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1ELIT3 Team Leader 
2Training Document 
3Squadron Battle Team Leaders 
4Created: 3 December 2017 
5Last Updated: 28 December 2017 
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12ELIT3 Team Leader Training Document 
13Table of Contents 
141 One Page Primer​2 
152 Introduction​4 
163 Primary Responsibilities & Authorities​5 
173.1 Responsibilities & Authorities Overview​5 
184 Spheres of Responsibility​6 
194.1 Information Management​6 
204.1.1 Battlefield Management​6 
214.1.1.1 Team Composition & Equipment​6 
224.1.1.2 Enemy Team Composition & Equipment​7 
234.1.1.3 Initial Strategy​7 
244.1.1.4 Map Awareness​8 
254.1.1.5 Speed & Aggression​8 
264.1.1.6 Battlefield Location Data​10 
274.1.1.7 Battlefield Status Data​10 
284.1.1.8 Continuing Strategy​10 
294.1.2 Information Flow​11 
304.1.3 Teamwork​11 
314.2 Squadron Point Management​13 
324.2.1 Elo System​13 
334.2.2 Risk Management​14 
344.2.3 Personal Points​14 
354.2.4 Gain Loss​15 
364.3 Personnel Management​16 
374.3.1 Personalities​16 
384.3.2 Equipment​17 
394.3.3 Morale and Momentum​17 
404.3.4 Disorder and Chaos​18 
415 Spheres of Authority​19 
425.1 Substitution Authority​19 
435.1.1 Substitution on Points​19 
445.1.2 Substitution on Teamwork or Order​19 
455.1.3 Substitution Cycling​20 
465.2 Battlefield Authority​20 
475.2.1 Strategy Call​20 
485.2.2 Battle Management​21 
495.3 Endpoint Authority​21 
505.3.1 Starting Squadron Battles​21 
515.3.2 Stopping Squadron Battles​22 
526 Conclusion​22 
537 Tips & Tricks​23 
548 Examples and Analysis​24 
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581 One Page Primer 
59Team leaders in ELIT3 fill an essential role of facilitating teamwork and communications 
60in squadron battles. The ideal team leader is level-headed, calm and can track 16 
61players simultaneously while maintaining good communications among allies. 
62Team leaders have three primary spheres of responsibility: Information management, 
63squadron point management, and personnel management. 
64Information management is the most important and consists of managing the battlefield, 
65especially equipment compositions for allied and enemy team, initial strategy, map 
66awareness, battle speed and aggression, battlefield location and status data, and 
67evolving battle strategy. 
68Squadron point management and maximization involves knowledge of the Elo point 
69system, that the top 20 players contribute 100% of their score to the total squadron 
70score, and that point losses are greater and gains smaller the higher an individual’s 
71points. 
72Personnel management requires the team leader to be level-headed and fair, while 
73directing and controlling specific personality types that are not conducive to teamwork. 
74Positive morale and momentum should be managed and maintained in order to 
75maximize combat performance, while disorder needs to be minimized and chaos 
76channeled into positive entropy for strategy and battlefield management. 
77The team leader has three primary authorities assigned to them by ELIT3 leadership: 
78substitution authority, battlefield authority, and endpoint authority. The team leader 
79utilizes the authorities to realize their responsibilities. Substitution authority is the ability 
80to select and replace people participating in squadron battles. Battlefield authority is the 
81ability to call and modify strategies on the field, as well as specific directions for 
82individuals.  Endpoint authority is the ability to start and stop squadron battles. 
83When complete understanding of both the responsibilities and the authorities, the team 
84leader is an effective force for maintain positive momentum for the squadron as a whole 
85in the competitive realm of squadron battles. 
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912 Introduction 
92This document exists to serve as a reference guide to new team leaders in training to 
93allow them to focus and hone the specific skills required to become a successful team 
94leader. 
95Why Do Team Leaders Exist? 
96To lead squad members in squadron battle missions. 
97What Kind of People Can Be Team Leaders? 
98People who can speak clearly, listen closely, and can track up to 16 players at once in 
99battle while under pressure. Good team leaders should be able to remain calm, 
100level-headed, and as neutral as possible. 
