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NEW! BSS7: The Battle Staff SMARTbook, 7th Ed.

BSS7: The Battle Staff SMARTbook, 7th Ed. is completely updated for 2023 to include FM 5-0 w/C1, Planning and Orders Production (2022); FM 6-0, Commander and Staff Organization and Operations (2022), FMs 1-02.1/.2, Military Terms & Symbols (2022); and more! Focusing on planning and conducting multidomain operations (FM 3-0 Operations, 2022), BSS7 covers the operations process; commander and staff activities; the five Army planning methodologies – Army Design Methodology (ADM), Military Decison-making Process (MDMP), Troop Leading Procedures (TLP), Rapid Decision-Making and Synchronization Process (RDSP), & Army Problem Solving; integrating processes (IPB, information collection, targeting, risk management, and knowledge management); plans and orders; mission command, C2 warfighting function tasks, command posts, liaison; rehearsals & after action reviews; and operational terms and military symbols.

Download a free PDF sample and learn more at: BSS7: The Battle Staff SMARTbook, 7th Ed. (Planning & Conducting Multidomain Operations)

Chap 1: The Operations Process (ADP 5-0)

The Army’s framework for organizing and putting command and control into action is the operations process—the major command and control activities performed during operations: planning, preparing, executing, and continuously assessing the operation. Commanders use the operations process to drive the conceptual and detailed planning necessary to understand their operational environment (OE); visualize and describe the operation’s end state and operational approach; make and articulate decisions; and >direct, lead, and assess operations.

Chap 2: Planning Methodologies (FM 5-0)

Planning requires the integration of both conceptual thinking and detailed analysis. Army leaders employ several methodologies for planning, determining the appropriate mix based on the scope and understanding of the problem, time available, and availability of a staff. Army planning methodologies include the Army design methodology (ADM), military decision-making process (MDMP), Troop leading procedures (TLP), rapid decision-making and synchronization process (RDSP),and Army problem solving.

Chap 3: Integrating Processes (ATPs 2-01.3/3-19/5-19/6-01.1)

Commanders and staffs integrate the warfighting functions and synchronize the force to adapt to changing circumstances throughout the operations process. They use several integrating processes to do this. An integrating process consists of a series of steps that incorporate multiple disciplines to achieve a specific end. For example, during planning, the military decision-making process (MDMP) integrates the commander and staff in a series of steps to produce a plan or order. Key integrating processes that occur throughout the operations process include intelligence preparation of the battlefield, information collection, targeting, risk management, and knowledge management.

Chap 4: Plans & Orders (FM 5-0)

A product of planning is a plan or order—a directive for future action. Commanders issue plans and orders to subordinates to communicate their understanding of the situation and their visualization of an operation. Plans and orders direct, coordinate, and synchronize subordinate actions and inform those outside the unit how to cooperate and provide support.

Chap 5: Mission Command (FM 6-0)

Mission command is the Army’s approach to command and control that empowers subordinate decision making and decentralized execution appropriate to the situation. Mission command supports the Army’s operational concept of unified land operations and its emphasis on seizing, retaining, and exploiting the initiative. The command and control warfighting function is the related tasks and a system that enable commanders to synchronize and converge all elements of combat power. The primary purpose of the command and control warfighting function is to assist commanders in integrating the other elements of combat power to achieve objectives and accomplish missions.

Chap 6: Rehearsals & After Action Reviews (FM 6-0 & 7-0)

Rehearsals allow leaders and their Soldiers to practice executing key aspects of the concept of operations. These actions help Soldiers orient themselves to their environment and other units before executing the operation. An after action review (AAR) is a guided analysis of an organization’s performance, conducted at appropriate times during and at the conclusion of a training event or operation with the objective of improving future performance. The AAR provides valuable feedback essential to correcting training deficiencies. Feedback must be direct, on-the-spot and standards-based.

