4TH Brigade Combat Team, 1ST Infantry Division

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4TH Brigade Combat Team, 1ST Infantry
Division DRAGONS DRAGON 6 Standing Intent and
Guidance
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DRAGON 6 Vision
We are a disciplined, fit, well-trained and
effectively led Brigade Combat Team that
constitutes a versatile, flexible, adaptive and
lethal instrument of national power we can
accomplish any mission assigned to us to achieve
our nations goals, objectives, and interests.
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The Nature Of Warfare HAS Changed!
20TH Century Warfare 21ST
Century Warfare
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20Th Century Warfare Model- This is the Army that
went to war in Afghanistan and Iraq

• Winning battles wins wars
• Focus on PHIII operations with belief that all
  other forms of conflict are lesser-included
• Training more important than educating
• Episodic

State-on-state wars Peer or
near-peer opponents Symmetric
warfare - fielded force vs
fielded force - formation,
uniforms, infrastructure
- hierarchical -
mostly conventional
- relatively sterile battlefields
KILL DESTROY CAPTURE Shoot-Move-Communicate
Sustain Traditional Kinetic Warfare Core
Competencies
Army body of professional knowledge and expertise

• Cycle of linear progression and readiness

Deploy Fight Win
Redeploy Prepare for next conflict

• Warfare will be predictable
• Checklists play books
• Doctrine as dogma
• Human terrain of battle space largely ignored

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21ST Century Warfare Model This is what we have
learned so far

• Winning battles alone are not decisive, they
  set conditions for winning wars
• PHIV operations are decisive and win wars
  PHIII operations are the enabling actions rather
  than the decisive actions
• Educating equally important as training
• Persistent

State-on-state wars still possible
Hybrid warfare (mix of traditional and
irregular warfare) among the
population likely Non-state actors
with global reach support
Cellular and networked enemy w/out
traditional
infrastructure Asymmetric
enemy who is complex and
adaptive - avoids our strengths
- exploits our weaknesses -
no rules irregular warfare -
ideologically motivated
- no compromise or diplomacy

KILL DESTROY CAPTURE Shoot-Move-Communicate
Sustain Traditional Kinetic Warfare Core
Competencies
Army body of professional knowledge and expertise

Governance Economics Law Enforcement Historica
l Cultural Understanding Diplomacy Energy
Infrastructure Agriculture Information
Perception

• Traditional kinetic warfare remains a core
  competency doctrine as a departure point
• Army must expand its body of professional
  knowledge beyond simply winning battles
• Army must become dominant across the full
  spectrum of conflict adaptive
• Iterative cycle of readiness and employment

Deploy

Required
Fight
Redeploy/Reset
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21ST Century Warfare Model

• Winning battles alone are not decisive, they
  set conditions for winning wars
• PHIV operations are decisive and win wars
  PHIII operations are the enabling actions rather
  than the decisive actions
• Persistent

State-on-state wars still possible
Hybrid warfare (mix of traditional and
irregular warfare) among the
population likely Non-state actors
with global reach support
Cellular and networked enemy w/out
traditional
infrastructure Asymmetric
enemy who is complex and
adaptive - avoids our strengths
- exploits our weaknesses -
no rules irregular warfare -
ideologically motivated
- no compromise or diplomacy

KILL DESTROY CAPTURE Traditional Kinetic
Warfare Core Competencies
Army body of professional knowledge and expertise
We will dominate this environment and prevail
Governance Economics Law Enforcement Historica
l Cultural Understanding Diplomacy Energy
Infrastructure Agriculture Information
Perception

• Traditional kinetic warfare remains a core
  competency doctrine as a departure point
• Army must expand its body of professional
  knowledge beyond simply winning battles
• Army must become dominant across the full
  spectrum of conflict adaptive
• Iterative cycle of readiness and employment

Deploy

Required
Fight
Redeploy/Reset
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DRAGON 6 Commander's Intent and End State
We exist to go to war. This is the guiding
principle that continuously provides us our
azimuth. All of our energy and activity is
focused on our ability to rapidly deploy, fight,
win, and return home alive. We must be able to
go anywhere to do anything asked of us by our
nation. Our requirement and ability to execute
this mission govern everything I think and do as
the commander. We will accomplish this by
focusing on training and readiness, taking care
of soldiers, and taking care of our families. As
a brigade combat team we are only as strong as
our weakest link. All of us must be physically,
mentally and emotionally hard, technically and
tactically competent, intellectually agile and
adaptive, and prepared for what will be asked of
us. We are a team. If we allow ourselves and
those around us to fail as individuals, we fail
each other. The persistent state of war in which
we exist and operate does not allow us to fail
each other, our families, or our nation. We will
be ready, and we will prevail.
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Command Priorities

