Tactical Training Quotes

Your own tactic is to train yourself in the art of becoming enigmatic to everybody. My young friend, suppose there was no one who troubld himself to guess your riddle--what joy, then, would you have in it?

I was getting an idea. It was probably a bad idea. (When most of your training in tactical thinking comes from adventure shows, that does tend to happen.)

We lack spiritual-warfare tactics and spiritual-warfare training, and we also lack understanding of the arsenals of heaven because we do not have the faith to confront the devil.

I have had the joy of seeing him constantly putting himself and his companions through countless drills and possible tactical situations, which will result in instant action by the warriors without the necessity of giving them orders because every man in his units will know what he must do and when he must do it.

Well, Valek, any new promotions?” the Commander asked “No. But Maren shows promise. Unfortunately she doesn’t want to be in my corps or even be my second.She just wants to beat me.” Valek grinned, delighted by the challenge. “And can she?” the Commander inquired. His eyebrows rose. “With time and the proper training. She’s deadly with her bow; it’s just her tactics that need work.” “Then what do we do with her?” “Promote her to General and retire some of those old wind-bags. We could use some fresh blood in the upper ranks.” “Valek, you never had a good grasp of military structure.” “Then promote her to First Lieutenant today, Captain tomorrow, Major the next day, Colonel the day after, and General the day after that.” “I’ll take it under advisement.

We do not rise to the level of our expectations. We fall to the level of our training.” —Archilochus

As well, they used their B-52 bombers to drop thousands of tons of bombs which included napalm and cluster bombs. In a particularly vile attack, they used poisonous chemicals on our base regions of Xuyen Moc, the Minh Dam and the Nui Thi Vai mountains. They sprayed their defoliants over jungle, and productive farmland alike. They even bull-dozed bare, both sides along the communication routes and more than a kilometre into the jungle adjacent to our base areas. This caused the Ba Ria-Long Khanh Province Unit to send out a directive to D445 and D440 Battalions that as of 01/November/1969, the rations of both battalions would be set at 27 litres of rice per man per month when on operations. And 25 litres when in base or training. So it was that as the American forces withdrew, their arms and lavish base facilities were transferred across to the RVN. The the forces of the South Vietnamese Government were with thereby more resources but this also created any severe maintenance, logistic and training problems. The Australian Army felt that a complete Australian withdrawal was desirable with the departure of the Task Force (1ATF), but the conservative government of Australia thought that there were political advantages in keeping a small force in south Vietnam. Before his election, in 1964, Johnston used a line which promised peace, but also had a policy of war. The very same tactic was used by Nixon. Nixon had as early as 1950 called for direction intervention by American Forces which were to be on the side of the French colonialists. The defoliants were sprayed upon several millions of hectares, and it can best be described as virtual biocide. According to the figure from the Americans themselves, between the years of 1965 to 1973, ten million Vietnamese people were forced to leave their villages ad move to cities because of what the Americans and their allies had done. The Americans intensified the bombing of whole regions of Laos which were controlled by Lao patriotic forces. They used up to six hundred sorties per day with many types of aircraft including B52s. On 07/January/1979, the Vietnamese Army using Russian built T-54 and T-59 tanks, assisted by some Cambodian patriots liberated Phnom Penh while the Pol Pot Government and its agencies fled into the jungle. A new government under Hun Sen was installed and the Khmer Rouge’s navy was sunk nine days later in a battle with the Vietnamese Navy which resulted in twenty-two Kampuchean ships being sunk.

He sighed. "Look, love, I know I seem like a tactical genius, but really, I'm just a magician who occasionally kills a bunny or drives a train.

An accomplished woman is one who has a thorough knowledge of music, singing, drawing, dancing and the modern languages; she must be well trained in the fighting styles of the Kyoto masters and the modern tactics and weaponry of Europe.

Yes...how else could Demandred explain the skill of the enemy general? Only a man with the experience of an ancient was so masterly at the dance of battlefields. At their core, many battle tactics were simple. Avoid being flanked, meet heavy force with pikes, infantry with a well-trained line, channelers with other channelers. And yet, the finesse of it...the little details...these took centuries to master. No man from this Age had lived long enough to learn the details with such care.

This is the best thing you’re ever going to learn in SEAL training.’ We were excited to learn what it was, and he told us that when you’re a leader, people are going to mimic your behavior, at a minimum. . . . It’s a guarantee. So here’s the key piece of advice, this is all he said: ‘Calm is contagious.

All right, but no tactical training till they’re fifteen.” Dingus said, “Oh, c’mon, there’s lots of things they can learn when they are five. No need to handicap them by starting them late.

The modern world is full of pundits, poseurs, and mall ninjas. Preparedness is not just about accumulating a pile of stuff. You need practical skills, and those come only with study, training, and practice. Any armchair survivalist with a credit card can buy a set of stylish camouflage fatigues and an "M4gery" carbine encrusted with umpteen accessories. Style points should not be mistaken for genuine skills and practicality.

A woman must have a thorough knowledge of music, singing, drawing, dancing, and the modern languages; she must be well trained in the fighting styles of the Kyoto masters and the modern tactics and weaponry of Europe. And besides all this, she must possess a certain something in her air and manner of walking, the tone of her voice, her address and expressions, or the word will be but half-deserved. All this she must possess, and to all this she must yet add something more substantial, in the improvement of her mind by extensive reading, meditation, and Oriental discipline.

Wars weren't won in a day, they required diplomacy, negotiation, and tactical strategic thought. But I suspected the trickiest battles weren't fought between tough highly trained men in combat. They were those of the quick-witted mind pitched against stubborn, nine-year-old girls!!

Never forget that dragon riders have been selected, trained, and even bred for cruelty. Expecting mercy from a rider is a mistake, for none will be given. —Chapter One: The Tactical Guide to Defeating Dragons by Colonel Elijah Joben

Failure in training identifies weaknesses so as to prevent them in the field, because as the common saying goes in the tactical community, “We don’t rise to the level of our expectations, we fall to the level of our training.” We live by that code.

Four specific missions were assigned: to spy on the nguy and American forces in the city; to recruit civilians to join the uprising and provide support; to train them with weapons and tactics; and to build a committed core who, when the battle began, would carry the wounded to medical stations in the rear and help feed the army. Weapons, ammo, food, and medical provisions all would be smuggled, stockpiled, and made ready.

The enemy always uses one or both of his two primary tactics in dealing with the church. His first tactic is to send in counterfeit spirits.

These ‘mine-dogs’, trained on Pavlovian principles, had been taught to run under large vehicles to obtain their food. The stick, catching against the underside, would detonate the charge. Most of the dogs were shot before they reached their target, but this macabre tactic had an unnerving effect. It

Nothing breaks my heart more than seeing that person who’s struggling to lose weight who thinks that they need to run 20 miles a week. They have no desire to do it, their knees hurt, they hate it, and they’re not losing weight. And I’d like to say, ‘Well, I’ve got great news for you. You don’t ever need to run another step a day in your life, because there’s no value in that.’ “There is value in exercise, though, and I think that the most important type of exercise, especially in terms of bang for your buck, is going to be really high-intensity, heavy strength training. Strength training aids everything from glucose disposal and metabolic health to mitochondrial density and orthopedic stability. That last one might not mean much when you’re a 30-something young buck, but when you’re in your 70s, that’s the difference between a broken hip and a walk in the park.

most Americans think of Rosa Parks as a demur, pleasant-enough seamstress who backed into history by being too tired to get out of her seat on a bus one day, in reality she had been trained in nonviolence spirit and tactics at a famous institution, Highlander Folk School. It seems to be a difficult concept for most of us that peace is a skill that can be learned. We know war can be learned, but we seem to think that one becomes a peacemaker by a mere change of heart. (23)

You think,' she said, 'because you've identified one purpose of mine, that you know what I'm doing. But this inquiry among printers was something of a discovered attack.' [...] 'What do you mean, a discovered attack?' 'A tactical term.' She touched her fingertips together. 'When you make a move, you do two things. First, you move forward - and the space you now occupy has value. But you also vacate the spot where you once were, exposing your enemy's flank to longer-ranged attacks. Be aware of where you are, and the space you'll leave behind.' 'That's not a sense of tactics you have,' he said, blinking down at her. 'That sounds like actual tactical training. Where would a half-blind near-spinster acquire that?

Like their modern counterparts, and unlike traditional warriors, Byzantine soldiers were normally trained to fight in different ways, according to specific tactics adapted to the terrain and the enemy at hand. In that simple disposition lay one of the secrets of Byzantine survival. While standards of proficiency obviously varied greatly, Byzantine soldiers went into battle with learned combat skills, which could be adapted by further training for particular circumstances. That made Byzantine soldiers, units, and armies much more versatile than their enemy counterparts, who only had the traditional fighting skills of their nation or tribe, learned from elders by imitation and difficult to change. In

Truly a Thinking Man is the worst enemy the Prince of Darkness can have; every time such a one announces himself, I doubt not, there runs a shudder through the Nether Empire; and new Emissaries are trained, with new tactics, to, if possible, entrap him, and hoodwink and handcuff him.

Stripped to its essence, combat is a series of quick decisions and rather precise actions carried out in concert with ten or twelve other men. In that sense it’s much more like football than, say, like a gang fight. The unit that choreographs their actions best usually wins. They might take casualties, but they win. That choreography—you lay down fire while I run forward, then I cover you while you move your team up—is so powerful that it can overcome enormous tactical deficits. There is choreography for storming Omaha Beach, for taking out a pillbox bunker, and for surviving an L-shaped ambush at night on the Gatigal. The choreography always requires that each man make decisions based not on what’s best for him, but on what’s best for the group. If everyone does that, most of the group survives. If no one does, most of the group dies. That, in essence, is combat.

It is not the dead rather the ones who lives through war have seen the dreadful end of the war, you might have been victorious, unwounded but deep within you, you carry the mark of the war, you carry the memories of war, the time you have spend with your comrades, the times when you had to dug in to foxholes to avoid shelling, the times when you hate to see your comrade down on the ground, feeling of despair, atrocities of the war, missing families, home. They live through hell and often the most wounded, they live with the guilt, despair, of being in the war, they may be happy but deep down they are a different person. Not everyone is a hero. You live with the moments, time when you were unsuccessful, when your actions would have helped your comrades, when your actions get your comrades killed, you live with regret, joyous in the victory can never help you forget the time you have spent. You are victorious for the people you have lost, the decisions you have made, the courage you have shown but being victorious in the war has a price to pay, irrevocable. You can't take a memory back from a person, even if you lose your memory your imagination haunts you as deep down your sub conscious mind you know who you are, who you were. Close you eyes and you can very well see your past, you cant change your past, time you have spent, you live through all and hence you are a hero not for the glorious war for the times you have faced. Decoration with medals is not going to give your life back. the more you know, more experiences doesn't make it easy rather make its worse. Arms and ammunition kills you once and free you from the misery but the experiences of war kills you everyday, makes you cherish the times everyday through the life. You may forgot that you cant walk anymore, you may forget you cant use your right hand, you may forgot the scars on your face but you can never forgot war. Life without war is never easy and only the ones how survived through it can understand. Soldiers are taught to fight but the actual combat starts after war which you are not even trained for. You rely on your weapon, leaders, comrades, god, luck in the war but here you rely on your self to beat the horrors,they have seen hell, heaven, they have felt the mixed emotions of hope, despair, courage, victory, defeat, scared.

On the raptors kept for falconry: "They talk every night, deep into the darkness. They say about how they were taken, about what they can remember about their homes, about their lineage and the great deeds of their ancestors, about their training and what they've learned and will learn. It is military conversation, really, like what you might have in the mess of a crack cavalry regiment: tactics, small arms, maintenance, betting, famous hunts, wine, women, and song. Another subject they have is food. It is a depressing thought," he continued, "but of course they are mainly trained by hunger. They are a hungry lot, poor chaps, thinking of the best restaurants where they used to go, and how they had champagne and caviar and gypsy music. Of course, they all come from noble blood." "What a shame that they should be kept prisoners and hungry." "Well, they do not really understand that they are prisoners any more than the cavalry officers do. They look on themselves as being 'dedicated to their profession,' like an order of knighthood or something of that sort. You see, the member of the Muse [where Raptors are kept for falconry] is restricted to the Raptors, and that does help a lot. They know that none of the lower classes can get in. Their screened perches do not carry Blackbirds or such trash as that. And then, as for the hungry part, they're far from starving or that kind of hunger: they're in training, you know! And like everybody in strict training, they think about food.

We play at paste, Till qualified for pearl, Then drop the paste, And deem ourself a fool. The shapes, though, were similar, And our new hands Learned gem-tactics Practising sands.

The important thing is that, thanks to epidemiological studies, we know that exercise is the most powerful anti-aging tactic we’ve got.

A woman must have a thorough knowledge of music, singing, drawing, dancing, and the modern languages; she must be well trained in the fighting styles of the Kyoto masters and the modern tactics and weaponry of Europe. And besides all this, she must possess a certain something in her air and manner of walking, the tone of her voice, her address and expressions, or the word will be but half-deserved. All this she must possess, and to all this she must yet add something more substantial, in the improvement of her mind by extensive reading.

In recent decades, our welfare states have come to look increasingly like surveillance states. Using Big Brother tactics, Big Government is forcing us into a Big Society. Lately, developed nations have been doubling down on this sort of “activating” policy for the jobless, which runs the gamut from job-application workshops to stints picking up trash, and from talk therapy to LinkedIn training. No matter if there are ten applicants for every job, the problem is consistently attributed not to demand, but to supply. That is to say, to the unemployed, who haven’t developed their “employment skills” or simply haven’t given it their best shot.

It’s a common tactic for bad actors to ride the trains posing as migrants, working to gain the trust of unsuspecting travelers, so they can lure them into a secluded place where they can commit some violence against them.

To change the world, to overthrow the rule of the bourgeoisie and to bring the proletariat to power, is not the hardest task. The hardest task is to change the habits of millions and millions of people trained in capitalism.

When the Soviets invaded Afghanistan in 1979, the Saudi regime saw an opportunity to rid itself, however temporarily, of the holy warriors it had nurtured for nearly a century. With economic and military support from the United States and tactical training provided by Pakistan’s Inter-Services Intelligence agency, the Saudis began funneling a steady stream of radical Islamic militants (known as the Mujahadin, or “those who make jihad”) from Saudi Arabia and across the Middle East into Afghanistan, where they could be put to use battling the godless communists. The intention, as President Jimmy Carter’s national security adviser, Zbigniew Brzezinski, famously put it, was to “give the USSR its own Vietnam” by keeping the Soviet army bogged down in an unwinnable war in hostile territory. The United States considered the Mujahadin to be an important ally in the Great Game being played out against the Soviet Union and, in fact, referred to these militants as “freedom fighters.” President Ronald Reagan even compared them to America’s founding fathers.

Now, sitting among the Biters and getting a glimpse of what battle against humans looked like from their perspective, she began to see things a bit differently. Sure, up close they were formidable with their strength, seeming immunity to pain, and their single-minded dedication to biting human flesh. But in the open like this, against trained soldiers, they were cannon fodder. They could not use weapons, moved slower than humans, and did not seem to have enough intelligence for anything more than the most rudimentary tactics.

The Afghans whom Yousaf trained uniformly denounced suicide attack proposals as against their religion. It was only the Arab volunteers—from Saudi Arabia, Jordan, Algeria, and other countries, who had been raised in an entirely different culture, spoke their own language, and preached their own interpretations of Islam while fighting far from their homes and families—who later advocated suicide attacks. Afghan jihadists, tightly woven into family, clan, and regional social networks, never embraced suicide tactics in significant numbers.18

John Coffee Hays, without formal training, developed tactical combat concepts that are still used today. Hays’ philosophy of giving men superior weapons, training them well, and utilizing speed and audacity on the battlefield would be adopted later by another Californian, George Patton.

The immediate answer that comes to mind is ‘humility.’ Because you’ve got to be humble, and you’ve got to be coachable. . . . Later, when I was running training, we would fire a couple leaders from every SEAL Team because they couldn’t lead. And 99.9% of the time, it wasn’t a question of their ability to shoot a weapon, it wasn’t because they weren’t in good physical shape, it wasn’t because they were unsafe. It was almost always a question of their ability to listen, open their mind, and see that, maybe, there’s a better way to do things. That is from a lack of humility. . .

Whenever you are conducting reconnaissance, you can safely assume that your opponent is conducting their own reconnaissance against you. If your opponent is monitoring and recording what you do in every situation, then you should make it your priority to feed them as much false information about your fencing as possible.

There’s an old saying,” retired NYPD cop turned author Steve Osborne once told me, “that in police work, a cop ` s mouth is his greatest weapon. To go into a chaotic situation where everybody is yelling and screaming, sometimes there ` s alcohol, there ` s drugs involved—to be able to talk everybody down. When you see a real experienced cop do that, it’s a magical thing.” But as true as that is, the fact is that most cops are going to encounter these scenarios with little more training than I did—and I talk for a living! The typical cadet training involves sixty hours on how to use a gun and fifty-one hours on defensive tactics, but just eight hours on how to calm situations without force.

