Troop Leading Procedures PDF

Chapter 7 Troop Leading Procedures This chapter describes the eight steps of troop leading procedures (TLP) and their relationship to the military decision-making process (MDMP), as it applies to small units (at company and lower echelons) of all ty...

Chapter 7 Troop Leading Procedures This chapter describes the eight steps of troop leading procedures (TLP) and their relationship to the military decision-making process (MDMP), as it applies to small units (at company and lower echelons) of all types. The chapter begins with a background discussion of TLP in comparison to the MDMP, and it provides a framework for planning and preparing operations. The chapter concludes with a discussion how unit leaders perform TLPs to develop plans and orders. TLP BACKGROUND AND COMPARISON TO THE MDMP 7-1. TLPs extend the MDMP to the small-unit level. The MDMP and TLP are similar but not identical. They are both linked by the basic Army problem-solving process. Commanders with a coordinating staff use the MDMP as their primary planning process. Company-level and smaller units lack formal staffs and use TLP to plan and prepare for operations. This places the responsibility for planning primarily on the commander or small-unit leader. While TLP are discussed in this chapter from a ground maneuver perspective, they are applicable to all small units and small-unit leaders. (See Chapter 3 for more information on the Army problem-solving process.) 7-2. Troop leading procedures are a dynamic process used by small-unit leaders to analyze a mission, develop a plan, and prepare for an operation (ADP 5-0). These procedures enable leaders to maximize available planning time while developing effective plans and preparing their units for an operation. (See paragraphs 7-13 to 7-50 for a discussion on performing the eight steps of TLP.) 7-3. Leaders typically perform TLP while working alone or with a small group to solve tactical problems. For example, a company commander may use the executive officer, first sergeant, fire support officer, supply sergeant, and communications sergeant to assist during TLP. 7-4. The type, amount, and timeliness of information passed from a higher echelon to a lower echelon headquarters directly impacts the lower unit leader’s TLP. Figure 7-1 on page 7-2 illustrates the parallel sequences of the MDMP of a battalion with the TLP of a company and a platoon. The solid arrows depict when a higher headquarters’ planning event could start the TLP of a subordinate unit. However, events do not always occur in the order shown. For example, TLP may start with receipt of a warning order (WARNORD), or they may not start until the higher headquarters has completed the MDMP and issued an operation order (OPORD). WARNORDs from higher headquarters may arrive at any time during TLP. Leaders remain flexible. They adapt TLP to fit the situation rather than try to alter the situation to fit a preconceived idea of how events should flow. 0D\ FM 5-0 7-1 Chapter 7 Figure 7-1. Parallel sequences of the MDMP and TLP 7-5. Normally, the first three steps (receive the mission, issue a WARNORD, and make a tentative plan) of TLP occur in order. The sequence of subsequent steps is then based on the situation. The tasks involved in some steps (for example, initiate movement and conduct reconnaissance) may occur multiple times. The last step, supervise and refine, occurs throughout. 7-6. A tension exists between executing current operations and planning for future operations. The small-unit leader must balance both. If engaged in a current operation, leaders have less time for TLP. If in a lull, transition, or an assembly area, leaders have more time to perform TLP thoroughly. In some situations, time constraints or other factors may prevent leaders from performing each step of TLP as thoroughly as they would like. For example, during the step make a tentative plan, small-unit leaders often develop only one acceptable course of action (COA) instead of multiple COAs. If time permits, leaders develop, compare, and analyze several COAs before deciding which one to execute. 7-7. Ideally, a battalion headquarters issues at least three WARNORDs to subordinates when conducting the MDMP, as depicted in figure 7-1. WARNORDs are typically issued upon receipt of mission, completion of mission analysis, and when the commander approves a COA. WARNORDs serve a function in planning similar to that of fragmentary orders (FRAGORDs) during execution. Commanders may issue a WARNORD whenever they need to disseminate additional planning information or initiate necessary preparatory action, such as movement or reconnaissance. 