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

Military reference books and manuals (2009-2023, Volume 2) - page 36

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

iii

FM 3-07.10

MCRP 3-33.8A

NTTP 3-07.5

AFTTP 3-2.76

FM 3-07.10

US Army Training and Doctrine Command

Fort Monroe, Virginia

MCRP 3-33.8A

Marine Corps Combat Development Command

Quantico, Virginia

NTTP 3-07.5

Navy Warfare Development Command

Norfolk, Virginia

AFTTP 3-2.76

Curtis E. LeMay Center for Doctrine

Development and Education

Maxwell Air Force Base, Alabama

10 September 2009

MULTI-SERVICE TACTICS, TECHNIQUES, AND PROCEDURES FOR

ADVISING FOREIGN FORCES

EXECUTIVE SUMMARY ............................................................................................... vi

CHAPTER I OVERVIEW ................................................................................................. 1

NTRODUCTION

...................................................................................................................................... 1

ONTEXT

.............................................................................................................................................. 2

EFINITIONS

......................................................................................................................................... 3

DVISORS

............................................................................................................................................. 6

CHAPTER II ORGANIZATION ..................................................................................... 13

NDERSTANDING

OMMAND

................................................................................................................ 13

ASK

RGANIZATION

........................................................................................................................... 14

DVISOR

EAM

UNCTIONS

................................................................................................................. 15

CHAPTER III ADVISOR PRINCIPLES AND SKILLS ................................................... 21

RINCIPLES OF

DVISING

.................................................................................................................... 21

NDIVIDUAL

DVISOR

KILLS

................................................................................................................ 24

NDERSTANDING

UMAN

EHAVIOR

.................................................................................................... 25

UILDING

APPORT

............................................................................................................................. 31

NFLUENCE

......................................................................................................................................... 34

OW TO

NFLUENCE

HANGE

EHAVIOR

.............................................................................................. 37

EGOTIATION

...................................................................................................................................... 47

EVELOPING

KILLS

............................................................................................................................ 55

OLLECTIVE

DVISOR

KILLS

.............................................................................................................. 58

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

CHAPTER IV CULTURE AND THE ADVISOR ............................................................ 61

MPORTANCE OF

ULTURE

............................................................................................................ 61

RINCIPLES OF

ULTURE

..................................................................................................................... 61

ULTURAL

RAINING

........................................................................................................................... 62

ULTURE

HOCK

................................................................................................................................ 63

DVISORS AND

ULTURAL

ELATIONS

................................................................................................. 65

CHAPTER V EQUIPPING ADVISOR TEAMS .............................................................. 73

QUIPMENT

ONSIDERATIONS

............................................................................................................. 73

NTRODUCTION TO

OGISTICS

......................................................................................................... 76

CHAPTER VI ADVISOR EMPLOYMENT ..................................................................... 81

ULES OF

“M

UST

EVER

AND

HOULD

” ............................................................................................. 81

EAM

ORCE

ULTIPLIERS

.................................................................................................................. 84

RAINING

FF ....................................................................................................................................... 86

DVISING IN

OMBAT

.......................................................................................................................... 90

CHAPTER VII WORKING WITH US PARTNER UNITS ............................................... 99

NDERSTAND

HAT

RONG

OOKS

IKE

............................................................................................ 99

XPECTATION

ANAGEMENT

NJECTING

OURSELF INTO THE

LAN

) .................................................. 100

EMOVE

ISUNDERSTANDING AND

ISTRUST

.................................................................................... 102

ACTICAL

PERATIONS

UILDING A

ARTNERSHIP

) ........................................................................... 103

UPPORT

PERATIONS

..................................................................................................................... 108

EARNING TO

HARE

......................................................................................................................... 109

APPENDIX A ADVISOR TASK LIST EXAMPLE ....................................................... 111

APPENDIX B BATTLE HANDOVER PROCEDURES ................................................ 115

REDEPLOYMENT

ITE

URVEY

(PDSS) ............................................................................................ 115

RADING

PACES

.............................................................................................................................. 121

ISSION

ANDOFF

ROCEDURES

...................................................................................................... 122

REA

SSESSMENT

........................................................................................................................... 129

OST

ISSION

EBRIEFING

ROCEDURES

......................................................................................... 135

APPENDIX C EVALUATING SUCCESS .................................................................... 143

VALUATING

ERFORMANCE OF

OREIGN

ORCE

NITS

..................................................................... 143

SSESSING

APABILITIES

............................................................................................................. 144

APPENDIX D INTERPRETER SUPPORT .................................................................. 149

OUR

NTERPRETER

.......................................................................................................................... 149

ETTING

TARTED

............................................................................................................................ 151

ELATIONSHIP WITH

OREIGN

ORCES

.............................................................................................. 152

ULTURAL

DVISOR

....................................................................................................................... 152

OW TO

MPLOY

OUR

NTERPRETER

. .............................................................................................. 153

ILITARY

RIEFINGS

......................................................................................................................... 153

ASIC

ULES FOR

UCCESS

.............................................................................................................. 154

ANAGING

OUR

NTERPRETER

......................................................................................................... 155

NTERPRETER

ORCE

ROTECTION

.................................................................................................... 156

10.

ART OF THE

EAM

...................................................................................................................... 157

11.

AREFUL WITH

RECEDENTS

...................................................................................................... 157

12.

NFORMATION

ECURITY AND

OPSEC ............................................................................................. 158

13.

RUSTING

OUR

NTERPRETER

........................................................................................................ 160

14.

LOSING

HOUGHTS

....................................................................................................................... 160

REFERENCES ............................................................................................................ 161

GLOSSARY ................................................................................................................ 163

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

List of Figures

Figure 1.

Common Advisor Roles ............................................................................... 8

Figure 2.

Advisor Success ........................................................................................ 11

Figure 3.

Advisor Command Relationships ............................................................... 14

Figure 4.

Individual Advisor Skills ............................................................................. 24

Figure 5.

Human Behavior ........................................................................................ 26

Figure 6.

Maslow’s Hierarchy of Needs .................................................................... 27

Figure 7.

Influencing Human Behavior ...................................................................... 35

Figure 8.

How to Influence ........................................................................................ 38

Figure 9.

Appropriate Advising Level ........................................................................ 56

Figure 10.

Advisor Cycle ............................................................................................. 57

Figure 11.

Collective Advisor Skills ............................................................................. 58

Figure 12.

Stages of Culture Shock ............................................................................ 63

Figure 13.

Tribal Society ............................................................................................. 68

Figure 14.

Example FF Unit Cycle .............................................................................. 87

Figure 15.

Structural Evaluation Chart ...................................................................... 132

List of Tables

Table 1.

US Code Authorizations for Advisors .......................................................... 7

Table 2.

Team Leader ............................................................................................. 15

Table 3.

Assistant Team Leader .............................................................................. 16

Table 4.

Senior Enlisted Advisor.............................................................................. 16

Table 5.

Personnel Services .................................................................................... 16

Table 6.

Intelligence ................................................................................................ 17

Table 7.

Operations ................................................................................................. 17

Table 8.

Training ...................................................................................................... 18

Table 9.

