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Monthly Newsletter
February 2014 
In This Issue
Dave's Message
Voice of the Soldier
Word of Truth
Combat Survival
Leading Concepts
Warrior's Wisdom
Featured T-Shirts
Aesop's Fables
Embroidered Items
Special Product Coupon
Quotes & Jokes
Off Duty Apparel
Featured Watches
What Has Really Changed?
Special Product Coupon
What Has Really Changed?

Newsletter Archive
January 2014
December 2013

November 2013
October 2013
August 2013
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

Customer Comments
"I Love it's perfect you guys did a great job!!!!!!!!!!!!!!!!!!!!!!!!!!!!

Tyler S.

Works great so far. Good stitching, well made

Clay R.

Good quality and print.

Paul S.

There was amistake on the first shirt order. I made a call and the gentalman who answered found the problem and immediately sent me a new shirt. Being a former Ranger and still holding true to the belief that American industry and the people are the best in the world. Your company and personal are of the highest standards. Thank You Dave

Dave G.

One of my favorite shirts so far, awesome shirt representing Camp Commando with the ANA

Scott A

We have purchased in excess of 500 shirts already and have not had any mistakes or damaged shirts! We will definitely be ordering more in the future!

Ryan D

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

by HC Lodge 



  The brilliant historian of the English people [*] has written of Washington, that "no nobler figure ever stood in the fore-front of a nation's life." In any book which undertakes to tell, no matter how slightly, the story of some of the heroic deeds of American history, that noble figure must always stand in the fore-front. But to sketch the life of Washington even in the barest outline is to write the history of the events which made the United States independent and gave birth to the American nation. Even to give alist of what he did, to name his


battles and recount his acts as president, would be beyond the limit and the scope of this book. Yet it is always possible to recall the man and to consider what he was and what he meant for us and for mankind He is worthy the study and the remembrance of all men, and to Americans he is at once a great glory of their past and an inspiration and an assurance of their future.

     * John Richard Green.

To understand Washington at all we must first strip off all the myths which have gathered about him. We must cast aside into the dust-heaps all the wretched inventions of the cherry-tree variety, which were fastened upon him nearly seventy years after his birth. We must look at him as he looked at life and the facts about him, without any illusion or deception, and no man in history can better stand such a scrutiny.

Born of a distinguished family in the days when the American colonies were still ruled by an aristocracy, Washington started with all that good birth and tradition could give. Beyond this, however, he had little. His family was poor, his mother was left early a widow, and he was forced after a very limited education to go out into the world to fight for himself He had strong within him the adventurous spirit of his race. He became a surveyor, and in the pursuit of this profession plunged into the wilderness, where he soon grew to be an expert hunter and backwoodsman. Even as a boy the gravity of his character and his mental and physical vigor commended him to those about him, and responsibility and military command were put in his hands at an age when most young men are just leaving college. As the times grew threatening on the frontier, he was sent on a perilous mission to the Indians, in which, after passing through many hardships and dangers, he achieved success. When the troubles came with France it was by the soldiers under his command that the first shots were fired in the war which was to determine whether the North American continent should be French or English. In his earliest expedition he was defeated by the enemy. Later he was with Braddock, and it was he who tried, to rally the broken English army on the stricken field near Fort Duquesne. On that day of surprise and slaughter he displayed not only cool courage but the reckless daring which was one of his chief characteristics. He so exposed himself that bullets passed through his coat and hat, and the Indians and the French who tried to bring him down thought he bore a charmed life. He afterwards served with distinction all through the French war, and when peace came he went back to the estate which he had inherited from his brother, the most admired man in Virginia.

At that time he married, and during the ensuing years he lived the life of a Virginia planter, successful in his private affairs and serving the public effectively but quietly as a member of the House of Burgesses. When the troubles with the mother country began to thicken he was slow to take extreme ground, but he never wavered in his belief that all attempts to oppress the colonies should be resisted, and when he once took up his position there was no shadow of turning. He was one of Virginia's delegates to the first Continental Congress, and, although he said but little, he was regarded by all the representatives from the other colonies as the strongest man among them. There was something about him even then which commanded the respect and the confidence of every one who came in contact with him.
It was from New England, far removed from his own State, that the demand came for his appointment as commander-in-chief of the American army. Silently he accepted the duty, and, leaving Philadelphia, took command of the army at Cambridge. There is no need to trace him through the events that followed. From the time when he drew his sword under the famous elm tree, he was the embodiment of the American Revolution, and without him that revolution would have failed almost at the start. How he carried it to victory through defeat and trial and every possible obstacle is known to all men.

When it was all over he found himself facing a new situation. He was the idol of the country and of his soldiers. The army was unpaid, and the veteran troops, with arms in their hands, were eager to have him take control of the disordered country as Cromwell had done in England a little more than a century before. With the army at his back, and supported by the great forces which, in every community, desire order before everything else, and are ready to assent to any arrangement which will bring peace and quiet, nothing would have been easier than for Washington to have made himself the ruler of the new nation. But that
was not his conception of duty, and he not only refused to have anything to do with such a movement himself, but he repressed, by his dominant personal influence, all such intentions on the part of the army. On the 23d of December, 1783, he met the Congress at Annapolis, and there resigned his commission. What he then said is one of the two most memorable speeches ever made in the United States, and is also memorable for its meaning and spirit among all speeches ever made by men. He spoke as follows:

"Mr. President:--The great events on which my resignation depended having at length taken place, I have now the honor of offering my sincere congratulations to Congress, and of presenting myself before them, to surrender into their hands the trust committed to me and to claim the indulgence of retiring from the service of my country.

Happy in the confirmation of our independence and sovereignity and pleased with the opportunity afforded the United States of becoming a respectable nation, I resign with satisfaction the appointment I accepted with diffidence; a diffidence in my abilities to accomplish so arduous a task, which, however, was superseded by a confidence in the rectitude of our cause, the support of the supreme power of the Union, and the patronage of Heaven.

The successful termination of the war has verified the most sanguine expectations, and my gratitude for the interposition of Providence and the assistance I have received from my countrymen increases with every review of the momentous contest.

While I repeat my obligations to the Army in general, I should do injustice to my own feelings not to acknowledge, in this place, the peculiar services and distinguished merits of the Gentlemen who have been attached to my person during the war. It was impossible that the choice of confidential officers to compose my family should have been more fortunate. Permit me, sir, to recommend in particular those who have continued in service to the present moment as worthy of the favorable notice and patronage of Congress.

I consider it an indispensable duty to close this last solemn act of my official  life by commending the interests of our dearest country to the protection of Almighty God, and those who have the superintendence of them to His holy keeping.

Having now finished the work assigned me, I retire from the great theatre of action, and, bidding an affectionate farewell to this august body, under whose orders I have so long acted, I here offer my commission and take my leave of all the employments of public life."

The great master of English fiction, writing of this scene at Annapolis, says: "Which was the most splendid spectacle ever witnessed--the opening feast of Prince George in London, or the resignation of Washington? Which is the noble character for after ages to admire--yon fribble dancing in lace and spangles, or yonder hero who sheathes his sword after a life of spotless honor, a purity unreproached, a courage indomitable and a consummate victory?"

Washington did not refuse the dictatorship, or, rather, the opportunity to take control of the country, because he feared heavy responsibility, but solely because, as a high-minded and patriotic man, he did not believe in meeting the situation in that way. He was, moreover, entirely devoid of personal ambition, and had no vulgar longing for personal power. After resigning his commission he returned quietly to Mount Vernon, but he did not hold himself aloof from public affairs. On the contrary, he watched their course with the utmost anxiety. He saw the feeble Confederation breaking to pieces, and he soon realized that that form of government was an utter failure. In a time when no American statesman except Hamilton had yet freed himself from the local feelings of the colonial days, Washington was thoroughly national in all his views. Out of the thirteen jarring colonies he meant that a nation should come, and he saw--what no one else saw--the destiny of the country to the westward. He wished a nation founded which should cross the Alleghanies, and, holding the mouths of the Mississippi, take possession of all that vast and then unknown region. For these reasons he stood at the head of the national movement, and to him all men turned who desired a better union and sought to bring order out of chaos. With
him Hamilton and Madison consulted in the preliminary stages which were to lead to the formation of a new system. It was his vast personal influence which made that movement a success, and when the convention to form a constitution met at Philadelphia, he presided over its deliberations, and it was his commanding will which, more than anything else, brought a constitution through difficulties and conflicting interests which more than once made any result seem well-nigh hopeless. When the Constitution formed at Philadelphia had been ratified by the States, all men turned to Washington to stand at the head of the new government. As he had borne the burden of the Revolution, so he now took up the task of bringing the government of the Constitution into
existence. For eight years he served as president. He came into office with a paper constitution, the heir of a bankrupt, broken-down confederation. He left the United States, when he went out of office, an effective and vigorous government. When he was inaugurated, we had nothing but the clauses of the Constitution as agreed to by the Convention. When he laid down the presidency, we had an organized government, an established revenue, a funded debt, a high credit, an efficient system of banking, a strong judiciary, and an army. We had a vigorous and well-defined foreign policy; we had recovered the western posts, which, in the hands of the British, had fettered our march to the west; and we had proved our power to maintain order at home, to repress insurrection, to collect the national taxes, and to enforce the laws made by Congress. Thus Washington had shown that rare combination of the leader who could first destroy by revolution, and who, having led his country through a great civil war, was then able to build up a new and lasting fabric upon the ruins of a system which had been overthrown. At the close of his official service he returned again to Mount Vernon, and, after a few years of quiet retirement, died just as the century in which he had played so great a part was closing.

