NEWS FROM THE FRONT 

22 NOV 16 

CSM Kenneth L. Killingsworth
Running head: NCOs AND THE BCT COMMAND POST 1 

The Role of the NCO Inside the BCT Command Post 

Kenneth L. Killingsworth 

196th Infantry Brigade CSM 

Approved for public release: distribution unlimited
NCOs AND THE BCT COMMAND POST 2 

The Role of the NCO inside the BCT Command Post 

Noncommissioned officers (NCOs) have been leading Soldiers since the days of General 

Friedrich von Steuben and the blue book that codified the responsibilities of NCOs during that 

period in history (U.S. Army, TC 7-22.7, 2014). The NCO corps has grown a lot since then and 

so has its roles and responsibilities; however, one thing has remained constant - accomplishment 

of the mission and the welfare of Soldiers. NCOs mostly operate at the tactical level conducting 

the day-to-day operations inside of the company team and are relied upon to execute complex 

tactical tasks, train junior enlisted Soldiers on military occupational skills and drills at the 

individual and team level. NCOs account for and maintain individual and unit equipment while 

caring for Soldiers and their families on and off duty. NCOs coach, mentor, and teach Soldiers 

on the unit’s mission and create training programs and processes for supporting the mission. 

NCOs do this while demonstrating Army values and instilling the value of the professional 

Army ethic, ensuring that character and competence are measured equally and have balance 

throughout the formation. 

Doctrine 2015 introduced the importance of mission command doctrine into operations at 

all levels of leadership, and in the last five years NCOs have defined their role in mission 

command as it applies to their military occupational specialty duties and responsibilities. We as 

NCOs, however, sometimes find it difficult to identify our role during command post operations. 

This is understandable, because as NCOs we are familiar with executing at the tactical level and 

then after years of learning and refining our craft at the tactical level, we are introduced into the 

unfamiliar environment of the brigade combat team (BCT) command post. This paper will share 

some command post experiences obtained during my tenure as a G-3 sergeant major and also 

address some observations noted during Joint Pacific Multinational 
NCOs AND THE BCT COMMAND POST 3 

Readiness Capability exercises in order to better define the NCO's role in the BCT command 

post. 

Mission Command and the Command Post 

FM 6-0 defines a command post as a “unit headquarters where the commander and staff

perform their activities” and NCOs are a key part of that staff. Command posts are designed and

organized based on specific functions; however, activities that are common in all command 

posts include: maintaining a common operating picture; running estimates; controlling and 

assessing operations; developing and producing orders; coordination with higher headquarters, 

subordinate, and adjacent units; conducting knowledge and information management; network 

operations; and providing a facility for the commander to control operations, issue orders, and 

conduct rehearsals, all while supporting the commander’s decision-making process (U.S. Army, 

FM 6-0, 2014). Mission command is an “exercise of authority and direction by the commander 

using mission orders to enable disciplined initiative within the commander’s intent to empower 

agile and adaptive leaders in the conduct of unified land operations” (U.S. Army, ADRP 6-0, 

Mission Command). Mission command is comprised of two components, the “art of command” 

and the “science of control” (U.S. Army, ADP 6-0, Mission Command). We go back to the all 

too familiar question: Where does the NCO fall into this process? What is an NCO's role inside 

a BCT command post? How do NCOs support the mission and facilitate mission command for 

the commander? The answer - we do exactly what we have always done at the tactical level. 

