HEADQUARTERS

DEPARTMENT OF MILITARY SCIENCE AND TACTICS

SOUTHERN LUZON STATE UNIVERSITY ROTC UNIT (ACTIVATED)
Lucban, Quezon

TROOP LEADING PROCEDURE

I. OVERVIEW
Troop leading procedure are the dynamic processes by which a leader
receives, plans and executes a mission. This is a decision making tool for direct
leaders and these steps help you organize your efforts in planning and
executing the mission. It is to improve your confidence in leading troops and
increase your skills in planning and preparing for tactical situations. It introduces
the eight steps of the troop leading procedures, a method for applying the Army
Problem Process to tactical problems

II. OBJECTIVES: At the end of the lesson, student should be able to:
1. To understand the importance of troop leading procedure.
2. To learn with the 8 steps of the troop leading procedure.
3. To know and understand TMETT-C

III. LESSON PROPER

Definition of Terms:
 Troop leading is the process a leader goes through to prepare his unit to
accomplish a tactical mission.
 It begins when he is alerted for a mission.
 It starts again when he receives a change or a new mission.

Steps of Troop Leading Procedure

a. Receive the mission
 The leader may receive the mission in a
 Warning Order
 Operation Order (OPORD), or a
 Fragmentary Order (FRAGO).
 He immediately begins to analyze it using the factors of M E T T-T
 What is the MISSION?
 What is known about the ENEMY?
 How will TERRAIN and WEATHER affect the operation?
 What TROOPS are available?
 How much TIME is available?
 The leader should use no more than one third of the available time for his own
planning and for issuing his operation order. The remaining two thirds is for
subordinates to plan and prepare for the operation.

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 HEADQUARTERS
DEPARTMENT OF MILITARY SCIENCE AND TACTICS
SOUTHERN LUZON STATE UNIVERSITY ROTC UNIT (ACTIVATED)
Lucban, Quezon

 Leaders should also consider other factors such as available daylight and
travel time to and from orders and rehearsals.
 In the offense, the leader has one third of the time from his receipt of the
mission to the unit’s LD time.
 In the defense, he has one third of the time from mission receipt to the
time the squad or platoon must be prepared to defend. In scheduling
preparation activities, the leader should work backwards from the LD or
defend time. This is reverse planning. He must allow enough time for the
completion of each task.

b. Issue a warning order

 The leader provides initial instructions in a warning order.
 The warning order contains enough information to begin preparation as
soon as possible.
 Platoon SOPs should prescribe who will attend all warning orders and
the actions they must take upon receipt:
 The warning order has no specific format. One technique is to use the
five - paragraph OPORD format.
 The leader issues the warning order with all the information he has
available at the time. He provides updates as often as necessary.
 The leader never waits for information to fill a format.
If available, the following information may be included in a warning order.
 The mission or nature of the operation.
 Who is participating in the operation.
 Time of the operation.
 Time and place for issuance of the operation order.

c. Make a tentative plan

 The leader develops an estimate of the situation to use as the basis for his
tentative plan.
 The estimate is the military decision making process. It consists of five steps:
a) Conduct Detailed mission analysis,
b) Analyze the Situation and develop Courses of action,
c) Analyze courses of action (wargame),
d) Compare courses of action, and
e) Decision.
 The decision represents the tentative plan. The leader updates the estimate
continuously and refines his plan accordingly.

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 HEADQUARTERS
DEPARTMENT OF MILITARY SCIENCE AND TACTICS
SOUTHERN LUZON STATE UNIVERSITY ROTC UNIT (ACTIVATED)
Lucban, Quezon