Washington stands among the greatest men of human history, and those in the same rank with him are very few. Whether measured by what he did, or what he was, or by the effect of his work upon the history of mankind, in every aspect he is entitled to the place he holds among the greatest of his race. Few men in all time have such a record of achievement. Still fewer can show at the end of a career so crowded with high deeds and memorable victories a life so free from spot, a character so unselfish and so pure, a fame so void of doubtful points demanding either defense or explanation. Eulogy of such a life is needless, but it is always important to recall and to freshly remember just what manner of man he was. In the first place he was physically a striking figure. He was very tall, powerfully made, with a strong, handsome face. He was remarkably muscular and powerful. As a boy he was a leader in all outdoor sports. No one could fling the bar further than he, and no one could ride more difficult horses. As a young man he became a woodsman and hunter. Day after day he could tramp through the wilderness with his gun and his surveyor's chain, and then sleep at night beneath the stars. He feared no exposure or fatigue, and outdid the hardiest backwoodsman in following a winter trail and swimming icy streams. This habit of vigorous bodily exercise he carried through life. Whenever he was at Mount Vernon he gave a large part of his time to fox-hunting, riding after his hounds through the most difficult country. His physical power and endurance counted for much in his success when he commanded his army, and when the heavy anxieties of general and president weighed upon his mind and heart.

He was an educated, but not a learned man. He read well and remembered what he read, but his life was, from the beginning, a life of action, and the world of men was his school. He was not a military genius like Hannibal, or Caesar, or Napoleon, of which the world has had only three or four examples. But he was a great soldier of the type which the English race has produced, like Marlborough and Cromwell, Wellington, Grant, and Lee. He was patient under defeat, capable of large combinations, a stubborn and often reckless fighter, a winner of battles, but much more, a conclusive winner in a long war of varying fortunes. He was, in addition, what very few great soldiers or commanders have ever been, a great constitutional statesman, able to lead a people along the paths of free government without undertaking himself to play the part of the strong man, the usurper, or the savior of society.

He was a very silent man. Of no man of equal importance in the world's history have we so few sayings of a personal kind. He was ready enough to talk or to write about the public duties which he had in hand, but he hardly ever talked of himself. Yet there can be no greater error than to suppose Washington cold and unfeeling, because of his silence and reserve. He was by nature a man of strong desires and stormy passions. Now and again he would break out, even as late as the presidency, into a gust of anger that would sweep everything before it. He was always reckless of personal danger, and had a fierce fighting spirit which
nothing could check when it was once unchained.

But as a rule these fiery impulses and strong passions were under the absolute control of an iron will, and they never clouded his judgment or warped his keen sense of justice.

But if he was not of a cold nature, still less was he hard or unfeeling. His pity always went out to the poor, the oppressed, or the unhappy, and he was all that was kind and gentle to those immediately about him.

We have to look carefully into his life to learn all these things, for the world saw only a silent, reserved man, of courteous and serious manner, who seemed to stand alone and apart, and who impressed every one who came near him with a sense of awe and reverence.

One quality he had which was, perhaps, more characteristic of the man and his greatness than any other. This was his perfect veracity of mind. He was, of course, the soul of truth and honor, but he was even more than that. He never deceived himself He always looked facts squarely in the face and dealt with them as such, dreaming no dreams, cherishing no delusions, asking no impossibilities,--just to others as to himself, and thus winning alike in war and in peace.

He gave dignity as well as victory to his country and his cause. He was, in truth, a "character for after ages to admire."


Prayer at Valley Forge Painting at Mount Vernon - General George Washington and his white horse.



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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>> 

Every Politician should watch this and learn. There are fewer Veterans in the Senate and Congress than at any time in our history...



I Fought For You
I Fought For You


It is time all of America woke up and learned about this great country and the fact that we are not then mean ones in this world. We are the ones that pull everybody else's feet out of the fire and save them from themselves. Obama hates America and his opinion counts for zero in regards to this great country.

TAPS ...The Last Post

TAPS/The Last Post

A few years ago, a friend visited the Netherlands American Cemetery and Memorial in the village of Margraten, about six miles from Maastricht. There lie buried 8,301 American soldiers killed in the battles to liberate Holland in the fall and winter of 1944-5. Sgt. Bill Dukeman, 101st Airborne Division, 506th Parachute Infantry Regiment, Second Battalion, Company C (of "Band of Brothers fame) is buried there. He was killed in the battle of "The Crossroads" in northern Holland.

The Dutch hold an annual memorial concert every September at the above cemetery to remember and honor the Americans who died to free them in Operation Market Garden and subsequent efforts to eject the German army from Holland. Sgt. Dukeman, like many other fallen GIs, was "adopted" by a Dutch family. Dukeman's family in the States was contacted and hosted in Holland, and his grave site decorated each year by his Dutch "family." They keep his portrait in their home, displayed in a place of honor. Fathers pass this obligation down to their sons in Holland. This version of the original "taps" music is played by a 13 year old Dutch girl named Melissa Venema. The conductor of the orchestra is Andre Rieu from Holland .

Many of you may never have heard taps played in its entirety . The original version of Taps was called Last Post, and was written by Daniel Butterfield in 1801. It was rather lengthy and formal, as you will hear in this clip, so in 1862 it was shortened to 24 notes and re-named Taps.

Melissa Venema is playing it on a trumpet whereby the original was played on a bugle.

Watch at this site, and go full screen.

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


An inside look at the CV-22 Osprey
An inside look at the CV-22 Osprey

Word of Truth

Word of Truth    

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

We are losing freedoms everyday. Freedom of speech is being replaced by political correctness. More insidious than the loss of freedom of speech is the loss of freedom of thought through the advent of federal hate crime legislation. This legislation is an attempt to control your very thoughts. Hence, if you commit a crime your motivation (thought) is examined to determine if hate motivated the crime. If hate motivated the crime, the sentence is increased. This is ludicrous; a crime is a crime regardless of the motivation. Motive should only be used to aid in the establishing of guilt or innocence. Those who hate Christianity will use the hate crime paradigm as a rationale to persecute Christians. They already are! Biblical Christianity excludes all other gods and religions. The Bible tells us there is only one way to a relationship with the living God.


Acts 16:31 - Believe on the Lord Jesus Christ and you will be saved.

Acts 4:12 - "And there is salvation in no one else; for there is no other name under heaven that has been given among men by which we must be saved."

John 14:6 - I am the way the truth and the life, no man comes to the Father but by me.


John 3:16 - For God loved the world so much that He gave His only begotten (uniquely born) Son, that whoever believes in Him should not perish but have eternal life.


John 3:36 - "He who believes in the Son has eternal life; but he who does not obey the [command to believe in the] Son will not see life, but the wrath of God abides on him."


There is no other way. God has only one plan of salvation. God's plan eliminates every other religion or preconceived idea on how to get to heaven. Therefore, it is exclusionary and because of this, those who seek to destroy it are construing Christianity itself as a hate crime. The federal government has played right into their hands by enacting this freedom limiting legislation.

At the moment of salvation we became ambassadors for Christ, and as such we are to represent Christ to a lost and dying world.


Acts 1:8 "but you will receive power when the Holy Spirit has come upon you; and you shall be My witnesses both in Jerusalem, and in all Judea and Samaria, and even to the remotest part of the earth."


However, if you fulfill this command to be a witness you shall offend some and leave yourself open for the persecution to come. They will hate you as they hated the Lord. Listen to the words of our Lord.


John 15:18 - "if the world hates you, you know that it has hated Me before it hated you."


John 15:19 - "If you were of the world, the world would love its own; but because you are not of the world, but I chose you out of the world because of this the world hates you."


John 15:20 - Remember the word that I said to you, "A slave is not greater than his master. If they persecuted Me, they will also persecute you; if they kept My word, they will keep yours also."


John 15:21 - "But all these things they will do to you for My name's sake, because they do not know the One who sent Me."


