Training - Team Leader FTX

Intention

Develop a specific training course/content for fire team and squad leadership. Cover general leadership qualities (civilian or otherwise, How to Win Friends and Influence People), as well as the military tactical leadership.

Directing, commanding, decision-making, team sop verbiage stuff, playbooks, and getting plenty of reps on it.

Civilian Leadership

The civilian world differs from military primarily in the lack of ranks. We are not soldiers in a branch of the military, we don't have any ranks, everybody is an equal peer (regardless of more/less skill in any topic). You may have shitty leaders in the military because they are promoted and rank, and they don't have to necessarily influence their subordinates, they simply give orders which must be followed. That doesn't make them good leaders.

A good leader in the civilian context is generally seen as someone who inspires, motivates, and fosters positive relationships while guiding others towards shared goals and success.

If we were to draw principles from "How to Win Friends and Influence People" (by Dale Carnegie, great read), the key attributes would be as follows.

1. Empathy and Genuine Interest - A good leader shows sincere care for others perspectives and needs. They listen actively, understand individual motivations, and create an environment where people feel valued.
2. Effective Communication - Leaders articulate a clear vision and provide constructive feedback. Carnegie’s advice to "let the other person feel the idea is theirs" highlights the importance of collaborative communication, encouraging input and making others feel involved.
3. Inspiration and Positivity - They motivate through optimism and enthusiasm, aligning with Carnegie’s principle of giving "honest and sincere appreciation." Recognizing achievements and focusing on strengths fosters loyalty and drives performance.
4. Integrity and Trustworthiness - A leader acts with honesty and consistency, building trust. Carnegie’s idea of avoiding criticism and instead offering encouragement supports this, as it creates a culture of respect rather than fear.
5. Adaptability and Humility - Good leaders admit mistakes and adapt to change, reflecting Carnegie’s suggestion to "be quick to acknowledge errors." This openness encourages growth and collaboration.
6. Empowerment and Development - They empower others by delegating meaningfully and fostering growth, resonating with Carnegie’s principle of making others feel important. By coaching and mentoring, they help team members realize their potential.
7. Conflict Resolution and Diplomacy - Leaders handle disagreements tactfully, as Carnegie advises to "avoid arguments" and "show respect for others’ opinions." They mediate constructively to maintain harmony.
8. Vision and Decision-Making - They provide direction and make informed decisions, inspiring confidence. Carnegie’s emphasis on appealing to "nobler motives" aligns with leaders who connect tasks to a larger purpose.

Corporate America Example

Six core values at one corporation are as follows.

1. Act with Courage - Embrace challenges, take calculated risks, and drive positive change to foster innovation and growth.
2. Be Present - Focus on the moment to build genuine connections with customers, partners, and communities.
3. Connect with Empathy - Listen actively, understand diverse perspectives, and create an inclusive environment where everyone feels valued.
4. Grow with Intention - Commit to personal and professional development while pursuing sustainable business practices.
5. Lead with Integrity - Uphold ethical standards in sourcing, operations, and decision-making to build trust.
6. Serve with Excellence - Deliver high-quality products and experiences consistently to exceed expectations.

Marine Corps Leadership

JJ DID TIE BUCKLE - Acronym for the following codified leadership guide.

• Justice: Fair and impartial treatment.
• Judgment: Sound decision-making based on reason.
• Dependability: Reliable performance under all conditions.
• Initiative: Taking action without waiting for orders.
• Decisiveness: Making clear, timely decisions.
• Tact: Respectful and diplomatic interactions.
• Integrity: Uncompromising adherence to moral principles.
• Endurance: Physical and mental stamina to persevere.
• Bearing: Professional demeanor and composure.
• Unselfishness: Prioritizing others’ needs over personal gain.
• Courage: Physical and moral bravery in the face of adversity.
• Knowledge: Expertise in technical and tactical skills.
• Loyalty: Faithfulness to country, Corps, and Marines.
• Enthusiasm: Passion and optimism in leadership.

