FM/C100 - Leadership - Leadership basics

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The FM outlines our core skills, policies and guides to ensure every member stands ready for the mission ahead.

Leaders balance mission success against force preservation. Risk must be deliberate, not accidental. Risk management is the identification and control of hazards to preserve combat effectiveness while accomplishing the mission.

Risk Process

1. Identify hazards (enemy, terrain, logistics, etc).
2. Assess severity and likelihood.
3. Apply mitigation.
4. Accept or adjust based on mission value.

Example mitigation methods

• Adjust route or formation.
• Increase reconnaissance.
• Reallocate assets.
• Modify tempo.
• Establish reserves.

• Identify hazards affecting each individual before committing them to action.
• Compare expected gain against probability and severity of becoming a casualty.
• Adjust positioning, tasking, or support to reduce individual exposure.
• Avoid assigning disproportionate risk to a single individual without necessity.
• FM/BS-1409 - Disagree with orders where individual loss outweighs tactical value.
• Reassess exposure continuously as the situation changes.

• Assess how an action affects the element’s overall combat effectiveness.
• Weigh mission gain against potential degradation (casualties, supply loss, immobility).
• Modify plans to reduce exposure while maintaining intent.
• Avoid actions that create irreversible degradation without decisive payoff.
• Preserve reserve combat power for follow-on tasks.
• Disengage or reposition when risk exceeds sustainable limits.

Leaders must prioritize their own survival, especially at higher command levels. Reckless behaviour risks the mission and the lives of subordinates. Your strongest weapon is your team—lead from safety to keep them effective.

Leaders of all levels must know the responsibilities of the leader above and below them. This ensures continuity of command in case of casualties and allows for better coordination and assumption of duties when required.

Leaders must keep orders simple and concise. Clear, direct communication reduces confusion, especially in high-stress combat situations. Avoid long, complex instructions. Brevity improves understanding and execution.

Leaders must make timely decisions, even under pressure. A good decision made quickly is better than a perfect one made too late. Decisiveness drives momentum and avoids paralysis in dynamic situations.

Leaders must assign tasks directly to individuals or elements. Vague orders like “someone needs to...” cause confusion. Use names, colour codes, or callsigns to ensure accountability and rapid task execution.

Leaders must avoid micromanaging. Provide clear intent and objectives but leave the execution method to sub-leaders. Tactical flexibility is vital at lower levels and should not be constrained unnecessarily.

Leaders must allow situations to develop before acting. Premature decisions can misallocate forces or compromise positioning. Wait for key indicators and act with informed intent.

Leaders must act independently when needed, in alignment with the commander’s intent. This builds trust across the chain of command and allows rapid adaptation when communications are limited.

Leaders should take notes using pen and paper. This supports recall of mission details such as ROE, timings, objectives, or observations both during execution and for post-mission review and commendations.

Read the operation order beforehand and take notes. Actively listen, ask clarifying questions, and avoid assumptions. Conduct a "read back" of your understanding to confirm alignment with intent. Stay focused and minimise distractions to ensure full situational awareness.

Platoon and squad leaders must repeat mission details clearly to subordinates. Clarify roles, responsibilities, and expected actions, including contingencies and coordination methods (e.g., coloured smoke for marking). Emphasise ROE, especially around friendly aircraft and enemy vehicles. Allow questions and ensure all understand the plan before mission start.

A command brief starts with accountability, ensure all element leaders are present. Begin with orientation, followed by a simplified rephrasing of the mission, then provide the Commander's Intent. Pass detailed assignments to each element using verbal SMEAC structure. End with a Q&A and instruct subordinates to brief their elements and report readiness.

Leaders must issue verbal briefings clearly and concisely. Begin by identifying yourself and ensuring your audience is focused. Use precise, unambiguous language. Set clear, measurable goals and communicate your Commander's Intent. Confirm that subordinates understand their orders and allow time for questions or clarification. Whenever practical, deliver orders while physically orienting subordinates to the terrain to ensure shared understanding.

When leadership casualties occur, others must step up. Every player should understand the roles one level above and below them to ensure leadership continuity when necessary.

