Leading a Team as an Outsider (CIA x Special Forces)

*This is an excerpt on how to be a leader of a small team of close individuals but as an outsider, from the perspective of a CIA officer embedded with an SOF unit.

Authority is assigned, but leadership is earned, especially when stepping into a unit that doesn’t need you to function but expects you to add value.

Walking into a close-knit team as an outsider, especially one composed of seasoned Special Forces operators, is one of the most challenging leadership situations you’ll face.

These teams operate on trust, earned through shared hardship and proven competence. As an operative embedded with them, you don’t start with that trust. You have to earn it fast, and you can’t do that by trying to assert dominance or pretending to be one of them.

Instead, your goal is to establish credibility, demonstrate your value, and integrate seamlessly into their structure while still maintaining your authority and purpose.

Understand the Team Before You Lead It

Your first job isn’t to give orders, it’s to listen. These teams have their own culture, unwritten rules, and internal hierarchy beyond the official chain of command. Spend time observing their dynamics. Who do they look to for leadership in the field? Who’s the problem solver? Who keeps morale up?

Understanding these informal roles helps you navigate the team effectively. You’re not there to replace their leadership; you’re there to complement it and bring a capability they don’t have.

Earn Their Respect Through Competence

Respect in these units isn’t given, it’s earned. Operators don’t care about your title; they care about what you bring to the fight. You won’t win them over with words or trying to “fit in.” Instead, demonstrate your expertise through action.

If your role involves intelligence, show them how your insights improve their survivability. If it’s operational planning, give them a strategy that’s practical and effective. Prove you’re an asset, not a liability.

Don’t Micromanage, Empower

These teams are composed of highly trained professionals who function best with autonomy. They don’t need a babysitter; they need a leader who trusts them to do their jobs. Give them clear objectives and intent, then let them execute using their expertise.

Your job is to provide strategic guidance and ensure their efforts align with the bigger picture, not to dictate their every move. Over-controlling them will only breed resentment and inefficiency.

Integrate Without Imitating

One of the biggest mistakes an outsider can make is trying too hard to blend in. You’re not Special Forces, you’re an intelligence operative with a different skill set and purpose. Trying to act like one of them, using their jargon or mirroring their culture, comes off as forced and disingenuous.

Instead, be yourself while showing you respect their way of doing things. They don’t need you to be like them; they need you to bring what they don’t have.

Lead by Example, Not by Authority

Authority means little without respect, and respect is built through actions. If you expect them to trust you, they need to see you handling pressure, making sound decisions, and owning your mistakes.

If something goes wrong, take responsibility instead of shifting blame. If the team succeeds, credit them first. Leadership isn’t about demanding loyalty; it’s about proving you’re worth following.

Adapt and Evolve

Leading as an outsider is an ongoing process. The team’s perception of you will shift based on how you handle challenges. Stay adaptable, if something isn’t working, adjust. Keep learning from them just as they learn from you.

The moment you think you’ve “arrived” as a leader is the moment you stop growing. Leadership is earned every day, and in a high-performance unit, there’s no room for complacency.