advising

Advising foreign forces is hard, but that doesn’t mean we shouldn’t be doing it. Since the inception of the Military Transition Team (MiTT) early in the Iraq war people who were disgruntled by the fact they had to serve on one or didn’t understand how they worked would rail against their existence.

The purpose of this paper is to offer some thoughts and, hopefully, stimulate debate about the Department of Defense’s collective advising efforts over the last fifty plus years; of which I have been a witness from Vietnam to Afghanistan.

Military writing requires that the bottom line be stated up front. Here is the bottom line: an advisor is a person lawfully tasked and employed to provide expert advice and counsel to Foreign Security Force officials, representatives, and influencers; through the establishment or continuance of interpersonal relationships founded on mutual trust and respect.” For some reading this, that definition may seem obvious; for others it may seem almost counterintuitive. Our considerably diverse comprehension of what an advisor actually is was the motivation for writing this article.

Now based at the New Kabul Compound in the middle of the country's capital city, SGT Zabi Abraham is one of the most impactful advisors within the brigade's 5th Battalion. Often, he is at the battalion commander's side, translating conversations between him and senior Afghan leaders.

For those in “the advising business,” this is an exciting time. During the past year, beginning with the Secretary of Defense, leaders throughout the Defense Establishment have articulated the compelling need to best prepare the advisors – civilian and military – that we deploy to theaters of operation and distant countries worldwide.

It is well established, in lessons learned and academic research, that advisory success is predicated, or conditioned, upon three foundational requirements which depend on the ability to: (1) understand the historical, social, and cultural context in which the advising mission is being performed; (2) adapt individual behavior to operate effectively within this context; and (3) establish effective, productive relationships with counterparts.

There is no perfect way to reorganize for advising, but the lessons utilized by TF Strike are undeniably pertinent as the Army considers the organization and employment of SFABs.

Beyond tactical capabilities, there exists a critical requirement to advise foreign nations’ forces at the strategic and institutional levels.

I still wish I could’ve done more but I did what I could given the time, resources, and understanding (by our leaders) available.  I say this in order to share the following.

Ten easy to follow recommendations to help you become an effective military advisor.