KACTIS-D and YOU

Every team needs a leader that they can trust to accomplish the mission. Every organization needs a manager that they trust in their appointed position. No one will judge you for never hearing about KACTIS-D. In fact, the first time David ever heard of it was four years into his Sniper career. At that time United States Army Sniper School(USASS), now USASC taught the concept during the Sniper Sustainment Class (toward the end of the curriculum) KACTIS-D is an obscure acronym that helps tactical military leaders (especially Sniper Section Leaders and Sniper Employment Officers) understand their role.

KACTIS-D is an obscure acronym that helps tactical military leaders (especially Sniper Section Leaders and Sniper Employment Officers) understand their role.

Knowledge

Being well-informed helps leaders make better choices and steer their teams more efficiently toward success. A leader who is well-versed in tradecraft, marksmanship, current TTPS in use, and the capabilities and limitations of their teams will more confidently push their proteges and the organization toward greater heights. This builds both reputation and trust, which should inspire his or her team members boosting morale and productivity.

Advise

Your ability to advise can play a key role in leading an organization as it demonstrates your expertise, experience, and ability to provide strategic guidance. As the leader of a specialty organization, it should be an expectation that most people you encounter don’t know what your team is capable of.

It is at these touchpoints that a section should bring an elevator pitch.

Who you are.

What Problem of theirs are you trying to solve?

How you are the best option to solve their problem.

Ensure to have regular intervals for these touchpoints. Decrease that interval as you see training opportunities coming up.

Coordinate

Land, Ammo, Training Opportunities, Food, Logistical needs, Equipment Draws, Classes, and Briefs with critical stakeholders are all coordination ideas for the head of any Sniper Section.

If you see a platoon live-fire approaching, get with the company commanders and see if you can report for them, coordinate some ammo, and shoot some rounds. Pay attention to gaps in the teams around you and attempt to find the time when you can shed your knowledge on those teams- This builds your credibility and improves your organization.

Training

Developing a battle rhythm and training cycle that is challenging. Ensure to hit on areas that require improvement and those you feel proficient in. As proficiency is gained- Increase the challenge to meet the new threshold; anything less will result in stagnation.

Your training should be realistic, relevant, and oriented around one of our core competencies,

Primary Competency- A Sniper should provide long-range precision fire on key selected targets and targets of opportunity.

Secondary Competency- Collection and Reporting of battlefield information.

Issue

A Leader should Issue the necessary equipment to their teams and task condition standards, and a military leader should issue Warning Orders, Operations Orders, and Fragmentary orders to their team members in a timely fashion.

Supervise

Leaders of every echelon should closely watch the planning, preparation, and rehearsals of all training and mission requirements. Ensuring that the plans are sound- risk is being mitigated where possible, and the junior leaders are moving in the correct direction. The leader should also give feedback on the rehearsals to the junior leader both on which to accommodate and where gaps may be present.

Debrief

The leader must debrief all team members at the end of a training event or mission. To understand what happened, why specific decisions were made, and what may be necessary to adjust in the future. It is also important that they are present for when the Junior leaders are debriefing upper-level management so they may give them pointers and translate if necessary.