John 15:24 - "...but now they have both seen and hated Me and My Father as well."


John 15:25 - "But they have done this to fulfill the word that is written in their Law, [Psalm 35:19, 69:4] They hated Me without a cause."


There are many other governmental and social ills existing today which are eroding our freedoms, it would take volumes to list them all. I could talk about taxation (confiscation of private property) the redistribution of wealth (now that it has been confiscated, give it to those least deserving), internationalism, failure to protect our borders, disregard for the constitution, giving weapons technology to our enemies, leaving millions of our countrymen rotting in prisons, the growing power and control of government, etc, etc, etc.


Identifying the problem is relatively easy; the solution however, is not as transparent to those who have rejected the absolute standard of the Word of God. The only solution is a spiritual solution. All men are inherently flawed.


Jeremiah 17:9 - The heart [of man] is deceitful above all things, and desperately wicked: who can know it?


Therefore, it should come as no surprise that our politicians have perverted the constitution and their oath of office. Corruption is commonplace in our government. They will say and do anything to be elected and then do what is in their best interest not what is best for the nation.


The solution is found in the infallible Word of God. Briefly described, the solution is Divine Establishment, which includes Divine institutions for all people (believers and unbelievers alike), the Gospel of our Lord and Savior Jesus Christ, and for believers only, the execution of the unique spiritual life of the church age.

The four Divine Institutions:

  1. Volition or free will
  2. Marriage
  3. family
  4. Nationalism

Volition is the guarantee of freedom for all mankind; Freedom of will and, freedom to choose for or against God. From this we derive that God views all men with this inherent freedom. Even in the status of slavery, freedom exists to accept or reject God. We should be free in every area of life to function without government interference in our lives. Free will must have freedom for maximum function. Freedom includes private property, privacy, free enterprise, freedom to give the Gospel, teach the Word of God, and send missionaries abroad. In other words total freedom to do as you will as long as you do not infringe upon someone else's freedom.


Marriage is the basis of freedom in a nation. It is the core unit of responsibility, authority, and self-determination. It is designed by God to be a permanent relationship between one man and one woman. It is the most basic organization in the human race. Marriage, as a divine institution provides the stability necessary to form a strong freedom loving and authority oriented society.

Family is the provision of God to provide authority, training, discipline, care, and nurturing to children. Christian parents have the responsibility to instill in their children respect for the Word of God, authority and grace orientation. Above all, parents have the responsibility to clearly present of the Gospel of our Lord and Savior, Jesus Christ.


Proverbs 22:6 - Train up a child in the way he should go, even when he is old he will not depart from it.


Deut 6:7-9 - "You shall teach them diligently to your sons and shall talk of them when you sit in your house and when you walk by the way and when you lie down and when you rise up. You shall bind them as a sign on your hand and they shall be as frontals on your forehead. "You shall write them on the doorposts of your house and on your gates."


Nationalism is God's protection, preservation, and blessing of a national entity. God preserves, perpetuates, and protects the human race by the institution of nationalism. Internationalism is evil. The United Nations and all other international systems of authority are an abomination to this principle of freedom. While exceptions to freedom exist in countries ruled by evil despots, freedom flourishes and functions to the maximum under God's design.


Gen 10:5 - From these the coastlands of the nations were separated into their lands, every one according to his language, according to their families, into their nations.


Deut 32:8 - When the Most High gave the nations their inheritance, when He separated the sons of man, He set the boundaries of the peoples...


Acts 17:26 - and He made from one man every nation of mankind to live on all the face of the earth, having determined their appointed times and the boundaries of their habitation,


The loss of freedom in this country is a manifestation of our ever-growing hostility toward God. Individually, we can make a difference by adherence to the four Divine institutions, which provide maximum individual freedom, for both believers and unbelievers. For Christians the solution is attaining the freedom that Jesus Christ provides for those who fulfill His Biblical commands to grow to spiritual maturity.


John 8:31 - So Jesus was saying to those Jews who had believed Him, "If you live in My word, then you are truly disciples of Mine; and you will know the truth, and the truth will make you free."


John 8:36 - "So if the Son makes you free, you will be free indeed.


Matt 11:28-30 - "Come to Me, all who are weary and heavy-laden, and I will give you rest. "Take My yoke upon you and learn from Me, for I am gentle and humble in heart, and you will find rest for your souls. "For My yoke is easy and My burden is light."


Romans 8:2 - For the law of the Spirit of life in Christ Jesus has set you free from the law of sin and of death.


1 Corinthians 7:22 - For he who was called in the Lord while a slave, is the Lord's freedman; likewise he who was called while free, is Christ's slave.


Galatians 3:28 - There is neither Jew nor Greek, there is neither slave nor free man, there is neither male nor female; for you are all one in Christ Jesus.


Galatians 5:1 - Walk by the Spirit It was for freedom that Christ set us free; therefore keep standing firm and do not be subject again to a yoke of slavery.


This freedom becomes part of your soul, and it is with you in any circumstance of life. This supernatural freedom is freedom from worry, fear, anxiety, and guilt; freedom of thought. Even as a prisoner or a slave, the freedom Jesus Christ provides to the mature believer ensures a calmness and stability of soul that no government can take from you.



Survival and Disaster Preparedness

Water Purification 


Winter Water Purification


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 12     
Roger Wilco


The Ranger Handbook includes the directive: "Tell the truth about what you see and what you do." This is the fundamental guidance in establishing good communication to accomplish a mission. It also carries two implications:

  1. Don't shoot the messenger. You can't operate effectively without real data, so appreciate it when you get it. Communication is from the top down and from the bottom up. The way people respond to your communication is often a barometer of your communication effectiveness. If you communicate properly, you should expect to see results.
  2. You must know how you and those around you absorb and sort information, or "the truth" will not be obvious to anyone. Communication is multidirectional; effective communication occurs when you understand exactly what you are trying to tell your team and they understand precisely what they are being told. Through our actions, tone of voice, and words, we constantly communicate in different ways.


Operating with Real Data

When I'm consulting, it's my job to tell the truth. Everyone loses if I hold back. When I first approach a company, I always say, "I need your permission to ask some tough questions, and I need you to tell me the truth. If you can't, I can't determine whether or not I can help your company." Sometimes the truth means having to tell the person who authorizes my fee that he's at the center of the organization's problem.


             People can express "the truth" in many ways, and a leader needs to recognize them all as forms of communication. When I was learning to be a team trainer at Honeywell, I always had a coach. First, I observed the training. Then I co-delivered the material with the coach, and the third time around, I had an auditor. At one point, I was scheduled to do a late-night session for a team with whom I had made some real progress. I really didn't want my coach around for this particular session. In going over my schedule with the head trainer, with the coach in the room at the time, I noted that I had an 11 p.m. to 1 a.m. session. "Mind if I go with you?" he asked.


             "Nope," I muttered. The head trainer paused for a few second, and then she asked, "Dean, what did you really mean?"


             I stopped and realized that my body language and tone of voice were telling the truth, even if my words weren't. "What I really mean is that I don't want my coach anymore. I'm ready to do this on my own."


             A leader has to be open to information, new facts, and different insights, or the truth will whiz right by. The result of misinformation is less than 100 percent success with the mission.


             David, an adventure photographer, has captured many of the world's best extreme athletes with his camera. As a result, he had seen them train and compete, and picked up a few how-to secrets. David thought it might be a good career experience to join a team to do a multi-sport, fourteen-day adventure race in the Philippines. He planned to document their training in photos and perhaps use the material in a book. During his first night training with the group, which was led by a hard-core athlete and former Army DI, he started taking his clothes off to do a river crossing, just as he'd seen the pros do. "What are you doing?" the team leader yelled. "Get a move on!"


             "I'm not hiking the rest of the night in wet clothes," he said as he stuffed everything in his backpack, then flung the backpack to the other side of the river.


             "What a weenie!" the former DI sneered as he and the other two-team members slogged through the water.


             A few hours later, one of the team members was near hypothermia while David hiked along comfortably in his dry clothes. The leader had clearly, and deliberately, missed the truth in David's action.


             Public relations professionals often face an analogous situation in advising their senior executives against sending press releases with little news value. Editors and reporters don't want to receive material that doesn't help them write stories, but many senior executives insist on issuing regular releases to keep their company on the media's radar screen. The exercise is more likely to have the opposite effect of ensuring the releases are ignored.


Absorbing and Sorting the Data: Recona-Senses

This section uses some of the techniques of sensory-based communication to help you assess how you absorb and sort information, and how others around you do those things, to get at "the truth." A main source for this approach is research conducted by Richard Bandler, a mathematician, and John Grinder, a professor of linguistics, who worked together at the University of California in the early 1970s. Their work, known as neurolinguistic programming, is useful in understanding what makes successful people successful. In short, IQ and formal education have less importance than the ability of a person to establish rapport with others.


