TROOP LEADING. OBJECTIVES UNDERSTAND THE NECESSITY OF TROOP LEADING PROCEDURES KNOW YOUR LEADER RESPONSIBILITIES MASTER THE COMBAT ORDERS PROCESS CONDUCT

TROOP LEADING

TROOP LEADING

OBJECTIVES• UNDERSTAND THE NECESSITY OF TROOP LEADING

PROCEDURES

• KNOW YOUR LEADER RESPONSIBILITIES

• MASTER THE COMBAT ORDERS PROCESS

• CONDUCT ASSEMBLY AREA PROCEDURES

LEADERSHIP• THE MOST ESSENTIAL ELEMENT OF COMBAT POWER IS

COMPETENT AND CONFIDENT LEADERSHIP.

• LEADERSHIP PROVIDES PURPOSE, DIRECTION, AND MOTIVATION IN COMBAT, AND TRAINING.

• WHILE LEADERSHIP REQUIREMENTS DIFFER WITH UNIT SIZE AND TYPE, ALL LEADERS MUST BE MEN OF CHARACTER; THEY MUST KNOW AND UNDERSTAND SOLDIERS AND THE MATERIAL TOOLS OF WAR.

• TO EARN THE RESPECT OF OUR SOLDIERS, WE MUST ALWAYS LEAD FROM THE FRONT; LEADING WITH KNOWLEDGE AND ACTIONS.

TROOP LEADINGPROCEDURES

• THE SUCCESSFUL CONDUCT OF A MISSION IS THE END RESULT OF THOROUGH PLANNING, PREPARATION, AND THE EFFORTS OF EVERY UNIT MEMBER DIRECTED TOWARD THE ACCOMPLISHMENT OF THE MISSION.

• THE INFORMATION GIVEN HERE PROVIDES THE LEADER WITH A GUIDE TOWARD ANALYZING AND PREPARING FOR THE MISSION.

• THIS PROCESS SHOULD BE USED FOR EVERY COMBAT OPERATION.

TROOP LEADINGPROCEDURES

TLP STEPS1. RECEIVE THE MISSION

2. ISSUE A WARNING ORDER

3. MAKE A TENTATIVE PLAN

4. INITIATE MOVEMENT

5. CONDUCT RECONNAISSANCE

6. COMPLETE THE PLAN

7. ISSUE OPERATIONS ORDER

8. SUPERVISE

METT-T

MISSION

ENEMY

TERRAIN-WOACOK

TROOPS

TIME

ESTIMATE OF THE

SITUATION

* MISSION ANALYSIS

* ESTIMATE THE SITUATION DEVELOP COURSES OF ACTION

* ANALYZE COURSES OF ACTION

* COMPARE COURSES OF ACTION

* DECISION

RECONNAISSANCE IS CONDUCTED BASED ON THE TENTATIVE PLAN.INFORMATION DISCOVERED DURING RECONNAISSANCE IS “PLUGGED BACK INTO” BOTH METT-T AND THE ESTIMATE OF THE SITUATION. IT CAN CAUSE A CHANGE OF PLAN OR EVEN A CHANGE OF MISSION.

THE DECISIONMAKING PROCESS

• PREPARE IDENTIFY THE PROBLEM.GATHER INFORMATION.

• DECIDE DEVELOP AND LIST COURSES OF ACTION.*ANALYZE COURSES / WAR GAME (METT-T).SELECT THE BEST COURSE.

• ACT IMPLEMENT AND REEVALUATE THE SOLUTION.

* WHEN ANALYZING POSSIBLE COURSES OF ACTION, CONSIDER:

METT-T MISSION

ENEMY

TERRAIN/WEATHER

TROOPS

TIME

PHASES STEPS

ESTIMATE OFTHE SITUATION

a. MISSION ANALYSIS

1. MISSION AND INTENT OF COMMANDER TWO (2) LEVELS UP.

2. MISSION AND INTENT OF IMMEDIATE COMMANDER.

3. ASSIGNED TASKS.

4. MISSION ESSENTIAL TASKS.

5. CONSTRAINTS AND LIMITATIONS.

6. RESTATED MISSION.

7. TENTATIVE TIME SCHEDULE.


b. ESTIMATE OF THE SITUATION AND DETERMINATION OF COURSES OF ACTION.

1,a. WEATHER - VISIBILITY, MOBILITY, SURVIVABILITY.

b. TERRAIN - “OACOK”.

2. ENEMY SITUATION AND MOST PROBABLE COURSE OF ACTION.

a. INTENTIONS.

b. CAPABILITIES.

c. MOST PROBABLE COURSE OF ACTION, (ENEMY USE OF METT-T).


b. ESTIMATE OF THE SITUATION AND DETERMINATION OF COURSES OF ACTION(CONT.).

