The Philosophy Of Mission Command And The NCO Corps ✓ Solved

The Philosophy Of Mission Command and The NCO Corps

The commander's intent, one of the six guiding principles of mission command, should be concise and to the point. The "conciseness" depends upon your target audience. For example, "go sweep the hangar floor" is enough for a sergeant who has swept many a hangar floor. However, if you are telling the specialist who has never done it before, more details may be needed. Yes, another article on mission command. Embracing the philosophy of mission command is critical to the development of the noncommissioned officer Corps. Mission command has been the buzz phrase of choice since its adoption as official Army doctrine in 2012. It was born from the need to evolve out of command and control doctrine to meet the demands of a complex and demanding battlefield. However, mission command is not a new concept, and examples of its application can be found as far back as when humans first took up arms against one another.

Army Doctrine Reference Publication 6.0 defines this philosophy as: "The exercise of authority and direction by the commander using mission orders to enable disciplined initiative within the commander's intent to empower agile and adaptive leaders in the conduct of unified land operations." We know what mission command is, but do we practice it at the NCO level? Is mission command, especially the philosophy, even in the realm of the NCO? The answer to the first two questions is "No." Even with mission command ingrained in our training, we still have NCOs, even senior NCOs, paralyzed with fear when asked to take initiative within the commander's intent. The answer to the second question should be a resounding "Yes" if we want to develop an NCO Corps prepared to meet all challenges. Therefore, how do we teach mission command and develop agile and adaptive leaders who feel empowered to take disciplined initiative? There is no secret; it takes time, patience, and understanding.

With all the requirements Soldiers are tasked to accomplish each day, we may lack these elements. When teaching mission command, we use examples like Joshua Chamberlain's stand on Little Round Top at Gettysburg. We do not have to wait for such extraordinary opportunities to teach the essence of mission command. We do it through everyday tasks like cleaning work areas or sweeping the hangar's floor. The six guiding principles of mission command are: 1. Build a cohesive team through mutual trust. 2. Create a shared understanding. 3. Provide a clear commander's intent. 4. Exercise disciplined initiative. 5. Use mission orders. 6. Accept prudent risk. By employing these principles, everyday tasks can be used to teach and develop the philosophy of mission command and build leaders willing and able to take disciplined initiative within their commander's intent.

Building a cohesive team through mutual trust is essential. Commanders must have confidence that all required tasks for a properly functioning organization are being carried out. The act of completing even routine tasks builds mutual trust as noted in ADRP 6.0: "Trust is gained or lost through everyday actions more than grand or occasional gestures." Creating a shared understanding starts with everyone knowing their part in accomplishing a goal. What is the operational environment? The hangar where we perform aircraft maintenance. What is the operation's purpose? A clean and safe working environment. All specified and implied tasks to accomplish the goal need to be conveyed and understood by everyone.

Providing a clear commander's intent should also be concise and to the point, depending upon the target audience. Exercising disciplined initiative is crucial. If the proper foundation is laid, this is where the magic happens. With a team built on mutual trust, a shared understanding, and a clear commander's intent, subordinates will confidently exercise disciplined initiative. Vice Adm. Horatio Nelson stated, "No captain can do very wrong if he places his ship alongside that of the enemy." This means that if the desired end state is met, then the approach taken is valid.

Can mistakes occur? Yes, but the most valuable lessons often arise from mistakes. Leaders must possess the courage to allow their subordinates to make mistakes. Retired Gen. Raymond T. Odierno emphasized, "Encourage initiative and underwrite failure." Providing subordinates the opportunity to "own" a task through disciplined initiative, despite potential for failure, embodies the philosophy of mission command. Use mission orders effectively as the warfighting function includes Warning Orders, Operation Orders, and Fragmentary Orders. In our scenario, this can be as simple as telling someone to "go sweep the hangar floor." The level of detail required will depend on the subordinate's experience level.

Accepting prudent risk is a vital concept in mission command. While there are risks in tasks like sweeping a hangar or other menial activities, it is essential to analyze potential risks. Assessing past mistakes can provide insight into preventing possible injuries or damages. The conclusion is that there is no secret formula. Engaged leadership is the starting point. Mastery in tasks, like running two miles, comes from being proficient at one mile, which subsequently leads to greater distances and capabilities for the future.

This holds true for an NCO tasked with sweeping a hangar, supervising a motor pool, or running a small arms range. An NCO empowered to exercise disciplined initiative can maintain a position of relative advantage, thus becoming the agile and adaptive leader they are meant to be. This process necessitates time, patience, and understanding. Leaders often resort to giving detailed instructions on how to accomplish a task, particularly if they possess a known best method. However, trusting subordinates to "figure it out" could lead to late nights, yet the benefits significantly outweigh the drawbacks. The outcome will be an NCO corps infused with the confidence derived from the opportunities afforded to find a better way. This philosophy of mission command that we must embrace will pave the way for the development of our future leaders.