Understanding dog-psychology is simple and there are only a few essential (yet very simple) things that you need to understand – but you need to understand them well! The photojournal format makes it conducive to offer helpful tactics, techniques, tips, and tricks that can be accompanied by illustrative photos (when necessary) that are spread throughout the book.

When subordinates aren’t doing what they should, leaders that exercise Extreme Ownership cannot blame the subordinates. They must first look in the mirror at themselves. The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute. If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

With time and the proper training. She’s deadly with her bow; it’s just her tactics that need work.” “Then what do we do with her?” “Promote her to General and retire some of those old wind-bags. We could use some fresh blood in the upper ranks.” “Valek, you never had a good grasp of military structure.” “Then promote her to First Lieutenant today, Captain tomorrow, Major the next day, Colonel the day after, and General the day after that.

That was when reality kicked back in and reminded Xander that the woman he'd just spent the past fifteen minutes mentally undressing was going to be in his squad, and that he was going to be her supervisor. He was in so much trouble. There was no way he could be her boss. It wouldn't be fair to her or his team, and it sure as hell wasn't something he could handle. He'd end up spending all his time gazing at her like a lovesick puppy instead of training her on weapons and tactics.

Spinner parts, who do not themselves become dizzy, have the job of spinning internally to send out feelings or impulses to all the other parts, the main person, or a group of selected parts. Many of the “booby traps" or “fail-safe" programmes involve spinning. Often, when a programme (that is, a particular training) is in operation, the survivor feels dizzy, as though something or someone is “spinning" inside his or her head. If this is happening to you, you can speak to the spinner and ask that part to stop spinning or to slow down the spin. If this does not work, ask to speak with whoever is making the spinner part spin. This strategy, of working up through the chain of command, applies to mind control treatment recovery in general. Another tactic you can use is to ask the spinner to spin in the opposite direction, which will often put away whatever is being spun. If permitted by those in charge, a spinner can also replace whatever lesson is being spun with something positive, such as a feeling of calmness, taken from a positive memory.

If America, for instance, used the Bible to shape its warfare policy, that policy would look like this. Enlistment would be by volunteer only (which it is), and the military would not be funded by taxation. America would not stockpile superior weapons—no tanks, drones, F-22s, and of course no nuclear weapons—and it would make sure its victories were determined by God’s miraculous intervention, not by military might. Rather than outnumbering the enemy, America would deliberately fight outmanned and under-gunned. Perhaps soldiers would use muskets, or maybe just swords. There would be no training, no boot camp, no preparation other than fasting, praying, and singing worship songs. If America really is the “new Israel,” God’s holy nation as some believe, then it needs to take its cue from God and His inspired manual for military tactics. But as it stands, many Christians will be content to cut and paste selected verses that align with America’s worldview to give the military some religious backing. Some call this bad hermeneutics; others call it syncretism. The Israelite prophets called it idolatry.

Take a community of Dutchmen of the type of those who defended themselves for fifty years against all the power of Spain at a time when Spain was the greatest power in the World. Intermix with them a strain of those inflexible French Huguenots who gave up home and fortune and left their Country forever at the time of the revocation of the Edict of Nantes. The product must obviously be one of the most rugged, virile, unconquerable races ever seen upon Earth. Take this formidable people and train them for seven generations in constant warfare against savage men and ferocious beasts, in circumstances under which no weakling could survive, place them so that they acquire exceptional skills with weapons and in horsemanship, give them a Country which is eminently suited to the tactics of the huntsman, the marksman and the rider. Then, finally, put a fine temper upon their military qualities by a dour fatalistic Old Testament religion and an ardent and consuming patriotism. Combine all of these qualities and all these impulses in one individual, and you have the modern Boer. The most formidable antagonist who ever crossed the path of Imperial Britain.

Although these firms deploy units that are often much smaller in manpower relative to their client’s adversaries, their effectiveness lies not in their size, but in their comprehensive training, experience, and overall skill at battlefield judgment, all in fundamentally short supply in the chaotic battlefields of the last decade.14 Utilizing coordinated movement and intelligent application of firepower, their strength is their ability to arrive at the right place at the right moment. The fundamental reality of modern warfare is that in many cases such small tactical units can achieve strategic goals.

It is not that modern people are less intelligent than their grandparents: only that, being busier, they are less careful. They must learn to take short cuts, skimming through the columns of a newspaper, flicking over the pages of a book or magazine, deciding at each new paragraph or page whether to read it either attentively or cursorily, or whether to let it go unread. There is a running commentary in the mind. For example, in reading a Life of Napoleon: ‘page 9 … yes, he is still talking about Napoleon’s childhood and the romantic scenery of Corsica … something about James Boswell and Corsican independence … tradition of banditry … now back to the family origins again … wait a minute … no … his mother … more about her … yes … French Revolution … page 24, more about the French Revolution … still more … page 31, not interested … ah … Chapter 2, now he’s at the military school … I can begin here … but oughtn’t to waste time over this early part … in the artillery, was he? … but when do we get to the Italian campaign?’ And even when the reader does get to the Italian compaign and settles down comfortably to the story, he seldom reads a sentence through, word by word. Usually, he takes it in either with a single comprehensive glance as he would a stream or a field of cows that he was passing in the train, or with a series of glances, four or five words to a glance. And unless he has some special reason for studying the narrative closely, or is in an unusually industrious mood, he will not trouble about any tactical and geographical niceties of the campaign that are not presented with lively emphasis and perfect clarity. And, more serious still from the author’s point of view, he will not stop when the eye is checked by some obscurity or fancifulness of language, but will leave the point unresolved and pass on. If there are many such obstructions he will skim over them until his eye alights on a clear passage again.

Calm Is Contagious” This is another of Pavel’s favorite quotes. Here is an elaboration from a speech by Rorke Denver, former Navy SEAL commander: “A master chief, the senior enlisted rank in the Navy—who was like a god to us—told us he was giving us an invaluable piece of advice that he’d learned from another master chief during the Vietnam War. He said, ‘This is the best thing you’re ever going to learn in SEAL training.’ We were excited to learn what it was, and he told us that when you’re a leader, people are going to mimic your behavior, at a minimum. . . . It’s a guarantee. So here’s the key piece of advice, this is all he said: ‘Calm is contagious.’” *

So you don’t trust me: the guy who taught you everything you know. I’m guessing if you have her”—he jerked his thumb at Rae—“that’s no accident. Luke’s buddies sent her to trap you, and she thought she was doing the right thing, because, duh, she’s already proven she’s kinda gullible that way.” “Hey!” Rae said. “You are. Own it. Fix it. Now, you guys have her, which means you escaped whoever sent her after you. You didn’t escape without a fight, given that bruise I see rising on Daniel’s jaw and the scrapes on Derek’s knuckles. But you escaped, and you came back here, and you captured me. Who taught you all that?” “Daniel and I had already started learning,” Maya said, “during those weeks you were chasing us.” “Trial by fire,” he said. “Followed by hardcore, hands-on tactical training. You got away scot-free from these guys because of my lessons. And yet now you don’t trust I’m on your side?” “Nope,” Derek said. “Sorry,” Daniel said. Maya crossed her arms and shook her head. I shrugged. Moreno broke into a grin. “You guys do me proud. I’d give you all a hug, if that wasn’t a little creepy. And if I was the hugging sort. But if you survive the rest of this, I’ll take you all out for beer and ice cream.” “You don’t need to be sarcastic,” Rae muttered. “Oh, but I’m not, and they know it. This is exactly what I trained them for. Trust no one except one another. Excluding you, kid, because I don’t know you, and you have a bad habit of screwing up. But these guys are doing the right thing. Next step?” Turn the tables,” I said. “Capture someone who’s behind this and get them to talk.” “Mmm, yes. That would work. But even better?” “Stop them,” Derek said. “Don’t just take down one. Take them all down.” “Without running to the Nasts for help,” Daniel said. “Because in another year, some of us will be off to college, and we need to be able to look after ourselves.” “Starting with proving we can look after ourselves,” Maya said. Moreno beamed. “You guys are ace. See, this is what I told Sean. The best time to train operatives is when they’re still young and malleable. None of that shit about waiting until they’re eighteen and legally old enough to consent.” Maya shook her head. “I suppose you’d also suggest he have the Cabal terrorize them for weeks first, so they’re properly motivated.” “Exactly. Personal rights and freedoms are vastly overrated. And there’s nothing wrong with a little PTSD. I’ve always found mine useful. Keeps me on my toes.” Rae stared at him. “I’m kidding,” he said to her. “Mostly. Don’t you joke around like this with your instructors? Oh, wait. You don’t have any. Which is why you got tricked—again. And got captured by these guys.” “Can we tie him up now?” Rae said. “And gag him?” “Doesn’t do any good,” Derek said. “We could try.

As black-box technologies become more widespread, there have been no shortage of demands for increased transparency. In 2016 the European Union's General Data Protection Regulation included in its stipulations the "right to an explanation," declaring that citizens have a right to know the reason behind the automated decisions that involve them. While no similar measure exists in the United States, the tech industry has become more amenable to paying lip service to "transparency" and "explainability," if only to build consumer trust. Some companies claim they have developed methods that work in reverse to suss out data points that may have triggered the machine's decisions—though these explanations are at best intelligent guesses. (Sam Ritchie, a former software engineer at Stripe, prefers the term "narratives," since the explanations are not a step-by-step breakdown of the algorithm's decision-making process but a hypothesis about reasoning tactics it may have used.) In some cases the explanations come from an entirely different system trained to generate responses that are meant to account convincingly, in semantic terms, for decisions the original machine made, when in truth the two systems are entirely autonomous and unrelated. These misleading explanations end up merely contributing another layer of opacity. "The problem is now exacerbated," writes the critic Kathrin Passig, "because even the existence of a lack of explanation is concealed.

We live in incredibly violent times. The domestic terrorism rate, international terrorism acts and violent crime rates are at historical highs. When a police situation gets exceptionally violent, a tactical team is called in. If there is going to be a shooting, it is usually done by them, although in the vast majority of cases they do not have to shoot. When they do, there is a tendency to blame the killing on the tactical team, though blaming them for having to use deadly force is like blaming a headache on the aspirin. The tactical team is the solution, not the problem. The NTOA has powerful data demonstrating that if not for these highly trained teams, the number of people killed in the line of duty would be vastly higher than it is.

Shockers take six months of training and still occasionally kill their users. Why did you implant them in the first place?” “Because you kidnapped me.” “That’s the stupidest thing I’ve ever heard.” “Mr. Rogan.” My voice frosted over. “What I put into my body is my business.” Okay, that didn’t sound right. I gave up and marched out the doors into the sunlight. That was so dumb. Sure, try your magic sex touch on me, what could happen? My whole body was still keyed up, wrapped up in want and anticipation. I had completely embarrassed myself. If I could fall through the floor, I would. “Nevada,” he said behind me. His voice rolled over me, tinted with command and enticing, promising things I really wanted. You’re a professional. Act like one. I gathered all of my will and made myself sound calm. “Yes?” He caught up with me. “We need to talk about this.” “There is nothing to discuss,” I told him. “My body had an involuntary response to your magic.” I nodded at the poster for Crash and Burn II on the wall of the mall, with Leif Magnusson flexing with two guns while wrapped in flames. “If Leif showed up in the middle of this parking lot, my body would have an involuntary response to his presence as well. It doesn’t mean I would act on it.” Mad Rogan gave Leif a dismissive glance and turned back to me. “They say admitting that you have a problem is the first step toward recovery.” He was changing his tactics. Not going to work. “You know what my problem is? My problem is a homicidal pyrokinetic Prime whom I have to bring back to his narcissistic family.” We crossed the road to the long parking lot. Grassy dividers punctuated by small trees sectioned the lot into lanes, and Mad Rogan had parked toward the end of the lane, by the exit ramp. “One school of thought says the best way to handle an issue like this is exposure therapy,” Mad Rogan said. “For example, if you’re terrified of snakes, repeated handling of them will cure it.” Aha. “I’m not handling your snake.” He grinned. “Baby, you couldn’t handle my snake.” It finally sank in. Mad Rogan, the Huracan, had just made a pass at me. After he casually almost strangled a woman in public. I texted to Bern, “Need pickup at Galeria IV.” Getting into Rogan’s car was out of the question.

I am going to share with you the very essential (yet very simple) philosophies, strategies, tactics, techniques, tips, and tricks that you need to know to successfully and quickly house-train as well as instill obedience in your GSD puppy – even if you receive your puppy earlier than the recommended 8-week earliest recommended safe age (as I did) for separation of a puppy from his/her mother and siblings. Understanding dog-psychology is simple and there are only a few essential (yet very simple) things that you need to understand – but you need to understand them well! The photojournal format makes it conducive to offer helpful tactics, techniques, tips, and tricks that can be accompanied by illustrative photos (when necessary) that are spread throughout the book.

From gun shows, where they openly promote their product by imploring customers to buy “while you still can,” to homegrown militias who apparently believe in their blessed little hearts that they, a group of overweight forty-and fifty-year-old men who have never even had Boy Scout–level training and can’t jog a mile, are the protectors of America, the Second Amendment has by far got to be the most countercultured of all the amendments. Obviously, there are groups that take the First Amendment very seriously, but it’s tough to imagine a group of soccer moms getting together on the weekends to discuss “tactics” on how to keep free speech alive and comparing notes on their sweet new semiautomatic megaphones they use to proudly shout about their rights at “free speech shows.

Training in de-escalation techniques is at the heart of such instruction. And, when you think about it, of all the skills a police officer needs—pursuit driving; traffic enforcement; responding to crimes in progress; crime scene protection; interviewing witnesses; interrogating suspects; the identification, collection and preservation of evidence; use of force, including lethal force; defensive tactics; arrest and control, and more—the mastery of de-escalation techniques is arguably the most valuable tool in a police officer’s tradecraft kit. At any given moment, in any given situation, the person a cop is dealing with—in crisis or not—can “escalate,” that is, become a danger to self or others. De-escalation is a literal lifesaver. And, today, it is the talk of the nation.

In Uprooting Racism, Paul Kivel makes a useful comparison between the rhetoric abusive men employ to justify beating up their girlfriends, wives, or children and the publicly traded justifications for widespread racism. He writes: During the first few years that I worked with men who are violent I was continually perplexed by their inability to see the effects of their actions and their ability to deny the violence they had done to their partners or children. I only slowly became aware of the complex set of tactics that men use to make violence against women invisible and to avoid taking responsibility for their actions. These tactics are listed below in the rough order that men employ them.… (1) Denial: “I didn’t hit her.” (2) Minimization: “It was only a slap.” (3) Blame: “She asked for it.” (4) Redefinition: “It was mutual combat.” (5) Unintentionality: “Things got out of hand.” (6) It’s over now: “I’ll never do it again.” (7) It’s only a few men: “Most men wouldn’t hurt a woman.” (8) Counterattack: “She controls everything.” (9) Competing victimization: “Everybody is against men.” Kivel goes on to detail the ways these nine tactics are used to excuse (or deny) institutionalized racism. Each of these tactics also has its police analogy, both as applied to individual cases and in regard to the general issue of police brutality. Here are a few examples: (1) Denial. “The professionalism and restraint … was nothing short of outstanding.” “America does not have a human-rights problem.” (2) Minimization. Injuries were “of a minor nature.” “Police use force infrequently.” (3) Blame. “This guy isn’t Mr. Innocent Citizen, either. Not by a long shot.” “They died because they were criminals.” (4) Redefinition. It was “mutual combat.” “Resisting arrest.” “The use of force is necessary to protect yourself.” (5) Unintentionality. “[O]fficers have no choice but to use deadly force against an assailant who is deliberately trying to kill them.…” (6) It’s over now. “We’re making changes.” “We will change our training; we will do everything in our power to make sure it never happens again.” (7) It’s only a few men. “A small proportion of officers are disproportionately involved in use-of-force incidents.” “Even if we determine that the officers were out of line … it is an aberration.” (8) Counterattack. “The only thing they understand is physical force and pain.” “People make complaints to get out of trouble.” (9) Competing victimization. The police are “in constant danger.” “[L]iberals are prejudiced against police, much as many white police are biased against Negroes.” The police are “the most downtrodden, oppressed, dislocated minority in America.” Another commonly invoked rationale for justifying police violence is: (10) The Hero Defense. “These guys are heroes.” “The police routinely do what the rest of us don’t: They risk their lives to keep the peace. For that selfless bravery, they deserve glory, laud and honor.” “[W]ithout the police … anarchy would be rife in this country, and the civilization now existing on this hemisphere would perish.” “[T]hey alone stand guard at the upstairs door of Hell.

