Special Forces Gear Logo
Monthly Newsletter
August 2013  
In This Issue
Dave's Message
Voice of the Soldier
Word of Truth
The Blue Warrior
Combat Survival
Leading Concepts
Warrior's Wisdom
Aesop's Fables
Embroidered Items
Featured T-Shirts
Special Product Coupon
Quotes & Jokes
Off Duty Apparel
Featured Watches
What Has Really Changed?
Special Product Coupon
What Has Really Changed?

Newsletter Archive
July 2013
June 2013
May 2013
April 2013
March 2013
February 2013
January 2013
December 2012
November 2012
October 2012
September 2012
August 2012
July 2012
June 2012
May 2012
April 2012
March 2012
February 2012
January 2012

Customer Comments
I am a Cpl. in the Army and just returned from Iraq. I carried my shotgun all year on my back in your shotgun scabbard, and it worked great! I was glad to have it around several times, and it proved to be an easy way to keep the shotgun handy for the squad. Thanks for your great product, and for your support of our troops!!

Cpl. C.R. [omitted]
36th Infantry Div.

Got the T-shirt....IT ROCKS!!!!

Thanks guys
kelly [omitted]

Dear Sir, The Falcon Chest Harness finally arrived to me at Camp Taji, Iraq. Thank You! It is now set up for fitting over my IOTV and Battle Ready!!!

[name omitted]

(already the guys are asking who to order one from, so you might be getting a few more requests!!!).

Dear SF company.

Thank-you for sending another t-shirt it looks great the boys in the unit will want one when they see it. I'll be sending them right to you.

Thanks again.

Another happy customer
Bob Miller

When I was stationed at Camp Pendleton I was in Weapons Company 3/5. The unit made us t-shirts with the 3/5 logo/emblem/crest, "Consumate Professionals". I was honorable discharged in 1999 and the t-shirt has been long-gone. I searched a couple of web site to find a shirt with the logo/emblem/crest but there was no luck. It didn't take me long to search this site before I found what I was looking for. When the shirt arrived it was better than what I expected. I love the t-shirt and wear it with pride and often. Thank you SpecialForces.com

Most Sincerely,
Bryan P.

Thank you!!!

Your Shirts are the best.


Dear SFG,

Thank you for being so prompt with my order, and the refund as well.

I thought a little constructive thoughts were in order.

The "HRT" boot knife is well constructed. I had to "hone" the edge though, both sides,to get it up to spec.

As for the "GI USMC Combat Knife"......Well, it wasn't really a K-Bar, at least not one that I've ever seen. It read "US", and above that it read "Ontario". No worries though, after I used a ceramic sharpening stone on both the small back edge and the full length edge, I'm quite pleased with them both. Oh, I almost forgot, both were very pretty well balanced.

I'll be purchasing again from you in the near future.

Ed Whiteside

Dear Special Forces

I received my order i have to say that is better than i expected! Thank you and you'll hear fom me soon.


They turned out GREAT!!!!!! Thanks. I will be back for other things.


Thanks Folks. As always you have been most polite and professional. Best wishes for a Merry Christmas and Happy New Year.

Jack And Melanie Edgar


OMG! That looks awesome! Is there any logo on the front? Can I buy these off the website? I'm sure a lot of SWCC guys are going to want these!

Thank you,

Amanda Van Every


We love the art work. They are awesome. I'll be ordering mine right after this. Thanks for all the work. I am recommending you guys to all the other battalions and ODA's.



Just to let you know all items have been recieved, fantastic quality as all ways.

Cheers Andrew and best wishes for the New Year.

Welcome to the new Special Forces Gear News Letter! Each month we send out a lot of information and great deals, and to make it easier to read, we've written a summary of the longer articles in this email.

Dave's Message

Bud Day
(February 24, 1925 - July 27, 2013)


Bud Day was born on February 24, 1925. He dropped out of high school in 1942 to join the Marine Corps where he spent thirty months overseas in the Pacific Theatre, leaving active service in 1945. He joined the Army Reserve, acquired a Juris Doctor from the University of South Dakota in 1949, and a BS and Doctor of Humane Letters from Morningside College, Sioux City, Iowa.

The "smartest move of my life", says Bud was his marrying Doris Marlene Sorensen in 1949. Bud was recalled by the USAF as a Second Lieutenant in 1951 and he attended jet pilot training followed by two tours in Korea and four years flying fighters in England (He made Air Force history with the first no-chute bailout from an F-84-F in 1957!)

The Days adopted their first son, Steven, and were soon reassigned as Commandant of Cadets, St. Louis University, Missouri. Bud acquired a Master of Arts in political science. They adopted a second son, George E. Jr., in 1963 and the family spent three years in Niagara Falls, N.Y., where Colonel Day flew fighters. The family was increased by twin adopted girls, Sandra M., and Sonja M., just before Bud was assigned to fly a F-100 fighter bomber in South Vietnam. After seventy-two missions, he was reassigned as Commander of MISTY, the first jet FAC unit flying in North Vietnam. He was shot down on the sixty-seventh mission while striking a missile site. During ejection he had three breaks in his right arm, and a dislocated left knee.

Colonel Day was the Commander of several Vietnamese prisons, the Zoo, Heartbreak Hotel, Skidrow, and Misty and Eagle Squadrons. He was incarcerated for sixty-seven months, and executed the only successful escape from North Vietnam into the South. He was recaptured near Quang Tri City, South Vietnam, after about two weeks of freedom. He was shot in the left leg and hand, and had shrapel wounds in his right leg. For this he was heavily tortured, since he was labeled as having a "bad attitude." He was "hung", his arms were broken and paralyzed.

As Commander of the Barn in the Zoo, he was the last of the "Old Heads" tortured - a four month stretch in irons, solo, and massive beatings with the fan belt and "rope". Of six, he was one of three who survived from Heartbreak Hotel in 1970.
Asked many times what sustained Americans in this environment, Colonel Day answers: "I am, and have been all my life, a loyal American. I have faith in my country, and am secure in the knowledge that my country is a good nation, responsible to the people of the United States and responsible to the world community of nations. I believed in my wife and children and rested secure in the knowledge that they backed both me and my country. I believe in God and that he will guide me and my country in paths of honorable conduct. I believe in the Code of Conduct of the U.S. fighting man. I believe the most important thing in my life was to return from North Vietnam with honor, not just to return. If I could not return with my honor, I did not care to return at all. I believe that in being loyal to my country that my country will be loyal to me. My support of our noble objectives will make the world a better place in which to live."

Note: Colonel Day has written a book telling of his experiences in more detail. It is entitled, "Return with Honor."

Colonel Day's decorations include our nation's highest - the Medal of Honor, Silver Star, Legion of Merit, Distinguished Flying Cross, Bronze Star, Air Medal, Purple Heart, POW Medal and other Vietnam service awards and medals. He has numerous awards and medals from his service prior to Vietnam.

His family resides in Glendale, Arizona. His wife was intensely active in POW/MIA affairs and was chosen TAC wife of the year as well as receiving other honors for service to the POW-MIA cause. They expect to continue residence in Phoenix and enter law and politics after retirement from the service.

George Everett Day
O4/United States Air Force
37th TFW Misty FAC
(Commando Sabre Super FACs)

Date of Birth:
24 February 1925
Home City of Record:
Niagra Falls NY
Date of Loss:
26 August 1967
Country of Loss:
North Vietnam
Loss Coordinates:
170100N 1065800 E
Status (in 1973):
Aircraft/Vehicle/Ground: F-100F, #3954

PFC/Corp in WWII - 30 months South and Central Pacific
April 42 - Nov 45
2 Tours Air Defense F-84's - Radar tracking missions vs. Soviet radar Vladivostok Bay and Soviet Coast.


Incident Report


Incident No: 0814
Other Personnel in Incident: Capt. Corwin Kippenham, escaped, evaded, rescued, pilot

Source: Compiled by P.O.W. NETWORK 09 March 1997 from one or more of the following: raw data from U.S. Government agency sources, correspondence with POW/MIA families, published sources, interviews, quotes from "And Brave Men, Too" by Timothy Lowry.


Day was the forward Air Control Pilot in the F-100F on a strike mission over a missile site near the DMZ when he was hit. B-52s were bombing along the southern edge of the DMZ. He started a pass coming in from the southeast to the northwest. He was doing about five hundred and was full of fuel when the plane was hit in the aft section.

The GIB (guy in front) was on his first mission. The sequence for ejection was that the back seat had to go first. Day fired the canopy and punched out. The GIB followed almost immediately and landed about a mile and half away, a little south, between twenty-five and forty miles north of the DMZ. A rescue helicopter picked him up as the Vietcong got to Day. By the time the helicopter attempted Day's rescue, the the Vietcong had stripped Day and had moved about a quarter mile.

In the ejection, Day's left arm was broken in three places, twice in the forearm and once in the upper arm. He was blinded in the left eye for a long time due to a blood clot or a bruise. His left knee was dislocated, as he hit the ground unconscious.

The militia group that captured Day were undisciplined, untrained "kids" between sixteen and twenty years old. That did not prevent them from establishing a brutal torture regimen. Day recalls, "They would tie up my feet with about twenty-five feet of a cotton clothesline rope. It was one of the funniest things you ever saw. They would wrap it around my legs about twenty times and then tie up to sixty granny knots in the rope. Damndest exercise I had ever seen. It was really kind of funny. After they stopped tying my hand to the ceiling, I started practicing and after a while I could untie the whole strand of rope around my feet in twenty or thirty minutes - it was a piece of cake."

Early in his captivity he was able to escape. At the time, Major Day was about forty miles north of the DMZ, and from visual sightings during previous flights, he believed that the region consisted entirely of rice paddies all the way down to the DMZ. However, four or five miles south of the camp, the paddies changed to hard, cleared land. After traversing the rice paddies, Day continued for about ten miles until he hit an area of light forestation at dawn. After making about twenty miles that first night, he stopped to rest near a North Vietnamese artillery position that was firing.

After staying awake more than 24 hours, Day lost all reference to the sky in a cloudy mist. He slid under some bushes and went to sleep. After it stopped raining, "something landed very close to me, and I took a hit in the leg. The concussion picked me up off the ground and then crunch back down. My sinuses and eardrums were ruptured and I was really nauseated. I barfed and barfed and barfed and barfed until I thought I'd barfed my kidneys out. I lost my equilibrium and couldn't even stand up. I was bleeding out of the nose and some of the vomit was bloody. A couple days later when I felt better I took off and was walking fairly well although my leg began to swell because of the shrapnel I'd taken in it. That day I lost about a mile because I started walking in circles. Somewhere about the tenth day I started running out of control. I began to hallucinate and talk out loud. I didn't realize what happens after you starve yourself. It would frighten me to hear myself talking out loud and the hallucinations were just wild."

The hallucinations drove Day right into the path of the Vietcong. He tried to take off running, but after the fourth or fifth step, they started firing. He was hit in the leg and hand, but he continued down the trail for about thirty feet before veering off and passing out. He was unconscious somewhere between eleven and fifteen days. They took him back to the same camp he had escaped from, with the trip lasting thirty-seven hours.

That October he had the first interrogator who spoke English. Day could barely understand him - but the brutality from him was loud and clear. The arm that had partly healed, was broken again.

"They had hung me up from the ceiling and paralyzed this [left] hand for about a year and a half. I could barely move my right hand. My wrist curled up and my fingers were curling. I could just barely move my [right] thumb and forefinger."

"In some of the torture sessions, they were trying to make you surrender. The name of the game was to take as much brutality as you could until you got to the point that you could hardly control yourself and then surrender. The next day they'd start all over again."

