise formatting aids understanding and execution. It also instills confidence in those charged to carry out the task with conviction.

17. Don’t overestimate higher’s dysfunction, and don’t underestimate your own. 

It’s natural to inflate our own importance and competence while making few apologies for the shortcomings of others. Refer to Principle #13. Avoid fundamental attribution error. Higher will make mistakes…you will make them too. If you view your own performance with a measure of humility, others just may do the same for you.

18. Never miss a hit time.

Perfect is the enemy of the good; the 90% solution delivered on time is better than the 100% solution delivered late. That simple – meet suspenses.

19. Ask the next question.

Peel back the onion and go one, two, three…questions deep. Keep asking the next question until you bump up against Principle #18.

20. Tell the story…the short story.

People remember narratives. Articulate information in clear, short, and concise narratives. We aren’t being paid by the word. Communication is your business, and you are in an attention-depleted economy.

21. Yours is the science of war.

Commanders have the prerogative to wax poetic about visions, values, and philosophies. You own their art and make it a reality with detailed analysis, actionable tasks, and feedback mechanisms. Yours is the long-range training calendar, not the vision statement. Welcome to middle management – own it and thrive in it.

–

No list, no matter how good, is complete. What did I miss? What fundamentals are you using in your units to provide the best advice and service to your commanders and formations? In the meantime, I have more than enough work on my hands just trying to be great at these 21. Share them with The Field Grade Leader or The Company Grade Leader.  Let us hear what you think as we hear from the rest of the staff over the next few weeks!

Doug Meyer is an active-duty infantry major. He currently serves as the Chief of Operations for Operation Warp Speed. Before that, he served on the Joint Staff and the I Corps Staff. He has served in the CENTCOM and PACOM areas of responsibility. He is also the founder and executive editor of The Company Leader found @thecompanyldr on Twitter, Facebook, and Instagram.

The post Welcome to Meet The Staff! – 21 Principles of Good Staff Work appeared first on The Field Grade Leader.

We acknowledge that emotion can cloud human decision-making and affect action. We also know our mind creates shortcuts that are sometimes faulty. Despite this understanding, we often do not account for it. We think of ourselves as rational decision-makers, doing whatever offers the most utility based on the information available. This is not true. 

We are Predictably Irrational as Dan Ariely describes in this book, a fast and entertaining read. Ariely lays out several common traps found in human thinking with the hope that being aware of the traps helps us dodge the effects. 

Let’s review a few of Ariely’s more common snares: anchoring, the decoy effect, the endowment effect & loss aversion, and short-term thinking. 

Anchoring is when a person depends too heavily on initial information. For some, it is extremely hard to shake that first impression. Most of us compare all later information to the first information that we received. A simple experiment on the power of anchoring asked participants to write down the last two digits of their social security number before estimating the cost of several items. Those with higher social security numbers estimated higher costs. From a military perspective, we can easily imagine ourselves anchoring to a plan, but our anchoring is more systematic. We compare every report of the enemy against the intelligence section’s enemy course of action, a process that also drives our reconnaissance plan. This invites confirmation bias. We desire to find what we are looking for, so we ensure someone is looking for it. 

The decoy effect, otherwise known as the asymmetric dominance effect, is when individuals change preference between two attractive choices when a third similar but less attractive choice is added. The experiment was a decision between an all-inclusive week in Paris versus Rome. When a third choice was added, a week in Paris without breakfast included, participants picked Paris with breakfast. Instead of comparing Rome to Paris, people compared Paris with and without breakfast. The effect’s implication to military planning is to watch out for that throw-away option. Whether creating the courses of action or picking one, keep an eye on distinguishability. 

The endowment effect & loss aversion work together. The endowment effect is when we value something more than others because we own it and loss aversion is when we give greater meaning to a loss over a gain of equal measure. In one famous experiment on the endowment effect, people required twice as much money for a coffee mug they owned, as compared to what they were willing to initially pay for it. An experiment on loss aversion showed that people needed to gain about twice as much as they were willing to lose. Not only do we overly value our assets, but we are also programmed to not risk them. The battlefield lacks a clear measure to gauge the endowment effect or loss aversion, but it would be foolish to think these heuristics don’t affect risk-taking. This concept brings to mind Patton’s quote, “Take not counsel of your fears.” There is no prescription here other than acknowledging that we overvalue what is ours and are loath to risk it without significant return in our decision-making. Keep that in mind when you are debating whether to launch that local counterattack at NTC. 

