Command and staff service
No. 9/3
The troop leading procedures process on
the company level
Course Objectives:

explains the operation planning and principles of the commanders military
decision making process,

explains the principles of the creation of the commanders troop leading
procedures (TLP) and standing operating procedures during a combat
planning and controlling,

to define and describe the troop leading procedures (TLP),

to teach students the individual steps of TLP,
•
during seminar to exam students from any parts of TLP.
Summary:
Preface
1. Generally about troop leading procedures (TLP)
2. The troop leading procedures (TLP) on the company level
3. Individual process steps of troop leading procedures (TLP)
Conclusion
List of tasks for students
References and further reading
PREFACE:
Troop leading procedures (TLP)
provide company commanders a
Framework
for
planning
and
preparing for operations.
Leaders of company use TLP to
develop plans and orders.
The TLP are integrally coupled with the military decision-making process
(MDMP).
Company-level and smaller units lack formal staffs and use TLP to plan and
prepare for operations. This places the responsibility for planning primarily on the
commander or small-unit leader.
Troop leading procedures are a dynamic process used by small-unit
leaders to analyze a mission, develop a plan, and prepare for an operation.
These procedures enable leaders to maximize available planning time while
developing effective plans and preparing their units for an operation. TLP consist
of eight steps. TLP are also supported by composite risk management.
The sequence of the steps of TLP is not rigid. Leaders modify the sequence to
meet the mission, situation, and available time.
1.Generally about Troop-leading procedures (TLP)
Troop-leading procedures (TLP) are a sequence of actions that enable the
company commander to use available time effectively and efficiently in the
planning,
preparing,
executing,
and
assessing
of
combat
missions.
Collectively, the TLP are a tool to assist leaders in making, issuing, and supervising
operation orders.
The type, amount, and timeliness of information passed from higher to lower
headquarters directly impact the lower unit leader’s TLP.
Picture above illustrates the parallel sequences of the MDMP of a battalion with
the TLP of a company and a platoon.
TLP may start with receipt of a warning order (WARNO), or they may not
start until the higher headquarters has completed the MDMP and issued an
operation order (OPORD).
WARNOs from higher headquarters may arrive at any time during TLP.
Leaders remain flexible. They adapt TLP to fit the situation rather than try to
alter the situation to fit a preconceived idea of how events should flow.
2. Steps of Troop-leading procedures (TLP) on the Company level
The Role of Commander of company
The commander is the most important participant in the TLP. More than
simply the decision makers in this process, commanders use their
experience, knowledge, and judgment to guide staff planning efforts.
While unable to devote all their time to the TLP, commanders remain
aware of the current status of the planning effort, participate during critical
periods of the process, and make sound decisions based upon the detailed
work of the staff. During the TLP, commanders focus their battle command
activities on understanding, visualizing, and describing.
He provides time- lines to the subordinates, and provides any instructions
necessary to complete the plan.
Troop-leading procedures are consistent with the MDMP.
The two are not identical, however, because specific steps of the TLP are
designed and intended to help coordinate staff (XO, first sergeant,..) and
commander responsibilities of units with staffs.
While the company commander has subordinate leaders who assist
him with aspects of planning for operations, these leaders are not staff
officers. This fact places the burden of planning on the shoulders of the
company commander. The TLP reflect this reality while incorporating the
spirit, language, and general process of the TLP to assist in the preparation
of OPORDs.
The TLP are not a hard and fast set of rules.
Rather, they provide a guide that the company commander applies in
ways that are consistent with the situation, his experience, and the
experience of his subordinate leaders.
The tasks involved in some steps (such as issue the warning order, initiate
movement, and conduct reconnaissance) may recur several times.
The last step, the activities of supervising and refining the plan, occur
throughout the TLP. The following outline of the TLP assumes that the company
commander will plan in a time-constrained environment. The suggested
techniques can help him quickly develop and issue a combat order. The higher
headquarters may issue two warning orders before the company
commander begins his TLP.
3. Individual process steps of TLP
Receipt of a mission may occur in several ways. It may begin with the initial
WARNO from higher or when a leader receives an OPORD.
Frequently, company leaders receive a mission in a FRAGO over the
radio. Ideally, they receive a series of WARNOs, the OPORD, and a briefing
from their commander.
When they receive the mission, leaders perform an initial assessment of the
situation (mission analysis) and allocate the time available for planning and
preparation. (Preparation includes rehearsals and movement.) This initial
assessment and time allocation forms the basis of their initial WARNOs.
Upon receipt of mission, Army leaders perform an initial assessment of the
situation (METT-TC analysis) and allocate the time available for planning and
preparation. (Preparation includes rehearsals and movement.)
The company adjusts the tentative schedule as TLP progress. (sample
schedule below)
At the time….
As soon as leaders finish their initial assessment of the situation and available time, they issue a WARNO. Leaders
do not wait for more information
TLP Step II. – Mission Analyse
Mission Analysis. Although the focus of the first step of the TLP is on
determining the unit mission and assessing the time available to accomplish
the mission, this step also begins an activity called mission analysis. The
company commander will not receive his mission until the higher headquarters
produces its third warning order or the OPORD. For him, mission analysis is
not as detailed as it is in the higher headquarters’ TLP. His mission analysis is
essentially an analysis of METT-TC considerations.
company time line
METT-TC considerations
ENEMY
TERRAIN
TROOPS
SUPPORT
AVAILABLE
MISSION
WEATHER
TIME
AVAILABLE
The most important thing is not to waste any time in issuing the initial
warning order.
TLP Step Ill. COA Development
The COA must cover the operational factors of who, what, when, where, and how and address the
mission from its start point to its conclusion
TLP Step lV. COAAnalysis and War-Game
Course of Action Analysis. After developing the COA, the company commander
analyses it to determine its strengths and weaknesses; to visualize the flow of the
battle;
to
identify
the
conditions
or
requirements
necessary
to
enhance
synchronization; and, most significantly, to gain insights into actions at the decisive
point of the mission. If he has developed more than one COA, he applies this same
analysis to each COA developed. He does this analysis through war-gaming or
"fighting" the COA against at least one enemy COA.
TLP Step V. COA Comparison
COA comparison is an objective process to evaluate COAs independently of
each other and against set evaluation criteria approved by the commander and
staff.
Leaders compare COAs by weighing the advantages, disadvantages, strengths, and weaknesses of
each, as noted during the war game. They decide which COA to execute based on this comparison and
on their professional judgment.
They take into account:

