What Is Snc's Success?

Within every organization there are advantages and disadvantages as well as strengthens and weakness. One of the biggest weaknesses of the Target Corporation is that all of their operations are located in the US. The organization would benefit more if they engaged in business with multinational countries. Wal-Mart has more than 11,000 retail stores in 27 multinational countries. If Target is ever going to move out of their second place position behind Wal-Mart there are going to need to expand globally. The Target Corporation is still trying to recover from the embarrassing financial disaster they made when they tried expanding their brand in Canada. Target spent 1.8 billion for 222 locations in Canada. Unfortunately, this merger

SNC gave a detailed brief that outlined a precise plan that was coherent and directed towards mission accomplishment. SNC contradicted a well thought out plan of action with a monotone voice and his use of filler words, such as, uh and um, coupled with a lack of passion. The lack of passion was seen in his sense of urgency as SNC spent 80% of his time briefing his 5 paragraph order that adversely affected his sense of urgency. SNC was able to secure the objective quickly, but loss situational awareness of his surroundings and enemy position that initially created confusion when engaged by the enemy. SNC was able to make clear and concise decisions in an appropriate amount of time that efficiently utilized his fellow candidates. This expedited

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 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 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.

SNC understood all of the instructions very well and used his time wisely in order to develop an initial plan for the problem. SNC covered all of the information pertained to the five paragraph order. SNC developed his initial plan for the fire team to conduct, however the plan did not include security. The plan helped benefit the fire team and gave the SNC more confidence as the mission progress evident his tone of voice his ability to specifically task individual candidates. SNC effectively communicated the tasks and ensured SNC’s subordinates understood the instructions by having them repeat the instructions he gave them. SNC was able to overcome friction while remaining in control, by adjusting his plan as the situation developed. SNC periodically

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

SNC failed to accurately calculate the azimuth with in standard. SNC confidently issued a well-organized five paragraph order in a clear, authoritative tone void of filler words. SNC’s Scheme of Maneuver was clear, concise, and illustrated SNC’s use of sound tactical judgment and ability to consider future requirements. SNC issued tasks to each fire team which were consistent with the mission and addressed potential casualties. SNC moved his squad with a sense of urgency and displayed the ability to rapidly make decisions when faced with enemy contact and maneuver as required. However, SNC’s decision to assault through a lone enemy’s fighting position was inconsistent with the mission; the mission was to resupply a desperate squad with

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 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 Huff did not brief the admin/logistics and command/signal paragraphs of his order. The rest of his order was briefed with shaky confidence involving heavy use of "ums." SNC did not establish security during his brief or during execution. SNC demonstrated inefficient use of his time by spending nearly sixty seconds re-slinging the teams rifles in the beginning of execution. Due to a lack of an initial plan following the brief, the team had to begin execution whileconducting reconnaissance and orienting to the problem. Once oriented, SNC was hesitant in deciding how to engage the problem. Once a scheme of maneuver was developed, he was able to communicate his guidance to the team members and begin driving his team toward mission

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

Wilson Reyes felt that his contribution they are not being recognized and he wanted to know what it was that he was missing, the he need to seek a new roles in the company that would make full use of his talents and train for a possible leadership role sometime soon.