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Like all well-executed contacts, the far ambush struck the platoon in the flank without warning. One soldier went down hard, obviously dead. Another screamed and fell, clutching a shattered knee. The platoon froze, transfixed by the shock and noise. Like the rest of his platoon, the lieutenant was stunned by their initial baptism of fire. He too was struck, taking him out of the fight. Yet instinct and battle drills took over, reinforced by untold rehearsals. The platoon sergeant moved forward to assume command, directing his senior squad leader to take over as platoon "Daddy." The newly designated platoon sergeant reacted by directing suppressive fire on the enemy. What had been the infantry equivalent to a "deer in the headlights" was soon a unit maneuvering to take the initiative away from its attackers under the guidance of its NCOs. They would continue the mission. After all, they had helped plan and rehearse the operation.

Such a reaction to combat and loss is the standard espoused at the Joint Readiness Training Center (JRTC). Yet it is often the exception rather than the rule. Part of the problem is simple lack of experience and hesitation. The problem is further exacerbated by the sad fact that tactical leaders, especially platoon leaders, fail to use the combined wisdom and experience of their NCOs in planning and preparing for combat operations. Considering that NCOs constitute 80 percent of the leadership structure within an infantry platoon, tactical planning and preparation must tap that pool of experience. Tactical leaders should address the following questions before they arrive at the JRTC.

Should NCOs participate in the planning and preparation for combat operations at the platoon level?

Yes. Ranger school teaches leaders (soldiers, NCOs, and officers) to be a productive part of the planning and preparation timeline. Likewise, the Primary Leadership Development Course teaches a class on combat orders. It is part of our doctrine to plan and prepare for operations, not to go into an operation unprepared or uninformed.

Only 39 percent of the time did platoons issue operations orders for their missions at the JRTC. Out of that 39 percent, NCOs were involved only 43 percent of the time. Therefore, out of 100 platoon missions, only 16 benefited from the experience embedded in 80 percent of the platoon's leadership in producing a platoon order.

Why are NCOs not more involved in the planning process when on a rotation at the Joint Readiness Training Center? The bottom line is that NCOs (especially platoon sergeants) are not stepping up to the plate by insisting that it is their duty to be involved. This leaves the platoon leader -- usually by this time mentally exhausted -- to plan the operation. At a minimum, the platoon sergeant should prepare and issue Paragraph 4 (Service Support) of the operations order. This paragraph covers the casualty evacuation (CASEVAC) plan that provides every soldier with the knowledge and confidence that they will be taken care of in the case of battlefield injury. Other parts of the planning process can be assigned by platoon standing operating procedures (SOP). The example checklist (Sample 1) on page 3 offers a few alternatives. Similar to tactics, techniques, and procedures (TTP), this is a suggested solution. There are others. One key benefit in getting NCOs involved is that it helps prepare them should they have to assume tactical command.

Are NCOs rehearsing their units before operations?

Now that the operations order is given, how did units do on conducting rehearsals? The answer is: Not very well!

Daylight rehearsals were conducted only 51 percent of the time. These were generic platoon-level rehearsals, seldom directly related to the specific mission. The statistics for night operations are worse when they should be better. Only 19 percent of the units rehearsed night operations. At a minimum, platoons must rehearse "Actions on the Objective" and "Movement Techniques." If more time is available, rehearse battle drills and mission-related and military occupational speciality (MOS) specific items.

Rehearsals and battle drills represent the glue that binds the operation together and ensures success in battle. Rehearsals ensure that all soldiers know their part in the operation. Ideally, they should understand what their senior leader's mission and intent are in case they have to replace him. Battle drills should be known by every soldier and rapidly executed without applying a deliberate decision-making process. If you have to think about a battle drill in battle, you may die quickly. As the Nike® commercial states, "Just Do It!"

What about pre-combat inspections (PCIs)?

The final step before beginning an operation is the pre-combat check and inspection. An old soldier's refrain is, "That not inspected is often neglected." Many old soldiers got old because they adhered to that dictum. Unfortunately, the older soldiers -- the NCOs -- are not getting that message.

Pre-combat inspections (PCIs) are a hit-or-miss affair. Units conduct PCIs only 58 percent of the time. The revealing statistic is that units use a checklist only 23 percent of the time. Checklists ensure everything is inspected and leaders have not forgotten something critical to the mission. PCIs confirm that soldiers have the essential equipment, food, water, and ammunition to accomplish the mission. Equally important, PCIs ensure that soldiers do not carry unnecessary equipment or sensitive combat intelligence into the battle that could jeopardize the mission should they become a casualty or captured. Believe it or not, some tactical leaders have stated that they do not need checklists unless they forget something. In combat, those leaders may not get much older. Like "bold aviators" who do not use checklists, they may never become "old soldiers." (See sample of pre-combat inspection checklist on page 4.)

Planning, Rehearsals, and Inspections: Sergeant's Business? You Bet!

There it is! The pre-combat triad of planning, rehearsing, and inspecting is Sergeant's business at the platoon level. As an NCO -- especially a platoon sergeant -- your parallel mission in life is to train your platoon leader for higher command. If you do not offer the platoon leader the benefit of your experience and training, the platoon leader has to learn in a vacuum. In combat, that error will cost lives, perhaps your own.

Sample 1 - CHECKLIST FOR COMBAT OPERATIONS

Sample 2 - PRE-COMBAT INSPECTION CHECKLIST