The final snare about which Ariely writes, short-term thinking; is when we look for the immediate advantage, even when the long-term gain is more desirable. The most famous study on short-term thinking is the marshmallow experiment where a group of preschool children could have one marshmallow now or wait 15 minutes and have two. Most tried, but could not wait. A more recent study showed that the more often an investor checked their portfolio, the more likely they would modify it and reduce their returns losing sight of their long-term investment goal for a short-term gain. This problem is more pronounced in the military environment where survival dominates. We look to overmatch our adversary and throw everything we can at them. Critical thinkers though need to think about the fight tomorrow or we court disaster. Worse, we could follow a series of tactical short-term successes divorced from the long-term strategic objective.  

This book details far more than just the four traps mentioned. What do we make of it? Without conscious thought, we risk making rationally uninformed decisions. Awareness, though not foolproof, is the only way to avoid these pitfalls. Knowing is half the battle…it enables us to observe our decision-making behavior. To fight these traps, be aware of them, and develop ways to avoid them. Red Team your decisions. Give someone the responsibility to challenge your understanding. Take steps to allow debate and effective conflict. Finally, reflect and be introspective about why you are deciding the way you are. 

Lieutenant Colonel Christopher L’Heureux is an Armor Officer currently assigned as an instructor at the School of Command Preparation. He commanded 2d Squadron, 2d US Cavalry in Vilseck, Germany. 

The post Predictably Irrational: The Hidden Forces That Shape Our Decisions by Dan Ariely appeared first on The Field Grade Leader.

“You go to war with the army you have, not the army you might want or wish to have at a later time.”

-Donald Rumsfeld, 21st Secretary of Defense

To my fellow Command and General Staff Officer Course (CGSOC) peers, this course is an opportunity to understand our current Army and we can help shape it for the future fight. This is our Army. This is our moment to be stewards of the profession that we have invested a decade or more in. The Army most of us plan to be a part of for the next decade. Our life choices have led us here. Now is the time to stay switched on. While completing CGSOC, I propose three broad areas to focus on and think about. These include organizational leadership skills, stewardship of the profession, and personal goals. The Army gifted us an entire year for personal development and to contribute to our organization. If not us, then who? If not now, then when?

Our Army requires writers and thinkers. It also requires expertise, but I am confident most of us are proficient in our respective occupational specialty. We made it this far. Now is the time to focus on skills vital to organizational leadership. Yes, this means strengthening written and oral communication ability. The expectation is for you to already excel at the email fight. Our future organizations demand more. The units you will lead require proficiency at drafting awards, evaluations, operation orders, and the occasional white paper. CGSOC provides numerous opportunities to improve our professional writing ability. Take advantage regardless of how good you think you are. The school has a writing improvement program for those willing to invest extra time. For those already excelling in this category, why not generate articles to your respective branch journal? You might also consider sharing your talent with classmates to help them sharpen their writing skills and perhaps publish themselves. Assisting a peer with their writing will also hone your own ability to quickly refine and edit products for your boss. This ties in nicely with building teams, also something organizational leaders do, but we just completed our Leadership 100 course, so you already knew that.

Speaking of courses, we can take advantage of the accumulated knowledge of our institution. The doctrinal heartbeat of the Army resides at Fort Leavenworth and we owe it to future generations to understand these models. It is difficult to improve something unless you are familiar with the concept’s evolution. We are committing our prime years to this profession and have an obligation to steward it. What an opportunity! An entire year to learn the nuances of a complex institution designed to defend the republic. Sure, some aspects such as the force management model are cumbersome; however, there are reasons to learn them. We cannot offer improvements unless we have a baseline first. Exposure to joint, interagency, and partnered operations is also invaluable to career growth and future opportunities. Because of their complexity and difficulty to replicate these concepts are an asymmetrical advantage for our nation. It gives us strength. Learn them. Understand how to integrate them. Do not be the friction that slows them down. If you feel there is an imbalance between the policy that guides these concepts and our doctrine, now is the opportunity to address it. You have the bandwidth now to deep dive the causes of friction points. Find the solution and offer it up. The agencies responsible for integrating solutions are right across the street and would love to hear what you have to offer. So too would the profession and the nation you defend.

