FM/C100 - Leadership - Leadership of field elements

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

• A Company Commander commands platoons through their Platoon Leaders.
• A Platoon Leader commands a platoon subordinate to a Company Commander.
• A Platoon Commander commands an independent platoon-level operation.
• A Platoon Sergeant supports platoon command and assumes command when required by succession.
• Field Leaders must issue tasks through the appropriate subordinate leader where one is available.
• A level of command may be bypassed where required by urgency, communications failure or leadership casualty.
• Where a level of command is bypassed, the affected leader must be informed as soon as practical.

The Company Commander coordinates multiple platoons and attached elements to achieve the operation’s objectives.

Responsibilities include:

• Establishing company intent and the desired end state
• Assigning tasks and purposes to platoons
• Designating the main effort and supporting efforts
• Allocating combat power and support assets
• Establishing company-level control measures
• Maintaining a reserve where appropriate
• Synchronising manoeuvre, fires, aviation, logistics and medical support
• Monitoring platoon progress and combat effectiveness
• Adjusting priorities as the operation develops
• Planning for follow-on phases

The Company Commander should command through Platoon Leaders and avoid directly controlling squads except where command continuity or urgency requires it.

A Platoon Commander leads an independent platoon-level operation and is the highest tactical authority for that operation unless otherwise directed.

Responsibilities include:

• Defining the operational intent and end state
• Developing and briefing the overall plan
• Coordinating squads and attached elements
• Integrating fires, aviation, reconnaissance, medical and logistics support
• Managing operational tempo and priorities
• Maintaining communication with mission support
• Deciding when to continue, adjust, pause or terminate the operation
• Preserving sufficient capability for follow-on tasks

Unlike a Platoon Leader within a company, the Platoon Commander is responsible for both the platoon plan and the overall direction of the operation.

A Platoon Leader commands a platoon operating as part of a company. The Platoon Leader receives intent and tasking from the Company Commander and translates them into coordinated tasks for subordinate elements.

Responsibilities include:

• Understanding the company plan and the platoon’s role within it
• Developing a platoon plan aligned with company intent
• Assigning tasks and purposes to subordinate elements
• Coordinating movement, fires and support within the platoon
• Maintaining communication with company command
• Reporting platoon progress and combat effectiveness
• Coordinating with adjacent platoons
• Preserving the platoon’s ability to support the company plan

The Platoon Leader should focus on squads and attached elements rather than directing fireteams.

The Platoon Sergeant supports the Platoon Leader or Platoon Commander by maintaining the platoon’s organisation, sustainment and combat effectiveness.

Responsibilities include:

• Consolidating reports from subordinate elements
• Monitoring casualties, ammunition, equipment and vehicle condition
• Coordinating medical support, resupply and recovery
• Maintaining platoon accountability
• Supporting movement, consolidation and reorganisation
• Coordinating rearward activity while the platoon leader controls the battle
• Assuming command of the platoon when required

Responsibilities may be delegated differently depending on the operation, but the Platoon Sergeant should remain informed enough to assume command.

Field Leaders command platoon- and company-level operations through subordinate leaders. Their role is to establish intent, allocate resources, coordinate elements and maintain an understanding of the wider operation.

Field Leaders should focus on:

• Achieving the mission objective
• Setting priorities and acceptable risk
• Coordinating subordinate and supporting elements
• Monitoring progress and combat effectiveness
• Maintaining operational awareness
• Anticipating future requirements
• Adjusting the plan as the situation changes

Where an appropriate subordinate leader is available, Field Leaders should avoid directly controlling individuals or fireteams.

Key Roles

• Field Leader (FL): Oversees planning and execution of the operation.
• Campaign Manager (CM): Sets the strategic context, controls the campaign.
• Game Master (GM): Controls OPFOR and scenario execution.
• Higher HQ: CM/GM acting as real-world higher command during planning and execution.

Key Terms

• OPORD: Operational order in SMEAC format.
• ORBAT: Structure and composition of the friendly force.
• Back Brief: Subordinates brief their plan to superiors.
• Concept of Operation: Early idea for the operation's tone and structure.

Each mission follows a clear lifecycle:

Concept (T-1 week):

• CM assigns GM and FL.
• Concept and execution date agreed.

Planning (T-6 days):

• CM/GM gives Higher HQ Briefing.
• FL confirms ORBAT and support assets.

Muster (T-4 days):

• OPORD sent to leadership.
• FL meets sub-leaders to finalize execution.
• ORBAT and plan released.

Execution:

• OPORD published.
• Back briefs conducted.
• Mission executed.

Review:

• FL and leaders debrief.
• Final review with CM/GM.

SMEAC is a standard mission briefing format used to clearly communicate plans. It includes: 

• Situation, 
• Mission, 
• Execution, 
• Administration/Logistics,
• Command/Signal. 