7-8. The first WARNORD normally contains minimal information. It generally alerts leaders that a new mission is pending. This WARNORD generally contains the following information, as previously discussed in Chapter 5: 7-2 FM 5-0 0D\  Troop Leading Procedures z The type of operation. z The general location of the operation. z The initial operational timeline. z Any movements necessary to initiate. z Any collaborative planning sessions directed by the commander. z Initial information requirements or commander’s critical information requirements (CCIRs). z Initial information collection tasks. 7-9. The second WARNORD is typically issued at the end of mission analysis, and it usually contains essential information for planning and directives to initiate movements and reconnaissance. This WARNORD generally contains the following information: z Updated situation. z The approved mission statement. z The commander’s intent. z Changes to task organization. z The unit area of operations (AO) (using a sketch, overlay, or some other description). z Tasks to subordinate units as applicable. z CCIRs and essential elements of friendly information (EEFIs). z Risk guidance. z Priorities by warfighting function. z Deception guidance. (If it is military deception, it is sent separately as need to know information.) z Essential stability tasks as appropriate. z Intelligence preparation of the battlefield (IPB) results. z Initial information collection plan. z Specific priorities. z Updated planning and operational timelines. z Movements. 7-10. The final WARNORD is issued after COA approval, and it facilitates subordinate leaders in developing and completing their plans. This WARNORD normally contains the following information: z The AO. z Mission. z Commander’s intent. z Updated CCIRs and EEFIs. z Concept of operations. z Principal tasks assigned to subordinate units. z Preparation and rehearsal instructions not included in standard operating procedure (SOPs). z A final timeline for the operations. z Updated task organization. z Necessary graphics. 7-11. TLP are typically started upon receipt of the first WARNORD, receipt of a new mission, or as the commander assesses they are necessary in the absence of higher echelon planning. As each subsequent order arrives, leaders modify their assessments, update tentative plans, and continue to supervise and assess preparations. In some situations, the higher headquarters may not issue the full sequence of WARNORDs; security considerations or tempo may make it impractical. Commanders must consider the impact on their subordinates’ planning and preparations before deciding to eliminate WARNORDs. Subordinate units always need to have enough information to plan and prepare for an operation. In uncommon cases, leaders may initiate TLP before receiving a WARNORD based on existing plans and orders and on their understanding of the situation. 0D\ FM 5-0 7-3 Chapter 7 7-12. Parallel planning depends on distributing information as it is received or developed. Leaders cannot complete their plans until they receive their tasks and understand their unit mission. If each successive WARNORD contains enough information, the higher echelon headquarters’ final order will confirm what subordinate leaders have already analyzed and put into their tentative plans. In other cases, the higher headquarters’ order may change or modify the subordinate’s tasks enough so that additional planning and reconnaissance are required. PERFORMING TROOP LEADING PROCEDURES 7-13. TLP provide small-unit leaders a framework for planning and preparing for operations. This section discusses each step of TLP. TLP are a sequence of actions that assist leaders to effectively and efficiently use available time to issue orders and execute tactical operations while understanding and mitigating the inherent risk that is involved with any operation. 7-14. TLP consist of eight steps. The sequence of the steps of TLP is not rigid. Leaders modify the sequence to meet the mission, situation, and available time. Some steps are done concurrently, while others may go on continuously throughout planning and preparation. The steps of TLP are— z Step 1-Receive the mission. z Step 2-Issue a warning order. z Step 3-Make a tentative plan. z Step 4-Initiate movement. z Step 5-Conduct reconnaissance. z Step 6-Complete the plan. z Step 7-Issue the order. z Step 8-Supervise and refine. STEP 1-RECEIVE THE MISSION 7-15. Receive the mission may occur in several ways. It may begin when the initial WARNORD or OPORD arrives from higher headquarters or when a leader anticipates a new mission. Frequently, leaders receive a mission in a FRAGORD over the radio. Ideally, they receive a series of WARNORDs, the OPORD, and a briefing from their commander. Normally, after receiving an OPORD leaders give a confirmation brief to their higher echelon commander to ensure they understand the higher commander’s intent and concept of operations. The leader obtains clarification on any portions of the higher headquarters plan as required. 