Another Rant from the desk of CSM Thompson, TXSG

Good afternoon. It's time for another of my periodic leadership rants. Let me start off with my disclaimer. My rants sometimes run long, hence the name Leadership Rants. If you have the time and inclination to commit to them, read on. If you do not and you choose to continue, you have been warned.

Today’s rant is going to be a little different. I normally concentrate on leadership; traits, principles, goals, or requirements. I have spent a lot of time going over what makes leaders, both good and bad. Today, though I want to go into training. It does not matter what training we are discussing; training for “routine” tasks, or in preparation for deployments in response to emergencies across the state. No matter what the mission, a well-trained force is needed to ensure mission accomplishment. So how does an organization get their personnel trained to mission ready status?

Tasks, Conditions and Standards. Anyone that has ever been associated with the military, especially the United States Army, is familiar with these three words. They are the basis of everything the Army does. They provide a framework for how things are done, what is done and when it gets done.

When the United States Army wants to train a Soldier on anything, these three criteria, Task, Condition and Standards are used to introduce the training to the Soldier. This is also the process in which the Soldier’s performance is evaluated. Task, Conditions and Standards, known as the TCS Framework, is the basis of Army training.

The Army uses 2 manuals, STP-21-1 SMCT Warrior Skills Level 1 and STP-21-24 SMCT Warrior Skills Levels 2,3 &4, to provide instruction and evaluation on the primary skills all U.S. Army Enlisted Soldiers should have proficiency in. The manuals provide clear instructions of what is expected of each Soldier to gain competency in their basic Soldier skills, aka Warrior Tasks. These manuals also provide the TCS Framework to ensure Soldiers understand the steps required to attain proficiency in each of their Warrior Tasks. Finally, they provide a metric to evaluate the troops’ understanding of the tasks.

According to FM 7-21-13, Chapter 5, 5-55. “Task, conditions, and standards are the Army’s formula for training tasks to standard. You should learn the specific conditions and standards before training a task, so you understand what is expected of you.” Today’s Rant will provide a breakdown of each of the elements within the TCS Framework.

TASK

The first element of the TCS Framework is the task. A task is a clearly defined and measurable activity accomplished by individuals and organizations. Tasks are specific activities that contribute to the accomplishment of encompassing missions or other requirements. Task standards define how well and to what level a task must be done. So, when going out to do a mission of any sort, the first question that needs to be answered is what is to be done.

When discussing tasks, there are three categories; Individual, Collective and Mission Oriented.

Individual tasks are those performed by a single Soldier, such as personal equipment maintenance, communication procedures, or basic skills such as drill and ceremonies or land navigation. Individual tasks are normally assigned at the unit level, such as by a team or squad leader. Often, individual Soldiers will self-initiate these tasks to ensure they are proficient in those tasks and drills that are part of their general knowledge.

The second category is collective tasks, which require teamwork and coordination between multiple Soldiers or units. They are clearly defined, measurable activities that require a unit or team to work together to achieve a specific standard. Collective tasks are developed through a combination of instruction, practice, and experience. Important Note: This brings us to the end of the 10th paragraph. I have been told that NCOs do not read more than 10 paragraphs. While I do not agree with this assessment of the reading abilities and attention span of NCOs, I will sum up the rest of the rant by saying “Conditions and Standards.” For those of you who would like to continue reading, please do so.

To help with collective tasks, commanders should develop unit training plans. These training plans assist their units towards proficiency in collective tasks. The plans should use a crawl-walk-run approach, starting with basic skills and building up to more complex tasks. Mission Essential Tasks or METs are collective tasks that organizations train to be proficient in to accomplish their mission. Each MET has a METL (Mission Essential Task List) that provides the standards, conditions and steps units need to train to achieve proficiency.

One of the 11 Principles of leadership states that leaders must “ensure that the task is understood, supervised and accomplished.” It is important to note the role of the NCO in collective training. NCOs are responsible for managing the training plan. They ensure that everyone is up to speed on the requirements of the METLs and the unit is mission ready.

The final category to be discussed in this section is Mission-Oriented Tasks (MOTs). These refer to tasks and activities focused on achieving an objective or mission. These tasks are typically done by military personnel, units, or branches and aligned with a mission's overall strategic goals. MOTs are often highly focused, time-sensitive, and require effective coordination and execution to ensure success. Mission oriented tasks are those related to the overall mission objective. Each MOT is integral to overall mission success and may vary in priority and execution depending on the mission's specific objectives. A highly organized structure ensures each of these tasks is performed in a coordinated manner to achieve mission success effectively.

