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Some very good Leadership advice that is really universal – How to Fail as a Major, A Guest Post by Terron Wharton

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October 30, 2013 – Photo by Staff Sgt.Tim Chacon

 
“…the expectations of a Major are very different than those of a captain, and not everyone knows what these expectations are or the impact they have on personal and professional success.”
-MG(R) Tony Cucolo, “In Case You Didn’t Know It, Things Are Very Different Now: Part 1
While attending the Command and General Staff College (CGSC), instructors and mentors constantly drove two points home. First, transitioning to the rank of Major and the expectations of a Field Grade Officer is a difficult and steep learning curve. Second, what made an officer successful at the company grade level does not necessarily translate to success as a Major.
I have been a combined arms battalion S3 for ten months now and during this period I’ve planned, resourced, and executed field training exercises, live fire events, gunneries, an NTC rotation, and spent enough hours on my Blackberry that I never want to see one again.
However, I can definitively say two things about my instructors’ advice: They weren’t kidding about either point … and they vastly downplayed both.
The transition to Major is less of a learning curve and more of a sheer cliff. There is less tolerance for officers who need to “grow into it,” and the expectation is you are value added on day one.
Finally, the room for mistakes grows smaller and smaller. What follows are the hard lessons I’ve learned either through personal shortcomings or watching peers fall by the wayside.
Failure #1: Believe Help is Coming
When things became supremely difficult or complex as a captain or lieutenant, we would often look for a field grade to give refined guidance and direction. The Major knows the answer.
They are the responsible adult in the room. The Major may get cranky and hand out a butt chewing, but they would bring resources to bear on the problem. They were help when we needed it.
As a Major, YOU are now that responsible adult who has the answers and can bring resources to bear. You ARE the help that’s coming.
There is no help coming for YOU. Majors are the Army’s problem solvers and workhorses. If a room of Majors looks around and cannot tell who among them is lead on an issue, then the issue is probably not being addressed.
Majors don’t get to look around and wonder who will solve the problem. They must own the problems as they appear and work with peers to solve them.
Failure #2: Burn Bridges and Fail to Cultivate and Maintain Relationships
Early on in my time as a BN S3 something went wrong during our FTX. A situation changed that was outside of my control and I blamed the brigade.
Over the phone, I got into a heated discussion with the BDE S3 and XO and lost my temper and composure.
When I was done venting, the BDE S3 said something I will never forget: “Do you want to keep complaining or do you want to solve the problem?” Those words stuck with me. I apologized, we moved on, and we fixed the issue.
The argumentative Major, the one who picks fights, protects their own rice bowl, and never gives an inch will quickly find themselves isolated without a seat at the table.
In the end, their unit will suffer for it. Conversely, the Major is willing to give more than they take, willing to put the brigade’s success over what’s easier for their battalion and work well with peers to find solutions and compromises will succeed.
Leaders do not have time for personality conflicts, especially Majors.
The biggest power Majors have is that knowing where to look, who to call, and having a network of friends, peers, classmates, warrants, and NCOs that can be leveraged to solve problems.
Most problems in a brigade are solved by the S3s and XOs sitting around the table, developing a course of action, and moving out to attack the challenge at hand.
That requires well-cultivated and maintained relationships. More than anything, those relationships and connections are the most powerful resource at your disposal.
This is also the point in our careers where many of us will begin to regularly interact with DA Civilians. Do not forget about them.
The GS-14 serving as your Division Chief of Training could well be a retired LTC and former Battalion Commander. They have either been where you are now, or they have seen many in your position come and go, and they often serve as the long-term continuity in higher headquarters and support functions that are critical to your success.
Stop by and talk to your peers regularly. Take time to talk to DA Civilian, get away from email, and drop by offices.
Come to meetings early and stay a little after to talk to each other, even if it’s just letting each other vent for five mins. It will pay dividends when you need to move a mountain and get a short notice task done.
You cannot afford to have personality conflicts or fight with your peers. Ever. Period. Learn to swallow your pride and be the first one to apologize or mend a relationship after a heated exchange.