This brings me to my final point, personal goals. As servants to the nation, our priority list is straightforward and dictated to us. Personal and family goals often go unaccomplished as a result. CGSOC offers ample opportunity to finally catch up (or at least put a dent in your to do list). At present there is no organized physical training requirement. Now you can have breakfast with your children and spouse and create a fitness regime tailored to your needs. You might also consider an elective course that aligns with your personal goals or interests. This is also the ideal time to take care of deferred physiological maintenance. Go get knee surgery or the physical therapy you put off. Arrive at your next unit ready to run. While you are recovering, tackle the reading list your mentors have suggested over the past few years. The books are likely to synchronize nicely with CGSOC curriculum. If they do not, be selfish in the classroom. Leverage the community of dedicated faculty to better understand your information gaps. These professionals won the and the Army’s shift towards large scale combat operations is their wheelhouse. Take their hard-won lessons and shape it for tomorrow’s fight.

Certainly, our nation will call on us soon to solve the next complex national security problem. Our nation values the individual contribution you bring to the fight. But you must bring something. Now is the time to prepare the Army we wish to have in the future. Every push-up today helps you on that future fitness test. Likewise, the more joint doctrine you understand now, the better prepared you will be in the joint fight. Come drink the Kool-Aid. If you do not like the flavor do something about it. This is your Army. CGSOC is the time to develop organizational leadership skills, steward the profession, and  focus on personal goals. I look forward to the optimism and dedication each of you bring. Now let’s go make this the best year of our life.

Maj. George Fust is a military intelligence officer currently attending the Command and General Staff Officer College. He previously taught in the Social Sciences Department at the US Military Academy at West Point. He holds a master’s degree in political science from Duke University and has contributed to a variety of publications.

The post A Letter to My CGSOC Peers appeared first on The Field Grade Leader.

This is Part 8 of an 8 Part Series. The full and unredacted article with all enclosures is available on Milsuite at https://www.milsuite.mil/book/groups/abct-training

Brigade FTX

After completing platoon LFX, battalion STX, and CALFEX, the BCT should identify any outstanding requirements to prepare for their brigade FTX as their final collective training opportunity before deployment to the National Training Center. Individual qualification ranges or secondary crew gunnery may be necessary before or immediately following the brigade FTX, but the brigade will also need a significant amount of time for recovery, unscheduled maintenance, and services after the crucible of training they just completed. The overall planning of a brigade FTX is the responsibility of the division, but the BCT has significant responsibilities in proposing and refining training objectives, integrating external enablers, and meeting preliminary requirements. The division will serve as the HICOM and EXCON for both the brigade and the OPFOR, has responsibility for sourcing and training OCs, and is responsible for spectrum management, approving training objectives, requesting training areas and resources, and the budget. The brigade must assist in the development of the simulations and communications architecture and must request Multiple Integrated Laser Engagement System (MILES) and Home station Instrumentation Training System (HITS) for all personnel and equipment, so direct and indirect fire systems register effects during the training.

Conducting a brigade FTX for an ABCT requires most of the available training areas on an installation. Additionally, the BCT commander may have to designate one of the CABs in the BCT to serve as the OPFOR if the division cannot source OPFOR from another BCT. If one of the BCT’s CABs will fight the brigade as the OPFOR, the BCT should work with the division as early as possible to make the OPFOR HICOM battle rhythm, reporting standards, and systems reflect as closely to the BCT’s as possible.

Figure 25: Timeline for planning the BCT FTX. Planning for the event begins more than 180 days from execution, requiring proactive outreach to potential enablers by the BCT, division, and corps. Enabling units should reach out to BCTs heading into a brigade FTX for an opportunity to train with them.

Until this point, the BCT has not had an opportunity to maneuver as a full brigade, test all systems in a live training environment, and deal with the full challenge of the span of control in the BCT. However, the BCT has conducted training that builds in complexity and provides a logical, coherent progression to build competence acrosseach echelon. Most importantly, the brigade has assigned the responsibility to units and C2 nodes and provided leaders opportunities to train their nodes. The natural progression to a BCT FTX style event should not induce major friction for a BCT that trained in the manner outlined in the previous pages.