             Creating a team profile by using the techniques in this chapter will help you identify areas of possible conflict and gaps in your workplace. It's a way to structure your thinking about sources of internal MODDs as they relate to the characteristics of people around you. You can use the same profile to determine areas of strength, as well as learn to use your analysis to strengthen your rapport with others and even eliminate internal MODD.

Establishing a strong rapport with your team involves:


  • Finding and using the best information channel
  • Understanding and adapting to the different information-sorting styles


Communication Channels

Some people are primarily visual while others may be primarily auditory. Still, others may be mainly kinesthetic, or they learn by doing and remember physical sensations more than sights or sounds.

People who function through visual stimuli:

  • Think in terms of pictures
  • Typically look up when processing information
  • Tend to talk quickly
  • Connect with the concept "A picture is worth a thousand words"
  • Say "I see what you mean" when they understand

People who function through auditory stimuli:

  • Tend to look sideways when processing information
  • Tend to speak at a medium pace; very articulate
  • Think in terms of words and sounds
  • Say "That sounds good." when they understand

People who function through kinesthetic stimuli:

  • Process information in terms of feelings and body sensations
  • Tend to look down when processing information to block out other distractions
  • Speak the most slowly of the three styles
  • Connect with the concept "Words just can't describe it"
  • Say "I'm comfortable with that" when they understand

Here are some examples of responses from each group-visual, auditory, and kinesthetic-to the first firefight of the LC training course:



Guys in camo hiding behind trees, shooting at us. Sunlight hitting a MODD's paint gun and creating a glare. The splat of a paintball on the tree next to me. My teammates crouching for cover.



The crackle of paint guns firing. The muted sound of orders coming over the two-way radio. People yelling, "Medic!" and "MODD at three o'clock!" and "I got one!" And then silence, with just the rustling of brush as the



The sweat dripping down my forehead and into my eyes. The sting of getting hit by a paintball on my thigh. Pulling the trigger and actually hitting a MODD. My butt getting slammed against a tree by a teammate who fell into me as he was running for cover.


Sorting Styles

Team members cannot only complement each with different skills and knowledge but also with different approaches to information. These different sorting styles can also be a source of confrontation and misunderstanding. As you go through each of the following categories, about someone on your team who fits the description.

  • Large chunk-Thinks in conceptual wholes; sees the big picture
  • Small chunk-Thinks in small pieces; focuses on details; sees the little picture  
  • Sequential-Prefers things neat and tidy; orderly, process oriented: "Let's finish one thing before we start another."
  •  Random-Comfortable with having several balls in the air at once; jump from topic to topic during a conversation: A messy desk doesn't necessarily get in the way of being productive.  
  • Positive-Tends to first see what is positive or beneficial about a situation: "The glass is half full."
  • Negative-Tends to see the hazards and concerns up front; not necessarily a negative person: "The glass if half empty." 
  • Sameness-Tends to see what's the same in various situations and object
  • Difference-Tends to see what is different between various objects and situations  
  • Past-Tends to reference events in terms of what has happened before
  • Present-Tends to reference events in terms of the here and now
  • Future-Tends to reference events in terms of what might happen tomorrow  
  • I-Based on what individual thinks; uses "I" even when relaying a group decision and may really mean "we"
  • We-Prefers to have confirmation from others; uses "we" even when stating an individual decision and may really mean "I"  
  • Polarity responder-Always has an alternative, (what sounds like and comes across as) a "better way"; proposes the opposite side first; the proverbial "devil's advocate," but done unconsciously
  • Conformity responder-Less likely to offer "alternative suggestions or note the opposite at first  
  • Approach-Tends to move toward opportunity and to situations that satisfy curiosity-"Do this and these are the benefits to you."
  • Avoidance-Tends to move away from a perceived danger or the unknown-"Don't do this and this will happen to you."


Using this information, fill in the following chart, listing key people in your daily work environment, including people all along the chain of command-as far up or down as you know them.

























Large Chunk/

Small Chunk













Positive/ Negative









































             Just because differences in communication channels and sorting styles exist between you and your coworkers does not mean that they automatically become your MODDs. As I noted in Chapter 2, the MODDs are often policies and procedures that reflect those differences-policies and procedures that "don't suit" or "don't feel right" to you.


             The executive director of a hands-on learning center for children decided to upgrade the fundraising department by hiring a manager to coordinate all the fundraisers, or "development officers" as they were known. Each one was a subject matter expert-event planning, corporate fundraising, government grants, and individual donations-with her own imprint on her surroundings and output. Their desks showed the differences: One kept a clean desk with photos and flowers, another had papers scattered everywhere, another had papers jammed into drawers, and the other had a few neat piles. They communicated differently: The fundraising pitches they gave reflected their personal styles of writing and speaking. And when they had no rules but their own, they operated with amazing efficiency.


             The new manager thought their different styles needed to become more harmonious. She tried to get their documents to read more uniformly and encouraged them to maintain the same standards for record-keeping and appearances. In terms of recona-senses, she did what so many managers do: She pegged differences in communication channels and sorting styles as negatives instead of positives. She also set up her own sorting styles as the standard against which everyone would be judged: small chunk (detail-oriented), sequential (everything neat and tidy), negative (what's wrong with the fundraising appeal), difference (dissimilarities stand out), past (this worked, do it again; that didn't work, don't ever do it again), we (it's a department, not a bunch of individuals), conformity responder (don't rock the boat), avoidance (don't question what the boss wants). The new manager was successful in only one thing: She successfully drove all four women to hate their jobs. The executive director noticed the damage and reversed the bad feelings by returning more autonomy to the staff. The fact-and it seems like a paradox-is when they functioned with their individual styles intact, they performed more like a tightly knit team.


Meaning What?

In addition to the sensory-based communication techniques, there are complementary ways to try to close the gaps in understanding between you and your team members.



             I asked a group of seven people in the LC program to write down what they thought of when they saw the word bow. Five distinctly different answers emerged: Hair bow, take a bow, bow of a ship, bow and arrow, violin bow. In another group, a canine lover said, "Half a dog's hello."


             I have seen many people whose educational and cultural backgrounds and personal experiences make them seem 180 degrees apart, but through using communication exercises like the "bow" one, they begin to realize that sometimes they see things the same way. They also realize how easy it is to see (or understand) the same communication situation differently. That accidental meeting of minds strengthens their interaction. Throughout this chapter, I am trying to help you make that kind of understanding the result of deliberate  



              Everyone who goes through the LC Ranger Experience comes away with an important phrase: "... on the same BOW." This important concept is one that people can easily take back to coworkers who didn't attend the program. When two people are "on the same BOW," they have eliminated assumptions about the meaning of each other's communication. They have removed "misunderstanding" from the mix of challenges that make a situation difficult or complicated. Using the phrase helps people cut to a communication problem without insults or injury: "Hey, we're on different BOWs." "On the same BOW" is an operative phrase that can avert blowups and time lost at work and at home. Use the phrase and teach it to everyone you care about communicating with!


             Employees of Apple Computer have built a reputation for being on the same BOW about their proprietary technology. Among those allies of Macintosh, proprietary means "better" and "special." Allies outside the company translate the word the same way. The challenge for sales pros competing for accounts against representatives of Windows products and public relations folks competing for mind share with the media is that many of them define proprietary as "incompatible with other products" and "expensive." Those people on a different BOW are not necessarily the MODD, but they are definitely not helping the company achieve a mission of increased market share. A big part of the job for Apple employees who must relate to the people outside-such as sales, marketing, public relations, and customer service-is to try to get their audiences on the same BOW.


             In addition to point of view, cultural or language differences can also make it hard for people to be on the same BOW. One U.S. organization with a number of both British and American employees occasionally ran into glitches with jargon such as "tabling the issue." The British employees thought that meant that the issue would be put on the table for discussion; the American employees thought that the issue would be put aside.


Keys to Effective Oral Communication

Post these guidelines on your office wall. They summarize what you need to do to avert misunderstanding when you have a one-on-one conversation with a coworker or a meeting with your team.

  • Convey the facts accurately and without your personal bias
  • Speak with authority and confidence
  • Use various methods to communicate (voice, listening, body language)
  • Communicate clearly
  • Communicate the results you expect
  • Establish the importance of each member
  • Maintain eye contact
  • Solicit questions
  • Allow members to express different ideas
  • Listen, listen, listen


Active Listening

As a leader, you must strive for active listening. Passive listening is like eating without regard for taste or the visual or olfactory stimulus of the meal. Active listening means paying attention to signals other than a tone of voice. It's noticing what people do in addition to, or instead of, verbal communication. It is a multi-sensory experience of verbal communication.