In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

We’ve all heard the phrase, “When seconds count the police are only minutes away.”  This is not a knock against the police.  Many officers are good friends of mine, and no police force can be everywhere—nor, in a free country, would we want them to be.  But calling the police almost never helps. Criminals, like predators in nature, do not attack when conditions favor the prey, when the sheepdog is alert beside the sheep.  Predators attack when the prey is vulnerable and unprotected.  In other words, when the cops can’t respond fast enough.  When an attack comes you probably won’t be standing in front of the police station.  You’ll be alone, or multi-tasking a busy life, or burdened (tactically speaking) with small children.  You could even be sound asleep.  Your attacker will choose that moment precisely because he thinks he can get away with it.  The mere thought of this is frightening.  And that’s a good thing.  Properly applied, a little bit of fear keeps us alert.  It is OK for children to live without fear.  Indeed, that is a top priority of every parent.  Adults, though, must see the world for what it is, both very good and very bad, and prepare for the worst so they can safely enjoy the best.     This book is about winning the legal battle, and leaves tactical training to others.  In no way does this imply, though, that your first priority shouldn’t be survival.  If you are in a fight for your life, for the life of your spouse or your children or your parents, you MUST win.  Period.  If you don’t win the physical fight, everything else becomes rather less pressing. The good news is that because we know how evil people target their prey we can use this knowledge against them.  Avoid looking weak and the bad guy will seek easier prey.  Stay alert and aware of your surroundings.  Project confidence.  Avoid places where you can get cornered, and make yourself look like more work than you’re worth.   Criminals are sometimes too stupid to know better, but that’s the exception.  They largely know the difference between easy and difficult victims. There’s more than enough easy prey for them.  If you look difficult they’ll move on.

The united front was a development of a new tactical line by the Communist International in 1935. This new tactical line was developed at the seventh world congress of the Communist International in Moscow in 1935. Georgi Dimitrov, general secretary of the Communist International, presented this new tactical line to the seventh world congress. Now, the essence of it was to infiltrate churches, trade unions and all other organizations through the process of involving them into a so-called united front on the basis of a program presented to them by the Communist Party. Now, the united front was a coalition or an alliance of the church, trade unions, farm and youth and women’s organizations of the Communist Party, under Communist Party leadership and for the promulgation of the Communist Party program. It was a step in the formation of a people’s front government, which of course is a form of transition to proletarian revolution and the seizure of power in a given country. As Dimitrov said, the united front is useful, but the final salvation is in a socialist revolution. The united front is used for revolutionary training of the masses.

Our team’s vision for the facility was a cross between a shooting range and a country club for special forces personnel. Clients would be able to schedule all manner of training courses in advance, and the gear and support personnel would be waiting when they arrived. There’d be seven shooting ranges with high gravel berms to cut down noise and absorb bullets, and we’d carve a grass airstrip, and have a special driving track to practice high-speed chases and real “defensive driving”—the stuff that happens when your convoy is ambushed. There would be a bunkhouse to sleep seventy. And nearby, the main headquarters would have the feel of a hunting lodge, with timber framing and high stone walls, with a large central fireplace where people could gather after a day on the ranges. This was the community I enjoyed; we never intended to send anyone oversees. This chunk of the Tar Heel State was my “Field of Dreams.” I bought thirty-one hundred acres—roughly five square miles of land, plenty of territory to catch even the most wayward bullets—for $900,000. We broke ground in June 1997, and immediately began learning about do-it-yourself entrepreneurship. That land was ugly: Logging the previous year had left a moonscape of tree stumps and tangled roots lorded over by mosquitoes and poisonous creatures. I killed a snake the first twelve times I went to the property. The heat was miserable. While a local construction company carved the shooting ranges and the lake, our small team installed the culverts and forged new roads and planted the Southern pine utility poles to support the electrical wiring. The basic site work was done in about ninety days—and then we had to figure out what to call the place. The leading contender, “Hampton Roads Tactical Shooting Center,” was professional, but pretty uptight. “Tidewater Institute for Tactical Shooting” had legs, but the acronym wouldn’t have helped us much. But then, as we slogged across the property and excavated ditches, an incessant charcoal mud covered our boots and machinery, and we watched as each new hole was swallowed by that relentless peat-stained black water. Blackwater, we agreed, was a name. Meanwhile, within days of being installed, the Southern pine poles had been slashed by massive black bears marking their territory, as the animals had done there since long before the Europeans settled the New World. We were part of this land now, and from that heritage we took our original logo: a bear paw surrounded by the stylized crosshairs of a rifle scope.

It ought never to have been so swift, so much like a dance or a dream. It was as if there had been music playing somewhere, almost but not quite heard. He had fought those five men side-by-side with Rodrigo Belmonte of Valledo, whom he had never seen in his life, and it had been as nothing had ever been before, on a battlefield or anywhere else. It had felt weirdly akin to having doubled himself. To fighting as if there were two hard-trained bodies with the one controlling mind. They hadn't spoken during the fight. No warnings, tactics. It hadn't even lasted long enough for that. He ought to have been elated after such a triumph, perhaps curious, intrigued. He was deeply unsettled instead. Restless. Even a little afraid, if he was honest with himself... Come, brother; Rodrigo Belmonte of Valledo had said today as five hard men with swords had walked forward to encircle the two of them. Shall we show them how this is done? They had shown them. Brother. He had looked at Belmonte after, and had seen - with relief and apprehension, both - a mirror image of that same strangeness. As if something had gone flying away from each of them and was only just coming back. The Valledan had looked glazed, unfocused. At least, Ammar had thought, it isn't only me.

I have a good friend, let’s call him Slim Berriss, who’s devised a schedule for himself that combines practical microdosing and pre-planned 1- to 2-day treks into deeper territory. For him, this blend provides a structured approach for increasing everyday well-being, developing empathy, and intensively exploring the “other.” Here is what it looks like: Microdosing of ibogaine hydrochloride twice weekly, on Mondays and Fridays. The dosage is 4 mg, or roughly 1/200 or less of the full ceremonial dosage at Slim’s bodyweight of 80 kg. He dislikes LSD and finds psilocybin in mushrooms hard to dose accurately. Woe unto he who “microdoses” and gets hit like a freight train while checking in luggage at an airport (poor Slim). The encapsulated ibogaine was gifted to him to solve this problem. Moderate dosing of psilocybin (2.2 to 3.5 g), as ground mushrooms in chocolate, once every 6 to 8 weeks. His highly individual experience falls somewhere in the 150 to 200 mcg description of LSD by Jim later in this piece. Slim is supervised by an experienced sitter. Higher-dose ayahuasca once every 3 to 6 months for 2 consecutive nights. The effects could be compared (though very different experiences) to 500+ mcg of LSD. Slim is supervised by 1 to 2 experienced sitters in a close-knit group of 4 to 6 people maximum. NOTE: In the 4 weeks prior to these sessions, he does not consume any ibogaine or psilocybin.

Unprecedented,” blared Foreign Policy and a host of other publications on what was being described as the Trump administration’s “assault” or “war” on the State Department. But for all the ways in which the developments were shocking, to describe them as unprecedented was simply not true. The Trump administration brought to a new extreme a trend that had, in fact, been gathering force since September 11, 2001. From Mogadishu to Damascus to Islamabad, the United States cast civilian dialogue to the side, replacing the tools of diplomacy with direct, tactical deals between our military and foreign forces. At home, White Houses filled with generals. The last of the diplomats, keepers of a fading discipline that has saved American lives and created structures that stabilized the world, often never made it into the room. Around the world, uniformed officers increasingly handled the negotiation, economic reconstruction, and infrastructure development for which we once had a devoted body of trained specialists. As a result, a different set of relationships has come to form the bedrock of American foreign policy. Where civilians are not empowered to negotiate, military-to-military dealings still flourish. America has changed whom it brings to the table, and, by extension, it has changed who sits at the other side. Foreign ministries are still there. But foreign militaries and militias often have the better seats.

Discipline starts every day when the first alarm clock goes off in the morning. I say “first alarm clock” because I have three, as I was taught by one of the most feared and respected instructors in SEAL training: one electric, one battery powered, one windup. That way, there is no excuse for not getting out of bed, especially with all that rests on that decisive moment. The moment the alarm goes off is the first test; it sets the tone for the rest of the day. The test is not a complex one: when the alarm goes off, do you get up out of bed, or do you lie there in comfort and fall back to sleep? If you have the discipline to get out of bed, you win—you pass the test. If you are mentally weak for that moment and you let that weakness keep you in bed, you fail. Though it seems small, that weakness translates to more significant decisions. But if you exercise discipline, that too translates to more substantial elements of your life. I learned in SEAL training that if I wanted any extra time to study the academic material we were given, prepare our room and my uniforms for an inspection, or just stretch out aching muscles, I had to make that time because it did not exist on the written schedule. When I checked into my first SEAL Team, that practice continued. If I wanted extra time to work on my gear, clean my weapons, study tactics or new technology, I needed to make that time. The only way you could make time, was to get up early. That took discipline.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

The Magic of Goulash “The trip down the aisle [on a bus or train, during his travels] was where all the stakes were. Because as I’m going down that aisle, I’ve got to look for an empty seat next to somebody who seems interesting. Somebody I can trust, somebody who might be able to trust me. The stakes are high because I know that at the end of that ride, wherever it was going, that person had to invite me to their home. Because I had no money to spend night after night in a hotel.” The clincher question Cal used to get free room and board around Europe as a poor traveler was: “Can you tell me: How do you make the perfect goulash?” He would purposefully sit down next to grandmas, who would then pour out their souls. After a few minutes of passionate pantomiming, people would come from around the train to help translate, no matter the country. Cal never had to worry about where he was spending the night. “During [one dinner party a grandma threw in Hungary to feed me goulash,] one of the neighbors says, ‘Have you ever tasted apricot brandy? Because nobody makes apricot brandy like my father. He lives a half an hour away. You’ve got to come to taste the apricot brandy.’ That weekend, we’re tasting apricot brandy, having a great time. Another party starts, another neighbor comes over to me. ‘Have you ever been to Kiskunhalas, the paprika capital of the world? You cannot leave Hungary without visiting Kiskunhalas.’ Now we’re off to Kiskunhalas. I’m telling you, a single question about goulash could get me 6 weeks of lodging and meals, and that’s how I got passed around the world. 10 years. 10 years.

Second, most of the officers in this study did not have experience as tactical officers, and the teams they formed had very limited practice time together. It is possible that, with practice and experience, the effects of a threat on the performance of the dumps observed here can be overcome. This is the essence of the habituation findings in the orienting response literature (Sokolov et al., 2002). A SWAT team that regularly practices may be able to overcome the natural tendency to orient on a threat and cover their respective areas, producing exposure times that are consistent with those produced by the slice (many SWAT officers that we have spoken to insist that this is the case); however, we would like to point out that this means conducting training specifically to overcome a natural instinct, and this process is likely to take considerable effort and time. In the case of patrol officers, who are likely to be the first on the scene during an active shooter event, the officers are unlikely to receive the amount of training that is needed to overcome these natural instincts. With these caveats in mind, we think it is clear that the slice is a better style of entry to teach to patrol officers during active shooter training. The structure of the slice does not attempt to overcome the officer’s natural tendencies. It allows these tactically less-experienced officers to deal with the problem in smaller pieces and provides the officers with more time to think through the situation. For these reasons, the specific entries tested in the other studies presented in this book are conducted using a slice style.

the greatest inspiration for institutional change in American law enforcement came on an airport tarmac in Jacksonville, Florida, on October 4, 1971. The United States was experiencing an epidemic of airline hijackings at the time; there were five in one three-day period in 1970. It was in that charged atmosphere that an unhinged man named George Giffe Jr. hijacked a chartered plane out of Nashville, Tennessee, planning to head to the Bahamas. By the time the incident was over, Giffe had murdered two hostages—his estranged wife and the pilot—and killed himself to boot. But this time the blame didn’t fall on the hijacker; instead, it fell squarely on the FBI. Two hostages had managed to convince Giffe to let them go on the tarmac in Jacksonville, where they’d stopped to refuel. But the agents had gotten impatient and shot out the engine. And that had pushed Giffe to the nuclear option. In fact, the blame placed on the FBI was so strong that when the pilot’s wife and Giffe’s daughter filed a wrongful death suit alleging FBI negligence, the courts agreed. In the landmark Downs v. United States decision of 1975, the U.S. Court of Appeals wrote that “there was a better suited alternative to protecting the hostages’ well-being,” and said that the FBI had turned “what had been a successful ‘waiting game,’ during which two persons safely left the plane, into a ‘shooting match’ that left three persons dead.” The court concluded that “a reasonable attempt at negotiations must be made prior to a tactical intervention.” The Downs hijacking case came to epitomize everything not to do in a crisis situation, and inspired the development of today’s theories, training, and techniques for hostage negotiations. Soon after the Giffe tragedy, the New York City Police Department (NYPD) became the first police force in the country to put together a dedicated team of specialists to design a process and handle crisis negotiations. The FBI and others followed. A new era of negotiation had begun. HEART

Navy Seals Stress Relief Tactics (As printed in O Online Magazine, Sept. 8, 2014) Prep for Battle: Instead of wasting energy by catastrophizing about stressful situations, SEALs spend hours in mental dress rehearsals before springing into action, says Lu Lastra, director of mentorship for Naval Special Warfare and a former SEAL command master chief.  He calls it mental loading and says you can practice it, too.  When your boss calls you into her office, take a few minutes first to run through a handful of likely scenarios and envision yourself navigating each one in the best possible way.  The extra prep can ease anxiety and give you the confidence to react calmly to whatever situation arises. Talk Yourself Up: Positive self-talk is quite possibly the most important skill these warriors learn during their 15-month training, says Lastra.  The most successful SEALs may not have the biggest biceps or the fastest mile, but they know how to turn their negative thoughts around.  Lastra recommends coming up with your own mantra to remind yourself that you’ve got the grit and talent to persevere during tough times. Embrace the Suck: “When the weather is foul and nothing is going right, that’s when I think, now we’re getting someplace!” says Lastra, who encourages recruits to power through the times when they’re freezing, exhausted or discouraged.  Why?  Lastra says, “The, suckiest moments are when most people give up; the resilient ones spot a golden opportunity to surpass their competitors.  It’s one thing to be an excellent athlete when the conditions are perfect,” he says.  “But when the circumstances aren’t so favorable, those who have stronger wills are more likely to rise to victory.” Take a Deep Breath: “Meditation and deep breathing help slow the cognitive process and open us up to our more intuitive thoughts,” says retired SEAL commander Mark Divine, who developed SEALFit, a demanding training program for civilians that incorporates yoga, mindfulness and breathing techniques.  He says some of his fellow SEALs became so tuned-in, they were able to sense the presence of nearby roadside bombs.  Who doesn’t want that kind of Jedi mind power?  A good place to start: Practice what the SEALs call 4 x 4 x 4 breathing.  Inhale deeply for four counts, then exhale for four counts and repeat the cycle for four minutes several times a day.  You’re guaranteed to feel calmer on any battleground. Learn to value yourself, which means to fight for your happiness. ---Ayn Rand

When players study all those patterns, they are mastering tactics. Bigger-picture planning in chess—how to manage the little battles to win the war—is called strategy. As Susan Polgar has written, “you can get a lot further by being very good in tactics”—that is, knowing a lot of patterns—“and have only a basic understanding of strategy.” Thanks to their calculation power, computers are tactically flawless compared to humans. Grandmasters predict the near future, but computers do it better. What if, Kasparov wondered, computer tactical prowess were combined with human big-picture, strategic thinking? In 1998, he helped organize the first “advanced chess” tournament, in which each human player, including Kasparov himself, paired with a computer. Years of pattern study were obviated. The machine partner could handle tactics so the human could focus on strategy. It was like Tiger Woods facing off in a golf video game against the best gamers. His years of repetition would be neutralized, and the contest would shift to one of strategy rather than tactical execution. In chess, it changed the pecking order instantly. “Human creativity was even more paramount under these conditions, not less,” according to Kasparov. Kasparov settled for a 3–3 draw with a player he had trounced four games to zero just a month earlier in a traditional match. “My advantage in calculating tactics had been nullified by the machine.” The primary benefit of years of experience with specialized training was outsourced, and in a contest where humans focused on strategy, he suddenly had peers. A few years later, the first “freestyle chess” tournament was held. Teams could be made up of multiple humans and computers. The lifetime-of-specialized-practice advantage that had been diluted in advanced chess was obliterated in freestyle. A duo of amateur players with three normal computers not only destroyed Hydra, the best chess supercomputer, they also crushed teams of grandmasters using computers. Kasparov concluded that the humans on the winning team were the best at “coaching” multiple computers on what to examine, and then synthesizing that information for an overall strategy. Human/Computer combo teams—known as “centaurs”—were playing the highest level of chess ever seen. If Deep Blue’s victory over Kasparov signaled the transfer of chess power from humans to computers, the victory of centaurs over Hydra symbolized something more interesting still: humans empowered to do what they do best without the prerequisite of years of specialized pattern recognition.