 He uses this plan as the start point for coordination, reconnaissance, task
organization (if required), and movement instructions.
 He works through this problem solving sequence in as much detail as time
available allows
T- TIME
M- MISSION
T- TERRAIN AND WEATHER
E- ENEMY
T- TROOPS
C- CIVIL CONSIDERATIONS
Mission analysis (TM-TET-C)
 Time analysis
o Refines allocation of time
o How much time is available
o 1/3-2/3
 Goal is to determine the useable time available to both YOU and your
SUBORDINATES.
 It is consider Critical times such as:
o Crossing of LD
o Defend NLT
o Recon
o Limited Visibility
o Assault time
o Higher Rehearsal
o Begin/ Conduct Movement .
Mission
 The leader considers his mission as given to him by his commander.
 He analyzes it in light of the commander's intent two command levels higher,
and
 Derives the essential tasks his unit must perform in order to accomplish the
mission

Mission analysis
* Understand Purpose of Coy Mission
* Determine Tasks
* Constraints
* Restated Mission

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 HEADQUARTERS
DEPARTMENT OF MILITARY SCIENCE AND TACTICS
SOUTHERN LUZON STATE UNIVERSITY ROTC UNIT (ACTIVATED)
Lucban, Quezon

Determine tasks:
* Specified – directed by higher HQ or those stated in the OPORD
* Implied – not stated in the OPORD but must be executed to
accomplish the specified tasks
* Essential – specified tasks that must be accomplished for the
higher unit to be successful in achieving its mission

Prepare company’s mission statement:

* WHO – the company
* WHAT – mission essential task
* WHEN – taken from the OPORD
* WHERE – Obj area or defense location
* WHY – rationale (purpose) for the task taken from Concept of
Operation of Para 3 of higher OPORD

Terrain
 The leader considers the effect of terrain and weather on enemy and friendly
forces using OCOKA
Terrain analysis
* Obstacles – existing & reinforcing
* Avenues of Approach
* Key Terrain
* Observation & Fields of Fire
* Cover & Concealment
Weather analysis
* Light Data (BMNT, EENT, moonrise or set)
* Precipitation
* Temperature
* Wind speed & direction
* Visibility

Enemy
 The leader considers the type, size, organization, tactics, and equipment of
the enemy he expects to encounter.
 He identifies their greatest threat to his mission find their greatest
vulnerability.

Troops
 The leader considers:

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 HEADQUARTERS
DEPARTMENT OF MILITARY SCIENCE AND TACTICS
SOUTHERN LUZON STATE UNIVERSITY ROTC UNIT (ACTIVATED)
Lucban, Quezon

 The strength of subordinate units

 The characteristics of his weapon systems
 The capabilities of attached elements as he assigns tasks to subordinate
units.

Civil analysis
 Civilians on the battlefield
 Media on the Battlefield
 Civil Authorities
 Non-Governmental Organizations

O - Observation and Field of Fires

 The leader considers ground that allows him observation of the enemy
throughout his area of operation.
 He considers fields of fire in terms of the characteristics of the weapons
available to him - maximum effective range, the requirement for grazing fire,
and the arming range and time of flight for anti-armor weapons

C- cover and concealment

 The Leader looks for terrain that will protect him from direct and indirect fires
(cover) and from aerial and ground observation (concealment)

O – obstacles
 Offense- The leader considers the effect of restrictive terrain on his ability to
maneuver.

 Defense- The leader considers how he will tie in his obstacles to the terrain
to disrupt, turn, fix, or block an enemy force and protect his own forces from
enemy assault.

K- key terrain
 Key terrain is any locality or area whose seizure or retention affords a
marked advantage to either combatant.
 The leader considers key terrain in his selection of objectives, support
positions, and routes in the offense, and on the positioning of his unit in the
defense.

