SMA Study Guide

NCO's Study Guide

Non-Commissioned Officer's Study Guide

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Introduction Chapter 1. Troop Leading ❍ Troop Leading at the Platoon Level (A Misunderstood Art) ❍ Operations Order Format ❍ A Company OPORDER Format Chapter 2. Leadership ❍ Attila the Hun Chapter 3. Authority Chapter 4. Sergeant's Time Chapter 5. Department of the Army Centralized Selection Boards Chapter 6. The Infantry's Guide to Stripes ❍ Promotions, Points and Procedures ❍ Professional Blueprint for a Successful 11M ❍ Professional Blueprint for a Successful 11H ❍ Professional Blueprint for a Successful 11C ❍ Professional Blueprint for a Successful 11B Chapter 7. Office of Personnel Management ❍ OMPF Chapter 8. Duties of the Fire Team Leader ❍ Team Leader in Detail ❍ Skills - SGT Chapter 9. Duties of the Squad Leader ❍ The Squad Leader ❍ Squad Leader Tasks, Conditions, and Standards ❍ Skills - SSG Chapter 10. Duties of the Weapons Squad Leader Chapter 11. Duties of the Platoon Sergeant Skills - SFC Chapter 12. Computers - The Mainframe for Success ❍ The NCO and the Internet ❍ Some Terms Used on the 'Net ❍ Browsing the Internet ❍ Navigating the Web ❍ E-Mail and the NCO Chapter 13. FMs and ARs - A Handy Reference Chapter 14. Before You Deploy

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NCO's Study Guide

Readiness Checklist for Deployment ❍ Family Assistance Chapter 15. Military Symbology Chapter 16. What Joe Carries ❍ What the Army Says About a Soldier's Load ❍ Food for Thought Chapter 17. NCO Words of Wisdom ❍ Safety Messages ❍ Murphy's Laws of Combat ❍ Someone's Command Philosophies ❍ Gator Guidance ❍ MG Grange's Leader's Daily Checklist Chapter 18. Noncommissioned Officer Evaluation Reports ❍ Headquarters, I Corps NCO-ER Preparation Guide Chapter 19. Combat Tips of the Trade ❍ Forward Air Controller (FAC) Tips ❍ More RON (Remain Overnight) Tips ❍ Movement Technique Tips ❍ More Reconnaissance Tips ❍ M-16 Tips Chapter 20. Leaders' Tasks in the Defense ❍ Fighting Position Construction Infantry Leader's Reference Card ❍ Class IV Material Requirements for Standard OHC ❍ Defense ❍ Night Attack Chapter 21. The Ambush Types of Prisoner of War Ambushes Chapter 21.1 Ambush Standard Operating Procedure Chapter 22. Traffic Control Point (TCP) Standard Operating Procedure Chapter 23.Hand-to-Hand Combat Techniques Chapter 24.Flex-Cuf Restraint Techniques Chapter 25. Reflexive Fire Standard Operating Procedure Chapter 26. Combat Firing Techniques Evaluation Standard Operating Procedure Chapter 27. U.S. Army Sniper Information Chapter 28. Military Operations in Urban Terrain (MOUT) Standard Operating Procedures Chapter 29. Night Raid ❍ Ranger Company Night Live-Fire Raid Chapter 30. CASEVAC ❍ Nine-Line MEDEVAC Request (Standard) Annex A: How to Facilitate a [Squad] AAR ❍

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NCO's Study Guide â—?

United States Army Creed of the Noncommissioned Officer

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Introduction

Introduction Why did I write this book; why is this important to me?

Throughout my 23 years in the Army, I and other Non-Commissioned Officers have acquired a great amount of knowledge, but unfortunately, Non-Commissioned Officers tend to not be great writers, and so do not share that knowledge very well with fellow NCOs. We take our knowledge with us when we leave and go from assignment to assignment. I guess after 23 years I wanted to sit down and pause and attempt to pass some of the things on that I've learned. This book is really the culmination of most of the things I've learned over the years.

It could easily be more chapters, but I wanted to get in print some of the things that I believe an NCO needs to be proficient at on a daily basis in order to do his or her job. So within the context of this book are the chapters that I feel are truly important, and like the title says, it's a guide to becoming and remaining a professional NCO. Since I came into the Army in 1978 I learned from some of the greatest leaders in the Army platoon sergeant Don Purdy, a Ranger legend, and David E. Grange as a Company commander. Well, within the contents of this book are things, not that I've developed myself, but that officers, NCOs and soldiers have developed and learned from and taken the time to write down. I have tried to put these things together, and tried to put together a comprehensive study guide.

I feel that this book will be a good starting point for an NCO with limited experience, and some of the major chapters are absolute necessities - chapters like troop leading procedures and leadership. Whatever style of leadership someone picks is not important, but you have to be a good person and have something on the ball to be a good one. In these chapters is what I believe is absolutely vital, but this book can continue to grow.

For the young sergeant, there's information on duty performance, some of the absolute necessities of what he or she must know, the chapters on leadership, authority, and sergeant's time. There's a reference for ARs and FMs. This manual should be of some assistance to any NCO wanting to be successful in the Army today.

The content of this book was 23 years in the making, and still nothing is set in stone. Some of the material is from the 70's, some from the 80's, but it is still applicable today. These tips and observations come from a lot of great Americans that have served their country proudly. I've seen a lot of different things, and tried to find what works. I've tried to pick and choose and weed through the good and bad and put in only the most successful way to do something. This is not meant to be an SOP - the only way to do something. But it does give you a start point so you have some understanding of what you are talking about when you teach some of these

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basic principles, like the duties of a fire team leader or the basic duties that one leader has over another, where authority comes from, etc.

This book should be a good way to see how things were done at numerous JRTCs and NTC, how things were done in Vietnam. What have we learned from our mistakes? What is the best way to take care of your people prior to deployment? What was learned from all those AARs? As the front cover says, be relentless. As the frog holds onto the pelican's throat, he is refusing to go down without a fight, constantly striving, trying to survive. NCOs should be like that frog even when it appears hope is lost, they must try to find that last bit of inspiration and find some hope for victory. Hopefully this book can provide that inspiration and encouragement.

Thomas B. Adams III Command Sergeant Major United States Army

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Chapter 1

Chapter 1 Troop Leading Troop leading procedures haven't changed significantly for the past twenty years.

Obviously with the IBCT some of these procedures are being mended and blended with new and better ideas. Every Non-commissioned Officer must have a general understanding of where orders come from, starting with what the process is from receiving and analyzing a mission to putting out a good operations order and then supervising and refining the plan to getting soldiers to actually execute the plan.

In this particular chapter we address the eight steps to troop leading procedures. I think this chapter walks the dog on a good representation of "task, conditions, and standards." It goes through the warning order and operations order formats. It carefully walks through the orders process.

As we teach this material to young NCOs at the sergeant and staff sergeant level, we need to realize it's an awful lot of stuff. What's important out of all this is what your soldiers get for a mission. I feel that as an NCO, you need to know where orders are made - orders that come down from a company commander, from a battalion commander, to the company, down to your platoon, to your squad. They start somewhere. Orders start with thoughts and analysis, and proceed through several sub-steps.

These sub-steps are very important.

It's important for an NCO to understand that before an order gets down to their level, it goes through a process. Having no understanding of this process will make it very difficult to receive orders and execute them. You have to know where and how an operation order is made, where it comes from, and how it is analyzed. Once you have that down, and have an understanding of the process, you can break it down to the platoon and squad level and get to the actual execution of the order.

As the title basically states, leaders often refer to these procedures, but rarely execute them to standard.

And that's the meat and potatoes of this chapter. It's very important that leaders read this chapter fully and understand that all experienced leaders go through this very same process from the division level down to what your company commander goes through to give you an order.

Troop Leading at the Platoon Level (A Misunderstood Art)

By CPT David S. Davidson, USA Force XXI O/C, Team, Ft Knox, KY The art of troop leading and the application of the combat decision-making process at the task force level receives a great amount of attention. This emphasis is critical to the success of the task force. The process makes assumptions about the level of understanding and application of the fundamentals of http://call.army.mil/products/sop/adams/chapter1.htm (1 of 29) [7/31/2001 7:21:43 AM]

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troop-leading procedures at lower levels, especially at the platoon level. The effective application of the troop-leading process at the platoon level is of paramount importance to tactical success. A superior tactical plan at the task force level will fail if it is not understood and executed properly at the platoon level.

Experienced, senior leaders in the task force have detailed, step-by-step procedures to guide them through the process of developing, wargaming, and selecting a sound tactical plan. This process results in a plan that is effective, synchronized, and, most importantly, executable. Use of the abbreviated decision-making process provides sufficient guidance to ensure the process is successful regardless of the available planning time. The less experienced leaders refer to and rely on the eight steps of the troop-leading procedures outlined in various field manuals and references. These are good sources for guidance but fall short of the step-by-step detail needed.

CURRENT EIGHT STEPS OF TROOP-LEADING PROCEDURES 1. RECEIVE AND ANALYZE THE MISSION 2. ISSUE THE WARNING ORDER 3. FORM A TENTATIVE PLAN 4. START NECESSARY MOVEMENT 5. CONDUCT RECONNAISSANCE 6. MAKE DECISIONS AND COMPLETE THE PLAN 7. ISSUE THE OPERATIONS ORDER 8. SUPERVISE AND REFINE

Leaders often refer to these procedures but rarely fully understand or execute them to standard. ARTEP 17-327-10 (MTP), Task 17-3-0065 (MTP for the Tank Platoon), provides an outline for the conduct of the task and is the basis for the rest of this article. This is intended as a guide to discuss the steps of the troop-leading process and applies to any small unit leader. Any reference to tanks or tank commanders is intended to cover infantry fighting vehicles and Bradley commanders as well as non-mechanized small unit leaders.

TASK: Conduct troop-leading procedures.

CONDITION: The platoon has received an OPORD, FRAGO, or warning order from the commander. It has a map, overlays, graphic control measures, and applicable SOPs. The order specifies the time of movement and describes the enemy situation. The platoon has conducted link-up with any attachments.

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MOPP 4.

STANDARD: The platoon is prepared to move by the time specified in the order with operational weapons, equipment, and a basic load of supplies as specified by the order/platoon leader. All personnel can explain the higher unit mission, the higher commander's intent, the platoon mission, and their specific tasks and duties to support the mission. All attachments are received, briefed, and inspected.

The standard sounds simple enough to attain. Then why is it so rarely met? I believe we do not meet it because our junior leaders do not understand the steps required to execute it to standard. The following outline addresses each step and defines what I believe to be the critical elements of success when executing this task.

1. Platoon leader and platoon sergeant receive and analyze the mission. The platoon sergeant is key and should play an active role in the entire troop-leading process. If he is not present during the commander’s operations order issue, the platoon leader must bring him up to speed as soon as he can.

Use his vast knowledge and experience to help develop the platoon plan. a. Receive the mission from the commander: Once the operations order is complete, the platoon leader must do several things; most importantly, he must OBTAIN CLARIFICATION of any aspect of the mission that he does not fully understand. Do not let fear of retribution or embarrassment stop you from asking for clarification. If you do not understand, ASK; you may find you are not the only one with a question. You cannot execute a plan you do not fully understand. The platoon is doomed to failure if you leave the operations order without a clear understanding of your platoon’s part of the mission and the commander’s intent. The key to understanding your part of the plan is a clear understanding of your platoon’s TASK and PURPOSE. TASK: What exactly does the platoon have to accomplish? Specific task assigned by the commander; i.e., destroy the tank at grid MR123456; occupy BP 13 and defend NLT XX1000JUL97.

PURPOSE: Why is the accomplishment of the task critical? What effect does the task have on the operation? Explain why you are doing what you are doing; i.e., To allow 1st platoon to maneuver to the south side of Objective RED unobserved: Destroy the CRP and FSE before they cross PL Orange.

The platoon’s TASK and PURPOSE relate directly to the commander’s intent and will always support the accomplishment of the commander’s desired ENDSTATE.

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ELEMENTS OF THE COMMANDER’S INTENT TASK: WHAT SPECIFIC MISSION MUST THE COMPANY ACCOMPLISH PURPOSE: WHY IS THE COMPANY EXECUTING THE MISSION METHOD: HOW IS THE COMPANY GOING TO ACCOMPLISH THE MISSION ENDSTATE: WHAT IS THE COMMANDER’S VISION OF SUCCESS

b. Coordinate with company/team and adjacent units: Platoon leaders often attempt to plan their operations in a vacuum without contacting or coordinating with elements outside the platoon. Planning cannot be successful without this coordination. Following the confirmation brief to the commander, the platoon leader should make initial contact with all elements that can influence the platoon's task and purpose. These elements should be present at the operations order. If they are not present, take the initiative and find them. Often this task can be accomplished using the radio. Once you make initial contact, follow up with these elements to ensure your plan is in synch with theirs. c. Disseminate all pertinent information contained in the warning order, and/or disseminate the initial warning order as quickly as possible: Get the initial warning order out to the platoon as quickly as possible. Include sufficient detail to allow subordinate leaders to start their planning for the mission.

Pre-combat checks, resupply, and maintenance are performed concurrently with mission planning.

WARNING ORDER REQUIRED ELEMENTS (FM 17-15, Annex A3) 1. ADDRESSEE 2. TIME AND NATURE OF THE OPERATION 3. LOCATION OF THE OPERATION 4. EARLIEST TIME OF MOVE 5. TIME AND PLACE OF THE OPORD

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(1) MISSION: (a) Mission and intent of battalion and company commanders. (b) Specified tasks: Tasks specifically directed in the operations order or directly verbally by the commander. (c) Implied tasks: Tasks derived from the mission from experience or reconnaissance of the area of operations. (d) Essential tasks: Tasks derived from the specified and implied tasks and prioritized as essential to the accomplishment of the mission. These tasks form the basis for development of the platoon mission statement.

(2) ENEMY: Identify the specific enemy the platoon will face during the battle. Plot all known locations, and use doctrinal templates to identify possible locations. Evaluate the weapon capabilities and ranges to determine the "RED ZONE" (the areas you are vulnerable to enemy direct fires). Evaluate the enemy’s tactical situation and determine what you would do in his position. Lack of confirmed intelligence from your higher headquarters does not reduce the requirement. In fact, limited intelligence further emphasizes the need for detailed analysis at the platoon level.

(3) TERRAIN AND WEATHER: Use the elements of OAK-OC to analyze the terrain and weather in the area of operations.

OAK-OC O - OBSERVATION AND FIELDS OF FIRE A - AVENUES OF APPROACH K - KEY TERRAIN O - OBSTACLES C - COVER AND CONCEALMENT

Consider the EFFECTS of these elements on your operation and the enemy operation and determine how to use them to your advantage.

(4) TROOPS: Evaluate your personnel and equipment. Determine the logistical status of all classes of supply. Place emphasis on Class I (food and water), Class III (fuel and POL) and Class V (ammunition http://call.army.mil/products/sop/adams/chapter1.htm (5 of 29) [7/31/2001 7:21:43 AM]

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and explosives). Determine the condition of your personnel. Evaluate the amount of sleep the troops have had and will be able to get before mission execution. Determine the experience level of the personnel within the platoon. Determine how familiar the platoon is with the equipment required for the mission, especially any nonstandard or special-use equipment that they will use. What is the morale within the platoon? What other assets are available?

(5) TIME: Determine the amount of time available, and establish a tentative backwards planning timeline to ensure you can accomplish all required tasks. Prioritize the tasks from most critical to least critical and allow enough time to accomplish them. This timeline must include all tasks required for mission accomplishment and all directed tasks and times. Operations order issue time should always be within the 1/3 - 2/3 rule to allow adequate planning time for subordinate leaders. DO NOT UNDER ESTIMATE THE TIME REQUIRED TO ACCOMPLISH THE TASKS OR OVERESTIMATE YOUR ABILITY TO ACCOMPLISH THEM. Plan for the unexpected, and ensure the timeline is flexible enough to accommodate changes.

(6) CIVILIAN CONSIDERATIONS: The modern battlefield is an increasingly complex place to operate, and more and more civilian concerns and considerations are affecting the conduct of military operations.

During your planning you must consider not only the effects of collateral damage and determine methods to reduce it, but also how you will negotiate civilian checkpoints, pass through towns and villages, handle displaced refugees, and many other aspects of the area of operations we, up to now, had not allowed to impact on strictly military operations.

2. Issue a detailed Warning Order:

WARNING ORDER MINIMUM ELEMENTS REQUIRED BY FM 17-327-10 (MTP) 1. Task Organization of the platoon.

2. Situation.

3. Operational graphics.

4. Time and nature of the operation.

5. The earliest time of movement.

6. Time and place the operations order will be issued.

7. Delegation/assignment of preparatory tasks to the PL, PSG, and TCs. These include the following partial list:

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a. Graphics production. b. Terrain model development. c. Coordination requirements. d. CSS requirements. e. Pre-combat checks and inspections. f. Rehearsals.

The minimum warning order requirements from ARTEP 17-237-10 (MTP) are significantly more detailed than those required in FM 17-15. This additional detail ensures that the subordinate leaders have adequate information to start detailed planning effectively. The second WARNO gives the platoon leader the opportunity to focus the preparation by giving a clearer view of his concept of the operation based on a mission analysis.

3. Form a tentative plan: Following the detailed mission analysis, the platoon leader uses all the information gained to form a tentative plan to accomplish the platoon’s assigned TASK and PURPOSE. Develop a few, realistic courses of action and methods to accomplish the mission, and evaluate the advantages and disadvantages of each to determine the best concept. Select the best method and adjust your timeline accordingly.

4. Start necessary movement: Initiate all movement as directed in the WARNO to place the platoon in the most advantageous location to continue planning. If no movement is directed, continue to execute the previously established priorities of work.

5. Conduct Reconnaissance: Effective use of available time and assets for reconnaissance will pay great dividends during execution. Conduct reconnaissance as far forward as possible. Verify march routes to attack positions, checkpoint locations, location of the LD, and beyond the LD if no movement restrictions exist. Brief the reconnaissance plan to the commander prior to execution to ensure no limitations or restrictions imposed on the company are violated. Ensure mounted reconnaissance is conducted in tanks if possible; if tank movement restrictions exist, utilize similar sized vehicles to replicate the speed and trafficability requirements along planned march routes. The commander’s M998 is not an adequate substitute to determine trafficability or travel time along a planned route. Deploy reconnaissance assets with sufficient personnel and equipment to maintain security at all times during the conduct of reconnaissance. If time or movement restrictions prevent the conduct of a mounted reconnaissance, conduct a detailed map reconnaissance at a minimum. Use the information gained during the reconnaissance to confirm or deny assumptions made during tentative planning.

6. Make decisions and complete the plan: Finalize the plan. Use the information gained during reconnaissance to fill in the details of how each task will be accomplished. Add additional graphic control measures to further define the platoon’s area of responsibility and aid in command and control during execution. Checkpoints provide a simple, effective means to control movement and facilitate command and control by providing common reference points to issue FRAGOs and move elements. Ensure platoon level graphics are distinguishable from company or higher level graphics to reduce confusion http://call.army.mil/products/sop/adams/chapter1.htm (7 of 29) [7/31/2001 7:21:43 AM]

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when receiving and issuing orders. A technique is to use letters to designate platoon checkpoints if the company uses numbers and vice versa.

Finalize the fire support plan. Ensure all directed targets are recorded and assigned target numbers with the FIST. Nominate any additional targets identified. Verify all triggers and primary and alternate responsibility for firing assigned targets.

Finalize outside coordination. Verify any previously coordinated information and update any changes with all elements outside the platoon, such as the medics, maintenance personnel, etc. Integrate all combat support and combat services support (CS and CSS) elements into the plan.

Verify your plan through a detailed backbrief to the commander. Ensure the plan complies with the commander’s intent and scheme of maneuver and accomplishes the assigned TASK and PURPOSE. Be prepared to make adjustments to the plan based on the commander’s review and additional guidance. Do not schedule the platoon OPORD immediately following the backbrief. Allow sufficient time to incorporate any directed changes into the plan. At the conclusion of the backbrief, the operations order is ready to be issued to the platoon.

7. Issue the Operations Order: There are many methods and formats to aid in the process of preparing and issuing the OPORD. The platoon leader should choose a method that works for the platoon and stick with it. The chosen format must follow the five-paragraph format and include all required information. Matrix formats and execution matrices save time and are easier to use than written paragraphs.

Issue the OPORD using one of the following methods:

OPORD ISSUE METHODS 1. VANTAGE POINT. POINT OVERLOOKING THE ACTUAL TERRAIN TO GRAPHICS. 2. SKETCHES/ DRAWINGS. ILLUSTRATES KEY POINTS TO BE USED DURING THE MISSION. 3. TERRAIN MODEL. DEPICTS THE AREA OF OPERATIONS WITH OPERATIONAL OF THE PLAN. 4. MAP AND OVERLAY.

Regardless of the method used to issue the order, the platoon leader must conduct a confirmation brief

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with each subordinate leader to ensure understanding of the plan. Follow the same procedures with the tank commanders and subordinate leadership that the company commander used with the platoon leader. If time permits, confirm the plan with every individual soldier. Each soldier plays a critical role in the success of the plan. Conduct a walk through rehearsal using a sand table or rock drill site to help subordinate leaders visualize the battlefield. This will give them a concrete understanding of their part of the mission and an understanding of the larger picture.

8. Supervise and refine: The platoon leader, platoon sergeant, and all subordinate leaders have responsibility to supervise and refine the conduct of the platoon’s preparations. This process begins upon receipt of the OPORD, WARNO, or FRAGO, and continues until completion of the mission and receipt of follow-on orders. During this step it is critical for leaders at all levels to check, check, and recheck all areas of preparation. Subordinate leadership must conduct a mission analysis of their assigned tasks to determine the best method to accomplish them. All steps of the troop-leading process apply at this level also. Platoon leaders and platoon sergeants must ensure tank commanders fully brief their crews on the operation and all specific tasks assigned. Use confirmation and backbriefs to accomplish this task.

Rehearsals are an essential element to ensure understanding of an operation. They range from a backbrief, using a map and overlay, to a full mounted rehearsal on the actual terrain. A backbrief rehearsal allows subordinate leaders to explain specific tasks assigned and how and why they will accomplish them. A walk through on a terrain model, sand table, or rock drill site allows them to exercise the moving parts on a scale model. A full mounted rehearsal allows execution of assigned tasks on the actual, or similar, terrain under realistic mission conditions.

Rehearsal tasks must be prioritized to ensure the most critical tasks are rehearsed first; always include all critical steps required for mission accomplishment. At a minimum, all rehearsals include actions on contact and actions at the objective or battle position depending on the mission. Incorporate all CS and CSS assets actively into the rehearsal.

The platoon sergeant and subordinate leadership must ensure the priorities of work established in the OPORD or SOP are followed. The platoon sergeant supervises the conduct of pre-combat checks (PCCs) and conducts, along with the platoon leader, the pre-combat inspections (PCIs). These checks and inspections are designed to verify the combat readiness of the platoon's personnel and equipment prior to mission execution. Unfortunately, all to often this task is overlooked or left out entirely. Review unit TACSOP PCC and PCI checklists to ensure all steps are understood and executed to standard. Precombat checks are the key to success; the pre-combat inspection should be exactly that--an inspection.

If all PCCs are executed to standard prior to the PCI and time or unexpected circumstances limit the PCI, the platoon can still operate effectively. Shortcomings in vehicle or personnel readiness during tactical execution can generally be traced to a PCC or PCI not conducted to standard.

CONCLUSION This article has focused on the "how to" of conducting troop-leading procedures at the platoon level. It is my experience that 70-75 percent of a platoon’s tactical success or failure is decided during troop leading. Once a platoon crosses the line of departure, a solid tactical plan that is understood and rehearsed can be executed or modified to meet unexpected circumstances. A plan that is not is doomed

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to failure before the first vehicle rolls or the first soldier moves.

As the leadership of the Army, it is our responsibility to ensure that we understand and train our subordinate leaders on the fundamental details of this process. In this time of shrinking budgets and limited tactical training time and space, we must take advantage of every opportunity to train tactics and the art of warfare. A thorough understanding of this process will allow more efficient and effective use of training opportunities.

PROPOSED TLP STEPS CHECKLIST 1. Receive and analyze the mission:

a. Receive the mission.

(1) Obtain clarification of any unclear aspect of CDR's plan.

(2) Fully understand the platoon's TASK and PURPOSE. (3) Fully understand intent and mission of BN & CO CDRs. (4) Issue initial WARNO. b. Analyze the mission (METT-TC).

(1) Mission: Specified, implied, essential tasks, restated mission, platoon task and purpose.

(2) Enemy: Strength, composition, and disposition, weapons ranges.

(3) Terrain/weather: Effects of OAKOC. (4) Troops: Personnel and equipment status, attachments.

(5) Time: Total available, timeline 1/3- 2/3 rule.

(6) Civilian considerations: Effects on mission.

2. Issue the warning order: Include draft timeline.

3. Form a tentative plan: a. Course of action development. b. COA comparison (advantages/disadvantages of each). c. Select best COA, modify timeline to fit.

4. Start necessary movement.

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c. Movement routes. d. LD and beyond if possible. e. Obey all movement restrictions. f. Brief commander prior to execution.

6. Make decisions/complete the plan: a. Finalize scheme of maneuver. b. Finalize fire support plan. c. Verify/incorporate all other CS/CSS coordination. d. Backbrief the commander.

7. Issue the Operations Order: a. Select method. b. Conduct confirmation brief. c. Set rehearsal time.

8. Supervise and refine: a. Conduct rehearsal.

(1) Select method.

(2) Prioritize tasks.

(3) Incorporate all elements (CA/CS/CSS).

b. PCCs and PCIs conducted to standard. c. Execute. d. Prepare for follow-on missions.

Operations Order Format Operations Order Format.

TASK ORGANIZATION: States how the unit is organized to conduct the mission.

1. SITUATION a. Enemy Forces: The enemy situation in higher headquarters' OPORD is the basis for this, but the leader refines this to provide the details required by his subordinates. The results of his enemy http://call.army.mil/products/sop/adams/chapter1.htm (11 of 29) [7/31/2001 7:21:43 AM]

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analysis is considered to determine the information included. This should include the enemy's composition, disposition, strength, recent activities, and capabilities. Also included is the enemy's most recent probable course of action.

(1) Weather and light data general forecast: BMCT

SUNSET

BMNT

EENT

SUNRISE

EECT

MOONRISE

MOONSET

ILLUMINATION PHASE HIGH TEMP

LOW TEMP

PRECIPITATION WINDSPEED / DIRECTION GENERAL FORECAST (Next 24-48 HRS) (2) Terrain: OCOKA Note the effects of lines (1) and (2) above on the enemy and friendly.

(3) Identification of enemy forces (composition).

(4) Location(s): Known and suspected (disposition).

(5) Activity.

(6) Strength, morale, and capabilities/equipment.

(7) Probable course of action. b. Friendly Forces: This information is in paragraphs 1b, 2, and 3 in higher headquarters' OPORD. (1) Mission and concept of next higher unit to include higher leader's intent.

(2) Location and planned actions of units on the left, right, front, and rear. State how such actions influence your unit, particularly adjacent unit patrols.

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Unit - Mortars, artillery, CAS, etc.

Type of Rounds, Number available Means to request support.

Location of units, if known. c. Attachments and Detachments. When not shown under "Task Organization," list here, or in an annex, units attached or detached from the patrol, together with the effective times.

2. MISSION The patrol's mission is a clear, concise statement of the mission essential task(s) that the unit will accomplish and the purpose for doing it. The mission statement is derived from the mission analysis during the Estimate of the Situation. The mission is always stated twice, in full, and must stand alone without reference to any other documents except map. It normally includes Who, What, When, Where, and Why. 3. EXECUTION a. Concept of the Operation: This paragraph describes, in 5-6 short sentences how the unit will accomplish the mission. Identify the most important task the patrol must accomplish.

(1) Maneuver. The maneuver paragraph addresses, in detail, the mechanics of the operation. Specifically address all subordinate units and attachme3nts by name, giving each its mission in the form of a task and purpose. The main effort must be designated and all other subordinates missions must relate to the main effort. Actions on the objective will comprise the majority of this paragraph and therefore could address the plan for actions on the objective, engagement/disengagement criteria, an alternate plan in the event of compromise or unplanned movement of enemy forces, and a withdrawal plan. A plan for dissemination of information and where the unit will assemble after the mission may also be stated. Use a sketch, terrain model, or overlay as you address the scheme of maneuver.

Note: It is imperative that maneuver define the relationship of each subordinate unit, the tasks, and how they interact is clearly understood.

(2) Fires (Brief in Coordinating Instructions, Routes): This paragraph describes how the leader intends for the fires to support his maneuver (much like a "scheme" of fire support).

It states the purpose to be achieved by the fires, the priority of fires, the allocation of any priority targets, and any restrictive control measures on the use of fires. A target list and overlay is referenced here, if applicable. Specific targets are discussed and pointed out on the terrain model. b. Tasks to Maneuver Units: This paragraph specifies those tasks and purposes not listed in paragraph 3.a.(I) for all maneuver units. Tasks common to two or more sub-units is addressed in coordinating instructions. http://call.army.mil/products/sop/adams/chapter1.htm (13 of 29) [7/31/2001 7:21:43 AM]

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c. Tasks to Combat Support Units: This paragraph is identical to paragraph 3.b. except that combat support units such as mortars, artillery, engineers and ADA are addressed here. d. Coordinating Instructions: This paragraph lists the details of coordination and control applicable to two or more sub-units. These could be assigned by higher or required by the COA developed by the leader. If they do not apply to all sub-units, clearly state those units that must comply. Items that might be addressed include: (1) Order of movement, formation, and movement technique.

(2) Actions at halts (short/long) day/night.

(3) Routes (primary/alternate).

(4) Departure and re-entry of friendly lines.

(5) Rally points and actions at rally points (Plan must include IRP, ORP, PB and RRP and all other planned rally points to include grid location and terrain reference).

(6) Actions at danger areas (General plan for unknown linear, small open areas and large open danger areas: specific plan for all known danger areas the unit will encounter along the route. Include, also, a plan for mines and booby traps).

NOTE: Use terrain model and state azimuths, directions and grid coordinates, where applicable, for items 3-6.

(7) Actions on enemy contact (chance contact, far ambush, near ambush, sniper fire, indirect fire, aerial attack). Note detailed description for actions other than Battle Drills or Patrol SOP. (8) Reorganization and consolidation instructions (other than SOP items).

(9) Dissemination plan (where, when, who) (10) Fire control measures: Range cards, TRPs, visual/sound signals.

(11) MOPP levels.

(12) Troop safety and operational exposure guidance (13) Time schedule (rehearsals, brief backs, inspections, and movement).

(14(12) Troop safety and operational exposure guidance

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(13) Time schedule (rehearsals, brief backs, inspections, and movement).

(14) Priority Intelligence Requirements (15) Debriefing requirements.

(16) Reports.

(17) Rules of Engagement.

4. SERVICE SUPPORT: This paragraph provides the critical logistical information required to sustain the patrol during the operation. Also included are combat service support instructions and arrangements that support the operation. a. General (1) SOPs in effect for sustainment operations.

(2) Current and proposed trains/re-supply/cache points.

(3) Casualty and damaged equipment.

(4) Special instructions to medical personnel. b. Material and Services.

(1) Supply.

Class I: Ration Plan Class V: Ammunition Class VII: Major End Items (weapons) Class VIII: Medical Class IX: Repair parts Distribution Methods (2) Transportation.

(3) Services. (Laundry, showers)

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5. COMMAND AND SIGNAL. This paragraph states where command and control facilities and key leaders are located during the operation. a. Command.

(1) Location of the higher unit commander and CP. (2) Location of key personnel (PL, APL) and CP during each phase of the operation.

(3) Succession of Command.

(4) Adjustments to the patrol SOP (Instructions to the APL). b. Signal.

(1) SOI index in effect.

(2) Methods of communication in priority.

(3) Pyrotechnics and signals, to include arm and hand signals.

(4) Code words.

(5) Challenge and password (used behind friendly lines).

(6) Number Combination (used when forward of friendly lines).

(7) Running Password.

(8) Recognition signals (near/far and day/night).

(9) Special Instructions to RATELOs. 6. ISSUE ANNEXES. 7. GIVE TIME HACK. 8. ASK FOR QUESTIONS.

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Unit: Loc: DTG: OPERATIONS ORDER _____: References: MAP : OPORD: Time Zone Used Throughout the Order:

TASK ORGANIZATION (LIST IAW FM 101-5):

(Note: Strongly suggest addressing the conclusions if you do terrain analysis prior to addressing the enemy situation. With this technique it would be appropriate to list the 2 to 3 most significant deductions of your terrain analysis using each element of the OAKOC with elements of weather at this point in the written order. Identify the aspects of each element stating what distinct advantages it provides to the enemy and the friendly (effects on enemy, effects on friendly).

TERRAIN AND WEATHER OBSTACLES: EFFECTS ON FRIENDLY: EFFECTS ON ENEMY:

AVENUES OF APPROACH: EFFECTS ON FRIENDLY:

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EFFECTS ON ENEMY:

KEY TERRAIN: .

EFFECTS ON FRIENDLY: EFFECTS ON ENEMY:

OBSERVATION AND FIELDS OF FIRE: .

EFFECTS ON FRIENDLY: EFFECTS ON ENEMY:

COVER AND CONCEALMENT: EFFECTS ON FRIENDLY: EFFECTS ON ENEMY: 1. SITUATION a. Enemy forces. See Annex __ (Intelligence Overlay) Failing all else, this paragraph must answer three essential question: "What does he look like?" "What can he do to me?" "What can I do to him?".

(1) Disposition, Composition, and Strength (a) Disposition: What you currently know about how the enemy is laid out on the ground and what it says about his general intent and capability. State in greatest detail known to you and down to a level important to your subordinates (at least on level down; two down, if practical). Any confirmed intelligence is deposition and not most probable course of action or capabilities. (b) Composition: What organic, supporting, and reinforcing assets are available to the enemy?

Refer to in doctrinal terms and to a level low enough to include weapons systems you soldiers will fight. (c) Strength: How will the numbers of vehicles, troops, and systems stated above be impacted by battle loss or enemy adjustment to the situation at the time you will fight him?

(2) Capabilities: What actions can the enemy take? Include significant capabilities even if they are only possible but not most likely. May include NBC, dismount, air assault, air attack, attack with a larger or different force than expected, etc. Also includes significant weapons/systems capabilities pertinent to the situation i.e. Amphibious, stand off, engineering, max effective ranges, etc. What weaknesses exist that you can exploit? I.e. What are the enemy's vulnerabilities? (Use BOS to describe the capabilities) Maneuver: Fire Support:

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Intelligence: Mobility, Countermobility, Survivability: Air Defense: Combat Service Support: Command and Control: (3) Most Probable Course of Action: Includes those actions that the enemy will likely take in sequence to include key reactions to friendly actions. The commander should strive to paint a visual picture of the enemy's fight to his subordinates. Consider using the technique of stating the perceived/deduced task and purpose of each major enemy element. Discussion may include but is not limited to the following; enemy recon, objectives, likely changes to formations, use of air assault, airborne, NBC by type and location, reactions, counteractions, reinforcement of success, dismount, use of indirect fires, supporting attacks, and reserves.

(4) Most Dangerous Course of Action: Those actions that the enemy can reasonably take but is not likely to take. Would cause you to depart significantly from your course of action. Normally requires a contingency plan to counter. (State what will cause his MDCOA to happen).

This is dangerous to us because __

b. Friendly Forces (1) Higher Unit. Verbatim statement of the higher unit commander's Mission Statement and Intent Statement. Also include a verbatim or concise paraphrase of the higher unit Commander's Concept.

Mission Statement (Paragraph 2 of battalion OPORD) Intent Statement (Paragraph 3 of battalion OPORD) Concept of the Operation (Para 3a of Battalion OPORD) _______ (2) Left Unit. Mission essential task and purpose of the unit to the immediate left and any other unit to the left during the operation (may change) whose task and purpose will have a direct impact on you mission.

Will be found in Para 3b. or in Para 1b of Battalion OPORD. (3) Right Unit. Same as for (2) above for units to the right (4) Forward Unit. Same as above for units to your front.

(5) Units in Reserve/to the rear. Same as above for units in reserve and (or) to you rear.

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(6) Units in Support/Reinforcing. List the CS units which are in support or are reinforcing the higher headquarters. This can be listed like task organization and is found primarily in the higher unit's task organization under the higher headquarters control. This paragraph is a means to account for the units on the battlefield which may impact on you or your subordinates may see that are not otherwise addressed in the order. It also provides essential information such as what artillery battalions will be supporting you which allows your subordinate leaders and fire support teams the ability to coordinate directly for fire support when required. (a) (b) (c)

c. Attachments and Detachments. Do not repeat information available in task organization. May state "see Task Organization". State effective time of task organization if different from effective time of the operations order.

2. MISSION: State at a minimum the Task and Purpose. The mission statement should explain the who, what, where, when, and why of the operation. Found in Para 3. a. 1. Maneuver in the battalion OPORD.

3. EXECUTION Intent: Mandatory for all orders. No more than 4-5 bullet statements that address what the force must do to succeed with respect to the enemy, terrain, time and the desired end state. Intent links the mission and concept paragraph by stating key tasks which must be accomplished to accomplish the purpose of the operation (Para 2). Intent does not include "method","risk" or a restatement of purpose. It is not tied to a specific course of action and must be understood two levels down (p. 5-8, FM 101-5) Intent Statement: I intend to ____ _______ a. Concept of the Operation. See Annex __ (Operation Overlay) - Form of maneuver/type of defense ("We will accomplish this by") - Decisive Point and mission essential task/purpose of Main Effort ("The Decisive Point is") - Mission essential task and purpose of Supporting Efforts to include reserve - Purpose of Critical BOS Efforts (usually Fires and Engineer at Co level) - Desired Endstate with respect to Friendly, Enemy, Terrain ("The endstate of the operation is") We will accomplish this operation by The decisive point is http://call.army.mil/products/sop/adams/chapter1.htm (20 of 29) [7/31/2001 7:21:43 AM]

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This is decisive because _______ One platoon , the main effort, _______ One platoon , a supporting effort, _______ One platoon , a supporting effort, _______ One platoon , a supporting effort, The purpose of fires is to _______ The purpose of engineers is to The end state of this operation is _______ (1) Maneuver.

The minimum requirement for the maneuver paragraph is that it identify the main effort and the mission essential tasks and purposes for the subordinate maneuver elements. The purposes of subordinate units, taken together, must equal unit mission accomplishment.

The purpose of the main effort must relate directly to, if not equal, that of the unit.

Supporting efforts must relate (contribute) to that of the main effort. If a supporting effort's purpose cannot be directly tied to the main effort it should relate/link to the overall purpose assigned by the higher. Consider including specific enemy reactions in the narrative which you plan to counter with specific maneuver actions (this does not include contingencies which are addressed in coordinating instructions or annexes) NOTE: Enemy reactions which caused you to develop your scheme of maneuver are revealed during wargaming, providing your subordinates with a synopsis of key events allows your subordinates to better understand how you intend to defeat the enemy.

The Maneuver Paragraph: a. Addresses all major subordinate maneuver units, critical BOS by name. b. Includes the mission essential task and purpose for each maneuver unit and critical BOS to achieve. c. Designates the main effort. d. Is consistent with the maneuver graphics. Refers to location and actions of units using the maneuver graphics. e. Provided a clear, concise, narrative of the scheme of maneuver from the beginning to the successful end of operation. Possible techniques: for offensive operations you could use the sequence of attack or focus on the critical events of the operation; for defensive operations you could use the framework of the defense or critical events of the operation. f. Does not become a 'travelogue' or attempt to capture an entire five paragraph order in a http://call.army.mil/products/sop/adams/chapter1.htm (21 of 29) [7/31/2001 7:21:43 AM]

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single paragraph. Many details of execution are best included later in the order (particularly for grids and detailed graphic control measure references). A properly briefed or written maneuver paragraph can be backbriefed immediately and accurately on a map or terrain model without the need for subordinates to take notes or read it more than once all the way through. g. (MAKE A MATRIX!) 1. The remaining subparagraphs of the concept of the operations are intended to state how the remainder of the battle field operating systems support the commander's concept, for maneuver. Each has common element to include: purpose for that BOS, general method of accomplishing that purpose to include priorities and allocation of assets within that BOS. 2. For each one, refer to annexes and (or) overlays as required.

3. In a complex operation with many sequences, it may be clearer to address purpose, priorities and allocation by sequence of the operation In simpler operations, where priorities and purposes are more constant, address each of the above in turn for the entire operation.

4. Be concise, avoid information that is better stated in tasks to combat support units, tasks to maneuver units, or in coordinating instructions. The information included in these subparagraphs should apply to your unit as a whole.

5. Your purposes and priorities for each BOS must support those of the higher headquarters while supporting your units specific mission (you cannot change your higher commander's purpose for a BOS w/o gaining his approval). Do not merely restate the BOS subparagraphs from that of the higher headquarters - - make it relevant to the accomplishment of you task and purpose.

(2) Fires Annex __ (Fire Support Overlay) (a) Purpose and Task: What does the commander want to accomplish with his fires? This includes all fire support systems: artillery, mortars, close air support, and naval gunfire. What is the Task (suppress, neutralize, destroy, delay, disrupt)/Purpose (suppress, neutralize, destroy, harass) of each fires support asset. Give the bottom line up front.

The purpose of (b) Priority. Who has the priority of fires? When, where, and why? When do they shift? Include all systems. The priority for FA, mortars (Bn level and below), and CAS may be designated for different maneuver elements based on the concept of the operation. Normally (but not always) the priority of fires goes to the maneuver element that is designated the main effort or the most vulnerable to enemy attack. Cover all parts of the operation. _______ (c) Allocation. Fire support resources are a precious commodity and must be carefully allocated based on the same scheme of maneuver. It is crucial that the FSO (especially at the Brigade level) actively participates in the maneuver planning process and understands the selected course of action so he can allocate his resources where they are needed most. There are never enough fire support assets to give every commander what he wants, which reinforces the necessity to allocate

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resources based on the maneuver plan. Resources may include: priority, targets, FPF's, CAS sorties, smoke missions (duration), COLTS, Copperhead missions, etc. _______ (d) Restrictions/Special Munitions. To retain control of certain munitions and assets or to protect friendly forces or non-combatants, a commander (FSO) may establish restrictions. This would include statements such as "use of illumination requires Brigade approval" or "all built-up areas are NFA's". Dissemination of restrictions is critical. Restrictions frequently pertain to special munitions based on quantity and effects. _______ (3) Reconnaissance and Surveillance. This paragraph should address the use of reconnaissance and surveillance forces and how they will support the maneuver plan. This should address how R&S assets will obtain answers to the commander’s most important PIRs. i.e. patrols, ambushes Ops security levels.

The purpose of Reconnaissance and Surveillance _____________________________________________________________________________________ (4) Intelligence. What is the overall purpose of the intelligence collection effort? In other words, what are the most important conclusions about the enemy sought by the commander? This should parallel the commander's most important PIR which is linked to the maneuver plan. This paragraph ( and associated annexes such as R & S matrix) should focus the collection and security fight at the level of command and the order. At company and battalion level tasks, purposes, and priorities should be clearly articulated for maneuver forces assigned recon, surveillance, counter-surveillance, or counter-recon tasks - - patrol, ambushes, OP's, levels of security, etc.

The purpose of intelligence collection assets is to (5) Engineering. Annex __ (Engineer Overlay) (a) Purpose. What is the primary purpose of the overall engineer effort? State the purpose of engineer equipment by type and the purpose of engineer personnel. This also includes the whole force, not just engineers. State the purpose in relation to how the maneuver plan is supported -particularly the end state. In the defense use of the intent in terms of: turn, block, fix, and disrupt is useful in stating purpose.

The purpose of engineering is to _______ (b) Priority. What is the priority of engineer effort? (Mobility, Counter-Mobility, or Survivability) What is the priority of engineer support? State this by unit, position, and/or systems. If priorities of support or effort are different for personnel and equipment then state each.

Priority of engineer support is to _______ (c) Allocation. How are engineer assets and time allocated? This includes attachments or OPCON of assets. It may also include time of blade assets, numbers and types of positions by unit/position but these details may best be stated later in the order.

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_______ (d) Restrictions. What are the restrictions on asset employment to include FASCAM? (6) Air Defense. What is the purpose for air defense measures to take? What is the intent for both attached and organic assets? If passive, state why. What is the priority of air defense support by unit and/or activity? What is the general employment scheme of air defense to accomplish the purpose and priorities? Air defense warning and weapons control status may be stated here and/or in coordinating instructions.

The purpose of air defense operations is to (7) Include additional subparagraphs as required for combat support actions such as PSYOPS, civil affairs, etc. State the purpose, priority, and allocation for each as appropriate. These subparagraphs are not normally found in company and battalion operations orders. b. Tasks to Maneuver Units.

(1) Do not use this subparagraph as an exhaustive checklist of every task assigned to subordinate units. If a task is clear elsewhere in the order, as in coordinating instructions, then do not state it here unless it is necessary for emphasis. Use the specified and implied tasks identified in the mission analysis to help write the tasks to maneuver and combat service elements. Include instructions to their reserve in tasks to maneuver units.

(2) Details (grids, etc.) for each unit's mission essential task can be stated here to avoid cluttering earlier paragraphs.

(3) Wherever possible include a purpose with a task; it adds clarity (4) Examples: - Occupy, prepare, and recon tasks in defense - Unit specific fire control: orientation, engagement priorities - Repositioning instructions: triggers, routes, and events.

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- Attachment/cross-attachment instructions - Priorities of work if they pertain to one specific unit. Priorities in assembly area, objective rally point, etc.

1) Platoon a) _______ b) _______ c) _______ d) _______ e) _______ f) _______ g) _______ 2) Platoon a) _______ b) _______ c) _______ d) _______ e) _______ f) _______ g) _______

3) Platoon a) _______ b) _______ c) _______

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d) _______ e) _______ f) _______ g) _______ 4) Platoon a) _______ b) _______ c) _______ d) _______ e) _______ f) _______ g) _______

c. Tasks to Combat Support Units. The same rules apply to tasks to maneuver units apply here.

1) a) _______ b) _______ c) _______ d) _______ 2) a) _______ b) _______ c) _______ d) _______

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3) a) _______ b) _______ c) _______ d) _______ 4) a) _______ b) _______ c) _______ d) _______ d. Coordinating Instructions. Coordinating instructions are those which apply to two or more units. They are therefore critical to synchronization. Include purpose with each task and account for all tasks identified during mission analysis. A useful way to organize coordinating instructions so that they are easy to understand, are complete, follow a logical sequence and facilitate synchronization is to use the sequence of the attack or sequence of the defense as the framework in presenting them. The following shows how to organize subparagraphs to do this for both offense and defense order: d. Coordinating Instructions (Defense) (1) Reconnaissance: leader's recon, scouts, LP/Ops etc (2) Occupation: advanced party, road march, security, and priority of work (3) Preparation: Priorities, EA construction, engineering, etc (4) R&S/Counter-recon: PIR, IR, tasks and purposes (5) Battle Handover/Passage of Lines: All associated actions (6) Enemy Recon: Actions on contact, intent with regard to recon (7) Actions in the Engagement Area: Describe how the force will destroy the enemy from start to finish (8) Consolidate/Re-organize: Repositioning, priorities (9) Follow on Mission: Repositioning, Contingency Plans, 2nd Echelon Enemy (10) Miscellaneous: Tasks which apply throughout all sequences or do not logically fit any of the above sequences http://call.army.mil/products/sop/adams/chapter1.htm (27 of 29) [7/31/2001 7:21:43 AM]

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d. Coordinating Instructions (Offense) (1) Preparation/Recon: Recon tasks, priorities of work, assembly area activities.

(2) Movement to LD: Road March, forward passage of lines (3) Maneuver: Formation, technique, C2 to include control measures, fires,etc.

(4) Deploy: Formation, technique transition, position, prep, breach, assault, SBF/ABF (5) Actions on the Objective: Complete description of all actions (6) Consolidation/Reorganization: Positioning, R&S tasks, other tasks, Contingency Plans (7) Miscellaneous: Same type of instructions as in defense.

1) OEG 2) MOPP _______ 3) PIR a) b) c) d) e)

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7) 8) 9) 10) 11) 13) 14) 15) 16) 17)

18) Time Schedule

Time

Event

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Chapter 2 Leadership This is a very important chapter to me.

I believe many commissioned officers don't truly understand the essence of the Corps of Noncommissioned Officers, what we're all about, and maybe that's a good thing and maybe it's not. There's something of a mystique surrounding the NCO Corps that prides itself on selfless duty and professional excellence. But leadership is much more detailed than that.

What you'll get in this chapter is talk about soldiers, talk about professionalism, talk about training, and our role as noncommissioned officers in the training process. This chapter is about making mistakes and using initiative.

It's also about loyalty.

There are write-ups on problem solving, and it's important to remember there is much that goes along with that - being a good leader, being able to solve problems, and being able to do the job.

There's also a good blurb on fraternization and being a disciplined sergeant. I've used examples of leadership from Attila the Hun to some of the great leaders that I have worked for, such as David Grange, who used to put out a leader's daily checklist in the Seventies.

Your style of leadership and leading men must be developed and you must understand some of the basic fundamentals. I think this chapter will start you thinking along what type of leader you will be.

PFC Soldier The American Soldier is one of the noblest soldiers in the world. The security of our nation and its way of life ultimately rests in the hands of PFC Soldier. He must always be the center of our attention. He is the point of the bayonet. The responsibility of taking care of him is total and it is the most important thing we do. Since PFC Soldier is sworn to obey your orders, taking care of him becomes a sacred duty placed squarely on your shoulders. This "coat of responsibility" cannot be cast off at the end of the duty day; it must be worn constantly.

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of a soldier every day. You must ensure that PFC Soldier is treated with dignity and respect and that his problems are attended to. You must pat him on the back when he tries hard and does a good job. You must counsel him and help him when he fails. You are also responsible for being fair and impartial when recommending corrective training and disciplinary action. See to it that he gets it!

Professionalism A noncommissioned officer is a professional. What does that mean, anyway? ●

●

●

●

Professionals study. Professionals always try to improve themselves. They read their journals such as Infantry magazine, and The NCO Journal. They study soldier's manuals, maintenance manuals, and SOPs. Professionals discuss training, tactics, and leadership. They share ideas with each other concerning mission accomplishment.

Professionals care about PFC Soldier and his family. Professionals worry when soldiers lack skills and/or have personal problems.

Professionals recommend ways of getting the job done both smarter and better.

Training

Training is the most important thing we do, it is bound up in nearly everything we do. It is through tough training that we take care of soldiers. Training is the sergeant's principle duty and responsibility. Go back and re-read your training responsibilities.

Sergeants are primarily responsible for the individual training of our soldiers. This means you must be at least as good or better in your MOS skills than any of your soldiers. The various Soldiers' Manuals and ARTEPs must be your everyday companions. You must understand training objectives in terms of tasks, conditions and standards. Inasmuch as maintenance is training, you must also understand the operator's manual pertaining to your vehicles, weapons and radios. Always critique training with your soldiers. Go over their mistakes and the things they did well. You may even have to do some tasks over again.

Can all of your subordinates read a map? Do they know basic first aid lifesaving measures?

Can your soldiers perform crew drill on crew-served weapons? Can they call for and adjust indirect fire? Are they able to place a SINCGARS radio into operation? Can they decontaminate themselves and administer a nerve agent antidote? Do they understand challenge and password procedures? Can they use a compass? If the answer to any of these basic questions is no, then you've got work to do. There are a hundred questions you can ask. What about you? http://call.army.mil/products/sop/adams/chapter2.htm (2 of 13) [7/31/2001 7:21:53 AM]

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Can you answer them?

Are you supposed to know everything? Well, as a sergeant you are supposed to know just about any subject concerning whatever is required of your MOS. But, what if you don't know the answer to a soldier's question? Don't put him off! Be honest about it. In this case, an answer I recommend goes like this: "PFC Jones, that's a darn good question and I'm rusty on it. Let's get the manual out and re-learn it together." If you do this the soldier will respect you and, of course, everybody learns.

What about training time and training opportunities? You have plenty and what's more, many of you are wasting it. I want you always to be prepared to teach and train during downtimes. You do this through opportunity training. Here are some examples: â—?

During a range you always seem to have plenty of time on your hands waiting for vehicles. This is perfect time for pulling out the old Ranger handbook and teaching PFC Soldier a new skill. He'll thank you for making available use of his time.

Sometimes scheduled training is completed ahead of schedule and transportation won't arrive until several hours later. This time is perfect for performing common tasks training that is required annually for all soldiers in the Army. Keep a record of the training for yourself and turnin a copy to the training room. I will expect this from you and so will PFC Soldier. That's using initiative. That's being a U.S. Army Infantry Sergeant!

Making Mistakes Can you make mistakes? Certainly you can. Leaders should always underwrite honest, learning mistakes. But there is a difference between honest mistakes and dereliction of duty.

Misreading an azimuth and ending up on the wrong objective can be embarrassing but it's a learning mistake. Forgetting to ensure that soldiers account for their equipment or failing to account for your soldiers during a live-fire exercises are examples of dereliction. There are many examples in each category. You and I know the difference between the two. So does PFC Soldier. Mistakes should be made "leaning forward." Work on your mistakes and do better the next time. Don't ever be guilty of dereliction.

Initiative Initiative is getting the job done in the absence of orders. All sergeants should be able to work with minimum guidance and supervision. When given a mission, sergeants should be trusted to accomplish it.

Why should a young lieutenant have to explain everything to a sergeant with 9-14 years of service? One would think it would be the other way around. Take the initiative! Check PFC http://call.army.mil/products/sop/adams/chapter2.htm (3 of 13) [7/31/2001 7:21:53 AM]

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Soldier's room and equipment without being told. Inventory your squad's equipment without being told. Conduct maintenance without being told. Are your squad's weapons in good shape?

What about protective masks? Is your equipment ready for inspection? Do you carry a notebook? Do you have opportunity training prepared? Do you keep your soldiers completely tactical in the field without being told? Do you know how many family members are in your squad? I'm talking about wives, kids and the dog. Figure out better ways of getting any mission accomplished without being told.

Sergeants with initiative are "squared away" in the eyes of soldiers. Why? Because sergeants with initiative take care of their soldiers. On the other hand, sergeants who always have to be prodded are usually "owned" by the troops. Take the initiative - all day, everyday!

Loyalty Loyalty is bound up in trustworthiness and faithfulness. Loyalty is supporting your leaders even though you may not totally agree with them. Loyalty is not passing the buck. Loyalty is never complaining in front of soldiers. Loyalty is positive thinking. Loyalty is going the extra mile to accomplish the assigned mission and taking care of soldiers.

Sometimes our junior leadership will see what appears to be a conflict between accomplishing the mission and looking after the welfare of the soldier. Remember this, you must take care of your soldiers in order to accomplish your mission. True conflicts between the two are extremely rare.

The issuance of orders and the obedience to orders has a great deal to do with loyalty. The manner in which we issue orders has a great deal to do with the manner in which they are carried out. Orders hesitantly given will be hesitantly carried out. Orders issued with threats and curses are very likely not to be carried out at all. Orders from your superiors must be issued as if they were your own. What about the following order?

"Men, I don't like this order anymore than you, but the lieutenant is making us do it."

The above statement is a disloyal statement rather than an order. It is disloyal to the lieutenant.

A gutless, insecure sergeant would make this sort of statement. It is buck-passing. Believe me, such an "order" will be carried out reluctantly and with little or no enthusiasm.

Should you disagree with an order you may of course seek clarification. If the order still stands, you must get on with it to the best of your ability. Loyalty demands that.

Problem Solving The chain of command must also be a "chain of concern." Some of your troops are going to http://call.army.mil/products/sop/adams/chapter2.htm (4 of 13) [7/31/2001 7:21:53 AM]

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have personal problems. Some of PFC Soldier's problems will be minor in nature while others will be truly mind-boggling. Getting the problem solved starts with you! If the soldier's problem is beyond your scope you must seek assistance from the chain of command. Even then you can't pass the problem on and forget it. I want you to stay close to the situation until the soldier is helped.

Besides yourself and the chain of command, who else can help? The chaplain is available and can help. The battalion staff can help. Army Community Service (ACS) can help. AER and the Red Cross are available and can help. Drug and alcohol counselors can help. Finance and budget experts are available. Marriage counselors are ready to assist. Army health nurses can help families with childcare. Social workers are available. Army legal assistance can offer advice.

Remember this - an ignored problem does not go away - it just gets worse.

Fraternization As a noncommissioned officer you are no longer "one of the troops." Remember that it is the degree of experience and responsibility that separates you from your soldiers. At times you will be required to issue orders necessary to accomplish tough, demanding missions. You can't effectively do this if you pal around with them. It just simply will not work. Soldiers are not going to give instant obedience to sergeants who play with them. In battle, PFC Soldier will look for the steady hand and firm voice of the sergeant. In battle, instant obedience may mean the difference between life and death. Sergeants socialize with sergeants. Here are some guidelines: ❍

Don't joke around with your soldiers (i.e., mother jokes). However, there is nothing wrong with having a sense of humor.

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Don't horseplay with your soldiers.

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Don't drink with your soldiers except on organized occasions.

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Don't loan money to your soldiers or co-sign anything.

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Don't borrow money from your soldiers (get it from a sergeant).

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Don't call soldiers by their first names. Call them by their rank and name.

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Don't allow soldiers to call you by your first name.

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Don't visit your soldiers' homes in their absence, unless it is an emergency.

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Can you ever socialize with your soldiers? Yes, under controlled situations such as at a platoon or company party. You should have a good time, but watch yourself. Remember; set the example at all times.