Come on, show me what you got” Shelby said throwing a set of gear to wing before pulling on a pair of gloves herself “I'll try not to hurt you too badly” “how reassuring” Wing said pulling on his gloves he had been giving Shelby hand-to-hand combat training for some time back at H.I.V.E And what she lacked in technique she made up for in speed and cunning. “Bring it” Shelby said with a grin raising both gloves in a defensive stance and beckoning him towards her “It will be brought” Wing replied. He feinted to her left and she went to block as he simultaneously swung a low blow into her other side, carefully pulling his punch so that he just tapped her. “Two perhaps three broken ribs” Wing said matter of factly “maintain your guard” Shelby nodded and took a quick jab at his jaw which wing blocked effortlessly “Try not to look where you are striking you betray your intentions” They went on like that for a couple more minutes just as in their previous sparring sessions Wing noticed that once they began Shelby became totally focused. There were none of this smart comments or sarcasm that she'd normally used - she was suddenly deadly serious. “Broken job possible unconsciousness” Wing said calmly as he struck her passed her guard stopping his fist millimetres from her chin. “Oh my God” Shelby gasped suddenly, staring in shock at something over wings shoulder. He spun around, his guard raised. Shelby dropped low swinging her leg out, sweeping Wing's feet out from under him and sending him crashing to the floor. “Wounded pride, possible humiliation” Shelby said with a grin offering her hand to Wing and pulling him up off the floor. “and so ends today's lesson” she said pulling off her head guard. “an unconventional tactic” Wing said with a nod, taking off his own helmet. “but a successful one none the less” “ I kinda like unconventional tactics” Shelby said stepping towards him. “never underestimate the power of surprise” She grabbed the back of his neck and kissed him for a few long seconds. “what was that about maintaining your guard?” she said with a smile as she pulled away from him. “sometimes one should let ones guard down” Wing said staring at her for a moment before drawing her towards him and kissed her back. “Er...guys?” a familiar voice said causing Wing and Shelby to spring apart. “Dr Nero wants you to report to the briefing room” Wing winced slightly as he saw Nigel and Franz standing in the doorway. Nigel was looking pointedly at the floor and Franz was staring at him and Shelby, his mouth hanging open in surprise. “come on big guy - no rest for the wicked” Shelby said to Wing with a grin, taking his hand and dragging him out of the room past Nigel and the stunned looking Franz.

By the time Jessica Buchanan was kidnapped in Somalia on October 25, 2011, the twenty-four boys back in America who had been so young during the 1993 attack on the downed American aid support choppers in Mogadishu had since grown to manhood. Now they were between the ages of twenty-three and thirty-five, and each one had become determined to qualify for the elite U.S. Navy unit called DEVGRU. After enlisting in the U.S. Navy and undergoing their essential basic training, every one of them endured the challenges of BUDS (Basic Underwater Demolition/SEAL) training, where the happy goal is to become “drownproofed” via what amounts to repeated semidrowning, while also learning dozens of ways to deliver explosive death and demolition. This was only the starting point. Once qualification was over and the candidates were sworn in, three-fourths of the qualified Navy SEALS who tried to also qualify for DEVGRU dropped out. Those super-warriors were overcome by the challenges, regardless of their peak physical condition and being in the prime of their lives. This happened because of the intensity of the training. Long study and practice went into developing a program specifically designed to seek out and expose any individual’s weakest points. If the same ordeals were imposed on captured terrorists who were known to be guilty of killing innocent civilians, the officers in charge would get thrown in the brig. Still, no matter how many Herculean physical challenges are presented to a DEVGRU candidate, the brutal training is primarily mental. It reveals each soldier’s principal foe to be himself. His mortal fears and deepest survival instinct emerge time after time as the essential demons he must overcome. Each DEVGRU member must reach beyond mere proficiency at dealing death. He must become two fighters combined: one who is trained to a state of robotic muscle memory in specific dark skills, and a second who is fluidly adaptive, using an array of standard SEAL tactics. Only when he can live and work from within this state of mind will he be trusted to pursue black operations in every form of hostile environment. Therefore the minority candidate who passes into DEVGRU becomes a member of the “Tier One” Special Mission Unit. He will be assigned to reconnaissance or assault, but his greatest specialty will always be to remain lethal in spite of rapidly changing conditions. From the day he is accepted into that elite tribe, he embodies what is delicately called “preemptive and proactive counterterrorist operations.” Or as it might be more bluntly described: Hunt them down and kill them wherever they are - and is possible, blow up something. Each one of that small percentage who makes it through six months of well-intended but malicious torture emerges as a true human predator. If removing you from this world becomes his mission, your only hope of escaping a DEVGRU SEAL is to find a hiding place that isn’t on land, on the sea, or in the air.

Companies should utilize the CSIPP™ framework whenever they face crises. The 12 elements of CSIPP™, or Crisis Solution Internal Philosophy and Practice, include: 1. Immunity (Immune Systems): Organizations, akin to living organisms, possess inherent vulnerabilities. The CSIPP™ framework advocates for the establishment of proactive and self-regulating systems within an organization which autonomously identify, respond to, and mitigate threats, thereby enhancing the organization's resilience and adaptability. 2. Surveillance: Organizations need to cultivate a culture of informed awareness. This entails the implementation of judicious surveillance mechanisms to gather both internal and external intelligence. Such insights empower organizations to preemptively identify potential risks and opportunities, enabling more agile and effective decision-making. Data serves as the lifeblood of CSIPP™. It is imperative that organizations prioritize the collection, analysis, and interpretation of relevant data. This data-driven approach facilitates evidence-based decision-making, informed risk assessments, and the optimization of crisis response strategies. 3. Decisiveness: Decisiveness is particularly important during times of crisis. Leaders must be able to gather and synthesize the data, and make quick and definite decisions to move the organization forward. 4. Capital Reserves/Liquidity: Financial preparedness is a cornerstone of crisis management. Organizations must maintain adequate reserves of liquid capital to navigate unforeseen challenges. Moreover, they should proactively identify internal assets, both tangible and intangible, that can be readily redeployed in times of crisis. 5. Communication: Effective communication is pivotal during a crisis. Organizations should establish a comprehensive communication plan encompassing all stakeholders - employees, customers, investors, and the community at large. This plan should ensure timely, transparent, and accurate information dissemination, fostering trust and mitigating the spread of misinformation. 6. Response: The ability to respond swiftly and decisively is critical in crisis situations. Organizations must develop well-defined response protocols that outline roles, responsibilities, and escalation procedures. Regular drills and simulations can enhance preparedness and ensure a coordinated response. 7. Risk Evaluation: A continuous process of risk evaluation and assessment is essential. Organizations need to proactively identify, analyze, and prioritize potential risks based on their likelihood and potential impact. This enables the development of targeted mitigation strategies and contingency plans. 8. Leadership: Strong and decisive leadership is indispensable during a crisis. Leaders must be able to make difficult decisions under pressure, communicate effectively, and inspire confidence in their teams. A clear chain of command and delegation of authority are vital for effective crisis management. 9. Readiness (Drills/Training): All individuals likely to be involved in crisis response should receive comprehensive training and participate in regular drills. This ensures that they are familiar with their roles, responsibilities, and the organization's crisis management protocols. 10. Post-Crisis Analysis: Following a crisis, it is crucial to conduct a thorough post-mortem analysis. This involves evaluating the organization's response, identifying lessons learned, and implementing corrective actions to improve future crisis management efforts. 11. Nuanced Adjustment: Crisis management is not a one-size-fits-all endeavor. Organizations need to be adaptable and flexible, adjusting their strategies and tactics as the situation evolves. 12. Protocol: Clear and well-defined protocols are the backbone of effective crisis management. Organizations should establish a set of standard operating procedures (SOPs) that outline the steps to be taken in various crisis scenarios.

The activities and choices of everyday life are made on a tactical level. The fight is daily. The trajectory of your lifetime, however, is a strategic matter. Your tactical (daily) choices are made in light of the strategic (big picture) trajectory. Mission first. Live and die by your training in the finest warrior’s manual ever written—the Word of God.

I can think” → Having good rules for decision-making, and having good questions you can ask yourself and others. “I can wait” → Being able to plan long-term, play the long game, and not misallocate your resources. “I can fast” → Being able to withstand difficulties and disaster. Training yourself to be uncommonly resilient and have a high pain tolerance.

Perhaps the best known of these training programs is Operation Pipeline. The DEA launched Operation Pipeline in 1984 as part of the Reagan administration’s rollout of the War on Drugs. The federal program, administered by over three hundred state and local law enforcement agencies, trains state and local law enforcement officers to use pretextual traffic stops and consent searches on a large scale for drug interdiction. Officers learn, among other things, how to use a minor traffic violation as a pretext to stop someone, how to lengthen a routine traffic stop and leverage it into a search for drugs, how to obtain consent from a reluctant motorist, and how to use drug-sniffing dogs to obtain probable cause.23 By 2000, the DEA had directly trained more than 25,000 officers in forty-eight states in Pipeline tactics and helped to develop training programs for countless municipal and state law enforcement agencies.

As Billy points out, if your last three turns are precise, then what you’re internalizing on the lift ride up is precision. So I carry this on to the guys who I train in the finance world, for example: ending the work day with very high quality, which for one thing means you’re internalizing quality overnight.

Someone should politely explain to antifa [that] the most violent Americans, the most violent and willing Americans, haven’t even left the couch yet. The most violent and ready to go, the most tactically trained, haven’t even got off the couch yet. So you better pray to God, and I mean this literally—or whoever the fuck it is you pray to—that Donald J. Trump, President of the United States, and Attorney General Barr clean this up lawfully. If for any reason the president of the United States feels that it’s not getting done the way it should and decides to put out the tweet that says, ‘My fellow Americans, my fellow 2A-loving Americans, it’s time to take up arms against these assholes,’ you are all fucked in under an hour,” he continued. “[We’re] waiting for that one tweet, that one emergency text message from the fucking president of the United States that gives us the green light to finish this entire thing in under an hour. It will not be law enforcement. It will not be one of these slow, bureaucratic, justice system wheels of justice turning. It’ll be a group of people you didn’t even know fucking existed because we were at our houses, we got off work, we were with our families, but we were ready for that call. And if that call ever does come, you will be fucked seven ways from Sunday. So I suggest you back down.

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There is value in exercise, though, and I think that the most important type of exercise, especially in terms of bang for your buck, is going to be really high-intensity, heavy strength training. Strength training aids everything from glucose disposal and metabolic health to mitochondrial density and orthopedic stability. That last one might not mean much when you’re a 30-something young buck, but when you’re in your 70s, that’s the difference between a broken hip and a walk in the park.

There are four basic elements to soldiering: training, logistics, strategy, and tactics. Of these, the first is the only one you can do— that is, with even moderate success— without the aid of intelligence. There’s more than one way to gather intelligence, but scouting is surely the most fundamental and immediate. Particularly in a foreign land.

After their first initiation, for example, boys or teens might be charged with assisting the warriors in the next higher age-grade. Under the command of the senior age-set, warriors often train together and get tasked with tribal defense or tactical raiding. After graduating from the warrior grade, men in their 30s typically attain the privilege of taking a wife and starting a family. Years later, fathers and grandfathers get initiated into a senior level, where they gain political authority as part of a council of elders who make decisions for the entire organization.51

Tactical Consideration in Strikes and Kicks Used in Attack and Defense When you have enough time to identify a dangerous scenario before it starts, the primary attacks are kicks and secondary attacks are punches. In the short range it is faster to reach with a punch than to shift the body’s weight up for a kick. In the long range it is faster to leap one step and lift the leg for a kick instead of leaping two steps. Therefore in the long range, kicks are considered to be primary attacks. If you block a fake kick, attack at the same time. If your opponent tries to punch you, he would not succeed since he would have closed a two-step gap before reaching you while you were moving to block his kick as he started to move. Since he initially planned to lunge two steps forward to close the gap, he would not expect you to meet him halfway and it would break his train of thought. Another tactical move would be to move forward and close the gap without immediately attacking, and waiting for the opponent to attack first so that you could follow with a block and counterattack. However, your opponent could preemptively kick as you try to move in. Krav Maga defense techniques are designed to automatically counter a kick with a follow-up hand strike. First, the right hand goes to the left shoulder before it strikes, therefore catching the outside of the forearm in any such possible attack. During training and practice of that particular defense, the student should practice the defense with all the possible follow-up scenarios as well. Reaction Time Consideration Remember that you are a human being and your skeleton is designed for use in a unique way. If you try to crawl like a snake, or walk like a monkey, you will never reach the speed and balance of your natural movement. Therefore as a Krav Maga fighter you have the upper hand. If a martial artist attempts to get into a particular stance, or makes an opening statement with a few threatening moves and screams, or tries to fake an attack, you should know by now that he is wasting his energy and attacks and you should really react to his initial standing position when he is about to close the range, or preemptively attack if you think he is serious about hurting you. At times ignoring a person at the right time but yet being ready to counter him with the right timing will discourage a bully through the messages your body and actions deliver. From a distance, you can see that his closest limb, according to the striking distance, is what you should be concerned about. Follow your training and counterattack by blocking only the closest limb. If he fakes his first move, it should not be a great concern. While he is doing this, you should block the fake attack and counterattack him at the same time. He should never be able to get to his second planned attack.

positive impact on my recovery. (It also helps you sleep if used before bed.) Warning: Start slow. I tried to copy Amelia and did 20-plus minutes my first session. The next day, I felt like I’d been put in a sleeping bag and swung against a tree for a few hours. Rolling your foot on top of a golf ball on the floor to increase “hamstring” flexibility. This is infinitely more helpful than a lacrosse ball. Put a towel on the floor underneath the golf ball, lest you shoot your dog’s eye out. Concept2 SkiErg for training when your lower body is injured. After knee surgery, Amelia used this low-impact machine to maintain cardiovascular endurance and prepare for the 2014 World’s Toughest Mudder, which she won 8 weeks post-op. Kelly Starrett (page 122) is also a big fan of this device. Dry needling: I’d never heard of this before meeting Amelia. “[In acupuncture] the goal is not to feel the needle. In dry-needling, you are sticking the needle in the muscle belly and trying to get it to twitch, and the twitch is the release.” It’s used for super-tight, over-contracted muscles, and the needles are not left in. Unless you’re a masochist, don’t have this done on your calves. Sauna for endurance: Amelia has found using a sauna improves her endurance, a concept that has since been confirmed by several other athletes, including cyclist David Zabriskie, seven-time U.S. National Time Trial Championship winner. He considers sauna training a more practical replacement for high-altitude simulation tents. In the 2005 Tour de France, Dave won the Stage 1 time trial, making him the first American to win stages in all three Grand Tours. Zabriskie beat Lance Armstrong by seconds, clocking an average speed of 54.676 kilometers per hour (!). I now use a sauna at least four times per week. To figure out the best protocols, I asked another podcast guest, Rhonda Patrick. Her response is on page 7. * Who do you think of when you hear the word “successful”?

on a seagull poo–like texture when mixed into cold water. Amelia saved my palate and joints by introducing me to the Great Lakes hydrolyzed version (green label), which blends easily and smoothly. Add a tablespoon of beet root powder like BeetElite to stave off any cow-hoof flavor, and it’s a whole new game. Amelia uses BeetElite pre-race and pre-training for its endurance benefits, but I’m much harder-core: I use it to make tart, low-carb gummy bears when fat Tim has carb cravings. RumbleRoller: Think foam roller meets monster-truck tire. Foam rollers have historically done very little for me, but this torture device had an immediate positive impact on my recovery. (It also helps you sleep if used before bed.) Warning: Start slow. I tried to copy Amelia and did 20-plus minutes my first session. The next day, I felt like I’d been put in a sleeping bag and swung against a tree for a few hours. Rolling your foot on top of a golf ball on the floor to increase “hamstring” flexibility. This is infinitely more helpful than a lacrosse ball. Put a towel on the floor underneath the golf ball, lest you shoot your dog’s eye out. Concept2 SkiErg for training when your lower body is injured. After knee surgery, Amelia used this low-impact machine to maintain cardiovascular endurance and prepare for the 2014 World’s Toughest Mudder, which she won 8 weeks post-op. Kelly Starrett (page 122) is also a big fan of this device. Dry needling: I’d never heard of this before meeting Amelia. “[In acupuncture] the goal is not to feel the needle. In dry-needling, you are sticking the needle in the muscle belly and trying to get it to twitch, and the twitch is the release.” It’s used for super-tight, over-contracted muscles, and the needles are not left in. Unless you’re a masochist, don’t have this done on your calves. Sauna for endurance: Amelia has found using a sauna improves her endurance, a concept that has since been confirmed by several other athletes, including cyclist David Zabriskie, seven-time U.S. National Time Trial Championship winner. He considers sauna training a more practical replacement for high-altitude simulation tents. In the 2005 Tour de France, Dave won the Stage 1 time trial, making him the first American to win stages in all three Grand Tours. Zabriskie beat Lance Armstrong by seconds, clocking an average speed of 54.676 kilometers per hour (!). I now use a sauna at least four times per week. To figure out the best protocols, I asked

About “Contesting Height” (一，たけくらべと云事) “Contesting height” is employed when very close and clinging to the enemy. Make yourself as tall as you can, as if contesting height. In your mind, make yourself taller than your opponent. The cadence for getting in close is the same as the others. Consider this well. (31) About the “Door” Teaching (一，扉のおしへと云事) The body of the “door”27 is used when moving in to stick to the enemy. Make the span of your body wide and straight as if to conceal the enemy’s sword and body. Fuse yourself to the enemy so that there is no space between your bodies. Then pivot to the side, making yourself slender and straight, and smash your shoulder into his chest to knock him down. Practice this. (32) The “General and His Troops” Teaching (一、将卒のおしへの事) The “general and his troops” is a teaching that means once you embody the principles of strategy, you see the enemy as your troops and yourself as their general. Do not allow the enemy any freedom whatsoever, neither permitting him to swing nor thrust with his sword. He is so completely under your sway that he is unable to think of any tactics. This is crucial. (33) About the “Stance of No-Stance” (一，うかうむかうと云事) The “stance of no-stance” refers to [the mindset] when you are holding your sword. You can adopt various stances, but if your mind is so preoccupied with the engarde position, the sword and your body will be ineffectual. Even though you always have your sword, do not become preoccupied with any particular stance. There are three varieties of upper stance (jōdan) as well as three attitudes for the middle (chūdan) and lower (gedan) stances that you can adopt. The same can be said for the left-side and right-side stances (hidari-waki and migi-waki). Seen as such, this is the mind of no-stance. Ponder this carefully. △ (39-3) About “Assessing the Location” △ (39-4) About “Dealing to Many Enemies” (Simplified versions of Article 1 in the Fire Scroll [Scroll 3] and Article 33 in the Water Scroll [Scroll 2] of Gorin-no-Sho.) (34) About “The Body of a Boulder” (一、いわをの身と云事) “The body of a boulder” is to have an unmovable mind that is strong and vast. You come to embody myriad principles through your training, to the extent that nothing can touch you. All living things will avoid you. Although devoid of consciousness, even plants will not take root on a boulder. Even the rain and wind will do nothing to a boulder. You must strive to understand what this “body” means.