• Training and Readiness
• Take care of soldiers
• Take care of our families

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Training Readiness Priorities
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Training and Readiness Priorities

• Physical Fitness
• Marksmanship
• Small unit training
• Maintenance and accountability of equipment
• Medical proficiency
• Understanding the environment

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Physical Fitness Training

• Why is PT so important?
• Increases the Golden Hour and survivability
  beyond evacuation
• Dramatically improves recovery from injury
• Improves ability to withstand stress
• Improves general health reduces sickness and
  susceptibility to disease and viruses while
  deployed
• Ensures we can do all the tough physical jobs
  Soldiers must do in combat
• Clear indicator of leadership, discipline,
  standards and dedication
• It is NOT just about the APFT

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Physical Fitness Training

• The Standard
• 0630-0800 every duty day one full hour of PT to
  max heart rate and muscle failure
• Critical protected training event. NO OTHER
  EVENTS SCHEDULED DURING THAT TIME.
• Dont schedule an event or appointments before
  0900 that will cause PT to be short. This also
  allows everyone enough time after PT in the
  mornings to eat breakfast with the family, see
  the kids off to school , etc
• NO SPORTS OR COMBATIVES DURING PT
• DONT do PAI, health welfare inspections or
  urinalysis during PT hours
• Individual PT for Co CDR/1SG, XOs S3s, CSMs and
  BN CDRs only
• PT plan for each month posted in detail in Co
  area w/hard copy to CMD group
• Sick Call before PT not during (0530-0615)

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Physical Fitness Training

• More Guidance
• The standard for daily PT is to achieve muscle
  failure and max heart rate during every session.
• PT programs will be designed for improving
  strength and endurance, and prepare soldiers for
  combat. Dont waste the opportunity make each
  session tough and demanding.
• Success is unit average of 270 or better (90 in
  each event).
• Avoid running every day. 12 - 15 miles per week
  is about right. Alternate with sprints, stairs,
  squats, etc. Use ability groups and avoid
  formation runs as much as possible (OK for some
  events such as pay day or motivational unit
  runs). DISCIPLINED FORMATIONS
• Use the gym (small arms repair shop) for
  strength training- comes with big caveat It
  better be planned and supervised
• PT twice per day is OK as well. Be smart and
  dont over train
• Incorporate regular road marching

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Cold Steel PT Program
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COLD STEEL PT

• Company PT with the BCT CDR
• Conducted each Monday or first duty day of the
  week
• My opportunity to assess the leadership,
  discipline, cohesion, mental toughness and
  physical fitness level of each company
• Also an opportunity for me to demonstrate that I
  can meet the standards I expect
• Unit forms at designated area and conducts
  warming and stretching on its own
• Co CDR turns formation over to BCT CDR at 0645
• Co CDR and officers in front with BCT CDR
• All participate. No supervision by pulling out
  of the exercises and walking around
  Drill-Sergeant style leaders lead from the
  front and from within the formation just as they
  must do in combat
• Three sets of exercises, no break between
  exercises. Followed by 3-4 mile release run
• MINUMUM Standard all PT in the BCT must be at
  least this challenging EVERY DAY

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COLD STEEL PT
EXERCISE 1ST Set 2D Set 3D Set Reps
Reps Reps 4-count push-up 25 15
10 Mountain Climber 25 15 10 8-count
push-up 25 15 10 Air
Squat (single count) 25 15 10 Flutter
Kick (4 count) 75 50 25 Leg Spreader
25 15 10 4-count sit-up 25 15
10 Chin-ups Muscle
Failure Dips Muscle
Failure 3-4 mile release run
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Iron Dragon Fitness Challenge

