Coordinating Instructions
PRECOMBAT TRAINING
3-168. During continuous combat operations, units at all levels should have either formal or informal combat zone training programs to convert new ideas into actual practice. This allows soldiers to practice a variety of skills that will enhance their protection and endurance during extended combat. For example, after receiving his mission, the company team commander should assess the team’s proficiency in the individual, leader, and collective tasks required for the upcoming mission. If he feels the team, or a subordinate element, cannot perform a task properly, he can then conduct precombat training during the planning and preparation phases.
INSPECTIONS
3-169. Inspections allow the commander to check the company team’s operational readiness. The key goal is to ensure that soldiers and vehicles are fully prepared to execute the upcoming mission. Inspections also contribute to improved morale.
3-170. It is essential that the entire company team chain of command know how to conduct precombat checks (PCC) and precombat inspections (PCI) based on applicable unit SOPs and guidelines from FM 3-21.71 (FM 7-7J), ARTEP 71-1-MTP, and ARTEP 17-237-10-MTP. Leaders should focus on the readiness of mission-essential equipment and ammunition and on the mission understanding of all subordinate leaders and individual soldiers.
Procedures for a comprehensive program of checks and inspections include the following:
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Perform before-operation maintenance checks; report or repair deficiencies.•
Perform prepare-to-fire checks for all weapons; report or repair deficiencies. Weapons are boresighted, and all sights are referred. Machine guns and individual weapons are test-fired, if possible.•
Perform communications checks of voice and digital systems.•
Ensure soldiers in each subordinate element understand the plan, have posted current graphics, and are in the correct uniform and mission-oriented protection posture (MOPP) level.•
Upload vehicles in accordance with unit SOP. The standardization of load plans allows the commander, XO, 1SG, or subordinate leader to quickly check accountability of equipment. It also ensures standard locations of equipment in each vehicle; this can be an important advantage when a leader is forced to switch to a different vehicle during an operation.•
Review the supply status of rations, water, fuel, oil, all types of ammunition, pyrotechnics, first-aid kits, combat lifesaver bags, MOPP suits, and batteries (for such items as flashlights, night vision devices [NVD], and NBC alarms). Direct resupply operations as necessary.•
Ensure vehicles are correctly camouflaged so they match the AO.3-171. Each leader should observe his element throughout the process of preparation for combat. The commander should conduct the final inspection of each element once the leader reports that soldiers, vehicles, and equipment are prepared.
REHEARSALS
3-172. Rehearsals are practice sessions conducted to prepare units for an upcoming operation or event. They are essential in ensuring thorough preparation, coordination, and understanding of the commander’s plan and intent. Company team commanders should never underestimate the value of rehearsals.
3-173. Effective rehearsals require leaders and, when time permits, other company team soldiers to perform required tasks, ideally under conditions that are as close as possible to those expected for the actual operation. At their best, rehearsals are interactive; participants maneuver their actual vehicles or use vehicle models or simulations while verbalizing their elements’ actions. During every rehearsal, the focus is on the how element, allowing subordinates to practice the actions called for in their individual scheme of maneuver. (NOTE: A rehearsal is different from the process of talking through what is supposed to happen. For example, in a rehearsal, platoon leaders should actually send spot reports (SPOTREP) when reporting enemy contact, rather than simply saying, “I would send a SPOTREP now.”)
Purposes of Rehearsals
3-174. The commander uses well-planned, efficiently run rehearsals to accomplish the following:
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Reinforce training and increase proficiency in critical tasks.•
Reveal weaknesses or problems in the plan, leading to further refinement of the plan or development of additional branch plans.•
Integrate the actions of subordinate elements.•
Confirm coordination requirements between the company team and adjacent units.•
Improve each soldier’s understanding of the concept of the operation, the direct fire plan, anticipated contingencies, and possible actions and reactions for various situations that may arise during the operation.3-175. Rehearsal Considerations. As a general guideline, rehearsals should follow the crawl-walk-run training methodology to prepare the team and subordinate elements for increasingly difficult conditions. The company team can prepare for operations using reduced-force rehearsals and/or full-dress rehearsals. These considerations apply:
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The commander conducts reduced-force rehearsals when time is limited or when the tactical situation does not permit everyone to attend. Team members who can take part practice their actions on mock-ups, sand tables, or actual terrain (usually over a smaller area than in the actual operation).•
The full-dress rehearsal is the most effective, but consumes the most time and resources. It involves virtually every soldier who will participate in the operation. If possible, it should be conducted under the same conditions (such as weather, time of day, and terrain) that the team can expect to encounter during actual operations.3-176. Rehearsal Types. The company team commander may utilize several types of rehearsals in the same operation. The following paragraph discusses these types of rehearsals.
3-177. Confirmation brief: The commander may require the platoon leaders to conduct a confirmation brief to him immediately following the issue of a company OPORD or FRAGO in order to ensure the subordinate understands his assigned task and purpose, and his commander’s intent.
3-178. Back brief: The commander may require the platoon leaders to back brief him once they have developed their plan to ensure it is nested with the company concept of operation, or identify problems with synchronization.
3-179. Combined arms rehearsal. This is the preferred rehearsal type for tank and mechanized infantry companies. The combined arms rehearsal is conducted when all subordinate OPORDs are complete. This rehearsal type involves all the elements of the company team and ensures that all subordinate plans are fully synchronized within the overall company plan.
There are several techniques the commander can use in executing this type of rehearsal.
3-180. Support rehearsal. Support rehearsals are normally conducted by a single or limited number of battlefield operating systems, such as CSS or fire support. The company team does not normally conduct it’s own support rehearsal, however the commander should be aware that his higher headquarters may, which will likely impact his 1SG/XO or his FSO. He should include this consideration in his overall company timeline.
