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extreme ownership > Part 2 ( Laws of Combat) Chapter 8: Decentralized Command > Flashcards

Part 2 ( Laws of Combat) Chapter 8: Decentralized Command Flashcards

1
Q

Leadership means ______ management of the team

A

effective

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2
Q

The fourth law of combat is ____ _____

A

Decentralized Command

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3
Q

_____ ______ teaches us that when the teams are composed of an unmanageable number of people, the each team must be broken down into manageable subdivisions with a clearly designated leader. These leaders are then made to fully understand the overall mission and its respective goal

A

Decentralized Command

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4
Q

Designated leaders are encouraged to make ______ to ensure proper execution and accomplishment of the mission

A

decisions

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5
Q

Junior leaders must understand that their authority has ____ and that they are required to regularly communicate with their senior leaders

A

limits

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6
Q

In line with developing decentralized command, junior leaders are also expected to develop their _____. This results from cultivating trust towards they senior leaders and the mission

A

confidence

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7
Q

Senior leaders must constantly communicate with their junior leaders to ensure ______________

A

situational awareness

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8
Q

______ ______ is a necessary component of decentralized command. ________ is important for a leader because it helps them get the right amount of involvement in the action.

A

Proper positioning, positioning

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9
Q

The best _____ is somewhere in the middle: not too involved in every detail of the front line: not too far back that you completely lose sight of the necessary details.

A

Position

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10
Q

Leaders are never supposed to be stuck in one position. They have _____ of ______, especially when the necessitates of the situation dictate

A

freedom of movement

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11
Q

Decentralized command makes sure that each _____ supports the overall mission. It also makes sure that senior leaders are never disconnected from their teams on the battlefield

A

team

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12
Q

Keeping an _______ ______ is a common practice. It makes sure that all the tasks are properly spread out through the company’s various divisions and subdivisons

A

organizational chart

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13
Q

There are instances when a dept leader is in charge of a bigger group of people. With this, a common observation is that the bigger group has slower ____ rate than smaller groups. This is because larger groups are harder to manage and leaders have a tendency to focus attention and train only the best performers

A

growth

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14
Q

A sign of good leadership is how he inspires each and every one of his subordinates to become the _____

A

best

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15
Q

In order to ensure efficiency in leadership and task fulfillment, it is necessary to create branches out of divisions and have a branch ____ clearly designated. This ensure the work is equally divided while avoiding _________

A

leader, micromanagement

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16
Q

Effective leaders understand that, as humans, we all have ______. These _____ should never be scene as roadblocks. We should learn how to embrace these ____ and devise means to divide the work among the team

A

Limitations

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17
Q

Chapter 8 is called _______ South-Central Ramadi, Iraq: A Reckoning - by Jocko

A

Decentralized command

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18
Q

The president stated his ideal size for a team would be 5 or 6 people. 4 or 5 ________ and ___ people

A

financial advisors and support

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19
Q

The Seal and US military teams are based around building blocks of “Fire Teams” which are __ to __ man teams with a leader

A

4 to 6, leader

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20
Q

The definition of “helter-skelter” according to the book is

A

bunch of individual elements just doing whatever they want

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21
Q

A _____ _____ tells your troops what you are doing

A

mission statement

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22
Q

In combat, the span of control ___ depending on factors such as quality of the leader, skill level/experience of the troops, the levels of violence

A

varied

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23
Q

As a leader, it takes strength to ___ ___

A

let go

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24
Q

Jocko expected his subordinate leaders to ___

A

lead

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25
Q

_____ learned his leadership principles through the ___ years in the seal teams

A

Jocko, 15 years

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26
Q

___ was the commander of Charlie Platoon. The Platoon Commander of Delta Platoon was unnamed

A

Leif

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27
Q

Pushing down the decision making to the _____, front line leaders within the task was critical to their success

A

subordinate

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28
Q

Decentralized command allowed Jocko, as the over all commander, to maintain focus on the ____ ____: coordinate friendly assets and monitor enemy activity

A

bigger picture

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29
Q

TUB learned their greatest lessons in decentralized command during MOUT and acronym for _______

A

Military operations urban terrain

30
Q

The MOUT training center was at

A

Fort Knox, Kentucky

31
Q

The MOUT facility was a multi-block mock city of concrete structures, ranging from simulated 1-room houses to large and complex multistory building built to prepare military units for the challenges of ____ ____

A

urban combat

32
Q

Jocko later commanded the (TRADET) ____ _____ which was tasked with preparing SEAL platoons and task units for deployments to Iraq and Afghanistan

A

training detachment

33
Q

The TRADET instructor cadre constructed training scenarios to confuse, disorient, physically and mentally overwhelm participating SEAL units, particularly the ____

A

Leaders

34
Q

A SEAL term used for a serious cheap shot or sucker punch

A

Mud Suck

35
Q

The enemy the SEALs would face in Iraq had no rules and were experts at analyzing and exploiting their _____

A

Weaknesses

36
Q

In TUB MOUT training, the SEAL leaders tried to control eveything and everyone themselves and manage each one of their men up to ____ individuals in TUB

A

35

37
Q

The good understanding of the broader mission is known as

A

Commanders intent

38
Q

In MOUT, TUB divided into small teams of __ to __ SEALs, and manageable size for each leader to control

A

4 to 6

39
Q

Each platoon commander didnt worry about controlling all ___ SEAL operators assigned, only 3: his squad leaders and his platoon chief.