"I knew what he was - he was obviously Cuban and had either been raised at or near the U.S. Naval base at Guantanamo. He knew every piece of American slang and every bit of American vulgarity, and he knew how to use them perfectly. He knew Americans and understood Americans. He was the only one in Hanoi who did.

"I had gotten to the Zoo on April 30, 1968, and he had already pounded Earl Cobiel out of his senses. No one knows exactly what happened. A young gook, whose name escapes me, and two other beaters beat him all night. They brought him out after a fourteen or fifteen-hour session, and he obviously didn't have a clue as to what was going on. He was totally bewildered and he never came unbewildered.

"The gooks kept thinking he was putting on, so they would keep torturing him. The crowning blow came when one of the guards some people called Goose struck him across the face with a fan belt under his eye, and the eyeball popped out.

"The guy never flinched, and that was the first time the gooks finally got the picture that maybe they'd scrambled his brains. "It sounds so savage you have trouble picturing it."



Click here to send Dave a private message. 


Voice of the Soldier
This section is designed to give you a voice where you can express opinions or give messages. We encourage you to speak out! Send us your commentary, stories, articles, etc...

Special Operations Warrior Foundation

Special Operations Warrior Foundation
Special Forces Gear is now hosting
a special section for the Special Operations Warrior Foundation.

The Special Operations Warrior Foundation (SOWF) provides college scholarship grants, along with financial aid and educational counseling, to the children of Special Operations personnel who were killed in an operational mission or training accident.

All profits from these items go to the
Special Operations Warrior Foundation


Learn More about the 

Special Operations Warrior Foundation (SOWF) >>   

Warrior Brotherhood Veterans Motorcycle Club

  311 iran ship 

The Warrior Brotherhood Veterans Motorcycle Club is a not-for-profit (501c3) fraternal organization. It was formed to provide a fraternal organization for qualified military veterans who have served, or are currently serving, in the Armed Forces of the United States or US Allied Nations.  They support Veterans and Active Duty Members in many different ways.  A few of the many causes projects they support are: mailing over 900lbs of care packages to Active Duty Service Members Monthly to Visiting Veterans Homes to put a smile on a Veterans Face.  Please visit them at  www.warriorbrotherhood.com


All profits from these items are donated to

Warrior Brotherhood Veterans Motorcycle Club 


Learn More about the Warrior Brotherhood Veterans
Motorcycle Club >>

Caring for America's Quiet 311 iran shipProfessionals 


The Green Beret Foundation provides unconventional resources to facilitate the special needs of our wounded, ill and injured and imparts unique support to the Special Forces community in order to strengthen readiness and uphold Green Beret traditions and values.


Learn more about Green Beret Foundation>> 

Today, 6 August, 2013, it is the second anniversary of the downing of Extortion 17 in Afghanistan.

Please join us is remembering these brave soldiers who gave all for the cause of freedom, liberty and justice for all. Please include their families in your prayers as they work their way through life in the void of their beloved son's, husbands and Daddy's. Godspeed!

1) Lt. Cmdr. (SEAL) Jonas B. Kelsall,
2) Special Warfare Operator Master Chief Petty Officer (SEAL) Louis J. Langlais,
3) Special Warfare Operator Senior Chief Petty Officer (SEAL) Thomas A. Ratzlaff,
4) Explosive Ordnance Disposal Technician Senior Chief Petty Officer (Expeditionary Warfare Specialist/Freefall Parachutist) Kraig M. Vickers,
5) Special Warfare Operator Chief Petty Officer (SEAL) Brian R. Bill,
6) Special Warfare Operator Chief Petty Officer (SEAL) John W. Faas,
7) Special Warfare Operator Chief Petty Officer (SEAL) Kevin A. Houston,
8) Special Warfare Operator Chief Petty Officer (SEAL) Matthew D. Mason,
9) Special Warfare Operator Chief Petty Officer (SEAL) Stephen M. Mills,
10) Explosive Ordnance Disposal Technician Chief Petty Officer (Expeditionary Warfare Specialist/Freefall Parachutist/Diver) Nicholas H. Null,
11) Special Warfare Operator Chief Petty Officer (SEAL) Robert J. Reeves,
12) Special Warfare Operator Chief Petty Officer (SEAL) Heath M. Robinson,
13) Special Warfare Operator Chief Petty Officer 1st Class (SEAL) Darrik C. Benson,
14) Special Warfare Operator Chief Petty Officer 1st Class (SEAL/Parachutist) Christopher G. Campbell,
15) Information Systems Technician Petty Officer 1st Class (Expeditionary Warfare Specialist/Freefall Parachutist) Jared W. Day,
16) Master-at-Arms Petty Officer 1st Class (Expeditionary Warfare Specialist) John Douangdara,
17) Cryptologist Technician (Collection) Petty Officer 1st Class (Expeditionary Warfare Specialist) Michael J. Strange,
18) Special Warfare Operator Petty Officer 1st Class (SEAL/Enlisted Surface Warfare Specialist) Jon T. Tumilson,
19) Special Warfare Operator Petty Officer 1st Class (SEAL) Aaron C. Vaughn,
20) Special Warfare Operator Petty Officer 1st Class (SEAL) Jason R. Workman,
21) Special Warfare Operator Petty Officer 1st Class (SEAL) Jesse D. Pittman,
22) Special Warfare Operator Petty Officer 2nd Class (SEAL) Nicholas P. Spehar,
23) Chief Warrant Officer David R. Carter, assigned to the 2nd Battalion, 135th Aviation Regiment (General Support Aviation Battalion),
24) Chief Warrant Officer Bryan J. Nichols, assigned to the 7th Battalion, 158th Aviation Regiment (General Support Aviation Battalion),
25) Staff Sgt. Patrick D. Hamburger, assigned to the 2nd Battalion, 135th Aviation Regiment (General Support Aviation Battalion),
26) Sgt. Alexander J. Bennett, assigned to the 7th Battalion, 158th Aviation Regiment (General Support Aviation Battalion),
27) Spc. Spencer C. Duncan, assigned to the 7th Battalion, 158th Aviation Regiment (General Support Aviation Battalion),
28) Tech. Sgt. John W. Brown,
29) Staff Sgt. Andrew W. Harvell, 26, of Long Beach, CA, and
30) Tech. Sgt. Daniel L. Zerbe, 28, of York, PA

New! Direct to Garment Printing.
DTG Printing on Performance Apparel

We are excited to announce our newest advance in Direct to Garment printing on Performance Apparel. We are now able to print direct to moisture-wicking Polyester Garments. You can now personalize and print your favorite design to Athletic Apparel, running shorts, under armor and dry release apparel.

The quality of this printing is unmatched able to hold fine details and shading screen printing can't.


Direct to Garment Printing - SpecialForces.com
Direct to Garment Printing - SpecialForces.com

Food City Salute- Fourth of July 2013
Food City Salute - Fourth of July 2013

Word of Truth

The Christian and Government  

The Word Of Truth - Alive and PowerfulBy Rev G.J. Rako
LTC (Ret)

For Christians in any nation, the issue is always advancing to the high ground of spiritual maturity by consistent and continual spiritual growth (II Peter 3:18). This is accomplished as the believer in Jesus Christ submits to the authority of their pastor's accurate teaching of the Word of God, believing the Word and applying it to their lives. For the unbeliever the issue is always faith alone in Christ alone (Acts 16:31, John 3:14-18, John 3:36). Believe on the Lord Jesus Christ and you will be saved. Spiritual growth is the primary responsibility of Christians to their nation. The Muslim by contrast owes allegiance to his false and satanic god, Allah. Whose duty according to the Koran, is to spread Islam and Sharia law by the sword until all infidels are either converted or murdered (oh, by the way you are an infidel). Christians on the other hand are commanded to submit to the authority of and to pray for their nations leaders.


We read in I Tim 2:1-3:

"First of all, therefore, I continually command that supplications, prayers, intercessions be made on behalf of all men; namely, on behalf of kings and all who are in authority, in order that we may lead an undisturbed and tranquil life in all godliness and virtue. For this is noble and acceptable in the opinion of our Savior-God."  


God ordained nationalism as one of four divine institutions or laws of establishment. These four are volition, marriage, family and nationalism or government. God instituted these four divine institutions for the protection and preservation of the human race. They apply to the entire human race, believers and unbelievers alike.

Gen 11:1, 7-9: Now the whole earth used the same language and the same words. "Come, let us go down, and confuse their language, so that they will not understand one another's speech." So, the Lord scattered them abroad from there over the face of the whole earth; and they stopped building the city. Therefore its name was called Babel, because there the Lord confused the language of the whole earth; and from there the Lord scattered them abroad over the face of the whole earth.


There at Babel the people instituted Satan's plan of internationalism. However, this satanically inspired rebellion against God was crushed when God gave them separate languages and scattered them to their unique national geographical boundaries.


And He made from one blood [people] every nation of mankind to live on all the face of the earth, having determined their appointed [historical] times and the [national] boundaries of their habitation, that they would seek God, if perhaps they might grope for Him and find Him, though He is not far from each one of us; for in Him we live and move and exist, as even some of your own poets have said, "For we also are His children" (Acts 17:26-28).


The Christian's responsibility to his nation begins with fulfilling his responsibility to God. For as goes the believer, so goes the nation.

"Return to God from whom you have revolted and defected" (Isa 31:6).


Grow in grace and the knowledge of our Lord and Savior, Jesus Christ (II Peter 3:18).


Spiritual growth or executing the unique spiritual life of the church age can only be accomplished by means of the filling of the Holy Spirit.

"If we confess our sins to Him, He is faithful and just to forgive us our sins and to cleanse us from all unrighteousness" (I John 1:9). "If we should judge ourselves, we should not be judged" (I Cor 11:31). David said, "If I regard iniquity in my heart the Lord will not hear me" (Ps 66:18).


Recovering the filling of the Holy Spirit is accomplished by confession of known sins to God the father. The filling of the Holy Spirit (FHS) is spirituality. It is fellowship with the living God. The FHS provides the necessary Divine power to learn the Word of God. Without the FHS Christians are no better than unbelievers in the futility of their thinking; they are carnal. Carnal Christians have no ability to learn, apply or utilize the Word. The Holy Spirit teaches our human spirit the Word and recalls for us the truth of Scripture that we have learned (John 14:26).


"This I say therefore, and testify in the Lord, that you henceforth walk not as other Gentiles walk, in the futility of their thinking, Having their understanding darkened, being alienated from the life of God through the ignorance that is in them, because of the blindness of their heart. Instead, be renewed in the spirit of your thinking; and that you put on the new man, which after God is created in righteousness and the holiness of the truth" (Eph 4:17, 18, 23-34).


"Until we all attain to the unity of the faith, and of the knowledge of the Son of God, to a mature man, to the measure of the stature, which belongs to the fullness of Christ. As a result, we are no longer to be children tossed here and there by waves and carried about by every wind of (false) doctrine, by the trickery of men, by craftiness in deceitful scheming; but speaking the truth in love, we are to grow up in all aspects into Him who is the head, even Christ" (Eph 4:13-15).