3-181. Battle drill or SOP rehearsal. This rehearsal type is critical to the company team as many actions the company and platoons will take are drills and SOP. This type of rehearsal ensures that all participants understand specified technique or procedure. They are used most extensively by the platoon, squad and section. Battle drill rehearsals can effective be used early in the TLP once the commander has identified the type of mission the company will conduct. For example, if the company will be conducting an attack, the commander may require the platoons to begin some offensive battle drill rehearsals (contact drill, action drill, react to obstacle drill) while he continues the TLP. Other examples may include platoon breach procedures, clear a trench, or react to ambush. Lastly this type of rehearsal may be highly beneficial in confirming a newly attached platoon understands a specific company SOP or drill.
3-182. Rehearsal Techniques. Rehearsal techniques include the following:
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Radio/Digital. This is a reduced-force or full-force rehearsal conducted when the situation does not allow the company team to gather at one location. Subordinate elements check their communications systems (radio, FBCB2, intervehicular information [IVIS]) and rehearse key elements of the company team plan.•
Map. This is usually conducted as part of a confirmation brief involving subordinate leaders and/or portions of their elements.The leader uses the map and overlay to guide participants as they brief their role in the operation. If necessary, he can use a sketch map.
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Sketch Map. This technique can be used almost anywhere, day or night. The procedures are the same as with the terrain model rehearsal except the commander uses a sketch instead of a terrain model. This technique may be conducive to situations where a terrain model is not practical or visibility is limited.This technique may dictate a reduced force involving only key leaders.
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Terrain Model. This is the most preferred rehearsal technique for the company team as it helps subordinates visualize the battle in accordance with their commander’s intentions. Terrain models can be constructed in a variety sizes and detail depending on the needs of the commander. Generally terrain models should be constructed where it overlooks the actual terrain the company operates on. This technique usually involves the company’s key leaders but is not limited to key leaders.•
Reduced Force. This technique may require the same terrain as the full dress rehearsal. It differs from full dress in that it only involves key leaders of the directing unit and subordinates unit. In this technique, commander must first decide the level of leader involvement he desires. His selected leaders then rehearse the plan while traversing (usually mounted) the actual or like terrain.•
Full-Dress. This rehearsal recreates the entire operation on terrain similar to that over which the unit will operate. It involves every solider and system participating in the operation.Although this technique requires a significant expenditure of resources and time it also produces the most detailed understanding of the mission. This technique presents several options:
n The company team may rehearse with platoons or other team elements going “force on force” against each other.
n The company team trains can portray enemy forces to prompt action by the platoons or other team elements.
n The entire team may go against another task force element.
3-183. Rehearsal Guidelines. The company team commander is responsible for most aspects of the team’s rehearsals. The following paragraphs outline procedures and considerations that affect the rehearsal process.
3-184. General. The commander will select the tasks to be practiced and will control execution of the rehearsal. He will usually designate someone to role-play the enemy elements he expects to face during the operation.
3-185. Conditions. Rehearsal situations should be as close as possible to those expected during the actual operation. This includes the physical aspects of the rehearsal site as well as such factors as light and weather conditions.
3-186. Actions before the OPORD is issued. Initial WARNOs should provide subordinate leaders with sufficient detail to allow them to schedule and conduct rehearsals before the company team OPORD is issued. For example, if breach, support, and assault elements are identified in an early WARNO, leaders can begin rehearsing mission-specific tasks, drills, and SOPs for each element early in the troop-leading process. Rehearsals after the OPORD can then focus on tasks that cover integration of the entire team.
3-187. Progression of rehearsal activities. Rehearsals begin with soldier and leader confirmation briefs to ensure understanding of individual and unit tasks. Individual elements and the company team as a whole then use sand tables or sketches to talk through the execution of the plan. This is followed by walk-through exercises and full-speed mounted rehearsals.
3-188. Rehearsal priorities. The company team commander establishes a priority of rehearsals based on the time available and the relative importance of the actions to be rehearsed. As with COA development, the priority should begin at the decisive point of the operation and move on to actions that are less critical to the plan. As an example, the commander’s priorities could call for rehearsal of tasks and drills in this order: actions on the objective, actions on contact, reaction to an air attack, movement formations and techniques, medical treatment and evacuation, and resupply operations.
Refinement
3-189. At all times, the company team commander must ensure that the team has an accurate picture of the enemy situation and that the plan to defeat the enemy is relevant to the enemy’s current disposition. This means that the company team plan must continue to evolve as the enemy situation develops.
3-190. As discussed previously, the team will receive a constant stream of additional information about the enemy before the operation starts through a combination of team-, task force-, and brigade-level reconnaissance and security operations. The commander uses this information to continually adjust the plan as necessary. Changes to the plan and the enemy situation must be disseminated down to the lowest organizational level. Although these constant updates may cause some disruption of TLP at the platoon level, the refinement process is critical to the success of the company team plan.
NOTE: Refinement of the plan does not stop when the company team crosses the LD. Once the operation is under way, the commander continues to adjust the plan based on the enemy’s actions and the terrain on which the team is operating. The commander gains additional information through reports and the company team’s own development of the situation. He uses FRAGOs to update the team on refinements to the plan.
Additional Preparation Tasks
3-191. To assure himself of adequate time to focus on his own critical troop-leading tasks, the company team commander must effectively delegate the numerous preparation tasks that are part of the troop-leading process.
One technique is to use members of the company team headquarters to assist in completion of these activities. Available personnel may include the company team master gunner, NBC NCO, and communications specialist and the crews from the commander’s, XO’s, and 1SG’s vehicles. (NOTE: See the discussion of company team CP functions later in this chapter.) Additional preparations delegated by the commander may include, but are not limited to, the following tasks: