PaintballX3 Magazine Paintball X3 Magazine June 2012 Issue - Page 87

strategy does play an important role in scenario paintball, more players would be willing to em- brace strategic thinking. After all, we play sce- nario because we want more out of our paint- ball experience than simply running around in the woods hoping to shoot before being shot. So who is responsible for designing the Blue Teamís strategy? The Blue Team General, of course. In any paintball scenario, each General has a duty to his troops to deliver his best eort. Every player on the eld has spent money, con- tributed time, and built up tremendous hope and excitement in preparation for the game. They deserve a General who takes his duty seriously. A General who shows up to a game ill-prepared, unstudied, and unconcerned has failed his troops before the bird banger is red. At the same time, a General should not be a micro-manger hell-bent on dictating every task, route, and duty. A dutiful, successful General must provide the strategic machinery that em- powers his troops to obtain victory. If a General is not a micro-manager, what is he? Is he like a real military General? Not at all. A real General issues orders and they are fol-lowed. His subordinates are trained to follow orders and are aware of the acute and personal consequences if they fail. No, a scenario General is much more like a businessman. While a Gen-eral devises a plan, then issues orders, a busi-nessman develops ideas, and then sells them. The businessman must convince stakeholders, board members, and customers that his ideas are sound and benecial. In the case of the sce-nario General, he must design a strategy, then convince his team leaders and troops that it will work and that the prot will be victory. If he fails in his sales pitch, his troops will not follow him, but instead will default to running around in the woods wasting paint and dropping mis-sions, and the General has no recourse against them.If we accept that a General must have a bank-able, sellable strategy if he hopes to win the co-operation of his forces, what else can we learn from the business world that might educate the General? The General would do well to adopt the thinking of traditional business ocers: the Chief Executive Ocer (CEO), the Chief Finan-cial Ocer (CFO), and the Chief Operations Of-cer (COO).Planning Road Crossing, Quest for the Grail, TXR Paintball, April 2012