_______________________________________________________________
_______________________________________________________________
Report Information from ProQuest
August 08 2015 03:33
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08 August 2015 ProQuest
Table of contents
1. Characteristics of success……………………………………………………………………………………………………………. 1
Bibliography…………………………………………………………………………………………………………………………………… 4
08 August 2015 ii ProQuest
Document 1 of 1
Characteristics of success
Author: Weiner, Harvey
ProQuest document link
Links: Linking Service
Full text: Q How does my approach to a job search effect a recruiter or a prospective employer’s impression of
me as a candidate?
A An astute recruiter/interviewer visualizes an applicant first as a candidate, then as an employee. By observing
your behavior and comparing it to that which we know to be successful characteristics in others, we may be
able to predict your on-the-job performance. Here are several traits you must demonstrate throughout the
interviewing process:
Tenacity – You get people to speak with and meet with you. Nobody wants to employ an executive who gives up
after just one try.
Realistic – You do your homework, know when to charge and when to back off. Nobody wants to employ
someone who perpetually runs at full tilt over cliffs.
Focused — concentrate on specific targeted opportunities. Use a rifle rather than a buckshot approach. Focus
tells a prospective employer you will not waste his or your time on insignificant busy work.
Self-reliant – Eager to take on new challenges, you wake early, get the jump on others, seek opportunities for
growth and don’t wait for someone to tell you what to do next.
Resilient — Mistakes are inevitable and educational. If turned down do you find out why and learn from the
experience? Winners demonstrate the ability to grow from adversity. They strive not for perfection but for
excellence.
Selective — You’re not content to simply accept the first job you hear about. You energetically work at pursuing
and getting the right job. This tells us you won’t jump at just any opportunity that comes your way later or make
gut-feel decisions which may prove costly to your employer.
Persuasive – You know your strengths and have the ability to sell yourself. By relating anecdotes which provide
evidence of experience you convince others of your ability to apply skill and knowledge to addressing their
needs.
Ethical – You won’t accept an offer, then leverage a better deal elsewhere.
A good recruiter is always on the lookout for candidates who have responsibly thought through the job-change
process and can articulate why they are the best qualified to fill a particular search. In fact, the process itself can
provide opportunities for a candidate to demonstrate competencies.
Q As search chairman for our club, I was astounded at some of the things applicants say. Please share some
tips in your column that might help management candidates maximize their performance and minimize
mistakes.
A Smart job seekers are informed job seekers. Before interviewing, at the minimum, you must learn something
about the employer, their expectations and the job. When asked “Why are you interested in working here,”
you’d better be ready with a good answer.
Some hiring authorities define their role as “screening out” applicants. Sure, it’s a negative approach but it does
save lots of time. So if you’re less prepared than others you won’t stand a chance. Talk to colleagues, past
employees, and current department heads.
Find out why the job is available. Ask to see the last two fiscal year’s financial statements, secure Chamber of
Commerce materials. Tour the area and the club before the interview so you can make some informed
observations.
08 August 2015 Page 1 of 4 ProQuest
Here are some of the most outrageous questions I’ve actually heard. This is, unfortunately, far from a
comprehensive list. They just keep coming:
What psychiatric care benefits do you have available?
What is the president’s zodiac sign?
How do you feel about the manager putting together his own Saturday morning foursome?
What is your policy regarding the manager drinking on the property?
What hours do you expect me to work?
Can my children enter club tournaments?
When will I be eligible for my first vacation?
Do you mind if I wear slippers in the office?
How do you feel about a manager getting divorced after he’s been here a year or two?
What is the club’s policy regarding the manager being away frequently to attend to trade association business?
Just how many committee meetings do you expect the manager to attend?
How high could the food cost go before you worry?
How many warnings would I get before being fired?
What color is the manager’s car?
Q I seem to keep making the same mistakes over and over again. What can I do to break this cycle?
A Mental health professionals say a sure sign of illness is when a person does exactly the same thing over and
over again and expects different results each time. A lesson tends to be repeated until learned. It may be
presented to you in various forms until you have learned it. But, once learned, you move on to the next lesson.
Learning does not end. Everything we do in life contains lessons. If you are alive, there will always be more
lessons to learn. Doesn’t that beat the alternative?
AuthorAffiliation
The Career Doctor is recruiter Harvey Weiner, president of Dallas-based Search America, specialists in private
club management selection and recruitment. Send your confidential questions in writing to: Harvey Weiner, The
Career Doctor in care of Club Management Magazine, or Search America, 5908 Meadowcreek Drive, Dallas,
TX 75248, (972)2333302. Fax (972)233-1518. E-Mail: searchamerica@sprynet.com.
