Increasing Reconnaissance and Security Proficiency through Leader Experience

Summer 2017 Increasing Reconnaissance and Security Proficiency through Leader Experience by LTC Mark McClellan Armored brigade combat teams (ABCTs) are balancing reconnaissance and security (R&S) education and train ing of personnel to ensure that key leaders in R&S positions have the skills and experience to be successful in these positions. A possible method for ABCTs to increase operational experi ence within their R&S units is to make R&S positions “second time” command or leadership opportunities within the

ABCT.

As cavalry-squadron units conduct mis sions on shortened planning timelines and with greater operational depth, these missions require leaders and staffs who are able to execute troopleading procedures (TLPs) and the military decision-making process (MDMP) quickly and with less guidance from higher levels. Assigning officers, whether in the Armor or Infantry Branches, who have already served a year in a position in a line unit and who have shown the potential for success in the Army could increase the cavalry squadron’s mission performance. Scout-platoon leaders Cavalry-squadron scout platoons oper ate more independently and deeper indepth than the combined-arms battal ion (CAB) scout platoons. In the deci sive-action fight at combat-training centers, squadron scout platoons are deploying 12-24 hours ahead of the brigade combat team (BCT) line battal ions. Due to platoon density, though, the squadron scout platoons are the most operationally inexperienced scout-platoon leaders (PLs) in the BCT, as these positions are “first time” po sitions for the lieutenants. Generally, CABs choose their scout PLs from among nine line PLs. Thus, in an ABCT, three CAB scout PLs are chosen from 27 line PLs. For ABCT cavalry squad rons, cavalry squadrons traditionally choose their scout PLs as they are re ceived from installation reception. A possible method for ABCTs to in crease the operational experience of their scout PLs would be to make scout platoons across the BCT a second PL position. Selection of these leaders would be managed at the BCT level. CABs and the squadron would Figure 1. Platoon positions within the BCT.

Summer 2017 nominate top-performing maneuver PLs for the BCT scout platoons (the ABCT cavalry squadron has three tank platoons). To align incentives, CAB commanders could still assign their unit’s “top two” lieutenants to their unit’s scout platoon and mortar pla toon while nominating their Nos. 3, 4 and 5 lieutenants for consideration for the squadron scout-PL position. The squadron would nominate the top tank-platoon leader within the cavalry squadron’s tank company for the pool. This would create a pool of 10 people to compete for the six remaining squadron scout-PL positions. A method for choosing the next scout platoon’s leaders in the squadron could be a BCT-led R&S field competition to select officers to be assigned to the squadron scout PL positions. A benefit of this method is that it would ensure that the squadron and CAB scout PLs are some of the most operationally experienced PLs in the BCT. A possible negative is that this se lection method would change the per formance level of maneuver-company executive officers, as these officers are generally chosen from the same pool of officers considered for CAB scout-platoon positions. Also, the ABCT would need to ensure that one battal ion wasn’t the billpayer for most of the squadron scout platoons, as this would not align the incentives for the CAB with the ABCT. Cavalry-troop commanders For the cavalry troops, second-com mand troop commanders in the BCT could bring a great deal of operational experience to cavalry-squadron opera tions. Cavalry-troop commanders op erate units more in depth and width across the battlefield with reduced planning time, compared with maneu ver-company commanders; troop com manders with a year of maneuver com pany command would have more rep etitions of TLPs under their belts and would be more experienced in compa ny-level operations. A possible method for ABCTs would be to pick their three cavalry-troop com manders from captains who are com pleting a year of line-company com mand time in an ABCT CAB. Again, to ensure incentives are aligned, BCTs should ensure that CAB commanders still maintain input in the BCT com mander’s selection of their unit’s head quarters and headquarters company commanders, as these positions re quire a great deal of operational expe rience and potential as well. This selection process would equip troop commanders who have experi ence training and employing maneuver companies in attack and defense oper ations. From these experiences, these commanders would be better prepared to command troops answering the BCT commander’s priority information re quirements in decisive action. Squadron executive officer and operations officer The first year in a BCT for a field-grade officer is an eye-opening experience. New maneuver majors in BCTs spend the first year in a position learning how to be a field-grade officer and how to lead MDMP with inexperienced staffs – along with a number of other new tasks and requirements. Adding to those requirements, majors in a BCT cavalry squadron have to execute the MDMP process on a shortened time line and possibly with a less-defined BCT plan, compared to maneuver ma jors in a CAB. A selection method for ABCTs to in crease the operational experience of cavalry-squadron executive officers and S-3s would be to assign these po sitions to some of the more successful majors in the ABCT. The BCT would still assign its “top two” majors to the BCT executive officer and S-3 positions; the No. 3 and No. 4 majors in the BCT would move over to positions in the cavalry squadron or remain if already assigned there. This method would ensure that the ABCT cavalry squadron has two majors with at least a year of experience in the BCT. This method does have draw backs, though. Currently, officers gen erally move between the S-3 and exec utive-officer position within the squad ron or CAB, except for the two officers who move up to the BCT S-3 and exec utive-officer positions. This may cause a CAB to have two new field-grade of ficers after brigade transitions. The bri gade commander would have to man age this to ensure that increasing operational experience within the squadron is weighed against the pos sible excessively disruptive transitions within the CABs. There is benefit from having a major who has been with the squadron for a least a year, as that officer knows the organization. The current 24-month limit for field-grade key and develop mental (KD) service restricts the divi sion’s and brigade’s commanders’ abil ity to retain experienced majors within the BCTs. Thus, using this selection process may result in two experienced majors who are newly assigned to the squadron. Again, the BCT commander will have to balance requirements for experience vs. benefits from field-grade longevity in units. The Depart ment of the Army should look at relax ing restrictions on major brigade KD service limits for BCT-level and cavalry-squadron majors to ensure that expe rience is retained within the BCT for those positions. With the 10-year pinon point for majors, there is time avail able after KD service for officers to be assigned to broadening assignments, even if serving three years within a

BCT.

