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Hard Nosed Folks Both Good & Bad I am so grateful!! Leadership of the highest kind Soldiering The Green Machine This great Nation & Its People War Well I thought it was neat!

Damn Right, Thanks Guys!

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All About Guns Fieldcraft War

Practical Marksmanship Lesson


 
If you have a hard time with graphs and charts(Or if you want another trick to remember) I have another trick for you.
Hold your Sight on the Belt Buckle.
Belt Buckle is your point of aim.
At 25 meters/yards its dead on.
At 50 meters/yards it lands in his belly button.
At 100 meters/yards it lands on his solar plexus.
At 150 meters/yards it lands on his upper chest.
At 200 meters yards it lands on his solar plexus.
At 250 meters/yards it Groups around his belly button
At 300 meters/yards it Groups around his belt buckle.
At 300 meters your 2 MOA dot is the size of your Target’s Face and your Irons are about the size of his shoulders.
Level your front sight post on to the chest at his Nipple Line or put that Red Dot’s top apex on the base of the targets neck.
Then… Always fire 3 rounds @ 300 meters/yards or beyond in a slow succession. This is to account for the decrease in terminal velocity(less damage), weapon heat, and for your spread due to inherent MOA.
This process works for match ammo or bulk ammo.
And should be used with both.
It’s best to let your triggers reset be released in a reversed fashion compared to your pull. This will keep you steady and wise during firing.
Now the Formula is.
300 meters/yards is “dead on”
350 meters/yards groups on the solar plexus area.
400 meters/yards groups on the belly button.
450 meters yards groups on the belt buckle.
500 meters/yards groups on the thighs.
550 meters/yards groups on the knees.
600 on the feet.
Now. Past 600 is alot harder to shoot on the fly than you think because of wind and your angle. You need to fire 5 rounds slowly and methodically at any range past 600 meters or yards with any 5.56 round.
FYI this is called the “Fly Formula” for letting lead fly on the fly at multiple targets.
You need to level your Irons on your target’s “head” to get a pelvis/guts/chest group @ 600 meters.
If you can see that far good for you. I can as I am blessed with the gift of uncorrected 20/20 vison. Some people are not or no longer with age. Buy a scope. ACOG works great. So do traditional scopes.
Ignore 650, 750, 850, and 950 meters.
Just add a “head” to each point of aim at 700, 800, 900, and 1000 yards.
Fire your 5 rounds very carefully. You can fire 2-3 rounds before your target even hears it at these distances.
This works very well. You should get 2-3 hits out of 5 rounds at 600 meters. And probably 1-2(probably 1) @ 1,000
And that’s all. I used to be a SDM in Sadr City, Baghdad. So fuck you if you disagree. This shit works.
I just taught you how to kill bad guys like a real meat eater.
Sips Tea*
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Darwin would of approved of this! Dear Grumpy Advice on Teaching in Today's Classroom Hard Nosed Folks Both Good & Bad Leadership of the highest kind The Green Machine War

A Great Example of panic looks like!

Now a lot of folks think that panic means a person running around like a chicken with its head chopped off. Now based on my experience.
It mostly is not. Instead it takes the form of the mind just shutting down from the over flow of information & raw fear. The bottom line is that it takes a lot of guts to summon forth from that inner bank to over come this.
For Example, The Spanish have a saying. “He was brave that day”. Meaning that courage is not a inexhaustible well. That it can & will run dry. If not given time to recover & regroup once in a while.
Also sadly a large proportion of the population. Do NOT have a huge amount of this inner strength needed. Otherwise the Army or Marine Corp would not need a large NCO & Officer Corp.
The Army started to learn this during the true Holocaust of WWI. When it began to run into what is now called P.T.S.D. or as I like to call it Combat Fatigue.
This problem started when a large number of troops basically broke down mentally. After X amount of days on the front line.
It was also calculated that if even the most stout hearted trooper survived that long. Almost all troops would have a complete Mental Breakdown after a year of combat experience.
Anyways this is what I think happened at Foy. That & Winters did as usual the right thing. Grumpy

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The Green Machine War

M4 Sherman Tank – Crew tell how shocking it was

https://youtu.be/Ns6l7sCoWX4

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Hard Nosed Folks Both Good & Bad Leadership of the highest kind Stand & Deliver The Green Machine This great Nation & Its People War

