Military reference books and manuals (2009-2023, Volume 2)

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(2) Methods of Instruction. Advisors should know their material so that they are not
dependent on notes.

(a) Advisors should use hands-on training. It is the absolute best method of
instruction. FF officers should be involved in all training events where their
troops participate. Hands-on training involves:

•

Demonstration.

•

Step-by-step walk through.

•

Practice.

•

Test.

(b) Advisors should not rely on lectures as a method of training. Some FF may
be illiterate so advisors cannot rely only on written media.
(c) Advisors should reinforce bottom-up planning and top-down guidance. This
takes time, but the FF will be more receptive to this methodology once they see it
can contribute to successful missions. Advisors should encourage problem
solving at the lowest level.
(d) Advisors should take advantage of low cost solutions that are technology
independent such as sand tables or table top exercises.
(e) Advisors can use simulation but caution should be exercised when designing
programs around expensive simulation systems.
(f) Advisors reinforce the FF chain of command. Advisors help them solve their
problems; they do not solve their problems for them.

c. Common Pitfalls.

(1) Some members of the FF may try to use the advisor as a scapegoat when tough
/ unpopular decisions have to be made. The FF will take on some of the personality
of their advisors. If the advisors are aggressive, confident, and motivated, they may
be the same.
(2) Some members of the FF may try to influence their advisors with excuses or
even threats to get leaves and passes. Work with the FF leaders to establish an
equitable pass and leave policy that supports them in maintaining the standards.
(3) In many parts of the world, directly confronting someone is considered improper
and results in FF leaders unwilling to confront individuals about performance.
Advisors need to be aware of how they provide feedback and encourage the FF
leaders to adopt a command climate that permits constructive criticism.
(4) The FF leadership may attempt to get advisors involved in simple organizational
problems that they should be handling. Advisors need to be careful to avoid being
seen as decision makers because it will undermine a unit’s morale and
cohesiveness.
(5) Tribal, ethnic, economic, caste, racial, or religious discrimination may be
common within the AO. The advisor should carefully consider mixing diverse groups
to get them to work together. One method to overcome ethnic bias is by promoting

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teamwork and basing rewards on merit. Encourage friendly competition between
units to build cohesiveness and teamwork.
(6) The advisors’ perception of corruption, nepotism, and graft may be quite
different from that of the local society. Family, friends, and affiliated tribe members
may receive favored status for appointments, jobs, and other rewards. Advisors
must learn the locally acceptable practices and work to change those that inhibit
developing professional, cohesive units. Strong leadership, training, and
performance-based awards are factors that contribute to managing the problem.
(7) Some leaders will be reluctant to delegate authority. They may feel threatened
by anyone around them who is competent or possesses leadership abilities. They
may view such people as a threat to their personal position and may attempt to get
rid of these perceived competitors. Advisors need to show that truly powerful
leaders are those that can maximize the abilities of their subordinates.

10 September 2009 FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76

Chapter IV

CULTURE AND THE ADVISOR

1. The Importance of Culture

a. Advisors derive much of their effectiveness from their ability to understand and work
with foreign counterparts in another culture. This ability is called cross-cultural
competence. They understand enough of their own culture and their counterpart’s
culture so that they can accurately convey ideas, concepts, and purpose without
causing counterproductive consequences.
b. What is culture? In brief, culture is the set of opinions, beliefs, values, and customs
that defines the identity of a society. It includes social behavior standards (e.g., how
men relate with women, children relate with adults), language (standard of speech), and
religion (standards on how man relates with his mortality and creation).
c. The advisor must be aware of the local and FF cultural/historical aspects which
influence behavior. Advisor team members must understand the reasons and
motivations underlying personal interaction. Advisors must practice patience when
dealing with their counterparts. Instead of asserting their separateness and privacy as
independent individuals, other cultures tend to interact as members of a group—family,
clan, village, neighborhood, and tribe. Group norms guide individual behavior, and
other cultures display a high need for social approval.
d. Cultural understanding is not derived from demographic information like that usually
provided to the military through country briefs prior to deployment. It is gained from
studying and understanding the people’s: religion, history, customs, social and political
structures. For a true immersion, it is necessary to live among the people, gradually
understanding the subtleties and nuances of their culture.

2. Principles of Culture

a. Several important principles follow from the concept of culture.

(1) Culture is learned. People are not born with culture. It is learned first in the
family and then by other experiences over the life of the individual.
(2) Culture is adaptive. The customs a group develops are based largely on a
particular environment as opposed to attitudes which may change quickly. Values,
however, are the slowest to change because they are directly related to beliefs.
(3) Culture is in a constant state of change. Most cultural change occurs quite
slowly, over a period of years in a series of small accommodations to new
circumstances. However, rapid cultural change often creates tension (or even
violence) as people attempt to reconcile their beliefs and values with the new
conditions.

b. As a body of learned behaviors common to a given society, culture acts like a
template, shaping behavior and consciousness within a society from one generation to
the next. Most of what we observe as the manifest or explicit forms of culture; including

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clothing, gestures, and food, are only the surface level manifestations. In other words,
these are the most visible but the least important elements of culture.
c. When comparing cultures there is a tendency to focus on how cultures are different
from each other. However, cultures are also similar because they are designed to
resolve common human problems. Advisors must be familiar with their own culture in
order to find common experiences they can use to convey their message. While,
focusing on differences will help an advisor avoid areas where common bond are
difficult, the similarities will help an advisor find and use those points of similar
understanding. In western culture pride is often based on individual achievement; in
other cultures pride is more based on group harmony. In group level pride situations,
the advisor should emphasize how FF actions would bring credit/harmony to the group.

3. Cultural Training

a. The general methodology for culture training should be first to understand one’s own
culture, then learn ways to communicate cross-culturally, and finally to develop a basic
understanding of the specific FF culture, to include a knowledge of those items which
may appear culturally unusual to the advisor. See table 17 for a list of training
recommendations.

Table 17. Cultural Training Recommendations

Training Outline

Cultural
Indoctrination

Comparison of cultural values and social structures (United States compared to those of
the AO).
Local customs and traditions (for example, greetings and do's and don’ts).
Geopolitical history (pre-colonial to contemporary and the orientation of each faction or
party).
The role of religion in daily life.

Cultural
Awareness

How to gain acceptance and trust.
How to maintain a neutral perspective (for example, avoiding stereotyping and being
aware of bias).
How to gain cooperation during investigations and information gathering sessions.
How to avoid embarrassing or potentially dangerous situations.
How to recognize and mitigate culture shock.

Training Tools

Resources

Guest speakers native to the country of interest (for example, NGO staff, foreign
students, recent immigrants, or selected refugees).
Others who have worked in or studied the mission area (for example, SOF personnel,
diplomats, and scholars).

Format

Combination of briefings, small group discussions, and question and answer periods.
Handouts to augment, not replace, speakers.
Visual media, specifically slides and videos of the mission area.

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4. Culture Shock

a. Culture shock is a lack of direction; the feeling of not knowing what to do or how to
do things in a new environment; or not knowing what is appropriate or inappropriate.
b. There are four distinct stages in the culture shock process. See figure 12 to view the
process and effects of culture shock.

Figure 12. Stages of Culture Shock

c. Culture shock is a normal part of the advisor’s adjustment process. To cope with
culture shock be patient, maintain contact (with your team members and new culture),
and accept the new culture as being different. Be prepared to accept things in the local
culture that will seem culturally wrong to you. Try to learn at least a little bit of the local
language as you attempt to reduce stress.