3. FRIENDLY SITUATION.

a. TROOP AVAILABILITY.

b. TIME AVAILABLE.

4. FRIENDLY COURSES OF ACTION.

c. ANALYSIS OF COURSES OF ACTION.

1. SIGNIFICANT FACTORS.

2. WARGAME.


d. COMPARE COURSES OF ACTION.1. THE COURSE OF ACTION (COA) COMPARISON SHOULD AGAIN BE

BASED ON METT-T.

e. DECISION.1. KEEP A MINIMUM OF THE 2 BEST COURSES OF ACTION TO BE

USED.

2. PLAN THE OPERATION AROUND ALL COURSES OF ACTION CHOSEN.

THEPLATOON LEADER

DUTIES AND RESPONSIBILITIES

THEPLATOON LEADER

• HE IS RESPONSIBLE FOR ALL THAT THE PLATOON DOES OR FAILS TO DO.

• THIS INCLUDES THE TACTICAL EMPLOYMENT, TRAINING, ADMINISTRATION, PERSONNEL MANAGEMENT, AND LOGISTICS OF HIS PLATOON.

• HE DOES THIS BY PLANNING, MAKING TIMELY DECISIONS, ISSUING ORDERS, ASSIGNING TASKS, AND SUPERVISING PLATOON ACTIVITIES.

• HE MUST KNOW THE PLATOON’S MEN, IT’S WEAPONS, AND HOW BEST TO USE THEM.

• HE MUST ALSO KNOW HOW TO USE SUPPORTING WEAPONS.

THEPLATOON LEADER

• THE RIFLE PLATOON LEADER COMMANDS THROUGH HIS SQUAD LEADERS AND PLATOON SERGEANT.

• THE RIFLE PLATOON LEADER EMPLOYS HIS PLATOON TO SUPPORT THE COMPANY AND BATTALION MISSION.

• HE DOES THIS BASED ON THE MISSION ASSIGNED TO HIM BY THE COMPANY COMMANDER, THE INTENT OF THE COMPANY AND BATTALION COMMANDERS, AND HIS ESTIMATE OF THE SITUATION.

• IN THE ABSENCE OF ORDERS, HE TAKES THE INITIATIVE TO ACCOMPLISH THE MISSION.

• WHEN THIS IS DONE, HE INFORMS HIS COMMANDER OF HIS ACTIONS.

THEPLATOON LEADER

• HE MAKES HIS PLANS WITH HELP FROM HIS PLATOON SERGEANT, SQUAD LEADERS, AND FORWARD OBSERVER.

• HE WILL POSITION HIMSELF WHERE HE CAN INFLUENCE THE MOST CRITICAL TASK FOR MISSION ACCOMPLISHMENT.

• USUALLY THIS POSITION IS WITH THE MAIN EFFORT.

• WHEN HIS PLATOON NEEDS MORE SUPPORT TO DO IT’S MISSION, HE ASKS FOR IT FROM THE COMPANY COMMANDER.

THEPLATOON SERGEANT


THEPLATOON SERGEANT

• THE PLATOON SERGEANT IS THE SECOND IN COMMAND (IN A PLATOON SIZED ELEMENT WITH A COMBAT PATROL MISSION).

• THE FOLLOWING CHECKLIST OUTLINES THE NORMAL DUTIES HE IS EXPECTED TO PERFORM:

a. ACTIONS DURING MOVEMENT AND AT HALTS.

(1) TAKE ACTIONS NECESSARY TO FACILITATEMOVEMENT.

(a) SUPERVISE REAR SECURITY DURING MOVEMENT.

(b) SUPERVISE, ESTABLISH, AND MAINTAIN SECURITY DURING HALTS.

(c) NAVIGATION - KNOW WHERE YOU ARE!

THEPLATOON SERGEANT

• NORMAL DUTIES CHECKLIST CONT.

(2) PERFORM ADDITIONAL TASKS AS REQUIRED BY THE PLATOON LEADER AND ASSIST HIM IN EVERY WAY POSSIBLE (CONTROL AND SECURITY).

b. ACTIONS IN THE OBJECTIVE AREA.

(1) ASSIST THE OCCUPATION OF THE “ORP”.

(2) SUPERVISE, ESTABLISH, AND MAINTAIN SECURITY IN THE “ORP”.

(3) SUPERVISE THE FINAL PREPARATION OF WEAPONS AND EQUIPMENT IN THE “ORP” PER GUIDANCE FROM THE PLATOON LEADER.

(4) ASSIST THE PLATOON LEADER IN CONTROL AND SECURITY.

THEPLATOON SERGEANT


(5) SUPERVISE THE REORGANIZATION AND REDISTRIBUTION OF AMMO AND EQUIPMENT.

