“Commander’s Intent” in the U.S. Army – and K-12 Schools

From the Marshall Memo #441

In this intriguing 2000 article in Military Review, West Point professor Lieutenant Colonel Lawrence Shattuck takes a critical look at the U.S. Army’s long-standing policy of communicating the “Commander’s Intent” to soldiers when they go into battle. The idea is for front-line troops to be clear about the overall objective so that if things go wrong and there isn’t time to check in with superiors (battle is always marked by confusion and ambiguity), soldiers can quickly adapt and keep pursuing the objective in unscripted ways. The philosophy underlying Commander’s Intent is that front-line people need to be empowered and trusted to use their judgment and creativity in the face of unexpected events. Subordinates also need to be able to trust that if they deviate from the original plan in service of the overall objective, their superiors will support them. [As you read, you might ask yourself how and when this applies to K-12 schools.]

Shattuck believes the original idea of Commander’s Intent has been diluted in the Army in two important ways. The overall goal of every mission is supposed to be communicated clearly and concisely down through the ranks, but some Commander’s Intent statements are 484 words long! These long-winded officers can’t resist dictating the how-to as well as the what, thereby micromanaging their troops and putting them at a disadvantage because they have no flexibility to adapt when the enemy does something tricky. At the other extreme, some commanders give too much flexibility to their troops and don’t articulate and coordinate an overall strategy. The happy medium is a good overall strategy, clear goals for each unit, and flexibility when things go wrong.

The second dilution of Commander’s Intent, Shattuck believes, is that higher-ups haven’t understood the importance of the human element between commanders and subordinates. This requires an understanding of social norms, expectations, trust, and close-in knowledge of colleagues in arms. “To incorporate these elements,” he says, “a commander must impart his presence to his subordinate commanders.” This doesn’t mean just getting on the smartphone or radio or computer; it means explaining the thinking behind the Commander’s Intent and getting to know subordinates well enough so they can get inside the commander’s head and will respond the same way in a similar situation. 

Shattuck says five factors are crucial to a superior officer “imparting presence” to subordinates:

• Start early. From Day One, commanders should get to know subordinates, help them understand what the boss values and why, and establish a healthy professional climate.

• Establish acceptable operating limits. “In most cases,” says Shattuck, “commanders should tell subordinates what to do, not how to do it. At the same time… subordinates usually are not free to accomplish the task in any manner they choose… By establishing the operational boundaries, commanders provide subordinates the freedom to act and the knowledge of what is acceptable and what is not.”

• Explain your rationale. It’s not enough to tell subordinates what to do and why to do it, says Shattuck. Commanders should explain how they reached the decision. “Explaining the rationale helps subordinates understand and develop similar patterns of thought. Frequent interaction – formal and informal, professional and social – will provide subordinates additional opportunities to learn how their commanders think.”

• Get feedback often. “The potential for misunderstandings is great when the commanders and subordinates do not agree – and are not aware that they do not agree – on the meaning of doctrinal terms,” says Shattuck. Commanders need to constantly check for understanding.

• Recognize individual differences. Commanders need to know who can be trusted with more latitude and who needs more detailed instructions. 

“Communicating Intent and Imparting Presence” by Lieutenant Colonel Lawrence Shattuck in Military Review, March/April 2000, http://www.dtic.mil/cgi-bin/GetTRDoc?AD=ADA522123