Relationship between the Orders Process and the Troop Leading Procedure
The orders process demonstrates how the troop leading procedures (TLPs) should be performed and applied under mission command. In other words, the orders process provides a basic framework for leaders to implement and carry out Army operations. Commanders drive the orders process, while the supporting staff conducts it (ADRP 6-0, 2012, p. vi). The orders process consists of planning, preparing, executing, and assessing the operation throughout its duration. The orders process breaks down the responsibilities and tasks of the commander and staff. TLPs and the orders process complement one another to where they are each designed to improve planning, training, and execution. …show more content…
This leadership rotation schedule includes assigning MS3s leadership positions throughout the battalion, which includes the positions of company commander (CO), executive officer (XO), first sergeant (1SG), platoon leader (PL), platoon sergeant (PSG), and squad leader (SL). This demonstrates the orders process by depicting how commanders develop teams and delegate tasks to their subordinates (ADRP 6-0, 2012, p. 1). The subordinates in this case refer to the Army ROTC cadets. Each of these positions is filled with an MS3 to serve in their designated leadership role for at least four weeks. Cadre and leadership staff also plan out and assign MS3s to teach labs, which includes incorporating instruction, training, and practical …show more content…
As mentioned previously, the cadre and the MS4 staff are responsible for the divisions of tasks and teams. This also includes informing and influencing the cadets. Cadre and the MS4 staff provide this influence through mentoring, instruction, and constructive criticism. Commanders are also responsible for consistently assessing throughout the orders process, which also includes the execution of the TLPs. Under the orders process the commanders are supported by their staff, which allows the opportunity to build and maintain situational understanding. The working relationship between a commander and their staff should encourage collaboration between the two. For instance, the cadre and the MS4 staff rely on the MS3s to carry out their responsibilities in order to focus their attention on the overall function of the battalion. The orders process and the TLPs ultimately improve the execution of tasks, missions, and training. For instance, labs were taught by MS3s while the MS4s were responsible for grading and providing feedback on the instruction and training. This included identifying errors, issues and problems to be aware of in order to avoid or prevent in future training. After action reviews (AARs) are conducted in order to collect feedback from those present during instruction and training. AARs allow MS3s and all cadets to learn how to improve
The orders process demonstrates how the troop leading procedures (TLPs) should be performed and applied under mission command. In other words, the orders process provides a basic framework for leaders to implement and carry out Army operations. Commanders drive the orders process, while the supporting staff conducts it (ADRP 6-0, 2012, p. vi). The orders process consists of planning, preparing, executing, and assessing the operation throughout its duration. The orders process breaks down the responsibilities and tasks of the commander and staff. TLPs and the orders process complement one another to where they are each designed to improve planning, training, and execution. …show more content…
This leadership rotation schedule includes assigning MS3s leadership positions throughout the battalion, which includes the positions of company commander (CO), executive officer (XO), first sergeant (1SG), platoon leader (PL), platoon sergeant (PSG), and squad leader (SL). This demonstrates the orders process by depicting how commanders develop teams and delegate tasks to their subordinates (ADRP 6-0, 2012, p. 1). The subordinates in this case refer to the Army ROTC cadets. Each of these positions is filled with an MS3 to serve in their designated leadership role for at least four weeks. Cadre and leadership staff also plan out and assign MS3s to teach labs, which includes incorporating instruction, training, and practical …show more content…
As mentioned previously, the cadre and the MS4 staff are responsible for the divisions of tasks and teams. This also includes informing and influencing the cadets. Cadre and the MS4 staff provide this influence through mentoring, instruction, and constructive criticism. Commanders are also responsible for consistently assessing throughout the orders process, which also includes the execution of the TLPs. Under the orders process the commanders are supported by their staff, which allows the opportunity to build and maintain situational understanding. The working relationship between a commander and their staff should encourage collaboration between the two. For instance, the cadre and the MS4 staff rely on the MS3s to carry out their responsibilities in order to focus their attention on the overall function of the battalion. The orders process and the TLPs ultimately improve the execution of tasks, missions, and training. For instance, labs were taught by MS3s while the MS4s were responsible for grading and providing feedback on the instruction and training. This included identifying errors, issues and problems to be aware of in order to avoid or prevent in future training. After action reviews (AARs) are conducted in order to collect feedback from those present during instruction and training. AARs allow MS3s and all cadets to learn how to improve