Sergeant Discipline As a noncommissioned officer you are to set high standards of integrity, trust, and personal conduct. When a sergeant tells me something, I believe him. PFC Soldier and this battalion have no place for an untrustworthy noncom. Remember also, your conduct must be above reproach off duty as well as on duty. I want you to watch the following: ❍

alcohol abuse

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overweight and physical fitness

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failure to pay just debts

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traffic offenses

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non-support of dependents

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domestic disturbances

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gang-related groups and their activities

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extremist groups (recruiting and other activities)

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vehicle speeding Attila The Hun

Few NCOs understand that they are allowed to utilize all different styles of leadership, that they do not need to pick one and stick with it. Each is meant to be used at different times with different types of soldiers. Similarly, the leadership qualities and styles that follow were all used at one time or another by Attila the Hun. from LEADERSHIP SECRETS OF ATTILA THE HUN 1. Leadership qualities - responsible leaders:

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- inspire loyalty - influence outcomes - know when to act, paying careful attention to timing - account for actions - are caretakers of those served 2. Wanting to be in charge - Individuals with a lust for leadership are those who: - desire recognition - earn it in all fairness - are resilient - provide direction to subordinates - improve skills every day 3. Responsible leaders are those who: - do not say one thing and do another - attach value to high performance - support freedom of action - encourage creativity & innovation - promote healthy competition 4. Decisive leaders are those who: - know what to do and when to do it - make decisions only when the issues are clear - weigh both the benefits & risks http://call.army.mil/products/sop/adams/chapter2.htm (7 of 13) [7/31/2001 7:21:53 AM]

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- decide in favor of the common good - delegate appropriate decisions - improve future decisions based on past experience 5. Effective delegators are leaders who: - grant authority and responsibility to others - hold subordinates accountable for delegated tasks - assist only those who ask for help - never punish those who fail if they did their best - expand their influence through successful delegation 6. Booty - Rewarding your Huns - Leaders who reward successfully: - never reward those who do less than expected - grant small rewards for light tasks - display sincere concern for the welfare of others - care more for rewarding others than rewarding themselves 7. Picking your enemies wisely - Leaders who pick their enemies wisely: - do not expect everyone to agree with them (even if they are king) - do not consider all opponents to be enemies - know that friendly confrontations can be productive - do not exercise unbridled antagonism - avoid making foes out of friends

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8. Surviving defeat - Leaders who survive defeat are those who: - realize they will not win every encounter - recognize impending defeat, & - minimize the effects of defeat (cut their losses) - do not dwell on bad moments - consider all possible outcomes

As an NCO you are wise to understand group dynamics. Many studies have been done on the subject, but you must indeed be the subject matter expert. It is the very nature of your job to take a group of soldiers and maximize their involvement in the mission. To do this you must be an expert in controlling a small group.

Much has been written in Army literature regarding the control of the small group, but what does the popular psychology community have to say about what NCOs do? If you take the time to research it, you will find much that is relevant to your duty as an NCO. In your pursuit of understanding how your team, squad, or platoon functions as a group, you will find that the individuals in your charge follow the Tuckman model of group development.

Essentially, the Tuckman model describes the four stages of group development, which will be helpful in understanding how new soldiers integrate into your unit as well as how they react to being assigned tasks. The four stages of group development are forming, storming, norming, and performing. A fifth stage, adjourning, was added a few years later, and is generally accepted today.

The importance of this model to you as a leader is that you must accept these stages, and allow them to occur (within reason, and not to the detriment of mission accomplishment). Not allowing them, and failing to recognize them will lead to further conflict, apathy, and group disintegration. As a leader, recognizing the behaviors will allow you to step in at the appropriate time and assist the group in resolving each step, so they may move on to the next. The key here is the sooner they move on to performing, the faster they can get to adjournment.

Forming is characterized by an individual's attempt to become oriented to the goals and procedures of the group. At this stage it is important for the individual to understand leadership roles within the group and get acquainted with other group members. http://call.army.mil/products/sop/adams/chapter2.htm (9 of 13) [7/31/2001 7:21:53 AM]

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In storming, conflicts begin to emerge, as the group becomes acquainted with each other and begins to test the leaders. It is here that the new member will form hostilities with those he may not like, and your leadership will be tested. Note that conflict resolution is what many leaders seek at this stage (the outright put-down of all questioning of authority), but conflict management is a more realistic goal. Depending on the maturity of your soldiers, you may want to seek conflict management, as some healthy conflict actually fosters creativity and problem solving in your soldiers. In the face of outright disrespect, however, seek conflict resolution until your soldiers demonstrate they are ready to move on to the next level.

The third stage, norming, is characterized by cooperation. The group works together with it's leadership to get the job done, and is allowed to communicate with the leaders and express opinions. This stage is approached when your group most resembles a democracy, where things are decided by consensus. An NCO would be cautious about the encouragement of this dynamic in the field, where decisions cannot be voted. Soldiers need to know when it is time to discuss tasks and when it is time to execute. Remember, though, that if you can foster a healthy work environment in garrison, when lives are not at stake, your soldiers will give you everything they have in the field, when it matters.

Performing is the fourth stage and is evidenced by productivity. Group effort is mobilized. All members of the group are exhibiting high independence and high dependence, simultaneously.

The group is getting the job done.

Adjournment, the final stage, is task completion. The group is gathered around the leader, filled with either a feeling of accomplishment or failure, depending on how the task played out. Each member of the group needs an ending, to be given a status on how they performed. How often have you dismissed your soldiers from a work site without a formation? This is a poor practice.

Soldiers need a formal beginning and ending to their duties. First formations where they are given tasks, conditions, and standards are a requirement, and so is a final formation. Tell your soldiers how they performed; give them something to build upon for the next duty day.

It is worth your while, as an NCO to investigate when to use the different styles of leadership and during which stage of group development the styles should be used. If you, as a leader, constantly yell at soldiers, always direct, and never reward, but still get the job done, you are still a poor leader. You need to develop your soldiers and this means occasionally giving them the opportunity to come up with their own solutions and take ownership of their duties.

While it is beneficial to recognize the things your group is doing right, it is equally and sometimes more important to recognize immediately what they are doing that is detrimental to the mission. The following list of nonfunctional behaviors can be detrimental when used in a group setting.

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the group or an individual.

2. Blocking: interfering with the progress of the group by going off on a tangent, arguing too much.

3. Self-confessing: using the group as a sounding board, expressing personal, non-grouporiented feelings or points of view.

4. Competing: vying with others to produce the best idea, talking the most.

5. Seeking sympathy: trying to induce other group members to be sympathetic to one's problems or misfortunes, deploring one's own situation (whining).

6. Special pleading: introducing or supporting suggestions related to one's own pet concerns or philosophies, lobbying.

7. Horsing around: clowning, joking.

8. Seeking recognition: attempting to call attention to one's self by loud or excessive talking or extreme ideas.

9. Withdrawal: acting indifferent or passive, resorting to excessive formality.

Most soldiers simply need to be told they are exhibiting the nonfunctional behavior to get them back in line. An NCO should avoid "blaming," and try to just nurture the soldier initially to get him back on the right track.

Good leadership doesn't just happen, it is constantly worked on. Develop it, read about it, and study it. You will never be perfect at it, but you can always try to be.

Leader's Daily Checklist The following are 35 items, which, if looked at every day, will keep you on track to becoming (and remaining), the best leader you can be.

1. Have you reconfirmed the training support you need for today?

2. Have you prepared for tomorrow?

3. Are you delinquent with any awards or NCOERs?

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4. What pay problems do your men have?

5. What is the status of your equipment?

6. What is the condition of your barracks?

7. Any dining facility problems not reported?

8. Who needs a physical examination?

9. What is the status of your schools list?

10. Is everyone going to school prepared?

11. Is your Leader's Book up to date?

12. Who needs remedial physical training?

13. What combat tasks do your men need to work on?

14. What is the status of any special projects?

15. Are your NBC monitoring teams trained?

16. When were your last counseling sessions?

17. Can you operate the best range in the battalion?

18. Can your men conduct drill and ceremony?

19. What is your men's GT/EIB status?

20. Do your men want to extend or reenlist?

21. Are your training plans realistic but safe?

22. What is the maintenance condition of your weapons?

23. Are your men familiar with unit standard operating procedures?

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25. What discipline problems are not resolved?

26. When will your man be soldier of the month?

27. When was your last platoon meeting?

28. Are you developing your subordinates?

29. Is the personal appearance of your men up to standards?

30. Is your alert roster current?

31. Have you checked the CQ log for proper format?

32. Do all of your men have a firm hold of their finances?

33. Can you account for all you personnel?

34. Are your men informed?

35. Have you helped make this unit a soldier's home?

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Chapter 3 Authority Basically a noncommissioned officer must truly understand the power wielded by a Noncommissioned Officer. He must know what authority he has and where it comes from and how he's going to utilize it.

You are always expected to use good judgement when exercising authority. Authority is the legitimate power of a leader to direct those subordinate to him and to take action within the scope of his position. That is the definition of authority. Within this chapter we will discuss the differences between the types of authority, such as command authority and general military authority. All NCOs must be familiar with the different types of authority and the appropriate uses of these types.

As a noncommissioned officer, you possess enormous authority. PFC Soldier is required to obey all of your orders. Because your authority is so great, you must use it responsibly. Only immature and insecure sergeants throw their rank around. Your orders must always be lawful and have a purpose behind them.

You are expected to give orders that point toward mission accomplishment in garrison and in the field. You are expected to make on-the-spot corrections on any soldier anywhere. This includes on post and off post. A sloppy soldier should never get by a sergeant!

Never get in a shouting match with a soldier. You lose prestige when you do so. Don't get down on his level. Instead, see that disciplinary action is promptly taken.

Furthermore, make sure you follow orders in the same manner you expect soldiers to follow yours.

To truly understand the power you wield as an NCO, you must know what authority you have and where it comes from. You are always expected to use good judgement when exercising your authority. Authority is the legitimate power of a leader to direct those subordinate to him, or to take action within the scope of his position. There are two types of authority: command and general military.

COMMAND Command authority is exercised when a member of the Army is assigned to or assumes a position requiring the direction and control of other members of the Army. Command authority

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is not limited to commissioned officers. As the term relates to command authority, a commander is any leader who directs and controls soldiers as an official part of his duties.

Such a leader, or commander, has the inherent authority to issue orders necessary to accomplish the unit mission, or for the welfare of soldiers, unless contrary to law or regulation.

Enlisted members of the Army can have command authority. A squad leader, section leader, or platoon sergeant uses command authority to direct and control.

Command authority has several sources, but it primarily originates with presidential authority of the Commander in Chief. Most command authority comes from regulation and not from law.

Commanders/leaders only have command authority over the soldiers and facilities which make up that commander's/leader's unit.

GENERAL MILITARY The second type of authority is general military authority. It is the authority extended to all members of the Army to take action. It originates in oaths of office, law, the rank structure, tradition, and regulation.

The two types of authority are derived from several sources. The first source is Army regulations. A good one to start with is AR 600-20. This regulation deals with enlisted soldiers' and NCOs' authorities and responsibilities. The second source is the Manual for Courts-Martial (MCM) which defines the legal authority of NCOs. Another source of your authority stems from the combination of the chains of command and the NCO support channel. Orders and policies passed through the chain of command and the NCO support channel automatically provides the authority to get the job done. With such broad authority given to all commissioned officers and NCOs, the responsibility to use mature, sound judgement is critical. The chain of command backs up the NCO support channel by legally punishing those who challenge the NCO's authority. But it does so only if the NCO's actions and orders are sound, intelligent, and based on proper authority.

To be a good leader, learn what authority you have and where it comes from. Whenever in doubt, ask. Once confident that you know the extent of your authority, use sound judgement in applying it. Only then will you become a leader respected by soldiers and superiors alike.

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Chapter 4 Sergeant's Time Sergeant's Time, depending on what type of unit you've been in, varies from unit to unit and post to post. Here in the year 2001 the Chief of Staff of the Army, General Shinseki, has said that there will be five hours of uninterrupted time that a sergeant, a staff sergeant, or a platoon sergeant must have. It's truly at the sergeant and the staff sergeant level, however.

Sergeant's Time is another misunderstood art but its truly the time that is necessary for the junior NCO to spend with his men on the tasks that he feels are important. This is just a general definition but the bottom line guidance is that you need to understand and properly execute Sergeant's Time.

With recent guidance, it is noted that Sergeant's Time seems to have been "fixed" for the time being. It is up to our NCOs to ensure that guidance is adhered to and Sergeant's Time continues to be productive. To that end, it is valuable to look back and see what Sergeant's Time used to be perceived as, and some of the problems it faced. This will help us recognize some of the problems that occurred in the past to undermine this valuable program, and allow us to fight them should they happen again.

Commanders at all levels were in the past perceived to be pushing Sergeant's Time down to the lowest levels of the chain of command with regards to implementation and participation.

NCOs (particularly E7 and above) were deeming themselves too "mission essential" to take part in the training, and therefore were passing the responsibility to junior NCOs. This in itself wasn't too bad, but the senior NCOs weren't doing this to give the juniors experience in conducting training. The senior NCOs were doing it simply to get out of conducting the training themselves.

In order for Sergeant's Time to remain successful, we must have senior leadership involvement, to include conducting, monitoring, and providing feedback on all training that occurs. This is the only way our junior leaders will learn, stay focused, and stay motivated about one of the most important days of the week.

This is not to say that senior leadership should completely control Sergeant's Time. There was a time when top-driven micro-management caused the same amount of discord as no management at all. Junior leaders must be allowed to submit training subjects and outlines to exercise their initiative. Only when absolutely necessary should subjects be dictated.

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Chapter 5

Chapter 5 Department of the Army Centralized Selection Boards I believe the semi-centralized boards to make Sergeant and Staff Sergeant are probably understood a little bit better although with the new promotion system that may not be the case. How you get to be a Sergeant and a Staff Sergeant is obviously done by a board chaired by the Command Sergeant Major of any unit with his First Sergeants or applicable Noncommissioned Officers. What's more difficult and much harder to understand is what is necessary and how does the Army promote at the Sergeant First Class, the Master Sergeant/First Sergeant, and the Sergeant Major/Command Sergeant Major level.

I think it's important at the junior Noncommissioned Officer level to understand how you will be promoted in the future, and to understand the system by which other human beings looking at your paper records are going to judge you. Learn now how to prepare for selection boards, what's important and what's not important, and how that whole system works. Learn the importance of the microfiche and how to request yours. Learn now what's important about your personal qualification data and your personal data sheets and your photographs. It's all covered here.

Headquarters, Department of the Army (HQDA) convenes Enlisted Centralized Selection Boards at the U.S. Army Enlisted Records and Evaluation Center (USAEREC), Indianapolis, Indiana. USAEREC is a subordinate command of the U.S. Total Army Personnel Command(PERSCOM).

About four months prior to the convening date of eachselection board, HQDA establishes and announces the zones of consideration for each board. These zones define the date of rank (DOR) requirements for consideration by the selection boardin either the primary zone (PZ) or the secondary zone (SZ).

The PZ consists of all soldiers of a specified grade whose DOR falls within the announced zone of consideration and who meet the requirements of AR 600-8-19, Chapter 4.

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advancement ahead of their contemporaries.

Soldiers compete for promotion/school selection against all other eligible soldiers in their primary MOS and zone. The number of NCOs selected for promotion in both zones is based on the Army's projected requirements in each MOS and grade. These requirements are determined by PERSCOM and approved by the Office of the Deputy Chief of Staff for Personnel (ODCSPER).

PERSCOM nominates and the ODCSPER approves the individuals who sit on the board. Each board consists of officers and noncommissioned officers with a general officer serving as Board President. Nine to eleven panels comprise each board, with at least four members on each panel. Panels are organized by CMF and the panel size varies in proportion to the number of records it must consider. Each panel has a nonvoting administrative NCO who controls the flow of records.

The ODCSPER issues each selection board a Memorandum of Instruction (MOI). The MOI prescribes the oath each board member must take and administrative guidance for each board member to follow while reviewing soldiers' records. PERSCOM publishes this guidance again as an enclosure to the selection list. NCOs may wish to review a previously published MOI to better prepare themselves for an upcoming board.

During the selection board proceedings, each board member considers the soldier's entire career. This process ensures that no one success or failure, by itself, will be an overriding factor in determining the soldier's standing in relation to his/her peers. The primary areas that boards consider are performance and potential, military and civilian education, awards, APFT and height/ weight trends, as well as any misconduct reflected in the record.

Three board members vote each file using a numerical score. Scores range from 1 to 6, with "+" or "-" used to further rank the files. The scoring system with a typical word picture appears below: SCORE WORD PICTURE (EXAMPLE) 6 +/- Exceptional Performer Soldiers 5 +/- Strong Performer Eligible 4 +/- Solid Performer for 3 +/- Fully Qualified Performer Promotion Fully Qualified Fully Qualified http://call.army.mil/products/sop/adams/chapter5.htm (2 of 7) [7/31/2001 7:22:12 AM]

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*---------------------------------------------------------------2 +/- Weak Performer - Retain in Grade 1 +/- Poor Performer - Refer for QMP *Fully qualified line Each voter places his or her score on a separate vote sheet. The other two voting members do not see that vote score. Board members may request additional information pertaining to the individual soldier before casting their independent vote. Also, board members are not told how many NCOs are authorized to be promoted until all records are voted, and the scores are entered into the computer.

After all records are voted, the board identifies all primary zone soldiers who they believe are "fully qualified" - those who meet the basic prerequisites for possible promotion to the next higher grade or attendance to a particular school. The fully qualified soldiers in each MOS are rank ordered based on the numerical scores given by the voting members. The panel selects those receiving the highest scores as "best qualified" based on specific select objectives for each MOS, which are determined by the projected needs of the Army. The same procedure is followed for selecting soldiers from the secondary zone. There are separate select objectives for the primary and secondary zones.

The board also performs a screening of soldiers whose records warrant a bar to reenlistment. Soldiers identified and selected as unsatisfactory performers under the provisions of the Qualitative Management Program (QMP) and receive a bar.

HOW TO PREPARE FOR A DA SELECTION BOARD Assume that you are eligible for consideration by a DA Selection Board. How can you best present yourself to the board? The centralized selection system relies on information contained in your Official Military Personnel File (OMPF) (microfiche), your official photograph, and your Personnel Qualification Records (PQR) comprised of the DA Forms 2A and 2-1. These documents must portray an accurate profile of your ability and potential. Although the OMPF is used for other personnel management actions throughout your career, its importance becomes most obvious when you realize that the OMPF may determine whether or not a board selects you for promotion.

The results of any selection board can be no more valid than the information upon which the board bases its judgement. For that reason, it is important for you to personally ensure that your file is current and accurate before a selection board reviews it. If you prepare your records http://call.army.mil/products/sop/adams/chapter5.htm (3 of 7) [7/31/2001 7:22:12 AM]

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with the same attention to detail as you would if you were preparing to appear in person, you will greatly enhance your chance for selection. Board members have the following items to review: The OMPF (microfiche), the PQR, the Personnel Data Sheet (PDS), correspondence to the Board President, and the photograph. These are explained below.

MICROFICHE The microfiche provided the board is the performance (P) fiche of your OMPF. It contains evaluation reports, awards and decorations, Articles 15, courts-martial, letters of reprimand, course completion certificates/transcripts, etc.

Requesting your microfiche. Request a copy of your P-fiche from USAEREC by phone, using the Interactive Voice Response System (IVRS), DSN 221-EREC (3732) or commercial (703) 325-EREC (3732). You may also request a copy of your P-fiche by writing the Commander, U.S. Army Enlisted Records and Evaluation Center, ATTN: PCRE-FF, 8899 E. 56th Street, Indianapolis, IN 46249-5301. Be sure to sign the request and include your complete SSN. There is no charge for this service.

Review your evaluation reports. Check to see if they are all there. Missing reports reduce critical information available to selection board members. If an Evaluation Report is missing from your microfiche but you have a copy in your personal file, you should submit an appeal to USAEREC IAW AR 623-205, Chapter 4 and Appendix F to have the report added to your OMPF. If you do not have a copy in your personal records, then you should try to locate your rater for that time period or get your PSB or current commander to contact the rater, asking him/her to prepare a report for you. You should have the dates that you served under him/her, and you should remind him/her of your significant accomplishments during that rating period.

The same steps can be taken with the Senior Rater and Reviewer. If only one rater is located, that is better than a nonrated period. Remember, the purpose of an evaluation report is to provide information on the types of jobs you have held, your duty performance, and your demonstrated potential.

Commendatory and disciplinary data are also included on your P-fiche. This data includes certificates of achievement, awards and decorations, Articles 15, etc. If you have any commendatory items that are not on your microfiche, you may send documentation directly to USAEREC, or your PSB will do it for you. Caution: If you want to keep the original, send USAEREC a good reproduction. Memorandums of appreciation/commendation are no longer authorized for file in the OMPF, except in exceptional cases. Make sure that any document sent to EREC contains your SSN. During the review of your P-fiche, if you find an evaluation report that you successfully appealed, an Article 15 that was wholly set aside, or any erroneous/misfiled document(s), then you must contact your PSB. They will advise you on the steps to take to correct your record.

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PERSONNEL QUALIFICATION RECORD The PQR is the next portion of your file that you should thoroughly review. The PQR consists of DA Forms 2A and 2-1. With the DA Form 2-1, board members can see at a glance the soldier's history of assignments, military schooling, promotions, etc. The DA Form 2A is a computer printout showing current, essential information pertaining to each soldier. There are numerous blocks of corresponding information on these two forms, so check them carefully. Board members understand that PQRs will have lineouts and changes on them; they do not expect retyped PQRs. What they want are PQRs that are accurate and legible.

After you have reviewed your PQR, you must certify that it is correct by signing it. Remember, your servicing PSB maintains your PQR, so see them for any changes.

PERSONNEL DATA SHEET The Personnel Data Sheet (PDS) is a computer-generated summary of information drawn from several different sources: DA personnel databases, SIDPERS, EER/NCO-ER and the PQR you submitted. EREC produces this form for board use only. Similar information is provided to NCOs before selection boards on the USAEREC Form 10B. The best thing you can do to ensure the accuracy of your PDS is to carefully verify the data on your PQR, make sure all of your Evaluation Reports are filed on your OMPF, and review the information contained on the USAEREC Form 10B (NCO Evaluation Data Report) which is sent to each NCO annually from USAEREC. CORRESPONDENCE TO THE PRESIDENT OF THE BOARD Memorandums to the President of the selection board are seen by voting members of the board. You may write to the Board President to call attention to any matter that you feel is important to your consideration. The memorandum should not include information already in your file. The memorandum should be very brief, well written, and carefully proofread.

OFFICIAL PHOTOGRAPH The official photo is not part of the performance fiche. All selection boards are provided a hardcopy photograph, if available. The photograph represents the soldier appearing before the board and is used in the decision process of the board member. Many board members have said that the photograph is the soldier's personal statement of professionalism to the board.

Although the regulation (AR 640-30) requires a photograph every 5 years, there is no prohibition against having one made sooner. If you have lost weight, been promoted, have http://call.army.mil/products/sop/adams/chapter5.htm (5 of 7) [7/31/2001 7:22:12 AM]

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several new awards and/or decorations, or have a better fitting uniform since your last photograph, you may want to have a new one made. Ensure that the photograph is current and sharp, that your image does not blend with the background, and that you assemble the menu board accurately. A sloppy appearance, unauthorized awards and decorations, or appearing to be overweight could affect your opportunity for selection. A missing photograph may also mislead board members to believe that you are apathetic or are trying to hide something (overweight?).

Your supporting PSB will send two (2) copies of your photograph to the U.S. Army Enlisted Records and Evaluation Center, ATTN: PCRE-BA, 8899 E. 56th Street, Indianapolis, Indiana 46249-5301.

DO NOT SEND IT TO PERSCOM. DISCREPANCIES The following are some common discrepancies found by DA Enlisted Selection Boards in the Official Military Personnel Files of soldiers. These are not inclusive of every discrepancy. They are offered simply as a tool to use when reviewing your files.

1. Missing/outdated photographs.

2. Missing PQR. 3. Missing NCO-ER. 4. Height, weight differences - getting taller as you gain weight.

5. Inconsistent profiles (compare DA Form 2-1, Section I, Item 4 with DA Form 2A, Section II, Item 9).

6. Blank or incorrect PMOS/SMOS/BASD/DOR. 7. P3 profile with no MMRB. 8. Blank or incorrect military/civilian education entries.

9. Wearing of unauthorized badges, tabs, awards, and decorations.

10. Illegible copies of DA Forms 2A and 2-1.

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INTERACTIVE VOICE RESPONSE SYSTEM (IVRS) The IVRS is an automated system used in conjunction with push button telephones that allows for the retrieval of information about: photo dates, NCO-ER end dates, OMPF microfiche requests, and upcoming DA Enlisted Centralized Selection Board data (which includes PQR data, declination/acceptance statements, and memos to the board president). To use the IVRS, PSB and individuals can call (on a push button telephone only) DSN 221-EREC (3732) or Commercial (703) 325-EREC (3732).

SUMMARY At least 6 months before your records are to appear before a DA selection board, you should begin getting your records in order. Your file is appearing before the board in your place; take your time, make sure it is complete and accurate. Three parts of your file -- your photograph, your microfiche, and your PQR -- contain over 95 percent of the information upon which the selection board members will decide whether or not to select you for promotion, school attendance, or QMP. You must not ignore the importance of that fact. REVIEW YOUR FILE! Points of contact at USAEREC are SGM Wagner at DSN 699-3741 and MAJ Rabiego at DSN 699-3740.

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Chapter 6 The Infantry's Guide to Stripes Here's where I address from the Private to the Staff Sergeant what is important to achieve the next rank. I am totally taken off guard when senior E4s come into my unit and do not know what they need to do to become a Sergeant. This is mind boggling to me, but I guess in today's Army we aren't always thinking of the next rank and how to achieve it and taking all the additional responsibilities that comes with that.

What I try to do in this chapter is to clearly articulate what schools, what training, and what job positions you should hold or have been to for promotion. There's a clear professional blueprint for successful infantrymen within this chapter.

Professional Blueprints for Successful Infantrymen: 11B 11C 11H 11M Do you want that next promotion, but don't know what to do? Are you unsure of the positions you can hold and the places you can go? Would you like a little guidance in your career? If so, then this brief guide may help. This is a guide intended to assist the 11B Infantryman in reaching his personal and professional goals. It addresses specific positions and assignments, as well as touching on areas that are common to the professional development of all Infantry soldiers.

As with any military occupational specialty (MOS), there are some things that are inherent to a successful career. First and foremost, you must excel in everything you do. Promotions are extremely competitive. You must identify yourself to the chain of command (and the board) as a soldier who is above his peers, whether holding a table of organization and equipment (TO&E) or a table of distribution and allowances (TDA) position.

Secondly, within the career management field (CMF) 11, you must seek leadership positions as early as possible. You should be performing duties in your primary MOS at the authorized or next higher level. Take advantage of any opportunity to serve in a leadership position at the next higher level, you might not get the opportunity again.

Next is physical fitness. As an Infantryman, physical fitness is a must; nothing more needs to be said. Additionally, an Infantryman needs to have a well-rounded career, including positions in both TO&E and TDA units. A number of high priority assignments, drill sergeant, recruiting, Reserve Officer Training Corps instructor (ROTC) and Active component/Reserve components (AC/RC) provide unique professional development opportunities for light infantry noncommissioned officers (NCOs).

Finally, you should take advantage of every opportunity to attend military and civilian schools.

Enrollment in the U. S. Army's correspondence courses or attending college courses shows your chain of command that you are a self-starter seeking to improve yourself. Additionally, it will improve http://call.army.mil/products/sop/adams/chapter6.htm (1 of 14) [7/31/2001 7:22:21 AM]

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your chances for promotion by converting college credit into promotion points.

An 11B soldier's career path tracks with the rest of CMF 11; however, there are positions and assignments that are MOS specific. The following guide uses a standard format for each grade covered. It includes rank, key leadership assignments, positions, military schools, the Noncommissioned Officer Education System (NCOES), promotions, and locations.

PVT - SPC/CPL Key Leadership Assignments: The emphasis for soldiers in this grade is to focus on developing a good base of MOS related skills, as well as common soldier tasks.

Positions: All positions held during this stage of your career should be in a TO&E infantry platoon.

No matter what position you hold, you should always seek responsibility and display your initiative, motivation, and skill.

The positions you can hold are: ●

Rifleman

●

Automatic Rifleman

●

Machine Gunner

Military Schools: Attend all available military schools at this stage of your career. The schools found at your installation can vary from air assault or combat lifesaver, to nuclear biological chemical (NBC) school or field sanitation. Attending these schools will not only award you promotion points, but also add to your technical competence and experience. Courses offered at Ft. Benning and available to the 11B soldier are ranger, airborne and sniper schools. Talk to your chain of command about how to apply, or reenlist for this type of training.

NCOES: The Primary Leadership Development Course (PLDC) is the first level of the NCOES, and is a requirement for promotion to the rank of SGT. This course prepares the SPC/CPL (promotable) for leadership and increased levels of responsibility.

Promotions: Promotions are governed by AR 600-8-19, (Enlisted Promotions and Reductions).

Department of the Army (DA) controls the time in service (TIS) and time in grade (TIG) requirements for promotion. Commanders have the latitude to issue waivers for both TIS and TIG to recognize outstanding soldiers for promotion. DA controls the promotion to SGT, but the battalion controls selection of individuals for promotion. The following is a quick look at the promotion process: ●

Soldier meets TIS and TIG requirements

●

Soldier's chain of command recommends him for promotion

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●

Battalion commander convenes promotion board

●

Board recommends soldier for promotion

●

Soldier must attend PLDC prior to promotion

●

Total promotion points (800 points available)

●

DA sets monthly promotion points

●

Soldier's points meet or exceed DA established points*

●

Soldier gets promoted

* Promotion of Ranger School graduates, ref. AR 600-8-19, para, 3-7, (Enlisted Promotions and Reductions).

Locations: Continental U.S. (CONUS)- Ft. Bragg, Ft. Campbell, Ft. Drum, Ft. Polk, Ft. Lewis Outside Continental U.S. (OCONUS) - Korea, Panama, Alaska, Hawaii, Germany and Italy Sergeant Key Leadership Assignments: The focus during this stage of your career should be on developing your leadership skills, technical expertise and tactical knowledge.

Positions: Almost all positions held while as a SGT should be in a TO&E infantry platoon.

The positions you can hold are: ●

Team Leader

●

Squad Leader

●

Recruiter*

*A very small number of exceptionally qualified SGTs may be DA-selected for recruiting duty.

Recruiting duty is vital and necessary to ensure an accession of highly motivated men and women into our Army. Recruiting duty is a stabilized three-year tour.

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Military Schools: * Schools that are available to you at this level are: ●

Ranger

●

Sniper

●

Airborne

* For more information regarding prerequisites and availability of these schools, see your battalion schools NCO and DA PAM 351-4, (U.S. Army Formal Schools Catalog).

NCOES: The Basic Noncommissioned Officer Course (BNCOC) is the second level of the NCOES and is a requirement for promotion to the rank of SSG. BNCOC is an MOS-specific course. It is to provide SGTs (promotable) with the technical, tactical and leadership training necessary to prepare them to lead and train soldiers.

Promotions: See promotion paragraph in the PVT- SPC/CPL section.

Locations: Same as PVT- SPC/CPL section.

Staff Sergeant Key Leadership Assignments: The critical assignment at this stage of your career is squad leader. In order for you to be considered "branch qualified" at this grade level, you should have at least 18-36 rated months of squad leader time.

Positions: It is during this stage of your career that you may start serving in other than TO&E assignments. However, before requesting a TDA position you should ensure that you have built a solid base of troop time. There are many different positions you can hold as a SSG including: ●

Squad Leader

●

Platoon Sergeant

●

Drill Sergeant

●

National Guard Advisor

●

Observer Controller

●

Recruiter

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TRADOC Instructor

Military Schools: Schools that are available to you at this level are: ●

Ranger

●

Pathfinder

●

Recruiting

●

Drill Sergeant

●

Battle Staff

NCOES: The Advanced Noncommissioned Officer Course (ANCOC) is the third level of the NCOES and is a requirement for promotion to SFC. ANCOC prepares SSG promotables to become technically and tactically proficient at skill level 4 and 5 tasks. Currently SSGs selected for promotion to SFC will automatically attend ANCOC. Promotions: A DA-centralized board selects SSGs for promotion to SFC. The board relies entirely on your official military performance file (OMPF), your personal qualification record part I and II, (DA Form 2-1 and 2-A), and your military photograph. The condition of your OMPF and the quality of your photo is the basis for promotion. It is vitally important that you maintain a complete and accurate OMPF by reviewing your file periodically to ensure that it accurately depicts your service.

Locations: CONUS - same installations as the PVT- SPC/CPL section, as well as all CONUS training base locations or recruiting command locations.

OCONUS - Korea, Germany, Saudi Arabia, Hawaii, Alaska and Panama (as a promotalbe E-6) Sergeant First Class Key Leadership Assignments: The critical assignment at this stage of your career is platoon sergeant. More than any leadership assignment, platoon sergeant is the assignment you must have and excel in if you want to advance to MSG and SGM/CSM. You should attempt to hold this assignment for 24-36 months.

Positions: The positions you can hold as a SFC are: ●

Platoon Sergeant

●

First Sergeant

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●

Operations Sergeant

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National Guard Advisor

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Recruiter

●

Drill Sergeant

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Observer Controller

●

ROTC Instructor

●

TRADOC Instructor

Military Schools: Schools available to you at this level are: ●

Ranger

●

Pathfinder

●

Battle Staff

●

Recruiting

●

First Sergeant

●

Drill Sergeant

NCOES: Upon completion of ANCOC, you have completed all necessary levels of NCOES until selected for promotion to SGM, then you must attend the Sergeants Major Academy (SMA).

Promotions: As with the DA-centralized board for promotion to SFC, there is a DA-centralized promotion board for selection to MSG. The board will again rely solely on your OMPF, personal qualification record, and your military photograph for promotion selection.

Locations: CONUS - same installations as PVT- SPC/CPL, as well as different states for NG advisor and ROTC instructor, CONUS training bases, and recruiting command locations. OCONUS - Korea, Germany, Panama and Saudi Arabia Master Sergeant Key Leadership Assignments: The critical assignment for an Infantry master sergeant is first

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sergeant. Demonstrated superior performance while serving in a first sergeant position (strive for 24 months), is the best message to the SGM/CSM selection board.

Positions: Additional positions at this level are: ●

Operation Sergeant

●

National Guard Advisor

●

ROTC Instructor

●

Intelligence Sergeant

●

TRADOC Instructor

Military Schools: Schools at this level are limited to the following: ●

Battle Staff

●

First Sergeant

●

Ranger

NCOES: The final level in the NCOES is the SMA, and it is a requirement for promotion to SGM/CSM. A DA-centralized board selects soldiers for attendance at the SMA. Promotions: A DA-centralized board selects MSG for promotion to SGM/CSM. Again, selection for promotion will rely solely on your OMPF, personal qualification record and your military photo.

Locations: CONUS/OCONUS - same as SFC section.

The purpose of this guide has been to provide you information to help you make career decisions.

You should actively seek more information and guidance from your chain of command, mentors, and career advisor. You must play an integral part in the decision and assignment process in order to help guide yourself to the goals that you have set. The bottom line is if you do not help make the decisions, someone else will make them for you.

Your career branch is there to assist you in determining what is right for you, both professionally and personally. You should maintain communication with the Infantry Branch to inquire about your next move, school or promotion.

ENLISTED PROMOTIONS

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RANK TIME IN GRADE TIME IN GRADE TIME IN SERVICE TIME IN SERVICE WITH WAIVER WITH WAIVER PV2 6 MONTHS 4 MONTHS PFC 4 MONTHS 2 MONTHS 12 MONTHS 6 MONTHS SPC 12 MONTHS 6 MONTHS 26 MONTHS 14 MONTHS SGT 8 MONTHS 4 MONTHS 36 MONTHS 18 MONTHS PRIMARY ZONE SECONDARY ZONE SSG 10 MONTHS 5 MONTHS 84 MONTHS 48 MONTHS PRIMARY SECONDARY ZONE GO TO BOARD AT GO TO BOARD AT 82 MONTHS 46 MONTHS

Promotions, Points, and Procedures General Observations Much has been written about the new system, in several sources. The following observations are from the March 20, 2000 Army Times and the Department of the Army promotion message. ●

●

●

●

●

Procedures for converting to the new system are contained in MilPer Message 00-116, available at local PSBs. On June 1, 2000, the minimum point total to compete for promotion to Sergeant will drop to 350, and for Staff Sergeant it will drop to 450.

The maximum value of awards, decorations, and achievements will increase to 100 points total.

Total value for military education is 200 points. (See AR 600-8-19.)

Point matrixes redesigned to reward soldiers who strive for excellence on the APFT and weapons qualification (points more closely tied to actual scores).

Where the Points Come From

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Under the new system, point values are changed for many items, some adjusted up and some adjusted down. In order to maximize your promotion potential, you need to be aware of how many points you may receive for certain achievements/schools, etc.

Weapons Qualification Weapons Qualification Score/Promotion Points: DA Form 3595-R (M16)

DA Form 5790-R (M16)

DA Form 88 (PISTOL)

40 = 50

40 = 50

30 = 50

39 = 49

39 = 49

29 = 49

38 = 48

38 = 48

28 = 48

37 = 47

37 = 44

27 = 44

36 = 46

36 = 40

26 = 40

35 = 43

35 = 37

25 = 37

34 = 40

34 = 34

24 = 34

33 = 37

33 = 30

23 = 30

32 = 34

32 = 26

22 = 26

31 = 31

31 = 24

21 = 24

30 = 28

30 = 22

20 = 22

29 = 26

29 = 20

19 = 20

28 = 24

28 = 18

18 = 18

27 = 22

27 = 16

17 = 16

26 = 20

26 = 14

16 = 14

25 = 18 24 = 16 23 = 14

APFT APFT Score/Promotion Points 300 = 50

289 - 288 = 39

263 - 261 = 27

223 - 220 = 15

299 = 49

287 - 286 = 38

260 - 258 = 26

219 - 216 = 14

298 = 48

285 - 284 = 37

257 - 255 = 25

215 - 212 = 13

297 = 47

283 - 282 = 36

254 - 252 = 24

211 - 208 = 12

296 = 46

281 - 280 = 35

251 - 249 = 23

207 - 204 = 11

295 = 45

279 - 278 = 34

248 - 246 = 22

203 - 200 = 10

294 = 44

277 - 276 = 33

245 - 243 = 21

199 - 196 = 9

293 = 43

275 - 274 = 32

242 - 240 = 20

195 - 192 = 8

292 = 42

273 - 272 = 31

239 - 236 = 19

191 - 188 = 7

291 = 41

271 - 270 = 30

235 - 232 = 18

187 - 184 = 6

290 = 40

269 - 267 = 29

231 - 228 = 17

183 - 180 = 5

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266 - 264 = 28

227 - 224 = 16

179 - 0 = 0

Awards: Soldier's Medal or higher award - 35 Bronze Star Medal (BSM) - 30 Purple Heart - 30 Defense Meritorious Service Medal - 25 Meritorious Service Medal (MSM) - 25 Air Medal - 20 Joint Service Commendation Medal - 20 Army Commendation Medal (ARCOM) - 20 Joint Service Achievement Medal - 15 Army Achievement Medal (AAM) - 15 Good Conduct Medal - 10 Army Reserve Component Achievement Medal - 10 Badges Combat Infantry Badge - 15 Combat Field Medical Badge - 15 Expert Infantry Badge - 10 Expert Field Medical Badge - 10 Basic US Army Recruiter Badge - 10 (each subsequent award, that is, Gold Achievement Star, Gold Recruiter Badge, Sapphire Achievement Star, will receive 5 points) - maximum points - 25 Ranger Tab-10 Special Forces Tab - 10 Drill Sergeant Identification Badge - 10 (additional 5 points for company or higher level drill sergeant of the cycle) maximum points - 25 Parachutist Badge-5 Awards of higher skill badge count as subsequent awards and will receive points. For example a soldier awarded the Senior Parachutist Badge and the Parachutist Badge will be credited with two parachutist badges (10 points).

Parachute Rigger Badge -5 Divers Badge - 5 Explosive Ordnance Disposal Badge - 5 Pathfinder Badge - 5 Aircraft Crewman Badge -5 Nuclear Reactor Operator Badge - 5 Driver and Mechanic Badge (maximum 5 points) - 5 Air Assault Badge - 5 http://call.army.mil/products/sop/adams/chapter6.htm (10 of 14) [7/31/2001 7:22:22 AM]

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Campaign Star (Battle Star) - 5 Tomb Guard Identification Badge - 5 Achievements (the board proceedings, certificate, or DA Form 1059, Service School Academic Evaluation Report included on EM 0001) may be used as source documents): Soldier/NCO of the Quarter - BDE Level - 10 Soldier/NCO of the Quarter - Installation/Division - 15 Soldier/NCO of the Year - MACOM - 25 Distinguished Honor Graduate - 15 Distinguished Leadership Award - 10 Commandants List - 5

Certificate of Achievement awarded by commanders/deputy commanders serving in positions authorized the grade of LTC or higher or any general officer. CSM at the brigade or higher level may award Certificate of Achievements. - 5 (maximum 20 points) The Good Conduct Medal ending date (period of service) will be used to determine eligibility for promotion points. The date of the order or ending period, whichever is later, will be used to determine eligibility for promotion points on all remaining awards (for example, Army Commendation Medal, Army Achievement Medal, and Meritorious Service Medal).

Awards and decorations earned in other U.S. Uniformed Services receive the same points as corresponding/equivalent Army awards.

Promotion points are not authorized for foreign awards, decoration(s) or badges.

Military education NCOES courses. Award 4 points per week for completion of PLDC and BNCOC. Only resident courses are authorized promotion points under this rule. Non resident courses will be awarded points under correspondence course rules outlined below.

Soldiers completing Ranger School will be awarded 32 points and soldiers completing Special Forces Qualification Course will be awarded 60 points. When the Ranger School Course exceeds 8 weeks or the Special Forces Course exceeds 15 weeks, 4 points per week will be awarded. All phases of the course must be completed in order to receive promotion points under this provision.

The awarding of 4 points per week is authorized for battalion level or higher training. Courses conducted at company, battery, troop, and detachment level are not authorized promotion points.

Training must be coordinated, consolidated, and conducted at battalion or higher level. Training must result in the issuing of a DA Form 87 (Certificate of Training) must have been completed during duty hours and funded by the military. A field grade officer serving in an LTC or higher position must sign DA Form 87. Ordinary leave and permissive TDY are not considered as duty time. Civilian certificates of completion for military training are not authorized promotion points unless issued on a http://call.army.mil/products/sop/adams/chapter6.htm (11 of 14) [7/31/2001 7:22:22 AM]

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DA Form 87. Promotion points will not be awarded for duplicate military training. d. Promotion points for completion of military correspondence, extension, or nonresident subcourses are as follows: Determine the number of credit hours completed for subcourses, divide that number by five (1 point for each five subcourse hours). The result is the number of promotion points to be awarded. Less than five subcourse hours receives no promotion points and fractions will be dropped (for example, 13 subcourse hours are worth 2 points).

Promotion points will not be awarded for duplicate subcourses.

Promotion points are not authorized for Air Force correspondence courses unless they are reflected on a transcript showing successful completion of the course examination (CE). Promotion points are not authorized for Volume Review Exercise (VRE).

Courses or sub-courses (as announced by HQDA) completed through National Cryptological School (NCS) non-resident program will be awarded promotion points using the criteria in this paragraph.

Headstart courses are authorized promotion points. Subsequent Headstart courses in the same language will not be authorized promotion points.

All other courses successfully completed of at least one-week duration (40 hours) will be awarded 4 points per week. No promotion points will be awarded when the course is less than 40 hours in duration. However, when a soldier has two or more DA Forms 87 that are less than 40 hours the forms may be combined and if the total is 40 or more hours promotion points will be granted.

Promotion points are not authorized for completion of basic combat training, advanced individual training, MOS producing schools, MOS proficiency training, or new equipment training (NET). For example, if the training results in award of an MOS or is required for the individual to hold an MOS, then, points are not awarded. This restriction does not apply to the Special Forces Qualification Course, further career development training, BNCOC, or the Army Recruiter Course (ARC).

Promotion points for SQI or ASI courses are authorized providing the ASI or SQI is not mandatory for the award of an MOS. Use DA PAM 611-21 in making these determinations.

Credits are authorized for courses successfully completed by former officers provided the course was not closed to qualified enlisted soldiers on active duty (for example, Master Fitness Trainers Course or Defense Language Institute). Soldiers are not eligible for promotion points for attendance at OCS or Warrant Officer Entry Course.

Courses completed successfully in other U.S. uniformed services are awarded points on the same basis as those for U.S. Army courses.

USMAPS/United States Military Academy (USMA): promotion points will not be awarded for attendance under military education. However, promotion points will be awarded under civilian education for semester hours earned.

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promotion points.

Fifty promotion points for military education are authorized for successful completion of the Level II Commander Certification Test (TCCT-11 and SCCT-11). This test will serve as the proponent certification for MOS 19D, 19E, and 19K. Fifty promotion points for military education for are authorized for proponent certification for MOS 88K and 88L (must be PMOS or PRMOS) based on the marine certificate applicable for grade.

Promotion points are not authorized for courses not open to SGT and below (such as ANCOC or Battle Staff).

EMT certification. Promotion points for EMT certification will be made as showed below. The certificate must not be more than one year old at time of promotion. If the certification is more than one year old, the soldier will be notified and the promotion suspended. If the soldier cannot produce certification that is not more than one year old during the month of promotion, the points will be removed. If a soldier later produces a new certificate a promotion point adjustment will be made effective the first day of the second month following receipt at the PSB/MPD. EMT Basic Certification - 20 promotion points EMT Intermediate Certification - 30 promotion points EMT Paramedic Certified - 40 points Medical MOS proficiency training is not authorized promotion points.

Reservist schools. Schools attended while as a reservist are valid for promotion points provided the soldier requires no additional training to perform duties required on active duty. Points will be awarded on active component schooling.

Civilian education Points for civilian education will be granted as follows: Business/trade school/college: 1 1/2 points for each semester hour earned.

Degree completion (10 points). Award 10 additional promotion points to any soldier who completes a degree while on active duty. If recommended for SSG, the soldier must have completed the degree while on active duty. No promotion points are awarded for the completion of high school or GED. DA policy is to award one and one-half promotion point for each semester hour successfully earned through attendance at a recognized regionally or nationally accredited college or university, regardless of the basis. Accreditation status is published in Directory of Postsecondary Institutions, Volume I and II published annually for the Council on Postsecondary Accreditation by the American Council on Education. Schools listed are accredited by regional, national, and specialized accrediting bodies. The publication is available at local education centers.

For the purpose of awarding promotion points, one and one-half quarter hour is equal to one http://call.army.mil/products/sop/adams/chapter6.htm (13 of 14) [7/31/2001 7:22:22 AM]

Chapter 6

semester hour. Therefore, to convert quarter hours to semester hours divide the number of quarter hours by 1.5. The result is the number of semester hours to be awarded. No distinction is made between correspondence, extension, or resident courses.

Transcripts broken down by course and in the English language (student copies are acceptable) will be used to determine the number of hours earned. If transcript is in another language, transcript must be translated into English by an accredited institution listed in the ACE guide. Grade slips or reports may be used in place of transcripts providing the required information (number of hours, [semester or quarter], the school, and address) is on the slip/report and the slip or report is machine generated by the issuing institution. Credits listed on more than one transcript will be counted only once.

College Level Entrance Program (CLEP) general and subject examinations, Defense Activity for Nontraditional Education Support (DANTES), and American College Test (ACT) proficiency exams can be used for award of promotion points. A soldier who satisfactorily completes all five parts of the CLEP general examination (equivalent to one year in college or 30 semester hours) will be awarded 45 promotion points or will be considered to have earned the equivalent of six semester hours for each of the five parts satisfactorily completed. Soldiers who satisfactorily complete CLEP subject examinations, DANTES SSTs, or ACT proficiency exams will be awarded points based on the number of semester hours recommended by the American Council on Education (ACE). Local Education Center will assist in determining the appropriate number of semester hours. Duplicate credit will not be awarded in any area. Local education centers will assist in resolving questions.

Promotion points for military or civilian training or experience will only be awarded when accepted by a regionally accredited college or university (shown on transcript). American or Army Council on Education Registry Transcript System (AARTS) transcripts may not be used to determine promotion points in this case since they reflect ACE credit recommendations only. Education Centers may assist in the evaluations of college or trade school transcripts (for example, converting quarter, trisemester hours, into semester hours). Continuing education units will not be used in computing promotion points.

Promotion points will be awarded for business or trade school and commercial correspondence courses from accredited schools. Completion certificates may be used in place of transcripts providing the number of course hours are listed.

The following courses will not be authorized promotion points: Basic Skills Education Program (BSEP), Advanced Skills Education Program (ASEP), English as a Second Language (ESL), and GT Improvement.

This information was derived directly from the AR available on the Internet on the Perscom site. This should leave absolutely no question as to what you must do to be promoted and successful. You are responsible for this information for the benefit of yourself and your men. Do not let them (or yourself) down.

Professional Blueprints for Successful Infantrymen [11B] [11C] [11H] [11M]

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Professional Blueprint for a Successful Fighting Vehicle Infantryman 11M

Professional Blueprint for a Successful Fighting Vehicle Infantryman 11M RANK Institutional Pillar

PVT-PFC

SPC/CPL

OSUT/AIT

PLDC

SGT

SSG

BNCOC

SFC ANCOC

MSG/1SG

SGM/CSM

SGM Academy

1Squad

Leader 1Section

Operational Pillar Special Assignments Priority One Positions

Institutional & Special Skills

Recommended Time In War Fighter Assignment

Promotion

Retention Control Point

Grenadier Antiarmor SPC Rifleman RATELO

Machine gunner SAW Gunner BFV Driver BFV Gunner Team Leader

1Team

Leader 1BFV Gunner Squad Leader

Leader or Bradley CDR CO Master Gunner Platoon Sergeant Drill Sergeant Recruiter 2OC 3Instructor AC/RC Advisor

Platoon Sergeant BN Master Gunner Asst Ops Sgt Drill Sergeant Recruiter 3Instructor AC/RC Advisor ROTC

11SG

11Z Operations Sgt

Operations Sgt Intel Sgt

00Z Bn / BDE / DIV

2OC 3Instructor

AC/RC Advisor ROTC

11Z AC/RC ROTC 00z School Cmdt Training bn, Bde

2EIB

2EIB

Master Gunner 4Ranger Battle Staff

Master Gunner 4Ranger Pathfinder Battle Staff

Ranger Battle Staff 1SG Course

All at Platoon Level

24 mo.

Squad Leader

24 mo.

Platoon Sgt

24 mo.

First Sgt

26 months

PZ: 36 months SZ: 18 months

PZ: 84 months SZ: 48 months

PZ - SZ Announced

by DA before each board

PZ - SZ Announced

by DA before each board

PZ - SZ Announced by DA before each board

SPC 10 yrs TIS SPC(P) 13 yrs TIS

SGT 15 yrs TIS SGT(P) 20 yrs TIS

SSG 20 yrs TIS SSG(P) 22 yrs TIS

SFC 22 yrs TIS SFC(P) 26 yrs TIS

MSG 26 yrs TIS MSG(P) 30 yrs TIS

SGM/CSM 30 yrs TIS 4CSM 35 yrs TIS

2EIB

2EIB

Sniper Javelin Dragon

Sniper Javelin Dragon

All

All

6 mo - PV2 12 mo - PFC

3 yrs TIS

2EIB 5Master

Gunner 4Ranger Sniper

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2EIB

Ranger Battle Staff

Professional Blueprint for a Successful Fighting Vehicle Infantryman 11M

1

Critical assignments/Operational pillar assignment prior to any special assignments.

Available to qualified Master Gunner.

- NCOs assigned to CTCs as O/C and OPFOR must have served successfully as squad leader, platoon sergeant, or first sergeant in TOE Infantry Battalion.

- Infantrymen should continue to strive for the Expert Infantryman badge (PVT through MSG/1SG).

3 Priority one instructor positions are career enhancing; currently all instructor positions are priority one.

4 It is highly recommended that ANCOC, and BNCOC students attend Ranger School before returning to units.

- Upon completion of battle Staff Course, the operations sergeant should stay in the operations position for a minimum of 12 months.

5Available to SGT(P) and higher.

6If serving in a nominative position where commander is a LTG or GEN. This document will be updated as changes are made in structure and management requirements.

2

http://call.army.mil/products/sop/adams/11M.htm (2 of 2) [7/31/2001 7:22:30 AM]

Approved by:

CARL F. ERNST Major General, USA Chief of Infantry MACK H. VEREEN CSM, USA Infantry Center CSM

Date: 20 May 1999

Professional Blueprint for a Successful Anti-armor Weapons Infantryman 11H

Professional Blueprint for a Successful Anti-armor Weapons Infantryman 11H RANK Institutional Pillar

PVT-PFC

SPC/CPL

OSUT/AIT

PLDC

SGT BNCOC 1Squad

Operational Pillar

SSG

SFC ANCOC

MSG/1SG SGM/CSM SGM Academy 11Z Battle Staff NCO

1Section

1PLT

11SG

Leader PLT Sergeant

Sergeant Asst Ops Sgt

Operations Sgt Intel Sgt

Drill Sgt Recruiter O/C 2Instructor AC/RC Advisor

Drill Sgt Recruiter O/C 2Instructor AC/RC Advisor ROTC

1EIB

1EIB

3Ranger

3Ranger

3Ranger

Airborne Air Assault Jumpmaster

Airborne Air Assault Jumpmaster

Airborne Air Assault Pathfinder Jumpmaster Battle Staff

All

All at Platoon Level

24 mo.

Squad Leader

24 mo.

Platoon Sgt

24 mo.

First Sgt

6 mo - PV2 12 mo - PFC

26 months

PZ: 36 months SZ: 18 months

PZ: 84 months SZ: 48 months

PZ - SZ Announced

by DA before each board

PZ - SZ Announced

by DA before each board

PZ - SZ Announced by DA before each board

3 yrs TIS

SPC 10 yrs TIS SPC(P) 13 yrs TIS

SGT 15 yrs TIS SGT(P) 20 yrs TIS

SSG 20 yrs TIS SSG(P) 22 yrs TIS

SFC 22 yrs TIS SFC(P) 26 yrs TIS

MSG 26 yrs TIS MSG(P) 30 yrs TIS

SGM/CSM 30 yrs TIS 4CSM 35 yrs TIS

Asst. Gunner Driver RATELO

Driver Gunner

Leader Section Leader Gunner

Special Assignments Priority One Positions

O/C 2Instructor

AC/RC Advisor ROTC

00Z Bn / BDE / DIV 11Z AC/RC ROTC 00Z School Cmdt Training Bn, BDE

1EIB

Institutional & Special Skills

Recommended Time In War Fighter Assignment

Promotion

Retention Control Point

1EIB

Airborne Air Assault

All

1EIB Ranger Airborne Air Assault

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1EIB Ranger Battle Staff 1SG Course

Ranger Battle Staff

Professional Blueprint for a Successful Anti-armor Weapons Infantryman 11H

1

Critical assignments/Operational pillar assignment prior to any special assignments.

- NCOs assigned to CTCs as O/C and OPFOR must have served successfully as squad leader, platoon sergeant, or first sergeant in TOE Infantry Battalion.

- Infantrymen should continue to strive for the Expert Infantryman badge (PVT through MSG/1SG).

2 Priority one instructor positions are career enhancing; currently all instructor positions are priority one.

3 It is highly recommended that ANCOC, and BNCOC students attend Ranger School before returning to units.

- Upon completion of battle Staff Course, the operations sergeant should stay in the operations position for a minimum of 12 months.

4 If serving in a nominative position where commander is a LTG or GEN. This document will be updated as changes are made in structure and management requirements.

http://call.army.mil/products/sop/adams/11H.htm (2 of 2) [7/31/2001 7:22:36 AM]

Approved by:

CARL F. ERNST Major General, USA Chief of Infantry MACK H. VEREEN CSM, USA Infantry Center CSM

Date: 15 March 1999

Professional Blueprint for a Successful Indirect Fire Infantryman 11C

Professional Blueprint for a Successful Indirect Fire Infantryman 11C RANK Institutional Pillar

PVT-PFC

SPC/CPL

OSUT/AIT

PLDC

SGT BNCOC 1Squad

Operational Pillar

Ammo Bearer RATELO Asst Gunner

Carrier Driver Gunner

Leader FDC Computer Section Leader

Special Assignments Priority One Positions

1EIB

Institutional & Special Skills

Recommended Time In War Fighter Assignment

Promotion

Retention Control Point

1EIB

SSG

SFC ANCOC

MSG/1SG SGM/CSM SGM Academy

1Squad

Leader FDC Chief Section Leader PLT Sergeant

Sergeant 1PLT Sergeant

PLT Sgt

Drill Sgt Recruiter O/C 2Instructor AC/RC Advisor

Drill Sgt Recruiter O/C 2Instructor AC/RC Advisor ROTC

O/C 2Instructor AC/RC Advisor ROTC

1EIB IMLC 3Ranger Airborne Air Assault Pathfinder Jumpmaster Battle Staff

1EIB IMLC 3Ranger Airborne Air Assault Pathfinder Jumpmaster Battle Staff

1Section 11SG

11Z Ops Sgt 00Z Bn / BDE / DIV

11Z AC/RC ROTC 00Z School Cmdt Training Bn, BDE

1EIB

Ranger Airborne Air Assault

IMLC 3Ranger Airborne Air Assault Jumpmaster

All

All at Platoon Level

24 mo.

Squad Leader Section leader

24 mo.

Section leader Platoon Sgt

24 mo.

Platoon Sgt First Sgt

6 mo - PV2 12 mo - PFC

26 months

PZ: 36 months SZ: 18 months

PZ: 84 months SZ: 48 months

PZ - SZ Announced

by DA before each board

PZ - SZ Announced

by DA before each board

PZ - SZ Announced by DA before each board

3 yrs TIS

SPC 10 yrs TIS SPC(P) 13 yrs TIS

SGT 15 yrs TIS SGT(P) 20 yrs TIS

SSG 20 yrs TIS SSG(P) 22 yrs TIS

SFC 22 yrs TIS SFC(P) 26 yrs TIS

MSG 26 yrs TIS MSG(P) 30 yrs TIS

SGM/CSM 30 yrs TIS 4CSM 35 yrs TIS

1EIB

Airborne Air Assault

All

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IMLC Ranger Battle Staff 1SG Course

Ranger Battle Staff

Professional Blueprint for a Successful Indirect Fire Infantryman 11C

1

Critical assignments/Operational pillar assignment prior to any special assignments.

