confidently, but also allowed me to focus on the bigger picture—in this
case, monitoring the actions of coordinating units in this dynamic
environment. Had I been engulfed in trying to lead and direct Charlie
and Delta Platoons’ tactical decisions from my distant position, I may
very well have missed the other events unfolding. This could have had
catastrophic results.
Instead, Decentralized Command worked and enabled us, as a team,
to effectively manage risk, prevent disaster, and accomplish our mission.
Soon, the real enemy fighters struck with violent attacks to protect
“their” territory along the central north–south street. But our enemy’s
enthusiasm was extinguished quickly when SEAL snipers and machine
gunners killed them in the very streets they aimed to defend.
Decentralized Command enabled us to operate effectively on a
challenging battlefield and support our U.S. Army comrades to construct
the new combat outpost and ensure more Soldiers came home safely.
Ultimately, this furthered the strategic mission to stabilize Ramadi and
secure the populace, which would prove highly successful over the
coming months.
PRINCIPLE
Human beings are generally not capable of managing more than six to
ten people, particularly when things go sideways and inevitable
contingencies arise. No one senior leader can be expected to manage
dozens of individuals, much less hundreds. Teams must be broken down
into manageable elements of four to five operators, with a clearly
designated leader. Those leaders must understand the overall mission,
and the ultimate goal of that mission—the Commander’s Intent. Junior
leaders must be empowered to make decisions on key tasks necessary to
accomplish that mission in the most effective and efficient manner