Agility. Infantry forces seize or retain the initiative by acting and/or reacting faster than the enemy. This begins with the commander, who must have the mental agility to rapidly analyze tactical situations, think through many possible courses of action and the enemy’s likely reaction to them, and determine the most effective and least costly course. Standing operating procedures (SOPs) and drills enable the unit to rapidly execute assigned missions without long, detailed orders.
Depth. Depth is the extension of operations in time, space, and resources. A commander seeks to fight the enemy throughout the depth of the enemy’s formations by properly positioning his forces or by skillfully maneuvering his unit. This allows the unit to seek out and concentrate against enemy weaknesses. By swiftly concentrating against first one, then another enemy weakness, a skilled commander can begin to seize the initiative on a local level, allowing a higher commander to then exploit the opportunity.
Synchronization. Synchronization is the arrangement of battlefield activities in time, space, and purpose to produce maximum combat power at the decisive point. A commander synchronizes his subordinates’ actions on the battlefield by assigning clear missions, making understood the timing required in the operation, and focusing all actions toward achieving overwhelming combat power at a decisive point. Issuing orders, identifying the main effort, and assigning clear tasks and purposes to each subordinate element are the best means of maintaining synchronization in a fast-paced, fluid environment.
Versatility. Versatility is the ability of tactical units to adapt to different missions and tasks. In a force-projection army, the demands for versatility increase. Forces must be prepared to move rapidly from one region to another, one type of warfare to another, and one form of combat to another. This was admirably displayed in the war with Iraq, when US forces switched from a conventional combat mode to a counterinsurgency mode in a matter of days.
The Operational Framework
The operational framework consists of the arrangement of friendly forces and resources in time, space, and purpose with respect to each other and the enemy or situation. It consists of the area of operation, battlespace, and the battlefield organization. The framework establishes an area of geographic and operational responsibility and provides a way for commanders to visualize how to employ forces against the enemy. Commanders design an operational framework to accomplish their mission by identifying and arranging its three components. They use the operational framework to focus combat power.
BATTLE COMMAND
Battle command is the leadership element of combat power. It is principally an art that employs skills developed by professional study, constant practice, and considered judgment. Commanders, assisted by the staff, visualize and describe the operation in terms of intent and guidance, and direct the actions of subordinates within their intent. Commanders direct operations in terms of the battlefield operating systems (BOS). They directly influence operations by their personal presence, supported by their command and control (C2) system.
Full-spectrum operations generally follow a cycle of planning, preparation, execution, and continuous assessment. Battle command, however, is what drives the operations process. Army forces design and conduct operations to win on the offensive; dictate the terms of combat and avoid fighting the enemy on his terms; seize and retain the initiative; and build momentum quickly to win decisively. For more information on full-spectrum operations and battle command, review Army Field Manual (FM) 3-0, Operations.
BASIC RULES OF COMBAT
These rules appeared in Army doctrine for a short time but are no longer included in recent publications. At the small-unit level, however, they encompass the essence of the above fundamentals.
Secure
Use cover and concealment
Establish local security and conduct reconnaissance
Protect the unit
Move
Establish a moving element
Get in the best position to shoot
Gain and maintain the initiative
Move fast, strike hard, and finish rapidly
Shoot
Establish a base of fire
Maintain mutual support
Kill or suppress the enemy
Communicate
Keep everybody informed
Tell soldiers what is expected
Sustain
Keep the fight going
Take care of soldiers
2
Command and Control
Command and control (C2) refers to the process of directing, coordinating, and controlling a unit to accomplish a mission. C2 implements the commander’s will in pursuit of the unit’s mission. The two components of C2 are the commander and the system. The command and control system includes all collective tasks associated with supporting the exercise of authority and direction by a properly designated commander over assigned and available forces in the accomplishment of the mission. Leadership is what gets these tasks done effectively.
THE PRINCIPLES OF LEADERSHIP
There are nine basic principles of leadership:
•Be technically and tactically proficient (have a solid working knowledge of your unit’s weapons and tactics).
•Know your unit, your soldiers, and your capabilities (build this knowledge base to ensure success on the battlefield and limit casualties).
•Seek responsibility (perpetuate the constant improvement of soldiers, weapons, and equipment).
•Make sound and timely decisions (complete complex problem-solving exercises in preparation for combat).
•Set the example (be the leader that you would want to follow).
•Keep subordinates informed (all soldiers must know the plan).
•Develop a sense of responsibility in subordinates (give the commander’s intent with left and right limits).
•Build the team (realistic training is the best way to accomplish this).
•Employ your unit in accordance with (IAW) its capabilities (set your soldiers up for success by working within your unit’s strengths).
INFANTRY LEADERS
The infantry leader must be able to make complex decisions in order to preserve his force and accomplish the mission. The infantry leader is closest to the fight and must be resourceful, tenacious, and decisive as well as a tactician. Leaders in other branches must also on occasion act as infantry leaders. The leader must understand and use initiative in accomplishing a mission; he cannot rely on a book to solve tactical problems. He is expected to lead by example, be at the point of decision to maintain control, understand the situation, and issue orders when required. This means that he must know how to quickly analyze a situation and make decisions in light of the commander’s intent. He must be prepared to take independent action if necessary. The art of making quick, sound decisions lies in the knowledge of tactics, the military estimate process, and platoon and squad (small-unit) techniques and procedures. Infantry leaders are physically tough, technically knowledgeable, and mentally agile, and have a firm grasp of how to motivate soldiers to fight in the face of adversity.