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 HEADQUARTERS
DEPARTMENT OF MILITARY SCIENCE AND TACTICS
SOUTHERN LUZON STATE UNIVERSITY ROTC UNIT (ACTIVATED)
Lucban, Quezon

A - Avenues of Approach
 Air or ground route of an attacking force of a given size leading to its
objective or key terrain in its path

COA development
 Develop at least 2 COAs
 Doctrinally, legitimate COA must be:
o Suitable
o Feasible
o Acceptable
o Distinguishable
o Complete
 Six-step Technique – AGADAP
A – Analyze Relative Combat Power
G – Generate Options
A – Array Initial Forces
D – Develop Scheme of Maneuver
A – Assign C2
P – Prepare COA Statement & Sketch

Analyze relative combat power

 Determine Enemy & Friendly Strengths & Weaknesses w/ respect to:
o Maneuver- movement of combat forces to gain positional
advantage
o Firepower- the amount of fire that may be delivered
o Protection- conserves fighting potential of the force so
commanders can apply it to decisive point in time and space
o Leadership- competent and confident officers and NCO’s

 Deductions
Generate Options
* Determine Decisive Point
* Determine Tasks & Purposes of Main Effort & Supporting Efforts

Array Initial Forces

* Determine specific number of squads & weapons to accomplish each
task
* Allocate resources required for the main effort & then the supporting
efforts in descending order of importance

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 HEADQUARTERS
DEPARTMENT OF MILITARY SCIENCE AND TACTICS
SOUTHERN LUZON STATE UNIVERSITY ROTC UNIT (ACTIVATED)
Lucban, Quezon

Develop Schemes Of Maneuver

* Describe how the COA is unfolding from the start to its conclusion or
end-state
* Determine bests ways to use the terrain
* Determine how to best employ the unit’s strengths against the
enemy’s weaknesses
* Develop maneuver control measures

Assign Headquarters
* Assign specific subordinate elements as main & supporting efforts
* Provide adequate command and control of each element

Prepare COA Statements & Sketches

* Focus on all significant actions from start of the COA to finish
* Whenever possible, prepare a sketch showing each COA

d. Initiate or start Movement

 The platoon may need to begin movement while the leader is still planning or
forward reconnoitering.
 The platoon sergeant or a squad leader may bring the platoon forward,
usually under the control of the company executive officer or first sergeant.
 This step could occur at any time during the troop-leading procedure.
 If time allows, the leader makes a personal reconnaissance to verify his
terrain analysis, adjust his plan, confirm the usability of routes, and time any
critical movements.
 When time does not allow, the leader must make a map reconnaissance.
 The leader must consider the risk inherent in conducting reconnaissance
forward of friendly lines.
 Sometimes the leader must rely on others ( Scouts to conduct the
reconnaissance if the risk of contact with the enemy is high)

e. Conduct Reconnaissance
Reconnaissance is a continuous process during the TLP. The tentative plan
should include an R & S guidance can be given to subordinates. In every
tactical operation the OO requires additional information and at the same
time, he must deny the enemy information about his company. These
requirements provide the focus for the company R & S plan.

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 HEADQUARTERS
DEPARTMENT OF MILITARY SCIENCE AND TACTICS
SOUTHERN LUZON STATE UNIVERSITY ROTC UNIT (ACTIVATED)
Lucban, Quezon

(1) Prepare the Plan - The CO determines

 What are his information requirements

 What are his security requirements? (higher headquarters may
also assign R & S responsibilities to the company.)
 What are the priorities for these requirements?
 What are the priorities for these requirements? (The CO may
request support from higher, adjacent and supporting units.)
 How much time is available to collect the information or establish
security?

 What is the most critical (and thus the focus) for his personal
reconnaissance?
 To whom will assign tasks to meet the R & S needs?

(2) Issue the Plan - The CO provides additional instructions to supplement

the assigned tasks to his subordinates. The amount of detail depends
on the specific situation. A leader’s reconnaissance that has several
subordinate units involved requires more specific instructions. These
may include the following:

 A specific tasking for selected soldiers from subordinate units, such as the 1st
platoon’s RATELO
 A specific time schedule for the reconnaissance (report inspection departure
and return times.)
 Specific routes and formations.
 Special equipment required.
 Likely contingency plans.
 Fire support coordination.
 Withdrawal plan from the reconnaissance site.
 Bank up with company