(1) The advisor team must understand the effects that culture shock will have on
them. All advisors should be aware of how culture shock will affect every member of
their team. Culture shock comes from:

(a) Living and working for an extended period of time in a different environment.
(b) Having values you held absolute brought into question because of cultural
differences.
(c) Being constantly put into situations where you are expected to function with
maximum proficiency but where the rules have not been adequately explained.

(2) The feeling of culture shock generally sets in after the first 2 weeks of arriving in
a new place. Culture shock occurs because the mind and body have to go through a

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period of psychological and physiological adjustment when individuals move from a
familiar environment to an unfamiliar one.
(3) The “spoken” rules of a culture (such as favored foods) may not be simple or
pleasant to adopt. However, the “unspoken” rules are even more difficult to
understand and/or adopt. Creative advisors will be able to extract basic information
on why similar acts are performed differently. FF may also have culture-based
expectations unfamiliar to the advisors. These situations will occur everywhere
during the first few months in a new country.
(4) Some of the differences between life at home and life in a new place are
obvious. Other differences not as obvious include:

(a) How people make decisions.
(b) How people spend their leisure time.
(c) How people resolve conflicts.
(d) How people express feelings and emotions, meanings of gestures, facial
expressions, and other body language.

(5) Common reactions to culture shock include:

(a) Irritability, even anger directed toward one’s own group or organization.
(b) Feeling isolated or alone.
(c) Tiring easily.
(d) Changes in normal sleep patterns (too much sleep, insomnia).
(e) Suffering minor but persistent body pains, especially in the head, neck, back,
and stomach.
(f) Hostility and contempt directed towards local people.
(g) Withdrawal (i.e., spending excessive amounts of time reading or listening to
music; avoiding contact with host nationals).

(6) How to fight culture shock:

(a) One of the most important advantages is familiarity with the language used in
the new area. An ability to communicate in the new culture, even at a very basic
level, goes a long way to reducing and shortening the period of adjustment.
(b) Seek those with previous experience in the area.
(c) Develop a portable hobby.
(d) Be patient, the process of adaptation to new situations takes time.
(e) Learn to be constructive. If you have an unfavorable encounter, learn from it
and don’t put yourself in that position again.
(f) Don't try too hard. Give yourself a chance to adjust.

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(g) Learn to include a regular form of physical activity in your routine. This will
help combat stress in a constructive manner. Exercise, swim, run, or whatever is
appropriate to the area.
(h) Relaxation and meditation have proven to be very positive for people who
are passing through periods of stress.
(i) Maintain contact with your teammates. Pay attention to relationships in your
organization. This will give you a feeling of belonging and reduce feelings of
loneliness and alienation. They also serve as support in difficult times.
(j) Maintain contact with the new culture.
(k) Accept the new culture; do not waste time and energy criticizing it. Focus on
getting through the transition. Try to think of one thing each day that is
interesting or likeable about this new environment.
(l) Establish simple goals and continuously evaluate progress. Find ways to live
with things that aren’t 100% satisfactory.
(m) Maintain confidence in yourself, your organization, and your abilities.
(n) If you feel stressed, look for help. If you do not like your new surroundings
and find a lot to criticize, understand there are uncertainties and confusion which
will continue. Imagine how a local resident might react to living in the US.
Observe how people in your new environment act in situations that are confusing
to you. Try to understand what they believe and why they behave as they do.
(o) Avoid judging things as either right or wrong; regard them as merely different.
(p) Remember the methods that have been successful in reducing stress in
difficult situations in the past and apply those methods to the present
circumstances.
(q) Try to see the humor in confusing or frustrating situations; laughter is often
the best medicine.
(r) Accept the difficult challenge of learning to live and function in a new cultural
setting. Believe that you can learn the skills to make a satisfactory transition.
(s) Gradually try to apply some of the skills you are learning.
(t) Recognize the advantages of having lived in two different cultures. Meeting
people with different cultural backgrounds can enrich your life. Share time with
many different people. Avoid having only American friends but maintain strong
personal ties to the US. Think about ways to help local residents learn how
Americans believe and act.
(u) Acknowledge even slight progress in adjusting to the new culture.
Recognize that, like many who have adjusted to difficult and alien environments,
you can and will make a successful adjustment to the new culture.

5. Advisors and Cultural Relations

a. Setting the Example. Setting the example for your counterpart must be an ongoing
effort in order to avoid the appearance of a “do as I say, not as I do” attitude. In setting

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the example, the advisor should make every effort to explain to the counterpart that
what he is doing is the most effective form of behavior for the situation. This is
particularly true when the behavior (or purpose) is not readily understood by the
counterpart. In following this guidance, the advisor may also reinforce his perceived
competence.
b. Compromise. When seeking compromise with your FF counterpart, the advisor may
create a situation in which the counterpart has a personal interest in successful
execution. In some cultures, seeking a compromise may also be desirable to allow the
counterpart to save face. Furthermore, in certain situations the counterpart, because of
practical experience, may have a better solution to the problem at hand.

(1) Advisors must also recognize that when they seek a compromise in certain
cultures, their perceived competence may suffer. This may be mitigated somewhat
by approaching the compromise as two professionals (the advisor and the
counterpart) reaching a mutual conclusion. Note: There are two areas of concern
that must never be compromised for the sake of maintaining rapport—force
protection (FP) and human rights.
(2) Advisors must prevent their counterpart or his subordinates from attempting to
work the advisor team into the FF chain of command. Advisors provide
recommendations, not orders, to their counterparts. Only the counterpart should
issue orders to subordinates.

c. Importance of Family. The concept of family is heavily steeped in religious and
cultural norms. The family is one of the most influential elements of social institutions.
It is the starting point for the development of all other forms of social organization.
Families teach human beings what is demanded of them in the real world and where
humans learn to transcend themselves. A person’s first experience with power and
authority occurs with the family.
d. Importance of Religion. Because religion is such an integral part of culture, careful
mission preparation and analysis should examine the religions and religious groups in
the AO for a given mission. Most of the people of our world practice religion and many
take it very seriously. Religious beliefs, leaders, and institutions are central to the
worldview of many societies. The impact of religion on the local population must be
considered when planning any operation.
e. Importance of Language. Language is the ultimate communication barrier and thus
fundamentally important for cross-cultural communications. The greater the proficiency
in the local language, the quicker an advisor can effectively communicate. Reaching a
communication level that permits the advisor or liaison to understand nuances and
inferred or implied messages vastly enhances mission accomplishment. While
proficiency using an interpreter can be substituted for language ability; interpreter usage
always diminishes the capability to effectively and confidently communicate. Both
language proficiency and the proper use of interpreters require significant training.
Appendix D, “Interpreter Support,” discusses the use of interpreters and translators. As
a minimum, the successful advisor should study common language phrases used in the
AO.

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f. Developing Rapport. Setting the example, being open to compromise, and
recognizing the importance of family, religion, and language can contribute to
developing good rapport with FF counterparts. Advisors succeed or fail based on the
rapport they develop with their FF counterpart. This rapport provides the lubricant that
makes combat advising operate smoothly amidst the differences of cultural, personal,
and linguistic environments. When thinking about rapport between an advisor and a FF
counterpart, focus on developing mutual understanding, respect, and trust.

(1) Understanding. Broaden your knowledge of the area that you will operate in by
studying its history, politics, language, society, and culture. Interpreters can also
offer valuable insight into local culture.
(2) Respect. Maintain your integrity and look for admirable qualities that you
respect in your counterpart and show a sincere interest in your counterpart.
(3) Trust. An advisor-counterpart relationship will eventually develop into strong
trust when built on shared understanding and respect. Understand what comprises
a promise in the local culture. Show that you are reliable and follow through on your
commitments. Do not give the impression of a promise for anything that you might
not be able to deliver.

g. Personal Issues. Undoubtedly, FF counterparts will want to speak with advisors
about personal issues. Here are some guidelines for dealing with personal questions.