Apart from becoming a mature believer, (if this was all you accomplished, you would be a true patriot and receive unimaginable rewards both in time and in eternity) the Christian citizen should understand the following excerption of Biblical principals related to nationalism from the teachings of R.B. Thieme Jr.:


Why does a client nation fall? (A client nation to God is defined in terms of spiritual activity e.g. evangelism, learning and teaching the Word, sending missionaries under establishment freedom.) Very shortly after Hosea was written, the Assyrian army invaded the Northern Kingdom and overran the country. They raped the women and enslaved the survivors. Hosea 4:1-6 not only explains why a client nation falls, but it also gives the solution. Nothing has changed since this was written in B.C. 721. The failures and solutions are the same. "The Word of God is alive and powerful" (Heb 4:12). The Word of God is literally the thinking of Christ (Cor 2:16), and He is the same yesterday, today and forever (Heb 13:8).

Hos 4:1, "Hear the word of the Lord, you citizens of Israel [Northern Kingdom] because the Lord has a case against the inhabitants of the client nation, because nothing of doctrine is taught, nothing about grace is being applied; there is no knowledge of God in the land".


In His control of history, Jesus Christ never destroys a nation or permits its destruction until it has gone beyond all reasonable hope. The Hebrew word for "case" refers to lawsuit. This is a case before the supreme court of heaven.


We are all the products of God's policy of grace. We earn and deserve nothing! It is by grace that we stand.


Hos 4:2, "Instead, there is lying [dishonesty], deception, homicide, stealing, rape, blood touches blood [idiom: perpetuated violence]".

When people lie, they have rejected the truth in their function. When a maximum number of people are in a state of dishonesty, the strength of the nation as a whole is lost.


Those who commit murder should be executed under the law of capital punishment. Homicide does not refer to killing the enemy in battle. Military soldiers who are believers should be the best killers of the enemy. As they are filled (I John 1:9) with the Spirit in battle, they are calm; they concentrate on the proper use of their weapons. They fight well and kill well, and they have no regrets. They fulfill the principle of freedom through military victory. This military function is not only legitimate; it is honorable.


Hos 4:3, "Therefore, the land mourns, and all who live in it lose their strength, along with the beasts of the field and the birds of the air".

To lose your strength means to lose your courage, patriotism, and vitality. As a result, not just rational people suffer, but so do animals who cannot understand why they suffer.


Hos 4:4, "Yet let no one find fault [as in evil activism]; let no one offer criticism, for your citizens are like those who contend with the communicator of doctrine".


In Israel, the Levitical priests communicated doctrine using animal sacrifices, the holy days, and the articles of furniture in the Tabernacle and temples.


Hos 4:5, "Therefore, you have stumbled in the daylight, and even the prophet will stumble with you in night darkness; and I will destroy your native country [motherland]".


The prophet was the greater Bible teacher. Even he was giving false doctrine, saying such things as "peace, peace, when there is no peace" (Ez 13:10). Today, the stumbling prophet represents pastors who are distracted from Bible teaching by activism, psychology, and false doctrine. As a result, we are ripe for discipline from God. The administration of the final and last installment of discipline known as the fifth cycle of discipline to the Northern Kingdom would occur within a year, i.e., in B.C. 721.

Hos 4:6, "My people are destroyed by lack of knowledge. Because you have rejected the knowledge of doctrine, I will reject you from being a priest nation".


The Northern Kingdom was destroyed and blotted out forever because, as goes the believer, so goes the client nation.


We as believers should not be involved in activism; we should be growing in grace to become mature believers. A nation without absolute truth is a nation without solutions. The solution to any problem whether personal or national demands a spiritual solution. How are national problems solved? In the simplest of terms, the believers priority must be Bible doctrine with emphasis on the mystery doctrine of the Church Age; e.g., the uniqueness of the Church Age with its fantastic privileges, and the resultant problem solving devices that can meet any situation in life. When Bible doctrine is the number one priority, then you concentrate on it. As you hear Bible doctrine taught, you listen and concentrate, and under the ministry of God the Holy Spirit you learn and advance under post-salvation epistemological rehabilitation. Once you begin to concentrate on the Word of God as the priority, you begin to organize your life around it. Whatever it takes, you learn Bible doctrine. Perception, metabolization, and application of Bible doctrine is the road to spiritual maturity. When you learn enough Bible doctrine so that your mental attitude has changed, you organize your thinking around Bible doctrine. Now the divine viewpoint takes hold in your life and begins to push out human viewpoint. When that happens, you begin to utilize in detail all the Biblical solutions or Divine operating assets. As a result of this concentration on and application of Bible doctrine, you advance to the point where you execute the unique spiritual life of the Church Age. Welcome to spiritual maturity!


Christian activism and arrogance are not the solution. Christian activism is as destructive to a client nation as is any enemy attack. Christian activism is arrogance, which is the motivation that originated in Satan as the ruler of this world. Rom 12:2, "Stop being conformed to this world, but be transformed by the renovation of your thinking, that you may prove what the will of God is, namely, the good of intrinsic value achievement, the well-pleasing to God, the mature status quo".


"Good of intrinsic value achievement" means advance to spiritual maturity, execution of the plan of God, and becoming a winner in the plan of God. The "well-pleasing to God" is the execution of His plan. The only way to execute His plan is to learn and apply Bible doctrine everyday. "The mature status quo" refers to the attainment of spiritual maturity.

Rom 12:3 "For this I say through the grace which has been given to me to everyone who is among you: stop thinking of self in terms of arrogance beyond what you ought to think, but think in terms of sanity for the purpose of being rational without illusion as God has assigned to each one of us a standard of thinking from doctrine".


To think of self in terms of arrogance is to be preoccupied with self. Arrogance is the greatest cause of mental illness and insanity. Part of the arrogance complex is having the wrong expectations When you are not treated the way you want to be treated or loved the way you want to be loved, disillusionment results. Your "standard of thinking from Bible doctrine" is replacing human viewpoint with Divine viewpoint, the function of an advancing believer.


There is a tremendous emphasis today among evangelical Christians to practice social and political engineering and activism. There is little or no understanding among believers of the role of the Christian in the client nation to God. This is often predicated in the erroneous theory of the so-called "Christian nation." The "Christian nation" is a myth; the client nation to God is a reality. Both believers and unbelievers exist in a nation with many religions as well as Christianity. There is no such thing as so-called "Christian" laws. The Bible teaches that a nation should follow the laws of divine establishment, designed for believers and unbelievers alike. If so-called "Christian" laws existed, that would outlaw all unbelievers, and that would be tyranny. Christians have become monsters in trying to get their way; e.g., in the abortion crusade, protesting the war on terror, death penalty, gay rights, etc., etc., etc... However, Christians have turned this right to assemble into a vicious, tragic evil. They march and force their children to participate. That is not why God has left us on this earth. Nevertheless, as long as Christians do these things, we will continue down the path of destruction. The Bible clearly emphasizes the fact that the impact of Christianity on a nation is spiritual. Christians do have civil responsibility, such as military service, paying taxes, voting, and fulfilling certain civic responsibilities. However, this does not include violence, destruction of property, intrusion on the privacy of others, or any form of civil disobedience. The Bible demands that the believer understand his role in society in terms of God's plan, God's purpose, and God's will for his life. The spiritual impact of the unique spiritual life of the Church Age not only opposes the present modus operandi of Christian activism, but also assigns it to the arrogance of Satan's system, and thereby makes it a function of grieving the Holy Spirit rather than walking by means of the Spirit. As goes the believer, so goes the client nation to God. As our Lord said, "Render unto Caesar the things that are Caesar's, and unto God the things that are God's".


"Render unto Caesar" is the establishment activity of the believer, his function under the divine institutions of freedom, marriage, family, and government. Freedom must include privacy, self-determination, the sacredness of property and life. Freedom can only be maintained under the laws of divine establishment through military victory. Free enterprise and the coexistence of poverty and wealth side-by-side is a normal function of a nation.


Separation of church and state (freedom of religion, not freedom from religion) is very important. Separation of the military and state is very important so that no coup d'etat or military dictatorship will ever exist. The greatest commentary on the details of a military is given in Numbers, which begins with universal military training. There must be laws against criminality. The Bible advocates that for certain criminal offenses the individual be executed under the principle of capital punishment. Civil authority must exist. Freedom without authority is anarchy. Authority without freedom is tyranny. You cannot have one without the other. "Render unto God" is the believer, after personally receiving Jesus Christ as his Savior, executing the unique spiritual life of the church age. It refers to the manufacture of mature believers, the establishment that thereby blesses by association the client nation. Manifest destiny demands blessing by association with mature believers, not activism from carnal Christians who are guilty of moral degeneration.


The Northern Kingdom became pleasure-mad in their prosperity. All they could think of was pleasure and its stimulation. It became a country of drug addicts and drunks. This is described in Isa 28:8-12. "For all the tables are full of filthy vomit; there is not a single clean place. To whom shall He teach knowledge of doctrine? To whom shall He cause to interpret the message? Those just weaned with milk, those just taken from the mother's breast"?


With everyone drunk or hopped up on drugs, Isaiah was saying, "How can we ever teach doctrine?" The only hope against the great Assyrian empire was a small number of mature believers. The recipients of Bible doctrine could not be spiritual babies; spiritual adults were needed.

"Principle of doctrine added to principle of doctrine, line of Scripture added to line of Scripture, a little doctrine in this message, a little doctrine in the next message."


This is one of the most unusual verses in the Hebrew, because it is onomatopoeic. It is a monosyllabic imitation of two things. The drunken speech related to Isa 28:8, and to the babbling of those who have rejected Bible doctrine. In time of stress, those who have rejected doctrine and who have no establishment orientation are cry babies. They whine, mew, and complain their way through life. They never see that they themselves are responsible for the national disaster that overtakes the client nation. Though the sound of the Hebrew is slurred and babbling, the content points to the only solution for the nation, which is to establish mature believers. For that to occur, believers must listen to one principle of doctrine added to another principle of doctrine. This verse promotes the expository teaching of the Word of God. The monosyllabic babbling of the drunks is imitated to give the solution. Notice that not one word promotes Christian activism. The only solution is "principle of doctrine added to principle of doctrine." It all accumulates, and it produces the mature believer. The mature believer comes through the perception of doctrine, not through Christian activism. Christian activism is an abomination to the Lord, and it brings about national discipline that eventually destroys the client nation to God. The babbling reminds the prophet of speaking in tongues. It is interesting to note that Isaiah refers to that next in verse 11. "For with alien articulation and by means of a foreign [Gentile] language, He will speak to this people."

Here Isaiah makes a prophecy about all Jewish client nations, how they will all eventually be destroyed (today there is no Jewish client nation; only Gentile nations can be client nations to God during these times of the Gentiles). The Jews would no longer learn the Gospel from Isa 53. They would learn the Gospel through Gentile languages only. When that occurred in A.D. 70, it would be the sign that Jewish nations would no longer function as client nations to God until the Second Advent of Jesus Christ. Since they would not be evangelized by their own native language, they were therefore to be set aside until the last 1000 years of history. Only when Jesus Christ returns will there ever be a Jewish client nation again. That means there are no Jewish client nations throughout the Church Age and Tribulation.


Isa 28:12: ". . . but they would not listen." Sublimation of the Northern Kingdom meant all they wanted to do was to party. They were self-indulgent, preoccupied with themselves. They had no time for the Word God.


Christian service is related to the laws of divine establishment. The laws of divine establishment provide the opportunity for the mature believer to perform divine good in certain spheres of life. Christian service is related to your job. Part of your fulltime Christian service is how you handle your job or profession.


"Slaves [Christian labor] obey your human masters [management] with respect and maximum effort by means of the integrity of your right lobe as unto Christ. Not on the basis of eye service, as men-pleasers, but as servants of Christ, doing the will of God by means of the soul. Serve with good motivation, as to the Lord, and not for the praise of mankind, because you know that each one, if he does anything good [divine good], for this he himself will be rewarded from the Lord, whether slave or free" (Eph 6:5-8).


