TRAINING RESOURCES

With a little imagination and an arc-welder, you can put to good use all those sea-land containers stacking up at our port cities, to fabricate training facilities. I know the guys who built this rappelling tower - some of you have even seen it before.

Sorry about the poor quality of the photos - that's the best you get on my phone, when it's covered with grime from a couple weeks in the field.


- STORMBRINGER SENDS


Today's Bird HERE


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FIELD-STRIPPING YOUR 1911

Everybody who owns and operates an M1911 should know and understand how to strip it down to it's basic groups:







This is as far as I go in the field. I can disassemble further, of course; the firing pin / extractor group, mainspring group, and trigger group - but this is not necessary for daily cleaning, or basic problem solving.

Yesterday, a question came up, so I took the opportunity to create a post and share the knowledge with all:


The 1911 is my favorite of all handguns - my question is how to disassemble the mags for cleaning. I have some original Colt mags that I have no idea how to remove the floor plates. Can't find any cathes, latches or buttons. I haven't had any success with simply trying to slide it open, either; this will surely damage it.


ANSWER:

"Original" Colt mags have their floorplates welded to the tube.


Yes, that's a six round magazine - I carry a compact Model 1911 - S.L.


Stick a few rounds into the magazine, and then run a pin through the holes in the magazine tube to hold the spring down.





Remove the rounds and the follower should fall out the top too. Carefully remove the pin, and the spring will come free:








The spring and follower will come out now. Re-assembly's the reverse - about the only zinger is to watch the orientation of the spring v.s. the follower.




Use a tool like I did to drive the spring back down so you can pin it when trying to re-assemble the magazine, and then just drop the follower in and release the pin.

Remember: There are no stupid questions, only the ones which are never asked.



"Oh yeah? Well if that's the case, how come the Professor can make a radio out of a coconut, but can't he fix a hole in a boat?"

Let me re-phrase that. Sometimes there ARE stupid questions, but questions about guns, gun safety, and marksmanshp do not fall into that category.



SEAN LINNANE SENDS



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MEXICAN SWAT TEAM

TRAITORS

American has had traitors in every war we've been in - this one is no different. - S.L.


The Americans being held in Pakistan on possible terrorism-related charges were arrested in a house linked to militants in an eastern Pakistani city; Sargodha is home to a major air force base and is a known pocket of militant insurgency. Pakistani police reports suggest they intended to get terrorist training there and join with the Taliban to fight against American troops in Afghanistan.



American Muslims arrested by Sargodha Police Department on Friday, Dec. 11, 2009. From left to right: Waqar Hussain Khan, Ramy Zamzam, Umar Farooq, Ahmad Minni, Aman Yemer. (AP Photo/Sargodha Police Department)

Waqar Hussain Khan, 22, was born in Virginia.

Ramy Zamzam, 22, was studying at Howard University to be a dentist — he maintained a 4.0 grade-point average.

Umar Farooq, an accounting student at George Mason University, was born in Sargodha.

Ahmed Minni, 20, was born in Virginia.

Aman Yemer, at 18 the youngest of the five, was born in California.


The young men grew up in Alexandria, Virginia. They had been friends for years. Some were in college now. Some had jobs. Some had Facebook pages filled with friends.


I know this town well. You couldn't find a more all-American city; Alexandria is closely related to the founding of our country. I have many friends throughout Fairfax County who I often visit during military-related business trips to the DC area. They are loyal readers and often contribute to STORMBRINGER -S.L.


Their families insist they never revealed a hint of extremism. Families and friends portray them as innocent, decent citizens. Neighbors used terms like "good guy" and "friendly" to describe the young men.


Facebook page disappeared from the Web:

Zamzam's bewildered Facebook friends set up a special page asking for help finding the missing students and praying for their safe return. Postings on the page earlier in the week said the Facebook friends were trying to raise awareness about the five men who "have been missing for some time now." By Friday 11 December, that Facebook page disappeared from the Web after the students turned up arrested in Pakistan on possible terrorist-related charges.


Not Trusted by the Taliban:

The group appeared to communicate online, and Pakistani investigators say they visited web sites that showed attacks against the U.S. military in Afghanistan. Those internet connections may have led them to Pakistan, where they reportedly met with representatives from the al-Qaida-linked Jaish-e-Mohammed militant group in the southeastern city of Hyderabad and from a related group, Jamaat-ud-Dawa, in Lahore. Pakistani officials say the men were also in contact with a Taliban recruiter.

But their efforts to join the jihadi fight were rebuffed, because they were not trusted.


Shock and Disbelief at Alexandria Mosque:




In northern Virginia, family friends, including fellow worshippers at the Islamic Circle of North America's small chapter mosque — a converted single-family home tucked into their residential neighborhood — can't believe what they're hearing about the students.

"They had jobs, they were in school. They were normal kids," said the families' lawyer, Nina Ginsberg.


