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It is just as important for the advisors as it is for a battalion and brigade staff to collect important information on the day-to-day functions of the HNSF and the local I IN government.
However, the principles o[ the advisor mission have remained constant through the years, and it is still geared toward the enormous and arduous tasks of teaching, coaching, and mentoring HNSF.
An advisor's success is directly-correlated to the relationship he has built with his HNSF counterpart and his SFAB team.
An advisor should attempt to not overly engage HNSF leaders with unnecessary meetings.
HNSFs are often more receptive to employing and refining HNSF tactics, techniques and procedures (TTPs) than U.S.
Some HNSF take an afternoon "siesta," where they retreat to their quarters for rest and recuperation and then come back in the evening to engage in operations and planning.
An advisor should attempt to gain an understanding of HNSF social, cultural, and political dynamics.
While there is little doubt that relationships with HNSF are critical and fundamental to mission accomplishment, little is said of how important the relationship is between and among our own forces.
It is simply not enough for a battalion to build and develop rapport with its HNSF counterpart; it must also embrace its augmented advisors.
Combat advisors deploying to train and partner with HNSF tactical level units should receive significant instruction in the weapons they will encounter, especially if they are not U.S.
Unlike combat advisors, conventional units partnering with HNSF will probably never be in the situation where they are required to fight with a HNSF weapon system.
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