101For People Who Have Been Team Leaders: 
102Read through the primer, and any sections that you may be unfamiliar with. Pay special 
103attention to the bold insets. 
104Have fun.  As Mort says, “It’s a game.”  
105Make fun of yourself and others (who are not sticky). 
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1103 Primary Responsibilities & Authorities 
111There are three primary responsibilities and several secondary responsibilities that must 
112happen to successfully team lead in squadron battles. 
1133.1 Responsibilities & Authorities Overview 
114The primary responsibilities that team leaders must manage to be successful are 
115information, personnel, and squadron points. Secondary responsibilities include 
116creating and maintaining a personal library of strategies, knowing squad battles’ 
117players, and analysing missions lost. 
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119Secondary Responsibilities 
120●Maintaining a personal ​library of strategies​ (Note: you must request access) 
121●Knowing players who participate - know their skill level, strengths & weaknesses 
122●Analyse post-mission losses - be able to articulate why you lost 
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1264 Spheres of Responsibility 
127There are three primary spheres of responsibility: information, personnel and squadron 
128points management. There are several secondary responsibilities: strategy libraries, 
129knowing players, and post-mission analysis. 
1304.1 Information Management 
131Information management is the most important of all responsibilities. Success in this 
132area greatly increases success of the team and squadron as a whole. 
133Squadron battles are won and lost on information asymmetry. The team with more and 
134better information and superior teamwork will consistently win. 
1354.1.1 Battlefield Management 
136Battlefield management is the process of guiding a specific mission to a win. There are 
137eight primary components of this: 
138●Team composition & equipment 
139●Enemy team composition & equipment 
140●Initial strategy 
141●Map Awareness 
142●Speed 
143●Battlefield location information 
144●Battlefield status information 
145●Continuing Strategy 
1464.1.1.1 Team Composition & Equipment 
147The team composition is what vehicles each player uses. The team leader has eight 
148players to assign vehicles to from their available set of vehicles.  
149Choose vehicles based on the player’s skill in their available list and the overall balance 
150of the team. 
151The team leader will be required to alter strategies based on team composition and skill 
152levels of individual players involved. 
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156Team composition is the single most important element of 
157battlefield management.  If this is wrong, the team will lose. 
158When a player’s skill in a particular vehicle is unknown, allow said player one to three 
159games in the vehicle to gauge performance. 
160Keeping track of enemy team’s compositions will allow you to maximize your 
161effectiveness, such as not having to bring a SPAA against all ground teams. 
1624.1.1.2 Enemy Team Composition & Equipment 
163Knowing the enemy team composition is a critical element of the information 
164management.  
165The most important element of enemy team composition is the total number of aircraft 
166and tanks. This information needs to be established as soon as possible in any given 
167battle and communicated between ground and air. 
168Another critical piece of information regarding the enemy team is the number of SPAA. 
169This information also needs to be shared between ground and air. 
1704.1.1.3 Initial Strategy 
171Initial strategy involves calling of the overarching strategy. The team leader decides 
172what strategy the team will execute on a given mission. The team leader communicates 
173the basic goals and objectives and directs individuals or groups of people to specific 
174areas on the map. 
175Depending on the skill & experience of players, the team leader 
176may be required to micro-manage individual players. 
177The initial strategy will dictate firing angles, kill opportunities, team support, point 
178capture possibilities.  Selecting/developing good strategy is essential to delivering wins. 
179When a reliable -- 60+% success -- strategy is developed, record it in the ​Strategies 
180Document​. There will be a few assigned curators for this document. Speak with the 
181curator to get your strategy in the document. 
182There are a number of elements that can be tweaked to increase effectiveness of a 
183given strategy: speed, aggressiveness, posture, and objectives. 
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1884.1.1.4 Map Awareness 
189Map awareness is the quality of watching the map and the friendly markers on the map 
190in order to help each player scale their speed and aggressiveness to shore up the lines. 
191All tanks should always maintain awareness of other team members position on the 
192map. 
