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Troop Leading Procedure: General

Troop-leading procedures (TLPs) are a flexible process for leaders to receive, plan, and execute missions, adapting steps based on the situation and time available. Key components include receiving the mission, issuing warning orders, making tentative plans, conducting reconnaissance, and supervising execution through rehearsals and briefbacks. Effective coordination and communication are essential throughout the TLP process to ensure mission success.

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24 views3 pages

Troop Leading Procedure: General

Troop-leading procedures (TLPs) are a flexible process for leaders to receive, plan, and execute missions, adapting steps based on the situation and time available. Key components include receiving the mission, issuing warning orders, making tentative plans, conducting reconnaissance, and supervising execution through rehearsals and briefbacks. Effective coordination and communication are essential throughout the TLP process to ensure mission success.

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asero1800
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© © All Rights Reserved
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TROOP LEADING PROCEDURE

GENERAL
Troop-leading procedures (TLPs) are the dynamic process by which a leader receives
a mission, plans it, and executes it. TLPs should be an instinctive and familiar way of
thinking for a leader. The TLP sequence is not rigid. It is modified to meet the mission,
situation, and available time. Some steps are performed concurrently; while others may
continue throughout the operation. The TLP is a time-saver; as such, the leader conducts it
in the order that most effectively uses the time available.

TROOP LEADING PROCEDURE

a. Receive the Mission. Once the battalion receives a change of mission from
brigade, the battalion commander and his staff analyze their requirements and publish a
warning order. This warning order normally tasks the reconnaissance platoon to move into a
designated area to conduct reconnaissance. During the initial planning stages, the
commander and his staff identify information requirements concerning the enemy and
terrain. This information is obtained by the reconnaissance platoon, relayed back to the
commander, then used to develop and adjust the battalion's plan.

1. Upon notification of a change in mission, the platoon leader prepares a


warning order for the reconnaissance platoon. Once the platoon leader receives the
battalion's warning order, he conducts an initial METT-T analysis to determine the
requirements for his warning order. If the reconnaissance platoon is located near the
battalion main CP, the platoon leader coordinates with the battalion staff, particularly with
the S3, S2, and the battalion commander for specific requirements. This coordination is
important, especially if the reconnaissance platoon is going to depart the area.

2. The platoon leader uses all available information to develop a time


schedule. He identifies the actions (time-critical tasks) required to prepare his platoon for
the operation. To do this, he considers information on the mission, enemy, terrain, and own
troops. He conducts an initial reconnaissance (at least a map reconnaissance) to
understand the time requirements for the mission. The platoon leader then develops his
time schedule by starting at "mission time" and working backward to the current time
(reverse planning). The mission time is normally the most critical time in the operation.

3. The platoon leader ensures that all subordinate leaders have sufficient time
for their own planning needs. Leaders at all levels should try to use no more than one-third
of the available time for planning and issuance of the OPORD. This leaves the rest of the
available time for squad leaders to use for their planning and preparation. The following is
an example of a tentative reverse-planned time schedule. The platoon leader adjusts
throughout the TLP process.

 0600, battalion executes mission.


 0400, update battalion.
 0130, reconnaissance in position.
 0100, establish ORP.
 2300, begin movement.
 2100, inspect squads.
 1730, rest.
 1645, eat.
 1530, issue squad orders.
 1430, briefback (squads).
 1300, issue OPORD.
 1045, coordinate route with S3.
 1030, update platoon warning order.
 1000, receive battalion OPORD.
 0900, receive battalion warning order.

b. Issue a Warning Order. The platoon leader should issue the best warning order
possible with the information at hand and update it as needed with additional warning
orders. The warning order lets the reconnaissance platoon prepare for combat as soon as
possible. Issuing a warning order involves a number of standard actions that should be
addressed by SOP. The warning order should address all necessary actions not covered in
the SOP. The specific contents for each warning order vary based upon the tactical situation.

