Planning and Supervision

CL3Z05
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Terminal Learning Objective

Action: Describe the leadership actions of planning and supervision. Condition: Given use of references, class notes, and a practical exercise scenario Standard: Identify the elements of planning and supervision IAW FM 5-0 and FM 22-100
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Administrative Issues

Safety: Risk Level: Environmental Considerations:

Evaluation
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ELO 1
Action: Apply The Planning Process Condition: Given Use Of References, Class Notes, And A Practical Exercise Scenario Standard: Apply The Three Steps Of The Reverse Planning Process IAW FM 22-100 To Develop A Plan

Army Leadership Framework

The Leaders 3 Inherent Responsibilities

MISSION ACCOMPLISHMENT

TAKING CARE OF YOUR SOLDIERS STEWARDSHIP OF RESOURCES

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The Plan

A plan is a proposal for executing a command decision or project.

FM 22-100, 5-42.

The Plan

Any plan is a framework from which to adapt Not a script to be followed to the letter

WHAT IS PLANNING
Continuous, evolving framework of anticipated actions Detailed, systematic examination of all aspects of operations Based on assigned mission or CDRs guidance
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WHAT IS PLANNING
Makes future operations easier through rapid coordinated action Keeps subordinate elements informed of possible requirements Enables command to respond rapidly to change
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Planning
Planning is the means by which the commander envisions the outcome, lays out effective ways of achieving it and communicates to his subordinates his vision, intent, and decisions, focusing on the results he expects to achieve.
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Planning as a Process
Army Problem Solving Military Decision Making Process (MDMP) Troop Leading Procedures (TLP)

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Nature of Planning
Science and Art of planning Science Quantifiable - Systematic procedures - Consumption rates - Time-distance factors - Physical capabilities Art Knowledge Application of - TTP - Doctrine - Understanding profession of arms

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Types of Planning
ANALYTICAL- Approaches a problem systematically. Methodical approach INTUITIVE A technique based on intuitive knowledge or experience COMBINED This is reality! Where we make decisions everyday

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Types of Planning Spectrum

ANALYTICAL COMBINED
INTUITIVE

MDMP

TIME CONSTRAINT

RECOGNITION DECISIONS

DECISION MAKING CONTINUUM

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Practical Exercise

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Planning Fundamentals

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Fundamentals
Commanders focus planning Continuous Planning is time sensitive (1/3 2/3) Build flexible plans Keep plans simple (Simplified) Design bold plans

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Conceptual Planning
VISUALIZATION

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Continuous
OPERATION CYCLE

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Time Sensitive
1/3 2/3 Rule Time is a precious commodity A good plan violently executed now is better than a perfect plan next week. General G.S. Patton Jr
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Build Flexible Plans

Specify What to do and why, not how to do it Control measures are established without imposing needless restrictions on freedom of action.

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Keep Plans Simple

Simplicity as a principle of war Clear and concise Plans must simplify complex situations

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Design bold plans

Design plans that initiate combat on your terms to allow the mass of effects of combat power against enemy weaknesses

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Reverse Planning Method

Begin with the goal in mind
Where do I want to end up?

Work backward from there until you reach We are here right now. As you do this
Determine the basics of whats required
Who, What, When, Where, and Why May consider the How

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Reverse Planning Method

ID Task and Task Sequence
Consider the amount of time needed to coordinate and conduct each step

Put the tasks in sequence, set priorities, determine schedule

Chronological order as the tasks must occur Make sure it logically flows and there is time to complete the task

Get input from others

Check on your plan (maybe you overlooked something) Gets soldiers involved This builds trust, self-confidence, and the will to succeed

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Functional vs Detailed PLANNING

FUNCTIONAL DETAILED

MISSION CMD -HANDS OFF -INTIATIVE

CDRS INTENT
INTIATIVE MSN ORDERS

DETAILED CMD -HANDS ON -MICRO MGT

RESOURCES
POLICE CALL RIFLE RANGE

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Functions of Planning & Plan

Think critically Develop a common understanding Anticipate Simplify complexity Guide preparation activities Direct and coordinate actions Task organize forces and allocated resources
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Planning Shapes the Thinking of Army Leaders

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Practical Exercise
Example:
You and a group of your friends have decided to go to the beach for Spring Break. Because you are all working now, you cant just go with the flow, there has to be a deliberate planning method used to determine the details of the trip. How would you go about planning the trip? What are the time sensitive events/tasks that must occur? What is the planning/prep tasks that must occur?