All UNITAF OPORDs follow this format via the Operations Centre editor.

Situation

• Covers the operational context, friendly forces, attachments (e.g., CAS, armor), and enemy strength, posture, and intent.
• Brevity: SITREP – Situation Report

Mission

• Defines the task: who, what, when, where, and why. It also states the desired end state.

Execution

• Includes the commander's intent, scheme of manoeuvre, and specific tasks to achieve the mission.
• Brevity: COA – Course of Action

Administration / Logistics

• Describes medical support, resupply, EPW handling, and supporting fires (e.g., artillery, CAS).
• Brevity: CASEVAC – Casualty Evacuation, RTB – Return to Base

Command / Signal

• Outlines comms protocols, signal plans, and contingencies. Defaults to SOP if unchanged.
• Brevity: COMMS – Communications, SOP – Standard Operating Procedure

The planning process should take no more than 30 minutes. This includes building the OPORD and issuing briefings. Complex missions may take longer, but the goal is clarity and speed. 

METT-TC is a planning framework used to assess the tactical situation and inform decisions at all levels of command. It helps leaders build effective, informed plans and adapt during execution. It stands for:

• Mission
• Enemy
• Terrain & Weather
• Troops & Support
• Time
• Civilians

METT-TC is not a plan itself but the context for planning. It supports both creating and reacting to operations orders (OPORDs) using SMEAC. Leaders should also apply METT-TC from the enemy's perspective to anticipate actions and identify opportunities.

Mission

• Clarify the task:
• What must be done?
• Why is it being done?
• Who is involved?
• Where and when is it happening?
• This sets the foundation for your entire plan. 

Enemy

• Understand the threat:
  • Composition: Infantry, mechanized, armor, air?
  • Capabilities: AT/AA, artillery, CAS?
  • Size: Squad? Platoon? Reinforced?
  • Location: Known or suspected?
  • Posture: Patrolling, defending, attacking?
• These factors inform a threat assessment to shape friendly actions. 

Terrain & Weather (OCOKA)

Use OCOKA to assess terrain:

• Observation & Fields of Fire: Visibility and weapon use
• Cover & Concealment: Protection and stealth
• Obstacles: Rivers, steep hills, barriers
• Key Terrain: Areas offering tactical advantage
• Avenues of Approach: Routes for friendly/enemy movement

Weather can also affect visibility, take in to account:

• Time of day, moon phase
• Fog, rain, cloud cover
• Forecast changes (e.g., dawn/dusk, moonrise)

 Troops & Support

• Account for all friendly assets:
• ORBAT and available units
• Attached elements (e.g., medics, JTACs)
• Support assets (vehicles, CAS, artillery)
• Know your capabilities and limits before committing to an approach.

Time

• Time affects tempo and feasibility:
• Mission deadlines or time-sensitive phases
• Consider natural transitions (sunrise, sunset)
• Adjust pace based on time constraints
• Use time to pace movement, synchronize phases, or avoid detection. 

Civilians

• Civilians can complicate operations:
• May be neutral, hostile, or mixed
• Can serve as lookouts or blend with insurgents
• Requires clear Rules of Engagement (ROE)
• Ensure ROE is unambiguous to avoid hesitation or collateral damage.

The Commander’s Intent is a concise statement of the operation’s desired end-state. It empowers leaders and players to make decisions in the absence of orders, ensures continuity if leadership is lost, and is especially critical in low-comms or radio-light environments.

FLs identify key decision points—natural inflection moments in an operation. At these points, subordinate leaders may be presented with likely courses of action, enabling them to plan for contingencies like counterattacks or objective clearance.

Standard map markers used in planning include:

• WP: Waypoint, a navigational point (e.g. WP-1)
• C: Compound, identified buildings or areas (e.g. C-4)
• OP: Observation Point
• AP: Assault Point
• CCP: Casualty Collection Point

These markers standardize coordination and reporting.

Phases divide an operation into major segments. Phase lines synchronize units across the AO. Units must await approval or confirmation from the FL before proceeding to the next phase, unless directed otherwise.

Plans should be detailed for the first phase and offer general guidance for later stages. This allows for flexibility as real-world outcomes rarely match expectations. Adapting based on updated METT-TC is key to success.

Planning varies based on mission type. Offensive missions may emphasize movement and assault coordination; defensive missions prioritize sectors, base-of-fire positions, and fall-back plans. FLs may also assign fire support and inter-unit attachments depending on the operation’s needs.

After reviewing the OPORD and considering METT-TC factors, the Field Leader (FL) constructs the plan either independently or with input from squad and special element leaders. Planning includes marking movement routes, setting rules of engagement, assigning recon, allocating vehicles, and defining rally points.

