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Extreme Ownership > Part 3 (Sustaining Victory) Chapter 9: Plan > Flashcards

Part 3 (Sustaining Victory) Chapter 9: Plan Flashcards

1
Q

The 3rd part of the book teaches is about all the secrets in order to sustain _______

A

victory

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2
Q

In every mission, _______ is always the 1st step

A

planning

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3
Q

Leaders are expected to _______ the mission and provide clear directives to his teammates

A

analyze

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4
Q

He must be able to explain the mission in a way that the troops understand the _____ purpose

A

deeper

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5
Q

Anothe important step of the planning process requires the senior leaders to explore the _____ courses of action towards mission completion

A

various

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6
Q

A leader must be able to strategically foresee the possible _____, a move that is necessary to ensure success

A

movements

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7
Q

Detailed information gathering is important because the ___ is critical towards the development of a thorough plan

A

data

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8
Q

Once there is a detailed plan, the next step is to _______ to a subordinate leader

A

delegate

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9
Q

All junior leaders must have _______ over their tasks to ensure team participation. This step is critical towards developing innovative solutions to their problems

A

ownership

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10
Q

Leaders must also make sure that they are able to maintain a perspective which is above the micro _____ of the plan. This step is necessary to determine if there are nay loopholes in the plan so that the can fill them prior to sending out the troops

A

terrain

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11
Q

Leaders must make themselves ______ otherwise, the frontline troops might be too intimidated to ask the most important questions

A

appraochable

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12
Q

The _____ is expected to enable the highest chance of success while serving as a tool to help leaders focus on risks that can be controlled

A

plan

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13
Q

The following checklist helps to guide towards proper planning. This is known as the Leaders Checklist. There are 11 steps. Pg 207

A

1) ANALYSIS of the mission. Analysis helps the leaders understand the mission, Commanders intent, and end goal
___________________
2) IDENTIFICATION of personnel, assets, resources, and available time
___________________
3) DECENTRALIZATION of the process. This stage empowers leaders within teams to determine the possible courses of action
___________________
4) DETERMINATION of the course of action. This stage aims to determine the simplest course of action and to help them focus on which is best
___________________
5) Empowering leaders to develop the plan for the course of action
___________________
6) PLANNING FOR CONTINGENCIES
___________________
7) MITIGATION of controllable risks
___________________
8) DELEGATION of the plan. Junior leaders are informed of the plan to help the senior leaders take a step back from the planning - stand back and be the tactical genius
___________________
9) CHECKING and QUESTIONING the plan. The plan is checked against new info to make sure if it is still appropriate solution for the situation
___________________
10) Briefing the plan to all members
___________________
11) Post-Operational debriefing. This final step requires an analysis of the various lessons learned, and how these lessons can be implemented in future planning

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14
Q

In the business world, it is advised that planning processes are to be ______ in a way that all depts of the company may use the same format

A

standardized

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15
Q

When a company adopts a uniform planning process, the _____ becomes confident that all the depts are working towards achieving the same end

A

boss

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16
Q

Proper planning not only saves time, but it also ______ our energy and resources from going to wate

A

prevents

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17
Q

Chapter 9 is titled ____ Ramadi Iraq: Hostage rescue by Leif Babin

A

plan

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18
Q

The photos on the wall commemorate the

A

fallen seals

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19
Q

Chapter 9’s (Plan) military story was a _____ ______. The ultimate high-stakes operation: not only to kill bad guys but an innocent victim to save

A

Hostage rescue mission

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20
Q

The kidnapee was a Iraqi teen, the nephew of an Iraqi ___ ____. Kidnapped by Al Qaeda linked terrorist group, they demanded $50,000 or they would behead the young man

A

Police Colonel

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21
Q

Their intelligence indicated the hostage location was a house on the _______ of a Ramadi Suburb

A

outskirts

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22
Q

TUB had an intelligence dept of _____ SEAL and non-SEAL support personnel

A

12

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23
Q

At the head of Bruisers intel shop was a young ensign who recently graduated from the US ____ ____. He was not a SEAL. His specialty was intelligence

A

Naval Academy

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24
Q

The most junior officer rank in the navy

A

ensign

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25
Q

The SEALS in TUB nicknamed the young ensign _____

A

butters

26
Q

_____ is Task Unit Bruiser Commander - ground force commander which is the overall commander. ____ is the Charlie Platoon Commander - assault force commander

A

Jocko, Leif

27
Q

The supporting assets available were their own armored Humvees and 2 US Navy HH-60, which are