Publication title: Club Management
Volume: 76
Issue: 1
Pages: 22
Number of pages: 1
Publication year: 1997
Publication date: Jan/Feb 1997
Publisher: Club Managers Association of America
Place of publication: St. Louis
Country of publication: United States
Publication subject: Clubs, Food And Food Industries
ISSN: 00099589
Source type: Trade Journals
08 August 2015 Page 2 of 4 ProQuest
Language of publication: English
Document type: PERIODICAL
ProQuest document ID: 197831757
Document URL: http://search.proquest.com/docview/197831757?accountid=28844
Copyright: Copyright Finan Publishing Company, Inc. Jan/Feb 1997
Last updated: 2012-04-27
Database: ProQuest Central
08 August 2015 Page 3 of 4 ProQuest
Bibliography
Citation style: APA 6th – American P sychological Association, 6th Edition
Weiner, H. (1997). Characteristics of success. Club Management, 76(1), 22. Retrieved from
http://search.proquest.com/docview/197831757?accountid=28844
_______________________________________________________________
Contact ProQuest
Copyright Ó 2015 ProQuest LLC. All rights reserved. – Terms and Conditions
08 August 2015 Page 4 of 4 ProQuest

_______________________________________________________________
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Report Information from ProQuest
August 08 2015 03:34
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08 August 2015 ProQuest
Table of contents
1. Romanian Tactical HUMINT Operations: Characteristics of Success…………………………………………………. 1
Bibliography…………………………………………………………………………………………………………………………………… 6
08 August 2015 ii ProQuest
Document 1 of 1
Romanian Tactical HUMINT Operations: Characteristics of Success
Author: Liebl, Richard B
ProQuest document link
Abstract: The ability to build rapport and establish close personal relationships as well as operate with little
direct supervision often depends on the maturity of the individual. […]selection and training gives Romanian
HCT operators an advantage that makes them successful, but these alone are not the sole factor contributing to
their success. […]the combination of a hospitable social culture and adaptability rounds out the characteristics of
Romanian HCTs, making them true experts in the field.
Links: Linking Service
Full text: Headnote
The views expressed in this article are those of the author and do not reflect the official policy or position of the
Departments of the Army and Defense, or the U.S. Government.
Introduction
Since September 11, 2001, Romania has emerged as a steadfast ally of the U.S. in the fight against terrorism.
Romanian forces deployed as early as 2002 and have distinguished themselves as being professional, tactically
proficient and have provided a myriad of support to the coalition. One area where Romania has particularly
excelled is in the field of tactical human intelligence (HUMINT) collection.
Intelligence has been described as the “life blood” in the fight against terrorism and Romania is helping to
provide that “life blood’ in the form of tactical HUMINT to commanders in the field. In Afghanistan, Iraq, and the
Balkans, Romanian Military Intelligence (MI) HUMINT Collection Teams (HCTs), have helped fill critical
shortages in tactical HUMINT and have distinguished themselves as being outstanding in the field. Both U.S.
and Coalition partners have requested the support of Romanian HCTs to support their operations and they have
proven to be so capable that Romanian teams in Kosovo work directly in support of the U. S. -led task force.
Today, the Romanian Armed Forces continues to invest in the development and expansion of this niche
capability.
Why are the Romanians so successful at tactical HUMINT collection? What characteristics make them
successful? These are intriguing questions that are not readily identifiable and quantifiable. That said, there are
some general characteristics that do contribute to the success of Romanian HCTs. This article is an attempt to
highlight some of those key characteristics.
Training – The Basis for Success
Intelligence training, by its very nature, is a sensitive subject and this is not an attempt to provide detailed
information on the training developed and employed by Romanian HCTs. In general terms however, Romanian
MI views tactical HUMINT as a “highly qualified intelligence operation” and requires “highly trained operators” to
perform the mission. These HCTs are viewed as an elite formation within the Romanian Armed Forces and
draw many of its operators from the reconnaissance and airborne ranks.
In a somewhat novel approach, training for the HCTs begins with the premise that each HUMINT operator is a
“unique, highly skilled asset.” Operators receive entry-level training in the same skills required of other elite
Soldiers within the Romanian Armed Forces. After this common training, Soldiers destined for other elite units
attend advanced training in Special Forces, airborne, or reconnaissance, while HUMINT operators attend basic
and advanced level training in HUMINT operations. HCT personnel then attend specialized training focusing on
language skills; cross cultural communications; detailed area studies, and advanced skills training. Having a
solid background in airborne, reconnaissance, and small unit tactics and techniques makes the Romanian
08 August 2015 Page 1 of 6 ProQuest
HUMINT operator more self-confident and self-reliant and enhances the operator’s confidence in his or her
abilities to perform the mission.
