The Joint Fires Enterprise, and honestly, the Joint environment as a whole, recognizes the skillsets that the TACP brings. The rank structure (rightfully instituted) can be a limiting factor, especially for the SMEs. Oftentimes, the E-4/E-5 TACP has a deep seated mentality that thinks outside the box to combat typical maneuver warfare and how best to pummel the enemy. In my years of experience and 9 deployments, I have witnessed a general dismissal of an enlisted member that is a subject matter expert due in large part to a cultural mindset that differs in each Service. As an Enabler, the TACP has a wide-ranging capability that suits not just conventional but Special Operations as well. Quite a few senior enlisted have spent time on both sides and have a very unique view on the wars that we have been a part of for over 20 years and have garnered valuable lessons learned that have been glossed over by our Army brethren.
In order for the military units to be joint, staffs must recognize that TACP enlisted are just as knowledgeable as our Officer counterparts in the TACP community. Our officers go through the TACP schooling with the enlisted and train to the same degree from the schoolhouse all the way to the operational units that are at the BCTs. In order to best facilitate the staff, a mechanism should be in place that recognizes that you will not always know the enabler that you are working with, but understand that they are there for a purpose. I have imparted on my staffs in the past that in order to best affect the battlefield, each person within the construct of the military should be seen as part of a multi-tool.
The ground force commander (GFC) should be able to take the advice of each member in targeting working groups, intelligence collection working groups, and so forth and see that individual as a valued member to a joint environment. When in a joint environment, it is crucial that the GFC does not view a member as Army or Air Force. View them as what they bring to bear. Oftentimes I hear culture between services. What I say is, joint is its own culture, and recognize this to be an advantage. I encourage leadership to have an open mind about everything.
My best CTC rotation showcased what happens when allowed to think freely and work amongst the warfighting functions as a team. I made it clear that a TACP must be taken seriously (not just saying they do and then go around them to an “O” in the Air Force) and that a JTAC is qualified, certified member recognized in the DoD to perform all aspects of kinetic and non-kinetic activities. The GFC should know that the first priority is to advise and liaison. Take the information that they have and use it to the advantage of the Staff. When this happens, a clear path to success is made that much easier.
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This is part of a series of posts focused on Leader Development in Contact. Click HERE for the rest of the series. Footnotes are annotated in the PDF version found on the Series homepage.
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