The Eight Essential Characteristics of Officership A Guest Post by Nathan Player

Player Photo.jpg
 
I wrote this article while sitting in a hotel room in Madrid contemplating how I got here. I was visiting the Spanish and Portuguese militaries as part of my experience in the Army’s Schools of Other Nations (SON) Program. I have spent the last nine months studying at the Colombian Superior School of War, and I sometimes pinch myself to make sure I am not dreaming.
In 2007, if you told 2LT Player, a “CHEMO” for 3-7 Field Artillery, what the next decade would look like, he would have told you to stop teasing him because he had to finish the USR.
I am confident about what he would have said, because I am him, just ten years later. However, in the next ten years, I served in multiple leadership positions at the platoon and company level. I also served in a joint special operations unit, taught ROTC, and was selected to attend a foreign service’s ILE.
I arrived at my first assignment at Schofield Barracks with doom and gloom ringing in my ears. During my Basic Officer Leader Course, my small group leader told me that as a 74A headed to the 25thInfantry Division, I most likely would not have a chance to lead and it would be a constant struggle to be viewed as a serious professional.
Fortunately, the battalion operations officer changed my outlook during our initial counseling session. He listened intently as I told him my concerns of being “stuck on staff” and my desire to lead a platoon.  He said: “There is no such thing as a bad branch, only bad officers.”
He went on to say that if I wanted to lead Soldiers, I needed to demonstrate my leadership potential by performing well. He had a good point. In the Army, we do not always have control over duty assignments, but we have complete control over our performance. I committed myself to earning the right to lead Soldiers and developing the skills and attributes required for success.
As a result, I discovered what I consider the “Eight Essential Characteristics of Officership.”
LEAD
Leadership is more than knowing where you are, where you want to go, and how you are going to get there. Leading includes inspiring others to take the journey with you.
All officers are leaders, regardless of duty position. You must be ready to make decisions, move the mission forward, and lead by example.
Great leaders never ask a subordinate to make a sacrifice that he or she is not willing to make. If we hold ourselves to the same standard that we hold our Soldiers, they will strive to meet or exceed that standard.
LISTEN
Keep an open mind and seek advice. Every team has experienced members that are an extremely valuable resource.
These team members can provide historical examples of past issues and help guide your decisions. But first, you must be approachable and willing to listen.
SUPPORT YOUR COMMANDER
An officer who understands mission command and commander’s intent is worth 10 officers who don’t. When you are given a legal and lawful order, execute and stay within your limits.
When a commander decides on a course of action, it is not your place to second guess. We advise and make recommendations, commanders make decisions and assume the risks.
LEARN AND IMPROVE
Superior leaders are acutely aware of their strengths and weaknesses. They actively build on their strengths and improve upon their weaknesses.
Complacency is a fatal leadership flaw and we should never find comfort in remaining stagnant. This goes for every aspect of the profession of arms. Make realistic and achievable goals and then work to achieve them.
REQUIRE MINIMUM SUPERVISION
Officers who require constant oversight are detrimental to high op tempo organizations that operate in complex environments.
Valuable members of the team understand their responsibilities and execute with little supervision. Asking for the occasional azimuth check is important, but don’t inundate your boss with questions you should be able to answer yourself.
COUNSEL SUBORDINATES
Counseling is the most important tool that leaders have at their disposal. Clearly communicating expectations and standards provides a baseline for measuring performance and ensures that both the rater and rated officer understand expectations.
This is especially important when managing your rater profile and justifying the contents of evaluation reports for both officers and NCOs.
ENSURE THE SUCCESS OF YOUR SUBORDINATES
Leaders who take a genuine interest in their subordinates will see their teams achieve amazing feats. This goes hand in hand with counseling.
You must get to know your Soldiers and help them personally and professionally. Find out their goals and help develop a plan to achieve them. If you take care of your Soldiers, they will always take care of the mission.
BE A STUDENT OF HISTORY
As a professional, you must immerse yourself in your profession. Military history is full of lessons and examples that you can compare to your situation.
“Top block” officers read history and apply it regularly in their work. Taking the time to learn from the past will increase your ability to answer the tough questions when they arise.
While the above list is by no means comprehensive, Officers who adhere to these principals will be given the opportunity for increased responsibility.
The Army needs and rewards good leaders. If you strive to be a true professional, take care of your Soldiers, and solve problems within the commander’s intent, your branch won’t matter. You will have an amazing Army Story, even as a “CHEMO.”
Major Nathan Player is currently a student at the Superior School of War in Bogota Colombia. He is assigned to 3rd Special Forces Group at Fort Bragg following graduation. He has 13 years of combined enlisted and officer service, has commanded at the O3 Level, and has served in various Joint Staff and professional education assignments.

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Hard Nosed Folks Both Good & Bad The Green Machine War

The Ghost of Black Jack Pershing: the US Army and the Centennial of WWI


It’s the 100th anniversary of the U.S. participation in World War I, as many of you know. The Department of Defense has tapped the Army to lead the way for the whole organization when it comes to centennial activities and planning, because – let’s face it – it was an Army run show.
Yes, the Navy did yeoman’s (pun intended) duty at sea, protecting shipping lanes and doing Navy things. And yes, the Marines were there too at Belleau Wood, but only with a few regiments.
The Air Force did not exist yet, the so the Army gets to take credit for all the bad-ass aviators like Frank Luke and Eddie Rickenbacker. So yes, it does make sense for the Army to be the DOD lead for commemoration activities.

But with great power comes great responsibility, as we all learned from watching every superhero movie ever. So let this be a cautionary tale for the Army to avoid the specter of Pershing. What do I mean by that? Avoid the errors that Pershing make during the war. Let me explain.

In 1917, the first four American divisions in France were the 1st, 26th, 2nd, and 42nd Divisions. The 1st and 2nd were Regular Army – although that name belied the fact that huge numbers of men in the divisions were green recruits who had been brought in to get the units up to war strength.

The 26th and 42nd were both National Guard outfits. The 26th was from New England while the 42nd was from, well, it was from everywhere. These four divisions came to be known as the “Old Reliables,” since they would be in action more than any other divisions.

And together, they accounted for 30% of all the casualties taken in the American Expeditionary Force. On paper, their achievements were fairly similar. Each took a boatload of casualties, each advanced 20-30 miles under fire, and they were the four top divisions with the most time in front-line service.

And yet their commander, General John Pershing, had eyes for only one division: the Fighting First.

Now, this isn’t to say that the 1st Division didn’t merit the adulation that Pershing heaped on it; it had to earn its nickname as the Fighting First the hard way. But the problem was that Pershing showed his appreciation of the 1st Division to the exclusion of all the rest. And there were some reasons for that.

Let’s start with the obvious: Pershing was not fond of the National Guard. He actually publically called them the “boy scouts” and criticized them for their “village spirit.”

Thousands of Guardsmen would never forgive him for that. Pershing had special animosity towards the commander of the 26th Division, Major General Clarence Edwards, who he viewed as a political general because of his friendship with President Taft. Edwards didn’t make things easier on himself by not knowing when to shut up.

As the war went on, Pershing grew more and more irritated with Edwards, and consequently took his feelings for him out on the 26th.

And then there was the 42nd. The 42nd Division was composed of National Guard units from all across the U.S. rather than one specific region. Pershing had planned to use the 42nd as a replacement division rather than a combat division.