             Routine conversation doesn't prepare you for active listening. While two people are talking on the phone, they may also be driving or working on their computers. Even interaction at many meetings has degraded (and meetings go on far longer than necessary), because instead of listening to each other, people are "multitasking." I have been to meetings at which people had their faces buried in laptop computers, ostensibly following the agenda or reading a document that was being discussed, but some were actually playing FreeCell or Solitaire. Call it multitasking if you like; I call it ineffective communication. If the meeting didn't require their attention at that moment, why were they there? Corollary questions would be "Was there a good reason to hold the meeting?" and "Was there a more meaningful way to present the agenda item that drove half the meeting attendees to play computer games?"


             One of the LC graduates who is a marketing consultant gave a presentation at a meeting a short while after she participated in the program. Her awareness of active listening was high because of the program, and she felt frustrated by the lack of it at the meeting. She sent me this note:

Their departure from contentious behavior resulted in a state of total passivity. "Have they died?" I wondered. "Did my PowerPoint presentation stop their breathing?" I asked a few questions and realized that only five out of 18 were really paying attention. I started to see a pattern. Those five would occasionally use my presentation to push other people's buttons. Then all of a sudden, like a baby waking up with gas pains, they'd start screaming again! They were doing the opposite of listening-they were pushing information away.


             She concluded that many people in the group were not even passively listening, much less paying attention to body language and tone of voice. They were bodies in a room, breathing the same air and using the same conference table. No wonder they aggravated each other so much: They had refined the behavior of "non-listening."


             I have found that the LC program's night missions quickly teach people active listening skills. Night missions are exactly what you might think: Participants go out with their paintball guns, camouflage outfits, and masks after dark and do the same kinds of maneuvers they would do during the day. The exercise heightens the senses and requires much stronger kinesthetic communication. Before taking a group out on their first night mission in the program, we emphasize that quiet communication is required. They must be silent for most of the mission. Without flashlights, and perhaps without moonlight, they must learn to communicate when to move out, when to rally, which way to go, and when to strike.


             A night mission means watching silhouettes, listening for changes in pace of breathing and footsteps, and being aware of changes in your environment that you must alert others to in silence and in the dark.


             To get to that point, some people will hold each other's backpacks or gear so they have physical (kinesthetic) clues or connections. They design signals such as whispers or snaps, so that they replicate the sounds of the forest while they transmit a message. One thing that comes out of those night missions-and it never fails-is a stronger sense of team. On a night mission, there is an acute sense of "I needed you. I needed to know you were behind me, and you needed me to make sure that I was in front of you."


             The first class that Leading Concepts ever conducted involved a confusing night mission, even for me. I was with the group navigating through a part of the course that was unfamiliar to me because, after all, it was our first class. Thunder and lightning assaulted us. Soon, we were crawling up a hill and sliding down on our butts on the other side. It was a masterful effort on everyone's part to stay quiet and intact. A group that had serious divisions was now connected, and it made me think of my Ranger days. This group was moving as if we were a trained unit of elite soldiers. There was true interdependence-not being able to communicate verbally, yet truly communicating as we moved toward the enemy camp.


             One night on a Ranger training mission, it was so dark, all we could see were the cat eyes, which are bits of luminescent tape, on the Ranger in front of us. We used to play jokes by taking our hats with the cat eyes and moving them up, down, or sideways. This particular mission, a Ranger named Jeff was walking in front of the platoon sergeant and I was walking behind. When the platoon sergeant saw the cat eyes drop suddenly, he thought, "Why is he playing that stupid joke on me? Doesn't he realize that I've seen this before?" Jeff had just kept walking, failing to indicate properly that there was a change in terrain. The platoon sergeant ended up at the bottom of a six-foot hole. We were supposed to be completely quiet, but the sergeant let Jeff know at the top of his lungs that he committed a grievous error: failure to communicate. We all got the message that it probably wasn't a good idea to change the placement of the cat eyes.


             At night, you shift your eyes around and learn to detect shades of darkness. You detect that this darkness is the trail, that darkness is a tree. If you just look at one thing, you will get tunnel vision and lose your night vision. You have to shift your eyes and take in all the different light shades if you want to take important information in as well as communicate it to others-just as you shift input channels and sorting styles. Just as in face-to-face communication, you have to shift your attention between the body language, tone of voice, and actual words spoken. You can't rely on one focus to communicate the entire message.


             You also learn how to use all your senses to collect information, respond to it, and share it. When my coauthor Maryann was seven days into a ten-day Eco-Challenge adventure race, she and her four teammates had to hike all night through thick brush to make it to the next checkpoint in time. If they didn't make it, they would be disqualified. And they didn't carry flashlights because they didn't want the extra weight in their backpacks. Maryann was second in line, taking very tentative steps and slowing down the whole group. Her teammate who led the way shared a trick with her. He said, "Don't stare at the ground. Keep your eyes forward and listen to your footsteps. You can tell immediately if you're off the trail. A twig will snap or a clump of dirt will crunch beneath your foot. If you know the sounds, you will help yourself and the person behind you." Maryann found he was right; she started moving faster and with more confidence. She could "see," "listen," and "speak" with her feet.


             After experiencing a night mission, people in the program often say, "That's like being at work! I'm always kept in the dark. Out here, I had information. I felt connected. I was able to overcome the darkness." The darkness is more than just a metaphor for what happens at work; in the program, it's a tool to cultivate the active listening skills that can shed light on your situation at work. I've had the unfortunate experience of watching people work in the dark, clueless of a course correction that's already been implemented by a supervisor but not communicated to the last person on the assembly line.


Active Listening: Guidelines

Put this reminder of the components of active listening in a prominent place and review it often.


             Focus on what the other person has to say: their words, actions, and feelings. Understand what is behind their content. Help-don't just react-when the situation or person involves emotion or confrontation.


Active Listening Techniques

Try out these five active listening techniques:


  • Open-ended questions
  • Attentive silence
  • One-word responses
  • Paraphrasing
  • One-third/two-thirds note taking


In this last technique, also called in-and-out note taking, use one-third of your paper as a free zone to capture the mental MODDS during a meeting. These are thoughts about another project that is not the subject of the meeting, an upcoming dinner party you have to prepare for, a call you must return, or a trip you're planning. Make sure the mental distractions are not lost, just that they don't interfere on a continuing basis with your thinking.

One third of your notepad is the "free zone," where you scribble to-do items that would otherwise distract you from the meeting.

Two-thirds of your notepad is for subject notes germane to the meeting.


             Active listening is an "offensive" sport. It requires your full commitment and dedication to understanding what the real message is. It can be as draining as any amount of physical activity when done correctly and for sustained periods.


            Rally Point: SLLS = Stop-Look-Listen & Smell-get in tune with your environment. This is something every Ranger did at the beginning of every patrol.


The Written Word

In writing this book, I'm keenly aware of the fact that the sound my voice is something you have created in your head. Maybe you've given me an accent; maybe you haven't. You don't know if my hair stood on end as I dictated the story about being dropped in uncharted territory in Panama. You don't know if I laughed or winced when I remembered how that Ranger threw his body over the concertina wire so the rest of us could move forward. Do any of these things matter? No. This book is one-way information flow-from me to you. For this book to be useful, however, you need to grasp the literal meaning of my words. How I feel when I tell you a story isn't particularly relevant. It's what I say and how that makes you feel that are important.


             As I said in the beginning of the chapter, body language transmits more than half your message, so if you are trying to communicate over the phone, you have to be aware of how much additional power your tone of voice assumes. In written communication with coworkers, the only tool you have is words. Be careful what you put into an e-mail or memo and keep in mind that not every message is well suited for written communication. Messages that have a lot of emotion behind them, or that will likely evoke a powerful emotional response, don't normally belong in an e-mail.


             If you decide to lay off your graphics designer, speak to her in person. As a corollary, don't try to pretend that you can put body language or tone of voice into your writing with emoticons (J, L, and similar doodles). If you try to apply them, you could undermine the communication by distracting from your core message. Based on your word choices, you might also inadvertently "sound" sarcastic by using an emoticon. Let's say you send the following e-mail to an employee who was two minutes late for a meeting because she was held over by her boss at the last minute: "You know how I hate tardiness, even if it's because you had an audience with the Pope. J" Just say what you mean in well-chosen words.


Keys to Effective Written Communication

With written correspondence, you've already greatly reduced your ability to get your ideas across because you're limited to one method of communication. Here are a few tips that will help improve the efficacy of your written word:

  • Convey the facts accurately and without your personal bias.
  • Write with authority and confidence.
  • Remember that you have only one method to communicate-words. (They carry more weight in the communication transmission than they do when tone of voice and body language are involved.)
  • Communicate clearly; stick to the point.
  • Communicate the outcomes you expect.
  • Establish the importance of each person you are addressing.
  • Don't ever lose sight of who your audience is-what is that person's role?
  • Stay open to questions and input; provide a framework for responses.