Seniority Hierarchy: CoyCo → PltCo → PltSgt → 1SL/2SL/3SL → 1:1/2:1/3:1 FTLs → Most senior member

If your Fireteam Leader is killed or incapacitated, take these steps:

Announce: Declare on comms that you're taking command.

Act: Choose one:

• Continue the previous order
• Request new orders from SL
• Exercise disciplined initiative aligned with the squad intent

If your Squad Leader is killed or incapacitated, take these steps:

• Announce: Notify the squad on the net that you’re taking command.
• Respond: Either:
  • Continue the current mission
  • Go firm to reassess if tactical situation permits
• Report: Notify PltCo. Request CASREPs from teams.
• Assess: Determine combat effectiveness.
• Execute: Continue or adjust plan per PltCo’s intent.

If your Platoon Commander is killed, take these steps:

• Announce: Declare on command net that you’ve taken over.
• Decide: Continue the mission or go firm to assess.
• Delegate: Appoint a new SL to replace your previous role.
• Report: Gather CASREPs/SITREPs from SLs and assess.
• Command: Issue new orders aligned with the original intent.

A unit is combat ineffective if it cannot fulfill its mission or typical tasks. Common causes include:

• Loss of leadership
• Heavy casualties (KIA/WIA)
• Lack of weapons/ammo

Indicators include:

• Lack of movement or cohesion
• Silence or no response to orders
• Absence of return fire
• Numerous KIAs/WIAs
• Unit reduced to a small fraction of its size

If a callsign is not answering you, try to reach them for a total of three times with several seconds passing in between. Each additional time they may add the information that they haven’t received anything, to make other stations aware of it.

If the suspected station is your superior you may assume that they may be incapacitated and/or killed and the next station in the Chain of Command needs to take command in their place.

Example

This example will cover a squad net on channel 250 consisting of Outlaw 1-0, 1-1, 1-2 and 1-3. 1-2 is trying to reach 1-0 without success: 

Trying to contact

1-2: Actual, this is 2.

1-0: (1-0 is not responding so after a couple of seconds 1-2 tries again)

1-2: Actual, this is 2, nothing heard.

1-0: (1-0 is not responding so after a couple of seconds 1-2 tries for the last time)

1-2: Actual, this is 2, nothing heard OUT.

1-0: (1-0 is not responding so 1-1 needs to take command)

 

Succession of command

1-2: 1, this is 2.

1-1: 2 this is 1.

1-2: You need to take command.

1-1: This is 1, taking command..

Leaders must preserve combat power by consolidating forces:

Steps to merge elements:

1. Identify suitable element to merge into.
2. Join the appropriate comms channel.
3. Report status to new leader.
4. Link up with the element if feasible.
5. Merge using ACE interaction or as directed.
6. Prompt, confident action in these moments preserves operational effectiveness.

Command is the authority to decide and prioritise.
Control is the regulation and direction of forces to implement decisions.

Command

• Establishes intent.
• Allocates resources.
• Sets priorities.

Control

• Issues instructions.
• Synchronises timing.
• Adjusts actions during execution.

Effective leaders command centrally and control selectively to preserve initiative.

Accept responsibility for decisions and outcomes within the element:

• Address errors immediately through constructive feedback and corrections, not public blame.
• Capture faults, causes, and responsibility during AARs for formal follow-up if required.

Maintain control of of the element:

• Issue clear tasks aligned with intent to all subordinate elements.
• Monitor execution and intervene when elements drift off task.
• Maintain continuous two-way information flow up and down the chain.
• Synchronise subordinate actions to prevent isolation or conflict.
• Re-task or re-prioritise elements as the situation changes.

• Maintain calm posture, tone, and decision-making under stress.
• Issue clear, deliberate orders during friction or failure.
• Suppress visible frustration, panic, or emotional reactions.
• Take appropriate measures to stabilise the element during unexpected events.

Commander’s Intent defines the purpose of an operation, the desired end state, and the key effects required to achieve mission success. It provides direction without prescribing detailed execution, enabling subordinate leaders to act independently while remaining aligned with higher objectives.