ENSURE ACCOUNTABILITY AND STATUS OF ALL PERSONNEL IS MAINTAINED, TO INCLUDE WIA’s AND KIA’s.

(6) PERFORM ADDITIONAL TASKS ASSIGNED BY THE PLATOON LEADER.

c. ACTIONS IN THE PATROL BASE.

(1) ASSIST IN THE OCCUPATION OF THE PATROL BASE.

(2) ASSIST IN SUPERVISING THE ESTABLISHMENT AND ADJUSTMENT OF THE PERIMETER.

(3)MAINTAIN SECURITY IN THE PATROL BASE.

(a) KEEP MOVEMENT AND NOISE TO A MINIMUM.

THEPLATOON SERGEANT


(b) SUPERVISE CAMOUFLAGE AND PERIMETER PREPARATION.

(c) PERIODICALLY INSPECT THE PERIMETER AND ENSURE SECTORS OF FIRE ARE ASSIGNED.

(d) ENSURE THAT THE DESIGNATED PERSONNEL REMAIN ALERT AND THAT EQUIPMENT IS MAINTAINED IN A STATE OF READINESS.

(4) REQUISITION SUPPLIES, WATER, AMMO, AND SUPERVISE THEIR REDISTRIBUTION.

(5) SUPERVISE THE PRIORITIES OF WORK AND ENSURE ITS ACCOMPLISHMENT.

(a) SECURITY PLAN.

(b) MAINTENANCE PLAN.

THEPLATOON SERGEANT


(c) HYGIENE PLAN.

(d) MESSING PLAN.

(e) WATER PLAN.

(f) REST PLAN.

(6) PERFORM ADDITIONAL TASKS ASSIGNED BY THE PLATOON LEADER AND ASSIST HIM IN EVERY

WAY POSSIBLE.

THESQUAD LEADER


THESQUAD LEADER

• THE SQUAD LEADER IS NORMALLY THE THIRD MAN IN THE CHAIN OF COMMAND (IN A PLATOON SIZED ELEMENT).

• THE FOLLOWING CHECKLIST OUTLINES THE NORMAL DUTIES THE SQUAD LEADER IS EXPECTED TO PERFORM:

a. ACTIONS THROUGHOUT THE MISSION.

(1) SETS THE EXAMPLE BY PERSONALLY ADHERING TO ESTABLISH STANDARDS AND

PROCEDURES.

(2) OBTAIN STATUS REPORTS FROM TEAM LEADERS AND SUBMITS REPORTS TO PLATOON

LEADER / PLATOON SERGEANT.

THESQUAD LEADER


(3) MAKES RECOMMENDATIONS TO THE PLATOON LEADER AND PLATOON SERGEANT WHEN

PROBLEMS ARE OBSERVED.

(4) ENSURE TASKS ARE ACCOMPLISHED BY DELEGATING TASKS TO TEAM LEADERS AND BY ESTABLISHING A PRIORITY OF TASKS IN

ACCORDANCE WITH ORDERS RECEIVED FROM THE PLATOON LEADER.

(5) USES INITIATIVE IN THE ABSENCE OF ORDERS.

(6) FOLLOW THE PLATOON LEADER’S PLAN.

b. ACTIONS DURING MOVEMENT AND AT HALTS.

(1) ROTATE HEAVY EQUIPMENT AND DIFFICULT DUTIES.

THESQUAD LEADER


(2) ENSURES PLATOON LEADER IS NOTIFIED WHEN REST HALTS AND WATER REPLENISHMENT IS REQUIRED.

(3) MAINTAINS PROPER MOVEMENT TECHNIQUES WHILE MONITORING ROUTE, PACE, AND AZIMUTH.

(4) TAKES ALL ACTIONS TO PREVENT BREAKS IN CONTACT.

(5) CHECKS PERSONNEL AT HALTS.

c. ACTIONS IN OBJECTIVE AREA.

(1) ENSURES SPECIAL EQUIPMENT HAS BEEN PREPARED FOR ACTION AT THE OBJECTIVE.

(2) MAINTAINS SECURITY AND CONTROL DURING CONDUCT OF THE ASSAULT.

THESQUAD LEADER


(3) OBTAINS STATUS REPORTS FROM TEAM LEADERS AND ENSURES AMMUNITION IS REDISTRIBUTED.

d. ACTIONS IN THE PATROL BASE.

(1) ENSURE PATROL BASE IS OCCUPIED ACCORDING TO THE PLATOON LEADER’S PLAN.

(2) ENSURE PERSONNEL COVER THE ENTIRE SECTOR. MAKE FINAL ADJUSTMENTS, IF NECESSARY.

(3) RECON AND SECURITY (R&S) TEAM IS SENT OUT IN FRONT OF ASSIGNED SECTOR.