The motivation for your Christian service comes from occupation with Christ and the integrity you develop from Bible doctrine in the soul. Doing your job as unto the Lord is making a role model out of Jesus Christ. Approbation lust is carnal motivation and results in dead works. Every believer, whether slave or free, has equal privilege and opportunity to execute the unique spiritual life of the church age.


"Labor, obey human management on the basis of all things, not with eye service, as people-pleasers, but with the integrity of the right lobe, making a role model out of the Lord. Whatever you do, keep on performing it from the soul, as to the Lord and not to people; since you know that from the Lord you will receive the reward of your inheritance, you serve the Lord Christ. For he who does wrong [on the job] will be paid back for that wrong which he has done, and there is no favoritism" (Col 3:22-25).

Christian service is related to various functions in government service. This service includes the following areas.

  • Military service.
  • Law enforcement.
  • Government service, such as elected representatives (not activism or crusading) and intelligence organizations.
  • Other functions related to society in general, such as paying taxes.


Those Christians who are employed in these areas should not only regard such employment as their job, but also as their service to the Lord. They should do their job as unto the Lord. It is true that no matter what you do for a living; you are in full time Christian service. Wherever you are, whatever you are doing you are exactly where the Lord wants you.


The study of the Assyrian crisis and the fall of the Northern Kingdom closely parallel our own time. Application of this Bible doctrine to our own country just might make the difference. Will our future be as the Northern Kingdom of Israel or will we spiritually recover and enjoy a renewal of prosperity? The Assyrian crisis is a tremendous study of the Word of God completed by my pastor R. B. Thieme Jr. in 1976. A wonderful teacher of the truth, he was pastor of Berachah Church for fifty-three years. He is now with the Lord, his son R.B. Thieme III has picked up the guidon of spiritual truth and is leading a new generation to the high ground of spiritual maturity. I am humbled by the provision of God for me to be a member of a church that has made the teaching of the Word of God the priority of their purpose.


The Christians responsibility to the nation begins and ends with advancing to spiritual maturity and executing the unique spiritual life of the church age. The Word of God must come first. The only solution is a spiritual solution. As goes the believer, so goes the nation. The survival of the United States of America is in your hands.


Blue Warrior
Blue WarriorBlue Warrior
Dynamic Entry VS Deliberate Enrty  
For some time now the SWAT community has experienced a debate about the use of dynamic entries and is it a legitimate option for high risk warrant service. Some would argue that the dynamic entry is flat out getting cops shot and the use of the tactic lends to carelessness.
This controversy, from what I can determine, has no merit. It's my experience that the dynamic entry is very effective. I also believe that the deliberate entry is also effective. The problem seems to be that there is a need from SWAT trainers to replace one with the other. The question is why? They are two different applications that can be used best when faced with different tactical challenges.
Proper tactical planning for a high risk warrant service should include the use of a threat matrix. Once the threat level has been determined and the need for a tactical team is warranted then the tactical commander must review all the intelligence available to properly formulate a tactical plan to execute the service.
His options are many and they will vary from team to team. Some options include but are not limited too:
  • Takedown: Effect the arrest away from his home on a traffic stop or when he his walking down the street, etc.  
  • Ruse: Get the suspect to exit his home for some reason and effect the arrest.  
  • Surround and call out: Set a perimeter and call out the suspect from the objective and then effect the arrest.  
  • Breach and hold: Set a perimeter, knock & announce, breach an entry point, effect entry or call out.  
  • Dynamic entry: Knock and announce, breach, bang (if warranted), clear the objective.  
  • Deliberate entry: Knock and announce, breach or breach and hold, clear the objective at a methodical pace.  
Once the first four options are ruled out of the tactical plan for whatever reason, then the tactical planner is left with the dynamic entry or deliberate entry.
Dynamic Entry
The standard for many years for many teams across the country has been the dynamic entry when conducting high risk warrant service. The dynamic entry may vary a little from team to team but the basic concept of the tactic is still the same. 
I won't try and define how another agency may describe or use this tactic. However, I will share with you what we teach in our basic SWAT courses.
"Dynamic Entry" is a tactic where surprise, speed and domination are key. 
Usually accomplished by timing of the execution of the entry.
Use of noise-flash diversionary devices when warranted.
Use of an overwhelming amount of dominating force inside the stronghold.

The dynamic entry is generally the fastest option for clearing large threats. We like to use 8 or more operators. The operators stack up at the entry point, knock and announce, breach and enter the stronghold. They then start clearing the stronghold by moving towards or into their most immediate threats.
Generally two operators enter a room together. Three or more operators may enter if the room is large. They may bang the room(s) prior to entry when warranted.
Upon entry into an objective, operators must concern themselves with "points of domination" and "area's of responsibilities". In other words, clear the "most immediate" threat first. Take a position of domination that will allow for overlapping fire from the operators inside the objective. This must be done with an overwhelming amount of dominating force.
The operators will step through the door of the room, muzzle up, and take a corner to clear. The operator that is second in the stack is required to be right on the first mans tail as he enters the stronghold. The second man takes the opposing corner to clear and takes his point of domination. 
When the room is clear they announce "clear". As they exit the room they announce "coming out" and rejoin the clearing operation.
The advantage to this style of dynamic entry is that it provides speed through the objective, especially when the location of your adversary is unknown. Speed in the Dynamic entry buys you surprise and surprise affords you the opportunity to neutralize your threat before he engages you. 
Another reason this tactic works is that your adversary has to process though the OODA loop as you make your entry. If two operators bang a room, enter swiftly, clear and take a position of domination before the 2-3 seconds that the bang provided, your adversary will still be processing through the OODA loop. If you don't bang the room your adversary still has too choose one of the two operators to engage as they split up and are still on the move. We all now it takes time to choose a target. Also your adversary has to place a lethal hit hitting on a moving target, which we all know isn't easy and something most criminals don't practice.
To make the Dynamic entry successful, these two points are important:
  1. Don't move any faster than you can effectively engage your adversary.
  2. Provide an overwhelming amount of dominating force inside the stronghold.
Speed of the dynamic entry is critical and I think this is where some tactical trainers have failed, which has created this unnecessary controversy. When teaching or training the dynamic entry, start on the gun range. Have the operators shoot from various positions, various distances, various speeds and various formations while moving. Try to recreate what they will encounter in hallways, rooms and other types of objectives. Place hostage targets down range and most importantly, make them accountable for their shot placement. The operator will then develop the speed in which he can effectively engage his target. That is the speed in which to conduct the dynamic entry.  
Once the operator is proficient on the range then he is ready to learn the dynamic entry in a building. The key now is to have them maintain the speed they operated at on the gun range. This is when I notice that operators pick up the pace and they tend to move faster than they can effectively engage an adversary and then the dynamic entry becomes problematic. 
If you can harness the proper speed to conduct dynamic entries, master the CQB principles utilized during the clearing operation, then the dynamic entry in my mind is highly effective and a viable option.

The Dynamic entry has worked for many years. We conduct opposing force training in our SWAT schools and when the tactic is conducted properly, it's very safe and very effective. The operators will experience these results first hand, which will build their confidence in the tactic. 
I don't buy into the fact that dynamic entry isn't a safe tactic and SWAT officers are getting killed because they use it. SWAT cops are getting killed because bad men want to kill us. If your adversary is waiting to ambush you in a well-fortified stronghold it may not matter what tactic you use. He has the advantage because he owns the ground and taking ground is a dangerous business. It just so happens, that's our business.    
High-risk warrants using the dynamic entry have been conducted for many years. I would say there have been thousands or tens of thousands of successful high-risk search warrants served in this country using the dynamic entry since the inception of the tactic.  Without any conclusive data available it's impossible to determine the success ratio.
Deliberate Entry
The deliberate entry uses the same basic principles as the dynamic entry but the pace at which the clearing operation is conducted is reduced significantly. The speeds in which teams conduct deliberate entries will vary from team to team. I have seen teams use a speed slightly slower than which most dynamic entries are conducted and I have seen teams move at almost a "stealth clear" speed.  
There isn't a right or wrong speed when conducting a deliberate entry. Your team should spend many hours training on this tactic to find what works best for your team.
The basic concept using the deliberate entry is that it's slower and you can clear objectives from the outside prior to making the actual entry. If you observe a subject inside the room then you can attempt to verbalize commands to have them crawl out of the room to the team or prone out on the floor. Once you decide to enter the stronghold you may then go dynamic or continue the deliberate clearing method.
Here are some advantages to using the deliberate entry:
  • Operators can "slice the pie" into the stronghold prior to entry.  
  • Mirrors can be used to clear corners and other threats prior to entry into the room.  
  • Ballistic shields and blankets can be used during the clearing operation.    
  • Verbal commands may be given to occupants of the room prior to entry to a safe area.  
  • The tactic is easier managed from the team leader's perspective. 
Moving through the objective is very much the same as the dynamic entry. You will utilize the same CQB principles. A critical component is that the team must maintain security during the movement. In other words, there must be guns covering all threats all the time. If you loose this security element for what ever reason the team leader should go dynamic to clear the rest of the objective or consider withdrawing. The reason is during a deliberate clear operating your adversary most likely knows you're in the objective. Your team most likely had to knock and announce your presence, breach a door, banged a room or two and given verbal command to the occupants or team members. Therefore, in a sense your team is already compromised.

Once your adversary is aware of your presence he has ample time to arm himself and take cover. You lose speed and surprise because your adversary now has the time needed to process through the OODA loop. He now has the ability and opportunity to engage you first. Therefore, teams must provide security for the element as it conducts the clear operation.
A great way to achieve success with the deliberate entry is to mandate that the team leader doesn't make entry into any rooms. He must position himself so that he can "manage" the operation. This works great because when an operator is focused on his most immediate threat he may overlook or miss other critical factors that can compromise the operation.
The team leader doesn't necessarily have to focus on immediate threats and can now focus on the integrity of the operation. Thus making the tactic and operation very safe. My team leaders have found that positioning themselves 5th in the stack works out best for them.
Another consideration on the use of the deliberate entry, while your element is moving and clearing most interior walls offer minimal to no ballistic value. Thus the slow deliberate clear may provide a false sense of safety inside a typical home especially if your presence is known.
As you can see both tactics have their advantages and disadvantages. In my opinion both are viable options for high risk warrant service. My team is tweaking a variation that blends the two tactics and so far we are happy with the results.
Until some empirical data is furnished that concludes that the use of dynamic entry is dangerous I believe we should stop the controversy and use what ever tactic will work best for the tactical problem your team is faced with.  



Stay safe,
Sgt. Glenn French  

About the author

Glenn French, a Sergeant with the Sterling Heights (Mich.) Police Department, has 22 years police experience and currently serves as the Team Commander for the Special Response Team, and Sergeant of the Sterling Heights Police Department Training Bureau. He has 14 years SWAT experience and served as a Sniper Team Leader, REACT Team Leader, and Explosive Breacher.


He is the author of the award-winning book "Police Tactical Life Saver" which has been named the 2012 Public Safety Writers Association Technical Manual of the year. Glenn is also the President of www.tacticallifesaver.org.


Glenn has instructed basic and advanced SWAT / Tactical officer courses, basic and advanced Sniper courses, Cold Weather / Winter Sniper  Operations and Active Shooter Response courses, Tactical Lifesaver Course and others. Sgt French served in the U.S. Army. During his military tenure Sgt French gained valuable experience in C.Q.B., infantry tactics and explosive breaching operations.