Logistics ..................................................................................................... 18

Table 10.

Medical ...................................................................................................... 19

Table 11.

Communications ........................................................................................ 19

Table 12.

Imperatives ................................................................................................ 21

Table 13.

Influence Tactics ........................................................................................ 41

Table 14.

Interest-based Negotiation Worksheet ...................................................... 51

Table 15.

Mediator Roles .......................................................................................... 53

Table 16.

Negotiation Perspectives/Positions ........................................................... 55

Table 17.

Cultural Training Recommendations ......................................................... 62

Table 18.

Property Accountability Example ............................................................... 77

Table 19.

Property Book Example ............................................................................. 77

Table 20.

Battle Rhythm Events ................................................................................ 84

Table 21.

Site Survey Checklist ............................................................................... 119

Table 22.

Sample Mission Handover Timeline ........................................................ 122

Table 23.

Area Assessment Format ........................................................................ 130

Table 24.

Post Mission Debrief ................................................................................ 136

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

EXECUTIVE SUMMARY

ADVISING

MULTI-SERVICE TACTICS, TECHNIQUES, AND PROCEDURES FOR

ADVISING FOREIGN FORCES

Chapter I: OVERVIEW

Chapter I discusses how advising fits into security assistance / security cooperation and
provides definitions of specific terms.

Chapter II: ORGANIZATION

Chapter II discusses advisor team functional areas and outlines advisor missions.

Chapter III: ADVISOR PRINCIPLES AND SKILLS

Chapter III discusses the principles of advising and clarifies critical individual and
collective skill sets. The chapter also provides detailed guidance on MTTP for
performing critical skills.

Chapter IV: CULTURE AND THE ADVISOR

Chapter IV discusses the impact of culture and provides techniques for understanding
and adapting to foreign cultures.

Chapter V: EQUIPPING

Chapter V discusses advisor specific equipment and logistical concerns.

Chapter VI: ADVISOR EMPLOYMENT

Chapter VI discusses how to effectively advise in a combat situation to include
considerations when advising foreign force units conducting combat operations.

Chapter VII: WORKING WITH US PARTNER UNITS

Chapter VII discusses the development of good working relationships with coalition and
adjacent units.

APPENDICES

The appendices provide details to amplify the TTP discussed throughout the chapters.
Detailed checklists and examples of training tasks are provided. Specific topics and
products include:

• Advisor task list example.
• Battle handover and site survey checklists.
• Interpreter

support.

• Methods for evaluating success.

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

vii

PROGRAM PARTICIPANTS

The following commands and agencies participated in the development of this
publication:

Joint

US Joint Forces Command, J-9, Suffolk, VA
Joint Center for International Security Force Assistance, Fort Leavenworth, KS

Army

US Army Training and Doctrine Command, Army Capabilities Integration Center, Fort

Monroe, VA

US Army Military Police School, Fort Leonard Wood, MO
US Army Combined Arms Doctrine Directorate, Fort Leavenworth, KS
US Army Iraqi Advisor Group, Kuwait
1st Brigade, 1st Infantry Division, Fort Riley, KS

Navy

Navy Warfare Development Command, Newport, RI
Naval Expeditionary Combat Command, Little Creek, VA
Naval Criminal Investigative Service, Washington, DC

Marine Corps

Marine Corps Combat Development Command, Quantico, VA
Security Cooperation Education and Training Center, Quantico, VA
Marine Corps Training and Advisor Group, Marine Forces Command, Norfolk, VA
Marine Advisor Training Group, Twenty-Nine Palms, CA
Marine Special Operations Advisor Group, Camp Lejeune, NC

Air Force

Curtis E. LeMay Center for Doctrine Development and Education, Maxwell AFB, AL

Coast Guard

Coast Guard International Training Division, Yorktown, VA

viii

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

Chapter I

OVERVIEW

“Arguably, the most important military component in the War on Terror is not the fighting
we do ourselves, but how well we enable and empower our partners to defend and
govern their own countries.”

—Secretary of Defense Robert Gates, 10 October 2007

1. Introduction

a. This MTTP publication is designed to help individuals and units that have been
selected to advise foreign forces (FF). The FF term includes all personnel available to
a nation for security to include: civil, federal, and military. For example; coast guard,
firemen, police, border patrol, gendarmes, and military functions.

Advising Foreign

Forces (Advising)

covers the principles associated with being an advisor and

establishes a foundation for understanding the tasks in which an advisor must become
proficient. According to Secretary of Defense Robert Gates, service as an advisor may
well be the most important military component of the Global War on Terror. Serving as
an advisor is both military science and military art. This MTTP publication describes
some of both. It is aimed at the battalion team, but is applicable to advising at all
levels. Advisors serving in ministries such as defense, interior, and justice will find this
MTTP useful until specific instructions for national level service are produced. It is
intended to apply in all theaters, but is obviously influenced by the current advisor
missions in Iraq and Afghanistan.
b. Assisting the foreign forces of a nation, afflicted by insurgency and terrorism, is part
of foreign internal defense (FID). JP 3-07.1,

Joint Tactics, Techniques, and

Procedures Foreign Internal Defense

, recognizes the role both special operations

forces (SOF) and conventional forces play in FID operation. The Quadrennial Defense
Review (QDR) of 2006 expresses the major importance of conventional force
participation in FID. It has traditionally been seen as a responsibility of SOF and is
outlined in FM 3-05.137,

Army Special Operations Forces Foreign Internal Defense

(June 2008); FM 3-05.202,

Special Forces Foreign Internal Defense Operations

(Feb

2007); Training Circular 31-71,

Special Forces Advisor Techniques;

Training Circular

31-73,

Special Forces Advisor Guide;

and Air Force Doctrine Document (AFDD) 2-3.1,

Foreign Internal Defense

. Additional documents used for this publication include the

USMC FMFRP 12-15,

Small Wars Manual;

and NAVMC 3500.59, Advise,

Train, and

Assist Partner Nation Forces Training and Readiness Manual

; and Army Occasional

Paper 18,

Advising Indigenous Forces: American Advisors in Korea, Vietnam, and El

Salvador;

and Occasional Paper 19,

Advice for Advisors: Suggestions and

Observations from Lawrence to the Present

. The primary Army SOF units conducting

FID operations for training and advisor assistance missions have historically been civil
affairs (CA), psychological operations (PSYOP), and special forces (SF). The Advising
MTTP publication expands upon those techniques and focuses on the principles of
advising, which are derived from SOF imperatives, in order to form a common
understanding of advisor skills and operations. The advisor mission is also expanding
its role by helping build partner capacity for external defense which helps strengthen a

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

nation’s sovereignty. Moreover, as demand for advisors exceeds SOF resources, the
Department of Defense (DOD) has called on conventional forces to meet the additional
requirement.
c. As the Secretary of Defense has stated, “The standing up and mentoring of
indigenous armies and police—once the province of special forces—is now a key
mission for the military as a whole.” Advisors are currently being drawn from the total
force of Army, Navy, Air Force, Marines, and Coast Guard units. Members of all
Services should find this MTTP relevant as they prepare for what is likely to be both the
most important and the most challenging mission they have ever accepted.
d. Although written by advisors to increase advisor effectiveness, this publication does
not cover all the information needed to be an effective advisor. Many lessons and TTP
will be driven by the peculiarities of the area of operations (AO) and the personalities of
the FF unit’s leadership. Effective advisor teams must adapt to the demands of the
specific situation in which they find themselves. The best way to create adaptive
teams that can teach, coach, and advise—and if authorized, fight and win—is to study
the lessons of past advisors, replicate their achievements, and not repeat their
mistakes.
e. This MTTP focuses on advisor-specific skills that will need to be developed during
the training process. The publication is not designed to review Service training
doctrine and does not cover combat, survival, or Service-specific skills that may be
critical to the advisor mission.

