6 |
Project X was a series of
time-limited scenario-based
obstacles conducted in a
warehouse where each
obstacle was hidden from the
rest. Within each team, only
7 members could attempt
the obstacle. The others were
appointed as feedback lead
and safety personnel (to push
people onto crash mats).
Everyone was a leader twice,
and a feedback lead twice.
This was another excellent
way that other countries
showed their training, and the
way they
approached
a challenge.
For
example,
one of the
challenges
was a
minefield
where our
team had
to cross
using the
bar in the
picture. A
"recce team
that had gone before us"
dropped some ISR equipment
which we also had to collect
and take with us. Anywhere
painted red would sound the
alarm to the enemy (incurred
a time penalty) so with all
these challenges, there was
some discussion as to how
the obstacle would be best
overcome. The DS got each
team to develop an acronym
to help us through this. Ours
was BLACK (we were the black
team) – Basic problem, Leader
(appoint one), Analyse the
situation, Choose COA, KILL!
There was a lot of emphasis
on feedback after each
event, and was really useful
to see how other countries
view your leadership and
communication skills.
Learnings: There was also
great emphasis on culture
and differences – and how
they impact on multinational
operations and exercises.
We had a module on cultural
differences, and it was
eye-opening to see some of
the perspectives of other
countries on certain topics,
but I suppose
that was the
point – we
may strongly
disagree on
certain issues
but still must
overcome
these
differences
to affect a
successful
mission
outcome.
My key take aways;
1. Feedback (both positive
and constructive) needs to be
more widespread within the
organisation
2. More emphasis should
be placed on the soft skills of
leadership and empowering
subordinates
3. Leadership training
doesn't have to be all day
powerpoints!
This article was edited by
An Cosantóir due to space
constraints.
An Cosantóir January / February 2026 www.military.ie/magazine
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