What can operational commanders do to directly support the empowerment of subordinates to further enable agility and flexibility?

Quesiton : What can operational commanders do to directly support the empowerment of subordinates to further enable agility and flexibility?

Answer: ** NOT ** 4. all of the answers are correct

What can operational commanders do to directly support the empowerment of subordinates to further enable agility and flexibility? Commanders at most operational -level headquarters have observed that CCIRs are developed to support three major activities. One of these major activities is "prioritization of limited resources." ... What can operational commanders do to directly support the empowerment of subordinates to further enable agility and flexibility ? … The commander's intent is a clear and concise expression of the purpose of the operation and the desired military end state that supports mission command provides focus to the staff and helps subordinate and supporting commanders act to achieve the commander's desired results without further orders even when the operation does not unfold as … Branch and sequel planning at the operational level results in precise predictive decision points with associated CCIRs. Much of the information precipitating operational commanders' major decisions across all event horizons will likely come off the JOC floor rather than through other venues. It allows for more agility of the force while freeing the operational commander to focus on planning and decisions at the operational level. Operational level commanders have learned that the delegation of tactical level decisions to their subordinates has allowed them to focus their efforts on the higher level. Support decentralized decision ... Alignment of CCIRs supporting decentralized execution and authorities directly support empowerment of subordinates while retention of CCIRs at the operational level for information supporting decentralized activities slow subordinates’ agility add unnecessary reporting requirements and shift the operational level HQ’s focus away from its roles … Alignment of CCIRs supporting decentralized execution and authorities directly support empowerment of subordinates while retention of CCIRs at the operational level for information supporting decentralized activities slow subordinates agility add unnecessary reporting requirements and shift the operational level HQ s focus away from its roles … We continue to stress the commander-centric nature of planning and operations while addressing the important role of the staff. We continue seeing the critical importance of trust and personal relationships in today’s operations and address empowerment and decentralization that have the proven potential to increase the agility of the force. Commanders drive the development of CCIRs as planners help develop CCIRs across all three event horizons. CCIRs will likely include DIME partner actions and may change as the operating environment changes thus a process must be established to periodically review and update CCIRs Role of the support command relationship and the establishing authority: The need to ... could not be further from the truth. Mission Command is the balancing of Command and Control and different ways to gain control. ... to enable disciplined initiative. Subordinates may not always grasp the subtleties of the Before commanders visualize an operation they form a clear understanding of the situation organized in terms of METT-TC (the major subject categories into which RI is grouped for military operations: mission enemy terrain and weather troops and support available time available civil considerations).