193The team leader should maintain map awareness at all times and encourage map 
194awareness in all team members. 
1954.1.1.5 Speed & Aggression 
196Adjusting the advance speed of individuals or groups of tanks will greatly influence 
197win-loss ratios. 
198Slower speeds will result in more cautious movements and fewer chances to get killed, 
199but will hamper point capture abilities and opportunistic kill shots.  
200The speed and aggression of the battle is the first element to 
201tweak to change combat efficiency or allied forces posture. 
202Faster speeds will result in quicker point captures, ticket bleed, and better map control, 
203but at the expense of survival chances and spotting chances. 
204Never give players more than one speed to travel at. Some players are more conducive 
205to slower or faster speeds.  Know these players. 
206The team leader can posture the team more aggressively when there is a numerical 
207advantage on the ground, as mistakes made will result in useful intelligence to deliver 
208more kills later.  When the enemy outnumbers allies, play more defensively. 
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214Friendly air numbers across the top; enemy air down the right side 
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216Table 1 - Aggressiveness Based on Numbers 
217Purple = Defensive​; ​Red = Aggressive 
218NOTE: This table is a general guideline and will not fit every scenario 
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2234.1.1.6 Battlefield Location Data 
224Battlefield location consists of tracking all allies and all enemies, as they are reported.  
225The team leader must keep track of all players on the field at all times and be able to 
226report these locations back to allies on demand. 
227Being able to predict enemy positions and movements will greatly increase the 
228effectiveness of the team on any given battlefield. Warning individual players of 
229incoming vehicles greatly increases combat effectiveness and chances to kill. 
230Being able to track and predict enemy movements is the most 
231reliable way to deliver kills for the allied team members. 
232It is important that team leaders make an effort to correct bad information as it is 
233reported. Quick correction of bad information will increase the overall survivability of 
234the team, potentially at the expense of information overload. 
2354.1.1.7 Battlefield Status Data 
236Battlefield status data consists of the status of all players on the battlefield. This 
237includes vehicle types and dead/disabled/alive status for all players on the field. 
238Other relevant status information includes their movements -- or expected movements, 
239objectives -- such as requirements to capture a point, or defensive status -- such as 
240defilade (hull down) or other defensive details. Any status information that will allow 
241tanks under command to receive an advantage from information asymmetry must be 
242tracked and communicated with your team. 
243The team leader must keep track of all players on the field at all times and be able to 
244report these statuses back to allies on demand. 
2454.1.1.8 Continuing Strategy 
246Throughout a given battle, the circumstances may demand a change in posture from 
247aggressive to defensive, or visa versa, a change in objectives, or a change in direction. 
248It is critical at these times, that the team leader speak clearly and loudly what the 
249change is and issue specific orders as necessary.  
250It is important that the team leader communicate the altered strategy clearly and as 
251specifically as possible to avoid miscommunication. Communication of the strategic 
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255plan may need to be repeated in some instances where players are preoccupied in 
256battle. 
2574.1.2 Information Flow 
258Facilitating information flow amongst teammates is the third facet of battlefield 
259management. The battlefield location and status data must reach your teammates as 
260the battle unfolds. It is critical that team leaders keep an updated count on number and 
261type of enemies, their locations, and their movements and statuses. 
262Miscommunication causes more death on the battlefield than 
263any other source.  Control of information is critical. 
264There will be circumstances where information, such as a requirement by the enemy to 
265capture a point, will result in a highly advantageous situation for allied tanks -- such as 
266an ambush.  Keep these situations in mind and leverage them as they develop. 
267The team leader should try to avoid information overload. Information overload is a 
268scenario that occurs when many people are talking at once, and information is 
269sufficiently overlapping as to create excessive noise, drowning out all information. This 
270can be combated by a quick whistle or an abrupt call for quiet. Team leaders should 
271help prioritize simultaneous reports to aid information flow. 
272When communicating between ground and air, it is necessary for the team leader to 
273acknowledge the communication from the other team leader, such that information is 
274not lost in the chaos of battle. Ask for information to be repeated if the other team 
275leader relays information that cannot be heard or understood at that moment. 