Chap 7: Operational Terms & Military Symbols (FMs 1-02.1/.2)

Terms and symbols provide a common language used to communicate during the conduct of operations. FM 1-02.1 compiles all Army terms and definitions approved for use in Army doctrinal publications, including ADPs, FMs, and ATPs. Symbols are those graphics defined specifically for military use. They are codified in MIL-STD-2525D. Military symbols are logograms that represent words or terms used to depict abstract graphic representations of a unit, equipment, installation, activity, control measure, or tactical mission task relevant to military operations. These symbols are available for use in course of action sketches, visualizing operation orders, planning, maps, overlays, and command and control system displays to represent a current common operational picture.

Note: AODS7: The Army Operations & Doctrine SMARTbook (Multidomain Operations) is designed specifically to work hand-in-hand as a planner’s companion guide to BSS7: The Battle Staff SMARTbook, 7th Ed., with specific page references that lead to expanded content pertinent to understanding multidomain operations from FM 3-0. Save $14.90 when you order both together (bundle the print and digital versions together and save $74.80)! Read more here: ”Multidomain Operations” Planner’s SMARTset (2 books).

Browse additional military doctrine articles in our SMARTnews Blog & Resource Center.

About The Lightning Press SMARTbooks. Recognized as a “whole of government” doctrinal reference standard by military, national security and government professionals around the world, SMARTbooks comprise a comprehensive professional library. SMARTbooks can be used as quick reference guides during operations, as study guides at education and professional development courses, and as lesson plans and checklists in support of training. Browse our collection of Military Reference SMARTbooks to learn more.

NEW! TLS7: The Leader’s SMARTbook, 7th Ed.

TLS7: The Leader’s SMARTbook, 7th Ed. is the seventh edition of The Leader’s SMARTbook, completely updated for 2023. TLS7 focuses on gaining the human advantage and leadership as a dynamic of combat power (FM 3-0, 2022), developing leaders, and training, the most important thing the Army does to prepare for operations. Topics and chapters include Army leadership and the profession (ADP 7-0); developing leaders (FM 6-22); counseling, coaching, and mentoring (ATP 6-22.1); Army team building (ATP 6-22.6); training to fight and win (ADP 7-0 / FM 7-0 / FM 7-22); planning & preparation: training guidance, meetings, schedules, briefs; executing training events and exercises, holistic health & fitness (H2F); training evaluations, assessments, and after action reviews.

Download a free PDF sample and learn more at:TLS7: The Leader’s SMARTbook, 7th Ed. (Leadership as a Dynamic of Combat Power)

Intro: Leadership as a Dynamic of Combat Power (FM 3-0)

Combat power is the total means of destructive and disruptive force that a military unit/formation can apply against an enemy at a given time. It is the ability to fight.

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. It is the multiplying and unifying dynamic of combat power, and it represents the qualitative difference between units.

The human dimension encompasses people and the interaction between individuals and groups, how they understand information and events, make decisions, generate will, and act within an operational environment. The will to act and fight emerges from the complex interrelationship of culture, emotion, and behavior. A human advantage occurs when a force holds the initiative in terms of training, morale, perception, and will.

Chap 1: Army Leadership & Profession (ADP 6-22 w/Chg 1)

War is a lethal clash of wills and an inherently human endeavor that requires perseverance, sacrifice, and tenacity. Enduring the physical hardship, danger, and uncertainty of combat requires an Army that is professionally committed and guided by an ethic that motivates and guides its forces in the conduct of missions, performance of duty, and all aspects of life. Leadership is the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization. Leadership as an element of combat power, coupled with information, unifies the warfighting functions.

Chap 2: Developing Leaders (FM 6-22)

Army leaders are the competitive advantage the Army possesses that neither technology nor advanced weaponry and platforms can replace. Developing leaders is a complex and complicated undertaking because it is primarily a human endeavor—requiring constant involvement, assessment, and refinement. Today’s Army demands trained and ready units with agile, proficient leaders. Practices include recruiting, accessions, training (including coaching, teaching, mentoring, fostering and advocating self-development), education, assigning, promoting, broadening, and retaining the best leaders, while challenging them over time with greater responsibility, authority, and accountability.

