Snc Case Study Answers

Candidate McKillop was able to brief a five paragraph order that included most sub-paragraphs, except for an initial scheme of maneuver. During the delivery, SNC sounded nervous and often used filler words. His inability to brief confidently and lacking a scheme of maneuver caused him to have a delayed execution since he had to brief all of the mission details again. During the execution, SNC was able to take charge and display more confidence than he had displayed in the brief. SNC employed his fire team members appropriately based on their physical capabilities to tackle specific tasks and sent the lighter ones through the planks first. Candidate McKillop struggled the most with being able to make adjustments to his initial plan. Although

Outstanding performance in all regards! From the moment she began her brief, Candidate Klenke displayed confidence and a strong command presence. Her order was thorough and allowed her fire team to begin executing the problem right from the start. She maintained good eye contact during the brief and utilized the obstacle to discuss her scheme of maneuver. During the execution, SNC carried out the plan she had developed. She was able to understand how to employ the equipment at hand to address individual parts of the problem, which demonstrated she has the ability to plan ahead and anticipate future requirements. During the execution, she constantly communicated her intent and tasked her fire team who followed immediately, leaving no doubts

SNC conducted an incomplete 5 paragraph order which did not cover all of the information pertaining to the mission. For example, the mission was to locate, close with and destroy the enemy preventing them from setting up a hide sight. SNC did not cover the administration and logistics paragraph also; SNC failed to inform the fire team of the chow plan. SNC did not seem to understand the measure of his brief . During the brief SNC used an extended amount of time by repeating the situation multiple times causing confusion within the fire team. SNC did develop an initial plan prior to starting the execution; however SNC was not able to make adjustments to the initial plan. SNC ’s failure of future planning was evident during the enemy contact

Candidate Passafume delivered an incomplete brief lacking confidence to his squad. SNC displayed a great amount of confusion as he relayed his brief. SNC failed to properly calculate a proper azimuth or the location of the objective. It was difficult for SNC to read his notes he had taken. SNC failed to properly summarize the Orientation; he simply briefed the coordinates of the current location and the objective. SNC failed to brief Attachments and detachments, as well as the Location of Key personnel. Lack of this information made it difficult for the team to fully comprehend, creating questions at the conclusion of the brief. At multiple times throughout the evolution of the scenario, security was addressed by members of the team. One candidate

SNC did not set security before giving the brief. SNC had command presence, spoke clearly, and had good eye contact. He did brief the FT’s Mission as part of the Friendly Situation, and repeated the same information during the Mission paragraph. During the execution, SNC maintained a pace commensurate with the requirement for speed and used appropriate hand and arm signals. SNC did not have clear command of the FT members behind him while on the move because he never turned to look at them nor assess the security situation in the rear of the formation. When SNC heard the sounds of enemy activity he immediately had them alter direction. Upon contact, SNC gave the ADDRAC, and was a clear fighter/leader. He had his FT line up on him by

Candidate Hoeptner briefed all major elements of the five paragraph order and managed to speak in an articulate manner; however, the content of his brief clearly lacked any executable plan and made little sense. SNC failed to address security, degrading his team's attention to the tactical environment. SNC failed to understand the contents of higher’s coordinating instructions and failed to comprehend the mission based on the problem presented and the obstacle in front of him. SNC’s inability to conceptualize relevant, applicable, and actionable plans and orders was only exacerbated by his inability to understand simple concepts presented to him. SNC made no attempt to formulate a plan prior to execution and adjustments to the plan he tried

Although leaving out pertinent information in the Orientation, Situation, and Mission paragraphs, Candidate Brown demonstrated an ability to rapidly develop an initial plan and communicate that to his fire team. SNC provided a Scheme of Maneuver that was anonymous, sequential, and thorough, and briefed tasks specific to each fire team member. Despite being choppy at times as he composed his thoughts, SNC spoke in an enthusiastically confident tone throughout his brief. Upon conclusion of his brief, SNC lost momentum with his fire team when he took approximately one minute to explain the plan again to his fire team. However, SNC was able to regain his sense of urgency by quickly altering his plan when he recognized it would not work. SNC