The newer tactic of scattering bodies on city streets, as happened when Joaquín Guzmán’s goons pushed thirty-five bloody corpses (twelve of them women) off two trucks on Manuel Ávila Camacho Boulevard, near a shopping mall in the prettier part of the port city of Veracruz one day in September 2011, to terrorize their adversaries... Guzmán, known as El Chapo (Shorty) for his small stature, ran the largest airborne opera- tion in Mexico; he owned more aircraft than Aeromexico, the national air- line. Between 2006 and 2015, Mexican authorities seized 599 aircraft — 586 planes and 13 helicopters—from the Sinaloa cartel; by comparison, Aeromexico had a piddling fleet of 127 planes.... One Zeta atrocity I knew nothing about took place in 2010, in the small town of San Fernando, south of Reynosa. A roaming band of Zetas stopped two buses of migrants—men, women, and children from Central and South America, who were fleeing the violence in their countries. The Zetas demanded money. The migrants had no money. The Zetas demanded that the migrants work for them, as assassins or operatives or drug mules. The migrants refused. So they were taken to a building in the village of El Huizachal, blindfolded, their hands and legs bound, and each one was shot in the head. Seventy-two of them died. One man (from Ecuador) played dead, escaped, and raised the alarm... The gory details of this massacre became known when one of the perpetrators was arrested, Édgar Huerta Montiel, an army deserter known as El Wache, or Fat Ass. He admitted killing eleven of the migrants person- ally, in the belief (so he said) that they were working for a gang hostile to his own. A year later, near the same town, police found 47 mass graves containing 193 corpses — mostly migrants or passengers in buses hijacked and robbed while passing through this area of Tamaulipas state, about eighty miles south of the US border... But in the early 2000s headless bodies began to appear, tossed by the roadside, while human heads were displayed in public, at intersections, and randomly on the roofs of cars. This butchery was believed to be inspired by a tactic of the Guatemalan military’s elite commandos, known as Kaibiles. A man I was to meet in Matamoros, on my traverse of the border, explained how the Kaibiles were toughened by their officers. The officers encouraged recruits to raise a dog from a puppy, then, at a certain point in their training, the recruit was ordered to kill the dog and eat it.... When the Kaibiles became mercenaries in the Mexican cartels, the first beheadings occurred, the earliest known taking place in 2006: a gang in Michoacán kicked open the doors of a bar and tossed five human heads on the dance floor. Decapitations are now, according to one authority on the business, “a staple in the lexicon of violence” for Mexican cartels....

A common excuse of ability that organizations use is the suggestion that those in positions to respond were not prepared through education and training. “If we knew then what we know now, of course we would have responded with care and competence.” Typically, the reason they are receiving such information to begin with is that others view them as able to respond intelligently, or at least to have the wisdom to defer decision making to those who can. Once an organization assumes the responsibility that comes with being in charge, they assume the obligation to make sure they are adequately equipped to exercise their authority. Insufficient training or lack of foresight is not an acceptable excuse for leaders charged with the duty to protect the organization’s members.

Mastering, perceptiveness and correct judgment on the properties of the opponent help the broker to act decisively in the fight. The ability to conduct reconnaissance is obtained in training battles with various combat-related characteristics of the partners. Based on the diagnosis, the main task before the boxer is to plan the fight in tactical terms. But before the decisive action begins, the boxer should set a clear goal. Comparing your own advantages with the opponent's combat characteristics gives you the opportunity to sketch a specific plan, the path to victory and the use of this or that tactic.

He continued, “That’s what you always say. When something is wrong or going bad, you just look at me and say, ‘Good.’” And I said, “Well, I mean it. Because that is how I operate.” So I explained to him that when things are going bad, there’s going to be some good that will come from it. Oh, mission got cancelled? Good. We can focus on another one. Didn’t get the new high-speed gear we wanted? Good. We can keep it simple. Didn’t get promoted? Good. More time to get better. Didn’t get funded? Good. We own more of the company. Didn’t get the job you wanted? Good. Go out, gain more experience, and build a better résumé. Got injured? Good. Needed a break from training. Got tapped out? Good. It’s better to tap out in training than to tap out on the street. Got beat? Good. We learned. Unexpected problems? Good. We have the opportunity to figure out a solution.

What Makes a Good Commander? “The immediate answer that comes to mind is ‘humility.’ Because you’ve got to be humble, and you’ve got to be coachable. . . . Later, when I was running training, we would fire a couple leaders from every SEAL Team because they couldn’t lead. And 99.9% of the time, it wasn’t a question of their ability to shoot a weapon, it wasn’t because they weren’t in good physical shape, it wasn’t because they were unsafe. It was almost always a question of their ability to listen, open their mind, and see that, maybe, there’s a better way to do things. That is from a lack of humility. . . . “We put these guys through very realistic and challenging training, to say the least. If there are any guys who went through training when I was running it, right now they’re chuckling because it was very realistic. In fact, it was borderline psychotic. We put so much pressure on these guys and overwhelmed them. A good leader would come back and say [something like one of the following], ‘I lost it, I didn’t control it. I didn’t do a good job. I didn’t see what was happening. I got too absorbed in this little tiny tactical situation that was right in front of me.’ Either they’d make those criticisms about themselves, or they’d ask, ‘What did I do wrong?’ And when you told them, they’d nod their head, pull out their notebook, and take notes. That right there, that’s a guy who’s going to make it, who’s going to get it right. The arrogant guys, who lacked humility, they couldn’t take criticism from others—and couldn’t even do an honest self-assessment because they thought they already knew everything. Stay humble or get humbled.

When I reported to SEAL Team One after completing Basic Underwater Demolition / SEAL Training (BUD/S), there was no leadership course. New SEALs were issued no books or materials of any kind on the subject. We were expected to learn to lead the way SEALs had learned for our entire existence—through OJT, or on-the-job training.

The institution which does not train its members trails, the institution which trains it members triumphs. Train tactically and triumph.

Another athletic attribute associated with the regular use of kettlebells is the acquisition of “in-between” strength. Powerlifters, bodybuilders and athletes who train using modern day iron-pumping tactics are tremendously strong within the technical confines and boundaries of the specific exercises they practice, but often brute strength need be administered from an odd angle, a quirky position, a less-than-optimal push or pull position. Kettlebells fill in the gaps and spaces that separate conventional exercises, one from another, and build elusive in-between strength.

In some cases, the difference between a model and the real world is literally a matter of life and death. In the military and in law enforcement, for example, repetitive, rote training is considered a key means for instilling line-of-fire skills. The goal is to drill certain motions and tactics to the point that they become totally automatic. But when overfitting creeps in, it can prove disastrous. There are stories of police officers who find themselves, for instance, taking time out during a gunfight to put their spent casings in their

Equally valuable is embracing preventive tactics of all kinds—from training to error-proofing. This is not the sexy part of failing well—not the part that gets social media likes or hailed as the latest management fad. Given its enormous value (just ask Alcoa stockholders or commercial airline passengers!), this is a shame. A vital part of failing well is preventing basic failures. If you aspire to zero harm and failure-free work at the point of delivery, it’s essential to make friends with human error. Yes, to err is human. And to forgive (ourselves, especially) is indeed divine. But adopting simple practices to prevent basic failures in our lives and organizations is both possible and worthwhile. You might even say it’s empowering.

Not only do pimps all seem to use the same tactics, but they also all seem to have graduated from the same mind-control training camp as cult leaders, hostage takers, terrorists, and dictators of small countries.

Here’s my protocol for my usual monthly 3-day fast from Thursday dinner to Sunday dinner: On Wednesday and Thursday, plan phone calls for Friday. Determine how you can be productive via cell phone for 4 hours. This will make sense shortly. Have a low-carb dinner around 6 p.m. on Thursday. On Friday, Saturday, and Sunday mornings, sleep as late as possible. The point is to let sleep do some of the work for you. Consume exogenous ketones or MCT oil upon waking and 2 more times throughout the day at 3- to 4-hour intervals. I primarily use KetoCaNa and caprylic acid (C8), like Brain Octane. The exogenous ketones help “fill the gap” for the 1 to 3 days that you might suffer carb withdrawal. Once you’re in deep ketosis and using body fat, they can be omitted. On Friday (and Saturday if needed), drink some caffeine and prepare to WALK. Be out the door no later than 30 minutes after waking. I grab a cold liter of water or Smartwater out of my fridge, add a dash of pure, unsweetened lemon juice to attenuate boredom, add a few pinches of salt to prevent misery/headaches/cramping, and head out. I sip this as I walk and make phone calls. Podcasts also work. Once you finish your water, fill it up or buy another. Add a little salt, keep walking, and keep drinking. It’s brisk walking—NOT intense exercise—and constant hydration that are key. I have friends who’ve tried running or high-intensity weight training instead, and it does not work for reasons I won’t bore you with. I told them, “Try brisk walking and tons of water for 3 to 4 hours. I bet you’ll be at 0.7 mmol the next morning.” One of them texted me the next morning: “Holy shit. 0.7 mmol.” Each day of fasting, feel free to consume exogenous ketones or fat (e.g., coconut oil in tea or coffee) as you like, up to 4 tablespoons. I will often reward myself at the end of each fasting afternoon with an iced coffee with a bit of coconut cream in it. Truth be told, I will sometimes allow myself a SeaSnax packet of nori sheets. Oooh, the decadence. Break your fast on Sunday night. Enjoy it. For a 14-day or longer fast, you need to think about refeeding carefully. But for a 3-day fast, I don’t think what you eat matters much. I’ve done steak, I’ve done salads, I’ve done greasy burritos. Evolutionarily, it makes no sense that a starving hominid would need to find shredded cabbage or some such nonsense to save himself from death. Eat what you find to eat.

Basic Tenets for Strength “Strength is the mother quality of all physical qualities.” “Strength is a skill, and, as such, it must be practiced.” “Lift heavy, not hard.” “Anything more than 5 reps is bodybuilding. . . . If you want to be strong, you want to keep your reps at 5 and under.” “If you are training for strength, you want to try and avoid the burn altogether. The burn is your enemy.” “Training is something that should be enjoyed.

How do you feel about starting up a university down on Estaria? A university? Yes. An academy… but for leaders. For the leaders of the planet. Heck, even the Federation! So instead of teaching them how to market, or science, you want to teach them how to lead? Yes, but not in the way that happens now on Estaria. Not through military tactics and political history, but how to solve problems. Imagine if all first years were taught about the environmental impact of their civilizations, and measures that needed to be taken to ensure their survival on their home planets? Imagine if they were taught diplomacy and cooperation, and how to allocate resources all together? What if they were taught cutting-edge social strategies that are based on the actual science with a view of looking after all of their citizens, rather than trying to maintain structures based on tradition, or personal gain, or belief systems? I can see how this would be popular with the new generations… but even the established systems on Ogg and Estaria would have a problem with it. Yes, and by the time the next generation of trained leaders comes through the ranks, and the old guard retires, then there will be no one left to resist. Imagine

The various branches of the US military have special operations forces. These are made up of units of soldiers who have been specially trained to tackle the most risky and dangerous military operations in the world—most of which are never heard about by the general public. Special-ops forces such as the Navy SEALs, Army Green Berets, Marine RECONs, and Air Force Special Tactics are comprised of the most elite soldiers in the world. Their training is beyond rigorous, and the qualifications to join such exclusive groups of warriors are extremely high. These elite soldiers make up a small percentage of the total military, but they are the tip of the spear when it comes to critical combat operations. These units usually operate in small numbers, drop behind enemy lines, practice tactics repetitively before executing a given operation, and train for every combat condition they might encounter. But even with an exceptional level of training and expertise, there is one critical component that is absolutely necessary for them to successfully reach their objective: communication. These elite special-ops fighters are part of a larger overarching entity with which they must stay in communication—SOCOM. This acronym stands for Special Operations Command.1 Key to their success from the elite soldier on the field all the way to the commander-in-chief is communication through SOCOM. A unit or soldier on mission in the theater of battle can have the latest weapons and technology, but they cannot access the fuller power and might of the military without the critical link—communications. If a satellite phone goes down or can’t access a signal, this life-or-death communication is broken. Without the ability to call in for air support when being overrun, medical evacuation when someone is injured, or passing on key intelligence information to SOCOM, an operation can be compromised. When communication is absent, things can go south in a hurry. In the realm of special military operations, communication is life.

There’s no ultimate manstopper, (Except for maybe a nuke.) Shot placement is the most important. The mob killed more people with .22 caliber bullets than any other. Fear is natural, embrace it, and learn to use it to your own advantage. Being fearless means you’re stupid. The more combat someone has seen, the less they talk about it. Courage is the first requirement of success in a crisis. Even a rugged, fully redundant, satellite enhanced, broadband, multimillion dollar tactical communications system will break down when you need it the most. Learn how to make decisions and carry out the plan without comms. A sense of humor will get you through anything from a gunshot wound to a divorce. Being alert will prevent 99% of the problems. Do unto others as they would do unto you; just make sure you do it first. There’s no such thing as a fair fight. If you fight, don’t be fair. If you know it all—you don’t. The first rule of a knife fight, is don’t get into a knife fight. The best defense to a knife fight is a full large capacity magazine used before the knife wielding person comes close enough to use their knife. Anything and everything can and WILL fail at the worst possible moment. If you don’t practice a movement at least 500 times, you’ll never do it under stress. You’ll never wake up knowing today is the day, so don’t sweat it. Practice doesn’t make perfect, perfectly practicing makes perfect. Our enemy is frequently smarter than we give them credit for. Train yourself to relax after the fight. We go into battle with what we have on our backs. The human mind is the deadliest weapon ever invented.

While establishment media wholeheartedly ignored the agent’s methods, they did not go unnoticed by political commentator Mike Cernovich, who tweeted: Holy f*ck, this is an interrogation technique where the federal agent tries to use stress tactics to implant a false memory into the interview subject. You rarely get stuff like this on audio.397 Strasser had obviously received interrogation training, either in the Air Force or as a federal law enforcement officer.

Agility is the ability to move and adjust quickly and easily. It springs from trained and disciplined forces. Agility requires that subordinates act to achieve the commander’s intent and fight through any obstacle to accomplish the mission. (Emphasis in the original) Operational agility stems from the capability to deploy and employ forces across the range of Army operations. Army forces and commanders shift among offensive, defensive, stability, and support operations as circumstances and missions require. This capability is not merely physical; it requires conceptual sophistication and intellectual flexibility. Tactical agility is the ability of a friendly force to react faster than the enemy. It is essential to seizing, retaining, and exploiting the initiative. Agility is mental and physical. Agile commanders quickly comprehend unfamiliar situations, creatively apply doctrine, and make timely decisions.

