Candidate Williamson briefed the information necessary for a complete order, but it was mixed up between different sections. The disorganized and unconfident delivery of his order demonstrated a poor understanding of the five paragraph order format and how the information should be organized/presented. Due to no reconnaissance being conducted prior to execution, SNC had to orient himself and his team to the problem before he could begin developing an initial plan. This yielded a delayed start to the execution and a slow initial tempo initially. Throughout execution, instead of tasking subordinates and providing ample direction, SNC took it upon himself to accomplish a large amount of smaller tasks. This inhibited SNC from viewing the problem…
At 6:25 PM, S/O Tom Kollar had notified Security Supervisor Steven Gibbs that he had received a report about a vehicle on fire in the B building parking lot, as well as notifications from Safety Representative Jolynn Heller in regards to the issue. The Fire department was called by Supervisor Gibbs at 6:26 pm, who in turn notified him that they were sending a unit immediately to the site and called LPS Jeffrey Matweecha in regards on escalation for the incident. He advised coordinate with Safety on the incident and that the notification of the GSCC was not necessary as it was an inside issue. Senior ops manager Thomas Gerlach was also notified of the issue and that the fire department was on route The onsite s/o Ruth Gonzalez had reported…
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 Hecht delivered an incomplete brief. SNC was nervous and unsure of the information he was relaying to his team. This uncertainty was displayed through him constantly repeating himself stumbling or stuttering and briefing the order out of sequence. SNC’s orientation simply stated that his team was located on MCB Quantico, Brown Field. SCN briefed his friendly situation in conjunction with the beginning of his mission statement. SNC failed to brief the entirety of the coordinating instructions. His brief as a whole lacked the structure of a five paragraph order. SNC lacked confidence and due to the lack of information, his order did not completely make sense. Prior to execution, SNC did not establish a plan which made it difficult for…
Candidate Dorney displayed a great amount of confidence throughout the entire evolution. He started off by getting accountability of his fire team. He spoke clearly and made constant eye contact with each member of his fire team as he briefed the five paragraph order. SNC requested a situation report from each fire team member. He stressed that time was of the essence. SNC gave the fire team specifics on how they would execute. He kept constant communication with the security and made sure there was no site of the enemy. SNC moved quickly and made his fire team move quickly as well. At the point of friction, there was no hesitation to devise a new plan and SNC ensured each member was aware of the change in plans. The fire team did…
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…
SNC’s order crossed the threshold of acceptable only because SNC mentioned the title of each of the five paragraphs in the five-paragraph order. SNC issued the order with neither confidence nor logic. SNC fabricated information pertaining to the leadership of fictitious higher units. SNC did not have a well-established plan thus resulting in Candidate Moore taking charge and leading the fire team. SNC overcame these initial deficiencies and failures, asserted himself, and took charge of SNC’s team by addressing the problems. SNC quickly formed a plan and executed it well by providing clear instructions…
Candidate Oblea Delivered his five paragraph order ensuring to cover all paragraphs, however his understanding of the order was poor. The coordinating instructions seemed as though they were ignored during the execution phase. Fire team members violated the boundaries set in the coordinating instructions. SNC displayed a complete lack of confidence during his brief and execution phase. When approaching friction points SNC could not adjust his scheme of maneuver, instead he paused and could not proceed through the course. SNC did not effectively utilize his fire team to their potential, he would state what needed to be done and instead of delegating he would actually execute the order himself. The management of time was…
Candidate Flack displayed solid command presence as he appeared comfortable by giving a clear and concise brief that included detailed orders to his team. His tone was filled with enthusiasm and excitement by speaking loud throughout the exection, in combination with constant use of hand/arm signals. Candidate Flack had his team moving at a good pace during movement toward the objective; however, he was not keeping a good eye on the location of his team members. Candidate Flack heard the sound of the enemy coming from the right of his team and changed their formation while changing their direction of movement toward the sound of the enemy. Upon receiving fire from the enemy, the ADDRAC was announced and he directed buddy rushing. Initially…
SNC confidently addressed all paragraphs of the order in a logical and confident manner. SNC’s initial plan lacked specific tasking and direction. SNC had initial difficulty issuing orders and direction. SNC used phrases which included “Let’s get two candidates” to complete a task and “do you want to give it a try.” SNC used available resources and became more confident in leading as SNC’s subordinates responded to tasking and began to gain momentum. SNC overcame friction points. As SNC made initial success, SNC became more directive and assertive in leading after the first candidate overcame the obstacle and secured the ammo can. SNC was…
SNC performed exemplary individual actions, and motivated any squad members around him to do the same. When the squad stopped, SNC would post security and tell the other’s around him to do the same. During movements, SNC constantly swept his sectors and never had to be told to pay attention. Although SNC began to lose his edge towards the last few problems by performing incorrect security posture like nodding off or sitting down instead of kneeling, SNC required little micromanagement and allowed the team leaders and squad leaders to focus on completing the problem.…
SNC briefed the five paragraph order well with a calm demeanor and conversational tone. The plan was coherent and SNC was able to answer questions from his fire team. SNC's initial plan and task allowed the team to engage the obstacle in a short period of time. At the initial point of friction SNC allowed his team to continually attempt the initial plan not recognizing the continued failed attempts and a need to adjust the plan. There was little sense of urgency to complete the mission as SNC appeared to get lost in the scenario and solely focused on making the failing technique work. SNC did assume the role as the team leader and his team members turned to him for guidance during the…
Collaborative leadership is a process of leadership built upon equally accepted goals. Critical relationships are formed between fire, law enforcement and emergency medical services to form a unified command structure. Establishing plans, protocols, proper communication routes(radio,cellular phone) are paramount. The use of common terms is useful in maintaining clear communications among responders and leadership. Involvement of the communications center as well as the phone company, local political officials, the department of public works, public utility companies, financial institutions, local businesses ( any business that can provide food, services and supplies) aids in the collaborative structure. Personal agendas must be set aside and…
Flin, R, (1996) 'Sitting in the hot seat: Leaders and teams for critical incident management ',…