"Terminal Commanders" Step into the "Command Tent": A Corps of Squad-Leader Commanders

Squad Leaders Share Tactical "Golden Ideas"

■ PLA Daily Special Correspondent Zhou Yun

In early summer, warmth gradually returns to the snow-capped plateau. At a command-group exercise site of a certain battalion of a certain brigade under the 76th Group Army, the command positions were occupied not only by battalion and company commanders, but also by several noncommissioned officer squad leaders in full combat gear. On the scene, Fan Hailong—a squad leader and Staff Sergeant Second Class from a certain company—gripped a command pointer, leaned over the terrain model, and shared his tactical concept with the battalion and company commanders.

"Squad Leader Fan, give us your analysis and assessment of the offensive tactics for this operation." The moment Battalion Commander Ma finished speaking, Fan Hailong's pointer moved to a mountain valley pass on the sand table. "The terrain here is a narrow corridor—the 'enemy's' heavy fires cannot be effectively deployed—but the high ground on both flanks is ideal for an ambush. I recommend splitting into two routes…"

"That's an excellent tactical 'golden idea'—worth adopting." Fan Hailong's presentation was logically clear, and it immediately caught the attention of the commanders present.

"Why are frontline squad leaders taking part in a command-group exercise?" Faced with this reporter's question, Battalion Commander Ma explained: "These squad leaders are not here as temporary observers. They are an indispensable 'brain trust' within the command group. From tactical war-gaming to plan development, they participate throughout—they are essential."

The origins of this corps of squad-leader commanders lie in a sobering lesson from a live-fire training exercise. That year, when higher headquarters organized an opposing-force exercise, a penetration element from the battalion was approaching the "enemy's" forward positions when the vehicle crew of a certain company's Third Platoon leader was struck and assessed as a "combat loss." The squad leader who took over command fought bravely, but lacking command skills, he misjudged the location of the "enemy" ambush and rashly ordered an assault, ultimately resulting in the element being "encircled and annihilated" (包了饺子).

"The squad leader is a critical link in the combat command chain. If that link breaks, even the best tactics cannot be successfully executed." At the after-action review, the brigade leadership made the point directly. The newly revised Regulations on Internal Affairs of the Chinese People's Liberation Army explicitly defines the squad leader's responsibilities: to lead the entire squad in combat preparation, to cultivate tenacious combat spirit (战斗精神), combat style (战斗作风), and combat will (战斗意志), and to command the entire squad in accomplishing combat tasks.

On the future battlefield, for squad leaders to fulfill their role as "the head of the soldiers and the tail of the officers" (兵头将尾), they must possess solid command capabilities. To that end, the brigade broke with conventional thinking and routinely incorporated squad-leader cadres into command-group exercises, while simultaneously rolling out talent-development measures such as cross-specialty rotational assignments and adversarial tempering, enabling squad leaders to practice command and strengthen their capabilities through realistic training.

"Squad leaders understand the equipment, understand the soldiers, and understand the actual conditions at the terminal end of the battlefield," said Chief of Training Section Lai of the brigade. Since the beginning of this year, squad leaders have put forward more than 30 training "golden ideas," which after adoption have been successfully converted into solutions to difficult problems in tactical training.

When the command-group exercise concluded, Fan Hailong wiped the sweat from his brow, his gaze more resolute than before: "In the past, I always thought that leading my squad well and mastering my specialty was what made a qualified squad leader. Now I understand: being able to think about tactics and methods from an overall perspective, and to command in combat at the critical moment—that is the squad leader the battlefield needs."

A Certain Brigade of the 76th Group Army Innovates Its Talent-Development Model to Elevate Squad Leaders' Command Capabilities—

"Terminal Commanders" Confidently Step into the "Command Tent"

■ Ke Jintao, PLA Daily Special Correspondent Zhou Yun

[Photo caption: A certain brigade of the 76th Group Army organizes squad-leader training instruction. Photo by Gao Qi.]

