JP 3-0, page 42

Chapter II II-2 JP 3-0 b. The C2 function is commander-centric and network-enabled to facilitate initiative and decision making at the lowest appropriate level. Although we have grown used to communicating freely without fear of jamming or interception, natural phenomena or an adaptive enemy may rapidly negate technology advantages. This is especially true at the lower echelons. If a commander loses reliable communications, he must have subordinates who can act without instructions. Mission command—a key component of the C2 function described in Chapter III, “Joint Functions”—is the conduct of military operations through decentralized execution based upon mission-type orders. Successful mission command demands that subordinate leaders at all echelons exercise disciplined initiative and act aggressively and independently to accomplish the mission. They focus their orders on the purpose of the operation rather than on the details of how to perform assigned tasks. They delegate decisions to subordinates wherever possible, which minimizes detailed control and empowers subordinates’ initiative to make decisions based on understanding what the commander wants rather than on constant communications. Essential to mission command is the thorough understanding of the commander’s intent at every level of command. See paragraph 5.e., “Key Planning Elements,” for a discussion of commander’s intent as a key planning element. c. Commanders should engage other leaders to build personal relationships and develop trust and confidence. Developing these relationships is a conscious collaborative act rather than something that just happens. Commanders build trust through words and actions and continue to reinforce it not only during actual operations, but also during training, education, and practice. Trust and confidence are essential to synergy and harmony, both within the joint force and also with our interorganizational partners. Commanders also may engage other political, societal, and economic leaders and other influential people in the operational environment who are potentially key to the joint force’s success. This engagement not only supports mission accomplishment, but is also essential to continuity of the commander’s communications strategy themes and messages. The JFC ensures that subordinate commanders understand the importance of key leader engagement and encourages them to extend the process to lower levels, as appropriate, based on the mission and communications strategy requirements. d. Commanders should provide subordinate commands with sufficient time to plan, particularly in a crisis action planning situation. They do so by issuing a warning order to subordinates at the earliest opportunity and by collaborating with other commanders, agency leaders, and multinational partners (as appropriate) to ensure a clear understanding of the commander’s mission, intent, guidance, and priorities. Commanders resolve command-level issues that are beyond the staff’s authority. Examples of such issues include the close-hold, compartmented planning that occurs with some sensitive operations, and the continuing challenge of incorporating interorganizational partners in the joint operation planning process (JOPP) given their potentially limited capabilities and restricted access to some information. e. Commanders collaborate with their seniors to resolve differences of interpretation of higher-level objectives and the ways and means to accomplish these objectives. A commander might tend to expect that the higher HQ has correctly described the operational environment, framed the problem, and devised a sound approach to achieve the best solution.