Maturity and life experience
Individual maturity of the Romanian HUMINT operator also factors into their success. The average operator is in
his late 20s or 30s and has generally been recruited from the ranks as an noncommissioned officer or junior
officer. Most come from operational units; many have already experienced operational tours in theater. Only
after a rigorous pre-screening and selection program do candidates attend the Romanian Intelligence Training
Center. The Romanian MI Directorate looks for maturity and “life experience” when selecting their operators.
The ability to build rapport and establish close personal relationships as well as operate with little direct
supervision often depends on the maturity of the individual.
Thus, selection and training gives Romanian HCT operators an advantage that makes them successful, but
these alone are not the sole factor contributing to their success. Much of the success enjoyed by the HCTs can
loosely be attributed to factors that make up the “national character” of the people themselves.
Hospitable Social Culture
Social characteristics of a culture are a complex subject. In general, those characteristics are often developed
as a consequence of larger environmental demands; the nation’s evolution determined by both internal as well
as external factors. These factors shape the national character of a people and in Romania’s case, some of
these factors have indirectly contributed to their success in their ability to perform HUMINT missions. Although
these characteristics are generalizations and do not apply to each and every individual, they do factor into the
personalities of the Romanian HCT operators.
The HCTs are adept at building camaraderie in professional and inter-personal relationships. Romanian
HUMINT teams in the field are able to quickly establish rapport with the local populace, a critical skill for
HUMINT operators. When queried as to why this is so, many operators attribute it to their being “a Latin
people.” To better understand this statement, it is necessary to understand a bit of the history of Romania.
Dacia, as the ancient territory of Romania was called, flourished from the first century B.C. to the first century
A.D., under the leadership of a series of successful rulers. Dacia entered into conflict with the expanding Roman
Empire, engaging it in two fierce wars (101-102 A.D. and 105-106 A.D.), before being conquered by the Roman
armies led by Emperor Trajan. Dacia was integrated into the Roman Empire between 106 and 271 A.D. and the
Dacian population adopted the vulgate Latin language of the Romans. A Daco-Roman population formed which
simultaneously received the Christian religion and formed the basis of the present day Romanian people.
Emperor Aurelian, facing the onslaught of the barbarian invasions, withdrew the Roman military garrisons and
civil administration south of the Danube in 271 A.D. The Daco-Roman population remained in villages and
territorial communities. These communities survived successive invasions and continued organized life during
eight centuries of barbarian migrations across their lands. The assimilation of the Dacians into Roman culture
and the subsequent “Romanization” of the Dacians set Romania apart from its neighbors in Eastern Europe.
Often described as a “Latin island surrounded by a sea of Slavs”, throughout its history Romania has
maintained its Latin-based culture.
It is this “Latin” influence that makes the Romanians generally a warm and personable people, a trait that has
served the Romanian HUMINT teams well. The ability to establish and foster inter-personal relationships with
their contacts in the field can, of course, be attributed to their training, but the persuasive influence of Romania’s
“Latin” heritage cannot be discounted. Romanian HCTs are successful in establishing themselves with the local
population. They quickly adapt to the local style of dress, improve upon their fledgling language capabilities,
mingling with the locals as much as possible given force protection considerations, and take every opportunity
to establish contact.
Many HCT operators easily blend into the areas where they are currently operating, having physical
characteristics that allow them to look similar to persons from the area, no small factor when working to
08 August 2015 Page 2 of 6 ProQuest
establish rapport. In one instance, a Romanian HCT operator in Afghanistan looked so much like the locals that
he was mistaken for one of the local cleaning personnel assigned to the base.
The “Latin” influence in the Romanians also makes them less averse to cultural norms such as physical contact
between men. The willingness to engage in close physical proximity to their male contacts, in a maledominated
society, helps them to communicate on a social level that many Americans would find
uncomfortable. Romanian HUMINT operators will often embrace their contacts, reflecting the cultural norms of
the region. Thus, the ability of Romanian HCT teams to build rapport, win the confidence of their contacts, and
convince them to provide information is largely a result of their cultural affinity to build close personal
relationships.
Adaptability- “Learn or Perish” Mentality
As mentioned, throughout history Romanians have learned to adapt to the changing forces surrounding them,
adopting at times both passive acquiescence and active resistance in order to preserve themselves. This
characteristic has become, over time, an integral part of the national psyche. Mental agility, adaptability, and
improvisation prevail in the Romanian mindset. In the Romanians, their instincts for adaptability and flexibility
were honed by life under the brutal police state of Nicolae Ceausescu. It developed in the people a natural
tendency to be observant, to be adaptable in order to survive under a harsh totalitarian regime.
