Part 3 (Sustaining Victory) Chapter 9: Plan Flashcards
The 3rd part of the book teaches is about all the secrets in order to sustain _______
victory
In every mission, _______ is always the 1st step
planning
Leaders are expected to _______ the mission and provide clear directives to his teammates
analyze
He must be able to explain the mission in a way that the troops understand the _____ purpose
deeper
Anothe important step of the planning process requires the senior leaders to explore the _____ courses of action towards mission completion
various
A leader must be able to strategically foresee the possible _____, a move that is necessary to ensure success
movements
Detailed information gathering is important because the ___ is critical towards the development of a thorough plan
data
Once there is a detailed plan, the next step is to _______ to a subordinate leader
delegate
All junior leaders must have _______ over their tasks to ensure team participation. This step is critical towards developing innovative solutions to their problems
ownership
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
terrain
Leaders must make themselves ______ otherwise, the frontline troops might be too intimidated to ask the most important questions
appraochable
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
plan
The following checklist helps to guide towards proper planning. This is known as the Leaders Checklist. There are 11 steps. Pg 207
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
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
standardized
When a company adopts a uniform planning process, the _____ becomes confident that all the depts are working towards achieving the same end
boss
Proper planning not only saves time, but it also ______ our energy and resources from going to wate
prevents
Chapter 9 is titled ____ Ramadi Iraq: Hostage rescue by Leif Babin
plan
The photos on the wall commemorate the
fallen seals
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
Hostage rescue mission
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
Police Colonel
Their intelligence indicated the hostage location was a house on the _______ of a Ramadi Suburb
outskirts
TUB had an intelligence dept of _____ SEAL and non-SEAL support personnel
12
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
Naval Academy
The most junior officer rank in the navy
ensign
The SEALS in TUB nicknamed the young ensign _____
butters
_____ is Task Unit Bruiser Commander - ground force commander which is the overall commander. ____ is the Charlie Platoon Commander - assault force commander
Jocko, Leif
The supporting assets available were their own armored Humvees and 2 US Navy HH-60, which are
Seahawk Heicopters
The large US bad on the outskirts of the city where the bulk of American forces lived and worked
Camp Ramadi
Back at home, these men were “part-time soldiers”
US Army National Guardsmen
The SEAL camp, known as _____, was later name changed to Camp Marc Lee in honor of Marc, the 1st SEAL KIA in Iraq
Sharkbase
The 3 most important things Leif wanted the assault force to remember and keep first and foremost in their minds:
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
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”
Jocko
A phrase they used when facing anything particularly challenging or miserable
Good Times
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
element of surprise
In chapter 9, target secure meant
they had the hostage
_____ served as a leadership instructor at the SEAL basic training command
Leif
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
failure of leadership
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
mission planning was all about
For any team or business, it is essential to develop a ____
standardized planning process
Planning begins with mission _____. A broad and ambiguous mission results in a lack of focus, ineffective execution, and mission creep.
analysis
The mission must explain the overall purpose and the desired result, or ___ ___ of the operation
end state
While a simple statement, the _____ ___ is actually the most important part of the brief
commanders intent
Different courses of action must be explored on how to best _____
Accomplish the mission
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
true
Leaders must learn to delegate the planning process down the chain as much as possible to
subordinate leaders
This is critical in developing bold, innovative solutions to problem sets, even from the most junior personnel
Team participation
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
Microterrain
The planning process and briefing must be a forum that encourages _____, ____, and _____ from even the most junior personnel
discussion, questions, and clarification
The test for a successful brief is simple: Do ___
the team and supporting elements understand it
There are some risk that cannot be mitigated. Leaders must focus on the risks that can be ______
controlled
The US Navel hero of the American Revolution and the father of the US Navy, John Paul Jones said:
Those who will not risk cannot win
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.
Post-operational brief
This statement implied that the brief for a combat mission should be designated and developed for the SEAL operators that would execute the operation
PLO is for the bos
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
Platoon leaders order
PLO or OPORD meant the same thing:
Mission brief
Leifs 1st deployment as a SEAL officer was to
Baghdad, Iraq
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.
96, 4
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
Powerpoint rangers 3,000 hours
U.S. Army’s 1st infantry division in the city of Samarra were the historic
Big Red Ones
FTX is an acronym for
field training exercises