2764.1.3 Teamwork 
277Teamwork is the level of trust and knowledge among players working in a single unit. 
278Trust is the willingness of team members to respond instinctively to instructions from 
279other members. Knowledge of others players consists of the ability to know what team 
280member’s will do in certain situations ahead of time allowing others to adapt on the fly. 
281Trust must first be built by de-emphasizing individual contributions to the win or loss. 
282A team is not built on superstars, but on heroes and dogs who 
283back each other up when the other fails. 
284Heroic actions should be praised, while dog actions should be analyzed and 
285encouraged to improve. People will never be heroes all of the time, nor dogs all of the 
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289time. Each match will have new heroes and new dogs. Teamwork happens when the 
290heroes instinctively bail out the dogs. 
291The idea of “kill stealing” needs to be strongly discouraged. To a successful team 
292leader, there is no kill stealing. The team acts as one, kills as one, wins as one, and 
293dies as one. 
294This trust is also built by team members delivering reliably effective communications, 
295such as when to back up or pull forward to defend or attack. It is the team leader’s 
296responsibility to encourage good teamwork by praising good calls by team members 
297and individually reviewing bad calls with the player who made the bad call. The point is 
298to individually point out why the call was not effective and what the player can learn to 
299improve their judgment. 
300For aircraft, teamwork is the single most significant 
301determiner of success in squadron battles. 
302Knowledge of fellow teammates can only come through experience in battle together. 
303There is no shortcut to enhancing this property. 
304Personal feelings often influence trust and teamwork of team members. It is prudent to 
305match up members who generally like -- or at least do not dislike -- each other. This will 
306give a small improvement in combat efficiency. 
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3134.2 Squadron Point Management 
314One of the primary responsibilities of a team leader is to manage the squadron’s overall 
315points. As such functional understanding of the Elo (pronounced: ee-LO) point system 
316is required in order to make informed decisions about leadership, starting, and stopping 
317squadron battles. 
3184.2.1 Elo System 
319The Elo system is the point management system that Gaijin selected to operate the 
320squadron battle points. The system works on an exponential resistance system that 
321makes it more and more difficult to advance in points the higher you get. The point 
322gains per win decrease as the actual value of an individual’s points increase. 
323The total squadron score is the summation of the top 20 players’ individual scores plus 
3245% of all of the remaining players’ scores, rounded off to the nearest integer value. 
325The consequences of this system are not as obvious at first glance, and are important 
326for team leaders to be aware of when starting and stopping squadron battles and when 
327selecting substitutions. 
328The first consequence is that the top 20 players in the squadron 
329matter immensely to the score of the squadron.  
330A win or loss with these players will significantly affect the squadron’s total score, since 
331100% of their score is contributed to the squadron’s total score. A corollary of this fact 
332is that if a player is 19 or 20 and suffers losses to the point where they are ranked 21+ 
333in the squadron, their points no longer contribute 100% to the total score, while the 
334people who were 21+ and are now in the top 20 contribute 100% of their scores. This is 
335why when a top 20 player leaves the squadron, the total score only drops by the 
336difference between their score and the 21st ranked player in the squadron’s score. 
337The second consequence of the fact that high point players gain fewer points on a win 
338and lose more points on a loss is that the gains made by top 20 players is generally 
339very small, while losses are hugely significant. 
340Combining these two consequences implies that the risks of running with top 20 players 
341is considerably higher than 21+ players. Team leaders must always be aware of the 
342composition of the team in terms of Top 20 vs 21+ players. 
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346Team leaders must always be aware what rank the players under their command are 
347and what their individual points are in order to make an appropriately informed decision 
348about when to start and stop squadron battles. 
3494.2.2 Risk Management 
350When the team leader is aware of the rank of players on their current team, this allows 
351the team leader to make an informed decision about risk tolerance of the given team. 
352For teams consisting fully of 21+ players, the team leader can effectively run as many 
353losses as they want without significantly affecting the squadron’s overall score. 
354For teams consisting fully of Top 20 players, the team leader cannot tolerate more than 
355three losses without removing these players from the top 20. 
