Leadership Two
Mission Command
1
Scope
• Concept & OODA Loop
• Historical Context
• Applying the Concept
– Orders & Unity of Effort
• Applying the Concept
– Remaining Principles
• Summary
2
Scope
• Concept & OODA Loop
• Historical Context
• Applying the Concept
– Orders & Unity of Effort
• Applying the Concept
– Remaining Principles
• Summary
3
Tempo
“1. (Music) Time, rapidity of movement;
characteristic speed and rhythm of movement
(waltz tempo). 2. (Figurative) Rate of motion
or activity (the tempo of war is quickening).
(Italian, from Latin tempus, time)”
Oxford Concise Dictionary
4
The OODA Loop
Observation
Orientation
Decision
Action
5
Scope
• Concept & OODA Loop
• Historical Context
• Applying the Concept
– Orders & Unity of Effort
• Applying the Concept
– Remaining Principles
• Summary
6
‘Match of the Day’
7
Match of the Day 1
14th October 1806
PRUSSIA
(Professional and hot favourites)
Vs
FRANCE
(Upstart peasants – New Manager)
Venue: Jena and Auerstadt
Kick-off: 3.00pm
8
Match of the Day 1
Meet the Personalities
French Manager:
Napoleon Bonaparte
Prussian Manager:
Scharnhorst
9
Match of the Day 1
Meet the Personalities
Post-Match Analyst & Pundit:
Field Marshal Von Molke
10
Match of the Day 1
Result
France: Won
Prussia: None!
‘We fought bravely
enough, but not cleverly
enough.’
11
Match of the Day 1
Findings of Scharnhorst’s ‘Board of Inquiry
• The Prussian Army was run as a machine,
with iron discipline, because the morale of
the troops was low
• Officers tried to counter chaos of battle by
using scientific principles
• Nobody took action without orders
• Highly centralized and process dominated
• It used ‘Befehltaktik’ – i.e. based on orders
12
Match of the Day 1
Findings of Scharnhorst’s ‘Board of Inquiry
• Napoleon was able to communicate very
rapidly with his Marshals
• He explained his intentions, as well as
what he wanted them to do
• He expected them to use their initiative
• They did!!!
• The result was a very high tempo – a very
fast OODA loop
13
Match of the Day 1
•
•
•
•
Reforms to the Prussian Army
The need for speed of decision making
was recognized
Officers were trained and authorized to
make real-time decisions at low level
Philosophy that it was better to act now
with good intentions than to wait for the
‘right’ order
Orders from above could not possibly give
the officer on the ground all the guidance
he would need
14
Match of the Day 1
Moltke’s Wisdom
Father of ‘Auftragstaktik’
“Obedience is a principle,
but the man stands above
the principle.”
15
Auftragstaktik
• Senior commanders should not order more
than was absolutely necessary but should
ensure the goal was clear.
• In case of doubt, subordinate commanders
should seize the initiative
16
Match of the Day 2
Franco-Prussian War 1870
Return (grudge) Match
FRANCE
Vs
PRUSSIA
Kick-off: 3.00pm
17
Match of the Day 2
Result
Prussia: Won
France: None!
18
Match of the Day 3
The Great War 1914
GERMANY
(Ex Prussia)
Vs
COMBINED SERVICES
(France/BEF)
Kick-off: 3.00pm
19
Match of the Day 3
Post-Match Report
• Owing to muddy conditions and
outstanding new goalkeeping device
(machine guns), match stagnates and goes
into extra time.
• OODA Loop goes from ‘observation’ to
‘action’ and back again.
20
Match of the Day 3
Post-Match Report
•Observation
Owing to muddy
conditions
and
Decision
Action
Orientation
outstanding new goalkeeping device
(machine guns), match stagnates and goes
into extra time.
• OODA Loop goes from ‘observation’ to
‘action’ and back again.
21
Match of the Day 3
Post-Match Report
• Owing to muddy conditions and
outstanding new goalkeeping device
(machine guns), match stagnates and goes
into extra time.
• OODA Loop goes from ‘observation’ to
‘action’ and back again.
• Auftragstaktik comes on as late substitute
and almost wins the game.
22
Match of the Day 4
Second World War 1939
‘OLD FIRM’ GAME
Venue: Various
Kick-off: 3.00pm
23
Match of the Day 4
Post-Match Report
• Germany has outstanding first half using
Auftragstaktik from the ‘off’.
• Big wins away in Poland, Czechoslovakia,
Holland, Belgium, France, etc., etc..
• Manager substitutes Befehltaktik just after half
time.
• Germany loses away in Russia (Stalingrad City).
• Loses to new Combined Services (US/UK).
• Loses at home trying to play 2 games at once.
24
Cold War
• Static posturing.
• Everyone told what they had to do
(Befehltaktik?).
• Not ‘manoeuvre warfare.’
• Little need for Auftragstaktik.
• But!!!! British Army on the Rhine is
seriously outnumbered and so…….