7-16. When they receive the mission, leaders perform an initial assessment of the situation and assess the time available for planning and preparation. Preparation includes rehearsals and initial movement. When a higher echelon headquarters assigns tasks and a mission, it provides small-unit leaders an analysis of its operational environment. Higher headquarters may provide this assessment using the operational variables of political, military, economic, social, information, infrastructure, physical environment, and time (PMESII-PT). From this higher level assessment, commanders can draw information relevant to their own operational environments (OEs) and supplement it with their own knowledge. During mission analysis, they filter relevant information into the categories of the mission variables of mission, enemy, terrain and weather, troops and support available, time available, civil considerations, and informational considerations, represented by the mnemonic METT-TC (I). They also consider and assess relevant information factors into each of the variables which are generally most important to small-unit leaders during large-scale combat operations. This initial assessment and time allocation form the basis of their initial WARNORDs and addresses the factors of METT-TC (I). The order and detail in which leaders analyze the factors of METT-TC (I) is flexible and often depends on the amount of information available and its relative importance. For example, leaders may concentrate on the mission, enemy, and terrain, leaving weather and civil considerations until they receive more detailed information. (See Appendix A for a more detailed description of the operational variables and the mission variables.) 7-17. Often, leaders do not receive their tasks to finalize a unit mission until the WARNORD is disseminated after COA approval or after the OPORD. Effective leaders do not wait until their higher 7-4 FM 5-0 0D\  Troop Leading Procedures echelon headquarters completes planning to begin their planning when conditions allow. Using all information available, leaders develop their unit mission as completely as they can. They focus on the mission, commander’s intent, and concept of operations of their higher echelon and next higher headquarters. They pick major tasks their unit will likely be assigned and develop a mission statement based on the information they received. At this stage, the mission may be incomplete. For example, an initial mission statement could be, “First platoon conducts an ambush in the next twenty-four hours.” While not complete, this information allows subordinates to initiate preparations. Leaders complete a mission statement during TLP step 3 (make a tentative plan) and step 6 (complete the plan). 7-18. Based on what they know, leaders estimate the time available to plan and prepare for the mission. Leaders begin by identifying the times they must complete major planning and preparation events, including rehearsals. Reverse planning assists in this process. Leaders identify critical times specified by higher headquarters and work backwards, estimating how much time each event will consume. Critical times might include times to load aircraft, cross the line of departure, or the reach the start point for movement. 7-19. Leaders ensure that subordinate echelons have sufficient time for planning and preparation. Generally, leaders at all levels use no more than one-third of the available time for planning and issuing the OPORD. Leaders ensure the remaining two-thirds of time is available to subordinates. Figure 7-2 illustrates an initial timeline for an infantry company. The company adjusts the tentative timeline as necessary. 0600–Execute mission. 0530–Finalize or adjust the plan based on leader’s reconnaissance. 0400–Establish the objective rallying point; begin leader reconnaissance. 0200–Begin movement. 2100–Conduct platoon inspections. 1900–Conduct rehearsals. 1800–Conduct resupply. 1745–Hold backbriefs (squad leaders to platoon leaders). 1630–Issue platoon OPORDs. 1500–Hold backbriefs (platoon leaders to company commander). 1330–Issue company OPORD. 1230-Issue WARNORD #3. 1045–Conduct reconnaissance. 1030–Issue WARNORD #2. 1000–Receive battalion OPORD. 0900–Receive battalion WARNORD; issue company WARNORD#1. OPORD operation order WARNORD warning order Figure 7-2. Sample reverse planning timeline STEP 2-ISSUE A WARNING ORDER 7-20. As soon as leaders finish their initial assessment of the situation and available time, they issue a WARNORD. Leaders do not wait for more information. They issue the best WARNORD possible with the information available and update it as needed with additional WARNORDs. 