The Eight Troop Leading Procedures

Guided Discovery.

Photo by Behnam Norouzi on Unsplash

Is leadership a process?

Reading Materials

• Requested reading (short+sweet): FM 5-0, Planning and Orders Production, pages 149 through 154 based on printed document (PDF pages 161-166), Link to FM 5-0 on US Army Publishing Directorate

• Optional reading (long+detailed): ATP 3-21.8, Infantry Rifle Platoon and Squad, pages 2-9 through 2-39 based on printed document (PDF pages 49-79), Link to ATP 3-21.8 on US Army Publishing Directorate

Analysis

Do you approach leadership tasks in your life with a sense of process? You probably approach them with a sense of purpose (at least the tasks you decide you care about), but is there also process?

Leaders are relied upon to be consistent, whether it is leadership at work or leadership in the household. Consistency rests on discipline, discipline rests on process, and in the US Army, a fundamental building block of leadership process are the troop leading procedures. (All excerpted text below is from FM 5-0)

7-1. Troop leading procedures is a dynamic process used by small-unit leaders to analyze a mission, develop a plan, and prepare for an operation (ADP 5-0)….
7-2. TLP begin when a company or smaller unit receives a change of mission or an order for a new mission. They provide small-unit leaders a framework for planning and preparing for operations. TLP help leaders to effectively and efficiently use available time to issue orders and execute tactical operations while maximizing understanding of the situation…TLP are not for the purpose of finding the optimal way of solving a problem (for example, considering multiple courses of action [COAs]). TLP are a logical process of analysis focused on understanding the situation and determining how the echelon will accomplish its directed task.

In the old days (when I learned the TLP), the mnemonic device used to remember all eight of the TLPs was RIMSRCIS…typically pronounced ‘rims-are-sis’. Unfortunately, the Army slightly changed the wording in the steps, so now the mnemonic is RIMICCIS. No idea how to pronounce that: ‘rimmy-sea-sis’?

7-3. TLP consist of eight steps. The steps are not rigid. Some steps are done concurrently, while others may go on continuously throughout planning and preparation. For example, steps 1-3 are normally conducted in order, while steps 3 through 7 are sequenced as needed. The last step, supervise and refine, occurs throughout. (See paragraphs 7-4 to 7-30 for a discussion on performing the eight steps of TLP.) The steps of TLP are—

• Step 1 - Receive the mission.
• Step 2 - Issue a warning order.
• Step 3 - Make a tentative plan.
• Step 4 - Initiate movement.
• Step 5 - Conduct reconnaissance.
• Step 6 - Complete the plan.
• Step 7 - Issue the order.
• Step 8 - Supervise and refine.

If you have been a leader for some duration of time, in any format, this procedural flow will not feel surprising. But it would be surprising if you’ve thought through the explicit process structure for responding to a task, mission, or request in this manner.

When FM 5-0 introduces the eight steps, it is careful to note they are “not rigid.” At no point are they suggested to not be comprehensive. Processes and procedures create value in completeness; skipping a step creates a failure mode. One of the more interesting ways to think about the logic of these specific eight leader procedures is what happens in the poor execution or absence of even one of them.

Did you really know what you were trying to do in the first place?

7-4. Note. Immediately following the receipt of order, subordinate leaders usually brief their superior on the order they received. This is called a confirmation brief. During a confirmation brief, they brief their understanding of the commander’s intent, the specific tasks, and purposes they are assigned, and the relationship of their tasks to those of other elements conducting the operation. They describe any important coordinating measures specified in the order. The confirmation brief is normally used with other types of rehearsals.

Did your procrastination impact someone else?

7-7. Leaders ensure that subordinate echelons have sufficient time for planning and preparation.

Did you jump to a conclusion (completed plan) before you had all the information? Did you trust what you were told without your own due diligence?

7-17. Whenever time and circumstances allow, or as directed by higher headquarters, leaders personally observe the assigned area for the mission prior to execution. This is done to verify terrain analysis, adjust the plan, and confirm the usability and time of routes for critical movements. No amount of information from higher headquarters can substitute for firsthand assessment of the mission variables from within the assigned area.