356Knowing how many of each player rank are under the team leader’s command will 
357enable informed decisions about how many points are at risk in each loss and win. 
3584.2.3 Personal Points 
359Personal points are incredibly important to the overall score of the squadron depending 
360on where the player is ranked in the squadron. As previously mentioned, top 20 players 
361contribute 100% of their score to the squadron’s total score. 
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3674.2.4 Gain Loss 
368The higher an individual player’s point score is the fewer points they will gain per win 
369and the more points they will lose per loss. 
370Individual Points 
371Points on Win (est) 
372Points on Loss (est) 
373Win Ratio to Gain 
3742000+ 
3751 
37620 
37720+ to 1 loss 
3781900-2000 
3792 
38020 
38110+ to 1 loss 
3821800-1900 
3833 
38420 
3857+ to 1 loss 
3861600-1800 
3874 
38820 
3895+ to 1 loss 
3901500-1600 
39110 
39220 
3932+ to 1 loss 
3941400-1500 
39515 
39616 
3971 to 1 
3981300-1400 
39920 
40014 
4011 to 2 losses 
4021200-1300 
40322 
40412 
4051 to 2 losses 
4061100-1200 
40724 
40810 
4091 to 3 losses 
4101000-1100 
41126 
4128 
4131 to 4 losses 
414800-900 
41528 
4166 
4171 to 5 losses 
418400-800 
41929 
4204 
4211 to 8 losses 
422200-400 
42330 
4242 
4251 to 15 losses 
4260-200 
42732 
4281 
4291 to 32 losses 
430Table 2 - Points per win/loss 
431Understanding the points won and loss per mission will enable a successful team leader 
432to manage the squadron’s overall score better. 
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4384.3 Personnel Management 
439One primary responsibility of the team leader is to manage personnel in the squad. 
440This third pillar to the team leader role is critical to the tranquility in the squadron as a 
441whole as well as the effectiveness of the team on the battlefield. 
442The goal of personnel management is to keep as many people as content as possible. 
443When the team leader can keep the peace among the team and encourage trust and 
444teamwork, the effectiveness of the team on the  field will be increased. 
4454.3.1 Personalities 
446There are many different strong personality types in ELIT3, and it is the responsibility of 
447team leaders during squadron battles to keep the peace among them. There are many 
448ways of dealing with various personalities only a handful of which this guide will cover. 
449The most common type of personality is some variation on the hot-head combatant. 
450These people are handled best by typically trying to stifle their impulsive natures, while 
451stoking them occasionally. These rare occasions of approval and even encouragement 
452of their impulsive and hot-headed natures help to build trust of these people in the team 
453leader and create a streak of strong ​entropy generation in the strategies that the team 
454leader employs. 
455The second most common type of personality is some variation on the self-loathing 
456personality. These people are usually not self-confident in their abilities and need 
457frequent hand-holding and encouragement to reach their full potential. When they 
458accomplish something positive in the battle a quick congratulations will encourage them 
459to further positive acts toward bringing a team to victory. 
460When in doubt, ‘no’ is likely the correct answer. 
461The third most common type of personality is some variation on the contrarian who 
462opposes anything the team leader or others say simply to be rebellious. The best way 
463to deal with these people is similar to the hot-head personality. Telling them ‘no’ 
464frequently is necessary, but every once in awhile relenting and allowing something crazy 
465to happen will help to earn their trust. Another common strategy is to require them to 
466get a certain number of kills in whatever vehicle they are harping about. Require 
467performance and make approval contingent on their performance. 
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4724.3.2 Equipment 
473Equipment is a necessary consideration with substituting people in and out of squadron 
474battles. Given equal skill, awareness, teamwork, and communications, the player with 
475the superior equipment will win an engagement. The team leader should do everything 
476in their power to maximize their equipment advantages while not ostracizing people. 
477Equipment only matters when both sides are equal in 
478discipline, communications, teamwork, and skill. 
479Another consideration in selecting equipment is the posture of the strategies that are 
480available. Certain team compositions prohibit certain strategies, such as hard flanks 
481with a heavy team or capture point rushes with light tanks. Strategy selection must flow 
482with the composition of equipment otherwise losses will result. 