Chap 3: Counseling, Coaching, Mentoring (FM 6-22 / ATP 6-22.1)

Leaders have three principal ways of developing others. They can provide knowledge and feedback through counseling, coaching, and mentoring. Counseling is central to leader development. Good counseling focuses on the subordinate’s performance and issues with an eye toward tomorrow’s plans and solutions. Coaching is a development technique used for a skill, task, or specific behaviors. While a mentor or counselor generally has more experience than the person being supported does, coaching relies primarily on teaching and guiding to bring out and enhance the capabilities already present. To help leaders acquire the necessary abilities, the Army relies on a leader development system that compresses and accelerates development of professional expertise, maturity, and conceptual and team-building skills. Mentoring is a developmental tool that can effectively support many of these learning objectives.

Chap 4: Team Building (ATP 6-22.6)

The Army relies on effective teams to perform tasks, achieve objectives, and accomplish missions. Building and maintaining teams that operate effectively is essential. Team building is a continuous process of enabling a group of people to reach their goals and improve their effectiveness through leadership and various exercises, activities, and techniques.

Chap 5: Training to Fight & Win (FM 7-0 / ADP 7-0)

The Army trains to fight and win. To do this, the Army trains by developing proficiencies in mission-essential tasks, weapon systems, and the effective integration and employment of both. These components of training readiness provide the backbone to the development of unit readiness—the Army’s first priority.

Chap 6: Planning & Preparation (FM 7-0)

Planning in the training management cycle aligns prioritized training tasks with resources over time. The commander plans training one echelon down and ensures training two echelons down is evaluated. Commanders establish the unit’s training battle rhythm to integrate and synchronize training activities, meetings, briefings, conferences, and reports.

Chap 7: Executing Training (FM 7-0 / FM 7-22 H2F)

Execution is the implementation of the long-range training guidance. It is the deliberate and purposeful accomplishment of each training event’s training objectives. Executing increasingly challenging training events to the prescribed standard builds the training proficiency required to achieve designated mission-essential task proficiency levels. It also develops increasingly capable, confident and lethal Soldiers, leaders, and units.

Chap 8: Evaluation & Assessment (FM 7-0)

All training is evaluated. Evaluation is the observation of performance measured against standards. The commander relies heavily on evaluation results when assessing proficiency. Evaluations can be executed using internal or external assets. The evaluation of training occurs during the execution phase of training events as well as during the planning and preparation phases as leaders continually find ways to improve unit tactics, techniques, and procedures. Additionally, leaders use evaluations as opportunities to coach and mentor subordinates.

Browse additional military doctrine articles in our SMARTnews Blog & Resource Center.

About The Lightning Press SMARTbooks. Recognized as a “whole of government” doctrinal reference standard by military, national security and government professionals around the world, SMARTbooks comprise a comprehensive professional library. SMARTbooks can be used as quick reference guides during operations, as study guides at education and professional development courses, and as lesson plans and checklists in support of training. Browse our collection of Military Reference SMARTbooks to learn more.

NEW! TLS6: The Leader’s SMARTbook, 6th Ed.

TLS6 is the sixth edition of The Leader’s SMARTbook, completely updated for 2021. TLS6 incorporates the full scope of new material from ADP 6-22 Army Leadership and the Profession (with Change 1), ADP 7-0 Training, and FM 7-0 Train to Win in a Complex World. Jam-packed at 392 pages, topics and chapters include military leadership (ADP 6-22); leader development (FM 6-22); coach, counsel, and mentor (ATP 6-22.1), team building; (ATP 6-22.6), military training (ADP 7-0), train to win in a complex world (FM 7-0); unit training plans, meetings, schedules, briefs; conducting training events and exercises; training assessments, evaluations and after action reviews.

TLS6: The Leader’s SMARTbook, 6th Ed.

Download a free PDF sample and learn more at: TLS6: The Leader’s SMARTbook, 6th Ed. (Military Leadership & Training in a Complex World)

Among professions, the Army Profession has unique characteristics because of the lethality of our operations. The Nation tasks the Army to do many things besides combat operations, but ultimately the primary reason the Army exists is to fight and win the Nation’s wars through prompt and sustained land combat, as part of the joint force. The Army must always be prepared to accomplish this mission through the application of lethal force.

Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization. As an element of combat power, leadership unifies the other elements of combat power (information, mission command, movement and maneuver, intelligence, fires, sustainment and protection). Confident, competent, and informed leadership intensifies the effectiveness of the other elements of combat power.

The Army depends upon itself to develop adaptable leaders able to achieve mission accomplishment in dynamic, unstable, and complex environments. A robust, holistic leader development program is essential. Through a mix of education, training, and experience, Army leader development processes produce and sustain agile, adaptive, and innovative leaders who act with boldness and initiative in dynamic, complex situations to execute missions according to doctrine, orders, and training.

Leaders have three principal ways of developing others. They can provide knowledge and feedback through counseling, coaching, and mentoring. The military is a team of teams composed of numerous organizations with one overarching common mission: win the nation’s wars. The ability to build teams through mutual trust and maintain effective, cohesive teams throughout military operations is an essential skill for all commanders, staffs, and leaders.

The Army trains to win in a complex world. To fight and win in a chaotic, ambiguous, and complex environment, the Army trains to provide forces ready to conduct unified land operations. The Army does this by conducting tough, realistic, and challenging training. Training is the most important thing the Army does to prepare for operations. Training is the cornerstone of readiness. Readiness determines our Nation’s ability to fight and win in a complex global environment.

Browse additional military doctrine articles in our SMARTnews Blog & Resource Center.

About The Lightning Press SMARTbooks. Recognized as a “whole of government” doctrinal reference standard by military, national security and government professionals around the world, SMARTbooks comprise a comprehensive professional library. SMARTbooks can be used as quick reference guides during operations, as study guides at education and professional development courses, and as lesson plans and checklists in support of training. Browse our collection of Military Reference SMARTbooks to learn more.

NEW! TLS5: The Leader’s SMARTbook, 5th Ed.

Military Leadership & Training in a Complex World

Announcing the new fifth revised edition of The Leader’s SMARTbook (TLS5), incorporating the full scope of new material from FM 7-0 Train to Win in a Complex World, FM 6-22 Leader Development, and ATP 6-22.6 Army Team Building! Jam-packed at 400 pages, topics and chapters include military leadership (ADP/ADRP 6-22); leader development (FM 6-22); coach, counsel, and mentor (ATP 6-22.1), team building; (ATP 6-22.6), military training (ADP/ADRP 7-0), train to win in a complex world (FM 7-0); unit training plans, meetings, schedules, briefs; conducting training events and exercises; training assessments, evaluations and after action reviews.

NEW! The Leader’s SMARTbook, 5th Ed. (TLS5)

NEW! The Leader’s SMARTbook, 5th Ed. (TLS5)

Among professions, the Army Profession has unique characteristics because of the lethality of our operations. The Nation tasks the Army to do many things besides combat operations, but ultimately the primary reason the Army exists is to fight and win the Nation’s wars through prompt and sustained land combat, as part of the joint force. The Army must always be prepared to accomplish this mission through the application of lethal force.

Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization. As an element of combat power, leadership unifies the other elements of combat power (information, mission command, movement and maneuver, intelligence, fires, sustainment and protection). Confident, competent, and informed leadership intensifies the effectiveness of the other elements of combat power.

The Army depends upon itself to develop adaptable leaders able to achieve mission accomplishment in dynamic, unstable, and complex environments. A robust, holistic leader development program is essential. Through a mix of education, training, and experience, Army leader development processes produce and sustain agile, adaptive, and innovative leaders who act with boldness and initiative in dynamic, complex situations to execute missions according to doctrine, orders, and training.

Leaders have three principal ways of developing others. They can provide knowledge and feedback through counseling, coaching, and mentoring. The military is a team of teams composed of numerous organizations with one overarching common mission: win the nation’s wars. The ability to build teams through mutual trust and maintain effective, cohesive teams throughout military operations is an essential skill for all commanders, staffs, and leaders.

