TROOP LEADING PROCEDURE

(STUDENT’S HANDOUT)

INTRODUCTION:
Every Military unit, regardless of these levels, has a mission to accomplish and in
this mission, the commander is held responsible for it. This is one of functions of the Command,
while the other is to lead the troops in a manner that ends in success not failure.
Troop Leading differs from planning, in that the former embraces the range in
written, verbal, or physical influences that a commander exerts over his troops. Basically, it
involves three (3) actions that may occur simultaneously. First planning involves the
commander's mental process, coordination with the adjacent action and supporting elements and
reconnaissance, all the actions point to the development of the plan or order to be implemented
through troops leading.

TROOP LEADING PROCEDURE – is the logical sequence of action that a leader

follows while preparing for an execution on an assigned mission, making the best use of time,
facilities or equipment personnel.
The troop-leading procedures are the dynamic process by which a commander receives a
mission, plans it and executes it. It should be an instinctive and familiar way of thinking for a
commander. The sequence of the individual TLP’s is not rigid. It is modified to meet the
mission, situation and available time. Some steps are done concurrently while others may go on
continuously throughout the operation. The TLP’s are the time savers, as such the leader
conducts them in the order that most effectively uses the available time.

PURPOSE OF TLP
It ensures that the leader makes the best use of time, equipment and personnel in
accomplishing the assigned mission.

Allows the commander/leader to launch his troops in the battle quickly with maximum
preparation.
It assures the accomplishment of all actions required before battle.

Save time.

STEPS OF TROOP LEADING PROCEDURE

STEP 1. RECEIVE THE MISSION

A mission may be received in the form of either a written or oral warning order,
operation or (OPORD), or fragmentary order (FRAGO). At times, a leader may deduce a change
in mission, based on a change in the situation. When the battalion OPORD is issued, the
company commander should have his company FSO with him.
(1) Once an upcoming mission is identified, actions to begin preparing the unit are
conducted. The CO conducts an initial METT-T analysis to determine the requirements for his
warning order.
(2) With the information available, the commander sets his time schedule by
identifying the actions that must be done (time-critical tasks) to prepare his unit for the operation.
These preparatory actions are identified by a preliminary consideration of the information on the
mission, enemy, terrain, and own troops. An initial reconnaissance (may be a reconnaissance) is
conducted to allow the leader to more fully understand the time requirements for the mission.
He then develops his time schedule by starting at “mission time” and working backward to the
time it is now (reverse planning). The mission time is normally the most critical time in the
operation.

(3) The commander must ensure that all subordinate echelons have sufficient time for
their own planning needs. A general rule of thumb for leaders at all levels is to use no more than
one-third of the available time for planning and issuance of the OPORD. This will leave the rest
of the available time for the subordinate leaders to use for the planning and preparation.
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STEP 2. ISSUE A WARNING ORDER
Do not wait for more information. Issue the best warning order possible with the
information at hand and update it as needed with additional warning orders. The warning order
lets units prepare for combat as soon as possible after being alerted of an upcoming mission.
This normally involves a number of standard actions that should be addressed by SOP that must
be done to prepare for the mission. The specific contents for each warning order will vary, based
upon the unique tactical situation.

STEP 3. MAKE A TENTATIVE PLAN

Tentative plans are the basis for the OPORD. The leader uses the commander’s
estimate of the situation to analyze METT-Information, develop and analyze a COA, compare
courses of action, and make decisions that produce a tentative plan.
The company commander makes a tentative plan:
M - Mission
E - Enemy
T - Terrain and weather
T - Troops
T - Time

What is the company MISSION? What are the stated and implied tasks?
What is the ENEMY situation? What weapons and units do they have in support? Will
they be mounted, dismounted, or both?

SEQUENCE IN STUDYING ENEMY SITUATION

S - Size S - Size
A - Activity E - Equipment
L - Location L - Location
U - Uniform D - Disposition
T - Time O - Organization
E - Equipment M - Morale/Movement

How can the TERRAIN and WEATHER best be used? To get an answer to this
question, he considers observation and field of fire, cover and concealment, obstacles,
key terrain, and avenues of approach. He considers the effect of weather that will have
on personnel, equipment, visibility and traffic ability.

K - Key terrain feature

O - Observation of field of fire
C - Cover and Concealment
O - Obstacle
A - Avenue of Approach

Key terrain is any feature that affords marked advantage to the force that seizes or
retrieves it. A commander considers key terrain and the weather in selection of positions in the
defense.
Observation and field of fire dictate where platoon and weapon crews are positioned to
cover likely enemy avenues of approach.
A commander also considers the enemy has good observation and fields of fire, a
commander tries to reduce them by suppressing or obscuring the enemy’s observation with fire
and smoke.
Cover and concealment influence the choice of routes and positions. In the offense, a
commander picks positions that provide the best cover and concealment.

Obstacles also influence the choice of routes in the offense and the choice of positions in
the defense. In the offense, the commander may by-pass obstacles that allow movement. In the
defense, he positions troops and weapons to take advantage of obstacles that allow or stop the

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enemy. He reinforces existing obstacles. If there are no natural obstacles with standard or
expedient means.

Avenues approach are considered in conjunction with all direction of attack in the
offense, and the assignment of position and sectors of fire in the defense. A commander
considers how the enemy avenues of approach or withdrawal can affect friendly operations.

How many TROOPS and how much TIME are available? These affect the selection of
position, routes, formation and degree of preparation.

As the commander studies these factors, he determines how they affect his mission. He
developed a plan to take advantage of them.

STEP 4. INITIAL MOVEMENT

This can be done by having a subordinate leader move the unit to an assemble
areas or attack position. The instructions for this move can be given in the warning order. The
AOO ensures that security is provided and fires are integrated for all company movements.

STEP 5. 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.

(1) Prepare the plan.​ ​ The CO determines-

What are his information requirements?
What are his security requirements? (The 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 be assigned 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
1​st​ 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.

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 Bank up with the 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 and 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 against
the benefit of collecting the information. Generally, the closer the reconnaissance element is to
the objective, the greater the risk of detection. The two primary techniques for conducting the
leader’s reconnaissance are:

(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 positions 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, Ops 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 positions and small-arms fire
range. It depends on stealth and effective use of available cover and concealment. Limited
visibility may support this technique Ops 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 the enemy will detect them. This should include a leader from each of the key
elements. Additional tasks during the reconnaissance may include.
Testing communications if authorized.
Making final coordination on precise timings, signals, weapons/personnel
locations and sub-unit responsibilities.
Establishing a security/surveillance on the objective area.

STEP 6. COMPLETE THE PLAN

The CO must be prepared to adjust his tentative plan based on the results of the
reconnaissance. He may have to change COAs if the situation is not what he expected. In this
case, one of the previously analyzed and discarded COAs may be adjusted to quickly finalize his
new plan. Coordination continues with all supporting agencies, higher headquarters and adjacent
units. This, along with his recon, gives the leader the information he needs to expand the
tentative plan into a five-paragraph OPORD.

STEP 7. ISSUE THE ORDER

Preferably issue the order while viewing the avenues of approach/objective are
make maximum use of visual aids (sketches and terrain models) to enhance the presentation of
the order. When the CO issues the tentative plan before the leader’s reconnaissance, he issues a
FRAGO to finalize the plan prior to execution.

STEP 8. SUPERVISE

The best plan may fail if it is not managed right. Brief backs, rehearsals,
inspections and continuous coordination of plans must be used to supervise and refine troop
leading procedures. Brief backs and rehearsals are not the same, brief backs focus on the
planning, and rehearsals focus on the execution.
(1) Inspect.​ During pre-combat inspections, check-
Weapons and ammunition.
Uniforms and equipment.
Mission-essential equipment

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 Soldier’s knowledge and understanding of the mission and their specific
responsibilities.
Communications.
Rations and water.
Camouflage.

(2) Rehearse. Rehearsals are always conducted. They are essential to ensure complete
coordination and subordinate understanding. The warning order should provide
subordinate leaders sufficient detail for them to schedule and conduct rehearsals of
drills/SOPs before receiving the company OPORD. Rehearsals conducted after the
OPORD can then focus on mission specific tasks. Rehearsals conducted as any other
training exercise except the training area should be as much like the objective area as
possible, including the same light and weather conditions. Mock-ups of the objective
should be used for these practices. Rehearsals include holding soldier and leader
brief backs of individual tasks and using sand tables or sketches to talk through the
execution of the plan. These are followed by walk-through exercises and then
full-speed, blank-fire or live-fire rehearsals. The priority of rehearsals, as COA
development, flows from the decisive point of the operation. For example, actions of
the objective, battle drills for maneuver, actions on enemy contact, special teams,
movement techniques, and others as required. Security must be maintained during
the rehearsal.

(3) Brief back. Subordinated should brief back the commander right after the OPORD to
ensure they understand their instructions. Brief backs of the subordinates’ plans
should also be conducted. These brief backs may be given collectively at a meeting
of the orders group. Such a technique allows exchange of information, coordination
among units, and rapid distribution of changes to the initial plan.

(4) Coordinate.​ The commander visits his subordinates and adjacent units to discuss
their plans. The CO ensures that all necessary preparations are being made. These may include
coordination of fire support and engineer activities maintenance, resupply, movement and other
required actions.
(a) Any departures from the plan, both before and during the operation, are
coordinated with battalion commander and staff.
(b) During execution, the CO issues FRAGOs to modify or refine the operation as
the situation develops. He personally supervises and or leads the critical actions.

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