told me what they were going to do. I trusted them to make adjustments
and adapt the plan to unforeseen circumstances while staying within the
parameters of the guidance I had given them and our standard operating
procedures. I trusted them to lead. My ego took no offense to my
subordinate leaders on the frontlines calling the shots. In fact, I was
proud to follow their lead and support them. With my leaders running
their teams and handling the tactical decisions, it made my job much
easier by enabling me to focus on the bigger picture.
On this particular operation, Charlie Platoon’s preplanned position
worked well. But Delta Platoon realized that they could not utilize the
building they had planned to use. Delta’s platoon commander and his
senior platoon leadership scouted out another building that could work.
The commander radioed and told me his platoon would move across the
street to the other building, building 94.
I responded to him over the radio, “This is Jocko; I copy you want to
move to building 94. Do it.” Delta Platoon then immediately pushed this
information to the rest of the friendly forces, including the U.S. Army
battalion staff and company leadership with which I was co-located at
COP Falcon. I sat back and watched as their plan was relayed and
ensured the information was clear at higher headquarters. Once all
friendly forces had been notified, and Delta Platoon confirmed that, they
initiated movement into the newly selected building.
Building 94 proved to be a very good vantage point. One of the tallest
buildings in the area, at four stories in height, it had a clear view of the
major north–south road and of the location where the Army would soon
construct COP Grant, the new combat outpost. Building 94 was easily
defensible, and offered good firing positions that covered many potential
enemy routes in and out of the area.
jeff_l
(Jeff_L)
#1