- NCOs assigned to CTCs as O/C and OPFOR must have served successfully as squad leader, platoon sergeant, or first sergeant in TOE Infantry Battalion.

- Infantrymen should continue to strive for the Expert Infantryman badge (PVT through MSG/1SG).

2 Priority one instructor positions are career enhancing; currently all instructor positions are priority one.

3 It is highly recommended that ANCOC, and BNCOC students attend Ranger School before returning to units.

- Upon completion of battle Staff Course, the operations sergeant should stay in the operations position for a minimum of 12 months.

4 If serving in a nominative position where commander is a LTG or GEN. This document will be updated as changes are made in structure and management requirements.

http://call.army.mil/products/sop/adams/11C.htm (2 of 2) [7/31/2001 7:22:41 AM]

Approved by:

CARL F. ERNST Major General, USA Chief of Infantry MACK H. VEREEN CSM, USA Infantry Center CSM

Date: 15 March 1999

Professional Blueprint for a Successful Infantryman 11B

Professional Blueprint for a Successful Infantryman 11B RANK

PVT-PFC

SPC/CPL

SGT

Institutional Pillar

OSUT/AIT

PLDC

BNCOC

Operational Pillar

Rifleman RATELO Asst Antiarmor Asst Machine Gunner

SAW / M60 / M240B Gunner Grenadier Antiarmor SPC Team Leader

1Team Leader Squad Leader

SSG

SFC ANCOC

1Squad

Leader PLT Sergeant

Drill Sgt Recruiter O/C 2Instructor AC/RC Advisor

Special Assignments Priority One Positions

1PLT Sergeant Asst Ops Sgt

Drill Sgt Recruiter O/C 2Instructor AC/RC Advisor ROTC

MSG/1SG SGM/CSM SGM Academy

11SG

Opns Sgt Intel Sgt

11Z Ops Sgt 00Z Bn / BDE / DIV

O/C 2Instructor AC/RC Advisor ROTC

11Z AC/RC ROTC 00Z School Cmdt Training Bn, BDE

1EIB Ranger Battle Staff 1SG Course

Ranger Battle Staff

1EIB 1EIB

Institutional & Special Skills

Recommended Time In War Fighter Assignment

Promotion

Retention Control Point

1EIB

1EIB

1EIB 3Ranger

3Ranger Airborne Air Assault Pathfinder Jumpmaster Battle Staff Air Tactical Ops

Airborne Air Assault Sniper Javelin Dragon

Ranger Airborne Air Assault Sniper Javelin Dragon

3Ranger Airborne Air Assault Sniper Jumpmaster

All

All

All at Platoon Level

24 mo.

Squad Leader

24 mo.

Platoon Sgt

24 mo.

First Sgt

6 mo - PV2 12 mo - PFC

26 months

PZ: 36 months SZ: 18 months

PZ: 84 months SZ: 48 months

PZ - SZ Announced

by DA before each board

PZ - SZ Announced

by DA before each board

PZ - SZ Announced by DA before each board

3 yrs TIS

SPC 10 yrs TIS SPC(P) 13 yrs TIS

SGT 15 yrs TIS SGT(P) 20 yrs TIS

SSG 20 yrs TIS SSG(P) 22 yrs TIS

SFC 22 yrs TIS SFC(P) 26 yrs TIS

MSG 26 yrs TIS MSG(P) 30 yrs TIS

SGM/CSM 30 yrs TIS 4CSM 35 yrs TIS

Airborne Air Assault Pathfinder Jumpmaster Battle Staff

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Professional Blueprint for a Successful Infantryman 11B

1

Critical assignments/Operational pillar assignment prior to any special assignments.

- NCOs assigned to CTCs as O/C and OPFOR must have served successfully as squad leader, platoon sergeant, or first sergeant in TOE Infantry Battalion.

- Infantrymen should continue to strive for the Expert Infantryman badge (PVT through MSG/1SG).

2 Priority one instructor positions are career enhancing; currently all instructor positions are priority one.

3 It is highly recommended that ANCOC, and BNCOC students attend Ranger School before returning to units.

- Upon completion of battle Staff Course, the operations sergeant should stay in the operations position for a minimum of 12 months.

4 If serving in a nominative position where commander is a LTG or GEN. This document will be updated as changes are made in structure and management requirements.

http://call.army.mil/products/sop/adams/11B.htm (2 of 2) [7/31/2001 7:22:48 AM]

Approved by:

CARL F. ERNST Major General, USA Chief of Infantry MACK H. VEREEN CSM, USA Infantry Center CSM

Date: 15 March 1999

Chapter 7

Chapter 7 Office of Personnel Management Basically this is how to request your microfiche. In Chapters 5 and 6 I discussed the importance of your microfiche. It is a very important document that must always stay with the soldier.

Key to utilizing the Office of Personnel Management (OPM) is knowing the best ways to contact them. The easiest is probably the Interactive Voice Response System (IVRS), which can tell you immediately if you are on assignment, as well as provide Army schools information. The number to the IVRS is 1-800-FYI-EPMD or 1-703-325-3763 (commercial).

The IVRS also provides information regarding retention, recruiter and drill sergeant duty, Special Forces and Ranger programs, and compassionate actions and separations.

OMPF Not to be confused with OPM, the OMPF (Official Military Personnel File) is required to be reviewed occasionally. Your OMPF will be provided in microfiche form by sending the following (in memorandum format) to the address indicated: (Letterhead)

(Office symbol) (Date)

MEMORANDUM FOR: Commander, United States Army Enlisted Records and Evaluation Center, ATTENTION: PCRE-FR-S, Fort Benjamin Harrison, Indiana 46249 SUBJECT: Request for Official Military Personnel File (OMPF)

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Chapter 7

1. Please include the following documents in my OMPF: (If applicable) 2. Request that a copy of my OMPF be forwarded for review of accuracy and completeness, once these documents are enclosed.

3. Please forward to the address below:

RANK__________NAME__________________________________________ SSN____________________________PMOS_________________________ STREET_______________________________________________________ CITY________________________________STATE____________________ ZIP CODE__________________________________ SIGNATURE___________________________________________________ Sergeants or above with NCOERs on file may request microfiche by fax, phone, or mail. The mailing address is: Commander, USAEREC ATTN: PCRE-RP 8899 E. 56th Street Indianapolis, IN 46249-5301 The phone numbers are: DSN: 221-3732 or COMMERCIAL: (703)325-3732.

To fax requests: DSN: 699-3685 or COMMERCIAL: (317)510-3685. http://call.army.mil/products/sop/adams/chapter7.htm (2 of 3) [7/31/2001 7:23:36 AM]

Chapter 7

Mail, phone, and fax requests will take approximately 4-6 weeks to process. If you don’t get your fiche within that time, contact PAC or PSB to ensure your current address is up to date.

To update your OMPF, forward documents to your servicing PAC or PSB.

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Chapter 8

Chapter 8 Duties of the Fire Team Leader I've taken the best that I have out of the twenty-something years both in an administrative and in a tactical forum and compiled the duties of the fire team leader. This includes what your job is in training and in administration and really just how to be a success at your job.

The Sergeant The transition from soldier to sergeant is the toughest jump of all. In the Infantry, there is no "break-in" period for the sergeant. PFC Soldier quickly holds the sergeant accountable for the proper exercise in leadership. We must ensure that our best young SPCs are ready for the challenge. The senior noncommissioned officers must quickly integrate the sergeant into the Corps. The sergeant has as much authority as a command sergeant major. A soldier must obey the sergeant just as quickly as he would a colonel. I have absolutely no use for a tentative, compromising sergeant. I want our sergeants to get on with it. I want all of our sergeants to be striving for command sergeant major.

Your Job as a Team Leader Everyone knows the part of the team leader's duty description that discusses his responsibilities in the field. But what about in garrison? Isn't it in the team leaders' best interests to foster a good relationship with his men in garrison, and do the things that he must do to maximize his men's performance in the field?

Every duty day, ask yourself the following: ● ● ● ●

● ● ● ● ● ●

Did I personally check each man's room today?

Do I inspect my men for uniformity of appearance?

Do I inspect my men for a proper haircut?

Do I inspect and prep my men before they appear for something like guard or a promotion board?

Have I clearly stated my standard on each topic to my men?

If I do not know what the standard is do I seek clarification?

Am I willing to listen and act on good advice?

Did I check the contents of each man's ruck, D-bag, etc.?

Do I know what TA-50 each man is short?

Did I check each man's rifle and mask before he turned it in?

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Chapter 8 ● ● ● ● ● ●

Do I have a record of each man's zero?

Do I know the next of kin of each of my men?

Do I tighten up slack NCOs? Do I take it as a personal insult when one of my troops screws up?

Am I consistent in my requirements?

Do I work to ensure that my men don't fall out of runs and marches?

Team Leader in Detail

You are the first link in the chain between the soldier and the command. You are literally the first impression the soldier has of the "man in charge." There are specific things you must do to promote the soldiers' confidence in you, and to assist the rest of the chain of command in the performance of their duties. Put simply: Task: Perform duties, responsibilities, and authority as a team leader.

Condition: Given a fire team, consisting of three individuals and a team leader; in an Infantry Squad, during a field or garrison environment.

Standard: As a team leader, ensure the following: Training Ensure each member of your fire team is trained to the required competency in his MOS (as prescribed in skill level 1 manual) and is trained in basic soldiering skills, to include how their individual tasks will help unit to accomplish its mission. ❍

❍

❍

Train your soldiers the mission of the unit as a whole, and of their team as part of the unit.

Train your soldiers to be team members--to work together to accomplish the missions.

Train your soldiers to employ, maintain, and care for their weapons, vehicles and equipment with which they do their job.

Plan and conduct day to day unit operations within prescribed policies. ❍

Provide input to the schedule for individual skill training.

❍

Conduct team training.

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Chapter 8

❍

Supervise daily events as required by the training schedule.

Maintain established standards of performance for your soldiers. ❍

❍

❍

Clearly explain what you expect from your soldiers.

Conduct special training to correct training weakness. Use opportunity training during "stand around" time.

Train your soldiers to the standards set by the soldiers' manuals, other training literature, and/or the Commander's guidance.

Conduct personal and professional development of your soldiers. ❍

❍

❍

Recommend that the good soldier attend service schools or career development courses as needed and as appropriate. Reward the constant superior performer.

Fixed Responsibility. Assign to subordinates the responsibility for appropriate tasks. Train your soldiers to take on increasingly difficult or complex tasks. Train your soldiers to replace you, just as you yourself train to replace your superiors.

Develop a sense of responsibility in your soldiers by holding them responsible for their actions.

Maintenance

Ensure that all government property issued to members of your fire team is properly maintained and accounted for at all times and that discrepancies are reported promptly to your squad leader.

Maintain appearance and condition of the unit billets, facilities, and work areas.

Administration Ensure that, while in a duty status, you account for your fire team, at all times, to include: ❍

Knowing the location and activity of each member of your team.

❍

Knowing where your soldiers live and how to contact them.

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Chapter 8 ❍

Knowing why your soldiers are going on sick call, or other appointments, how they are treated, and what is wrong with them.

Ensure your soldiers comply with standards of military appearance and physical conditioning by: ❍

Making on the spot corrections when something is wrong, use your general military authority.

❍

Leading by example in the physical training and development of your soldiers.

❍

Ensuring that you and your soldiers meet the Army's weight standards.

Look out for the physical and mental well being of your soldiers and their families. ❍

❍

❍

Know your soldiers' family situation and helping them if they have problems.

Make sure your soldiers know what services and benefits they and their families are entitled to know about AER, Red Cross, and ACS. Let your soldiers know what you're doing to help them solve their problems.

Supervise, control, motivate, and discipline your subordinates. ❍

❍

❍

Conduct monthly written counseling of your soldiers and maintain your own counseling records and reenlistment quality points.

Teach your soldiers selected tasks from the Uniform Code of Military Justice to keep them out of trouble.

Recommend commendations and passes.

Communicate between your soldiers and the organization. ❍

Use and insist that your soldiers use, the chain of command and support channel.

❍

Listen and act on soldier's suggestions and complaints.

❍

Support and explain the reasons for current policies.

Advise on, support, and implement policy established by the chain of command. http://call.army.mil/products/sop/adams/chapter8.htm (4 of 7) [7/31/2001 7:23:43 AM]

Chapter 8

❍

Maintain established standards.

❍

Keep your squad leader, platoon sergeant and/or platoon leader informed.

❍

Seek guidance from the chain of command when necessary.

The Fire Team Leader is not just a supervisor. You lead by example. If the Squad Leader assigns your fire team to clean the platoon latrine, you grab a mop and tell the others what to do. You work right alongside your men while accomplishing a detail, task, or tactical mission.

Ensure that you, as a team leader, set the example for your soldiers to follow. Support the chain of command and comply with all policies, directives, orders, letters of instruction and SOPs. Above all, know each of your men inside and out, treat them all as individuals with pride and dignity, cut no slack but be just as aggressive in assisting as you are correcting.

Team Leader, you have the hardest adjustment to make. You are no longer one of the boys, you are an NCO - their leader. You must make the hard decisions on what is best for the unit.

This is not a popularity contest.

SKILLS - SGT ●

COMMUNICATION

●

Receive and interpret information from superiors and subordinates Issue clear and concise oral orders to teams Write performance counseling statements Participate in squad after action reviews

●

SUPERVISION

● ● ●

●

Enforce Army standards of appearance and conduct Control and account for subordinates Lead and evaluate individual training Lead team in performance of collective tasks Supervise maintenance of equipment, living areas, and work place Enforce the Army Safety Program Enforce the Army equal opportunity and sexual harassment policies

●

TEACHING AND COUNSELING

● ● ● ● ● ●

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Chapter 8

●

Teach subordinates individual tasks for CTT Teach subordinates MOS Skill Level 1 tasks Teach subordinates common leader combat skills Teach subordinates performance oriented training Coach subordinates in proper execution of tasks Evaluate tasks to standards Provide feedback through performance counseling and team AARs

●

SOLDIER-TEAM DEVELOPMENT

● ● ● ● ● ●

●

Develop team cohesion Foster loyalty and commitment Build spirit and confidence Instill discipline Take care of subordinates Lead team physical fitness training Develop and mentor subordinate NCOs

●

TECHNICAL AND TACTICAL PROFICIENCY

● ● ● ● ● ●

●

Qualify with weapon and direct basic rifle marksmanship Be proficient with crew served weapons and equipment Perform MOS Skill Levels 1 and 2 tasks to standard Perform Common Tasks Skill Levels 1 and 2 to standard Be proficient in land navigation and map reading Use MILES equipment Perform PMCS on individual and squad weapons and equipment Train and lead team collective tasks

●

DECISION MAKING

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Interpret information and make decisions affecting team and team members Use problem solving process Use ethical decision and making process Exercise initiative in tactical situations

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PLANNING

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Plan team and individual training Use backward planning process

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USE OF AVAILABLE SYSTEMS

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Use and control automated systems at team levels

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PROFESSIONAL ETHICS

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Lead by example Practice Professional Army Ethic Demonstrate high moral standards

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Chapter 9

Chapter 9 Duties of the Squad Leader When we talk of the actual toughest job in the Army, we're talking about a squad leader. The squad leader's duties and responsibilities are some of the most important. His administrative and field duties are covered in this chapter.

Army units usually speak of the leadership in terms of "officers and NCOs." What we really mean here is "officers and officers." When we took the sacred oath of enlistment, we swore to "obey the orders of officers appointed over me." Think about those words for a moment. The word "officer" includes you. There are three types of officers in the United States Army commissioned, warrant and noncommissioned. At the leading and fighting end of our Army we are primarily talking about commissioned and noncommissioned officers - you and them. In the leading and fighting business, the difference lies not so much in what we do but rather in size of the force we do it with. He is an officer and you are an officer.

The Squad Leader Squad leaders and fire team leaders are the most important green-tabbers in our battalion.

There are people in the Army who have more responsibility than you do, but I can't think of any grade that has more direct authority than the Infantry Squad Leader. That very title has leadership written all over it. You are the leaders who are going to win it or lose it very quickly in the next war. The colonels and the captains may position us for battle but it will be the sergeants and the staff sergeants who must be able to outfight the other guy on the ground.

The next war will be unmatched in its ferocity. The modern battlefield is going to be a very unforgiving place. Now the thought of war should not seem remote to you. Every new soldier signing on for a 20-year career since 1922 has seen one and sometimes two or three wars.

Think about that. The call is going to come and it will come unexpectedly. We must train PFC Soldier to win and survive on the modern battlefield.

The combat arms officers in the Army (the commissioned and the noncommissioned) are partners in the noblest profession known to man. Soldiering is a profession that encompasses much more than a "job." No "job" ever required an oath. Our business centers on a sacred trust. Jobs are a dime a dozen. A soldier's life is priceless. Let's start thinking in these terms and reach out for the great challenges and opportunities we have in leading and teaching our soldiers. In doing so you will have all of the respect and authority you could ever ask for. You will have earned it.

Squad Leader Tasks, Condition, and Standards

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You are the cutting edge. You make it happen. It is you who will fight the battles and you who will continue the saga of the American NCO. Below, in simplified form, is your job. Review often. It will help you keep on track. Your job is the toughest, but it is also the best.

TASK: Perform duties, responsibilities and wield the authority of a squad leader.

CONDITION: Given a rifle squad, consisting of personnel and as a squad leader in a rifle platoon, during a field or garrison environment.

STANDARD: As a squad leader, ensure the following: Training 1. That each member of your squad is trained to the competency in his MOS (as prescribed in skill levels 1 and 2 manuals and unit SOPs) and is trained in basic soldiering skills and advance skills for you team leaders to include: a. Teach your soldiers the mission of the unit as a whole, and of their squad as part of the unit. b. Train your soldiers to be team members - to work together to accomplish the missions. c. Train your soldiers to employ, maintain, and care for their weapons, vehicles, and equipment with which they might do their work. d. Train your soldiers to fight, win, and live. e. Teach your soldiers the history and traditions of the Army and the units; military courtesy; personal hygiene; appearance standards; and drill and ceremonies. f. Ensure your men know the Critical Tasks at all times. g. You are the squad Safety NCO. 2. Plan and conduct day to day unit operations within the prescribed policies. a. Provide input to the training schedule for individual skill training. b. Conduct squad training to ARTEP squad standards and METL. c. Train your soldiers to the standards set by the soldier's manuals, other training http://call.army.mil/products/sop/adams/chapter9.htm (2 of 9) [7/31/2001 7:23:51 AM]

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literature, and/or the commander's guidance. d. Supervise the movement of your troops, as appropriate. e. Let every soldier know the schedule of activities well in advance. f. Handle situations not covered by instructions.

3. Maintain established standards of performance for your soldiers. a. Clearly explain what you expect from your soldiers. b. Conduct special training to correct training weaknesses. c. Be an example of the professional NCO in action. If you do many of your soldiers might want to be a sergeant someday. Support AUSA and other professional organizations. d. Know your job, know your weapons. Know the skills you must teach. If you don't, learn before trying to teach. Your PSG gets paid to teach you, use him.

4. Conduct personal and professional development of your soldiers. a. Recommend that the good soldier attend service schools or career development courses. Know who is on the Order of Merit Standing List for all schools. Keep your troops informed. b. Fix responsibility. Assign subordinates the responsibility for appropriate tasks. Train your soldiers to replace you just as you yourself train to replace your superiors. c. Develop a sense of responsibility in your soldiers by holding them responsible for their actions. d. Ensure that required publications are available and convenient for your soldiers to use. e. Help your soldiers cope with personal problems. This means more than referring the soldier to another person - the chaplain, a doctor, or counselor. Until the problem is resolved, you have a soldier with a problem in your squad, so it's your problem. You hand-carry him if you have to. f. Train your team leaders, use them as leaders. Set them up for success by plenty of http://call.army.mil/products/sop/adams/chapter9.htm (3 of 9) [7/31/2001 7:23:51 AM]

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notice on all tasks required. Critique often and make them achieve your standards.

Maintenance 1. That all government property issued to members of your squad is properly maintained and accounted for at all times and that discrepancies are corrected or when unable to correct then report promptly to your Platoon Sergeant.

2. Ensure maintenance, serviceability, accountability, and readiness of arms, clothing vehicles and equipment. a. Inspect your soldiers' equipment often, use manual or approved checklist. Hold your soldiers responsible for repairs and losses. b. Learn how to use and maintain the equipment your soldiers use. Be among the first to operate new equipment. c. Enforce maintenance and supply system procedures for the chain of command. d. Keep up-to-date component lists and set aside time for inventories. e. Provide equipment status reports to the chain of command. f. Ensure weapons and equipment are properly secured and stored. g. Make proper use of supply channels. Do not allow your soldiers to use civilian cleaning materials, make the supply system work. h. Set aside time for inventories, know what you have on hand and turn in excess or unserviceable equipment.

3. Maintain appearance and condition of unit billets, facilities, and work areas by: a. Conducting an inspection of these areas and supervise their maintenance. b. Conduct fire and safety inspections and drills. c. Set and enforce cleanliness standards. d. Eat in Dining Facility and observe DFAC operations.

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Chapter 9

e. Use recreational facilities and service clubs and recommend actions to improve them. f. Check the dayroom or recreation area to see that equipment is available and operational. g. Do not stand for tearing up government equipment, including marking walls, scratching furniture, abusing vending machines, etc. This is a sign of self-discipline.

Administration 1. That while in a duty status, account for your squad, at all times to include: a. Know the location and activity of each member of your squad. b. Know where your soldiers live and how to contact them. c. Know why a soldier is going on sick call or other appointments, how he is treated, and what is wrong with him. d. Use your squad, as a unit, to accomplish as many missions (or details) as possible. e. Know the readiness status or operating condition of the weapons, vehicles, and other equipment with which your soldier and your unit do your unit's job/mission.

2. That your soldiers comply with the standards of military appearance and physical conditioning by: a. Making on the spot corrections when you see something wrong. b. Supervising the physical fitness training and development of your soldiers. c. Ensure that you and your soldiers meet the Army's weight standards. d. Train your soldiers in the proper wear and care of their uniforms and equipment. e. Conduct daily inspections of your soldiers' military appearance. f. Periodic inspections to ensure your soldiers maintain their initial clothing issue and any required military eyeglasses and protective mask inserts.

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a. Knowing your soldiers' family situations and helping them if they have problems. b. Making sure our soldiers know what serviece3s and benefits they and their families are entitled to, know about AER, Red Cross, ACS, etc. c. Let your soldiers know what you're doing to help them solve their problems. d. Watch for alcohol and drug users and abusers among your soldiers. Take necessary action. e. Look out for the welfare of your men at all times.

4. Supervise, control, motivate and discipline of Subordinates. a. Conduct monthly written counseling of your team leaders and soldiers, and maintain your own counseling records on reenlistment quality points, etc. b. Teach your soldiers selected tasks from the Uniform Code of Military Justice. c. Recommend commendations and passes. d. Recommend bars to reenlistment or elimination of appropriate. e. Conduct corrective training when required. Use opportunity training during "down" time. f. Keep your soldiers informed - do not let them be surprised by extra duty, details, field training exercises, special inspections, or other events. g. Supervise and educate your team leaders in their role as team leader/squad leader.

5. Communicate between your soldiers and the organization. a. Use, and insist that your soldiers use, the chain of command and support channels. b. Listen and act on soldier's suggestions and complaints. c. Support and explain the reasons for current policies. d. Try to develop in your unit a feeling of loyalty and pride in your squad and your unit. http://call.army.mil/products/sop/adams/chapter9.htm (6 of 9) [7/31/2001 7:23:51 AM]

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e. Do not complain to, or in the presence of, your soldiers.

6. Advise on support, and implement policies established by the chain of command. a. Maintain established standards. b. Keep your platoon sergeant and leader informed. c. Seek guidance from the chain of command as necessary. d. Provide advice to the chain of command when necessary. e. Support priorities established by the commander. f. Keep the NCO support channel working in support of the chain of command.

7. Set the example for your soldiers to follow. Support the chain of command and comply with all policies, directives, orders, letters of instructions, and SOPs. Above all, know each of your men inside and out, and treat them as individuals with pride and dignity. Never let a mistake go uncorrected or a superb effort go unrewarded.

8. Conduct yourself as a professional noncommissioned officer at all times. Review the leadership manuals and live up to the expectations required of you.

SKILLS - SSG ●

COMMUNICATION

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Receive and interpret information from superiors and subordinates Issue clear and concise oral and written orders to teams Write performance counseling statements Provide input on personnel actions affecting subordinates Participate in squad after action reviews Write NCOERs

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SUPERVISION

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Enforce Army standards of appearance and conduct

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Control and account for subordinates Lead and evaluate individual training Lead squad in performance of collective tasks Supervise maintenance of equipment, living areas, and work place Enforce the Army Safety Program Enforce the Army equal opportunity and sexual harassment policies

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TEACHING AND COUNSELING

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Teach subordinates individual tasks for CTT Teach subordinates MOS Skill Level 1 and 2 tasks Teach subordinates common leader combat skills Teach subordinates performance oriented training Coach subordinates in proper execution of tasks Evaluate tasks to standards Provide feedback through performance counseling and squad AARs

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SOLDIER-TEAM DEVELOPMENT

● ● ● ● ● ●

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Develop team cohesion Foster loyalty and commitment Build spirit and confidence Instill discipline Take care of subordinates Lead squad physical fitness training Develop and mentor subordinate NCOs

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TECHNICAL AND TACTICAL PROFICIENCY

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Qualify with weapon, train and direct basic rifle marksmanship Be proficient with crew served weapons and equipment Perform MOS Skill Levels 1, 2 and 3 tasks to standard Perform Common Tasks Skill Levels 1, 2 and 3 to standard Navigate and lead squad movement Employ MILES equipment Perform PMCS on individual and squad weapons and equipment Train and lead squad collective tasks Train and lead squad in common leader combat skills

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DECISION MAKING

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Interpret information and make decisions affecting squad and squad members Use problem solving process Use ethical decision and making process Exercise initiative in tactical situations

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PLANNING

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Plan squad and individual training Use backward planning process

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USE OF AVAILABLE SYSTEMS

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Use and control automated systems at squad levels

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PROFESSIONAL ETHICS

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Lead by example Practice Professional Army Ethics Demonstrate high moral standards

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Chapter 10 - Duties of the Weapons Squad Leader

Chapter 10 Duties of the Weapons Squad Leader The Weapons Squad Leader (when designated) is responsible for all that the weapons squad does or fails to do. His duties are the same as the squad leader. Additionally, he controls the machine guns and MAWs in support of the patrol's mission. He advises the PL on employment of his squad.

(1) Supervises machine gun teams to ensure they follow priority of work.

(2) Inspects machine gun teams for correct range cards, fighting positions, and understanding of fire plan.

(3) Supervises maintenance of machine guns (done correctly, deficiencies corrected, reported and does not violate security plan).

(4) Assists PL in planning.

(5) Position machine guns not attached to squads according to patrol SOP at halts and danger areas.

(6) Rotates loads. Machine gunners normally get tired first.

(7) Submits ACE report to PSG. (8) Designates targets for each gun.

(9) Gives additional fire commands to achieve maximum effectiveness of firepower: (a) Shifting fires. (b) Corrects windage or elevation to increase accuracy. (c) Alternates firing guns. (d) Prevents lulls in fire.

(10) Knows location of assault elements, security elements and prevents fratricide.

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Chapter 10 - Duties of the Weapons Squad Leader

(11) Reports to higher.

Ranger School standards for the Weapons Squad Leader, while probably more stringent, nonetheless present a standard that all weapons squad leaders should hope to achieve. In the handbook used by instructors in 1990, the Weapons Squad Leader was graded on 25 tasks that are still relevant today. Tasks are edited where they are only relevant to Ranger training.

Tasks are not all-inclusive, but are edited to provide an overall view of what each task requires.

I. Leadership Abilities ● ● ● ● ● ● ● ● ● ●

Establish/maintain security.

Check or confirm location of all elements and crew served weapons.

Correct weak or unsatisfactory actions (security, noise and light discipline violations).

Obtain accurate status reports from sub-leaders.

Issue FRAGO including situation, mission, and coordinating instructions.

Establish priority of tasks.

Spot check tasks.

Monitor health and welfare of the unit.

Maintain an accurate status of personnel, equipment, and sensitive items.

Keep all informed.

II. Prepare for Mission (Warning Order) ● ● ● ● ● ● ●

Receives Operations Order from higher headquarters.

Performs a mission analysis and develops a tentative time schedule.

Issues a Warning Order within 30 minutes of receiving the mission.

Issues paragraph 1 of Warning Order.

Issues paragraph 2 of Warning Order.

Issues paragraph 3 of Warning Order.

Issues paragraph 4 of Warning Order.

III. Prepare for Mission (Warning Order, Field) ●

● ● ● ● ●

State the current friendly and enemy situation. If no change from current OPORD then state "no change."

Issue the new unit mission. Must include who, what, when, where, and why.

States specific changes that apply to the chain of command.

Specific changes in subunit missions.

Changes in special equipment.

Leader issues new time schedule.

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Chapter 10 - Duties of the Weapons Squad Leader ●

Issues special instructions. Must include specific tasks for subordinates to accomplish, the time, place, uniform and who will attend the OPORD.

IV. Prepare for Mission (Warning Order, Field Frago) ● ● ● ● ● ●

●

●

New leader assumes command and informs unit of new chain of command.

Leader task organizes as needed (raid, ambush, and recon).

Leader has subordinate leaders and any other designated personnel attend OPORD. Leader issues paragraph I and II of the FRAGO. Leader issues Frago paragraph 3a and 3b.

Leader issues FRAGO subparagraph (3g) (actions at the objective) to paragraph 3b, in the field.

Leader issues FRAGO subparagraph (4) (coordinating instructions) of the OPORD in the field.

Leader issues Frago subparagraphs 4 and 5 (service, support, command and signal) of the OPORD in the field.

V. Conduct Passage of Lines (Departure) ● ● ● ● ●

Relays PL signal to halt unit.

Gives hand-and-arm signal to move soldiers quickly to covered and concealed positions.

Receives contingency plan from PSG. Enforces priority of work.

Ensures soldiers move quickly and silently beyond friendly unit's protective fires to the security halt position.

VI. Conduct Passage of Lines (Reenter) ● ● ● ●

● ●

Relays PL signal to halt unit.

Gives hand-and-arm signal to move soldiers quickly to covered and concealed positions.

Receives contingency plan from PSG. Upon order or signal from PL/PSG, move unit through reentry point to the assembly area.

Directs soldiers to occupy positions at the assembly area quickly and silently.

Upon order of signal from PL/PSG, move unit in a controlled manner to the debriefing area.

VII. Move ● ● ●

Remains oriented within 200m.

Recommends changes to formation and movement technique based on METT-T. Relays PL hand and arm signals.

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Positions himself where he can best assist PL/PSG IAW PL's guidance.

Ensures security, light, and noise discipline is maintained.

When halted, checks M60s to ensure they occupy best available positions and have cover and concealment and fields of fire.

VIII. Cross a Danger Area ● ● ● ●

●

Relays PL's signal to halt unit.

Use arm and hand signals to move soldiers quickly to covered and concealed positions.

Positions himself where he can best assist PL/PSG in commo on accountability.

Upon order or signal from PL/PSG, assist in the control of moving soldiers across the danger area.

Assist PL/PSG in control of crossing danger areas.

IX. Cross a Water Obstacle ● ● ● ● ●

●

●

●

Relays signals from PL to trailing units, ensures that his unit complies with orders.

Ensures M60 seek cover and concealment, and maintain noise and light discipline.

Ensures designated personnel report to PL for reconnaissance party.

Receives contingency plan from PSG, disseminates plan to all personnel in his unit.

Ensures personnel and equipment are prepared for water crossing, recognizes weak swimmers (prep M60s).

Upon order from PSG, ensures his unit moves to crossing site and conducts smooth, continues crossing of water obstacle.

Upon crossing water obstacle, ensures security is maintained and accountability of personnel and equipment is given to PL. Relays move-out signals from PL to trailing units, ensures that his unit complies with order.

X. Conduct a Helicopter Movement ● ● ● ●

Secure assigned area.

Supervise loading of aircraft.

Supervise offloading of aircraft.

Account for personnel and equipment and report this to PL prior to leaving LZ areas.

XI. Establish an Objective Rally Point ● ●

●

Relays PL's signal to halt unit.

Gives arm-and-hand signals to move soldiers quickly to covered and concealed positions.

Receives contingency plan from PSG.

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Chapter 10 - Duties of the Weapons Squad Leader ● ● ● ●

Upon order or signal from PL/PSG, move unit to the ORP. Designates sectors of fire to M60s.

Assist PL/PSG in control during occupation.

Ensure soldiers are conducting final preparation prior to departing ORP.

XII. Actions at the Objective (Raid) ●

● ● ●

At the ORP, ensures members understand their assigned missions and are preparing mission essential equipment and themselves for the assault.

During the leader's reconnaissance, conduct a reconnaissance of assigned position.

At the ORP, brief soldiers on any changes to the plan and contingencies.

Support element leader's duties.

XIII. Actions at the Objective (Point Ambush) ●

● ● ●

At the ORP, ensures members understand their assigned missions and are preparing mission essential equipment and themselves for the ambush.

During the leader's reconnaissance, conduct a reconnaissance of assigned position.

At the ORP, brief soldiers on any changes to the plan and contingencies.

Support element leader's duties.

XIV. Withdrawal from Objective ● ● ● ● ●

Maintains control of soldiers during movement to the ORP/RP. Directs soldiers to move quickly to covered and concealed positions.

Submit status report to PL/PSG on personnel, weapons, and equipment.

Enforces security, noise, and light discipline.

Assist PL/PSG in control and supervision as directed.

XV. Defend ● ● ●

● ●

● ● ●

Relays PL signal to halt unit.

Gives arm-and-hand signal to move soldiers quickly to covered and concealed positions.

During the leader's reconnaissance, conduct a reconnaissance of the assigned sector to ensure sector is free of enemy mines and obstacles.

After returning from the leader's reconnaissance brief soldiers on the occupation plan.

Upon order or signal of PL, control the unit's movement to the battle position using separate routes, if possible.

Assist PL in selection of alternate and supplementary positions.

Ensure soldiers continue to improve defensive positions.

Continues to have soldiers improve defensive positions and conducts rehearsals of movement to alternate and supplementary positions.

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Defends the squad's position against an enemy assault.

The unit continues to defend until the enemy is repelled and forced to withdraw or the unit is ordered to disengage.

Check each soldier for weapons, ammunition, and equipment and report status to PSG/PL.

XVI. Acquire Targets/Distribute Fire ● ● ●

● ● ● ●

● ●

Based on PL orders, assigns sectors of fire to all members.

Ensure soldiers engage or report targets, based on the PL's priority of targets.

Positions himself depending on the best location for controlling fire and maintaining communications with the PL/PSG. Ensures soldiers fire only in assigned sectors of fire unless ordered to do otherwise.

Alert PL and other personnel of enemy location.

When firing protective fire, ensure M60s use grazing fire unless the PL orders different.

Based on the leader's orders and the situation designate targets, weapons, engagement techniques to be used against them by controlling the rate and distribution of fire.

Ensure solders engage targets in accordance with commands.

Check each M60 for weapons, ammunition, and equipment and report status to PSG/PL.

XVII. Disengage ● ●

●

●

●

● ●

Based on the PL orders, disseminate the disengagement plan to all members.

Based on the PL's plan, ensure support element provides a base of fire and one element initiates disengagement.

Ensure personnel remaining in position increase the rate of fire to keep the enemy from overrunning the position.

Based on the PL's orders, ensure M60s are moved either first, last, or by rearward displacement by bounds (whichever provides the best fire support for movement).

Ensure the element initially breaking contact uses covered and concealed routes to the next position and provides a base of fire to cover the rear movement of the forward base of fire element.

Leader moves with the last element (within his unit) to withdraw.

After disengagement, check each soldier for weapons, ammunition, and equipment and report status to PSG/PL.

XVIII. Conduct Movement to Contact ●

● ●

Remains oriented (within 200m) and recommends changes to the route if needed (based on METT-T).

Recommends changes to formation and movement techniques based on METT-T. Relays PL's arm and hand signals.

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● ●

Controls the unit's movement and reports movement status to PL. Positions himself where he can best control the M60s assigned to him.

When in contact deploy; suppress enemy positions with well-aimed, continuous fire.

Executes the course of action developed by the PL or executes the proper drill IAW the enemy situation.

Ensures contact is maintained with the enemy and unit fights through and eliminates enemy resistance.

Conducts consolidation and reorganization.

Upon order or signal from PL, continue with mission.

XIX. Establish Patrol Base ● ● ●

Relays PL's signal to halt unit.

Directs soldiers to move quickly to covered and concealed positions.

Receives contingency plan from PSG.

XX. Conduct Patrol Base Activities ● ● ● ● ●

●

● ●

Designates M60 sectors of fire to include designating an FPL or PDF. Submits M60 range cards to the PL. Ensures only necessary movement is permitted within the patrol base.

Ensures noise, light, and camouflage standards are continuously enforced.

Ensure squad members are given the PL's work priorities, location of rally points, alternate patrol base, alert plan, security plan, evacuation plan, location of LP/OP, etc.

Ensure priorities of work are done and reported to PL (priorities of work are based on units condition and situation).

Ensure that each M60 is manned at all times (except during weapon maintenance).

Enforce stand-to procedures (morning and evening).

XXI. Conduct Linkup ●

● ●

The leader identifies a tentative linkup site by map recon or a linkup site as designated by higher headquarters.

The unit leader coordinates with the unit that his unit will link up with.

The stationary unit leader takes appropriate action.

XXII. React to Contact ● ● ● ●

Control M60s IAW PL/PSG orders and Platoon SOP. After contact ensure M60s are positioned to cover.

Obtain a status report (ACE) from gunners.

Report status to PSG/PL.

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Chapter 10 - Duties of the Weapons Squad Leader ● ● ●

Redistribute ammunition.

Ensure security is maintained after contact.

Use initiative in the absence of orders.

XXIII. Break Contact ● ● ● ● ● ● ●

Control M60s IAW PL/PSG orders and Platoon SOP. After contact ensure M60s are positioned to cover.

Obtain a status report (ACE) from gunners.

Report status to PSG/PL. Redistribute ammunition.

Ensure security is maintained after contact.

Use initiative in the absence of orders.

XXIV. React to Ambush ● ● ● ● ● ● ●

Control M60s IAW PL/PSG orders and Platoon SOP. After contact ensure M60s are positioned to cover.

Obtain a status report (ACE) from gunners.

Report status to PSG/PL. Redistribute ammunition.

Ensure security is maintained after contact.

Use initiative in the absence of orders.

XXV. React to Indirect Fire ● ● ● ● ● ● ●

Control M60s IAW PL/PSG orders and Platoon SOP. After contact ensure M60s are positioned to cover.

Obtain a status report (ACE) from gunners.

Report status to PSG/PL. Redistribute ammunition.

Ensure security is maintained after contact.

Use initiative in the absence of orders.

XXVI. React to Air Attack ● ● ● ● ● ●

Control M60s IAW PL/PSG orders and Platoon SOP. After contact ensure M60s are positioned to cover.

Obtain a status report (ACE) from gunners.

Report status to PSG/PL. Redistribute ammunition.

Ensure security is maintained after contact.

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Chapter 10 - Duties of the Weapons Squad Leader â—?

Use initiative in the absence of orders.

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Chapter 11

Chapter 11 Duties of the Platoon Sergeant The position title of platoon sergeant is considered key in the command structure of the Army.

The platoon sergeant generally has several staff sergeants who work under his direct leadership.

The platoon sergeant is the key assistant and advisor to the platoon leader. In the absence of the platoon leader, the platoon sergeant commands the platoon. During the Vietnam era, the platoon sergeant was affectionately referred to as the "Plat-Daddy", and although the term has since faded, the role remains that of the "Father of the Platoon."

The sergeant first class may serve in a position subordinate to the platoon sergeant or may serve as the NCOIC of the section with all the attendant responsibilities and duties of the platoon sergeant.

Whether platoon sergeant or sergeant first class, this is the first level at which the term senior NCO properly applies. The platoon sergeant or sergeant first class generally has 15 to 18 years or more of military experience and is rightfully expected to bring that experience to bear in quick, accurate decisions that are in the best interest of the mission and the soldier.

The platoon sergeant is expected to embody all the traits of a leader. Watching a successful platoon sergeant operate on a daily basis is an unforgettable experience. There, he is training the platoon or section in their collective tasks; here, he is checking maintenance. There, he is planning, executing; perpetual motion; a blur; the personification of a military leader and "hot stuff."

SKILLS - SFC COMMUNICATION ● ● ● ● ● ●

Receive and interpret information from superiors and subordinates Issue clear and concise oral and written orders to platoons Write performance counseling statements Provide input on personnel actions affecting subordinates Participate in company after action reviews Write NCOERs

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SUPERVISION ● ● ● ● ● ● ●

Enforce Army standards of appearance and conduct Control and account for individuals and small units Supervise and evaluate individual training Lead platoon in performance of collective tasks Supervise maintenance of equipment, living areas, and work place Enforce the Army Safety Program Enforce the Army equal opportunity and sexual harassment policies

TEACHING AND COUNSELING ● ● ● ● ● ● ● ●

Teach and coach CTT training Teach and coach MOS Skill Levels 1, 2, and 3 tasks Teach common leader combat skills Teach performance oriented training Coach subordinates in proper execution of tasks Evaluate tasks to standards Provide feedback through performance counseling and platoon AARs Teach and coach junior NCOs on NCOER

SOLDIER-TEAM DEVELOPMENT ● ● ● ● ● ● ● ●

Develop platoon cohesion Foster loyalty and commitment Build spirit and confidence Instill discipline Take care of subordinates Lead platoon physical fitness training Develop and mentor subordinate NCOs Perform health risk training

TECHNICAL AND TACTICAL PROFICIENCY ● ● ● ● ● ●

Qualify with weapon, train and direct platoon in basic rifle marksmanship Be proficient with platoon weapons and equipment Perform MOS Skill Levels 1, 2, 3, and 4 tasks to standard Perform common task skill levels 1, 2, 3 and 4 to standard Navigate and lead platoon movement Employ training devices

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Perform PMCS on individual and platoon weapons and equipment Train and lead platoon collective tasks Train and lead common leader combat skills

DECISION MAKING ● ● ●

Interpret information and make decisions affecting platoon and platoon members Use problem solving process Exercise initiative in tactical situations

PLANNING ● ●

Plan platoon collective and individual training Use backward planning process

USE OF AVAILABLE SYSTEMS ●

Use and control automated systems affecting platoon and higher level commands

PROFESSIONAL ETHICS ● ● ●

Lead by example Practice Professional Army Ethic Demonstrate high moral standards

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Chapter 12 Computers - The Mainframe for Success As a Noncommissioned Officer for the first twenty-something years of my career I was never really expected to become proficient with computers. Those days are over.

With the way of technology the Corps of Noncommissioned Officers is expected to possess knowledge in different areas then when I was coming up through the ranks. Today, if you can't utilize and leverage technology to your advantage you're behind the power curve.

Regarding the NCO and utilizing the Internet, there are countless sites you should be looking at on a regular basis. Almost everything you need to be a good NCO has been reduced to HTML and put on the Internet. This chapter will get you started and hopefully motivate you to tap into some sites to help your soldiers.

Everything in the Army, every manual, every AR, almost everything you need is on the Internet somewhere, but you must have the knowledge to know how to use the computer. The days of having multiple manuals in every team and squad and platoon are over. You must have the ability to use the computer and use the Internet as a Noncommissioned Officer or you'll be left behind It cannot be stated often enough - in order to be effective as an NCO and a soldier, one must remain current with technology. This pertains to weapons (arguably the most important technology with which you will deal) as well as administrative tools.

Many will argue that by making certain aspects of an NCOs job "easier," computers have also made our jobs more difficult. Simply, the tasks which NCOs were not expected to accomplish 15-20 years ago are now viewed as routine with the advent and incorporation of the computer into the Army workplace. It is inexcusable for an NCO not to be knowledgeable with basic word processing, and even to have some knowledge of Form Flow and Power Point. The systems utilized at the battalion level all have "help" features and are quite user-friendly. An NCO should make it a point to become competent with these systems.

The NCO and the Internet Part of the reason for becoming competent with the computer is the ability to take advantage of the wealth of knowledge that can be gleaned from the Internet. There is not enough space on an NCOs bookshelf for all the ARs, FMs, STPs, etc., which help us do our jobs. All of these are found on the Internet but are useless unless you can go get them.

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Most of us do not have the time to sit and browse the Internet while on duty. The list provided only scratches the surface of what is available. For example, even though the web address is provided, if one types the words "Army Times" in any search engine, several useful sites will appear. It is worth your time and effort to expose yourself to as many sites and as much information as possible. (A brief description of the web site is given in bold type, and is NOT part of the actual address.) http://www-tradoc.monroe.army.mil Training and Doctrine Command http://www.logsa.army.mil/intro.htm Logistics Support Activity (LOGSA) http://www.asafm.army.mil/DFAS (DFAS Indianapolis) http://www.forscom.army.mil (Army Forces Command (FORSCOM)) http://www.defensenews.com (Defense News) http://www.dtic.mil/defenselink (DefenseLINK) http://www.hqda.army.mil (HQDA link) http://www.armytimes.com (Army Times) http://call.army.mil/ Center for Army Lessons Learned http://www-cgsc.army.mil/milrev/index.htm (Military Review) http://www.dfas.mil/money/milpay/00pay/index.htm (Military Pay Chart) http://www.atimp.army.mil (Army Training Info Management Program) http://leav-www.army.mil/ (Combined Arms Center) http://www-perscom.army.mil (PERSCOM Online) http://www-cgsc.army.mil/cal/index.htm (Center for Army Leadership) http://voled.doded.mil/dantes/index.htm (DANTES)

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http://www.dtic.mil/doctrine/jel/doddict/ (Dictionary of Military Terms) http://www.gordon.army.mil/cmdgrp/study/ncoer.htm (NCOER FAQ) http://www.army.mil (US Army Official Homepage) http://www-benning.army.mil/rtb/LRSLC/index.htm (LRSLC) http://www.wramc.amedd.army.mil/afids/links.htm (Military med centers) http://www.armymedicine.army.mil/armymed/default2.htm (AMEDD) http://www.army.mil/armyvision (IBCT information) http://www.disa.mil/index.html Defense Information Systems Agency http://www.defenselink.mil Department of Defense http://www.opm.gov Office of Personnel Management (OPM) http://dticaw.dtic.mil/mapsite Military Assistance Program http://www.lewis.army.mil/9fb/soldier/clothing.htm Clothing allowances You will notice nearly all of these sites "link" to other sites. This obviates the need to continually return to the search engine or type web addresses every time you want to visit another site.

Simply click on the link and you move to another site.

Some other sites, which you may find useful, are: http://www.adtdl.army.mil/atdls.htm (Dennis J. Reimer digital library) http://usapa.army.mil (Army Publishing Agency - all ARs on file) Lastly, the Federation of American Scientists at www.fas.org maintains an excellent site containing photographs and specifications of nearly every weapon system in existence. The site cannot substitute for the appropriate TM, but can be a valuable educational tool with regards to the weapons of other nations.

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Address = Code by which the Internet identifies you to other people and home pages so people can send you electronic mail (e.g., victor@aonline.com) or know which URL you are going to.

America Online (AOL) = A commercial Internet provider.

Baud = The number of symbols per second that a modem sends or receives through a phone line.

Browser = A program that lets you read and scan information on the World Wide Web. Bulleting Board System = An electronic message system that enables you to read and post messages.

Hardware = The actual physical computer and all its wires and friends, such as the printer, the disk drive, and the modem.

Home Page = The primary Web page for an individual, software application or organization.

HTML = Hypertext Markup Language, used in writing pages for the World Wide Web. HTTP = Hypertext Transfer Protocol, which is the way World Wide Web pages are transferred over the Internet.

Icon = A little picture intended to represent something bigger, such as a program or choice of action or object.

Internet = An interconnected bunch of computer networks, including networks in all parts of the world.

InfoSeek = A service that searches the World Wide Web for pages that mention a word or phrase you specify.

IP = Internet Protocol, a scheme that enables information to be routed from one network to another as necessary.

Modem = Equipment that allows a computer to talk on the phone.

Netscape = A version of a World Wide Web browser.

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Search Engine = Software used to find information on the Wide Area Information Servers (WAIS) and the World Wide Web. Service Provider = An organization that provides access to the Internet.

Web Page = The basic building block of the World Wide Web.

from "Don't Be Roadkill on the Internet Superhighway" Browsing the Internet Now that you have the hardware, some of the software, and a provider, you are ready to get on the Internet. However, once you connect to the Internet you will find you still need some type of "browser" software. Browsers are the super-duper, singing and dancing programs that will allow you to access information on the WWW. A browser allows you to connect to a search engine, which allows you to search any subject that you may want to learn about. The two most popular browsers are: Netscape Navigator and Internet Explorer.

Let's say you wanted to look up information on the "U.S. Army," you would simply connect to one of the search engines (e.g., InfoSeek, Yahoo!, Lycos), type in the subject and you may receive over 2,000 Uniform Resource Locator (URL) addresses. URLs are the ways that network resources are named. Your next step would be to click on a URL address and a home page will appear. Some of the URLs that appear for the U.S. Army are: ROTC information, Promotion List (the full list is usually put on the Internet the day that it is released), weapons systems, history, World War I, World War II, Korean War, Vietnam War, Army Materiel Command (AMC), assignment information, VA information, health related information, changes to regulations and much more. Once a home page appears you can begin to "surf" the Information Superhighway. However, be careful when you start surfing. You will probably become intoxicated with the amount of information that is available to you. But, before you know it, you can be an expert on any subject that you want.

Currently, about 35 million people can access the Internet. That number is getting bigger all the time, and more and more information is being added every day. At least one business, government agency, or university is adding its home page to the Internet every hour. The Internet is a great resource to get the most up-to-date information. With access to the world and its information, the Internet can become a valuable tool for research and education as well as amusement. So, it is more than worth the effort if you become the 35 millionth and one to get on the Internet. "What are you waiting for?" Get connected to the Internet and start surfing the "Information Superhighway." http://call.army.mil/products/sop/adams/chapter12.htm (5 of 9) [7/31/2001 7:24:18 AM]

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Navigating the web Four tips for smarter searches If you can name it, you can probably find it on the World Wide Web - if you know the web address. But when you don't have a clue about which address to use, you probably use one of the web's search sites - a free service like Yahoo! or InfoSeek that lets you type in a subject or name, then see a list of related web links.

Useful as search services are, if you don't know how to use them effectively, you can waste hours picking through hundreds or thousands of irrelevant search results. The following tips can help you make the most of your searches.

1. Pick the right kind of service The leading web browsers are Microsoft Explorer, owned by the software giant, and Netscape Navigator, recently acquired by the giant America Online. The browsers' "search" button accesses services they have selected for their own business purposes. Relying solely on those services may not provide you with the best tool for a particular search. It's better to let the type of search dictate which service you use.

For very specific information. Start with a site like Yahoo! if you're searching for something very concrete, such as a particular organization. Though it works like other search engines, Yahoo! is more properly termed a directory; it organizes sites into categories: business, recreation, arts, and the like. Yahoo! doesn't get everywhere on the web, but it can lead you to pages at many useful web sites.

For general subjects. Start with a site like Alta Vista, Excite, HotBot, Infoseek, or Lycos if you're pursuing general subjects like stain removal or an esoteric subject like multiple myeloma.

Often dubbed search engines, these services use their own resources to directly access and collect the content from individual web sites, indexing it for quick searches.

For unique types of searches. To read the text of recent discourse in thousands of public discussion groups collectively known as Usenet, go to a specialized site known as Deja News.

The site known as Liszt will search through thousands of subscriber-only discussion groups, known as Listservs, for one on your topic of interest and tell you how to sign up. Sites run by professional organizations and government agencies often offer subject-specific search functions.

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2. Refine your search Use the Excite search engine to look up "Paris, Texas" and you'll receive a list that includes "Toyota of Paris" and "Paris Junior College Division of Industrial Technology." Most of the sites turned up are noise, information that's irrelevant if all you want is information about the soundtrack of the movie "Paris, Texas." Reducing noise - refining your search - is key to finding information quickly.

You can specify two or more words that a web page must contain to be included in the search results: In our example, entering "Paris and Texas and soundtrack" reduces the number of resultant links to those containing all three words. The result: links that are far more germane.

To further reduce noise, Excite and other search engines rank the links according to how relevant they appear to be.

Tools to refine a web search vary from service to service in what they do and how you use them. A search engine's help screens usually contain good instructions.

3. Shift to power tools If a single search engine doesn't produce useful results, you can use a meta-search site that will submit a single search simultaneously to several major engines. One such site, MetaCrawler, provides detailed descriptions of the links found by several major search engines, grouped by search engine. Another site, Inference Find, groups its search results into useful categories.

4. Remember these points ❍

Don't rely entirely on one search site. Instead, bookmark preferred

search services, or use your browser's "preferences" settings to reconfigure its home page or toolbar to bring up sites you want to use. ❍

Expect plenty of ads on search sites, including ads that look like part of

the search service. The program Intermute, $20 (www.Intermute.com), works well at reducing or eliminating ads. ❍

To learn more about search services' features, visit

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E-Mail and the NCO It may be difficult to believe sometimes, but the computer really was introduced into the Army workplace to make our duties simpler to perform. That said, we owe it to ourselves to learn as much as we can about the different functions the computer can perform for us. NCOs in the Infantry have myriad duties they must perform throughout the day, and it behooves them to learn to execute them in the most efficient manner possible.

Case in point: A squad leader has been trying to contact Branch all morning and hasn't been able to get through on the telephone. He spends about 20 minutes on hold before lunch, goes to a First Sergeant meeting in his platoon sergeant's stead just after lunch, and realizes that with the time change, it's already too late to call branch by the time he thinks about it again at 1500.

A squad leader in the same platoon simply e-mailed the branch manager that same morning, and early the next day he had the answer he wanted via e-mail.

A couple things come into play here. First, the convenience of e-mail itself cannot be overstated. The squad leader who used e-mail to contact branch spent no time on the telephone waiting, and he got an answer from Branch before his less technologically savvy counterpart. Second, and most important, the e-mailing squad leader knew how to express himself clearly in writing, thus facilitating the receipt of an answer from Branch. E-mail is useless unless a) you use it and b) you can write. Remember that e-mail is just like any other Army correspondence, in that the chain of command still applies (you would no more send a letter directly to the Brigade Commander than you would e-mail him). You also need to have a fair grasp of the language. Most NCOs are able to express themselves verbally, but many falter when it comes to writing. E-mail is another tool, which, if you are able to master the written language, will be a "force multiplier" to you and your unit if you use it correctly.

Once you start to use e-mail more frequently, you will notice some habits people have formed over time, which you will want to avoid. One of these is the abuse of the "forward" feature. One should only forward a message to someone who either did not get the message in the first place, or if there is something you wish to add to the message other than something obvious.

There are few things more annoying than logging onto your e-mail and seeing the same message subject six times because several people forwarded you the same message. If you want to ensure someone got a message, simply look in the "To" line, and if their address is not there, they did not get the message. If their address is present, do not forward it simply to say, "Did you get this?" (They obviously did!) or to say, "Read and heed" to a message that was sent to someone who ALREADY out-ranks them. Policy letters should be heeded without http://call.army.mil/products/sop/adams/chapter12.htm (8 of 9) [7/31/2001 7:24:18 AM]

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saying. The bottom-line - avoid the obvious and do not be a part of the clutter and information overload that already plagues the system.

E-mail is not 100% reliable. Do not assume because you sent an e-mail there is no need for follow-up. People are busy, and do not spend all day sitting at their desks. If someone who simply did not check his or her e-mail misses that 1400 meeting, fault will be placed somewhere. Ensure it isn't on you - follow-up. Continue to leave telephone messages (with people, preferably, not recordings). Use e-mail, but, like any other system, have a backup.

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Chapter 13 FMs and ARs - A Handy Reference Going through the First Sergeant course in the very early nineties and in various other leadership courses what I did was utilize a list of these references and just take it from a problem standpoint. For instance, the problem is I need information on counseling and the reference for that particular problem is off to the right hand side. You can even use this chapter as a quick reference guide when surfing the Internet.

You should have them memorized, but it's been a long time since the promotion board. This chapter is presented alphabetically, as well as broken down by subject matter, for a quick reference when you really need it.

