Introduction

In the chaotic fog of war, clarity is vital. Tempo, often the focus of the commander, requires the collective and synchronised efforts of teams at different levels to apply pressure to the enemy. Tempo seeks to impart uncertainty on a foe, creating an environment where they can no longer function; but in a symbiotic way, can also generate uncertainty within the friendly team, particularly when in the confines of close combat.

Tempo is generated through two interconnected themes – speed of decision and speed of transition. The ability to understand and analyse a situation and provide the necessary direction to subordinates is the speed of decision, and is the remit of the commander at the section, platoon, company and battalion level. Speed of transition is generated by command enablers through the enabling actions of battle procedure, administration, close supervision and logistics management, and is primarily executed by lance corporals, platoon sergeants, and CSMs (and other warrant officers), and to a limited extent Captains. These lines of effort are often concurrent and reliant on each other and require the focus of two individuals who share a command relationship.

Being precise about who does what is critical, but sometimes in the fray of combat, muddled. When roles are blurred between commanders and command enablers; tempo breaks down and the ability to maintain pressure on the enemy degrades. Lack of clear direction, poor accounting procedures, loss of controlled stores, individual fatigue – these are issues, causes and symptoms of a lack of role clarity[1]. The aim of this paper is to articulate role clarity through a military lens, offer some limited reflections for commanders, command enablers, and others to understand how they support the generation of tempo, and discusses reasonable expectations of each role. The paper is focused at the tactical level and the practice of warfighting, which comes with some restrictions, and will avoid regurgitating the manual of employment.

“Role clarity empowers leaders at all levels, thereby sharing responsibility in a way that harnesses the ability and professionalism of all.” 
– WO Grant McFarlane, AM

Commanders. The remit of the commander in generating tempo is via speed of decision making. The vaunted axiom that a plan rarely occurs as described prior to contact with the enemy is true; and it is here where commander’s capacity to make decisions is critical. The positioning of the commander in combat is important and is generally described as being at the point of friction. This is to ensure they are providing timely direction, influencing their people, and proportioning their effort where they can give the greatest effect. Visualisation of the entire battlespace is vital to ensuring the maintenance of decision superiority, as you can anticipate the next move of the opponent. During transition, Commanders are equally as interested, but less engaged in the decision making process and are generally looking for opportunities where they can support higher commander’s intent and effect the overall aim of the mission/campaign. Underwriting their conduct is the ethical integrity applied through decision making, and must be done consistently and without compromise. Viewed in the context of close combat, speed of decision making ensures that pressure is maintained through the fight. Ultimately the commander at all levels are accountable for the outcome of the task they are given and the personnel under their command at that time.

Commander’s roles can include:

• Setting and maintain tempo through speed of decision making, focusing efforts on the enemy
• Ensuring superior intent is understood and communicated at all levels
• Allocation of the correct personnel and capability, for the correct tasks
• Provide timely direction and tasks- Command
• Lead
• Being ethically resolute

Command enablers. The remit of the command enabler in generating tempo is ensuring speed of transition. During transition when shifting from one task to another, or a change in main effort or phase occurs; command enablers are orientated to friction arising from replenishment, resupply and reorganisation. It’s vital that at these points of friction command enablers are present, doing their role. Leveraging their experience, command enablers will conduct battle procedure activities that are common to all tasks ensuring sustainment is adequate for a set period of time; provide input to planning serials; and ensure equipment and personnel are accounted for, battleworthy, and in a condition to commence the next tactical action. Once a task or action has commenced, command enablers oversee the execution, ensuring duties are carried out in accordance with Commander’s direction; and assist in communicating any deviation from the Commander’s plan due to any changes in the situation. They are the keeper of morale, discipline, and standards. They turn command direction, ideas and orders – into action.

Command enabler roles can include:

• Ensuring tempo is maintained through speed of transition
• Provide advice on the practicality of the plan
• Execute battle procedure
• Ensure tasks completion (WO/SNCO)
• Execute the task (JNCO)
• Set and enforce the standard

Specialist. A specialist's role in generating tempo sits in the execution of direction provided by commanders, or command enablers. They are to be experts in their trade and be able to perform that role in any environment, condition or time of day. Specialists are to be both physically and mentally robust, ready to move against the enemy at any time. Specialists are not absolved of responsibility. They are accountable for their personal conduct, accountability of equipment, and personal preparation for combat.

Specialist's roles can include:

• Masters of their specified skill
• Sufficient knowledge (Training standard)
• Be Robust (Physical and mental resilience)
• Know their part in the plan
• Responsible for their actions

Clarity, responsibility and expectations

The duopoly of role clarity in the military context is resident in the clear delineation of tasks; but the shared responsibility that exists in teams.

Figure 1. Drawn from CAAL Podcast Series Episode 3

As a military there are common aspects which are not aligned with specific class of personnel. These are the ability to lead at all levels, continue to develop both as military person, but also as a productive member of society. These responsibilities extend into our adherence to values like mateship, caring for others welfare, and ensuring that we take personal responsibility for our own affairs. We are all responsible to maintain our own standards of behaviour and skill. These are in keeping with Defence values of Service, Courage, Respect, Integrity, and Excellence.

It is important to understand that despite role clarity providing delineation, there is no excuse for people avoiding a task that needs doing, because according to their assessment, ‘it isn’t clearly my role’. We are all responsible for ensuring the mission is completed, that is our purpose as a military.

Conclusion

When compiling this document, a deliberate effort was taken to not just regurgitate the Manual of Army Employment and other Doctrine. This was done to ensure its applicability as widely as possible. Presented through the lens of generating tempo in combat and the derived tasks associated with speed of decision in execution, and speed of transition during environmental change; the paper has sought to bring clarity to who does what, when. Regardless of if you are a commander, or a command enabler; your responsibility under these two aspects of tempo is to ensure you are the point of friction.

Linked to this is the shared responsibility that we all have to ensure the completion of the mission has primacy, while simultaneously looking after each other, and ourselves individually.

WO1 JP Cosgrove 
RSM 3 RAR

End Notes