(1) Be careful when talking about religion, regardless of your personal beliefs.
(2) Be careful regarding talk about women. You may shame your counterpart.
(3) Be careful if asked about sex, drugs, or alcohol. Being asked may be a way of
testing you to see if you are honorable or not.

h. Chain of Command Communications. Effective communication is essential for an
advisor-counterpart relationship. The use of proper channels should be stressed at all
echelons. Advisors must keep the FF unit leaders informed of advice given to FF
subordinates. Fellow US personnel should also be kept informed of advice offered to
counterparts. FF officers should be persuaded to pass information up, down, and
across the chain of command.
i. Customs and Courtesies. Local customs and courtesies should be observed.
Advisors should seek to understand the customs and social structure on which they are
built, such as local tribal dynamics. Counterparts that are senior in grade should be
treated accordingly. If warranted by the FF customs, senior-ranking personnel should
be saluted. Such individuals should be referred to by their rank (as customs permit) and
shown respect and deference. Although FF officers may have no command authority
over the advisor, effectiveness is greatly enhanced when the advisor displays respect
for the counterpart and the FF chain of command.
j. Social Dynamics. Human beings throughout the world have developed various
methods of social organization based on varying/fluid or fixed/rigid social identities.
Often times, social organization and social identity are overlapping constructs, which
are occasionally in conflict with one another. If advisors look at their own lives, they can
see various layers of social identity and organization similarly in conflict with one

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another. At the core of any culture is the structure of the society. Societal structures
can range from nationalistic to tribal. The most common social structure that advisors
will encounter in the developing world will be tribalism. Tribalism is a normal cultural
component in a large portion of the world. Common themes in tribal cultures are: pride,
revenge, hospitality, honor, brotherhood, and warrior ethos.

(1) Understanding Tribalism. Many US forces do not understand tribalism but there
are several benefits to individuals in a tribal society.

(a) Tribes serve as a social safety net in countries lacking strong centralized
governments.
(b) Tribes provide a sense of belonging and community.
(c) Tribes spread responsibility and risk away from individuals.
(d) Tribes are designed to prevent all out warfare and chaos. Individual tribal
debts of blood and honor serve as a surrogate to warfare.
(e) Individuals are viewed mostly as how they serve the tribe.

(2) Tribal Dynamics.

(a) The advisor should seek to understand the specific tribal dynamics within the
indigenous forces he is advising and the local populace. Do not ask a tribe
member to do something that is contrary to the wishes of his tribe (i.e., go arrest
a relative). The advisor must appeal to the tribal sense of honor and warrior
ethos to influence tribe members. Figure 13 below illustrates the loyalties found
in tribal culture and is representative of most tribal societies.

Figure 13. Tribal Society

(b) While tribalism exists in many forms, it is generally characterized by familial
bonds strengthened through intermarriage and the possession of a common
tribal origination. Tribes develop norms and rules that structure behavior towards
members of the tribe as well as toward other tribes. Generally, these rules
regard the welfare of the tribe over the welfare of the individual. These rules

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generally focus on structuring the competition for resources, spouses, and power
as well as establishing forms of social welfare. At times, these rules may come
into conflict with other means and modes of social organization, such as national
or religious laws.

(3) Tribal Structures. Ethnic, religious, and civic nationalism are relatively new
forms of social organization/social identity that will often conflict with tribal norms and
rules. In counterinsurgency efforts to establish, build, and strengthen national
governments, dealing with tribalism is a vital and difficult task. Even within a single
theater the nature and challenges presented by different tribal structures will vary
both geographically and across tribes. Knowledge of tribal organization and identity
is highly localized and will require time with focused intelligence gathering in order to
develop the knowledge of tribal structures required to strengthen support for the
government and assist the government in defeating the insurgency in the advisor’s
AO.
(4) Traditions and Rules. Tribal rules and traditions provide both challenges and
opportunities for the counterinsurgent. A thorough knowledge of tribal governance
and traditions is required in order to tailor actions across the political, military,
economic, social, information, infrastructure, people, and time (PMESII-PT)
spectrum. Rules and traditions are often comprehensive and regulate political action
(ties to the government and other tribes), economic behavior (smuggling, farming,
toll-taking), and social behavior (roles of men, women, and children, marriage,
divorce). Tribal rules may provide means through which to tie recalcitrant tribes into
evolving government structures. Conversely, some tribal structures are extremely
egalitarian with little or no sanction placed on a head of household who “opts out” of
a given tribal action. Rules and traditions will vary across tribes and may even vary
across the same tribe. Also, long periods of conflict and noncontiguous geographic
arrangements may weaken the role of tribal law. Detailed understanding of tribal
rules and traditions must generally be gained through interaction with tribal elders
and determination of the extent to which these rules are followed.
(5) Identity. Tribal identity can be fluid or fixed. It may be subordinate or superior to
other identities, e.g., religious identity, national identity, ethnic identity, or familial
identity. Identity may vary across the tribe. Tribal identity may be enmeshed with
ethnic or religious identity or may be separate and cut across ethnic and religious
lines. Often, tribal identity is stronger in rural areas and weaker in urban areas.
Also, geographic dispersion into noncontiguous enclaves can weaken tribal identity,
especially in areas where different tribal organizations are commingled. Tribal
identity is often compartmentalized into ethnic or supra-tribal identity and sub-tribal
identity (and even into smaller categories or branches). A tribal member will often
consider himself first as a member of the closest smallest group: e.g., branch “w” of
sub-tribe “x” as opposed to a member of sub-tribe “x” from tribe “y,” or a member of
tribe “y” from ethnic group “z.” Generally, the smaller the tribal affiliation (i.e., a
branch of a sub-tribe), the stronger the identity will be. Different sub-tribes within the
same tribe may compete over resources and power. A strong sense of tribal identity
among members of FF can result in conflicts within or between nascent national
forces and prevent effective units from evolving unless there is intervention by

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advisors. The stronger a sense of tribal identity, the more important it is that
counterinsurgents utilize tribal leadership and structures to tie groups into the
national government. Counterinsurgents with in-depth knowledge of tribal identity
can exploit different areas of tribal identity by separating or bringing together various
elements of the tribe.
(6) Boundaries. The geographic extent, distribution, and contiguousness of a tribe
are vital to understanding the implications of a particular tribe within the advisor’s
AO. Generally the larger the geographic area of a tribe, and the more contiguous its
tribal boundaries, the more power tribal leaders will have over the actions of their
tribe. Additionally, small but contiguous enclaves of different tribal groups in close
proximity to one another may create a highly unstable environment, albeit one that is
ripe for manipulation by the astute counterinsurgent. Often administrative
boundaries, including district, province, and even national boundaries, will not align
with tribal boundaries. This is particularly true in countries where colonial powers
arbitrarily drew boundaries without consideration of tribal demarcation lines.
(7) Tribal Ties. In order to deal with issues arising from tribes, governors or sub-
governors and foreign forces from adjoining administrative areas will need to work
jointly with tribal leaders in order to develop solutions for tribally-based problems.
This may include working with leaders across national borders. Geographically
dispersed tribes who exist in small enclaves across wide swaths of land will
generally have weaker tribal governance structures, increasing the importance of
local tribal leaders. That said, tribal ties are often maintained across geographical
space through intermarriage and visits. Dispersion is used to maintain trading
routes and economic activities, such as smuggling. These tribal ties may allow
insurgents to operate in one area while exploiting administrative and military
boundaries in another area. In order to deny safe haven, FF requires detailed
understanding and coordination by military and civilian leaders to prevent any
exploitation.
(8) Access to Patronage. In most tribal constructs, tribal leadership is expected to
provide patronage to tribe members in the form of wealth, jobs, and other goods.
Generally, effective tribal leaders will bankrupt themselves on these provisions,
setting the stage for others to step in. However, conflict situations, illicit trade, and
government corruption can result in upsetting the normal fluctuating balance of
patronage goods available. Understanding the means of obtaining and distributing
patronage is vital for counterinsurgents who wish to use tribal structures to support
effective counterinsurgency.
(9) Tribal Leadership. Leadership in tribal systems varies across tribes, and it is
vital to understand both who the leaders are and the nature of tribal leadership.
Some are based on kinship to the leader passed from brother to brother or father to
son. In other cases, religious connections may result in leadership positions within
the tribe. In times of conflict, traditional leadership may become destabilized and
military capability, i.e., the ability to provide security, can result in new leaders
arising outside of traditional nobility or religious families. Intra-tribal conflict is often
the result of conflicting claims on leadership, particularly based on post-conflict
rivalries between tribal elders. Conflicting claims on tribal leadership can result in