But the 42nd’s commander, Major General William Mann, managed to pull some political strings and kept the 42nd as a combat unit – probably with some help from his chief of staff, Colonel Doug MacArthur. Pershing was not a man to back down from a good ol’ fashioned Army grudge, and so the 42nd went into his naughty book as well.

All well and good, that accounts for the National Guard divisions. And you know, those ones almost make sense – in a messed up way – because there’s long been a mistrust between the Regular Army and the National Guard. A mistrust that I would hope had disappeared by 2017, but here we are.

The unexpected one was the 2nd Division. The fault of the 2nd Division was that it contained the Marine Brigade.

And the fault of the Marine Brigade was that they were reported on. See, during the severe fighting in June of 1918, the 2nd Division was thrown in the way of the German advance on Paris.

The Marine Brigade was tasked with taking a tree-covered height called Belleau Wood, while the Army infantry regiments in the division fought alongside the woods. Nearby, the 3rd Division was fighting around Chateau-Thierry.

In fact, U.S. Divisions were holding front line sectors everywhere, really getting engaged in serious combat. This was some of the first, prolonged fighting that saw Americans on the offensive and so reporters wanted to capture it.

But the censors were quick to knock down anything that was too specific, especially unit names. However, one reporter managed to get in a story about the Marines at Belleau Wood – some say that he had been wounded and was thought to be on his deathbed and so the censors let it pass.

For whatever the reason, a story appeared about the action, and since only Marines were be named, it appeared that the Marine Corps was winning World War I on its own. Now, do you think Pershing handled this well?

That’s a big ol’ nope. He exploded, and his resulting dislike for the Marines set relationships between the services back by about 50 years.

So Pershing favored his 1st Division. His headquarters – G.H.Q. at Chaumont – essentially became the Fighting First fan club. They got the most replacements, they got the spots of honor, and, hell, he tried to fix it so that the 1st Division would be the outfit to seize the iconic city of Sedan.

Sedan was the site of an embarrassing French defeat in the Franco-Prussian War, and held immense symbolism for the French Army.

Never mind that the 42d Division was closest, Pershing sent the 1st Division racing for Sedan until the U.S. First Army commander General Hunter Liggett heard of the news and angrily countermanded the order. Eventually the French were allowed to retake their city, despite Pershing’s best efforts.

They say that history is written by the victors. There’s a very strong element of truth in that. One could also say that history is written by the well-connected. With an Allied and U.S. victory – the U.S. wasn’t part of the Alliance – Pershing’s star had never been higher.

He was the commander of the victorious A.E.F., the man who led America’s first armies on European soil. And so it was that when the post-war histories were written, Pershing’s axe that he had been grinding since 1917 was unleashed on the manuscripts.

There are dozens of works on the 1st Division, all very easy to find and by some prominent authors. And again, I want to take away nothing from the 1st Infantry Division: they earned all the plaudits they received.

There are quite a few on the 42nd given that it was from everywhere, although many are from locals. For the 26th, only local histories were ever written.

And for the 2nd, well, try searching “2nd Division in World War I” in Google Books; there ain’t much. Now, Google, “Marines at Belleau Wood” and you’ll have enough paper to build your own house with. This gives you an idea of the historiography of the U.S. experience in World War I.

Fast forward now to 2017, where I would ask that the Army not turn into GHQ all over again. Remember the National Guard. Remember the National Army. Hell, don’t let the Marines have Belleau Wood, as usual.

And again, not to take anything away from the Marine Brigade, but only focusing on them forgets the three Army infantry regiments, three Army artillery regiments, and the Army engineer regiment that were also engaged in Belleau Wood.

Let’s remember the Total Force – see, I can do buzzwords too – during the Centennial, and not just a few active duty divisions. Let the ghost of Pershing lie.

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A Victory! Soldiering The Green Machine War

Peleliu Beach Landing – Sept. 15 1944 – Orange Beach II

https://youtu.be/LJeA4fpXwM0Image result for Peleliu Beach Landing - Sept. 15 1944 - Orange Beach II

To paraphrase General Patton, what a waste of Fine Infantry. In my humble opinion.
As the 1st Marine Division was one of Americas best Division. In my opinion was in the same league of the following units of WWII America.
Like the Big red One US Army 1st ID (Infantry Division) , The 3rd ID, 4th Armored Division, The 82nd Airborne, the 101st Airborne Division or the 2nd Marine Division.
So to waste such a fine unit for a very questionable target like Peleliu. Which turned out to be of very questionable use later on.
Leads me to question the Brasses thinking. Yeah I know its easy to do this in hind sight.  But other folks at the time also asked the sames questions.
Your comments on this subject are welcome! Grumpy

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Gun Info for Rookies War

Fred Reed on War

A Vet Remembers
A Bad Mood, a Six-Pack, and a Typewriter
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Three Men Soldier Statue at the Vietnam Wall Memorial in the Mall in Washington DC.

Three Men Soldier Statue at the Vietnam Wall Memorial in the Mall in Washington DC.

 

This column is on lactation and isn’t going to write a damned word until half-October. People are talking about some Vietnam series by Ken Burns, I think it is .I saw the original, so I’ll pass. But if we want opinions, I’ll contribute from long ago.

Harper’s, December, 1980

I begin to weary of the stories about veterans that are now in vogue with the newspapers, the stories that dissect the veteran’s psyche as if prying apart a laboratory frog — patronizing stories written by style-section reporters who know all there is to know about chocolate mousse, ladies’ fashions, and the wonderful desserts that can be made with simple jello. I weary of seeing veterans analyzed and diagnosed and explained by people who share nothing with veterans, by people who, one feels intuitively, would regard it as a harrowing experience to be alone in a backyard. Week after week the mousse authorities tell us what is wrong with the veteran. The veteran is badly in need of adjustment, they say — lacks balance, needs fine tuning to whatever it is in society that one should be attuned to. What we have here, all agree, with omniscience and veiled condescension, is a victim: The press loves a victim. The veteran has bad dreams, say the jello writers, is alienated, may be hostile, doesn’t socialize well — isn’t, to be frank, quite right in the head.

