15.3 Preparing to Communicate (AFH-1 Section 15C)

15.3 Preparing to Communicate (AFH-1 Section 15C)

Quick Answer: Preparation is the most important part of good communication. Leadership requires communicating intent so others understand the message and act on it. Use FOCUS—Focused, Organized, Clear, Understanding, Supported—and the seven steps from DAFH 33-337. Step 1 asks whether your purpose is to direct, inform, persuade, or inspire. Section 15C also covers job-interview preparation and meetings. AFH 1 does not name BLUF in 15C. Written, spoken, and email formats belong to 15D–15F.

On the 15 February 2025 ADTC, Section 15C is B for SSgt and B for TSgt (the chart reads B / B / C / C / D from SSgt through CMSgt). Test to that chart: B for both E-5 and E-6.

Communicating intent

AFH 1 calls preparation the most important aspect. Prepared speakers show they value the audience's time and the topic, which builds confidence and credibility.

Success as a military leader requires critical and creative thinking and the ability to communicate intentions and decisions. The ability to write, speak, and actively listen drives your capacity to inform, teach, motivate, mentor, and lead. Communicating intent and ideas so others understand the message and act on it is one of the primary qualities of leadership.

FOCUS principles

Communication needs the right quality and quantity of information. The audience must receive the message and interpret it the way the sender intended. The five core principles are focused, organized, clear, understanding, and supported (FOCUS).

Section 15C says get to the point; it does not name BLUF.

Seven steps for effective communication

As indicated in DAFH 33-337, the seven steps are fundamental to good speaking and writing. Steps 1–4 lay the groundwork for drafting. Steps 5–7 are where the communication takes the form of a well-prepared message.

1. Analyze Purpose and Audience. Ask what the message is and why this audience. Purpose is to direct, inform, persuade, or inspire. Design the message around that purpose statement.

2. Research Your Topic. Use workplace experts and pertinent data. DAFH 33-337 Chapter 4 lists online sources.

3. Support Your Ideas. Evidence may be definitions, examples, testimony, or statistics—trustworthy, accurate, precise, relevant, and sufficient.

4. Organize and Outline. Pick the pattern that reaches the audience. AFH 1 names chronological and sequential (step-by-step) as two of the DAFH 33-337 Chapter 6 patterns.

5. Draft. Use introduction, body, and conclusion; follow format; transition between main points. DAFH 33-337 Chapter 7 has draft suggestions.

6. Edit. Edit with fresh eyes and read aloud. Review in three passes: (1) big picture, purpose, length, flow; (2) paragraph structure, clarity, organization, support; (3) sentences, words, grammar, and audience reception.

7. Fight for Feedback and Get Approval. Set pride of authorship aside. Tell reviewers your strengths and weaknesses, why you chose them, and where you most need feedback.

Job interview preparation

Study the position description for the required knowledge, skills, and abilities, then gather the package. AFH 1 names recent performance reports, personnel documents, a resume, a job application, a curriculum vitae, a biography, letters of recommendation, a cover letter, and sometimes college transcripts—all tailored to the job.

The interview begins when you pick up the phone or enter the property. Research the organization's mission, size, leadership, and vision. Have at least one or two intelligent questions, review everything you submitted, and close with walk-away points you want remembered. Interviews find the right person for the right job; you are also interviewing the employer. A day or two later, a short thank-you may restate interest or clarify.

Meetings

If e-mail can send the message clearly, it is often fastest. If you need an immediate response or clarification e-mail would lose, use the phone. If you need multiple people or dialogue—sometimes recurring—use face-to-face. Use a meeting when you need cross-talk on information, advice, concerns, problem solving, or decision-making.

Once a meeting is the method: define the purpose, decide who attends, decide where and when, plan to capture the information, send an agenda, and stay flexible. Run it without making it rigid: start and stay on time, follow the agenda, understand group dynamics, and follow up with well-formatted meeting minutes.