How To: Be a Help Nelson Team Leader
by Lydon

Bottom line, up front: The new squad layout means that if you've been to more then 2 games with us, there's a damn good chance that you're going to be in charge of a lot of people. This is a continually evolving process, one simply doesn't wake up and become a great and inspired leader. But, I'm driving to make sure all of our long-timers know how to make at least a fire team dance up and down the field at their command. Ready to get rocked?

Our fireteam system is copied from the Army's squad layout. Basically, this is designed for the lowest common denominator, because the average Infantryman or Scout is dumber then a box of rocks. And even despite all the training we actually get done, it all gets so chaotic that in reality, a Sergeant keeping track of more then 5 people is just damn insane. Ideally, everybody has 3 people they're looking out for, and 1 they report to. It goes like this...

Fire Team Leader- has 2-3 subordinates, reports to a squad leader
Squad Leader- Has 2-3 Fire Team Leaders he watches out for, reports to the Battle Captain
Battle Captain- Has 2-3 Squad Leaders he keeps track of, reports to the Company Commander (sometimes)

So even us with the big rank are still only usually dealing with 4-5 people, which is complicated enough, thank you very much. So, now that that's established, what kind of responsibilities do you have as a unit leader?

To receive orders from your boss, and carry them out. If you can't do as told, let him know ASAP
To pass along orders from the top. Try to avoid micromanaging. More on that later.
If you have a situation you can't deal with, pass it up to your boss.
To supervise your underlings. Make sure they are functioning, if they bring a problem to your attention, take care of them and make sure the problem is resolved.
To be a shining example of all that is good and Help Nelson.
To have an established “Oh shit” list within his unit, in the event he is out or otherwise inaccessible.
To leave your people informed as best as possible.

About micromanaging: It's tempting to try and take complete control over you unit, to basically make sure that everything they do is exactly the way you would do it. You have to fight that urge whenever possible. Let's say, for instance, that Alpha team has 3 guys on it. The Squad leader tells Alpha's TL to cover the left side. So far, so good. This gives the Alpha TL the flexibility to place himself and his guys wherever he deems necessary. While the SL may be able to name the 4 specific spots he wants each man to go to, this is bad because it 1) undermines the TL and 2) writes off the TL's possible contribution. When the SL points in a direction and says “Alpha, watch this side”, the Alpha TL's whole purpose in life is to make sure his 3 guys are in position. The Squad Leader has a whole other fire team to worry about, along with possibly going to have to talk to the Battle Captain. He's not spending the time watching that side that Alpha's TL is. So, those 3 guys might have been put in less useful positions. It also stifles creativity and starts the dangerously stupid process of “group think”.

Naturally, there's a time and a place for a squad leader to micromanage, for instance if Alpha's TL is having a meltdown or is otherwise unavailable. But even then, micromanaging wastes the time of a man who should be busier with bigger stuff. And if even if you're not that busy, don't micromanage your subordinates, take the time to rest and think ahead.

Another key point I want to drive home is that when you are playing in this NCO role, you're no longer measured by your own performance. A leader (even you!) is judged by his group, not by his own k-d ratio. This doesn't mean you can slack off on your own game, but you have to realize your function on that field is no longer to shoot. At Stal, I took my SP-8 on the field the entire time, and I dumped my entire ammo load (hopper +4 pods) at the flag plant at Ft. Skirmish. But, that was only when my “leadership” duties were essentially taken care of and/or it was more important that I shoot then stay in command. This also means that you shouldn't be the first into the breach, because a dead leader is about as useful to the team as a preowned tampon. Holding yourself back fucking sucks, but it's what you've gotta do.

And that's the basics. I'll finish out with some bits of advice. After that is a glossary, in case I've confused you, and beneath that is the Creed of the Noncommissioned Officer, from the Army. It's a little more hardcore then we need, but it's wise beyond its years.

Think of yourself as a better class of player when you're a leader, because you are. Carry yourself with dignity, don't be afraid to defend yourself, your group, or your honor. If somebody gets snotty at you, by all means show them who's boss! (you)
For beginners especially, try to model your “leadership style” off of somebody who you felt good working for in your life. My own “style” is made up of parts of my old boss, my history teacher, and one of my drill sergeants, while simultaneously avoiding doing anything like my dad or my first NCO when I was in Iraq. You'll strike your own balance eventually, and then refine it.
On that note, whenever you're finding yourself having to work for difficult people, think about what exactly it is that is bothering you, and think of how you'd correct that for this end.
The better you know your unit, the better you'll work, it's that simple. I'm going to make a concerted effort to ensure that leaders know who they're working with as early as possible. If you want your group to work well (and you do) bust your ass to learn their names prior to your next game! Sometimes you're going to get the short end of the stick and be stuck with people you don't really know (which happened to Bill and to a lesser extent Carl at Stalingrad), but if you're proactive you can take some of the edge off of that.
Remember, your group represents YOU. You're not a dumbass, so don't let your group make you look like one by cheating or acting stupid.
Communication is your biggest role. Nothing bothers people like not knowing what's going on, so as soon as you know, pass that word along.
A good NCO is constantly having a CONVERSATION with both his boss and his joes. This implies that communication is going on both ways. Your guys can talk to you, and you can talk to them.
Radios, while nice, are not for regular communication. TL's and SL's should have a visual on their people generally, and they should always be in voice range. Unless it's really chaotic, a TL should never have to scream to get his peoples' attention.
This whole “leadership” thing is a constant learning situation. It's also got a bitch of a learning curve. Just apply yourself consistently and don't rest on your laurels.



Glossary:

BC: Battle Captain
Joes: A term for privates, low ranking people
NCO: A Non-Commissioned Officer, basically a Sergeant or for our purposes a junior leader.
PL: Platoon Leader, the man the squad leaders report to. For the forseeable future, Help Nelson's Battle Captain will be filling in the Platoon Leader slot.
Subordinates: The people who work with you. They tend to get irritated if you call them “peons”
SL: Squad Leader
TL: Team leader (“Fire Team” and “Team” are interchangeable terms)

Appendix: Creed of the Non-Commissioned Officer (US Army)


No one is more professional than I. I am a Noncommissioned Officer, a leader of soldiers. As a Noncommissioned Officer, I realize that I am a member of a time honored corps, which is known as "The Backbone of the Army". I am proud of the Corps of Noncommissioned Officers and will at all times conduct myself so as to bring credit upon the Corps, the Military Service and my country regardless of the situation in which I find myself. I will not use my grade or position to attain pleasure, profit, or personal safety.
Competence is my watchword. My two basic responsibilities will always be uppermost in my mind -- accomplishment of my mission and the welfare of my soldiers. I will strive to remain technically and tactically proficient. I am aware of my role as a Noncommissioned Officer. I will fulfill my responsibilities inherent in that role. All soldiers are entitled to outstanding leadership; I will provide that leadership. I know my soldiers and I will always place their needs above my own. I will communicate consistently with my soldiers and never leave them uninformed. I will be fair and impartial when recommending both rewards and punishment.
Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine. I will earn their respect and confidence as well as that of my soldiers. I will be loyal to those with whom I serve; seniors, peers, and subordinates alike. I will exercise initiative by taking appropriate action in the absence of orders. I will not compromise my integrity, nor my moral courage. I will not forget, nor will I allow my comrades to forget that we are professionals, Noncommissioned Officers, leaders!