WEBVTT

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Air Force doctrine describes mission

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command as a philosophy of leadership

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that empowers airmen to operate in

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uncertain complex and rapidly changing

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environments through trust , shared

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awareness and understanding of

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commander's intent . The name of the

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game today is speed and speed wins in

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the modern fight . So the reason why

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mission command is relevant is because

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you have to know one what's expected of

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you , we call that commander's intent .

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Two , you have to have shared

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understanding to know what you're

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expected to do when we call a game play

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or we change the game plan . And then

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three , you have to have mutual trust

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to be able to make decisions , to know

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that one , someone's gonna have your

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back , especially if you take on risk .

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Um And to be able to persevere when

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times get hard as a leader , you know ,

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this responsibility of that leader to

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give what I want that outcome or that

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desired outcome to be . And then you

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give space and some clear parameters

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for those individuals to operate within

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and you let them go and be creative

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with air and to be competent at their

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job , we need you to be good at what

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you do , we also need you to be good at

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expeditionary skills . So being ready

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to do a multitude of different types of

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tasks . So you may be an intelligence

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airman who's really good at providing

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intelligence assessments , but you may

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also have to help set up a tent city or

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man a defensive fighting position or

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load weapons onto an aircraft . We also

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need airmen to be willing to take

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calculated risks , small risks on

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behalf of their commanders . If you're

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not building daily trust with your

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personnel , you will not be able to

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execute mission command under fire .

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Let's look at a real world example of

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mission command . There are many great

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examples of mission command . One

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example at the squadron level is the

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20th Special Operations squadron led by

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then Lieutenant Colonel Webb in their

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response to the attacks in the World

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Trade centers on September 11th , 2001 ,

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the 20th Special Operations squadron

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was training on the east coast with

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their mh 53 helicopters when the

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attacks took place in response to the

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attacks . Lieutenant Colonel Webb's

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squadron was ordered to go help

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Americans that was their commander's

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intent for the next seven days . The

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20th Special Operations squadron did

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just that helped Americans flying

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rescue missions over the World Trade

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Center site and coordinating emergency

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response with the Federal Emergency

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Management agency . They did not need

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an air tasking order or other guidance

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from a senior leader . They simply

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needed to go help Americans , you know ,

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we cannot just have , um , situations

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to where , when they rehearse or

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practice at home , that it looks that

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radically different than what they're

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gonna experience when it's , when it's

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game day or in the combat environment .

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And so I think the , everything we're

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talking about in terms of exercises

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that can be a part of both locally and

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large scale exercises . There's gonna

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be a big shift in the coming year where

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people again , we're not just gonna

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talk about mission command . We're

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actually gonna do it and practice it .

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And I think that's what you're gonna

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see a shift on and that will probably

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look a little bit different than what

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you see in terms of home base

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operations . But we're gonna have to

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balance it much more in the where we

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are today because right now airmen

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aren't really practicing those kind of

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things until they get closer to the

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fight . Now , let's look at an example

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of how the force is training and

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educating airmen on mission command and

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how to effectively employ principles of

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mission command in daily operations .

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COVID shocked the world but not enough

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to where basic training had to close

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down shop . We were one of the only

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military branches to continuously push

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personnel through . We were able to do

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that because the military training

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instructors and staff at Lackland were

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able to pivot and come up with ideas .

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For example , the trainees were

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required to be 6 ft apart . So the MTIS

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came up with a way to march them 6 ft

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apart . They were in columns of twos ,

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6 ft interval and 6 ft distance . COVID

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really taught BMT how to be very

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flexible and how to better operate with

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acceptable calculated risk . It's

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training , it's gonna be hard , but the

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force has to prepare as it looks

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forward into the theater of G PC . And

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what could happen in future conflict .

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Airmen need to know what is at stake .

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And if they do not train with risk ,

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how will they deal with situations ?

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Far more dangerous and costly in the

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real world ? This was a brief look at

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what mission command is , what it looks

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like in execution and how we're

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training people to operate with this

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leadership philosophy in mind . Be sure

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to check out the other videos on agile

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combat employment and units of action .