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Published: innemare1977
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The commanding officer in charge of judging the briefs determined Task Unit Bruiser had the most understandable and thus the best of the three, even if the others had more impressive-looking PowerPoint slides. It placed an emphasis on what Willink calls "Commander's Intent," which is when the team understands its commander's purpose and the mission's endstate so thoroughly that they can act without further guidance.
When Leif Babin was training to become a US Navy SEAL officer, he didn't expect to spend so much time working out combat mission briefs in Powerpoint presentations, he explains in his new book "Extreme Ownership: How US Navy SEALs Lead and Win."
It was a common feeling, and the reason why in training sessions, he and other officers-in-training had a tendency to create briefs with the intention of impressing their instructors, as opposed to crafting plans that would actually be valuable to an entire team.
"Implementing such a planning process will ensure the highest level of performance and give the team the greatest chance to accomplish the mission and win," Babin writes.
When Babin joined Task Unit Bruiser in 2005 as the officer in charge of Charlie Platoon, his commander and future co-author Jocko Willink told him to forget about Powerpoint. As part of a final exercise that would determine if they would be sent to fight in an incredibly dangerous part of Iraq (a desirable scenario for them), Babin and another platoon commander needed to create a mission brief that was more impressive than two other task units.
Task Unit Bruiser was sent to Ramadi, where it became the most highly decorated special operations unit of the Iraq War.
Analyze the mission. Understand higher headquarters' mission, Commander's Intent, and endstate (the goal). >
Babin writes that this checklist can be easily adapted to the business world, and it's what he and Willink have taught executives they've worked with through their leadership consulting firm Echelon Front since 2011.
It was a valuable teaching experience for Babin. In "Extreme Ownership" he outlines the planning checklist that he used as platoon commander:

A former Navy SEAL officer reveals the 11-point checklist he used to prepare for combat.
"The true test for a good brief is not whether the senior officers are impressed," Willink told them. "It's whether or not the troops that are going to execute the operation actually understand it. Everything else is bull—."
Babin and his fellow platoon leader stopped worrying about being impressive and focused on how to make their mission brief as clean and easy to follow as possible. They worked with their subordinates to ensure that if they had to put the brief into action, every member of the team would clearly understand the mission required of him.
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