During which troop leading step does the leader typically develop and initial plan of action?

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The Army’s Troop Leading Procedures, outlined in Field Manual 6-0, Commander and Staff Organizations and Operations (May 2014), provides small-unit leaders with a framework for planning and preparing for military operations. Leaders use the troop leading procedures (TLPs) to develop plans for military operations when time is short and planning staff is limited. The TLPs are a dynamic process used to analyze a mission, develop a plan, and prepare for an operation and function as an effective problem solving/planning process for the small unit leader. The leader’s mission is essentially a problems to solve, and the TLPs are a problem solving framework to guide the leader through and abbreviated but flexible process to reach a solution when limited time is available.

In corporations, governments, educational institutions, or any non-military organizations, short-notice missions arise and problems occur with similar urgency. The troop leading procedures can be adapted as an effective hasty problem solving process for non-military leaders and managers. The advantage of a TLP-based process is the speed with which initial actions are taken when compared to traditional multi-step problem solving processes. In TLP-based problem solving, initial corrective actions are taken before a complete solution is devised. This quickly mitigates the most serious impacts. Attacking problems by applying the TLPs results in faster resolution with less overall negative impact to operations.

THE TROOP LEADING PROCEDURES

The TLPs consist of eight steps. Leaders begin the TLPs when they receive a new mission. Normally, the first three steps (receive the mission, issue a warning order, and make a tentative plan) occur in order. However, the sequence of subsequent steps is based on the situation and frequently overleap or are repeated. The last step, supervise and refine, occurs throughout. The sequence of the steps of TLP is not rigid. Leaders can modify the sequence to meet the mission, situation, and available time. Some steps are done concurrently, while others may continue throughout an operation.

STEP 1: Receive the Mission

When receiving a mission from headquarters, leaders perform an initial analysis of the mission, considering multiple variables including the tasks required, the desired outcomes, the enemy’s capabilities and likely actions, environmental impacts like the weather, and the capabilities of the Soldiers and time available. Using all information available, leaders develop their unit mission as completely as they can. They pick major tasks their unit will probably be assigned and develop their unit mission based on information they have received. At this stage, the mission is incomplete, but it enables preparations to start. Leaders complete a formal mission statement during step 6 (complete the plan).

STEP 2: Issue a Warning Order

As soon as leaders finish their initial assessment of the situation and available time, they issue a Warning Order. A warning order (WARNORD) is preliminary notice of an action which is to follow. Leaders do not wait for more information. The WARNORD informs subordinates of the unit mission and passes on any other instructions or information they think will help subordinates prepare for the mission. Leaders not delay in issuing the initial WARNORD. As more information becomes available, leaders issue updates. By issuing the initial WARNORD as quickly as possible, leaders enable their subordinates to begin their own planning and preparation.

STEP 3: Make a Tentative Plan

Once they have issued the initial WARNORD, leaders develop a tentative plan. To frame the tentative plan, leaders perform mission analysis. During mission analysis, they filter available information, and based on military doctrine, their training, and experience, develop the outline of a basic plan of action.

STEP 4: Initiate Movement

Leaders conduct any movement of their personnel necessary to continue mission preparation or to position the unit for mission execution. They do this as soon as they have enough information to do so or the unit is required to move to position itself for a task. This is essential when time is short. Movements may be to an assembly area, a battle position, or a new area of operations. It also includes movement of reconnaissance teams.

STEP 5: Conduct Reconnaissance

When time and circumstances allow, leaders personally observe the area of operations for the mission prior to execution. No amount of second-hand information can substitute for a firsthand assessment of the area of operations. Unfortunately, many factors can keep leaders from performing a personal reconnaissance. Leaders direct small teams to conduct reconnaissance while the leader completes other TLP steps. Reconnaissance gathers information that supports the tentative plan or demonstrates that the plan must be revised. Reconnaissance also fills information gaps identified during mission analysis.

STEP 6: Complete the Plan

During this step, leaders incorporate the results of reconnaissance into the plan. The plan is updated based on the reconnaissance. For example, if reconnaissance shows that the enemy has moved to a different location since last reported, the point of attack will be adjusted.

STEP 7: Issue the Order

Small-unit orders are often issued verbally. The ideal location for issuing the order is a point in the area of operations with a view of the objective and other aspects of the terrain. The leader may use a detailed sketch, maps, or other visual aids to depict the area of operations and the situation.

STEP 8: Supervise and Refine

Throughout the TLP, leaders monitor mission preparations, refine the plan, coordinate with adjacent units, and supervise and assess preparations. To ensure the unit is ready for the mission, leaders supervise subordinates and inspect their personnel and equipment. A crucial component of preparation is the rehearsal. Rehearsals allow leaders to assess their subordinates’ preparations. They may identify areas that require more supervision. Leaders conduct rehearsals to—

Practice essential tasks.
Identify weaknesses or problems in the plan.
Coordinate subordinate element actions.
Improve Soldier understanding of the concept of operations.
Foster confidence among Soldiers.

Adapting the Troop Leading Procedures Into A Hasty Problem Solving Process

The eight steps of the troop leadings procedures can be adapted into an effective hasty problem solving process. The term “hasty” often carries negative connotations: we’re often cautioned not to be “too hasty.” Hasty is defined as quickly, usually immediately after an event. In the context of problem solving, a hasty process is one designed to quickly address and mitigate the problem when time is critical, when resources, revenues, or corporate reputations could be at risk. The eight steps have been adapted to non-military operations, and grouped into three time-phased stages. The essential elements that differentiate and add value to this hasty process are 1) that Stage One is executed as rapidly as possible after the problem occurs and 2) that Step 4 is implemented early, even before the problem is completely analyzed, to mitigate the most serious impacts as soon as possible.