But perhaps it is the veteran’s head to be right or wrong in, and maybe it makes a difference what memories are in the head. For the jello writers the war was a moral fable on Channel Four, a struggle hinging on Nixon and Joan Baez and the inequities of this or that. I can’t be sure. The veterans seem to have missed the war by having been away in Vietnam at the time and do not understand the combat as it raged in the internecine cocktail parties of Georgetown.

Still, to me Vietnam was not what it was to the jello writers, not a ventilation of pious simplisms, not the latest literary interpretation of the domino theory. It left me memories the fashion writers can’t imagine. It was the slums of Truong Minh Ky, where dogs’ heads floated in pools of green water and three-inch roaches droned in sweltering back-alley rooms and I was happy. Washington knows nothing of hot, whore-rich, beery Truong Minh Ky. I remember riding the bomb boats up the Mekong to Phnom Penh, with the devilish brown river closing in like a vise and rockets shrieking from the dim jungle to burst against the sandbagged wheelhouse, and crouching below the waterline between the diesel tanks. The mousse authorities do not remember this. I remember the villa on Monivong in Phnom Penh, with Sedlacek, the balding Australian hippie, and Naoki, the crazy freelance combat photographer, and Zoco, the Frenchman, when the night jumped and flickered with the boom of artillery and we listened to Mancini on shortwave and watched Nara dance. Washington’s elite do not know Nara. They know much of politicians and of furniture.

If I try to explain what Vietnam meant to me — I haven’t for years, and never will again — they grow uneasy at my intensity. “My God,” their eyes say, “he sounds as though he liked it over there. Something in the experience clearly snapped an anchoring ligament in his mind and left him with odd cravings, a perverse view of life — nothing dangerous, of course, but… The war did that to them,” they say. “War is hell.”

Well, yes, they may have something there. When you have seen a peasant mother screaming over several pounds of bright red mush that, thanks to God and a Chicom 107, is no longer precisely her child, you see that Sherman may have been on to something. When you have eaten fish with Khmer troops in charred Cambodian battlefields, where the heat beats down like a soft rubber truncheon and a wretched stink comes from shallow graves, no particular leap of imagination is necessary to notice that war is no paradise. I cannot say that the jello writers are wrong in their understanding of war. But somehow I don’t like hearing pieties about the war from these sleek, wise people who never saw it.

There were, of course, veterans and veterans. Some hated the war, some didn’t. Some went around the bend down in IV Corps, where leeches dropped softly down collars like green sausages and death erupted unexpected from the ungodly foliage. To men in the elite groups — the Seals, Special Forces, Recondos, and Lurps who spent years in the Khmer bush, low to the ground where the ants bit hard — the war was a game with stakes high enough to engage their attention. They liked to play.

To many of us there, the war was the best time of our lives, almost the only time. We loved it because in those days we were alive, life was intense, the pungent hours passed fast over the central event of the age and the howling jets appeased the terrible boredom of existence. Psychologists, high priests of the mean, say that boredom is a symptom of maladjustment; maybe, but boredom has been around longer than psychologists have.

The jello writers would say we are mad to remember fondly anything about Nixon’s war that Kennedy started. They do not remember the shuddering flight of a helicopter high over glowing green jungle that spread beneath us like a frozen sea. They never made the low runs a foot above treetops along paths that led like rivers through branches clawing at the skids, never peered down into murky clearings and bubbling swamps of sucking snake-ridden muck. They do not remember monsoon mornings in the highlands where dragons of mist twisted in the valleys, coiling lazily on themselves, puffing up and swallowing whole villages in their dank breath. The mousse men do not remember driving before dawn to Red Beach, when the headlights in the blackness caught ghostly shapes, maybe VC, thin yellow men mushroom-headed in the night, bicycling along the alien roads. As nearly as I can tell, jello writers do not remember anything.

Then it was over. The veterans came home. Suddenly the world seemed to stop dead in the water. Suddenly the slant-eyed hookers were gone, and the gunships and the wild drunken nights in places that the jello writers can’t imagine. Suddenly the veterans were among soft, proper people who knew nothing of what they had done and what they had seen, and who, truth be told, didn’t much like them.

Nor did some of us much like the people at home — though it was not at first a conscious distaste. Men came home with wounds and terrible memories and dead friends to be greeted by that squalling she-ass of Tom Hayden’s, to find a country that, having sent them to Viet Nam, now viewed them as criminals for having been there. Slowly, to more men than will admit to it, the thought came: “These are the people I fought for?” And so we lost a country.

We looked around us with new eyes and saw that, in a sense the mousse people could never understand, we had lost even our dignity. I remember a marine corporal at Bethesda Naval Hospital who, while his wounds healed, had to run errands for the nurses, last year’s co-eds. “A hell of a bust,” he said with the military’s sardonic economy of language. “Machine gunner to messenger boy.”

It wasn’t exactly that we didn’t fit. Rather, we saw what there was to fit with — and recoiled. We sought jobs, but found offices where countless bureaucrats shuffled papers at long rows of desks, like battery hens awaiting the laying urge, their bellies billowing over their belts. Some of us joined them but some, in different ways, fled. A gunship pilot of my acquaintance took to the law, and to drink, and spent five years discovering that he really wanted to be in Rhodesia. Others went back into the death-in-the-bushes outfits, where the hard old rules still held. I drifted across Asia, Mexico, Wyoming, hitchhiking and sleeping in ditches until I learned that aberrant behavior, when written about, is literature.

The jello writers were quickly upon us. We were morose, they said, sullen. We acted strangely at parties, sat silently in corners and watched with noncommittal stares. Mentally, said the fashion experts, we hadn’t made the trip home.