2. Context

a. To help understand the advisor role, one needs to understand the broader context
of US national foreign policy in which an advisor operates. The advisor mission is
critical to the US National Security Strategy (NSS) and will continue to be one of the
primary tools for building partnership capacity with other nations.

(1) The NSS of 2006 envisions “tailoring assistance and training of military forces to
support civilian control of the military and military respect for human rights in a
democratic society.” Further, the NSS recognizes that “The world has found through
bitter experience that success often depends on the early establishment of strong
local institutions such as effective police forces and a functioning justice and penal
system. This governance capacity is critical to establishing the rule of law and a free
market economy, which provide long-term stability and prosperity.”
(2) To achieve the goals identified in the NSS, the QDR 2006 directs that joint
ground forces “possess the ability to train, mentor, and advise foreign forces and
conduct counterinsurgency campaigns.”

(a) The QDR further outlines a requirement for conventional forces “to train,
equip, and advise indigenous forces; deploy and engage with partner nations;
conduct irregular warfare (IW); and support security, stability, transition, and
reconstruction operations.”
(b) The QDR’s vision is that conventional forces will continue to take on more of
the train-and-advise tasks performed by today’s SOF. Therefore conventional
forces must also understand foreign cultures and societies.

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

(c) The QDR recommends that Congress provide greater flexibility for the US
Government to partner directly with nations fighting terrorists, based on recent
operational experience. For some nations, this begins with training, equipping,
and advising their forces to generate stability and security within their own
borders. For others, it may entail providing assistance with logistics support,
equipment, training, and transport to allow them to participate as members of
coalitions with the US or its allies in stability, security, transition, and
reconstruction operations around the globe.

(3) Other directives such as the National Security Presidential Directive-41 (NSPD-
41)/Homeland Security Presidential Directive-13 (HSPD-13) recognize that the US
will have to expand its scope beyond traditional military to military relationships.
HSPD-13 specifically relates to working closely with other governments and
international and regional organizations to enhance the maritime security capabilities
of other key nations by:

(a) Offering assistance, training, and consultation with maritime and port
security.
(b) Coordinating and prioritizing assistance and liaison within maritime security
regions.
(c) Allocating economic assistance to developing nations for maritime security to
enhance security and prosperity.

b. Advising FF is part of a larger program of US assistance to other nations. The
assistance may be bilateral between the US and a foreign nation, part of an
internationally sponsored effort, or the US may use multiple methods to assist other
nations in maintaining or achieving stability. The keys to success at the strategic,
operational, and tactical levels require advisors to coordinate with related efforts in a
given operational area to include working with US civilian interagency partners,
multinational allies, international organizations, and nongovernmental organizations
(NGOs).
c. Advising FF is required across the spectrum of conflict. Advising may be required
under a range of conditions from peace and relative security to insurgency and/or
major combat operations with any combinations in between. The US has provided
advisors to different types of FF for many years, particularly as part of antinarcotics and
antiterrorism efforts. While recent experiences in Iraq and Afghanistan have placed US
advisors into a counterinsurgency (COIN) combat environment, they should not be
seen as the only conditions for employing advisors.

3. Definitions

a. Numerous security assistance mission areas have evolved over time. Each mission
has a specific purpose, manpower requirement, and limitations. The advisor has to be
familiar with the various security missions to know when and how each may apply to
the advisor mission.

(1) Security Cooperation (SC) — “All Department of Defense interactions with
foreign defense establishments to build defense relationships that promote specific
US security interests, develop allied and friendly military capabilities for self-defense

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

and multinational operations, and provide US forces with peacetime and contingency
access to a host nation” (JP 1-02, JP 3-07.1). DODD 5132.03,

DOD Policy and

Responsibilities Relating to Security Cooperation

, further states Security

Cooperation as “activities undertaken by the Department of Defense to encourage
and enable international partners to work with the United States to achieve strategic
objectives. It includes all DOD interactions with foreign defense and security
establishments, including all DOD-administered security assistance programs, that:
build defense and security relationships that promote specific US security interests,
including all international armaments cooperation activities and security assistance
activities; develop allied and friendly military capabilities for self-defense and
multinational operations; and provide US forces with peacetime and contingency
access to host nations.” SC activities are not allowed to duplicate security
assistance (SA) programs. While many SC activities involve training, the training
has to be beneficial to improving the capability of the US forces involved. Training
exercises that pair US units with foreign units and officer exchanges on a one for
one basis are common SC activities.
(2) Security Cooperation Activity — “Military activity that involves other nations and
is intended to shape the operational environment in peacetime. Activities include
programs and exercises that the US military conducts with other nations to improve
mutual understanding and improve interoperability with treaty partners or potential
coalition partners. They are designed to support a combatant commander’s theater
strategy as articulated in the theater campaign plan.” (JP 3-0)
(3) Security Cooperation (SC) Planning — “The subset of joint strategic planning
conducted to support the Department of Defense’s security cooperation program.
This planning supports a combatant commander’s theater strategy.” (JP 5-0) Each
theater is required to write a theater campaign plan which is supposed to link and
coordinate all DOD activity within the theater with national and theater strategic and
operational objectives. Every training or advising mission should be incorporated
into the theater campaign plan and advisors should know their role in supporting it.
(4) Security Assistance (SA) — “A group of programs authorized by the Foreign
Assistance Act of 1961, as amended, and the Arms Export Control Act of 1976, as
amended, or other related statutes by which the United States provides defense
articles, military training, and other defense related services by grant, loan, credit, or
cash sales in furtherance of national policies and objectives." (JP 3.07.1) The
Department of State supervises the overall SA program while the DOD administers
the military portion of SA. By law, advisors may not be placed in a combat
environment under a SA program. Normally during peacetime, military training or
advising is sold to another nation as a service.
(5) Security Assistance Organization (SAO) — “All DOD elements located in a
foreign country with assigned responsibilities for carrying out SA management
functions. It includes military assistance advisor groups, military missions and
groups, offices of defense and military cooperation, liaison groups, and defense
attaché personnel designated to perform SA functions.” (JP 3-07.1) The size of
these organizations is regulated by the Department of State. Regardless of the size
or name, their purpose is the same. SAO members are prohibited from training or

