Snc's Team Case Study

Candidate Perras delivered the five paragraph order in the correct order and covered all details; however, he did tend to take long pauses that did not allow for the order to flow. During the execution phase, SNC lost sight of the tactical mindset by allowing a member to pass off his weapon. Even though the fire team remained focused on accomplishing the mission, at times they seemed lathargic. SNC maintained solid communication with the security. Upon realizing that his initial plan of attack was not going to work, he quickly devised a new plan without hesitation. He was able to use all of the fire team members effectively and they followed his lead without hesitation or conflict. SNC remained calm and confident and there was no question

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 Davis delivered his 5 paragraph order covering most of the key points associated with the order. SNC’s orientation was confusing; SNC briefed that the current location was where the cache was located, then proceeded to state that the fire team needed to advance to the second set of grid points to complete the objective. This information is confusing and is proof that the fire team leader did not fully comprehend the order briefed to him. SNC stuttered consistently, displaying his uncertainty of the information that he was relaying. SNC improperly stated his TCM’s and informed his team they would utilize a column formation from the “assault to attack” and a column from the “attack to assault”. Upon reaching the objective, the fire

Candidate McKenzy demonstrated and understanding on how to conduct a five paragraph order but omitted key information throughout the entirety of the brief. SNC displayed he was somewhat confident with his brief by his calm demeanor using a conversational tone during his brief. SNC stated there is no need for security prior to conducting his brief. The scheme of maneuver was vague, and non-executable without further guidance. The tasking statement stated basic billet assignments as who was the ready, fire and the assist. Once the execution began, SNC was in control of his subordinates and effectively communicated adjustments to the initial plan. Upon the first friction point, SNC remained calm and was able to devise a new plan and maintained

Candidate Horton showed a firm grasp of the OSMEAC format and briefed a solid five paragraph order with confidence. The information he briefed was accurate based off the information provided to him by the evaluator. SNC focused on safety as well, instructing his fire team during coordinating instructions to not throw any of the equipment without being told by the evaluator. SNC's tasking statements contained purpose, showing he put some thought into how each member could be utilized to meet the objective and accomplish the mission. SNC addressed the tactical situation and ensured security was posted before briefing the order. SNC was clearly in charge of his fire team. SNC made good use of his fire team, ensuring security was posted at

Candidate Hays' attempt to brief the initial five paragraph order and take charge of his fire team did not work in his favor. There were times when SNC reiterated certain briefing points which displayed a lack of confidence rather than a sense of clarity. Other than the Mission, SNC failed to brief all the key points of the order. SNC seemed unclear on the mission and what needed to get done although, SNC did verbally address an initial plan of how to attempt negotiation of the obstacle, prior to the actual execution. SNC made the vital mistake of not briefing nor posting security. Upon execution of the problem, SNC's initial plan did not appear to be well thought out and unsafe as he attempted to have his fire team along with himself

SNC did not calculate the correct distance to the objective. SNC tasked fire team members to set up the terrain model, but failed to verify and correct the mistakes they had made. SNC made eye contact with his squad members during the brief. SNC had poor vocal control, stumbling over his words and using filler words such as “uh” and “um” throughout the brief. SNC also briefed information in the wrong order and repeated information that he had already mentioned. During the execution, SNC had excellent control over his squad, making decisions quickly, giving commands clearly, and moving his subordinates with a sense of urgency. After the squad neutralized the enemy, SNC had the casualties brought to the objective location. When SNC attempted

Candidate Martinez began the SULE I evaluation with a standard five paragraph order. Although it was a standard brief, SNC failed to give an adequate mission and execution paragraphs. The statements were disjointed and confusing and were briefed without confidence. SNC was briefed that the mission was to get the map found at the weapons cache and brought back to MA2A IOT have S2 Intel look at it. Candidate Martinez was given the map and reminded that it was part of the mission and not to forget it. SNC started the execution without the map, ultimately failing the mission. During execution Candidate had little regard for the tactical situation as demonstrated with little to no communication for formations at danger areas or dispersion.

Candidate Sharp demonstrated a basic understanding of the five paragraph order, but did not clearly articulate his words, paused intermittently, and rushed through parts of his brief. SNC failed to develop an executable plan and did not brief any tasking statements to his team. SNC also ended the brief and then went back to finish it after he had already begun executing the mission. After a suggestion from another candidate, SNC delegated security to a team member. Another team member would continually ignore SNC while executing the obstacle. However, SNC lacked the command presence and communication skills to correct the candidate or recognize the need to replace him at a key location. SNC had difficulty leading multiple candidates and failed

Candidate Kautz briefed a detailed orientation with confidence and clarity. His five paragraph order was complete and briefed thoroughly to his fire team. Candidate Kautz was not the first one on the platform and stood in the back attempting to control his fire team. This caused him to lose control of members and not fully understand the points of friction. Candidate Kautz failed to display a sense of urgency and make decisions quickly when asked by his fire team. Though he maintained confident, his decision making ability lacked. Once he identified his solution would not work, there was a pause of over two minutes in which he stopped to create another solution to the problem. His fire team appeared to respect SNC and he was clearly

Candidate Wallace successfully briefed the entire five-paragraph order, though she added an additional element, referring to the environment as urban terrain, and neglected to brief the location of the friendly platoon. Candidate Wallace also briefed that communication would be arm signals only, but utilized only verbal signals on the obstacle. Once on the obstacle, Candidate Wallace came up with a good plan, which was unfortunately poorly executed. In the conduct of her plan, Candidate Wallace also removed the fire team's security, bringing in that candidate to assist, and did not replace security for two minutes. Additionally, Candidate Wallace had a candidate who was doing well throwing the rope over the top bar, but replaced her with

Candidate Brown started by briefing all major portions of the order to include a well-organized mission statement, which included the “in order to” verbiage, showing understanding of the purpose. She posted security only after briefing the order but checked back on them periodically. Later in the execution phase, the team member assigned to security was standing up and not staying in a tactical mindset. SNC failed to address this lack of discipline. SNC's lack of leader’s reconnaissance caused her significant problems in the execution; she was solely dependent on the two fire team members she sent through before herself. SNC lead her fire team through the obstacle from the back, which did not embrace the leader-fighter concept. She often got

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 Larocque presented the first portions of her plan by reading directly from the notes she had taken, avoiding any eye contact with her fire team members. When she started briefing her scheme of maneuver she walked away from her fire team in order to see the obstacle better. Her fire team had to get up from their knees and follow her in order to hear her order. This caused confusion as the fire team went to begin execution, requiring clarification on where fire team members were supposed to start and what their tasks were. SNC’s plan culminated quickly and she immediately asked for suggestions on how to proceed. She promptly accepted the plan she was offered, undid all of the progress she had already made, and began to follow the

Candidate Platt received and briefed all five paragraphs of the operations order. Though her brief was given with confidence and clarity, her command presence lacked for the remainder of her evaluation. She stumbled around while attempting to control her weapon, and failed to move with a sense of urgency, as briefed in the order. Candidate Platt allowed her fire team to step off without going condition one. Though SNC tasked a member of her fire team to conduct the navigation, she never supervised or verified that the navigation was correct. Upon contact, SNC failed to respond for approximately 30 seconds at which time she did not give clear orders to her fire team on how to respond. During the attack her weapon experienced a jam, which