• Prerequisite Must score at least 270 on APFT (at
  least 90 in each event)
• Iron Dragon Test Events and Requirements
• EVENT MEN WOMEN
• Push-up 80 reps in 2 min 50 reps in 2 min
• Sit-up 85 reps in 2 min 75 reps in 2 min
• Chin-up 10 reps, no time limit 5 reps, no time
  limit
• Dip 20 reps, no time limit 10 reps, no time
  limit
• 3-mile run 22 minutes or less 25 minutes or
  less
• Soldiers who successfully complete all events to
  a very strict standard receive the Iron Dragon
  plaque and certificate along with the BCT CDRs
  coin
• Trophy each quarter to the highest scoring
  Soldier

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Profile PT Standards
This must be a deliberate event - planned and
supervised by a leader - Soldiers execute
within their profile to max heart rate and muscle
failure. The standard for PT does not change we
just have to work around the injury without
making it worse - Meticulously tracked at Co
and BN level - Co leadership closely monitors
profile status - Intent is personnel on
profile maintain an acceptable level of fitness
while they recover so that they do not have such
a long way to go to catch up with the
formation - No unsupervised PT, mall walkers,
etc
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Marksmanship
Everyone must be able to hit
they aim at every time Deliberate process -
start with the basics and then build ultimately
to night maneuver LFX. Goal is 90 shoot EXPERT
- Company leadership is with soldiers on static
ranges for coaching and feedback. Nobody shoots
without a coach from their chain of command. -
PLs are range OICs (they need the development as
junior officers) - Detailed night qualification,
stress shoots, LFXs, and competitions - EVERYONE
trained at CQB all TM-sized elements (regardless
of MOS) can enter/clear single room at combat
speed LFX - Experience and expert gunners on
all AT systems, heavy weapons, and MGs -
Cross-train on key weapons systems Nobody
carries a weapon into a live fire or combat
unless they are qualified with it !
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TRAINING (1 OF 2)

• SQD and PLT level units are the building blocks.
  We are ultimately only as good as our small units
  to include staffs. All must be absolute masters
  at their tasks. Focus is on core competencies
  first.
• Plan, resource, rehearse
• - TNG Meetings (TC25-30) - Always on the TNG
  schedule. I and the CSM spot check routinely by
  sitting in on a few each month
• Do a few things right rather than too much poorly
  
• Train as we fight
• - Tough and realistic conditions
• - Incorporate Combined Arms
• Standard for assessment of T We can do it at
  night and under live combat conditions in a rain
  storm where two map sheets join together
• Continually assess ourselves. Make changes as
  necessary. Identify areas to improve and sustain.
• We can train well and realistically without
  sacrificing safety through common sense,
  planning, and rehearsals

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TRAINING (2 OF 2)

• Place our soldiers and leaders in situations we
  anticipate they will face while deployed so that
  first time they face a similar situation isnt at
  combat speed with live ammo and a real enemy
• Combatives training is a deliberate planned and
  resourced training event. Should be done at least
  once per month (not done in lieu of PT). All MOS
  participate. 100 of the BCT qualified at Level I
• Multi-task with ranges as much as possible Road
  march to ranges, employ STXs enroute, etc (Drive
  to distant ranges and hump back)
• Tactical movements and security at all times - No
  matter where you are and what you are doing.
  There is no such thing as an admin move. Create
  and sustain good tactical habits at home that
  will endure.
• Reverse cycle training. We fight at night, so we
  train at night.
• Start with the basics and work our way to
  preparing for the environment
• The six week lock-in is a third rail. I protect
  it at my level and expect it protected and
  enforced in the BCT from SQD to BN.

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CARE AND ACCOUNTABILITY OF EQUIPMENT

• Everything must always be ready to goWe will
  not have time to figure out where our equipment
  is or fix it.
• After all training events, we account for our
  equipment 100 and put it back in a condition
  that is ready to deploy at any time.
• Recovery from all training events particularly
  FTXs - is a deliberate planned and resourced
  event dont rush it. Co and BN CDRs, 1SGs and
  CSMs directly involved in inspections
• Company level commanders are directly
  responsible for the Command Supply Discipline
  Program in their units
• Load Plans A place for everything and
  everything in its place. Diagram in vehicle load
  book and on inside covers doors of containers.
• PLT LDRs are the primary hand receipt holders
  for their PLT equipment! (They need the
  development as junior officers)
• The condition of the motor pool, the arms room,
  the supply room and other commodity areas are
  clear indicators of discipline, standards, and
  the quality of leadership in the unit