483There are certain people who want to bring in absurd equipment, such as M22 or 
4844M-Gaz. These people typically fall into the contrarian type of personalities and need to 
485be told no frequently, except when the a loss can be acceptable and a bit of entropy and 
486fun can be channelled to increase morale and teamwork. 
4874.3.3 Morale and Momentum 
488Morale and momentum are intertwined topics that counterbalance and reinforce each 
489other. 
490Morale is the general confidence level of the team and the group’s expectation of both 
491their own and the team’s overall performance. Morale can be bolstered some by 
492positive thinking and speaking; but ultimately, the primary way to boost morale is to win. 
493The best way to raise morale is to win. When this is not 
494possible, bullshit and guided chaos are a close second. 
495The chief thing that team leaders must track morale during squadron battles is to 
496monitor when to stop. Below a certain level of morale, the team will not perform and the 
497best thing is to stop and let the team cool-off and prepare for the next day. 
498Mistakes will be made. Mistakes should be scolded playfully but seriously, then brushed 
499aside in order to prevent focus settling on the mistakes. It is the job of the team leader 
500to make note of players who make frequent mistakes and help them improve later. 
501Momentum stems from morale. Positive morale begats positive momentum. Always be 
502aware of the trajectory of morale and substitute key players tactfully as needed to 
503increase overall team morale. 
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5074.3.4 Disorder and Chaos 
508Disorder and chaos are elements that must be present in any team, but must be 
509managed in order to win. The ideal situation that a team leader wants to encourage is 
510orderly chaos. 
511Disorder takes many forms, the chiefest of which is disrespectfulness to the team. 
512When people refuse to follow specific orders, refuse to communicate effectively, 
513communicate unessential information excessively, or refuse to play as a team member, 
514substitution of the player must occur to restore order in the team. When asked, be 
515direct about why substitution occurred. Establishing control of your squad is critical to 
516any success.  Disorder needs to be controlled. 
517Chaos also takes many forms, some of which are negative and some of which are 
518positive. The team leader should allow a small amount of chaos in the team, in order to 
519allow for flexibility in the strategy, while still maintain soft power control of the overall 
520direction of the team. 
521Chaos must be cultivated and pruned in the strategies selected in order to keep an 
522enemy on their toes and to prevent them from running effective counter-strategies. 
523The team leader must vary the strategies over time or risk 
524losing to counter-strategies.  Unpredictability is key! 
525As was stated above in the information section, being able to predict enemy movements 
526is key to securing easy kills for your team. The answer to this corollary is to keep 
527varying your strategies or equipment compositions, or both to maintain the entropic 
528edge over your opponents. Constantly forcing the enemy to wonder what you are ‘up 
529to,’ will reduce their effectiveness and increase the chances for your success on the 
530battlefield. 
531An effective way to increase entropy or chaos in a strategy is to loosen control of 
532individual members with good battlefield judgment allowing them to shape the battle 
533outside of the team leader’s control. During this, the team leader should always be 
534looking at the map and maintaining position and status data for all combatants. 
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5405 Spheres of Authority 
541The team leader is granted three primary sphere of authority by ELIT3 leadership. The 
542first is substitution authority or the ability to select team members to play in squadron 
543battles, battlefield authority or the ability to make calls during squadron battle matches, 
544and the endpoint authority or the authority to start and stop squadron battles. It is key 
545that team leaders understand the extent and limits of their authority such that abuse of 
546authority is limited. 
5475.1 Substitution Authority 
548The team leader is the sole authority of selecting and managing substitutions in 
549squadron battles. Substitutions should be made with respect to all of the responsibilities 
550of the team leader in mind as well as some general guidelines below. 
5515.1.1 Substitution on Points 
552Since the one of the primary responsibilities of the team leader is to maximize squadron 
553points, substituting in players with lower scores will build up their score and help them to 
554increase their overall contribution to the squadron score. 
555Be aware when substituting in lower point players, that some of them will not possess 
556the extensive squadron battle experience of some veteran members and thus will 
557require some hand-holding and very specific orders to help hone their judgment on the 
558battlefield. 