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

advising. They do however manage the units brought into a country to achieve
those missions.
(6) Foreign Internal Defense (FID) — “The participation by civilian and military
agencies of a government in any of the action programs taken by another
government to free and protect its society from subversion, lawlessness, and
insurgency.” (JP 3-05) The focus of all US FID efforts is to support a foreign nation’s
program of internal defense and development (IDAD). IDAD is defined as “The full
range of measures taken by a nation to promote its growth and to protect itself from
subversion, lawlessness, and insurgency. It focuses on building viable institutions
(political, economic, social, and military) that respond to the needs of society” (JP 1-
02). IDAD is ideally a preemptive strategy; however, if an insurgency, illicit drug,
terrorist, or other threat develops, IDAD becomes an active strategy to combat that
threat (FM 3-05.202).
(7) Mobile Training Team (MTT) — “A team consisting of one or more US military or
civilian personnel sent on temporary duty, often to a foreign nation, to give
instruction. The mission of the team is to train indigenous personnel to operate,
maintain, and employ weapons and support systems, or to develop a self-training
capability in a particular skill. The Secretary of Defense may direct a team to train
either military or civilian indigenous personnel, depending upon host-nation
requests.” (JP 1-02) Advisors may be part of an MTT.
(8) Security Force Assistance (SFA) –- "Security Force Assistance is the unified
action to generate, employ, and sustain local, host-nation or regional security forces
in support of a legitimate authority." (FM 3-07) Unified action comprises joint,
interagency, intergovernmental, and multinational community activity in cooperative
effort with NGOs, international organizations, and private companies to ensure and
support unity of effort in SFA. SFA was developed to accomplish the organize, train,
equip, rebuild, and advise (OTERA) tasks and is a sister discipline of FID which also
utilizes the tasks expressed in OTERA to FF. FID supports, within the greater milieu
of total nation assistance (NA), the foreign nation’s IDAD strategy. FID focuses
mainly on incipient to well developed internal threats and includes comprehensive
support and advisory assistance by DOD, other government agencies (OGAs), and
other partners in sectors other than FF support. However, current FID doctrine at
the joint and Service levels recognizes that there is always an ancillary benefit to the
FF's ability to combat an external threat and habitually does so with cross-border
insurgencies that may include regular (and often elite) forces from the nation
sheltering the insurgents. FID differs from SFA in that in the preponderance of FID
operations, the US ambassador is the supported commander, while the
preponderance of SFA missions is executed under the authority of a JFC. SFA
deals with internal and external threats, as they are often connected, and the same
foreign forces deal with both types of threats.

NOTE: The SFA term and definition are not defined in joint doctrine at this time and are
not accepted USMC terminology.

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

4. Advisors

“An advisor in combat influences his ally by force of personal example. You coach, you
teach, and you accompany in action. Liaison with friendly forces becomes a big role,
and you ensure independent ground-truth reporting to both your counterpart and your
own chain. Finally, an advisor provides the connection and expertise to bring to bear
fires, service support, and other combat multipliers. All accolades go to the leader you
support. That, at least, is the idea.”

—Brigadier General Daniel P. Bolger, US Army

a. In the context of this MTTP publication, the terms advisor and advisor team are
defined as an individual or team tasked to teach, coach, and advise FF in order to
develop their professional skills. Additionally, teaching, coaching, advising, training,
and educating are defined as follows:

(1)

Teaching

means to provide instruction and/or education to FF to develop skills

or knowledge necessary to do a particular job.
(2)

Coaching

is to assist a counterpart to reach the next level of knowledge or skill

by practicing those skills and building on previous teaching. The distinctive feature
is that the recipient assumes more responsibility for success while the advisor gives
assistance as required.
(3)

Advising

means to provide the advisor’s counterparts with expert opinions,

advice, or counsel to assist them in making a decision based on applying knowledge
and through a mutually developed bond of trust. The distinctive feature is that the
recipient is responsible for making the decision while the advisor provides only
advice.
(4)

Training

is the instruction of personnel to enhance their capacity to perform

specific military functions and tasks or the exercise of one or more military units
conducted to enhance their combat readiness.
(5)

Educating

consists of teaching concepts and knowledge that can be applied

over a broad range of applications. The advisor has to be ready to teach and coach
concepts and knowledge as necessary.

b. The size of the advisor team and the role that the team plays (teaching, coaching,
and advising) will vary depending on the advisor’s mission and the capabilities of the
FF. The role (more so than the size) of an advisor team is in every case defined by the
authority (i.e., law) under which that team deploys. Teams deployed under Title 10
authorities have different roles depending on the section of Title 10 stipulated for the
deployment. Teams deploying under US Code Title 10, 166a may teach. The same
team deploying under US Code Title 10, 168 may not. Teams deploying under one of
the Title 22 authorities often have some very restrictive limits placed on the role they
can play (i.e., combat exclusion). See table 1 for examples. Advisors should
determine the authority they are deploying under to ensure they can accomplish their
mission effectively. The advisor team’s role will change over time as the FF
progresses in skill development. While the advisor’s primary purpose is to teach,
coach, and advise FF to be self-sufficient, the advisor must also be aware that when
the US military assigns personnel to be advisors, the advisors do more than provide

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

advice. Normally, the advisor serves multiple purposes. Figure 1 identifies the three
most common roles that a US advisor faces: advising, providing support, and
conducting liaison. Each role is a mission by itself. Situation and lack of personnel
may require advisors to do them all.

Table 1. US Code Authorizations for Advisors

Title 10, 166a:

Combatant commands: funding through the Chairman of Joint

Chiefs of Staff

(Title 10, Subtitle A, Part I, Ch 6, Par 166a)

Authority Restrictions

Joint exercises (including

activities of participating
foreign countries).

Military education and

training of military and
related civilian personnel
from foreign countries
(including transportation,
translation, and
administrative expenses).

Not more than $10 million may be used to pay for

any expenses of foreign countries participating in
joint exercises.

Not more than $5 million may be used to provide

military education and training (including
transportation, translation, and administrative
expenses) to military and related civilian
personnel of foreign countries.

Title 10, 168:

Military-to-military contacts and comparable activities

(Title 10,

Subtitle A, Part I, Ch 6, Par 168)

Authority Restrictions

Exchanges of civilian or

military personnel between
the Department of Defense
and defense ministries of
foreign governments.

Exchanges of military

personnel between units of
the armed forces and units
of foreign armed forces.

An activity may not be conducted under this

section with a foreign country unless the
Secretary of State approves the conduct of such
activity in that foreign country.

Funds may not be used under this section for the

provision of defense articles or defense services
to any country or for assistance under chapter 5
of part II of the Foreign Assistance Act of 1961.

Title 22, Ch 39:

Foreign military sales authorizations

(Title 22, Ch 39, SubCh II)

Authority Restrictions

Sale of military equipment

and required equipment
training to foreign nations.

Personnel performing defense services sold

under this chapter may not perform any duties of
a combatant nature, including any duties related
to training and advising that may engage United
States personnel in combat activities, outside the
United States in connection with the performance
of those defense services.

Other Title 22 chapters

concerning specific areas (e.g., Ch 82 Afghanistan

Freedom Support) each have their own authorities and restrictions which need to
be understood by the advisor operating under that specific chapter.