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Medical Proficiency

• 2x Fully qualified and equipped CBT Life Saver
  per squad equivalent.
• 100 of BCT CLS qualified.
• CLS bag on every vehicle in the BCT
• Regular sustainment TNG for all.
• Realistic casualty play for medics and CLS in all
  exercises
• Non-medic EMT training and certification 1 per
  PLT equivalent
• Medic right seat rides with Truman Hospital in
  inner Kansas City, MO

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Understanding the Environment

• Know and understand the enemy
• Who is it?
• How do they fight?
• Why do they fight?
• Know and understand the people Culture,
  religion, social rituals, history, narrative,
  social roles of gender and age, minorities, etc.
• Where are the fault lines in society and why do
  they exist?
• Language(s)
• Physical environment Topography, climate,
  infrastructure
• Governance, law and order, justice, security
• Economy, natural resources
• Not just an intel or staff issue all soldiers
  must have a working knowledge and understanding
  of their operating environment

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DRAGON 6 Required Reading

• David Galulas Counterinsurgency Warfare
• David Kilcullens 28 Articles The Accidental
  Guerilla
• Bard ONeils Insurgency Terrorism
• Bernard Lewis Crisis of Islam
• Fawaz Gerges Journey of the Jihadist

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Taking Care of Soldiers
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Taking Care of Soldiers
1 Ensure they are trained and prepared to
deploy, fight, and return home alive NEVER
LEAVE ANYONE BEHIND 2 Ensure they have all the
correct equipment and that it works the way it is
supposed to work 3 Take care of families -
Awards and efficiency reports on time nobody
leaves the unit without their award NCOER or
OER - Professional development opportunities
(jobs, education) - Provide a professional and
ethical work (operating) environment - Routine
counseling and feedback open dialogue
trust - Quality of life (barracks, chow, mail,
time off)
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Taking Care of Our Families
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Taking Care of Families

• Robust, active and meaningful FRGs
• Assets and resources available (AER, CDC, MWR,
  etc)
• Keep them informed regularly and accurately
  (including reach-back from theater)
• Absolute honesty and open communication
• Competent, trained and prepared quality rear
  detachments
• Predictability flexibility
• Protect key family dates as much as possible

I can always catch soldiers up on training events
and tasks, but I can never make up key family
lifetime events (Weddings, birth of a child,
funerals, high school graduation, etc)
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Leader Expectations
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LEADER EXPECTATIONS
Leaders are responsible for everything that
happens or fails to happen in their organization
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DRAGON 6s Principles of Leadership

• Set the Example
• Empower subordinates
• Take care of your people
• Be professionally competent
• Humility

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Set the Example
- You are always being watched and judged -
Everyone needs to be able to look to you
standards and discipline - Do the right thing
always Legal, ethical moral, professional -
Accept responsibility and take ownership of every
mission and task - Give credit where it is
due - Values Honor, integrity, trust,
confidence, and professionalism exhibit and
safeguard these - Objectivity whether for
reward or punishment Soldiers expect it from
their leaders - Balance Practice it and ensure
your Soldiers do the same
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Empower Subordinates - Operate by
intent and end state vice control and
micromanagement - Underwrite mistakes - Trust
junior leaders - Encourage innovation,
initiative and creativity - Set and enforce
standards and discipline. Once understood and
internalized, subordinates are able to operate
alone and unafraid.
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Take care of your people -
Ensure they are trained and prepared to deploy,
fight, and return home alive NEVER LEAVE ANYONE
BEHIND - Ensure they have all the correct
equipment and that it works the way it is
supposed to work - Take care of families -
Awards and efficiency reports on time -
Professional development opportunities (jobs,
education) - Provide a professional and ethical
work environment - Routine counseling and
feedback open dialogue trust - Quality of
life (barracks, chow, mail, time off)
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Be professionally competent - Know your job
so that others dont have to do it for you -
Know and improve yourself brutal self
assessment is necessary - Dont default to your
comfort zone - Know the capabilities and
limitations of your organization and employ it
within them
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Humility - Your rank does not equal intellect
and creativity you are not the font of all
great ideas and knowledge. - Allow input from
subordinates they need to feel like they are
part of the process - People can disagree
without disrespect. Discourse is healthy as long
as all understand that once the boss makes a
decision, that is the plan and all execute to the
best of their ability - Never believe the back
side of your OER - Take your job seriously not
yourself - Respect must be given in order to be
received - It is all about the organization
not you
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What will be your legacy?
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Co CDR EXPECTATIONS (1 of 2)