Failure #3: Confusing Leadership and Management 
Leadership and management are not the same thing and are easily confused when assuming organizational level leadership for the first time.
Leadership is about people while management is about systems. While these concepts may appear obvious, it took me about three months to learn this and I am still working to improve my management skills.
As a Major, your primary concerns are building and managing systems. Majors are about touch points. Identify critical touch points for your organization, develop systems to manage that information, and use those systems to recognize where the train wrecks and pitfalls are.
The Major’s aperture is so wide that there is no way you can directly affect it all with personal involvement or presence. If you try, you will fail.
Time is now your most precious resource. Systems help manage the information flow so you can focus your limited time on things that are commander priorities, mission-critical, or something only YOU can do based on knowledge, skills, or relationships.
For everything else, develop your staff to handle routine business, empower them to make the routine decisions, and train them to know when things require your personal involvement. If you don’t develop systems to manage the massive amounts of information coming in, you will quickly become overwhelmed and remain in crisis management.
This is not to say that personal leadership is not important as a Major. It simply means the balance has shifted. Your personal leadership is still critical in two areas: training your staff and mentorship.
Do not expect to walk into a staff that can do MDMP perfectly with just an occasional guiding nudge from you. You will have to train your staff.
MDMP is just the beginning. How to write emails, brief the commander, write orders, develop courses of action, work as a team, interact with the higher headquarters staff, Army culture and expectations of officers, and a thousand other things you now take for granted after over a decade of service.
All of this requires your personal presence, time, and effort. If you do not teach them, no one else will.
The Major is also a mentor to younger officers, especially the staff officers they interact with daily. This mentorship requires personal leadership and is just as important to the Army’s success as the next round of MDMP is to your unit’s training event.
I am wearing an oak leaf because of the mentorship two Majors provided at critical junctures in my career. Officers in your organization will look to you as a model for future service: how to act, how to look, and the path they should chart through the Army, just as I looked to those Majors when I was a Lieutenant and a Captain.
Failure #4: Fail to Predict the Future
Majors must forecast out, identify implied tasks, determine conditions that need setting, and execute without guidance, FRAGOs, or WARNOs from BDE or higher.
If you fail to do this, the train wreck is waiting and, remember, no help is coming. Your higher HQ may give some guidance, but never enough, and never on the timeline you want it. If you wait, it will be too late.
Predicting the future allows planning to occur that can mitigate future problems. This is critical because at the battalion and brigade level dynamic re-tasking is never dynamic.
As a BN S3, I can pick up the phone and redirect the work, efforts, and lives of 700 Soldiers, officers, warrant officers, leaders, and their families.
However, a battalion has a certain organizational momentum and inertia that is hard to overcome and shift on a dime. Every dynamic shift exponentially increases the chance of details being missed, mistakes being made, and can push you into crisis management.
Look deep, develop a concept, and address potential gaps through FRAGOs, IPRs, and update briefs as necessary.
As Majors our words, actions, and decisions carry serious weight as BN and BDE S3s/XOs, planners, and action officers.
An errant email, simple misspeak, or a rash outburst will affect entire organizations exponentially more than when we were company commanders or staff captains.
As such, the tolerance for those who fail to grasp this and make the transition is low.  Unfortunately, many Majors step into these pitfalls, sometimes irrevocably, without ever knowing they have made a fatal error.
Fortunately, the Army is a learning organization and just maybe sharing my own shortcomings can help another Major avoid failure as they climb the cliff and make the transition.
Terron Wharton is currently serving as the BN S3 for 4-6 IN, 3/1ABCT at Fort Bliss, TX.  An Armor Officer, he has served in Armor and Stryker Brigade Combat Teams with operational experience in Iraq and Afghanistan. 
He is also the author of “High Risk Soldier: Trauma and Triumph in the Global War on Terror,” a work dealing with overcoming the effects of PTSD.  His other works include “Becoming Multilingual”, discussing being multifaceted within the Army profession, “The Overlooked Mentors” which speaks to NCOs as mentors for junior officers, and “Viral Conflict: Proposing the Information Warfighting Function” which proposes establishing an Information Warfighting Function.