Timeline and evaluation impacts These selection methods have impacts for officer and unit timelines. A com pany- and field-grade officer KD time line within a BCT is an important con sideration for these selection methods. Generally, 12 to 18 months is the max imum amount of time an officer can spend in any one position type. These methods assume transitions at one year. Human Resource Command manning guidance recommends that company-level commanders be in position for 12-18 months for one command and up to 24 months if given a second com mand. By increasing the number of second-time commands within an ABCT, units can maintain experienced and high-performing company-level commanders for up to six more months. Also, very few units can sustain posi tion transitions at a set time. Most unit transitions occur sporadically through out a year based on the sustained readiness model, officers arriving and

Summer 2017 leaving the units, and time-in-position milestones. ABCT, squadron and battal ion staffs may have to align selection processes as positions open in the squadron and CABs. Key to the success of this program is ensuring that officers have attended the appropriate R&S functional course for cavalry positions. For scout PLs, this functional course is the Army Recon naissance Course (ARC). For cavalry troop commanders, this functional course is the Cavalry Leader’s Course (CLC). For squadron field-grade offi cers, the education is received in Fort Leavenworth’s Command and General Staff Officer’s Course R&S elective, A331-reconnaissance and security. Ma jors who are attending sister-service, non-resident and fellowships for inter mediate-level education requirements can attend CLC as well. Another important consideration is the evaluation impacts for officers select ed to serve in the ABCT squadron. A squadron made up primarily of PLs who perform in the top 50 percent of officers in the BCT could disadvantage these PLs, as they would be competing against a more competitive pool of of ficers. Some of these officers would not be “top blocked.” Units would have to weigh the possible operational-ef fectiveness increase vs. with the pos sible negative impacts to an officer’s evaluation. Conclusion Due to realities on the ground, it may not be possible to ensure that every scout platoon and cavalry troop in the cavalry squadron is manned with “sec ond time” officers. Brigades can look to ensure at least one platoon per troop is led by a “second time” officer and at least one cavalry troop is a sec ond command position. Also, BCTs should enforce attendance at ARC and CLC for leaders within their cavalry for mations. Another option for BCTs to in crease operational experience within cavalry units is to lengthen troop- and platoon-level KD time from 12-18 months to 18-24 months. In addition to increasing performance within the squadron, ensuring that leaders within ABCTs have operational experience in maneuver line organiza tions before assuming positions within cavalry organizations will produce ma neuver officers with a more diverse set of operational experiences. This will provide the maneuver force with a more broadened and experienced cad re of leaders for future assignments in both cavalry and maneuver forma tions. A maneuver major who has ex perience commanding both a maneu ver company and a cavalry troop will be better prepared to serve as a field-grade officer within a BCT. Experienced leaders are only a part of what makes a unit successful in its mis sions. Training and education in R&S are the other methods to improve cav alry-unit mission performance. As ev ery leader has different capabilities, operational experience in a line battal ion doesn’t guarantee success in a cav alry organization. Still, for decades, maneuver battalions have been assign ing top-performing maneuver PLs into scout-platoon positions based on their performance and potential after ser vice as infantry or tank PLs because ex perience matters. LTC Mark McClellan is chief of the Com mandant’s Initiatives Group, U.S. Army Armor School, Fort Benning, GA. Previ ous assignments include BCT executive officer, 3rd ABCT, 4th Infantry Division, Fort Carson, CO; BCT operations officer, 3rd ABCT, 4th Infantry Division, Fort Figure 2. Experience increases R&S proficiency.

Summer 2017 Acronym Quick-Scan ABCT – armored brigade combat team ARC – Army Reconnaissance Course BCT – brigade combat team CAB – combined-arms battalion CLC – Cavalry Leader’s Course KD – key and developmental MDMP – military decision-making process PL – platoon leader R&S – reconnaissance and security TLP – troop-leading procedures Carson; combined-arms battalion ex ecutive officer, 1st Battalion, 8th Infan try Regiment, Fort Carson; commander, Company D, 4th Battalion, 64th Armor Regiment, Fort Stewart, GA; scout-pla toon leader, 4th Battalion, 64th Armor Regiment, Fort Stewart. LTC McClel lan’s military schooling includes Com mand and General Staff College, Infantry Captain’s Career Course and Armor Basic Officer Course. He holds a bachelor’s of science degree in history from the U.S. Military Academy and a master’s of business administration de gree in logistics, transportation and supply-chain management from the Naval Postgraduate School. 2017 Maneuver Warfighter Conference MG Eric J. Wesley, commander of the U.S. Army Maneuver Center of Excellence, will host the 2017 Ma neuver Warfighter Conference at McGinnis-Wickam Hall on Fort Ben ning, GA, Sept. 12-15, 2017. The purpose of the Maneuver Warfighter Conference is to provide a comprehensive forum to address current and future issues affecting the warfighting capability, training and le thality of the maneuver force. Due to Department of Defense cap re strictions on temporary-duty confer ence attendance, the number of peo ple authorized to attend the Maneuver Warfighter Conference in a TDY status is limited to 154 DoD personnel. Therefore, TDY participation in this event is by invitation only. For the latest information, including if the conference will live-stream (the information will at minimum be posted to a password-protected Website), visit http://www.benning. army.mil/mcoe/maneuverconfer ence/. GEN David Perkins, commander of U.S. Army Training and Doc trine Command, speaks at the 2016 Maneuver Warfighter Conference.