MCDP 1-3 emphasizes that leadership is not rank-dependent; every Marine is a leader, from privates to generals. The doctrine stresses maneuver warfare, where leaders exercise initiative and adaptability to exploit opportunities in chaotic environments. Leadership is about building trust, fostering unit cohesion, and preparing Marines to act decisively in combat or crisis.

Civilian Guerilla Fire Team Leadership

In a SHTF/WROL/collapse scenario, a civilian guerrilla fire team operates in a high-stakes, chaotic environment where survival, mission success, and group cohesion are paramount.

Leadership in this context requires blending the civilian leadership qualities with military leadership principles. The hybrid leadership qualities must account for the unique challenges of a civilian guerrilla fire team: limited resources, lack of formal authority, diverse group dynamics, and extreme stress.

In a civilian guerilla fire team, we are not soldiers, we do not have rank, no member is elevated above another (generally speaking). We are not expendable soldiers within a big army, easily resupplied with fresh bodies. Each team member is an equal peer and valued. That rifleman on your fire team is not a disposable soldier. That rifleman is Bob, your friend and neighbor of five years, whose wife has babysat your kids/dog.

Unlike military units with clear chains of command, a civilian guerrilla fire team may include untrained or diverse members (e.g., civilians with varied backgrounds). Leaders must balance military discipline with civilian inclusivity, using Carnegie’s relationship-building to unify the group.

Military principles provide structure and tactical focus (e.g., mission-first mindset, decisiveness), while civilian principles soften the approach with empathy and collaboration, critical for a non-hierarchical team. For example, a leader might use Marine Corps decisiveness to plan a raid but Carnegie’s empathy to resolve team disputes over strategy.

The leader prioritizes immediate survival (security, food, shelter) while maintaining a long-term vision (e.g., linking with other groups or establishing a safe base), blending Starbucks’ intentional growth with the Army’s mission accomplishment.

Below is a synthesized set of leadership qualities tailored to this scenario.

Integrity and Trust-Building

A leader must act with unwavering honesty and moral courage to earn trust in a group without formal rank structure. In a WROL scenario, trust is the glue that holds a diverse team together.

The principles of being “genuinely interested in other people” and "acting with integrity" emphasize building trust through transparency and fairness. Leaders avoid deceit and show respect for team members’ concerns.

The Army’s emphasis on character (ADP 6-22) and the Marine Corps’ leadership trait of integrity (JJ DID TIE BUCKLE) require leaders to uphold ethical standards, even in survival situations, to prevent distrust or betrayal.

The leader models ethical behavior (e.g., equitable resource sharing), admits mistakes (Carnegie’s “acknowledge errors”), and ensures decisions prioritize group survival and morale, such as fairly distributing food or ammo.

Empathy and Team Cohesion

Understanding team members’ fears, motivations, and needs fosters unity in a high-stress, diverse group. Empathy prevents fractures in a team facing existential threats.

Advice to “make others feel important” and "connecting with empathy" encourage leaders to listen actively and validate team members’ emotions, building a sense of belonging.

The Marine Corps’ principle of “know your Marines and look out for their welfare” (MCDP 1-3) emphasizes caring for team members’ physical and mental well-being, critical in a collapse scenario where stress is constant.

The leader checks on team members’ mental state, mediates conflicts diplomatically (Carnegie’s “avoid arguments”), and ensures basic needs (food, rest, safety) are met to maintain morale and prevent desertion.

Decisiveness and Adaptability

Leaders must make rapid, sound decisions under uncertainty, adapting to fluid threats like ambushes or resource scarcity, while maintaining group confidence.

Carnegie’s principle of appealing to “nobler motives” helps leaders frame decisions to align with the group’s survival goals, ensuring buy-in.