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Hard Nosed Folks Both Good & Bad I am so grateful!! Leadership of the highest kind Soldiering The Green Machine

It was the US Army that gave me the push & discipline to get my Masters Degree!

#CollegeProblems #college #Disgruntled #vetstudent #vetstudentproblems
Thanks to everyone that I served with in the Green Machine! You made a huge impression on this guy! God Bless you all.

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Dear Grumpy Advice on Teaching in Today's Classroom Hard Nosed Folks Both Good & Bad This great Nation & Its People

One of the Greatest Moments in American History!


“On February 20, 1962, Glenn piloted the Mercury-Atlas 6 “Friendship 7” spacecraft on the first manned orbital mission of the United States. Launched from Cape Canaveral (Florida)

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A Victory! Dear Grumpy Advice on Teaching in Today's Classroom Hard Nosed Folks Both Good & Bad I am so grateful!! Leadership of the highest kind Stand & Deliver This great Nation & Its People Well I thought it was funny!

Remember this one? Ronald magnus could give lessons to a certain POTS

Image result for reagan outlaw russia forever
 
My Dad & I almost pissed our pants from this one. Because we were  laughing out loud so hard!
I miss you Dad! Grumpy

Anyways Happy 107th Birthday Sir! I am sure that God is having a good time with you! Grumpy

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Hard Nosed Folks Both Good & Bad Uncategorized Well I thought it was funny!

The Older I get the better I was!

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All About Guns Allies Gun Info for Rookies Hard Nosed Folks Both Good & Bad

Some good info by CarteachO

Carteach0

Sunday, December 16, 2012

Wheel gun carry: .38 Special Vs .357 Magnum

Despite the staggering number of choices amongst semi-auto pistols for personal protection, there are still a large segment of the population who prefer revolvers.  Even those who swear by one auto or another often have a small revolver as a backup.
Why?  Because they work.  It’s not new technology.  Most are not fancy.  Almost none have any kind of external safety to remember under stress.  They just….. work.  Pick up a double action revolver, squeeze the trigger, and if it’s loaded there will likely be a Bang.  If not, squeeze the trigger again and try the next hole.

Revolvers have been around the personal defense scene for many generations, and for concealed carry, the shooting public seem to have settled on the snub-nose for everyday carry.  Short, small, relatively light, and utterly dependable, a snub nose has been in the pocket or holster of many an officer or shopkeeper since the 1940’s.  Even earlier, lawmen were cutting down larger pistols and making their own snubbies, the easier to pack some protection as they patrolled city streets.  J. Edgar Hoover required his agents to be armed at all times, and demonstrate proficiency with the little snubby on a regular basis.
There’s a wide range of caliber choices for those packing a wheel gun, but two still hold the position of top dogs by a very wide margin.  The .38 Special, a round that’s been chambered in pistols since 1900, and has been in wide use since the 1930’s.  The other, the .357 magnum, developed from a desire for a more powerful version of the .38 special, and that’s exactly what it is.
Dimensionally almost exactly the same as the .38, the .357 is made just a little longer so it will not chamber in a .38 Special hand gun.  This prevents the high pressure .357 round from being mistakenly fired from a .38 special gun…. and also gives us a wonderful choice.  This closeness in dimensions means any firearm chambered in .357 will also shoot the .38 Special, allowing the shooter to have a much cheaper, quieter, and gentler round to practice with and enjoy.  While point of impact will change quite a bit between the two rounds, this is of little concern at typical self defense practice ranges of 30-50 feet.

More to the point, for our discussion, the .357 offers a substantial boost in velocity and energy when compared to the .38 Special.  Even the ‘+P’ version of the .38 made for modern pistols does not come close to equaling the power available from the .357 loaded to full pressure.
The higher pressures of the .357 Magnum requires a somewhat beefier build to the pistol, but weight and size comparisons between snubbies of both calibers show them nearly the same.
The choice facing us is not really one of weight or dimension, but power.  Control ability and muzzle blast come into play, as does recoil.  The .357 does not get it’s nearly doubled energy over the .38 Special without a cost.  While a .38 snubby might be relatively comfortable to shoot for most people, the same pistol in .357 has a ….. ‘snappy’…. recoil that nobody sneers at for long.   Perhaps that’s why so many revolver shooters enjoy the ability to practice with .38 ammunition, but carry defensively with .357 Magnum rounds in the chamber.

This is a point Carteach agrees with.  Given the choice between the same pistol in .38 Special and .357 Magnum, it only makes sense to buy the magnum version.  One can then always shoot the lighter .38 loads, and even carry them if desired.   I consider it a cost-free option, as the magnum pistols are generally no larger or heavier than the .38 version these days.
As for ‘stopping power’, that has always been a nebulous term.   The fact is…. pistols don’t generally knock people over.  They punch holes in them, and if nerve centers or major bones are hit, the fight is generally over.  Otherwise, pistol level rounds just punch holes and mess things up.  Yes, they will eventually knock down just about everyone…. but that notion of a bad guy hit with a bullet from a pocket pistol, and immediately doing a double backflip over the railing and falling into the volcano…. only in the movies.