(4) ENSURE PRIORITIES OF WORK ARE BEING ACCOMPLISHED AND REPORT ACCOMPLISHED PRIORITIES TO THE PLATOON LEADER/PLATOON SERGEANT.

THESQUAD LEADER


(5) ADHERES TO TIME SCHEDULE.

(6) ENSURE PERSONNEL KNOW THE ALERT AND EVACUATION PLAN, THE LOCATIONS OF KEY LEADERS, OP’s, AND ALTERNATE PATROL BASE.

PLANNINGIN THE FIELD

a. GENERAL. DURING CONTINUOUS OPERATIONS, THE ORIGINAL PLAN MAY BE MODIFIED OR CHANGED COMPLETELY WHICH MAY REQUIRE THE ISSUANCE OF AN OPERATION ORDER.

• THE PLATOON LEADER OR (IF HE HAS BECOME A CASUALTY) THE NEW PLATOON LEADER MUST REVISE THE PLAN FROM THIS POINT ON, SO THE UNIT WILL SURVIVE AND ACCOMPLISH THE MISSION.

• IN THIS, AS IN PREVIOUS PLANNING, FOLLOW TROOP LEADING PROCEDURES TO THE EXTENT THAT IS FEASIBLE.

• IT MAKES THE BEST USE OF TIME, RESOURCES AND SUBORDINATES.


b. ASSUMPTION OF COMMAND. ANY PLATOON/SQUAD MEMBER MAY HAVE TO TAKE COMMAND OF HIS UNIT IN AN EMERGENCY.

• WHEN THIS OCCURS, PLANNING IN THE FIELD FOR CONTINUED OPERATIONS MAY BE NECESSARY.

• DURING ASSUMPTION OF COMMAND, SITUATION PERMITTING, THE FOLLOWING TASKS MUST BE ACCOMPLISHED:

(1) INFORM THE UNIT OF THE CHANGE (CAN USE SUBORDINATE LEADERS) AND NOTIFY HIGHER HQS.

(2) CHECK SECURITY.

(3) CHECK CREW-SERVED WEAPONS.

(4) PINPOINT YOUR LOCATION.

(5) COORDINATE AND CHECK EQUIPMENT.

(6) CHECK PERSONNEL STATUS.


b. ASSUMPTION OF COMMAND CHECKLIST CONT.

(7) ISSUE A FRAGO (IF REQUIRED).

(8) REORGANIZE AS NEEDED AND MOVE OUT AS SOON AS POSSIBLE.

(9) MAINTAIN NOISE AND LIGHT DISCIPLINE.

(10) IF DONE IN A PATROL BASE, DO NOT VIOLATE THE ACTIVITIES OF THE PATROL BASE, ESPECIALLY SECURITY.

c. SEQUENCE OF EVENTS.

(1) FOLLOW ALL PROCEDURES OF PATROL BASE ACTIVITIES WHEN THE NEED FOR A PATROL BASE IS APPROPRIATE.

(2) SUPERVISE AND CHECK ON ACTIVITIES THOUGHOUT THE PLANNING PHASE; USE SUBORDINATE LEADERS.


c. SEQUENCE OF EVENTS CONT.

(3) REORGANIZE THE UNIT ACCORDING TO M-TETT, BUT HOLD CHANGES TO THE ORIGINAL UNIT ORGANIZATION TO A

MINIMUM AND MAINTAIN UNIT INTEGRITY.

(4) MISSION ALREADY RECEIVED.

(5) ISSUE WARNING ORDER.

(6) MAKE A PRELIMINARY PLAN.

(7) MOVE IF NECESSARY.

(8) MAKE YOUR RECONNAISSANCE (AT A MINIMUM, A MAP RECON).

(9) MAKE THE NECESSARY COORDINATIONS, i.e., FIRE- SUPPORT, SPECIAL LOGISTICS SUPPORT, UPDATED INFORMATION ON ENEMY AND FRIENDLY IF NOT ALREADY GIVEN, AIR MOVEMENT, ETC.


c. SEQUENCE OF EVENTS CONT.

(10) FINALIZE YOUR PLAN.

(11) ISSUE YOUR OPERATION ORDER (ISSUE A FRAGO IF TIME DOES NOT PERMIT AN OPERATION ORDER).

(12) SUPERVISE, CONDUCT INSPECTIONS AND REHEARSALS (TECHNIQUES MUST BE MODIFIED TO FIT THE

SITUATION AND TO MAINTAIN SECURITY).

(13) EXECUTE THE MISSION.

COMBAT ORDERS

• COMBAT ORDERS PROVIDE INFORMATION FOR THE PLANNING AND EXECUTION OF COMBAT OPERATIONS.

• ALL COMBAT ORDERS DIRECT A TASK AND PURPOSE TO THE UNIT TO FACILITATE MISSION ACCOMPLISH.