Candidate Oredola got off to a rough start but made a quick recovery during execution of the mission. After receiving the order to brief back to his Fireteam, SNC confused the Situation paragraph of his order and mixed up the enemy situation with the friendly situation when the briefing his Fireteam. SNC lost valuable time when he began executing the mission spending an excessive amount of time making several attempts at his initial plan. Although SNC lost time, he did not lose momentum, SNC had a keen sense of urgency, keeping track of the time remaining to complete the obstacle down to the minute and providing direction to his Fireteam in a firm, confident manner, and keeping his Fireteam focused on the mission objective. SNC was clearly

Candidate Brown started her mission off with an above average brief to her fire team. SNC took the details of the evaluator's brief down with excellent detail. When issuing the order, SNC almost relayed the information verbatim from the evaluators brief. Once she finished her brief and tasking, she then took her azimuth and found that she forgot which tree in the woods she used for a reference point. After failing to take another azimuth prior to completely missing her objective, the evaluator then had to step in to get her fire team back on track. This caused the team to assault the objective from the backside of the objective. Once, the objective was in SNC's sight, she acted according to the mission statement and her team was able

Candidate MacFarlane while confident in presentation, was unable to effectively brief the information necessary to accomplish the mission in his order. Moving into execution without a solid plan limited the fire team’s ability to effectively work towards mission accomplishment initially. Once SNC realized that his plan was not executable he was able to make adjustments and refocus his fire team. Candidate MacFarlane’s greatest strength was his confidence and composure as the leader. He appeared very comfortable in his role which made it very easy for his fire team members to follow his direction. He efficiently used his fire team, able to quickly transition them between tasks, in order to optimize each of their strengths. SNC maintained

Candidate McClean was given the opportunity to conduct an initial assessment of his problem prior to the start. Once the time had been verbally started by the tower, SNC continued to write down notes. This went on for about two minutes when the evaluator had to let the candidate know that he was on his time, SNC was not aware that the problem had commenced. Upon delivering the initial brief to his fire team, SNC remained calm and was clear with his instructions although, he did miss a couple of briefing points, to include Orientation and Admin and Logistics. SNC covered security during his brief, but did not utilize until halfway through execution of the course. During the unsuccessful execution of the initial plan, SNC was able to quickly

SNC briefed the five paragraph order ensuring to address each of its sections. SNC stumbled through the brief not making any eye contact, timid voice, and truly lacking the confidence to take charge and lead his team through the event. SNC initial plan failed to give his team a course of action but instead focused on what areas of the obstacle they could not touch. Quickly encountering friction points SNC was unable to make a decision to change the current COA. Frustrated team members began interjecting ideas and navigating the obstacle without direction which seemed to overwhelm SNC. SNC was unable to take ownership which resulted in his narrating the fire team actions, not directing them. SNC timid demeanor during the execution lead to the

Candidate Maley's brief of the five paragraph order to his fire team covered all the main key points, but he had all three members face outboard (to provide security) which could have caused his brief to be ineffective and unclear. SNC did however display a good leadership trait after the brief by having the three team members repeat their individually assigned tasks prior to the start of the course. SNC did not brief an initial plan of execution which could have caused a friction point upon execution. Upon start of the problem, SNC was able to make a hasty adjustment to his original plan after the rope and a member of his team were penalized for touching a red area. SNC displayed effective and constant communication throughout the course.

SNC sounded clear and confident while giving the brief. He did state part of the Mission during Orientation and gave part of the Execution during the Mission. SNC did not give any direct tasking statements other than posting a candidate as security. When the execution began, SNC first stated that he wanted to “try” to get a plank onto the obstacle. This indicated that SNC did not have an initial plan or at least a visualization of how the overall mission was going to be accomplished. Without hesitation though, SNC immediately began acting upon the situation with the thought process of making a decision vice standing around wasting time trying to analyze the problem. SNC recognized the physical capabilities of his FT members and employed accordingly.

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