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Chapter V

EQUIPPING ADVISOR TEAMS

1. Equipment Considerations

a. Advisor teams must be equipped appropriately to accomplish their mission and some
teams have a standing table of equipment (T/E). Mission analysis and bottom up
refinement from advisors already in the field should be used to validate/modify the
baseline T/E or develop a completely new one. Once an appropriate equipment list is
determined the advisor commands, teams, and individuals should understand how
equipment is procured, maintained, and tracked. Commands should understand the
funding authorities involved and when possible track advisor equipment expenses with
unique funding codes. Understanding the advisor’s organizational relationship (see
chapter II) with higher, adjacent, and/or supporting commands assists in obtaining
required equipment. Once equipped, the advisor must constantly reassess the
equipment needed for the mission in order to provide feedback to higher headquarters
and follow-on teams.

(1) Integrating With FF. Equipping advisors differs from equipping traditional
combat formations in that advisors must consider FF equipment. Working with
foreign forces creates unique equipment needs for advisors. Advisors must conduct
regular equipment evaluations as part of regular assessments of the mission, AO,
and FF. This also applies to teams that "fall in" on pre-existing equipment sets
which may not support current conditions. Some of the reasons for fresh analysis of
equipment requirements are as follows:

(a) Hostile forces develop TTP that make the current equipment set obsolete.
(b) FF acquire new equipment or upgrades to current equipment.
(c) Technological changes in the environment (e.g., emplacement of cell phone
networks where none previously existed or the loss of such a network due to
hostile action) may require changes in equipment.

(2) Internal and External Equipment. Before generating equipment lists,
consideration must be given to both internal and external equipment. Internal
equipment applies to that equipment the individual or team needs to perform internal
functions; external equipment relates to individual or team functions that involve
interaction with the FF. For example, if the FF is equipped with Russian weaponry,
Russian weaponry could be considered an external equipment need for an advisor
team working with a FF infantry unit requiring weapons training. An internal
equipment requirement could be cryptology equipment necessary to communicate
with higher or adjacent commands. Equipment has become more complex with the
introduction of electronic countermeasures, tracking devices, worldwide positioning
tools, and language equipment. Equipment is continually developing to reflect new
technologies. Advisor teams should be afforded the opportunity to evaluate and if
necessary, incorporate these technologies into their equipment sets. However, the

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team leader must be aware of his authorized operating budget and any fiscal
restraints set by higher headquarters.
(3) Communications. Consideration for type and amount of communications
equipment is driven by the advisor’s need to communicate with internal and external
contacts. Controlling fires, especially terminal control of aircraft, requires special
equipment located with the advisor. Secure automated data processing equipment
(ADPE) must be capable of connecting with theater support agencies as well as
operating in distributed environments. For example, reach back via secure means to
national or theater assets may be necessary to support intelligence driven
operations. In the event of kinetic operations, advisors do not possess supporting
arms assets and must rely completely on other agencies to provide this capability.
Communicating with FF may require additional communication equipment. For
example: the advisor team may rely on US radio equipment for communications
internally, but the foreign military commander may only have access to a cell phone.
Advisors need secure communications capabilities.

(a) Internal communication requirements.

•

Intra-team / intra-vehicle communications.

•

Electronic positioning—global positioning system (GPS).

•

Counter radio controlled improvised explosive device electronic warfare

(CREW).

(b) External communications requirements.

•

Higher headquarters; adjacent, and/or supporting commands.

•

Terminal control of aircraft.

•

Control of fires.

•

Battlefield tracking.

•

With FF units.

•

Casualty evacuation (CASEVAC) / medical evacuation (MEDEVAC).

(4) Logistical Support. While not every advisor team may have a logistics specialist,
it is incumbent upon the advisor to understand how the advisor team will be
supported, and the advisor must task someone to be responsible for each of the
functions listed below. The advisor must ensure that each function is planned and
required equipment is available to accomplish the mission. If operating in an area
that has a US military commander, the commander must make arrangements for the
advisor team(s) to be included in that commander’s logistics plan. There are six
main categories of logistical considerations.

(a) Health Services. Where are the nearest medical facilities? What is the plan
to get to those facilities? Who on the advisor team is responsible for the medical
plan and for triage? Where is the next higher echelon of care? Are partner
nation reciprocal status-of-forces agreements (SOFAs) available?
(b) Maintenance. Coordination with maintenance activities is necessary. In
some areas, services will be available locally and in other places the advisor
must seek maintenance assistance through civilian contractors.

10 September 2009 FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76

(c) Transportation. What requirements are there for transportation (cargo,
passengers, distance, on/off road, armored vehicles)?  Some advisor teams may
be confined to small compounds or bases. Others will need to blend in with
vehicles common to the AO.  What are the limitations on transportation (type of
fuel available; licenses required by Service and local government)? What is the
availability of FF equipment?
(d) General Engineering.  What structures are needed that are not already
available? What improvements need to be made? The method used to support
the advisor must remain within the limits of Title authorities. Adding infrastructure
may not be within those legal limitations.
(e) Other Services. How will sanitation (trash and sewage removal) be
accomplished? Is there a requirement for electricity? If so, how much? How is
laundry being done? How is the foreign force addressing these issues?
(f) Supply. Where does the advisor receive supplies? Will there be an
emphasis on large internal support (e.g., equipment maintainers internal to the
team may need repair parts)? Ten categories of supply items should be
considered.

•

Subsistence. Are food stuffs (e.g., meals, ready to eat [MREs], Kosher

meals, Hallal meals, humanitarian rations) and water provided?

•

Organizational Equipment. Will the advisor team need body armor,

uniforms, mosquito netting, or cold weather clothing? What types of
batteries are required?

•

Petroleum, Oils, and Lubricants (POL). What type of fuel will the advisor

team use? What fuels and oils will the foreign force use?

•

Engineer Equipment. Will the advisor team be setting up TCPs that need

concertina wire? Is there a requirement for engineering stakes?

•

Ammunition. Consider resupply of ammunition.

•

Sundries. Toiletries may be hard to come by in some remote areas.

•

Principal End Items. Does the advisor team have all of the vehicles,

communications equipment, or tools necessary for the mission?

•

Medical Items. Advisors in high-intensity areas often use their individual

first aid kits and need to resupply them.