• THERE ARE THREE (3) COMBAT ORDERS USED:

(1) WARNING ORDER (WARNO)

(2) OPERATION ORDER (OPORD)

(3) FRAGMENTATION ORDER (FRAGO)

WARNING ORDER(WARNO)

• WARNING ORDERS GIVE SUBORDINATES ADVANCE NOTICE OF OPERATIONS THAT ARE TO COME. THIS GIVES THEM TIME TO PREPARE.

• THE ORDER SHOULD BE BRIEF, BUT COMPLETE. A SAMPLE FORMAT FOLLOWS:

1. SITUATION: BRIEF DESCRIPTION; FOR EXAMPLE, THE ENEMY IS DEFENDING AND OUR BATTALION IS ATTACKING TO THE NORTH. ATTACHMENTS AND DETACHMENTS TO

THE PLATOON OR SQUAD.

2. MISSION: USE THE RESTATED MISSION FROM THE MISSION ANALYSIS.


• WARNING ORDER FORMAT CONT.

3. GENERAL INSTRUCTIONS:

a. CHAIN OF COMMAND (CALL BY NAME).

b. SPECIAL TEAMS OR TASK ORGANIZATION WITHIN PLATOON OR SQUAD. (TRY NOT TO VIOLATE UNIT INTEGRITY).

c. UNIFORM AND EQUIPMENT COMMON TO ALL (CHANGES FROM SOP; e.g., DROP RUCKS,

DROP OR PICK UP HELMETS).

d. SPECIAL WEAPONS, AMMUNITION, OR EQUIPMENT (DIFFERENT FROM SOP; e.g., MINES, SATCHEL CHARGES, GRAPPLING HOOKS, DROP OR PICK UP NODs).



e. TENTATIVE TIME SCHEDULE. THIS IS FORMED ON THE BASIS OF MISSION ANALYSIS.. IT

INCLUDES AT LEAST:

(1) EARLIEST TIME OF MOVE.

(2) TIME AND PLACE OF OPORD AND WHO WILL ATTEND.

(3) PROBABLE EXECUTION TIME.

(4) INSPECTION TIMES AND ITEMS TO BE INSPECTED (SOP).

(5) REHEARSAL TIMES AND ACTIONS TO BE REHEARSED; e.g., ACTIONS AT THE

OBJECTIVE, SPECIAL TEAMS FOR BRIDGES, SEARCHES, PWs, OR OTHER ACTIONS AS TIME ALLOWS.



(f) ADDITIONAL GENERAL INSTRUCTIONS AS NEEDED OR BY SOP.

4. SPECIAL INSTRUCTIONS.

a. TO SUBORDINATE LEADERS:

(1) PLATOON SERGEANT.

(2) SQUAD LEADER.

(3) RATELO (RTO).

(4) MEDIC.

(5) FORWARD OBSERVER.

(6) ATTACHMENTS.



b. TO PERSONS HELPING IN PREPARATION OF OPORD (SOP).

c. AS NEEDED OR BY SOP.

OPERATION ORDER(OPORD)

• AN OPORD GIVES THE SOLDIERS THE INFORMATION NEEDED TO CARRY OUT AN OPERATION.

• OPORDs USE A FIVE-PARAGRAPH FORMAT TO ORGANIZE THOUGHTS AND ENSURE COMPLETENESS. A SIXTH PARAGRAPH IS ADDED IN THE TRAINING ENVIRONMENT FOR SAFETY.

• THEY ALSO HELP SUBORDINATE LEADERS UNDERSTAND AND FOLLOW THE ORDER.

• USE A TERRAIN MODEL OR SKETCH ALONG WITH A MAP TO EXPLAIN THE ORDER,

• WHEN ABLE, GIVE THE ORDER WHILE OBSERVING THE OBJECTIVE AREA.

OPORD FORMAT• TASK ORGANIZATION (TELLS HOW THE UNIT IS ORGANIZED FOR

COMBAT).

1. SITUATION:

a. ENEMY FORCES. INFORMATION ABOUT THE ENEMY, SUCH AS PLACEMENT, STRENGTHS, WEAKNESSES, AND ACTIVITY.

INCLUDE THE CONCLUSIONS REACHED ABOUT THE ENEMY DURING THE ESTIMATE OF THE SITUATION.

b. FRIENDLY FORCES. THE MISSION (TASK AND PURPOSE) OF THE NEXT HIGHER UNIT, INTENT OF HIGHER

COMMANDER, AND THE UNITS TO THE LEFT, RIGHT, FRONT, AND REAR; (MUST KNOW THE TASK AND PURPOSE FOR ALL ADJACENT UNITS).

c. ATTACHMENTS AND DETACHMENTS. UNITS BEING ATTACHED OR DETACHED, AND THE TIME THAT THEIR

ATTACHMENT OR DETACHMENT TAKES PLACE.

