Building your Own 18A

[Jack Moroney (RIP)]

Prior to the establishment of the 18 series officers would retain their basic branch and would move in and out of SF assignments. In some cases this was much to the detriment of their careers (assuming they were career minded and looking for high rank) and in other cases much to the detriment to the SF soldier who worked well with most officers and but excelled with good officers. There were also good points because it brought in experience on how the big army and conventional units worked which is necessary in carrying out FID and UW missions. SF also had a chance back then to grow their own officers because the executive officer was a LT and either learned what the business was all about, was culled because he was not suited for SF, or knew that it was not for him which spared the SF soldier the horrors of having to deal with an idiot in later years (for the most part). You also had officers coming into SF at various stages in their career and could have Group Cdrs, Company and Battalion Cdrs without any prior SF experience. The same was true of the various staff assignments.

I was more fortunate than most. Throughout my career I commanded two conventional companies, two A-Teams, two B-Teams, and Special Mission Unit (SF Bn Cmd) and the Training Group. Scattered in there were conventional Battalion S3 and S4 assignments, SF Bn XO and Group S3 assignments and the normal "professional development" schools and special training events. Now I lay this all out for one reason and that is over my tenure in military the only real feedback that many officers ever see is what is written on their efficiency reports but remember that those are written by other officers whose values, qualifications, and mindset drive them to look to things that are important in their eyes or are important by branch or unit standard. I use the term standard loosely because when you realize who is rating whom that standard becomes very subjective. During the course of my years in the service I have only worked with very few folks from my conventional assignments more than once but have repeatedly worked with folks on subsequent assignments in SF. This is what brings me to the point of this thread. I have often heard from those with whom I have worked what it was that enabled me to be able to do what I wanted to do as a commander. But it was all a retrospective and had there been something that should have been changed it was not apparent to me at the time, which could have made the unit function better and allowed me to be more effective as I moved through my career. I think that it is important that you all take the necessary steps to inventory your own strengths and weaknesses from a soldier's perspective and not just from some manual written by officers for officers. What you do now that SF is a branch will either stand you in good stead for the remainder of your career or haunt your sorry 4th POC forever; there are rarely second chances. Now I am not talking about your career progression as reflected on your OERs-that is an officers view of what officers do what I am talking about how you are perceived by your NCOs which is the most important measure of you as an SF officer. Remember SF officers are a different breed, we for the most part do not fit the profile of what a typical officer is in the conventional sense (e.g. while we do know how to raise a pinky when drinking tea in the officers club, we more importantly know how to sip rice wine through a bamboo straw without offending the host). So what is important is for you to understand what your SF NCOs are going to expect of you as a Team Leader, Company Commander, Battalion Commander and Group Commander. I know, you all think that I have lost my azimuth here, but what you do now as a Team Leader is going to have an impact on how you function in the future and it is the building block for not only your career but the future of those that are going to have work in spite of you or excell because they will be able to work with you. Rmember, SF is a small community and step on your crank once and everyone will know about it not only in the unit in which you showed your 4th POC but in every subsequent assignment. Having laid the ground work for this, I would like to have some of the NCO QPs here to lay out what it is that they expect from SF officers at every level so that you understand what this business is really all about. There are some very finite distinctions between what is required of you as an officer and what is necessary for your team (A,B &C) to succeed just like there is a big difference in knowing when to assume command or take command. For those QP NCOs who wish to take part in this, here is your chance to build your own 18A.

[x SF med]

COL Jack- excellent post. Following instructions from the O post...

1. An SF Officer needs to straddle a fine line, approachable, one of the guys, but also slightly apart (in garrison) in order to muddle through the mire of military politics.
2. He must also understand that he is learning as well as commanding, and has lots of years of experience in his team (A, B, C, or Grp) - not all of it pure SF knowledge.
3. Taking command vs. assuming command - tough call - a good O knows when and how to do either or both at the same time - and also when not to (not to get into the oddities of FID/UW/GW when he may 'lead from behind' due to rapport, cultural issues).
4. He has to understand all of the specialties, but not be an expert in any one, while having expertise in all.