•

Repair Parts. To what degree will your advisor team be maintaining

equipment? Operator preventive maintenance (PM) requires at least a
minimum of parts. Distance from the maintenance activity may require
repair parts located with the team.

•

Equipment for Foreign Countries (tractors, generators, teapots, etc.). The

advisor’s mission may require assisting the security cooperation officer
(SCO) by teaching foreign forces how to use equipment obtained through
the foreign military sales (FMS) program.

(g) Contracting Support. The advisor team leader must be aware of which
organization in his chain of command will provide contracting support to the
team.

FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76 10 September 2009

2. Introduction to FF Logistics

While taking care of the team’s logistical needs can seem like a full-time job, advising
the FF logistical counterpart may be the primary mission. Advisor teams can teach,
coach, and advise their counterparts in all aspects of logistics which includes
accounting for property; maintaining property books; requesting, storing, and distributing
all classes of supplies; and performing unit level maintenance or establishing a
maintenance program if one is not already in place. In addition, advisors may have to
request contracts to improve their FF’s area of operations through host nation
construction companies. Additionally, advisors keep their higher logistics advisors
informed of any logistical function the FF counterpart is performing through their
logistical system.
a. Dealing with FF Logistics. It is critical that advisors have a good working relationship
with their FF counterpart. If you are unsure on an issue say “no” and work the problem
to a successful outcome later. The loss in credibility to working relations with your
counterpart from an empty promise is hard to recover.

(1) Typical Problems: The focus here needs to be on generic and experience-
based problems. Many FF fight well; but have problems with logistics. This problem
is very complex: (1) they may have underfunded logistical systems which lack
command emphasis or are subject to corruption from point of issue to point of
delivery, and (2) many officers, and NCOs won’t think past today much less
tomorrow, next week, or next month. The lack of understanding or emphasis on
logistics leads to a lack of bench stock, poor fuel planning, and an unworkable
system of resupply.
(2) Team Logistics and Logistical Advising: The logistics officer will have a dual role
on the team serving as the joint multifunctional logistical officer for the team and as
the logistical advisor to the FF logistics officer. The logistics officer will be required
to support the team’s logistical needs for classes of supply (CL I, II, III, IV, V, VII, IX),
and provide logistical coaching, teaching, and mentoring to the FF counterpart in
regards to the same classes of supply. Additionally, the advisor may be expected to
request contracts for either their team or their FF for a variety of reasons.

b. Property Accountability/Property Book. It is important that during the relief-in-place
(RIP) process with the out-going team, you ask your out-going counterpart if they have
an equipment roll-up of what has been issued up to the RIP date. The list will serve as
the base document for tracking how much equipment, by major end item, has been
issued to the FF unit via coalition or local government. During your tour, you will add
any CL VII items that are issued to keep track of your percent fill per major end item for
when you are asked by your higher HQ for information regarding the amount of CL VII
issued to your FF unit. See the example below in table 18.

10 September 2009 FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76

Table 18. Property Accountability Example

Item Authorized

Hand

Short

Fill

AK-47 500

250

50%

MEDIUM MACHINEGUN

200

175

88%

CHEVY LUV

250

175

38%

CHEVY SILVERADO

500

360

140

72%

CARGO TRKS

47%

FUEL TRAILERS

25%

VHF RADIO H/H

500

450

90%

c. Tracking FF Equipment. Equally important is your ability to track how much property
your FF unit has issued down to their subordinate units by major end item. Build a good
working relationship with your FF counterpart in order to determine the FF commander’s
written authorization for CL VII distribution. Additionally, you will need to keep your own
property book showing advisor unit current CL VII status with entries depicting the
subordinate unit’s issue by major end item. Your FF counterpart may already have a
working property book that you can bounce numbers off of to ensure a somewhat
accurate document. You will most likely have to work through your interpreters to
translate both documents if your counterpart is unable to read or speak the English
language. See example below in table 19.

Table 19. Property Book Example

AK-47 Issued

Total

Date: 15 JUL XX

700

DIV HQ

100

1st Brigade (Bde)

200

2nd Bde

200

3rd Bde

200

20 AUG XX

300

1,000

DIV HQ

100

1st Bde

100

300

2nd Bde

200

400

3rd Bde

200

d. Request/Store/and Distribute all Classes of Supply.

(1) Before you request classes of supply, you will need to determine the SOP for
requesting supplies within your FF logistical system. You can ask them what forms
they use; their forecasting requirements, and where to send requests. In addition,
you will need to ask your advisor team logistics chain of command what the
procedures are for oversight and tracking of requests.
(2) Once supplies have arrived at your FF’s base, you should advise your FF
counterpart on inventory and storing controls to ensure the safety and security of the
supplies.

FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76 10 September 2009

(3) Once supplies have been inventoried and secured, you and your FF counterpart
will assess all subordinate units for supply shortfalls. Ideally, you want your
counterpart to tell you the best way to distribute the supplies by filling the units who
have the most shortages. However, you may have to help your counterpart with
identifying the best way to distribute the supplies. No matter who came up with the
plan, it is best to give your counterpart full credit for the idea. However, normally the
FF logistical officer does not have the final say in the distribution. The logistical
officer will bring the suggestion to the unit commander for the final distribution
decision. Be aware that unit commanders may use property and supplies as a form
of leadership. If the commander wishes to reward a subordinate commander, he
might give him more property or supplies. In addition, a unit commander may show
his power by waiting for subordinate commanders to ask him for supplies or
property.

e. Unit Level Maintenance.

(1) Your FF counterparts may or may not put emphasis on performing preventative
maintenance, checks, and services (PMCS) on their equipment. One reason is that
they may not have spare parts or lubricants within their own system. Ask through
the advisor logistics channels if there is a maintenance contract, repair parts, or
lubricants available for FF use through the US system.
(2) You may be amazed at the level of maintenance that your FF counterparts are
able to perform. Out of necessity, FF units with inadequate supply systems are
often very skillful at cannibalization. They will do whatever it takes to keep their
vehicles fully mission capable. However, they may not understand the importance of
performing PMCS to prevent maintenance problems.
(3) There are few PMCS manuals in foreign languages for your FF counterparts to
use in order to perform the correct preventative maintenance. In addition, your
counterpart may have many different vehicles in his motor pool with no manuals, no
organic trained mechanics, and no spare parts. You will have to work through this
issue the best you can. There is no magical answer to solve the problem. The only
answer is to find an effective solution as you work through the issue.

f. Contracting.

(1) In case you need to build, purchase, or service something beyond the limits or
authorities of the advisor team, you can submit a request for proposal or a request
for quotation to the higher headquarters J4 that provides contracting support to the
team. For example, if you need to put armor on your FF vehicles to increase
survivability, then a contract will be required to purchase the armor and install it on
the vehicle. Another example may be to purchase air conditioner units (to include
installation) for your FF offices or a detainee area. A contract must be awarded in
order to purchase and install these units.
(2) The contracting process begins with the logistics advisor, but the final approving
authority may reside at the general officer level. All contracts must be fully vetted to
ensure that they remain within the limitations of Title funding authority for which they

10 September 2009 FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76

will be used. The following is an example of a typical contracting process that an
advisor may encounter.

(a) The process begins with getting multiple estimates for the work, product, or
service.
(b) A statement of work (SOW) is then written. The SOW must be completed in
detail. The contract will be written per your statement of work. If you wish a
contractor to perform in a certain way, it must be in the statement of work. Ask
your outgoing advisor counterpart, a contracting officer in your advisor chain of
command, or the J4 for an example.
(c) Next, write a justification letter describing why you need the product, service,
or construction.
(d) Finally, a purchase request and commitment (PR&C) and the SOW are
submitted through your appropriate approval chain for resourcing. This does not
mean that the company you would like to do the work will be chosen for the job.
For high dollar amounts, the contracting officer will bid the job regardless of your
estimates. When your packet makes it to the contracting office, find the officer or
NCO who will be responsible for writing the contract, and be a part of the
process. This will increase your ability to influence the outcome of your request.