Field Manuals A AR FM 25-100, 25-101 Army Field Feeding FM 10-23 Army Fitness Administration FM 21-20 Army Operations FM 100-5 Army Physical Fitness FM 21-20 Battle Focus Training FM 25-101 Challenge for the U.S. Army FM 100-5, 100-17 Cmbt Tng Ctrs FM 25-101 Combatant Commands FM 100-5 Combat Fire Support FM 6-20, 6-20-30, 6-20-40, 101-5 Combat Records & Reports FM 34-3, 101-5 Combat Service Support FM 100-10, 63-2, 63-20, 63-21, 71-100

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Combat Support FM 71-100, 3-100 Command & Control FM 101-5, 71-100 Command & Staff FM 101-5 Corps Support Ops FM 100-15 Counseling FM 22-102, 22-101, 22-103 CSS Corps FM 63-35 CSS Operations FM 63-2-2 CSS Theatre FM 63-4 D&C Military CC, Flags, Guidon FM 22-5 Decision Making FM 101-5, 101-5-1 Defensive Operations FM 71-100, 100-5 Demobilization FM 100-17, 22-5 Deployment FM 55-65, 100-17, 55-1, 100-10, 100-5 Dissemination of Intelligence FM 34-2, 34-3, 101-5 Division FM 71-100, 101-5-1 Domestic Spt Ops FM 100-19 DSB FM 63-2 Enlisted Promotions/Reductions FM 12-6 ESB FM 63-20 Field Hygiene FM 21-10 Field Services FM 10-23, 10-27-2, 63-2, 100-10 Force Integration FM 100-11 Fratricide FM 100-5 http://call.army.mil/products/sop/adams/chapter13.htm (2 of 11) [7/31/2001 7:24:44 AM]

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Graphics and Overlays FM 101-5-1, 21-26 Inf Plt-Sqd MTP FM 7-8 Installation Spt FM 100-22 Intelligence Collection FM 34-1, 34-2, 34-2-1, 34-3, 34-8 Intelligence Operations FM 34-1 Intelligence Processing FM 34-3, 6-20-3, 100-60 IPB FM 34-3, 34-130, 34-2-1, 100-60 Leader Development FM 22-100, 25-101 Leadership at Command & Section Levels FM 22-103 Legal Guide for CO FM 27-1 Legal Guide for Soldiers (Rights of Soldiers) FM 27-14 Maintenance Management FM 63-2, 63-20, 71-123 Management of Stress in Military Operations FM 26-2 Map Reading FM 26-26 Medical PL's Book FM 8-10-4 METL FM 25-100, 25-101 Military History FM 22-103 Military Leadership FM 22-100 Military Strategy FM 100-1 Military Symbols FM 101-5-1 MOB, DEP, REDEP, DEMOB FM 100-5, 100-17 Mobilization FM 100-17

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Mortuary Affairs FM 10-63 MSB FM 63-21 National Defense FM 100-1 National Interest FM 100-1 NBC Operations FM 3-100 NCOPD FM 25-101 Offensive Operations FM 100-5, 71-100, 71-2 OOTW FM 100-5, 100-23 Operations, Army FM 100-5 Organizational Assessment/Leadership FM 22-103 Other Tactical Operations FM 71-3, 71-100 Personnel Doctrine (PAC Functions) FM 12-6 Personnel Support FM 100-5, 12-6 Plans, Orders, and Annexes FM 101-5, 71-2, 101-5-1 PT FM FM 21-20 Public Information FM 46-1, 100-5 QTB FM 25-100, 25-101 RC & CSS Tng FM 25-100, 25-101 Re AR Operations FM 71-123, 100-16, 71-100 Reconstitution FM 100-9 Redeployment FM 100-17, 100-5 Risk Management FM 100-14 ROE FM 100-23 http://call.army.mil/products/sop/adams/chapter13.htm (4 of 11) [7/31/2001 7:24:44 AM]

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SF FM 31-20, 100-25 Soldier Team Development FM 22-102 Staff Organizations & Ops FM 101-5 Staff Study FM 101-5 Stress Management FM 22-51, 100-5 Tank & Mech Bn Task Force MTP FM 71-2 Tank & Mech Company Team MTP FM 71-1MTP Tank & Mech Inf Bn Task Force FM 71-1 Tank & Mech INF Company Team FM 71-1 Tng Execution & Assessment FM 25-101 Tng Planning Process FM 25-100, 25-101 Training Management FM 25-100, 25-101 Training the Force FM 25-100 Transportation/Tactical Movement Planning FM 55-2, 55-30, 63-2, 71-2 Unit Field Sanitation Team FM 21-10-1 Unit Maintenance Ops FM 43-5 Values, Ethics, and Leadership FM 22-100

Army Regulations 1SG Assignment AR 614-200 Academic Evaluation Reporting System AR 623-1 Alcohol & Drug Abuse & Control Program AR 600-85 http://call.army.mil/products/sop/adams/chapter13.htm (5 of 11) [7/31/2001 7:24:44 AM]

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Army Command Policy AR 600-20 Army Fitness Administration AR AR 350-41, 600-9, 600-63 Army Health Promotion Program 600-63 Army Information Security Program AR 380-5 Army Physical Fitness AR AR 350-41 Army Physical Security Program (Levels) AR 190-13 Army Privacy Program AR 340-21 Awards AR 600-8-22, 672-20 AWOL, Desertion AR 630-10 Bars/Separation AR 601-280 Battle Focus Training AR 350-1 Civilian Component AR 690-11 Cmbt Tng Ctrs AR 350-50 Combat Lifesaver AR 350-41 Crime Prevention Program AR 190-31 Discharges AR 635-200 Duty Rosters AR 220-45 Enemy Prisoners of War 19-40 Enlisted Evaluation Reporting System AR 623-205 Enlisted Promotions/Reductions AR 600-8-19 Enlisted Separations AR 635-200 Family Care Plan AR AR 600-20

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Family Support Groups AR 608-47 Field Preventive Medicine AR 40-5 Flags AR 600-8-2 Freedom of Information Act Program AR 25-55 Health Promotion AR 600-63 Individual Military Education & Training AR 351-1 Individual Personnel Records AR 640-10 Issue & Sale of Personal Clothing AR 700-84 Inventory Mgmt & Property Accountability AR 71-13, 310-49, 735-5, 710-2 Judge Advocate Legal Service AR 27-1 Laws of War AR AR 350-41 Leaves & Passes AR 630-5 Maintenance Management AR 700-138, 750-1 Maintenance Systems, Vehicle Maintenance AR 750-1 Meal Card Management System AR 600-38 Medical Dental Vet Care AR 40-3 Military Awards AR 672-5-1 Military Dogs AR 190-12 Military Justice AR 27-10 Military Pay & Allowances AR 37-104-3 Military Police Investigation AR 190-30 MOBEX AR 600-8-101 NCOPD AR 350-17 http://call.army.mil/products/sop/adams/chapter13.htm (7 of 11) [7/31/2001 7:24:44 AM]

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Officer Evaluation Reporting System AR 623-105 Overseas Service AR 614-30 Personnel Records AR 640-2-1 Personnel Separation AR 635-200 Personnel Support AR 600-200, 570-4 Personnel Utilization AR AR 600-20 Physical Security of Arms, Ammunition AR 190-11 Processing Personnel for Separation AR 640-2-1 Property Accountability AR 735-5 Prep Are & Manage Correspondence AR 25-50 RC & CSS Tng AR 140-1 Retention AR 601-280 Safety Program AR 385-10 Security of Army Property AR 190-51 Security of Government Officials AR 190-10 Sponsorship AR 600-8-8 Sponsorship Program AR 612-1 SIDPERS Codes AR 600-8-1 Suicide Prevention DA PAM 600-24 Suicide Prevention Program AR 600-63 Supply Policy Below Wholesale Level AR 710-2 Suspension of Honorable Actions (Flags) AR 600-8-2

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Tactical Recovery Operations AR 190-8IC 101 The Army Family Action Plan AR 608-90-2 The Army Physical Fitness Program AR 350-15 Training in Units AR AR 350-41 Training Management AR 35-1, 351-1 Unit Assessment AR 220-1 Unit History AR 25-50, 870-5 Unit Sponsorship Program AR 612-11 Using Unit Supply Systems DA PAM 710-2-1 Wear & Appearance Army Uniform Insignia AR 670-1 Weight Control AR 600-9

DDs Unit Prevention & Maintenance Program DD 1976, DD 2401, DD 314 ❍

DD1976 (PerForm Pro) or (Form Flow 2.0) or (Fillable Adobe PDF) JOINT TACTICAL ELECTRICAL WARFARE (EW) REQUEST

❍

DD2401 (PerForm Pro) or (Form Flow 2.0) or (Fillable Adobe PDF) CIVIL AIRCRAFT LANDING PERMIT

❍

DD314 (PerForm Pro)or (Form Flow 2.0)or>(Fillable Adobe PDF) PREVENTIVE MAINTENANCE SCHEDULE AND RECORD

DA Pams

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Army Family Team Building DA Pam 608-47 Army Fitness Administration DA Pam 350-21 Army Health Promotion Program DA Pam 600-63-1 thru 14/600-64-14 Army Physical Fitness DA Pam 350-15, 350-18 Civilian Component DA Pam 600-72 Combat Lifesaver DA Pam 351-20 Family Program DA Pam 608-47 Health Promotion DA Pam 600-63-1 thru 14 Maintenance Management DA Pam 738-750, 750-35 Motor Pool Forms, Dispatch Records DA Pam 738-750 Motor Pool Ops DA Pam 750-35 Risk Analysis for Army Property DA Pam 190-51 Security DA Pam 2 Suicide Prevention DA Pam 600-24 Suicide Prevention Program DA Pam 600-70 Supply Support Activity DA Pam 710-2-2 UMR, Sole Surviving Son, School Attendance DA Pam 600-8 Unit Assessment DA Pam 600-72 You & The APRT DA Pam 350-22

TCs The Army NCO Guide TC 22-6

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Conflict Management TC 26-4 Environmental Stewardship TC 5-400 Equal Op and Sex Harassment TC 26-6 Laws of War TC 27-10-3 Problem Solving TC 26-5 Unit Commanders Supply Handbook TC 710-5

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Chapter 14 Before You Deploy I've seen a lot of information from a lot of sources over the years but here's a quick version of some of the things I feel are absolutely important to get yourself and your soldiers deployed. It's pretty much a checklist for a deployment to NTC, JRTC, or Kosovo. The goal is the same - you have to take care of men and their families and this is part of that job.

Preparing to deploy? Of course you need to update your will and grant power of attorney to someone who can take care of your business. But you shouldn't stop there. Personal matters, whether you're single or married, aren't always that simple. Here are some key areas that need your attention weeks before deploying to avoid problems for you or your family while you are gone. It's best to keep them updated all the time, just in case.

Legal residence and address.

Check to be sure your records have the right legal, permanent address for you.

Make sure you are registered to vote or vote by absentee.

Make sure your command or unit has your spouse's current address and phone number, since often spouses move closer to family during deployments, as well as immediate family – parents or siblings.

Update the information on your Record of Emergency Data.

Giving a power of attorney.

Weigh the need for a power of attorney, who will be your "agent" to act on your behalf.

Be specific how long the power of attorney is good and what legal affairs the person can take care of for you.

Check with banks, child-care agencies, your medical providers, a real-estate agent or other companies or agencies you may have business with in your absence to see whether they accept a power of attorney.

Above all, talk with a legal assistance attorney or local attorney, who can provide counseling and do the paperwork. On base it's free.

Your personal affairs.

Establish a file system for your bills and important personal papers for yourself and your spouse or whoever is paying your bills.

If you're newly married, make sure your new spouse obtains a military ID card and is entered into DEERS, the computer system for benefits.

If you're separated, get an attorney and keep in touch with him.

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If you're divorced, arrange for spousal or child support payments so they are not interrupted when you deploy.

Your personal finances.

Do a budget for yourself and your family's finances. Go over it with your spouse, so you both understand how much is going into accounts and how much can be spent.

Arrange to do your taxes in advance or arrange a power of attorney for someone to file your taxes for you.

If you're married, have at least one joint account to more easily send money home. Agree on who will write checks on that account, so it isn't accidentally overdrawn by a check you may write that your spouse doesn't know about.

Establish a "rainy day" account for emergencies.

Watch use of credit cards you and your spouse hold jointly.

Work with creditors to iron out legitimate debts before you deploy. If you have creditors after you for deals you dispute, talk to legal assistance before you go. Don't just ignore it.

Your personal property.

Arrange care or storage for your belongings, pets, vehicles.

Inventory your household goods. Make sure your insurance reflects the value of your belongings.

Keep good records of your financial accounts and investments.

Arrange for care of land, real estate or rentals you own. Contract with a local real-estate agent if you need to rent or sell.

Your will.

Read your will before you go. Update it if you have any change in marital status, dependents, or property.

Write a will if you are married, have a child or children, own property, have investments or own your own business.

State other personal desires in a letter of instruction.

Make sure a couple of trustworthy people have copies.

A "living will."

Write one if you wish to guide the conditions for the care of yourself and/or your children – even you pet – if you are incapacitated.

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have, and make sure they reflect who you want to receive your benefits.

Make sure the total coverage provides enough for your family's needs.

If you have private insurance, whether you are active or reserve, make sure it doesn't contain a "war" or "combat exclusion" clause that would prohibit coverage if you are killed in combat or in a war zone.

Single soldiers residing in the barracks need to look over this list and find what is relevant to them. Car payments, phone bills, etc., all need to be looked at prior to deployment.

It is also a good idea to continuously update your high dollar value item sheet. You will need this on file if your room is broken into when you are gone.

Do not leave any food items in your room whatsoever when you depart. Clean and unplug your refrigerator (leaving the door open) before you leave, and ensure your window is shut and secured. These simple steps will make your return that much more pleasant.

READINESS CHECKLIST FOR DEPLOYMENT SECTION 1 - MEDICAL 1. Are all immunizations (shots) for each family member up to date?

YES NO 2. Are all health and dental records for each family member easily located?

YES NO 3. Do you know how to contact the right medical assistance if needed?

YES NO 4. Do you know a reputable babysitter who will take your child(ren) in the event of an emergency? YES NO 5. Do you know where the nearest military hospital is located?

YES NO 6. Do you have reliable transportation to get you to the hospital?

YES NO 7. Do you have family members with special needs?

YES NO 8. If so, have you informed your commander of these needs?

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YES NO 9. Do you know the Army policy on dental care?

YES NO 10. Are all family members enrolled in DEERS? YES NO SECTION 2 - FINANCE Evaluate your present financial situation and anticipate the spending in the future. Develop a budget before deployment departure.

1. In the absence of the military sponsor, is there money immediately available on a continuing basis? YES NO 2. Has an allotment been initiated to be sent to your home address or directly to the bank? YES NO 3. Will the amount of the allotment provide enough money to buy all the necessities to maintain the household?

YES NO 4. Do you know the account numbers and the name and address of the banks in which you have accounts? YES NO 5. Do you know the types of accounts you have?

YES NO 6. Do you know the location of the checking and/or savings books?

YES NO 7. Do you have a safe deposit box? YES NO 8. If so, do you know where the key and box are located?

YES NO 9. Do you have credit cards? YES NO a. Are all credit cards accounted for? YES NO b. Are the numbers logged and kept in a safe place?

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YES NO 10. Are you prepared to take complete control over the checking accounts; know the balance at all times; and not write checks unless there are sufficient finds in the bank? YES NO 11. Do you know all the payments that must be made (account numbers, addresses and phone numbers, and due dates) for the following: a. House/rent? YES NO b. Telephone? YES NO c. Utilities (water/electricity/gas)? YES NO d. Trash collection? YES NO e. Insurance (auto, home, life)? YES NO f. Taxes? YES NO g. Vehicle registration/license plates? YES NO h. Credit debts? YES NO i. Other debts? YES NO 12. Do you know whom to call if the allotment check does not arrive?

YES NO 13. Are all bank accounts (checking and savings) in both names?

YES NO 14. Are all credit cards in both names? YES NO 15. Do you know that ACS/AER can assist in some financial crises?

YES NO 16. Do you know what a Leave and Earnings Statement (LES) is?

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1. Are you familiar with the responsibilities of owning an automobile (driver's license, vehicle license, insurance, etc.)? YES NO 2. Do you know the name and address of the company that is financing your vehicle? YES NO 3. Do you have the vehicle's title or know its location?

YES NO 4. Do you have the vehicle's registration? YES NO 5. Do you have the automobile's insurance policy?

YES NO 6. Do you know the renewal date for the license plates/tags?

YES NO 7. Are family members insured to drive? YES NO 8. Does each family member have a valid state driver's license?

YES NO When does it expire?_________________ 9. Is your automobile in good operating condition?

YES NO 10. Do you know where to go for repairs? YES NO 11. Do you have a duplicate for all keys? YES NO 12. Can you make emergency repairs (flat tire, dead battery, etc.)?

YES NO 13. If family members are not licensed to drive, have arrangements been made to have transportation available?

YES NO 14. If you do not have private transportation, have you budgeted for taxi or bus fares? YES NO SECTION 4 - HOUSING 1. Do you know the location and operation of the following:

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a. Electrical control fuse or circuit breaker box (to include provisions for replacing fuses when required)? YES NO b. Water control shut off valve (in case of broken or leaking pipes, frozen lines, etc.)? YES NO c. Gas control shut off valve (in case of leaks, fire, etc.)?

YES NO d. Name and phone number of electrician, plumber, Housing Office, etc., to notify in case repairs are needed? YES NO 2. Do you have a duplicate set of house keys? YES NO 3. Where is the family going to reside while the soldier is deployed?

YES NO 4. If you have applied for government housing: a. How long is the waiting list? __________ b. If you expect to be offered quarters during this deployment, do family members know how to make the necessary move?

YES NO 5. If you are currently residing in government quarters, how does this deployment affect your status? _____________________________________ SECTION 5 - LEGAL/ADMINISTRATION 1. Are each family member's ID cards up to date and valid until after the sponsor's return from this deployment?

YES NO 2. Do you know how to obtain new ID cards? YES NO 3. Has the service member provided Powers of Attorney (POA) so the family can take necessary action on important matters during the soldier's absence?

YES NO 4. Do you know where the POA is located? YES NO 5. Do you have birth certificates for each family member?

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7. If applicable, do you have copies of adoption papers or know where they are located? YES NO 8. Do you have a social security card? YES NO 9. Do you have copies of federal and state tax records?

YES NO 10. Do you know where all insurance policies are?

YES NO 11. Do you know where any stock, bonds or securities that you own are stored?

YES NO 12. Do you know where property deeds or mortgages are?

YES NO 13. Have you safeguarded all your important papers?

YES NO 14. Before you sign a contract, do you understand: a. that you never sign a contract without reading all of it?

YES NO b. that you can ask legal assistance to review any contract before you sign it? YES NO c. that if it is not in writing it is not legal? YES NO d. that you never make a contract over the phone?

YES NO e. that you never buy on credit if you can obtain a less expensive loan elsewhere? YES NO f. that you don't buy at all if item/service is not necessary?

YES NO 15. Do you (and your spouse) have wills that are up to date?

YES NO

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Family Assistance ALIGN="JUSTIFY" The following information should be gathered from all servicemembers with spouses prior to a deployment. The information should be updated as required by the non-deploying spouse to ensure appropriate levels of assistance. It is imperative that the non-deploying spouse stays in touch (as much as possible) with the rear detachment chain of command, their family support group, and their spouse to update their personal data.

FAMILY ASSISTANCE QUESTIONNAIRE PRIVACY ACT STATEMENT ALIGN="JUSTIFY"AUTHORITY: Title 10, USC, Section 3012. PRINCIPLE PURPOSE(S): To assist Army Agencies and Commands in their mission of providing care and assistance to families of Service members who are required to be away from their home station.

ROUTINE USES: (1) To identify specific problems and service needs of soldiers and their families. (2) To gather data that will assist in the development of appropriate programs and services. (3) To serve as a record of services provided. MANDATORY OR VOLUNTARY DISCLOSURE AND EFFECT ON INDIVIDUAL NOT PROVIDING INFORMATION: Voluntary information is required to assist the individual and his/her family members. Failure to provide the required information could result in a delay in providing assistance to the individual and/or family members.

1. SPONSOR INFORMATION NAME:___________________________GRADE:__________SSN:____________

ADDRESS:________________________________________________________ Street City State Zip HOME PHONE NUMBER W/ AREA CODE:_________________________________ 2. MILITARY STATUS: ACTIVE__RESERVES__NATIONAL GUARD__IRR/RT-12__ UNIT:____________________UNIT ADDRESS:_____________________________ 3. MARITAL STATUS: 4. CHILDREN:

SINGLE________MARRIED________DIVORCED_______

YES_____ NO_____

NAME(S) AGE(S) _______________________

AGE(S)

_____

NAME(S)

_______________________

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_______________________

_____

_______________________

_____

_______________________

_____

_______________________

_____

5. PRIMARY NEXT OF KIN (PNOK) NAME:____________________________RELATIONSHIP:___________________ ADDRESS__________________________________________________________ Street City State Zip

County

HOME PHONE NUMBER W/ AREA CODE:__________________________________ NATIVE LANGUAGE SPOKEN BY PNOK/SPOUSE:___________________________ NEAREST MILITARY INSTALLATION TO YOUR PNOK/SPOUSE:_______________ 6. EVALUATE POTENTIAL FAMILY PROBLEMS/CONCERNS DURING YOUR ABSENCE: a.

Medical.

Are there special medical needs in your family?

Yes___ No___

If yes, state problem and assistance needed__________________________________ __________________________________________________________________________ b. Financial. spouse/children?

What arrangements have been make to provide financial support to

Check to bank (Sure pay)___ Allotment___ Other, specify____________________________ c. Housing. deployment?

Yes___ No___

Will your family (spouse/children) relocate as a result of this

If yes, relocation address:

________________________________________________________ Street City State Zip Phone number w/ area code:______________________________ If no, are there any concerns about current housing situations?

Specify____________________________________ d.

Transportation.

Does your PNOK/spouse drive? Yes__ No__

Will transportation be a problem during your absence?

No___

Yes, explain_____________________________________

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e.

Emotional.

How is your PNOK/spouse handling this deployment?

Very Well___ OK___ Not Well___ f.

Other problem areas, specify____________________________

7. FAMILY DOCUMENTS CHECKLIST. have the following documents?

ID cards

Do you or your family members

Yes/No

Power of Attorney Family Care Plan

Yes/No Yes/No

(single parent, duel-military or pregnant soldiers)

SIGNATURE:________________________________DATE:__________________

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Chapter 15 Military Symbology As part of the Interim Brigade Combat Team we have developed some new symbology. Military symbology is how we talk. Noncommissioned Officers are taught this in their various NCOES schools. We don't use symbology all the time because we are not always involved in the process but we must have the knowledge and understanding of how we talk on maps.

One of the methods the military uses to retain its efficiency is a standardization of the words we use. Everybody knows what is meant when you say the words "latrine," "soft cap," and "patrol base." Does everybody know the symbol for "ambulance exchange point number 3?"

Simply put, four NCOs having four different symbols for "combat engineer, dismounted" is unacceptable. We need to speak and write the same language. As an NCO and a professional, you should be knowledgeable in as many military symbols as you can. It will enhance your growth as a leader and make you stand out among your peers. The following list is not allinclusive, but will at least get you started by exposing you to most of the symbols used in the Army today.

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Chapter 16 What Joe Carries With the advent of the Interim Brigade Combat Team, I have sat in on several conferences and discussions wherein the Army leadership has discussed the soldiers' loads. The emphasis has always been up to this point that Joe will carry everything he needs for now and later on his back.

These days are hopefully over, as the emphasis seems now to be shifting to Joe carrying only what he needs right now.

With the newer technology and lighter weights of materials, we are finally giving our soldiers the opportunity to fight and move like athletes and not like pack mules. Hopefully lighter soldiers will have a better chance on the battlefield of tomorrow.

This chapter discusses nutrition and exercise needed to keep soldiers in fighting shape, and shows the weights of various items to put the leader in an empathetic frame of mind when they consider there own soldiers' loads.

Almost everyone can recite what all of our weapons weigh, how much a baseplate weighs, etc.

But how much does a fully combat-loaded grenadier weigh? Is this question part of your mission planning, as it should be? This chapter will get the leader on track with regard to what his soldiers are carrying and perhaps better allow him to make decisions about who should carry what.

Personal Items Overshoes

4.2 lbs.

BDUs

3.8 lbs.

Combat boots (leg)

3.3 lbs.

Field jacket

3.3 lbs.

Field jacket liner

.7 lbs.

Shaving kit, toiletries

2 lbs.

Poncho liner

1.6 lbs.

Poncho

1.3 lbs.

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MRE

1.3 lbs.

Wet weather trousers

1.2 lbs.

Wet weather top

1.2 lbs.

Sleeping shirt

.7 lbs

T-shirt

.3 lbs.

Briefs

.1 lbs.

Soft cap

.3 lbs.

Belt

.2 lbs.

Socks

.2 lbs.

Towel

.2 lbs.

Equipment

AN/PRC-77 radio, w/battery

20.8 lbs.

2 qt canteen w/water

4.8 lbs.

K-pot

3.4 lbs.

Binoculars

3.2 lbs.

Pro mask w/decon kit

3 lbs.

1 qt canteen w/water (x2)

5.6 lbs.

E-tool w/carrier

2.5 lbs.

Waterproof bag

.8 lbs.

M2 compass

.3 lbs.

Weapons

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81mm bipod

40 lbs.

81mm mortar

30 lbs.

81mm baseplate

25 lbs.

M240B machinegun

24 lbs.

M249 SAW

15.2 lbs.

60mm mortar

14.4 lbs.

60mm baseplate

14.4 lbs.

60mm bipod

13.2 lbs.

M203

10 lbs.

81mm sight

6 lbs.

60mm sight

2.5 lbs.

9mm pistol

2.55 lbs. (loaded)

81mm nightlight

2 lbs.

M16A2

8.79 lbs. (loaded)

M4A1

7.49 lbs.

Ammunition

M21 mine

18 lbs.

81mm HE mortar round

9.3 lbs.

5.56 linked, 200 rds.

7.6 lbs.

7.62 linked, 100 rds.

7 lbs.

M18 claymore

5 lbs.

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60mm HE mortar round

3.5 lbs.

Bayonet w/scabbard

1.3 lbs.

Fragmentation grenade

1 lb.

Smoke grenade

1 lb.

Trip flare

1 lb.

Small arms case

.9 lb.

5.56 w/MAG, 30 rds.

.9 lb.

40mm, all types

.5 lb.

What the Army Says About a Soldier's Load FM 21-18, Chapter 5, is one of the best resources available to a leader when planning a tactical foot march and considering soldier's load.

Soldier's Load Management and Training for FOOT MARCHES The ability of a soldier to march and fight is directly related to his load. The maximum individual load limit cannot be exceeded as an infantry soldier will not accomplish his mission. Soldiers fight light with only the equipment required for the immediate mission. They receive additional weapon systems and materiel when required. Effective individual fighting load's and minimum approach march loads can only be achieved through safeguarding and transporting portions of the load-commanders must decide to tailor loads that result from risk analysis. Transportation resources must be used to avoid excessive loads on soldiers such as CLOHE at company level and SLOHE at battalion level.

"No soldier should be compelled to walk until he actually enters battle. From that point forward he should carry nothing but what he wears, his ammunition, his rations and his toilet articles. When battle is concluded he should get new uniforms, new everything."

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George Patton, Jr.

Section I TRANSPORT RESPONSIBILITY The soldier load concept transfers responsibility for transporting part of the load from the individual soldier to battalion and division staff, and transfers the load from men to CLOHE. The soldier load problem can be reduced by reorganizing existing transport resources, which entails dedicating resources to the roles of CLOHE and SLOHE.

5-1. SIZE OF COMPANY LOADS Table 5-1 shows planning figures for the required load handling lift for each infantry company.

Table 5-1. Soldiers loads requiring transportation. a. Transportation Resources. The provision of CLOHE at company level and SLOHE at battalion level is the responsibility of the command level that has control of transportation resources for ongoing operations. b. Resupply. Company commanders will more readily make risk judgments if they have operational control of transportation. They can reduce the weight of ammunition, food, and water carried by their men to carry an immediate resupply, which consists of part of their basic load.

5-2. EXPEDIENTS FOR EXTRA TRANSPORTATION If extra transportation resources are not given to battalions, greater reliance must be placed on-a. Extensive use of helicopters to free unit HMMWVs for use as CLOHE and SLOHE. This might entail allocating one dedicated helicopter to each infantry brigade for logistical support to release three HMMWVs and trailers required for each company for load handling. b. Deployment of corps plug transportation assets. Corps assets could be placed under the http://call.army.mil/products/sop/adams/chapter16.htm (5 of 25) [7/31/2001 7:25:24 AM]

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operational control of battalions for use as load-handling equipment. Forward deployment of corps transportation assets in the division can release existing HMMWVs and can improve the soldier load-carrying capacity of units, as will direct resupply of forward units by airdrop or steerable parachutes. c. Host nation support. Units should be prepared to use local resources to include conventional vehicles, agricultural tractors, beasts of burden and their handlers, and human porters, which are obtained through host nation support, renting, and capture. Leaders must know the legal parameters of commandeering equipment and animals. The required funding must be provided for renting equipment. Possible host nation resources should be identified in contingency plans. At least one man in each platoon should be designated as a general-purpose driver.

Section II FACTORS AFFECTING THE SOLDIER'S LOAD Commanders at all levels must understand the factors affecting the soldier's load and the subsequent capabilities or limitations produced in the unit. The physical limitations of individual soldiers, stress, and the weight of equipment and munitions all affect the soldier's ability to carry his required load. These factors must be carefully analyzed by the commander or leader in the load determination process.

5-3. PHYSICAL LIMITATIONS The fighting load for a conditioned soldier should not exceed 48 pounds and the approach march load should not exceed 72 pounds. These load weights include all clothing and equipment that are worn and carried. a. A soldier's ability to react to the enemy is reduced by the burden of his load. Load carrying causes fatigue and lack of agility, placing soldiers at a disadvantage when rapid reaction to the enemy is required. For example, the time a soldier needs to complete an obstacle course is increased from 10 to 15 percent, depending on the configuration of the load, for every 10 pounds of equipment carried. It is likely that a soldier's agility in the assault will be degraded similarly. b. Speed of movement is as important a factor in causing exhaustion as the weight of the load carried. The chart at Figure 5-1 shows the length of time that work rates can be sustained before soldiers become exhausted and energy expenditure rates for march speeds and loads. A burst rate of energy expenditure of 900 to 1,000 calories per hour can only be sustained for 6 to 10

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minutes. Fighting loads must be light so that the bursts of energy available to a soldier are used to move and to fight, rather than to carry more than the minimum fighting equipment. c. When carrying loads during approach marches, a soldier's speed can cause a rate-of-energy expenditure of over 300 calories per hour and can erode the reserves of energy needed upon enemy contact. March speeds must be reduced when loads are heavier to stay within reasonable energy expenditure rates. Carrying awkward loads and heavy handheld items causes further degradation of march speed and agility. The distance marched in six hours decreases by about 2 km for every 10 pounds carried over 40 pounds. Figure 5-2 shows speeds that are sustainable with given loads, which results in an energy expenditure of 300 calories per hour.

Figure 5-1. Work rate and energy expenditure.

Figure 5-2. March speeds.

5-4. STRESS Battlefield stress decreases the ability of soldiers to carry their loads. Fear burns up the glycogen in the muscles required to perform physical tasks. This wartime factor is often overlooked in peacetime, but the commander must consider such a factor when establishing the load for each soldier. However, applying strong leadership to produce well-trained, highly motivated soldiers can lessen some of the effects of stress.

5-5. MUNITIONS AND EQUIPMENT As the modern battlefield becomes more sophisticated, potential enemies develop betterprotected equipment, which could be presented as fleeting targets. Unless technological breakthroughs occur, increasingly heavy munitions and new types of target acquisition and communications equipment will be required by frontline soldiers to defeat the enemy. a. In the future, the foot soldier's load can be decreased only by sending him into battle inadequately equipped or by providing some means of load-handling equipment to help him carry required equipment. Weights of selected items are provided in Table 5-2.

Table 5-2. Weights of selected items. b. Unless part of the load is removed from the soldier's back and carried elsewhere, all individual load weights are too heavy. Even if rucksacks are removed, key teams on the battlefield cannot fulfill their roles

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unless they carry excessively heavy loads. Soldiers who must carry heavy loads restrict the mobility of their units. c. Overloaded soldiers include the antiarmor teams (individuals carry weights of 111, 101, and 90 pounds), mortar teams (individuals carrying 83 pounds, even after distributing 100 mortar rounds of 3.5 pounds each), fire support teams (carry 92 to 95 pounds), and M60 machine gun teams (carry 78 to 87 pounds). All radio operators equipped with the AN/PRC-77 and KY57 VINSON secure device are also loaded above the maximum recommended combat load (84 pounds). AT4 gunners and low-level voice intercept teams are overloaded as well as Stinger and engineer breaching teams.

Section III ECHELONING AND LOAD TAILORING A diagram showing the concept of dividing the total soldier load into combat, sustainment, and contingency loads and the different levels of combat loads (fighting and approach march) is at Figure 5-3.

Figure 5-3. Load echelon diagram.

5-6. COMBAT LOAD The definition of a combat load that is carried by soldiers is as follows: The minimum missionessential equipment, as determined by the commander responsible for carrying out the mission, required for soldiers to fight and survive immediate combat operations. The combat load is the essential load carried by soldiers in forward subunits or the load that accompanies soldiers other than fighting loads. a. Fighting Load. The fighting load includes bayonet, weapon, clothing, helmet, and LBE, and a reduced amount of ammunition.

(1) For hand-to-hand combat and operations requiring stealth, carrying any load is a disadvantage. Soldiers designated for any mission should carry no more than the weapons and ammunition required to achieve their task; loads carried by assaulting troops should be the minimum.

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dynamic operations. Extremely heavy fighting loads must be rearranged so that the excess weight can be redistributed to supporting weapons or can be shed by assaulting troops before contact with the enemy. b. Approach March Load. The approach march load includes clothing, weapon, and basic load of ammunition, LBE, small assault pack, or lightly loaded rucksack or poncho roll.

(1) On prolonged dynamic operations, the soldier must carry enough equipment and munitions for fighting and existing until resupply. In offensive operations, soldiers designated as assault troops need equipment to survive during the consolidation phase, in addition to carrying munitions for the assault. A limit of 72 pounds for a soldier load should be enforced.

(2) Normally, the soldier's large rucksack is not part of the approach march load. If the field pack internal frame is issued, only the small assault pack section is carried--the large section should be kept at battalion level. If the ALICE system is used, either a partly loaded small ALICE should be carried individually with a duffel bag or one large ALICE for each man should be kept at battalion level. c. Emergency Approach March Loads. Circumstances could require soldiers to carry loads heavier than 72 pounds such as approach marches through terrain impassable to vehicles or where ground/air transportation resources are not available. Therefore, larger rucksacks must be carried. These emergency approach march loads can be carried easily by well-conditioned soldiers. When the mission demands that soldiers be employed as porters, loads of up to 120 pounds can be carried for several days over distances of 20 km a day. Although loads of up to 150 pounds are feasible, the soldier could become fatigued or even injured. If possible, contact with the enemy should be avoided since march speeds will be slow. d. Shedding Items on Contact. Rucksacks, assault packs, and other items of the approach march load should be placed in caches before combat, and contact and antiambush drills must include shedding most of the approach march load. However, this procedure makes it difficult for the soldier to retrieve his equipment later in the battle, and it should only be used when transport is unavailable.

5-7. TAILORING COMBAT LOAD TO METT-T When confronted with the unacceptable loads that soldiers may be required to carry, senior commanders would like to establish firm limits. However, when realistically applying such guidelines, the soldier may not survive and win on the modern battlefield if his munitions and survival items are less effective than his enemy's is.

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a. Senior leaders must resist the temptation to prescribe the soldier's load. Only the subunit commander, who is assigned a specific mission, has information on all the factors that must be considered to decide the equipment needed for his mission. He must also have the authority to decide what load his soldiers must carry. The subunit commander receives guidance from his superiors, but any standard load imposed on him only inhibits his ability to make the correct judgment. b. Consideration of risk judgments that must routinely be taken by subunit commanders are at Table 5-3. To use the table, the commander prioritizes the factors in column 1 based on an estimate of the situation. This estimate includes a complete analysis of the unit's mission at the end of the march, the enemy situation, and the terrain to be marched on or through, the expected weather, and the physical condition of the troops. After prioritization, the commander decides what items to include in the soldier's load and what items to leave with the sustainment load in the unit trains area. c. Considerations for this decision-making are included in columns 2, 3 and 4. This prioritization allows the commander to tailor the soldier's load based on the mission and to decide what items are to be transported or stored in the sustainment load. The mission analysis also identifies requirements for additional transportation assets.

Table 5-3. Risk judgments in load planning.

5-8. ECHELONING THE SOLDIER'S LOAD When the size of the combat load has been established, needs can be determined for echeloning at battalion-, division-, or force-level trains for other equipment assigned to foot soldiers. Given the approved load limits for individual soldiers (fighting load of 48 pounds; approach march load of 72 pounds), commanders can use the following as a guide for tailoring the equipment and supplies into three echelons. a. Combat Load. Company commanders are responsible for all the equipment included in combat loads. b. Sustainment Load. Battalion S4s are responsible for the safe custody and movement of sustainment loads. This responsibility may be delegated to company supply sergeants. The definition of sustainment load is as follows: equipment that is determined by the commander to be required for sustained operations, which will be brought forward to the soldiers under unit arrangements as required by the commander.

(1) The sustainment load includes individual large rucksacks or A-bags that contain spare clothing and equipment: sleeping bags when not required for survival, limited personal effects, protective items for specific threats (armored vests and chemical protective suits), and a mobile store of unit equipment.

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(2) This equipment should be stored in a forward operations base--such as the battalion combat trains area--and pushed forward to front-line soldiers as arranged by the S4. Resupply of ammunition, food, and water is not included in this definition of sustainment load; however, the sustainment load could be pushed forward at the same time as normal resupply. c. Resupply. Combat and sustainment loads contain ammunition, water, and food to enable units to operate until resupplied, but the amounts carried directly reflect the front-line soldier's confidence in the reliability and frequency of resupply. This concept assumes the normal operation of the battalion resupply system, but transport carrying an immediate company resupply should normally be under the operational control of the company commander. d. Contingency Load. The contingency load is stored under divisional or corps arrangements until required.

It consists of all other items of individual and unit equipment not required for ongoing operations such as the soldier's B-bag for extra clothing and TOW missiles in theatres where there is no armored threat.

(1) B-bags should be palletized in company loads, and contingency TO&E equipment should be centralized in battalion packs. Contingency loads are not flown into deployment areas as part of the initial sorties. When contingency loads arrive in theater, plans should be made at or above division level to store unit contingency equipment. Items of equipment can then be returned to units if the operational situation changes, if the unit is deployed into an area where items of the contingency load are needed, or if the unit is staged through a rear assembly area.

(2) The key to this process it that instructions are issued to soldiers before deployment, listing the items of individual and TO&E equipment that should not accompany them on the initial deployment.

Contingency equipment could remain in CONUS, or be stored at a base area in unit packs, or be used as a pool of equipment to be issued as required by the G4.

(3) Provision must also be made for some items of equipment to be back-loaded from battalion to division control upon arrival in theater. This allows units to deploy heavy for maximum flexibility and to add to contingency loads when in theater to fight light.

NOTE: In addition to the LBE, rucksack, A-bags, and B-bags, soldiers leave a C-box of personal equipment at their home station before deployment. e. Load Planning. Units should develop packing lists to include specific deployment options, based on guidance from the chain of command. Once deployment has taken place, authority should be delegated to battalion commanders to send items back to division for inclusion in contingency loads. Company commanders should be authorized to vary the composition of combat and sustainment loads.

5-9. MINIMUM-LOAD CONCEPT

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All soldiers, regardless of the threat environment and mission, always carry certain items common to the any mission. These items are the minimum-load configuration (MLC) along with the soldier's assigned weapon system and minimum amount of ammunition. Additions or deletions to the MLC will be based on the unit commander's estimate of the situation.

Section IV TRAINING Training in foot marches develops a unit's ability to march to its destination in a condition to accomplish its mission.

5-10. UNIT CHARACTERISTICS Whether a force is mounted or dismounted, success in combat depends upon troops who can move dismounted cross-country, covering a great distance in the shortest time. The following unit traits are important in achieving this goal: unit discipline, good leadership, teamwork, high morale, endurance, and mental and physical stamina.

5-11. PHYSICAL CONDITIONING An essential element of training foot soldiers is proper physical and mental conditioning, which develops stamina and endurance to perform required tasks. The best results are obtained from cross-country marches, although physical training and negotiating obstacle courses are also useful. Loads should be light and distances short at the beginning of training, becoming more difficult as training continues. By the end of training, troops should be accustomed to rigorous conditions that are most likely encountered in subsequent operations. a. Soldiers who are physically fit to APFT standards can carry loads that are 45 percent of their body weight (average 72 pounds) at 4 kph for eight-hour approach marches. The amount of energy expended and discomfort experienced in carrying these loads can be reduced if soldiers have participated in a specialized program of physical conditioning. As a result, much heavier emergency loads can be carried at reduced speeds. Soldiers whose mission is to operate on foot for long periods without resupply can benefit from such training and conditioning. b. After a 30-day preparatory training period, soldiers can march 12 miles in less than 3 hours loaded to http://call.army.mil/products/sop/adams/chapter16.htm (12 of 25) [7/31/2001 7:25:25 AM]

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about 60 pounds, when energy expenditure at that rate would cause exhaustion in 2.5 hours for soldiers who have not received special training. A number of considerations should be examined when developing a program for march conditioning.

(1) Aerobic conditioning (running) should not exceed 3 to 5 sessions each week (30 to 45 minutes each session). Excessive aerobic conditioning could be counterproductive to meeting other physical fitness objectives.

(2) Extended marching with loads is the most demanding physical requirement for infantry soldiers.

Training programs should include specific progressive load-bearing marches. Progressions should be developed for increasing a load or distance marched but not at the same time. This training meets the requirement for both aerobic and muscular (legs and back) endurance. Progressive extended marches of 5, 10, 15, and 20 miles should be mandatory training and be scheduled regularly.

(3) Infantry physical training programs should include scheduled (two or three times each week) progressive resistance (strength) training to sustain or improve muscular strength. Also, muscular endurance training should be included. This training should include both upper and lower body muscle groups with emphasis on the upper body. Intensive progressive resistance training (three sessions each week in 48-hour intervals) should be mandatory for soldiers who lack adequate muscle mass (lean tissue) of the upper body.

(4) Mandatory elements of any fitness program should be: load-bearing progressive marches; resistance strength training; aerobic training; and anaerobic (speed and agility) training to include negotiating obstacles and confidence courses. c. The following is a suggested program for physical conditioning.

(1) Train-up program for six weeks consisting of four one-hour daily workouts and one-half day each week to include: (a) Two upper body exercise periods (push-ups, dips, sit-ups, and chin-ups or pull-ups). (b) Two lower body exercise periods (sprints, relays, fireman carry, boot dusters, step-ups on benches). (c) Two marches: one with heavy load and a short distance, one with light load and a longer distance, or both combined with tactical missions. (d) Two slow-paced distance runs of 3 to 5 miles at 80 percent maximum heart rate (FM 21-20). (e) One light run of two miles at 60 to 80 percent maximum heart rate.

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principles (FM 21-20). (a) Regularity (three to five times each week). (b) Progression (slow, steady increase of load or distance). (c) Overload (work until muscles are fatigued) (d) Variety (circuit training, free weights, calisthenics/ isometrics, confidence and obstacles courses). (e) Balance (flexibility and muscular balance). (f) Recovery (stress different muscle groups each day). (g) Specificity (body adapts to a specific demands).

5-12. NUTRITION Proper nutrition planning can improve soldier performance and reduce exertion required for a given work load. A preload-bearing diet that is high in carbohydrates can add to a soldier's ability to carry his load. It increases muscle glycogen levels as a "buffer" or reserve against exhaustion. Soldiers with high glycogen levels could require less rations for short load-bearing missions than soldiers low in muscle glycogen.

5-13. TACTICAL TRAINING Units should train regularly with their dummy basic load of ammunition. The execution of a platoon loadcarrying test should be included in the ARTEP-- for example, carrying an average load of 70 pounds for 12 miles followed by a tactical exercise, followed by an additional 12 miles and tactical exercise to be completed in a period of 24 hours.

5-14. LEADER TRAINING Improved use of aimed fire and fire discipline decreases the risk of depleting ammunition, allowing commanders to carry reduced loads of ammunition when foot mobility is paramount. a. Commanders. Potential commanders and staff officers must understand the following points: http://call.army.mil/products/sop/adams/chapter16.htm (14 of 25) [7/31/2001 7:25:25 AM]

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(1) The composition of loads depends on METT-T factors. Load planning involves the subunit commander, acting under guidance from his superior, in a series of risk judgments that require balancing the physical ability of his soldiers against the risks of not carrying items of clothing, equipment, food, water, or munitions.

(2) Levels of command above company must support the front-line soldier by arranging for items of individual and subunit equipment to be kept in trains or base areas and by providing resources to fulfill the role of CLOHE and SLOHE. Echeloning of loads must be planned so that combat loads, sustainment loads (battalion level), contingency loads (divisional level), and equipment at home base are properly accounted for, safeguarded, and available to the soldier. b. Junior Leaders. Junior leaders should be taught to make risk judgments involved in load planning and movement as well as load discipline.

5-15. SUSTAINMENT (INTEGRATED) TRAINING Previously learned subjects should be integrate with foot marches to maintain overall proficiency and to inject realism into training. The subjects to be integrated and their required emphasis depend on the area of operations in which the training is conducted. A list of subjects that apply to most disciplines includes: ●

Camouflage.

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Reconnaissance and security.

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Map reading.

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Use of the compass and other navigational aids.

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Fire support planning.

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Air defense planning.

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NBC defense planning.

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First aid and personal hygiene.

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Field sanitation.

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Occupation of bivouac and assembly areas.

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Tent pitching/field craft.

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Preparation of individual and small-group rations.

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Evacuation of casualties.

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Care of clothing and equipment.

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React to ambushes.

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Use of arm-and-hand signals.

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Request for indirect fire.

5-16. ENVIRONMENTAL TRAINING Training should consider the terrain and climate of the area in which the unit will subsequently conduct operations. The training program must include familiarization with special equipment and the application of specialized techniques to tactical principles. Specialized training procedures for desert, jungle, arctic, and mountain areas are found in manuals dealing with those areas of operations.

5-17. MARCH DISCIPLINE March discipline must be stressed throughout training. Aspects requiring special consideration are maintaining the rate of march and distances between men and units, and ensuring proper timing and use of halts and rest periods. Troops must not drop MRE wrappers or other refuse along the trail, and they must observe prescribed sanitation procedures. At halts any material that could attract the attention of the enemy or could identify a force should be removed or buried. When contact with the enemy is imminent, noise discipline must be observed for required security.

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RISK ASSESSMENT FACTOR/QUESTION

TAKE

LEAVE

REMARKS

MISSION a. To defeat the enemy in close battle.

● ●

Reduced munitions Water

● ● ●

b. To get there quickly.

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c. To sustain stealth operations independent of supply.

● ● ●

● ●

d. To carry maximum combat power.

● ● ● ●

e. For static operations.

●

● ●

●

● ●

FACTOR/QUESTION

Water Food Environmental protection Reduced munitions Camouflage Munitions Water Threat protection Limited environmental protection

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Maximum loads Reserve depend on munitions Threat protection speed/distance for dynamic operations.

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Food

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Maximum loads depend on speed/distance for dynamic operations.

Basic load and reserve of ammunition Barrier material Maximum threat protection Some comfort items to achieve quality rest periods Water Food

TAKE

LEAVE

REMARKS

RESUPPLY a. Reliability.

b. On call.

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Less amounts of all classes of supply

Best solution is for the commander to control his own immediate resupply transport resources. ●

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c. Planned.

● ●

●

FACTOR/QUESTION

TAKE

Food Environmental protection Quality rest equipment

LEAVE

Basic load must be tailored to meet the threat.

DEFEAT THE THREAT ●

Antipersonnel

● ● ●

● ● ● ● ●

Antiemplacement Antisoft vehicle Antimateriel Antitank Antiair

● ●

●

●

● ●

FACTOR/QUESTION

Small-arms Grenades Claymores Grenades 66-mm Rocket demolitions AT4/machinegun ammunition Demolition grenades Dragon/AT4 Machine gun ammunition

TAKE

LEAVE

REMARKS Soldiers take the minimum of threat protection.

SURVIVE THE THREAT Ballistic PASGT vest protection

NBC protection

REMARKS

PASGT vest reduces casualties by 50 percent during bombardment. ●

Protective mask

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Electronic warfare

FACTOR/QUESTION

●

VINSON

TAKE

Secure communications probably not viable below bde/bn level in light units unless COMSEC is of high priority to achieve mission.

LEAVE

REMARKS

TERRAIN ●

● ●

Flat improved road.

Cross country Hills, improved road

FACTOR/QUESTION

Terrain may cause an increase of time required to conduct march; resupply cross country may be difficult. ●

Water consumption increased.

TAKE

LEAVE

REMARKS

WEATHER a. Environmental survival:

Exposure

● ● ●

Heat exhaustion

●

Disease

●

●

Energy must be maintained to fight by control of loads/march speeds.

Poncho Extra clothing Limited number of sleeping bags Water

●

Water purification tablets Mosquito nets

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Work rates should be reduced.

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b. Sustenance

â—?

High-caloric food

When in combat, men with excess fat can survive off natural reserves.

c. Quality rest

â—?

Sleeping bags/pads

Average of four hours quality sleep each day.

Food for Thought 1. The phenomenon of the "human pack mule" is limited almost exclusively to battalion level and below.

2. A quote from the British commission reporting in "The Load Carried by the Soldier": Everyone agrees that equipment must be lightened. But when it comes to saying what equipment can be dispensed with, there is an endless variety of opinion. Aye, there's the rub.

3. Most infantrymen have strong opinions on this subject based on their training and experiences.

Getting more than two to agree to any specific recommendation is a daunting task.

4. Field Manual 7-10 states, "There is no standard solution to the problem of overloading soldiers."

It remains a commander's responsibility to apply the doctrinal guidelines to lighten his soldier's load.

5. Before combat, commanders can prepare the unit for the effects of fatigue and feat through touch physical conditioning with heavy loads, and instilling good unit morale, discipline, and teamwork. During combat, commanders can only reduce these negative effects through strong leadership and by fighting light.

6. CALL bulletins have included several soldiers' load lessons in recent years. Among these lessons are: commanders often do not understand the importance of their role in establishing and enforcing soldier's load standards; unit SOPs often do not address soldier's load concerns; although pre-combat inspections (PCI) are critical, leaders routinely fail to inspect their soldier's rucks; uncertainty over threat, nature and duration of missions has caused soldiers to deploy with twice as much ammunition as was needed and with unnecessary comfort items; leaders must evaluate and accept or refuse risk with regards to protective armor versus agility and heat stress; many unit physical fitness programs fail to train to load carrying; lack of support vehicles increases the load; and often we do not task the logistician to assist our tactical commanders in getting their loads forward.

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transportation assets to move portions of the load.

8. The CSS issue that has the greatest impact on the rifle company's tactical operations is the soldier's load. (FM 7-10) 9. Observer/Controllers inspection of several rucks have found them laden with extra fatigue uniforms, rubber boots, candy, paperback books, playing cards, cameras, extra food (several days worth of MREs or civilian food in addition to their MREs), multiple rain suits and flashlights, and troops carrying multiple weapons.

10. Nature of the soldier factors. The first of these is the tendency of the inexperienced soldier to collect, hoard, and carry everything he finds of interest is issued, or is directed to take.

11. The corollary is that when the soldier faces the real-life challenge to carry his load or die, he quickly gains the experience to discern between what is necessary and what isn't. If the chain of command fails to tailor the soldier's load, the soldier will do it himself, on the battlefield, by discarding what he feels he must. The obvious problem here is that the soldier is making the choices and the items chosen may include essential equipment or supplies.

12. Other studies have concluded that a distinct lack of confidence in the ability of the supply trains to "make it happen" when needed resulted from problems in training.

13. In the area of soldier's load, the goal of technology is to find ways to reduce the burden of our already overloaded dismounted combat soldiers.

14. Soldiers also have to be made aware of the impact of too much weight and potential ways to help. As the load bearers of toady and the leaders of tomorrow, they are as much a part of the solution to the problem as victims of its effects.

15. Immediate relief, as some level, is available to those leaders who recognize and understand the problem, train their units for the mental and physical stresses of the battle field, establish reasonable load limits based on mission, take risk with leaving certain items behind, enforce the standards they set, and keep their soldiers informed.

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Chapter 17 NCO Words of Wisdom Here are words from various great Noncommissioned and Commissioned Officers I've served with. I've used a lot of little one liners and helpful tips and safety messages throughout my career to keep myself and my men on track. There's something here everyone will like and can use from some of the great ones, such as MG (retired) Grange's Leader's Daily Checklist. I was given this as a young private in 1979 to prepare myself for leading men. I still think it's applicable today.

A good NCO draws inspiration and wisdom from many sources. The following list provides wisdom culled from several sources, and is a "quick reference" for the NCO in search of some professional re-charging. As you read, think about what each observation says about you and your soldiers. Try to imagine what the concepts mean to you personally, and how you can apply them.

NCO Leadership and Training 1) You can be as hard as you want to be, as long as you are fair.

2) Treat your soldiers with respect and how you would like to be treated everyday.

3) Encourage good work and praise them for doing it.

4) Standup for your unit and your soldiers. Put your neck out and ensure that the men know it.

Standup to your superiors when you or your men have a valid case, but use tact.

5) Locate weak or trouble-making soldiers in your element and quickly eliminate them. (I will.)

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6) Take time to learn how to do it right, then do it right the first time.

7) You must effectively counsel your soldiers and point out their weaknesses and their strengths.

8) You must remain physically fit and soldierly straight.

9) Challenge your soldier and be creative in everything you do.

10) Always maintain a neat military appearance, but don't be afraid to get dirty.

11) Once arriving at a new unit, read, research, and study all SOPs and policy letters, then speak with authority.

12) Practical experience is good, but practical experience and schooling are better.

13) Protect your soldiers from speeding on post, DUI, underage drinking, accidental discharge, loss of sensitive items (weapons, NODs, etc.), security violations (phone and club talk), dishonored checks from AAFES, and unsecured personal property in the barracks.

14) Do not discuss your personal matters with your soldiers.

15) Surround yourself with good, outstanding people.

16) Guard your reputation and the reputation of your unit.

17) Practice your religion and encourage others to do so through your example.

18) Encourage your soldiers to write home and keep in contact with family members, but don't discuss security matters.

19) Make an effort to let others finish speaking before you start.

20) Don't let weak NCOs slide through the system, train them or eliminate them.

21) No one likes to be constantly harassed by a superior. Establish priorities of work, acceptable standards of performance with rewards for extra effort and a time frame for accomplishment.

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23) Keep your soldiers informed! They should always know what they are doing and why they are doing it.

24) Do not waste a soldier's time! Make maximum use of it! (Per the Army Chief of Staff's Charter of 1973) 25) If you really care about your soldiers: a. You will listen to them. b. You will never mistreat or degrade them. c. You will sacrifice personally for them. d. You will share in their hardships. e. You will train him to the utmost of your ability.

26) Execute all orders as if they originated from you personally.

27) Make the chain of command work for you and your soldiers. In order to work, the chain of command must not be abused; those who abuse it will be corrected.

28) Enforce prescribed standards of appearance! Don't be afraid to make on the spot corrections on officers, peers, and superiors.

29) Make sure you know what the standards are, then enforce them.

30) Bust your ass for soldiers and they will bust their asses for you.

31) Be flexible, get away from "that's the way we have always done it." There is usually a better way to do something.

32) Watch out for old timers, some of them hate change, and will hinder your efforts. Don't tolerate them, eliminate them.

33) Some NCOs get very upset when a soldier talks to his commander/1SG/CSM without the NCO knowing about it. Teach your soldiers when it is appropriate to confer with their chain of command. In this battalion, soldiers will have access to their chain of command.

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34) When good NCOs have great programs that work, pass them on to fellow NCOs. This is what makes a unit great!

35) I believe in the spirit of good competition. Battalion level should concentrate on platoon competition and company level should concentrate on squad competition. This technique promotes a healthy environment for the entire organization.

36) When in charge, take charge!

37) If you get the dirty end of the stick, sharpen it and turn it into a useful tool.

38) Be all you can be or be gone.

SAFETY MESSAGES 1. NCOs make it happen.

Noncommissioned officers responsibilities to soldiers are endless. Every minute of the NCO's day is crammed with something to do, check, inspect, train, plan, or enforce. But the biggest responsibility NCOs have is accomplishing the mission while keeping soldiers safe. For some NCOs a good part of the day is spent hoping nothing goes wrong rather than managing events.

Hope isn't a plan! Good, sound planning includes enforcing the standards - that means leading soldiers. Nothing happens until you, the NCO, make it happen. You must supervise soldiers and enforce the standard every time. If you don't you have lowered the standard.

2. Help for the first-line leader.

Enforcement is the leader's first line of defense in safe operations. You - the first line leader, the squad leader, the platoon sergeant, the section sergeant or the NCOIC must insist that safety be part of the soldiers everyday life.

3. Safety: It's NCO business.

Noncommissioned officers are and should always be the backbone of the battalion. We are the ones who translate mission statements and operations orders into actions by soldiers. New soldiers watch us and, for good or bad, copy the way we do business. Everything we do should be done professionally and without unauthorized "shortcuts."

4. NCOs: Accept no unnecessary risk.

Not enforcing the standards is an unnecessary risk. Too many accidents happen because

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NCOs tell soldiers to do things they don't know how to do or have them operate equipment for which they're not trained. This places soldiers in situations they are not prepared to handle. The solution is for you, the NCO, to know what your mission is, what the skills are required to accomplish the mission, and what skills your soldiers have.

5. Even when NCOs don't set the example, they set an example.

Soldiers expect their leaders to have mastered the fundamentals of their profession, and they expect them to set the example. When they don't, soldiers get hurt or die. When NCOs don't follow the standards themselves, they become their own victims.

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When NCOs allow soldiers to operate vehicles without being trained or licensed, it almost always results in an accident.

Failure to train soldiers on the proper use and handling of ammunition and pyrotechnics almost always results in losses or accidents.

Allowing soldiers to drive home on block leave or on a four-day weekend after performing on duty all night almost always results in an accident.

When leaders allow soldiers to keep guns and ammunition in the barracks, it is usually found and results in an investigation and/or a lockdown.

7. The final message: Supervision, "The Short Course" There are five steps to the risk-management process: 1. Identify hazards.

2. Assess hazards.

3. Make a risk decision.

4. Implement controls.

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What's Joe Want to Know? ●

What's going on? (Situation)

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Where are we going? (Objective)

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When? (Hit time)

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How are we getting there? (Trans)

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What are we supposed to do when we get there? (Task/mission)

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How the hell are we going to do that? (Concept of the operation)

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How long do we have to get it done?