That same reality holds with both .38 Special and .357 Magnum.   The only real difference between the two is velocity and energy.  Both, kept to proper bullets for their velocity, have excellent track records in self defense.  The .38 Special holds it’s defensive position well when stocked with the old FBI load….. a 158 grain hollow point lead semi-wadcutter bullet.  This bullet punches holes, and messes things up, and that’s all that can be expected.
The .357 Magnum, with it’s higher velocity and energy, makes bigger holes and messes up more stuff.   As simple as it sounds, this difference is significant.  Very significant.  As a result, the .357 Magnum has a substantially better first shot drop record in defensive shootings.
If one can deal with the recoil, muzzle blast, and control issues of the .357, there is no reason not to choose it over the .38 Special.   As said….. one can always just stoke the pistol with .38’s instead of .357’s.  That said….. The Fat Old Man would not feel undergunned with the ancient .38 Special, given an understanding of it’s limitations.  There’s been a representative sample in his collection for many, many years indeed.  It fills a niche nicely, serves it’s purpose without fanfare, and has the most important feature possible in any defensive weapon….. it works.

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Dear Grumpy Advice on Teaching in Today's Classroom Hard Nosed Folks Both Good & Bad Soldiering War

Something for the History Teachers out there – Viking Britain

https://youtu.be/z2DGAvPecKYImage result for viking battle

Image result for vikings killing

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Ah the Good Old Days!


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What I call a REAL STUD!

Medal of Honor, Vietnam War Robert Howard Medal of Honor: Oral Histories Medal of Honor: Oral Histories

SOG’S FIERCEST WARRIOR: COLONEL ROBERT L. HOWARD

Medal of Honor, Vietnam War Robert Howard
Medal of Honor: Oral Histories
Medal of Honor: Oral Histories

 
 
 
 
 
 
 
 
By Maj. John L. Plaster, USA (Ret)
RECON COMPANY AT COMMAND AND CONTROL CENTRAL
In 1968, Robert L. Howard was a 30-year-old sergeant first class and the most physically fit man on our compound. Broad-chested, solid as a lumberjack and mentally tough, he cut an imposing presence. I was among the lucky few Army Special Forces soldiers to have served with Bob Howard in our 60-man Recon Company at Command and Control Central, a top secret Green Beret unit that ran covert missions behind enemy lines. As an element of the secretive Studies and Observations Group (SOG), we did our best to recon, raid, attack and disrupt the enemy’s Ho Chi Minh Trail network in Laos and Cambodia.
UP THERE WITH AMERICA’S GREATEST HEROES