Friends in Shock, Plead for Families' Privacy:

"I know they're very sad," said Dr. Essam Tellawi, a volunteer at the mosque who fills in sometimes as the imam. "It's very hard to hear about your son is missing."


Analysis: We Are Under Attack.

We're seeing it over and over again; there's a common thread going on here: young men of Middle-Eastern origin, above average intelligence, born and/or raised in the West of immigrant families; in a case of confused loyalties decide to go to war against their own country:

Fort Hood shooter Major Nidal Hasan.

The 7/7 London Bombings of 2005

Glasgow Airport Terror Attack, June 2007.

This is a part of the phenomenon I have coined Self-Induced Jihad Syndrome.

- Sean Linnane

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MEDITATIONS ON THE ART OF DEFENSE . . .

"The unknowing try to defend everything at once, but the knowledgeable look at the main point only; they parry the worst blows and stand a little hurt if thereby they avoid a greater one. If you try to hold everything, you hold nothing." - Frederick the Great





The following is part of an ongoing series or articles & seminar presentations I do on Military Leadership Principles adapted for business owners and managers. The thoughts below were contributed by an old friend who has also been my mentor since the late 80's - S.L.

In business, as in war, the purpose of defensive operations is to buy time, hold terrain, facilitate other operations, preoccupy your adversary, and erode his resources. Your situation & circumstances will always differ; the principles always remain the same. Defending forces await the attacker's blow and defeat the attack by successfully deflecting it. Waiting for the attack is not a passive activity - leaders/managers should seek to strengthen their forces through training and provide no advantage to an adversary before hostile actions begin.


SUCCESSFUL DEFENSE:

o Is aggressive.

o Uses accurate / integrated direct fire - think "Counter-measures."

o Maximizes firepower, ability to maneuver, and leverage protection - think: "Keep your options open."

o Denies your adversary the ability to use leverage or to gain initiative.

o Contains the following characteristics:
- Preparation
- Effective monitoring and surveillance
- Flexible, adaptive, and exploit opportunities
- Fusion of command & control, technologies, and precision fire



To be ready, one MUST:

PREPARE:

o Study the surrounding terrain in great detail with complete understanding - Be knowledgable & totally aware of your operational environment.

o Continually rehearse (either mentally or physically) actions to be taken if an attack occurs whenever and wherever you are at any moment day or night. Have contingency plans, policies and written SOPs (Standard Operating Procedures) in place, and make sure your management staff are aware of them.

o Preparations are continuous and in-depth (PACE - Primary, Alternate, Contingency and Emergency).

o Ensure outer perimeter reconnaissance and both inner and outer surveillance are effective and continuous. Be aware of when you are being observed, and when your perimeter is being probed.

o Apply deception wherever feasible - Throw out red herrings; give your opposition false targets to go after.


TO WIN WITHOUT FIGHTING - this is the greatest victory - Sun Tzu


o Make yourself a 'Hard Target' - create the ability / appearance of being "too hard to do."

o Know your job and be prepared to perform it in every way - "Fate Favors the Prepared."

o Detect reconnaissance and surveillance - Know when you are being watched, when your organization is being probed.

o Give your adversary nothing of value that is within your sphere of influence.



- contributed by STORMRUNNER – the "Deacon of Doom", old friend and mentor of STORMBRINGER.

STORMBRINGER's BOOKSHELF

This is what I'm reading right now - or rather, this is what I'm RE-reading - I first read this EXCELLENT treatise on Leadership back in the early 90's. I still soldier by the tenets I gleaned from it then. - S.L.









ATTILA (406-53), King of the Huns (433-453 A.D.)
Attila (called Etzel by the Germans or Ethele in Hungarians, was a member of the ruling family of the Huns, a nomadic Asian people who spread from the Caspian steppes throughout the Roman Empire in search of global conquest. By AD 432, the Huns had gained so much power that they were receiving a large annual tribute from Rome.

By AD 451, Attila's army consisted of 700,000 warriors, and was intent on nothing less than ransacking Rome itself. They had earlier moved against the Chinese Empire but were turned away. The Huns had a reputation for cruelty and barbarism that was not undeserved. They ate their meat raw (often human flesh), had little use for virgins, and possessed a strong appetite for murder and mayhem. No one could look Attila in the eyes, not even any of his 400 wives.

(My kind of guy! - S.L.)

THE LESSONS OF ATTILA:

#1: YOU MUST WANT TO BE IN CHARGE - You've got to be ruthlessly ambitious. Never be bored, disinterested, or cowardly in any way about always strengthening your position. Good leaders are lustful leaders. Power is like sex, but don't appear overeager, just extremely determined to succeed under any circumstances, fair or unfair. (This will inspire confidence in those you lead).

#2: ALWAYS APPEAR AS THE ONE IN CHARGE - Dress appropriately for your high station in life. Own the biggest horse and sword. Be first in everything, but never appear pompous. (Be marked with armament that distinguishes you from the masses).