The Army trains to win in a complex world. To fight and win in a chaotic, ambiguous, and complex environment, the Army trains to provide forces ready to conduct unified land operations. The Army does this by conducting tough, realistic, and challenging training. Training is the most important thing the Army does to prepare for operations. Training is the cornerstone of readiness. Readiness determines our Nation’s ability to fight and win in a complex global environment.

Download a free PDF sample and learn more at: TLS5: The Leader’s SMARTbook, 5th Ed. (Military Leadership & Training in a Complex World).

Browse additional military doctrine articles in our SMARTnews Blog & Resource Center.

About The Lightning Press SMARTbooks. Recognized as a “whole of government” doctrinal reference standard by military, national security and government professionals around the world, SMARTbooks comprise a comprehensive professional library. SMARTbooks can be used as quick reference guides during operations, as study guides at education and professional development courses, and as lesson plans and checklists in support of training. Browse our collection of Military Reference SMARTbooks to learn more.

Unit Training Plans (UTP)

Training readiness stems from attaining proficiency in individual and collective tasks. To do that, unit commanders develop their unit training plan (UTP), focusing on the tasks to train, based on the higher commander’s guidance. This is battle-focused training. Following the general framework of the military decisionmaking process (MDMP) (or troop leading procedures [TLP] for company and below), unit commanders begin the process to determine the METs—what to train. Training readiness is at the core of this determination—whether it is training to maintain and sustain certain capabilities or training to meet the requirements of an assigned mission.

Unit Training Plan (UTP)

The unit training plan uses a crawl-walk-run approach that progressively and systematically builds on successful task performance before progressing to more complex tasks.

The Unit Training Plan (UTP)

Each unit begins a training cycle based on training guidance from the next higher commander. The unit then develops a long-range plan known as the Unit Training Plan (UTP) to progressively develop and sustain training proficiencies. Before a training event begins, leaders and staff complete much work well in advance of training. Leaders prepare detailed plans, develop training objectives, and most importantly coordinate the resources necessary to train. Additionally, leaders determine who will observe the training and determine the criteria observers will use for evaluating performance. Observed training is recorded by leaders and evaluators. These recorded evaluations provide commanders an essential part of the training feedback mechanism necessary to make accurate and objective assessments of proficiency. Commanders continually assess training proficiency to ensure the unit and individual Soldiers meet task and weapon standards. Each training event involves planning for, preparing for, executing, and assessing training. (ADP 7-0)

The commander is central to determining the few tasks on which the unit must train. Commanders, with the assistance of unit leadership, follow the operations process.
Commanders first plan for training. They identify the collective tasks on which to train, identify, and sequence training events; identify resources required; and provide the guidance necessary to achieve mission readiness. While commanders plan, they exercise mission command to enable their subordinates to determine how they will achieve their training objectives. Thorough preparation ensures that training conditions reflect the expected mission and that commanders have the resources and enablers necessary to train. Commanders then execute the training. Lastly, they assess the training. Assessments help commanders determine if units need to retrain tasks and if the training plan requires modification. The process of determining essential tasks begins with receipt of guidance from the higher commander.

Each unit commander begins the training cycle with top-down training guidance from the higher commander. The receipt of guidance begins a process of determining the correct collective tasks on which to train. The commander then develops a UTP to conduct that training in the time allotted. Planning for training follows the MDMP for battalion and above or TLP for company and below.

TLS6: The Leader’s SMARTbook, 6th Ed. (Military Leadership & Training in a Complex World)This article is an extract from “TLS6: The Leader’s SMARTbook, 6th Ed. (Military Leadership & Training in a Complex World)” by The Lightning Press. Download a free PDF sample and learn more at: TLS6: The Leader’s SMARTbook, 6th Ed. (Military Leadership & Training in a Complex World).

Browse additional military doctrine articles in our SMARTnews Blog & Resource Center.

About The Lightning Press SMARTbooks. Recognized as a “whole of government” doctrinal reference standard by military, national security and government professionals around the world, SMARTbooks comprise a comprehensive professional library. SMARTbooks can be used as quick reference guides during operations, as study guides at education and professional development courses, and as lesson plans and checklists in support of training. Browse our collection of Military Reference SMARTbooks to learn more.