Robert Howard
Robert Howard

Take all of John Wayne’s films—throw in Clint Eastwood’s, too—and these fictions could not measure up to the real Bob Howard. Officially he was awarded eight Purple Hearts, but he actually was wounded 14 times. Six of the wounds, he decided, weren’t severe enough to be worthy of the award. Keep in mind that for each time he was wounded, there probably were ten times that he was nearly wounded, and you get some idea of his combat service. He was right up there with America’s greatest heroes—Davy Crockett, Alvin York, Audie Murphy, the inspiring example we other Green Berets tried to live up to. “What would Bob Howard do?” many of us asked ourselves when surrounded and outnumbered, just a handful of men to fight off hordes of North Vietnamese.
To call him a legend is no exaggeration. Take the time he was in a chow line at an American base and a Vietnamese terrorist on a motorbike tossed a hand grenade at them. While others leaped for cover, Howard snatched an M-16 from a petrified security guard, dropped to one knee and expertly shot the driver, and then chased the passenger a half-mile and killed him, too.
One night his recon team laid beside an enemy highway in Laos as a convoy rolled past. Running alongside an enemy truck in pitch blackness, he spun an armed claymore mine over his head like a lasso, then threw it among enemy soldiers crammed in the back, detonated it, and ran away to fight another day.
Another time, he was riding in a Huey with Larry White and Robert Clough into Laos, when their pilot unknowingly landed beside two heavily camouflaged enemy helicopters. Fire erupted instantly, riddling their Huey and hitting White three times, knocking him to the ground. Firing back, Howard and Clough jumped out and grabbed White, and their Huey somehow limped back to South Vietnam.
CONSIDER THE RESCUE OF JOE WALKER
“Just knowing Bob Howard was ready to come and get you meant a lot to us,” said recon team leader Lloyd O’Daniels. Consider the rescue of Joe Walker. His recon team and an SOG platoon had been overrun near a major Laotian highway and, seriously wounded, Walker was hiding with a Montagnard soldier, unable to move. Howard inserted a good distance away with a dozen men and, because there were so many enemy present, waited for darkness to sneak into the area. Howard felt among bodies for heartbeats, and checked one figure’s lanky legs, then felt for Joe’s signature horn-rimmed glasses. “You sweet Son of a Gun,” Walker whispered, and Howard took him to safety.
What’s all the more remarkable is that not one of these incidents resulted in any award. Howard was just doing what had to be done, he thought.
“HOPELESS” WAS NOT IN HIS VOCABULARY
Unique in American military history, this Opelika, Alabama native was recommended for the Medal of Honor three times in 13 months for separate combat actions, witnessed by fellow Green Berets. The first came in November 1967. While a larger SOG element destroyed an enemy cache, Howard screened forward and confronted a large enemy force. He killed four enemy soldiers and took out an NVA sniper. Then, “pinned down…with a blazing machine gun only six inches above his head,” he shot and killed an entire NVA gun crew at point-blank range, and then destroyed another machine gun position with a grenade. He so demoralized the enemy force that they withdrew. This Medal of Honor recommendation was downgraded to a Silver Star.
The next incident came a year later. Again accompanying a larger SOG force, he performed magnificently, single-handedly knocking out a PT-76 tank. A day later he wiped out an anti-aircraft gun crew, and afterward rescued the crew of a downed Huey. Repeatedly wounded, he was bleeding from his arms, legs, back and face, but he refused to be evacuated. Again submitted for the Medal of Honor, his recommendation was downgraded, this time to the Distinguished Service Cross.
Just six weeks later, Howard volunteered to accompany a platoon going into Laos in search of a missing recon man, Robert Scherdin. Ambushed by a large enemy force, Howard was badly wounded, his M-16 blown to bits—yet he crawled to the aid of a wounded lieutenant, fought off NVA soldiers with a grenade, then a .45 pistol, and managed to drag the officer away. Having been burned and slashed by shrapnel, we thought we’d never see him again. But he went AWOL from the hospital and came back in pajamas to learn he’d been again submitted for the Medal of Honor. This time it went forward to Washington, with assurances that it would be approved.
Howard did not know the word, “hopeless.” Many years later he explained his mindset during the Medal of Honor operation: “I had one choice: to lay and wait, or keep fighting for my men. If I waited, I gambled that things would get better while I did nothing. If I kept fighting, no matter how painful, I could stack the odds that recovery for my men and a safe exodus were achievable.”
Although eventually sent home, he came back yet again, to spend with us the final months before his Medal of Honor ceremony. By then he had served more than 5 years in Vietnam. Why so much time in Vietnam? “I guess it’s because I want to help in any way I can,” Howard explained. “I may as well be here where I can use my training; and besides, I have to do it – it’s the way I feel about my job.”
THE WARRIOR TRADITION
The warrior ethic came naturally to Bob Howard. His father and four uncles had all been paratroopers in World War Two. Of them, two died in combat and the other three succumbed to wounds after the war. To support his mother and maternal grandparents, he and his sister picked cotton. He also learned old-fashioned Southern civility, removing his hat for any lady and answering, “Yes, ma’am.”
