Forging the Sniper Squad pt. I
My Beginning
As a junior enlisted soldier with the 82nd Airborne, I was raised in a sniper section. As a specialist, I did what most people in that position did. I worked out and shot sniper rifles. I thought this was the best job within the infantry. However, once I was promoted and became a Non-Commissioned Officer (NCO), I was forced to leave to gain team leader and eventually squad leader experience. I moved to Germany to be assigned with the 2nd Cavalry Regiment. Once word got out that I was sniper qualified, I found myself in charge of a sniper section. Truth be told, I had no idea what that job entailed. All the years I spent in a sniper section, no one prepared me to become a sniper team leader, nor did we think about learning how to take over a section. Despite being a graduate of the Sniper Course, I didn’t know how to be in charge of a section. Like those before me, I had to learn on the fly.
Where Should I Start?
TC 3-22.10 Sniper includes a section on duties and responsibilities, and this is where I began. ATP 3-21.20 Infantry Battalion was the following manual I decided to thumb through. I was amazed to learn that the sniper squad was assigned to the Headquarters and Headquarters Company and NOT the Scout Platoon. In addition, I found it interesting that the sniper squad reported to the Battalion Commander, and I was sure no one was aware of that. Most organizations lump in the sniper squad with the Scout Platoon and think of them as one entity.
“The combination of rifle companies, a weapons company, and battalion scouts, mortars and snipers, allow the commander to internally task-organize as needed.” — ATP 3-21.20
I needed to learn who my Sniper Employment Officer (SEO) was, as my readings would emphasize that the SEO would be the person to get the snipers into the fight. I went down the list of persons and began knocking on doors. The Scout Platoon Leader, the Intelligence Officer (S2), and the Operations Officer (S3) were far too busy to include sniper employment with their duties and responsibilities. That left me.
ATP 3-21.20 Infantry Battalion Task Organization
“Mom and Dad”
The platoon leadership is often referred to as “Mom and Dad.” The Platoon Leader is Mom, and the Platoon Sergeant is Dad. Each role has its unique duties and responsibilities. This relationship would be synonymous with the sniper squad leader and the SEO. I became Mom and Dad. At first, the job was overwhelming as I would coordinate training, schedule land and ammo, attend briefings, meetings, and tend to general soldier management. I found the long-range training calendar and coordinated ranges at every opportunity. With me doing all this planning, I had no time to perform the actual training of the snipers. I relied heavily on my team leaders. I felt terrible that I could not teach, instruct, or mentor. In return, I did everything I could to enable the team leaders to be successful. Time, space, and resources were given and allowed the team leaders to perform their training. Every soldier was allowed to attend sniper courses. Being in Germany made it difficult as sending soldiers to the US was costly. I found myself fighting for slots at the International Special Training Centre (ISTC). With little oversight of the snipers, I took it upon myself to schedule their attendance for the course. I was successful and found things easier by just doing it.
Life on the Range
I would crunch numbers, create PowerPoints, and brief the bosses. I established a good working relationship with the Land and Ammo NCO. I found myself always at that NCOs desk every two to three weeks because I needed land and ammo. We shot well over our STRAC, but that was okay because most other sniper squads in the Regiment were not touching their allotment. After weeks of planning, I could relax on the ranges. It was great to be away from the office and hear cracks from fired bullets. I would be the Range Safety Officer (RSO) for the range, barbeque for the squad, and monitor training. I didn’t have a sniper weapon assigned to me as there was no need. My purpose was to enable the snipers to be proficient and qualified. Looking back, I realized that I needed to incorporate more than just shooting ranges. At the time, it made sense to get the snipers to shoot. After all, snipers are known to be expert shooters. After a year as the sniper squad leader, I was transferred to staff and worked diligently with the Operations Sergeant Major.
Looking Back
After becoming an instructor at the US Army Sniper Course, I learned that there is a higher level of responsibility placed on sniper squads. ATP 3-21.20 states that the sniper squad, like the scout platoon, is composed of the most tactically and technically proficient soldiers in the battalion. Knowing what I know now, I realized that I needed to incorporate more training areas for development to have the most tactically and technically proficient soldiers. The snipers that worked under me were expert shooters, but they were not expert planners, briefers, or networkers. That is the shortcoming I had as a sniper squad leader. Part II of this post will have the lessons learned from myself and other former sniper squad leaders in the Army.