7-21. The WARNORD contains as much detail as possible. It informs subordinates of the unit mission and gives them the leader’s initial timeline. Leaders may also provide any other instructions or information they think will help subordinates prepare for the new mission. This includes information on the enemy, the nature of the higher headquarters’ plan, and any specific instructions for preparing their units. The most important thing is that leaders do not delay in issuing the initial WARNORD. As more information becomes available, leaders can—and should—issue additional WARNORDs. By issuing the initial 0D\ FM 5-0 7-5 Chapter 7 WARNORD as quickly as possible, leaders enable their subordinates to begin their own planning and preparation. 7-22. WARNORDs follow the five-paragraph OPORD format. Normally an initial WARNORD issued at battalion echelons and below includes— z The mission or nature of the operation. z The time and place for issuing the OPORD. z Units or elements participating in the operation. z Specific tasks not addressed by unit SOPs. z The timeline for the operation. (See Appendix D for the WARNORD format.) STEP 3-MAKE A TENTATIVE PLAN 7-23. Once they have issued the initial WARNORD, leaders develop a tentative plan. This step combines the MDMP steps 2 through 6: mission analysis, COA development, COA analysis, COA comparison, and COA approval. At echelons below battalion, these steps are less structured than for units with staffs. Often, leaders perform them mentally. Typically, due to constraints, a single COA is developed during TLP; however, when more detailed planning is necessary, additional COAs are developed and analyzed. When additional COAs are developed, leaders generally include their principal subordinates—especially during COA development, analysis, and comparison. However, leaders—not their subordinates—select the COA on which to base the tentative plan. Mission Analysis 7-24. Leaders perform mission analysis to better understand the problem, situation, and mission to drive subsequent planning. This form of mission analysis follows the METT-TC (I) format, continuing the initial assessment performed in TLP step 1. The potential information considerations are embedded within each of the other factors. (See Appendix A for a more detailed description of the mission variables.) Course of Action Development 7-25. The mission analysis provides information needed to develop a COA. COA development aims to determine one or more ways to accomplish the mission. At lower echelons, the mission may be a single task. Most missions and tasks can be accomplished in more than one way. Depending on time available, leaders at lower echelons may only develop a single COA. However, if the situation allows, they may develop and then analyze additional COAs. Leaders do not wait for a complete order before beginning COA development. Usable COAs are expressed using the format discussed in Chapter 5: feasible, acceptable, suitable, complete, and distinguishable (also known as FASCD). Leaders develop COAs as soon as they have enough information to do so. To develop COAs, leaders first focus on the actions the unit takes at the objective and develop a reverse plan to the starting point. Analyze Relative Combat Power 7-26. During COA development, leaders determine whether the unit has enough combat power to defeat the enemy force (or accomplish a task in stability or defense support of civil authorities tasks) against which it is arrayed by comparing the combat power of friendly and enemy forces. Leaders seek to determine where, when, and how friendly combat power (the elements of intelligence, movement and maneuver, fires, sustainment, protection, command and control, leadership, and information) can overwhelm the enemy. It is a particularly difficult process if the unit is fighting a dissimilar unit, for example, when an infantry unit is attacking or defending against an enemy mechanized force. Below the battalion level, relative combat power comparisons are rough and generally rely on professional judgment instead of numerical analysis. When an enemy is not the object of a particular mission or tasks, leaders conduct a troop-to-task analysis to determine if they have enough combat power to accomplish their mission or tasks. For example, a company commander assigned the task “establish civil control in town X” would need to determine if there were enough Soldiers and equipment (including vehicles and barrier 7-6 FM 5-0 0D\  Troop Leading Procedures materials) to establish the necessary check points and security stations within the town to control the