Let’s look at this from a perspective of conducting the day-to-day operations or the routine tasks 

of a command post. Accomplishing these routine tasks start with individual training of Soldiers 

and NCOs which is a familiar task. If you look at the Figure 1-1, both the “art of command” and 

the “science of control” are enabled through mission command systems and 
NCOs AND THE BCT COMMAND POST 4 

Figure 1-1, Mission Command

networks. How do we leverage this technology if our Soldiers are not individually trained on 

warfighting function information systems? We must align training with command post positions 

and select the right NCOs and Soldiers for those jobs and positions. Numerous mission 

command systems are utilized throughout the BCT command post in order to enable mission 

command through the warfighting functions. The Joint Capabilities Release (JCR), JCR Log, 

Advanced Field Artillery Tactical Data System (AFATDS), Air Missile Defense Workstation

(AMDWS), Air Defense System Integrator (ADSI), Tactical Airspace Integration System 

(TAIS), and Command Post of the Future (CPOF) are just a few of the mission command 

information systems utilized by warfighting functions that allow a command post to facilitate 
NCOs AND THE BCT COMMAND POST 5 

the science of control in regard to mission command. NCOs aspire to master their craft and our 

approach to mastering information systems should be no different. If a Soldier is assigned to 

operate as a part of a command post, we must recognize that our mission command information 

systems are just another weapon that we must master. The Mission Command Digital Master

Gunner (MCDMG) Course at the Mission Command Center of Excellence (MCCOE) was

created to do just that; it creates a subject matter expert that can operate and maintain

information systems. Not every NCO that operates a mission command information system has 

to be a digital master gunner, as mission training complexes across the Army can facilitate 

operator training for all information systems; however, MCDMGs will make command posts 

more efficient and allow NCOs to better leverage information system capabilities for the

commander while also serving as the senior trainer for information system sustainment training. 

This individual training is only a small part of an NCO's role while operating as a part of the 

BCT command post. 

Command Post Organization 

It can be difficult to wrap our hands around this thing we call the BCT command post. 

The numerous personnel across warfighting functions and staff sections, equipment, and the 

individual and team training in itself that is required to execute the science of mission command

can seem overwhelming; however, senior NCOs and sergeants major are expected to execute 

command post responsibilities regardless of the amount of experience or institutional training 

they have received on command post operations. The first step is to organize the personnel and 

equipment in order to truly see the organization. One approach is to look at the modified table of 

organization and equipment (MTOE) and determine exactly what personnel and equipment are 

indeed authorized allowing the noncommissioned officer in charge (NCOIC) or sergeant 
NCOs AND THE BCT COMMAND POST 6 

major to create a command post battle roster. Figure 1-2 provides a format for a battle roster. 

Nothing special here, as senior NCOs have been creating, updating, and maintaining battle rosters

Figure 1-2, Example Battle Roster 

since we served as platoon sergeants. Leveraging battle rosters to visualize the authorized 

personnel and equipment helps us see ourselves. A command post battle roster also assists the 

entire staff to see all of the components of the BCT command post and if there are any 

equipment or personnel shortages associated with warfighting functions based on the MTOE. 

The command post battle roster will also serve senior NCOs and the brigade operations 

sergeants major when organizing the tactical movement of the command post and assigning 

specific training based on duty position. 

Command Post Categories 

Organizing the command post in terms of categories allows NCOs to create processes

and procedures that support establishing the command post. Command posts categories include 

the physical structure, infrastructure, information systems and screen displays, and Combat Net 
NCOs AND THE BCT COMMAND POST 7 

Radios (CNR). The first category of the command post is the physical structure. Physical 

structures can be tents or hardstand buildings. The Global War on Terror has reduced our 

proficiency in effectively establishing a mobile command post because we have been operating 

out of hardstand buildings more often than not. Executing command post operations in austere 

environments utilizing tents is crucial to support the combined arms maneuver of the 

brigade. Physical layout of the command post can promote 

or hinder the ability to enable the science of mission 

command. Determining how the command post will be laid 

out is the first part of the physical structure category and 

normally the BCT operations sergeant major, executive 

officer (XO), and S-3 determine the layout and gain the commander's approval. Most command 

posts are comprised of the Trailer-Mounted Support System (TMSS). We NCOs must also train 

our Soldiers and officers how to operate the TMSS system and how to establish the command 

post utilizing the equipment assigned. These actions must be rehearsed until they can be 

executed without direction, just like a battle drill. Battle drills are trained by NCOs at the tactical 

level and there is no difference with this type of battle drill at the organizational level. Each 

piece of equipment has a specific location in the movement serial per the battle roster based on 

the first piece of equipment that needs to be emplaced. Rehearsing battle drills is the only way to 

build efficiency, and the battle drills associated with the establishment of the BCT command 

post are no different, in order to obtain timely establishment. 
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Command Post Infrastructure