It didn’t occur to them that we just had nothing to say about jello. Desserts mean little to men who have lain in dark rifle pits over Happy Valley in rainy season, watching mortar flares tremble in low-lying clouds that flickered like the face of God, while in the nervous evening safeties clicked off along the wire and amtracs rumbled into alert idles, coughing and waiting.

Once, after the GIs had left Saigon, I came out of a bar on Cach Mang and saw a veteran with a sign on his jacket: VIET NAM: IF YOU HAVEN’T BEEN THERE, SHUT THE FUCK UP. Maybe, just maybe, he had something.

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Allies Cops Fieldcraft Hard Nosed Folks Both Good & Bad Soldiering Stand & Deliver War

Some seriously bad ass Cops in the worst Neighborhood in the World

“WE TRY TO LEARN EVERY TERRORIST ATTACK”: INSIDE THE TOP-SECRET ISRAELI ANTI-TERRORISM OPERATION THAT’S CHANGING THE GAME

Governments around the world are quietly turning to YAMAM, Israel’s special police force, for help with their most intractable security problems. And now, elite commandos publicly reveal the tactics that have made it one of the most fearsome counterterrorism units in the world.
Tel Aviv, Israel. December 2017. YAMAM rappellers simulate retaking a skyscraper from terrorists.
Video still by Adam Ciralsky.

I PURSUED MY ENEMIES AND OVERTOOK THEM; I DID NOT TURN BACK UNTIL THEY WERE DESTROYED. —PSALM 18:37 (MOTTO OF ISRAEL’S CLANDESTINE COUNTERTERROR SQUAD)

On a spring evening in late April, I traveled to a fortified compound in the Ayalon Valley between Tel Aviv and Jerusalem. The location is not identified on Waze, the Israeli-built navigation tool, and so, as far as my app-addled cabdriver was concerned, it does not exist.

Then again, the same could be said for its inhabitants: YAMAM, a band of counter terror operatives whose work over the last four decades has been shrouded in secrecy.

Upon arrival at the group’s headquarters, which has all the architectural warmth of a supermax, I made my way past a phalanx of Israeli border police in dark-green battle-dress uniforms and into a blastproof holding pen where my credentials were scanned, my electronic devices were locked away, and I received a lecture from a counter-intelligence officer who was nonplussed that I was being granted entrée to the premises. “Do not reveal our location,” he said. “Do not show our faces. And do not use our names.”

Then he added, grimly, and without a hint of irony, “Try to forget what you see.”

YAMAM is the world’s most elite—and busiest—force of its kind, and its expertise is in high demand in an era when ISIS veterans strike outside their remaining Middle East strongholds and self-radicalized lone wolves emerge to attack Western targets. “Today, after Barcelona,” says Gilad Erdan, who for the past three years has been Israel’s minister for public security, “after Madrid, after Manchester, after San Bernardino—everyone needs a unit like YAMAM.” More and more, the world’s top intelligence and police chiefs are calling on YAMAM (a Hebrew acronym that means “special police unit”). During his first month on the job, recalls Erdan, “I got requests from 10 countries to train together.”

I made my way to the office of YAMAM’s 44-year-old commander, whose name is classified. I am therefore obliged to refer to him by an initial, “N,” as if he were a Bond character. N’s eyes are different colors (the result of damage sustained during a grenade blast). His shaved head and hulking frame give him the vibe of a Jewish Vin Diesel. At his side, he keeps an unmuzzled, unbelievably vicious Belgian shepherd named Django.

I made my way to the office of YAMAM’s 44-year-old commander, whose name is classified. I am therefore obliged to refer to him by an initial, “N,” as if he were a Bond character. N’s eyes are different colors (the result of damage sustained during a grenade blast).

His shaved head and hulking frame give him the vibe of a Jewish Vin Diesel. At his side, he keeps an unmuzzled, unbelievably vicious Belgian shepherd named Django.

Near Tel Aviv, Israel. March 1978. The aftermath of a bus assault by P.L.O. guerrillas, which claimed the lives of 37 Israelis and wounded 71.

Photograph by Shmuel Rachmani/AP Images.

Last fall, Israeli officials agreed to provide Vanity Fair unprecedented access to some of YAMAM’s activities, facilities, and undercover commandos.

When I asked N why his superiors had chosen to break with their predecessors’ decades of silence, he gave an uncharacteristically sentimental response: “It’s important for operators’ families to hear about our successes.” (Field “operators,” as they are called, are exclusively male; women sometimes serve in intelligence roles.) N does not discount less magnanimous reasons for cooperating, however.

First, YAMAM has devised new methodologies for responding to terrorist incidents and mass shootings, which it is sharing with its counterparts across the globe. (More on this shortly.) Second, Israel, as an occupying power, faces international condemnation for its heavy-handed approach toward the Palestinians; as a result, some top officials evidently felt it was time to reveal the fact that governments—including a few of Israel’s more vocal critics on the world stage—often turn to them, sotto voce, for help with their most intractable security problems. And last come the bragging rights—perhaps the unit’s most meaningful rationale.

YAMAM, it so happens, recently won a bitter, 40-year bureaucratic battle with Sayeret Matkal, a secretive special-forces squad within the Israel Defense Forces (I.D.F.). Sayeret Matkal was formerly the ne plus ultra in this realm; indeed, Vanity Fair, in an article published right after the 9/11 attacks, called the group “the most effective counterterrorism force in the world.”

It counts among its alumni political leaders, military generals, and key figures in Israel’s security establishment. And yet, when Prime Minister Benjamin Netanyahu, a Sayeret Matkal veteran, had to quietly designate one unit to be the national counterterror A-team, he chose YAMAM over his old contingent, which specializes in long-distance reconnaissance and complex overseas missions.