5595.1.2 Substitution on Teamwork or Order 
560In the event that certain players are disrupting the order, teamwork, or momentum of the 
561team, they must be substituted as soon as possible to restore positive momentum to the 
562team. A direct and non-derogatory explanation should be given to them as to why they 
563were substituted, upon which communication should end. 
564The team leader should never substitute based on personal 
565feelings.  Always be as neutral as possible when substituting. 
566The team leader should never substitute people based on personal feelings about the 
567individual, decisions to substitute people should be made on an assessment of the 
568individual’s impact on the team with respect to all of the team leader’s responsibilities. 
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5725.1.3 Substitution Cycling 
573Substitution cycling is a necessary part of the substitution authority. It is important that 
574the team leader try to spread squadron battle time across as many available players as 
575possible. 
576Substitution cycling is important to maintain peace and contentedness in the squadron. 
577Excluding players from substitution cycling is unacceptable. All players in the waiting 
578rooms should be cycled in, or given an explanation why they are not. 
579When both air and ground teams are running, the air team leader selects substitutions 
580for the air team, while the ground team leader selects substitutions for the ground tea. 
581A good rule of thumb is to sub more frequently for more people sitting in the waiting 
582room. For 1-4 people, substitutions can happen every 4 games. For 5-7 people, 
583substitutions should happen every 2 games. Above 7 people, there will be enough 
584people for a second team to begin, although team leaders will need to be distributed 
585among both teams. 
5865.2 Battlefield Authority 
587Battlefield authority is the second authority granted to the team leader while leading 
588squadron battles. During squadron battles, the team leader has more authority that 
589officers regarding the state and posture of the team. 
590If an officer is disrupting the responsibilities of the team 
591leader, the team leader has full authority to remove them. 
592Battlefield authority of the team leader is an essential part of enabling the team leader to 
593successfully execute battles on behalf of the squadron. 
5945.2.1 Strategy Call 
595The most important aspect of battlefield authority is the strategy call. Selecting a 
596strategy for the map is the single most important determiner -- after equipment 
597composition -- in determining the success of a given mission. 
598When giving orders, state the player’s name and their direction as concisely and clearly 
599and quickly as possible. Grouping of players is a viable options as well. Groups can be 
600assigned ahead of time with group leads assigned for reference. Another useful group 
601dividing mechanism is to divide by tank type or weight, e.g. Tigers, IS, light, medium, or 
602heavy. 
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606It is a good idea for the team leader to take suggestions for strategy before or after the 
607battle, but not during lest disorder erupt. 
608Assignments are critical to confidence in your leadership. Players with less experience 
609and poor judgment will require specific instructions. When giving instructions, name the 
610player and state their direction. Repeat as necessary. As is said, “The only bad 
611command is, the one not given…” 
612Sometimes very complex strategies require specific instructions to veteran players. Use 
613caution when executing complex strategies, as these can often go sideways and result 
614in chaos and disorder. 
6155.2.2 Battle Management  
616As the battle unfolds, it may become necessary to alter the strategy. Recognizing when 
617the change a strategy mid-battle is an important skill to develop. Strategies typically 
618only need to be changed when status and location of enemy players presents an 
619opportunity for ambush or easy point capture. Ensure that specific groups or player’s 
620are called out when giving direction. Enunciate all changes clearly, concisely and 
621quickly. 
6225.3 Endpoint Authority 
623The final authority that the team leader has is the ability to start and stop squadron 
624battles. This authority stems from the responsibility of the team leader to maximize the 
625squadron’s overall score. 
6265.3.1 Starting Squadron Battles 
627Team leaders start squadron battles when players want to participate. For battles that 
628require aircraft, one of each team leader will be required. Sometimes the team leader 
629must rally people to join. 
630When starting squadron battles, aggregate player skill should be considered with 
631respect to ​morale and momentum and the ability of the team to win. A good rule of 
632thumb is to start with 6 to 7 strong players and secure a few wins to establish positive 
633momentum before subbing in weaker players. 