Finally, we will note that the resolution, by making implementation of the minimum program provisional revolutionary government’s task eliminates the absurd, semi-anarchist ideas about giving immediate effect to the maximum program, and the conquest of power for a socialist revolution. The degree of economic development of Russia (an objective condition) and the degree of class consciousness and organisation of the broad masses of the proletariat (a subjective condition inseparably connected with the objective condition) make the immediate complete emancipation of the working class impossible. Only the most ignorant people can ignore the bourgeois nature of the democratic revolution which is now taking place; only the most naive optimists can forget how little as yet the masses of the workers are informed about the aims of Socialism and about the methods of achieving it. And we are all convinced that the emancipation of the workers can be effected only by the workers themselves; a socialist revolution is out of the question unless the masses become class conscious and organised, trained and educated in open class struggle against the entire bourgeoisie. In answer to the anarchist objections that we are putting off the socialist revolution, we say: we are not putting it off, but we are taking the first step towards it in the only possible way, along the only correct road, namely, the road of a democratic republic. Whoever wants to reach Socialism by a different road, other than that of political democracy, will inevitably arrive at conclusions that are absurd and reactionary both in the economic and the political sense. If any workers ask us at the given moment why we should not go ahead and carry out our maximum program, we shall answer by pointing out how far the masses of the democratically-minded people still are from Socialism, how undeveloped class antagonisms still are, how unorganised the proletarians still are. Organise hundreds of thousands of workers all over Russia; enlist the sympathy of millions for our program! Try to do this without confining yourselves to high-sounding but hollow anarchist phrases—and you will see at once that in order to achieve this organisation, in order to spread this socialist enlightenment, we must achieve the fullest possible measure of democratic reforms.

David Goggins is a retired Navy SEAL and the only member of the U.S. Armed Forces ever to complete SEAL training, U.S. Army Ranger School, and Air Force Tactical Air Controller training. Goggins has competed in more than sixty ultra-marathons, triathlons, and ultra-triathlons, setting new course records and regularly placing in the top five. A former Guinness World Record holder for completing 4,030 pull-ups in seventeen hours, he’s a much-sought-after public speaker who’s shared his story with the staffs of Fortune 500 companies, professional sports teams, and hundreds of thousands of students across the country.

Long periods of inaction for regrouping are justified only by sheer necessity. Veteran troops realize that by continuing the advance and attack against a shaken enemy the greatest possible gains are made at minimum cost. Speed requires training, fitness, confidence, morale, suitable transport, and skillful leadership. Patton employed these tactics relentlessly, and thus not only minimized casualties but shook the whole Italian Government so forcibly that Mussolini toppled from his position of power in late July.[6

When you create that kind of culture, and you get buy-in to it; all the rest of the things that need to happen, start falling into place. Things like attitudes, fitness, discipline, training, and tactics; excellence in these areas becomes the norm.

One of the most frustrating aspects of the Vietnam war from the Army's point of view is that as far as logistics and tactics were concerned we succeeded in everything we set out to do. At the height of the war the Army was able to move almost a million soldiers a year in and out of Vietnam, feed them, clothe them, house them, supply them with arms and ammunition, and generally sustain them better than any Army had ever been sustained in the field. To project an Army of that size halfway around the world was a logistics and management task of enormous magnitude, and we had been more that equal to the task. On the battlefield itself, the Army was unbeatable. In engagement after engagement the forces of the Viet Cong and that of the North Vietnamese Army were thrown back with terrible losses. Yet, in the end, it was North Vietnam, not the United States, that emerged victoriously. How could we have succeeded so well, yet failed so miserably? At least part of the answer appears to be that we saw Vietnam as unique rather than in strategic context. This misperception grew out of neglect of military strategy in the post-World War II nuclear era. Almost all professional literature on military strategy was written by civilian analysts - political scientists from the academic world and systems analysts from the Defense community. In his book War and Politics, political scientist Bernard Brodie devoted an entire chapter to the lack of professional military strategic thought. The same criticism was made by systems analysts Alain C. Enthoven and K. Wayne Smith who commented: "Military professionals are among the most infrequent contributors to the basic literature on military strategy and defense policy. Most such contributors are civilians..." Even the Army's so-called "new" strategy of flexible response grew out of civilian, not military, thinking. This is not to say that the civilian strategies were wrong. The political scientists provided a valuable service in tying war to its political ends. They provided a valuable service in tying war to its political ends. The provided answers to "why" the United States ought to wage war. In the manner the systems analyst provided answer on "what" means we would use. What was missing was the link that should have been provided by military strategists -"how" to take the systems analyst's means and use them to achieve the political scientist's ends. But instead of providing professional military advice on how to fight the war, the military more and more joined with the systems analysts in determining material means we were to use. Indeed, the conventional wisdom among many Army officers was that "the Army doesn't make strategy, " and "there is no such thing as Army strategy." There was a general feeling that strategy was budget-driven and was primarily a function of resource allocation. The task of the Army, in their view, was to design and procure material, arms and equipment and to organize, train, and equip soldiers for the Defense Establishment.

the Impostor Phenomenon, originally described by Dr. Pauline Clance and Dr. Suzanne Imes: “an internal experience of intellectual phoniness.“ I think we’re all familiar with this belief and its wily ways. It’s that voice that tells you you’re not good enough, that some day soon everyone will find out you’re a fraud, that you need to do a little more research or get a little more training to be successful. And it’s favorite tactic is having you pursue the “right” way instead of your way.

Caleb stood on the Tibbet porch, gazing after Lily through the thin veil of rain sliding down from the porch roof. He’d been employing the tactics the colonel had recommended, and he’d liked the results—until he’d noticed Lily leaving the house with Corporal Pierce. When he’d seen her take that green kid’s arm and look up at him as though he’d just cured all the ills of humanity in a single sentence, Caleb had wanted to vault over the porch railing and run after them, shouting protests like a fool. He ached, knowing Lily wouldn’t have made such a familiar gesture with him, even after all they’d been to each other. Saddened,

The odds were stacked against them, but Derek knew that every last one of his teammates relished this mission. They’d trained together, fought together, lived, breathed, and bled together for six long months of deployment. On this tour alone, they’d racked up more successful tactical operations than anyone cared to count. But it wasn’t every day they got the chance to rescue a civilian from the country they’d sworn their lives to protect and defend. At

Nine Principles Never have a wicked heart. Train not by thought, but by practice. Learn a wide variety of arts and skills, and do not fix on only one. Know not only your own techniques but also those of many others. Find out rationally what is an advantage and what is a disadvantage. Foster an intuitive ability to judge all things. Feel an essence that you cannot see on the surface. Pay attention to the very smallest of phenomena. (Everything takes its own course, and sometimes we get unexpected results.) Do nothing in vain, for the energy and time we have is limited.

Any position you find yourself in can be considered a guard if you understand its tactical and technical properties. Slavishly copying a position from the treatise is useless unless you have some idea of what the position is for, what openings it leaves and what strengths it possesses.

Ironically, the organization modeled itself on the Communist Party. Stealth and subterfuge were endemic. Membership was kept secret. Fighting “dirty” was justified internally, as necessary to combat the imputed treacherousness of the enemy. Welch “explicitly sought to use the same methods” he attributed to the Communists, “manipulation, deceit, and even dishonesty,” recalled diZerega, who attended Birch Society meetings in Wichita in his youth. One ploy the group used, he said, was to set up phony front groups “pretending to be other than what they were.” An alphabet soup of secretly connected organizations sprang up, with acronyms like TRAIN (To Restore American Independence Now) and TACT (Truth About Civil Turmoil). Another tactic was to wrap the group’s radical vision in mundane and unthreatening slogans that sound familiar today, such as “less government, more responsibility.” One of Welch’s favorite tropes, decrying “collectivism,” would cause some head-scratching more than fifty years later when it was echoed by Charles Koch in a 2014 diatribe in The Wall Street Journal denouncing his Democratic critics as “collectivists.

huggers and the politicians in Washington. Still others posted links to gun dealer sites and local gun ranges providing training on tactical fire and maneuver techniques used by the military.

Along with explosive and tactical training, our training on small arms began. The NCO instructors conducted the weapons training but they were not comfortable dealing with university students. Often tricky situations would arise. Two examples would illustrate the nature of the problem. In the Pakistan Army, soldiers of the East Bengal Regiment were taught their craft in Roman Urdu. The NCOs tried to teach us just as they were taught. They began with kholna-jorna (stripping and assembling). Our NCO instructor started the class by saying "Iss purza ko kehta hae..." (this part is known as ...) in Urdu. "Why are you speaking in Urdu?" we protested immediately. "Urdu is the army’s language!" "The Pakistan Army's language! This is the Bangladesh army! No Urdu here! And if you don't speak in Bangla we won’t listen to you!" we told him. The complaint reached the Subedar Major. He was not pleased with our 'mutiny' and said the Dacca University boys don’t listen to their ustad (teacher). "You have to listen to them," he told us. We told him the same thing; why was the NCO speaking to us in Urdu? "We are Bengalis. He is from Noakhali, and if he wants he can even speak in his dialect and we’ll try our best to understand, but no Urdu!" When the Subedar Major’s intervention didn’t work, the matter went up to Khaled Mosharraf who was greatly amused. "Shalara, they are such fools! It has not yet dawned on them that they no longer have to speak in Urdu!" he said, laughing. He immediately issued an order: Henceforth there would be no more communication in Urdu.

I can wait” → Being able to plan long-term, play the long game, and not misallocate your resources. “I can fast” → Being able to withstand difficulties and disaster. Training yourself to be uncommonly resilient and have a high pain tolerance.

Future battlefields require a more liberally educated, mentally adaptable leadership to coexist in a culture with high standards of cohesion and discipline. An adaptive Army will require very high standards of entry training for commissioned members, to acculturate tactical knowledge in the force at a very early stage.”144 Col. Robert B. Killebrew, U.S. Army, (Ret.)

The learning environment also supports and understands that the ACM is where students become members of the course when they are: •Left to do as much as possible, from planning training to making and executing recommendations to improve the course; •Allowed to fail, as long as they show signs of learning, and do not repeat mistakes (those who made a mistake in the act of doing something will attempt to explain why they made their error); and •Pushed to seek answers, and to produce adaptive leaders familiar with tasks that may comprise their solutions to tactical and non-tactical problems. They understand how to employ tasks together to solve problems.

Faced with the task of building a strong, cohesive corporate culture, many software companies have borrowed heavily from other organizations. Trilogy Software made headlines by sending its new recruits to a training “boot camp” for three months—with classes running from 8:00 a.m. to midnight, seven days a week, for the first month. Other companies, such as Scient, subject their new recruits to intense pep rallies, with constant repetition of the company slogan— “I’m on fire!” The popularity of these tactics has even led to some hand-wringing about the cult-like character of many business initiation rituals. One writer for Shift magazine captured the dilemma quite well in a brilliant article entitled “Why Your Fabulous Job Sucks.” “Work is a blast. Your colleagues are cool and they dig having your dog around. But something evil lures you to the company beer fridge. Ever wonder why you’re never home?” The observation here is quite astute. Creating a cool work environment, holding fabulous office parties with great bands, letting people wear whatever they want, setting up the LAN for multiplayer gaming— this may all seem like corporate generosity. But it also has a sound economic rationale. All these devices help to build among young employees allegiance, loyalty, and a willingness to work. The easiest way to persuade people to pull an all-nighter is to make being at the office more fun than being at home.

The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute. If an individual on the team is not performing at the level required for the team to succeed, the leader must train and mentor that underperformer. But if the underperformer continually fails to meet standards, then a leader who exercises Extreme Ownership must be loyal to the team and the mission above any individual. If underperformers cannot improve, the leader must make the tough call to terminate them and hire others who can get the job done. It is all on the leader.

Adam became an expert, able to navigate through the different war zones, killing everything in his path with relative ease. Moving from scene to scene, the skill of quickly reloading before his magazine emptied was vital to acquiring the most kills in the shortest amount of time. Through repetitive play of Call of Duty, Adam learned how to load the second cartridge in a single fluid motion before the first was emptied by ejecting the magazine with the hand holding the weapon while drawing a new magazine from its place using his fourth and fifth fingers, and inserting a fresh magazine with the thumb and index finger. That skill, called the “tactical reload,” had previously been available only to law enforcement or for military training. Call

By training his soldiers to lunge with their bayonets not at the charging Highlander in front of them, but at the one to their right as he raised his arm to strike and thus exposed himself to a lethal thrust, Cumberland now had the tactic that could counteract the violent shock of the clansmen’s charge. His troops sensed for the first time that they could beat the Jacobites in a pitched battle.

The Lessons of the Past  Ancient strategists provide us with modes of thinking and practical guidance that we can use in the present.  First, any area, no matter how dominated by thoughtless effort, can be transformed by the application of tactics. Try to use special forces at special times and in special ways.  Second, understand that plans must change. Learn to recognize the fluid nature of reality and be aware that any strategy must constantly adapt to that reality. The most brilliant plans are those that spring into being in the action-response dynamic of the moment.  Third, preparation is the heart of strategic capability. Whether you’re running a household or a billion-dollar business, training, discipline, hard work, and sound planning are the foundations of strategic reserves, which are necessary for many kinds of maneuvers. If you have no reserves, you have no strategy.  Fourth, know your opponents. You can gain astonishing leverage if you know the preparations and capabilities of your opponents. A combination of surprise and superb tactical execution can allow you to defeat an opponent with twice your strength.  Fifth, be bold; seize your fortune. The greatest challenge in strategic thinking is getting started.

The Second Tactic which the enemy likes to use is to launch a direct frontal assault on us designed to draw our attention away from God and away from God’s Spirits.

The paradoxical confusion is not usually over the New Testament writer’s awareness of spiritual warfare, but rather over the relative silence of the Evangelical church in North America about it, despite Scripture’s testimony to its reality. Why are so many Evangelical church leaders so hesitant to talk about this topic publicly? Why so hesitant to train people to distinguish between the various tactics and warfare strategies of the world, the flesh, and the devil? The short answer is fear. We fear the unknown, and we fear potential theological associations with groups or individuals who abuse this subject.

Traditionally, in the system that Augustus inherited from the Republic, the Roman command structure was class-based. As mentioned earlier, the officer class came from the narrow aristocracy of senators and equestrians. The great armies of the Republic were commanded by senators who had attained the rank of consul, the pinnacle of their society. Their training in military science came mainly from experience: until the later second century B.C., aspiring senators were required to serve in ten campaigns before they could hold political office 49 Intellectual education was brought to Rome by the Greeks and began to take hold in the Roman aristocracy sometime in the second century B.C.; thus it is the Greek Polybius who advocates a formal training for generals in tactics, astronomy, geometry, and history.50 And in fact some basic education in astronomy and geometry-which Polybius suggests would be useful for calculating, for example, the lengths of days and nights or the height of a city wall-was normal for a Roman aristocrat of the late Republic or the Principate. Aratus' verse composition on astronomy, several times translated into Latin, was especially popular.51 But by the late Republic the law requiring military service for office was long defunct; and Roman education as described by Seneca the Elder or Quintilian was designed mainly to produce orators. The emphasis was overwhelmingly on literature and rhetoric;52 one did not take courses, for example, on "modern Parthia" or military theory. Details of grammar and rhetorical style were considered appropriate subjects for the attention of the empire's most responsible individuals; this is attested in the letters of Pliny the Younger, the musings ofAulus Gellius, and the correspondence of Fronto with Lucius Verus and Marcus Aurelius.53

Additionally, many, if not most, of these assaults did not involve room entries. These statistics show that the opportunity for feedback about room entries for individual officers is extremely limited. Of course, feedback could be obtained through realistic force-on-force training exercises in which officers and role-player suspects engage in simulated gun battles, but many agencies do not engage in this type of training and the lessons learned may be inaccurate, as discussed later.

More generally, the lack of feedback applies to all higher-level use of force situations for officers. While officers are trained in how to properly utilize force, the need for more serious levels of force is rare. For example, the Bureau of Justice Statistics conducted the 2008 Police-Public Contact Survey as a supplement to the National Crime Victimization Survey. An estimated 1.4% of those surveyed had force used or threatened during their most recent contact with law enforcement (BJS, 2008). In a related study, Hickman, Piquero, and Garner (2008) found that 1.5% of police-citizen contacts resulted in either the use of force or the threat of force. Of these cases, only a very small percentage (0.2%) of police-citizen encounters resulted in lethal force (i.e., use of a firearm) being applied or threatened. Geller and Scott (1992) determined that the average officer would have to work 1,299 years in Milwaukee, 694 years in New York City, or 198 years in Dallas to be statistically expected to shoot and kill a suspect.