Netanyahu’s decision, supported by some of the prime minister’s fiercest foes, had all the sting of President Barack Obama’s selection of the navy’s SEAL Team Six (over the army’s Delta Force) to conduct the 2011 raid on Osama bin Laden’s compound in Abbottabad, Pakistan. YAMAM is part of the national police force—not the military or the Mossad, which is Israel’s C.I.A., or the Shin Bet, the country’s domestic-security service, which is more akin to Britain’s M.I.5.

And yet, in recent months, the Israeli-Palestinian conflict has blurred some of the lines between these agencies’ duties. YAMAM’s primary focus involves foiling terror plots, engaging militants during attacks, combating crime syndicates, and blunting border incursions.

In contrast, the military, in addition to protecting Israel’s security, is often called upon to respond to West Bank demonstrations, using what human-rights activists often consider excessive force. But as Hamas has continued to organize protests along the fence that separates Israel and Gaza, I.D.F. snipers have been killing Palestinians, who tend to be unarmed.

What’s more, Hamas has sent weaponized kites and balloons into Israel, along with mortar and rocket barrages, prompting devastating I.D.F. air strikes. While members of the YAMAM have participated in these missions as well, they have largely played a secondary role.

Off and on for a year, I followed N and his team as they traveled, trained, and exchanged tactics with their American, French, and German counterparts on everything from retaking passenger trains to thwarting complex attacks from cadres of suicide bombers and gunmen firing rocket-propelled grenades.

YAMAM’s technology, including robots and Throwbots (cameras housed in round casings that upright themselves upon landing), is dazzling to the uninitiated. But so are the stats: YAMAM averages some 300 missions a year.

According to N, his commandos have stopped at least 50 “ticking time bombs” (suicide bombers en route to their targets) and hundreds of attacks at earlier stages.

“I’ve been out with the YAMAM on operations,” John Miller, the New York Police Department’s deputy commissioner of intelligence and counterterrorism, told me in his office, a few blocks from the World Trade Center. “There are a lot of outfits that have a lot of knowledge and do a lot of training, but that’s different from a lot of experience.” He pointed out that for every terrorist attack in Israel that makes the news, there are 10 that are prevented by YAMAM acting on perishable intelligence provided by Shin Bet.

Avi Dichter agrees wholeheartedly. After serving in Sayeret Matkal, he joined the Shin Bet and in 2000 rose to become its director. He now chairs the Committee on Defense and Foreign Affairs in the Knesset, Israel’s parliament.

For years, he admitted, counterterrorism officials shared only a portion of their most sensitive intelligence with covert operatives, out of fear of its being compromised.

Now, Dichter says, YAMAM representatives sit in Shin Bet’s war room to ensure they have the full picture. “It took us a long time to understand that you can’t keep information from the unit you’re asking to perform a mission, because what they don’t know may undermine the entire operation.”

When I asked him how he would describe the unit to outsiders, he said, “YAMAM is a special-operations force that has the powers of the police, the capabilities of the military, and the brains of Shin Bet.” They are, in effect, the spy agency’s soldiers.

NOWADAYS, SOME TERRORISTS AREN’T INTERESTED IN NEGOTIATIONS OR EVEN SURVIVAL.

The N.Y.P.D.’s Miller, for his part, claimed U.S. law-enforcement agencies benefit from YAMAM’s successes. A former journalist, who once interviewed bin Laden, Miller maintained, “You can learn a lot from the YAMAM about tactics, techniques, and procedures that, when adapted, can work in any environment, including New York.

It’s why we go to Israel once or twice a year—not just to see what we’ve seen before but to see what we’ve seen before that they’re doing differently. Because terrorism, like technology—and sometimes because of technology—is constantly evolving. If you’re working on the techniques you developed two years ago, you’re way out of date.”

Kirstjen Nielsen, Trump’s secretary of Homeland Security, concurs: “We have a lot to learn from [Israel—YAMAM in particular] in terms of how they use technology as a force multiplier to combat an array of threats. Over the last 15 years, we at D.H.S. have partnered with them on almost every threat.”

A NEW PARADIGM

“I saw a few Hollywood movies about fighting terrorism and terrorists,” N said. “But the reality is beyond anything you can imagine.” Back in the States, I trailed him and his entourage, who met with the L.A. County Sheriff’s Department’s Special Enforcement Bureau, as well as New York City’s Emergency Service Unit, which falls under Miller. “Terror organizations used to take hostages because they wanted to achieve a prisoner exchange; now they’re trying to do something different,” N observed, remembering a bygone era when terrorism was a violent means of achieving more concrete political ends.

The conventional wisdom for how to deal with fast-moving terrorist incidents has evolved over time, most notably in hostage situations. Since the 1960s and 70s, first responders have sought to establish a physical boundary to “contain” an event, engage the perpetrators in dialogue, draw out negotiations while formulating a rescue plan, then move in with a full team. Similar principles were adapted for reacting to kidnappers, emotionally disturbed individuals, and mass-casualty incidents.

But over the last 20 years—a period that dovetails with N’s rise from recruit to commander—he and his colleagues have come to treat terror attacks the way doctors treat heart attacks and strokes. There is a golden window in which to intervene and throw all their energy and resources at the problem.

While units in the U.S. have tended to arrive on the scene, gauge the situation, secure a perimeter, and then call in specialists or reinforcements, YAMAM goes in heavy, dispatching self-contained squadrons of breachers, snipers, rappellers, bomb techs, dog handlers, and hostage negotiators.

Metaphorically speaking, they don’t send an ambulance to stabilize a patient for transport. They send a hospital to ensure survival on scene. Moreover, they establish mobile units with clear lines of authority, not an array of groups with competing objectives. These teams can rove and respond, and are not unduly tethered to a central command base.

“The active shooter changed everything,” John Miller elaborated. Nowadays, the terrorist or mass murderer isn’t interested in negotiations or even survival. “He is looking for maximum lethality and to achieve martyrdom in many cases.”

