Candidate Weber displayed a sense of nervousness while initially briefing his fire team. He stumbled over his words at the onset of his brief. SNC used phases such as, “I would like…” when giving orders which showed a lack of confidence. Prior to planning he did not take to time to recon the surroundings. Upon execution, SNC’s ability to lead and confidence strengthened he appeared much more clam. He positioned himself well around the fire team to ensure orders were received accurately. This also enabled him to monitor the security and progress of the task. SNC’s was penalized 60 seconds as a result of a team member touching a red area. SNC remained focused and he quickly revised his plan to remedy the situation and keep pushing. Candidate…
Candidate Spencer took the time to develop a plan and write his order prior to briefing. SNC briefed an extremely detailed five paragraph order, including an exhaustive Execution paragraph, and accurate information from higher’s warning order and fragmentary order. However, SNC spent 80% of his time prepping and briefing his order, showing an inability to effectively manage his time. Once SNC began executing the mission, he did not compensate for the time spent on his order, and his sense of urgency was lacking. SNC had a low frequency of verbal and non-verbal communication with his team and thus had some difficulty maintaining awareness and control of his team member’s movements. Upon consolidation, SNC controlled his security well, assigning…
Candidate Miller struggled to deliver a five paragraph order that was in accordance with the OSMEAC format. Although SNC was able to brief some of the information he received from the instructor, he only mentioned "mission" and "signal" before briefing the sub-paragraphs. Additionally, SNC delivered the order with choppy, mumbled phrases and utilized excessive filler words. Candidate Miller displayed minimal confidence, and although he briefed a scheme of maneuver prior to execution, it was clear that he was making it up as he briefed. The tasks he gave to his fire team also lacked clarity and gave the impression they had not been thought through. During the execution, SNC used phrases that displayed lack of assertiveness such as "we should…
During this time, there were several miscommunications between headquarters and the platoon. Serial 2’s original path was a difficult and harsh terrain. The local offered an easier and quick path that Serial 2’s leader agreed upon. The local took the front of the convoy and led Serial 2 along the newly decided path. However, they came upon indirect fire, which was later, identify as mortar fire. The local stopped and took cover, which resulted in blocking the convoy on the narrow strip of pass. Serial 2’s members had to force the driver to drive in order to the convoy out of the danger zone. Serial 1 heard the firefight near Serial 2 and went towards it to provide fire. However, communications between Serial 1 and Serial 2 was never established during the incumbent firefight. As Serial 1’s members got into position, Serial 2 mistakenly Serial 1 as hostiles. During the…
The deployment of the division reserve is a positive manifestation of shared understanding. Honeycutt synthesizes the reports of the FAC (forward air controller), Cobra gunships, and his soldiers to determine that he will require B Co. He effectively communicates this understanding to the BDE commander, COL Conmy, who approves their release (Zaffiri, p. 67-68). Honeycutt’s use of a light observation helicopter during the final two assaults (18 and 20 May) highlights the flow of information during the battle. This perspective affords him better understanding that he uses to employ fires and maneuver units on the ground. He also pulls information from his subordinate with questions such as, “Can you take the sonofabitch?” or “How’s it going? ... Can you make it?” (Zaffiri, p. 223).This technique drives his use of mission orders and commander’s…
Candidate Olsen's brief was thorough, confident, and clear. SNC spent an elongated time briefing his order. This took away from the time allotted to execute the mission. Prior to the execution phase, SNC posted security oriented in the wrong direction. SNC did not look at the obstacle prior to his initial plan. As a result, his initial plan lacked key elements required to complete the mission. Although, SNC did not anticipate points of friction he was able to recognize the need for a decision during points of friction. SNC was noticeably hesitant when making decisions. As a result, his fire team members stood around, not progressing towards mission accomplishment, and waiting for guidance and direction. The decisions SNC made during…
SNC began the brief with Situation containing elements from Orientation and Execution added in. During the execution SNC gave specific individuals tasks based upon their capabilities as well as covering how each of the tasks would build upon one another ultimately leading to mission accomplishment. SNC is able to speak in a manner with authority while maintaining confidence and remaining calm. SNC recognized right away that he had chosen the incorrect plank to begin the execution and made the change immediately. When one of the FT members was timed out for 60 seconds, SNC did not hesitate to continue on without his assistance. SNC placed himself directly into the friction making decisions and executing right along with his FT members. After…
Candidate Estrada, M. received the obstacle brief and only asked two question in order to clarify what he had missed. SNC wasted little time completing his notes and assessed the obstacle for a few moments before he briefed his team. His brief consisted of all the parts of the 5 paragraph order; however, he displayed lack of confidence in his tone of voice and gave a confusing brief that bounced around the 5 paragraph order. His decision making was slow during the execution and this was displayed through lack of communication to his team. SNC did not listen to the coordinating instructions very well, as he added they could not touch an area of the obstacle that was authorized, which was part of a previous scenario. The minimal communication…
APPLICABILITY: This SOP applies to all 16 personnel assigned to 3rd Platoon, Charlie Company, 2-3 Brigade Special Troops Battalion.…
Candidate Murillo used a lot of time preparing his order; SNC used almost a full minute after he received the order from the evaluator, which displayed a lack of urgency. During order delivery, SNC used filler words several times, and had to pause on occasion to check the information before briefing it to his team. However, SNC did brief all of the paragraphs in the order, including the subparagraphs provided by the evaluator, including a Mission paragraph with purpose statement. SNC included formations in his scheme of maneuver and billet assignments in the Execution paragraph. During movement, Candidate Murillo had to be redirected to the objective by the evaluator, but was able to remember the mission once the aggressor made noise in…
SNC completed the 5 paragraph order ensuring all of the basic guidelines were covered. The loud and demanding voice of SNC illustrated that SNC was confident in his plan and knew and understood the mission. SNC used the hand and arms signals as the form of communicating with his fireteam. SNC provided a successful security plan that helped the fireteam during the time of friction. SNC and his fire team were engaged by enemy contact and SNC was able to locate the direction of the enemy and return fire and lead his fire team to safety but to also accomplish the mission. SNC made decisions without relying on other suggestions and executed the plan in a tactical manner SNC displayed a sense of urgency instructing his fireteam to move with caution.…
This is your initial counseling as a member of this squad you will maintain the proper uniform, procedures, and regulations in regards to the job you are performing as…
Communication is key. When a soldier fails to be at the right place, time, and uniform, it causes to influx the rhythm of the team. It 's the NCO 's responsibility to influence, guide, train, mentor, and most of all, take care of a soldier. When a soldier is not at the right place and time, it show lack of discipline, and it can be perceived that the NCO 's are failing at their job. If a soldier fails to inform their chain of command of…
The main reason for this essay is because I did not follow out proper orders and was not at the correct place of duty for PT/Accountability formation at the correct time. Although there was a miscommunication, granted on my half, there is still no excuse for me to miss a formation. I want to be an excellent soldier and I want to excel in the military. The first step I need to put into action is always making sure I am at the appropriate place of duty at the correct time or preferably with time to spare. This is a simple task that is easy and painless to ensure, and it will be accomplished.…
Fnac (originally Fédération nationale d’achats des cadres, or National Purchasing Federation of Managers) is an international entertainment retail chain offering cultural and electronic products, founded by André Essel and Max Théret in 1954. It is the largest retailer of its kind in France. Its head office is in Ivry-sur-Seine near Paris.…