Case Study Of Candidate Hutchson's Briefing

Candidate Jordan delivered an in depth five paragraph order. SNC posted security ensuring that the safety of the fire team was not put at risk. SNC had a good initial plan and proceeded to move the fire team towards the objective. SNC moved the fire team through the woods with minimal opposition; SNC maintained communication and good dispersion. Upon receiving enemy fire SNC suppressed the enemy by assaulting the enemy. SNC pushed through the objective to ensure that all enemy were killed. However, SNC forgot about the weapons cache and commenced to conduct a hasty 180, followed by a consolidated 360, and then an ACE report. SNC, in his haste to complete the problem, completely forgot that the mission was not only to subdue the enemy

SNC conducted an above average analysis of what he expected the enemy to do upon contact. SNC’s scheme of maneuver was vague and could not be executed without significant oversight. SNC’s tasking statements were weak and lacked a purpose. SNC’s formations, particularly his squad column fire team column while in the open area, did not provide effective security en route to his objective. Upon enemy contact SNC stood and began talking to his squad but did not use the ADDRAC format; SNC spoke at just over a conversational tone. SNC directed his squad to suppress the enemy sniper and continue to move to the objective; SNC’s squad laid still while one of the fire team members openly questioned SNC’s decision. SNC changed his mind and directed the

Candidate Genter began his brief strong with an Orientation that included key terrain in the area. However, SNC's Execution paragraph not only lacked detail, but completely omitted Tasks and any executable plan to accomplish the mission. The extent of SNC's Scheme of Maneuver was to utilize the planks to move, causing many questions from his fire team members following his brief. SNC's lack of initial plan significantly hindered the sense of urgency with which his fire team moved, and in his absence of direction, another team member began to make decisions and direct the team leader and the rest of the fire team what to do. When SNC did communicate to his fire team, he did so in a composed and calm tone of voice. However, this did little

Candidate Satterwhite ensured he addressed all paragraphs in the 5-paragraph order, however he took no time prior to the delivery of his brief to develop an initial plan. He was unable to provide his subordinates with an executable plan and was forced to develop a plan as he went along. This left his fire team questioning SNC and resulting in both lost time and lost momentum as he attempted to figure out how to accomplish the mission. SNC did not identify potential points of friction in which to place himself, instead sending two fire team members through the tunnel while he remained on the platform. This diminished his ability to control the fire team as he relied on the fire team members to communicate the situation to him and slowing

Candidate Satterwhite established 360 security upon arrival at TAA9. Candidate Satterwhite’s initial brief to the fire team leaders was confident, containing necessary information to complete the mission, with minimal stumbling; SNC constructed terrain model during the initial brief and did not delegate a subordinate acquire the azimuth. Candidate Satterwhite issued tasks that enabled fire team leaders to effectively lead instead of micromanage. Prior to departure, SNC assigned specific tasks and developed an initial plan to prevent the squad from appearing as soft targets by directing the fire teams disperse and skirt the tree line along the road, which displayed communication and situational awareness. When a point of friction occurred, Candidate

Overall, Candidate Friederick's lack of confidence hindered both her operations order and her execution of her assigned mission. Her delivery lacked enthusiasm and interest. While her lack of confidence indicated unfamiliarity with the five paragraph order, SNC did brief a detailed mission statement with a task and purpose. SNC also briefed some details of her scheme of maneuver and some tasks to her subordinates, but the lack of detail and her confidence ultimately failed to inspire the other candidates in her fire team. As her fire team moved from order to execution, SNC appeared lethargic with little to no awareness of her surroundings as the team approached the objective. SNC both heard and saw the enemy combatant and demonstrated

Candidate Fowler successfully calculated the azimuth, however failed to calculate the distance and plot the location of the objective. SNC’s five paragraph order was delivered confidently, however lacking information. SNC failed to properly brief the enemy situation, regarding the location of the enemy. SNC stated that the enemy was seen in the area, however he failed to mention they were seen west of the area which is in the vicinity of the objective. SNC was provided with the accurate information regarding azimuth and distance; however when briefing his squad he still provided an inaccurate distance. Upon enemy engagement SNC properly assessed threat by engaging with buddy rushes. SNC did not ensure area was clear before bringing the casualties

Candidate Goff immediately addressed security before briefing his order. SNC briefed in a rushed manner using many “ums” and “uhs,” showing he lacked confidence in his plan. When briefing, he referred to the scenario as an obstacle instead of treating it as a tactical situation. His fast brief was difficult for his fire team to follow, evident by their confusion at the beginning of the mission even though the initial plan was well developed. SNC had to direct his fire team’s actions he had just briefed in order for them to execute. This candidate lost his tactical and situational awareness, evident by his loud instructions throughout the task and the fire team dragging their weapons through the sewer tunnel making the execution extremely loud.

