Revolutionary War did not practice the mission command principles. The Mission Command theory, however, has been put into practice in major combat engagements by any military leader. To accomplish the goal of defeating the enemies, leaders in the US Army must fulfill a set of requirements at all levels. The six principles of mission commands indicate different arenas in which a person’s leadership abilities should be displayed. A few examples of these tenets are the use of trust in team development, the importance of mutual understanding, the importance of exhibiting clear commander intent, the value of disciplined initiative, the appropriateness of instructions, and the willingness to take calculated risks. These guiding principles offer useful advice for how leaders might refine their profession. For instance, authentic leadership can assist teams to be built by stressing the value of self-awareness, active listening, honest expression, genuine appreciation, and selfless service. A common understanding must be established to guarantee that commanders at all levels and the soldiers under them fully grasp the mission and can function within established parameters. The takeaway is that leadership is critical in MC, and this concept has six pillars. The ability to command effectively will increase if leaders adhere to these guidelines. They will succeed in their mission and triumph over their foes as a direct result of this(Wright, 2016).
After Saddam Hussein’s dictatorship fell in 2003, the United States and the Coalition aimed to make Iraq more secure, prosperous, and democratic. In February 2005, as part of the third major deployment of soldiers to Operation IRAQI FREEDOM, the 1st Platoon, 64th Armor Regiment (1-64 AR), went for a second time to Iraq. The 1-64th Armored Reconnaissance Company was tasked with isolating and neutralizing components of the Anti-Iraqi Forces as part of their larger mission in Iraq. The battalion was involved in 10 key operations between early March and mid-July 2005. Indirect and direct fire strikes, improvised explosive devices, small arms fire, and VBIEDsvehicle-borne improvised explosive devices were all employed by the enemy against 1-64 AR and other Coalition forces. Since the early summer of 2005, when attacks along the Main Supply Routes, Farrell, the Commander, was faced with the question of how best to safeguard the vital supply lines. He gave several alternative strategies serious thought. As a last resort, Farrell settled on a strategy involving multiple tactics, codenamed “Operation TRAFFIC STOP,” to counter the enemy’s operations(Robertson, 2006).
On July 13th, the 1-64 AR battalion level operation “Operation TRAFFIC STOP” stopped traffic along a section of road and searched every car. A six-lane roadway that had earlier been the location of assaults on Coalition soldiers was the focus of Operation TRAFFIC STOP. It went through some of AO ROGUE and linked up with other major roads in the area. The battalion could efficiently reroute traffic to the other routes by closing a 2.5-mile segment of the road at two important interchanges without causing congestion in traffic across the region. Fewer soldiers may be used to close the objective area if vehicles trapped within the barrier couldn’t easily escape the roadway. A peaceful neighborhood could be found on one side of the roadway, while more open land could be on the other. The residential area is conveniently located near the highway, yet far enough away to avoid raising suspicion about the impending search. However, the local operating unit would have to use combat strength to seal off the roadway from the neighborhood. Since the open area to the south of the road did not provide a direct approach to the roadway and could be easily covered by mounted weapon systems, it was useless as an attack or escape route(Robertson, 2006). This strategy was ideal for 1-64 AR to try out because it isolated other major roads in the area.
One of the principles is creating trusting groups as the foundation for success. The battalion commander Farrell helped establish stability, consistency, and trust once he took over the 1-64 AR unit. Six months of rigorous training before the March 2003 invasion of Iraq bolstered confidence in one another and the team’s ability to work together. The idea for this operation came from a decision by Farrell to attempt something different to secure the main supply routes while still maintaining regular, continuous route security patrols and TCPs. Farrell wanted to stop AIF cells from using roadways to smuggle weapons, explosives, and other contraband. Because of their consistent participation in mission-specific training, Farrell had faith in his troops’ combined abilities.
Develop a Common understanding. The plans, goals, and primary responsibilities of division and brigade leaders were communicated explicitly to their subordinates. For example, during the Operation traffic stop, battalion leaders realized the importance of keeping a high rate of vehicle search and passing priorities to pursuing armored vehicles and troops. The operation would temporarily clear the route, showcase the Coalition’s fighting spirit, and show the Iraqi people the Coalition’s resolve to protect and secure their country. Give Easily interpretable Instructions from the Commander. Farrell elucidated the mission’s traffic stop objectives in simple and concise language. The plan called for two companies, B and C, to form a circle around the restricted highway section and redirect traffic flow elsewhere. Task rearrangement, setting up Attack Position DUKE, establishing blocking positions, clearing vehicles from Objective WAYNE, and retreating to FOB RUSTAMIYAH were the five stages of the operation. Military personnel would order drivers to pull over to the side of the road, open their doors, trunks, and hoods, and relocate to the southbound side of the divided highway. When all Iraqis had done as instructed, C Company would give the search signal to B Company.
Another principle is to accept calculated risks. Exposed to direct attack, the soldiers thoroughly searched each truck using visual techniques and explosives-detecting equipment. When B Company was blown up, it disturbed the peace of a previously flawless organization, making this fact abundantly clear. A suicide bomber drove through a residential area, approached the barrier, and triggered his improvised explosive device. SPC Benyahmin B. Yahudah was killed, and two other Soldiers were injured in the explosion. Yahudah was among the gathering of civilians outside the safety of the unarmored truck when the bomb went off. Yahudah wasn’t the only one murdered in the blast; roughly 29 Iraqis, mostly children, perished.
Leaders in the United States Army have always benefited from the principles of mission command. Trust is vitally crucial if mission command is to be effective in executing decisive action. However no principle of mission command is pointed as being the most fundamental. Before anyone sets foot on the ground, leaders must envision and convey an intelligible plan, and their followers must be ready to put that plan into action immediately. Leaders must have faith that their employees will move swiftly and decisively when faced with problems, as long as they remain true to the mission at hand. Trust and mutual comprehension between superiors and subordinates, fostered via a style of leadership that is both distributive and collaborative, are essential to the success of any mission command. Operation traffic stop 1-64th armor in Baghdad shows how the army deployed the principles of mission command in their decision-making to counter the Iraq militia groups.
References
Robertson, W. (2006). Case Studies from the Long War [Ebook]. Retrieved 25 September 2022, from http://file:///C:/Users/Admin/Downloads/attachment_1.pdf.
Wright, D. (2016). 16 Cases of Mission Command [Ebook] (2nd ed.). Retrieved 25 September 2022, from https://www.armyupress.army.mil/Portals/7/Primer-on-Urban-Operation/Documents/Sixteen-Cases-of-Mission-Command.pdf.
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