Did people understand what you wanted them to do? Were you structured in your communication?

7-20. Small-unit orders are normally issued verbally and supplemented by graphics and other control measures. An order follows the standard five-paragraph OPORD format.

Did you fire and forget? (look at us, using military slang!)

7-23. A crucial component of the supervise and refine step is rehearsal. Rehearsals allow leaders to assess their subordinates’ preparations and identify areas that require more supervision. Leaders conduct rehearsals to—

• Practice essential tasks.
• Identify weaknesses or problems in the plan.
• Coordinate subordinate element actions.
• Improve Soldier understanding of the concept of operations.
• Foster confidence among Soldiers.

Did you actually supervise and did you ever refine, or did you just create a new task/mission for yourself in the future?

7-32. …Most importantly, leaders create plans to ensure that all their subordinates focus on accomplishing the same mission within the commander’s intent. If required, they can deviate from the plan and execute changes based on battlefield conditions and enemy forces. Supervision ensures leaders assess their subordinates’ understanding of their orders, determine where additional guidance or planning is necessary, and ensure units’ preparations are best focused toward accomplishing the mission.

If leadership is the difference between good intentions and successful outcomes, then process matters.

Questions for Individual Reflection

1. Ambiguous goals can lead to inefficiency. How do you ensure there is clarity in objectives for your teams, especially in high-pressure situations where immediate action is required?

2. How do you balance decisiveness with the need for adaptability in strategic business decisions? Is it by gut-feel or a process-led choice?

3. In military operations, as in business, planning occurs at multiple levels simultaneously. How do you implement parallel planning in your life to maintain agility and alignment across different organizations, teams, or individuals?

4. In the reading, a time analysis method called the "one-third, two-thirds rule" is mentioned. How do you allocate time efficiently when leading complex projects with multiple stakeholders?

5. TLP ensures that even in a leader’s absence, subordinates understand the intent of a task or mission. How do you cultivate a culture in your organization where teams can operate autonomously while staying aligned with objectives?

Professional Discussion Prompts (or Additional Individual Reflection)

1. In what ways do business leaders and military commanders face similar leadership challenges, and where do the differences lie?

2. How can the discipline and structured approach of TLP enhance innovation without stifling creativity in corporate strategy?

3. Are there corporate decision-making frameworks that you believe are superior to TLP? If so, what and why?

4. What are the limitations of applying TLP in a business environment? How can they be adapted for non-hierarchical corporate structures?

5. Can adopting a TLP-style approach improve cross-functional collaboration in a matrixed organization? Why or why not?

Personal Discussion Prompts (or Additional Individual Reflection)

1. What aspects of TLP do you already apply in your personal life?

2. Military leaders must make rapid, decisive choices under pressure. How does this compare to decision-making in your life? When is it better to wait for more information, and when must you act with what you have?

3. How does involving your family or friends in planning impact motivation, clarity, and execution? What techniques do you use to ensure your personal ‘team’ understands and supports a plan?

Exercises

1. Mission Planning Simulation

   1. Exercise:

      1. Select a real or hypothetical business scenario (e.g., launching a new product, restructuring a department, handling a crisis).

      2. Apply the Troop Leading Procedures (TLP) to the scenario, following each step carefully.

      3. Identify potential challenges and risks along the way.

   2. Debrief:

      1. What were the biggest challenges you faced?

      2. How did using the TLP framework influence your planning process?

      3. How does this compare to your usual approach to business decision-making?

2. Backbriefs for Effective Communication

   1. Exercise:

      1. One participant acts as a leader giving instructions for a task.

      2. The rest of the team must conduct a backbrief (a confirmation of understanding) before proceeding.

   2. Debrief:

      1. What gaps in understanding were identified?

      2. How did backbriefing improve clarity?

      3. How could this technique be used in business meetings or strategic planning?

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