population in town X. Generate Options 7-27. Leaders brainstorm different ways to accomplish the mission. They determine the requirements for the operation, including the tactical tasks normally assigned to subordinates. Requirements give leaders a framework from which to develop COAs. 7-28. Next, leaders identify where and when their unit can mass overwhelming combat power to achieve specific results (with respect to enemy, terrain, time, or civil considerations) that accomplish the mission. Offensive and defensive tasks focus on the destructive effects of combat power. Stability tasks, on the other hand, emphasize constructive effects. Leaders identify any decisive points and determine what result they must achieve at those decisive points to accomplish the mission. This helps leaders determine the required tasks and how much combat power to apply at a decisive point. 7-29. After identifying tasks, leaders determine the purpose for each task. Generally, there is one primary task for each mission. The unit assigned this task is the main effort. The other tasks should support the accomplishment of the primary task. Develop an Initial Concept of Operations 7-30. The concept of operations describes how the leader envisions the operation unfolding from its start to its conclusion or end state. It determines how accomplishing each task leads to executing the next. It identifies the best ways to use available terrain and to employ unit strengths against planned enemy weaknesses. Fire support considerations make up an important part of the concept of operations. Leaders identify and account for essential stability tasks when appropriate. Leaders develop the graphic control measures necessary to convey and enhance the understanding of the concept of operations, prevent fratricide, and clarify the task and purpose of the main effort. Assign Responsibilities 7-31. Leaders assign their subordinates tasks to complete. Whenever possible, leaders maintain the existing chain of command. They avoid fracturing unit integrity unless the number of simultaneous tasks exceeds the number of available elements. Different command and support arrangements may be a distinguishing feature among COAs. Prepare a Course of Action Statement and Sketch 7-32. Leaders base the COA statement on the concept of operations for that COA. The COA statement focuses on all significant actions, from the start of the COA to its finish. Whenever possible, leaders prepare a sketch showing each COA. It is useful to provide the amount of time it takes to achieve each movement and task in the COA sketch. This helps subordinate leaders gain an appreciation for how much time will pass as they execute each task of the COA. The COA contains the following information: z Form of movement or defense to be used. z Designation of the main effort. z Tasks and purposes of subordinate units. z Necessary sustaining operations. z Desired end state. Table 7-1 on page 7-8 provides a sample mission statement and COA statement for an infantry company in the defense. 0D\ FM 5-0 7-7 Chapter 7 Table 7-1. Sample mission and course of action statements B Co/1-31 IN defends NLT 281700(Z) AUG 2020 from GL 375652 to GL Mission 389650 to GL 394660 to GL 373665 to prevent the envelopment of A Co, the Statement: battalion main effort. The company defends with two PLTs forward and one PLT in depth from PLT battle positions. The northern PLT (2 squads) destroys enemy forces to prevent enemy bypass of the main effort PLT on Hill 657. The southern PLT (3 squads, 2 Javelins) destroys enemy forces to prevent an organized company attack against the Co main effort on Hill 657. The main effort PLT (3 squads, 2 TOW missiles) retains Hill 657 (vicinity GL378659) to prevent the COA Statement: envelopment of Co A (battalion main effort) from the south. The anti-armor section (1 squad, 4 Javelins) establishes ambush positions at the road junction (vicinity GL 377653) to destroy enemy recon to deny observation of friendly defensive position and to prevent a concentration of combat power against the main effort PLT. The company mortars establish a mortar firing point vicinity GL 377664 to suppress enemy forces to protect the main effort platoon. Co company IN infantry NLT not later than PLT platoon TOW tube-launched, optically tracked, wire-guided Analyze Courses of Action (War-game) 7-33. When the situation allows the development and analysis of multiple COAs, leaders think through the operation from start to finish for each COA. At company and lower echelons, leaders generally conduct a war game more intuitively than the structured process discussed in Chapter 4 as part of the MDMP. When time is available, the war game should be conducted with key leaders to aid in