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MISSION COMMANDER

THE MOST EFFECTIVE AND EFFICIENT TEAM,

IS THE ONE THAT CAN ACT AND REACT WITH MINIMAL SUPERVISION.

THE 7 PRINCIPLES OF MISSION COMMAND

"NEVER TELL PEOPLE HOW TO DO THINGS. TELL THEM WHAT TO DO AND THEY WILL SURPRISE YOU WITH THEIR INGENUITY."

General George S. Patton

COMPETENCE
MUTUAL TRUST
SHARED UNDERSTANDING
COMMANDER'S INTENT
MISSION ORDERS
DISCIPLINE INITIATIVE
RISK ACCEPTANCE

Leadership is a complicated issue, and leadership relies entirely on contextual judgment at every turn.

Leadership is also very personal: everyone has their own style of leadership, even if using certain models as a guide. There is a great amount of nuance to leadership, much of it tacit.

There is no repeatable pattern that everyone can simply execute. Leadership is complex because humans are complex. Trying to define the perfect model of leadership is like trying to define the perfect relationship

BUILD PROJECTS AROUND MOTIVATED INDIVIDUALS.
GIVE THEM THE ENVIRONMENT AND SUPPORT THEY NEED,
AND TRUST THEM TO GET THE JOB DONE.

In the MISSION COMMAND MODEL, decision-making is pushed down to the lowest level so that those in the field can act immediately, using their own judgment, without having to wait for orders.

Mission command relies on training those in the field so that they have sufficient knowledge and leadership skills so that they can make competent decisions autonomously.

The ideal field commander is an experienced leader and is knowledgeable of the “big picture” so that field decisions can take the overall strategy objective into account. Individual soldiers are expected to be able to make judgments too, so that if they are separated from their commander, they can act without delay.

Applying this in a business context, the mission command model informs team members of the big picture and goals, empowers team members to decide how to get the job done, whatever it takes.

There are three real dilemmas that inhibit the practice of mission command, but like all dilemmas, they are easy to fix when confronted.

the fear of subordinates making mistakes
the discomfort of superiors feeling out of control
the angst of leaders chancing their careers on others’ mistakes

Mission command is the Army’s approach to command and control that empowers subordinate decision making and decentralized execution appropriate to the situation. Mission command supports the Army’s operational concept of unified land operations and its emphasis on seizing, retaining, and exploiting the initiative.

The mission command approach to command and control is based on the Army’s view that war is (business can be) inherently chaotic and uncertain. No plan can account for every possibility, and most plans must change rapidly during execution to account for changes in the situation.

No single person is ever sufficiently informed to make every important decision, nor can a single person keep up with the number of decisions that need to be made during combat. Subordinate leaders often have a better understanding of what is happening during a battle, and are more likely to respond effectively to threats and fleeting opportunities if allowed to make decisions and act based on changing situations and unforeseen events not addressed in the initial plan in order to achieve their commander’s intent. Enemy forces may behave differently than expected, a route may become impassable, or units could consume supplies at unexpected rates.

Friction and unforeseeable combinations of variables impose uncertainty in all operations and require an approach to command and control that does not attempt to impose perfect order, but rather accepts uncertainty and makes allowances for unpredictability.

"IT'S ALL IN THE EXECUTION"

Henry VIII

COMPETENCE

it isn't just about being the smartest guy in the room or knowing the right answers on the test: it's about the proper application of knowledge in order to solve problems.

The ability to operate effectively by using mission command principles relates directly to the competence.

Competence is acquired through training, education, assignment experience and professional development.

MUTUAL TRUST

it's a two-way street: mutual trust is shared confidence between commanders and subordinates, which expect their leaders to practice what they preach.

Leaders count on team members to come through during crunch time this way both parties know the other will always be there to catch them.

SHARED UNDERSTANDING

Shared understanding of the situation, forms the basis for unity of effort.

Subordinates initiative collaboration requires dialogue: it can be brutal, and not everybody gets everything their way. But at the end of it, everyone knows the plan and their role in it.

COMMANDER'S INTENT

it should therefore be worded by the commander himself before you might be thinking, the simple answer is to do what your boss would do if he was here with you.

The commander's intent is a clear and concise expression of the purpose of the operation and the desired end state a good commander gives you a clear picture of what mission accomplishment looks like it's short sweet to the point and not more than a paragraph.

MISSION ORDERS

are directives that emphasize to subordinates the results to be obtained not how they are to achieve them.

General Patton knew what he was talking about: it's not a product it's a technique.

WHO WHAT WHEN WHERE WHY

should be answered at the end of planning.

Mission orders consist of the mission task organization commander's intent and concept of operations tasks to subordinate units and minimum essential coordinating instructions:

"charlie mike isn't referring to your cousin with two first names"

DISCIPLINE INITIATIVE

refers to the duties individual subordinates have to exercise initiative within the constraints of the commander's intent to achieve the desired state.

Team's members and leaders with discipline initiative, know when to follow a plan until the plan is not suitable to their situation.

Knowing the commander's intent, enables them flexibility to meet new threats or seize opportunities: they then report the situation at the first opportunity while continuing the mission.

shoot communicate and move on out given the same amount of intelligence

RISK ACCEPTANCE

Mission command requires that commanders and subordinates manage accepted risk, exercise initiative and act decisively even when the outcome is uncertain: analysis is important in planning for contingencies.

Accepting prudent risk is not gambling, it's preparing the team as best you can with the tools available.

"TIMIDITY WILL DO A THOUSAND TIMES MORE DAMAGE THAN AUDACITY"

Karl von klausmitz