Power generation is the heart of any command post and the Army’s inventory that supports 

Figure 1-3, Power Distribution Illumination System Electric (PDISE) Essential Components

command post power generation primarily consists of the 15kw, 30kw and 60kw generators and 

power plants. Understanding how to operate these generators is only a small part of maintaining 

power for the command post. One consideration is Power Distribution Illumination System 

Electric (PDISE) components that make up the equipment used to transmit power from the 

generator to the equipment using the power. M100s, M40s, power cables and M46 Electrical 

Distribution Kits make up essential PDISE components. Leveraging generator mechanics and 

field support representatives (FSR) to teach Soldiers and NCOs how to operate and maintain 

generators and installation of PDISE equipment is crucial. Have you ever been in that command 

post that lost power or lost power to certain equipment when a printer starting printing or a 

coffee maker was turned on? Understanding how PDISE configurations distribute loads in order 

to maintain balanced loads on the generators is a science in itself and an important part of 
NCOs AND THE BCT COMMAND POST 9

training if we are to master command post power generation requirements. Frequency of fueling 

and maintenance of generators is another consideration. Remember that personnel will not only 

service power plants that are providing power to the command post, but will also be fueling and 

maintaining TMSS generators that provide power to the Environmental Control Units (ECUs)

that keep us and our digital equipment cool in the summer and warm in the winter. This is easily 

10-12 generators that require refueling; however, power plants can also support powering ECUs 

utilizing the PDISE power generation cables reducing the requirement for fueling TMSS 

generators that power ECUs. Optimizing the load on a generator is important to the life of a 

generator and leveraging generator mechanics and FSRs is important when training power 

generation teams on their duties and responsibilities. Power generation along with voice/data 

wiring also requires a diagram to depict where power generation cables and PDISE components 

are emplaced along with the voice/data network wiring that support our mission command 

systems. This wiring diagram depicts a certain layout that is followed each time the command 

post is established. These actions must also be rehearsed until it can be executed without 

direction, just like a battle drill. While most everyone that operates in the command post is 

involved with setting up the physical structure, special teams associated with power generation

immediately start establishing power. This allows other special teams associated with command 

post infrastructure for voice/data wiring, and the network, to execute their specific lines of effort. 

In short, identifying special teams for each category of the command post enables those teams to 

master the tasks associated with their duties through repetition. 

Mission Command Information Systems (MCIS) & Screen Displays

Mission Command Information Systems training was covered previously during the 

introduction; however, this is also another category of command post establishment. Once the 
NCOs AND THE BCT COMMAND POST 10

physical structure is established and command post infrastructure teams have completed power

generation requirements along with running network wiring, MCDMG and other team members 

are simultaneously setting up tables, chairs and then emplacing their mission command systems. 

MCDMGs immediately start to establish mission command information systems and other war 

fighting function information systems in order for the command post to obtain and share the 

same information; however, in order to obtain shared understanding across the staff and at 

echelon, it is also necessary to establish the common 

operating picture (COP) utilizing screen displays in 

the current operations (CUOPS) section of the 

command post. Understanding how the COP 

Figure 1-4, Current Operations Tent

facilitates the operations process allows NCOs that operate mission command systems, to 

leverage the technical capability enabling the commander to understand, visualize, describe, 

direct, lead and assess. During the planning phase of the operations process, the COP can assist

subordinate commanders with their own planning within the commander’s intent by depicting 

the operational picture through graphics and friendly air/ground forces icons. This also supports

subordinate leaders and staff to identify relevant information for the operation. Additionally, the 