The Army’s focus on intellect and decision-making (ADP 6-22) and the Marine Corps’ trait of decisiveness (JJ DID TIE BUCKLE) stress timely, informed choices. Maneuver warfare principles (MCDP 1-3) highlight adaptability in chaotic environments.

The leader quickly assesses threats (e.g., whether to engage or evade), adapts plans (e.g., rerouting to avoid danger), and communicates decisions clearly to maintain group focus.

Leading by Example

In a guerrilla team, leaders must demonstrate courage, work ethic, and resilience to inspire action, as formal authority is absent.

The civilian values of "serving with excellence" and emphasis on enthusiasm inspire leaders to project confidence and commitment, motivating others.

The Marine Corps’ “set the example” principle (MCDP 1-3) and the Army’s focus on presence (ADP 6-22) require leaders to model discipline and bravery, such as taking point in dangerous situations.

The leader shares hardships (e.g., taking watch shifts), shows calm under fire, and maintains a positive attitude to rally the team during crises.

Empowerment and Development

Leaders must delegate tasks and develop team members’ skills to ensure the group’s survival, as no single person can do everything in a collapse scenario.

The principle of letting “the other person feel the idea is theirs” and "growing with intention" encourage empowering team members to take initiative.

The Army’s focus on developing others (ADP 6-22) and the Marine Corps’ principle of developing responsibility among subordinates (MCDP 1-3) emphasize training and mentoring to build capability.

The leader assigns roles based on skills (e.g., medical, navigation), trains team members in critical tasks (e.g., first aid, marksmanship), and encourages initiative to prepare for scenarios where the leader may be incapacitated.

Clear Communication and Vision

Leaders must articulate goals (e.g., securing shelter, evading threats) and keep the team informed to maintain focus and trust in chaotic conditions.

The advice to “talk in terms of the other person’s interests” ensures communication resonates with the team’s survival needs. The value of "being present" reinforces clear, attentive interaction.

The Marine Corps’ “keep your Marines informed” (MCDP 1-3) and the Army’s emphasis on leading through clear direction (ADP 6-22) ensure alignment with objectives.

The leader explains plans (e.g., “We move at dusk to avoid detection”), provides context for decisions, and ensures everyone understands their role to prevent confusion.

Resilience and Endurance

Leaders must maintain physical and mental stamina to lead through prolonged hardship, inspiring the team to persevere.

The principle of showing enthusiasm and avoiding discouragement helps leaders project hope, even in dire situations.

The Marine Corps’ trait of endurance (JJ DID TIE BUCKLE) and the Army’s focus on resilience (ADP 6-22) highlight the need for leaders to endure stress and model fortitude.

The leader pushes through exhaustion, maintains optimism (e.g., “We’ll find water soon”), and supports team members to prevent burnout or despair.

Tactical Competence and Resourcefulness

Leaders need practical skills to navigate threats and manage scarce resources, ensuring the team’s survival.

The value of acting with courage encourages creative problem-solving, such as improvising solutions with limited resources.

The Army’s emphasis on competence (ADP 6-22) and the Marine Corps’ trait of knowledge (JJ DID TIE BUCKLE) require leaders to master tactical skills like navigation, defense, or foraging.

The leader plans ambushes or evasion tactics, manages supplies (e.g., rationing food), and improvises tools or shelters to keep the team operational.

Training Implementation

Scenarios

• Ambush and Counter-Ambush
• Resource Defense and Prioritization
• Evacuation Under Pressure
• Recon and Evade - team must scout an OPFOR position and return to the start point without being detected
• Casevac - team must move a casualty member to a safe zone while under pursuit
• Secure the Cache - team must locate and secure a mock supply cache (food, ammo) and return it to a starting point before OPFOR captures it
• Break Contact - team must disengage from an OPFOR ambush and reach a designated safe point without losing more than one member

Team Member Selection

• Zeka (Y)
• Nomad (Y)
• Atom (?)
• Chewy (Y)
• Pillow (Y)
• Thunder (M, if needed)
• Harlec (?)