One observation made is that Romanian HCTs are able to quickly ascertain and exploit the local operational
environment to their success. The Romanian HCTs appear to be able to quickly comprehend the “informal”
networks that exist, who the key individuals and leaders are, both formal and informal within a community, and
then work to exploit this understanding. This innate ability to understand complex webs of family, tribal,
business and criminal networks, alliances and associations can be indirectly attributed to their own “national
experiences” under the harsh conditions of Ceausescu’s regime. In a totalitarian regime, the ability to
understand who has control and influence can mean the difference between life and death. Having historical
insights and experiences of living in such an environment has clearly benefited the Romanian HCTs.
Romanian HCT personnel also always appear eager for new missions, especially when working alongside
Americans. They readily accept additional missions, adjust to the requirements of new assignments, and accept
uncertainty as an inherent part of their work. New training opportunities are welcomed and even informal
exchanges of information and experiences are frequently sought by them from their American colleagues.
Romanian HCT personnel are quick studies when it comes to assimilating new materials. They rapidly adapt to
new guidance, incorporating U.S. best practices and lessons learned quickly into their own protocols and
procedures. They also take responsibility for disseminating the knowledge gained from U.S. training to others
within their own units, thereby providing a multiplier effect for U.S. training programs within the Romanian
military. Mission-oriented lessons learned are also quickly absorbed. After action reports are scrutinized,
adjustments to procedures are made and resultant information made available to other Romanian units, not only
within their own command structure, but to other Romanian units.
Conclusion
A Romanian general once described the HCTs by saying “We have a National Treasure – our HUMINT teams.”
They have certainly proven themselves to be an invaluable asset to Romanian defense capabilities and an
important contributor to the global war on terrorism. Romanian HUMINT expertise has proven so pervasive that
Romania has become the internationally recognized leader for the North Atlantic Treaty Organization (NATO).
Allied Command Transformation Headquarters has approved the establishment in Romania of a NATO
HUMINT Center of Excellence.
The success of the HCTs can be attributed to both tangible factors such as training, but also to certain cultural
and social characteristics that lend themselves to HUMINT collection. Training Romanian personnel with the
basic combat skills provides them with a strong tactical background and makes them capable, confident
Soldiers first. It also instills in the individual the confidence that they are highly trained Soldiers and that self-
08 August 2015 Page 3 of 6 ProQuest
confidence reflects in the conduct of their HUMINT collection mission. Maturity and “life experience” also
facilitate the establishment of rapport and confidence building required to establish positive relations with
contacts and sources.
Finally, the combination of a hospitable social culture and adaptability rounds out the characteristics of
Romanian HCTs, making them true experts in the field. The opportunity will now exist, through the NATO
Center of Excellence for HUMINT, for Romania to share its wealth of experience in the training of other NATO
and coalition partners.
AuthorAffiliation
by Lieutenant Colonel Richard B. Liebl
AuthorAffiliation
Lieutenant Colonel Richard B. Liebl is the Army Attaché to Romania. He has held a variety of leadership
positions throughout his Army career ranging from Infantry Platoon Leader to Special Forces Company
Commander. His last assignment prior to serving as the Army Attaché was as the Chief of the Office of Defense
Cooperation, U.S. Embassy, Zagreb, Croatia. His military education includes the Infantry Officer Basic and
Advance Courses, Ranger School, Pathfinder School, Air Assault School, Special Forces Detachment Officer
Qualification and the Jumpmaster course. LTC Liebl conducted Foreign Area Officer training in the Netherlands
and attended advanced civil schooling at Indiana University where he earned an MA in West European Studies.
LTC Liebl is a graduate of the Belgian Command and Staff College.
Subject: Armed forces; Military personnel; Skills; Training; Roman civilization; Personal relationships; Latin
language;
Location: United States–US, Romania
Publication title: Military Intelligence Professional Bulletin
Volume: 33
Issue: 2
Pages: 33-36
Number of pages: 4
Publication year: 2007
Publication date: Apr-Jun 2007
Year: 2007
Publisher: Superintendent of Documents
Place of publication: Ft. Huachuca
Country of publication: United States
Publication subject: Military
Source type: Trade Journals
Language of publication: English
Document type: Feature
Document feature: Photographs
ProQuest document ID: 1016232639
Document URL: http://search.proquest.com/docview/1016232639?accountid=28844
08 August 2015 Page 4 of 6 ProQuest
Copyright: Copyright Superintendent of Documents Apr-Jun 2007
Last updated: 2012-06-29
Database: ProQuest Central
08 August 2015 Page 5 of 6 ProQuest
Bibliography
Citation style: APA 6th – American P sychological Association, 6th Edition
Richard, B. L. (2007). Romanian tactical HUMINT operations: Characteristics of success. Military Intelligence
Professional Bulletin, 33(2), 33-36. Retrieved from
http://search.proquest.com/docview/1016232639?accountid=28844
_______________________________________________________________
Contact ProQuest
Copyright Ó 2015 ProQuest LLC. All rights reserved. – Terms and Conditions
08 August 2015 Page 6 of 6 ProQuest

_______________________________________________________________
_______________________________________________________________
Report Information from ProQuest
August 08 2015 03:33
_______________________________________________________________
08 August 2015 ProQuest
Table of contents
1. Characteristics of success……………………………………………………………………………………………………………. 1
Bibliography…………………………………………………………………………………………………………………………………… 4
08 August 2015 ii ProQuest
Document 1 of 1
Characteristics of success
Author: Weiner, Harvey
ProQuest document link
Links: Linking Service
Full text: Q How does my approach to a job search effect a recruiter or a prospective employer’s impression of
me as a candidate?