COP promotes collaboration because subordinate commanders and staff can view the battlefield 

identically from different locations and this supports parallel planning for subordinate units as 

well. During the prepare phase, the COPs common framework can facilitate back briefs for 

subordinate leaders to confirm the commander’s intent and concept of the operation. Tactical 

plans and staff estimates are updated in real time and can be immediately revised. During the 

execution phase, the COP depicts the shared situational understanding which enables the 
NCOs AND THE BCT COMMAND POST 11

synchronization of all war fighting functions, and information obtained during the previous 

phases of the operations process. The COP also allows leaders to measure unit performance 

during the assess phase. These are just a few of the tasks that can be performed when NCOs 

understand the capability of our information systems which is why we must master them in order 

to apply those capabilities during all phases of the operations process. 

Combat Net Radios (CNR)

The final category of a command post is Combat Net Radios or voice communications. 

While our information systems allow us to use Ventrilo and chat rooms to communicate, tactical 

operations at the company and below level are still executed with tactical radios. NCOs are very 

Figure 1-5, Command Post Platform (CPP) and Common Access Unit (CAU)

familiar with operating tactical radios; however, how do we leverage our technology in order to 

become more efficient as we establish our tactical voice communications. Moving radios, radio 

mounts, and power supplies can be time consuming. Utilizing Command Post Platforms (CPPs) 

and remoting our radios into our command posts using Common Access Units (CAUs) prevent 
NCOs AND THE BCT COMMAND POST 12

us from having to physically move radio’s into the command post. The desktop CAU weighs 

about 9 pounds, has a push-to-talk switch and two handset ports. Another type of CAU, the soft 

CAU, provides the capability of a desktop CAU on your laptop, desktop or information system 

workstation. It is a web browser based application and no other hardware is required for the soft 

CAU which means more space at work stations and no additional hardware is required to be setup. The soft CAU allows the user to use a computer mouse to monitor and talk on different nets 

and audio is routed through headphones and a microphone that is attached to the computer. A lot 

of time spent on establishing tactical voice communications can be saved by leveraging 

technology available through the different CAU devices and leveraging CPP capability. 

Command Post Establishment 

Establishing the command post is a difficult task and process. The command post has a 

layout where each tent, vehicle, generator and antenna is supposed to be positioned and each 

command post has a process of what order it will be assembled. This, in turn, creates a battle 

Figure 1-6, Establish Command Post Drill Example
NCOs AND THE BCT COMMAND POST 13

drill for command post establishment and NCOs execute battle drills. NCOs must first organize 

personnel into special teams, similar to the special teams in a squad or platoon. These special 

teams, controlled by an NCO serving as the team leader, execute lines of effort associated with 

the different categories of a command post. Each color on the slide represents one of the 

command post categories outlined earlier. There are also four teams that conduct the tasks 

reflected in their line of effort. The teams conduct their specific tasks in the sequence reflected,

but also are conducting their lines of effort simultaneously with the other teams. It is also 

important to understand that not all teams will finish or even start at the same time and an

example of this would be the power generation team. They will finish long before the S6 

network team or physical structure team are finished; however, the MCIS team will not begin 

their tasks until the CUOPS cell/tent is established. Understanding this allows the operations 

sergeant major to effectively and efficiently manage the team NCOICs during the establishment

and tear down of the command post. The example provided is “a way” not “the way” as the task 

order can be changed based on priorities and lines of effort can be adjusted as well; however, the 

battle drill concept is important to adopt in order to create a mobile command post that can be 

established in a timely manner.