"Rapidly seize favorable terrain!" On a summer day at a certain location on the plateau, a small-element tactical training exercise of a certain brigade of the 76th Group Army was in full swing. Infantry elements and tank elements coordinated closely to launch an attack against the "enemy." After the tank element cleared a path and struck the "enemy's" bunkers, the infantry element followed up and hit targets with anti-tank rockets.

Before the smoke had cleared, the combat element quickly assembled. Fan Hailong, a squad leader from a certain company serving as the element commander, immediately led everyone in an after-action review focused on problems that had emerged during the combined arms infantry-tank coordination training.

"Today's squad-leader cadres are no longer merely 'skills specialists' who only know how to train in their own specialty. Many have grown into terminal commanders who can command and coordinate." Speaking about the changes in the squad-leader cadre force, the brigade chief of staff said with satisfaction: "In the past, we thought it was enough for squad leaders to manage training within the squad and oversee their assigned personnel—tactical command was the business of battalion and company officers. Today, as the brigade explores and innovates its talent-development model, the growth cycle of the squad-leader force has progressively shortened and their command capabilities have improved markedly."

Cross-Specialty Rotational Assignments—

Squad Leaders Cross Boundaries to Recharge; Coordination No Longer Stalls

"Combined arms operations are not just about combining equipment and capabilities—more importantly, they require combining mindsets (思维合成)." These words from a certain battalion's senior staff officer captured the goal and direction of talent development for combined arms training. In the past, whenever a major exercise or training task arose, he would find himself in a bind: tank-specialty squad leaders did not understand infantry tactics; infantry-specialty squad leaders did not understand tank capabilities; during battalion-level combined tactical exercises, each specialty element "sang its own tune and walked its own road," and coordination was far from smooth.

Wang Jincheng, a Master Sergeant Third Class in a certain tank company, vividly remembers one exercise defeat. That year, when higher headquarters organized a live-force opposing exercise, he led a tank platoon attached with two infantry fighting vehicles to conduct a right-flank assault. Because he was unfamiliar with the assault tempo of armored infantry, he ordered the infantry to dismount too early, exposing the infantry elements to "enemy" fire coverage, ultimately resulting in heavy casualties. Walking off the exercise ground, Wang Jincheng was consumed by self-reproach: "In the past, training was about infantry supporting tank operations. The moment the relationship was reversed, my shortcomings in coordination and command were immediately exposed."

"In combined arms operations, every link connects to the next. Without the coordination of any single specialty, you cannot form the combined fist (攥指成拳) of combat power." Company Commander Wang of a certain armored infantry company—originally a tank company platoon leader who only fully grasped this after transferring to an armored infantry company—said that relying solely on a few combined exercises during the battalion tactical training phase cannot produce a high level of coordinated proficiency. The threshold for combined arms integration must be moved forward to squad and platoon training, and moved earlier into the capability development of squad-leader cadres.

To that end, the brigade broke down specialty barriers and implemented a cross-specialty rotational assignment mechanism for squad leaders, organizing squad leaders from different specialties—tanks, armored infantry, reconnaissance, and others—to undergo full-process, full-element follow-on learning covering everything from basic command communications and battle-formation transitions to deeper tactical logic and command competencies.

As one of the first rotation cadres, Wang Jincheng gradually came to understand the combat characteristics of infantry squads during his time with an armored infantry company. "If you lay a solid foundation for coordination during the basic training phase, then during battalion combined tactical exercises and live-force opposing exercises, you can achieve a '1+1>2' effect." Staff Sergeant Second Class Yi Yuankui of a certain tank company benefited greatly as well. During his rotation, he proactively sought out an infantry squad leader as his teacher, repeatedly studying and war-gaming infantry-tank coordination tactics. During one tactical training exercise, he led his tank crew attached to an infantry squad on a penetration mission; guided by a UAV operated by the infantry, he rapidly locked onto and destroyed an "enemy" infantry fighting vehicle concealed on a reverse slope, successfully resolving the crisis.

"In the past, squad leaders from different specialties were like gears of different sizes—each could spin on its own, but when put together they always jammed," summarized Chief of Training Section Lai. "Today, through cross-specialty rotational assignments, squad leaders have stepped outside their own specialty circles. By swapping roles, they have come to understand one another and coordinate closely, and their command perspective has broadened from a single squad and a single specialty to the entire combat system."

Soldier Seats Established in the "Command Tent"—

Full Participation in Tactical War-Gaming Continuously Broadens the Command Perspective

In front of the map, the laser pointer's dot traced the contour lines. Who would have imagined that the person speaking confidently, analyzing the "enemy" situation and offering tactical recommendations, was not a battalion or company commander, but an ordinary noncommissioned officer squad leader?

A command-group exercise centered on a highland mountain offensive was underway in a certain battalion. Squad Leader Chuan Rui of a certain company calmly offered recommendations while facing the operational map. Below the platform, battalion and company commanders and squad-leader cadres listened attentively, nodding and taking notes.

That a noncommissioned officer squad leader could deliver such a mature analytical assessment in a battalion command-group exercise is the result of the brigade's routine practice of guiding squad leaders into the "command tent" (中军帐) to be tempered. In the view of the brigade leadership, the level of tactical competence of squad leaders—as "terminal commanders"—directly determines whether combat orders can be effectively executed.

"In the past, we always treated squad leaders as 'executors,' overlooking the fact that they are also an important link in the command chain. Only by letting squad leaders enter the 'command tent' to participate in tactical war-gaming can we broaden their command perspective and elevate their tactical competence." The brigade leadership made an explicit requirement: battalion command-group exercises and tactical method discussions must incorporate squad leaders from relevant specialties throughout the entire process, allowing squad leaders to participate as commanders in analyzing and assessing the situation, making combat decisions, and organizing combat coordination—compelling squad-leader cadres to transition from "only knowing how to train" to "being able to think and plan."

Staff Sergeant Second Class Kong Qiqi is the brigade's well-known "sharp-blade squad leader" (尖刀班长)—the brigade record-holder in the armed five-kilometer cross-country competition, a recipient of the Theater Army "Gold Medal Sniper" designation, and the mentor of numerous top-performing trainees. Yet when he first encountered command-group exercises, this "sharp-blade squad leader" repeatedly struggled. The first time he was called to speak, he labored for a long while and squeezed out only one sentence: "As long as the order is given, our squad guarantees we'll be the first to charge forward and resolutely complete the mission!" The senior staff officer responsible for organizing the training immediately pointed out: "What we need is command thinking and tactical methods—not a pledge of determination." That embarrassing moment made Kong Qiqi recognize his own capability shortcomings.

From that point on, Kong Qiqi started from the basics of tactical theory, repeatedly practicing situation analysis, assessment, and response skills using maps and sand tables, and actively speaking up at every command-group exercise. Today, he can not only offer mature tactical recommendations but also command small elements in tactical training tailored to plateau conditions.

Like Kong Qiqi, Chen Xiubo—squad leader and head of a certain battalion's "unmanned reconnaissance and combat" research team—also achieved a rapid leap in combat command capability. After receiving the tactical research task, it was precisely his experience of routinely participating in command-group exercises that helped him fill the gap in his ability to employ unmanned systems in a systematic tactical manner. Today, the research team he leads has not only mastered the operational skills for multiple types of UAVs but has also developed practical tactics for manned-unmanned cooperative reconnaissance in plateau environments.

"Letting squad leaders into the 'command tent' is not about filling seats or creating an audience—it is about placing burdens on them and building a stage for them." The brigade leadership told this reporter that through the tempering of command-group exercises, many squad-leader cadres have developed the ability to independently command small-element tactics and to participate in battalion and company tactical war-gaming.

Adversarial Element Training to Reinforce Combined Arms Thinking—

Squad Leaders Lead Elements in Opposing Exercises, Accelerating Their Growth

"Red Force entirely eliminated!" When the exercise controller's voice came through, Squad Leader Xiao Yanhui of a certain company instantly flushed red. It was his first time participating in a live-force opposing exercise as a small-element commander—and it ended in a crushing defeat.

From the start of the training, Xiao Yanhui rapidly allocated forces, commanding the Red Force tanks to seize forward key terrain and initially gaining the upper hand. Eager to exploit his advantage, he ordered the element to push straight ahead without conducting a comprehensive assessment of the Blue Force's disposition, unknowingly falling into a Blue Force pre-planned ambush. The Blue Force, exploiting favorable terrain, covertly positioned anti-tank fires and launched a surprise attack once the Red Force entered the engagement zone, catching Xiao Yanhui completely off guard. In less than one exchange, the entire Red Force was assessed as "eliminated," and Xiao Yanhui's first combat command ended in defeat.

"You didn't lose on military skills—you lost on command thinking," Company Commander Zhang cut to the heart of the matter. "Live-force opposing training is like battlefield gaming. You cannot focus only on your own attack plan; you must constantly monitor Blue Force movements and assess changes in the battlefield situation. Without an overall perspective and without the ability to respond to contingencies, you will pay a heavy price on the battlefield."

"In the past, when we organized squad tactical training, it was mostly process-driven training. Squad leaders grew accustomed to training along fixed routes and preset scripts. Over time, problems of weakened enemy-situation awareness and insufficient contingency command capability gradually became prominent." Company Commander Zhang acknowledged candidly that live-force opposing training can directly test a squad leader's tactical assessment and on-the-spot decision-making.

"The future battlefield situation changes in an instant. Squad-leader cadres must, through all manner of complex adversarial training, forge the hard capability to assess the battlefield and command flexibly." To that end, each battalion in the brigade established Blue Force small elements based on actual conditions and routinely conducted opposing exercises, with an explicit requirement that squad leaders serving as Red Force small-element commanders independently allocate forces, assess the battlefield situation, and make command decisions throughout—compelling them to break out of the "process-driven training" mindset and temper their command capabilities through hard-fought adversarial training.

One week later, a new round of element opposing training commenced. This time, Xiao Yanhui drew on the lessons learned: rather than acting rashly at the outset, he first dispatched reconnaissance forces to fully determine the Blue Force's disposition before planning his offensive tactics. During the training, multiple Blue Force UAVs launched a surprise attack; Xiao Yanhui remained calm under pressure and commanded counter-UAV forces in defense. He then flexibly adjusted tactics, leading his tank crew in a flanking maneuver to harass the Blue Force and disrupt their combat tempo, while the infantry squad made a covert approach to the "enemy." In the end, the objective was successfully seized and the outcome was reversed.

Walking off the training ground, Xiao Yanhui reflected: "As a squad leader, you must not only be the 'sharp blade' in the commander's hand—you must also develop a keen 'combat brain.' In past training, we focused on how to complete the process. Now, participating in element opposing training, I think more about how to assess the situation and make flexible decisions. Every command action, every tactical step, requires thinking."

Like Xiao Yanhui, there are many squad-leader cadres in the brigade who have achieved capability leaps through live-force opposing training. Through element opposing training, the brigade has progressively broken the shackles of scripted training, integrating combined arms combat elements into element opposing training, which has become the "whetstone" for tempering squad leaders' command capabilities.

"Every squad-leader cadre bears on combat power and is a critical link in the command chain." The brigade leadership told this reporter that as training modes such as live-force opposing exercises and war-game simulations (兵棋推演) continue to deepen, the tactical assessment level and comprehensive command capability of squad-leader cadres continue to improve. A corps of squad-leader commanders who can command and excel at coordination is growing into the backbone force for winning on the future battlefield.