10 September 2009 FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76

Chapter VI

ADVISOR EMPLOYMENT

1. Rules of “Must, Never, and Should”

a. An Advisor Must…

(1) As part of negotiations, the advisor must skillfully present recommendations
which explain the advantages to his FF counterpart. During the interaction,
however, the advisor must stay within the boundaries of US intent while using
influence to ensure his FF counterpart retains ownership of the negotiation outcome.
The advisors approach must be based on facts, logical reasoning, and sincere
attempts to do what is best for FF and US forces. Advisors must always be
cognizant of presenting a negative view of a particular subject—e.g., do not
humiliate a FF commander. If possible avoid making recommendations that require
an immediate decision. For example, expect subjects that involve religious holidays
and operations to take several meetings to gain initial decision-making progress.
Counterparts must be allowed to exercise their prerogatives and not appear to be
overly dependent on US influence.
(2) The advisor must be aware that some US practices are the product of culture
and custom which may not be appropriate in the counterpart’s culture. The best
approaches should include local cultural influences and practices to encourage
greater FF ownership and understanding.
(3) The advisor must be willing to ask for the counterpart’s advice. The FF solutions
are often preferable in the long run to “American solutions,” which may only solve
short-term issues. In many cases, FF will be experienced in areas of concern like
cultural issues or local customs and courtesies.
(4) The advisor must be willing to participate actively in local military, athletic, and
social functions. If unable to accept a social invitation, decline with regrets
expressed in accordance with local custom and invite counterparts to appropriate
social functions. Insure that they are active participants to the maximum extent
possible.
(5) The advisor must develop a sense of identity with the counterpart’s unit or
geographic area by spending maximum time at the scene of activity. Advising FF is
a 24/7 job.

b. An Advisor Never…

(1) The advisor never attempts to command the counterpart’s organization. He
must study the counterpart’s personality and background and make every effort to
build and maintain friendly relationships, based upon professional respect.
(2) The advisor never conveys the impression that everything is all wrong. A
careless word or negative action can severely impair counterpart relations. Instead,
an advisor must explain the pros and cons of a decision in tactical and technical
terms easily understood by his counterpart. The advisor must then provide

FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76 10 September 2009

reasonable alternatives supported by local culture and sound tactics. Never be
reluctant to criticize when required, but criticism should be couched tactfully. An
unwillingness to provide appropriate criticism may leave the impression that the
advisor lacks either knowledge or concern. Appropriate and timely corrections can
engender respect.
(3) When it comes to promises the old adage of “under-promise and over-deliver” is
still a valid tactic. The advisor should only make promises he can legally deliver
within the limits of his authority. The advisor who oversells himself may arouse
suspicion or create false expectations that cannot be met.
(4) It is critically important for the advisor to be proficient in all combat skills.
Mastery of these skills will help establish the advisor’s identity as a professional
warfighter. Additional SME skills and combat experience will also help enhance the
advisor’s position when the FF counterpart is an experienced combat veteran.

c. An Advisor Should…

(1) The advisor should make “on-the-spot” recommendations to his counterpart
whenever appropriate.
(2) The advisor should represent his counterpart or defend the counterpart’s
position in disputes with US agencies. However, this support should be based on
sound judgment and not blind loyalty.
(3) Advice should be given at appropriate times in appropriate places. The advisor
must not harass or browbeat the FF counterpart or any local leader. This is
especially critical when the FF counterpart is in the presence of subordinates, as it
may degrade his authority.
(4) The advisor should not present too many subjects at once or unnecessarily
prolong the discussion of any one subject. Restrict meetings to covering two to
three subjects at a time, and permit the FF counterpart to take action in order to
correct any deficiencies, prior to re-assessing that particular area. However, do
make sure a subject is discussed until the counterpart understands. The advisor
must be prepared to deal with slow or small amounts of progress made on subjects
discussed with the counterpart. Suggestions and recommendation should be within
the counterpart’s authority and capability. Advisors should take care not to strain
their relationship with counterpart by asking them to do the impossible.
(5) The US sense of humor is unique and sarcastic or condescending comments
should be avoided. The remarks may be misunderstood or resented even if
correctly understood. Advisors should strive to ensure all their actions and verbal
communications can be fully understood by FF. In addition, tone of voice or body
language can change the way something is understood negating its positive value.
(6) Operational transparency is a measure of trust and confidence so frequent
inspections of all kinds should be encouraged. Advisors may need to help their FF
counterparts understand how frequent inspections help them determine the actual
condition of their units. However, advisors should always check information
provided by FF unit counterparts discreetly to ensure assessments are accurate.

10 September 2009 FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76

(7) Initiative and inventiveness should be demonstrated by the advisor and
encouraged in his counterpart. The counterpart should be encouraged to carefully
consider orders he receives and ask for clarification or permission to deviate when
the need is obvious. It may become necessary for the advisor to become
increasingly suggestive to his counterpart when the need arises to question orders
from the counterpart’s higher command. This situation occurs when social networks
and political structures cause the counterpart to “save face” by presenting false
understanding and compliance. In addition to “saving face” among higher
commands, counterparts may also be reluctant to accept ideas or recommendations
from subordinate leaders. This may occur even if the subordinate has valid ideas.
The counterpart can be encouraged to accept requests or suggestions from
subordinates by highlighting the net gain to unit effectiveness is a reflection of the
FF’s leadership.

21 Recommended Practices for Working with Counterparts

Taken from experience in Vietnam, Peru, Liberia, and El Salvador

Attitudes, values, and beliefs can vary significantly between various cultural regions.
Nevertheless, small, rural towns and villages in the less developed parts of the world
have some important commonalities such as resistance to change. Experience has
shown that the practices listed below are effective across cultural regions.

1. Become well acquainted with the culture of the people with whom you will work. A
thorough knowledge of their culture is the key that will open the door to success. Read
all available literature on their culture. Expect cultural shifts to occur more rapidly than
described in available literature [country handbooks]. There is no substitute for living
closely with the people to absorb their culture.
2. Respect the beliefs and taboos of the local people.
3. Guard the confidence placed in you. Do not divulge intimate secrets.
4. During planning, stay in the background as much as possible. Your role is that of a
catalyst.
5. During execution, do not get so far ahead of the counterpart that you will lose them.
6. Be willing to compromise.
7. Keep an open mind and attempt to operate within the cultural pattern as closely as
possible.
8. Include casual conversations as one of your advisor tools. Influence can be wielded
effectively outside formal settings. Try to employ fables and short stories that are
relevant to the local culture and point up a lesson. Ask questions to illustrate a point.
9. Keep a keen sense of humor. Humor and laughter are wonderful tools for building
rapport if used in culturally correct ways.
10. Be what you are, don't pretend. Otherwise unsophisticated people often have the
knack of looking into your personality.
11. Patience is a golden attribute in working with non-Western people. They may not
have the same "drives" as Western people.
12. Expect counterparts to be long on promises and short on deliveries. They have
warded off the "haves" for centuries by this method.

FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76 10 September 2009

13. Do not expect to use your Western measuring stick for honesty and morals. The
same values do not apply. Check your measures of effectiveness and how they relate
to the indigenous population. If they do not affect the security and trust of the local
population, do they really measure success?
14. Live as close to those with whom you work as possible, but don't "go native." You
are an ambassador for your country and will be evaluated accordingly.
15. Accept each local national as he is and respect him as an individual. Never look
down on a man, but treat him with dignity. In associations with local officers and
officials, even village officials, dignify their positions.
16. Take nothing for granted and be prepared for surprises.
17. Do not identify or align yourself too closely with either the "haves" or "have-nots."
To be effective, you must have the respect and confidence of both groups.
18. Do not expect to find US democracy duplicated in an overseas democracy. It has
taken us centuries to develop ours.
19. Beware of off-hand remarks made in unguarded moments. A casual comment can
come back to haunt you.
20. The things that don't concern you should be left along. People in developing areas
are often inclined to be superstitious and secretive and will guard these with their lives.
21. Work within a team for maximum training possibilities. Even a lone wolf is much
more productive when he works with the pack.

—Special Forces Advisor’s Reference Book

US Army Special Warfare School, Oct 2001

2. Team Force Multipliers

a. Battle Rhythm. Balance the advisor team’s daily schedule without being predictive.
Ensure team operations security (OPSEC) by developing an advisor team battle rhythm
known only by the advisors. The battle rhythm should be flexible with few details to
accommodate combat operations, FF training, and team administrative requirements.
In order to prevent being overly predictive (to the FF and the insurgent threat that is
always watching), it is recommended that teams change their battle rhythm every 30
days if possible. Events to consider for a team battle rhythm are shown in table 20.

Table 20. Battle Rhythm Events

•

Team battle update briefs (BUBs).

•

Team patrol debriefs.

•

Coalition security meetings.

•

Pre-combat inspections (PCI).

•

Counterpart

time.

•

BUBs.

•

Team

maintenance.

•

Mission

preparation.

•

Officer/NCO professional development

(OPD/NCOPD).

•

Training

preparation.

•

After action reviews for FF.

•

maintenance.

•

Rehearsals.

•

Team physical training.

•

Local governance meetings.

b. Plan for Down Time. The rigors of living, working, and fighting alongside FF
counterparts will wear an advisor team down over time. Remember advising is a
marathon not a sprint. Advisor teams are small by design and over-worked by nature
so the team leader should take stock and invest in the mental well-being of the team
members. It is highly recommended to have a day of no scheduled activity in the battle

10 September 2009 FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76

rhythm. This allows the team to unwind and square away personal requirements. Put
the down day on the team schedule and enforce compliance.
c. Interagency and Coalition Considerations. As outside assistance increase to the
local government, other US personnel may be introduced into the area. At the sector
level, the foreign force advisor can expect to find representatives from US governmental
or nongovernmental organizations, third country nationals, representatives of private
corporations, and local national voluntary organizations involved in tasks like medical
care and agricultural development. Assistance brings positive benefits to FF but
effective coordination may be required by the advisor to ensure all activities are
coordinated for maximum impact. If the advisor has the authority, he should see that
interagency agreements are established as soon as possible. In the absence of such
authority, he should actively encourage the development of such agreements. The
advisor can expect to find certain technical agencies and services that are extensions of
local national ministries. Their activities and efforts should be integrated into the overall
plan. This requires that the sector-level advisor maintain close coordination with any
US representative who normally has responsibility for advising these agencies.
d. Interpreters. The interpreters you receive are critical for your success. They will
normally be Category I or II interpreters. Category II interpreters are US citizens that
have ethnic ties to the country you are operating in. This type of interpreter has a
security clearance, works for the US government, speaks the best English, and can
translate foreign documents. Because of their valuable skill sets, there are not many of
them. The disadvantage of Category II interpreters is that few have a current and
working knowledge of the areas you and your team will be working. Category I
interpreters are the most common. They are hired locally by an interpreter service and
live in the very communities in which you will be operating. Many speak English with
varying levels of competency; some may even be able to translate written documents.
They make up for their lack of English acumen by providing you and your team with
invaluable intelligence. They can also provide you with knowledge of the people’s
perceptions, fears, and motivations. Trusted Category I interpreters may also assist
your understanding of militia and insurgent infiltration within the FF. An advisor team
will need to screen and selectively share information with their interpreters. If your
advisor team has multiple interpreters, identify an additional duty as interpreter manager
for your team. This individual will create the division of labor, assignments, and create
the pay slips for the interpreter cell. They are your employees, as well as team
members. Treat them with dignity and respect, but be aware of their possible loyalties
and be discreet when it comes to OPSEC. Arming your interpreters is a touchy issue.
Most of the US contracting firms that hire them explicitly prohibit their interpreters from
carrying weapons. Many US units may have similar orders in place. You will have to
analyze the situation and the tactical environment. This is a “shade of gray” that you
may have to deal with. See appendix D for more information on interpreters.
e. Advisor Enablers that Can Assist Your Team. Advisor teams will find many
interesting units and organizations operating within their AO. Not only will they see
various FF units (army, police, special police) and coalition forces in their area, but they
may see various “alphabet soup” intelligence agencies, news media, civilian
reconstruction teams, international organizations, NGOs, and possibly United Nations or

FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76 10 September 2009

US State Department personnel, working in the same area. As an advisor, you can
take the lead to help get these organizations work together, or at the very least, be
aware of each other. Depending on the team mission and priorities, US SOF can be a
combat multiplier for advisor teams. Approach SOF teams in a manner that is mutually
beneficial to the advisor team, the SF team, and the FF you are advising. SOF Service
members may assist with training your FF in skill sets your adviser team may lack like
reconnaissance, sniper, surveillance, and counter-surveillance. The FF will gain from
the opportunity to work alongside these subject matter experts and hopefully this
enables an exchange of source and intelligence information. The goal is to increase
morale and forge bonds and the SOF teams to benefit from better intelligence networks
and work relationships with FF in their area. Leverage their experience also to help
your team become even better advisors.

3. Training FF

a. Developing the Training / Operations Cycle

(1) FF “Fight-Leave” Training Cycle. In an unstable environment, like COIN, FF
units may spend most of their time fighting, when not on leave. After meeting the
operational requirements, there is little room left over for training and maintenance.
For example, FF may never get a dedicated opportunity to fire their weapons for
marksmanship practice outside of basic training and combat. Maintenance may also
not be conducted to a standard which ensures reliability. Over time, uniforms,
equipment, and individuals become tired, ineffective, and eventually worn out. This
battle rhythm is not sustainable and lacks a means to achieve balance between
combat, training, maintenance, and rest. One solution would be to help the FF
develop and implement a training and operational cycle akin to a US model, but
modified to function within FF terms.
(2) FF “Fight-Train-Leave-Fight” Training Cycle. Using an Army example, a
battalion-sized model, based on four rifle companies and one headquarters and
service company, it is possible to develop a training and operational cycle that
balances all four requirements. One COA would be to establish a 20-day cycle, with
company rotations occurring every 5 days. Calling it a “Fight-Train-Leave-Fight”
rotation, the battalion could implement a system much like a Green-Amber-Red
training/operational cycle. The fight or “green companies” would be manned 100%
and would execute continuous operations for 10 days straight. Another company,
the train or “amber” company, would execute command maintenance on all their
assigned equipment and execute individual task training such as first aid,
marksmanship, and communication skills for 5 days. The remaining leave or “red”
company would be 100% on leave for 5 days. The headquarters and service
company could still rotate FF home and have 25% of the support personnel/staff
gone at any given time. The specialty platoons would also rotate through training
and maintenance along with the rifle companies. If needed, this same model can be
used at platoon level. See figure 14.