25
Field Marshal Bagnall KCB GCB CVO MC*
• Introduces the principles of Auftragstaktik
to UK Military doctrine (1986) and
influences NATO doctrine.
• Doctrine becomes known as Mission
Command.
• Great idea!
• ….but nobody knows about it…
26
Mission Command
• Is designed to facilitate effective action
under chaotic and confusing conditions.
• Is based on trust.
• Is intended to unify autonomy and
alignment.
• The ‘mechanics’ are as follows:
27
Mission Command
• The Commander:
– Briefs his intent to 2 levels down.
– Explains the limitations; eg, time, boundaries,
must do, mustn’t do.
– Allocates resources.
– States WHAT is to be achieved, not HOW it
is to be achieved.
– Gives decision-making criteria.
28
Mission Command
• The Subordinate Commander:
– Understands ‘my role in his plan’ 2 levels up.
– Devises his own plan to play his part in
achieving the commander’s intent.
– Asks for more resources if needed, but offers
back resources not needed.
– Briefs his subordinates 2 levels down.
29
30
Scope
• Concept & OODA Loop
• Historical Context
• Applying the Concept
– Orders & Unity of Effort
• Applying the Concept
– Remaining Principles
• Summary
31
Principles of Mission Command
• Unity of effort
32
Achieving Unity of Effort
• The Commander’s Intent
• Main and Supporting Efforts
• Mission Statements
33
•
•
•
Orders Format
Situation
• Enemy Forces
• Friendly Forces
• Attachments and Detachments
Mission
Execution
• Concept of Ops
•
•
•
•
•
Intent
Scheme of Manoeuvre
Main Effort
• Subordinates’ missions
• Coordinating instructions
Service Support
Command & Signal
34
•
•
•
Orders Format
Situation
• Enemy Forces
• Friendly Forces
• Attachments and Detachments
Mission
Execution
• Concept of Ops
• Intent
•
•
•
•
Scheme of Manoeuvre
Main Effort
• Subordinates’ missions
• Coordinating instructions
Service Support
Command & Signal
35
“…One part of the order I did, however, draft
myself - the intention. It is usually the shortest of
all paragraphs, but it is always the most
important, because it states - or it should - just
what the commander intends to achieve.
It is the one overriding expression of will by
which every action by every commander and
soldier in the army must be dominated.”
Defeat Into Victory
Field Marshal Slim 1944
36
Commander’s Intent - Overview
A succinct summary of how he proposes to
achieve his purpose - articulated through
effects, so subordinates understand the links
between Main and Supporting Efforts.
Also a description of how he thinks achieving
his task will meet his given purpose (his
unique contribution to his superior’s intent)
37
Commander’s Intent - Overview
A succinct summary of how he proposes to
achieve his purpose - articulated through
effects, so subordinates understand the links
between Main and Supporting Efforts.
Also a description of how he thinks achieving
his task will meet his given purpose (his
unique contribution to his superior’s intent)
38
•
•
•
Orders Format
Situation
• Enemy Forces
• Friendly Forces
• Attachments and Detachments
Mission
Execution
• Concept of Ops
•
•
Intent
Scheme of Manoeuvre
• Main Effort
•
•
• Subordinates’ missions
• Coordinating instructions
Service Support
Command & Signal
39
Main Effort
A concentration of forces or means,
in a particular area, where a commander
seeks to bring about a decision
40
•
•
•
Orders Format
Situation
• Enemy Forces
• Friendly Forces
• Attachments and Detachments
Mission
Execution
• Concept of Ops
•
•
•
Intent
Scheme of Manoeuvre
Main Effort
• Subordinates’ missions
•
•
• Coordinating instructions
Service Support
Command & Signal
41
Mission Statements
Task(s) + Purpose
What
Why
How
42
43
Caesar
Maximus
Maridius
Archers &
artillery
Roman
Infantry
Roman
Cavalry
44
Mission Statements
Own Mission:
Task(s) + Purpose
Subordinate 1:
Task + Purpose
Subordinate 2:
Task + Purpose
Subordinate 3:
Task + Purpose
The missions assigned to subordinates, together,
fulfil the mission assigned to the commander
45
There is a common
thread to the
subordinates’
purposes, so that
when taken
together they fulfil
the Commander’s
mission
Mission Statements
Subordinate 1:
Task + Purpose
Own Mission:
Task(s) + Purpose
Subordinate 2:
Task + Purpose
Subordinate 3:
Task + Purpose
46
T: pacify the German tribes
P: bring peace to the Empire’s
Northern borders
Caesar
Maximus
Maridius
Supporting
Effort
Supporting
Effort
Archers &
artillery
Roman
Infantry
T: force German
forces out of the woods
T: fix enemy forces in the
open
P: enable infantry to
engage the enemy in
the open
P: enable Cavalry, on the
main effort, to attack the
enemy from the rear
T: defeat militant
German tribes
P: bring peace to the
northern borders
Main
Effort
Roman
Cavalry
T: kill German tribal
leader and his
bodyguard
P: cause the culmination
of the militant tribes 47
Achieving Unity of Effort
• The Commander’s Intent
• Main and Supporting Efforts
• Mission Statements
48
Russell Crowe’s Orders to his
Legions (1)
• Mission: defeat militant German tribes in order to bring
peace to the northern borders
• Intent: We will force the enemy out of the forest so
we can fix him in the open. Once he is fixed, we will
surprise him by an attack in the rear, striking to
destroy his leadership - the decisive element of the
operation. Once his leadership is destroyed, I believe
we will break the will of the German tribes, thus
eventually bring peace to the Northern borders
49
Russell Crowe’s Orders to his
Legions (2)
• Main Effort: killing of enemy leadership by the cavalry
• Scheme of Manoeuvre: Cavalry preparatory move to
FUP in cover, signal once in position. Artillery and
archers then force enemy out of the forest using fire.