#3: MAKE OTHERS ADAPT TO YOUR "CUSTOMS" - Make people do things your way, not their way. Make them adjust or adapt to you. Express this as the way things are going to be from now on, or pretend it's the way things have always been. Refuse to acknowledge any other way of doing things other than the way you do things. (This will extract tribute and praise from those you lead).

#4: NEVER CONDONE A LACK OF MORALE OR DISCIPLINE - Terminate people at the first sign of disrespect for the common good, but by no means stifle individualism or punish the innocent who don't know the common good. Definitely, do not allow uncontrolled celebration. Pillaging and looting are only fun if done in the name of nationalism. (Discipline builds morale).

#5: NEVER TOLERATE ANYONE WITH THEIR OWN AMBITIONS - People who are "cunning" are dangerous, especially new people who have just joined the organization. Be vigilant about how people lose their ambition and become team players; that is the pattern you want everyone to follow. Never reward anyone for what is a common effort. (The spirit of unity must prevail).

#6: PERPETUATE A LEGEND OR REPUTATION FOR YOURSELF - Find out whatever it is that your worst enemy calls you, and try hard to live up to it, with a passion. This will have its advantages to you whenever you need to use your fury and power, and it will accumulate minor privileges to you along the way. (You are your reputation).

#7: PICK YOUR ENEMIES WISELY - Do not consider all opponents, or everyone you argue with, as enemies. These are accidental enemies. Choose your enemies with purpose. They may be people you have friendly relations with, and in fact, you should let them think of you as a friend, all the while never telling them anything, and lulling them into a state of complacence and acting prematurely. (Do not make enemies unless you mean it).

#8: EXPECT CONTINUAL IMPROVEMENT - You must encourage learning and innovation among those you lead. This can be done in several ways, by creating competitions among the people. Never allow them to wander aimlessly. Regularly upgrade your standards of performance. (This fulfills most of a leader's duties).

#9: USE TIMING IN MAKING DECISIONS - Never rush a decision, although sometimes you have to because the moment is ripe or an omen exists. It's better to use timing, to find the obscure places and critical elements needed to ensure you always make the right decision. This way, you ensure that even a less-than-perfect decision is followed. (Time your decisions).

#10: EXPLOIT THE DESIRE TO ENJOY THE SPOILS OF WAR - Harness your peoples' desires for short-term gains. Grant small rewards for light tasks. Reserve heaps of booty for other times, and be generous with items that hold a value to yourself. (Never underestimate the ability to buy obedience).

#11: ONLY ENGAGE IN WARS YOU CAN WIN - Use diplomacy, negotiation, or other techniques of conflict in battles you cannot win. When in a political war, always keep an eye to your rear. When in an external war, go all out. (Waging war is a natural condition).



Attila, Scourge of God

BUTTERMILK BISCUITS

Every now and then I whup up some chow for the troops. It's been awhile since I cooked a meal for a battalion but I've thrown down for some company-sized formations a couple times since then. Tonight I'm prepping some chow - sausage biscuits from scratch - to throw at a platoon before we go out and do an ambush, tomorrow morning.

Normally I'd be slamming some beers when I cook, but because we're handling weapons within 12 hours that makes it a no go. Yes, we are still Stateside and yes, it is training. Doesn't make any difference - can't show up with booze on your breath and handle the M240B; those days are long gone. Train the way you fight, fight the way you train.

SPECIAL EMBEDDED MESSAGE TO JOHANNA GUSTAFFSEN: if you are looking at my blog from somewhere out there in InternetLand - my Momma bought that jug with the cow on it from your Momma's store Scandia, way back when in the 70's. - LINNANE SENDS

KEYWORD SURVIVAL

Keyword "SURVIVAL" is the opening chapter of U.S. Army Field Manual 21-76, Survival.
Whenever faced with a survival situation, remember the keyword "SURVIVAL." You may some day have to make it work for you.

* S - Size Up the Situation
* U - Use All Your Senses, Undue Haste Makes Waste
* R - Remember Where You Are
* V - Vanquish Fear and Panic
* I - Improvise
* V - Value Living
* A - Act Like the Natives
* L - Live by Your Wits, But for Now, Learn Basic Skills

Click on the above links to learn the meaning of each letter of the word "SURVIVAL."

WE TRAINED HARD . . .

Somewhere around here I've got a folder full of quotes and cartoons I collected from all the years I spent in SF. This is one of my favorites:

“WE TRAINED HARD . . . BUT IT SEEMED THAT EVERY TIME WE WERE BEGINNING TO FORM UP INTO TEAMS WE WOULD BE REORGANIZED. I WAS TO LEARN LATER IN LIFE THAT WE TEND TO MEET ANY NEW SITUATION BY REORGANIZING; AND A WONDERFUL METHOD IT CAN BE FOR CREATING THE ILLUSION OF PROGRESS WHILE PRODUCING CONFUSION, INNEFFICIENCY, AND DEMORALIZATION.”
- Gaius Petronius Arbiter, (circa 27–66 AD)




STORMBRINGER SENDS