MISSION COMMAND & HQ ☺
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INTELLIGENCE
Military intelligence like eggs the fresher the better.
GEN. GEORGE PATTON.
THE PLAN ®
In
the beginning there was a plan.
And
then came the assumptions.
And
the assumptions were without form.
And
so the plan was without substance.
And
the darkness was upon the face of the soldiers.
And
they spoke amongst themselves saying “It is a crock of shit and it stinks”.
And
the soldiers went to their Junior Non Commissioned Officer and said “It is a
pail of dung and the smell is intolerable”.
And
the Junior Non Commissioned Officer went to their Senior Non Commissioned
Officer saying “ It is a container of excrement and it is very strong”.
And
the Senior Non Commissioned Officer went to their Senior Officers and said “It
is a vessel of fertiliser and none may be abide its strength”.
And
the Junior Officers went to their Senior Officers saying, “It contains that
which aids plant growth and is very strong”.
And
the Senior Officers went unto the General Staff saying “It actively promotes
growth and is very powerful”.
And
the General Staff went to the General saying this new plan is full of energy
and extremely potent.
And
the General looked upon the plan and saw it was good.
And
the plan becomes policy.
And
this is how shit happens.
LOGISTICS.™
Good Logistics is
Combat power.
Logistics ‘the stuff
that if you don’t have enough of, the war will not be won as soon as’.
‘I don’t know what the hell this logistics is that Marshall is always talking about, but I want some of it.’
FLEET ADMIRAL KING, USN.
A G Snob is an operations officer who
took no account of logistics in his planning, or affected a disdain of such
mundane matters as supply. (BRITISH ARMY ARGOT).
GUIDANCE TO THE STAFF.
1.
Know and understand the
Commander’s Intent.
2.
Know and understand the Main
Effort.
3.
Keep It Simple, Stupid
(KISS).
4.
Better an 80 percent
solution now than a 100 percent solution later (Don’t let excellence be the
enemy of very good).
5.
Pass information as the
appropriate – ask yourself, “who else needs to know this?.”
6.
Resolve staff issues at the
appropriate level.
7.
Give an honest answer.
8.
Generate tempo – don’t
lengthen the staff process unnecessarily.
9.
Don’t be afraid to make
mistakes – but learn from them.
10.
Work hard, play hard.
THE TEN
COMMANDMENTS OF THE MANOEUVRIST APPROACH.
1.
Act faster than the enemy
can react/generate tempo.
2.
Use mission-type orders
(Commanders intent is key) always designating a main effort.
3.
Avoid enemy
strength/attack enemy weakness.
4.
Be unpredictable – treat all
situations as unique.
5.
Focus on the enemy, not the
ground.
6.
Exploit tactical
opportunities quickly (recce pull).
7.
Use reserves to reinforce
success, not failure and achieve a decision.
8.
Support movement by (joint)
fire – joint manoeuvre.
9.
Command from the front/where
you can best assist the main effort.
10.
Act boldly and decisively –
accept risk
THE LEADER
A
leader is best
When
people barely knows he exits,
Not
so good when people obey and acclaim him,
Worse
when they despise him.
But
a good leader, who talks little,
When
his work done, his aim fullfilled,
They
will say:
We
did it ourselves.