Infantry advance into open ground, to lure the enemy
further into the open, and then fix him. Cavalry then
strike from the forest into the enemy’s rear, gaining
shock and surprise, to kill the enemy leadership. Once
enemy is reduced to a disorganised rabble, massacre as
many as possible. Enslave the rest.
50
Russell Crowe’s Orders to his
Legions (3)
Subordinate Missions
• Archers and Artillery
T: force German forces out of the woods
P: enable infantry to engage the enemy in the open
• Infantry
T: fix enemy forces in the open
P: enable Cavalry, on the main effort, to attack the
enemy from the rear
• Cavalry
T: kill German tribal leader and his bodyguard
P: cause the culmination of the militant tribes
51
Scope
• Concept & OODA Loop
• Historical Context
• Applying the Concept
– Orders & Unity of Effort
• Applying the Concept
– Remaining Principles
• Summary
52
Principles of Mission Command
• Unity of effort
• Decentralization (Freedom of Action)
53
“…In time [commanders at all levels]
developed to a marked degree a flexibility of
mind and a firmness of decision that
enabled them to act swiftly to take
advantage of sudden information or
changing circumstances without reference
to their superiors,
[This] requires in the higher command a
corresponding flexibility of mind,
confidence in subordinates, and the power
to make its intentions clear through the
force.”
Field Marshal Slim
54
Principles of Mission Command
• Unity of effort
• Decentralization
• [Mutual] Trust
55
“He, the soldier, must have confidence in
his leaders and know that whatever
dangers and hardships he is called upon
to suffer, his life will not be flung away.”
Field Marshal Slim
56
Principles of Mission Command
• Unity of effort
• Decentralization
• Trust
• Mutual Understanding
57
Principles of Mission Command
•
•
•
•
Unity of effort
Decentralization
Trust
Mutual understanding
• Timely and effective decision-making
58
“…One of the most difficult things we have
to do in war is to recognize the moment
for making a decision. Information comes
in degrees. Shall we make a decision now
or shall we wait a little longer?
It is usually more difficult to determine
the moment for making a decision than it
is to formulate the decision itself.”
Adolph Von Schell
59
Applying the Concept
•
•
•
•
•
Freedoms and speed of action
Intents and Effects
Resources
Minimum necessary control measures
Principles:
–
–
–
–
–
Unity of effort
Decentralisation
Trust
Mutual understanding
Timely and effective decision-making
60
Scope
• Concept & OODA Loop
• Historical Context
• Applying the Concept
– Orders & Unity of Effort
• Applying the Concept
– Remaining Principles
• Summary
61
Mission Command in Practice
• Orders – intentions, missions and context
• What effect – and why
• Appropriate resources allocated
• Minimum control – maximum freedom
• Subordinates decide ‘how’ to achieve their
mission
63
The Culture Required for Effective
Mission Command
• The Commander retains ultimate
responsibility for decisions but:
– He must genuinely empower his people
– He must trust his subordinates
• Everyone must act as a leader
• A decision to act now in accordance with
commander’s intent, rather than to wait for
orders, is imperative
64
“… Never tell people
how to do things,
tell them what to do
and they will surprise
you with their
ingenuity”
Patton
Threats and Opportunities
• The greatest threat to the successful
implementation of Mission Command is a
belief that technology will allow
command to be supplanted by control.
• The greatest challenge is to use Mission
Command, not just in war, but in everyday episodes of leadership at all levels and
to become proficient in its use.
66
“A Briton enters an action with the firm
conviction that his duty is to hurt his
enemies and help his friends without
looking for directions in the midst of the
fight; and while he thus clears his mind
of all subsidiary distractions, he rests in
confidence on the certainty that his
comrade, actuated by the same
principles as himself, will be bound by
the sacred and priceless law of mutual
support. Accordingly, both he and all his
fellows fix their minds on acting with
zeal and judgement on the spur of the
moment, and with the certainty that they
will not be deserted.
Lord Horatio Nelson
67