Candidate Fowler displayed a low sense of urgency taking about two minutes following the evaluator’s brief to write his order then briefed his fireteam for over five minutes. SNC provided an adequate brief to be able to execute the mission. The Mission paragraph contained an accurate task and purpose but also contained additional information that was not necessary. Additionally, when he repeated the mission, it was not at all verbatim. SNC provided a scheme of maneuver that was above average however; SNC’s tasks were merely assigned billets with no true task and purpose. Throughout the brief SNC was a little choppy, showing a little lack of confidence and weak understanding of his plan. SNC did not post security during his brief, but did improve

Candidate Biondo briefed all five paragraphs of the order but it was lacking detail. He did not brief scheme of maneuver in the order and he did brief not a plan. Also, he would say "I say again" prior to even stating the mission statement once, which displayed that he was not confident in his order. SNC was able to come up with a plan on the fly prior to executing. When his plan was clearly not working he adjusted the plan about five minutes into the executions. SNC was able to act in a timely manner. SNC positioned himself in the best position to control his fire team. SNC addressed security and he had one fire team member establishing security throughout the mission. After making some quick decisions initially, SNC appeared to get

Candidate Hosburgh’s brief delivery was at a normal tone and calm demeanor. His Orientation paragraph incorporated additional details from guidance he had received prior to SULE II. His scheme of maneuver provided a rough idea for what how he wanted to accomplish the mission, but did not go into enough detail, and after the brief his team leaders requested clarification on the initial plan. Following his brief, he got his teams moving and maintained this sense of urgency throughout execution. During execution, he periodically maintained track of the navigation and pace count. He positioned himself close to his team leaders and was able to control his unit through effective use of hand and arm signals. Upon contact, SNC provided a loud,

Candidate Pacheco’s brief was delivered confidently, with a slight exception during the Situation paragraph. During this paragraph, SNC took long pauses, and stumbled over his thoughts on the enemy situation. However, upon completion of the situation, he regained composure and bearing and completed the follow on paragraphs well providing elements necessary to execute the operation. As they stepped off on the operation, his speed was consistent with the situation and his non-verbal communication methods kept the team moving forward. Half way to the objective SNC’s control over the team was lost as the terrain began to dictate their movements. Once SNC realized this, he issued follow on signals to push out but immediately took contact. The

SNC did not initially ensure 360 degree security at the assembly area. SNC’s enemy situation lacked significant details. SNC’s friendly situation was not briefed in the proper format. SNC’s scheme of maneuver was not complete enough to be executed and his tasking statements did not have an associated purpose. At the beginning of execution SNC attempted to give a command to his fire team leaders to get ready to begin their movement; when nobody in his squad responded he announced that fire team leaders had 30 seconds to get ready to move. SNC was an ineffective communicator; he attempted hand and arm signals after receiving indirect fire and would give vague tasks to unspecified individuals instead of his fire team leaders. Upon enemy contact

Candidate Kidd delivered a complete and sequential five paragraph order. Throughout his entire brief, SNC had several pauses due to obvious signs of nervousness and dependency on his OSMEAC template. Nonetheless, his order contained sufficient information for his fire team to execute the mission. During the execution phase, SNC moved his fire team with a sense of urgency as instructed by the order. He was knowledgeable to place them in a column formation for maximum speed. When SNC received unexpected enemy contact, and subsequently received a casualty, he quickly reacted by returning fire and aiding proper aid to the casualty. SNC responded well and in a calm matter during the chaotic situation. Once reaching the objective, SNC was conscious

Candidate Sirks began by completing a leader’s reconnaissance of the problem and immediately addressed security before briefing the fire team. His voice sounded confident, but his body language did not portray the same confidence as he shuffled around and did not make eye contact with his fire team. He thoroughly briefed his order with detailed tasks and coordinating instructions. Immediately after the order was complete, his fire team began to execute with minimal direction showing they understood the tasks assigned to them. SNC employed all of his fire team members adequately and directed them to carefully handle the POW, demonstrating he understood the tactical situation. SNC was able to adjust his plan without losing bearing and took time