analysis. They compare each COA with the enemy’s most probable COA. At the small-unit level, the enemy’s most probable COA is what the enemy is most likely to do given what friendly forces are doing at that time. The leader visualizes a set of actions, reactions, and counteractions. The object is to determine what can go wrong and what decision the leader will likely have to make as a result. Course of Action Comparison and Selection 7-34. When the situation allows the development of multiple COAs, leaders compare them by weighing the advantages, disadvantages, strengths, and weaknesses of each, as noted during the war game. They decide which COA to execute based on this comparison and on their judgment. They consider— z Mission accomplishment. z Time available to execute the operation. z Risks. z Subordinate unit tasks and purposes. z Projected casualties. z Posturing of the force for future operations. STEP 4-INITIATE MOVEMENT 7-35. Leaders conduct any movement directed by their higher echelon headquarters or deemed necessary within constraints to continue mission preparation or position their unit for execution. They do this as soon as they have enough information to do so, or when the unit is required to move to position itself for a task. This is also essential when time is short. Movements may be to an assembly area, a battle position, a new AO, or an attack position as directed or approved. They may include movement of reconnaissance elements, guides, or quartering parties. 7-8 FM 5-0 0D\  Troop Leading Procedures STEP 5-CONDUCT RECONNAISSANCE 7-36. Whenever time and circumstances allow, or as directed by higher headquarters, leaders personally observe the AO for the mission prior to execution. No amount of information from higher headquarters can substitute for firsthand assessment of the mission variables from within the AO. Unfortunately, many factors can keep leaders from performing a personal reconnaissance. The minimum action necessary is a thorough map reconnaissance supplemented by imagery and intelligence products. As directed, subordinates or other elements (such as scouts) may conduct reconnaissance while the leader completes other TLP steps. 7-37. Leaders use results of the war game to identify information requirements. Leaders perform reconnaissance tasks to confirm or deny information that supports the tentative plan. They focus first on information gaps identified during mission analysis. Leaders ensure their leader’s reconnaissance complements the higher headquarters’ information collection plan. The unit may perform additional reconnaissance tasks as the situation allows. This step may also precede making a tentative plan if commanders lack enough information to begin planning. Reconnaissance may be the only way to develop the information required for planning. STEP 6-COMPLETE THE PLAN 7-38. During this step, leaders incorporate the results of reconnaissance into their selected COA to complete the plan or order. This includes preparing overlays, refining the indirect fire target list, coordinating sustainment with signal requirements, and updating the tentative plan because of reconnaissance. At lower echelons, this step may entail only confirming or updating information contained in the tentative plan. If the situation allows, leaders make final coordination with adjacent units and higher headquarters before issuing the order. STEP 7-ISSUE THE ORDER 7-39. Small-unit orders are normally issued verbally and supplemented by graphics and other control measures. An order follows the standard five-paragraph OPORD format. Typically, leaders below company level do not issue a commander’s intent. They repeat and reinforce the intent of their higher and next higher echelon commanders. (See Appendix D for the OPORD format.) 7-40. The ideal location for issuing the order is a point in the AO with a view of the objective and other aspects of the terrain. When issuing the order at or near the objective, leaders implement appropriate measures to maintain operations security (OPSEC). The leader may perform a leader’s reconnaissance, complete the order, and then summon subordinates to a specified location to receive it. Typically, OPSEC or other constraints make it impractical to issue the order on the terrain, but is the ideal location when the situation allows. When impractical to issue the order at the objective, leaders use a sand table, a detailed sketch, maps, and other products to depict the AO and the situation. STEP 8-SUPERVISE AND REFINE 7-41. Throughout TLP, leaders monitor mission preparations, coordinate with adjacent units, supervise and assess preparations, and refine the plan as necessary. Normally, unit SOPs state individual responsibilities and the sequence of preparation activities. To ensure the unit is ready for the mission, leaders supervise subordinates and inspect their personnel and equipment. 