ATP-4-90 Brigade Support Battalion Download
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Chapter 2 2-2 ATP 4-90 June 18, 2020 PRINCIPLES OF MISSION COMMAND BSB and company commanders achieve effective mission command by fostering competent subordinate units and leaders through rigorous training and education. Commanders develop an environment of mutual trust and shared understanding between company commanders and the BSB staff. This takes time and is only accomplished through deliberate effort by everyone involved. Commanders issue mission orders that focus on the purpose and desired end state of a mission instead of focusing on how subordinate companies perform assigned tasks. This allows subordinate commanders the latitude to make decisions to accomplish tasks according to the current situation. BSB commanders also ensure that subordinate commanders have sufficient resources to accomplish all assigned tasks. Successful mission command is enabled by the following principles. COMPETENCE Effective mission command and a unit’s ability to exercise it relies on tactically and technically competent commanders, Soldiers, and teams. BSB commanders, company commanders, and leaders achieve competence through repetitive, realistic, and challenging training, education, experience, and professional development. These events not only build competence but also individual confidence, teamwork, and trust at all levels. MUTUAL TRUST Mutual trust is shared confidence between the BSB commander, the staff, company commanders, and junior leaders that all can be relied upon and are competent in their positions. This trust can only be achieved over time based on common experience. Mutual trust is an essential element of mission command. The BSB commander directs the company commanders to accomplish important tasks. The commander will delegate greater authority to do so. Company commanders trust the BSB commander will accept and support the outcome of their decisions. In this way, company commanders will exercise greater initiative. SHARED UNDERSTANDING Shared understanding is essential to decentralized execution under mission command. The BSB commander and the staff create shared understanding throughout the operations process. This method frames the OE in a way that can be understood by subordinates. A clear mission, critical tasks to be accomplished by each unit, problems affecting mission accomplishment, and potential solutions are parts of information required. Throughout the process, everyone involved shares and questions information to understand the situation and to support decisions. Furthermore, information is shared down to the lowest level. COMMANDER’S INTENT A clear commander’s intent is vitally important to shared understanding and effective subordinate actions. The BSB commander’s intent is a clear and concise statement that describes what constitutes success for the operation. It also describes the purpose of the operation, the desired end state, and may include key tasks. Commanders deliberately develop their intent. Since the commander’s intent provides the basis on which the staff and company commanders develop plans it does not have unnecessary, grandiose, or confusing verbiage. It is clearly nested with and supportive of the BCT mission. By understanding the commander’s intent, company commanders and junior leaders know what must be accomplished for a successful mission. They can take the initiative and act appropriately without additional orders when the situation changes or when the operation does not unfold as planned. MISSION ORDERS Mission orders are directives that emphasize to subordinates the results to be attained, not how they are to achieve them. The BSB commander issues orders (verbal, written or signaled) with this intent in mind. Commanders provide adequate information to allow subordinates to understand the mission, intent, level of subordinate authority, guidelines, and critical tasks. Mission orders are not be so detailed as to stifle initiative or so general that they create confusion. The mission orders do not dictate how subordinates accomplish a