OPORD FORMAT

2. MISSION: A CLEAR CONCISE STATEMENT OF THE UNIT’S MISSION (TASK AND PURPOSE). IT TELLS WHO, WHAT, WHEN, WHERE, AND WHY.

3. EXECUTION:

a. CONCEPT OF OPERATION. COMMANDER OR LEADER’S INTENT; SCHEME OF MANEUVER IN THE OFFENSE OR PLACEMENT OF UNITS IN THE DEFENSE; DESIGNATION OF THE MAIN EFFORT; THE FIRE SUPPORT PLAN; AND THE INTEGRATION OF OBSTACLES, MINES, AND FORTIFICATIONS. TELLS HOW THE LEADER WANTS TO ACCOMPLISH THE MISSION FROM START TO FINISH.

IT GIVES THE SUBORDINATES THE COMMANDER’S INTENT.

b. TASKS FOR SUBORDINATE UNITS. INCLUDES SPECIFIC TASKS THAT THE UNIT MUST DO. THERE IS A SUBPARAGRAPH FOR EACH UNIT; TARGET PRIORITIES, ENGAGEMENT CRITERIA.

OPORD FORMAT

c. COORDINATING INSTRUCTIONS. INFORMATION THAT IS COMMON TO TWO OR MORE SUBORDINATE UNITS; TIME LINES, PRIORITIES OF WORK, GENERAL INSTRUCTIONS.

4. SERVICE AND SUPPORT: INFORMATION PERTAINING TO RATIONS, AMMUNITION, MEDICAL SUPPORT, HANDLING OF POW's AND CAPTURED DOCUMENTS, TRANSPORTATION, AND OTHER COMBAT SERVICE SUPPORT MATTERS.

IT INCLUDES AS MANY SUBPARAGRAPHS AS NEEDED TO PROVIDE THE INFORMATION. THERE IS NO SPECIFIC SEQUENCE FOR THE SUBPARAGRAPHS, BUT SHOULD BE PLANNED FOR AND ISSUED BY THE ELEMENT TO COORDINATING THE SPECIFIC SUPPORT; PLATOON SERGEANT, 1SG, XO.

OPORD FORMAT

5. COMMAND AND SIGNAL:

a. COMMAND. INFORMATION PERTAINING TO THE LOCATION OF THE LEADERS DURING THE OPERATION AND THE CHAIN OF COMMAND.

b. SIGNAL. COMMUNICATIONS INFORMATION SUCH AS FREQUENCIES, CALL SIGNS, SIGNALS, CHALLENGE AND PASSWORD (BEHIND OF FRIENDLY LINES, FORWARD OF FRIENDLY LINES, AND RUNNING), AND CODE WORDS.

6. SAFETY: DURING THE PLANNING PHASE OF ANY TRAINING MISSION, ALL LEADERS MUST CONDUCT A RISK ASSESSMENT BASED ON THE MISSION TO PERFORM AND THE TASKS ASSIGNED. THE RISK MANAGEMENT CHART SHOWS THE AREAS IN WHICH THE LEADER MUST ASSESS POSSIBLE HAZARDS.

OPORD FORMATRISK MANAGEMENT

NONACCLIMATED

PARTIALLYACCLIMATEDACCLIMATED

MISSION PLANNING

MISSION CONTROL

SOLDIER SELECTION

SOLDIER ALERTNESS

MISSIONDURATION

TASKORGANIZATION

TASK

OPERATINGENVIRONMENT

> 72 HOURS24-48 HOURS< 24 HOURS

PREPARATION TIME

IN DEPTH ADEQUATE MINIMAL

321

432

544

NATURE OF MISSION

NONTACTICALDAY

TACTICALNIGHT

TACTICAL

OPCONATTACHEDORGANIC

321

543

544

SOLDIER EXPERIENCE

COMPLEXROUTINESIMPLE

HIGHLYEXPERIENCED

MOSQUALIFIED UNTRAINED

321

543

554

LENGTH OF REST

OPTIMUM >8 HOURS ADEQUATE 4-8 HOURS MINIMAL <4 HOURS

4

31

4

32

5

44

TERRAIN

EQUIPMENT STATUS

WEATHER & ENVIRONMENT CONDITIONS

TYPE

EQUIPMENTAGE

TEMPERATURE

MOUNTAINS/DESERTHILLS

FLAT/ROLLING

TRAFFICABILITY

IMPROVED TRAILSCROSS

COUNTRY

321

433

544

MAINTENANCE STATUS

F/M/CMISSIONCAPABLE NON M/C

OLDAVERAGE

NEW

321

443

555

VISIBILITY / MOISTURE

< 31 OR >8032 - 5960 - 79

DAY / CLEARDRY

LTD VIS / HAZYDRIZZLE

NIGHT / DUST/ FOGSNOW / MUD / RAIN

ICE

321

432

544

LOW1 - 10

CAUTION11 - 20

HIGH21 - 29

EXTREMELY30 - HIGH - 35

DEVELOP & IMPLEMENT RISK REDUCTION ACTIONS.