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

Figure 1. Common Advisor Roles

(1) Advising. The primary advising role can be broken down into three tasks: teach,
coach, and advise. Chapter III discusses specific skills for advisor proficiency.
(2) Supporting. In a support role the advisor/advisor team may be expected to
provide actual capabilities to the FF. They will require additional personnel and
equipment to accomplish the mission. Depending upon available resources, only a
portion of the FF support needs will likely be met. Rarely will resources be available
to meet all the support needs so advisors must build a plan to maximize available
resources and mitigate shortfalls. Examples of common support tasks are:

(a) Fires and Fire Support Coordination – The FF may not have internal fire
support and may not be able to use coalition fires without the appropriate
communication package or skills. When given appropriate authority, advisors
can provide access to these fires and coordinate their effective use.
(b) Logistics – FF may need to use coalition aircraft, vehicles, equipment, or
resupply that is beyond their capability or capacity. The advisor team can be the
link to provide assets. However, advisors must refrain from becoming the
logistics planners and coordinators for their FF counterparts. The advisor's
effectiveness decreases when forced into this role.
(c) Communications – The advisor may have communications equipment that
the FF does not have and his ability to communicate with the FF increases the
effectiveness of the unit. However, over reliance on advisors for communications

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

support can also turn them into glorified radio operators if not properly
augmented.
(d) Close Air Support (CAS) – The FF may not have the capability to provide or
direct CAS. If the advising team is tasked to fill this role it must be trained or
augmented to perform the task.
(e) Psychological Operations (PSYOP) – The FF supported unit may not have
broadcast platforms or printing capability. When operating under appropriate
authority, advisors may link FF units with US assets.

(3) Liaising. The advisor may be required to serve as a liaison officer (LNO). The
advisor team should always have the ability to talk with the country team, relevant
US government agencies, or coalition forces to help resolve conflict. However, if
advisors become a command and control (C2) channel, their focus shifts to getting
their FF counterparts to comply with coalition demands rather than developing a self-
sufficient FF unit. This conflict may directly counter the advisor mission and result in
a critical loss of rapport with the FF.

(a) LNOs are employed between higher, lower, and adjacent organizations.
They represent the sending organization’s capabilities, plans, concerns, and
normally remain at the receiving organization’s headquarters. The LNO
represents the sending commander and he must defend the commander’s
decisions. The LNO must understand, interpret, and convey the commander’s
vision, intent, mission, concept of operations, and guidance.
(b) LNOs, whether individually or in teams, perform several critical functions.
The extent to which these functions are performed depends on the mission and
charter established by the sending LNO’s commander. A successful LNO
performs four basic functions: monitor, coordinate, advise, and assist.

•

Monitor. The LNO monitors the operations of both the FF and the sending

organization and understands how each affects the other. At a minimum,
the LNO must know the current situation and planned operations,
understand pertinent staff issues, and be sensitive to the desires of both
commanders. Additionally, to lend insight to the sending commander, the
LNO monitors the operating styles of the FF commanders and their staffs.
These observations help the LNO maintain a smooth working relationship
between the sending organization and the FF headquarters. The LNO must
possess the training and experience needed to understand the FF staff
process. The LNO must routinely assess where he needs to be during the
daily operations cycle in order to stay abreast of the current situation and
keep the sending organization’s headquarters fully informed.

•

Coordinate. The LNO helps synchronize and coordinate current

operations and future plans between the sending organization and the FF
organization. The LNO does this by coordinating with other LNOs, with
members of the receiving unit staff, and with the sending command. The
LNO should routinely meet with staff officers and commanders in the FF
headquarters and know how to contact them readily. The LNO should
gather and send copies of FF standard operating procedures (SOPs),

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

organization charts, and report formats to the sending command and
provide sending command SOPs, organization charts, and intelligence
products to the FF unit, in accordance with foreign disclosure laws.

•

Advise. The LNO is the FF’s expert on the sending organization’s

capabilities and limitations. (Note: In the FF advisor role, the advisor
focuses on the receiving unit, whereas, the LNO advises on the sending
organization.) LNOs advise the FF commander and staff on the optimum
employment of the sending organization’s capabilities. LNOs must be
available to answer, or quickly find answers to questions posed by the FF
staff and other units. The LNO also advises the sending commander on any
FF headquarters issues. LNOs must remember they only have authority to
make decisions in areas authorized by the sending commander. LNOs must
exercise caution to ensure that they do not obligate the sending organization
to taskings beyond the specified charter unless the taskings have been
forwarded and approved through normal C2 channels.

•

Assist. LNOs assist on two levels. First, they must act as the conduit

between the parent command and the FF. Second, by participating in the
FF daily operations cycle (the daily briefing/meeting sequence, sometimes
referred to as the “battle rhythm”), the LNO can answer questions from
various groups (e.g., the joint targeting coordination board, joint planning
group, command group) to ensure that those groups make informed
decisions. LNOs also facilitate the submission of required reports between
US units and the FF.

(c) The LNO remains in the chain of command of the sending organization and
are not filling a staff role within the FF headquarters. FF staff positions should be
filled by advisors or full-time planners.
(d) LNOs are not a replacement for proper staff coordination. As an example, if
the coalition wants to ensure that coordinating instructions in a recently released
order are clearly understood by a particular organization, then the coalition
should communicate directly with the operations officer or equivalent staff
principal of that unit, rather than use the LNO as a middle-man to relay the
expectations and interpretations of the two staffs. The fact that LNOs have
relayed information to their respective organizations does not relieve the FF and
sending organization staff of their responsibility to promulgate the same
information via normal C2 means. Established C2 procedures (such as
fragmentary orders [FRAGOs], warning orders, and alert orders) are the proper
method for communicating specific orders and taskings.

c. Advisors are often assigned to do all three roles with little consideration for the
added demands on the advisor team. Adding additional roles without additional
resources may be necessary but it is not without cost. Knowing the strengths and
weaknesses of each advisor, a commander should make a conscious decision when
adding tasks to ensure the advisors are prepared to mitigate any risks.
d. Advisors will not have success every day. Many things could affect how the FF unit
performs. The goal for the FF unit is continual improvement. Figure 2 illustrates how
certain factors can alter the success path.

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

Figure 2. Advisor Success

e. An additional consideration for FF improvement is mitigating the affects of advisor
team changeover. If newly arriving advisor teams start at the same basic level, the FF
unit will stagnate. There will be a drop in performance as each new advisor team
establishes itself. Therefore, an effective assessment of the FF unit’s level of
proficiency is required to ensure improvement will be maintained. The advisor
leadership may expect to see continuous steady improvement but adjustments will need
to be made based on actual execution. The drop in FF unit performance, caused by a
change of advisor teams, can also be mitigated by only rotating a portion of the advisor
team.