The MOTs are normally the product of the Commander’s Intent, when the Commander clearly communicates the mission’s purpose and the desired outcome to all unit levels. From the Commander’s Intent, mission orders are generated. These are simple directives that tell subordinate leaders what to do, but not how to do it. Specified tasks are usually assigned to a unit by higher headquarters and the leaders at the unit level to ensure the task is accomplished.

Commander’s Intent can be looked at as the strategic mission. It is the overarching vision of the commander as to what needs to be done. That is transmitted down to the lowest echelons where the NCOs take over. NCOs are responsible for enacting the tactical mission by ensuring the troops carry out the Commander’s Intent to ensure mission accomplishment.

For MOTs to be successfully carried out, there must be mutual trust between commanders, subordinates, and partners. Each needs to know that they can rely on the other. Other principles to ensuring the success of MOTs are building cohesive teams, creating shared understanding, exercising disciplined initiative, and accepting prudent risk. These are all things that the unit level leaders must do.

In the TCS framework, tasks are often presented in task statements that define the task in a clear, action-oriented manner. Tasks are also specific and measurable. Tasks can be taught, practiced, and evaluated through classroom training, simulations, and field exercises. Finally, tasks can increase in complexity as personnel gain more experience and higher levels of proficiency. Every task is a building block of mission accomplishment. A troop should never look at a task they are required to accomplish as menial. A single task may seem minor on its own but is often part of a larger series of tasks that contribute to mission success. Tasks are not just for individual skills but also help maintain unit cohesion, coordination, and mission effectiveness.

CONDITIONS

The next element in the TCS Framework are the conditions. Conditions are defined as the environment, situation or specific circumstances and environment in which the task is to be performed. These conditions include both the physical and situational factors that influence how the task will be performed. They also outline the environment, resources, time constraints, and other factors that influence how a Soldier or unit should execute a given task. Conditions provide the context and framework for performance, specifying the factors important for successful task completion. There are many factors that affect the conditions. These are divided into environmental, operational, procedural and readiness.

There are several items included in the environmental factors. One is the terrain. The type of ground to be operated on will affect the task's accomplishment as far as time and level of difficulty. It is much easier to move over flat, even ground than it is to conquer hilly terrain with loose rocks. Another environmental factor that must be considered is weather. Conditions such as rain, snow, extreme heat, or fog, can affect visibility, mobility, and operations. Operating a Point of Distribution in March is completely different from running the same type of operation in December. Heat, cold and precipitation all influence the personnel and equipment. While not an environmental factor, something else that must be considered is time. The time available for completing the task affects planning and conducting operations. If the mission is to be conducted during nighttime hours versus daylight, additional factors need to be included in the planning. If there are specific time constraints, this could also influence the planning and conduct of the mission.

The next set of factors that will be considered are those dealing with operational parameters. Many questions need to be asked. First, what is the complexity of the mission? The level of difficulty or intricacy of the task influences the mission. For example, is it basic drill during a ceremony or is it more involved like moving a wounded person across rugged country at night in severe weather? What type of unit do you have and are they trained to perform the mission at hand? Do they have the equipment necessary to carry out the mission? If not, can that equipment be obtained prior to mission launch? Can the mission be accomplished without the equipment? Are there enough vehicles to carry out the mission? What type of communications system will be needed to ensure the unit stays in contact with higher headquarters?

Procedural factors play into the conditions as well. What are the legal, ethical, or moral guidelines that govern the behavior of Soldiers during the task? If it is a simulated mission to repair fencing along the border, Soldiers need to know the rules of engagement if the team encounters immigrants while doing their jobs. On any training evolution, the troops also need to know whether they have flexibility built into task performance. Is there decentralized command, or does the team need to get permission from higher before making necessary deviations from the original plan?

Finally, there is the question of unit and Soldier readiness. Soldiers must be trained and proficient in carrying out the task. Personnel with real-world experience with the task will be valuable, especially if it is a new task for most of the team. To accomplish a task, the unit must work together. This includes their level of coordination with each other and other units. They also need to know how each member of the team and the entire team functions under pressure.

Another of the 11 Principles of Leadership says, “Employ your team in accordance with its capabilities.” The capabilities or limitations of the specific unit involved are important. A leader that commits an undertrained, underequipped unit to a mission is setting it up for failure.