7-42. A crucial component of preparation is the rehearsal. Rehearsals allow leaders to assess their subordinates’ preparations and identify areas that require more supervision. Leaders conduct rehearsals to— z Practice essential tasks. z Identify weaknesses or problems in the plan. z Coordinate subordinate element actions. z Improve Soldier understanding of the concept of operations. z Foster confidence among Soldiers. 0D\ FM 5-0 7-9 Chapter 7 7-43. Company and smaller-sized units use five types of rehearsals. These types of rehearsals include— z Confirmation brief. z Backbrief. z Combined arms rehearsal. z Support rehearsal. z Battle drill or SOP rehearsal. (See FM 6-0 for a detailed discussion of rehearsals.) 7-44. Immediately following the receipt of order, subordinate leaders brief their superior on the order they received. They brief their understanding of the commander’s intent, the specific tasks and purposes they are assigned, and the relationship of their tasks to those of other elements conducting the operation. They describe any important coordinating measures specified in the order. The confirmation brief is normally used with other types of rehearsals. 7-45. The backbrief differs from the confirmation brief in that subordinates are given time to complete their plan. Backbriefs require the fewest resources, and they are often the best option in time-constrained conditions. Subordinate leaders describe their actions from the start to the finish of the operation. Backbriefs are generally conducted sequentially, with all leaders reviewing their tasks. When time is available, backbriefs can be combined with other types of rehearsals. Doing this lets all element leaders coordinate their plans. If possible, backbriefs are performed overlooking the AO while implementing appropriate OPSEC measures. 7-46. The combined arms rehearsal requires considerable resources, but it provides the most benefit. Depending on circumstances, units may conduct a reduced force or full dress rehearsal. During a reduced force rehearsal, unit leaders and other key individuals typically perform the rehearsal while the remainder of the unit prepares for the operation. Often, smaller scale replicas of terrain or buildings are used. Rehearsals are prioritized beginning with actions on the objectives. Leaders explain their plans and walk through their actions. The full dress rehearsal is preferred. Leaders rehearse on terrain similar to the AO. Leaders and units repeat rehearsals of small-unit actions until they are executed to standard. A full dress rehearsal helps Soldiers clearly understand what is expected. It helps leaders better visualize to anticipate opportunities or areas of concern, and it helps Soldiers gain confidence in their ability to successfully accomplish the mission. 7-47. The support rehearsal rehearses all aspects of support for an operation. For small units, this typically involves coordination and procedure drills for aviation, fires, sustainment, engineer support, or casualty evacuation. Support rehearsals and combined arms rehearsals enhance preparation activities for the operation. They may be conducted separately or integrated into a single full dress rehearsal. 7-48. A battle drill is a collective action rapidly executed without applying a deliberate decision-making process. A battle drill or SOP rehearsal ensures that everyone understands a technique or a specific set of procedures. Throughout preparation, units rehearse battle drill and SOP actions. These rehearsals do not need a completed order from higher headquarters to conduct. Leaders place priority on those drills or actions they anticipate occurring during the operation. For example, a transportation platoon may rehearse a battle drill on reacting to an ambush while awaiting the movement order. 7-49. Leaders refine their plan based on continuing analysis of their mission and updated intelligence. Most importantly, leaders know that they create plans to ensure all their subordinates focus on accomplishing the same mission within the commander’s intent. If required, they can deviate from the plan and execute changes based on battlefield conditions and the enemy. These include inspections, coordination, reorganization, fire support and engineer activities, maintenance, resupply, and movement. Supervision is a continuous requirement throughout TLP. Supervision ensures leaders assess their subordinates’ understanding of their orders, determine where additional guidance or planning is necessary, and ensure units’ preparations are best focused toward accomplishing the mission. 7-10 FM 5-0 0D\