Because of this, the response teams’ priorities have shifted. The primary objective, said Miller, echoing YAMAM’s strategy, “is to stop the killing. That means to use the first officers on the scene whether they’re specialized or not. The other part is to stop the dying.

How do you then set parameters inside as the people are chasing the threat, going after the sound of gunfire, engaging the gunman? How do you get to those people who are wounded, who are still viable, who could survive?

American law enforcement has struggled with [this] since the Columbine case”—when responders waited too long to storm in. “We’ve got to get inside within 20 minutes. It can’t be within the golden two hours—or it’s not golden.”

Major O, the 37-year-old who commands YAMAM’s sniper team, explained that one of the unit’s signature skills is getting into the assailant’s mind-set. “We try to learn every terrorist attack everywhere in the world to find out how we can do it better,” he noted. “Our enemies are very professional, too, and in the end they are learning. They try to be better than us.”

To maintain its edge, YAMAM, after analyzing far-flung incidents, fashions its training to address possible future attacks.

In the time that I spent with the operators, they rappelled down a Tel Aviv skyscraper and swooped into an office dozens of floors below, testing alternative ways that responders might have confronted last year’s Las Vegas attack in which a lone gunman on the 32nd floor of the Mandalay Bay hotel fired more than a thousand rounds at concertgoers, killing 58.

A YAMAM squad also spent hours on a dimly lit platform taking over a stationary Israeli passenger train—alongside members of France’s elite Groupe d’Intervention de la Gendarmerie Nationale. (The French had come to Israel, in part, to practice such maneuvers, evidently mindful of 2015’s Thalys rail attack, which recently found its way to the big screen in Clint Eastwood’s The 15:17 to Paris).

And at a telecommunications facility north of Tel Aviv, Israeli operatives simulated a nighttime mission with Germany’s vaunted Grenzschutzgruppe 9, facing multiple gunmen and explosions in all directions. Taking it all in, I felt like I had unwittingly been cast as an extra in a Michael Bay movie.

As they briefed their European guests, the YAMAM team preached its gospel of never allowing the perfect to be the enemy of the good. “To be relevant and to win this battle, sometimes you must go with 50 percent or 70 percent knowledge and intelligence,” N said.

As he considered what his counterparts faced at places such as Orlando’s Pulse nightclub or the Bataclan concert hall, in Paris, N asserted that in today’s scenarios, unlike those in the 20th century, “we don’t have the privilege of time. You must come inside very fast because there are terrorists that are killing hostages every minute.”

Dimona, Israel. March 1988. The so-called Mothers’ Bus attack, in which three nuclear-research workers were executed by P.L.O. terrorists.

From Polaris.

THE SECOND DIRECTIVE

The inside story of YAMAM’s genesis has not been told by its leaders, until now.

In 1972, during the Summer Olympics in Munich, members of the Palestinian group Black September kidnapped and murdered 11 Israeli teammates.

The cold-blooded attack—and Germany’s botched response—prompted Israel’s prime minister Golda Meir to initiate Operation Wrath of God, sending hit squads to track down and kill the group’s organizers and others (later depicted in Steven Spielberg’s Munich).

And though it may have escaped public attention, a secret second directive would go forth as well, which ordered the establishment of a permanent strike force to deter or defeat future attacks.

This mandate would not be realized until two years later, after terrorists sneaked across the border from Lebanon, killed a family of three, and took over an elementary school in Ma’alot with 105 students and 10 teachers inside—hoping to negotiate for the release of their brethren held in Israeli prisons.

Sayeret Matkal raced to the scene and mounted a disastrous rescue attempt. Twenty-one students perished. Addressing the Knesset, Meir exclaimed, “The blood of our children, the martyrs of Ma’alot, cries out to us, exhorting us to intensify our war against terrorism, to perfect our methods.”

Following the attack, counterterrorism responsibilities—especially the delicate art of hostage rescue—shifted from the I.D.F. to a new police unit, initially dubbed the “Fist Brigade” and, later, YAMAM. Chronically underfunded, ostracized by the military, and deemed an unknown quantity by the intelligence services, the unit was a backwater.

That is, until Assaf Hefetz was put in charge. He was a well-regarded I.D.F. paratrooper with important friends, among them future prime minister Ehud Barak. Hefetz had supported the April 1973 operation in which Barak—famously disguised as a woman—infiltrated Beirut and killed several Palestine Liberation Organization leaders as part of Israel’s ongoing retaliation for Munich.

Hefetz professionalized YAMAM, persuading skilled soldiers to join his new police commando unit—whose work was a secret to all but a handful of Israelis.

In May, I visited Hefetz, aged 74, in the seaside hamlet of Caesarea and found a man with the body of a 24-year-old and the hearing of a 104-year-old.

Like many of his generation of Israelis, he speaks his mind without regard for how his words may land. “After 18 months, I had recruited and trained three platoons, and I knew that my unit was much better than the army,” he insisted.

“But I was the only person in the country who thought so.” In due course, he found an eager partner in the spymasters of Shin Bet, who agreed to let YAMAM try its hand at the treacherous work of neutralizing suspected terrorists.

Still, it was Hefetz, personally, who first put YAMAM on the map. On the morning of March 11, 1978, armed guerrillas arrived on Zodiac boats from Lebanon, coming ashore near Haifa.

Once inland, they encountered and murdered an American named Gail Rubin, whose close relative happened to be Abraham Ribicoff, a powerful U.S. senator. Next, they flagged down a taxi, murdered its occupants, then hijacked a bus.

Traveling south along the picturesque coastal highway, they threw hand grenades at passing cars and shot some of the bus passengers. The attack was timed in hopes of disrupting peace talks between Israel’s prime minister Menachem Begin and Egyptian president Anwar Sadat.