A An astute recruiter/interviewer visualizes an applicant first as a candidate, then as an employee. By observing
your behavior and comparing it to that which we know to be successful characteristics in others, we may be
able to predict your on-the-job performance. Here are several traits you must demonstrate throughout the
interviewing process:
Tenacity – You get people to speak with and meet with you. Nobody wants to employ an executive who gives up
after just one try.
Realistic – You do your homework, know when to charge and when to back off. Nobody wants to employ
someone who perpetually runs at full tilt over cliffs.
Focused — concentrate on specific targeted opportunities. Use a rifle rather than a buckshot approach. Focus
tells a prospective employer you will not waste his or your time on insignificant busy work.
Self-reliant – Eager to take on new challenges, you wake early, get the jump on others, seek opportunities for
growth and don’t wait for someone to tell you what to do next.
Resilient — Mistakes are inevitable and educational. If turned down do you find out why and learn from the
experience? Winners demonstrate the ability to grow from adversity. They strive not for perfection but for
excellence.
Selective — You’re not content to simply accept the first job you hear about. You energetically work at pursuing
and getting the right job. This tells us you won’t jump at just any opportunity that comes your way later or make
gut-feel decisions which may prove costly to your employer.
Persuasive – You know your strengths and have the ability to sell yourself. By relating anecdotes which provide
evidence of experience you convince others of your ability to apply skill and knowledge to addressing their
needs.
Ethical – You won’t accept an offer, then leverage a better deal elsewhere.
A good recruiter is always on the lookout for candidates who have responsibly thought through the job-change
process and can articulate why they are the best qualified to fill a particular search. In fact, the process itself can
provide opportunities for a candidate to demonstrate competencies.
Q As search chairman for our club, I was astounded at some of the things applicants say. Please share some
tips in your column that might help management candidates maximize their performance and minimize
mistakes.
A Smart job seekers are informed job seekers. Before interviewing, at the minimum, you must learn something
about the employer, their expectations and the job. When asked “Why are you interested in working here,”
you’d better be ready with a good answer.
Some hiring authorities define their role as “screening out” applicants. Sure, it’s a negative approach but it does
save lots of time. So if you’re less prepared than others you won’t stand a chance. Talk to colleagues, past
employees, and current department heads.
Find out why the job is available. Ask to see the last two fiscal year’s financial statements, secure Chamber of
Commerce materials. Tour the area and the club before the interview so you can make some informed
observations.
08 August 2015 Page 1 of 4 ProQuest
Here are some of the most outrageous questions I’ve actually heard. This is, unfortunately, far from a
comprehensive list. They just keep coming:
What psychiatric care benefits do you have available?
What is the president’s zodiac sign?
How do you feel about the manager putting together his own Saturday morning foursome?
What is your policy regarding the manager drinking on the property?
What hours do you expect me to work?
Can my children enter club tournaments?
When will I be eligible for my first vacation?
Do you mind if I wear slippers in the office?
How do you feel about a manager getting divorced after he’s been here a year or two?
What is the club’s policy regarding the manager being away frequently to attend to trade association business?
Just how many committee meetings do you expect the manager to attend?
How high could the food cost go before you worry?
How many warnings would I get before being fired?
What color is the manager’s car?
Q I seem to keep making the same mistakes over and over again. What can I do to break this cycle?
A Mental health professionals say a sure sign of illness is when a person does exactly the same thing over and
over again and expects different results each time. A lesson tends to be repeated until learned. It may be
presented to you in various forms until you have learned it. But, once learned, you move on to the next lesson.
Learning does not end. Everything we do in life contains lessons. If you are alive, there will always be more
lessons to learn. Doesn’t that beat the alternative?
AuthorAffiliation
The Career Doctor is recruiter Harvey Weiner, president of Dallas-based Search America, specialists in private
club management selection and recruitment. Send your confidential questions in writing to: Harvey Weiner, The
Career Doctor in care of Club Management Magazine, or Search America, 5908 Meadowcreek Drive, Dallas,
TX 75248, (972)2333302. Fax (972)233-1518. E-Mail: searchamerica@sprynet.com.