Survival and Disaster Preparedness

Prepped to Fight


When it comes to light weight camping gear and taking care of your back, the hammock has to be at the top of the list. Hammocks have been used for centuries by island tribes for good reason, they're easily portable, set up in minutes and they're just darn comfortable. But which style or brand for that matter do you choose with so many available today? Well for me personally, I have my favorite which I'll share with you later. First, we must examine the weather conditions and capabilities available in most hammock systems.


The standard outdoor hammock is typically made from a mid-weight rip stop nylon material that is usually weight tested at 300lbs. This means, over the life of the hammock, someone weighing no more than 300lbs would have no problem using it. They are typically open, which means they have no bug-net and require some sort of overhead cover, such as a trail tarp. To hang, most hammocks come with some sort of rope with carabineers while nicer models come with heavy nylon webbing.



Double sized hammocks are thought to be wide enough for two people, and while this is true to a point, they are still not really designed for two people. Most of these hold a rough weight of 400lbs and again, they're just larger version of the open standard hammock. When thinking of outdoor use, a double wide hammock allows the user greater movement while sleeping and the ability to stow away some of their equipment, which can be a great blessing should the rains come.


Covered hammocks have a bug net typically integrated into the hammock itself that opens and closes by zipper. These models are great when the bugs are thick, but they also do not allow for great air movement within the hammock, which means they hold heat more thereby making cooling down a longer process. So you may be hot and sweaty longer but bug free!


Now, many only like to use hammocks in the summer months because convection, the air moving around you while you're in the hammock, sucks heat away from you faster. This is good in the summer, as it's typically hot and humid, but in the winter, this leads one to being colder and restless. That's where the need for under-quilts come into play. There are many hammock dealers that offer expensive modifications to down filled blankets that allow them to hang under the hammock, thereby reducing the affects of convection. Other hammocks have a pocket built into them so that an isolation layer can be inserted instead of hanging under the hammock. I have tried both methods and prefer those with the pockets built in. In the winter time, you have several options available for making your hammock nights restful. For one, you can simply lower the hammock so it's closer to the ground, then pile leaves under and around you. Another technique would be to create a super shelter by draping a piece of plastic over your hammock from a ridgeline, and stoking a body length fire up one step beyond the plastic and hammock so that the radiant heat comes through the plastic surround your hammock, mush like a greenhouse effect. So winter camping is just as enjoyable in a hammock as is summer camping.


Now, the weight issue! Most hammocks weight less than 2lbs and require no poles. This saves space in your pack and reduces the strain on your back! Add to that, the need for an overhead tarp and if you choose wisely, you'll only add another 1-2lbs. Plus, these items give you more versatility over the standard tent.



Now, we come to my current and preferred hammock. On average, I spend around 100 nights a year sleeping in the woods. I have had back problems and joint problems and ground sleeping nearly cripples me for days on afterward. So, the need for me to be comfortable is a must, especially when I'm leading classes or on an adventure. I've tried most of the major brands, and they're all about the same. So, I reached out to a small company and worked with them to design a true basis for a 4 season hammock sleep system. When we came up with was an extra wide, longer hammock that holds over 500lbs with a full length insulation pocket, which serves as a dual layer on the bottom and it weighs less than 16oz. It's called the Appalachian Hammock Custom DL.



The AH Custom DL has been my go to hammock since we made it because it not only allows me to use it all summer, but all winter. I've slept in it with nothing more than a sleeping pad, 20 degree summer sleeping bag and a cheap wool blanket when the temps dropped into the single digits and I was plenty warm and comfy. Additionally, the hammock is large enough for me to stow extra gear in the sleeping area with me, flop around into different sleeping positions and what's important to me, wrap the hammock around me almost like a cocoon. While the Custom DL is an open hammock, you can add a bug net easily by just draping on over a ridgeline. This method allows for better air movement as well and gives you more work room, so you're not confined into a small space as with attached bug net hammocks. Finally, since the insulation pocket is full length and width, it allows more things to be stuffed inside it. So if you had to improvise and under-quilt by making a grass mat, stuff in a folded comforter or fill it full of leaves, you have those options. You can also sleep inside the pocket when the wind or rain is too much to bear should you have selected the wrong overhead tarp!


Appalachian Hammock also offers a trail tarp, which I also use exclusively. It's called the Big-Sil Ultralight Tarp. It's made of a siliconzed rip stop nylon and weights about 20oz. It is cat cut, which means its six sided making it 12ft x 10ft at the longest points, which provides more coverage than the standard 8x8 trail tarp. I have used this tarp in torrential downpours that lasted days at a time and never once has it failed to keep me dry.



To maximize durability, the tarp employs triple-stitched waterproof reinforcement material at all tie-out points and a double-stitched edge-binding material around the entire tarp perimeter. This makes for a complete sleep system in my opinion, not counting of course your blanket or sleeping bag... And the best part is you have a total weight of about 35oz for these two items (not including carabiners or straps) which is about the weight of a bottle of water! So, if you find yourself struggling to get a good night's rest while your outdoors, think of investing in an Appalachian Hammock, you'll be glad you did!


You can find the Appalachian Hammock products in our College Bookstore at www.frontierchristianuniversity.org


About the author:
Jason Hunt is the President of Frontier Christian University a school that equips people in Biblical survival and preparedness ministries and he's the Chief Instructor at Hunt Survival, Inc. a survival & preparedness training company. He's also the author of The Tribulation Survival Guide.


Leading Concepts
Key to Success
Ranger TLC - 
Teamwork, Leadership 
and Communication
Chapter 5 
From Creed to Deed

1974 THE CHIEF OF STAFF OF THE ARMY, General Creighton Abrams, activated standing Ranger battalions. Prior to that, Ranger units had been formed for specific conflicts and then disbanded. General Creighton's vision was that the Rangers would consistently be the Army's elite forces, setting the highest standards in peace and war and adhering to a specific code of ethics. The Ranger Creed written by Command Sergeant Major Neal R. Gentry, handpicked by General Creighton to serve as the first Command Sergeants Major for the 1 code of ethics.

The Ranger Creed expresses the culture. The creed is not rank specific; it is Ranger specific. It is how Rangers behave-every single one of us. If you don't follow it, you can't be a Ranger anymore. It's that simple. Ask any Ranger private, "What's the Ranger Creed?" and he'll recite all six stanzas for you. The Creed is the foundation for Rangers to function and behave like a team and, as a reminder, we recited it at least once a day.

The Ranger Creed

R ecognizing that I volunteered as a Ranger, fully knowing the hazards of my chosen profession, I will always endeavor to uphold the prestige, honor and high "Esprit de Corps" of my Ranger Regiment.

A cknowledging the fact that a Ranger is a more elite soldier who arrives at the cutting edge of battle by land, sea, or air, I accept the fact that as a Ranger, my country expects me to move further, faster, and fight harder than any other soldier.

N ever shall I fail my comrades. I will always keep myself mentally alert, physically strong and morally straight and I will shoulder more than my share of the task whatever it may be. One hundred percent and then some.

G allantly will I show the world that I am a specially selected and welltrained soldier. My courtesy to superior officers, my neatness of dress and care of equipment shall set the example for others to follow.

E nergetically will I meet the enemies of my country. I shall defeat them on the field of battle for I am better trained and will fight with all my might. Surrender is not a Ranger word. I will never leave a fallen comrade to fall into the hands of the enemy and under no circumstances will I ever embarrass my country.

R eadily will I display the intestinal fortitude required to fight on to the

Ranger objective and complete the mission, though I be the lone survivor.

I keep emphasizing that Rangers live these principles, and you may have this urge to send me an e-mail saying, "C'mon, Dean! You make it sound like Rangers can do no wrong."

Rangers do a lot right and anyone can learn from that is more the point. Let's look at some practical ways that adherence to the creed affects Ranger behavior.

In Chapter 5, I mentioned that Tommy, a former Ranger I'd never met, unconditionally invited me to his house and offered me his car for a few days. He felt confident that my being a Ranger meant that I would behave like a gentleman in front of his family and return his car in good shape. In terms of the creed, this assurance ties in with these words: "My courtesy to superior officers, neatness of dress, and care of equipment shall set the example for others to follow."

In the field, here's how the creed leads to a simple deed. One piece of gear that we routinely carried and used for protection in various circumstances was called the "magic carpet." It was just a worn piece of carpet that we used primarily to make it easier to go over concertina wire. Once you got to the breach in the wire that the team up front had cut, you could dive onto the carpet to get over the wire.

Our Battalion Commander was evaluating us during a night livefire exercise when we needed to use the magic carpet. The Ranger private carrying it was signaled to put the carpet over the wire, but instead he lost control and the carpet went over the breach point. Without hesitating, the Ranger dove on the wire, putting his body where the carpet would have gone. After that, everybody went full speed through the breach. We were completely aware of that fact that he was the carpet, but we did what we were supposed to do. At least twenty Rangers put one foot on his ass and one foot on his shoulders and went through. When it was all over he was beat, but he was fine.

What part of the creed says you throw your body over concertina wire? "Never shall I fail my comrades. I will always . . . shoulder more than my share of the task whatever it may be. One hundred percent and then some."

Any rank-and-file Ranger would expect to do what that private did, but what keeps us looking up, striving for a higher standard, is having an experience that jolts us into thinking, "Oh, yeah. That's the creed in action, too." That happened in Panama just after Captain Thomas had negotiated the release of one of our intelligence officers from a local jail. The Panamanians essentially deserted the jail, which only housed this one prisoner at the time, but they left behind some provisions. We had something to eat and a few sodas to drink. Before moving on, Captain Thomas put money on the counter to cover the cost of what we'd consumed. "Who would have expected him to do that?" I thought. And then I remembered the creed: " . . . under no circumstances will I ever embarrass my country." Winning a battle does not give the victor the right to steal.

Other Creeds in Action

A number of Christians have adopted a version of The Nicene Creed, a product from the early days of Christianity. It affects what people teach their children as well as their ethics insofar as they acknowledge in the very last line "the life of the world to come." In terms of specific action, it presents the impetus for the Crusades, in which the enemy was anyone who didn't believe in the "one holy catholic and apostolic church," a belief expressed in the creed.

Do creeds, then, always help define "the enemy"-the Ranger Creed refers to "enemies of my country"-and provide a framework for defeating that enemy? In a way, they do. They express beliefs, values, and norms. If you are a member of that organization that espouses them, but you deviate from them; then you become the "enemy." You are an internal MODD.

Watson's Tenets, articulated by Thomas Watson Sr. in 1914 when he founded International Business Machines (IBM), state the following:
  1. The individual must be respected.
  2. The customer must be given the best possible service.
  3. Excellence and superior performance must be pursued.
His son, Thomas Watson Jr., reaffirmed this creed when he became IBM's second CEO in 1956. In doing so, Watson Jr. said, "For any organization to survive and achieve success, there must be a sound set of principles on which it bases all its policies and actions. But more important is its faithful adherence to those principles." According to these beliefs, yelling at an employee, delays in rectifying a customer's problem, and deliberately ignoring a small glitch in a product would all be violations of the tenets. An employee guilty of those actions would be an internal MODD.

In his book The IBM Way (New York: Harper & Row, 1986), former vice president of marketing Buck Rodgers is even more explicit than Watson in giving weight to the corporate creed:

The only sacred cow in an organization is its principles. A company must never change them. No matter what its nature or size, there must be certain bedrock beliefs to serve as its guiding force. While a company must be flexible, always regrouping and changing with the times, its beliefs must remain irrevocable, deeply embedded throughout time. IBM's three basic beliefs are so fundamental to success that any deviation is unthinkable (p. 18).