634It is also a good idea to have at least one of two substitutable players available to allow 
635for substitutions to occur for the reasons listed in the ​substitution section​. 
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6395.3.2 Stopping Squadron Battles 
640There are three primary reasons to squadron battles. First, is uncontrollable disorder in 
641the team.  Second is negative and declining momentum.  The last is exhaustion.  
642Uncontrollable disorder occurs when the team leader is too tired to exert the necessary 
643influence to maintain order in the team. Team leaders should monitor their exhaustion 
644level at all times and self-substitute or call squadron battles when their exhaustion 
645reaches a high enough level. 
646Declining morale and momentum occurs when sequential losses are suffered. This is 
647chiefly due to substituting in too many low skill or inexperienced players or due to 
648exhaustion of veteran players. 
649With regard to exhaustion, some players have more stamina than others, and the team 
650leader will become familiar with each player as they lead. Exhaustion manifests itself in 
651mistakes and poor judgment calls, often leading to failures of the team as a whole. 
652A good rule of thumb is to stop or self-substitute at three losses. 
6536 Conclusion 
654The team leader is a fusion of politician, drill sergeant, and tactician. The successful 
655team leader will be able to fuse all of these realms together as flawlessly as possible.  
656Every team leader will fail. The key is to learn from the failures and use this guide to 
657help develop and improve each team leader’s skills and abilities. 
658 
659  
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6637 Tips & Tricks 
664Fun is an important mechanic. When your team is having fun, you will win more often 
665than not. 
666Fun cannot be controlled. 
667 
668  
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6728 Examples and Analysis 
673https://warthunder.com/en/tournament/replay/type/267122759379436908 
67438th Parallel - BRK vs ELIT3 - 9 December 2017 - 18:21 UTC 
675 
676 
677 
678 
679Relevant Time: 
68000:00 - 03:50​1 
68103:50 - 05:20​2 
68205:20 - 07:30​3 
68307:30 - end​4 
684
685
686
687
688
689
690
691
692pvtmcnab 
693good 
694dead 
695dead 
696dead 
697
698
699
700
701
702
703
704
705CRETICUS 
706good 
707good 
708advancing 
709dead 
710
711
712
713
714
715
716
717
718imHonkey(e) 
719good 
720dead 
721dead 
722dead 
723
724
725
726
727
728
729
730
731*deathshotde 
732good 
733good 
734dead 
735dead 
736
737
738
739
740
741
742
743
744_SN1P3R_ 
745good 
746good 
747dead 
748dead 
749
750
751
752
753
754
755
756
757MortBA 
758good 
759advancing 
760dead 
761dead 
762
763
764
765
766
767
768
769
770Hyj4ck​TL 
771good 
772good 
773good 
774dead 
775
776
777
778
779
780
781
782
783Zuikek 
784good 
785good 
786good 
787dead 
788
789
790
791
792
793
794
795
796Relevant time comments: 
7971.+2 enemy tanks destroyed - ​ELIT3 is winning 
798a.At this point, Hyj4ck should have called for all players to ​bunk down and 
799hold position​.  Let the enemy advance from their covered positions. 
800b.pvtmcnab pushes up on some information call (​location​ or ​status​ change) 
801c.This is the beginning of trouble 
8022.+1 enemy tank destroyed; +2 allied tanks destroyed - ​ELIT3 is winning 
803a.ELIT3 still has the advantage; despite losses 
804b.The call at this point is to bunk down and hold position & have 
805deathshotde cap the point and start the point bleed 
806c.Chief objective is to win by points 
8073.+1 enemy tank destroyed; +3 allied losses - ​BRK is winning 
808a.This is the turning point in the battle. deathshotde & CRETICUS push up 
809and die; mortBA gets killed in a ridiculous shot; and SN1P3R crashes. 
810b.ELIT3 is now outnumbered and does not have control of the cap area 
8114.BRK pushes aggressively and ends the match quickly - ​BRK wins 
812a.Remaining ELIT3 members are overrun 
813Slower advance speeds and defensive play would have won this match. 
814Miscommunications caused unnecessary aggression and death. 
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