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

Chapter II

ORGANIZATION

Advisors must learn to master three conflicting roles which involve different
responsibilities and loyalties. Wearing a US hat, they are a member of the US military
with a well-defined chain of command and familiar responsibilities. Within this
organization, they receive and execute the orders of superiors (which may not always
be in accordance with the orders the [FF] counterpart receives from his superiors).
They also supervise subordinate advisors. Among other duties, he must act
unobtrusively but nonetheless positively as an “inspector general” observing, evaluating,
and reporting on the performance of his counterpart and the unit to which he is
attached.
Next, the military advisor wears the shoulder insignia of the unit he advises, figuratively
and often (as in Vietnam) literally. Living, eating, and working with officers and men of
his host unit, the advisor soon regards himself as one of them. The sharing of common
hardships and dangers forges a potent emotional bond familiar to fighting men of any
era or culture. The success and good name of his unit become matters of prime and
personal importance to the advisor.
Finally, the advisor is interpreter and communicator between his foreign counterpart
and his US superiors. He must help resolve the myriad of problems, misunderstandings
and suspicions which arise when men of starkly different cultures approach the
supremely difficult task of waging war together. As has been demonstrated often in
Vietnam, the American advisor who has quick and easy access to his foreign
counterpart can sometimes be the best possible means of communicating with him.
If an advisor is to be effective, he must gain his counterpart’s trust and confidence.
But this is only prelude to the major objective: inspiring his counterpart to effective
action. In pursuing this goal, constantly, relentlessly, and forcefully—yet patiently,
persuasively, and diplomatically—the advisor must recognize conditions which can
benefit or handicap him.

—COL Bryce F. Denno, Advisor and Counterpart, 1965

1. Understanding Command

a. Advisor teams operating within the boundaries of a foreign nation will face
interagency working relationships, multiple chains of command, and both governmental
and NGOs. The myriad of inputs will add to the confusion of roles and authorities. To
reduce the friction, advisor teams are task-organized to support coordination with
higher, adjacent, and subordinate organizations. See figure 3 for an example of advisor
command relationships.

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

Figure 3. Advisor Command Relationships

b. Advisor teams are assigned a wide variety of training and advisor missions with FF.
These missions occur at varying levels and with various types of forces. For example,
within the same AO, advisors may work with an infantry battalion, a civil air patrol unit,
and a local police station. Subsequently, the chain of command can become more
complex. A thorough mission analysis, as contained in the military decision-making
process (MDMP), and an understanding of task and purpose will lay the groundwork for
a successful advisor team.

2. Task Organization

a. Each team is different. Team leaders need to conduct an initial assessment of their
team and then task organize the group in accordance with mission requirements,
personality, and capabilities. The unit leader has to allocate resources in order to
accomplish the mission most effectively. To match personnel properly (military or
civilian) to duty positions within the advisor team, leaders should first consider the
internal and external functions that the advisor team must perform. The size of the
advisor team will be determined by analyzing the mission and the operational
environment. For instance, if FF medical services in the AO are considered sufficient
there may not be a team member dedicated to medical functions. In this example
another team member must assume the medical functions as a secondary task. The
advisor leader must task organize to ensure all functional areas are covered regardless
of team size. Functions are broken down into two functional areas, internal and external.

(1) Internal functions directly support the advisor team. Some examples of internal
functions that individuals or units may perform are: force protection; medical

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

support; administrative support; and logistics support to include supply,
maintenance, and communications support.
(2) External functions pertain to the advisor team’s mission as it relates to the FF.
Individuals or units build FF capacity through the performance of these functions.
These functions may be narrow in scope or apply across the warfighting areas. A
mobile training team (MTT) focused on combat service support would have a
singular external function to train and advise FF, while a military transition team
(MiTT) performs multiple external functions advising and training FF across the
warfighting areas.

b. Advisor team billets associated with the above functions have corresponding internal
and external responsibilities. Leaders should assign responsibilities to individuals
based upon their capabilities, unique talents, and traits. Some people are better suited
temperamentally to deal with the complex, and often frustrating, socio-cultural and
human relationship issues characteristic of external functions, while others may have
skills and abilities best focused internally to support the advisor team. It is imperative
that leaders recognize the strengths and weaknesses of the individuals within the
advisor team and assign responsibilities accordingly.

3. Advisor Team Functions

a. Tables 2 through 11 provide guidance on the internal and external functions
associated with common advisor team billets. They illustrate a way to divide
responsibilities within an advisor team, but they are not all inclusive or appropriate in all
situations. The central message is that each advisor team must develop their own SOP
to perform required functions based on the mission and resources available.

Table 2. Team Leader

Internal External

Is responsible for conducting

assessments of FF capabilities.

Is responsible for all team operations

and actions.

Leads the team during military

decision-making process (MDMP).

Approves all outgoing reports.

Provides input for and submits FF

training and readiness reports.

Ensures the establishment of

requisition and tracking systems.

Is responsible for overall team force

protection.

Ensures operations are conducted in a

safe manner; conducts operational risk
management (ORM).

Is accountable for team equipment.

Is responsible for all team operations

and actions.

Teaches, coaches, and advises the FF

commander.

Represents the advisor team to higher,

adjacent, and subordinate commands,
as required.

Becomes a duty expert on the

region/country.

Knows the culture, history, and key

figures.

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

Table 3. Assistant Team Leader

Internal External

Takes command of the team in the

absence of the team leader.

Is responsible for the training, combat

efficiency, discipline, administration,
and welfare of the team.

Is responsible for staff coordination of

actions prior to reaching the team
leader.

Is the budgeting assistance officer.

Writes outgoing reports and messages.

Represents the team in the absence of

the team leader.

Is prepared to organize, train, assist,

advise or direct FF as required.

Provides input for FF training and

readiness assessments.

Reviews periods of instruction prior to

execution.

Table 4. Senior Enlisted Advisor

Internal External

Assists in the command and control of

the team.

Leads enlisted team members in daily

routine, ensuring that all mission
requirements take place, enabling the
team’s officers to focus their effort as
liaisons to higher and adjacent
headquarters or in administrative
details as required.

Assists the assistant team leader in

writing and reviewing required reports.

Ensures all enlisted team members are

capable of training and advising FF in
TTP.

Ensures uniform standards are met.

Trains and advises FF on roles and

responsibilities of enlisted personnel.

Instills the importance of the

noncommissioned officer (NCO) corps
into FF through counseling and
development.

Trains and advises FF on the basic

tenets of troop welfare.

Provides input on the FF training and

readiness assessment with regard to
enlisted forces.

Assists FF senior NCO to enforce

commander’s intent, maintain
discipline, and conduct pre-combat
checks (PCC).

Table 5. Personnel Services

Internal External

Ensures team members are

administratively ready to deploy (wills,
powers of attorney, insurance, record
of emergency data, emergency
notifications, etc.).

Prepares personnel accountability,

morning reports.

Maintains record book maintenance.

Handles promotions, reenlistments,

pay issues, and awards.

Monitors family readiness.

Does

mail

handling.

Trains FF on personnel support of

operations to include awards and
military pay issues.

Assists FF processing personnel in

support of operations (such as
personnel replacement).

Assists FF establish personnel tracking

and military pay systems.

Provides training and readiness

assessments as to FF administrative
and personnel readiness.

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

Table 6. Intelligence

Internal External

Is the principal advisor to the team

leader for Intelligence (S2).

Provides

routine

situational updates

(weather, road conditions, and recent
activity).

Is responsible for maintaining cultural

calendar and advising of key dates and
significant activities.

Trains team in sensitive site

exploitation (SSE).

Conducts intelligence preparation of

the operational environment (IPOE) in
support of operations.