c. Make a Tentative Plan. The platoon leader, aided by the platoon sergeant,
develops the reconnaissance platoon's tentative plan. This plan is based on information
obtained from the battalion warning order, coordination with the staff, and METT-T analysis.
The tentative plan may be nothing more than the platoon leader's concept, a mission
statement, and movement instructions. The more information provided by battalion, the
more detailed the tentative plan must be. The battalion's need for battlefield information
and the time required to move into an area and obtain that information are critical. Ideally,
the reconnaissance platoon obtains the information in time for the commander and staff to
use it to adjust and finalize the battalion's plan. All members of the reconnaissance platoon
must understand the importance of accomplishing the mission and how information
obtained from the mission will affect the battalion during development of the battalion's
plan.

d. Initiate Movement. The type of transportation used (foot, vehicle, aircraft, or


watercraft) is normally dictated by battalion based on mission requirements and available
assets. The platoon leader arranges to have the transportation means inspected at a specific
time and place. He completes his estimate of the total time required for conducting
movement based on the mode of transportation used. He briefs the reconnaissance platoon
chain of command on the critical times, primary and alternate routes, and control measures.

e. Reconnoitering. The reconnaissance platoon is the battalion commander's


primary reconnaissance element. The battalion commander approves or alters the
battalion's tentative plan based upon information obtained by the reconnaissance platoon.
The platoon's reconnaissance efforts serve two purposes--first, to obtain information for the
battalion commander and his staff; second, to confirm or deny the platoon leader's tentative
plan. Adjustments are made at both battalion and platoon levels based on information
obtained.

f. Complete the Plan. The platoon leader should bring his tentative plan close to
completion after the initial reconnaissance. He continues to refine his plan based on new
information from the battalion commander and staff. Coordination continues with all
supporting agencies, higher headquarters, and adjacent units. Information the platoon
leader obtains through this coordination and from the reconnaissance enables him to
expand the tentative plan into a five-paragraph OPORD.

g. Issue the Order. The platoon leader, whenever possible, should issue the order
while viewing the avenues of approach, the objective area, or both. He uses visual aids
(sketches and terrain models) to ensure the order is understood by squad leaders. If he
issues the tentative plan before conducting reconnaissance, he issues a FRAGO to finalize the
plan before execution, if necessary.
h. Supervise. The best plan may fail if it is not managed correctly. Leaders must use
briefbacks, rehearsals, inspections, and continuous coordination of plans to supervise and
refine TLPs. Briefbacks and rehearsals are not the same; briefbacks focus on the planning
process, and rehearsals focus on execution.

1. Squad leaders should briefback the platoon leader immediately after the
OPORD to ensure they understand the instructions. They should also briefback the squad's
tentative plan. They may conduct the briefback collectively or individually. The collective
method is preferred, because it allows exchange of information, coordination among squads,
and rapid distribution of changes to the initial plan.

2. Rehearsals are always conducted. They are essential to ensure complete


coordination and subordinate understanding. The warning order should provide subordinate
leaders sufficient detail to schedule and rehearse drills, SOPs, or both before they receive
the platoon OPORD. Rehearsals should be conducted in an area similar to the objective and
under similar light and weather conditions. Leaders can briefback individual tasks and use
sand tables or sketches while they discuss the execution of the plan. The platoon always
rehearses actions on the objective and other critical events that may affect the mission.

3. The platoon leader checks the following during precombat inspections:

 Weapons and ammunition.


 Uniforms and equipment.
 Mission-essential equipment.
 Soldiers' knowledge and understanding of the mission and their
specific responsibilities.
 Communications.
 Rations and water.
 Camouflage.

4. The platoon leader or platoon sergeant coordinates with battalion staff and
adjacent units. He ensures that all necessary coordination occurs, including coordination for
fire support and engineer activities, maintenance, resupply, movement, and other required
actions. Leaders must coordinate any adjustments to the plan, both before and during the
operation, with the battalion commander and staff. During execution, the platoon leader
issues FRAGOs to modify the plan as the situation develops. He personally supervises and or
leads the critical actions.

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