In the law enforcement and security professions most of the little training conducted surrounds physical skills training. Training focuses on firearm proficiency, how to swing and block with an impact weapon, use oleoresin capsicum (Pepper Spray), defensive tactics and handcuffing techniques. A small portion of time is spent talking about use of force decisions and filing appropriate reports as to the action taken by officers. Although there have been great strides in bringing new training techniques such as Redman suits, Sim-munitions and range 3000 simulators to combine the physical and mental realms of conflict. While this training is excellent, it is just a small part of the overall conditioning that must take place in the preparation of our profession.  This type of response training is called conditioned response.  It is a specific training for a specific reaction, and while it is important, does not fully prepare people for complex situations.

Whether you want to strengthen your fingers or jack up the belly of your forearms, forget grip-pers or wrist curls. Work your forearms the way they evolved to work—by hanging your bodyweight.

Getting your ass away from the gym is probably the number one thing you can do to start kicking your gains up a notch.

The enemy always uses one or both of his two primary tactics in dealing with the church. His first tactic is to send in counterfeit spirits. At first, they look and feel like the real thing, but if you go along with these enemy spirits, things begin to go wrong; things just don’t work right. They have been sent to accomplish the enemy’s purpose which we have already seen is to steal your blessing and your anointing, to kill you hopes and your dreams (perhaps your body as well), and to destroy your work for the Lord and your influence in the world. If a spirit is truly from the Lord — if it is the Spirit of God, it will bring positive change! It will bring renewal. It will bring refreshing. A Spirit from God will take you from glory to glory. It will bring the blessings and protection of the Lord into your life and your situation. But if it is one of those counterfeit spirits, it is going to attempt to block or hinder every work of God in your life and in your ministry. It

As cops we often cry loudly about the lack of training in our profession (I am guilty of it myself). However while we complain and whine about the seemingly lack of interest in ongoing training we also miss the opportunities to train and learn from the everyday lessons available to us. Those lessons that come from every call we respond to and every shift we work. The uses of training tools such as; tactical decision games and after action reviews still are rare occurrences in our profession and seemingly only used when some catastrophic or unconventional crisis has occurred i.e. a cop killed in the line of duty or a deadly force scenario that leaves the public calling for an explanation. We should be doing more to harness the wisdom of the street cop and what he learns from each and every day on each and every shift. The shift debriefing is a training tool we can and should utilize to develop full spectrum cops capable of making sound decisions and employing sound tactics to resolve crisis situations and record and report them accurately in the aftermath.

The ability to solve emerging problems, both those day to day issues that we encounter in normal work, and those complex emergencies that hit us without warning, are pivotal to our personal and organizational survival in difficult economic times. Tactical Decision Games are short, pointed exercises to increase the speed and maturity of problem solving. Used regularly and thoughtfully, tactical Decision Games will train individuals and teams to shorten the time needed to recognize and successfully overcome emergent problems of any type.

On the job training and experience is often stated as “the way” to learn the job of policing. What does this mean to us cops? Does it mean with time on the job we’ll get better at what we do, automatically, or magically from working shift after shift and handling call after call? Every time we race to the scene and charge towards the sounds of danger and come out safe with suspect in custody, mean that we have somehow gotten better just by being there and participating in the dangerous encounter? Or is there something more to this concept of “on the job training” we should be doing to leverage every experience no matter how small or big to improve our performance? When I think of on the job training I do not envision an environment where you show up for work and fly by the seat of your pants and hope things work out as you think they should. No, what I envision by on the job training is that you learn from every experience and focus on leveraging the lessons learned to make you better at the job. Law enforcement officers are members of a profession that does not routinely practice its tactical skills. Only constant violent conflict and violent crime, a condition to objectionable, to even contemplate, would allow such practice. Thus the honing and developing of law enforcement peacekeeping skills must be achieved in other ways.

Now the equipment, organization, and tactics of an army were not achieved overnight: one must allow for a period of transition before a large mass of men could be trained to operate under unified command. Until towns arose and population was sufficiently concentrated, the prelude to war was an organized but one-sided display of power and bellicosity in raiding expeditions for wood, malachite, gold, slaves.

The Boyd Cycle; a clear understanding of the observation, orientation, decision and action "OODA Loop" is a key first step. In the training we conduct through LESC or Adaptive-Leader when we conduct it with law enforcement and security professionals, this tactical decision making and threat assessment tool is a prerequisite that gives us the clear initiative in detecting crime and danger. The Boyd Cycle is a mental tool that helps us first understand how conflict unfolds, as well as, allows us to observe keenly through "all our senses" including intuition.

The difference between how we currently train and prepare versus the philosophy I am advocating is similar to the difference between techniques and tactics. Techniques require inflexibility and repetition, while tactics require flexibility, good judgment and creativity. Officers can only gain the ability to execute this new philosophy with experience and education, stressing free play force on force training brought to a conclusion with clear winners and losers. Keep in mind no tactical concept is an end in itself and that there is more than one solution to a tactical dilemma.   

In the case of the entry styles examined here, there are clear cognitive processes in operation. Officers will naturally orient on threats. They will also tend to experience acute stress response (ASR). ASR frequently produces a variety of perceptual distortions including tunnel vision and audio exclusion. The styles of entry can be considered to be the environmental structures. While it may be possible to conduct enough training to overcome the cognitive limitations of the officers (this is the point of much tactical training; Friedland & Keinan, 1992), it is easier to alter the entry style (i.e., structure of the environment) to one that is better adapted to the situation. This approach has also been suggested in other policing situations, such as how investigators can better detect deception (Blair, Levine, Reimer, & McCluskey, 2012). We now turn to discussing the specific entry techniques that dictate exactly where the officers go when they enter the room.

EO promoted itself as providing five key services to clients: strategic and tactical military advisory services; an array of sophisticated military training packages in land, sea, and air warfare; peacekeeping or “persuasion” services; advice to armed forces on weapons selection and acquisition; and paramilitary services.

If a tight, powerful midsection is what you’re looking for, strict hanging leg raises will get the job done.

In preparation for the “Days of Rage,” the Weathermen met with representatives of North Vietnam in Cuba to train them in tactics. The North Vietnamese promptly asked them to start a war on U.S. soil. The Weathermen would be only too happy to oblige.

When the fight starts you do not have time to stop and think about the fundamentals.” ~Chet Richards, Certain to Win 1   Chet Richards wrote an interesting piece “Developing the Touch”, in which he asks the question, if Fingerspitzengefühl (fingertip feel) can be taught, why do so few people have it? He goes on to make two key points: First, Fingerspitzengefühl is a skill, so although most people can get better at it, some are going to get a lot better. Second, it’s a strange kind of skill, not for performing complicated or even dangerous tasks mystically well, but for sensing what is going on among groups of people in conflict and then influencing what happens.2 Chet’s points got me to thinking about, why is it we in law enforcement often times have difficulty applying what we know to a given situation? How do we get better at it? The answer lies in creating and nurturing our abilities in “Operational Art” taking what you know and being able to apply it to a given set of circumstances to affect your strategy and to bring an end to a potentially violent occurrence using appropriate tactics. To do this takes awareness, discipline, adaptability, skill development and strength of character to focus our efforts on the task at hand to meet our overall intent. You cannot learn this by sitting in some training class listening to an instructor give you a checklist formula on how to solve a particular set of problems. As Chet states: The first problem in learning Fingerspitzengefühl is that you can’t learn it by yourself. You have to have at least two groups of people to practice with — your team and some opponents.2 Our training must involve interaction with an adversary, red teaming comes to mind. Red Teaming is an approach to understanding our adversary and the methods they use. To develop a fingertip feel and maneuver we must possess numerous skills and be able to apply those skills individually and collectively if we are to be as effective as we need to be, to win

For a law enforcement organization to run smoothly it needs positive leadership. Positive leadership is when a leader interacts with the frontline. Interaction is not just getting to know those a leader works with and serves, although knowing your people is an important component to leading. Interaction is as well to continually develop and train and develop not only ourselves but those the leader serves in an effort to build a common outlook. In the end positive leader understands that a strong common outlook between the top and frontline establishes trust, or even better mutual trust. The leader's true work: Be worthy of his or her constituents' trust. Positive leaders know the side with the stronger group feeling has a great advantage.2 Strong trust encourages delegation and reduces the amount of information and tactical direction needed at the top or strategic level. With less information to process and a greater focus on strategic issues, the decision making cycle at the top accelerates and the need for policies and procedures diminishes, creating a more fluid and agile organization. Mutual trust, unity and cohesion underlie everything.

So, when do you go on your first raid?" James asked changing the topic, and easing the tension. Sixteen-year-olds at the academy started going on raids with the military to train them on real tactics for taking down and capturing antigovernment, and undesirable subhuman life forms.   "Two days. I can't wait to put a beat down on these antigovernment, anti-people, anti-democratic freaks," Breyden's smile changed to clenched teeth at the mere thought of anyone trying to destroy the society in which they lived.

Instead of adhering to his father’s commands, Donald had a new master, a gruff, barrel-chested combat veteran named Theodore Dobias. Dobias, or Doby as he was known, had served in World War II and had seen Mussolini’s dead body hanging by a rope. As the freshman-football coach and tactical-training instructor, Doby smacked students with an open hand if they ignored his instructions. Two afternoons a week, he would set up a boxing ring and order cadets with poor grades and those who had disciplinary problems to fight each other, whether they wanted to or not. “He could be a fucking prick,” Trump once recalled. “He absolutely would rough you up. You had to learn to survive.” To glare at Doby, or suggest the slightest sarcasm, Trump said, caused the drill sergeant to come “after me like you wouldn’t believe.” Whether

Tactical decision games are situational exercises on paper representing a snap shot in time. A scenario is handed out that describes a problem related to your profession (law enforcement, security, military, business, etc). The facilitator sets a short time limit for you to come up with a solution to the problem presented. The TDGs can be conducted individually or in a group setting. As soon as time is up, with the facilitator using “time hacks”, an individual or group is told to present their course of action to the rest of the group. What you did and why? Justifying your actions to everyone else! It is important that individuals or groups working together are candid and honest in their responses. You’re only fooling yourself to do otherwise. The lesson learned from the TDGs can make you more effective and safe in the performance of your job. The time to develop the strength of character and the courage to make decisions comes here, in the training environment. Mistakes can be made here that do not cost a life and valuable lessons are learned.

However, for ordinary citizens in a homedefense scenario or for police officers responding to an emergency call, the chances of having to operate alone are quite likely. In these types of situations, backup is frequently unavailable or will not arrive in time. The citizens and officers who are forced to operate on their own face potentially the greatest risk, yet there are almost no tactical references (books, videos or classes) that provide useful information on the subject of single-person tactics. This manual and the associated training courses were developed by a team of experts with extensive special operations and lawenforcement experience to help fill the dangerous capability and knowledge gap in the area of single-person tactics. This manual can provide citizens and officers with critical, life-saving tactical knowledge that will give them a marked advantage in an emergency situation.

The “four pillars” of survival are proper mindset, situational awareness, skill proficiency and physical fitness. These pillars form the basis for success in all combat situations. This manual is not intended only to teach specific techniques but rather to increase the reader’s actual chances of survival and success in a real-life emergency. An expert marksman who is not mentally prepared for the stress of combat and not ready to employ lethal force can lose to an untrained adversary. Lack of situational awareness, even for a moment, can cause experienced military and law enforcement professionals to fall victim to unskilled enemies. Therefore, any combat training program must rest on the following four pillars.

Proper mindset is the most critical of the four pillars. In the simplest terms, people with the proper mindset devote a large volume of time and energy to protecting themselves and their loved ones from the worst-case scenario. Many people will learn to shoot a pistol or study a martial art but their skills decline quickly because they fail to practice every day. Having the proper mindset means being tough, determined, never cutting corners and taking every precaution to ensure survival. In a combat situation, having the proper mindset means being prepared to employ lethal force without hesitation and never quitting during the fight regardless of fear or pain. The training suggestions in this manual will help you develop the proper mindset.

the most important thing was that they have an answer. A) It shows the courage to be able to address it, and B) it shows self-awareness that ‘I might be top peer-rated and have this great career, but there’s somebody out there, and here’s what they’d probably say. . . .’ They’d say I was self-serving at one time, or I appear too good on paper, or I’m lazy on these types of physical training, or whatever the case may be. Show me that, if you identify it, you’re working on it. I don’t care what you think about it. I just want to know that you’re aware of how other people view you.

a marked change occurred between 2019 and 2020. The dual crises of the pandemic and Black Lives Matter protests ran slam into the twin dangers of Q-Anon and the consolidation of the Trump paramilitary. In 2019, there were sixty-five incidents of domestic terrorism or attempted violence, but in the run-up to the election in 2020, that number nearly doubled, according to a study by the Center for Strategic and International Studies. Twenty-one plots were disrupted by law enforcement.5 Violent extremists in the United States and terrorists in the Middle East have remarkably similar pathways to radicalization. Both are motivated by devotion to a charismatic leader, are successful at smashing political norms, and are promised a future racially homogeneous paradise. Modern American terrorists are much more akin to the Islamic State of Iraq and Syria (ISIS) than they are to the old Ku Klux Klan. Though they take offense at that comparison, the similarities are quite remarkable. Most American extremists are not professional terrorists on par with their international counterparts. They lack operational proficiency and weapons. But they do not lack in ruthlessness, targets, or ideology. However, the overwhelming number of white nationalist extremists operate as lone wolves. Like McVeigh in the 1990s and others from the 1980s, they hope their acts will motivate the masses to follow in their footsteps. ISIS radicals who abandon their homes and immigrate to the Syria-Iraq border “caliphate” almost exclusively self-radicalize by watching terrorist videos. The Trump insurgents are radicalizing in the exact same way. Hundreds of tactical training videos easily accessible on social media show how to shoot, patrol, and fight like special forces soldiers. These video interviews and lessons explaining how to assemble body armor or make IEDs and extolling the virtues of being part of the armed resistance supporting Donald Trump fill Facebook and Instagram feeds. Some even call themselves the “Boojahideen,” an English take on the Arabic “mujahideen,” or holy warrior. U.S. insurgents in the making often watch YouTube and Facebook videos of tactical military operations, gear reviews, and shooting how-tos. They then go out to buy rifles, magazines, ammunition, combat helmets, and camouflage clothing and seek out other “patriots” to prepare for armed action. This is pure ISIS-like self-radicalization. One could call them Vanilla ISIS.

During their brief history the newly formed Special Operations Forces had already achieved a notable record, but they had yet to tackle a major rescue of the magnitude of the Lady Flamborough hijacking. The orphan child of the Pentagon, the Special Operations Forces were not molded into a single command until the fall of 1989. At that time the Army's Delta Force, whose fighters were drawn from the elite Ranger and Green Beret units and a secret aviation unit known as Task Force 160, merged with the top-of-the-line Navy SEAL Team Six and the Air Force's Special Operations Wing. The unified forces cut across service rivalries and boundaries and became a separate command, numbering twelve thousand men, headquartered at a tightly restricted base in southeast Virginia. The crack fighters were heavily trained in guerrilla tactics, parachuting, wilderness survival and scuba diving, with special emphasis on storming buildings, ships and aircraft for rescue missions.

First we figure out the strategy of how to be okay, then we figure out the tactics of how to make it happen. Strategy and tactics—that’s military training. In essence, we are at war with the world.

Japan had little chance for victory in a long war, and the Japanese knew it. They adopted a short war strategy which offered a chance to win, and built their force, trained their men and developed their tactics to support that strategy. They had no solution to the “long war” scenario—so they ignored it.

The mission describes the business problem and its solution. For example, “The operations lead will create and manage a world-class department that will support every team member by providing the environment, information, tools, training, and habits they need to succeed in their role and make the company a massive success.” • The outcomes are what the person must get done. There should be three to eight outcomes (target is five) ranked by order of importance. They should be measurable and have an accomplish-by date. For example, “Turn every team member into a ninja user of our internal tools (Asana, Salesforece, Notion) and methodologies (GTD, Inbox Zero, management by objectives, active listening) by October 31.” • The competencies are the traits or habits that are required to succeed in the role and fit in at the company. They are the how—the behaviors that someone must exhibit in order to achieve the outcomes. Here are some examples: ○ Organized: Follows the GTD method and stays well aware of all to-dos and events ○ Innovative: Seeks to make process improvements to make their role and the team more efficient going forward ○ Collaborative: Reaches out to peers and cooperates with managers to establish an overall collaborative environment ○ Persuasive: Is able to convince others to pursue a course of action ○ Coachable: Wants to improve and is open to feedback and acts on that feedback

In the fight against an opponent operating quickly and using the most unexpected counterattacks in a variety of ways, there is only one type of belaying - cover the chin without interruption. The most commonly used insurance method is the following: the palm of the right hand, ready to accept a possible opponent's blow, should be kept by the chin. When learning blows, defending the chin with the hand of a free hand is considered a valid condition. In the initial period of training it is necessary to observe that young boxers attacking are protected from unexpected opponents' countermeasures. It is important, however, to protect yourself against loss of balance in the case of misses, which use a lot of energy and put the boxer in a difficult positional situation against the opponent. Therefore, the boxer, even quickly and energetically carrying out his attacks, should skillfully calculate the strength of his blows to always keep his balance. Victory in combat is achieved primarily thanks to the activity and fast pace of battle; and yet misses interfere with the continuity of the boxer's actions. The most important condition for a properly planned fight in terms of tactics - is the ability to act unexpectedly. The fight, in which the lack of combat cunning, can not bring success, because the opponent, knowing the combat capabilities and means of the boxer, easily opposes their actions. The ability to keep your opponent in the unconscious as well as the ability to attack unexpectedly gives a great advantage in combat. If a boxer skilfully conceals his intentions, the opponent can not guess his individual actions, or understand the general plan of the fight, nor did he know anything about his combat situation correctly.