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Why the hell are we doing it? (Purpose)

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What's everybody else doing/where are they going to be? (Adjacent unit missions/location) What are we going to do when this plan goes to shit? (Branch)

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How about if we're successful? (Sequel-consol/reorg/c-atk plan)

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What's the deal on the bad guys? (Enemy situation)

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Who are these fellas? (Composition)

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What's up their ass? (Road to war)

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What have they been doing? (Disposition)

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How many of them are there? (Strength)

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What do they look like? (Uniform)

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What kind of toys do they have? (Equipment)

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What have they got in their bag of tricks? (Capabilities)

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How can we get the best of them? (Weaknesses)

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What are they apt to be doing when we get there? (Future ops)

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How bad can we kick their ass? (ROE)

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What do we do with the guys who get screwed up? (MEDEVAC plan)

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What's the deal on chow? (Ration cycle)

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What do we have to take? (Packing list)

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Where's the old man going to be? (Cmd)

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How are we supposed to talk to each other? (Signal)

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How long have I got to get my shit together? (Earliest time of move)

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One more time, what's the plan when this goes to ratshit? (Contingency plan)

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What's the BFL? (Cdr's intent) Murphy's Laws of Combat

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1. You are not Superman!

2. If it's stupid but works, it isn't stupid!

3. Don't look conspicuous - it draws fire! (This is why aircraft carriers are called "magnets.")

4. When in doubt empty your magazine!

5. Never share a foxhole with anyone braver than you are!

6. Never forget the lowest bidder made your weapon!

7. If your attack is going really well, it's an ambush!

8. No plan survives the first contact intact!

9. All five-second grenade fuses will burn down in three!

10. Try to look unimportant because the bad guys may be low on ammo!

11. If you're forward of your position, the artillery will fall short!

12. The enemy diversion you are ignoring is the main attack!

13. The important things are always simple!

14. The simple things are always hard!

15. The easy way is always mined!

16. If you are short of everything except enemy, you are in combat!

17. When you have secured an area, don't forget to tell the enemy!

18. Incoming fire has the "right of way!"

19. Friendly fire isn't!

20. If the enemy is in range, so are you!

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21. Combat ready units never pass inspection!

22. Beer math is - Two beers and 39 men = 49 cases!

23. Body count math is - Two guerrillas plus one portable plus two pigs = 37 enemy killed in action!

24. Things that must be together to work, usually can't be shipped together!

25. Radios will fail as soon as you desperately need fire support!

26. Anything you do can get you shot - including doing nothing!

27. Tracers work both ways!

28. The only thing more accurate than incoming fire is incoming friendly fire!

29. Make it tough for the enemy to get in and you get out!

30. If you take more than your fair share of objectives, you will have more than your fair share of objectives to take!

31. When both sides are convinced that they are about to lose, they are both right!

32. Professional soldiers are unpredictable, but the world is full of amateurs!

33. Murphy was a grunt!

SOMEONE'S COMMAND PHILOSOPHIES ●

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INTEGRITY IS PARAMOUNT: HONESTY, TRUST, AND LOYALTY ARE GIVENS...EACH IS A TWO-WAY STREET! BUILD FOR THE LONG HAUL: ALWAYS LOOK FOR A BETTER WAY DO NOTHING DUMB ON PURPOSE!! ADMIT MISTAKES - SMILE - CORRECT THEM...WE ARE NOT NOR WILL EVER BE A ZERO DEFECTS ORGANIZATION LEADER DEVELOPMENT IS OUR LEGACY...SOLDIER VALUES AND HISTORY OUR FOUNDATION

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STAND UP FOR YOUR SOLDIERS AND THEIR FAMILIES...TAKE CARE OF THEM SAFETY ALWAYS...IT IS A REFLECTION OF OUR STANDARDS AND OUR COMPETENCE...IT INVOLVES EVERYONE: SOLDIERS (SELF AND BUDDY), NCOs AND OFFICERS MAKE AND TAKE THE TIME TO HAVE FUN!

LEADERSHIP PRINCIPLES ●

THE MISSION IS ALWAYS PRIORITY #1...

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...SO IS TAKING CARE OF YOUR SOLDIERS AND THEIR FAMILIES...

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WHEN THESE TWO BECOME CONFLICTING PRIORITIES, GOOD LEADERS FIND A WAY TO ACCOMPLISH BOTH! BAD LEADERS CAN ONLY DO ONE OF THESE AT A TIME. GOOD LEADERS ARE PARANOID IN THE CONFVICTION THAT "TAKING CARE OF SOLDIERS REALLY MEANS TOUGH, REALISTIC TRAINING TO STANDARD" WHAT IS EXPECTED OF LEADERS

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INDIVIDUAL DISCIPLINE

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INDIVIDUAL COMPETENCE

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CHALLENGE EVERY ASSUMPTION

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TRAIN AND DEVELOP SUBORDINATES TO DO YOUR JOB...NOURISH INITIATIVE WITHIN COMMANDER'S INTENT

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BRAG ABOUT YOUR PEERS TO THEIR BOSS

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MAKE YOUR DECISIONS...LET ME MAKE MINE

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INSPECT SOMETHING DAILY

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TAKE THE TIME EACH DAY TO TALK TO SOLDIERS AND TELL THEM WHAT A GOOD JOB THEY ARE DOING

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KNOW WHAT THE PRIVATES AND SECOND LIEUTENANTS ARE TALKING ABOUT

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TAKE YOUR JOB...BUT NOT YOURSELF...SERIOUSLY

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ELIMINATE THE ZERO DEFECTS MENTALITY WHENEVER AND WHEREVER YOU FIND IT TREAT ALL WITH RESPECT AND DIGNITY SOLDIERS AND THEIR FAMILIES GATOR GUIDANCE "Gator 6 Gotchas"

1. Anti-Cohesion Activities.

2. Exploitation of Soldiers.

3. Drugs.

4. Fraternization - Enlisted/Dependents.

5. Wife/Child Abuse.

6. Swinging/Swapping.

"Philosophy" 1. Morally Responsible Communication vs Rumors.

2. Upper 1/3 vs Fido's Ass. 3. Selective Disobedience vs Selective Negligence.

4. Challenging for Insignificant Reasons vs Moral Courage.

5. Normal vs Abnormal.

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6. Individual Rights vs Others' Rights.

7. Always Exceeds vs Sometimes Exceeds (Mission).

8. All My Children vs Chain of Command.

9. "We vs They" Syndrome (Keep Informed).

10. Guidance vs Initiative (Absence of Orders).

11. Self-Discipline vs Supervision.

12. Reinvention of Wheel vs Existing Doctrine.

13. Training is Everything - Everything is Training.

MG Grange's Leader's Daily Checklist 1. Have you reconfirmed training support for today?

2. Have you prepared for tomorrow?

3. Are you delinquent with any awards or EERS? 4. What pay problems do your men have?

5. What is the status of your equipment?

6. What is the condition of your barracks?

7. Any mess hall problems not reported?

8. Who needs a physical examination?

9. What is the status of your schools list?

10. Is everyone going to school prepared?

11. Is your leader's book up to date?

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13. What combat tasks do your men need to work on?

14. What is the status of your special projects?

15. Are your NBC monitoring teams trained?

16. When were your last counseling sessions?

17. Can you operate the best range in the Battalion?

18. Can your men conduct Drill and Ceremony?

19. What is your men's EIB status?

20. Do your men want to extend/reenlist?

21. Are your training plans realistic, but safe?

22. What is the maintenance condition of your weapons?

23. Are your men familiar with unit Standard Operating Procedures?

24. Can your men navigate in any terrain?

25. What discipline problems are not resolved?

26. When will your man be Soldier of the Month?

27. When was your last platoon meeting?

28. Are you developing your subordinates?

29. Is the personal appearance of your men up to Ranger standards?

30. Is your alert roster current?

31. Have you checked the CQ log for proper sign-out procedures?

32. Can you account for all or your personnel?

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33. Are your men informed?

34. Have you helped make this unit a soldier's home?

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Chapter 18

Chapter 18 Noncommissioned Officer Evaluation Reports (NCOERs) Here's a good chapter on some examples on some excellence bullets you or your people can earn as well as a quick lesson on how NCOERs are done. NCOERs are, simply put, our report cards. Currently there is tons of information on how to do these, but unfortunately the sad thing is we struggle with our NCOERs to the last minute. We do them for the team and squad leader without proper counseling, or we don't stay abreast of them. We don't know what the best competence bullets are. Too many of us do not know the regulations governing the NCOER. Work needs to be done! This chapter is a "how to" that I think you'll find very useful.

The following are examples of excellence bullets NCOs can earn. It is not so important that NCOs use these bullets to write the NCOERs, but it is important that NCOs read these bullets and strive to achieve them.

Part IVb Competence ●

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selected as honor graduate at (PLDC, BNCOC, ANCOC, Ranger school, Jumpmaster, Pathfinder, SERE, HALO, Sniper, Drill Sergeant) during off-duty time created all SOPs for the platoon which earned commendable ratings selected by the battalion over 12 other staff sergeants to conduct demolition training researched, developed and implemented an OJT program for 12 personnel received an excellent rating during a battalion Staff Assistance Visit accomplished a change of command inventory with 100% accountability completed 90 credit hours of correspondence courses earned an Associates Degree at Troy State University performed and executed the duties of platoon sergeant in a rifle company as a staff sergeant was awarded impact medal for outstanding performance during JRTC 92-6 was selected over 12 other sergeants to attend HALO school due to his commitment to excellence selected to represent the battalion during the Best Ranger Competition was selected and won the battalion soldier of the year award consistently scores expert with his assigned weapon Part IVd Leadership

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led his team to successfully attain a T rating on all four modules during Joint Readiness

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Training two soldiers from his squad were selected from the secondary zone for promotion and assigned as team leaders took charge as a newly promoted sergeant and performed the duties of a squad leader without reservation coached and trained two squad members to win battalion NCO and enlisted soldier of the quarter aggressive leadership, wisdom, and concern for soldiers make him one of the best of the 30 NCOs in the company was selected as squad leader with less than 6 months time in grade due mainly to his leadership ability reenlistment rate of 100% for eligible first termers during fiscal year personal example resulted in 30 Ranger school graduates and 15 PLDC graduates led squad through 26 iterations of maneuver LFXs significantly increasing combat readiness by 20% led his team to finish first out of 14 teams during a land navigation competition led squad during a CALFEX to outperform 8 other squads in the company motivates and challenges soldiers to give maximum effort during NBC training, increasing proficiency by 40% sets a personal example by outperforming all squad members during Expert Infantryman Badge training motivated 6 squad members to attend 12 military schools with a 100% pass rate led the battalion boxing team to win all bouts against two other Ranger battalions instilled a fight to win attitude that enabled his platoon to aggressively kill 21 out of 23 enemy personnel at JRTC Part IVe Training

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established marksmanship training for EIB resulting in 100% of eligible personnel qualifying expert trained soldiers to achieve 100% first time "go" on the common task test graduated 8 out of 8 soldiers attending Ranger school trained his squad to have the highest M16 qualification in the company (36.4) his excellent physical training program resulted in a section APFT average of 290 all his machine gunners fired expert and had the highest qualification scores in the company coached and trained his soldier to win enlisted soldier of the quarter established a comprehensive squad competition resulting in improved technical skills, PT, and motivation had 30 Ranger school graduates, 6 BNCOC, and 24 PLDC graduates during rating period identified and trained 12 soldiers to successfully graduate the two week NBC Course demonstrated supply change over that was commended by the incoming commander

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personally developed and trained 6 11B soldiers to function in an 11C capacity his squad accomplished a difficult night raid using CQCT resulting in no fratricides and no friendly casualties Part IVf Responsibility and Accountability

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maintained accountability of $700,000.00 worth of platoon equipment without loss encouraged all members of his squad to participate in Army Correspondence Courses consistently conserved medical supplies during JRTC 92-6, which enabled the success of all missions accounts for and supervises 4 SSGs, 6 SGTs, 1 Medic, 3 AT personnel, 1 RTO, 2 FOs, and 32 privates maintains and accounts for 45 M16A2s, 3 CAR 15s, 10 M203s, 6 M249 SAWs, 3 M240B MGs, 15 PVS-7s, 5 Littons, and 45 bayonets conducts quality risk assessments prior to all training with the commander resulting in no injuries for 12 months never once has he lost, misplaced, or failed to properly turn in over $600,000.00 worth of ammunition maximum conservation of supplies and funds over a two month period while awaiting FY 92 funds supervised company level recovery operations improving accountability with no reports of survey due to TRNG loss consistently selected by the BN S3 to conduct airborne refresher training due to his level of experience as Jumpmaster superbly managed and ensured readiness of all commodity ships (Supply, Arms, NBC, Commo, Medical) during combat preparations gives freely of his off duty time to coach and train soldiers to successfully pass the BN promotion board to SGT and SSG has conducted over 30 live-fire exercises at the squad and platoon level without incident or injury

Part Vb Rater Portion Positions for Current or Next Higher Grade SGT Team Leader

SSG Squad Leader

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Squad Leader

Platoon Sergeant

Training NCO

Drill Sergeant

NBC NCO

Assistant Opns SGT

Ammo NCO

NCOES Instructor

Instructor

OSUT Instructor

Recruiter

Ranger Instructor

Supply Sergeant

RIP Instructor

Armorer

PAC Supervisor

Commo SGT

Joint Staff NCO SF Team Operator Commo Chief

SFC

1SG/MSG

Platoon Sergeant

First Sergeant

First Sergeant

Operations Sergeant

Operations SGT

Operations SGM

Recruiter

BN CSM

Senior Drill Sergeant

Regt CSM

Assistant Opns SGT

PLDC/BNCO/ANCOC Commandant

NCOES Instructor

Garrison SGM

OSUT Instructor

USAMA Instructor

Sr Ranger Instructor

ROTC Instructor

Sr RIP Instructor

Reserve Component SGM

Range NCOIC

1SG Course Instructor

Joint Staff NCO

Joint Staff SGM

SF Team Operator

Assistant Commandant

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Examples of Senior Raters Overall Performance and Potential ● ● ● ● ● ● ● ● ● ●

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select now for SFC and keep him in troop leadership assignments promote immediately and assign as a Rifle Company Platoon Sergeant top performing SSG in a company with 30 SSGs select for ANCOC now, promote ahead of peers one of the top three of 50 junior NCOs assigned to this battalion select now for BNCOC and promote ahead of peers unlimited potential, ready for CSM of a Light Infantry Battalion now 1SG of the best company in the battalion due directly to his efforts unlimited potential; tomorrow's leader; promote now a tough, mission-oriented leader who always makes the right decisions and gets the job done tough job-seeker, wouldn't like it any other way stands head and shoulders above his peers in all aspects of his duties requires no supervision, a self-starter, a self-motivator absolute potential that will carry him to the highest ranks of the NCO corps superior leadership skills, his contributions will have a lasting impact on this battalion a fast tracker who is brilliantly equipped to handle any mission exceptional potential for duties as a commissioned officer always displaying a high spirit of cooperation, willingness, and attentiveness to duty one of the three best platoon sergeants I have ever worked with in two commands bullets cannot describe the exceptional ability of this NCO; keep ahead of peers one of the best weapons squad leaders I have worked with during 30 months as platoon leader promote from secondary zone a secondary zone prospect who should serve his military career in all primary leadership positions monitor; a paramount infantry NCO demonstrates enormous potential to succeed as an Infantry Platoon Sergeant possesses unlimited potential; can work two levels above present grade with no degradation of performance leadership/motivational qualities are unparalleled; deserves the most challenging positions without any doubt, one of the two best First Sergeants I've served with in 18 years will be a division Command Sergeant Major and one of our best monitor career by exception; promote now and send to school ahead of peers

Following is an excellent guide to the actual preparation of the NCOER.

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HEADQUARTERS, I CORPS NCO-ER PREPARATION GUIDE

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Chapter 19

Chapter 19 Combat Tips of the Trade I've come across a lot of combat tips throughout some 23 years of enjoying this man's Army.

Some of these combat tips were planned back in the seventies by guys that formed Delta Force and today's Army Rangers and some are just interesting quotes. I think you'll find at least some of these tips helpful.

Some of the tips contain outdated equipment references, but they can all be modified to make them relevant to our current situation. Study them and teach them to your soldiers. Avoid having to learn something somebody already took the time to learn for you!

Tips of the Trade for Scout Platoon

Tips of the Trade/Lessons Learned 1. Take your time and think, tired men get careless. Keep control.

2. If you show confidence, your team will have confidence.

3. Don't be afraid to take advice.

4. Always have an alternate plan. Think ahead.

5. If you're a team leader, do not lose your temper. It will affect your judgement. Keep cool and plan ahead.

6. No team can practice and/or train too much or too often.

7. Realism must be injected into all phases of training, to include zeroing of weapons and throwing grenades.

8. Use live training aids (TEAM MEMBERS) during POW snatch and ambush practice. Be rough because the way you train is the way you will do it for real.

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Tips On Your Weapon (M16) 1. Tape the muzzle of your weapon to keep out water and dirt. Leave lower portion of the slits open for ventilation.

2. It's not a bad practice to use one magazine full of tracer during infiltration and exfiltration.

The reason for this is if taking fire, the tracer can show doorgunnners the area from which patrol is receiving fire.

3. Last three rounds in each magazine should be tracers to remind the firer that he is nearly out of ammo in that magazine.

4. Replace the cartridge in the chamber of your weapon each morning quietly. Condensation may cause a malfunction.

5. Oil the selector switch on your weapon daily and work the switch back and forth especially during the rainy season.

6. Always carry a small vial/tube of oil for your weapon.

7. Always carry your weapon with the selector on "safe."

8. To improve noise discipline, tape all sling swivels or remove them from your weapon.

9. Do not fire weapons from helicopters during extraction once clear of the LZ. The reason is other helicopters may be passing under you.

10. Do not bother to retrieve your first magazine expended during contact because it will slow you down when time is of the essence.

11. Check all magazines before going on operations to ensure they are clean and properly loaded.

12. Never take for granted that your weapon is clean enough on operations. Clean your weapon daily.

Tips for Belt and Harness 1. Be sure that all snaps and buckles are taped. Do not use paper tape.

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2. Fold paper tape through the rings of grenades and tape the body of the grenade. The paper tape will tear for fast use, where plastic and cloth tape will not. Also, it keeps the ring open for your finger, stops noise and prevents snagging.

3. Camouflage smoke, CS and WP grenades with black or OD spray paint.

4. Do not bend the pins on the grenades flat. The rings are too hard to pull when needed.

5. Do not carry grenades or smoke on the upper portion of your harness. The enemy will shoot at them trying to inflict several casualties with one shot.

6. Always carry some type of knife on patrol.

7. Snaplink should be secured around the shoulder harness, not on the cloth loops.

8. Carry smoke grenades in pockets of or in rucksack, not on your belt or harness. They take up space, which can be better used for CS or fragmentation grenades.

9. Each team member should carry CS grenades on belt, within easy reach. The reasons are they are ideal in stopping pursuit, they will stop dogs during wet weather when CS powder will dissipate due to wetness, and CS will stay close to the ground and is more effective during damp and wet periods.

10. Make continuous daily checks of all grenades when on patrol to ensure the primer is not coning unscrewed.

General Tips 1. Do not remove the spare batteries from plastic containers prior to use. They may lose power.

2. Never run or turn your back on the enemy. You have a much better chance if you return fire and back off.

3. Put insect/leech repellent around the top of boots, on pants fly, belt and cuffs.

4. Correct any and all team or individual errors as they occur.

5. Recamouflage faces, necks, back of hands in the morning, at noon and at night.

6. Never cook or build heating fires on patrol.

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7. If a person coughs or talks in his sleep, make him sleep with a gag in his mouth.

8. Continually check your point man to ensure he is on the correct azimuth. Do not run a compass course on patrol. Change direction regularly.

9. If followed by trackers, change direction of movement often and attempt to evade or ambush your trackers. They make good POWs. 10. Never take your web gear off day or night.

11. When changing socks, no more than two patrol members at one time and never take off both boots, always one at a time.

12. During the rainy season take extra cough medicine on patrol.

13. All team members should know the location and proper use of morphine.

14. Base the number of canteens per man on the weather and availability of water in the AO. 15. A large percentage of patrols have been compromised due to poor noise discipline.

16. Violet and red smoke is the most easily seen from the air.

17. Never set a pattern in your movement.

18. Pilots should identify the color of smoke used by teams on the ground after it has been thrown. The team doe not identify the color to the pilots.

19. No more than half of the team should eat chow at any one time. The rest should be on security.

20. When teams stop for a listening halt, chow or radio contact, always check a 40 to 60 meter perimeter around the location.

21. All team members should take notes while on patrol and compare them nightly.

22. During NDP or RON, each team member should be able to touch each other without moving positions.

23. Do not fire weapons or use claymores or grenades if the enemy is searching for you at night. Use CS grenades instead. This will cause panic and will not give your position away. You http://call.army.mil/products/sop/adams/chapter19.htm (4 of 29) [7/31/2001 7:26:38 AM]

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can move out relatively safely while they may end up shooting each other.

24. Do not abort a POW snatch mission due to one man coughing. Put him in a rear security position and if necessary have him gag himself.

25. During POW snatch missions place M203s and claymores on the flank of the ambush.

26. A dead enemy's shirt and contents in pockets, plus pack, if he has one, are normally more valuable than his weapon.

27. Keep radio traffic to a minimum.

28. Do most of your moving during the morning hours to conserve water.

29. It's a good idea to place CS in front of claymores at night.

30. Never be afraid to move at night.

31. Each team member should memorize the trees and bushes around his position prior to nightfall.

32. During the dry season, do not urinate on rocks and leaves, but rather in a hole or small crevice. The wet spot may be seen, plus odor will carry further.

Combat Tips

1. Each team leader should have a pre-mission/post-mission checklist to ensure nothing is left behind.

2. When making a visual recon always mark every LZ within your AO. 3. Each team should have a designated primary and alternate rally point at all times. The team leader is responsible for ensuring that each team member knows the azimuth and distance to each RP and LZ. 4. Base water requirements upon the weather and the availability of good water in the AO. Select water points when planning your route.

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lighters with unit insignia. Personnel should only carry dog tags when on patrol. Sterilize your equipment and soldiers for anything of intelligence value to the enemy that isn't essential to the mission.

6. Always carry maps and notebooks in waterproof containers.

7. Mark acetate map overlays only with an alcohol erasable marker. In an emergency bug juice can be used to quickly erase the markings.

8. Don't cut off too much of the map showing your recon zone or AO. Always designate five to ten klicks surrounding your RZ or AO for running room.

9. Use a pencil to make notes during an operation. Ink smears when it becomes wet and waterproof paper is ideal.

10. Inspect each team members uniform and equipment especially radios and strobe lights prior to departure on missions.

11. Every team member should carry maps, notebooks, and ANCD in the same pocket for easy removal by other team members if one becomes a casualty.

12. All survival equipment should be tied or secured to the uniform or harness to prevent loss if pockets become torn. Tie marker panels and signal mirrors to pocket flaps to prevent losing them.

13. Each team should take at least two penlights.

14. Stay alert at all times. You are never 100 percent safe until you are back home.

15. While on patrol move twenty minutes and halt for ten, listen half the time you move. Move and halt at irregular intervals.

16. Do most of your moving during morning hours to conserve water, however, never be afraid to move at night especially if you think your RON has been discovered.

17. Continually check your compass man to ensure he is on the correct azimuth. Do not run a compass course on patrol, change direction regularly.

18. If followed by trackers change direction of movement often and attempt to evade or ambush your trackers.

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19. Never break tree limbs or branches on trees, bushes, or palms, or you will leave a very clear trail for the enemy to follow.

20. Force yourself to cough whenever a high performance aircraft passes over you will clear your throat, ease tension, and cannot be heard. If you must cough, cough in your hat or neckerchief to smother the noise.

21. During the rainy season take extra cough medicine and codeine on patrol.

22. All team members should know the location and proper use of morphine and other pain killing drugs.

23. Make sure personnel take salt tablets as a preventive measure rather than waiting until collapse is imminent. One tablet in a canteen of water is a good way to take salt especially on very hot and humid days.

24. All personnel should wear loose fitting and untailored clothing on field operations. Tight fitting clothing often tears or rips allowing easy access to exposed parts of the body for mosquitoes and leeches.

25. When a team member starts to come down with a immersion foot, stop in a secure position, remove the injured person's boots, dry his feet off, put powder on his feet and pace a ground sheet or poncho over his feet so they can dry. Continued walking will make feet worse ensuring that the man will become a casualty. Thereby halting the further progress of the team.

26. Desenex or Vaseline rubbed on the feet during the wet season will aid in the prevention of immersion foot it also helps prevent chapping if put on the hands.

27. Never take pictures of team members while on patrol. If enemy captures the camera, they will have gained valuable intelligence.

28. A dead enemy's shirt and contents of his pickets plus pack if he has one, are normally more valuable than his weapon.

29. Gloves will protect hands from thorns and when holding a weapon after it heats up from firing.

30. All personnel should camouflage faces and backs of hands in the morning, at noon, and at RON or ambush positions.

31. Correct all team and/or individual errors as they occur. But use tact when reprimanding your personnel if possible take the man aside to criticize him. This enables them to react positively http://call.army.mil/products/sop/adams/chapter19.htm (7 of 29) [7/31/2001 7:26:38 AM]

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to criticism since he will not feel publicly ridiculed and lose "face."

32. All team members should take notes while on an operation and compare them nightly. Each man should keep a list of tips and lessons learned and add them after each operation.

33. Never take your web gear off, day or night. In an area where it is necessary to put on the jungle sweater, no more than two patrol members do so. Take the sweater off the next morning to prevent cold and overheating.

34. If you change socks especially in the rainy season try to wait until RON and have no more than two patrol members change socks at the same time. Never take off both boots at the same time.

35. During rest halts don't take your pack off or leave your weapon alone. During long breaks, such as for noon chow, don't take off your pack until your perimeter has been checked at least 40 to 60 meters out or 360 degrees.

36. Throw nothing on the ground. Either put the trash in your pocket or spray it with CS powder and bury it.

37. Carry CS powder and plastic insect repellant or lube oil bottles. It is difficult to put CS powder in them, but definitely worth the effort. Sprinkle CS in and on C-rat pouches this will prevent animals from digging them up.

38. Never cook or build cooking fires on patrol. No more than two persons should eat chow at any one time. The rest of the team should be pulling security.

39. During the dry season do not urinate on rocks or leaves but rather in a small hole or crevice. The wet spot may be seen and the odor will carry further.

40. When crossing streams, observe first for activity, and then send the far side security across the check the area. Then cross the rest of the patrol with each taking water as he crosses. If any danger area, have all personnel cross prior to getting water. Treat all trails (old and new) streams, and open areas as danger areas.

41. While on patrol don't take the obvious course of action and don't set a pattern in your activities, such as turning to the left when button hooking to ambush your own back trail.

42. A team that has a road watch mission should stay further back from the road during the day and move up tot he road just prior to last light.

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43. Do not hang clothing or bandanas on green bamboo if you plan on wearing it afterwards.

The fuzz on the bamboo is just like itching powder.

44. Teamwork, the key to success only comes through constant practice and training.

45. All team members should carry a mixture of fragmentation, CS, and WP grenades for the following reasons: A. Frags are good for inflicting casualties, B. CS grenades are good for stopping or slowing down enemy troops pursuing your team. In addition they will stop dogs from pursuing you in wet weather when CS powder will dissipate due to wetness, C. WP grenades have a great psychological effect against enemy troops and can be used for the same purpose as CS grenades the use of CS and WP together will more then double their effectiveness.

46. Smoke grenades should be carried in or on the pack and on the web gear or harness. You don't fight with smoke grenades and if you need one, 99 times out of 100 you will have time to get it.

47. Put smoke grenades on pack between pockets.

48. Place an extra first aid packet in the bottom of ammo pack and tape pull-tabs to the bottom of magazines.

49. Burn out range for 7.62 tracer is 900 meters.

Tips of the Trade 1. When using explosives (claymores) ensure you have extra fuse and blasting caps.

2. Try to conduct some kind of language training for the area of operation prior to the mission.

3. Allow for proper ventilation of subsurface hide/surveillance site.

4. When feasible, stretch pantyhose material over optics to hinder glare. Use light to medium color; being careful not to use shiny silk.

5. A subdued tin can may be used as a viewing hole for the hide/surveillance site.

6. Antifungal foot powder is also effective in fighting rashes and jock itch.

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7. Place magazines upside down with rounds facing away from the body. This helps to keep dirt and water out of them and may help to prevent injury should the rounds go off due to enemy fire.

8. Tie off all equipment without "gutting" 550 cord. In a survival situation the 550 cord can be more useful intact than gutted.

9. Subdue snaplinks if exposed.

10. Each individual should carry a survival kit on his LBE (e.g., bouillon in first aid pouch, lighter and hooks in water tab pocket in canteen pouch, water tablets, etc.).

11. Tape water tabs to plastic cap holder so that watering party can put tablets in when filling canteen.

12. The team should carry at least one thermite for destruction of equipment (friendly/enemy).

13. Sew a long pocket on the outside of the rucksack for the long whip antenna.

14. Insect repellent leaks and spills easily, therefore, isolate it from other equipment in the rucksack. Ensure the cap is screwed on tight.

15. A claymore bag attached to the top flap of the ruck is extremely useful. It can carry a claymore, binos, extra handsets, camera, etc.

16. Always use the water out/off your ruck before using the water in your canteens. This will make sure you have water if you should "drop" your ruck.

17. Check straps and buckles of the ruck prior to each mission. 550 cord and tape can be used to repair some problems.

18. Waterproof all equipment.

19. One packet of salt dissolved in 4 oz. of water can be used to gargle with in case of a sore throat.

20. Everyone should know the location of special equipment.

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22. Always carry a rifle cleaning kit to include: brush, oil, and at least one cleaning rod.

23. While on patrol, make it a habit to stop, look, listen & smell (SLLS) for anything out of the ordinary, ensuring not to halt at regular intervals.

24. Extra trash bags are good for waterproofing equipment or personnel and they are light.

25. Avoid overconfidence, it leads to carelessness.

26. When travelling around or crossing water; take the time to fill canteens. If crossing the danger area, fill canteens once everyone is across.

27. Carry extra socks and have foot powder available.

28. If the enemy is pursuing you, deploy grenades (combination of HE, WP, CS to the rear and flanks), and delayed claymores of 60 to 120 seconds (time fuse and blasting cap). This will give the enemy an excuse to quit following.

29. The team and operations should easily understand the team's link-up procedures.

Operations should be able to brief your plan should an outside unit have to link-up with the team.

RON (Remain Overnight) Procedures 30. Practice proper RON procedures when your team is training, even if you are on a rifle range. Take advantage of all training opportunities.

31. Select a tentative site for RON, from your map, at least two hours in advance.

32. After passing a suitable RON site "fish hook" and move into your selected position so that you can observe your own trail.

33. When setting the team into the RON, place the point man in a position opposite the most likely avenue of approach, in case he has to lead the team out.

34. If a team is within range of friendly artillery, and has the preplanned fire support, azimuths should be taken, noting distances, prior to nightfall. Nearby trees or prepositioned stakes will aid as hasty reference points for calling in artillery at night.

35. If it is necessary to send in a nightly "sitrep," do not send the message from your RON.

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36. Half the team should have their compasses set for the primary rally point and the other half the alternate. Team will move out in the direction of least resistance.

37. A buddy system, as always, will be in effect. Each man will take care of another man and his equipment if one is wounded, injured, or killed.

38. The pack or rucksack can be used as a pillow, however, ensure that the carrying straps are in the "up" position for easy insertion of the arms to facilitate quick withdrawal.

39. Confirm your next day's plans prior to resting for the night.

40. Claymores should be placed one at a time. The man placing the claymore should have at least one person pulling security for him. Always place the claymore in a location that can be seen.

41. Place the claymore parallel to the front of the team, and ensure that the wire does not run directly to the RON site. If the enemy should turn the claymore around it would not be facing the RON. 42. Determine, in advance, how the claymores are to be marked, who will blow them and who will give the signal to initiate.

43. Keep in mind that in some instances claymores may not be needed for a RON, and that CS may be more effective. When claymores are put out, teams have a tendency to wait to long (waiting for the enemy to enter the kill zone) to blow them. If an enemy force is moving in on the RON it will probably be "on line." If no claymores are out, throw CS in the direction of the enemy. Wait a few seconds for the gas to disperse, and then initiate a withdrawal. Hopefully, the enemy will be misoriented and even if he did have protective masks he could not readily see what was going on. If a claymore is triggered, a grenade thrown, or a rifle fired, the enemy may flank the team and box it in.

44. All team members should be awake, alert, and ready to move by first light.

45. Another check of the perimeter prior to move out should be conducted 40-60 meters out prior to moving out.

46. Once the team has moved out of the site, the ATL should make a thorough check of the area to ensure nothing was left and proper counter tracking measures were taken.

47. The team leader should ensure that personnel take recommended medication (i.e., malaria tablets) as prescribed.

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48. Never eat or smoke in the RON because the odor may give the position away.

49. Be very careful when leaving the RON. If you have been tracked or seen, you stand a great chance of being attacked or ambushed within 300 meters.

Breaking Out of Encirclement 50. When encircled, the sooner you attempt to break out the better chance you will have to effectively break contact with the least amount of casualties. The longer you wait, the stronger and better deployed the enemy becomes.

51. Formation to use: The most effective method a small element can use is to form into a pyramid configuration, with the back of the pyramid leading. The following actions should take place: A. The team forms into position.

B. CS is deployed to the flanks.

C. WP grenades are thrown to the rear.

D. claymore mine/fragmentation grenades are fired or thrown in the direction the team will move.

E. Immediately after the claymore/grenades go off to the front the team moves.

F. The first element of line will fire on full automatic.

G. When the first element's magazines are empty, the second element moves through them and continues to fire.

H. When the second element had emptied their magazines the first element will have reloaded and will pass through them, taking up the assault but will only fire on semiautomatic.

52. Supporting fires: Artillery, helicopter gunships, and TAC Air, if available, should be used to assist your break out attempt. Such as: A. Supporting artillery fire, within range can be effectively employed to pave your way out of encirclement or near encirclement. When foul or inclement weather prevents your use of helicopter or TAC Air for support, you must use artillery if available. Artillery support, http://call.army.mil/products/sop/adams/chapter19.htm (13 of 29) [7/31/2001 7:26:38 AM]

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should be requested at the first sign of trouble. Many times it can be firing in your direction before air support can arrive on station to assist you. Have the fire planned to encircle your position and once the original rounds hit, choose the direction you plan to move and "walk" the rounds in front of you as you move out.

B. Helicopter gunships can assist you with almost continuous close fire support, firing directly in front and to the rear during your break in contact. The effect this fire will have is dependent upon the density of the vegetation, location of your team, and whether or not your supporting aircraft crews can see you or your signals. You may have to direct their fire by adjusting from the strike of the rounds and rockets.

C. Tactical airstrikes can assist you in your attempt to break out of encirclement. To do this, call for bombs in the direction you desire to move. Since the enemy will get as close to the team as possible to avoid airstrikes, it is preferred to call in the bombs first and then have the TAC Air fire his machine guns and 20mm in front of you as you move out.

They can place machine gun fire much closer to you than bombs.

Infiltration/Exfiltration 53. When loading the aircraft for infiltration, ensure the team is seated so that they may exit the proper door.

54. Headphones should be coordinated for the TL so that he can have communication with the pilot during infiltration.

55. The TL and the pilot will determine the direction of approach to the LZ for final loading of the team.

56. At a minimum, the TL will follow the route with his map and note any deviations to the planned route.

57. If the aircraft is shot down the team leader is in command on the ground. He will do the following: A. Account for his and A/C crew.

B. Secure an area 40-50 meters in front of the A/C. C. Care for the wounded/dead.

D. With the pilot, return to the A/C to ensure the radios are zeroed of frequency, fuel is shut off, destroy the battery, remove maps, SOI, notebooks of the pilots and M60s and http://call.army.mil/products/sop/adams/chapter19.htm (14 of 29) [7/31/2001 7:26:38 AM]

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ammo.

E. Call for pickup of personnel and A/C. F. Evacuate A/C crew and wounded/dead first.

G. Rest of team later.

58. Inform personnel of the order of extraction prior to the arrival of the extraction A/C. The LZ should be secured prior to the arrival of the A/C. 59. Team leader should give pilot a track to fly, and describe his LZ. 60. Team members should approach the exfil A/C from the front. NOTE: Doing this the door gunner can support the team easier.

61. The team leader is the last to enter the A/C and will give the pilot an "up" before taking off.

62. If your mission calls for emplacing a mine in a road, ensure that an extra fuse is taken along, in case one is lost.

63. Conduct English classes for your indigenous personnel, especially interpreters. Conduct classes for your U.S. personnel on your indigenous team members' dialect.

64. Pre-set frequencies on the PBC-25 so that a quick turn of the dials will put you on the desired frequency. This is especially helpful at night when you want to avoid using a light.

65. If the team uses a grenadier armed with rifle grenades, have him place a crimpled cartridge as the first round, in each magazine carried. After firing the grenade, he can use the rifle normally. When the magazine is empty and a new one inserted the grenadier can then quickly fire another grenade.

66. Take paper matches to the field in a waterproof container. Do not take cigarette lighters as they make too much noise when opening and closing.

67. Do not ask for a "fix" from forward air control unless absolutely necessary. This will aid in the prevention of compromise.

68. Place a plastic cover on your PRC-25 to keep it dry in the rainy season.

69. When using a wire tap device, never place the batteries in the set until needed. If the http://call.army.mil/products/sop/adams/chapter19.htm (15 of 29) [7/31/2001 7:26:38 AM]

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batteries are carried in the device they will lose power even though the switches are in the off position.

70. If batteries go dead or weak do not throw them away while on patrol. Small batteries can be recharged by placing them in armpits or between the legs of the body. A larger battery can gain added life by sleeping with the battery next to the body. Additional life can also be gained by placing batteries in the sun.

71. Each man on a team must continually observe the man in front of him and the man behind him, in addition to watching for other team members' arm and hand signals.

72. When carrying the M79 on patrol, use a retainer band around the stock to hold the safety on safe while moving.

73. In most areas, the enemy will send patrols along roads and major trails between the hours of 0700-1000 and from 1500-1900. Since most of the enemy's vehicular movement is at night, a team that has a road watch mission should stay no less than 200 meters from the road during the day and move up to the road just prior to last light. When the enemy makes a security sweep along a road, usually twice a week, he normally does not check further than 200 meters to each flank.

74. If you hear people speaking, move close enough to hear what they are saying. The reason is obvious. The Vietnamese team leader should make notes.

Forward Air Controller (FAC) Tips 1. The FAC is second in importance to your weapon while on combat operations. Learn all you can about FAC procedures. Proper use of FAC support could mean the difference between whether or not you return from a patrol.

2. When making a FAC visual reconnaissance take a map that covers the area of operation from the forward observation beginning to your reconnaissance zone.

3. Never fly directly over your reconnaissance zone (down the middle). Fly along the side of your reconnaissance zone so you can observe as much as possible in your reconnaissance zone.

4. Whenever you hear an aircraft, ensure that your radio is turned on, they may be trying to contact you.

5. The average time for reaction to an immediate request is 15-45 minutes.

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6. The tactical aircraft may have mixed ordnance or if it's diverted aircraft the ordnance someone else has requested for a pre-planned target.

7. If a patrol, not in contact with the enemy, requests an air strike against a specific target, request appropriate ordnance to destroy the target.

8. The FAC must know your position on the ground before he will clear any strike craft on your target.

9. The mirror is the best way of signaling the FAC to mark your position. If the sun is not out, use the clock system with your panels.

10. If clouds obscure the sun you can still signal an aircraft by placing your strobe light against your signal mirror. The pilot can more readily see the flashes from the strobe light as they are reflected from the mirror.

11. Do not cut your signal panel if it will make it difficult to see from the air.

12. If contact is made with the enemy and you are in a dense jungle, use WP grenades to mark your location for the FAC. Normally the regular red and violet smoke grenades are not sufficient.

13. There are several methods of marking your location at night. You can use a flashlight, strobe light, flares or WP grenades.

A. Tape or paint the sides of the strobe light to make it more directional and to reduce illumination from the side.

B. Notify the aircraft before firing a pen flare since a flare resembles a tracer. Never fire them directly at the aircraft.

14. When directing a FAC to your position or target area use the clock system. NOTE: The nose of the aircraft is the twelve o'clock position.

15. Don't use azimuth readings to direct aircraft until the FAC has your position located. Once located use azimuth readings in degrees to your target and distance in meters.

16. Always give the FAC a complete description of your target and target area.

17. Make adjustments for the FAC after each round and after each aircraft makes a pass.

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18. Give the track that you request, always try to put strike across your front. Do not call air in with its strike track coming directly across your position, from the front or rear. NOTE: A strike that is a fraction too soon or late could land in your position. IT HAS HAPPENED BEFORE. 19. A combat sky-spot can be used as an immediate or pre-planned strike. You must give him an eight-digit coordinate and a track for the aircraft. NOTE: If possible, have the FAC determine the patrol's location before the sky spot makes a strike.

20. Whenever possible, try to give a bomb damage assessment (BDA) to the FAC. 21. A FAC can be used effectively to direct a team in contact to landing zones. A FAC can also provide an airstrike to prep an exfil-landing zone for a team before it reaches the landing zone.

This is a good technique to employ in dangerous areas.

22. A FAC can be used to break off contact while a patrol is waiting for strike craft. A low pass or a pass firing a marking round may make the enemy think they are being attacked, thus causing them to withdraw.

US FAC TO ATTACK AIRCRAFT BRIEFING (Omit data not required; do not transmit line numbers. Units of measure are standard unless otherwise specified.)

US FAC: "__________________, this is _________________________" (aircraft call sign) (US FAC call sign) ∗ 1.

Initial point (IP): "_____"

∗ 2. Heading: "_______________"(magnetic). Offset ________________" (IP to tgt) (left/right) ∗ 3. Distance: "______________" in nautical miles (IP to tgt) ∗ 4. Target elevation: "_____" in feet-MSL ∗ 5. Target description: "_____"

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∗ 6. Target location: "_____________________________________________" (latitude & longitude or grid coordinates or offsets or visual)

7. Type mark:"_______________________" Code:"_____________" (WP, beacon, laser) (beacon, laser) For laser target marking includeLaser to target line:"_____degrees" 8. Location of friendlies:"_____" 9. "Egress_____"

Remarks:"_____________________________________________________ (such as atk clearance, J-SEAD, threats, restrictions, abort ______________" codes, hazards) Time on target: "TOT_____" or Time to target (TTT): "Stand by _____plus________, hack." (min) (sec) (USMC aircraft will interpret transmission of this briefing as a clearance to attack.)

The FAC should regard friendlies within one kilometer of targets as a "troops in contact" situation and advise the ground commander accordingly. The ground commander must accept responsibility for friendly risk when targets are inside 0.1% PI (probably of incapacitation). The passing of the ground commander's initials indicates his acceptance of the risk for intentional ordnance delivery inside the 0.1% PI distance. http://call.army.mil/products/sop/adams/chapter19.htm (19 of 29) [7/31/2001 7:26:38 AM]

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More RON (Remain Overnight) Tips 1. Deviate from your route of march often. Never move in a straight line.

2. Packs should not be taken off until it is dark.

3. When deploying the team for RON, place the point man in a position opposite the most likely avenue of approach to lead the team out in case of emergency.

4. Check your RON position to form a peak in the canopy for using the strobe light to direct "Shadow" at night.

Prisoner of War Snatch Tips 5. General: Once your recon team has been selected for a prisoner of war (PW) snatch mission and given a recon zone the following actions should be taken in addition to those normally taken for a recon mission.

A. Study the map to find a possible location to conduct your PW snatch with your reconnaissance zone.

B. Conduct a visual reconnaissance to familiarize yourself with the terrain, select landing zones and escape and evasion routes, reference points, record any new trails in the reconnaissance zone and pick tentative PW snatch positions.

C. Finalize plans for primary and alternate landing zones and routes of march to and from PW snatch locations you selected while on visual reconnaissance. If you have any photos or have taken some during your visual reconnaissance, study them carefully.

D. Assign duties for each patrol member and draw equipment needed both for training and for actual preparation.

E. AWPRT-r and AMPRR-9 or HT1 radios should be taken for "in-position" transmission and signaling.

F. Flight time to and from the target area considering the time recovery aircraft will have "on target" should be remembered by the team leader when he selects the number of personnel and helicopters it will take for insertion and extraction. Plan the altitude of the

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insertion and extraction landing zones with the load carrying capacity of the aircraft in mind.

MOVEMENT TECHNIQUE TIPS 1. Movement technique: There are basic techniques of movement that can be employed by small recon teams to avoid being detected or encircled by enemy forces. Each of these are explained and discussed below: a. The box technique: This is a simple and effective method to use and takes very little practice to employ. From a given point the team moves out on a set azimuth for specific set number of meters or paces, for example let's say 35 meters...The team then makes a 90 degree turn and moves 75 meters, then another 90 degree turn for 30 meters, another 90 degree turn for 30 meters, another for 30 meters. You will have formed a "box." At this point you can do any one f several things; you can wait in ambush for your trackers, or pursuers, walk backwards across your old trail, if the vegetation and soil is such that it is impossible to hide your tracks, or continue on. When you move out, after having formed your first "box" move for another 50 to 75 meters and form another box. By forming these boxes it will enable you to ambush your pursuers and will definitely confuse any trackers as to your direction of movement. It will also discourage the enemy if you occasionally booby-trap your back trail. You can maintain a general heading that you desire to go without the enemy force becoming aware of it until you are out of the danger area or until he loses you completely. A word of caution though, and that is not to continually make your boxes the same size or to continually turn to the right or left.

Never set a definite pattern of movement. Examples follow:

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b. The figure eight technique: The figure eight method is very similar to the box technique, in that you are doing basically the same thing except here you will be making circles instead of squares. An example is show below:

c. Angle technique: Another effective method to use in evasion and takes very little practice to employ. The patrol will change the direction of movement from the present patrol route of march in a series of angle movements. For example the team will make an angle move to change direction such as 30 degrees, 45 degrees, 70 degrees for a hundred or so meters then do it again to confuse the enemy. An example is shown below:

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NEW TIPS OF THE TRADE GENERAL MODIFICATIONS OF EQUIPMENT: 1. A way to make your Army issue anglehead flashlight dual purpose (tactical/non-tactical) is to cut in half the red filter of your flashlight then glue one half to the flashlight body at the top. Then glue the other half to the inside of the screwcap and screw the cap back on. As you turn the cap, notice that both halves are together, so now you have a white light showing. Continue turning the cap until the cut portions come together and now you have an all red light showing.

2. Conducting river crossings can be made easier in slow current by using your rucksack as the flotation device. This is one of many techniques. First ensure your equipment is well waterproofed. Use ziplock bags for small items. Blow air into the ziplock bags as well as the large waterproof bag. Then secure them. Place the pocket side of the ruck into the water. Place your arms through the shoulder straps with the ruck frame on your belly. Your weapon can be slung on your back. Then start swimming.

3. You can use your 2-QT canteen cover to carry M-16 mags, smoke grenades, frags, or binos.

4. In order to get to your combat knife easily, tape it to your LCE suspender upside down and on your non-firing side. You can also tape a strobe light to the sheath with the top facing up so you can signal A/C without taking the strobe out of the case.

5. You should keep as much emergency equipment on your body as possible. A way to do this is to sew extra pockets on your BDUs. You can sew them to the inside of the trouser pockets or on your shoulders.

These are good places to put a small survival kit, first aid kit, or strobe light.

6. Replace your boot strings with extra long 550 cord to meet those emergencies when you need a tiedown, etc.

7. By cutting off the fingers of your leather gloves at the second knuckle, you'll be able to use and feel your fingers while still protecting your hands from thorns, bushes, etc.

8. To make semi-permanent water proof bags, take ziplock bags and wrap them with 100 mph tape to reinforce them. They'll last a long time and make less noise when using them.

9. For a sturdy but cheap small container, use a soap dish covered with 100 mph tape. Use it as a container to keep a survival kit, first aid kit, small battery powered razor, etc. http://call.army.mil/products/sop/adams/chapter19.htm (23 of 29) [7/31/2001 7:26:38 AM]

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10. A 35mm film container works well to keep aspirin, Motrin, etc., since they are made of durable plastic, water proof, and will not break.

11. A poncho liner is great used alone but better if you modify it. You can use it as it was intended by tying it to the inside of your poncho or doing the following: Take the bottom corners and tie them together so your feet don't stick out, or sew the bottom together like a sleeping bag, using a zipper, or sew your poncho into an old style goosedown sleeping bag cover.

12. A tip for you on how to keep warm when on guard duty is to make a Mexican style poncho. Just cut a slit in the middle of your poncho liner large enough for your head to slide through. You might want to reinforce around the edges by sewing to keep the hole from fraying, or use Velcro to hold the edges together when using it as a blanket. For those cold rainy nights you can put the poncho on over top of the liner to waterproof you. Be sure to tie the corners of the liner to the poncho so the liner doesn't become excessively wet.

13. If you're freezing your butt off in your hide, fighting position, etc., put on a poncho/liner, dig a small hole, put a candle in it, light it, and the heat from the candle will heat up the air and keep you warm.

14. A waterproof bag has many uses. Here's a couple more. Dirt and mud can clog the pores of your equipment and will fail to keep you warm. That's very important when it comes to your sleeping bag. Try putting your feet inside a waterproof bag then get in the sleeping bag. You'll be warmer, and the inside of your bag won't get wet and muddy. If you take your boots off before your get in the bag (which is not the preferred technique), put the waterproof bag over the end of the sleeping bag where your feet are.

15. The standard BDU cap is a good piece of equipment, but it doesn't break up the outline of your head!

A much better alternative is the trusty old boonie hat. It dries out much faster when wet, shades the eyes much better from the sun and does break up the outline of your head! Make your headgear multi-purpose by sewing a piece of luminous tape to the top portion of the inside of your hat so you can write or read notes on it without using a flashlight. Also sew a 6x6 portion of a VS-17 panel to the inside for signaling.

16. In a BDU cap you can cut a small portion of the seam in the rear of the cap to put small fishing hooks, line, and tripwire. Don't let it get too bulky.

17. You know that when it rains your rucksack feels like it gained 50 lbs. because it absorbed every drop.

Well, why not make a rucksack cover? All you need is an old poncho. Start by laying the poncho out flat on the ground. Put a full rucksack on top of the poncho and cut around the ruck 18 to 30 inches. Then mark the ends about ½ inch in. Put 550 cord on the ends and sew the fabric over the 550 cord. Make sure you don't sew all of the way around so you have room to tie off the 550 cord. When you put it on the ruck the shiny side is out and the draw string is at the top. Draw the cord tight around the ruck and tie the cord onto the top of the ruck frame with a hard knot.

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18. Take the filters out of the bottom of your angle flashlight and stor4e more need items, like aspirin, vitamins, a small mirror, candle, matches, fishing hooks, line, sinkers, compass, etc.

19. You can add more to your first aid pouch on your LCE besides a dressing. Add aspirin, cough drops, Band-Aids, moleskin, chapstick, etc.

20. Take a pair of tennis shoes to the field with you so that on the down time that you might have you can put them on to allow your boots to dry out and rejuvenate those abused feet. On those special patrols consider wearing them to aid in silent movement and counter tracking.

21. For a light weight all weather jacket, consider this. Sew, zipper, or Velcro a field jacket liner into a 1 size larger BDU jacket. You can do the same with a wet weather jacket.

22. For the field only, try making coveralls from old BDUs. They should be a size or two larger than you usually wear. Find a reference point on the inside of the jacket. That's where you will sew the trousers.

When sewn they should not be so high as to crunch your nuts, or so low that the crotch part is down to your knees like some rapper on the street. You can wear it by itself or over another uniform.

23. Knee pads are great to save your knees when you have to take a knee or IMT. If you don't want to spend the money on pads then cut a short slit on the inside of your BDU trousers below the seam at the top portion of the trousers and insert a piece of pad from your poly pad in both legs. This is probably better so you won't have regular knee pads sliding all over, and they are not as noticeable to anyone who would care.

24. An excellent technique for writing notes and making sketches at night is to get a piece of luminous tape as large as the paper you're using and place it behind the paper. It's like writing a check in a checkbook and using a plastic insert so you don't write on another check. Be sure to juice it up with a flashlight or the sun before the mission.

25. A belt worn in the field usually chafes you, especially after it rains. Instead, use a set of suspenders to hold your pants up. For more available first aid consider using one or two cravats placed in the belt loops.

26. To keep the ruck shoulder straps from chafing and slipping, sew the soft part of Velcro to the inside of the shoulder straps, or use padding sewn or taped to keep the straps from digging into your shoulders.

27. You can make the map smaller and more compact by putting sticky acetate on your map, then getting the paper part of the map wet. Take a ruler or something similar and scrape the paper off. All the colors/graphics will stay on the acetate.

28. You can turn regular acetate into pencil acetate by taking fine grain sand paper and rubbing it in a circular pattern all over the acetate. Wipe off the residue. Use a number 2 or 3 pencil for best results. An http://call.army.mil/products/sop/adams/chapter19.htm (25 of 29) [7/31/2001 7:26:38 AM]

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eraser from the pencil works well to erase your work.

29. Additional pockets can be made/sewn onto your rucksack to carry equipment in order to keep from tearing your ruck apart to find something.

30. Instead of spending your hard-earned cash on items like a pace cord, try making one yourself. Instead of using 550 cord, use an old bootlace, since 550 cord could be hard to find. For the counters, you can use more bootlace. Use short pieces and make nine square knots on one long piece of lace. Large or small beads can be bought at any craft shop. Also you can use large rubber washers that you use in your faucet.

MORE RECONNAISSANCE TIPS 1. Although speed is a form of security, it is a form at it's worst. Your speed during movement should be slow and deliberate. Watching for the enemy is tip priority. Second should be using the terrain to your advantage. Third should be proper use of counter tracking techniques.

2. If you move at night, here's a trick to help you adapt to the dark quicker and provide quicker sight adjustment. Before dark, use an alternate pointman and have him put on a dark shaded pair of goggles.

Then when it is dark, have him take off the goggles and take over as your pointman.

3. When conducting an ambush it is critical for each member of the patrol to lay down accurate but violent fire into the kill zone. To assist in this, while you're preparing for the mission in the rear area, have each member of your patrol cut a couple of two foot stakes about three inches in diameter. Now attach one piece of 550 cord to the top of each stake so that there is approximately two feet of cord separating the stakes. When you're emplacing your men at the assault line, push in each stake far enough into the ground so that they won't move. Since the tendency is to fire high during an ambush at night the 550 cord will stop the weapon from raising and the stakes will give you the firer's left and right limit.

4. As a grenadier in your unit, you need to watch the terrain. If you're moving through dense or thick terrain, then chamber a round that would be most effective. Yes, buckshot would be the best to use for the terrain. If you're in lightly or sparsely vegetated terrain the HEDP would be the right choice.

5. To enhance your hearing or key in on a particular sound, cuff your hands behind each ear and turn toward that sound.

6. If you need to sneeze, press your forefinger under your nose against your teeth and push up under your nose to relieve the pressure. (Another way is to simply hold one eye open with your thumb and forefinger – you cannot sneeze with an eye open.)

7. When moving through an area with a lot of sand and you cannot avoid going through it, you can cut down on staining by wearing sand bags over your boots or an old large pair of socks. http://call.army.mil/products/sop/adams/chapter19.htm (26 of 29) [7/31/2001 7:26:38 AM]

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8. For real life missions, do not use lotions to protect your skin or to help camouflage paints go on or off easier. Skin so soft and other lotions smell perfumy and tend to make your face shine defeating the purpose of concealment.

9. When the bugs are getting to you and you're out of insect repellent, eat a few match heads. The sulfur from the match will go through your blood stream and come out the pores of your skin. Chiggers, mosquitoes, and ticks will stay away.

10. On patrol don't wear your hooah patches or unit patches. All you need is name tag and U.S. Army.

You don't want the enemy to know right away what your qualifications are if you're captured. The enemy will use anything against you – don't give them a chance.

11. As a rule of thumb you should never attempt to re-enter through a friendly unit's passage point at night, especially if you haven't prior coordination or you don't have FM commo with them. It is better to establish a patrol base out of range of their weapons and make physical contact with them during daylight.

12. Whole MREs take up a lot of room in a rucksack. You should plan for only one meal a day while on a mission. If you're doing your job then that's all you'll need. You should strip each meal so that you'll only be taking only what you eat. Take the food packets and stack them on top of each other. Then tape them together so that you have one whole meal. You can also strip the meals and put them back in the brown bag they came in, then tape the bag up so it stays together.

13. Wrap 100mph tape around the corners of your 2-qt canteen to prevent it from bursting on a sharp impact like what happens during an airborne operation.

Foot care/prep.

- Dry out the sweat glands in the feet by utilizing an anti-perspirant containing aluminum chlorhydrate (Arrid Extra Dry, etc.). Moist or wet feet become very tender, and are more likely to blister. NATIC studies show that spraying the feet twice a day for two weeks prior to field duty, foot marches, etc., is sufficient to dry out the sweat glands. This is a great benefit in cold weather as wet feet are many more times likely to become frostbitten.

- Gore-Tex boot socks are the best utilized in the following manner: Before going to sleep, dry your feet, put on dry socks, Gore-Tex socks, and then your cold, wet boots. If you have to move to an alternate patrol base, you'll be ready. You'll wake up with dry, combat-ready feet. These socks are not usually well suited for long or fast paced movements.

Chow in the field

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- European armies have always stressed heating up food in the field. British rations, for example, contain many items that cannot be eaten unless they are mixed and cooked (soups, cocoa, tea, coffees, entrees, etc.). They plan time for this into their missions. A hot canteen cup of chow does wonders for morale.

Observe the morale of the platoon that habitually pulls stand to, scarfs down a cold MRE, then moves out. Next observe the platoon that, out of habit, gets a hot meal, or a cup of cocoa into the belly of every man. Couple this with dry feet, and a marked increase in unit morale occurs. Take care of your men, and they'll take care of you.

Clean out your canteen after every FTX. Put a tablespoon of household bleach into each canteen and fill with hot water. Let them sit for two hours. Rinse with hot water. This will kill any bacteria (the black residue) that sometimes forms.

Escape and evasion kit-Put together a small kit for personal survival in case you become separated from your unit in combat or training. It should be contained in some sort of bag that is kept on your body. A small, dark colored civilian buttpack works well. It should contain, as a minimum, the following: Swiss Army knife or equivalent Space blanket 550 cord waterproof matches signal device- day and night Heavy gauge plastic bags for water, etc.