Commander’s Intent exists at every level of command:

• Fireteam level: intent clarifies the immediate objective and priority of effort (e.g. suppress, secure, clear, hold). It ensures members understand what must be achieved if communication is lost or conditions change.
• Squad level: intent describes the squad’s role within the platoon plan, the decisive action required, and the conditions that define success. It guides manoeuvre, tempo, and risk decisions.
• Platoon level: intent establishes how squads combine to achieve a broader tactical effect. It identifies the main effort, supporting efforts, and the operational end state.
• Company level: intent defines the overall tactical objective, desired battlefield conditions, and acceptable risk. It shapes subordinate planning and ensures unity of effort across multiple platoons.

Commander’s Intent allows initiative within boundaries. When plans break down, leaders act in accordance with intent rather than waiting for orders. Clear intent preserves momentum, cohesion, and operational effectiveness at every level.

Keep your direct subordinates informed with all the needed information for them to function:

• Updates on the tactical situation
• Current tasking and intent

Ensure you give enough information so that another person can take over leadership without needing additional information.

When preparing for a mission, take care of the following:

• Bring the correct equipment, in the right quantities
• Set standard formations, plans for movement and other actions-on
• Ensure succession of command is clear

Make decisive decisions:

• Make a clear decision in a timely manner in line with the commander's intent, even when information is incomplete.
• Communicate the decision clearly to the element.
• Commit to the decision and direct execution without hesitation.
• Avoid repeatedly changing decisions unless the situation has materially changed.
• Maintain confidence and composure to reinforce cohesion and trust within the element.

Evaluate the element’s combat effectiveness, resources, and condition before and during task execution:

• Recognise when assigned tasks exceed current capability or risk becoming unachievable.
• Identify indicators that continued action will result in unnecessary losses or mission failure.
• Decide to pause, withdraw, or disengage when risk outweighs potential gain.
• Communicate limitations and recommended actions clearly up the chain of command.
• Preserve personnel and equipment to enable future tasking and continued operations.

Dominating the battlefield is the ability to control the tempo, positioning, and flow of combat to achieve objectives while limiting enemy freedom of action.

Key methods of achieving dominance:

• Control key terrain: High ground, choke points, avenues of approach.
• Maintain initiative: Force the enemy to react.
• Coordinate forces: Synchronize squads, fire teams, and support.
• Situational awareness: Monitor the battlefield to make informed decisions.

Why It’s Important:

• Reduces risk to friendly forces.
• Limits enemy options and predictability.
• Maintains operational tempo.
• Maximizes combat effectiveness.
• Increases likelihood of mission success.

Follow the CLAP mnemonic to use with every order:

• Clear: issue direct, concise and actionable tasks.
• Loud: ensure you are heard over chatter, comms and combat.
• As an order: assert what you are saying is an order, and not something else like a question.
• with Pauses: Break up the order in to short phrases separated by short pauses to allow the receiver to process the content.

When issuing an order, use the following format:

• Who: who is expected to execute the order
• What: the thing that needs to be done
• When: when to start the execution

When given an order, confirm the order and make a plan and act to implement the intent of the order. When unable to act, make this clear to avoid misunderstandings or timing issues.

When disagreeing with a given order: 

• Communicate your objection
• State the reason and 
• If possible suggest an alternative. 

If despite the disagreement the order is confirmed, execute it to the best of your ability without complaint or argument.

Be mindful to not disagree with every order, keeping in mind that there might be reasons not yet apparent why the order is given.

Wherever possible, delegate tasks to subordinate elements. Trust people to do the task they are assigned, and give them the needed freedom to do so without interfering.

In other words, tell people what you want, not how to do it.

• Moderate and arbitrate the discourse between subordinate elements. In stressful environments, tensions can occasionally rise high, so it is important to nip conflict or negative sentiment in the bud before it infects the entire team.
• Ensure everyone feels like a valued and included part of the team
• Prevent the team from sliding into an overly casual atmosphere, where nobody is taking anything serious anymore. There is a time for laughter, and a time for focus.

• Use operational situations as teaching opportunities when time permits.
• Explain the reasoning behind decisions and actions.
• Guide individuals to arrive at conclusions rather than simply issuing correction.
• Issue immediate corrective commands when required by tempo or risk.
• Conduct follow-up explanation during AAR if correction was time-critical.
• Maintain professional tone; avoid belittling or ego-driven instruction.