• Lead from the front
• Figure it out make it happen
• Take care of your soldiers company chain of
  command routinely in the barracks translate all
  the gray stuff into black and white
• Take care of your soldiers families effective
  FRG
• Grow and empower your subordinates
• Keep your soldiers and their families informed
• Know and understand my guidance, intent, and CCIR
• Companies are not in competition with each other
  you will be a team player and work well with
  your peers
• Physically fit (290 or above)
• Technically and tactically proficient

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Co CDR EXPECTATIONS (2 of 2)

• Enforce standards and discipline.
• Dont be petty or UCMJ stupid. Dont take
  anything personal - dont ruin your career over a
  bad soldier.
• Counsel and develop your subordinates
• Render reports on time and accurately
• Treat the staff with mutual respect. Follow the
  guidance of the XO and S3
• Plan and resource training properly Train IAW my
  intent guidance
• TNG meetings IAW TC 25-30 every week on the TNG
  schedule
• Risk Assessment conducted for all training
• Equipment accountability (100 10 inventories,
  post operations reset FLIPLs develop your LTs
  dont let them screw it up)
• Awards, evaluations, and counseling are on time,
  correct, and thorough

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UCMJ (1 of 2)

• UCMJ is not your only discipline tool!
• Standard discipline tools are
• - Leadership - Corrective Training
• - Standards - Bars to reenlistment
• - Counseling - Revocation of pass privileges
• - Adverse evaluation reports - Chapter actions
• - Write/call the parents (caveat)
• UCMJ is usually a means of last resort for minor
  misconduct (poor performance, late for formation,
  etc)
• Any time you suspect serious misconduct, you
  will immediately contact the JAG (BDE Trial
  Counsel)
• Never hesitate to get the JAG involved if you
  are unsure about anything

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UCMJ (2 of 2)

• Before initiating an Article 15
• - Evaluate whether other discipline tools could
  be effective
• - You are satisfied that you know the entire
  story
• - There is evidence beyond a reasonable doubt
  that would result in a conviction by Court
  Martial. If you dont think there is enough
  evidence to support it, call the JAG. Never offer
  an ART 15 just to see if the Soldier will take
  it.
• I will always expect to see the soldiers
  counseling and training file for all Field Grade
  ART 15s. I expect you to do the same at your ART
  15s
• Reinforce the chain of command by always
  ensuring the soldiers leadership is present -
  from TL to PL - for both readings
• Chapter Packets thorough and complete

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Staff Expectations Guidance
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STAFF EXPECTATIONS (1 of 3)

• Staff does not say NO to a CDR let me do that
• Higher HQs is not the enemy, and we are not in
  competition with the other BCTs in the DIV we
  are a team and we will be team players
• Get along with and support your peers
• You support the subordinate elements of the BCT.
  I do not want to know only what information you
  have pulled from them. I want to know what you
  have done for them
• Come to the orders, targeting, or board process
  prepared, and know your duties and
  responsibilities
• Bad news does not get better with time. Keep me
  and your boss informed always (I am more
  interested in fixing a problem than assigning
  blame)
• You dont wear green tabs but you are still a
  leader due to your rank and position
• If you have to present your boss with a problem,
  ensure you have analyzed it and have possible
  COAs you are problem solvers

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STAFF EXPECTATIONS (2 of 3)

• Keep yourself and your staff section ready to
  deploy (equipment and personnel)
• If you talk to me without going through the DCO,
  XO or S3 first, be sure to close the loop with
  them afterwards
• Submit all reports and actions on time- come up
  on the net if you think you will bust a suspense
• Counsel and develop your subordinates
• What do I know and who needs to know it? Info
  knowledge management flow
• Be physically fit 290 on APFT
• Support the HHC CDR with all training events
  ensure your NCOICs keep all your personnel up to
  date with required training, qualification, etc
• Other than me, the CSM, DCO, S3 and XO are the
  only tasking authorities in the BCT HQs

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STAFF EXPECTATIONS (3 of 3)