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

As I watch the negotiations with Iran, Syria, Afghanistan and so on it brings to mind betrayal and deception. lI think of General Giap using the Khe Sanh  offensive and then his offer of an armistice in late 1967 to control preparations for his main blow - the Tet Offensive of late January 1968, when 100 South Vietnamese towns and cities were almost simultaneously attacked during the cease- fire.
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Quotes & Jokes

"Postmodernism (the cultural fad 'after modernism') went well beyond questioning norms and rules. It attacked the very idea of having any rules at all. Postmodernist relativists claimed that things like 'truth' were mere fictions to preserve elite privilege. ... Without notions of objective truth, there can never be lies, just competing narratives and discourses. Stories that supposedly serve the noble majority are true; those that supposedly don't become lies -- the facts are irrelevant. ... To paraphrase George Orwell, everything is relative, but some things are more relative than others."
-Historian Victor Davis Hanson:

"[T]he States can best govern our home concerns and the general government our foreign ones. I wish, therefore ... never to see all offices transferred to Washington, where, further withdrawn from the eyes of the people, they may more secretly be bought and sold at market."
-Thomas Jefferson, letter to Judge William Johnson, 1823

"It behooves every man who values liberty of conscience for himself, to resist invasions of it in the case of others."
-Thomas Jefferson, Notes on the State of Virginia, 1784

"The source of man's rights is not divine law or a congressional law, but the law of identity. A is A ___ and man is man. Rights are conditions of existence required by man's nature for his proper survival. If man is to liveon earth, it is right for him to use his mind, it is right to act on his own free judgment, it is right to work for his values and to keep the product for his work. If life on earth is his purpose, he has a right to live as a rational being: nature forbids him the irrational"
-Ayn Rand - Atlas Shrugged

 "In framing a government which is to be administered by men over men, the great difficulty lies in this: you must first enable the government to control the governed; and in the next place, oblige it to control itself."
-James Madison, Federalist No. 51, 1788

  "Our confidence flows not from our skill at maneuvering through political mazes, not from our ability to make the right deal at the right time, nor from any idea of playing one interest group off against the other. Unlike our opponents, who find their glee in momentary political leverage, we [nourish] our strength of purpose from a commitment to ideals that we deeply believe are not only right but that work."
- Ronald Reagan

"If the people are capable of understanding, seeing and feeling the differences between true and false, right and wrong, virtue and vice, to what better principle can the friends of mankind apply than to the sense of this difference?"
-John Adams, the Novanglus, 1775

"Whenever justice is uncertain and police spying and terror are at work, human beings fall into isolation, which, of course, is the aim and purpose of the dictator state, since it is based on the greatest possible accumulation of depotentiated social units."
-Swiss psychiatrist Carl Gustav Jung (1875-1961):

" Stability to   those who are confused is meaningless, and shift and change become the law on   which they predicate their lives. " 
- unknown

"[T]he best way of doing good to the poor, is not making them easy in poverty, but leading or driving them out of it. Repeal that [welfare] law, and you will soon see a change in their manners. ... [T]he more public provisions were made for the poor, the less they provided for themselves, and of course became poorer. And, on the contrary, the less was done for them, the more they did for themselves, and became richer. More will be done for their happiness by inuring them to provide for themselves, than could be done by dividing all your estates among them."
-Benjamin Franklin (1766)

"[I]f the citizens neglect their duty and place unprincipled men in office, the government will soon be corrupted. ... If a republican government fails to secure public prosperity and happiness, it must be because the citizens neglect the Divine commands, and elect bad men to make and administer the laws." -Noah Webster

"It becomes all therefore who are friends of a Government based on free principles to reflect, that by denying the possibility of a system partly federal and partly consolidated, and who would convert ours into one either wholly federal or wholly consolidated, in neither of which forms have individual rights, public order, and external safety, been all duly maintained, they aim a deadly blow at the last hope of true liberty on the face of the Earth."
-James Madison, Notes on Nullification, 1834

"[C]onsidering the natural lust for power so inherent in man, I fear the thirst of power will prevail to oppress the people."
-George Mason, speech at the Virginia Ratifying Convention, 1788

Edmund Burke (1729-1797): "There is but one law for all, namely, that law which governs all law, the law of our Creator, the law of humanity, justice, equity -- the law of nature, and of nations."

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Riggers Belt, Basic Issue is based on the classic design of the Riggers Belt, similar in style but the riggers loop is built right into the buckle
Key Features:
-Constructed of Type 13 webbing
-MS22040 forged steel buckles
-Sewn with parachute weight thread
-6.4 oz

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Cheetah Two Point Sling     
Product #STCTPS



This 2 Point Sling attaches to your weapon's default sling mounts with ease. When running, quickly tighten the sling to prevent bounce and shift. To aim, quickly loosen the sling for ease of movement.


Key Features Include:
-Sturdy 1" wide webbing
-Adjust to preferred length in seconds
-Adjusts via Tri-Glide clip
-Ideal for use with armor or plate carriers
-Lifetime Warranty
-Weighs 1.6 oz

Made in the USA Designed for comfort, versatility, strength, and affordability, the Cheetah 2 Point Quick Adjust Sling was built to give you the features you need without breaking your wallet... all while still being made in the USA.


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Jaguar Single Point Bungee Sling
Product #STJSPS


Made in the USA as part of S.O.TECH's New Basic Issue Line Designed for comfort, versatility, strength, and affordability, the Jaguar Single Point Bungee Sling was built to give you the features you need without breaking your wallet... all while still being made in the USA.

item is currently only available in black 

KeyFeatures Include:
-The Jaguar attaches to a single point mount (Not Included). -Keeps your weapon in reach
-Fits all rifles with sling swivel or hook
-Elastic bungee cord
-Adjustable strap
-Quick release H&K Hook Clip
-Made in the USA


Weatherproof - Soft Shell Jacket
Product #D064552


Wind and water resistance with a hint of spandex for easy movement to the next phase of adventure. 
  • 95/5 polyester/spandex shell
  • Lined with soft brushed polyester
  • Zip slash pockets with left chest pocket
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Featured Watch

Product #R4228






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Econ 101

Special Product Coupon
President's Sale

10% discount on orders over $100, exclude night vision and spy gear. Valid from 02/01/2012 to 02/29/2012  

Use coupon code presale        

before completing your purchase!

Excludes night vision and spy gear.

Offer not valid with any other discounts.  

Valid from 2/1/14 - 2/28/14.


What Has Really Changed?

What has really changed?
When Washington "lays an egg" you're the one who pays for it.

When most of us overspend or make a mistake we are the ones who pay the consequences. Not Governments - they just pass everything on to us.

     For instance there are 151 different taxes on a loaf of bread, 150 on a woman's hat, 600 on a house, even 100 on an egg.

     When, oh, when are the lawmakers going to learn that government need not be all addition and multiplication . . .

When, oh, when are the lawmakers going to learn that government need not be all addition and multiplication . . .

There is such a thing as subtraction, too, and unless there is subtraction inflation can get out of hand.


Congress Proposes the Office of Strategic Services Congressional Gold Medal Act
By Steven Hoarn - November 26, 2013
Maj. Gen. William J. Donovan poses with members of the OSS Operational Groups, forerunners of today's U.S special operations forces, at the Congressional Country Club in Bethesda, Md., which served as the primary OSS training facility. Under a bill introduced by Rep. Bob Latta and Sen. Mark Kirk, the members of the OSS may be awarded the Congressional Gold Medal. OSS Society photo

In an age where Congress has earned a reputation for inaction, some issues still shake it out of its inertia. One of those issues is the Office of Strategic Services Congressional Gold Medal Act, which has been introduced in the House by Rep. Bob Latta (R-Ohio) and in the Senate by Sen. Mark Kirk (R-Ill.).

"To award the Congressional Gold Medal, collectively to the members of the Office of Strategic Services (OSS) in recognition of their superior service and major contributions during World War II."

If passed, the legislation will honor the contributions during World War II of the Office of Strategic Services (OSS) - a forerunner of the Central Intelligence Agency (CIA) and U.S. Special Operations Command (USSOCOM). The text of the bill proposes, "To award the Congressional Gold Medal, collectively to the members of the Office of Strategic Services (OSS) in recognition of their superior service and major contributions during World War II."


Members of the Office of Strategic Services (OSS) attend a demolition class at Milton Hall, England, ca. 1944. The OSS is considered a forerunner of the U.S. intelligence and special operations communities. National Archives photo.
In a press release, Latta explained why he introduced the Office of Strategic Services Congressional Gold Medal Act. "The heroic actions and innovative inventions by members of the OSS played a crucial role in the allied victory in World War II. It is time to for these ladies and gentlemen of the Greatest Generation to be collectively recognized and honored for their efforts."