10 September 2009 FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76

Figure 14. Example FF Unit Cycle

b. Task-Oriented Training.

(1) Based on an FF agreed METL, a plan for all individual, collective, and leader
training can be developed and approved for use by the FF. Much of the training the
advisor team provides will come directly from US doctrine and individual advisor
experience.
(2) Depending on the composition of your team, you must focus on individual tasks
that play to your team’s strengths, while looking to receive outside assistance when
accomplishing tasks beyond the advisor team’s capabilities. Outside assistance
includes: coalition units, US SOF, US government organizations, and other FF units.
Collective task training can best be performed through the assistance of coalition
forces when available. Most coalition commanders will expect the advisor team to
formulate a training strategy supportive of an agreed upon METL and to monitor the
training effectiveness of collective task training.

(a) Some recommended staff individual tasks include:

•

Battle tracking (S3).

•

Map reading (S3).

•

Intelligence preparation of the operational environment (IPOE) (S2).

•

Patrol debrief (S2).

•

Personnel accountability (S1 / NCOs).

•

Payday activities (S1).

•

Equipment accountability (S4).

FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76 10 September 2009

•

Logistics planning (S4).

•

Information operations (S3).

(b) Some individual task training regarding basic warrior tasks include:

•

Marksmanship (basic and advanced).

•

First aid (stop bleeding).

•

Rescue breathing.

•

Operate a radio.

•

Operate a GPS.

•

Hand and arm signals.

•

Individual movement techniques (IMT).

•

Conduct a breach (mechanical and ballistic).

•

Conduct tactical site exploitation.

•

Move tactically.

•

React to contact.

•

Enter and clear a room.

•

React to an improvised explosive device (IED).

•

Conduct enduring traffic control point (TCP) operations.

•

Conduct snap TCP operations.

•

Conduct search operations.

•

Conduct reconnaissance.

•

Conduct patrolling.

•

Conduct listening post / observation post (LP/OP) operations.

•

Conduct rehearsals.

•

Conduct maintenance.

c. Teaching Leadership. Most of what your counterparts learn about leadership will be
through observing the advisor team. Leadership training should be modeled on the
principle of

leadership through example

. It is the advisor's job to instill the values of

duty, sacrifice, and humility in the counterpart’s attitude. The effect of this mindset is
the creation of a learning organization with professional leaders who are competent and
confident. How you train them on these basic values and effects is the art of advising.
Part of that art will be for you and your team to demonstrate through your own actions,
these same values and effects. Some suggestions include:

(a) Conducting operations (combat patrols, training exercises, etc.) with FF
counterparts should become routine and not exceptions to the rule.
(b) Allowing your FF to observe your advisor team as it conducts pre-combat
checks and inspections (PCCs/PCIs), operations orders (OPORDs),
maintenance, and debriefs.
(c) Training at one level and evaluating two levels down; i.e., a successful
battalion has lethal platoons.

10 September 2009 FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76

(d) Teaching the art of command presence and staff ownership by routinely
taking the higher leadership out on subordinate unit missions.
(e) Coaching the FF counterpart to mandate unit after action reviews after every
mission.
(f) Initiating rigorous debriefs for every mission.
(g) Coaching the FF counterpart to start an NCO development program run by
the senior FF NCOs.

d. Advisor Approach to FF Training.

(1) On-the-job Training. FF learning during combined operations with your advisor
team and other partnered coalition forces can be highly beneficial. Advisors are
usually equipped to train functional areas and systems development within a FF unit.
Unfortunately, defeating insurgents requires more than the military decision-making
process (MDMP) and a solid supply system. Bring coalition forces in to assist if the
advisor team is unable to provide on-the-job training in certain areas. The advisor
team can schedule these combined operations and use them to train the entire FF
unit structure. In addition to training the FF while conducting the operation, you can
also train the FF staff and FF logistics units to track and support the events.
(2) Integrate and Synchronize Training. A good advisor team will integrate and
synchronize individual, staff, unit, and leader training into FF operational
requirements. A great advisor team will also teach the FF how to integrate and
synchronize training opportunities into their own schedule. The following tips for
success can be extremely useful in adding perspective when developing a training
plan with the FF.

(a) Be the expert. Ensure your team understands and can execute the standard
you are expecting the FF to perform. The FF will model your actions.
(b) Understand foreign disclosure requirements. Much of what can be taught or
given to FF is limited by foreign disclosure laws. Teaching mortar employment
may be authorized; however, giving them the lesson plans and the protractors
may be restricted due to foreign disclosure.
(c) Incorporate their experience level into your training plan. The FF may have
differing TTP they have found effective. Be open-minded enough to consider
their techniques for the desired training effect you wish to achieve.
(d) Keep a cool head. An even temperament, combined with a robust sense of
humor is more effective than losing your temper. Normal US reasons for anger
and impatience seldom translate to other cultures.
(e) Know your AO. You may be coaching and training the enemy. Your FF may
be infiltrated mildly to heavily by enemy forces. Be aware and if this is the case,
focus on the basics but don’t show the FF anything that may prove effective at
engaging coalition forces later, i.e., marksmanship training beyond 300 yards or
demolitions training.

FM 3-07.10 / MCRP 3-33.8A / NTTP 3-07.5 / AFTTP 3-2.76 10 September 2009

(f) Immerse yourself in their world. Live, eat, sleep (security permitting), train,
and fight with them. Learn some of their language. The confidence you build by
doing this is far greater than having the occasional cup of tea with them. They
will listen to those they respect.
(g) Learn their doctrine. You are there to reinforce FF systems and doctrine, not
to replicate your own. Learn their doctrine and operate/train within it. Get used
to centralized command.
(h) Learn their weapons. You must be a SME on your weapons and at least
familiar with theirs to successfully coach them on effective employment.
(i) Train their trainers. Teach and coach through FF leadership. This
establishes legitimacy for FF’s right to lead and also effectively enables the
secondary objective of training more FF over time.
(j) Be present. Your team must have a presence at training events and during
operations. The FF will become proficient at what your team reinforces.
(k) Don’t become their supply system. Your team is not the FF version of “just-
in-time-logistics.” Train them to use their system or coach them to develop one.

(3) Partnering with Coalition Units for Training. Most coalition units realize “working
themselves out of a job” is their primary mission within a COIN environment. Many
also realize the key to achieving the goal is to help train FF up to a realistic level of
competency. Advisors can greatly assist this effort by making recommendations,
planning training, and tracking FF unit effectiveness. You may also try out-sourcing
the training of specific tasks with local coalition units that have subject matter
expertise. Some helpful training ideas include:

(a) Partnering with a coalition squad with a FF platoon to train them on
PCC/PCI, rehearsals, or marksmanship.
(b) Partnering a coalition platoon with a FF company to execute battle drills:
react to contact, react to ambush, squad attack/platoon attack, react to sniper,
and enter or clearing a room.
(c) Partnering a coalition platoon or squad with an equivalent FF unit to execute
snap TCPs, vehicle searches, tactical site exploitation, or platoon cordons.
(d) Partnering a FF squad or platoon with coalition SOF units to train basic and
advanced marksmanship (SF units may have the “hard-to-find” AK-47 sight
adjustment tools to assist with zeroing).
(e) Partnering your FF reconnaissance/strike platoons with SOF units to train
them on: close target reconnaissance, raids, point ambushes, and tactical site
exploitation.

4. Advising in Combat

a. Command Relationships – “Advisors Are Not Commanders.”

(1) Advisors contribute to the development and improvement of FF capabilities by
providing advice and guidance within US command policy. The US chain of

Military reference books and manuals (2009-2023, Volume 2) - page 38