Water purification tablets Freeze dried meal (or two), light and vacuum packed Athletic energy bars- (Power Bars, Cyto Bars, etc.)

Cravats- multiple uses M-16 TIPS 1. Tape or use a muzzle cover n your weapon to keep out dirt and water. If you're using tape, leave a slit http://call.army.mil/products/sop/adams/chapter19.htm (28 of 29) [7/31/2001 7:26:38 AM]

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open on the muzzle for ventilation. For the muzzle cap, tape the cap to the barrel so you don't lose it.

2. Put 100mph tape on the receiver just below the ejection port cover so that when you're in the ORP and checking weapons, you won't hear the metallic click when you pull the charging handle to the rear, or tape the ejection port cover.

3. Put a complete cleaning rod together and take it apart at the middle. Then tape both parts to the hand guard in case your weapon has a double feed. The rod takes no time at all to put together and use in your weapon.

4. Use the compartment in the buttstock to put additional first aid items or survival equipment.

5. To increase flexibility and speed when changing magazines, tape two magazines together with the open portions facing opposite each other. Use paper on the mag that you're not immediately using to keep out dirt. A disadvantage to this is if you're firing from the prone, it's hard to get low in the prone to fire.

People say this technique weakens the magazine release spring, but I surely can't see how.

6. Use hunter's camouflage tape on your weapon to break up the outline. Don't put any on the barrel because it will melt to it when the barrel gets hot. Stay away from using burlap because it gets in the way of functioning the weapon and falls off leaving a trail for the enemy to follow.

7. If your weapon gets submerged in water, you need to drain the water out. Do this by pointing the barrel down. Then pull back the charging handle slightly to the rear in order to relieve pressure in the chamber. The water will run out. It's always a good idea to put another round in the chamber so your weapon won't misfire.

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Chapter 20 Leaders' Tasks in the Defense We try to use the defense only to use the time to go back on offensive operations. But when you go to the NTC and the JRTC there is just literally hundreds of tasks, and how to accomplish those tasks in some form of a timeframe is something we need to understand. Here are some of the basic do's and don'ts, and how you should build positions and how you should not build positions.

The following will clarify many questions NCOs have about setting up a proper defense.

DEFENSE LEADER TASK - Develop and disseminate defensive scheme of maneuver based on recon - Establish and maintain security at all times - Leaders coordinate with adjacent units to establish limits of sector - Refine defense concept based upon terrain - Assign unit sectors that centers sub-elements or to effect the decisive point/area - Confirm trace and position other weapons, ensuring positions and dispersed so as to minimize casualties from indirect fire while still covering sectors - Assign sectors of fire for each position so that fires are interlocking (lay down in each position to ensure it covers field from ground level perspective.

- Have soldier walk out left & right limits to confirm dead space, interlocking fires, and fighting position suitability. Adjust position accordingly.

- Clear fields of fire (emplace sector stakes) and record azimuth to left & right limits - Emplace claymore mines - Outline positions.

- Designate locations of obstacles and barriers to complement defense and channelize/stop the enemy - Prepare range cards.

- Prepare sector sketches (leaders).

- Dig primary positions (simultaneously wire/mine, emplace early warning, prepare obstacles based on METT-T). a. Dig prone positions first - verify positions' suitability b. Dig kneeling position overlaid on prone. c. Dig armpit deep position - Designate alternate and supplemental position - Prepare frontal, side, and rear parapets, and then overhead cover. Camouflage prior to "Defend by" time.

- Clear selected fields of fire across sectors defined by parapets.

- Prepare alternate/supplemental positions.

- Stockpile ammunition, food and water.

- Rehearse defense and movement to alternate and supplemental positions.

ADDITIONAL LEADER TASKS - Establish security/patrol plan - Select and establish LP/OP location.

- Select and establish CP location.

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- Establish and enforce rest plan.

- Plan counterattack and withdrawal under pressure.

- Rehearse alternate and supplemental positions routes.

- Establish a maintenance plan.

- Establish a supervision plan.

FIGHTING POSITION CONSTRUCTION INFANTRY LEADER'S REFERENCE CARD LEADER'S RESPONSIBILITY: ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Protect troops Plan and select fighting position sites Provide materials Supervise construction Inspect periodically Get technical advise from engineers as required Improve and maintain unit survivability continuously Determine if need to build up or build down OHC

FIGHTING POSITIONS MUST: 1. Enable soldier to engage the enemy within his assigned sector of fire. Should be out to the maximum effective range of his weapon (terrain dependent) with grazing fire and minimal dead space.

2. Provide soldier protection from direct fire. Construct parapets a minimum of 39 inches thick (length of an M16 rifle) and 12 inches high (length of a bayonet) to the front, flank, and rear. "Building down" overhead cover (OHC) and constructing a firing platform at the forward edge of the position is another option.

3. Provide soldier protection from indirect fires. Construct OHC a minimum of 18 inches thick (length of an extended entrenching tool) to protect against overhead burst. Leaders identify requirements for additional OHC based on threat capabilities.

4. Provide soldier protection through concealment. The fighting position must be undetectable from a distance of 35 meters.

PRIORITY OF WORK ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍ ❍

Establish local security Position antiarmor weapons, machine guns, and units, and assign sectors of fire Position other assets attached to the platoon Establish the CP and wire communications Designate FPLs and FPFs Clear fields of fire Prepare range cards and sector sketches Coordinate with adjacent units left, right, forward, and to the rear Prepare primary fighting positions Emplace obstacles and mines Mark or improve marking for TRPs and other fire control measures Assign alternate and supplementary positions and sectors of fire Improve primary fighting positions (camouflage, OHC, etc.)

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Prepare alternate positions, then supplementary positions Establish sleep and rest plans Reconnoiter routes Rehearse engagements, disengagements, and any counterattack plans Adjust positions or control measures as required Stockpile ammunition, food, and water Dig trenches to connect positions Continue to improve positions - construct revetments/replace camouflage/add to OHC

- Leader's Checklist ●

●

●

Site Position: ❍ Check fields of fire from prone ❍ Assign sector of fire (primary and secondary) ❍ Emplace aiming and limiting stakes ❍ Emplace grazing fire logs or sandbags ❍ Decide whether to build OHC up or down, based on potential enemy observation of position Prepare: ❍ Scoop out elbow holes ❍ Trace position outline ❍ Clear primary and secondary fields of fire Inspect: ❍ Site location tactically sound ❍ Low profile maintained ❍ OHC material requirements identified

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- Leader's Checklist ●

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Prepare: ❍ OHC Supports to Front and Rear of Position ■ Ensure at least 1 foot (about 1-helmet length) or 1/4 cut, whichever is greater, distance from the edge of the hole to the beginning of the supports needed for the OHC ■ If logs or cut timber is used, secure in place with strong stakes about 2 to 3 inches in diameter and 18 inches long (short U-shaped pickets will work) ■ Dig in about 1/2 height ❍ Front Retaining Wall ■ At least 10 inches high (2 filled sandbags in depth) and two M16s long ❍ Rear Retaining Wall ■ At least 10 inches high and one M16 long ❍ Flank Retaining Walls ■ At least 10 inches high and one M16 long ■ Start digging hole; use soil to fill sandbags for walls Inspect: ❍ Set back for OHC Supports - minimum of 1 foot or 1/4 depth of cut

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- LEADER'S CHECKLIST ●

●

Prepare: ❍ Dig position ■ Maximum depth is armpit deep (If soil condition permits) ■ Use spoil from hole to fill parapets in order of front, flanks, and rear ■ Dig grenade sumps and slope floor toward them ■ Dig walls vertically ■ If site soil properties cause unstable soil conditions, construct revetments and also consider sloping walls ■ Sloped walls: First dig vertical hole and then slope walls at a 1:4 ratio (move 1 foot horizontally for each 4 feet vertically) ❍ Install revetments to prevent wall collapse/cave-in ■ Required in unstable soil conditions ■ Use plywood or sheeting material and pickets to revet walls ■ Tie back pickets/posts ❍ Place OHC stringers: ■ Stringers: 2" x 4", 4" x 4", or pickets (U facing down) ■ Standard OHC Stringer length 8 ft (Allows for length if sloping of walls occurs ■ L=Stringer Length and h=Stringer Spacing ■ Second layer of sandbags in front and rear retaining walls removed to place stringers. Replace these sandbags on top of stringers once stringers are properly positioned.

Inspect: ❍ Stringers firmly rest on structural support ❍ Stringer spacing ❍ Lateral bracing placed between stringers at OHC supports ❍ Revetments built in unstable soil to prevent wall cave-in. Walls sloped, if needed.

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- Leader's Checklist ●

●

Prepare: ❍ Install OHC ■ Use plywood, sheeting mat or foxhole cover for dustproof layer (could be boxes, plastic panel, and interlocked U-shaped pickets. Standard dustproof layer is 4' x 4' sheets of 3/4-inch plywood centered over dug position ■ Nail plywood dustproof layer to stringers ■ Use minimum of 18 inches of sand-filled sandbags for overhead burst protection (4 layers). As a minimum, these sandbags must cover an area that extends to the sandbags used for the front and rear retaining walls.

■ Use plastic or a poncho for waterproofing layer ■ Fill center cavity with soil from dug hole and surrounding soil ❍ Camouflage Position ■ Use surrounding topsoil and camouflage screen systems Inspect: ❍ Dustproof layer - plywood or panels ❍ Sandbags filled 75% capacity ❍ Burst layer of filled sandbags at least 18 inches deep ❍ Waterproof layer in place ❍ Camouflage in place ❍ Position undetectable at 35 meters ❍ Soil used to form parapets, used to fill cavity, or spread to blend with surrounding ground

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Leader's checklists remain the same as stated previously for a built-up OHC fighting position. However, there are three major differences/concerns:

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❍

❍

The maximum height above ground for a built-down OHC should not exceed 12 inches. Parapets may be used up to a maximum height of 12 inches. Leaders must ensure that soldiers taper OHC portions and parapets above ground surface to conform to the natural lay of the ground.

The position is a minimum of 3 M16s in length. This provides soldiers adequate fighting space between the end walls of the fighting position and the built-down OHC. This requires an additional 2.5 hours to dig.

When firing, soldiers must construct a firing platform in the natural terrain upon which to rest their elbows.

They position the firing platform to allow the use of the natural ground surface as a grazing fire platform.

2-MAN FIGHTING POSITION WITH BUILT-DOWN OHC These views depict a fighting position in which no parapets are used, and the OHC is flush with the existing ground surface.

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(H+0 to H+.5 hrs).

- Leader's Checklist ●

●

●

Site Position: ❍ Check fields of fire from prone ❍ Assign sector of fire (primary and secondary) and final protective line (FPL) or principal direction of fire (PDF) ❍ Emplace aiming stakes ❍ Decide whether to build OHC up or down: Based on potential enemy observation of position Prepare: ❍ Trace position outline to include location of two distinct firing platforms ❍ Mark position of the tripod legs where the gun can be laid on the FPL or PDF ❍ Clear primary and secondary fields of fire Inspect: ❍ Site location tactically sound ❍ Maintain low profile ❍ Identify OHC material requirement

MG FIGHTING POSITION STAGE 2: Dig Firing Platforms/Place Supports for OHC Stringers/Construct Parapet Retaining Walls (H+.5 to H+1 hrs) - Leader's Checklist ●

●

Prepare: ❍ OHC Supports to Front and Rear of Position ■ OHC centered in position, and supports placed in accordance with steps established for Stage 2 of the 2-Man Fighting Position ❍ Retaining Walls ■ Construction steps same as those established for Stage 2 of the 2-Man Fighting Position ❍ Start digging hole ■ First dig firing platforms 6-8 inches deep and then position MG to cover primary sector of fire ■ Use soil to fill sandbags for walls Inspect: ❍ Set back for OHC Supports - minimum of 1 foot or 1/4 depth of cut ❍ Dig firing platforms to a depth of 6-8 inches ❍ Before moving to Stage 3, position the MG to cover primary sector of fire ❍ Ensure MG can traverse sector freely

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STAGE 3: Dig Position/Build Parapets/Place Stringers for OHC (H+1 to H+7 hrs) - Leader's Checklist ●

●

Prepare: ❍ Dig Position ■ Complete digging the position to a maximum of armpit depth around the firing platforms ■ Use spoil from hole to fill parapets in order of front, flanks, and rear ■ Dig grenade sumps and slope floor toward them ❍ Install Revetment if needed ■ Follow same steps established for 2-Man Fighting Position ❍ Place Stringers for OHC ■ Follow same steps established for 2-Man Fighting Position ■ Minimum stringer length is 8 feet Inspect: ❍ Depth of cut is at least armpit deep (If soil conditions permit) ❍ If unstable soil condition exist, then revet walls ❍ Stringers firmly rest on structural support ❍ Lateral bracing of stringers placed between stringers at OHC supports

STAGE 4: Install OHC and Camouflage (H+7 to H+12hrs) - Leader's Checklist ●

●

Prepare: ❍ Install OHC ■ OHC for a MG position is built the same as OHC for a 2-Man Fighting Position ❍ Camouflage Position ■ Use surrounding topsoil and camouflage screen systems ■ Ensure no enemy observation within 35 meters of position ■ Use soil from hole to fill sandbags, OHC cavity, or spread to blend in with surrounding ground Inspect: ❍ Dust layer - plywood or panels ❍ Sandbags filled 75% capacity ❍ Burst layer at least 18 inches deep ❍ Waterproof layer in place ❍ Camouflage in place

DO

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Chapter 20 ● ● ● ● ●

● ●

● ● ● ●

Construct to standard Ensure adequate material is available Dig down as much as possible Maintain, repair, and improve positions continually Inspect and test position safety daily, after heavy rain, and after receiving direct and indirect fires Revet walls in unstable and sandy soil Interlock sandbags for double wall construction and corners Check stabilization of wall bases Fill sandbags about 75 percent Use common sense Use soil to fill sandbags, fill OHC cavity, or spread to blend with surrondings

● ● ● ● ● ● ● ● ● ●

Fail to supervise Use sand for structural support Use sandbags for structural support of a position Overfill sandbags Put soldiers in marginally safe positions Take short cuts Build above ground unless absolutely necessary Forget lateral bracing on stringers Forget to camouflage Drive vehicles within 6 feet

CLASS IV MATERIAL REQUIREMENTS FOR STANDARD OHC ●

●

●

● ●

Lateral Supports & Stringers ❍ Cut Timber ■ 4"x4"x6": Used for supports (Need Total of 3 each (2 in front and 1 in rear) ■ 4"x4"x8": Used for stringers (Need Total of 9) ■ Stringers spaced 6 inches on center ❍ Single U-Shaped Picket Beams: ■ Use pickets or cut timber for supports (6-foot length) ■ If used for supports, need 6 each 6-foot pickets for supports (3 front and 3 rear) ■ Need 11 each 8-foot pickets for stringers spaced 5 inches on center: Open side facing down Dustproof layer: ❍ One (1) sheet of 3/4- or 1-inch plywood (4'x4') for 2-man position and two (2) sheets (4'x4') for MG position Sandbags: ❍ Front Retaining Wall: 12 each ❍ Flank & Rear Retaining Walls: 6 each x3 = 18 each ❍ OHC: 76 each (Sandbags completely conver first layer while next 3 layers form perimeter only. These 3 layers form a cavty to be filled with surrounding soil to meet minimum 18-inch cover. Plan on one 75% full sandbag to be 10"x15"x5". ❍ Position needs (limiting stakes, grazing fire, etc.): 10 each ❍ TOTAL SANDBAGS = 116 EACH Waterproofing: Use poncho or plastic sheeting Revetments: 4'x6' sheets of plywood and 3 each 6-foot U-shaped pickets for each the front and rear walls

SUMMARY OF MATERIALS In a combat situation, the soldier may need to improvise construction of a survivability position by using materials not normally associated with the construction. Some examples of field-expedient material are:

WALL REVETMENT

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Sheet metal

55-gallon drums filled with sand

Corrugated sheet metal

Shipping boxes/packing material

Plastic sheeting

Expended artillery shells filled with sand

Plywood

Prefabricated concrete panels

Air mat panels

Prefabricated concrete traffic barriers

Air Force air load pallets

Sand grid material

OVERHEAD COVER STRINGERS

STAND ALONE POSITIONS

Single pickets

Prefabricated concrete catch basins

Double pickets

Military vans

Railroad rails

Connexes or shipping containers

"I" Beams

Large diameter pipe/culvert

2-inch diameter pipe and larger

Steel water tanks

Timbers 2"x4", 4"x4" and larger

Vehicle hulks

Reinforced concrete beams AIMING STAKES

55-gallon drums cut longitudinally in half

Culverts cut in half

2-foot pickets

Precast concrete panels 6-8 inches thick

Wooden tent poles

Airfield panels

Filled sandbags

Next writing is a good delineation of tasks by position, giving the leader a starting point from which to approach construction of the defense.

Defense 1. Planning Considerations. a. Battle position or Sectors.

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(c) Area of operations is narrow or small. (d) Mutual support is achievable. (e) Commander's ability to see and control are good. (f) Assigned tasks are retain or block.

(2) Use sector when (a) Avenues are not easily defined. (b) Dominating terrain is not available. (c) Area of operations is large. (d) Mutual support cannot be achieved. (e) Commander's ability to see and control are degraded. (f) Assigned tasks are to disrupt or contain. b. Fire Plan.

(1) Direct Fires (a) Control Measures 1 Sectors of Fire. Assign TRPs for left and right limits.

2 Engagement areas.

3 Target reference points. Easily recognizable point on the ground.

4 Priorities of engagement.

5 Phase lines and Check points. Use to control fires between units.

6 Trigger points. A point on the ground where the system begins engaging the target. (b) Small arms fire control are delegated to platoons. (c) Dragons. Commander will assign sectors of fire and engagement areas. Platoon leaders will assign positions.

(2) Indirect Fires. (a) Location for FPF. (b) Target list planned by FSO approved by CO. (c) 60mm mortars positioned where minimum range does not prevent hitting targets within company sector or BP to http://call.army.mil/products/sop/adams/chapter20.htm (14 of 26) [7/31/2001 7:26:55 AM]

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stop penetration or assist counterattack.

(3) Mines and Obstacles. (a) Employed in depth- protective, tactical, supplementary. (b) Protective obstacles. 40 - 100 m, integrated with protective minefields. c. Security Plan (1) Active (a) OPs (b) Stand-to (c) Patrols (2) Passive (a) Camouflaged (b) Movement control (c) Light and Noise discipline (d) Proper radio procedures (3) Counter-reconnaissance. (a) Ambushes (b) Mines (c) Obstacles (d) False fighting positions (e) Camouflage (4) Limited visibility security (a) Increase OPs and patrols (b) Occupy supplemental positions if they provide better coverage of obstacles and avenues of approach. (c) Flares and early warning devices. (d) Thermal sights. (e) Adjust fire control measures.

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(f) Increase number personnel on security (g) Maintain noise and light discipline. (h) Limit movement. d. Employment of reserve.

(1) At least squad sized.

(2) Locate near most likely place of commitment.

(3) Assist with resupply and reconnaissance.

(4) Tasks (a) Block penetration. (b) Secure flanks and rear. (c) Support a forward platoon by fire (d) Counterattack. e. Logistics.

(1) Equipment not needed kept in the field trains.

(2) Casualty Collection point and EPW point located to rear of company. f. CP (1) Defilade, covered and concealed position.

(2) Alternate CP with XO, 1SG and senior medic.

2. Conduct of Operations a. Reconnaissance.

(1) Establish a security perimeter short of the defensive position.

(2) Task organization (a) Commander (b) Platoon leaders/ section leader (c) FSO (d) Squad from each platoon for security and guides for occupation.

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(e) Communications (3) Responsibilities (a) Confirm enemy avenues of approach. (b) Primary and alternate, and supplementary positions for platoon weapons (c) Dead space to front of positions. (d) Locations for OPs, CPs, EPW and Casualty collection points. (e) Mark sectors (f) Lay wire for communications. b. Occupation. Following leader's recon platoons will occupy defense by linking up with guides and moving into positions.

Reports of progress will be made using OPSKEDs. 3. Duties and Responsibilities of Key Personnel a. Executive Officer 1. Responsible for Recon, Counter recon.

2. Supervise obstacles.

3. Alternate CP. 4. Paragraph #1 of defense opord. b. First Sergeant 1. Responsible for logistics in defense.

2. Establish company CCP and casevac plan.

3. Oversee emplacement of mortars.

4. Paragraph four of defense opord. c. FSO 1. Fire plan recommendations to commander.

2. Indirect fires rehearsal and execution.

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2. Set up sand table and any rehearsal activities.

3. Establish company CP. 4. Paragraph #5 of defense opord.

4. Priority of Work a. N-1 (0 hours) 1. Commander, platoon leaders, FSO, counter-recon/security squad leader and squad walk trace. Counterrecon/security squad remains in place on company trace until company arrives.

2. XO or 1SG move company to defensive trace.

3. Ensure all weapons are loaded prior to movement. b. N-hour (1st hour) 1. Platoon leader walks trace with platoon sergeant and squad leaders and positions all weapons.

2. Platoons establish local security (minimum of 1/3 soldiers remaining in platoon after company security requirements are met) while company establishes security in depth (recon, c/recon, LP/OP, etc.).

3. Pioneer tools issued to platoon sergeant.

4. Issue wire and field phones, chemical alarms to LP/OP or security force.

5. Position LP/OP/security force.

6. Lay wire from LP/OP to platoon CP and bury across roads.

7. Position crew served weapons (Co CDR and Plt Ldrs) and AT weapons (Co CDR).

8. Platoon leaders completes adjacent unit coordination and notifies commander upon completion.

9. Company CP established.

10. Commander designates TRPs. 11. Sector stakes emplaced. c. N+1 (2nd hour ) to N+2 (3rd hour) 1. Place rucksack 10 feet behind position and camouflage. LBV and weapon always within arms reach.

2. Emplace claymores and extend LAWS. 3. Place M60 on tripod along FPF/PDF. 4. Clear fields f fire and make range cards NLT end of 2nd hour.

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6. Identify alternate positions.

7. Platoon leader rechecks orientation and integration of positions and sector stakes with squad leaders and platoon sergeant before digging starts.

8. Commander will check all M60 orientations before digging starts when the company is in a battle position defense.

9. Lay wire to platoon and company CPs. 10. Mortars registered and adjust FPFs. 11. Range cards and platoon sector sketches completed by the end of 3rd hour. Platoon sector sketches to the commander by the end of the 3rd hour.

12. Commander checks defense from enemy's point of view.

13. Commander ensures all fires are massed and engagement areas are properly designed.

14. Commander will ensure trigger lines and trigger points are designated for all weapons systems. d. N+3 (4th hour) - N+5 (6th hour) 1. DIG! 2. Install and record hasty protective minefield.

3. Construct tactical wire along each FPF. 4. Construct supplemental wire across platoon/company front.

5. Chemical alarms installed and operational by the end of the 4th hour.

6. Conduct commo checks with all elements. e. N+6 (7th hour) - N+10 (11th hour) 1. DIG! 2. Emplace trip flares and booby traps before dark.

3. Squad leader takes personnel on orientation of platoon sector, platoon and company CCPs and alternate positions.

4. Company commander and platoon leaders walk supplementary positions.

5. Rehearse counterattack and withdrawal plans (under pressure/not under pressure).

6. Company will complete engagement area rehearsal by the end of the 11th hour or EENT, whichever comes first.

7. Establish priorities/criteria for engagement.

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8. Ensure all graphics/control measures are updated before dark (TRPs, FPFs, FPLs, trigger points/lines, etc.). f. N+11 (12th hour) - N+20 (21st hour) (hours of darkness) 1. Rehearse movement to alternate positions during hours of darkness.

2. Commander and 1SG check security and noise and light discipline.

3. Rehearse counterattack and withdrawal plans during hours of darkness.

4. Check and enforce sleep/rest plans. Goal is for each soldier to receive four continuous hours of sleep in every twenty-four hours.

5. Conduct weapons maintenance and leaders inspect every weapon. g. N+21 (22nd hour) - N+23 (24th hour) 1. DIG! 2. Dig in minefield.

3. Consolidate pioneer tools not in use and camouflage.

4. Check positions and camouflage. Platoon Leaders/Platoon Sergeants correct as necessary.

5. Rehearse movement to supplementary positions.

6. Review deception plans and positions.

7. Update soldiers on enemy situation.

8. Continue to improve positions.

9. Stockpile ammo, food and water.

The following essay covers night attack. Though not explicitly part of the defense, you will notice that several times in the defense the necessity to rehearse a counterattack is mentioned. Many times this counterattack will occur at night, thus the need to be proficient at the night attack. Additionally, as you read, try to think about how this type of attack would work against your defense. Are you ready?

Night Attack by LTC Lynn D. Moore During my tour as a battalion commander in the 82d Airborne Division, and during previous assignments as well, I witnessed countless night attacks both by my own units and by sister battalions. In almost every case - despite careful planning, rehearsals, and rigid control measures - there was chaos on the objective. Not only has this been my experience, but is also seems to be true of infantry units at the Joint Readiness Training Center (JRTC). http://call.army.mil/products/sop/adams/chapter20.htm (20 of 26) [7/31/2001 7:26:55 AM]

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The attacks that ended in failure were characterized by the following: ❍ ❍ ❍ ❍ ❍ ❍

The disorientation of assault forces.

The inability to tell friend from foe.

Fratricide.

Confusion when the target was not "as briefed."

The loss of command and control.

The failure to secure the entire objective.

It was obvious that we had to find a way to take an objective at night without killing ourselves. The technique we developed, called STARBURST, solves the problems endemic to the night attack by doing the following: ❍ ❍ ❍ ❍ ❍ ❍ ❍

Emphasizing stealth.

Massing automatic weapons to support breaching operations (as in Rommel's Attacks).

Task organizing down to fire team level.

Controlling the direction of fire of all weapons.

Requiring assault team leaders to designate team targets.

Being independent of target description.

Employing speed and violence of execution similar to SWAT room-clearing operations.

A STARBURST attack, as we do it, begins with the scout platoon's surveillance of the objective. Using both reconnaissance squads and snipers, the scouts make a thorough reconnaissance of the target with the primary aim of identifying the point in the defensive line where we will make our attack. We may determine this breach location by discovering a weakness in the defense or by using the best approach to the objective.

At the same time, the scouts identify a position 200 to 300 meters from the target and a linkup point at some greater distance where they will first meet the battalion and brief the leaders on what they have found.

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Figure 1 To reduce the chance of compromise, we do not make a leaders' reconnaissance if the scouts have had enough time to get a clear picture of the target. Artillery harassing fire is used during the approach march to cover any noise and to get the enemy used to explosions on his perimeter in case our sappers have to make an explosive breach.

We plan preparatory fires but use them only if we cannot get close to the objective using stealth. Often, the close-in approach requires us to drive the enemy observation posts and listening posts back inside their perimeter, but our first choice is always to bypass and let the scouts take them out when the attack starts.

While the scouts are working, we organize the battalion in the assembly area into a support group and an assault group.

The support group is made up of two platoons from a line company. The first, augmented by four M60 machinegun teams from the assault group, serves as the point platoon in leading the battalion to and through the scout linkup point and into the assault position. Once in the assault position, the platoon splits into two sections to provide right and left flank security while the main body moves into the assault position and changes to the assault formation.

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The second support platoon's mission is to provide suppressive fire during the breaching operation conducted by engineer sapper teams. Depending on the enemy's disposition at the selected breach point, this platoon will have as many as six support squads. Each of the squads has a squad leader, an M60 team (two more taken from the assault company), two M249 machineguns (SAWs), and an AT4 gunner.

This amount of firepower, concentrated on a narrow front on each side of the breach, ensures that we will be able to make the breach and move the assault elements through it relatively unopposed.

These fire support squads are positioned immediately to the left and right of a breach area approximately ten meters wide. They move into an overwatch position - undetected if possible but prepared to fight their way into it if necessary and suppress by fire any enemy soldiers who could jeopardize the actions at the breach point. The members of the support squads fire only if the attack is discovered and only for the time it takes to complete the breach and allow the assault force to enter the enemy's perimeter or his defensive line.

Once their fires are masked by the assault force, the fire support squads shift their fires to a line outside the objective the keep the enemy from escaping from the position and reinforcing it. The assault units do not break cover until the enemy weapons firing on the breach sire are suppressed and a relatively unopposed passage through the breach is ensured.

The assault group, for a battalion size objective, has four rifle platoons organized into three- or four-man assault teams (maintaining fire team integrity as much as possible). The number of assault teams used is determined by the size of the defensive perimeter or line, or by the number of known or suspected enemy positions. The assault teams go through the breach in three closely spaced files, each of which is responsible for a specific portion of the perimeter.

1. Last member of preceding team breaks left to go on line.

2. TL continues around perimeter as point man of the file. By now he has identified the previous team's marker and is scanning farther to the right to determine his own team's target.

3. TL identifies a target and uncases his marker. If he chooses a point on the perimeter that, depending on the terrain, will allow maneuver room for the preceding team, he changes his direction of movement (and the file's) to close the distance to the target and, at the same time, readies his marker.

4. TL throws the marker and in the same motion goes into a prone firing position. As the team comes on line to his right, he provides suppressive fire, showing the left firing limit for the team, and announces the target location relative to the marker.

5. Other team members come on line, execute a right side combat roll (in the direction their momentum takes them) and begin firing in the area designated by the TL. 6. TL starts individual movement technique by doing a left combat roll to minimize the chance of masking his team's fire. After his rush, he does a right combat roll to stay out of the line of fire of the team he

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initially followed in. (Most teams should be on their target in their second rush.)

7. The remainder of the file continues around the perimeter.

The left file, facing in the direction of attack, takes the left side of the perimeter, the right file takes the right side, and the center file goes for the softer targets in the center (see Figure 1).

One of the main purposes of this technique is to prevent fratricide; in other words, each assault team attacks away from the other team inside the perimeter as well as away from the support squads that remain near the breach. To accomplish this, the assault teams must be given the responsibility for designating team targets, task organizing down to fire team level, and exercising strict fire control and maneuver rules.

Figure 3 1-4. Same actions as the other files except that the targets should be softer and closer to the direction of assault.

5. Interior assault teams come on line in the same manner as the perimeter teams, with the shotguns in the middle and the pistol on the flank away from the TL. Because of the need to keep the interior assault ahead of the actions in the perimeter (to prevent perimeter teams from being hit by interior team fires), team members will go only to a kneeling position while the TL provides suppressive fire and target guidance.

6. As soon as the TL announces the target location relative to the marker he has thrown and the suppressive fire he is providing, the shotgun and pistol carrier assault the target.

7. The interior file continues.

RULES The general fire control rules we set down for the assault teams are the following:

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❍

Perimeter assault teams are armed with M16s or M203s. Interior or

center assault teams have one M16 (team leader), two shotguns, and one 9mm pistol. ❍

The team leaders, and whenever possible the assistant team leaders

as well, wear AN/PVS-7 night vision goggles during night operations. ❍

When visibility is limited, no one without night vision goggles may fire

into the perimeter, and those with the goggles may fire only at a positively identified enemy soldier or unit that presents a clear threat to a team. ❍

Within the perimeter during the assault, only semi-automatic fire is

allowed; any automatic weapons firing in the perimeter will therefore be the enemy's. ❍ ❍

No grenades, flares, or smoke are used in the assault.

To mark his team's targets, each team leader uses chemical lights or, in daylight, weighted

pieces of colored panels. ❍

Team leaders load 100-percent tracer rounds.

Assault team members orient their assault and fires on the team's target marker and may not fire outside the limits defined by the tracers fired by the team leaders to their immediate right and left. ❍

To signal the teams to come on line and begin individual movement

techniques (IMTs), the team leaders throw the target markers. Because speed is essential in the attack, leaders do not uncase and throw their markers until their teams are close enough to complete the assault with just one magazine of ammunition. (The assault should move too quickly to allow time for a magazine change.)

The teams then come on line and the left file assaults as shown in Figure 2, and the center file assaults as shown in Figure 3. The right file's assault mirrors that of the left file.

The assault company commander travels in the center file. He has enough teams in front of him to subdue all known or suspected enemy interior positions; he also has a number of assault teams following him to act as a reserve in case other assault teams need additional forces. Once the assault teams report that their portion of the perimeter is secure, we have the option of reinforcing the position with automatic weapons from the support squads or, if the mission is to conduct a raid, of leaving them in place to cover our withdrawal.

On a final note, support such as Military Police and the aid station travel behind the assault element and are left in the assault position, secured by the support company's lead platoon, until they are called forward.

We have used STARBURST in raids and attacks (day and night), at platoon through battalion level (company level with MILES) with equally good results. And we have begun to find many other uses for the file techniques, such as military operations in urban terrain and building clearing when an assault force is difficult to control.

Some observers have been critical of the unit's vulnerability when it is packed into the assault formation. Most have to admit, though, that whatever tactic a unit chooses, being hit by artillery in an assault position will probably cause a change http://call.army.mil/products/sop/adams/chapter20.htm (25 of 26) [7/31/2001 7:26:55 AM]

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of plans.

The real value of STARBURST as a night attack technique was demonstrated in a night, on-illuminated, battalion live fire attack conducted as part of a division officer professional development program. The 100-meter diameter target had 14 perimeter positions and three interior defensive positions. The assault - from the explosive breach to the clearing of the final bunker - took 137 seconds. And nobody died.

Stealth and control lead to success.

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Chapter 21 The Ambush Here's some information on how to execute ambushes. An ambush is a pretty simple thing but we don't do it well in today's Army. This chapter will help us get back on track.

LIGHT INFANTRY TACTICS: THE AMBUSH by COL Wayne A. Downing and 1SG George D. Conrad

Light infantry forces are not just lightly equipped infantries; they are infantry units that fight differently taking maximum advantage of their unique capabilities. The "how-to-fight" literature currently emanating from Fort Benning stresses the unique nature of light infantry tactics with emphasis on techniques such as infiltration, stalking, surprise, and all weather/all terrain capability. Appearing at the unexpected time and place and attacking from the unexpected direction, U.S. Army light infantry units will habitually operate behind the enemy's lines, in the enemy's rear areas, and against his bases and lines of communication.

The purpose of this article is to examine techniques for one of the basic light infantry operations to be performed in the enemy's safe havens -- the Ambush!

THE BASICS Successful ambush operations involve much more than the basics, which many infantrymen have been taught in Ranger School. The exposure in Ranger School is excellent and a good starting point to begin training on the more advanced ambush tactics required on the battlefield but it is not enough. Units must become proficient at advanced techniques in order to dominate the next battlefield.

WHAT IS AN AMBUSH? The ambush, as probably all readers know, is a surprise attack against a moving or temporarily halted enemy to destroy or capture him and his equipment. Ambushes are a very effective and economical means of attacking an enemy. A smaller force can decisively engage and defeat larger, more heavily equipped formations. Enemy morale and effectiveness suffer heavily at little cost to the force executing the ambush.

METT-T. Every ambush tasking must be evaluated by the Commander in accordance with METT-T in order to design an ambush that is appropriate and will work.

The Mission. From the onset understand exactly what the ambush is required to do. If your commander issues you a Commander's Intent (and he should) then study it carefully to determine what is required. (Fit this into your own Commander's Intent too when you issue your order.) Be able to explicitly state the mission; for example, interdict enemy resupply, ambush enemy armor columns, or capture enemy personnel or specified pieces of equipment.

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The Enemy. What type of enemy unit is to be attacked? Guerrillas, main force, logistic carrying parties, armor, other conventional forces? Size of force, habits when attacked, support? What bait will he react to (e.g., raid a small site and ambush the relief force)? Enemy night vision capability? Expected time of movement, etc.?

The Terrain. Wooded, mountain, jungle, urban (yes, you can set some formidable ambushes in a city or suburb)?

Routes available to the enemy appropriate to this activity?

Troops Available. How bit a force? Squads and platoons are our basic ambush forces in low intensity conflict. In mid to high intensity conflict, company size ambushes may be the norm. An ambushing force should be able to successfully engage a force two to three times its size -- but evaluate enemy and terrain. A platoon ambushing an enemy tank company in daylight in open terrain is a dicey undertaking -- maybe not a good idea. But, engaging that same column at night or in a forest may well give the light infantry platoon a decided advantage. Task Organize your ambush forces according to your TOE -- by platoons, squads and fire teams. DO NOT chop up your TOE to create Assault Elements, Security Elements, and Support Elements. Rather, give your TOE formations these missions with augmentation, such as a squad with the assault mission augmented by a Fire Team; or another Squad augmented by a 90mm recoilless rifle section, an M60 machinegun team, and a 60mm mortal section with the support mission.

Time. How long will it take to emplace the ambush? A complex, lethal ambush with plenty of "dirty tricks" will take hours to set-up; a hasty ambush on a trail, 15-30 minutes of work. How long is the ambush to be in place?

Remember, it's not a good idea to set up an ambush in darkness-even if it is to be executed in darkness; even a worse idea to set up in darkness for a daylight execution. Try to allow every soldier to "see" and lay in his weapon in daylight. Time is important.

TYPES OF AMBUSHES There are two general types of ambushes -- Area and Point ambushes.

Area ambushes are generally established by platoons, companies, or even battalions. Area ambushes are used to interdict enemy movement in a given area or inflict maximum casualties on his forces. Area ambushes are composed of a series of point ambushes. The size and location of the ambushes are again dictated by METT-T analysis.

Point ambushes are set at the most ideal location to inflict damage on the enemy. Even though an ambush will be set at a given location with an assumed direction of enemy approach -- an ambush must be able to accept the enemy forces from more than one direction. Our own force levels may only enable us to execute an ambush in two or three principle directions but the fourth sector must be covered by security which will give early warning and not allow the ambush force to be attacked from an unexpected direction.

The basic ambush formation is linear. An ambush is set on an expected avenue of approach (Figure 1). This ambush can accept contact from three basic directions -- left, right, and front. The rear is secured by a security team -- size dependent upon -- you guessed it -- your METT-T analysis.

The principal variation of the linear ambush is the L shaped ambush (Figure 2). The L ambush is formed with the base (bottom) of the L perpendicular to the expected enemy direction of advance. This is a good ambush for a road, jungle trail, or an area where the enemy is canalized and you can be sure of his approach route. The L ambush can handle an enemy approaching from the expected direction (toward the base of the L) from the front (stem of the L) and is less effective but usable against an enemy formation which comes from the direct opposite that that which was expected. In this case the ambush must be executed when the enemy main body has cleared

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the base of the L -- and the flank security must protect the rear of the base L. In the L ambush, weapons must be carefully sited to avoid direct or ricochet fire into your own forces. Don't forget the security element as you are planning fire fans.

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Figure 2

All the other ambushes you hear about -- the z, the x, the v, etc., are all variations of the basic linear and L formations (Figure 3A, 3B, 3C). WARNING!! MORE ADVANCED AMBUSH FORMATIONS ARE EXTREMELY TRICKY AND INTRICATE. YOU MUST BE AN EXPERT IN THE BASICS BEFORE YOU ARE READY TO EMPLOY THESE COMPLEX TECHNIQUES. There is one other type of point ambush that is worthy of mention and this is the mechanical ambush. The mechanical ambush is a series of claymore mines set in series with a double ring main and command detonates or detonated by a triggering device activated by the enemy (Figure 4). AS A RULE MECHANICAL AMBUSHES SHOULD BE MANNED. All soldiers will be prepared to engage the enemy with organic weapons if the mechanical ambush does not detonate or it is wholly or partially ineffective. Mechanical ambushes are an especially effective way to interdict a large area with a small light infantry force. If the mechanical ambush is effective and the troops

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do not reveal their presence, the enemy has no idea what hit him -- it could be artillery, mortars, or TAC air. This has a devastating effect on his morale and effectiveness.

Figure 3A

Figure 3B

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TECHNIQUES Security. Since the ambush is a SURPRISE attack on the enemy, security is a fundamental consideration in all ambush operations.

AS A GENERAL RULE DON'T WALK ON THE ROAD/TRAIL YOU INTEND TO AMBUSH OR WALK IN THE KILL ZONE. Against a professional, alert enemy, acts like these will give your ambush away and you will become the attacked instead of the attacker.

Figure 3C

CAMOUFLAGE MUST BE PERFECT. One leaf on the wrong side can give away an otherwise perfect set-up.

Remember 360 degrees camouflage in case the enemy approaches you from an unexpected direction.

DISCIPLINE MUST BE IRONCLAD. No sleeping, talking, eating, smoking in the ambush site. If an ambush is to be established for long periods then the elements of the ambush must be periodically pulled back to the ORP or RP for rest. Extended ambushes - 24, 36, 48 hours -- require actual 6 or 8-hour shifts around the clock. Here it may take a company to man an extended platoon ambush position. And don't expect tired troops to man an effective ambush. You cannot conduct vigorous patrolling operations all day and then expect to have a 100% alert ambush all night. It just won't work -- and one snore or snort as a man is awakened is enough to warn an enemy.

SECURITY ELEMENTS ARE CRITICAL. The security element detecting the approaching enemy must be able to warn the leader of the approach of the enemy, the size of security element, the advent of the main body, when the http://call.army.mil/products/sop/adams/chapter21.htm (6 of 15) [7/31/2001 7:27:10 AM]

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majority of the enemy has passed his position. Security elements then must

Figure 4

protect the flanks of the ambush so it is not rolled up by enemy security or follow-on forces. Remember an ambush force is very vulnerable once it executes as the ambushing force's total attention is focused on the kill zone. The importance of the security element in this instance cannot be overstressed.

Leaders must have contact with all members of their unit in order to alert them to the oncoming enemy. Leaders cannot afford to walk around the ambush site during this critical period. The best method is to alert members by means of strings/vines tied to soldiers' legs or arms. By a series of tugs all members of the ambush can be alerted to enemy presence.

Another security measure is your ROUTE OF WITHDRAWAL. Don't forget it as you plan your ambush site. The best ambush position may have to be abandoned because it does not allow a good secure egress route for the ambushing force. Again apply METT-T since the enemy will take immediate evasive action once engaged.

Execution. The Leader must EXECUTE THE AMBUSH WITH A CASUALTY PRODUCING DEVICE. A bank of claymores on a double ring main is an excellent device to spring an ambush. Other good techniques are to employ a 90mm RR firing APERS or a machinegun. All must be under the direct control of the leader. Don't use whistles, pyrotechnics. This will allow the enemy time to react.

As soon as the enemy is hit, he will react. You have about 1 - 2 seconds available to kill the enemy in the kill zone and then he is going to recover from his initial shock and vacate the AO -- either with a direct attack on you or away from you as fast as he can go. So plan your subsequent fires and other banks of claymores accordingly.

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The leader always executes the ambush except when a member of the ambush knows he has been discovered then he has the authority to execute - with killing fire, not by yelling.

All weapons must be sited with interlocking fires in the kill zone and along likely avenues of egress, ingress to the ambush site. Don't forget M203s and mortars if the terrain permits. Machineguns always use tripods and T&E mechanisms to lock in fires. All riflemen use firing stakes with left and right limits and elevation stakes. Don't forget the tendency to shoot high in an ambush -- especially at night. M203s are sited to cover the dead space and routes of escape.

CEASE-FIRE MUST ALSO BE CONTROLLED BY THE LEADER. Use a whistle or other device to get attention and then signal cease-fire. Stay away from pyrotechnics. They often don't work, can't be seen by all, and cause confusion. Keep it simple.

Search. Search teams are not automatic. The leader must decide how and when to use search teams. Remember, when you leave the security of your well chosen, concealed ambush position you are now subject to the fires of the enemy who may also now be hidden and ready. Be careful. If it is at night don't throw trip flares or shoot 60mm/40mm illumination to light the search areas; you will be the ones who are illuminated to a hidden enemy.

And always assume there will be hidden enemy -- you will not get them all. Use a white flashlight with a narrow beam taped to M16s to rapidly search in buddy teams (Figure 5).

If the return fire from the enemy is great or if the ambush missed the main body, then the leader may appropriately choose to break contact and exit the area.

Departing. Breaking contact from the ambush site is tricky business. Be careful. Security elements must guard the flanks, and it is a good idea to set a series of hasty ambushes covering the withdrawal for the main body from the ambush site and from the ORP. Contingency plans for breaking contact with the enemy must be addressed in the OPORD or by SOP. Small Points.

BE INNOVATIVE. Give your imagination and creativeness full range as you develop your ambush techniques.

PUT YOURSELF IN THE POSITION OF YOUR ENEMY. If your ambush is successful and you get him in the kill zone, the results are physically and psychologically devastating. When the enemy is first engaged by the claymores, 90s, and machine guns, the shock effect is overwhelming. He is stunned for at least a second then he will respond -- usually by recoiling from your fires and fleeing the area. Plan on this as you set your ambush. If he runs it will be along natural lines of drift away from the ambush site -- generally down hill. Put banks of claymores down these routes and put cut-off parties of fire teams and squads along these routes to engage him. Place wellcamouflaged punjii stakes in areas where he might go to ground to escape your fires. Think as the enemy does as he reacts to your fire and you will continue to kill him. Note: As you emplace these casualty-producing devices, heed the earlier warning to avoid walking in the kill zone or across the enemy's suspected route of travel. If you must do this to emplace your insurance policies listed above, do so carefully and cover your marks.

Your rucksacks can be left in the Objective Rally Point (ORP) -- if you plan on exiting that way -- or taken with you.

If rucksacks accompany you to the ambush site, it's one more thing to camouflage and to hamper movement in the ambush area.

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to become an expert with the techniques. Follow-of editions of FC 7-14 and 7-15 ARTEP Mission Training Plans will contain expanded Task, Conditions, and Standards for conducting realistic training to include live fire.

As in all training in combat techniques, the APPROACH MUST BE PROGRESSIVE. It is assumed that the light infantry unit is already a master of the squad and platoon combat drills in FC 7-15 as well as basic light infantry tactics. Only after the light infantry unit is well grounded in the basics can the more complex and intricate ambush be addressed.

Ambush training is characterized by detailed mission analysis and planning, exhaustive rehearsals, dry fire exercises progressing to blank fire then to MILEs assisted evaluation of progress; finally culminating with livefire exercises. The well-trained light infantry unit accomplishes this cycle first during the day then during periods of reduced visibility and finally in all types of terrain and weather.

REALISTIC TARGETS. It is absolutely essential to have realistic targets for soldiers to engage during the live fire portion of the training. Two techniques, which have proven effective, are the Target Sled and the Suspended Silhouettes. Don't forget to ensure your targets will work prior to beginning the training event. In fact, in most cases, the ambush site is selected based on suitability of the terrain to enable the moving target simulators to work.

The Target Sled (see Figure 6) is a simple device which requires a prime mover of some type -- a jeep, Gamma Goat, or CUCV -- to pull the targets through the kill zone. Targets can be "E" type personnel and/or threat vehicle silhouettes. Trees and tree stumps can be used to change direction and to offset and protect the prime mover. A 120-foot nylon climbing rope connects the sled to the prime mover. A series of sleds can be linked together to create larger forces to be ambushed. Local disposal yards are a source of salvage vehicles for anti-vehicular ambushes.

The Suspended Silhouettes (see Figure 7) are also a simple but very effective training device especially for small ambushes in close terrain. The distance spanned by a taut 1/4 inch steel cable is the limiting factor on the width of the kill zone -- usually about 30 to 50 meters. A vehicle can be used to cautiously eliminate the slack in the cable during set-up. Mannequins, home made dummies, or "E" Type silhouettes are attached to the cable by snaplinks.

On command the linked targets are pulled down the cable with a guide rope by a well-protected and concealed trainer safely outside the kill zone.

To add realism to ambush training dress up the dummies in uniforms, hide some dummies with intell information (maps, ID cards, documents) for the search teams to find during the sweep of the kill zone. Also a tape recorder with foreign language chatter as the enemy approaches the ambush site adds immeasurable to the suspense and challenges the nerves of the ambushing force -- even in training.

Tactical Exercises Without Troops (TEWTS) are another effective method of training leaders on the basics of site selection and emplacing weapons, and this can be accomplished while the troops train on their specialize techniques. Battalion and company commander active lead and participation is essential to teaching these fundamentals.

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Figure 6 CONCLUSION. The only way to achieve proficiency in the ambush is to get out and do it! There will be many mistakes in the beginning but only by learning from experiences can you make progress. Talking about the ambush will not make a light infantryman an expert ambusher and neither will reading about it. Get your hands dirty and execute. Conduct good after action reviews to learn from your mistakes and your successes.

Concentrate on some of the fine points discussed above and you will gain proficiency. We guarantee it.

Good Hunting!

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Figure7 Types of Prisoner of War Ambushes Normally there are four planned and two unplanned PW ambushes. Normally on a PW snatch mission the team leader will select one of the two types after considering the variables of his own personnel and equipment, knowledge of the enemy, weather and terrain. The team will practice this type of ambush prior to departing on the mission. In addition they should rehearse their actions for the two types of unplanned PW ambushes. The planned and unplanned types are as follows: a. Gas (planned): The advantages and disadvantages of using CS powder or gas are as follows: (1) Advantages: (a) Quickly incapacitates the individual, preventing him from using his weapon accurately. (b) Will prevent the use of dogs being used in the pursuit of the friendly element. (c) Enemy personnel will have to put on masks to enter the area, which will hamper their vision and therefore their effectiveness.

(2) Disadvantages: (a) The team cannot hide the fact that they were there and that an incident took place. (b) The CS powder will cling to the PW's and friendly clothing, which may effect the efficiency of the extraction helicopter's crewmembers if they do not have masks. (c) Team members cannot see clearly because of the necessity to wear masks. (d) The prospective PW will probably panic when exposed to the gas causing him to run and have to be chased down. (e) CS powder is normally dispersed by using explosives, which will alert any nearby enemy elements of the team's presence and location.

(3) Other: When your team is set up for a gas ambush have all personnel place their gas masks on top of their heads. It will only take a couple of seconds to pull the masks over their faces just prior to initiating the ambush. b. Claymore and explosives (planned): This is set up with C4 explosive placed between claymores.

Personnel in the zone of the C4 will be stunned and/or incapacitated while the claymores will kill and wound personnel in their zone.

(1) Advantages: (a) As normally set up, with C4 spaced between the claymores, the concussion will incapacitate an individual but not kill him.

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(b) The team can hit a larger element. (c) Will ensure that the enemy is stopped. (d) Will thoroughly disorganize and confuse the element hit, preventing them from reacting effectively.

(2) Disadvantages: (a) The noise of the explosives going off will alert enemy forces of the team's presence and location. (b) C4 takes a long time to emplace properly. (c) The disturbed soil and vegetation will mark the team's location. This will aid the enemy in his attempts to pick up the team's departure trail. (d) The additional weight of the demolitions may hamper swift movement. (e) The resulting smoke, rising above the trees and vegetation could result in enemy mortar fire on the site, if any are located in the general area. c. Silent Weapon (Planned): Use of a silenced or muffled rifle or pistol.

(1) Advantages: (a) The noise from the weapon being discharged is minimal. (b) A well executed and placed round will stop an enemy and prevent his returning fire or using his weapon. Care should be taken to hit the intended PW's right arm or shoulder. This should prevent him from returning fire, but will enable him to walk.

(2) Disadvantages: (a) A wounded PW may die of shock or loss of blood before proper treatment can be given. (b) A wounded PW will have to be assisted and possibly carried, thus slowing down the team during its withdrawal from the site. (c) Care must be taken not to leave a blood trail. (d) A silenced weapon is not normally as reliable as an unsilenced one and in the case of a silenced pistol it would necessitate carrying another weapon, both of which must be available, within easy reach when springing the ambush. d. No fire/silent capture (planned): (1) Advantages:

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(a) There is little noise to give the team's presence or location away. (b) A live and healthy PW is the best kind.

(2) Disadvantages: There are no significant disadvantages to a no fire/silent capture. e. Chance contacts (unplanned): Both the friendly and enemy elements may see each other at the same time.

(1) A team must always be prepared to take a PW during a chance contact, especially with a small enemy element.

(2) If contact is made with a small local or regional force element, they will normally break and run.

This is because they seldom carry more than three magazines each for an AK-47. Those who carry the SKS rifle/carbine may have extra rounds in one pouch, making it difficult to reload and of negligible influence upon the outcome of a firefight.

(3) The team, after firing the initial rounds, should deploy into a defensive posture and look for enemy wounded. If one is located, don't move directly up to him. You may be fired upon or get a grenade thrown at you, forcing you to kill him in self-defense. Instead, throw a CS grenade at him. After a few moments in the CS most of the will to resist should be out of his mind and you will have a prisoner of war.

(4) If there are between two to five enemies, attempt to deploy around them asking them to surrender.

If, after a few minutes, you have not achieved desired results, it is better to break contact and move away before reinforcements arrive, remembering that you are in the enemy's territory. f. Hasty ambush (unplanned): Where the friendly elements may observe the enemy before being seen and take up a hasty position to capture them.

(1) There can be no set or prescribed way to set up for a hasty ambush. Each team leader should establish his own SOP (Standard Operating Procedure).

(2) A hasty ambush can result in a capture of a prisoner of war only if it is practiced and rehearsed to perfection.

Ambush positions and executing the ambush: a. Positioning of personnel: No attempt will be made here to tell you exactly how to emplace your personnel into ambush positions. Whether you have five or twelve team members it is possible to succeed if you have the desire and training. By constant practice and training, using live ammo and training aids, you will come up with the best disposition for your personnel to suit you, your plans, and your team. One of the best references you will have is your own and the team's experiences. Ask other team leaders of their attempts, both successful and unsuccessful, solicit their advice. The final decision is yours. A good point to remember, when selecting personnel for key positions, is that an indigenous team member firing his weapon normally keeps his finger depressed on the trigger until all rounds are expended. b. If you have an 8 to 12 man team give strong consideration to placing three men on each flank for security and early warning. They will psychologically feel more secure and will http://call.army.mil/products/sop/adams/chapter21.htm (14 of 15) [7/31/2001 7:27:10 AM]

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normally retain their position if one is wounded, thus better ensuring the successful accomplishment of the mission. c. During a prisoner of war snatch, place the M-79 on the flank of the ambush. d. Claymores should be set on each flank of a prisoner of war snatch if possible. e. Be patient and wait for the right moment and opportunity when one or two individuals come along the road or trail. Without patience your mission will most likely fail. f. Once you have committed yourself and sprung the ambush, you must be aggressive. By that I mean you must immediately react. If you have wounded or otherwise halted your prospective prisoner of war, you must immediately move to physically secure him. Do not give him a chance to think or react. If you do not do this he will more than likely run or attempt to fire his weapon, forcing you to kill him. g. If an attempted prisoner of war snatch fails, in that the individual dies, his body should be completely stripped and his belongings taken back to the S2. The body should then be taken a great distance away and hidden, if at all possible. When the individual turns up missing, the enemy may assume that he has been captured and has talked. This will necessitate the enemy changing his plans and moving his headquarters; when he could have been doing something else.

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Chapter 21.1 Ambush Standard Operating Procedure The following is from FM 7-8 and represents the Army standard for executing ambushes: Location of Leaders. The leader considers where he and the platoon sergeant and other key leaders should be located for each phase of the patrol mission. The platoon sergeant is normally with the following elements for each type of patrol: ●

On a raid or ambush, he normally controls the support element.

AMBUSH An ambush is a surprise attack from a concealed position on a moving or temporarily halted target. Antiarmor ambushes are established when the mission is to destroy enemy armored or mechanized forces. Ambushes are classified by category--hasty or deliberate; type--point or area; and formation--linear or L-shaped. The leader uses a combination of category, type, and formation in developing his ambush plan. a. Planning. The key planning considerations include-● ●

● ●

●

●

●

Covering the entire kill zone by fire.

Using existing or reinforcing obstacles (Claymores and other mines) to keep the enemy in the kill zone.

Protecting the assault and support elements with mines, Claymores, or explosives.

Using security elements or teams to isolate the kill zone.

Assaulting into the kill zone to search dead and wounded, assemble prisoners, and collect equipment. (The assault element must be able to move quickly through its own protective obstacles.)

Timing the actions of all elements of the platoon to preclude loss of surprise.

Using only one squad to conduct the entire ambush and rotating squads over time from the ORP. This technique is useful when the ambush must be manned for a long time.

b. Formations. The leader considers the linear or L-shaped formations in planning an ambush.

(1) Linear. In an ambush using a linear formation, the assault and support elements deploy parallel to the enemy's route (Figure 3-11). This positions both elements on the http://call.army.mil/products/sop/adams/chapter21dot1.htm (1 of 11) [7/31/2001 7:27:21 AM]

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long axis of the kill zone and subjects the enemy to flanking fire. This formation can be used in close terrain that restricts the enemy's ability to maneuver against the platoon, or in open terrain provided a means of keeping the enemy in the kill zone can be effected.

(2) L-shaped. In an L-shaped ambush, the assault element forms the long leg parallel to the enemy's direction of movement along the kill zone. The support element forms the short leg at one end of and at right angles to the assault element. This provides both flanking (long leg) and enfilading fires (short leg) against the enemy. The L-shaped ambush can be used at a sharp bend in a trail, road, or stream. It should not be used where the short leg would have to cross a straight road or trail. (Figure 3-12.)

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HASTY AMBUSH A platoon or squad conducts a hasty ambush when it makes visual contact with an enemy force and has time to establish an ambush without being detected. The actions for a hasty ambush must be well rehearsed so that soldiers know what to do on the leader's signal. They must also know what action to take if detected before they are ready to initiate the ambush. The conduct of a hasty ambush is discussed below. In planning and rehearsing a hasty ambush the platoon leader should consider the following sequence of actions: a. Using visual signals, any soldier alerts the platoon that an enemy force is in sight. The soldier continues to monitor the location and activities of the enemy force until his team or squad leader relieves him. b. The platoon or squad halts and remains motionless. c. The leader determines the best nearby location for a hasty ambush. He uses arm-and-hand signals to direct soldiers to covered and concealed positions. The leader designates the location and extent of the kill zone. d. Security elements move out to cover each flank and the rear. The leader directs the security elements to move a given distance, set up, and rejoin the platoon on order or, after the ambush (the sound of firing ceases). At squad level, the two outside buddy teams normally provide flank security as well as fires into the kill zone (Figure 3-13). At platoon level, fire teams make up the security elements (Figure 3-14).