A

Seahawk Heicopters

28
Q

The large US bad on the outskirts of the city where the bulk of American forces lived and worked

A

Camp Ramadi

29
Q

Back at home, these men were “part-time soldiers”

A

US Army National Guardsmen

30
Q

The SEAL camp, known as _____, was later name changed to Camp Marc Lee in honor of Marc, the 1st SEAL KIA in Iraq

A

Sharkbase

31
Q

The 3 most important things Leif wanted the assault force to remember and keep first and foremost in their minds:

A

1) Maintain the element of surprise; stealth is more important than speed as they approach the target.
2) After the breach, once we make entry, speed is most important. Get the target cleared and secure in a hurry
3) Good PID of any potential threats. Be wary not to injure the hostage and be ready to render medical assistance

32
Q

As ground force commander in charge of the operation, ____ gave his closing comments that simplified the complex legalese of the rules of engagement so that everyone understood. “ If you have to pull the trigger, make sure the people you kill are bad”

A

Jocko

33
Q

A phrase they used when facing anything particularly challenging or miserable

A

Good Times

34
Q

The goal was to maintain the _____ ___ _____. It would give the seals the best chance to rescue the hostage alive and protect SEALS from the enemy

A

element of surprise

35
Q

In chapter 9, target secure meant

A

they had the hostage

36
Q

_____ served as a leadership instructor at the SEAL basic training command

A

Leif

37
Q

You can never assume that hazards weren’t waiting for you on a target. You had to assume they were, and you had to plan for them on every operation and mitigate the risk as much as possible. To assume otherwise was a

A

failure of leadership

38
Q

Never taking anything fro granted, preparing for likely contingencies, and maximizing the chance of mission success while minimizing the risk to the troops executing the mission was what

A

mission planning was all about

39
Q

For any team or business, it is essential to develop a ____

A

standardized planning process

40
Q

Planning begins with mission _____. A broad and ambiguous mission results in a lack of focus, ineffective execution, and mission creep.

A

analysis

41
Q

The mission must explain the overall purpose and the desired result, or ___ ___ of the operation

A

end state

42
Q

While a simple statement, the _____ ___ is actually the most important part of the brief

A

commanders intent

43
Q

Different courses of action must be explored on how to best _____

A

Accomplish the mission

44
Q

It is critical to utilize all assets and lean on the expertise of those in the best position to provide the most accurate up to date info

A

true

45
Q

Leaders must learn to delegate the planning process down the chain as much as possible to

A

subordinate leaders

46
Q

This is critical in developing bold, innovative solutions to problem sets, even from the most junior personnel

A

Team participation

47
Q

By maintaining a perspective above the ______ of the plan, the senior leader can stand back and be the tactical genius, identifying weaknesses or holes in the plan

A

Microterrain

48
Q

The planning process and briefing must be a forum that encourages _____, ____, and _____ from even the most junior personnel

A

discussion, questions, and clarification

49
Q

The test for a successful brief is simple: Do ___

A

the team and supporting elements understand it

50
Q

There are some risk that cannot be mitigated. Leaders must focus on the risks that can be ______

A

controlled

51
Q

The US Navel hero of the American Revolution and the father of the US Navy, John Paul Jones said:

A

Those who will not risk cannot win

52
Q

The best SEAL units after each combat mission conduct a ________. This examines all phases of an operation from planning through execution, in a concise format.

A

Post-operational brief

53
Q

This statement implied that the brief for a combat mission should be designated and developed for the SEAL operators that would execute the operation

A

PLO is for the bos

54
Q

PLO stands for _____, a term used by SEALS since the vietnam era. The rest of the military called it a OPORD (operations order). After 9/11, joint operations with other branches caused the SEALS to adopt the OPORD term

A

Platoon leaders order

55
Q

PLO or OPORD meant the same thing:

A

Mission brief

56
Q

Leifs 1st deployment as a SEAL officer was to

A

Baghdad, Iraq

57
Q

The OPORD briefing format the SEALS were given was a ____ hour planning cycle. It assumed they had at least __ days to plan for a mission.

A

96, 4

58
Q

Seal officers were so inundated with PowerPoint slides that some officers had patches made for their uniforms to jokingly designate themselves “_______”. It was typical SEAL humor to laugh at the misery

A

Powerpoint rangers 3,000 hours

59
Q

U.S. Army’s 1st infantry division in the city of Samarra were the historic

A

Big Red Ones

60
Q

FTX is an acronym for

A

field training exercises

Extreme Ownership (15 decks)

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