STAGE ONE: Quickly Mitigate Negative Impacts

1. Identify the Problem. As soon as the manager recognizes or learns of a serious problem requiring immediate action, (s)he spends a few minutes gathering as much information as possible, collecting the Five Ws (Who, What, When, Where, and if possible, Why). Leaders collect this information during the first phone call or face to face engagement regarding the problem. When time is critical, never use e-mail as a substitute for real-time communications. The most disciplined organizations establish protocols outlining incident reporting procedures including what triggers reports, what information should be reported, and whom to inform. The protocol is posted near phones and computers and is rehearsed. Practicing alert procedures increases awareness, instills proper corporate culture, and identifies outdated contact lists.

2. Inform the Team and Stakeholders. As has often been said, and is worth repeating here, bad news, unlike fine wine, does not improve with age. As soon as a problem is identified and enough information can be gathered to accurately inform the team, let them know. Ask yourself, “Who else needs to know?” and inform those parties that come to mind. Inform up your supervisory chain and down to your team(s). Also inform the government Contracting Officer's Representative or government Program Manager. The key elements to pass on are the Five Ws, any immediate actions already taken, whom you’ve informed, plans for further action, and when you’ll provide a more complete update. Steps 2-4 should occur in rapid succession if not simultaneously – when you inform your supervisory chain, include steps 3 and 4, providing a solution not just a problem. The initial call or email should be something like this: “Boss: a Technical Report was emailed to our employee Bob supporting the Government Office. It included an attachment with Proprietary Information (PROPIN) from our firm’s major competitor. We’ve deleted the email and told Bob not to discuss the PROPIN with anyone. I’m meeting with the Government PM in 30 minutes to explain the situation and what we’ve done and plan to do. I’ll call you back after the meeting and let you know how it went and discuss next steps.”

3. Develop an Initial Plan of Action. The initial plan of action addresses the actions you know you’ll need to take to mitigate additional negative impacts of the incident or problem. This plan should be developed in minutes – no more than an hour – and is prepared by you with input from a few key team members and supervisors/advisors – depending upon the seriousness, complexity, and time available. Continuing with the PROPIN example, the Initial Plan includes who to inform, what to do with the information, and what do about Bob’s new-found information on your competitor.

4. Take Immediate Corrective Actions. Akin to shutting off the water when you discover a broken pipe, the immediate corrective actions are those actions which can be done now to mitigate further damage, focusing on the most serious potential impacts. Delete the file; chat with Bob; inform stakeholders. Do what you know must be done immediately, before informing the supervisory chain. Ensure that as you train your team, they know that they have the authority to take immediate corrective actions as well even before they inform you. Finally, because you have quickly informed stakeholders and developed and implemented a plan to mitigate the most serious impacts, you have “bought” some time in order to focus on a more deliberate problem analysis and solution development with less concern that the impacts will continue or increase.

STAGE TWO: Analyze the Problem in Detail

5. Collect Information; Identify the Root Cause. Just like military unit conducts reconnaissance to gather intelligence about the enemy, you need to collect information about the problem. What went wrong? What events led up to the incident? Was it preventable? Were processes followed? As you gather this information, assign responsibility but avoid blame. For example, back to Bob: A finding could be that when the representative from the competitor called Bob at the government office saying she was emailing the report to him, Bob didn’t inform her that he was a contractor supporting the office. Receiving the file with the PROPIN is not Bob’s fault – the competitor’s rep may still have sent the email not realizing the report contained protected information. Bob did not know what the report contained … it’s not his fault that he received it. It’s merely a fact that he did.

6. Develop a Detailed Plan of Action. Your detailed plan of action must address two areas. How to correct the damage done and how to prevent the same type of action again. Be as comprehensive as possible. Consider changes to processes, changes to process documents, implementing or adjusting checklists, training or retraining personnel, re-allocating resources (time, money, and people), and adjustments to quality control procedures. Document changes. Don’t include disciplinary actions. If disciplinary actions are necessary, address these through your personnel office separately, but not as part of the action plan. Involve your team and needed stakeholders in plan development. Obtain leadership review and approval of the plan, and then communicate the plan to your customer. Consider risk management as you develop the plan. Avoid overcomplicating processes and overburdening your team with myriad checks and reviews intended to prevent every possible error – don’t sweat the small stuff. Focus on mitigating high and moderate risk items and be willing to accept low risk errors that will have minimal impact on overall operations.

STAGE THREE: Resolve and Refine

7. Implement the Plan. As you implement the plan, involve the team and keep stakeholders informed through regular updates. Work to achieve team support and buy in, and involve the team in the implementation. Track progress, and report progress to the customer. Even if implementation doesn’t proceed as well as anticipated, by keeping the stakeholders and customers informed, keeping them informed will enhance credibility and garner more patience as corrections are implemented.

8. Supervise Implementation and Adjust the Plan. Remember the phrase “what gets measured gets done.” As the leader stay engaged in the corrective action plan, making sure your team knows that getting it right is important to you. As you implement, collect feedback from the team, stakeholders, and customer and make adjustments to elements of the plan that aren’t working. Be sure to document the adjustments to the plan and to your documented processes so that results are repeatable and new arrivals to the team can learn how to execute processes and procedures the right way, the first time.

About Sine Cera. Sine Cera Consulting, LLC (Sine Cera), a VA-certified Service-Disabled Veteran-Owned Small Business, provides expert acquisition, procurement, and program support to Federal and Defense Activities, corporations, and small businesses. We support all aspects of the Federal and Defense procurement and acquisition processes.