Individual Exercise plan your move from OCS to your basic course.
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Supervision

If a squad leader doesnt check, and the guy on point has no batteries for his night vision goggles, he has just degraded the effectiveness of the entire unit.
A Company Commander, Desert Storm

FM 22-100, p. 4-4

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Fundamentals of Supervision

Establish procedures Ensure subordinates know what is expected Check on performance Give guidance and feedback Recognize good work Develop subordinates
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Fundamentals of Supervision

Undersupervision:
Neglect Leads to miscommunication Lack of coordination, organization Breeds frustration Micromanagement Stifles initiative Breeds resentment Lowers morale and motivation
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Oversupervision:

Factors Influencing Supervision Task being performed Experience level of subordinate Competence, confidence Motivation Level of trust Communication skills Leadership style
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How to Supervise
When to do it All the time How to do it Encourage open communication Build Teamwork Get soldiers involved Encourage initiative Provide positive supervision Set good standards Use control measures Provide performance feedback How to know when its done right Tasks are completed correctly and on time. 37

Role Playing Exercise

Dont ask a soldier yes / no questions. Dont ask a soldier any questions that will require him to be critical of his/her unit or chain of command. Steer clear of vague, general questions. Learn how to tactfully, indirectly, quietly, nicely challenge the automatic positive answers soldiers will give if they get the chance. Hows the chow?Just Great Keep working constantly to get the soldier to elaborate, explain, amplify his answers.Probewhy, when, where, who, how, what, Before asking hard questions, set the conditionsset the soldier at ease so he/she can freely explain.
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ELO 2 Summary

Action: Discuss the importance of supervision.

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ELO 3

Action: Describe the five styles of leadership. Condition: Presentation, use of FM 22-100, and PE Standard: Identify the most appropriate leadership style to use in a given situation IAW FM 22-100.
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Leadership Styles

Effective leaders are flexible enough to adjust their leadership style and techniques to the people they lead.
FM 22-100, 3-65

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Leadership Styles

Directing (3-69) Participating (3-73) Delegating (3-75) Transformational (3-77) Transactional (3-79)

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Factors Influencing Leadership Styles

Training Education Experience Personality

Situation Mission Subordinates Flexibility

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Leadership Styles

DIRECTING: This style is Leader Centered. Leaders using this style dont solicit input from subordinates and give detailed instructions on how, when, and where they want a task performed.

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Leadership Styles

PARTICIPATING: This style centers on both the leader and the team. Given a mission, leaders ask subordinates for input, information, and recommendations but make the final decision on what to do themselves. This style is especially appropriate for leaders who have the time for such consultation or who are dealing with experienced subordinates.
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Leadership Styles
DELEGATING: involves giving subordinates the authority to solve problems and make decisions without clearing them through the leaders. Leaders with mature and experienced subordinates or who want to create a learning experience for subordinates often need only to give them the authority to make decisions, the necessary resources, and a clear understanding of the missions purpose. As always, the leader is ultimately responsible for whatever does or does not happen, but in delegating leadership style, the leader holds the subordinate leaders responsible for their actions.

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Leadership Styles

TRANSFORMATIONAL: allows you to take advantage of the skills and knowledge of experienced subordinates who may have better ideas on how to accomplish a mission.

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Leadership Styles
TRANSACTIONAL: motivating subordinates to work by offering rewards or threatening punishment. Prescribes task assignments in writing. Outlining all the conditions, the applicable rules and regulations, the benefits of success, and the consequences to include possible disciplinary actions of failure. Management by Exception where leaders focus on their subordinate failures showing up only when something goes wrong.
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Most Effective Style Depends on the situation Typically the delegating style because of the importance of subordinates. NO SILVER BULLET
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ELO 3 Summary

Action: Describe the five styles of leadership.

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Summary

What sort of PL do you want to be?

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