Other Considerations

There are other considerations as well. Efficiency, capability and capacity of command 

posts must be balanced to support combined arms maneuver. Do we need our command posts to 

resemble the Colosseum? Maybe, depending on how long the command post will be in the same 

location and how much capacity the organization needs to create, but where we go wrong is 

thinking that we must have that much capability and capacity for every mission. Creating

different variations of our command posts that build upon one another is a solution. This is 
NCOs AND THE BCT COMMAND POST 14

determined during command post planning, and time, mission, and the concept of the operation 

serve as planning considerations. Think in terms of how much capability and capacity you build 

in each phase of command post establishment and then name that specific configuration. You 

don’t want to create configurations that require different battle drills, but one long phased battle 

drill that takes you from configuration A which is a reduced capability for a short amount of time 

Figure 1-7, Configuration Example / Phased Establishment

to a configuration C or even D that has every capability, redundancy and the most capacity over 

a long period of time. The slide above depicts command post configurations for the physical 

structure only. The gray physical structures in the depiction reflect a degraded capability for 

only a short duration. The blue structures are added to the existing grey structures which provide

redundant capabilities and more capacity for a longer duration. The final configuration depicted 

by green structures do not provide any more capability, but provides more capacity over a longer 

duration. Leveraging our tactical command post and using it as an extension of our main 

command post can also augment the aforementioned process. Depending on the environment, 
NCOs AND THE BCT COMMAND POST 15 

like a decisive action training rotation, a BCT may never obtain a configuration C level in the 

example above because combined arms maneuver in a decisive action environment requires 

command posts to be extremely mobile. 

Leader Development

NCOs do routine things routinely. We run the day to day operations of organizations at 

the tactical level and a command post is no different; we simply execute tasks associated with

standard or routine operations in a command post. Creating schedules for shift changes,

organizing Soldiers into teams, executing generator refueling and maintenance, radio checks,

communications security (COMSEC) changeover, updating running estimates and the COP, and 

leveraging our information systems to support the science of mission command are just a few of 

the routine tasks. Teaching our junior and senior NCOs when those routine tasks are no longer 

routine is a crucial part of developing our junior leaders in a command post. As we execute the 

science of mission command, there is some art involved with it. An example would be 

COMSEC changeover. COMSEC changeover is supposed to happen at a certain time on a

certain day and NCOs execute this; however, do we want to execute COMSEC change over 

during a joint forcible entry or a combined arms breach? Can noncommissioned officers 

underwrite that level of risk? The answer is no, and that is where the art lies when executing the 

science of mission command. We must develop our junior and senior NCOs to recognize when 

routine tasks are no longer routine and ensure those decisions are made at the appropriate level.

The brigade XO manages the staff while the commander drives the operations process; however, 

neither are probably thinking about the brigade’s COMSEC changeover which is scheduled to be 

executed during the combined arms breach; however, the NCO responsible for the COMSEC 

changeover is thinking about it. Ensure we include the entire staff in the planning process and 
NCOs AND THE BCT COMMAND POST 16

develop our junior leaders to understand that a change in conditions can turn routine tasks into a 

commander’s decision point.

Conclusion

An NCOs role in a command post is truly no different than his or her role at the tactical 

level. NCOs organize Soldiers for the mission by creating a battle roster that reflects the 

Soldiers and equipment assigned. NCOs identify the training that needs to be conducted in each 

of the categories of a command post and create teams responsible for specific tasks that support 

the overall collective tasks of establishing the command post. NCOs create processes that 

support efficiency, both in the establishment and during operations of the command post, and 

then we rehearse those processes until they become as familiar as a battle drill. This is an NCOs 

role in a command post, the same role we have executed since the days of the blue book and the 

same duties and responsibilities we executed in those all too familiar company teams. It is our 

job to master those fundamentals of command post operations in order to bring the brigade 

combat team closer to mastering the fundamentals of combined arms maneuver.
NCOs AND THE BCT COMMAND POST 17

References.

US Army. (2014). TC 7-22.7 Noncommissioned Officer Guide. Washington, DC: 

Headquarters, US Army.

US Army. (2014). FM 6-0 Command and Staff Organization and Operations. 

Washington, DC: Headquarters, US Army.

US Army. (2012). ADRP 6-0 Mission Command. Washington, DC: Headquarters, US 

Army.

US Army. (2015). FM 3-96 Brigade Combat Team. Washington, DC: Headquarters, US 

Army.