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e. Soldiers move quickly to covered and concealed positions, normally 5 to 10 meters apart.

Soldiers ensure that they have good observation and fields of fire into the kill zone. f. The leader initiates the ambush when the majority of the enemy force enters the kill zone. (If time and terrain permit, the squad or platoon may place out Claymores and use them to initiate the ambush.)

NOTE: If the enemy detects a soldier, the soldier initiates the ambush by firing his weapon and alerting the rest of the platoon, saying ENEMY RIGHT (LEFT or FRONT). g. Leaders control the rate and distribution of fires. The leader orders cease-fire when the enemy force is destroyed or ceases to resist. Directs the assault element to move into the kill zone and conduct a hasty search of the enemy soldiers. All other soldiers remain in place to provide security. h. The security elements rejoin the platoon after the assault element has cleared through the kill zone. The platoon withdraws from the ambush site using a covered and concealed route.

The platoon returns to the ORP in effect, collects and disseminates all information, reorganizes as necessary and continues the mission.

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A deliberate ambush is conducted against a specific target at a predetermined location. The leader requires detailed information in planning a deliberate ambush: ● ● ● ●

Size and composition of the targeted enemy unit.

Weapons and equipment available to the enemy.

The enemy's route and direction of movement.

Times that the targeted unit will reach or pass specified points along the route.

POINT AMBUSH In a point ambush, soldiers deploy to attack an enemy in a single kill zone. The platoon leader should consider the following sequence of actions when planning a deliberate point ambush: a. The security or surveillance team(s) should be positioned first. The support element should be in position before the assault element moves forward of the release point. The support element must overwatch the movement of the assault element into position. b. The platoon leader is the leader of the assault element. He must check each soldier once they establish the assault position. He signals the surveillance team to rejoin the assault element.

(1) Actions of the assault element should include-❍

❍ ❍ ❍

❍

Identify individual sectors of fire as assigned by the platoon leader. Emplace aiming stakes.

Emplace Claymores and other protective devices.

Emplace Claymores, mines, or other explosives in dead space within the kill zone.

Camouflage positions.

Take weapons off SAFE. Moving the selection lever on the weapon causes a metallic click that could compromise the ambush if soldiers wait until the enemy is in the kill zone. This must be the last action performed by all soldiers before waiting to initiate the ambush.

(2) Actions of the support element include-❍

❍

Identify sectors of fire for all weapons, especially machine guns. Emplace limiting stakes to prevent friendly fires from hitting the assault element in an L-shaped ambush.

Emplace Claymores and other protective devices.

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c. Instructions to security teams must include how to notify the platoon leader of the enemy's approach into the kill zone (SALUTE report). The security element must also keep the platoon leader in formed if any enemy forces are following the lead force. d. The platoon leader must determine how large an element his ambush can engage successfully. He must be prepared to let units pass that are too large. He must report to higher headquarters any units that pass his ambush unengaged. e. The platoon leader initiates the ambush. He may use a command detonated Claymore. He must also plan a backup method for initiating the ambush should the primary means fail. This should also be a casualty-producing device such as a machine gun. This information must be passed out to all soldiers and practiced during rehearsals. f. Soldiers must have a means of engaging the enemy in the kill zone during periods of limited visibility if it becomes necessary to initiate the ambush then. Use of tracers must be weighed against how it might help the enemy to identify friendly positions. The platoon leader may use handheld or indirect illumination flares. g. The platoon leader should include indirect fire support as a part of his plan. Indirect fires can cover the flanks of the kill zone to help isolate it. They can also help the platoon to disengage if the ambush is compromised or the platoon must depart the ambush site under pressure. h. The platoon leader must have a good plan to signal the advance of the assault element into the kill zone to begin its search and collection activities. Smoke may not be visible to the support element. All soldiers must know and practice relaying this signal during rehearsals. i. The assault element must be prepared to move across the kill zone using individual movement techniques if there is any return fire once they begin to search. Otherwise the assault element moves across by bounding fire teams. Other actions in the kill zone include the following.

(1) Collect and secure all EPWs and move them out of the kill zone before searching bodies. Establish a location for EPWs and enemy wounded who will not be taken back that provides them cover, yet allows them to be found easily by their units.

(2) Search from one side to the other and mark bodies that have been searched to ensure the area is thoroughly covered.

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the other man searches. First, he kicks the enemy weapon away. Second, he rolls the body over (if on the stomach) by laying on top and when given the go ahead by the guard (who is positioned at the enemy's head), the searcher rolls the body over on him. This done for protection in case the enemy soldier has a grenade with the pin pulled underneath him. (b) The searchers then conduct a systematic search of the dead soldier from head to toe removing all papers and anything new (different type rank, shoulder boards, different unit patch, pistol, weapon, or NVD). They note if the enemy has a fresh or shabby haircut and the condition of his uniform and boots. They take note of the radio frequency, SOI, and maps. Once the body has been thoroughly searched, the search team will continue in this manner until all enemy personnel in and near the kill zone have been searched. Enemy bodies should be marked (for example, fold arms over chest) to avoid duplication.

(4) Identify and collect equipment to be carried back. Prepare it for transport. (Clear all weapons and place them on SAFE.) (5) Identify and collect remaining equipment for destruction. The demolition team prepares dual-primed explosives (C4 with two M60 fuse lighters and time fuse) and awaits the signal to initiate. This is normally the last action performed before departing the objective and may signal the security elements to return to the ORP. (6) Treat friendly wounded first, then enemy wounded, time permitting. j. The flank security teams may also place out antiarmor mines after the ambush has been initiated if the enemy is known to have armor capability. If a flank security team makes contact, it fights as long as possible without becoming decisively engaged. It uses a prearranged signal to let the platoon leader know it is breaking contact. The platoon leader may direct a portion of the support element to assist the security team in breaking contact. k. The platoon leader must plan the withdrawal from the ambush site: (1) Elements normally withdraw in the reverse order that they established their positions.

(2) The elements may return first to the release point, then to the ORP, depending on the distance between elements.

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rucksacks and other equipment left at the ORP during the ambush.

AREA AMBUSH In an area ambush, soldiers deploy in two or more related point ambushes. The platoon leader should consider the following sequence of actions when planning a deliberate area ambush. a. A platoon is the smallest unit to conduct an area ambush. Platoons conduct area ambushes where enemy movement is largely restricted to trails or streams (Figure 3-15).

b. The platoon leader should select one principal ambush site around which he organizes outlying ambushes. These secondary sites are located along the enemy's most likely approach to and escape from the principal ambush site. Squad-sized elements are normally responsible for each ambush site. They establish an area ambush as described above. c. The platoon leader must determine the best employment of his machine guns. He normally positions them both with the support element of the principal site.

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d. Squads responsible for outlying ambushes do not initiate their ambushes until after the principal one is initiated. They then engage to prevent enemy forces from escaping or reinforcing.

ANTIARMOR AMBUSH Platoons and squads conduct antiarmor ambushes to destroy one or two armored vehicles. If a squad is given the mission to conduct an antiarmor ambush, it should have a MAW team attached to it. (Figure 3-16). The leader considers the following when planning an antiarmor ambush.

a. The armor-killer team is built around the MAW team. The leader must consider additional weapons available to supplement its fires. These are normally LAWs or AT4s. The leader must carefully position all antiarmor weapons to ensure the best shot (rear, flank, or top). The remainder of the platoon must function as support and security elements in the same way that they do for other combat patrols. b. In a squad antiarmor ambush, the platoon leader selects the general site for the ambush. http://call.army.mil/products/sop/adams/chapter21dot1.htm (10 of 11) [7/31/2001 7:27:21 AM]

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The squad leader must find a site that restricts the movement of armored vehicles out of the kill zone. The leader should attempt to place his elements so that an obstacle is between them and the kill zone. c. Security elements must consider dismounted avenues of approach into the ambush site. d. The leader should consider the method for initiating the antiarmor ambush. The preferred method is to use a command-detonated antiarmor mine placed in the kill zone. The MAW can be used to initiate the ambush, but its signature and slow rate of fire make it less desirable. e. The armor-killer team attempts to kill the first and last vehicles in the column, if possible. All other weapons open fire once the ambush has begun. If the kill zone is within range of light antiarmor weapons, each soldier fires one during the ambush. f. The leader must consider how the presence of dismounted enemy with the tanks will affect the success of his ambush. The leader's choices include--

â—?

Initiate the ambush as planned.

Withdraw without initiating the ambush.

â—?

Initiate the ambush using only automatic weapons without firing antiarmor weapons.

â—?

g. Because of the speed with which other armored forces can reinforce the enemy in the ambush site, the leader should plan to keep the engagement short, and the withdrawal quick.

The platoon will not clear through the kill zone as in other ambushes.

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Chapter 22 Traffic Control Point (TCP) Standard Operating Procedure Traffic Control Point operation is relatively new and has come along since Bosnia and Kosovo into our military. This is a decent SOP that can be used as a base of knowledge to familiarize yourself with the traffic control point. In Bosnia or Kosovo today, this is a standard military operation. We've gotten a lot of information from the British in Northern Ireland to the Israelis in the Gaza strip - a lot of armies have done this operation quite successfully, and we've adopted much of their procedures. This is an SOP with some useful tips and checklists for how to do this very complicated mission This SOP was developed by 5th Battalion, 20th Infantry Regiment to serve as the battalion standard for the Interim Brigade Combat Team. Much of the material was borrowed from FM 101-5-1 and expanded upon to suit 5-20's requirements. Common vocabulary, task organization, resource requirements, construction, communications, and equipment requirements are covered in the first part of the SOP. Next, TCP occupation and execution are discussed.

Also included is a diagram showing a typical TCP layout as well as actions to be taken when conducting searches and what to do when those searches succeed in uncovering contraband, weapons, or explosives. Lastly, signs that may be constructed for the administration of the TCP are shown.

This SOP is not all-inclusive and may not be adequate for all scenarios. It was developed specifically for 5-20 Infantry in response to potential scenarios that would be faced by that unit.

Any SOP should allow flexibility to meet changing threats and push authority down to the lowest level possible. On-site commanders should always know the parameters within which they may operate (ROE) and at the same time feel free to make decisions at the scene. Just as with any other operation, the TCP is only as good as the men running the operation. Soldiers must be trained, attentive and alert at all times. Maintaining good situational awareness means all personnel at the site are alert to potential threats. All soldiers, including those not directly involved in a search of a vehicle/personnel attempting to gain access need to keep a sharp eye out for threats. Nobody at a TCP can afford not to have his head in the game.

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Chapter 23 Hand-to-Hand Combat Techniques I guess as we go through and we look at more current operations the need for hand-to-hand combat has come to the forefront. Back in the Vietnam era and as our Army struggled through the eighties we didn't require a lot of hand-to-hand techniques. As we deal with crowds and mobs and gatherings of people as we go to Bosnia and Kosovo and Somalia and as we take more prisoners as we did with Noriega's Dignity Battalion and with the Somali warlords we are coming into more of a need for close quarters combat. We're coming into missions and doing operations during which we have to take matters into our own hands. An example of which is the arrest and security of people with whom we come into contact. Within this chapter you'll find some of the basic throws and takedowns which will hopefully keep you safe as you perform your duties.

The following techniques were culled from the FM 21-150 and cover close and medium-range combative situations.

CLOSE-RANGE COMBATIVES In close-range combatives, two opponents have closed the gap between them so they can grab one another in hand-to-hand combat. The principles of balance, leverage, timing, and body positioning are applied.

Throws and takedown techniques are used to upset the opponent's balance and to gain control of the fight by forcing him to the ground. Chokes can be applied to quickly render an opponent unconscious. The soldier should also know counters to choking techniques to protect him. Grappling involves skillful fighting against an opponent in close-range combat so that a soldier can win through superior body movement or grappling skills. Pain can be used to disable an opponent. A soldier can use painful eye gouges and strikes to soft, vital areas to gain an advantage over his opponent.

THROWS AND TAKEDOWNS Throws and takedowns enable a hand-to-hand fighter to take an opponent to the ground where he can be controlled or disabled with further techniques. Throws and takedowns make use of the principles involved in taking the opponent's balance. The fighter uses his momentum against the attacker; he also uses leverage or body position to gain an opportunity to throw the attacker. a. It is important for a fighter to control his opponent throughout a throw to the ground to keep the opponent from countering the throw or escaping after he is thrown to the ground. One way to do this is to control the opponent's fall so that he lands on his head. It is also imperative that a fighter maintains control of his own balance when executing throws and takedowns. b. After executing a throw or takedown and while the opponent is on the ground, the fighter must control the opponent by any means available. He can drop his weight onto exposed areas of the opponent's body, using his elbows and knees.

He can control the downed opponent's limbs by stepping on them or by placing his knees and body weight on them. Joint locks, chokes, and kicks to vital areas are also good control measures. Without endangering himself, the fighter must maintain the advantage and disable his opponent after throwing him (Figures 3-1 through 3-5).

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NOTE: Although the five techniques shown in Figures 3-1 through 3-5 may be done while wearing LCE--for training purposes, it is safer to conduct all throws and takedowns without any equipment.

(1) Hip throws. The opponent throws a right punch. The defender steps in with his left foot; at the same time, he blocks the punch with his left forearm and delivers a reverse punch to the face, throat, or other vulnerable area (Figure 3-1, Step 1). (For training, deliver punches to the solar plexus.)

The defender pivots 180 degrees on the ball of his lead foot, wraps his right arm around his opponent's waist, and grasps his belt or pants (Figure 3-1, Step 2). (If opponent is wearing LCE, grasp by the pistol belt or webbing.)

The defender thrusts his hips into his opponent and maintains a grip on his opponent's right elbow. He keeps his knees shoulder-width apart and slightly bent (Figure 3-1, Step 3). He locks his knees, pulls his opponent well over http://call.army.mil/products/sop/adams/chapter23.htm (6 of 45) [7/31/2001 7:28:10 AM]

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his right hip, and slams him to the ground. (For training, soldier being thrown should land in a good side fall.)

By maintaining control of his opponent's arm, the defender now has the option of kicking or stomping him in the neck, face, or ribs (Figure 3-1, Step 4).

(2) Over the shoulder throw. The opponent lunges at the defender with a straight punch (Figure 3-2, Step 1).

The defender blocks the punch with his left forearm, pivots 180 degrees on the ball of his lead foot (Figure 3-2, Step 2), and gets well inside his opponent's right armpit with his right shoulder.

He reaches well back under his opponent's right armpit and grasps him by the collar or hair (Figure 3-2, Step 3).

The defender maintains good back-to-chest, buttock-to-groin contact, keeping his knees slightly bent and shoulderwidth apart. He maintains control of his opponent's right arm by grasping the wrist or sleeve (Figure 3-2, Step 4).

The defender bends forward at the waist and holds his opponent tightly against his body. He locks his knees, thrusts his opponent over his shoulder, and slams him to the ground (Figure 3-2, Step 5). He then has the option of disabling his opponent with kicks or stomps to vital areas.

(3) Throw from rear choke. The opponent attacks the defender with a rear strangle choke. The defender quickly bends his knees and spreads his feet shoulder-width apart (Figure 3-3, Step 1). (Knees are bent quickly to put distance between you and your opponent.)

The defender reaches as far back as possible and uses his right hand to grab his opponent by the collar or hair.

He then forces his chin into the "V" of the opponent's arm that is around his neck. With his left hand, he grasps the opponent's clothing at the tricep and bends forward at the waist (Figure 3-3, Step 2).

The defender locks his knees and, at the same time, pulls his opponent over his shoulder and slams him to the ground (Figure 3-3, Step 3).

He then has the option of spinning around and straddling his opponent or disabling him with punches to vital areas (Figure 3-3, Step 4). (It is important to grip the opponent tightly when executing this move.)

(4) Head butt. The head butt can be applied from the front or the rear. It is repeated until the opponent either releases his grip or becomes unconscious. (a) The opponent grabs the defender in a bear hug from the front (A, Figure 3-4, Step 1).

The defender uses his forehead to smash into his opponent's nose or cheek (A, Figure 3-4, Step 2) and stuns him.

The opponent releases the defender who then follows up with a kick or knee strike to the groin (A, Figure 3-4, Step 3). (b) The opponent grabs the defender in a bear hug from the rear (B, Figure 3-4, Step 1).

The defender cocks his head forward and smashes the back of his head into the opponent's nose or cheek area (B, Figure 3-4, Step 2).

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The defender turns to face his opponent and follows up with a spinning elbow strike to the head (B, Figure 3-4, Step 3).

(5) Rear strangle takedown. The defender strikes the opponent from the rear with a forearm strike to the neck (carotid artery) (Figure 3-5, Step 1).

The defender wraps his right arm around his opponent's neck, making sure he locks the throat and windpipe in the vee formed by the elbow. He grasps his left bicep and wraps his left hand around the back of the opponent's head.

He pulls his right arm in and flexes it, pushing his opponent's head forward (Figure 3-5, Step 2).

The defender kicks his legs out and back, maintains a choke on his opponent's neck, and pulls his opponent backward until his neck breaks (Figure 3-5, Step 3).

STRANGULATION Strangulation is a most effective method of disabling an opponent. The throat's vulnerability is widely known and should be a primary target in close-range fighting. Your goal may be to break the opponent's neck, to crush his trachea, to block the air supply to his lungs, or to block the blood supply to his brain. a. Strangulation by Crushing. Crushing the trachea just below the voice box is probably one of the fastest, easiest, most lethal means of strangulation. The trachea is crushed between the thumb and first two or three fingers. b. Respiratory Strangulation. Compressing the windpipe to obstruct airflow to the lungs is most effectively applied by pressure on the cartilage of the windpipe. Unconsciousness can take place within one to two minutes. However, the technique is not always effective on a strong opponent or an opponent with a large neck. It is better to block the blood supply to weaken the opponent first. c. Sanguineous Strangulation. Cutting off the blood supply to the brain by applying pressure to the carotid arteries results in rapid unconsciousness of the victim. The victim can be rendered unconscious within 3 to 8 seconds, and death can result within 30 to 40 seconds.

CHOKING TECHNIQUES There are several choking techniques that a soldier can use to defeat his opponent in hand-to-hand combat. a. Cross-Collar Choke. With crossed hands, the fighter reaches as far as possible around his opponent's neck and grabs his collar (Figure 3-6, Step 1). The backs of his hands should be against the neck.

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The fighter keeps his elbows bent and close to the body (as in opening a tightly sealed jar), pulls outward with both hands, and chokes the sides of the opponent's neck by rotating the knuckles into the neck (Figure 3-6, Step 2). The forearm can also be used. b. Collar Grab Choke. The fighter grabs his opponent's collar with both hands straight-on (Figure 3-7). He then rotates the knuckles inward against the neck to quickly produce a good choke. He also keeps the elbows in front and close to the body where the greatest strength is maintained.

c. Carotid Choke. The fighter grabs the sides of the opponent's throat by the muscle and sticks his thumbs into the carotids, closing them off (Figure 3-8). This is a fast and painful choke.

d. Trachea Choke. The fighter grabs the opponent's trachea (Figure 3-9) by sticking three fingers behind the voice box on one side and the thumb behind the other. He then crushes the fingers together and twists, applying pressure until the opponent is disabled.

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COUNTERS TO CHOKES A soldier must know how to defend against being choked. Incapacitation and unconsciousness can occur within three seconds; therefore, it is crucial for the defender to know all possible counters to chokes. a. Eye Gouge. The opponent attacks the defender with a frontal choke. The defender has the option of going over or under the opponent's arms. To disable the opponent, the defender inserts both thumbs into his opponent's eyes and tries to gouge them (Figure 3-10). The defender is prepared to follow-up with an attack to the vital regions.

b. Shoulder Dislocation. If the opponent applies a choke from the rear, the defender places the back of his hand against the inside of the opponent's forearm (Figure 3-11, Step 1).

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Then, he brings the other hand over the crook of the opponent's elbow and clasps hands, keeping his hands close to his body as he moves his entire body around the opponent (Figure 3-11, Step 2).

He positions his body so that the opponent's upper arm is aligned with the opponent's shoulders (Figure 3-11, Step 3).

The opponent's arm should be bent at a 90-degree angle.

By pulling up on the opponent's elbow and down on the wrist, the opponent's balance is taken and his shoulder is easily dislocated (Figure 3-11, Step 4). The defender must use his body movement to properly position the opponent--upper body strength will not work.

He drops his body weight by bending his knees to help get the proper bend in the opponent's elbow. The defender must also keep his own hands and elbows close to his body to prevent the opponent's escape (Figure 3-11, Step 5). c. Weight Shift. To counter being choked from above while lying on the ground (Figure 3-12, Step 1), the defender places his arms against his opponent's elbows and locks the joints. http://call.army.mil/products/sop/adams/chapter23.htm (11 of 45) [7/31/2001 7:28:10 AM]

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At the same time, he shifts his hips so that his weight rests painfully on the opponent's ankle (Figure 3-12, Step 2).

The defender can easily shift his body weight to gain control by turning the opponent toward his weak side (Figure 3-12, Step 3). d. Counterstrikes to Rear Choke and Frontal Choke. As the opponent tries a rear choke (A, Figure 3-13, Step 1), the defender can break the opponent's grip with a strong rear-elbow strike into the solar plexus (A, Figure 3-13, Step 2).

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He can follow with a shin scrape down along the opponent's leg and stomp the foot (A, Figure 3-13, Step 3).

He may wish to continue by striking the groin of the opponent (A, Figure 3-13, Step 4).

As the opponent begins a frontal choke (B, Figure 3-13, Step 1), the defender turns his body and drops one arm between the opponent's arms (B, Figure 3-13, Step 2).

He sinks his body weight and drives his own hand to the ground, and then explodes upward with an elbow strike (B, Figure 3-13, Step 3) into the opponent's chin, stomach, or groin. e. Headlock Escape. If a defender is in a headlock, he first turns his chin in toward his opponent's body to prevent choking (Figure 3-14, Step 1).

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Next, he slides one hand up along the opponent's back, around to the face, and finds the sensitive nerve under the nose.

He must avoid placing his fingers near his opponent's mouth, or he will be bitten (Figure 3-14, Step 2).

The defender can now force his opponent back and then down across his own knee to the ground and maintain control by keeping pressure under the nose (Figure 3-14, Step 3). He can finish the technique with a hammer fist to the groin.

GRAPPLING Grappling is when two or more fighters engage in close-range, hand-to-hand combat. They may be armed or unarmed.

To win, the fighter must be aware of how to move his body to maintain the upper hand, and he must know the mechanical strengths and weaknesses of the human body. The situation becomes a struggle of strength pitted against strength unless the fighter can remain in control of his opponent by using skilled movements to gain an advantage in leverage and balance. Knowledge of the following basic movement techniques may give the fighter a way to apply and gain the advantage in grappling situations. a. Wristlock From a Collar or Lapel Grab. When an opponent grabs the defender by the collar or by the lapel, the defender reaches up and grabs the opponent's hand (to prevent him from withdrawing it) while stepping back to pull him off balance (Figure 3-15, Step 1).

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The defender peels off the opponent's grabbing hand by crushing his thumb and bending it back on itself toward the palm in a straight line (Figure 3-15, Step 2). To keep his grip on the opponent's thumb, the defender keeps his hands close to his body where his control is strongest.

He then turns his body so that he has a wristlock on his opponent. The wristlock is produced by turning his wrist outward at a 45-degree angle and by bending it toward the elbow (Figure 3-15, Step 3). The opponent can be driven to the ground by putting his palm on the ground. b. Wristlock From an Arm Grab. When an opponent grabs a defender's arm, the defender rotates his arm to grab the opponent's forearm (Figure 3-16, Step 1).

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At the same time, he secures his other hand on the gripping hand of the opponent to prevent his escape (Figure 3-16, Step 2).

As the defender steps in toward the opponent and maintains his grip on the hand and forearm, a zee shape is formed by the opponent's arm; this is an effective wristlock (Figure 3-16, Step 3). More pain can be induced by trying to put the opponent's fingers in his own eyes. c. Prisoner Escort. The escort secures the prisoner's arm with the wrist bent straight back upon itself, palm toward the elbow. The prisoner's elbow can be secured in the crook of the escort's elbow, firmly against the escort's body for the most control (Figure 3-17). This technique is most effective with two escorts, each holding a wrist of the prisoner. Use this technique to secure the opponent only if rope, flex cuffs, or handcuffs are unavailable.

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d. Elbow Lock Against the Body. The opponent's elbow can be locked against the side of the body (Figure 3-18) by the defender. The defender turns his body to force the elbow into a position in which it was not designed to move. He can apply leverage on the opponent's wrist to gain control since the lock causes intense pain. The elbow can easily be broken to make the arm ineffective. This movement must be executed with maximum speed and force.

e. Elbow Lock Against the Knee. While grappling on the ground, a defender can gain control of the situation if he can use an elbow lock (Figure 3-19) against the opponent.

He uses his knee as a fulcrum for leverage to break his opponent's arm at the elbow. Once the arm breaks, the defender must be prepared with a follow-up technique.

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f. Elbow Lock Against the Shoulder. An elbow lock can be applied by locking the elbow joint against the shoulder (Figure 3-20) and pulling down on the wrist. Leverage is produced by using the shoulder as a fulcrum, by applying force, and by straightening the knees to push upward. This uses the defender's body mass and ensures more positive control.

The opponent's arm must be kept straight so he cannot drive his elbow down into the defender's shoulder.

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g. Shoulder Dislocation. A defender can maneuver into position to dislocate a shoulder by moving inside when an opponent launches a punch (Figure 3-21, Step 1). The defender holds his hand nearest the punching arm high to protect the head.

The defender continues to move in and places his other arm behind the punching arm (Figure 3-21, Step 2). He strikes downward into the crook of the opponent's elbow to create a bend.

Then he clasps his hands and moves to the opponent's outside until the opponent's upper arm is in alignment with his shoulders and bent 90 degrees at the elbow. As he steps, the defender pulls up on the opponent's elbow and directs the wrist downward.

This motion twists the shoulder joint so it is easily dislocated and the opponent loses his balance (Figure 3-21, Step 3).

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maneuvering his entire body. This technique will not succeed by using upper-body strength only, the opponent will escape.

(1) Straight-arm shoulder dislocation. The shoulder can also be dislocated (Figure 3-22) by keeping the elbow straight and forcing the opponent's arm backward toward the opposite shoulder at about 45 degrees. The initial movement must take the arm down and alongside the opponent's body. Bending the wrist toward the elbow helps to lock out the elbow. The dislocation also forces the opponent's head down-ward where a knee strike can be readily made. This dislocation technique should be practiced to get the feel of the correct direction in which to move the joint.

(2) Shoulder dislocation using the elbow. While grappling, the defender can snake his hand over the crook in the opponent's elbow and move his body to the outside, trapping one arm of the opponent against his side (Figure 3-23, Step 1).

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The defender can then clasp his hands in front of his body and use his body mass in motion to align the opponent's upper arm with the line between the shoulders (Figure 3-23, Step 2).

By dipping his weight and then pulling upward on the opponent's elbow, the shoulder is dislocated, and the opponent loses his balance (Figure 3-23, Step 3). If the opponent's elbow locks rather than bends to allow the shoulder dislocation, the defender can use the elbow lock to keep control. h. Knee Lock/Break. The opponent's knee joint can be attacked to produce knee locks or breaks (Figure 3-24) by forcing the knee in a direction opposite to which it was designed to move. The knee can be attacked with the body's mass behind the defender's knee or with his entire body by falling on the opponent's knee, causing it to hyperextend.

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MEDIUM-RANGE COMBATIVES In medium-range combatives, two opponents are already within touching distance. The arsenal of possible body weapons includes short punches and strikes with elbows, knees, and hands. Head butts are also effective; do not forget them during medium-range combat. A soldier uses his peripheral vision to evaluate the targets presented by the opponent and choose his target. He should be aggressive and concentrate his attack on the opponent's vital points to end the fight as soon as possible.

VITAL TARGETS The body is divided into three sections: high, middle, and low. Each section contains vital targets (Figure 4-1). The effects of striking these targets follow: a. High Section. The high section includes the head and neck; it is the most dangerous target area.

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(2) Forehead. A forceful blow can cause whiplash; a severe blow can cause cerebral hemorrhage and death.

(3) Temple. The bones of the skull are weak at the temple, and an artery and large nerve lie close to the skin. A powerful strike can cause unconsciousness and brain concussion. If the artery is severed, the resulting massive hemorrhage compresses the brain, causing coma and or death.

(4) Eyes. A slight jab in the eyes causes uncontrollable watering and blurred vision. A forceful jab or poke can cause temporary blindness, or the eyes can be gouged out. Death can result if the fingers penetrate through the thin bone behind the eyes and into the brain.

(5) Ears. A strike to the ear with cupped hands can rupture the eardrum and may cause a brain concussion.

(6) Nose. Any blow can easily break the thin bones of the nose, causing extreme pain and eye watering.

(7) Under the nose. A blow to the nerve center, which is close to the surface under the nose, can cause great pain and watery eyes.

(8) Jaw. A blow to the jaw can break or dislocate it. If the facial nerve is pinched against the lower jaw, one side of the face will be paralyzed.

(9) Chin. A blow to the chin can cause paralysis, mild concussion, and unconsciousness. The jawbone acts as a lever that can transmit the force of a blow to the back of the brain where the cardiac and respiratory mechanisms are controlled.

(10) Back of ears and base of skull. A moderate blow to the back of the ears or the base of the skull can cause unconsciousness by the jarring effect on the back of the brain. However, a powerful blow can cause a concussion or brain hemorrhage and death.

(11) Throat. A powerful blow to the front of the throat can cause death by crushing the windpipe. A forceful blow causes extreme pain and gagging or vomiting.

(12) Side of neck. A sharp blow to the side of the neck causes unconsciousness by shock to the carotid artery, jugular vein, and vagus nerve. For maximum effect, the blow should be focused below and slightly in front of the ear. A less powerful blow causes involuntary muscle spasms and intense pain. The side of the neck is one of the best targets to use to drop an opponent immediately or to disable him temporarily to finish him later.

(13) Back of neck. A powerful blow to the back of one's neck can cause whiplash, concussion, or even a broken neck and death. b. Middle Section. The middle section extends from the shoulders to the area just above the hips. Most blows to vital points in this region are not fatal but can have serious, long-term complications that range from trauma to internal organs to spinal cord injuries.

(1) Front of shoulder muscle. A large bundle of nerves passes in front of the shoulder joint. A forceful blow causes extreme pain and can make the whole arm ineffective if the nerves are struck just right.

(2) Collarbone. A blow to the collarbone can fracture it, causing intense pain and rendering the arm on the side of the fracture ineffective. The fracture can also sever the brachial nerve or subclavian artery.

(3) Armpit. A large nerve lies close to the skin in each armpit. A blow to this nerve causes severe pain and partial paralysis. A knife inserted into the armpit is fatal as it severs a major artery leading from the heart.

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(4) Spine. A blow to the spinal column can sever the spinal cord, resulting in paralysis or in death.

(5) Nipples. A large network of nerves passes near the skin at the nipples. A blow here can cause extreme pain and hemorrhage to the many blood vessels beneath.

(6) Heart. A jolting blow to the heart can stun the opponent and allow time for follow-up or finishing techniques.

(7) Solar plexus. The solar plexus is a center for nerves that control the cardiorespiratory system. A blow to this location is painful and can take the breath from the opponent. A powerful blow causes unconsciousness by shock to the nerve center. A penetrating blow can also damage internal organs.

(8) Diaphragm. A blow to the lower front of the ribs can cause the diaphragm and the other muscles that control breathing to relax. This causes loss of breath and can result in unconsciousness due to respiratory failure.

(9) Floating ribs. A blow to the floating ribs can easily fracture them because they are not attached to the rib cage. Fractured ribs on the right side can cause internal injury to the liver; fractured ribs on either side can possibly puncture or collapse a lung.

(10) Kidneys. A powerful blow to the kidneys can induce shock and can possibly cause internal injury to these organs. A stab to the kidneys induces instant shock and can cause death from severe internal bleeding.

(11) Abdomen below navel. A powerful blow to the area below the navel and above the groin can cause shock, unconsciousness, and internal bleeding.

(12) Biceps. A strike to the biceps is most painful and renders the arm ineffective. The biceps is an especially good target when an opponent holds a weapon.

(13) Forearm muscle. The radial nerve, which controls much of the movement in the hand, passes over the forearm bone just below the elbow. A strike to the radial nerve renders the hand and arm ineffective. An opponent can be disarmed by a strike to the forearm; if the strike is powerful enough, he can be knocked unconscious.

(14) Back of hand. The backs of the hands are sensitive. Since the nerves pass over the bones in the hand, a strike to this area is intensely painful. The small bones on the back of the hand are easily broken and such a strike can also render the hand ineffective. c. Low Section. The low section of the body includes everything from the groin area to the feet. Strikes to these areas are seldom fatal, but they can be incapacitating.

(1) Groin. A moderate blow to the groin can incapacitate an opponent and cause intense pain. A powerful blow can result in unconsciousness and shock.

(2) Outside of thigh. A large nerve passes near the surface on the outside of the thigh about four finger-widths above the knee. A powerful strike to this region can render the entire leg ineffective, causing an opponent to drop.

This target is especially suitable for knee strikes and shin kicks.

(3) Inside of thigh. A large nerve passes over the bone about in the middle of the inner thigh. A blow to this area also incapacitates the leg and can cause the opponent to drop. Knee strikes and heel kicks are the weapons of choice for this target.

(4) Hamstring. A severe strike to the hamstring can cause muscle spasms and inhibit mobility. If the hamstring is cut, the leg is useless.

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(5) Knee. Because the knee is a major supporting structure of the body, damage to this joint is especially detrimental to an opponent. The knee is easily dislocated when struck at an opposing angle to the joint's normal range of motion, especially when it is bearing the opponent's weight. The knee can be dislocated or hyperextended by kicks and strikes with the entire body.

(6) Calf. A powerful blow to the top of the calf causes painful muscle spasms and also inhibits mobility.

(7) Shin. A moderate blow to the shin produces great pain, especially a blow with a hard object. A powerful blow can possibly fracture the bone that supports most of the body weight.

(8) Achilles tendon. A powerful strike to the Achilles tendon on the back of the heel can cause ankle sprain and dislocation of the foot. If the tendon is torn, the opponent is incapacitated. The Achilles tendon is a good target to cut with a knife.

(9) Ankle. A blow to the ankle causes pain; if a forceful blow is delivered, the ankle can be sprained or broken.

(10) Instep. The small bones on the top of the foot are easily broken. A strike here will hinder the opponent's mobility.

STRIKING PRINCIPLES Effective striking with the weapons of the body to the opponent's vital points is essential for a victorious outcome in a hand-to-hand struggle. A soldier must be able to employ the principles of effective striking if he is to emerge as the survivor in a fight to the death. a. Attitude. Proper mental attitude is of primary importance in the soldier's ability to strike an opponent. In hand-to-hand combat, the soldier must have the attitude that he will defeat the enemy and complete the mission, no matter what. In a fight to the death, the soldier must have the frame of mind to survive above all else; the prospect of losing cannot enter his mind. He must commit himself to hit the opponent continuously with whatever it takes to drive him to the ground or end his resistance. A memory aid is, "Thump him and dump him!" b. Fluid Shock Wave. A strike should be delivered so that the target is hit and the weapon remains on the impact site for at least a tenth of a second. This imparts all of the kinetic energy of the strike into the target area, producing a fluid shock wave that travels into the affected tissue and causes maximum damage. It is imperative that all strikes to vital points and nerve motor points are delivered with this principle in mind. The memory aid is, "Hit and stick!" c. Target Selection. Strikes should be targeted at the opponent's vital points and nerve motor points. The results of effective strikes to vital points are discussed in paragraph 4-1. Strikes to nerve motor points cause temporary mental stunning and muscle motor dysfunction to the affected areas of the body. Mental stunning results when the brain is momentarily disoriented by overstimulation from too much input--for example, a strike to a major nerve. The stunning completely disables an opponent for three to seven seconds and allows the soldier to finish off the opponent, gain total control of the situation, or make his escape. Sometimes, such a strike causes unconsciousness. A successful strike to a nerve motor center also renders the affected body part immovable by causing muscle spasms and dysfunction due to nerve overload. (Readily available nerve motor points are shown in Figure 4-1)

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(1) Jugular notch pressure point. Located at the base of the neck just above the breastbone; pressure to this notch can distract and take away his balance. Pressure from fingers jabbed into the notch incurs intense pain that causes the opponent to withdraw from the pressure involuntarily.

(2) Suprascapular nerve motor point. This nerve is located where the trapezius muscle joins the side of the neck. A strike to this point causes intense pain, temporary dysfunction of the affected arm and hand, and mental stunning for three to seven seconds. The strike should be a downward knife-hand or hammer-fist strike from behind.

(3) Brachial plexus origin. This nerve motor center is on the side of the neck. It is probably the most reliable place to strike someone to stun them. Any part of the hand or arm may be applied--the palm heel, back of the hand, knife hand, ridge hand, hammer fist, thumb tip, or the forearm. A proper strike to the brachial plexus origin causes-http://call.army.mil/products/sop/adams/chapter23.htm (27 of 45) [7/31/2001 7:28:10 AM]

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● ● ● ● ●

Intense pain.

Complete cessation of motor activity.

Temporary dysfunction of the affected arm.

Mental stunning for three to seven seconds.

Possible unconsciousness.

(4) Brachial plexus clavicle notch pressure point. This center is behind the collarbone in a hollow about halfway between the breastbone and the shoulder joint. The strike should be delivered with a small-impact weapon or the tip of the thumb to create high-level mental stunning and dysfunction of the affected arm.

(5) Brachial plexus tie-in motor point. Located on the front of the shoulder joint, a strike to this point can cause the arm to be ineffective. Multiple strikes may be necessary to ensure total dysfunction of the arm and hand.

(6) Stellate ganglion. The ganglion is at the top of the pectoral muscle centered above the nipple. A severe strike to this center can cause high-level stunning, respiratory dysfunction, and possible unconsciousness. A straight punch or hammer fist should be used to cause spasms in the nerves affecting the heart and respiratory systems.

(7) Cervical vertebrae. Located at the base of the skull, a strike to this particular vertebrae can cause unconsciousness or possibly death. The harder the strike, the more likely death will occur.

(8) Radial nerve motor point. This nerve motor point is on top of the forearm just below the elbow. Strikes to this point can create dysfunction of the affected arm and hand. The radial nerve should be struck with the hammer fist or the forearm bones or with an impact weapon, if available. Striking the radial nerve can be especially useful when disarming an opponent armed with a knife or other weapon.

(9) Median nerve motor point. This nerve motor point is on the inside of the forearm at the base of the wrist, just above the heel of the hand. Striking this center produces similar effects to striking the radial nerve, although it is not as accessible as the radial nerve.

(10) Sciatic nerve. A sciatic nerve is just above each buttock, but below the belt line. A substantial strike to this nerve can disable both legs and possibly cause respiratory failure. The sciatic nerve is the largest nerve in the body besides the spinal cord. Striking it can affect the entire body, especially if an impact weapon is used.

(11) Femoral nerve. This nerve is in the center of the inside of the thigh; striking the femoral nerve can cause temporary motor dysfunction of the affected leg, high-intensity pain, and mental stunning for three to seven seconds. The knee is best to use to strike the femoral nerve.

(12) Common peroneal nerve motor point. The peroneal nerve is on the outside of the thigh about four fingers above the knee. A severe strike to this center can cause collapse of the affected leg and highintensity pain, as well as mental stunning for three to seven seconds. This highly accessible point is an effective way to drop an opponent quickly. This point should be struck with a knee, shin kick, or impact weapon.

SHORT PUNCHES AND STRIKES During medium-range combat, punches and strikes are usually short because of the close distance between fighters. Using the entire body mass in motion behind all punches and strikes generates power. a. Hands as Weapons. A knowledge of hand-to-hand combat fighting provides the fighter another means to

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accomplish his mission. Hands can become deadly weapons when used by a skilled fighter.

(1) Punch to solar plexus. The defender uses this punch for close-in fighting when the opponent rushes or tries to grab him. The defender puts his full weight and force behind the punch and strikes his opponent in the solar plexus (Figure 4-2), knocking the breath out of his lungs. The defender can then follow-up with a knee to the groin, or he can use other disabling blows to vital areas.

(2) Thumb strike to throat. The defender uses the thumb strike to the throat (Figure 4-3) as an effective technique when an opponent is rushing him or trying to grab him. The defender thrusts his right arm and thumb out and strikes his opponent in the throat-larynx area while holding his left hand high for protection. He can follow up with a disabling blow to his opponent's vital areas.

(3) Thumb strike to shoulder joint. The opponent rushes the defender and tries to grab him. The defender strikes the opponent's shoulder joint or upper

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pectoral muscle with his fist or thumb (Figure 4-4). This technique is painful and renders the opponent's arm numb. The defender then follows up with a disabling movement.

(4) Hammer-fist strike to face. The opponent rushes the defender. The defender counters by rotating his body in the direction of his opponent and by striking him in the temple, ear, or face (Figure 4-5). The defender follows up with kicks to the groin or hand strikes to his opponent's other vital areas.

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(5) Hammer-fist strike to side of neck. The defender catches his opponent off guard, rotates at the waist to generate power, and strikes his opponent on the side of the neck (carotid artery) (Figure 4-6) with his hand clenched into a fist. This strike can cause muscle spasms at the least and may knock his opponent unconscious.

(6) Hammer fist to pectoral muscle. When the opponent tries to grapple with the defender, the defender counters by forcefully striking his opponent in the pectoral muscle (Figure 4-7). This blow stuns the opponent, and the defender immediately follows up with a disabling blow to a vital area of his opponent's body.

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(7) Hook punch to solar plexus or floating ribs. The opponent tries to wrestle the defender to the ground. The defender counters with a short hook punch to his opponent's solar plexus or floating ribs (Figure 4-8). A sharply delivered blow can puncture or collapse a lung. The defender then follows up with a combination of blows to his opponent's vital areas.

(8) Uppercut to chin. The defender steps between his opponent's arms and strikes with an uppercut punch (Figure 4-9) to the chin or jaw. The defender then follows up with blows to his opponent's vital areas.

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(9) Knife-hand strike to side of neck. The defender executes a knife-hand strike to the side of his opponent's neck (Figure 4-10) the same way as the hammer-fist strike (Figure 4-6) except he uses the edge of his striking hand.

(10) Knife-hand strike to radial nerve. The opponent tries to strike the defender with a punch. The defender counters by striking his opponent on the top of the forearm just below the elbow (radial nerve) (Figure 4-11) and uses a follow-up technique to disable his opponent.

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(11) Palm-heel strike to chin. The opponent tries to surprise the defender by lunging at him. The defender quickly counters by striking his opponent with a palm-heel strike to the chin (Figure 4-12), using maximum force.

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(12) Palm-heel strike to solar plexus. The defender meets his opponent's rush by striking him with a palm-heel strike to the solar plexus (Figure 4-13). The defender then executes a follow-up technique to his opponent's vital organs.

(13) Palm-heel strike to kidneys. The defender grasps his opponent from behind by the collar and pulls him off balance. He quickly follows up with a hard palm-heel strike to the opponent's kidney (Figure 4-14). The defender can then take down his opponent with a follow-up technique to the back of his knee.

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b. Elbows as Weapons. The elbows are also formidable weapons; tremendous striking power can be generated from them. The point of the elbow should be the point of impact. The elbows are strongest when kept in front of the body and in alignment with the shoulder joint; that is, never strike with the elbow out to the side of the body.

(1) Elbow strikes. When properly executed, elbow strikes (Figures 4-15 through 4-21) render an opponent ineffective. When using elbow strikes, execute them quickly, powerfully, and repetitively until the opponent is disabled.

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(2) Repetitive elbow strikes. The attacker on the right throws a punch (Figure 4-22, Step 1).

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The defender counters with an elbow strike to the biceps (Figure 4-22, Step 2). The attacker follows with a punch from his other arm.

The defender again counters with an elbow strike to the shoulder joint (Figure 4-22, Step 3). He next strikes with an elbow from the opposite side to the throat. c. Knees as Weapons. When the knees are used to strike opponents, they are especially potent weapons and are hard to defend or protect against. Great power is generated by thrusting the hips in with a knee strike; however, use the point of the knee as the impact surface. All knee strikes should be executed repetitively until the opponent is disabled. The following techniques are the most effective way to overpower or disable the opponent.

(1) Front knee strike. When an opponent tries to grapple with the defender, the defender strikes his opponent in the stomach or solar plexus with his knee (Figure 4-23).

This stuns the opponent and the defender can follow up with another technique.

(2) Knee strike to outside of thigh. The defender delivers a knee strike to the outside of his opponent's thigh (common peroneal nerve) (Figure 4-24). This strike causes intense pain and renders the opponent's leg ineffective.

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(3) Knee strike to inside of thigh. An effective technique for close-in grappling is when the defender delivers a knee strike to the inside of his opponent's thigh (peroneal nerve) (Figure 4-25). The defender then executes a follow-up technique to a vital point.

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(4) Knee strike to groin. The knee strike to the groin is effective during close-in grappling. The defender gains control by grabbing his opponent's head, hair, ears, or shoulders and strikes him in the groin with his knee (Figure 4-26).

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(5) Knee strike to face. The defender controls his opponent by grabbing behind his head with both hands and forcefully pushing his head down. At the same time, the defender brings his knee up and smashes the opponent in the face (Figure 4-27). When properly executed, the knee strike to the face is a devastating technique that can cause serious injury to the opponent.

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Chapter 24 Flex-Cuf Restraint Techniques This goes hand in hand with the hand-to-hand chapter. You must have some basic knowledge on how to take down a human being, the vital parts of the body, and how to protect yourself in combat operations. Most of our operations, or at least a good bit of them, involve securing people and most of these people are not nice fellas. So, we have to have some techniques on how to restrain these lads and within this chapter you'll find some techniques for utilizing your newfound skills.

The Flex-Cuf restraint is designed as a human restraint and is particularly useful in multiple arrests, raids, and civil disorders. The Flex-Cuf restraint has been utilized effectively as a supplement to handcuffs and also used as leg irons and restraining belts.

It is important that you be thoroughly acquainted with policies regarding the application of plastic restraints, and secondly, be familiar with the various Flex-Cuf restraint techniques that may be used to immobilize your subject.

Remember, all restraining devices are temporary, continued vigilance of the subject is a must for any restraining device to be successful and accomplish its purpose. Take nothing for granted, not age, sex, race or size, restrain every subject. Never forget, you are responsible for the subject's safety, as well as your own and others who may be involved. Properly used, restraints are one of the most valuable tools of your trade.

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Chapter 25 Reflexive Fire Standard Operating Procedure (5th Battalion 20th Infantry Regiment) Leading us into combat firing, this is a good step-by-step process, a sort of "how-to" for setting up a good firing range. With the IBCT, approximately 25% of our critical tasks that we will do in a urban or MOUT environment we will not always have the opportunity to look down our sights and utilize the basic principles of marksmanship. We must have the ability to fire without aiming, the ability to kill targets quickly and rapidly. This reflex firing is a method of doing that and firing without aiming your weapon.

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Chapter 26 Combat Firing Techniques Evaluation Standard Operating Procedure for 5th Battalion 20th Infantry Regiment The mastery of combat firing techniques is basically the next logical step as we go along continuing on the MOUT theme. We don't always have the ability to aim our weapon or get down into a set position. Within this SOP are some good techniques, most of them not new but most of them not done on a recurring basis. Following are the different firing techniques the soldier must be able to utilize and how to set up a range for evaluating those techniques.

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Chapter 27 U.S. Army Sniper Information With the advent of the Interim Brigade Combat Team, or the new type of brigade that we are, we have an awful lot of new capabilities. Addressed in this chapter are snipers, an absolutely critical part of our new team. In this chapter is some of the new equipment that the sniper carries, some of his strengths, as well as how to employ the sniper.

M144 Spotting Scope

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SPECS Caliber: 7.62x51mm NATO (.308 win) Operation: Bolt Action Feed: 5-Round internal magazine Weight: 12.1 lb (5.49 kg) empty without telescope Length: 43in (1092mm) Sights: 10x42 Leupold Ultra M3A telescope sight (Mil-Dots), plus detachable emergency iron sights. (Redfield Palma International) Barrel: 24" length, 1 twist in 11.2", 5 lands & grooves.

Stock: HS Precision - adjustable length.

Max Effective Range:

800 meters (875 yards)

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Expected Accuracy:

1 MOA with M118 (Ammo is limiting factor)

The M24 Sniper's Weapon System (SWS) represents a return to bolt action sniper rifles by the US Army.

As in the USMC M40A1, the M24 uses the Remington 700 action, although the receiver has been made for adaptation to take the .300 Winchester Magnum round. The stock (HS Precision) is made of a composite of Kevlar, graphite and fiberglass bound together with epoxy resins, and features aluminum bedding block and adjustable butt plate. A detachable bipod (Harris) can be attached to the stock's foreend.

This is a 100m group shot with an issue M24 SWS, during a laser-filter re-zero using standard M118 Special Ball.

This is a 500 yard group (.254 MOA) shot using standard M118 Special Ball.

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Barrett M82A1 Caliber: Magazine: Barrel: Weight: Length: Stock: Sights: Max Eff. Range

.50 BMG 10-shot detachable box magazine 29" 32.5 lbs 57" overall Composite with Sorbothane recoil pad.

Scope with ironsights.

1830 meters

Features: ● ● ● ● ● ● ●

Semi-automatic Recoil operated Recoiling barrel to reduce felt recoil Highly effective Muzzle Brake Three-lug locking bolt Self leveling bi-pod Barrett claims 1 MOA with match ammunition

The spotter actually suffers more then the shooter (due to the muzzle brake sending the concussion out and back, usually right into the spotter's face). Its designed purpose is as a long range hard target interdiction rifle with a semi-auto, 10 round capability against light-skinned APCs.

The Sniper has special abilities, training, and equipment. His job is to deliver discriminatory, highly accurate rifle fire against enemy targets that cannot be engaged successfully by the regular rifleman because of range, size, location, fleeting nature, or visibility. Sniping requires the development of basic infantry skills to a high degree of perfection. A Sniper's training incorporates a wide variety of subjects designed to increase his value as a force multiplier and to ensure his survival on the Battlefield. The art of Sniping requires learning and repetitiously practicing these skills until mastered. A Sniper must be highly trained in long range rifle marksmanship and field craft skills to ensure maximum effective engagements with minimum risk.

HISTORY ●

COL. Hiram Berdan - Placed Sharpshooters in key places on the battlefields of the Civil War to shoot key leaders and other important persons.

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instructional camp of the First and Second United States Sharpshooters. Private citizens, political dignitaries, even the President himself made the journey to the camp, for here was gathered some of the finest young marksmen from the northern states. In addition to endless hours spent drilling and pulling guard duty, the new recruits put on daily demonstrations of their sharp shooting skills before large crowds of camp visitors for whom target shooting was a popular sport.

The concept of recruiting marksmen into organized regiments was promoted by a wealthy inventor named Hiram Berdan, himself one of the best known sport shooters in the nation. Berdan lent his considerable influence to the project, was appointed colonel for his efforts, and assumed command over the two regiments, which came to be popularly known as Berdan's Sharpshooters.

To fill the ranks, recruiting officers scoured the loyal northern states, visiting cities, towns, and small villages in search of qualified candidates. It was an exclusive club and membership requirements were strict. A candidate had to place ten consecutive shots inside a ten-inch circle firing from a distance of 200 yards without the benefit of telescopic sights. Many candidates failed the test but enough passed to fill ten companies in the First Regiment and eight companies in the Second Regiment.

Originally armed with five-shot Colt revolving rifles, the two regiments left Camp of Instruction in March 1862.

The First Regiment distinguished itself during the siege of Yorktown and the Peninsular Campaign. It was at Yorktown that the reputation of Berdan's Sharpshooters grew to near mythic proportions. In addition to actual feats of marksmanship, particularly in picking off Rebel cannoneers, the Sharpshooters attracted numerous news correspondents, some of whose lurid prose and outlandish claims captured the imagination of the country.

Adding to the glamour of the Sharpshooters was the fact that they were dressed in forest green frock coats, trousers, and forage caps. To this were added brown leather leggings and Prussian-style knapsacks of haircovered calfskin. Many sported black ostrich plumes in their caps to further enhance their dashing image. The green uniform, in addition to lending an elite air to the regiments, served as an early form of camouflage for the fighting soldier. As the war progressed many soldiers in the field discarded these distinctive trappings, however, the Army continued to issue green clothing throughout the war.

The Second U.S.S.S. spent the spring of 1862 performing provost guard duty in occupied Falmouth and Fredericksburg, VA, no doubt reading of the heroic exploits of their comrades in the First Regiment with some envy. Shortly after the ill-fated Peninsular campaign the two regiments reunited in time to participate in Pope's defeat at Second Bull Run and remained with the Army of the Potomac for the remainder of the war. ●

MAJ. Hesketh Pritchard - Started the first British Sniper course called " The First Army School of Sniping, Observing, and Scouting."

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Germany - The Germans were the first to coin the phrase "Sniper" for military use.

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1930 - Soviet Russia integrated two man Sniper team tactics.

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●

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1955-1956 - The USA Marksmanship Training Unit conducted a centralized Sniper school using the 1903 Springfield A5.

Jan. 1969-July 1969 - 1,250 reported KIA by US Snipers. The average Infantry soldier used 200,000 rounds per KIA compared to 1.3 for the Sniper.

1987 - United States Army Sniper School was started on Ft. Benning, Ga.

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"[He] went back under fire to retrieve [a soldier's] belt, containing one hundred rounds. Suddenly he cried out and fell. He had been shot through the neck by a sniper's bullet, which broke his neck. . . he was dead by the time he hit the ground."

- - described during 2 Para's attack on Goose Green [1] COMBAT EXPERIENCE The primary mission of a sniper is to support combat operations by delivering precision rifle fire from concealed positions on selected targets. The sniper's effectiveness is not only measured in kills, but also in the fear inflicted on the enemy. How effective a sniper can be is demonstrated by the following examples.

LESSON LEARNED Well-camouflaged snipers can create confusion and fear out of all proportion to their number.

WW II: THE 7TH ID ON KWAJALEIN During the assault on Kwajalein atoll in Jan-Feb 1944 by the 7th Infantry Division, enemy snipers proved to be extremely deadly. On the last day of the 5 day battle for the atoll, Company F, 32nd Infantry Regiment, found themselves pinned down by sniper fire. The men could not tell where it was coming from. The bullets paralyzed the men. Then they tried to dig deeper into the sand or cover themselves with palm fronds in an attempt to hide.

For an hour the company "clung to the earth" just 150 yards short of the end of the atoll. One by one, ten soldiers were hit by the sniper fire and each time the medics risked their lives crawling forward to the wounded and dragging them back. The "will to go forward" had vanished. Only the arrival of tank support as a shield from the sniper fire energized the men of Company F to get up and move out towards their objective. They raked the ground in front of them with constant BAR fire, flushed out the sniper, knocked out enemy bunkers and cleared out the last enemy opposition on the atoll. [2] LESSON LEARNED Snipers are extremely effective at killing and demoralizing enemy soldiers.

VIETNAM: THE 1ST CAV IN THE IA DRANG During the battles in the Ia Drang Valley in November 1965, the 1st Bn of the 7th Cavalry was attacked in force

by North Vietnamese regulars. Despite the arrival of elements of the 2nd Bn 5th Cavalry, the 1st Bn was forced to fall back to its LZ and establish a defensive perimeter. An element of the 2nd Bn had been on the LZ all day, so the unit leaders did not make a thorough search of the area. However, a sniper had infiltrated onto the LZ and with one shot at close range severely wounded the A Co. commander. Even after the enemy sniper had fired, he remained undiscovered. The damage to the morale of the unit was severe. They no longer felt secure even within their own defensive perimeter. One sniper firing one round instilled a sense of fear and insecurity into elements of two battalions.

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LESSON LEARNED A high volume of well-placed fire can suppress or kill enemy snipers.

In a related incident during the same campaign (1965), several companies of the 2nd Bn of the 7th Cavalry were surrounded by NVA regulars and had set up a defensive perimeter. A major night attack on B Co. sector threatened to break through but by dawn on 18 November the attacks had subsided. The Battalion Commander doubted that the enemy had retired, however, and ordered the companies on the perimeter to shoot into the trees, ant hills and bushes in front of their positions in case they concealed snipers. The commander realized the demoralizing effect of a single aimed shot directed against the key officers or positions of his unit. The resulting "mad minute" of firing (a venerable WW I tradition) showed immediate results. One NVA sniper fell from a tree, dead, immediately in front of a Co. commander's foxhole and another riddled body fell and hung upside down from a tree only a few meters from a platoon's position. [3]

THE RANGERS ON GRENADA On 25 October 1983, during Operation Urgent Fury, Rangers from the 75th Infantry Regiment were in the process of securing the Point Salinas airfield. A sniper team from the 75th stealthily positioned themselves to engage a Cuban mortar crew. Accurate fire from the team killed or wounded eighteen of the crewmen.

Interrogation of Cuban prisoners after the action revealed the accurate sniper fire of the Rangers was directly responsible for reducing their will to fight. [4] LESSON LEARNED Accurate sniper fire can stop, delay, and disrupt the advance of attacking forces.

FALKLANDS On 12 June 1982, 3d Battalion, the Parachute Regiment, British Army, attacked Mt. Longdon, Falklands. Difficult terrain coupled with a well entrenched enemy made movement slow and dangerous. The snipers of the Argentine 7th Infantry Regiment kept the British busy with accurate fire during the day and (with the aid of U.S.made night vision devices) at night. At one point during the attack, an entire British company was held up for hours by a single Argentine sniper. "Men found themselves being hit more than once by the same sniper, a terrifying tribute to the accuracy of the Argentinean's fire."

LESSON LEARNED Snipers can engage targets that are beyond the range and visibility of the average rifleman.