Mission accomplishment.

Time available to execute the operation.

Risks.

Results from unit reconnaissance.

Subordinate unit tasks and purposes.

Casualties incurred.

Posturing of the force for future operations.
TLP Step Vll. Orders Production
Prepare the Order or Plan
The commander and XO prepare the order or plan by turning the selected
COA into a clear, concise concept of operations and the required supporting
information, The COA statement becomes the concept of operations for the
plan.
The COA sketch becomes the basis for the operation overlay. lf time
permits, the staff may conduct a more detailed war game the selected COA
to more fully synchronize the operation and complete the plan. The
commander writes the OPORD using the Army's operation order formats
(SOP).
ISSUE THE OPORD
When issuing the OPORD, he must ensure his subordinates understand and share
his vision of what must be done and when and how it must be done.
b. Additionally, and in many respects more importantly, the company commander
must issue the order in a manner that imbues his subordinates with confidence in
the plan and a commitment to do their best to achieve the plan. Whenever
possible, he must issue the order in person, looking into the eyes of his soldiers, to
ensure each subordinate leader understands his mission and what his element
must achieve.
c. Complete the order with an initial backbrief utilizing the initial warning order
issued in step 2 of the TLP. Each subordinate leader should be able to backbrief
the unit mission and intent, the immediate higher commander’s intent, his own task
and purpose, and the time he will issue his unit’s OPORD.
Conclusion:
List of tasks for students:
-
to prepare a practice presentation in Power Point (5 photos) to present the
following headings:
 characteristics of the process of planning for combat units (Task Force),
 generally about troop leading procedures (TLP)
 the troop leading procedures (TLP) on the company level
 individual process steps of troop leading procedures (TLP)
 the principles of the creation of the commanders troop leading procedures (TLP),
 individual steps of TLP and a contain of individual activities.
References and further reading:
1. Field manual FM 3-21.11. The SBCT infantry rifle company.HQ department
of the army. January 2003.
2. The Battle Staff SMAERTbook. Plan design. Prepare execute. Assess.Smart
book. USA 2014.
3. The leaders. SMARTbook. Guide to the Army Profession, leadership and
training. Army doctrine 2015. Army of USA.
4. The Battle Staff. SMARTbook. Guide to the Army Plan design and prepare
execute. Army doctrine 2015. Army of USA.
References and further reading: