Page 121 - Never Fly Solo

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communication” at the beginning of a project as the leading
cause of project failure. 1
What set things straight on the mission in Iraq was that
my wingmen and I conducted a pre-mission briefing, in which
we discussed a communication plan along with other contin-
gency plans. Thus, we knew in advance how to handle com-
munication challenges and other possible mishaps. In the fog
and chaos of combat, when the unexpected happens and the
stress level is high, it’s easy to forget mission-critical items.
Preparing for the unexpected through a contingency plan dur-
ing the briefing minimizes chaos and doubt and keeps the
entire formation focused on the task at hand.
A good mission briefing:

• starts on time and ends on time
• communicates the mission’s overall objectives
• delegates specific responsibilities to each wingman
• explains the expected environment where the mission
will take place
• highlights threats and discusses tactics for defeating
them
• details specific procedures to ensure constant two-
way communication, including a backup plan should
communication fail (called a “lost comm” plan)
• reviews contingency plans and emergency procedures

The mission briefing sets standards of performance so
that everyone knows exactly what is expected of each team
member. Coordinated and briefed by the flight lead, it sets the

1. Projects@Work, “Poor Communication Top Cause of Project Failure,” March 14,
2007, www.projectsatwork.com/content/articles/235492.cfm.