As a mother, I found these school shootings devastating. With decades of mass shootings, we’ve now learned that there is no benefit for first responders to delay entry into a facility. Previously, they had assumed that a shooter had some agenda and that by not entering, police could convince them to stop their violence. After Columbine, police were trained in a new tactic: immediate action rapid deployment.8 Speed, in other words, could have saved those children. It is worth noting that years later, conventional wisdom has begun to change again. The new understanding is that students could know what to do if there was an active shooter if it was explained to them but that formal active shooter drills are less beneficial than once thought. The trauma to students, especially younger ones, outweighs any benefit they may gain.9

I first met Chris in 2008 at a barbecue organized by Kevin Rose (page 340). For my entire life, I’d had a phobia of swimming and an acute fear of drowning. This came up over wine, and Chris said, “I have the answer to your prayers.” He introduced me to Total Immersion swimming by Terry Laughlin, and in less than 10 days of solo training, I went from a 2-length maximum (of a 25-yard pool) to swimming more than 40 lengths per workout in sets of 2 and 4. It blew my mind, and now I swim for fun.

•Discuss and decide what they would like to focus on developing. If we include players then we are sending out a very strong message that we are interested in THEIR development.

The corporate security and law enforcement training Linear provided was much more involved and dangerous—because those situations called for it.

THE HORROR OF THE UNPROFESSIONAL I was surprised to learn that when Secretary of Defense Ashton Carter wanted to scold Russia for its campaign of airstrikes in Syria in the fall of 2015, the word he chose to apply was “unprofessional.” Given the magnitude of the provocation, it seemed a little strange—as though he thought there were an International Association of Smartbomb Deployment Executives that might, once alerted by American officials, hold an inquiry into Russia’s behavior and hand down a stern reprimand. On reflection, slighting foes for their lack of professionalism was something of a theme of the Obama years. An Iowa Democrat became notorious in 2014, for example, when he tried to insult an Iowa Republican by calling him “a farmer from Iowa who never went to law school.” Similarly, it was “unprofessionalism” (in the description of Thomas Friedman) that embarrassed the insubordinate Afghan-war General Stanley McChrystal, who made ill-considered remarks about the president to Rolling Stone magazine. And in the summer of 2013, when National Security Agency contractor Edward Snowden exposed his employer’s mass surveillance of email and phone calls, the aspect of his past that his detractors chose to emphasize was … his failure to graduate from high school.14 How could such a no-account person challenge this intensely social-science-oriented administration? But it was public school teachers who made the most obvious target for professional reprimand by the administration. They are, after all, pointedly different from other highly educated professions: Teachers are represented by trade unions, not proper professional associations, and their values of seniority and solidarity conflict with the cult of merit embraced by other professions. For years, the school reform movement has worked to replace or weaken teachers’ unions with remedies like standardized testing, charter schools, and tactical deployment of the cadres of Teach for America, a corps of enthusiastic graduates from highly ranked colleges who take on teaching duties in classrooms across the country after only minimal training.

The attack immediately bogged down, however. Almost every male citizen of Deir Yassin had a firearm and knew how to use it. In contrast, the men of the Irgun and Stern Gang were not trained for coordinated military operations—their only experience had been throwing bombs into unarmed groups of civilians. They were taking more losses then they expected. With the attack stalled, they decided to change tactics. They began dynamiting any building offering armed resistance. This would eliminate the threat coming from within. But the same houses also held civilians, who were killed in the blasts.

One father proudly told of how he fearlessly overcame by promising the child ice cream if he would only wait until they left the store. Such compromises will only affirm the child in his commitment to terrorist tactics. You are not gaining control of the child; he is gaining control of you. All children are trained, some carelessly or negligently, and some with varied degrees of forethought. All parental responses are conditioning the child’s behavior, and are therefore training.

Years of abuse had trained Marco in the tactics of survival, which boiled down to this: If every time someone spoke to you, you fired back some sarcastic, fuck-you response, people tended to leave you alone. This method had served him well; now in his junior year, Marco was practically invisible to his peers. But not completely, as he was now aware.

Jean following close behind. The plan was for them to cover us as we entered. Getting in was easy. The door was unlocked. I went in low, clearing the first visible area. After Bear entered, I moved past the door. I had to trust that Pierre and Jean would act accordingly. A feat more difficult due to the necessary silence. We'd never worked together, but tactics were tactics, and training was training. They'd done this before. Room by room, floor by floor, we investigated the house. And we found it empty. The thought of Bashir al-Sharaa slipping out of my grasp once again gnawed at my gut.

firms were hiring ‘moonlighting’ active Central Intelligence Agency (CIA) agents to train managers in ‘tactical behaviour assessment’ techniques. These are ways of checking on employee honesty by reading verbal and behavioural clues, such as fidgeting or use of qualifying statements like ‘honestly’ and ‘frankly’.

Changing the mindset of your men is not a “one-off” event. It must start immediately and continue throughout training. One part of this is an ongoing education program to teach troops about the basics of light infantry. Such an education program may consist of guided professional reading with linked discussions, tactical decision games, sand-table exercises, and tactical exercises without troops.

Despite the chaos, our family had a solid routine. Weekends were spent at the cabin where we enjoyed the quiet. A few times a week, Raven and Lark trained at Big Bob’s. My kids and I cawed for mommy during games. Once a week, we dropped by Cooper’s new house to add to his chaos. At least twice a week, we lived at the bowling alley. All the kids loved the game and River was quite talented like his pop. Our youngest Nevaeh even enjoyed bowling before she was born. Every time we were at the alley, the baby would kick the hell out of Raven. My woman responded by eating nachos. While I never understood the plan behind dosing our unborn kid with cheese, who was I to question her tactics?

much more productive to focus on “eat and train.

Leaders must always operate with the understanding that they are part of something greater than themselves and their own personal interests. They must impart this understanding to their teams down to the tactical-level operators on the ground. Far more important than training or equipment, a resolute belief in the mission is critical for any team or organization to win and achieve big results.

Amelia loves doing training runs in the rain and cold, as she knows her competition is probably opting out. This is an example of “rehearsing the worst-case scenario” to become more resilient

not really a scholar, not trained to be a university professor. The level of the university had dropped considerably, compared to what I experienced before, in two years of studies. Yet, we had a difficult time with the two new languages and also a course in military preparedness. All the students, men and women, had to learn military tactics and had to train in the fields, to become efficient shots. The training was done out-of-doors, in rain, snow or sleet. At every session, one was given three bullets. If you did not achieve a good score, you got a low grade. Fear of losing the scholarship made me try very hard and I lay so long on the frozen ground or soggy field, in order to do it right. In the end, in May 1941, I got very sick with pleurisy and just barely made it through the exams in June 1941, that fateful month when the Germans attacked.

An added bonus—if you need to climb a wall real quick, the bodyweight stuff sure helps in a pinch.

Nothing built by man has ever improved on the ancient classic fingertip pushup

Your fingers want to be strong. They weren’t designed to tap at a keyboard or text bulls*** on a stupid cell phone. They were meant to be dangerous weapons on the hands of a caveman!

Gerard van der Lem, Van Gaal’s right-hand man at Ajax and Barcelona, explains: ‘The main principle was possession of the ball. We trained on this endlessly. In some European Cup and Dutch League games we had seventy per cent ball possession. Seventy per cent! You need a lot of technical skills to do that. We almost always had the ball and we were always trying to find solutions. People think our system was rigid, but it was not. It could not be rigid. We could play with three strikers, or with three in midfield, with or without a shadow spits [striker]; whatever you like. The thing was to understand what consequences these formations have for the team. The players must be tactically very skilful and they have to be thinking spatially in advance. When we won the European Cup, everything fitted. Everything fell like a puzzle. Every player knew the qualities of his fellow players. Each player knew how to play a ball to his fellow players. In defence, they knew exactly how to press. They all knew the distances… Yeah, it was like solving a puzzle.

Today’s law enforcement officer also faces many stresses and ethical challenges. But the issues that too often get addressed through policy and training are the legally-enforceable ones: Accepting inappropriate gifts, misuse of position, conflict of interest. Yet gaining the trust and cooperation of those we serve, dealing efficiently and dispassionately with those we pursue, using force effectively and humanely, are all reflections of the law enforcement officer’s personal ethics. Although the mission of the Marines is obviously very different from that of local, state, or federal law enforcement, their ethical construct is still appropriate for law enforcement. The Ethical Warrior, as defined by the Marines, is a “protector,” who protects and defends their life, the life of others, and all life, if possible. This concept is universally consistent with law enforcement’s obligation to “protect and serve.

And training has a purpose. It takes people who aren’t necessarily very smart and it makes them seem smart by beating some basic tactical awareness into them. Until it becomes instinctive.

In a Global Research article,179 Chossudovsky recalls past CIA covert operations such as those in Central America, Haiti, and Afghanistan. Illicit dope funded the so-called “Freedom Fighters” Langley sponsored in those areas. As an example, Chossudovsky noted that Iran-Contra rebels and the Afghan “muj” got their funds through “dirty money” being transformed into “covert money” by way of shell companies and the lending structure. Weapons and drugs and money flowed across the borders of Albania with Kosovo and Macedonia. For hefty commissions, “respectable” European banks, far removed from the fighting, dry-cleaned the dirty dollars. The drugs went one way, and the greenbacks another, helping pay the fighters and their trainers. Writing in Global Research,180 Prof. Chossudovsky added to our knowledge of the sources of support for the Bosnian Muslim Army and the KLA—opium-based drug money direct from the Golden Crescent (Afghanistan, Pakistan, and Iran). Mercenaries financed by Saudi Arabia and Kuwait had been fighting in Bosnia.181 And the Bosnian pattern was replicated in Kosovo: Mujahadeen [sic] mercenaries from various Islamic countries are reported to be fighting alongside the KLA [Kosovo Liberation Army] in Kosovo. German, Turkish and Afghan instructors were reported to be training the KLA in guerilla and diversion tactics.182 Worse, The trade in narcotics and weapons was allowed to prosper despite the presence since 1993 of a large contingent of American troops at the Albanian-Macedonian border with a mandate to enforce the embargo. The West had turned a blind eye. The revenues from oil and narcotics were used to finance the purchase of arms (often in terms of direct barter): “Deliveries of oil to Macedonia (skirting the Greek embargo [in 1993–94] can be used to cover heroin, as do deliveries of kalachnikov [sic] rifles to Albanian ‘brothers’ in Kosovo.

Woe unto he who “microdoses” and gets hit like a freight train while checking in luggage at an airport

A woman must have a thorough knowledge of music, singing, drawing, dancing, and the modern languages; she must be well trained in the fighting styles of the Kyoto masters and the modern tactics and weaponry of Europe. And besides all this, she must possess a certain something in her air and manner of walking, the tone of her voice, her address and expressions, or the word will be but half-deserved. All this she must possess, and to all this she must yet add something more substantial, in the improvement of her mind by extensive reading, meditation, and Oriental discipline.

Mental toughness is possessing, understanding, and being able to utilize a set of psychological skills that allow the effective, and even maximal execution or adaptation, and persistence of decision-making and physical and tactical skills learned in training and by experience.

Diet and Exercise” → “Eat and Train” Coach Sommer dislikes the fitness fixation on “diet and exercise.” He finds it much more productive to focus on “eat and train.” One is aesthetic, and the other is functional. The former may not have a clear goal, the latter always does.

Whether it’s a morning routine, or a philosophy or training tip, or just motivation to get through your day, there isn’t a person on this planet who doesn’t benefit from a little outside help.

The leader bears full responsibility for explaining the strategic mission, developing the tactics, and securing the training and resources to enable the team to properly and successfully execute.

Personnel in the tactical arena should be thick skinned and ready for direct and frank feedback.

Choose tactics that are simple and safe to execute and will ensure the greatest chance of survival for your men. We do a dangerous job, and the team needs to understand this.

You need to be technically and tactically proficient with all your weapon systems and set the standard for the newbie on the team. They should aspire to be like you one day. If you live the example, you set the stage for success. You also take away all the excuses, should anyone want to fall back on one.

Studies have shown that every hour you’re still on your mobile phone/tablet/laptop/watching TV at night, melatonin is suppressed by 30 minutes. This digital world we’re living in is messing with nature, it’s messing with our natural circadian rhythm, and it’s messing with our hormones.

immediately forthcoming. Sheridan did all he could to meet the treaty obligations. "An abundant supply of rations is usually effective to keep matters quiet in such cases," he wrote in his Memoirs, "so I fed them pretty freely." The Indians had food in any case, for the buffalo still roamed the plains, despite the herds killed by Cody and other professional hunters. The Indians themselves were responsible for some of the slaughter inflicted on the buffalo. On occasion they would stampede a herd over a cliff, to pile up in heaps of meat. A German visitor to the plains in 1853, Baron Mollhausen, described the typical Indian buffalo hunt: "The buffalo has many enemies, but the most dangerous is still the Indian who has all manner of wily tricks. Buffalo hunting for the Indian is a necessity; but it is also his favorite pastime. Life holds no higher pleasure than to mount one of the handy, patient little ponies ... and gallop into a herd dealing death and destruction. Everything which might interfere with the movements of man or horse is flung away. Clothing and saddle are cast aside; all the rider retains is a big leather strap ... which is fastened around the pony's neck and allowed to trail behind. This trailrope acts as a bridle, and as a life-line too, for recapturing the horse should its rider be dismounted. In his left hand the hunter carries his bow and as many arrows as he can hold; in his right a whip with which he belabors his beast without pity. Indian ponies are trained to gallop close alongside the buffalo, providing an easy shot; the instant the bow twangs the pony instinctively dodges to escape the buffalo's horns, and approaches another victim. Thus the hunt continues until his pony's exhaustion warns the hunter to desist." Buffalo Bill often followed the Indian's hunting tactics closely, riding in near his target, bareback and with only a bridle to control his mount. Originally the several species of bison ranged from the Great Slave Lake in Canada to the Chihuahua in Mexico; they were also found in northern Nevada and eastern Oregon. Sometimes in pre-Columbian days they wandered into the grasslands of Kentucky, Tennessee, and even as far east as Ohio. A few may even have migrated as far as the shores of Lake

Siddhartha by Hermann Hesse is recommended by many guests in this book. There is one specific takeaway that Naval Ravikant (page 546) has reinforced with me several times on our long walks over coffee. The protagonist, Siddhartha, a monk who looks like a beggar, has come to the city and falls in love with a famous courtesan named Kamala. He attempts to court her, and she asks, “What do you have?” A well-known merchant similarly asks, “What can you give that you have learned?” His answer is the same in both cases, so I’ve included the latter story here. Siddhartha ultimately acquires all that he wants. Merchant: “. . . If you are without possessions, how can you give?” Siddhartha: “Everyone gives what he has. The soldier gives strength, the merchant goods, the teacher instruction, the farmer rice, the fisherman fish.” Merchant: “Very well, and what can you give? What have you learned that you can give?” Siddhartha: “I can think, I can wait, I can fast.” Merchant: “Is that all?” Siddhartha: “I think that is all.” Merchant: “And of what use are they? For example, fasting, what good is that?” Siddhartha: “It is of great value, sir. If a man has nothing to eat, fasting is the most intelligent thing he can do. If, for instance, Siddhartha had not learned to fast, he would have had to seek some kind of work today, either with you, or elsewhere, for hunger would have driven him. But, as it is, Siddhartha can wait calmly. He is not impatient, he is not in need, he can ward off hunger for a long time and laugh at it. ” I think of Siddhartha’s answers often and in the following terms: “I can think” → Having good rules for decision-making, and having good questions you can ask yourself and others. “I can wait” → Being able to plan long-term, play the long game, and not misallocate your resources. “I can fast” → Being able to withstand difficulties and disaster. Training yourself to be uncommonly resilient and have a high pain tolerance.

Thanks to the Allied bombing campaign against the Romanian oil fields, Germany had desperate fuel shortages. In France, that meant the panzer divisions had to sharply curtail their training. In the infantry divisions, meanwhile, the Wehrmacht of 1944 was almost a replica of the Kaiser’s army of 1918. It was dependent on rail and horse for its supplies, on foot power for movement. In organization, tactics, and doctrine, it was prepared to fight a 1918 battle, just as the Atlantic Wall was an attempt to build a replica of the World War I trench system.

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