A short summary would be a very dichotomous Officer - able to be one of the team, a Renaissance man in some respects - cuturally (bounce from good ol boy to effete gentleman, without pissing people off) intellectually, and militarily- not your typical conventional officer - more than and less than that.

Defining an SF Officer is like defining an SF NCO - difficult at best - next to impossible in most cases, because there is that indefinable SF-ness that is key.

Okay - that was rambling and semi coherent - anybody want to help granularize it?

edited for spelling

[incommin]

First off, good post COL Jack!

I expect an officer to utilize the knowledge and experience of the NCO around him.

I expect an officer to fight for his personnel.

I expect an officer to have no concept of what a "yes man" is.

I expect an officer to have the knowledge and skills to make decisions that will best accomplish a given mission and also take into consideration the lives and safety of the personnel involved.

I expect an officer to succeed and advance without leaving boot marks on those he led.

And I pretty much expect the same thing from senior NCO's.

Jim

[7624U]

First off, good post COL Jack!





I expect an officer to have no concept of what a "yes man" is.

And I pretty much expect the same thing from senior NCO's.

Jim

The two things I highlighted in red are key the senior NCO's need to advise that Commander, they are the checks and balance, the senior O's may realy be out of touch with reality. ( Not thier fault ) they are making policy from what they belive and are told. And at the same time Commander's need to trust what the NCO's are telling him ( dont replace a guy just because he does not conform to your way of thinking.)
It's a sad truth we have alot of (yes men) around latly and anyone that rocks the boat is replaced.

[Jack Moroney (RIP)]

It's a sad truth we have alot of (yes men) around latly and anyone that rocks the boat is replaced.

I am really sorry to hear that. I could understand that, although I could never accept it, back before SF became a branch. You would have thought that we would have outgrown that petty crap. There are many times you have to rock the boat just to clear the water and debris out so it floats again. Otherwise everyone manning a paddle just has to pull harder to make any headway. I blame this on officers making SF their career rather than their profession.

[howardjd1]

I don’t really want to jump right into this thread with my question—but “Building your own 18A” is along the line of what I and I’m sure many others in my position are curious on.

This is a question directed to all Quiet Professionals both officer and enlisted and really no one else:

For current and prior 18A’s:
1. Looking back at the beginning of your career what do you wish you would have done to better prepare yourself as an 18A?
2. Current- What do you plan to do to make yourself a better equipped 18A and leader?


Everyone else:
1. What are the best qualities, experiences, background, etc. you have seen in prior 18A’s that really make them stand out from the rest?


Using the search button I know there is plenty of great advice for how to be a good 18A once you become part of the team but what I’m looking for is--if you had to build an 18A from scratch what would their past experiences be like? Example: Prior MOS, Battalion, Post, prior service, ROTC, OCS, USMA, and the possibilities go on for a really long time.

The reason I ask is because I aspire to become an SF Officer and now is the time I want to begin building a strong base to go that direction with my career. It’s easy for me to assume what would make the best and most well rounded 18A but we all know how much assumptions are worth.

Also, I know this is a very complex question which is really subjective to each person’s experiences but for me the answers will be invaluable!

Thanks in advance for all responses!
-Jason

[Jack Moroney (RIP)]

[U][B]IThe reason I ask is because I aspire to become an SF Officer and now is the time I want to begin building a strong base to go that direction with my career. It’s easy for me to assume what would make the best and most well rounded 18A but we all know how much assumptions are worth.

Also, I know this is a very complex question which is really subjective to each person’s experiences but for me the answers will be invaluable!
-Jason

Jason,

You have a couple of hurdles that you have to get through before even worrying about a future as an 18A. As you noted, this is a very complex question that will vary with each individuals experiences and the settings in which they found themselves. Often, success is a two edged sword. Those for whom the 18A served (the troops) and those under whom he served (the bosses) will each have a different perspective. While that is true for any unit, there is a third dimension and that has to do with the perceptions and realities of those outside of the unit that he may have been advising, training, leading from other countries or other agencies. There are different approaches and "rules" for each with a level of complexity that his way beyond the scope of this thread.

