Duties and Responsibilities of Platoon Leadership

Guided Discovery.

Photo by Behnam Norouzi on Unsplash

How do you characterize the job of a leader?

Reading Materials

• Requested reading: ATP 3-21.8, Infantry Rifle Platoon and Squad, pages 1-7 through 1-12 based on printed document (PDF pages 27-32), Link to ATP 3-21.8 on US Army Publishing Directorate

Analysis

The better job descriptions included in open roles on LinkedIn typically begin with details on the hiring organization, both the company and team/function doing the recruiting. This is to provide context.

Similarly, in ATP 3-21.8, Infantry Rifle Platoon and Squad (excerpted below), the Duties and Responsibilities of leaders cannot begin until the context is set.

Duties and Responsibilities → enable Command and Control → of the warfighting function → which is the related tasks and a system that enable commanders to synchronize and converge all elements of combat power (1-17).

Neither you nor I are likely to need to synchronize and converge all elements of combat power any time soon, but the note provided to define ‘combat power’ is useful.

1.17 Note. Combat power is the ability to fight. The complementary and reinforcing effects that result from synchronized operations … yield a powerful blow that overwhelms enemy forces and creates friendly momentum. Army forces deliver that blow through a combination of five dynamics. The dynamics of combat power are leadership, firepower, information, mobility, and survivability.

Can you define the critical outcome of your organization (or team or even individual purpose) in a similarly specific manner? What are you actually trying to achieve and what does it take to achieve it? Borrow the format.

__________ is the ability to __________ . The complementary and reinforcing effects that result from synchronized operations yield a powerful blow that __________ and __________ . Our team delivers that blow through a combination of five dynamics. The dynamics of __________ are leadership, __________ , __________ , __________ , and __________.

The above exercise kept two things constant from the military example: synchronization and leadership.

1-18. Leadership is the most essential dynamic of combat power. Leadership is the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization (ADP 6-22). It is the multiplying and unifying dynamic of combat power, and it represents the qualitative difference between units.

In the corporate world, poor leadership is often explained away by externalities or justified by outsized financial outcomes (which oftentimes can also be explained away by externalities).

How do you feel about the assertion that leadership represents the qualitative difference between units (teams)?

There’s no good reason to include the diagram of the organization of an infantry rifle platoon…at the same time, isn’t it nice to know that military leaders love boxes and lines as much as corporate leaders? And maps? Don’t get me started!

ATP 3-21.8, Figure 1—1

Leadership should and does represent the qualitative difference between units. Most organizations, thankfully, include more than one leader. Like a rifle platoon.

The reading lists roles sequentially, but let’s focus on six areas of commonality between the jobs of Platoon Leader, Platoon Sergeant, Platoon RTO, Squad Leader and Team Leader.

Collectively, these six areas of commonality could be the start of a job description of a leader.

A Leader Sets the Example

1-21. The platoon leader leads Soldiers by personal example and is responsible for accountability of platoon members, assigned equipment, all the platoon does or fails to do…

1-22. The platoon sergeant sets the example in everything…

1-25. The squad leader directs team leaders and leads by personal example.

1-27. The team leader leads the rifle team members by personal example…

A Leader Understands Intent

1-21. Understands the mission and commander’s intent two levels up (company and battalion).

1-22. Understands the mission and commander’s intent two levels up (company and battalion).

1-26. Understands the mission and commander’s intent two levels up (platoon and company).

1-28. Understands the mission two levels up (squad and platoon).

A Leader Puts Themself at the Point of Impact

1-21. Positions where best to control and accomplish the mission.

1-22. Positions where best needed to help the engagement (either with the assault element or base of fire element).

1-26. Operates in all environments.

1-28. Leads the team in fire and movement.

A Leader is Ready to Take Initiative

1-21. The platoon leader must be prepared to exercise initiative within the company commander’s intent and without specific guidance for every situation.

