advise and assist

Through the mission of Air Advising, the Air Force can produce a network of partners to counter the network of non-state terrorist organizations that threaten global stability. Embracing Air Advising as a core mission will also provide the U.S. with a promising way to counter China’s growing influence in developing nations. Finally, this mission ensures that America retains much needed low-intensity conflict expertise and capability. Air Advising can greatly reduce the risks the U.S. is taking in shifting its defense priorities, but to so, the Air Force must embrace it as a core mission.

It is our responsibility to establish and foster a new culture unique to military advisers. A culture built around the small unit construct present in special operations units but ultimately unique. A culture that can enable joint operations, build capacity by identifying indigenous solutions to indigenous problems and who are confident working with partners outside the norm of typical combat operations.

Andrew Krepinevich’s “Army Concept” provides a useful model for understanding the mindset military organizations take towards advising operations, which subsequently shapes outcomes, including the U.S. Air Force’s advising efforts in small wars. Efforts to advise the South Vietnamese Air Force and Afghan Air Force demonstrate that U.S. Air Force advising concepts have been poorly suited towards irregular conflicts, creating counterproductive effects.

The long-term deployment and regenerative capabilities of SFABs creates an opportunity to capitalize on situations short of conflict. According to USAID, premature attempts at democratization resulted mainly from failures to “develop the political and social infrastructure to a level that could absorb (manage, resolve or transform) the conflicts that arose” prior to hosting elections.

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

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

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

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

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