Prepares the intelligence collection

plan.

Assists the team in collecting

information for required reports during
missions; this includes passive
collection, assisting in
antiterrorism/force protection (AT/FP)
assessments.

Provides input for training

assessments.

Trains FF S2 section.

Trains and advises FF on processing

tactical information into predictive
analysis.

Trains FF in SSE.

Supports intelligence for FF combat

operations.

Supports FF intelligence briefings to FF

commander.

Table 7. Operations

Internal External

Is the principal advisor to team leader

for all operations.

Establishes C2 presence for all

operations.

Reviews all tactical and operational

reports to higher headquarters.

Provides input for and submits training

assessments.

Is the budgeting assistance officer.

Writes all outgoing reports and

messages.

Reviews periods of instruction prior to

execution.

Is the principal instructor for fires

effects and considerations (nonlethal
fires, civil-military operations, PSYOP,
information operations [IO], CAS, and
fires).

Trains and advises FF on planning and

executing operations.

Trains FF Operations (S3), (current

and future operations, battle tracking,
reporting).

Assists FF S3 in MDMP.

Advises FF S3 in base defense.

Advises FF S3 in establishing traffic

control points (TCP).

Trains FF on detainee operations to

include handling, processing, and
tactical questioning.

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

Table 8. Training

Internal External

Assists in the training, combat

efficiency, discipline, administration,
and welfare of the team.

Assists the team leader in the

development of a training plan for the
team to include a training schedule.

Manages the execution of the team’s

training plan based on guidance and
future mission.

Ensures that all team members are

capable of training, advising, assisting,
and directing foreign counterparts in
required TTP.

Is the primary instructor for hand- to-

hand combat TTP.

Is the training officer in charge (OIC)

for maintaining weekly training and
operations calendar.

Provides input for training

assessments.

Prepares to organize, train, assist,

advise, or direct indigenous FF.

Is responsible for the development of

FF leaders in the areas of tactical
planning, decision making, and
execution.

Conducts tactical training and

employment of forces.

Is responsible for advising FF on

mission-essential task list (METL)
development.

Trains FF in civil and military skills as

required.

Trains FF in hand-to-hand combat

TTP.

Table 9. Logistics

Internal External

Is the principal advisor to team leader

for Logistics (S4).

Processes logistics support requests

for operations.

Maintains equipment accountability;

conducts periodic inventories of team
equipment.

Is the field ordering officer (FOO) for

funds.

Manages

contracts.

Oversees maintenance on organic

equipment.

Provides input for training

assessments.

Maintains accountability and welfare of

interpreters.

Is the principal advisor to FF for

logistical support of operations (S4).

Advises and trains FF on establishing

logistics systems.

Oversees FF training in supply and

logistics.

Oversees FF maintenance training.

Assists FF on contract management.

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

Table 10. Medical

Internal External

Provides input for training

assessments.

Advises on medical capabilities of

nearby assets.

Stabilizes patients and prepares for

medical evacuation (MEDEVAC).

Maintains class VIII supply.

Is the principal instructor for self-buddy

aid, combat lifesavers course.

Assists in setting up a fully operational

aid station.

Trains FF on rapid trauma assessment

and trauma medical training, field
sanitation, preventive medicine, and
food preparation.

Stabilizes patients and prepares for

MEDEVAC.

Advises FF on maintaining class VIII

supply.

Table 11. Communications

Internal External

Provides input for training

assessments.

Advises on radios and communications

capabilities of nearby assets.

Is the communications security

custodian; blue force tracker (BFT),
and counter radio controlled improvised
explosive device electronic warfare
(CREW) point of contact (POC).

Trains FF on communications planning.

Is the principal instructor to the FF for

communications.

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Chapter III

ADVISOR PRINCIPLES AND SKILLS

“Win and keep the confidence of your leader. Strengthen his prestige at your expense
before others when you can. Never refuse or quash schemes he may put forward; but
ensure that they are put forward in the first instance privately to you. Always approve
them, and after praise modify them sensibly, causing the suggestions to come from him,
until they are in accord with your own opinion. When you attain this point, hold him to it,
keep a tight grip of his ideas, and push them forward as firmly as possible, but secretly,
so that to one but himself (and he not too clearly) is aware of your pressure.”

—T.E. Lawrence

1. Principles of Advising

a. The principles below come from a collection of many experiences and tough lessons
learned by advisors. These principles of advising complement SOF and air advisor
imperatives which are shown in table 12.
b. Other imperatives include understanding the operational environment, providing
effective leadership, total force integration (active duty, reserve, US government
civilians), building legitimacy, managing information, sustaining the effort, ensuring unity
of effort and unity of purpose.

Table 12. Imperatives

SOF Imperatives

Air Advisor Imperatives

•

Understand the operational

environment.

•

Recognize

political

implications.

•

Facilitate interagency activities.

•

Engage the threat discriminately.

•

Consider long-term effects.

•

Ensure legitimacy and credibility of

special operations.

•

Anticipate and control psychological

effects.

•

Apply capabilities indirectly.

•

Develop multiple options.

•

Ensure long-term sustainment.

•

Provide sufficient intelligence.

•

Balance security and synchronization.

•

Understand the operational

environment.

•

Recognize

political

implications.

•

Consider long-term effects.

•

Understand local language, culture, and

values.

•

Understand local military institutional

ethos and how it works.

•

Understand local counterparts’

capabilities and limitations.

•

Develop cross cultural communication

and negotiation skills.

•

Build legitimacy and confidence.

•

Develop team building.

•

Embrace

diversity.

•

Apply capabilities indirectly.

•

Ensure long-term sustainment.

(1)

By, With, and Through.

Advisors will only succeed “by, with, and through” the

success of their FF counterpart. The ultimate goal of advisors is to develop FF that
the local population see as responsible and capable of securing their safety. This
legitimacy with the local population is the corner stone of stability and an effective

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

advisor effort incorporates a high degree of FF involvement in operations. Advisors
at all levels must focus on building FF legitimacy as they consider the impact of
operations on popular perception.
(2)

Empathy Leads to Understanding.

A US advisor described his tour as a MiTT

chief with an Iraqi infantry battalion as a “year long course in human empathy.”
Empathy can be defined as identification with and understanding of another’s
situation, feelings, and motives. Cross cultural empathy is tough to accomplish and
harder to explain, but understanding is key to the success of an advisor mission.
Truly understanding other human beings and their motivations allows for the
development of honest relationships, which is a critical factor of success. In most
cultures, the place to begin understanding another person’s feelings and
experiences is by understanding the other’s narrative. The narrative is a collective
group’s identity as an interpretation of both ancient history and recent collective
experiences. Delving into the narrative, understanding the context, and how it
affects people is the beginning of empathy.
(3)

Success Is Built Upon Personal Relationships.

Empathy is not enough. In

order to change attitudes or values, the advisor must establish a relationship with
those whom they are tasked to advise. No amount of resources or firepower can
compensate for a lack of relationship between advisor and FF counterpart. It must
be honest, genuine, and heartfelt. Mutual respect, trust, and understanding are the
keys to success. Both parties rely on each other for mission accomplishment and
even survival. The relationship is likely to be tested on numerous occasions but a
solid relationship built on mutual trust can survive and promote mission success.
Furthermore, the advisor must learn to pick his battles. Painstakingly built
camaraderie and rapport can vanish in an instant if one does not prioritize and
define the boundaries in the FF relationship.
(4)

Advisors Are Not "Them".