As far as preparing yourself to become an 18A, there is no magic formula because everyone is different: different strengths and weaknesses; different innate and learned abilities; different moral, physchological and physiological
characteristics. I think your first step is to define in very clear and unambiguous terms why you want to become an 18A and evaluate yourself in terms of what it is going to take for you to make a total commitment to meeting and maintaining the core values and standards that make up a special forces soldier-not the MOS specific stuff, not just the physical requirements, but the basic attributes that epitomize Special Forces.

[sleepyhead4]

Jason,

Listen to COL Moroney. Although having a goal of becoming an SF Team Leader is commendable, you need to understand why you want to be an 18A...even going as far as writing down your reasons and motivations so that you can refer to it when Big Army kicks you in the nuts, and you feel like quitting. Having those reasons will motivate and guide you to do your best in your job, as an Infantry PL to a company XO, even as a staff officer.

Good luck on your journey and enjoy your time.

[howardjd1]

Thank you COL Moroney and Sleepyhead for the responses. Both of your posts really hold great advice. I especially like these pieces:

COL Moroney
“Often, success is a two edged sword. Those for whom the 18A served (the troops) and those under whom he served (the bosses) will each have a different perspective. While that is true for any unit, there is a third dimension and that has to do with the perceptions and realities of those outside of the unit that he may have been advising, training, leading from other countries or other agencies. There are different approaches and "rules" for each with a level of complexity that his way beyond the scope of this thread.”----This is just pure wisdom, and while the topic has somewhat crossed my mind before, I have to honestly say I never really thought to deep into it.

And Sleepyhead
“even going as far as writing down your reasons and motivations so that you can refer to it when Big Army kicks you in the nuts, and you feel like quitting.”----Excellent point because from prior experiences I can relate!

[Old Coach]

I have to re-iterate what howard said, great posts.
I have had sit down's and heart to heart's with SF NCO's but never with an 18A. I have just watched and observed, taken the good aspects and remembered the bad.
Some good food for thought.

[Calvengeance]

I really appreciate this thread.

I was wondering if anyone else had any more input.

[JJ_BPK]

Unfortunately, The Colonel is not with us now. He passed on last Fall.

But there are many many posts by Col Moroney, on this site, use the search function and you can learn and enjoy the wisdom he left behind.. It will never get stale or out dated..

RIP..

[7624U]

I really appreciate this thread.

I was wondering if anyone else had any more input.


I will add a few more tidbits and things I used to tell some of my Captain students before they went on in the rest of the Q-course.

1. You are the face of the team, So represent the team well and dont bitch about your team to the chain of command. The team is yours so make it the best team in the unit. If you do a good job you will get better missions and more schools. Better missions and more schools will give the team better moral and you will reap all the credit.

2. When you show up on your team Ensure you get a handle on all your team property and demand you see everything you are going to sign for. Your Sr 18B and Sr 18E. are the two guys you need to get with the most and be in a good working relationship with. Nothing will get a heat round sent your way like not having accountability of Weapons and Commo Equipment.

3. You are the voice of reason on the team, If the team thinks of something stupid to do. IE swim accross a river into a restricted area Etc. Dont be afraid to say something before they do it. Don't make it a order eather just convice them its not a good idea. But if that doesnt work you may be forced into a lawful order. Don't worry they will thank you when they sober up tommorow.

4. Write it down or you will forget when you shouldent.

5. Opfund (refer to #3 before you buy something)

6. A good Team Sgt won't let the team call you anything but Sir or Cpt lastname. This is nothing personal it will keep the team from slipping up and losing your credtibility to the host nation personel. don't get butt hurt over it.

7. Use your 180A if you have one or he will use you :D
(What I mean by this is he will gladly let you do all the paper work and go fishing)

8. Time is short on a team. Make it fun or you won't make it.

9. Smile and wave to the masses they have no clue what rank you are maybe your someone important and every elder will invite you in for tea.
( Drink It ! thats why you have a 18D)

10. Have 2 terps with you one to talk and one to listen off to the side and write stuff down for later use. Or to see if the terp talking is B.Sing you.

[rltipton]

Here are 4 I haven't seen yet.

If you want to earn a spot with the team work like a member of the team. When the boys are humping the gear out to the pallet you should have your ass out there humping gear too. Nothing will piss them off faster than gripping & grinning with the BC or finding something else to do when there is manual labor to be done. You'll be surprised how many O's feel that is below them.