Field Leaders should control the force through the leaders immediately below them.

This supports:

• Subordinate initiative
• Faster decisions at the point of contact
• Clear responsibility
• Reduced radio traffic
• Greater command resilience
• Effective control of larger formations

Field Leaders should provide tasks, purposes, priorities, restrictions and required outcomes. Subordinate leaders should determine the detailed method of execution unless coordination or safety requires closer control.

Coordinate subordinate elements so their actions produce the required combined effect.

• Identify actions that depend on another element.
• Establish timings, triggers and control measures.
• Coordinate movement, fires and support.
• Confirm subordinate leaders understand the sequence.
• Monitor execution for delays or conflicts.
• Adjust timings and tasks to maintain coordination.
• Prevent elements from becoming isolated or mutually obstructive.

Coordinate elements operating alongside one another to prevent gaps and conflicting actions.

• Identify shared boundaries, routes and objectives.
• Exchange locations, tasks and movement intentions.
• Establish coordination points and link-up procedures.
• Deconflict fires and manoeuvre near boundaries.
• Agree actions for gaps, overlaps or unexpected contact.
• Maintain communication during mutually dependent actions.
• Report changes affecting adjacent elements.

Coordinate multiple platoons and supporting elements to achieve a company objective.

• Assign each platoon a task and purpose.
• Establish boundaries, objectives and control measures.
• Designate the main and supporting efforts.
• Sequence platoon actions.
• Coordinate boundaries, gaps and link-up points.
• Allocate supporting assets.
• Monitor platoon progress and capability.
• Adjust tasks and priorities as required.
• Preserve company cohesion and freedom of action.

Combine reports from subordinate elements to assess platoon or company-level capability.

• Request SITREPs, ACE Reports or CASREPs as required.
• Combine reports into a platoon- or company-level assessment.
• Record significant locations, activities and changes in capability.
• Combine ammunition and equipment shortages.
• Total casualties without duplicating reports.
• Identify combat-ineffective or unsupported elements.
• Prioritise medical, logistical and reinforcement requirements.
• Pass information relevant to decisions or support.

Existing SITREP, ACE Report and CASREP formats should be used when requesting or passing the underlying reports.

Company command operates at a broader level than platoon command. The Company Commander should focus on platoon tasks, operational sequencing, support priorities and the next phase of the operation.

The Company Commander should monitor:

• Platoon progress and combat effectiveness
• The main effort
• Reserve availability
• Adjacent and supporting elements
• Fires and aviation
• Medical and logistical capacity
• Threats to the overall operation
• Follow-on objectives and transitions

The Company Commander should not routinely direct fireteams, individual vehicles or individual members.

The Platoon Leader or Platoon Commander will normally focus on:

• The tactical plan
• Manoeuvre and control measures
• Coordination with higher and adjacent elements
• Supporting fires
• Current and future decisions

The Platoon Sergeant will normally focus on:

• Accountability
• Casualties and medical coordination
• Coordinating supplies and resupply
• Vehicle and equipment status
• Recovery and reorganisation
• Consolidating subordinate reports

Responsibilities may shift with the situation, but both leaders should maintain enough shared understanding to assume the other’s duties.

Coordinate sustainment activities required to maintain platoon effectiveness.

• Identify current and anticipated sustainment requirements.
• Communicate the sustainment needs of the platoon.
• Coordinate resupply, recovery and casualty evacuation activities.
• Establish timings and locations for support assets.
• Deconflict sustainment activity with tactical operations.
• Monitor progress and report sustainment status to the Platoon Leader or higher commander.
   

The Platoon Sergeant should maintain a continuous assessment of the platoon's status to support decision-making, sustainment and command continuity.

The running estimate should include:

• Personnel accountability
• Casualties and medical capability
• Ammunition status
• Vehicle and equipment status
• Combat effectiveness of subordinate elements
• Current and anticipated sustainment requirements
• Recovery requirements
• Information required by the Platoon Leader or higher command
   

For a company operation, succession will normally follow:

1. Company Commander
2. Designated Platoon Leader
3. Other Platoon Leaders
4. Platoon Sergeants
5. Senior subordinate leader

Where no successor is designated, succession among equivalent leaders follows the order established in the operation brief or ORBAT.

For an independent platoon operation, succession will normally follow:

1. Platoon Commander
2. Platoon Sergeant
3. Designated Squad Leader
4. Other Squad Leaders
5. Senior subordinate leader

The Field Leader must identify succession for the highest command position during the operation brief.

Any succession arrangement that differs from the standard order must be briefed before execution.

A leader assuming command must:

• Announce the change over the appropriate command network.
• Confirm the current mission and commander’s intent.
• Restore any vacated subordinate leadership position where practical.
• Inform higher and subordinate elements of the change.