The Types of Military Briefings & Steps of Military Briefings The Army has four types of military briefings which Soldiers present to their commanders, fellow staff members, and/or other military or nonmilitary personnel. The four types of briefings are: 1) Information Briefing; 2) Decision Briefing; 3) Mission Briefing; and 4) Staff Briefing. Each have a purpose, and will help you in accomplishing the intent of conducting the brief. Each military briefing has a set of steps that need to be followed in order to make sure that the intent of the type of brief you are using is met. The intent of this paper is to describe each of the military briefings, and outline each of the steps for each of the military briefings; information, decision, mission, and staff. INFORMATION BRIEFING According to the Commander and Staff Officer Guide, Army Tactics, Techniques, and Procedures (ATTP) 5-01, “an information briefing presents facts in a form the audience can easily understand. It does not include conclusions or recommendations nor …show more content…
“The analysis of the briefing determines the basis for this. Briefer will follow these key steps to prepare a briefing: 1) Collect materials needed; 2) Prepare first draft; 3) Revise first draft and edit; 4) Plan use of visual aids; and 5) Practice.” (ATTP 5-01, 2011) DELIVER THE BRIEFING Finally is game time, and the briefer conducts the brief. The briefing will be successful as long as the briefer is concise, objective, accurate, clearly enunciated, and forceful delivery, as well as confident and relaxed. “The briefer should consider the following: 1) The basic purpose is to present the subject as directed and ensure the audience understands it; 2) Brevity precludes a lengthy introduction or summary; and 3) Conclusions and recommendations must flow logically from facts and assumptions.” (ATTP 5-01, 2011)
Effective planning is impossible without first understanding the problem. Commanders rely on personal observations, experiences, and input from others to develop understanding. They also prioritize information requests and incorporate additional information as those requests are answered. A complete understanding of the problem and environment builds the foundation for the operational process and ...
A military officer must manage pieces of one of the largest organizations in the United States government - an organization that accounts for the third largest piece of the American budget and is comprised of 1.3 million active sailors, soldiers, airmen, and marines, many of whom are tasked with being deployable to any location within 48 hours. This is only possible through concise, professional communication on the part of every service member, especially
LM06, Strategic Planning Student Guide. (2013). Maxwell-Gunter AFB. Thomas N. Barnes Center for Enlisted Education (AETC).
Staff Sergeant (SSGT) Louis Moeller shaped me into the Recon Marine I wanted to be and the Non-Commissioned Officer (NCO) that I am now. By embodying the Recon Creed and always setting the example, he made me want to be an NCO that my troops would look up to and want to follow. Even when not in charge he was constantly the one peers and junior Marines alike, turned to for guidance and inspiration. To this day, I still find myself asking “What would Louis do?” when confronted with a leadership dilemma.
Colonel Mathew Moten once said, “Professions are not professions simply because they say they are. Their clients, society as a whole, have to accept their claims and trust the professions with jurisdiction over important areas of human endeavor”.
Military Sexual Trauma, also known as MST. What is it and why is it important? MST refers to psychological trauma resulting from a sexual assault or repeated, threatening harassment experienced during military service (pg. 3). Now, let us take a moment and think about the relevance of this subject? When we think of our women in combat, what do we see? We see strong and courteous females. But have we ever thought about what could be lurking underneath all that armor?
Identification of the problem-Herein lies the crucial first step in the Army’s Problem Solving Process. Initially a leader must determine the totality of the given situation, determine where the problem originated, and determine the “Who, What, When, Where and Why” answers to the source of the problem. Gathering of information-This step in the process is the most fluid. Understanding the problem at the user level is critical; therefore, defining the problem in this process is mandatory to ensure that everyone involved understands every facet of the problem statement. Development of criteria-While defining criteria to solve a problem, Army officers form two subsets; a screening set and an evaluation set. The screening set of criteria are parameters set by the leadership attempting to solve a problem to ensure the result of the decision made is a manageable success. The evaluation criteria consists of five validating elements. The elements of the evaluation criteria are; a short title; well defined; and the criteria must be of a standard unit of measure. Additionally, the problem solver must establish a benchmark that allows, the problem solver, to
Leaders today need to have an appreciation for the operation process, understand a situation, envision a desired future, and to lay out an approach that will achieve that future (Flynn & Schrankel, 2013). Plans need to be created that can be modified to changes in any factors considered. However, plans should not be dependent on specific information being precise or that require things to go exactly according to schedule. Instead, the staff NCO should be flexible where they can and always be prepared for the unexpected. Today’s military members are fighting an unconventional war in Iraq and Afghanistan. The enemy constantly changes their tactics, techniques, and procedures (TTP’s) to counter the United States technological advances, making planning very difficult for leaders. There are multiple tools at a staff NCO’s disposal to try to anticipate an outcome of a current operation, but also assist with the development of concepts in follow-on missions. The Military Decision Making Process (MDMP) is just one tool a staff NCO can utilize. In order to stay ahead of the enemy, create effective plans and orders, it is critical for a staff NCO to assist the commander, and understand that the MDMP and planning are essential in defeating the enemy and conserving the fighting force.