The division schedules combat power build briefs during RSOI for the brigade FTX that mirror those required at the NTC. This allows the brigade to identify shortcomings in materiel or people prior to deployment to the NTC and builds staff familiarity with the cumbersome reporting requirements that are part of RSOI. All leaders must stress the importance of boresighting MILES twice daily and reinforce standards from gunnery and previous live-fire training. After the completion of RSOI, the BCT should deploy to a TAA, finalize their MDMP, and conduct rehearsals. The BCT should employ all organic capabilities and coordinate for support from EAB assets through participation in the division’s targeting process.

Figure 26: BCT FTX Concept Sketch showing the overall concept of the operation by day.

Even though the brigade has multiple repetitions exercising its battle rhythm, it has not had an opportunity to execute them in a tactical context to ensure that outputs and inputs of battle rhythm events align. The brigade anchors its battle rhythm around the Lethality Board, which ties together the decisions of a targeting decision board with elements of the commander’s update brief. The Lethality Board provides the commander an opportunity to provide direct guidance to subordinate battalion commanders and staff daily.

Figure 27: A visual layout of how reports, meetings, and working groups in the brigade battle rhythm feed the commander’s decisions at the Lethality Board. This graphic also shows how meetings align with the steps of the operations process and targeting process.

Figure 28: A quad chart outlining the purpose, inputs, outputs, PACE Plan, attendees, and agenda for the Lethality Board.

While the BEB has responsibility for securing the BCT in the support area, the BCT employs Task Force Deliverance to control, integrate, and sustain the brigade’s enablers in the close area. During transitions to the defense, Task Force Deliverance synchronizes engineer assets (blade assets and sappers) with the BCT and CABs, coordinates for CL IV, and executes electronic deception. In the transition to the offense, Task Force Deliverance synchronizes electronic deception while protecting and sustaining blade assets. Task Force Deliverance employs any chemical decon teams and synchronizes detainee operations. Task Force Deliverance reports directly to the BDE and includes capabilities to sustain enablers on the move. Task Force Deliverance is led by the BEB S3 or XO, includes the BEB TAC, a small staff package, upper and lower TI communications, a security element from MPs, a M978 fueler, and a maintenance package.  Employing Task Force Deliverance allows the BEB to focus on area security operations in the support or consolidation areas.

A brigade FTX allows the brigade to maneuver in a live scenario and a continuous fight over seven days, requiring simultaneous execution of the current operations fight with planning across all echelons against a live, thinking enemy. It also requires the BCT to integrate enabling capabilities and employ all WfFs. This tests all systems and induces friction similar to that which the BCT will experience at the NTC. This training provides leaders at every level an opportunity to correct deficiencies and make final revisions to SOPs and systems prior to deploying to the NTC.

During a brigade FTX, the BCT trains on expeditionary deployment operations, movement to contact, a hasty defense, and an attack that will expose deficiencies related to personnel, materiel, training, and/or SOPs. Additionally, the artillery battalion works with the Division Artillery Brigade (DIVARTY) to complete Artillery Table XVIII (AT XVIII) as part of the overall scenario design. The keys to success and making the BCT FTX a worthwhile training event lie in the preparation and progression of the training the brigade already completed.

Conclusion

Effectively harnessing the combat power of the ABCT enables winning in LSCO and requires all echelons of the ABCT to function as intended. The ABCT is a complex organization with approximately 4,200 personnel in 7 different battalions and 36 different companies, troops, and batteries. BCT commanders and staff cannot plan discrete training events for all personnel and echelons in the brigade, but by clearly defining how the brigade fights and assigning leader responsibilities for those functions the brigade can ensure all personnel understands how they contribute to the fight.

Adapting this training progression as a template dramatically improves the ability of leaders in the ABCT to structure a training progression that builds lethality. Additionally, this template provides opportunities to forge relationships between ABCTs, corps separate brigades, enablers across the Army, and joint enablers.

