text: Chapter 8
  The example of VII Corps actions during the Gulf War demonstrate how teamwork and cohesion allow units
  to rapidly adapt and act when situations quickly change.
  Crosstalk in the Desert—VII Corps in the Gulf War
  On the morning of 17 January 1991, the day after the start of U.S. Central Command’s
  major air operation against Iraq, the VII Corps commander, Lieutenant General
  Frederick Franks, was with the 1st Infantry Division as it honed tank and Bradley
  gunnery skills in the desert of Saudi Arabia. While there, he received a spot report from
  Brigadier General John Landry, Corps Chief of Staff, over the radio: “55 Iraqi tanks
  have crossed the Kuwaiti Border, heading southwest toward Hafir al-Batin and are
  engaging Egyptian coalition forces in what may be the beginnings of an Iraqi
  preemptive strike.”
  Within seconds, Colonel Johnnie Hitt, commander of the Corps’ 11th Aviation Brigade,
  entered the net indicating that he had monitored the report and alerted two Apache
  battalions that could respond in 30 minutes if necessary. At the same time, Colonel
  Don Holder, commander of the 2d Armored Cavalry Regiment, the Corps unit closest
  to the reported enemy, called to notify Franks that he had issued orders for the entire
  regiment to occupy blocking positions in the area and to make contact with the enemy
  force with air and ground scouts. Those were the immediate and correct actions taken
  by commanders as a result of monitoring the command network and having the
  confidence to act—confidence developed through training, teamwork, and trust among
  the key players of the VII Corps team.
  8-38. Commanders are responsible for developing subordinate leaders and units that are capable of adapting
  to the environment and the dynamic nature of operations. Training is the primary opportunity to do so, and
  all leaders must work to be experts at training formations and developing subordinates during that training.
  Successful adaptation and leader development depends on a command climate and learning environment that
  encourages subordinates at all levels to become subject matter experts, think independently, and take the
  initiative. Using a mission command approach, leaders foster a sense of shared commitment and involvement
  in decision making. (See FM 6-22 for more information on leader development in a learning environment.)
  Leaders help establish the conditions for subordinate adaptation by—
  (cid:122) Developing leadership experience.
  (cid:122) Fostering shared understanding.
  (cid:122) Communicating with staff and subordinates.
  (cid:122) Developing teams.
  DEVELOPING LEADERSHIP EXPERIENCE
  Judgment comes from experience and experience comes from bad judgment.
  General of the Army Omar N. Bradley
  8-39. Commanders and leaders develop subordinates when they prepare and then challenge them with
  greater responsibility, authority, and accountability. They prepare their subordinates to succeed at the next
  level of responsibility, since during combat many subordinates will be required to move up and replace more
  senior leaders who become casualties, usually with no warning. It is the individual professional responsibility
  of all leaders to develop their subordinates. (See FM 6-22 for more information on leader development.)
  8-40. Commanders and leaders may develop their subordinates by observing them in training, accepting
  subordinates’ risk taking when the consequences of failure are not decisive, and providing accurate feedback.
  Leaders allow subordinates to accept risk on their behalf. They ensure subordinates make analytic risk
  decisions as time and circumstances allow, while informing their higher echelon command of the risks they
  are accepting. During training, leaders may allow subordinates to accept excessive tactical risk as a teaching