"The heroic actions and innovative inventions by members of the OSS played a crucial role in the allied victory in World War II. It is time to for these ladies and gentlemen of the Greatest Generation to be collectively recognized and honored for their efforts."

The OSS Society, which works to honor the legacy of Maj. Gen. William J. Donovan and the OSS, is asking people to contact their representatives and senators to ask them to serve as cosponsors for this legislation at this link: https://www.popvox.com/orgs/osssociety/



Annual OSS Society Donovan Award Dinner Turns Up Who's Who In Intelligence and Military Community

By Steven Hoarn - October 31, 2013
Adm. William McRaven was honored with the Donovan Award at the OSS Society's annual William J. Donovan Award Dinner at the Ritz-Carlton Hotel in Washington, D.C. on Oct. 26. OSS Society photo

The annual OSS Society William J. Donovan Award Dinner that took place at the Ritz-Carlton in Washington, D.C., on Saturday, Oct. 26, attracted a who's who of the U.S. intelligence and military establishment. Among those in attendance were CIA Director John Brennan, Deputy Defense Secretary Ashton Carter, Defense Intelligence Agency Director Lt. Gen. Michael Flynn, Undersecretary of Defense for Intelligence Michael Vickers, and Deputy Undersecretary of Defense for Intelligence Lt. Gen. Raymond Palumbo. The highlight of the night was the presentation of the Donovan Award by retired Maj. Gen. John Singlaub to U.S. Special Operations Command (USSOCOM) commander Adm. William McRaven.

CIA Director John Brennan was a keynote speaker at the OSS Society's annual William J. Donovan Award Dinner and shared some insights into the raid to get Osama Bin Laden. OSS Society photo

Other highlights included video messages from former CIA Director and former Secretary of Defense Leon Panetta, former Secretary of Defense Robert Gates, and President Barack Obama. Obama had high praise for McRaven. "Few Americans will ever see what you do, but every American is safer because of your service," said Obama. The keynote address by Brennan included some reminiscing of the U.S. Navy SEAL mission to get Osama Bin Laden, which was overseen by McRaven. Brennan, who held the title of Assistant to the President for Homeland Security and Counterterrorism at the time of the Bin Laden raid, discussed a decisive moment in the planning when Obama moved closer to a final decision. "It was when Adm. McRaven looked at the president and said, 'Sir, we can get this job done,'" said Brennan. That well-founded confidence in the capabilities of the SEALs seemed to ensure that the mission was a go. "You could hear a pin drop. It was at that time that everyone in that room knew the decision was made and we were going forward," added Brennan.

"Adm. McRaven looked at the president and said, 'Sir, we can get this job done.'"

The night also featured a speech by Maria Riva, the daughter of actress Marlene Dietrich. Dietrich assisted the Office of Strategic Services (OSS) during World War II.

When it came time for McRaven to speak he praised the legacy left behind by the OSS and carried on by today's special operators. "I often hear disillusioned officers and noncommissioned officers ask, 'Why aren't we more like the OSS?' Well, ladies and gentlemen, I am here tonight to tell you that the OSS is back," said McRaven. Even though the technology has evolved considerably since the days of World War II, what makes a successful intelligence officer or special operator has not. "Not since World War II has there been such a lethal combination of intelligence officers and special operations warriors. Not since the fight against Hitler have we had such a talented group of government civilians, intellectuals, businessmen, writers, philosophers, engineers, tinkers, tailors, soldiers, and spies," said McRaven.

"Not since the fight against Hitler have we had such a talented group of government civilians, intellectuals, businessmen, writers, philosophers, engineers, tinkers, tailors, soldiers, and spies."

The nonprofit OSS Society keeps alive the memory of the historic accomplishments of the OSS during World War II and serves to educate the public about the invaluable role strategic intelligence and special operations play in the preservation of freedom in the U.S. and around the world.

The 70th Anniversary of the Launching of the USS Missouri | Photos

When the future USS Missouri (BB 63) was launched and christened 70 years ago today by Margaret Truman, then-Sen. Harry S. Truman's daughter, no one knew the historic path the "Mighty Mo" would soon embark upon. Just like no one knew that Truman would be president in little more than a year, no one could know that the Missouri would be the site of the Japanese surrender ceremony in Tokyo Bay on Sept. 2, 1945. With her launching on Jan. 29, 1944, the Missouri became the third ship to bear the name of the state of Missouri. Although the third of four Iowa-class battleships to be launched, she was completed after the USS Wisconsin, thus making her the last battleship completed by the U.S. Navy. In her 70 years, the Missouri has gone through two commissionings, two decommissionings, World War II, the Korean War, and Operation Desert Storm. The Missouri has also been the setting for two movies, Under Siege and Battleship. The Missouri continues her service to the United States as the Battleship Missouri Memorial in Pearl Harbor, Hawaii, where, along with the USS Arizona Memorial, she symbolizes the beginning and end of U.S. involvement in World War II.


Tragedy to Triumph:
From Pearl Harbor to Midway

By John D. Gresham- January 26, 2014
Victorious Japanese troops celebrate their capture of Singapore. For a few months, they seemed unstoppable. National Archives photo
From the first moments of horrible realization by the Americans on Dec. 7, 1941, there was an almost obsessive motivation to fight back, hit the Japanese wherever they could be found, and regain the initiative. What became the Pacific War was perhaps the most brutal and personal of military campaigns ever fought by the United States. The Yankee willingness to sacrifice to the last full measure was something unexpected by the Japanese, who wrongly assumed Americans were a soft and materialistic race. As such, they became one of the many opponents who did not appreciate the American character, nor understand American motivations and desires as a people. It was a misinterpretation that would cost them their own dreams of manifest destiny and empire, and help create the modern world we know today. However, following the attack on Pearl Harbor, the situation looked anything but promising for the United States.

By attacking the United States and its allies, Japan had taken the initiative and struck the first blow in what was going to be the largest (geographically at least) military confrontation in the history of warfare. Throughout the Pacific Basin, Japanese forces attacked dozens of targets belonging to the United States, Great Britain, and The Netherlands, with forces as small as a pair of destroyers bombarding Midway Atoll, to the massive assaults on the Philippines and Kra Peninsula.


Such an offensive posture was necessary for Japan, which had far too few resources to sustain a war taking years to resolve. Japan's strategy for the Pacific campaign required victory within 12 to 18 months maximum, or America's vast industrial potential would provide a lethal advantage. Such had been the logic of Adm. Isoroku Yamamoto, the chief of the Japanese Combined Fleet, when he had laid out the Imperial Navy's war plans in mid-1941. Conversely, America's key goal in the months following Pearl Harbor was simple survival: Retain the critical bases and supply lines to Hawaii and Australia while the shipyards and schools back home created the forces to defeat Japan.

There was one group of people unwilling to wait for American industry to deliver the tools to decisively defeat Japan: the professional corps of American naval officers.

While these opposing war plans were obvious to everyone with any strategic vision in late 1941, there was one group of people unwilling to wait for American industry to deliver the tools to decisively defeat Japan: the professional corps of American naval officers. Prideful and filled with vengeful rage following Pearl Harbor, these men were not content to merely "hold the line" for a year or two while Japan ran wild in the Pacific. They wanted to take back the initiative, fight battles of their own choosing, and take the fight into Japan's front yard as soon as their superiors would let them. The leader of this rush to battle was the new Commander in Chief of the Pacific Fleet (CINCPAC), Adm. Chester W. Nimitz, who took over command on Dec. 17.

Before he could start the march back, there would be many bad days and defeats ahead, some of which occurred before he even took command. In the leadership vacuum between Adm. Husband Kimmel's departure and Nimitz's arrival, an expedition to relieve the Marines at Wake Island turned back to Pearl Harbor, mostly due to a lack of positive leadership on the part of the interim CINCPAC, Vice Adm. W.S. Pye. For almost two weeks following Pearl Harbor, the Marine garrison on Wake held off Japanese invasion assaults and air attack, sinking several warships in the process, before succumbing to overwhelming force on Dec. 23. Then in January, the carrier Saratoga (CV 3) was torpedoed by a Japanese submarine and put out of action for six months while patrolling off of the Hawaiian Islands. The good news was that Kimmel left Nimitz an extraordinary group of staff officers, many of who served with him until the war was won in 1945. There also were promising officers like Vice Adm. William F. "Bull" Halsey and Rear Adm. Raymond A. Spruance who would lead his fleets to victory in the years to come. In the winter of 1941-42 though, there was no joy to be had at CINCPAC Headquarters.