He also possessed a deep sense of honor and justice, and lived by his unspoken warrior’s code, with the priorities mission, men, and his own interests coming last. He absolutely fit the bill as a leader you’d follow through hell’s gates – IF you could keep up with him. A hard-charging physical fitness advocate, he even had our Montagnard tribesmen running and doing calisthenics.
After draping the Medal of Honor around Howard’s neck, President Nixon asked him what he wanted to do the rest of that memorable day – lunch with the president, a tour of the White House, almost anything. Howard asked simply to be taken to the Tomb of the Unknown Soldier to share his thoughts with others who had gone before him. Tragically, the U.S. media, reflecting the anti-war sentiments of that period, said not one word about Howard or his valiant deeds, although by the time he received the Medal of Honor he was America’s most highly decorated serviceman.
5x7 howardHIS FRAME OF REFERENCE WAS SOG—HARD COMBAT
Despite the lack of recognition, Howard went on serving to the best of his ability. He was the training officer at the Army’s Airborne School, then he was a company commander in the 2nd Ranger Battalion at Ft. Lewis, Washington. He continued to excel at everything he did, making Distinguished Honor Graduate in his Officer Advance Course class.
As the officer-in-charge of Special Forces training at Camp Mackall, near Ft. Bragg, N.C., and later, commanding the Mountain Ranger Training Camp at Dahlonega, Georgia, he did his utmost to inspire young students. Howard’s frame of reference was SOG—hard combat, the toughest kind against terrible odds with impossible missions. He knew good men would die or fail in combat without martial skills, tactical knowledge and physical conditioning. He was famous for leading runs and long-distance rucksack marches— stronger than men half his age, usually he outran entire classes of students. A whole generation of Army Special Forces and Rangers earned their qualifications under his shining example, with some graduates among the senior leaders of today’s Special Forces and Ranger units.
His highest assignment was commander of Special Forces Detachment, Korea. He might have gone higher but he dared to publicly suggest that American POWs had been left in enemy hands, and was willing to testify to that before Congress in 1986. After he retired as a full colonel, he went through multiple surgeries to try to correct the many injuries he’d suffered over the years.
But he could not stop helping GIs. He spent another 20 years with the Department of Veterans Affairs, helping disabled vets. He had a reputation for rankling his superiors as an unapologetic advocate of veterans.
THIS HUMBLE KNIGHT BELONGS TO HISTORY
His spirit never waned. In 2004 I sat with Green Berets of the 1st Special Forces Group at Ft. Lewis, Wash., who laughed and cheered when he joked about still being tough enough to take on any two men in the audience—not one raised his hand. After retiring from the VA, Col. Howard often visited with American servicemen to speak about his combat experiences, making five trips to Iraq and Afghanistan. In the fall of 2009, he visited troops in Germany, Bosnia and Kosovo.
Despite increasing pain and sickness, on Veterans Day 2009 he kept his word to attend a memorial ceremony, but finally he had to seek help. He was diagnosed with terminal pancreatic cancer and given a few weeks to live.
In those final days old Special Forces and Ranger friends slipped past “No Visitors” signs to see him. When SOG vets Ben Lyons and Martin Bennett and a civilian friend, Chuck Hendricks, visited him, Howard climbed from his bed to model the uniform jacket he would be buried in, festooned with the Medal of Honor and rows upon rows of ribbons. A proud Master Parachutist and military skydiver, he showed them the polished jump boots he’d been working on, and asked Bennett to touch up the spit shine. Though his feet might not be visible in his coffin, he wanted that shine just right.
As they left, Col. Howard thanked Bennett, and then saluted him and held his hand crisply to his eyebrow until Bennett returned it. Bob Howard passed away two days before Christmas.
This great hero, a humble knight who was a paragon for all, belongs to history now. He is survived by his daughters Denicia, Melissa and Rosslyn; an Airborne-Ranger son, Robert Jr., and four grandchildren.

@SOLDIER OF FORTUNE MAGAZINE COPYRIGHT    Use only with permissions and credits

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Anti Civil Rights ideas & "Friends" Born again Cynic! Hard Nosed Folks Both Good & Bad This great Nation & Its People Well I thought it was funny!

Tragic: Every Single Bump Stock In Nation Suddenly Lost In Boating Accident

U.S.—In a rash of tragedies all across the United States, every single bump stock in the nation was tragically lost in various boating accidents earlier this week.
Coincidentally, the bump stocks have just been banned by the Trump administration. Since all the bump stocks have been destroyed, it’s now impossible for the ATF to confiscate them or fine people who did not destroy them.
“Well, I guess our job is done,” an ATF representative said. “We were gonna have to make sure people complied with this unilateral executive order, but now I guess we can just harass gun owners for other stuff. Worked out pretty nicely for all of us, I think.”
It’s not clear why gun owners were taking their bump stocks boating. Some have theorized they were using them to fish, or just wanted to make sure they weren’t stolen why they were away. Whatever the case, it’s tragic that the bump stocks are now all at the bottom of lakes, rivers, and oceans from coast to coast.