![Quote](images/misc/quote_icon.png)
Originally Posted by
MikeF
When selecting/organizing your team for SFA, a commander must consider the following:
1. Individual Talent
2. People skills
3. Ability to solve or work in complex/ill-defined environments
Initially, I suggested that one of the main components should be the ability to develop, build and foster relationships. Rob suggested this action as a means to leverage existing FSFs to accomplish the mission. I agree, but I believe that is the overall objective.
To clarify, one can use the terms people skills, relationship building, team-building, etc...whatever best communicates the concept. As an advisor or GPF unit conducting SFA, one should strive to develop a bond/friendship with counter-parts.
Several ways to accomplish this include:
1. Eating meals together
2. Fighting together
3. Training together
4. Living together and sharing hardships
A commander must be selective when choosing individuals that have the ability to work with indigenious forces. Some soldiers are simply not people-persons and have a hard time adjusting outside of our normal military command structure. IMO, Those individuals do not need to be working directly with FSF. As a commander, I would allow those soldiers to work unilateral reconnaissance or direct action missions.
Given the relatively small pool a company/battalion level commander has to select his advisor teams from, I would imagine that teams will be generated off merit and not rank. This shift in thinking will be extremely difficult for many GPF forces, but I think it is a necessary one.
Standing by for feedback. Hope this is a bit helpful.
v/r
Mike
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