1-21. Looks ahead to the next “move” of the platoon.

1-25. Under the fluid conditions of close combat, the squad leader accomplishes assigned missions without constant guidance from higher headquarters.

A Leader Appreciates Dependencies and How To Work with Other Leaders

1-21. Relying on the expertise of the platoon sergeant, the platoon leader regularly consults with the platoon sergeant on all platoon matters.

1-22. Prepares to assume the role and responsibilities of the platoon leader.

1-22. …advises the platoon leader, and assists the platoon leader by upholding standards and platoon discipline.

1-23. Assists the platoon leader with information management.

1-26. Assumes duties as the platoon sergeant or platoon leader as required.

1-28. Prepares to assume the duties of squad leader and platoon sergeant.

A Leader Always Tries to Improve Synchronization

1-21. Requests, controls, and synchronizes supporting assets.

1-22. Requests logistical support from the higher headquarters, and usually coordinates with the company’s first sergeant or executive officer.

1-26. Controls the employment of indirect fires within the squad (including call for and adjust fire).

Do you see these common concepts in the text?
Are there other parts of the ‘job description’ you think are more meaningful?

Questions for Individual Reflection

1. Do you know the job description of those with whom you spend the most time? Do they? How would this knowledge improve your interactions?

2. Is leadership the multiplying and unifying dynamic in your organization? Is your individual leadership a multiplying and unifying dynamic?

3. The text states that "no amount of technology or equipment can take the place of competent leadership." Think of a situation where leadership, rather than technology or resources, was the deciding factor in success or failure. What lessons can you apply to your own leadership job description?

4. The platoon leader has centralized authority but relies heavily on the expertise of subordinates, especially the platoon sergeant. How do you balance maintaining control while empowering (and benefiting from) junior leaders with more expertise?

Professional Discussion Prompts (or Additional Individual Reflection)

1. Is it possible to define the ‘job’ of a leader? What would you prioritize in that definition within your organization?

2. The platoon leader must "exercise initiative within the company commander’s intent and without specific guidance for every situation." How does this compare to decision-making in corporate environments? How can you empower your team to act decisively while staying aligning with organizational objectives?

3. The text emphasizes that the platoon leader must understand the mission and intent "two levels up." How does this concept apply to corporate leadership? How can understanding your company’s strategy at multiple levels improve your decision-making and effectiveness?

Personal Discussion Prompts (or Additional Individual Reflection)

1. Military leaders lead through personal example, persuasion, and compulsion. How do you lead outside of work? What is your leader ‘job description’ when you do not have a formal title?

2. Each leader in the platoon has clear responsibilities but must also be prepared to step into a higher role if necessary. How do you prepare people in your life or family to assume greater responsibilities when needed?

3. In your personal life, who plays the role of an ‘RTO,’ ensuring clear and timely communication? How can your team improve its communication structures?

Exercises

1. Exercising Initiative

   1. Exercise:

      1. Conduct a quick self-assessment: "Is my tendency to exert control or encourage empowerment? What context influences these tendencies?"

      2. Discuss patterns and their impact. Develop a set of best practices for enabling delegated leadership at the executive level.

   2. Debrief:

      1. Where in our organization do we see the greatest tension between control and empowerment?

      2. How do we encourage delegation and individual initiative without sacrificing accountability?

2. Maintaining Morale & Cohesion During Difficult Times

   1. Exercise:

      1. Reflect on a challenging period in your company’s history (e.g., reductions in force, extremely adverse market change, etc).

      2. Identify specific leadership actions that strengthened or weakened morale. Who set an example and how?

   2. Debrief:

      1. What are the most important leadership principles for maintaining morale in difficult times?

      2. How do leadership behaviors change during periods of stress and what techniques would be useful in counteracting this inconsistency?

Feel free to borrow this with pride and use with your teams, professionally or personally. If you do, please let me know how it went and tips for improvement: matt @ borrowingwithpride.com