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CL3Z05

Planning and SupervisionPlanning and Supervision

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• 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

Terminal Learning ObjectiveTerminal Learning Objective

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Safety:

Risk Level:

Environmental Considerations:

Evaluation

Administrative IssuesAdministrative Issues

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• 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

ELO 1ELO 1

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Army Leadership FrameworkArmy Leadership Framework

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MISSION ACCOMPLISHMENT

TAKING CARE OF YOUR SOLDIERS

STEWARDSHIP OF RESOURCES

The Leader’s 3 Inherent Responsibilities

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A plan is a proposal for executing a command decision

or project. FM 22-100, 5-42.

The Plan

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The Plan

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

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• Continuous, evolving framework of anticipated actions

• Detailed, systematic examination of all aspects of operations

• Based on assigned mission or CDR’s guidance

WHAT IS PLANNING

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• Makes future operations easier through rapid coordinated action

• Keeps subordinate elements informed of possible requirements

• Enables command to respond rapidly to change

WHAT IS PLANNING

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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 INTUITIVE

MDMPRECOGNITION

DECISIONS TIME CONSTRAINT

COMBINED

DECISION MAKING CONTINUUM

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Practical Exercise

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Planning Fundamentals

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Fundamentals

• Commander’s 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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VISUALIZATIONConceptual Planning

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ContinuousOPERATION 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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• 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 what’s required

• Who, What, When, Where, and Why• May consider the “How”

Reverse Planning MethodReverse Planning Method

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– 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

Reverse Planning MethodReverse Planning Method

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Functional vs Detailed PLANNING

FUNCTIONAL DETAILED

MISSION CMD DETAILED CMD

-INTIATIVE -MICRO MGT-HANDS OFF -HANDS ON

POLICE CALL RIFLE RANGE

• CDR’S INTENT

• INTIATIVE

• MSN ORDERS

•RESOURCES

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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 ExercisePractical 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 can’t 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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If a squad leader doesn’t 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

SupervisionSupervision

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• Establish procedures• Ensure subordinates know what is

expected• Check on performance• Give guidance and feedback• Recognize good work• Develop subordinates

Fundamentals of SupervisionFundamentals of Supervision

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• Undersupervision:– Neglect– Leads to miscommunication– Lack of coordination, organization– Breeds frustration

• Oversupervision:– Micromanagement– Stifles initiative– Breeds resentment– Lowers morale and motivation

Fundamentals of SupervisionFundamentals of Supervision

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• Task being performed

• Experience level of subordinate

• Competence, confidence

• Motivation

• Level of trust

• Communication skills

• Leadership style

Factors Influencing Supervision

Factors Influencing Supervision

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How to SuperviseHow 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 it’s done right• Tasks are completed correctly and on time.

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Role Playing ExerciseRole Playing Exercise

Don’t ask a soldier “yes / no” questions. Don’t 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. “How’s the chow?”…”Just Great”

Keep working constantly to get the soldier to elaborate, explain, amplify his answers….Probe…why, when, where, who, how, what,…

Before asking hard questions, set the conditions…set the soldier at ease so he/she can freely explain.

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•Action: Discuss the importance of supervision.

ELO 2 SummaryELO 2 Summary

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• 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.

ELO 3ELO 3

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Effective leaders are flexible enough to adjust their leadership

style and techniques to the people they lead.

FM 22-100, 3-65

Leadership StylesLeadership Styles

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• Directing (3-69)

• Participating (3-73)

• Delegating (3-75)

• Transformational (3-77)

• Transactional (3-79)

Leadership StylesLeadership Styles

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• Training

• Education

• Experience

• Personality

• Situation

• Mission

• Subordinates

• Flexibility

Factors Influencing Leadership Styles

Factors Influencing Leadership Styles

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Leadership StylesLeadership Styles

DIRECTING: This style is Leader Centered. Leaders using this style don’t solicit input from subordinates and give detailed instructions on how, when, and where they want a task performed.

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Leadership StylesLeadership 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 StylesLeadership 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 mission’s 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 StylesLeadership 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 StylesLeadership 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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• Depends on the situation

• Typically the delegating style because of the importance of subordinates.

• NO SILVER BULLET

Most Effective StyleMost Effective Style

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•Action: Describe the five styles of leadership.

ELO 3 SummaryELO 3 Summary

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SummarySummary

What sort of PL do you want to be?