While you are in the Qcourse learning to write concept letters, go visit 7th or 3rd Group S3 and get a couple copies of real concept letters and show up with them ready to go. Take the boys to Midsouth or Griffin Group, go to Key West for a week of Marops training or mountaineering in Colorado. There is a ton of shit you can do out there that you can do to build camaraderie with the boys. It sucks when every deployment is combat. Get off Ft XXXX between trips and have some fun, don't just run the old fellas into the dirt (we know you will anyway).

If you want to spend as much time on a team as possible, have a plan for it when you sign in. Try to time it so you get a school that will keep you around another year or so like SFARTAC (Sp?), Scuba, or Halo. My old Det Cdr had damn near 4 years team time when he made the major list. I've had 2 that pulled over 3 years on a team.

Take lots of pictures. You only get one go around then it's staff weenie forever & ever Company and above.

[Dozer523]

Take lots of pictures. You only get one go around then it's staff weenie forever & ever Company and above.RL, you have such a warm, sensitive side.:p
Print 3x5's and pass those pictures out at team parties to the kids and the wives (if they don't have kids, yet). Nothing says "You're appreciated." Like a kid saying, "Whoa, my Dad does that?":cool:

[Richard]

FWIW - I once took an ODA when the DET CDR and TM SGT had been relieved by the BN CDR - a couple of hard headed ex-Ranger Bn SSGs wanted to run the Team like a squad in a Ranger Company - they left when I wouldn't allow it. ;)

Building an 18A (5G then) is - IMO - a top to bottom and bottom to top process for everyone on the Team.

Richard's $.02 :munchin

[Blitzzz (RIP)]

It almost would seem that not much has been missed here and it hasn't. Great posts and many very good points.
Just as we no longer have the Lts as XOs we, the 18As must become team members without the old initial influences.
I just want to reinforce the become a team member. Once a person becomes a "Team Member" he tends to remain one for the rest of his career regardless of assignments.
To me the "easiest" job a Captain can have in the army is a Team Leader. Placed at the head of a highly functional unit with mostly senior NCO professionals. Just assist with keeping the goal orientation and personalities in check.
The Brain trust an 18A is provided can only be a great benefit to professional development.
Just my Zwei centavos.

[Utah Bob]

It almost would seem that not much has been missed here and it hasn't. Great posts and many very good points.
Just as we no longer have the Lts as XOs we, the 18As must become team members without the old initial influences.
I just want to reinforce the become a team member. Once a person becomes a "Team Member" he tends to remain one for the rest of his career regardless of assignments.
To me the "easiest" job a Captain can have in the army is a Team Leader. Placed at the head of a highly functional unit with mostly senior NCO professionals. Just assist with keeping the goal orientation and personalities in check.
The Brain trust an 18A is provided can only be a great benefit to professional development.
Just my Zwei centavos.

It certainly does spoil you.:D

[Dozer523]

3.A Principal Duty Title Special forces Detachment Commander
3.B SSI / MOS 18A00
3.C Detachment Commander exercises command, control, training management, tactical employment and property accountability for one Special Forces Operational Detachment "A". Commands, advises or assists up to a battalion sized indigenous force. Knows specialized military skills needed to operate in all physical environments and the cultural awareness, regional expertise, and language skills for worldwide deployments. Proficient in the entire spectrum of Special Forces operations, e.g. Direct Action, Special Forces Reconnaissance, Unconventional Warfare, Foreign Internal Defense, Counterterrorism, Psychological Operations and civil-military activitoes as part of a Joint, Combined or unilateral force, across the entire spectrum of conflict. Plans and conducts operations in denied, isolated, contested or physically sensitive areas worldwide, often as the senior US Government representative.

The above comes from a DA Form 67-8 (1SEP 79) dated July 1989.
The job description was written by a MSG assigned to DOT-D. It fit perfectly in the block.

This post may still be of use today or maybe just a historical highlight.


. . . when the dog bites, when the bee stings, when I'm feeling sad I simply remember my favorite things and then I don't feel sooooo bad.