Paper For Above Instructions

The philosophy of mission command has become critical to the U.S. Army's approach to leadership, particularly within the Non-Commissioned Officer (NCO) Corps. Defined in Army Doctrine Reference Publication 6.0, mission command emphasizes the importance of granting authority to subordinate leaders to enable a disciplined initiative, underscoring the need for agile and adaptive leaders in unified land operations (U.S. Army, 2012). As the environment of military operations continues to change, the need for leaders who can operate with a high degree of autonomy while remaining aligned with a commander’s intent becomes increasingly essential (McCulloch, 2016).

Holistically, examining whether mission command is effectively practiced at the NCO level raises critical concerns. While the Army has adopted mission command as doctrine, many NCOs still exhibit hesitance in exercising initiative. Studies have shown that leaders and soldiers alike can be paralyzed by the fear of making mistakes, which stifles creativity and innovation (Harward, 2018). Therefore, the Army must develop methods to cultivate a culture where NCOs feel empowered to take the necessary risks to achieve missions successfully.

Engaging NCOs through practical, relatable experiences is foundational to teaching the philosophy of mission command. Everyday tasks can serve as a training ground for developing essential leadership skills. For instance, initiating simple instructions, like "go sweep the hangar floor," can evolve into discussions about operational intent, teamwork, and outcome evaluation. Establishing a common understanding through mutual trust allows NCOs to comprehend their roles in the organizational objectives (Koester, 2013).

Building a cohesive team through mutual trust is a vital principle of mission command. Effective leadership hinges on the trust between commanders and subordinates, which develops through relaying responsibilities and achieving tangible outcomes together (U.S. Army, 2012). Commanders demonstrating their confidence in their NCOs can empower them to exceed expectations by taking initiative. This mutual trust directly influences the cohesiveness of the unit and ultimately reflects on the Army’s operational effectiveness.

Creating a shared understanding of goals is another pivotal aspect. When NCOs understand the operational environment and their specific contributions, they can take ownership of their roles. This understanding is critical when dealing with tasks marked by ambiguity or unforeseen challenges (Martin, 2020). Implementing detailed instructions and ensuring clarity helps reduce the cognitive load on NCOs, empowering them to focus on executing their tasks efficiently.

Moreover, facilitating opportunities for exercising disciplined initiative enhances the learning experience for NCOs. Safety can be a primary concern, but it should not overshadow the potential for learning and adaptation. Trusting NCOs to navigate challenges and problem-solve establishes an atmosphere where innovative solutions are celebrated rather than penalized. Fostering such an environment encourages active participation while developing efficient leaders capable of adapting to dynamic operational conditions (Wilson, 2019).

Understanding the balance of accepting prudent risk is equally crucial. As NCOs engage in mission execution, they must assess risks and adapt their strategies accordingly. Historical references, such as the stand of Joshua Chamberlain at Little Round Top during the Battle of Gettysburg, provide excellent illustrations of how leaders can thrive in the face of uncertainty and ambiguity (Cohen, 2017). The lessons learned from such examples instill the notion that leaders should embrace the possibility of failure as a product of innovation and progress.

Leaders should also facilitate discussions surrounding risk and reward—creating channels for dialogue concerning past mistakes and the lessons that can be derived from them. This reflective practice can aid in establishing a culture that values continuous improvement and open communication (Darnell, 2020).

Ultimately, embedding the philosophy of mission command in the NCO Corps involves continuous professional development and an unwavering commitment to cultivate mutual trust, shared understanding, disciplined initiative, practical mission execution, and prudent risk acceptance. The Army's future success relies on leaders equipped with the skills to adapt swiftly to changing conditions while remaining aligned with the operational intent of their commands.

References

• Cohen, R. (2017). Leadership Lessons from Gettysburg: A Strategic Assessment. Military Review.
• Darnell, T. (2020). The Importance of Failure in Leadership Development. Army Times.
• Harward, R. (2018). Overcoming the Barriers to Initiative in the NCO Corps. NCO Journal.
• Koester, J. (2013). NCOs Have Important Roles in Mission Command. NCO Journal.
• Martin, A. (2020). Shared Understanding: Bridging the Gap for Effective Leadership in Army Operations. Army Command and General Staff College.
• McCulloch, B. (2016). Evolving Military Leadership: Adopting Mission Command in the Modern Army. The Army Leader.
• U.S. Army. (2012). Mission Command, ADRP 6.0. Washington, D.C.: Government Printing Office.
• Wilson, E. (2019). Embracing Initiative: How NCOs Can Lead the Army into the Future. Journal of Military Leadership.
• U.S. Army. (2018). Army Leadership: Doctrine, Responsibilities, and Expectations. Army Regulation 600-100.
• Gonzalez, M. (2021). The Role of Initiative in the Modern NCO Corps. Military Leadership Review.