ALL RISK GREATER THAN 4 REQUIRE IMMEDIATE ACTION.

WHEN TWO OR MORE AREAS ASSIGNED A RISK

FACTOR OF 5, THE OVERALL RATING IS EXTREMELY HIGH.

YOU ARE CHALLENGED TO MAKE PRUDENT RISK DECISIONS.

ACCEPT RISKS WHEN THE BENEFITS OUTWEIGH THE COST.

FRAGMENTARY ORDER(FRAGO)

• A FRAGMENTARY ORDER (FRAGO) PROVIDES TIMELY CHANGES TO EXISTING ORDERS.

• THE FORMAT FOR A FRAGO IS THE 5 PARAGRAPH OPORD FORMAT.

• ONLY THOSE ITEMS THAT HAVE CHANGED SINCE THE LAST OPORD SHOULD BE DISCUSSED.

• IF A SIGNIFICANT CHANGE IN THE MISSION OCCURS OR A NEW MISSION IS RECEIVED, AN OPORD MAY BE ISSUED RATHER THAN A FRAGO.

FIVE-POINTCONTINGENCY PLAN

• PRIOR TO LEAVING THE UNIT, THE PLATOON LEADER / SQUAD LEADER GIVES INSTRUCTIONS CALLED A FIVE-POINT CONTINGENCY PLAN.

• THIS CONTINGENCY PLAN IS ON WHAT HIS ACTIONS ARE GOING TO BE, WHAT ACTIONS HIS UNIT IS TO TAKE IN THE EVENT OF ENEMY ACTION, AND WHAT IS TO BE ACCOMPLISHED IN HIS ABSENCE.

• THESE INSTRUCTIONS INCLUDE: WHERE HE IS GOING, OTHERS HE IS TAKING WITH HIM, TIME HE WILL BE GONE, WHAT HAPPENS IF HE DOES NOT RETURN, AND ACTIONS TO BE TAKEN IF THE UNIT MAKES CONTACT AND IF THE PLATOON / SQUAD LEADER MAKES CONTACT.

FIVE-POINTCONTINGENCY PLAN

• AN ACRONYM CAN BE USED TO COMMIT THE FIVE-POINT CONTINGENCY PLAN TO MEMORY:

• “GO TWA YOU AND ME”

G - GOING, WHERE THE PLATOON / SQUAD LEADER IS GOING.

O - OTHERS, WHO HE IS TAKING WITH HIM.

T - TIME, TIME HE WILL BE GONE.

W - WHAT, WHAT HAPPENS IF HE DOES NOT RETURN.

A - ACTIONS, ACTIONS ON ENEMY CONTACT, YOU AND ME. ACTIONS TO BE TAKEN BY YOU, ACTIONS TO BE TAKEN BY ME (THE DEPARTING LEADER).

ASSEMBLY AREAPROCEDURES

• PURPOSE. AN ASSEMBLY AREA (AA) IS A PERIMETER DEFENSE USED WHEN A UNIT HALTS TO PERFORM NECESSARY PLANNING AND PREPARATION FOR FUTURE COMBAT OPERATIONS OR COMBAT SERVICE AND SUPPORT TASKS.

• A TENTATIVE ASSEMBLY AREA IS GENERALLY SELECTED FROM MAP OR AERIAL RECONS, AND IS PHYSICALLY RECONNED AND SECURE PRIOR TO OCCUPATION TO MAKE SURE IT IS SUITABLE.

• AN ALTERNATE ASSEMBLY AREA IS ALSO TENTATIVELY SELECTED.


• SOME ACTIONS TAKEN PRIOR TO AND DURING THE OCCUPATION OF AN ASSEMBLY AREA AS OUTLINED IN ARTEP 7-8 MTP INCLUDE:

1. A QUARTERING PARTY RECONNOITERS THE TENTATIVE ASSEMBLY AREA. THIS QUARTERING PARTY SHOULD CONTAIN AN ADEQUATE NUMBER OF SOLDIERS THAT ARE TRAINED TO PERFORM SPECIFIC TASKS.

a. ENTERS THE TENTATIVE ASSEMBLY AREA IN MOPP LEVEL 4, AND SURVEYS THE SITE FOR

CONTAMINATION.

b. ENSURES NO ENEMY ARE PRESENT.

c. CLEARS OR MARKS ALL OBSTACLES.

2. THE QUARTERING PARTY DETERMINES INITIAL POSITIONS FOR THE PLATOON ELEMENTS.

a. ENSURES MUTUAL SUPPORT (FIRES).

b. MARKS IAW THE UNIT SOP.