"That Time I Served as an Element Opposing Exercise Commander"

■ Staff Sergeant First Class Huang Hailong

[Photo caption: Huang Hailong (center) and comrades gather around the sand table to assess the "enemy" situation. Photo by Shi Jian.]

The experience of garrison training on the snow-capped plateau is an unforgettable memory from my military career. To this day, a precious photograph is preserved on the unit's computer. It captures the moment I stood before a makeshift sand table, assessing the "enemy" situation with my combat element members. That time, I served as the element opposing exercise commander, independently commanding an element opposing training exercise.

"Enemy ambush position detected ahead." The intelligence relayed by comrades who had gone forward on reconnaissance instantly made the atmosphere tense. Faced with the sudden development, I took a deep breath, immediately steadied myself, rapidly assembled my comrades around the sand table, and assessed the "enemy" situation against the on-site terrain. Taking into account the characteristics of the plateau terrain, I quickly determined: the "enemy" ambush position had a complete fire system to the front, but there was a defensive blind spot on the right side of the mountain, and there was a flanking route suitable for a covert penetration.

"First element, use the existing terrain to launch a frontal feint and draw the 'enemy's' fires. Second element, follow me along the right side of the mountain in a covert maneuver, driving straight into the 'enemy's' flank and rear." I calmly issued the combat order, and my comrades moved on command. After reaching the designated position, I gave the order, and the second element launched its surprise attack, coordinating seamlessly with the first element's frontal feint, catching the "enemy" completely off guard. Before long, we successfully destroyed the "enemy" ambush position.

This photograph captures a defining moment of me as an element opposing exercise commander, and also records my transformation from a frontline assault soldier to a qualified terminal commander. Having this experience in my military career means having a story of transformation and growth. On the road ahead in my military service, I will certainly train hard and strive to achieve new merit on the training ground.

"Infantry-Tank Coordination: We Fought a Beautiful Battle"

■ Master Sergeant Third Class Wang Jincheng

[Photo caption: Wang Jincheng calmly issues combat orders. Photo by Tian Junjun.]

This photograph captures a moment of mine on the training ground—during a battalion tactical training exercise that year, I flexibly applied infantry-tank coordination tactics and commanded my crew to successfully defeat the "enemy." In the frame, I press the intercom, my expression resolute, calmly issuing combat orders.

"Left-flank infantry fighting vehicle suppressed by 'enemy' concealed bunker fire—infantry unable to dismount." The urgent voice came over the radio. In the past, I would certainly have ordered the driver to floor it, sending the tank charging straight in to slug it out with firepower—only to have the tank rush ahead too fast, leaving the infantry behind, and our isolated advance would have made us a sitting target for the "enemy's" anti-tank fires.

But this time, commanding on the spot, I was exceptionally calm, issuing orders in measured succession: "Gunner, lock onto the bunker position—fire smoke rounds to obscure their line of sight." "Infantry fighting vehicle, move to cover behind the left earthen slope and stand by to attack on opportunity."…

Thick smoke instantly enveloped the training ground, forming a natural screen. I keenly seized the tactical opportunity, commanding the tank to use favorable terrain to rapidly maneuver around the flank and precisely seize an advantageous firing position on the bunker's flank. Just as the smoke was about to dissipate, I decisively ordered fire—the "enemy" bunker was instantly destroyed. Simultaneously, the infantry fighting vehicle concealed behind the earthen slope rapidly pushed forward; the infantry comrades quickly dismounted and deployed into combat formation, forming a front-and-rear encirclement together with the tank. In less than ten minutes, we had successfully breached the "enemy" defensive line and accomplished the task of defeating the "enemy."

When training ended, Infantry Squad Leader Li Yiling gave me a thumbs-up: "Old Wang, infantry-tank coordination—we fought a beautiful battle!" At that moment, I smiled with genuine joy.