Rodgers also gives interesting insights into how the IBM he knew lived the creed. Regarding the third Watson Tenet, he asserts, "Excellence begins with the recruiting program." That gives IBM and the U.S. Marine Corps something important in common. The Marines invest impressive resources in their recruiting effort, with the most important being the people who do it. It's an honor to be a Marine recruiter.

Rodgers also tells a story about being three and a half hours late for an important meeting with Watson himself because a customer needed his attention. Upon his arrival, Rodgers remembers that the following took place:

He (Watson) said, " When I call for a three o'clock meeting, I expect everybody to be there at three o'clock."

I took a deep breath. "Tom, how many times have you said, 'The customer comes first?' I was with one in New Jersey who had a very serious problem."
Watson's face softened. "Buck," he said, smiling, "you have the right priorities." (p. 21)

Among the other American companies that publicize a corporate creed is Prewitt Hosiery Mills, which has become one of the largest hosiery producers in the nation since it was founded in 1953. Prewitt prominently posts the company creed on its Web site, but it's much more than words-it's part of the thinking of Prewitt's 2,200 employees in Fort Payne, Alabama. When we called the company blindly to ask about including their creed in this book, the receptionist immediately affirmed that she knew it. She also proudly told us that the company founder, V. I. Prewitt, had personally written the creed, just as Thomas Watson Sr. wrote the tenets for IBM.

The Prewitt creed is distinctive because of its specificity and clear language:

Prewitt Hosiery Mills Creed

We believe ... in God, country, family and our profession.

We believe...in basic honesty. Stealing is stealing regardless of the means by which it is accomplished. If one of our cases is supposed to contain 72 packages of socks, we will do everything in our power to guarantee that exactly 72 are there. Conversely, we have virtually no patience with a supplier who would either deliberately or through continued negligence ship us short, not with a customer who continuously reports shortages, which we know do not exist. We are all human enough to make "honest" mistakes, but the adjective "honest" should always genuinely describe the error.

We believe ... in financial integrity. Imagine what would occur if, at the end of a normal 2 week payroll period, a company decided it would delay paying its employees for another one or two weeks. When we contract to buy a product or service, we also contract to pay for it on a specific date. The practice of continually withholding payment of just obligation does not build a healthy relationship with those people on whom you depend for a quality product.

We believe ... a man's word is his bond. Lying or deliberately misrepresenting the truth has no place in today's arena of business activity. If you cannot trust a man's word, and he yours, you cannot effectively function together. We believe ... in using whatever brains and common sense we possess to accomplish some useful purpose. As the years roll by, too often we develop the attitude-"I have served my time"-and we rest on our laurels. No business can remain healthy when its people become mentally lazy. When an individual loses his initiative, he is no longer deserving of his position and cannot hold the esteem of his associates.

We believe ... in hard work. It is difficult to understand the philosophy in a segment of modern American society that labels the hard working person as greedy, and degrades his efforts. Hard work is stimulating, psychologically healthy, and is honorable. The ingredient which makes a company dynamic is not the fantastic performance of its machinery, but the dedicated and energetic work of its people.

There is evidence that the creed has served Prewitt well, both internally and externally. For one thing, V. I. Prewitt's secretary of forty years still works at the company, and the company successfully exports worldwide, maintains sales offices in two states, and has a showroom in the Empire State Building in New York.

The clarity of the Prewitt creed makes it a wonderful model for any team setting out to write one. The creed doesn't sound as though it's written by an MBA with an expensive vocabulary and twenty-four academic credits in philosophy. Anyone, regardless of education, can understand phrases such as tell the truth, don't steal,  and work hard. There is nothing mushy about this. I hope that all of us would want to work with a group of people who completely embrace such straightforward principles.

The power of a creed is proportional to the ability of the organization to disseminate the behavior from top to bottom and bottom to top, so the simpler and clearer you make it, the greater your chances of getting  everyone to live it. The U.S. Marine Corps is the largest organization I can think of that has been able to solidify a culture and creed, to successfully pass it on generation after generation. The cooks in the kitchen will kick your butt with a wooden spoon if that's what it takes to defend their country. To an impressive degree, the Marines are highly motivated to succeed and embrace semper fidelis ("always faithful") as a functioning principle in their life.

* Exercise *

Think of two different organizations you know about or belong to that have a creed. It could be a corporation, church, service club, school, and so on.Can you recite the creed? Do you at least know what the key points are?

Does the creed have power in shaping the behavior of people in the organization?

The Role of a Corporate Creed

Unfortunately, many companies do nothing to put their creed into action. During a discussion about beliefs, values, and norms with one of my clients, I asked, "What does the company believe is important? What do they value based on behavior?" One man quickly pulled a card out of his wallet with the "company creed." He said, "You know what, Dean? We don't do any of this. Not even the people who wrote it live these concepts. They rammed this thing down my throat and expect me to know it. They even audit us to see if I have this card with me, and we don't do any of it." That's demoralizing. People want meaning in their life, not another card in their wallet.

What will destroy a creed? All it takes is a senior executive cheating the creed or setting up a double standard. That kind of behavior from the top dilutes the creed and the problem travels through the organization like a shock wave. Employees lose faith and adopt a cynical attitude. During the ethics scandals of 2002, many employees who lost their jobs because of dishonest executives believed their bosses had done more than abandon their corporate creed. They felt a privilege few had adopted a new one: "Greed was their creed" was the phrase that made headlines.

Corporate America would be far better off discarding their creeds if they don't intend to live by them. Take the card with the words out of your wallet and throw it away. It has an adverse impact if you can't walk the talk.The whole work force must be so inculcated with the creed that when someone violates it, a peer or subordinate says, "Hey, that's out of bounds." Said in a straightforward, nonjudgmental way, that message is not an insult; it's a helpful reminder.

In the Rangers, a violation of the creed meant you are gone. Rangers know it, recite it every day, and part of the deal is living it. Why should it be different in a work environment? Live the creed daily in the office with your coworkers, and you will live it with your customers and clients. If you can't do that, it's time to leave.

When everyone from the machine operator on the floor to the president of the company embraces a set of inspiring principles, they can all feel they are doing something significant. The machine operator isn't important because he carries a card with the company creed; he's important because what he does has value.

People want to feel good about their work. They will perform

unbelievably well if they feel their contribution to the mission is important. And when the beliefs, values, and norms of a company are clear-perhaps expressed in a company creed, a set of tenets, a mission statement, or whatever it's called in that environment-employees are equipped to take independent action. They don't have to always wait for a go-ahead e-mail or phone call from the boss. They know what is consistent with the corporate modus operandi.

At the start of a four-day training session, I introduce participants

to the LC (Leading Concepts) Creed, which is the Ranger Creed tailored for business. (The Creed is Appendix A.) They recite it before every mission, just the way Rangers recite their creed daily in formation. It's always gratifying to see how deeply people absorb the meaning of the creed in a just a few days, and how it reinforces a sense of purpose and direction.Linda found herself in a situation where she was the only one left "alive" in her camp. My partner and I had slipped into camp and, with MODD from afar providing fire support, we had said to everyone except her, "You're dead."

We knew there was still one more alive, but we weren't sure where the person was. I was next to the tent. It was dark and I was trying to find a silhouette or hear a sound that would indicate where the "lone survivor" was. All of a sudden, Linda grabbed me by the collar and pulled me into the tent. "Put your hands up," she growled. I congratulated her on single handedly trying to retake HQ from us.

In true Ranger spirit, being the last alive was not a good reason to end the mission. Linda proved that she would go beyond anything reasonable. In her mind, there was no way she lost that battle. She took her prisoner and felt good about it. That day, in living the creed, she felt valuable.

Developing a Corporate Creed

At an off-site meeting of staff members, Shape Technology decided to create a company creed for the marketing and public relations firm. They did it by consensus, and then each person in the company signed the completed twelve-point document. It's unique in that the first part of the statement is what gets in the way of high performance, and the second is what each person commits to do to fix it:

Team Commitments for Time Killers
  1. No clear goals-Ask questions to clarify, set measurable milestones.
  2. Lack of priorities-Develop daily task list of realistic deadlines. Reprioritize when necessary.
  3. No daily plan-Plan ahead with a prioritized to-do list.
  4. Attempting to do too much-Know your personal limits & ask for help when necessary. Set client expectations.
  5. Perfectionism-Know when to let go, collaborate & trust your coworkers.
  6. Personal disorganization-Training & education, learn to let go, prioritize block out time & make to-do list.
  7. Snap decisions & indecision-Plan ahead, team consensus.
  8. Crisis management-Open communication, analyze situation & put plan of action into place to solve problem. Anticipate what could go wrong.
  9. Ineffective delegation-Know individual/team strengths & weaknesses. Be specific in instructions.
  10. Interruptions-Know when to shut out the world (phone, e-mail), communicate it to others. Respect others' quiet time.
  11. Meetings-Set agenda & stick to it! Establish roles. Be prompt!
  12. Procrastination-Prioritize & stick to your goals. Don't wait until tomorrow ... ask for help!
Using a consensus process to develop a creed may give rise to a very worthwhile statement such as this one, but you can have consensus on language that doesn't reflect the culture of the organization. If your creed says that you believe in delivering the best possible service to the client, but "the way you do things around here"-that is, your culture-is to give the best service only to big clients, then you have a disconnect. Either fix the creed or fix the culture.

There is a noble history of developing creeds by consensus, or at least going through a formal acceptance process that involves consensus building. One or many people, for example, could have written the Nicene Creed, but the Church Council at Nicea in 325 A.D. formally adopted it.

In contrast, the founders of IBM and Prewitt Hosiery Mills wrote those companies' creeds, listed earlier in this chapter. They said, in essence, "This is what I live by and if you're going to work here, you will, too."

Making It Far More Than Words

A couple of days before the December 20, 1989, invasion in Panama, U.S. forces buzzed the airfield with a C-130 and timed the Panamanians on how fast it took them to get to their positions. They told all of us Rangers that we had about two to two and a half minutes before we could expect serious resistance from the time the first plane crossed the threshold. Only seconds elapsed between the fifteen planes dropping us off. The regimental commanding officer [Again, I will emphasizes that Dean considers the caps appropriate because this is an Army title.], Colonel Buck Kernan, was on Bird Number One. It meant that he, the highest-ranking officer on the mission, would be the first one out the door-"leading the way." (Corporate executives take heed: If you want your people to commit wholeheartedly to a campaign or project, be the first out the door!)

During the seven-hour flight, most of us slept. We were an hour out when they woke us up and announced that the Panamanians had found out that we were coming. We no longer had that couple of minutes of "safe" surprise time. Their firepower was out by the time we showed up.

Colonel Kernan went on the communication net to all the airplanes dropping Rangers at the airport at Rio Hato and at Panama City-thirty total. He led us in the Ranger Creed. It was his way of saying, "Remember why we're here. Understand and feel what we're all about."

I heard a radio interview with a New York firefighter three months after he had participated in post-assault rescue operations at the World Trade Center. The interviewer asked him why, when the natural human impulse is to flee to safety, would firefighters rush back into the building without any hesitation. His response was almost word for word what we say in the Ranger Creed: "I will never leave a fallen comrade ..." Far more than words.

Lead the way!


About the author: Dean Hohl has been leading teams and coaching individuals professionally since 1993. From '88 - '92 Dean served with 3rd Ranger Battalion during which he helped in the removal of Manuel Noriega in 1989 when he parachuted onto a hostile Panamanian airstrip.