A

16

40
Q

Each platoon Cheif and leading petty officer only had to control their fire team leaders, who each controlled ___ Seal shooters

A

4

41
Q

And Jocko only had to control ___ people, his ___ platoon commanders

A

2

42
Q

The junior leaders learned that they were expected to make decisions. The couldn’t ask “What do I do?” Instead, they had to

A

state, “this is what I am going to do”

43
Q

A few months into TUB deployment, they conducted their largest operation yet. It included two different US Army Battalions -each with hundreds of soldiers, US Marine batallion, nearly 100 armored vehicles on the ground and American aircraft in the skies overhead. Many of the units operated on different ______ ____, which greatly added to the complexity and risk

A

communications network

44
Q

The operation centered around a major north-south road that was sandwiched between 2 notoriously violent neighborhoods - _________, a war torn neighborhood to the east and _____ to the west - an American designation for an equally violent section of Ramadi

A

Ma’laab and J-Block

45
Q

The ______ is where TUB suffered their 1st casualty during the initial weeks of deployment. A SEAL operator sustained a GSW from a machine gun that shattered his femur and left a hole in his leg. _______ laid down suppressive fire and helped drag him out. The SEAL survived

A

Ma’laab, Mike Monsoor

46
Q

In ______, Ryan Job was shot in the face and blinded. On the same day, Marc Lee was shot and killed down the street from where Ryan was shot. Marc was the 1st member of TUB to be KIA and the first SEAL killed in Iraq

A

J-Block

47
Q

Leif had also been wounded, shot in the _____. But still managed to continue to lead that operation

A

back

48
Q

SEALS patrolled on foot into position ______ from COP Falcon to the west and _____ from COP Eagles nest to the east

A

Charlie Platoon, Delta Platoon

49
Q

The ___ ___ of each SEAL sniper overwatch element made their decisions based on the underlying commanders guidance that drove their overwatch operations:
1) Cover as many possible enemy ingress and egress routes as possible

2) Set up positions that mutually support each other
3) Pick a solid fighting position that could be defended against heavy enemy attack for an extended period of time if necessary

A

Senior Leader

50
Q

Areas that would be difficult to see and difficult to defend are called

A

Dead space

51
Q

Delta platoon moved to a new building that was numbered

A

94

52
Q

Building 94 proved to be a very good vantage point because

A
  • it was one of the tallest buildings in the area at 4 stories
  • it had a clear north-south road and of the location where the Army would soon construct COP Grant
  • it was easily defendable and offered good firing points that covered enemy routes in and out of the area
53
Q

With no permanent security in place, the Brave Army engineers began to building the new COP in a hostile combat zone. The new COP was called

A

COP Grant

54
Q

The romantic vision was of ______ vs _____ stalking and shooting match. The preferred contest, however, was enemy sniper vs M1A2 Abrams tank

A

sniper vs sniper

55
Q

The ___ of ___ grows quickly in a chaotic urban environment and could muddle the most seemingly obvious situations

A

fog of war

56
Q

The company commander in charge of the Bradley Fighting Vehicles was an _____. He personally saddled up and drove out in his tank to help the SEALS

A

US Army Captain

57
Q

The Bradley commander that reported the possible enemy snipers radioed that they were on building _____

A

79

58
Q

25mm chain gun with high-explosive rounds describes a

A

Bradley main gun

59
Q

Human beings are generally not capable of managing more than ___ to __ people, particularly when things go sideways and inevitable contingencies arise

A

6 to 10

60
Q

No senior leader should be expected to manage dozens of individuals, much less hundreds. Teams must be broken down into manageable elements of ___ to __ operators with a clearly defined leader

A

4 to 5

61
Q

Every tactical team leader must understand not just what to do but ___ they are doing it

A

why

62
Q

The left and right limits refers to

A

what is within the junior leaders decision making authority

63
Q

Senior leaders must constantly communicate and push information - what they call in the military “_____ _____” to their subordinate leaders

A

situational awareness

64
Q

_____ is what SEALS call it when SEAL task units train in assaults

A

CQB - close-quarters battle

65
Q

SEALS practice CQB in a _____, a multi-room facility with ballistic walls, which SEALS, other military, and police units rehearse their CQB skills

A

Kill house

66
Q

In the application to business, Jocko asks to look at the presidents “org chart” which

A

depicted the teams organizational structure and chain of command. Responsible for dozens of branches and over 1000 employees

67
Q

Situations require that the boss ____ from the problem and let the junior leaders solve it, even if the boos knows that he might solve it more efficiently. It is important that the junior leaders are allowed to make decisions and know that the boss will back them up, even if they make a call that may not result in the best outcome as long as the decision was made in an effort to achieve the strategic objective

A

walk away

68
Q

Things that build trust are

A
  • open conversation
  • overcoming stress and challenging environments
  • working through emergencies and seeing how people react
69
Q

In the application to business in chapter 8 decentralized command, the regional president of an investment advisor group was having problems with his business because some branches had a strong leader that did so well that leader would be responsible for 20+ people and because of that, business growth would slow. and on the flip side, some branches only had 3 people in them but the branch manager was not as strong and had to be out in the field focusing on sales revenue instead of building and growing his team

A

true

70
Q

There are senior leaders who try to take on too much which results in chaos and then there are senior leaders who give the appearance that they are in control but they really have no idea what their troops are doing and cannot effectively manage them. This is called

A

“battlefield aloofness”. This attitude creates a significant disconnect between leadership and the troops and the leaders team will struggle to effectively accomplish their mission

71
Q

In chapter 8, decentralized command. The war story is about a Army Captain who believes he spotted enemy snipers on a roof. Delta platoon had switched buildings to building 94. The army requested to engage the snipers with a tank. Because Jocko was removed from the frontlines, he was able to see the whole picture and made both the SEALS and the Army identify the building. In the end, the Army incorrectly identified the building as 79 instead of 94. Had jocko not made everyone double check, the result would have been friendly casualties of the SEALs

A

true

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