"The soldier is the Army. No army is better than its soldiers. The Soldier is also a citizen. In fact, the highest obligation and privilege of citizenship is that of bearing arms for one’s country” (-General George S. Patton Jr). Here within our borders we are the lucky ones, we have been blessed with the pleasure of so many brave men and women; to volunteer in the world's greatest military; and put their lives on the line for something that they believe is a moral obligation. But, think of some other countries, that have conscription (the practice of ordering people by law to serve in the armed forces) laws. We as a nation have some laws on conscription, and if you are male and above the age of 18 you have already signed the slip of paper stating that in the time of war; if our great nation re-instated the draft then there is a great chance you will be serving on the frontline of the next Great War. This brings me to my first topic of this page, is it ethical to have a draft? My second topic that I will discuss will be on if it is morally acceptable to "draft dodge". What I mean on the second topic is if you have a right; that morally allows you to not go fight in the war.
In regards to content, there is a legal requirement to produce the title or number of the meeting, the date time and location that the meeting occurs and the number and names of attendees present along with any absentees/apologies. There needs to be a confirmation of quorum, details of all decisions made and all actions taken on the back of them. The names of the nominator and seconder should be detailed in the minutes and also the outcome of any voting procedure. Any other significant matter needs to be detailed in formal meeting minutes.
“Why would you want to interview me when there are plenty of people back home that would be easier to interview in person?” asks John Stout. He is about 5’11, has dark black hair and his eyes are a rich chocolaty brown. He is tan and has a strong muscular body. John is currently deployed in Bagram Afghanistan. He departed on July 7th, 2016 and will not return until April of 2017. He grew up in Fort Ripley, MN and graduated from Brainerd High School in 2014. John is very close with his Mother, Father, Brother and Sister. He grew up with a wrench in his hand and always helped his Father work on project cars and fixing things around the house. To John, family is everything. His family always took vacations and every summer, he gets to travel around the United States for Army training. John grew up in a military family. His Father works as a Warrant Officer in the Minnesota National Guard and his Brother, Curtis, is in the Marine Corps and is also deployed right now.John has always wanted to serve his country
Readiness is of the utmost importance with training being the most significant aspect that contributes to Readiness. Each Soldier needs an individual training plan. The plan should take the Soldier from enlistment to discharge or retirement. It is each Soldiers responsibility to be proficient in their field craft. This includes being fit mentally and physically, and trained to win in a complex world. It is the responsibility of the NCO to train these Soldiers. Unit training plans will address the readiness and resilience of individual Soldiers to ensure their fitness to accomplish their mission. Units must conduct realistic training at the individual, squad, platoon and company levels focused on Mission Essential Tasks (METs) for their
Clampitt views Tactical Preparation as “the “how-to’s,” the operational plans that emerge from the strategy” (2013, p.255). There of many things to mindful of when developing tactics. The channels in which the message should be delivered and to what the actual message should consist of are important to consider (2013). Who should delivery this messages and when should they do so (2013). Clampitt feels it is important “change leaders include safety valves in the process and allow employees to express their concerns” (2013, p.259). One of the simplest way to do this would be a simple question and answer session at the end of the message. The tactic one chooses to convey their message should coincide with all the planning completed with the
2. activity perspective gained during discussion period. General steps to group goal sketched, and where technical advice is needed, the leader suggests two or more alternative procedures from which choice can be made.
Communication is critical to any organization and is necessary in every aspect especially in a military. Communication plays a role in Soldier development, peer to peer relations, Chain of command management, and virtually every aspect of a military operations. Commanders require it the most so that they can execute large scale operations without flaw and that alone requires ceaseless effective communication. If soldiers are informed and engaged, communications with other units are likely to be robust as well.