(3) Select the technique - The leader’s reconnaissance is crucial to every

operation. An effective leader reconnaissance provides the required
information without being detected by the enemy. The risk of detection
an the effect that this loss of surprise will have on the mission must be
weighed against the benefit of collecting the information. Generally, the
closer the against the objective, the greater the risk of detection. The
two primary techniques for conducting the leader’s reconnaissance are:

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 HEADQUARTERS
DEPARTMENT OF MILITARY SCIENCE AND TACTICS
SOUTHERN LUZON STATE UNIVERSITY ROTC UNIT (ACTIVATED)
Lucban, Quezon

a. Long range observation/surveillance. Reconnaissance personnel

generally stay beyond small arms range from the objective. This will
usually be outside the enemy’s security position also. Tentative OP
sites are selected from a map reconnaissance and confirmed after
the unit has occupied the ORP. This technique is generally more
effective during daylight hours. When possible, OP’s should provide
360 degree coverage and may require repositioning at night.
b. Short range observation/surveillance. This technique generally
requires the reconnaissance personnel to move inside the enemy’s
security position and small arms fire range. It depends on stealth
and effective use of available cover and concealment. Limited
visibility may support this technique OP’s are also designed for
short range observation.

(4) Conduct the reconnaissance - The leader’s reconnaissance should be

conducted as any reconnaissance patrol; only essential personnel
should take part. The smaller this element is, the less likely he enemy
will detect them. This should include a leader from each of the key
elements. Additional tasks during the reconnaissance may include:
 Testing communication if authorized
 Making final coordination on precise timings, signals, weapons/
personnel locations and sub unit responsibilities.
 Establishing a security/surveillance on the objective area.

f. Complete the Plan

 The leader completes his plan based on the reconnaissance and any
changes in the situation.
 He should review his mission, as he received it from his commander, to
ensure that his plan meets the requirements of the mission and
 Stays within the framework of the commander's intent.

g. Issue the Complete Order

 Platoon and squad leaders normally issue oral operations orders.
 To aid subordinates in understanding the concept for the mission,
leaders should issue the order within sight of the objective or on the
defensive terrain. When this is not possible, they should use a terrain
model or sketch.
 They should also quiz their soldiers to ensure that all soldiers understand
the mission.

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 HEADQUARTERS
DEPARTMENT OF MILITARY SCIENCE AND TACTICS
SOUTHERN LUZON STATE UNIVERSITY ROTC UNIT (ACTIVATED)
Lucban, Quezon

h. Supervise
 The leader supervises the unit’s preparation for combat by conducting
rehearsals and inspections.
Rehearsals:
 Practice essential tasks (improve performance).
 Reveal weaknesses or problems in the plan.
 Coordinate the actions of subordinate elements.
 Improve soldier understanding of the concept of the operation (foster
confidence in soldiers).
 Rehearsals include the practice of having squad leaders brief their
planned actions in execution sequence to the platoon leader.
 The leader should conduct rehearsals on terrain that resembles the
actual ground, and in similar light conditions.
Important tasks to rehearse
 Actions on the objective.
 Assaulting a trench, bunker, or building.
 Actions at the assault position.
 Breaching obstacles (mine and wire).
 Using special weapons or demolitions.
 Actions on unexpected enemy contact.

Inspections
 Squad leaders should conduct initial inspections shortly after receipt of the
warning order.
 platoon sergeant spot checks throughout the unit's preparation for combat.
 platoon leader and platoon sergeant make a final inspection.

IV.EVALUATION:
1. Complete the acronym below:
R.-__________________
I. ___________________
M. __________________
I. ___________________
R. __________________
C. __________________
I. ___________________
S. __________________

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 HEADQUARTERS
DEPARTMENT OF MILITARY SCIENCE AND TACTICS
SOUTHERN LUZON STATE UNIVERSITY ROTC UNIT (ACTIVATED)
Lucban, Quezon

2. Terrain Analysis
O. _________________
A. _________________
K. _________________
O._________________
C. _________________.
S. _________________

V.REFERENCES:
ROTC Manual issued by ARESCOM

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