Once advisors have formed a hard-earned

relationship with their counterparts, they must constantly remind themselves that
they are not part of the FF unit. Living and fighting with FF allows for the
development of true bonds, empathy, and trust. These are desired results, but there
is a price to pay. Advisors must realize that US units may not understand the
advisor mission, roles, or responsibilities. The advisors are often alone, navigating
between two military systems and two cultures, never quite fitting in with either one.
(5)

You Will Never Win…Nor Should You.

One of the hardest things for US

leaders to understand is what success looks like. Advising is the decisive military
component of building partner capacity (BPC) and COIN. In BPC and COIN, there
are few if any noticeable victories. Progress tends to occur at a glacial pace and
cannot usually be tracked on a day-to-day basis. The advisor attaining a tactical
objective does not achieve success; success is achieved by the FF achieving the
objective. Conversely, failure belongs to the advisor. In a more immediate sense,
advisors will likely never please their own Service with regard to the forces they are
advising, and they will never fully satisfy the demands of the FF unit. Advisors are
figuratively and literally caught in the middle. Advising is the art of striving to make a
win-win situation for all parties. Thus, the advisor and FF relationship is like the
offensive line and quarterback on a football team: The advisor removes the

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

obstacles in the way of the FF and takes the blame when the quarterback gets
sacked. Only a FF plan will succeed—and it will only succeed if it is their plan.
(6)

Advisors Are Not Commanders.

Advisors are responsible for the C2 of their

own small team of US advisors but they do not command or lead FF. Advisors
provide expert advice and access for FF to coalition assets.
(7)

Advisors Are Honest Brokers.

Advisors are advocates for the FF with

conventional coalition forces. They transparently access capabilities and reveal
limitations of FF units to the coalition forces. They also provide the FF with access
to coalition assets e.g., CAS and MEDEVAC.
(8)

Living With Shades of Gray.

Advisors should understand that all situations will

not be black and white. They are caught between two cultures, systems, and
narratives. They must live in the proverbial gray area while maintaining legal, moral
and ethical standards. Advisors will likely find themselves isolated with great
autonomy and no supervision. Under these conditions, advisors will face moral and
ethical dilemmas on a daily basis. Advisors will have to grow mentally to be
comfortable in this environment. They will lose sleep at night and question their
actions and those of the FF. Honest assessment should be encouraged. Thus, the
advisor mission calls for leaders of enormous character, moral courage, and sharp
intellect.
(9)

Talent Is Everything, But Understand Rank.

Military forces around the world

approach rank and prestige in completely different ways. In some cultures rank
equals experience, nobility, education, or familial ties. Often many militaries have
rewarded loyalty with promotions, resulting in rank-heavy armies. What is common
among all militaries, however, is the recognition of talent. The FF paradox occurs
when recognized talent takes a back seat to rank. While advisors will likely advise
counterparts more senior in rank, they must understand that the ways around rank
are relationships and talent.
(10)

Make Do.

Advisors will never have everything they need to succeed, however;

their creativity will make up the difference between success and failure.

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

2. Individual Advisor Skills

“We are still using the age-old approach to our newly acquired problem, and
professional competence and military know-how are considered as the dominating
factors in selecting advisors. From a strictly military viewpoint, this is a correct
determination.
On the other hand, empathy on the part of advisors has seldom been formally
encouraged as a need-to-have personality factor. Advisors who possess both empathy
and knowledge are rare, indeed, but possessing military knowledge alone is not
sufficient.”

—MAJ Irving C. Hudlin, “Advising the Advisor”

Military Review

, November 1965

a. Advisors need to possess a variety of individual skills in order to properly perform
their assigned mission. Therefore, advisors should initially be selected based on
subject matter expertise. However, tactical proficiency does not necessarily equate to
proficiency as an advisor. Modern-day military advisors must be able to both teach and
advise FF. In order to do this, they must be knowledgeable and proficient in TTP and
have the skill to effectively impart knowledge. Beyond this, they have to operate
effectively within cultural settings that can be very different in behavior and language
from their own. They may also be able to advise the FF in the areas of intelligence,
communications, operations, and logistics. Some advisors may be required to call in
US supporting arms (e.g., artillery, air support, or coordinate both air and ground
casualty evacuation). Finally, advisors should be proficient in basic combat skills,
advisor skills, and situation specific skills. Figure 4 illustrates these subsets of individual
skills.

Figure 4. Individual Advisor Skills

(1) Subject Matter Expert (SME) Skills. SME skills are defined as those skills
learned through experience, education, or training. Selecting someone that does not
have the correct subject matter expertise does not automatically result in mission
failure, but it puts that individual advisor at a severe disadvantage.
(2) Combat Skills. Common skills (e.g., land navigation, radio operation), warrior
skills (e.g., weapons proficiency, call for fire procedures), and survival skills (e.g.,
combat lifesaving) are often required by advisors. Combat skills should be refreshed

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

during pre-deployment training. These skills are critical to an advisor due to the
isolated and independent nature of the mission.
(3) Advisor Skills. Advisor-specific skills fall into two sub categories: enabling skills
and developing skills.

(a) Enabling skills include understanding human nature and communicating
across cultures, building rapport, influencing, and negotiating. Successfully
employing these enabling skills will set the conditions for advisors to move
forward with their mission.
(b) Developing skills are the main advisor tasks of teaching, coaching, and
advising. Advisors use these skills to develop the capabilities of the FF.

(4) Situation-specific Skills. These skills are determined based on the operational
environment and the specific mission and include cultural understanding and
language.

b. SME and combat skills are covered in depth throughout Service doctrine and will not
be expanded upon in this MTTP publication.

3. Understanding Human Behavior

a. In order to influence future human behavior, one needs to understand the factors
that motivate people to act. Knowing what a person is likely to do, and why, greatly
increases the probability that advisors can modify or influence their counterparts
behavior. The military primarily focuses on cultural differences to try and explain why
people behave in a manner that seems unusual in the west. It is assumed that advisors
understand the common points of human behavior as well as variations not directly tied
to group culture. However, advisors need to remember that behavior is driven by three
principal factors: needs, culture, and personality. While human behavior varies around
the world in relation to time and culture, certain aspects are believed to be constant over
long periods of time and across very different cultural contexts. See figure 5.

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

Figure 5. Human Behavior

(1) Needs. Despite obvious differences in culture and language, people are
invariably people. They have common needs, beliefs, and values. People generally
respond to fear and motivation for similar reasons. See figure 6.

(a) One theory that supports the concept that people are similar is Maslow’s
Hierarchy of Needs theory which expresses common motivating factors amongst
all people. This theory emphasizes that humans have certain needs which are
unchanging and genetic in origin. These needs are the same in all cultures and
are both physical and mental. These needs are hierarchal, meaning that some
needs are more basic or more powerful than others and as these needs are
satisfied, other higher needs emerge.

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