Teaching an Old Dog New Tricks: The B-52 Stratofortress Continues to Upgrade
A B-52H Stratofortress flies over Minot Air Force Base, N.D., during a training exercise Nov. 3, 2013. Planned weapons capacity upgrades to the B-52 will mean the ability to carry "smart weapons" internally, instead of on external wing pylons. U.S. Air Force photo by Senior Airman Brittany Y. Auld

Despite being the U.S. Air Force's workhorse bomber for more than 60 years, when it comes to the B-52 Stratofortress, there is still room for improvement. One of the latest announced upgrades will enable the B-52 to carry an increased "smart weapons" capacity.

"With this modification, we're converting the bomb bay from dropping just gravity-type bombs to releasing precision-guided weapons."

The agreement between Boeing and the Air Force, valued at $24.6 million, will seek to develop a modification to the B-52's existing weapons launchers so that smart weapons can be carried in the bomb bay. By carrying smart weapons in the bomb bay, the Air Forces will be able to increase the B-52's precision weapons capacity by up to 50 percent "With this modification, we're converting the bomb bay from dropping just gravity-type bombs to releasing precision-guided weapons," said Jennifer Hogan of Boeing Communications.

Tinker Air Force Base maintainers at the Oklahoma City Air Logistics Complex, Okla., will work with Boeing to perform an upgrade to the B-52 Stratofortress, which will increase its smart-weapon capabilities. U.S. Air Force photo by Senior Airman Carlin Leslie

As part of the agreement, Boeing will produce three prototype launchers that will undergo test and evaluation. Initial operational capability is expected to come online in March 2016, and potential follow-on efforts could add more weapons and allow for the use of a mixed load of different weapon types. "When you combine that ability with the B-52's unlimited range with air refueling, you have an efficient and versatile weapon system that is valuable to warfighters on the ground," said Scott Oathout, Boeing's B-52 program director. "This weapons capacity expansion joins the Combat Network Communications Technology (CONECT) program, a comprehensive communications upgrade that's being installed on the aircraft, to give the warfighter even more flexibility."

Once the first phase of the bomb bay upgrade reaches completion, the B-52 will have the payload capacity to carry two dozen 500-pound Joint Direct Attack Munitions (JDAMs) or twenty 2,000-pound JDAMs. Additional phases are envisioned as adding the capability to carry the Joint Air-to-Surface Standoff Missile (JASSM) and its extended-range variant, as well as the Miniature Air Launched Decoy (MALD) and its jammer variant internally.

"This weapons capacity expansion joins the Combat Network Communications Technology (CONECT) program, a comprehensive communications upgrade that's being installed on the aircraft, to give the warfighter even more flexibility."

Another benefit to carrying the smart weapons internally, versus on external wing pylons, will be increased fuel efficiency. The modernization work will use parts from existing rotary launchers that have been repurposed for conventional missions. Some additional hardware and software that will be used has already been developed for the wing pylons.


The CONECT System currently being installed on the B-52, after successful testing, will give aircrews the ability to send and receive information via satellite links. This will enable B-52s to change mission plans and retarget weapons in flight. Currently, B-52 mission information has to be uploaded before flight. CONECT will also allow B-52 pilots to better interact with other aircraft, as well as with ground forces. "CONECT brings the B-52 into the network-centric battlefield, where it can connect with other platforms in the fight," said Jim Kroening, Boeing's B-52 Development Programs manager.


Maj. Chris Weir, left, and Capt. Greg Lepper, 96th Bomb Squadron B-52H Stratofortress navigators, navigate a B-52 during a Green Flag-East training mission over Fort Polk, La., Aug. 21, 2013. The Combat Network Communications Technology (CONECT) upgrade will give B-52 crews the ability to change missions and retarget weapons while in flight. U.S. Air Force photo by Staff Sgt. Jonathan Snyder

Other CONECT improvements include the addition of a state-of-the-art computing network with work station at each crew position. An integrated interphone, with allowances for increased capacity, will allow crew members to talk to each other via headsets equipped with noise-canceling technology. CONECT will be installed by the 565th Aircraft Maintenance Squadron at Tinker Air Force Base, Okla., during programmed depot maintenance. One B-52 from Barksdale Air Force, La., was delivered for CONECT improvement last summer. Low-rate initial production of the first CONECT kits, along with spare parts, maintenance, and service are being provided by Boeing.

Still an important U.S. power projection tool after more than 60 years, the 76 B-52s in the Air Force fleet have recently reiterated their value.

The B-52 upgrades are needed when one considers the Air Force's stalled Long Range Strike Bomber. Still an important U.S. power projection tool after more than 60 years, the 76 B-52s in the Air Force fleet have recently reiterated their value. Between the Continuous Bomber Presence in the Western Pacific and a recent B-52 training flight over South Korea, the B-52 suffers from no shortage of missions. The upgrade of the B-52 weapons capacity is further proof that the B-52s days aren't numbered yet.



The Christmas Truce, 1914
By Chuck Oldham (Editor) - December 25, 2013
British and German troops meet in no man's land, Dec. 26, 1914. In an extraordinary and spontaneous act, up to 100,000 men met between the trench lines to exchange tobacco, food, and liquor in celebration of Christmas. Some even played a soccer match, which the British lost 3-2. Soon enough, the killing began again. The next Christmas, British high command ordered an artillery bombardment to prevent any repeat of the events of Christmas 1914. Imperial War Museum photo
The Imperial War Museum photograph captures the oddity of the Christmas Truce, where British and German troops meet in no man's land, Dec. 26, 1914.

Underway on Nuclear Power: A New Change in Naval History
By John D. Gresham- January 21, 2014
USS Nautilus at sea during initial trials. Few at this stage understood the changes Nautilus would bring to naval warfare. National Archives photo

When Cmdr. Eugene P. Wilkinson flashed the famous message that titles this article on Jan. 17, 1955, it is unknown if he fully realized just what his order to take USS Nautilus (SSN 571) out to sea would do to naval warfare. Given that there had been a minor engineering problem just as Nautilus was getting underway, it is doubtful that he had much time for thoughtful contemplation. Professional naval officers of Wilkinson's caliber rarely consider their places in history during the moments that it is being made. Nevertheless, as he conned the new submarine down the channel toward Long Island Sound, Wilkinson was opening a new era of naval technology and engineering that would be as important as anything that came before.

From the Nautilus would evolve the largest, fastest, most powerful, sophisticated, and deadly naval vessels in history.

From the Nautilus would evolve the largest, fastest, most powerful, sophisticated, and deadly naval vessels in history. These have ranged from mighty aircraft carriers like the USS Ronald Reagan (CVN 76) to the research submersible NR-1. There also have been lessons learned that have affected the current-day designs of every warship of every nation on Earth. Inertial navigation systems, water desalinization/purification plants, and environmental control systems all drew inspiration from those operated first aboard Nautilus. Perhaps most significantly of all, however, would be the shadow that nuclear propulsion and weapons would throw on warfare across the entire globe. On the plus side were their deterrence effects, which helped hold off global nuclear war until politics and economic realities forced the USSR from the Cold War. The negatives are the legacy of nuclear waste and cleanup that will occupy Russia and other nations of the world for generations to come. No new technology comes without costs and vices, and that first nuclear power plant aboard Nautilus was no exception. Only a half-century later can we even begin to assess the balance between the two.



The Skies Of Korea: The Air War for a New Era
By Robert F. Dorr- January 19, 2014

A Grumman F9F-2 Panther of Fighter Squadron VF-52 "Knight Riders" on board the U.S. Navy aircraft carrier USS Valley Forge (CV 45) on July 4, 1950. VF-52 was assigned to Carrier Air Group 5 (CVG-5) for a deployment to the Western Pacific from May 1 to Dec. 1, 1950. The first carrier air strike of the war was launched from the Valley Forge on July 3, 1950. U.S. Department of Defense photo

The air war in Korea introduced silvery jets that clashed at the edge of the stratosphere, their swept-back wings glinting in the sun. But most combat missions in Korea were flown by planes with propellers. And often, the life of an airman was as gritty as the lot of an infantry soldier, especially when maintainers, crews, and pilots tried to get the job done at roughshod airfields in the extremes of sweltering summer and frigid winter. At one such airfield, American airmen lived in tents and created furniture out of the wooden crates in which 5-inch, high-velocity aircraft rockets were delivered.

The Korean War assured the survival of an independent Republic of Korea (ROK) south of the 38th parallel. At a later juncture in history, when pundits compared Korea superficially with Vietnam, nearly everyone forgot that Korea was a success story.

Together with those who fought on land and sea, airmen in Korea halted in its tracks a blatant move by the foe to snatch South Korea. The Korean War assured the survival of an independent Republic of Korea (ROK) south of the 38th parallel. At a later juncture in history, when pundits compared Korea superficially with Vietnam, nearly everyone forgot that Korea was a success story.

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