text: Leadership During Operations
  point to ensure they learn what types of risk are acceptable, which are not, and how to better assess risk. This
  sort of coaching helps leaders gain trust in their subordinates’ judgment and initiative, and it builds
  subordinates’ trust in their leader. During operations, leaders intervene when subordinates accept risk that
  exceeds the potential tactical benefits to the mission. Leaders inform subordinates, either at the time of the
  decision (if time permits) or in an after-action review, of the residual risk accepted and why. They ensure
  that risk management does not become risk aversion.
  8-41. Inculcating risk acceptance goes hand in hand with accepting mistakes made in good faith.
  Subordinates who learn from bad decisions become better leaders, and commanders who underwrite those
  mistakes create a command climate where subordinates learn and gain the experience required to thrive under
  hardship. Leaders reinforce the importance of a bias towards action by highlighting the value of simply
  making a decision during operations, including imperfect decisions. Even so, commanders do not repeatedly
  underwrite subordinates’ mistakes resulting from repeated lack of judgment or an inability to learn. Nor do
  they tolerate repeated errors of omission or inaction where subordinates fail to exercise initiative. Leaders
  act to ensure subordinates learn from mistakes. Methods of doing this include—
  (cid:122) Publicly discussing a mistake as part of an after-action review, including one made by the leader,
  to determine a better way to achieve the same purpose.
  (cid:122) Correcting a subordinate directly, in situations when there is no time for an after-action review or
  to enable better shared understanding by the entire team.
  (cid:122) Correcting the systemic problem that enabled the mistake.
  8-42. Commanders prepare their subordinates to take
  their place when required, and they use training events Commanders and leaders at all levels are in
  and professional development sessions to reinforce the control of their subordinates during a battle
  value and necessity of exercising bold, appropriate only to the extent that they can
  initiative. In addition to allowing progress over time, this communicate. The senior leader able to
  prepares leaders to quickly assume greater communicate with the majority of a formation
  in a fight needs to quickly take charge when
  responsibilities immediately during combat. If an
  it becomes apparent that the normal chain of
  echelon of command is destroyed or otherwise made
  command is no longer functional. This
  mission ineffective during combat operations, a
  requires leaders to be prepared to operate
  subordinate leader must assume command as quickly as
  on radio nets and other C2 systems two
  possible. This may include elements of a subordinate levels up when the need arises.
  echelon commander and staff assuming the
  responsibilities of a higher echelon headquarters.
  8-43. Self-awareness enables leaders to recognize their strengths and weaknesses and then to take
  appropriate action. Leaders develop self-awareness through self-critique and self-regulation during training
  and operations. They actively seek feedback, adapt to change, and possess the humility to accurately examine
  their own experiences, performance, judgment, and decision making. Under rapidly changing conditions,
  leaders’ self-awareness is a critical factor in making accurate assessments of changes and their own personal
  capabilities to operate effectively in those conditions.
  FOSTERING SHARED UNDERSTANDING
  8-44. Shared understanding enables a mission command approach to C2. Commanders communicate their
  intent two echelons down, and leaders look two echelons up to gain an understanding of the commander’s
  intent, priorities of effort, and desired end state for operations. Commanders ensure understanding of their
  intent during continuous dialogue with their subordinates. When relayed in an environment of mutual trust
  and shared understanding, the commander’s intent frees commanders to move about the battlefield knowing
  their subordinates understand the end state and what must be done to achieve it, even as conditions change.
  Such climates allow leaders to operate knowing subordinates accurately and promptly report both positive
  and negative information. Prompt and accurate reporting is critical in maintaining the tempo of decentralized
  operations by dispersed forces along multiple axes.
  8-45. Establishing shared understanding begins with leaders who educate and train themselves and their
  subordinates in applicable allied, joint, and Army doctrine and common tasks, techniques, and procedures.
  Training develops the teamwork, trust, and shared understanding that commanders need to exercise mission