text: Chapter 4
  ILLUSTRATIONS OF THE SEVEN PRINCIPLES OF MISSION
  COMMAND
  4-5. The application of the sevenprinciples of mission command,combined with COL Perkins’use of the
  art of command and science of control helped reduce uncertainty during the planning, preparation, and
  execution of the 5 April 2003 movement to contact through Baghdad. Soldiers easily understood the mission
  and intent,which were simple and clear. COL Perkins’command presence forward set a positive example
  for Task Force1-64 Armor Regiment and allowed him to assess the situation and apply judgment.
  4-6. The science of control was illustrated by the actions of the 2/3 ID. The 2/3 ID main CP facilitated
  mission accomplishment by coordinating with the 3d ID main CP and with 1/3 ID, synchronizing and
  integrating actions,informing COL Perkins,and providing control for the 2/3 ID units in OBJ SAINTS. The
  paragraphs below described the sevenprinciples of mission command illustrated in the vignette above.
  COMPETENCE
  4-7. The 2d Brigade was a regular Army unit, which had stabilized both command tours and personnel
  assignments during its overseas tour. While the campaign was only two weeks old,the brigade had been in
  Kuwait for over six months prior to that and had trained intensively. By 5 April, two continuous weeks of
  combat experience augmented the training. COL Perkins’command presence,two-way counseling sessions,
  professional development sessions, and continuous assessments naturally enhanced the building of a
  competent team. When leaders are open to candid subordinate feedback as well, such sessions and
  assessments will yield greater results in building the team’s competency during the planning, preparation,
  and execution of any operation,not just during the after-actionreview.
  MUTUAL TRUST
  4-8. COL Perkins trusted his commanders and Soldiers because of their high level of training and their
  proven ethical and effective performance in combat. When leaders give clear expectations to subordinates
  through two-way counseling sessions, professional development sessions, and continuous assessments, it
  engenders trust.
  SHARED UNDERSTANDING
  4-9. The corps,division,and brigade commanders clearly conveyed their intents,objectives,and key tasks
  to subordinate commanders. The long train up for the campaign in Kuwait and the previous two weeks of
  operations facilitated shared understanding. Additionally,the raid was essentially a battle drill,whichTask
  Force1-64 Armor Regiment had executed many times before,both in training and in combat. When leaders
  and subordinates share personal experiences during counseling, professional development sessions, or
  after-action reviews, all parties develop a shared understanding. Through shared personal experiences,
  leaders and subordinates will better understand how each other think, gaining keen insight to how
  commanders and staff analyze and solve problems. With this level of shared understanding,units can achieve
  greater levels of synchronization and efficiency at a quicker pace during high tempo environments.
  COMMANDER’SINTENT
  4-10. Both LTG Wallace and MG Blount provided clear and concise commanders’ intents for the 5 April
  mission. Their intent was to conduct a raid into Baghdad in an armored column to test the Iraqi military’s
  urban defenses, collect information, and pressure the regime. COL Perkins added his own emphasis to
  maintain momentum throughout the movement and to create as much confusion among enemy elements as
  possible.
  4-11. More than just stating an operations purpose,key tasks,and the desired outcome,commander’sintent
  clearly articulates what criteria or metrics the commander will use define success for terrain, civilians (if
  applicable),friendly forces,and the enemy. Usually no more than three to five sentences,it gives the reason
  and broad purpose beyond the mission statement in a way subordinates two echelons down can easily
  remember. An example of the desired outcome might be, “All friendly forces are north of X River at