Publication title: Club Management
Volume: 76
Issue: 1
Pages: 22
Number of pages: 1
Publication year: 1997
Publication date: Jan/Feb 1997
Publisher: Club Managers Association of America
Place of publication: St. Louis
Country of publication: United States
Publication subject: Clubs, Food And Food Industries
ISSN: 00099589
Source type: Trade Journals
08 August 2015 Page 2 of 4 ProQuest
Language of publication: English
Document type: PERIODICAL
ProQuest document ID: 197831757
Document URL: http://search.proquest.com/docview/197831757?accountid=28844
Copyright: Copyright Finan Publishing Company, Inc. Jan/Feb 1997
Last updated: 2012-04-27
Database: ProQuest Central
08 August 2015 Page 3 of 4 ProQuest
Bibliography
Citation style: APA 6th – American P sychological Association, 6th Edition
Weiner, H. (1997). Characteristics of success. Club Management, 76(1), 22. Retrieved from
http://search.proquest.com/docview/197831757?accountid=28844
_______________________________________________________________
Contact ProQuest
Copyright Ó 2015 ProQuest LLC. All rights reserved. – Terms and Conditions
08 August 2015 Page 4 of 4 ProQuest

_______________________________________________________________
_______________________________________________________________
Report Information from ProQuest
August 08 2015 03:34
_______________________________________________________________
08 August 2015 ProQuest
Table of contents
1. Romanian Tactical HUMINT Operations: Characteristics of Success…………………………………………………. 1
Bibliography…………………………………………………………………………………………………………………………………… 6
08 August 2015 ii ProQuest
Document 1 of 1
Romanian Tactical HUMINT Operations: Characteristics of Success
Author: Liebl, Richard B
ProQuest document link
Abstract: The ability to build rapport and establish close personal relationships as well as operate with little
direct supervision often depends on the maturity of the individual. […]selection and training gives Romanian
HCT operators an advantage that makes them successful, but these alone are not the sole factor contributing to
their success. […]the combination of a hospitable social culture and adaptability rounds out the characteristics of
Romanian HCTs, making them true experts in the field.
Links: Linking Service
Full text: Headnote
The views expressed in this article are those of the author and do not reflect the official policy or position of the
Departments of the Army and Defense, or the U.S. Government.
Introduction
Since September 11, 2001, Romania has emerged as a steadfast ally of the U.S. in the fight against terrorism.
Romanian forces deployed as early as 2002 and have distinguished themselves as being professional, tactically
proficient and have provided a myriad of support to the coalition. One area where Romania has particularly
excelled is in the field of tactical human intelligence (HUMINT) collection.
Intelligence has been described as the “life blood” in the fight against terrorism and Romania is helping to
provide that “life blood’ in the form of tactical HUMINT to commanders in the field. In Afghanistan, Iraq, and the
Balkans, Romanian Military Intelligence (MI) HUMINT Collection Teams (HCTs), have helped fill critical
shortages in tactical HUMINT and have distinguished themselves as being outstanding in the field. Both U.S.
and Coalition partners have requested the support of Romanian HCTs to support their operations and they have
proven to be so capable that Romanian teams in Kosovo work directly in support of the U. S. -led task force.
Today, the Romanian Armed Forces continues to invest in the development and expansion of this niche
capability.
Why are the Romanians so successful at tactical HUMINT collection? What characteristics make them
successful? These are intriguing questions that are not readily identifiable and quantifiable. That said, there are
some general characteristics that do contribute to the success of Romanian HCTs. This article is an attempt to
highlight some of those key characteristics.
Training – The Basis for Success
Intelligence training, by its very nature, is a sensitive subject and this is not an attempt to provide detailed
information on the training developed and employed by Romanian HCTs. In general terms however, Romanian
MI views tactical HUMINT as a “highly qualified intelligence operation” and requires “highly trained operators” to
perform the mission. These HCTs are viewed as an elite formation within the Romanian Armed Forces and
draw many of its operators from the reconnaissance and airborne ranks.
In a somewhat novel approach, training for the HCTs begins with the premise that each HUMINT operator is a
“unique, highly skilled asset.” Operators receive entry-level training in the same skills required of other elite
Soldiers within the Romanian Armed Forces. After this common training, Soldiers destined for other elite units
attend advanced training in Special Forces, airborne, or reconnaissance, while HUMINT operators attend basic
and advanced level training in HUMINT operations. HCT personnel then attend specialized training focusing on
language skills; cross cultural communications; detailed area studies, and advanced skills training. Having a
solid background in airborne, reconnaissance, and small unit tactics and techniques makes the Romanian
08 August 2015 Page 1 of 6 ProQuest
HUMINT operator more self-confident and self-reliant and enhances the operator’s confidence in his or her
abilities to perform the mission.