3. THE QUARTERING PARTY ESTABLISHES INITIAL SECURITY.

a. FORCES THE ENEMY RECONNAISSANCE PROBES TO WITHDRAW.

b. WARNS THE MAIN BODY OF THE ENEMY ATTACK.

4. AS THE PLATOON CLEARS THE RELEASE POINT, QUARTERING PARTY MEMBERS, WAITING IN COVERED AND CONCEALED POSITIONS, MOVE OUT TO GUIDE THEM TO SELECTED OR DESIGNATED AREAS WITHOUT HALTING.

a. EACH ELEMENT IS GUIDED TO THE CORRECT POSITION.

5. THE PLATOON ESTABLISHES AND MAINTAINS LOCAL SECURITY.

a. THE PLATOON LEADER ASSIGNS EACH VEHICLE/CREW/SQUAD A SECTOR OF THE

PERIMETER TO ENSURE MUTUAL SUPPORT AND TO COVER ALL GAPS BY OBSERVATION AND FIRE.


b. THE PLATOON LEADER DESIGNATES AN OP, AND SQUAD LEADERS SELECT OP PERSONNEL.

c. THE OP HAS TWO (2) TYPES OF COMMUNICATIONS WITH THE PLATOON CP.

d. THE OP WARNS THE PLATOON OF ENEMY APPROACH BEFORE THE PLATOON IS ATTACKED.

6. THE PLATOON LEADER ESTABLISHES A PRIORITY OF WORK, TO INCLUDE (CAN VARY BY UNIT SOP AND METT-T):

a. POSITIONING OF VEHICLES, CREWS-SERVED WEAPONS, CHEMICAL-AGENT ALARMS, AND DESIGNATING

PDF, FPL, AND FPF’s.

b. CONSTRUCTING INDIVIDUAL AND CREW-SERVED FIGHTING POSITIONS.


c. SETTING UP WIRE COMMUNICATIONS BETWEEN THE SQUADS TO THE PLATOON CP. (RADIO SILENCE IS

OBSERVED BY THE PLATOON).

d. PREPARING RANGE CARDS.

e. CAMOUFLAGING POSITIONS.

f. CLEARING FIELDS OF FIRE.

g. DISTRIBUTING AMMUNITION, RATIONS, WATER, SUPPLIES, AND SPECIAL EQUIPMENT.

h. CONDUCTING PREVENTIVE MAINTENANCE CHECKS AND SERVICES ON VEHICLES AND EQUIPMENT.

i. PREPARING DRAGON NIGHTSIGHT.

j. INSPECTING PLATOON MEMBERS AND EQUIPMENT.

k. REHEARSING CRITICAL ASPECTS OF THE UPCOMING MISSION.


l. TEST-FIRE SMALL ARMS (IF THE TACTICAL SITUATION PERMITS).

m. CONDUCTING PERSONAL HYGIENE AND FIELD SANITATION.

n. INSTITUTING REST PLAN FOR SOLDIERS AND LEADERS.o. COMPLETING THE WORK PRIORITIES AS TIME PERMITS.

7. THE PLATOON COORDINATES, AS A MINIMUM, WITH THE ELEMENT ON THE LEFT AND RIGHT.

a. ASSIGNS SECURITY PATROLS, IF APPLICABLE.

b. ESTABLISHES RESPONSIBILITY FOR OVERLAPPING AVENUES OF APPROACH BETWEEN ADJACENT SQUADS AND PLATOONS.

c. ENSURES THERE ARE NO GAPS BETWEEN ELEMENTS.

d. EXCHANGES INFORMATION ON OP LOCATIONS AND UNIT SIGNALS.


e. COORDINATES LOCAL COUNTERATTACKS.

8. THE PLATOON LEADER FORWARDS A SECTOR SKETCH TO THE COMPANY COMMANDER AND KEEPS ONE FOR UNIT USE.

LEADERSHIPPAYOFF

WAR IS WAGED ONLY WITH VIGOR, DECISION, AND UNSHAKEN WILL:

ONE MUST NOT GROPE

OR HESITATE

IF WE APPLY THE PRINCIPLES DISCUSSED IN THIS LESSON,

WE CAN DEVELOP OURSELVES TO MASTER THE SKILLS NECESSARY

TO EARN THE CONFIDENCE OF OUR SOLDIERS,

AND LEAD THOSE SOLDIERS THAT HAVE ENTRUSTED

US, THE LEADERSHIP WITH THEIR LIVES.

Documents

TROOP LEADING. OBJECTIVES UNDERSTAND THE NECESSITY OF TROOP LEADING PROCEDURES KNOW YOUR LEADER RESPONSIBILITIES MASTER THE COMBAT ORDERS PROCESS CONDUCT