Surprisingly little has changed with training management since H.L. Scott identified the most important parts of training cavalry in 1861. The instruction of the “men and the horse” remains the central focus for ensuring that the ABCT can fight and win. Effective training management reinforces how all systems and personnel in the brigade fight to support the “men and the horse,” developing all units in the ABCT into combat-ready formations. Effectively achieving this level of readiness and lethality requires a clear vision, careful planning, and the full effort of leaders across the ABCT. These efforts are rewarded with units capable of the “perfect management of the horse” and the full lethality, shock, and firepower of the ABCT.

**Editor’s Note: Thank you to the authors for their time and effort on this series.  The lessons are invaluable to leaders.  Undoubtedly, many of these lessons were hard-learned in planning and training.  Taking the time to offer insight and recommendations to those who follow cannot be under-appreciated.  Who’s up next?**  

About the Authors

COL Michael Schoenfeldt is the Commander of the IRONHORSE Brigade Combat Team (1ABCT, 1CD) with 23 years of experience as an Army Officer including Tank Platoon Leader, Tank Company Commander, Cavalry Squadron Executive Officer, Brigade Executive Officer, and Combined Arms Battalion Commander. He can be reached at michael.d.schoenfeldt.mil@mail.mil.

MAJ Patrick Stallings is currently the Cavalry Squadron Operations Trainer at the National Training Center and was the Brigade S3 for the IRONHORSE Brigade Combat Team (1ABCT, 1CD) with 15 years of experience as an Army Officer including Armored Reconnaissance Platoon Leader, Stryker Reconnaissance Troop Commander, and Cavalry Squadron Executive Officer. He can be reached at michael.p.stallings4.mil@mail.mil.

Special credits to the following personnel who made invaluable contributions to this paper:

LTC Rich Groen, Commander, 1-7 CAV, 1ABCT, 1CD

LTC Neil Hollenbeck, Commander, 2-5 CAV, 1ABCT, 1CD

LTC Steve Jackowski, Commander, 2-8 CAV, 1ABCT, 1CD

LTC Ron Sprang, Commander, 2-12 CAV, 1ABCT, 1CD

LTC Nick Dvonch, Commander, 1-82 FA, 1ABCT, 1CD

LTC John Ordonio, Commander, 91 BEB, 1ABCT, 1CD

LTC Stacy Moore, Commander, 115 BSB, 1ABCT, 1CD

MAJ Brian Bifulco, Brigade XO, 1ABCT, 1CD

MAJ George Gordon, Brigade FSO, 1ABCT, 1CD and 1-82 FA Artillery BN XO

MAJ Josh Schulz, Brigade S2, 1ABCT, 1CD

MAJ Chad Lorenz, Brigade S2, 1ABCT, 1CD

MAJ Randy Donathan, Brigade S6, 1ABCT, 1CD and Brigade XO, 7^th Signal Brigade

MAJ Bernie Mabini, Battalion XO, 2-5 CAV (2-5 CAV Embedded Graphics)

MAJ CJ Wonsettler, Battalion XO, 2-12 CAV (2-12 CAV Embedded Graphics)

MAJ Tommy Sacchieri, Brigade XO, 3ABCT, 1CD (1CD Brigade Standard Training Model)

MAJ Bo Olsen, Squadron XO, 1-7 CAV (1CD Brigade Standard Training Model Whitepaper)

CPT Alex Forman, Brigade Planner, 1ABCT, 1CD

CPT Raymond Leroux, Brigade Planner, 1ABCT, 1CD

CPT Erica Ndlovu, Brigade Adjutant, 1ABCT, 1CD (Editior)

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The full paper and files below are available at https://www.milsuite.mil/book/groups/abct-training

• Embedded Charts (includes full page slides of each figure in this paper)
• IRONHORSE Playbook
• 1CD Brigade Training Model Information Paper.docx
• DA Big 12
• Crew Gunnery Administrative OPORD (IRONHORSE Smoothbore)

5A) Crew Gunnery Administrative OPORD Brief (IRONHORSE Smoothbore)

• Platoon LFX and CALFEX Administrative OPORD (IRONHORSE Fury)
• Wet Gap Crossing Tactical OPORD (IRONHORSE Fury Phase 0)
• CALFEX Tactical OPORD (IRONHORSE Fury Phase I – IV)
• CALFEX OC Packet Example
• FCX Tactical OPORD (IRONHORSE Fury 2.0)
• Brigade FTX Administrative OPORD

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