Maturity and life experience
Individual maturity of the Romanian HUMINT operator also factors into their success. The average operator is in
his late 20s or 30s and has generally been recruited from the ranks as an noncommissioned officer or junior
officer. Most come from operational units; many have already experienced operational tours in theater. Only
after a rigorous pre-screening and selection program do candidates attend the Romanian Intelligence Training
Center. The Romanian MI Directorate looks for maturity and “life experience” when selecting their operators.
The ability to build rapport and establish close personal relationships as well as operate with little direct
supervision often depends on the maturity of the individual.
Thus, selection and training gives Romanian HCT operators an advantage that makes them successful, but
these alone are not the sole factor contributing to their success. Much of the success enjoyed by the HCTs can
loosely be attributed to factors that make up the “national character” of the people themselves.
Hospitable Social Culture
Social characteristics of a culture are a complex subject. In general, those characteristics are often developed
as a consequence of larger environmental demands; the nation’s evolution determined by both internal as well
as external factors. These factors shape the national character of a people and in Romania’s case, some of
these factors have indirectly contributed to their success in their ability to perform HUMINT missions. Although
these characteristics are generalizations and do not apply to each and every individual, they do factor into the
personalities of the Romanian HCT operators.
The HCTs are adept at building camaraderie in professional and inter-personal relationships. Romanian
HUMINT teams in the field are able to quickly establish rapport with the local populace, a critical skill for
HUMINT operators. When queried as to why this is so, many operators attribute it to their being “a Latin
people.” To better understand this statement, it is necessary to understand a bit of the history of Romania.
Dacia, as the ancient territory of Romania was called, flourished from the first century B.C. to the first century
A.D., under the leadership of a series of successful rulers. Dacia entered into conflict with the expanding Roman
Empire, engaging it in two fierce wars (101-102 A.D. and 105-106 A.D.), before being conquered by the Roman
armies led by Emperor Trajan. Dacia was integrated into the Roman Empire between 106 and 271 A.D. and the
Dacian population adopted the vulgate Latin language of the Romans. A Daco-Roman population formed which
simultaneously received the Christian religion and formed the basis of the present day Romanian people.
Emperor Aurelian, facing the onslaught of the barbarian invasions, withdrew the Roman military garrisons and
civil administration south of the Danube in 271 A.D. The Daco-Roman population remained in villages and
territorial communities. These communities survived successive invasions and continued organized life during
eight centuries of barbarian migrations across their lands. The assimilation of the Dacians into Roman culture
and the subsequent “Romanization” of the Dacians set Romania apart from its neighbors in Eastern Europe.
Often described as a “Latin island surrounded by a sea of Slavs”, throughout its history Romania has
maintained its Latin-based culture.
It is this “Latin” influence that makes the Romanians generally a warm and personable people, a trait that has
served the Romanian HUMINT teams well. The ability to establish and foster inter-personal relationships with
their contacts in the field can, of course, be attributed to their training, but the persuasive influence of Romania’s
“Latin” heritage cannot be discounted. Romanian HCTs are successful in establishing themselves with the local
population. They quickly adapt to the local style of dress, improve upon their fledgling language capabilities,
mingling with the locals as much as possible given force protection considerations, and take every opportunity
to establish contact.
Many HCT operators easily blend into the areas where they are currently operating, having physical
characteristics that allow them to look similar to persons from the area, no small factor when working to
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establish rapport. In one instance, a Romanian HCT operator in Afghanistan looked so much like the locals that
he was mistaken for one of the local cleaning personnel assigned to the base.
The “Latin” influence in the Romanians also makes them less averse to cultural norms such as physical contact
between men. The willingness to engage in close physical proximity to their male contacts, in a maledominated
society, helps them to communicate on a social level that many Americans would find
uncomfortable. Romanian HUMINT operators will often embrace their contacts, reflecting the cultural norms of
the region. Thus, the ability of Romanian HCT teams to build rapport, win the confidence of their contacts, and
convince them to provide information is largely a result of their cultural affinity to build close personal
relationships.
Adaptability- “Learn or Perish” Mentality
As mentioned, throughout history Romanians have learned to adapt to the changing forces surrounding them,
adopting at times both passive acquiescence and active resistance in order to preserve themselves. This
characteristic has become, over time, an integral part of the national psyche. Mental agility, adaptability, and
improvisation prevail in the Romanian mindset. In the Romanians, their instincts for adaptability and flexibility
were honed by life under the brutal police state of Nicolae Ceausescu. It developed in the people a natural
tendency to be observant, to be adaptable in order to survive under a harsh totalitarian regime.
