text: Chapter 8
  (cid:122) The need to communicate.
  (cid:122) The need to motivate subordinates.
  8-12. Commanders delegate authorities to subordinate leaders for the conduct of operations based upon their
  judgment of their capabilities. This allows the commander to be elsewhere, potentially in a location that
  permits broader perspective and understanding. It also enables faster decision making in contested
  environments than if both leaders were in the same location, and it prevents the need for continuous
  communication. Continuous communication allows enemy forces to detect and target commanders,
  subordinates, and command posts. It should be avoided whenever possible. Exercising a mission command
  approach to C2 and delegating the broadest possible authorities to subordinate leaders empowers them to
  exploit opportunities and conduct more effective distributed operations.
  COMMANDER’S INTENT
  8-13. The commander’s intent is a clear and concise expression of the purpose of an operation and the desired
  objectives and military end state (JP 3-0). The commander’s intent succinctly describes what constitutes
  success for the operation. It facilitates unity of effort as it allows subordinates to understand what is expected
  of them, what constraints apply, and most importantly, why the mission is being conducted. Understanding
  why a mission is conducted is important both in maintaining unity of effort and in bolstering the morale and
  will of subordinates. Soldiers who understand why they are called upon for a specific mission, and how that
  mission aligns with the higher echelon commander’s intent and concept of operations, are more committed
  to the success of that specific mission.
  8-14. Commanders communicate their intent two echelons down to ensure subordinates understand the
  boundaries within which they may exercise initiative while maintaining unity of effort. They likewise
  understand the commander’s intent two echelons above them. A clear and concise commander’s intent should
  be easily remembered and understood even without an order. Commanders collaborate with subordinates to
  ensure their commander’s intent is understood. Soldiers who understand the commander’s intent are more
  able to exercise disciplined initiative in unexpected situations than those who do not.
  INITIATIVE
  The fog of war works both ways. The enemy is as much in the dark as you are. BE BOLD!
  General George S. Patton
  8-15. Leaders at every echelon exercise initiative as they follow orders and adhere to a course of action or
  scheme of maneuver. When the enemy does something unexpected, or a new threat or opportunity emerges
  that offers a greater chance of success, subordinate leaders take action to adjust to the new situation and
  achieve their commander’s intent. Disciplined initiative requires a bias towards action rather than waiting on
  new orders. The mission command approach to C2 demands subordinates exercise initiative in the absence
  of orders, when current orders no longer apply, or when an opportunity or new threat presents itself. The
  cumulative effect of multiple subordinate commanders, leaders, and individual Soldiers exercising initiative
  produces agility in Army formations. It enables Army forces to seize the operational initiative as they pose
  multiple dilemmas on the enemy.
  8-16. Commanders and subordinate leaders develop subordinates capable of exercising effective initiative
  during both training events and operations. Leaders create opportunities during training events in which
  subordinates must take action on their own. Commanders must foster a climate that encourages initiative
  during training, before the unit is committed to combat. Accepting risk and underwriting good faith mistakes
  establishes a unit culture that allows subordinates to learn and gain the experience they need to operate under
  their own responsibility. Endurance requires that the burdens of combat leadership be shared between leaders
  at each echelon, which is not possible without a leadership culture that demands disciplined initiative.
  DISCIPLINE
  8-17. Discipline underpins the effective application of initiative during operations. For many parts of an
  operation, the benefits of exercising disciplined initiative outweigh the cost in synchronization. At other
  times, when synchronization or a specific process is critical to successful execution, ill-advised initiative can