AFGHANISTAN

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The Mujahadeen riflemen, with their vintage Lee-Enfield rifles, have killed Soviet soldiers at ranges in excess of 800 meters. Early in the war the Soviets discovered their Kalashnidov rifle was generally ineffective beyond 300 meters. To counter the long range accuracy of the Mujahadeen, the Soviets formed sniper squads for each motorized Rifle Company and armed them with the 7.62 SVD sniper rifle. [6] REFERENCES FM 7-86, The Infantry Sniper (Coordinating Draft), Sep 87, is the most recent reference on the training and employment of snipers.

BOTTOM LINE Snipers are an effective combat multiplier in any combat environment. Consider how you could employ them or how you could counter the activities of enemy snipers.

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5th Battalion, 20th Infantry MOUT Standard Operating Procedures

FUNDAMENTALS OF CLOSE QUARTERS COMBAT

Ten Fundamentals: The ten fundamentals of close quarters combat address actions soldiers take while moving along confined corridors to the room to be cleared, while preparing to enter the room, during room entry and target engagement, and after contact.

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only the minimum amount of equipment. Rucksacks and loose items carried by soldiers tire them and slow their pace, and cause noise.

2. Arrive undetected at the entry in the correct order of entrance, prepared to enter on a single command.

3. Enter quickly and dominate the room. Move immediately to positions that allow complete control of the room and provide unobstructed fields of fire.

4. Eliminate all enemy within the room by the use of fast, accurate, and discriminating fires.

5. Gain and maintain immediate control of the situation and all personnel in the room.

6. Confirm whether enemy casualties are wounded or dead. Disarm/segregate the wounded.

Search casualties.

7. Immediately perform a cursory search of the room. Determine if a detailed search is required.

8. Evacuate all wounded and any friendly dead.

9. Mark the room as cleared, using simple, clearly identifiable markings in accordance with our unit SOP. 10. Maintain security at all times and be prepared to react to more enemy contact at any moment. Do not neglect rear security.

INITIAL ACTIONS TO CLEAR A BUILDING (PLATOON) Initial Actions: 1. The unit isolates the building using direct or indirect fires before the lead element moves to the breach point. The unit covers mounted avenues of approach with anti armor weapons. The unit also covers dismounted avenues of approach with automatic weapons.

2. The unit suppresses enemy fires and neutralizes suspected and likely enemy positions as the breach and clearing teams move into position. The unit obscures the movement of the breach and clearing teams to the building by using smoke.

3. Breach and clearing teams secure a foothold in the building. Teams move along covered and concealed routes and enter at the highest possible level of the building. The unit shifts fires to

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other floors or buildings as the clearing teams enter. If possible, clearing teams clear hallways and rooms from the top of the building down.

BREACH POINT/ACTIONS AT ENTRY POINT Breach/Entry Point: Clearing team members must approach the breach point quickly, quietly, and in standard order. This approach preserves the element of surprise and allows for quick entry and domination of the room.

Order of Movement: The order of movement to the breach point is determined by the method of breach and the intended actions at the breach point. The members of the fire team are assigned numbers 1 through 4, with the team leader always designated number 3. If one member of the clearing team is armed with the SAW rather than an M4 rifle, he should be designated number 4.

General: Close quarters combat clearing techniques are designed to be executed by the standard four man fire team. Because of the confined spaces typical of building and room clearing operations, units larger than squads quickly become unwieldy. When shortages of personnel demand it, room clearing operations can be conducted by two and three man teams, but four man teams are optimum. Using fewer personnel greatly increases the combat strain and the risks to the participants.

1. The clearing team must always be alert. Team members provide security at the breach point and to the rear, laterally down corridors, and upward if near stairs or landings.

2. Clearing team member’s positions relative to the door are important as are the weapons carry positions. Team members stand as close to the entry point as possible, staying in a crouched position. They hold their weapons either in the high carry or the low carry position. They ensure the muzzle is not pointed at another team member.

3. All individual equipment that is carried must be selected carefully and prepared properly to ensure that it is quiet and not cumbersome. Essential items should only be carried during close quarters combat. Protective vests, gloves, kneepads, goggles and helmet should be worn by all team members.

Standard Fire Team Stack:

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Number 1 Man: The number 1 man assumes his position on the door first. His eyes and weapon are oriented on the door.

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position, in the direction he will move when he enters the room (i.e. If he is to clear to the left, upon entry, then his weapon will be to the left of the number 1 man.). This ensures rapid target acquisition without sweeping his weapon across the back of the number 1 man.

Number 3 Man: The number 3 man will take the same actions as the number 2 man. The only difference will be that his weapon will be oriented to the opposite side, as he will be moving in the opposite direction of the number 2 man upon entry.

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Number 4 Man: The number 4 man will take the same actions as the number 3 man, but his weapon will be oriented in the direction he intends to move upon entry. His position and actions may be modified if he is responsible for the rear security of the team, or if a door must be breached. In the event a door must be opened the number 4 man will move forward to the opposite side of the door. It is important that the number 4 man or whoever opens the door check for booby traps prior to opening the door by running his hand along the door jam and checking for wires and other suspicious objects visually. Once in position number 4 man opens the door, steps aside, then follows the number 3 man to continue normal room clearing operations. All team members must signal one another that they are prepared before the team enters the room. The last man taps or squeezes the arm of the man in front of him, and each one passes this signal along. The 1 man, upon receiving the tap or squeeze initiates entry. Team members avoid the use of a verbal signal, which may alert the enemy and destroy the element of surprise.

Mechanical Breach of a Locked Door: The preferred method is to have the trail fire team send up a breach man. If the trail fire team cannot provide a breach man then the door will be breached as follows.

The order of movement for a breach has the breach man up front, followed by the number 1 man, number 2 man, and then the number 3 man (team leader). Prior to breaching the door the breach man must ensure he checks for booby traps. The door is breached using a Hooligan Tool for doors opening out and a battering ram for doors opening in. After the door is breached, the breach man falls to the rear of the lineup and acts as the number 4 man.

Demolitions Breach: The order of movement for a demolition breach is number 3 (team leader), number 2, number 1, and then number 4. The team leader provides security at the doorway. The number 2 man carries the demolition charge and places it. Number 1 carries a fabricated blast shield. Number 4 provides rear security. After the demolition charge is placed, number 2 falls behind number 1 (with the blast shield), and number 3 (team leader) falls in behind number 2, re-forming the standard 1,2,3,4

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configuration.

Window Entry: The order of movement for a ground level window entry/breach is the same as for a door breach. Once the window to enter is identified the number four man from the lead fire team moves forward to become the window breach man. If the window needs to be breached then he takes necessary action to breach the window and clear the glass. Once the window is breached the number 4 man prepares to assist the rest of the team/squad in entering the window. There are two preferred methods for providing assistance: Kneeling on hands and knees: The number four man kneels down on his hands and knees and the rest of the squad/team uses his back as a step to enter the window.

One knee support: The number 4 man kneels down with his inside knee on the ground for support. He keeps his right leg bent at a 90 degree angle, and he leans his head against the side of the building if possible to keep it out of the way. The rest of the squad/team uses his outside leg as a step to enter the window.

Ladder Entry: The collapsing foldable ladder should be used to gain access to 2nd floor windows and low roofs. No more than two soldiers should be on the ladder. The 3 and 4 men will stabilize the ladder and secure the upper level windows by orienting their weapons up facing in opposite directions.

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Stack Location Based on Hinge Location and Door Swing Direction: (see figure next page) The position of the stack will always be opposite of the hinge on the door. The flow left or right will vary depending on hinge position and door swing direction. The following descriptions and images explain the different positions.

Hinged Left, Opens In: One man goes right, two man goes left, three man goes right, four man goes left. When the 4 man/breacher opens the door he position himself by the hinge, opens or battering rams the door and then while staying out of the way reaches out and pushes/holds the door open without entering the fatal funnel.

Hinged Right, Opens In: One man goes left, two man goes right, three man goes left, four man goes right. 4Man/breacher take same action on opposite side.

Hinged Left Opens Out: One man goes right, two man goes left, three man goes right, four man goes left.

Hinged Right, Opens Out: One man goes right, two man goes left, three man goes right, four man goes left.

NOTE: The figures to the right represent the different stack positions relative to the way the door opens and the position of the hinge.

ACTIONS UPON ENTRY/CLEAR A ROOM

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The entire team should enter the room as quickly and as smoothly as possible and clear the doorway immediately. The number 4 man may or may not enter the room based on room size.

1. The door is the focal point of anyone in the room. It is known as the "fatal funnel", because it focuses attention at the precise point where the individual team members are the most vulnerable. Moving into the room quickly reduces the chance that anyone will be hit by enemy fire directed at the doorway.

2. On the squeeze/tap of the 1 man, the clearing team moves through the door quickly and takes up positions inside the room that allow it to completely dominate the room and eliminate the threat. Team members stop movement only after they have cleared the door and reached their designated point of domination. When moving to the point of dominance soldiers must stay at least 2 ft. off the walls to reduce the risk of being struck by "rabbit rounds". At the point of dominance all personnel should take one step away from the wall to allow the repositioning of the fire team or follow on fire team without crossing in front of weapons.

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a. The first man to enter moves in as straight a line as possible toward the corner for which he is responsible. He then turns and moves to a point no further than mid way down the wall.

The depth of his movement is determined by the size of the room, any obstacles in the room such as furniture, and by the number and location of enemy and noncombatants in the room. b. The second man enters and moves toward the corner in the opposite direction, following the wall, but not directly against it. c. The number 3 man (team leader) buttonhooks inside the room at least 1 meter from the

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door, but between the number 1 man and the door. d. The team leader can either use the number 4 man (normally the SAW gunner) as rear security at the breach site, or he can have him enter with the remainder of the team. If he enters, the number 4 man moves in the direction of the number 2 man and buttonhooks between the number 2 man and the door.

3. To make close quarters combat techniques work, each member of the team must know his sector of fire and how his sector overlaps and links with the sectors of the other team members. Team members engage targets as they move to their designated point. They do not move to the point of domination and then engage their targets. However, engagements must not slow movement to their points of domination. Team members may shoot from as short a range as 1 to 2 inches. They engage the most immediate threats first. Examples of immediate threats are enemy personnel who: a. Are armed and prepared to return fire immediately. b. Block movement to the position of domination. c. Are within arm’s reach of a clearing team member d. Are within 3 to 5 feet of the breach point.

4. Each clearing team member has a designated sector of fire that is unique to him initially but expands to overlap sectors of the other team members. (see figure below) a. The number 1 and 2 men are initially concerned with the area along the wall on either side of the door or entry point. This area is in their path of movement, and it is their primary sector of fire. Their alternate sector of fire is the wall that they are moving toward, sweeping back to the far corner. The 1 man and 2 man should not move deeper than halfway across the depth of the room. b. The number 3 and 4 men start at the center of the wall opposite their point of entry and sweep to the left if moving toward the left, or to the right if moving toward the right. They stop short of their respective team member (either the number 1 man or the number 2 man).

5. While the team members move toward their points of domination, they engage all targets in their sector. Team members must exercise fire control and discriminate between hostile and non combatant occupants of the room. Shooting is done without stopping, using reflexive shooting techniques. Because the soldiers are moving and shooting at the same time, they must move using careful hurry. They do not rush with total disregard for any obstacles. When full four man teams are not available for room clearing, three man and two man teams can be used. http://call.army.mil/products/mout/520/520SOP.htm (12 of 31) [7/31/2001 7:29:10 AM]

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CLEARING HALLWAYS The Three Basic Movement Techniques: The three basic techniques for moving down hallways are shown below. Fire teams covering very short distances while moving from room to room may remain in the team stack.

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The Serpentine Technique: Should be used in narrow hallways. The number 1 man provides security to the front. His sector of fire includes any enemy soldiers who appear at the far end of the hall or from any doorways near the end. The number 2 and number 3 men cover the left and right sides of the number 1 man and are positioned either one step forward or rearward of the 1 man. Their sectors of fire include any targets in nearby doorways on either side of the hall, covering the number 1 man’s flanks. The number 4 man, normally carrying the SAW, provides rear protection against any enemy soldiers suddenly appearing behind the clearing team.

The Cross Cover/ Rolling Thunder Formation: This formation is used for wider corridors when the lead fire team is moving down a hallway or passageway and the second fire team or security element is covering the rear of the lead element. The numbers one and two men move down the hallway abreast providing security to the immediate front on opposite sides of the hallway. The number three and four man move abreast of each other to the rear and inside of the two men providing security to the front far down the hallway.

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The Rolling T Technique: Is used in wide hallways. The number 1 and number 2 men move abreast, covering the opposite side of the hallway from the one they are walking on. The number 3 man covers the far end of the hallway from a position behind the number 1 and number 2 men, firing between them.

Once again, the number 4 man provides rear security.

Hallway Intersection Clearance: Hallway intersections are dangerous areas and should be approached cautiously. When a team clears the hallway entry point, corridors, and intersecting hallways, the number 1 man squats down to a low position at the corner. Simultaneously the number 2 man moves up to a high position at the corner while looking over the number 1 man. The number 3 man steps out and pulls frontal security, while the number 4 man maintains rear security.

1. The number 2 man places his outside leg against the number 1 man’s side. This lets the number 1 man know that he is ready.

2. The number 1 man steps off and this keys the number 2 man to do the same simultaneous.

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3. The sectors are split down the middle of the hallway. Number 1 man secures the far side as the number 2 man secures the near side.

4. After the sectors are cleared, the number 2 man squeezes the shoulder of the number 1 man. This tells him that the number 2 man is finished firing. Only then will the number 1 man pick up and continue to move down the hallway.

Clearing a "T" Intersection: When clearing a "T" intersection, the number 1 man squats down to a low position at the corner. The number 2 man moves up to a high position at the corner while looking over the number 1 man. The number 3 and 4 man do the same thing on the opposite side. All team members look at the team leader who gives a silent count on his fingers. With all team members clearing simultaneously on the count of three.

The number 2 man places his outside leg against the number 1 man’s side. This lets the number 1 man know that he is ready. Number 3 and 4 man do the same on the opposite side. �

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On the silent three count, the number 1 man steps off and this keys the number 2 man to do the same simultaneous. The number 3 and 4 men are doing the same thing on the opposite side. ●

The sectors are split down the middle of the hallway. Number 1 man secures the far side as the number 2 man secures the near side. The number 3 and 4 men are doing the same thing. ●

After the sectors are cleared, the number 2 man squeezes the shoulder of the number 1 man. This tells him that the number 2 man is finished firing. Only then will the number 1 man pick up and continue to move down the hallway. The number 3 and 4 men do the same thing on their side. ●

CLEARING STAIRWELLS General: Stairwells add to the "fatal funnel" effect of doorways, by including additional levels in to the equation. This creates a " 3 dimensional " atmosphere. The movement of the squad/team will differ depending on direction of travel, and the layout of the stairwell. In any case the method follows a basic format.

1. The squad leader designates an assault element to clear the staircase.

2. The squad/team maintains 360 degree/3 dimensional security in the immediate vicinity of the staircase.

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3. The squad leader then directs the assault team to locate, mark, bypass, and or clear any obstacles/booby traps that may be blocking access to the staircase.

4. The assault element moves up the stairs using either the fire team flow, or the Buddy team flow, providing overwatch for movement, up/down on the stairwell, to the degree possible.

The three man team is the preferred method. a. Straight Staircase: The number 1 man scans and clears the stairwell for booby traps. The number 2 man scans forward and up the stairwell. The number 3 man scans directly up and to the rear to check the upper level. He does this by moving backwards, his back pressed to the backs of the number 1 and 2 men. (see figure next page) b. Split Flight of Stairs: The 1 man clears forward and up, the 2 man clears up to the next split level and the 3 man clears up and back as in figures below.

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5. A stun or fragmentary grenade may be employed to the upper/lower landing if the stairwell, structure, and ROE permit. (If clearing downward on a stairwell grenades may be employed before movement).

6. No soldier’s head will crest the top of the stairs. Soldiers crouch lower to get as far up the stairs as possible. Simultaneously all three members crest the stairs above floor level clearing 360 degrees simultaneously.

7. The squad leader determines when to rotate elements during movement and reports the clearing status to the platoon leader.

8. The following actions will be, at a minimum, taken when enemy forces are encountered. a. The squad/team will assault to secure the landing/flight of stairs by fire and maneuver. b. Remain at the last covered and concealed position until the squad/team has gained fire superiority and is able to move up the staircase. Grenades and M203 rounds through windows may be used to help achieve this. c. If fire superiority cannot be achieved the squad/team will request assistance.

MOVE TACTICALLY DURING MOUT

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General: As in all combat situations, the clearing team must move tactically and safely.

Individuals who are part of a clearing team must move in a standard manner, using practiced techniques known to all.

Individual Movement and Weapons Control: 1. When moving, team members hold their weapons with the muzzle pointed in the direction of travel. They keep the butt of the rifle in the pocket of their shoulder, with the both eyes open looking thruogh the optic or down the sights. Soldiers swing the muzzle with their head so that the rifle is always aimed where the soldier is looking.

2. Team members avoid "flagging" or leading, with the weapon when working around windows, doors, corners, or where obstacles must be negotiated. Flagging the weapon gives advance warning to anyone looking in the soldier’s direction, making it easier for an enemy to grab the weapon. Soldiers must keep their weapons under control at all times.

3. Team members should keep weapons safe (selector switch on SAFE and index finger outside of trigger guard) until hostile target is identified and engaged. After a team member clears his sector of all targets, he returns his weapon to the SAFE position.

4. If a soldier has a malfunction with his weapon during close quarters combat, he should immediately drop to one knee and conduct immediate action to reduce the malfunction.

Once the weapon is operational, there is no need to return to the standing position to engage targets unless the soldier must move to another firing position. Valuable time is saved by resuming target engagement from the kneeling position. When other members of the team see a soldier drop to one knee, they know immediately that he has a malfunction and that they should engage in his sector.

Ready Positions: The two weapon ready positions are low ready and high ready.

Low ready position: The butt of the weapon is placed firmly in the pocket of the shoulder with the barrel pointed down at a 45 degree angle. This is the safest carry position. It should be used in the fire team stack or when preparing to clear "High-Low".

High ready position: The butt of the weapon is held under the armpit, with the barrel pointed slightly up, keeping the front sight assembly under the line of sight but within the gunner’s peripheral vision. To engage a target, the gunner pushes the weapon out as if to bayonet the target. When the weapon leaves the armpit, he slides it up into the firing shoulder. This technique is best suited for the lineup outside the door.

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UNIT MOVEMENT General: The preferred technique is to move using bounding overwatch. Normally the platoon/squad will move as two elements: a movement element and an overwatch element. When necessary, these elements or parts of them exchange roles. If moving in small elements, there may be a designated overwatch element.

Key Points to Consider: 1. Elements moving by themselves or infiltrating may not have support elements.

2. The platoon/squad leader determines when to rotate elements during movement.

3. The platoon/squad will use a covered and concealed route whenever possible. Moving through underground passageways, through or behind buildings, along walls, and over rooftops. Avoiding streets, alleys, and other danger areas unless necessary.

4. The platoon/squad makes the best use of cover and concealment when moving, moving in the street only when ROE dictates or the situation requires.

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Movement through a Street: When forced to move in the street the squad/platoon has a few options.

Platoon: Move the two squads/teams abreast, having each squad/team overwatch the buildings forward and across the street on ground level and observing the stories above the opposite squad.

One Squad Forward, Fire Teams on Opposite Sides: Use this technique (figure B) when making contact with a small element is important and the number of buildings with more than two floors is low. It also keeps two squads free to maneuver.

Two Squads Forward on Opposite Sides: Use this option when many multi storied buildings are present and the risk from above is high. This technique doubles the number of soldiers that will focus on the 2nd floor and above.

Squad: During squad movement the lead buddy team/fire team covers across the street forward of the lead element at ground level. The trail buddy team/fire team covers across and forward from the second story and higher.

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Key points to consider while moving through a street: 1. Use smoke, rubble and debris for cover and concealment.

2. Clear intersecting streets and alleyways in similar techniques used for the clearing of intersecting hallways.

3. The platoon/squad will cross the urban danger areas using the greatest cover, concealment, speed, and overwatch. An element normally crosses as a dispersed group at the same time but METT-T conditions may cause the element leader to decide to cross in buddy teams or individually.

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dangerous area.

REACT TO SNIPER

General: If the lead fire team/squad encounters sniper fire while moving down the street they will immediately return fire in the direction of the suspected location of the sniper and throws smoke for concealment. The lead team/squad then becomes the support element and continues to try and pinpoint the sniper’s location while suppressing. On the command of the Platoon/Squad Leader the trail squad/team breaks off and moves along an adjacent road or concealed route at a double time to set up a blocking position or positions to stop the sniper from exiting the building or hide site. A distance of approximately 3 buildings away from the suspected position of the sniper is sufficient in most cases to set up a good blocking position. Once the blocking position is in place the Platoon Leader commands his support team that first made contact to take the most direct route into the building that the fire came from and clear the building to neutralize the sniper. It is absolutely critical that the maneuver element in charge of setting up the blocking position moves as quickly as possible while moving into position.

If this does not happen the unit will continue to fight the same sniper block after block as he egresses and sets up new positions along the route.

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React To Sniper Diagram: Upon receiving fire from the enemy sniper, (represented by the circled "X"), the lead team/squad takes the following actions as described above.

1.

2.

3.

4.

5.

Lead team/squad throws smoke and returns fire.

Lead team/squad seeks cover and continues to suppress the sniper.

Trail team/squad moves at a double time to a blocking position.

Trail team/squad blocks to prevent the sniper from moving to a new hide position.

Lead team/squad (or a squad not in contact) moves to the building that the sniper is located in and executes enter and clear a building.

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MARKINGS AND SIGNALS

Standard for marking and signaling: 1. Entry Points. Entry points will be marked with two Wolf Tails flanking each side of the entry point.

2. Cleared Rooms. Rooms cleared will be marked with the Wolf Tails ( minus the 9 volt batteries ) at the entrance of each room. Follow-on forces must not have to enter a room to determine that it has been cleared .

3. Floor Clear. When a floor is clear it will be marked with a Wolf Tail marking device with the chemlight activated and the 9-volt batteries making contact shorting them out causing a heat signature that can be picked up easily by thermal sights. It will be hung from the windows facing the SBF and other follow on forces. This marking can also be used as a signal to shift fire from the floor immediately above or below (depending on the order of floors to be cleared) to the next floor in the clearance sequence.

4. Building Clear. Buildings cleared will be marked by a Modified Wold Tail ( an orange VS17 panel with three IR chemlights taped together forming a triple long chemlight, with a two-foot length of 550 cord tied on to the end of it. At the end of the 550 cord there will be two 9 volt batteries taped together and attached to the 550 cord by a secure knot. ) The http://call.army.mil/products/mout/520/520SOP.htm (26 of 31) [7/31/2001 7:29:10 AM]

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signaler will first twirl the signal approximately 6-10 times while in view of a window on the support side of the building. This ensures that the support element will be able to obtain the visual signal easily. He then secures the signal to the window frame where it will be in full view outside of the building.

Construction of the Wolf Tail requires the following materials: 1. A 3 ft. length of engineer tape (brightly colored) 2. Approx. 5 ft. of 550 cord 3. A small weight such as a bolt or similar object 4. Duct tape/100mph tape 5. Chemlight ( colored and/or IR ) 6. Two 9-volt batteries

CONSTRUCTION OF THE MODIFIED WOLF TAIL Constuction of the Modified Wolf Tail Requires The Following Materials:

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1.

2.

3.

4.

5.

VS 17 Panel 3ft 550 Cord Two 9-Volt Batteries 1 Bolt or similar object for weight Another 2ft length of 550 Cord

MOUT KITS

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Company: The company should maintain three MOUT and three breaching kits. The contents of the platoon MOUT Kit are included bellow.

Platoon MOUT Kit: The platoon MOUT Kit mirrors a standard breach kit in many ways. It is recommended that the platoon breach kits be augmented to create a MOUT Kit. By having the MOUT specific items stored in a separate bag, the Breach Kit can be used for standard breaching and MOUT. At a minimum, the platoon Breaching Kit will include: ● ● ● ● ● ● ● ● ● ● ●

● ●

Wire handling gloves – 4 pair.

Wire cutters -3.

Rifle firedgrappling hooks –6 Iron grapnel hook with rope -3 (for climbing and moving debris inside buildings in MOUT) Wolf Tails –2 per soldier Modified Wolf Tails –3 per squad Marking devices for breach lanes: Three rolls of engineer tape and three boxes of chem lights Signal devices for lifting and shifting fires and for safely moving between buildings Lightweight, foldable assault ladder Sand table kit geared specifically for MOUT. A mirror device for observing around corners and up stairs. (one per fire team) Forced entry tool kit: Hooligan Tool, Sledge, and bolt/lock cutters –3 Battering Ram Protective eyewear to shield against flying debris –30, one per soldier

COMMAND AND CONTROL VERBIAGE In an environment where teams are shooting and moving, command and control is critical. The assaulters will be moving very close to each other as they engage targets, and the high volume of noise from explosives, simulators, and individual weapons will make communications extremely difficult. It is therefore imperative that the verbiage used during the assault consist of terms that each assaulter is familiar with and knows how to respond to. The terms listed below should be a part of each team’s vocabulary.

STATUS: A command given by the assault team leader that requires all team members to report whether their sectors are clear and whether they are prepared to continue the assault.

UP (ONE UP, TWO UP, THREE UP, FOUR UP): A reply by each team member to the other team members acknowledging that his sector is clear and secured and he is prepared to continue the assault.

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DEEP CLEAR PROBLEM: The individual assaulter cannot clear a portion of his sector because of something obscuring his vision (i.e. a table, a couch, etc. ) Whenever an assaulter encounters a deep clear problem, he should identify the area he cannot see. For example "Deep clear problem to my front. I cannot see behind the green couch."

ROOM CLEAR: A signal from the assault team leader to the team members and follow on teams that the room has been cleared and is secure. Follow on teams can now safely enter the building and assault the next room.

DOOR TO MY (GIVE DIRECTION) STACK RIGHT/LEFT: A command given by the assault team leader in a secured room that requires the follow on team to position themselves on the right/left side of the door. This will eliminate the confusion caused when the follow on team stacks up on the wrong side of a locked door and has to move to allow the breacher to breach the door.

BREACHER: A signal to the demolitions man/mechanical breacher that a locked door has been encountered and he is needed to breach the locking mechanism.

BREACH: A command given by the number two man that requires the breacher to breach the locking mechanism. A visual signal should be used at the same time the verbal command is given. A fist thrust downward where the breacher can see works well. The reason both signals are given is that with the noise surrounding the team, the breacher may not hear the verbal signal.

COMING OUT: A signal given by an individual or a team that they are ready to exit a room and come back into an occupied hallway. This should be used in conjunction with a visual signal ( a thumbs up thrust out the door). This is important when there are adjoining rooms in a building. If the team clears more than one room, they will probably not exit from the same door that they entered from.

COME OUT: A reply given by the security element or a follow on team in the hallway that informs the team that it is all right for them to come out into the hallway.

COMING IN: A signal given by an individual or a team when they are preparing to enter an occupied room.

COME IN: A reply given by personnel in the room that it is all right for the individual or the team to enter the room.

DRY HOLE: A room or a structure that is empty of personnel or equipment.

MAN DOWN: A command given when an assaulter has been injured and cannot continue with the mission.

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personnel for security or clearing purposes.

CEASE FIRE: A command given by any person that requires all shooters to cease firing because of an unsafe act or an injury to an individual.

SHOT: Given by any team member to alert others that he is engaging targets outside of the room.

SHORT ROOM: Given by team member ONE or TWO to signal a small room and that all team members should not enter.

LONG: A command given to tell another team member to take up security further into the room.

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Chapter 29 Night Raid This is not really a how-to chapter on raids per se, but more a discussion of the incorporation of the night vision devices. There are also some good after-action comments, but the important part of this chapter is the understanding of all the elements involved in executing a night raid.

It's a complex mission but routine for a Ranger battalion. Also we'll be looking at some of the considerations related to using "own the night" equipment, along with a look at some of the tools and devices that go with this equipment.

You will not succeed at night if you cannot hit targets at night. All the technology in the world cannot overcome this simple fact. To hit targets, you must ensure all your night vision systems are in good operating order, and that your weapons are zeroed.

The following describes the process of zeroing night vision devices and puts out some sound practices to consider when zeroing any other time as well.

Zeroing Techniques with Night Vision Devices The steps in preparing for zeroing are the following, in sequence: Modify the 25-meter zero target to help the firer determine center mass of the target and maintain a consistent aim point when zeroing. Use the tan side of a cardboard E-silhouette and stripe the full length and width of the cardboard with 3/4-inch black electrical tape. These stripes should divide the E-silhouette in half, vertically and horizontally. Center and staple the 25meter zero target at the intersection of these black stripes.

Mark the correct bullet impact point on the 25-meter target. When zeroing an aiming light, the firer points the aiming light at the center mass of the 25-meter zero target silhouette. Bullets must then hit the target at a pre-determined point. Aiming light adjustments are made until the shot group is centered over this point.

Make a transparency showing the appropriate shot-group size. This step is needed for two reasons. First, the four-centimeter circle marked on the 25-meter target is not centered over the bullet impact point for either aiming light. Second, firers cannot be as precise at night as during the day. Our research showed that the four-centimeter shot group is an unrealistic standard for night firing, given the reduced visual acuity at night through goggles and the difficulties in aiming consistently. A 5.5-centimeter criterion is better. To help trainers and firers apply this criterion, a laminated see-through or transparent training aid marked with a black 5.5-centimeter circle should be used. http://call.army.mil/products/sop/adams/chapter29.htm (1 of 10) [7/31/2001 7:29:49 AM]

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The actual zeroing procedure follows: Use the standard Army flashlight to light the target. The flashlight helps diffuse the bloom of the aiming light in the goggles and provides a more definitive aim point. Place the flashlight at the firer's position in a supported position such as a V-notched stake. The flashlight can be pointed directly at center mass of the target or slightly below the target, according to the firer's preference. If there is enough ambient light in the night sky, a flashlight may not be needed.

Fire two, three-round shot groups before making any aiming light adjustments. This will give a much better indication of the firer's aim point than a single three-round shot group. This procedure will avoid premature adjustments and "chasing bullets" in the dark. Triangulate and number each shot group. Do not adjust the aiming light unless the firer is shooting consistently and the aim point can be determined.

Aiming light knob adjustment guide shows movement of bullets with the M16A2 rifle when aiming light knobs are turned counterclockwise. (Bullets go in the opposite direction when the knobs are turned clockwise.)

Center the shot-group size transparency (the 5.5-centimeter circle) over the bullet impact point to evaluate each shot group. All bullets should be within the circle and as close to the impact point as possible.

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Fire no more than four shot groups for each 25-meter zero target to accurately assess shot groups. The wide dispersion of bullets frequently makes it difficult to mark shot groups distinctly and can result in an incorrect adjustment. Put up a new 25-meter target after this point.

Checklist The following checklist summarizes the steps that should be taken when zeroing an aiming light.

It assumes that all training aids and target modifications have been made.

Prepare for zeroing with aiming lights: ❍

Zero the M16A2 rifle for 300 meters during daylight hours.

❍

Use a striped E-silhouette.

❍

Use a 25-meter zero target marked with the correct bullet impact point.

❍

Center the 25-meter zero target on the stripes on the E-silhouette.

❍

❍

Place the aiming light ruler and shot group size transparency at each 25-meter zero target location.

Place the aiming light knob adjustment guide at each firer's position.

Zeroing procedures at night with aiming lights:

❍

❍

❍

❍

Be sure the rifle is set properly for zeroing at 25 meters, one click up from the 300meter setting.

Shine a flashlight on the 25-meter zero target from the firer's position, as needed.

Fire and mark two, three-round shot groups before making the first aiming light adjustment.

Check the knob adjustment guide to ensure that adjustments are made in the correct direction.

❍

Use the shot-group size transparency to evaluate the size.

❍

Put up a new 25-meter target after firing four shot groups.

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When finished with these steps, move the elevation knob on the M16A2 down one click to ensure that sights are aligned for 300 meters.

With the weapons zeroed, it is time to put them to use. Here's an excerpt detailing general concepts and observations that, when considered, can culminate in a night live-fire executed nearly entirely in the IR spectrum...

RANGER COMPANY NIGHT LIVE-FIRE RAID Preparations for the Raid Achieving a "Trained" status in the IR spectrum has two essential components: the necessary equipment and extensive training and rehearsal.

A unit cannot operate completely in the IR spectrum unless each soldier has night vision goggles (NVGs) mounted on his head. Furthermore, the goggles are of little value if he does not also have an aiming device on his weapon.

The training and rehearsals for this mission are much the same as for any other mission or task.

They must be gradual, progressing through the crawl, walk, run stages as outlined in FM 25101, Battle Focused Training. They must address the individual, leader, and collective tasks that support the terminal training objective specified in ARTEP 7-8 MTP, Mission Training Plan for the Infantry Rifle Platoon and Squad, and ARTEP 7-10 MTP, Mission Training Plan for the Infantry Rifle Company.

Night Vision Equipment Although Ranger resources differ from those of conventional infantry units, most of the equipment is the same. Rangers often receive the latest weapons and equipment in the Army inventory, such as the M4 carbine, which is replacing the M16A2 in Ranger units; the M240G, which has replaced the M60 machinegun; the RAAWS, which replaced the Dragon; and the Litton M845 and 937 night vision scopes, which augment the PVS-4. http://call.army.mil/products/sop/adams/chapter29.htm (4 of 10) [7/31/2001 7:29:49 AM]

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With new equipment come new challenges and the responsibility to develop TTPs for its use. A Ranger company can outfit every soldier with NVGs, scope, and/or aiming laser. Like other units, Rangers are waiting for better equipment (such as replacing PVS-7As with PVS-7Ds), maintaining what they have, and relying on NCOs and their ingenuity to accomplish any mission they are given.

To assist in fielding new night vision equipment and developing innovations for using what is already in the inventory, the 1st Ranger Battalion formed a night vision committee at battalion level, made up of several NCOs, the platoon leaders, the headquarters company commander (who is the battalion force modernization officer), and the battalion commander. The committee's efforts have helped establish an SOP that spells out whom carry which NVDs. Night Vision Goggles. Every soldier on the battlefield, whether he has a night vision sight mounted on his weapon or not, must have NVGs. Without them, he is severely handicapped during movement, which results in a loss of control for the unit and a diminished ability to acquire and engage enemy targets.

Aiming Devices, Pointers, and Illuminators. The best set of goggles will not do a shooter any good without an aiming laser, such as the AN/PAQ-4A or 4C, or an AIM-1 that is zeroed to his weapon. The PAQ-4C is much better than the 4A because the laser is stronger, eye-safe, and not intermittent.

Mounting the PAQ-4C on the M4 has been one of our greatest challenges due to a shortage of mounting brackets. Although the M4 mounting bracket is noted as an additional authorized item in the PAQ-4C training manual, it is still not available in large quantities. Thanks to NCO ingenuity and resourcefulness, however, the battalion has progressed from electricians' tape to modified aim point mounts to finding a supplier.

Another device used to direct or illuminate a target is the Maxibeam search light, which is a lightweight handheld, battery-operated IR or white light search light with an illumination of several million candlepower. Its beam can be narrowed to illuminate small targets such as a bunker or breach point or widened for large areas such as a portion of the objective. Rangers have used the Maxibeam from the support element with great success, particularly on nights with limited illumination.

Markings. For the night live-fire raid, each Ranger was marked with a two-inch strip of IRreflective tape on his arm and a one-inch square on his helmet. All cleared breach points, buildings, and bunkers were marked with either IR chemlights, or Phoenix beacons, as was the casualty collection point. The battalion also used IR strobe lights or Phoenix beacons to identify the flanks of assaulting elements. Landing and pickup zones were marked with either strobes or swinging IR chemlights.

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Using only IR sources for marking has an advantage and a disadvantage. The advantage is that an enemy without night vision devices has a lot of trouble identifying the friendly locations and actions. The disadvantage is that friendly forces can get confused trying to navigate through an objective that is marked all in the same color and contains several blinking IR lights. The supporting attack helicopters also can have a hard time identifying the source of a laser (for example, telling a Phoenix beacon from an IR strobe light).

CQB Lights. CQB lights mounted on individual weapon systems are the one exception to operating in total darkness. Although these lights come with IR filters, Ranger experience indicates that the white light clearing of buildings is generally preferred. It increases peripheral vision, enhances target acquisition and control, and increases the speed of the room-clearing team. For those without CQB lights, the field-expedient flashlight taped to the handguard is a must. But the use of white light, even in room-clearing operations must depend upon the mission analysis. When clearing large open areas, the use of CQB lights, without IR filters, is not the preferred technique. Use of the CQB lights with IR filters also enhances EPW search operations.

Train-up The 1st Ranger Battalion relies heavily upon the professional competence of its NCOs, and particularly the team and squad leaders. These junior NCOs are trainers who know and enforce the highest standards. Each must ensure that his team or squad is mentally and physically prepared for the Ranger mission. It is not uncommon to see a Ranger fire team or squad practicing CQB in the battalion area, conducting battle drills on the physical training field, or gathered around a chalkboard during some downtime in garrison. In the field, companies try to spend 75 percent of their time training at squad and platoon level. This is common throughout the Ranger Regiment and reflects the core belief that if a battalion has excellent squads, it will have excellent platoons and companies as well.

Leader training for this mission can take the form of NCO and officer professional development sessions or train-the-trainer classes. To gain and maintain proficiency in CQB, many Ranger leaders attend the Special Operations Training Course at Fort Bragg, forming a school-trained base of NCOs from which to draw. Ranger leaders have also attended specialized demolition courses to learn nonstandard methods of entering buildings.

To build upon that base, the battalion has conducted professional development sessions at ranges to share the latest techniques in reflexive firing and advanced marksmanship techniques. Recently, the platoon leaders spent a day at Fort Stewart's shoothouse live-firing different scenarios and increasing their proficiency at CQB. The platoon leaders have also increased their overall night fighting capability and their understanding of battle drills by conducting a live-fire squad attack drill. These leader training techniques can be applied to other air assault battle drills such as breach a wide obstacle, enter and clear a trench line, knock out a

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bunker, and support-by-fire exercises.

Individual Training Like the leader tasks, most of the specific individual training tasks required for the night live-fire mission are clearly spelled out in ARTEPs 7-8 and 7-10 MTP. What is not so apparent is the soldier's proficiency and familiarity with his weapon and NVD system. It entails more than just engaging targets with the M16 and PVS-4/Litton, or the PVS-7 and the PAQ-4/AIM-1. The soldier and his weapon and night vision system must become one. He must be able to zero the PAQ-4/AIM-1, reduce stoppages in his weapon, perform IMTs as a member of a fire team, and engage targets out to 300 meters at night as well as he can during the day.

Advanced marksmanship training, day and night, is key to success, and individual proficiency focuses on reflexive firing. Although these tasks require few resources, they are vitally important and must be mastered before a team or squad can progress to collective training.

Collective Training Support-By-Fire Exercise. Generally, the SBF exercise is conducted day and night, immediately following the zeroing of the machineguns and qualification of the crews. Companies first focus on gun crew proficiency through basic crew drill, then transition to the machinegun squad, which consists of three M240G teams, three men per team, and a squad leader who is normally the senior staff sergeant in the platoon. The squads must be able to work in absolute harmony with each other. The machinegun squad leader designates targets and directs the fire of the squad to ensure total coverage of assigned sectors and minimal lulls in fire. He also maintains the ability to stop the squad's fire immediately upon command.

Companies occasionally incorporate mortars, snipers, and the antiarmor sections into the SBF exercise.

Breach wire obstacle/knock out a bunker. These two drills are normally conducted using blank ammunition and live demolitions. Depending on the time elapsed since a unit's last demolitions training, platoons may cover some of the basic tasks involved in priming electrical and nonelectrical demolitions before starting the breach drill. On occasion, these drills are also part of a platoon attack, a day and night live-fire exercise, or a battle drill situational training exercise lane.

Ranger companies generally plan to breach triple-standard concertina and cyclone fence, as these are the wire obstacles they expect to encounter in some areas of the world. The battalion has developed a field-expedient bangalore torpedo (called a Brashier Breach for one of the first sergeants); it has a minimum safe distance of 50 feet, compared to the 300 meters required with the Army's bangalore or 100 meters with two sections and troops in a defilade position. http://call.army.mil/products/sop/adams/chapter29.htm (7 of 10) [7/31/2001 7:29:49 AM]

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Although this method has not yet been approved, the initial test results are promising.

Meanwhile, the battalion will continue to use two sections of the bangalore torpedo, laid diagonally beneath triple-standard concertina. If properly laid, it will blast a hole large enough for a truck to drive through. The cyclone fence usually requires a ladder charge, which are simply several strips of C4 explosive taped to detonator cord and hung vertically on the fence. Both electrical and nonelectrical blasting caps have advantages and disadvantages as primers.

Normally, Rangers prefer nonelectrical priming because of the virtual certainty of detonation.

Squad/Platoon Attack. Maintaining basic proficiency in the squad/platoon attack battle drill, as outlined in FM 7-8, is essential to everything Rangers do. It is a battle drill that includes nearly every task on the battalion and company mission essential task list. The battalion spends a considerable amount of time working this drill day and night and trains it under live fire conditions as well. Companies usually conduct the drill every six to eight weeks and always before a company live-fire raid or attack.

The drill's supporting tasks are varied to keep the Rangers focused. Sometimes companies incorporate knock out a bunker or simply assault. Sometimes they add machineguns, antiarmor, or mortars in support of the platoon. The battalion continues to experiment with new techniques to keep the training innovative and challenging and improve night fighting ability. This drill is the infantry's bread and butter. Before attempting to do the platoon attack drill or progress to the company night live-fire air assault raid in the IR spectrum, a unit must be able to conduct the squad attack at night as well as it can during the day.

Enter Building/Clear a Room (CQB). The days of throwing a hand grenade into a room and then rushing in and sweeping the room with automatic weapons fire went out with the Berlin Wall. Furthermore, it is a waste of ammunition that may not be resupplied in a timely manner.

The restrictive rules of engagement (ROEs) such as those U.S. forces encountered in Panama, Somalia and Haiti do not allow for indiscriminate fire. Adhering to restrictive ROEs while fighting in a built-up area requires training and discipline. The knowledge and discipline of when to shoot and when not to shoot comes with good CQB training.

Like the squad attack battle drill, Rangers try to execute this clearing drill up to squad level every six to eight weeks. The training starts with reflexive firing and advanced marksmanship training, taught by the junior NCOs, and it takes a full day and night to execute to standard.

Once the chain of command is satisfied with the individual level of proficiency, four-man teams practice "single-team, single-room," then "single-team, multiple-room" scenarios. The Ranger goal is always "multiple-team, multiple-room" day and night live fires. The battalion recently began using "blue-tip" ammunition with the M4, M16, and M249. The blue-tip is a low-velocity 5.56mm round that disintegrates upon impact. It requires the use of a special bolt and "bullet traps" (plywood sheets with foam padding in between). It enables units to conduct live-fire exercises in training facilities not designed for live-fire.

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Ranger is initially trained as the Number 1, 2, 3, or 4 man in a clearing team, depending on his duty position in the squad, each must be cross-trained so he can do any job on the team.

Lessons Learned The following is a summary of the lessons learned from the Rangers' night live-fire raid: Proficiency with NVDs is the first step toward being able to operate in the IR spectrum.

Leaders and soldiers must be fully trained on their equipment and know both its capabilities and limitations. The best set of NVGs is of little use to a shooter who does not have a PAQ-4/AIM-1, or who has one but has not learned to zero it. Until a few months ago, the 1st Ranger Battalion did not have enough PVS-7s to outfit every Ranger and was forced to task organize night vision equipment within the company so squads and platoons could train to standard at night.

Light discipline has an entirely new meaning. Rangers have found that there is a point of diminishing returns in regard to the number of IR lights and lasers. As in most operations, SOPs guide what will be used and by whom. At the same time a unit must carefully assess the enemy's night vision capability as well. Clearly the covert (IR) marking of breach points and friendly elements should become SOP. CQB techniques work. CQB may be a critical element of special operations and works extremely well, but there is nothing secret about it. Every rifle squad, given the training time, can use these same techniques.

Under current Army doctrine, the indiscriminate tossing of hand grenades and burst firing upon entering depend upon the ROEs, but this technique still has flaws. Rangers stack a team outside a door or desired point of entry, use a shotgun to break any lock or a demolitions charge to breach a wall, then flow into the room as a team. Grenades are used by exception, depending upon the ROEs and building construction. Rangers never send one man in alone, as advocated in some of the most recent manuals on the subject. Once in the room, Rangers use white light to clear under most conditions; it works much better than IR. The squad/platoon attack is the infantry's fundamental battle drill. If there is no time to do anything else, this drill is the one collective task that should be performed. From it, the infantry derives virtually every other task needed to perform offensive operations.

The 1st Ranger Battalion has succeeded in maintaining proficiency in all of its offensive METL tasks - as well as in increasing the individual and collective proficiency of fighting at night simply by focusing on the squad platoon attack battle drill and CQB with a training frequency of every six to eight weeks.

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operating in the IR spectrum, units should establish SOPs that incorporate the Army's technological advances. These SOPs must be thoroughly wargamed and tested, then updated when new equipment is fielded.

Consider forming unit night fighting committees at company and battalion levels. The 1st Ranger Battalion's night fighting committee provides a forum that allows the junior NCOs and platoon leaders to demonstrate the latest innovations and share their experiences and lessons learned. They developed a battle roster for the battalion that shows which duty position uses which NVD. As new equipment is fielded, the committee makes recommendations to the commander on its disposition and distribution.

Although this article has outlined many of the TTPs and lessons 1st Ranger Battalion learned in its efforts to operate entirely within the IR spectrum, it is only one unit's experience. Force XXI envisions every infantry unit - light, mechanized, airborne, air assault, and Ranger - outfitted to operate in the total IR spectrum. Being outfitted correctly, however, is just a part of the picture.

We, as the total infantry force, must share the information we learn during today's night training the TTPs and the capabilities and limitations of current and new equipment - and apply it to tomorrow's night battle.

As we receive new night vision equipment, commanders must take the time to field it correctly, carefully analyzing which duty positions need which devices. The individual soldier, his weapon, and NVD must become one; and we must encourage NCOs and soldiers to be innovative.

Although we may never get away from the use of electrician's tape, it is the ingenuity of soldiers that has led to some of the infantry's greatest breakthroughs in our efforts to "own the night."

It is certainly true that they have the latest and greatest "on the other side of the fence," but how they utilize that equipment is ultimately up to their personnel. When you encounter essays such as these in your professional readings, do not discount them simply because you see the word "Ranger" in the headline. Perhaps you are not a member of the Ranger battalion, but the equipment and tactics they are testing and refining today are the equipment and tactics we will be utilizing tomorrow. Remember that.

There is also something to be gained from their philosophy of training. What do you do with your soldiers in garrison? Are you holding classes with available soldiers, anticipating the skills needed for the next field problem, or are you allowing your team leaders to relax with Joe in his barracks room? Use your time wisely and train your men.

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Chapter 30 CASEVAC Basically taken from multiple rotations at the combat training centers, these are just some of the considerations that we as Noncommissioned Officers sometimes fail to acknowledge.

There's truly nothing as important as letting our soldiers know that we will get them off the battlefield if they get hurt, and that we will not leave a fallen comrade. Soldiers will have their heads in the game and perform better if they know they will be cared for in the event of injury.

How to do a standard nine-line medevac, a common error, is an absolute necessity. Every soldier should have a nine-line in the top of their helmet or in their patrol cap and always be able to call in a medevac. One should be able to understand the strengths and weaknesses of the aircraft they're calling in, but it is an absolute must that soldiers understand how to call in a nine-line. It's definitely a perishable skill that should be practiced.

CASEVAC for Light Infantry Units At a Combat Training Center By CAPTAIN JAMES SISEMORE The evacuation and treatment of casualties on the battlefield is one of the most frustrating and difficult missions for a light infantry unit during a rotation at a combat training center (CTC). It is also one of the most important.

Each unit that prepares for a rotation understands that it will suffer casualties. Most units try to prepare for casualties by implementing training that incorporates casualty evacuation (CASEVAC) into the scenario. But these units often find during a CTC rotation that they are not prepared to handle the large number of casualties they experience. And leaders do not realize the way these casualties affect the ability to complete a mission, or even continue it.

The techniques and options I cover here will not solve all the problems you encounter, but I believe they will help you prepare for a CTC rotation, or for combat.

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Integrate evacuation and available medical treatment assets into your battalion planning sequence. The battalion S-1 and medical platoon leader play an important part in wargaming and should be included in the decision making process. It is during this process that the medical platoon leader can use his ability to support the mission. By including medical support in the wargaming process and later in developing the synchronization matrix, you can tailor medical assets to support the tactical scheme of maneuver and increase the plan's effectiveness.

Using the course of action decided upon, the medical platoon leader should plan his support on the basis of the main effort. Medical support needs to focus on the point at which the commander, S-3, and S-2 plan for the main effort to encounter strong enemy resistance.

Tailor the medical support to the mission. There are several way sot plan and conduct medical support during an operation. Depending on the assets available, a single or a dual aid station can be established to support the mission. The benefit of either type varies with the category of mission. The important thing to remember in developing a plan is to tailor medical coverage to mutually support all company teams in both offensive and defensive operations.

The use of a single aid station may be beneficial in operations where large numbers of casualties are expected in a single operational area. With a single station, the complete assets of the medical platoon are available in one location, its sustainment and resupply are easier; and, since it is often located with the combat trains, easier to defend. A single station may also be necessary if medical crewmen have casualties and you cannot man more than one.

The use of dual or mobile treatment teams can be an advantage in the treatment of casualties in offensive operations. A mobile team can move quickly to the site of the battle and treat the casualties on the objective (once it is secure or the fighting has advanced beyond the initial contact site). This "follow and support" concept assists triage forward, which in turn improves the treatment of casualties at the main aid station.

Most light infantry units, depending on the table of organization and equipment, are authorized a "professional doctor" (an active Army physician dedicated to the battalion) and a physician's assistant (PA) assigned. The physician seldom deploys on operations short of real combat.

With prior coordination, however, observer-controllers at a CTC will often allow a unit to put a senior soldier in MOS 91B in the PA position and to promote the PA to doctor status.

When task organizing the aid station, you can either designate the staff as separate treatment teams (Teams 1 and 2), or designate a main aid station. If you plan to use a mobile station, you can assign the PA to the forward station, the maneuver station. The doctor can remain at the main aid station, the stationary one, normally located near the combat trains. A mobile team (often dismounted with only a triage ruck sack) will not be able to carry as mush as a stationary team (normally vehicle supported), but "on-site" treatment can save far more lives. http://call.army.mil/products/sop/adams/chapter30.htm (2 of 6) [7/31/2001 7:30:01 AM]

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Either concept adds flexibility to the treatment plan. If your battalion is moving on two separate axes of advance, you can cover both advances by making both treatment teams mobile, thereby giving each element maximum medical coverage forward.

When attacking over a single axis of advance, designating a forward and a main aid station will increase the effectiveness of medical coverage. The forward station can travel dismounted at the tail of the maneuver element or, if given an adequate defensive force, can maneuver forward by phase line behind the trail combat elements, ready to come forward once the objective is secure. The main aid station can set up with the combat trains and prepare to treat casualties and control ambulance movement to evacuate casualties from the forward aid station.

When evacuating casualties to these two sites, it is important to send to the forward station only those casualties classified as Immediate (need medical assistance within two hours) and Delay (need medical assistance within four hours). Those classified as Minimal (needing medical assistance within 24 hours) can be evacuated directly to the main aid station. The forward station, in its mobile status, and depending on the number of casualties, should be used only to treat casualties whose survival may depend upon prompt attention.

While the use of dual treatment stations will greatly assist in the medical coverage of the maneuver element, the danger is that the mobile or dual treatment teams are not as well protected from the effects of both direct and indirect enemy fire. Depending on the enemy threat, the danger of losing an aid station may preclude the use of forward or maneuver treatment teams.

Consider defensive operations. When planning medical support for a defensive battle, remember that enemy initiative will decide where the attack will come. The establishment of one or two aid stations in the defense should be base on the size of the area of coverage. Dual treatment stations in the defense offer the advantage of redundancy in case either station is overrun or destroyed in an enemy attack. The use of forward and main aid stations may be favorable in the defense, with the forward station mounted on a vehicle, ready to move to the vicinity of the main enemy attack and offer forward medical treatment. The main aid station can be established out of imminent danger of the attacking forces, ready to receive incoming patients.

Plan for CASEVAC. The key to all successful CASEVAC to rehearse it at home station under all possible conditions. If you do not already have a standing operating procedure (SOP) that addresses CASEVAC, you must include specific guidance in the operations order.

Once you have developed an SOP for CASEVAC, you must then include it in your training.

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defeated, will set your unit up for failure. Your soldiers need to understand the hardship of carrying a casualty 300 meters to a collection point. Leaders need to experience the handicap that CASEVAC imposes on their ability to reconsolidate and continue the mission. The medics in your unit need to endure the anxiety of treating multiple casualties while the company first sergeant or executive officer is trying to coordinate evacuation for those who need immediate treatment to the battalion aid station, and while the unit is still under indirect fire.

The depth and dispersion of the objective area may create time and distance problems for medical evacuation planning. No one can be sure where casualties will first occur on the battlefield. During the wargaming phase of a mission, a best guess of enemy action and reaction can be developed, and from that estimation, casualty collection points (CCPs) can be planned.

Casualty evacuation exercises must be incorporated into all training events at platoon and company level. The use of a poleless litter is not easy if it has not been taught to the new soldiers in the unit. Platoon leaders and company commanders should continually press to have combat lifesaver courses taught within the battalion. The goal should be to have two lifesaver qualified soldiers in each rifle squad and one in each antiarmor vehicle. Equally important, combat lifesaver bags must be carried and used. The habit of including one soldier with a lifesaver bag on every attack and on every patrol must be trained and enforced.

Locate and mark casualties. Once reconsolidation on the objective has begun, locating casualties can be time-consuming, especially at night or in dense woods. Depending on the size of the objective and the number of casualties, it can take from several minutes to several hours to find every wounded soldier in a training center environment. One technique that has been used effectively at night is to have an injured soldier, once he knows he has been hit, break out a chemical light and mark his position. In daylight, a visual signaling panel (VS-5 or VS-17) can be used to mark casualties, which will help the casualty collection teams as they sweep the objective.

The use of a CCP in day and night training has to be exercised. Platoon and company medical personnel have to practice their trade as often as possible. These are the soldiers who will save the most lives at a CTC. A senior company medic needs to ensure that each platoon medic and combat lifesaver understands the company SOP for marking casualties for evacuation.

Standardized marking and separation procedures will assist in a rapid evacuation of the timeurgent casualties. An easy way to separate casualties is the "ID-ME" system: I for Immediate, D for Delay, M for Minimal, and E for Expectant (those not expected to live long enough for evacuation). Each category of casualty is placed in a cardinal direction from the center of the CCP, with the expectant casualties removed from the view of the others. Any system will work so long as every member of the company casualty collection team understands his part in it.

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The medical platoon leader, in addition to planning for the establishment of the aid station, is also responsible for the movement and coordination of his ambulances. It is important that each ambulance team be provided with maps. Although every ambulance dispatched should have a security element to escort it to the company CCP, this is not always the case. Each medic in an ambulance needs to be prepared to move individually and be proficient at dismounted and mounted navigation.

The reconnaissance of evacuation routes, while usually possible only in defensive operations, will assist in the rapid evacuation of casualties. And a face-to-face coordination between the medical platoon leader and the company first sergeant or executive officer will ensure that the medical platoon knows the company plan, and that company leaders understand the medical platoon's evacuation plan.

The medical platoon leader is also responsible for the coordination of ambulance exchange points. These are designated points, usually on an operational boundary, where the brigade medical support element is responsible for pushing evacuation assets forward. These points become critical during mass casualty operations, where the number of casualties quickly overloads the abilities of the battalion aid station.

Casualty evacuation and treatment are an important part of sustaining the force. The average number of died-of-wounds casualties at a combat training center is 50 percent. All of these are due to a lack of a timely evacuation or effective triage procedures.

The techniques listed here may help your unit decrease the number of its died-of-wounds casualties. Whatever evacuation and treatment technique your unit uses, it is the rehearsal, conducted to standard that will achieve the most effective results and save the most lives.

Nine-Line MEDEVAC Request (Standard) Line 1: 6-digit UTM grid location of pickup site. (Must be sent over secure means or encrypted.)

Line 2: Radio frequency, call sign and suffix of requesting personnel; encrypt the frequency.

Line 3: Number of patients by precedence: Urgent, Priority, and Routine. Urgent=loss of life or limb within 2 hours. Priority=loss of life or limb within 4 hours. Routine=evacuate within 24 hours.

Line 4: Special equipment required. As applicable, express either none, hoist, stokes litter, jungle penetrator. (stokes litter = litter basket) Line 5: Number of patients by type (Litter, Ambulatory).

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Line 6: Security of pick-up site (No enemy or artillery in the area, Possibly enemy troops or artillery in the area (Approach with caution)).

Line 7: Method of marking pick-up site (branches/wood/stones, panels/signal lamp/flashlight, pyrotechnic signal, vehicle lights, smoke, open flame, signal person, fabric strips).

Line 8: Patient nationality and status (US military, US civilian, non-US military, non-US civilian, EPW).

Line 9: NBC contamination (nuclear, biological, and chemical).

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Annex A

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Annex A

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NCO Creed

United States Army

Creed of the Noncommissioned Officer

No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time-honored corps, which is known as "The Backbone of the Army."

I am proud of the Corps of Noncommissioned Officers and will at all times conduct myself so as to bring credit upon the Corps, the Military Service and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit, or personal safety.

Competence is my watchword. My two basic responsibilities will always be uppermost in my mind -accomplishment of my mission and the welfare of my

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soldiers. I will strive to remain tactically and technically proficient. I am aware of my role as a Noncommissioned Officer. I will fulfill my responsibilities inherent in that role. All soldiers are entitled to outstanding leadership; I will provide that leadership. I know my soldiers and I will always place their needs above my own. I will communicate consistently with my soldiers and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment.

Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my soldiers. I will be loyal to those with whom I serve; seniors, peers, and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders!

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