Conditions are vital for several reasons. First, they help ensure that training reflects the real-world circumstances personnel will face. While it is hard to simulate every situation that a unit may encounter, the more realistic the training, the less likely personnel are to make mistakes when faced with an obstacle in the real-world. By setting conditions in training, it allows the team to make informed decisions during missions. Finally, conditions highlight the resources that must be considered to complete a task successfully.

In short, conditions describe the environmental, operational, and procedural factors that affect the way a task is performed. By understanding these conditions, personnel can prepare for the challenges they might face and adjust their tactics and strategies accordingly.

STANDARDS

The final part of the TCS Framework is standards. Standards specify the level of performance required for a task to be considered successful. These are the benchmarks of proficiency, effectiveness, and safety that must be met for the task to be properly executed. Standards are usually based on objectives that are measurable, observable, and achievable. The use of standards ensures that tasks are performed properly. In the context of the U.S. Army, "standards" are a critical component of the "Tasks, Conditions, and Standards" (TCS) framework.

Standards are measurable. They should be quantifiable so that performance can be assessed objectively. They should also be directly observed to ensure that the standard is being met. Standards must be realistic. In other words, they must be possible to complete under normal conditions. Finally, the standard should be clear. There needs to be no confusion about expectations, so the standard should be specific and understandable to all involved.

To determine whether the standard has been made, troops must be evaluated. In most cases these evaluations can be measured in one of two ways. The first is a written test, which evaluates a candidate’s knowledge and understanding through written responses. It can include multiple-choice questions, short answers, or essays. Written tests allow comprehensive coverage of the syllabus. Standardized answer keys ensure fair evaluation for most question types. A passing grade is usually based on a percentage of correct answers on the test. The second type of evaluation is a practical evaluation. This is more of a hands-on measurement of knowledge. It consists of performance measures that make up a specific task. The Soldier being tested will be scored on how well they perform on each measure. The evaluation will usually be in the form of GO/NO GO. The Soldier completes an overall “GO” on the task if all performance measures are passed. If the Soldier receives a NO GO if any of the steps are failed, at which time they should be shown what they did wrong and allowed to take the test again.

Standards help ensure consistency across the force. The standard is the same for everyone, no matter where they are in the organization. Everyone is trained to meet the same level of proficiency. Standards are also used to evaluate performance and identify areas that need improvement. This must be documented to ensure the proper additional training occurs. Standards also guide the focus of training. By enforcing standards, it ensures everyone is working toward clear, measurable goals. Finally, when tasks are performed to standards, it increases the likelihood of mission success, as each task is carried out efficiently and effectively.

In the Army's "Tasks, Conditions, and Standards" framework, standards define the expected level of performance required for a Soldier or unit to successfully complete a given task under specified conditions. They are essential for ensuring that tasks are executed with the desired level of proficiency, contributing to overall readiness and mission effectiveness. Standards are clear, measurable, and achievable expectations that help maintain consistency, accountability, and success in military operations.

Now the question is why is the TCS Framework covered in a Leadership Rant? Simple, NCOs are the trainers of the organization. The NCO takes the unit training plan developed by the unit commander and staff and ensures it is carried out. For the best possible training to be conducted in the Texas State Guard, the TCS Framework not only needs to be understood by all NCOs, but it also needs to be adhered to.

Standardized training across the board is the key to mission success. Developing training that follows the TCS Framework allows NCOs to consistently train personnel across the force. This is the key to mission accomplishment. There are times during a deployment that personnel may not be assigned with the team they normally train with. If everyone is trained consistently, that shouldn’t be an issue. No matter what units are brought together to make an ad hoc team, standardized fundamental training everyone gets them all on the same page. Everyone should understand the Task, Condition and Standards and be able to move toward mission accomplishment based on that.

This rant’s purpose was to highlight the TCS Framework. For some of readers, this is merely a reminder of things that were learned years ago and have been practiced since. For others, it may be their first introduction to the topic. Either way, the TCS framework provides consistency in training, which leads to standardization and mission accomplishment and should be adhered to by all leaders in the organization.

Thank you for taking the time to read this Leadership Rant, and while it was not specifically pointed towards leadership, one can see how incorporating Tasks, Conditions and Standards into the training program can enhance leadership within the unit and make mission accomplishment easier to attain. I will end this leadership rant the way I end all of them, with the advice my father gave me. MISSION, MEMBERS, ME.