In SOF – Relationships Reign Supreme

Very seldom are Special Operations Forces (SOF) units the main effort in an operation. However, the current complexities of Syria requires the intricacies and expertise that SOF units bring such as supporting newly occupied land with humanitarian aid and assuring locals of positive progress through public messaging. With the fall of Syrian President, Bashar Al-Assad, numerous SOF elements including my Civil Affairs Team (CAT), the Special Forces Operational Detachment Alphas (SF-ODAs), and the Tactical PysOp Teams (TPTs) had to quickly adapt to the daily-changing environment by cultivating our previously established relationships to navigate the period of transitional governance as Syria changed from what we once knew, to the “New Syrian Government.” During my rotation in Syria as the CAT Team Leader, building strong working relationships with the SF-ODAs and TPTs became second nature.

Throughout your Army career, you will hear that relationships are important. In relation, as you make your way through Basic Officer Leadership Course, you will likely find yourself in a new unit within a few months. Some of you may be lucky enough to arrive to a unit with new friends you made, while others may have to build new relationships as well as a reputable name for yourself. Nonetheless, you will often cross paths with someone you know from a training event, Combat Training Center (CTC) rotation, deployment, or Army career development school. It is important to keep this in mind as you never know where you are going to end up. From the day you raise your right hand, relationships reign supreme and will set you up for success throughout your career. The relationships my teammates and I formed in Syria in 2024, were important, if not the most important factor that contributed to our success.

During and even before our deployment to Syria in 2024, my CAT established a strong relationship with the SF-ODAs as well as the TPTs. The strength of our relationship helped enhance our mission beyond expectation. The teams that we replaced worked in their own echo chambers and it was evident they did not build a working relationship during their rotation. Throughout our rotation, we prioritized having a sync every evening to discuss what we accomplished during the day and what we planned to achieve for the next day. The daily sync was a great time to come up with bets to pawn off Tactical Operations Center (TOC) shifts, or for the Special Forces Medic (18D) to whip out his guitar and play us an original song – but also a time to discuss the work needed to be done in our Area of Operation (AO). At the end of the day, everyone understood the importance of their role in the mission and their relationship with their brothers & sisters in arms to their left and right. The team chemistry we formed was due in part to the way we trained preceding deployment, the way we communicated amongst each other, and the way we worked as one cohesive team of teams.

Train How You Fight

Before a deployment, SOF units conduct a Pre-Mission Training (PMT). PMT is usually the first time that members from SF-ODAs, CATs, and TPTs meet. Whether we were rehearsing IED lanes or changing truck tires for four hours under nods and limited visibility, we trained on every contingency we could think of. My CAT taught Key Leader Engagements (KLEs) and Small Unmanned Aircraft Systems (sUAS) classes to the teams, the TPT gave us a rundown of their equipment and systems and other “PsyOps things,” and the ODA Weapons Team (18Bs) ensured everyone knew how to conduct Close Quarters Battle (CQB) and the 18Ds gave Combat Life Saver (CLS) classes. If we were not planning for a mission or key leader engagement, we were rehearsing something to add value to the PMT.  The ODA Team Sergeant did a great job identifying skills and hobbies of each individual on the teams and leaned heavily on those people to share their knowledge and skills like mechanic work on our Humvees. As we trained on everything from the way our kits were set-up to the intricacies of CQB, the unquantifiable growing relationships between our teams was a force multiplier.

The fusion of CA’s understanding of the local populace through mission analysis and civil engagements, SF’s tactical expertise through battle drills and weapons knowledge, and PsyOps’ influence capabilities creates a formidable force capable of adapting to dynamic and multifaceted challenges. The relationships we and others built during the yearlong train-up and PMT prior to our deployment paid dividends when our boots landed on the ground overseas. If we had not built a strong relationship with the ODA and TPT during PMT, our mission in Syria would not have been as productive as it was. Every team was tested during our deployment to Syria, and often, events that we never thought would have happen, happened, like the fall of Bashar Al-Assad. It is very common to think “why are we doing this?” when you are participating in a CTC or PMT, but just like we saw with the changing environment in Syria, events played out that no one could have planned for or have expected. Nonetheless, our training and relationships helped us succeed in being adaptable and working together to accomplish our missions.

Communication

In Syria, if you were not consistently communicating with your counterparts or higher leadership, you were probably doing something wrong. Our Area Operating Base (AOB) Commander was available at any time and just a phone call away to provide guidance, share what was on your mind, or just talk. There was one day where the AOB Commander called me at 1 a.m. to talk about a CONOP I submitted the day before. You could hear how tired he was, but he wanted a better understanding to approve the CONOP so we could continue to get out. The teams worked together 24/7, which ensured everyone had a shared understanding on what the mission was, and what each team was going to do. This culture only existed because all our relationships were centered on consistent communication and trust. Information sharing became second nature, where each team was able to provide immediate feedback through reporting. This was particularly useful in instances where a Distinguished Visitor (DV) showed up to our outstation. Any member of each of the CAT, ODA, or TPT could answer their questions about the current situation that was ongoing – except for the ODA cook, never ask him questions, he was always busy whipping up something delicious in the kitchen for us to eat, although he always knew what was going on as well.

Effective communication is the lifeblood of SOF. Regular briefings, collaborative planning sessions, and after-action reviews (AARs) foster a culture of continuous improvement and mutual respect. It was encouraged throughout the rotation to provide constructive criticism after training events or missions. Being able to provide honest feedback and having a strong enough relationship to understand that everything being said is to breed success and not break down one another was instrumental in all our development throughout the rotation. Having transparent and consistent communication between our teams only made our relationships stronger.