• Establish systems, streamline existing systems,
  create maneuver space
• Be proactive and thorough Anticipate/coordinate/
  verify Figure it out and make it happen (Dont
  allow a brick in the sidewalk to become the Great
  Wall of China)
• Effective vs Efficient / content over form /
  product over process / analysis vs data
• ATTENTION TO DETAIL Follow-Through (your boss
  should not be making minor corrections and should
  never have to ask after the status of something
  I submitted the request or I sent them an
  email is the wrong answer.)
• Always challenge assumptions
• Know and understand MDMP be master of doctrine
• Be mindful that you always represent the CDR and
  the organization not yourself Never embarrass
  the BCT. There is also a difference between
  representing the commander and speaking for the
  commander.
• Dont be the Imperial Staff same team
• Do not ambush CDRs at C S or TNG meetings
  get with their staff first
• Email can be bad thing (Erodes good leadership
  and management, can make you sloppy, and can get
  you in trouble)

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The ACOM What is your BCT CDR looking for?

• Should you be a battalion commander???
• Good leadership attributes (leads by example,
  takes care of people, empowers subordinates,
  professionally competent, and humble)
• Maturity self control (Team player gets
  along with peers, chooses battles carefully, gets
  the big picture, calm, positive influence on
  others)
• Competence (ready for the next job NOW)
• Physically fit
• Critical thinker
• Competently confident
• - Not arrogant
• - Can develop and grow subordinates
• Good communicator
• - Writing skills
• - Briefing skills
• - Empathy and identity with subordinates
• Respectful
• - Self
• - Others
• - The unit and the Army

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The ACOM What is your BCT CDR looking for? Some
key indicators at the unit level

• Unit and individual fitness
• Maintenance accountability of equipment
  CSDP, Motor pool, arms room, supply room and
  other commodity areas inventories
• Training events and statistics
• Administrative readiness counseling folders,
  awards, OERs NCOERs, FLPL reports
• Barracks, CPs and offices
• CQ, SDO, SDNCO
• FRG
• Unit attitude

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Standing CCIR
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BCT CDRS STANDING CCIR (Non-Tactical) (1 of 2)

• Death or injury of a soldier requiring MEDEVAC or
  hospitalization (Immediate)
• Key leader down (1SG/Co CDR) (Next Duty Day
  unless the above applies)
• Death or injury (requiring hospitalization) of a
  family member (Immediate)
• Any action by anyone that will be in the blotter
  report that will cause a SIR to higher or
  potentially require further information for the
  CG (Immediate)
• Any off-post incident involving the police that
  will cause a SIR to higher or potentially require
  further information for the CG (Immediate)
• Officer or NCO misconduct (E7 and above
  dependant on seriousness)
• Domestic violence (Immediate)
• Suicide threat or attempt (Immediate)
• Alcohol or drug-related event in the BCT area
  (Next duty day)

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BCT CDRS STANDING CCIR (Non-Tactical) (2 of 2)

• Contraband found in the BCT area (Next duty day)
• Possibility of extremist or gang activity or
  hazing involving or affecting soldiers of the BCT
  or their families (next duty day)
• GO in your AO (Not a wake-up criteria)
• Any negligent discharge (live or blank)
  (Immediate if injury or death involved)
• TAC vehicle or helicopter accident (Immediate)
• Any cook-off or misfire (Immediate if injury or
  death involved)
• Loss of sensitive item, COMSEC, or SECRET
  material (Immediate)
• Loss of accountability of a soldier (AWOL) (next
  duty day)
• Serious HAZMAT spill in BCT AO (Immediate)

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The Media
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Media Guidance

• The media is a part of the operating environment
  get over it!
• The media is an element of the information
  terrain that we must dominate
• The media is how we get our message and the
  truth out to the American people
• Professional, moral, ethical and disciplined
  organizations who are doing the right things have
  nothing to fear from the media your chain of
  command all the way to the Chief of Staff of the
  Army has your back for honest engagement
• We will tell our story. We will be open to the
  media, and we will be prepared to comfortably and
  confidently operate in the information terrain
• We allow the media total access to everyone and
  everything

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THE BCT CSM

• Wears Green Tabs
• My RANGER buddy
• Answers to me alone
• He speaks for me
• We support each other

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DUTY FIRST!