One observation made is that Romanian HCTs are able to quickly ascertain and exploit the local operational
environment to their success. The Romanian HCTs appear to be able to quickly comprehend the “informal”
networks that exist, who the key individuals and leaders are, both formal and informal within a community, and
then work to exploit this understanding. This innate ability to understand complex webs of family, tribal,
business and criminal networks, alliances and associations can be indirectly attributed to their own “national
experiences” under the harsh conditions of Ceausescu’s regime. In a totalitarian regime, the ability to
understand who has control and influence can mean the difference between life and death. Having historical
insights and experiences of living in such an environment has clearly benefited the Romanian HCTs.
Romanian HCT personnel also always appear eager for new missions, especially when working alongside
Americans. They readily accept additional missions, adjust to the requirements of new assignments, and accept
uncertainty as an inherent part of their work. New training opportunities are welcomed and even informal
exchanges of information and experiences are frequently sought by them from their American colleagues.
Romanian HCT personnel are quick studies when it comes to assimilating new materials. They rapidly adapt to
new guidance, incorporating U.S. best practices and lessons learned quickly into their own protocols and
procedures. They also take responsibility for disseminating the knowledge gained from U.S. training to others
within their own units, thereby providing a multiplier effect for U.S. training programs within the Romanian
military. Mission-oriented lessons learned are also quickly absorbed. After action reports are scrutinized,
adjustments to procedures are made and resultant information made available to other Romanian units, not only
within their own command structure, but to other Romanian units.
Conclusion
A Romanian general once described the HCTs by saying “We have a National Treasure – our HUMINT teams.”
They have certainly proven themselves to be an invaluable asset to Romanian defense capabilities and an
important contributor to the global war on terrorism. Romanian HUMINT expertise has proven so pervasive that
Romania has become the internationally recognized leader for the North Atlantic Treaty Organization (NATO).
Allied Command Transformation Headquarters has approved the establishment in Romania of a NATO
HUMINT Center of Excellence.
The success of the HCTs can be attributed to both tangible factors such as training, but also to certain cultural
and social characteristics that lend themselves to HUMINT collection. Training Romanian personnel with the
basic combat skills provides them with a strong tactical background and makes them capable, confident
Soldiers first. It also instills in the individual the confidence that they are highly trained Soldiers and that self-
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confidence reflects in the conduct of their HUMINT collection mission. Maturity and “life experience” also
facilitate the establishment of rapport and confidence building required to establish positive relations with
contacts and sources.
Finally, the combination of a hospitable social culture and adaptability rounds out the characteristics of
Romanian HCTs, making them true experts in the field. The opportunity will now exist, through the NATO
Center of Excellence for HUMINT, for Romania to share its wealth of experience in the training of other NATO
and coalition partners.
AuthorAffiliation
by Lieutenant Colonel Richard B. Liebl
AuthorAffiliation
Lieutenant Colonel Richard B. Liebl is the Army Attaché to Romania. He has held a variety of leadership
positions throughout his Army career ranging from Infantry Platoon Leader to Special Forces Company
Commander. His last assignment prior to serving as the Army Attaché was as the Chief of the Office of Defense
Cooperation, U.S. Embassy, Zagreb, Croatia. His military education includes the Infantry Officer Basic and
Advance Courses, Ranger School, Pathfinder School, Air Assault School, Special Forces Detachment Officer
Qualification and the Jumpmaster course. LTC Liebl conducted Foreign Area Officer training in the Netherlands
and attended advanced civil schooling at Indiana University where he earned an MA in West European Studies.
LTC Liebl is a graduate of the Belgian Command and Staff College.
Subject: Armed forces; Military personnel; Skills; Training; Roman civilization; Personal relationships; Latin
language;
Location: United States–US, Romania
Publication title: Military Intelligence Professional Bulletin
Volume: 33
Issue: 2
Pages: 33-36
Number of pages: 4
Publication year: 2007
Publication date: Apr-Jun 2007
Year: 2007
Publisher: Superintendent of Documents
Place of publication: Ft. Huachuca
Country of publication: United States
Publication subject: Military
Source type: Trade Journals
Language of publication: English
Document type: Feature
Document feature: Photographs
ProQuest document ID: 1016232639
Document URL: http://search.proquest.com/docview/1016232639?accountid=28844
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Copyright: Copyright Superintendent of Documents Apr-Jun 2007
Last updated: 2012-06-29
Database: ProQuest Central
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Bibliography
Citation style: APA 6th – American P sychological Association, 6th Edition
Richard, B. L. (2007). Romanian tactical HUMINT operations: Characteristics of success. Military Intelligence
Professional Bulletin, 33(2), 33-36. Retrieved from
http://search.proquest.com/docview/1016232639?accountid=28844
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