NTOA Forums Operational Leadership SWAT Command Decision-Making And Leadership I: Leadership What are we doing to develop our team leaders for leading in harm’s way?

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    • #4499
      Anonymous
      Inactive
    • #6357
      mmWayne Griffin
      Participant

      At my department, we send officers to training seminars, training conferences, attend debriefings, and conduct scenario based training. Annual SWAT Conferences like NTOA and TTPOA play a vital role in developing our team leaders to act and lead in the face of danger.

    • #6480
      mmDrew Leblanc
      Participant

      I believe training is a key concept in the understanding of leading through the fight. We send out leaders to training, seminars, and lectures to give them a better understanding of their roles and responsibilities. I believe the overall success of team leaders is on command leadership to recognize if they have shortfalls and to address those shortfalls immediately. It is our job to prepare them to lead through adversity, and we should take that seriously.

    • #6672
      Jeffrey Brown
      Participant

      Intense realistic training and stress inoculation are the best way to prepare operators and future leaders for real life situations. A combination of live fire and force on force with simunitions are effective for making things realistic. Actual combat experience is difficulty to replicate, but we must to to make this as stressful and realistic as possible while still being safe. Battle drills should trained to the point that they are instinctual. Being able to pick apart a problem and make sound decisions under high stress and leading a team on high risk operations is a skill that must be developed over time and continually honed. Expose the younger and up and coming leaders to the job they will be required to fill in the future. I recall being required to competently and confidently lead at two levels higher than the current assignment.

    • #7664
      mmJacob Taylor
      Participant

      Training is critical to develop sound leadership. Training needs to include classroom, hands-on, scenario based, and operational training. Debriefs should be done for each so that each person involved understands the decision making process and the limitations of their teams.

    • #7731
      Anthony Kies
      Participant

      Training is key for developing our team leaders for leading in harms way. More importantly training for being a great leader as well as practical training exercises. Allowing them to see the bigger picture seems to help them understand the little pieces and put them together. Team leaders are an important part of the process and shouldn’t be forgotten and expected to do what they aren’t allowed to train to do!

    • #7745
      mmChris Eklund
      Participant

      Realistic training scenarios that elicit tactical decision making prove to be extremely helpful. It is important to train future team leaders in the position so they can learn to see the big picture from the perspective of the team leader, which is far different than that of the operator.

    • #7859
      Max Yakovlev
      Participant

      Reality based training, Command level classes ( my goal is for every member of out team to go thru Command 1), additional reading. We also rotate a TL and ATL in every scenario training to get them the skill set to lead.

    • #8065
      Adam Bradford
      Participant

      Continued education, whether it be schools/conferences. At monthly training, numerous scenarios are given to test the TL’s leadership abilities and force them out of their comfort zone. Force the TL to learn the Assistant Commander/Commanders job, this allows for a smoother transition down the road and also allows for a better developed TL. It gives them an understanding of why certain decisions are made.

    • #8325
      Jon Thompson
      Participant

      Ongoing training and realistic scenarios are the key to developing good leaders at the TL level. These scenarios must be equivalent to what the team leader may encounter in reality and the scenarios must allow for decision-making that parallels the actual scenario or the intended end state. In addition to training, my team sends TL’s and assistant TL’s to outside seminar-style training where debriefs and exposure to new concepts are the rule. Finally, these junior leaders are also used as instructors at the state’s basic SWAT school so that they become accustomed to giving direction and knowing the “why” of certain tactics.

    • #8339
      Jesse Laintz
      Participant

      Decision making in situations when time and space are paramount is difficult, and operators and leaders need to be able to work through the difficulties. When it comes to the development of team leaders in these areas we try to accomplish it from the selection process to the succession in the team. We state this process with the selection of team leaders. Those that test for and receive the title of team leaders have already shown that they have a firm understanding of most tactics, and they have the ability to stay calm under stress. When they are placed in that position they are provided additional training in leadership (NTOA team leader development) and they are involved more in after actions and the ‘thinking’ aspect of all operations.

    • #8466
      mmShawn Wilson
      Participant

      The development process starts at selection and continues from there. Begin giving new operators small leadership tasks where they will be successful and continue to build upon that during their time with SWAT. The want for more information; The NTOA Academy, Leadership Courses, Managerial courses are all important; the lack of a drive for more knowledge is a clue. It is imperative that we train and educate our new team leaders in decision making processes during critical incidents.

    • #8506
      Thomas Carroll
      Participant

      As a commander I am committed to developing our team leaders for leading in harm’s way. Nothing can compare to learning from personal experience but We routinely exercise crisis decision-making, contingencies and mechanical skills under stress. Additionally, we seize every opportunity to learn from others through debriefs, case law and formal trainings.

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