He graduated Ranger School with honors earning one of two distinguished "Merrill's Marauders" awards; an award earned only by two each class and chosen by his peer group for demonstrating exceptional teamwork, leadership, and communication under long periods of stress and pressure - often the result of days without food or sleep - throughout the entire 72 day course. Dean completed his Ranger service with honor at the rank of Sergeant.




Warrior's Wisdom

Warrior's Wisdom
It shows great talent in a general to bring troops who are prepared for action into collision with those who are not.  
Aesop's Fables
  A young pig was shut up in a fold-yard with a Goat and a Sheep. On one occasion when the shepherd laid hold of him, he grunted and squeaked and resisted violently. The Sheep and the Goat complained of his distressing cries saying, "He often handles us, and we do not cry out." To this the Pig replied, "Your handling and mine are very different things. He catches you only for your wool, or your milk, but he lays hold on me for my very life."

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Quotes & Jokes
Why Old Marines Can't Get A Job

An old marine walks into a job interview.

Personnel Manager: "What is your greatest weakness ?"
Old Marine: "Honesty"
Personnel Manager: "I don't think honesty is a weakness !"
Old Marine: "I don't give a shit what you think"

"The multiplication of public offices, increase of expense beyond income, growth and entailment of a public debt, are indications soliciting the employment of the pruning knife."
-Thomas Jefferson (1821)

"The best and only safe road to honor, glory, and true dignity is justice."
-George Washington (1779)

"Arbitrary power is most easily established on the ruins of liberty abused to licentiousness."
-George Washington

"Necessity is the plea for every infringement of human freedom. It is the argument of tyrants; it is the creed of slaves."
-English statesman William Pitt (1708-1778)

"If newsmen do not tell the truth as they see it because it might make waves, or if their bosses decide something should or should not be broadcast because of Washington or Main Street consequences, we have dishonored ourselves and we have lost the First Amendment by default."
-former CBS News President Richard Salant (1914-1993)

"When a government becomes powerful it is destructive, extravagant and violent; it is an usurer which takes bread from innocent mouths and deprives honorable men of their substance, for votes with which to perpetuate itself."
-Roman philosopher and statesman Cicero (106-43 B.C.)

"For decades, we have piled deficit upon deficit, mortgaging our future and our children's future for the temporary convenience of the present. To continue this long trend is to guarantee tremendous social, cultural, political, and economic upheavals. You and I, as individuals, can, by borrowing, live beyond our means, but for only a limited period of time. Why, then, should we think that collectively, as a nation, we are not bound by that same limitation?"
-Ronald Reagan

"A constitution defines and limits the powers of the government it creates. It therefore follows, as a natural and also a logical result, that the governmental exercise of any power not authorized by the constitution is an assumed power, and therefore illegal."
-Thomas Paine
Constitutions, Governments,
and Charters, 1805

"They define a republic to be a government of laws, and not of men."
-John Adams

What's the secret to being right a lot? It's simple: Be willing to change your mind.
Jeff Bezos
Founder of Amazon.com

He's observed that the smartest people constantly revise their understanding, reconsider points of view and evaluate new information - even if it's contradictory."It is not honorable to take mere legal advantage, when it happens to be contrary to justice."
-Thomas Jefferson

"Trayvon Martin is repeatedly referred to as a 'child.' But in my 34 years in the Marine Corps I worked with hundreds of 17-year-old male Marines. Not one of them would ever consider himself a 'child.'"
-George in Rockport, Texas

"There is another class of colored people who make a business of keeping the troubles, the wrongs, and the hardships of the Negro race before the public. Having learned that they are able to make a living out of their troubles, they have grown into the settled habit of advertising their wrongs -- partly because they want sympathy and partly because it pays."
- Booker T. Washington
former slave, educator,
author and orator(1856-1915)

"The finger-pointers and handwringers of today were the policy makers of yesterday, and they gave us economic stagflation and double digit inflation. There was only one thing fair about their policies: They didn't discriminate, they made everyone miserable."
-Ronald Reagan


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What Has Really Changed?

What's happened to government "By the People"?  

13 to 1 the people say they want government expenses cut rather than any tax increase. Yet government increases expenses, hires thousands more civilian employees, adds even more bureaus, and continues to squander millions on such silly things as a study of East African monkeys. And then it says it has to increase taxes.
\BE of the farmers of America want the government to take its hands off farming, save the billions it now squanders on "farm aid" and let the farmer run his own business. So government increases its farm budget to 6 \BC billion dollars and adds 1400 employees to the Agricultural Department.
The people appoint, pay for, support police forces to protect them. Yet government courts go out of their way to obstruct the people's police and pamper their enemies, the criminals.
What has happened to the government we proudly claimed was "of the people, by the people, for the people"? Whose country is this, anyway?

World War II Armor
Training in Color l Photos


While these photos were presumably made to demonstrate American armored might six months after the nation's entry into World War II, they present instead a pretty accurate picture of the real situation, with the United States still finding its way, production beginning to ramp up, but many, many lessons left to be learned. This series of photos depicts at least four different variants of two different tanks, some of them lacking armament, cobbled together for the photographer. M4 Sherman production had just begun in February 1942, and it was around the time these photos were taken that the U.S. 1st Armored Division had been stripped of its new M4A1 Shermans so that they could be urgently shipped to North Africa to cover British tank losses in the Western Desert.

The M3 Lee tanks in the photo represented the largest number of medium tanks in the U.S. Army, at the time, but they were essentially 1939 technology, developed as a stopgap that could be manufactured in large numbers very quickly. The M4 and M4A1 Shermans shown here initially made a good showing in battle, but instead of continuing development of ever more powerful guns and thicker armor, the Army concentrated on production, believing from the good reports from the Sherman's initial battles against German tanks in North Africa that development could wait. As it turned out, it couldn't, and while the Sherman was not the "death trap" some called it, especially after modifications, the failure to continuously refine and improve the design ultimately cost Allied lives. The most common tank in the Army at the time remained the M3 Stuart, a good design but already behind the times.

Vietnam: Nightmare World of a Wounded Soldier

America's press, public, and even Congress paid relatively little attention to the experience of the wounded soldier during the Vietnam War.

Weekly casualty reports from U.S. headquarters in Saigon, South Vietnam, gave numbers, but rarely told the story. The Pentagon figure for Americans in Vietnam who suffered "wounds not mortal" is 303,604, including 153,303 of those wounded to the extent that they required a hospital stay.

Bradley Jimerson became one of those Americans. Shrapnel from an exploding Viet Cong mortar shell destroyed Jimerson's left eye and penetrated his brain.

Jimerson, 65, calls Steamburg, N.Y., home, but he and his wife, Catherine, or "Cat," spend most of the year traveling the country in their recreational vehicle. Jimerson spends much of his time encouraging fellow paratroopers to attend reunions of his outfit, Company B, 2nd Battalion, 501st Infantry, 101st Airborne Division. "We try to do what we can to help veterans, especially the wounded," Jimerson said in a July 3 telephone interview.

Native American

Jimerson grew up on the Cattaraugus Indian Reservation near New York. He moved to South Los Angeles, Calif., when he was 12 years old. He enlisted in the Army in February 1967, two days before turning 19, and went to Fort Ord, Calif., for basic training.

Bradley Jimerson (left) and Alan Johnson at Fort Campbell, Ky., in 1967. Jimerson was drawn to Army Airborne. Photo courtesy of Bradley Jimerson

That's where he learned about the Airborne. "I looked at the airborne boots, airborne wings, and the Screaming Eagle patch on the visiting drill instructor from Fort Benning, Ga., and that drew me in," said Jimerson.
"In mid-December 1967, they issued us new jungle fatigues and told us to mail our personal stuff home. They trucked us to the airfield at Fort Campbell. We loaded on C-141 Starlifters, which flew us to Vietnam." Within weeks of arrival in Vietnam, Jimerson was in combat.

Jimerson recalled earning his jump wings: "I'm proud and lucky to have made my first jump from a C-119 Flying Boxcar. That was the only time I ever saw one. It provided a lot of vibration and noise that we didn't train for. The instructor had to scream for you to hear. 'Stand up!' 'Hook up!' 'Green light!' It was kind of scary, but once your parachute opens up then you feel safe. We jumped out of C-130s and C-141s. We trained with the M14 rifle so I didn't see the M16. We had to jump five times to receive our Airborne wings. Four were just jumping with a parachute, but the last one was with our full gear and weapons: you felt like you were a robot, trying to walk. Once the chute opens up, you just have to go through your training and do the landing like they taught."

After infantry and airborne training, Jimerson went to Fort Campbell, Ky., to join the 101st Airborne Division Screaming Eagles, where he trained to become a machine gunner in Vietnam.

Bradley Jimerson arrived in Vietnam aboard a U.S. Air Force C-141 Starlifter as part of Operation Eagle Thrust. Eagle Thrust was the transport of around 10,000 Screaming Eagles to Vietnam to reinforce U.S. troop strength during the Tet Offensive. Photo courtesy of the Robert F. Dorr Collection

"In mid-December 1967, they issued us new jungle fatigues and told us to mail our personal stuff home. They trucked us to the airfield at Fort Campbell. We loaded on C-141 Starlifters, which flew us to Vietnam." Within weeks of arrival in Vietnam, Jimerson was in combat.

With the Tet Offensive unfolding around them, Jimerson and his fellow paratroopers were airlifted to Hue, where they remained till he was wounded on March 13, 1968.
"I don't remember hearing the explosion. I just saw it. It was like someone was taking a picture with a flash."

Jimerson fought with an M16 rifle from atop a small hill while his company evacuated a wounded point man and regrouped under heavy fire. Next they established a perimeter, getting the wounded together for extraction.  That's when a Viet Cong mortar round exploded nearby.
Wounded in Service

"I turned and saw a light," Jimerson said. "I don't remember hearing the explosion. I just saw it. It was like someone was taking a picture with a flash."

A UH-1D Huey medevac helicopter takes off to pick up an injured member of the 101st Airborne Division, near the demilitarized zone, South Vietnam, Oct. 16, 1969. Bradley Jimerson's life was saved thanks to a timely UH-1 Huey "dustoff." National Archives photo

The horror of a battlefield wound was instant and overwhelming. "It was like my brain and body were short-circuited," said Jimerson. Years later, 2nd Lt. Rick Arbogast told Jimerson he began screaming and rolling back and forth on his back. Jimerson remembers only that his senses were overwhelmed and the pain was "something I can't even begin to describe."

While the firefight persisted, fellow paratroopers bundled Jimerson and other wounded on litters and moved them downstream on a small riverboat to a landing zone where a UH-1 Huey "dustoff" (medical evacuation) helicopter crew picked up Jimerson and hauled him to a tent hospital in Da Nang. The introduction of the helicopter in the Vietnam War is one reason many seriously wounded Americans survived.
Jimerson remembers a nurse shaving his hair and prepping him for surgery. "They had to cut my scalp open and drill a hole in the skull to go inside and get the metal out. Then they closed the skull and sewed up the scalp."

After losing consciousness, Jimerson awoke and heard someone saying, "This guy's not going back out there." He passed out again. He woke up aboard another life-saving helicopter, landing on the hospital ship USS Sanctuary (AH 17).

Jimerson remembers a nurse shaving his hair and prepping him for surgery. "They had to cut my scalp open and drill a hole in the skull to go inside and get the metal out. Then they closed the skull and sewed up the scalp."

