1-41. The led are an important factor in leadership. Leaders, who consider their strengths along with subordinates’ capabilities and the situational demands of missions, create the best chance at accomplishing tasks and missions. Inexperienced subordinates and those with limited competence require greater oversight and control. Seasoned, competent subordinates require less oversight and control.

9-25. Organizational leaders recognize that the Army is a team of teams, composed of numerous functional organizations. These organizations perform necessary tasks and missions that coordinate the effort of all Army components. Strategic leaders influence organizational leaders. Organizational leaders, in turn, influence subordinate leaders to achieve organizational goals.

7-40. Leaders have the responsibility to establish and maintain appropriate expectations and attitudes that foster healthy relationships and a positive organizational climate. Leaders are charged with improving the organization while accomplishing missions. They should leave the organization better than it was when they arrived. This competency has eight components:

3-67. An additional consideration is interoperability of forces. Interoperability is often measured by the ability of multinational formations to execute secure communications, process digital fire missions, and share a common operational picture. Army forces train with unified action partners to ensure interoperability. Working with unified action partners is critical to the Army’s ability to build credible deterrence in any theater. Planners must consider procedural systems that facilitate interoperability when technical capabilities are not compatible.

15-38. In general, operations consist of a series of collective tasks sequenced in time, space, and purpose to accomplish missions. The current operations cells use MOPs in execution matrixes and running estimates to track completed tasks. Evaluating task accomplishment using MOPs is relatively straightforward and often results in a yes or no answer. Examples of MOPs include:

5-24. Information requirements differ significantly based on the defensive or offensive operation, the specific situation, and unique requirements for concurrent supporting operations such as deep operations and missions in the various consolidation areas. During both friendly defensive and offensive operations, there are consolidation area requirements to detect enemy bypassed or stay-behind forces, special purpose forces, irregular forces, terrorists, and efforts to create an insurgency or conduct information warfare. (See FM 3-0 and FM 2-0 for more detailed discussions on the defensive and offensive operations and the specific intelligence support to each form of the defense and offense.)

tactical control – (DOD) The authority over forces that is limited to the detailed direction and control of movements or maneuvers within the operational area necessary to accomplish missions or tasks assigned. Also called TACON. (JP 1) Referenced in ADP 5-0, FM 3-0, FM 3-09, FM 6-0, FM 6-05, ATP 3-01.7, ATP 3-53.1, ATP 3-53.1.

2-53. Three categories of duty status apply to domestic operations. These are federal military forces in Title 10, USC status (conducting DSCA missions), National Guard forces in Title 32, USC status (conducting DSCA missions), and National Guard forces in state active duty status (conducting National Guard civil support missions). The tactical tasks are similar for National Guard forces serving in Title 32, USC status or state active duty status. Forces in either status may be intermixed in a National Guard task force, also known as joint task force-state (JTF-State). All Army forces, regardless of Component or duty status, conduct decisive action as part of unified land operations. The three duty statuses do not necessarily correlate to the three Components of the Army.

7-170. The unit’s tempo, momentum, tactical dispersal, use of cover and concealment, and attention to electromagnetic emission control complicate the enemy’s ability to detect and target the main body until contact is made. Once the force makes contact and concentrates its effects against detected enemy forces, it becomes vulnerable to strikes by enemy conventional weapons and WMD. It must concentrate its combat effects rapidly in a meeting engagement and disperse again as soon as it overcomes resistance to avoid enemy counteractions, if the movement to contact is to continue. However, the results of that meeting engagement will determine the specific course of action selected.

2-37. Because they are state resources, a governor can activate National Guard units based on requirements in the state. The National Guard is more flexible in terms of the range of missions forces may be assigned, particularly regarding law enforcement tasks within the home state. In many situations, leaders are well acquainted with the other key state officials, which speeds communication through state channels.

3-31. The intelligence staff prioritizes and synchronizes the unit's information processing and intelligence production efforts. The intelligence staff addresses numerous and varied production requirements based on PIRs and other requirements; diverse missions, environments, and situations; and user-format requirements. Through analysis, collaboration, and intelligence reach, the G-2/S-2 and staff use the intelligence capability of higher, lateral, and subordinate echelons to meet processing and production requirements.

5-76. Operating forces can use rail and water modes to conduct troop movements, if they are available in an AO. Their use can provide flexibility by freeing other modes of transport for other missions. Their use normally involves a mixture of military and commercial assets, such as defense freight railway interchange railcars pulled by privately owned diesel-electric engines to transport tanks along railroad right-of-ways from one rail terminus to another. Responsibility for coordinating the use of railroads and waterways resides in the ARFOR headquarters in the theater of operations.

special operations-peculiar – (DOD) Equipment, material, supplies, and services required for special operations missions for which there is no Service-common requirement. (JP 3-05) Referenced in ADP 3-05, FM 3-53.

explosive ordnance – (DOD) All munitions and improvised or clandestine explosive devices, containing explosives, propellants, nuclear fission or fusion materials, and biological and chemical agents. (JP 3-34) Referenced in ATP 4-32, ATP 4-32.2.

2-3. Character consists of the moral and ethical qualities of an individual revealed through their decisions and actions. Leaders must consistently demonstrate good character and inspire others to do the same. The close teamwork demanded to execute military missions at all levels requires that everyone in the Army share certain desirable character attributes. A summary of the character attributes are shown in table 2-1 (see page 2-12). Character attributes that are of special interest to the Army and its leaders are—

5-6. Leading others requires that leaders influence others to conduct tasks, make decisions, and perform their duty in ways consistent with Army standards. It is the duty of leaders to motivate others to accomplish missions in accordance with the Army Values. Leaders influence others to perform their duties in service of a higher purpose, not personal gain or advantage. Army leaders can draw on a variety of methods to influence others and can use one or more methods to fit to the specific context of any situation. Some tasks only require subordinate compliance for success, such as meeting the requirement for flu shots. Others require building a high level of commitment on the behalf of subordinates to achieve success, such as a platoon seizing a heavily fortified enemy position. Compliance is the act of conforming to a requirement or demand. Commitment is willing dedication or allegiance to a cause or organization. Active opposition to influence denotes resistance.

4-39. Theater communications support is rapidly evolving. Cyberspace operations are composed of the military, intelligence, and ordinary business operations of DOD in and through cyberspace. Cyberspace operations missions are categorized as offensive cyberspace operations, defensive cyberspace operations, and DOD information networks. Cyberspace operations require synchronized employment of offensive, defensive, and DOD information networks to deliver information across strategic, operational, and tactical boundaries. Refer to JP 3-12 for more information on cyberspace operations.

2-25. Army leaders recognize that empathy includes nurturing a close relationship between the Army and Army families. Army leaders at all levels should promote healthy families and relate to the challenges they face. Empathy for families includes providing recovery time from difficult missions, protecting leave periods, and supporting events that allow information exchange and family team building.

2-38. Each day a National Guardsman is deployed is a day away from civilian employment. Most employers are accommodating in allowing time for National Guard call ups, but deployments for annual training, state domestic support missions, and deployments overseas create serious strains. The endurance of the National Guard is also limited by fiscal considerations. States have limited funds to pay personnel and operational costs, including health care costs.

3-74. Clearing operations are operations designed to clear or neutralize all mines and obstacles from a route or area. Clearing requires a combined arms force primarily built around engineer and explosive ordnance disposal capabilities. This combined arms team conducts clearing as single missions to open or reopen a route or area. Clearing may also be conducted on a recurring basis to support efforts to defeat recurring obstacles employed along routes and in areas. (See ATP 3-90.4 for additional information on mobility operations.)