U.S. Navy nurses and patients aboard the USS Sanctuary (AH 17), in the 1960s. Bradley Jimmerson was evacuated to the Sanctuary and received his Purple Heart while aboard. U.S. Navy photo

Jimerson learned that the ordeal of a wounded soldier never ends. After 14 days on the hospital ship, during which he received his Purple Heart, Jimerson was evacuated and found himself at Letterman General Hospital in San Francisco, in an open ward full of wounded men. Months of treatment and therapy followed, and doctors made him his first glass eye. Jimerson began learning again how to speak, how to understand.

"They promoted me from Spec-4 to Sergeant E-5 just before they sent me home at the end of June 1968," he said. At his parents' house in South Los Angeles, Jimerson began the process of learning all over again how to function independently.

Jimerson credits his subsequent progress to his 1973 marriage to Catherine Kelley and to the family they built together, two sons and a daughter. Today, he still has difficulties with language and memory. In the July 3 interview, he acknowledged "trouble calling up simple things." Jimerson said he has been treated well by the Army and the Department of Veterans Affairs. But, he said, acquaintances often assume that because he was wounded so long ago, his problems must be over. He wants everyone to know that many combat-wounded are never "made whole" again.
In some sense, Bradley Jimerson is still in Vietnam, frozen in time at the young age when he was blown up. He has good family and friends now, but most of his life revolves around continuing to cope with his wounds and helping other veterans to do the same. He has never moved on. He never found a career that had a place for him, with his ongoing injuries.

Jimerson said his efforts to assist fellow veterans and his participation at military reunions are an important part of what keeps him going.

In some sense, Bradley Jimerson is still in Vietnam, frozen in time at the young age when he was blown up. He has good family and friends now, but most of his life revolves around continuing to cope with his wounds and helping other veterans to do the same. He has never moved on. He never found a career that had a place for him, with his ongoing injuries.

Over the years, Jimerson has searched for and found 80 of the paratroopers he served with, but he would like to find others who served in his company in Vietnam. The website for veterans of the company is www.b2501airborne.com.

Jimerson has his own website at

Marine Corps Explores AAV Reset Options

Amphibious assault vehicles (AAV) assigned to the 15th Marine Expeditionary Unit (15th MEU) await departure in the well deck aboard the amphibious transport dock ship USS Green Bay (LPD 20) during a routine well deck training exercise. The Marine Corps is seeking industry input in determining its AAV reset options. U.S. Navy Photo by Mass Communication Specialist 1st Class Elizabeth Merriam

U.S. Marine Corps planners are seeking industry assistance in exploring various approaches for a limited reset of the service's AAVP7A1 personnel variants of its Assault Amphibious Vehicle (AAV).

As outlined in a recently released request for information (RFI), the Marine Corps' Program Manager for Advanced Amphibious Assault (PM AAA) is conducting market research "to analyze viable approaches for the sustaining maintenance of the USMC Assault Amphibious Vehicle (AAV)."

The self-deploying and fully-amphibious AAV7A1 family of vehicles includes three different vehicle variants: Personnel (P7); Command and Control (C7); and Recovery (R7). The Marine Corps had originally planned to replace its AAVs with the Expeditionary Fighting Vehicle (EFV), but the subsequent cancellation of the EFV program has prompted the service to look at alternate futures for its AAV platforms.
The "limited reset effort" currently envisioned would include a set of actions or processes that would restore the personnel variants "to the level achieved at the completion of the 2007 major rebuild." In addition to an AAV end life of 2030, other assumptions supporting the effort range from a minimum throughput of 96 vehicles per year to an approved acquisition objective of all 1,064 vehicles.

"Originally fielded in 1971, the AAV is the oldest vehicle platform in the USMC inventory and the last major rebuild effort was completed in 2007," the announcement explained. "The USMC has a current inventory of 1,064 vehicles. The end-of-life for this platform has been extended until 2030. PM AAA is developing an acquisition strategy for a survivability upgrade on roughly 40 percent of the vehicles in service; however, this effort does not address long term sustaining maintenance effort. PM AAA is considering approaches similar to a limited rebuild/reset effort to support extending the vehicle life cycle."

An assault amphibious vehicle (AAV) assigned to the 31st Marine Expeditionary Unit (31st MEU) launches from the well deck of the amphibious transport dock USS Denver (LPD 9). Current plans are to keep AAVs operating until 2030, but without significant enhancements to their capabilities. U.S. Navy photo by Mass Communication Specialist 3rd Class Bryan Blair

The "limited reset effort" currently envisioned would include a set of actions or processes that would restore the personnel variants "to the level achieved at the completion of the 2007 major rebuild." In addition to an AAV end life of 2030, other assumptions supporting the effort range from a minimum throughput of 96 vehicles per year to an approved acquisition objective of all 1,064 vehicles.

The notional effort could include three major components:

  • Replacement of obsolete, worn, or high failure-rate parts
  • Recapitalization actions to extend the equipment's useful life "by returning it to a near zero-mile/zero-hour condition to the original performance specifications"
  • Repair or overhaul of equipment to Marine Corps standard.

According to the RFI, "A limited reset approach is not intended to increase the capability of the legacy platform; however, it is intended to enhance reliability due to the focused attention on sustaining maintenance. Specific maintenance actions taken/executed on an individual AAV during a limited reset may be dependent on the condition of the asset when it is introduced into the process."


"PM AAA is conducting market research to assess available sources to perform a limited reset for the AAV fleet from Fiscal Year FY 16 through FY 30," it added. "The government is considering approaches that conform to industry best practices, which may consider a public/private approach, a purely public approach, or a purely private approach. In short, PM AAA is seeking to understand proven, implemented approaches that have historical data/feedback which can be applied to this platform and is interested in various approaches for consideration."


Industry is requested to submit responses to three different scenarios presented in the RFI, including an inspect and repair only as necessary (IROAN) approach, an "open approach based on the facility's best practices and lessons learned," and an open approach performed in conjunction with performing an AAV force protection upgrade. Those specific force protection improvements were previously outlined in a separate RFI that was released in late May of this year.

The Death of Jean Moulin: The French Resistance Gets Its Greatest Martyr

Jean Moulin wearing his trademark scarf, which covered scars incurred when he attempted suicide rather than sign a German propaganda document. Photo courtesy of M\E9morial Leclerc/Mus\E9e Jean Moulin

When Jean Moulin offered his services to Gen. Charles de Gaulle in October 1941, the leader of the Free French based in London accepted with alacrity. Moulin, a former prefect (regional administrator), was the highest-ranking member of the pre-Vichy Third Republic to join de Gaulle's organization. In addition, Moulin, who had been living in the Vichy zone, possessed knowledge about nacent French Resistance groups and their leaders. In return for money and arms, Moulin proposed to unite the different groups under the Free French banner, stating, "It would be insane and criminal, in the event of Allied action on the continent, not to make use of troops prepared for the greatest sacrifices, scattered and unorganized today, but tomorrow capable of making up a united army of parachute troops already in place, familiar with the terrain and having already selected their enemy and determined their objective." He also warned that unless the Free French took action the Resistance would fall under communist influence.

Members of the French Resistance captured by the Germans await transport. The work Jean Moulin did in France for the Resistance was dangerous, but helped to make the Resistance a force in future Allied operations. Bundesarchiv photo

Impressed, de Gaulle appointed him Delegate of the French National Committee to the Unoccupied Zone. On Jan. 1, 1942, Moulin was parachuted back to France. Tucked in a matchbox was a microfilmed document signed by Gen. de Gaulle that said, "Mr. Moulin's task is to bring about, within the zone of metropolitan France not directly occupied, unity of action by all elements resisting the enemy and his collaborators."

Moulin was the right man in the right place at the right time for both the Free French and the Resistance. A prefect when the German army swept through France in the summer of 1940, when Moulin refused a German demand to sign a document confirming atrocities by Senegalese soldiers in the French army he was beaten and thrown into a barn containing a number of mutilated bodies. Believing that once the Germans renewed their torture he would sign the document, Moulin attempted suicide by slashing his throat with a shard of glass. A guard heard him and Moulin was taken to a hospital where he recovered, the document unsigned. Moulin was never again seen in public without a scarf that concealed the scar on his neck.  

  ". . . his was the face of France."

    -French Minister of Culture Andr\E9 Malraux

Because of his far-left convictions the far-right Vichy government dismissed him. That experience with the Germans and the Vichy government coupled with the authority and money from the Free French gave Moulin the credibility he needed to build an organized Resistance.  



SS Obersturmf\FChrer Klaus Barbie, who became known as the "Butcher of Lyon," interrogated Jean Moulin. Bundesarchiv photo

Based in Lyon, operating under the code name "Max," traveling throughout France and keeping one step ahead of the Gestapo and the despised Vichy milice police force, Moulin organized the Press and Information Bureau, a Resistance press service; the General Study Committee, a rudimentary brain trust charged with studying post-liberation reforms; a service that oversaw radio communications with London; another service that organized vital parachute drops and clandestine air transport between England and France; and a secret army, a pool of the paramilitary forces of the three major Resistance organizations whose actions were coordinated by London. His greatest triumph was the creation of the National Council of Resistance on May 27, 1943, a sixteen-member organization that precariously brought together representatives from eight Resistance groups, five political parties, and two trade unions. In a secret meeting held in Paris, its first action was a vote to recognize de Gaulle as the head of a French provisional government.  


    "Jeered at, savagely beaten, his head bleeding, his internal organs ruptured, he attained the limits of human suffering without betraying a single secret, he who knew everything."

It was Moulin's last success. Less than a month later Moulin was betrayed to the Gestapo, and on June 21, 1943, captured in Caluire, a suburb of Lyon. His jailer was SS Lt. Nikolaus "Klaus" Barbie, later infamous as the "Butcher of Lyon." For the next three weeks Moulin was tortured. Occasionally Barbie displayed Moulin's unconscious body in his office for other captured Resistance leaders to see. In Jean Moulin, the biography of her brother, Laure Moulin wrote, "Jeered at, savagely beaten, his head bleeding, his internal organs ruptured, he attained the limits of human suffering without betraying a single secret, he who knew everything."

Moulin died in a train en route to Germany and  was buried in P\E8re Lachaise Cemetery in Paris. On Dec. 19, 1964, Moulin's ashes were transferred to the Panth\E9on in a ceremony attended by President Charles de Gaulle and many surviving members of the Resistance. Cultural minister Andr\E9 Malraux, former member of the Resistance, French army officer, and author, delivered the eulogy that is considered one of the greatest speeches in French history.

Klaus Barbie survived the war and worked for a time for the British and the CIA. When evidence of his atrocities became known, in 1950 he fled to Bolivia. Extradited to France in 1983, his trial riveted the nation. Sentenced to life in prison, he died of cancer on Sept. 25, 1991.  

MARSOC Year in Review 2012-2013

Still growing, but no longer new

A Marine Special Operations Team member fires an AK-47 during night-fire sustainment training in Helmand province, Afghanistan, March 28, 2013. Marine Special Operations Team members are deployed in Helmand province to train and mentor Afghan National Security Forces. U.S. Marine Corps photo by Sgt. Pete Thibodeau

As the Marine Corps Forces Special Operations Command (MARSOC) celebrated its seventh anniversary in February 2013, MARSOC's fourth commander, Maj. Gen. Mark A. "Droopy" Clark, the first aviator to head the Corps' special operations forces (SOF), told his operators they are no longer a "new" command.


"We are a young organization. We are still growing, but we are no longer new," he said. "We are accepted and respected in the special operations community. Our operations in Afghanistan and elsewhere over the past 12 months have demonstrated our maturation as a command and have proved our value."


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