The rolling pandemonium came to a halt at a junction north of Tel Aviv. “When I arrived, my unit was [still] an hour away,” Hefetz recalled. The bus had stopped, but it was a charred wreck. “No one knows [exactly] what happened. Call it the fog of war.” Hefetz soon learned that some of the assailants had escaped on foot and were moving toward the beach.

He grabbed his gun and gave chase, eventually killing two of them, capturing a third, and rescuing some of the hostages. In the process, he took a bullet to his right shoulder and lost hearing in one ear.

The incident, known as the Coastal Road Massacre, claimed the lives of more than three dozen people. But Hefetz’s valor raised the question: given what YAMAM’s commander accomplished on his own, what could the unit as a whole do if properly harnessed?

The answer was a decade in coming, during which time YAMAM was bigfooted by Sayeret Matkal during its response to terrorist attacks. In the notorious Bus 300 affair, for example, Sayeret Matkal commandos stormed a bus to rescue hostages and claimed it had killed four terrorists when, in fact, two had survived.

The pair were turned over to Shin Bet operatives, who, a short distance away, murdered them in cold blood. The debacle and its aftermath, which disgraced Shin Bet chief Avraham Shalom—who had ordered the on-site assassinations and then tried to cover it up—left an indelible stain on Israel’s institutions and international credibility.

FOR EVERY TERRORIST ATTACK IN ISRAEL THAT MAKES THE NEWS, THERE ARE 10 THAT ARE PREVENTED.

In 1987, Alik Ron, a man with deep credentials and a devil-may-care attitude, took over YAMAM. He had served in Sayeret Matkal and participated in the legendary 1976 raid on Entebbe, in which an I.D.F. team stormed a Ugandan airport and successfully freed more than 100 hostages. “I was in our most elite units and took part in the most celebrated mission in our history,” said Ron, who in retirement has become a gentleman farmer. “Only when I was put in charge of YAMAM did I realize I was in the company of the most professional unit in Israel.”

And yet when he first addressed his men to say how proud he was to lead them—describing all the great things they would accomplish together—they broke out laughing.

Apparently, the operatives were fed up with being highly trained benchwarmers, always left on the sidelines. Ron persevered nonetheless. And he is withering in his assessment of his old unit (Sayeret Matkal) and its overseers. “Nobody, nobody, not the head of Shin Bet, not Mossad, not the prime minister, can give me an order [to kill terrorists after they have been captured]. He can get me an order, but I will do like this,” he said, lifting his middle finger. “I will not murder them. I will have already killed them in the bus.”

Ron soon got the chance to try things his way. In 1988, he learned that three terrorists had crossed in from Egypt and hijacked a bus full of working mothers on their way to Dimona, the epicenter of Israel’s top-secret nuclear-weapons program.

As Ron raced toward the Negev Desert to link up with his team, he saw CH-53 Sea Stallions on the horizon heading in the same direction. Pounding his fist on his dashboard and unleashing a stream of expletives, Ron recalled, he screamed, “Sayeret Matkal . . . again?!

Ehud Barak was on one of those helicopters, a man who would go on to hold virtually every position in Israeli officialdom—prime minister, defense minister, commander of the armed forces, and head of Sayeret Matkal. Recalling his first encounter with YAMAM 30 years ago, Barak, now 76, expressed astonishment at how Ron and his team had somehow managed to arrive ahead of Sayeret Matkal’s helicopters, raring to go. “We asked them what they brought with them,” Barak recalled. “It ended up they brought everything which was needed for taking over the bus. So we let them do it.”

Israeli-Egyptian border. August 2011. Israeli defense minister Ehud Barak (gesturing) visits the scene of a deadly jihadist incursion.

From the Israeli Defence Ministry/Getty Images.

According to David Tzur, who was a major at the time and would later take over as YAMAM’s commander, the so-called Mothers’ Bus incident was a turning point because it showcased the unit’s speed, judgment, and agility. “We were called to the field at 7:30 in the morning,” he said. “Before we arrived, [the attackers] had killed three hostages.”

At around 10:30, the team’s snipers shot two of the attackers while other YAMAM members stormed the bus and shot the remaining assailant. “No hostages were killed during the operation,” Tzur proudly recalled. Israel’s national-security apparatus—including skeptical I.D.F. generals—took notice and recognized that when it came to counterterrorism they had a scalpel at their disposal instead of blunter instruments. “I don’t believe that anyone has a better unit,” Barak observed. “They are kind of irreplaceable.”

THE ROAD TO SINAI

Lately, YAMAM has gotten used to terror’s new face: extremists intent on inflicting maximum carnage with maximum visibility. “I’ve been in dozens of operations and many times under fire, [facing] many terrorists and suicide bombers,” N admitted. “But the [one] I remember more than all the others is the terror attack on the border in the Sinai Desert.”

It was August 2011, six months after the Arab Spring ouster of Egypt’s Hosni Mubarak—and three years before ISIS formally declared its caliphate. YAMAM, tipped off by Shin Bet that a large-scale attack was imminent somewhere along Israel’s southern border, dispatched one squadron and a sniper team by helicopter. They waited through the night before getting word that shots had been fired at a bus, injuring passengers inside. A family of four, traveling the same highway, was ambushed and slaughtered. “This group of ISIS-Salafi jihadists that came from the Sinai Desert, they were a different challenge for us,” N said of the 12-man death squad. “We know from intelligence that they received training abroad. They were proficient with weapons, grenades, explosive charges, [and even] had handcuffs to kidnap people.” They also brought cameras to film their handiwork.

N, who was a squadron commander at the time, was fired at twice as his YAMAM team arrived on the scene. In the skirmish, one militant detonated a suicide vest, killing himself and a bus driver, and, N recalled, “a terrorist shot a surface-to-air missile at one of our helicopters, but it missed.” Two gunmen were spotted crossing the highway. One was killed in an exchange of fire while a second took aim at a passenger vehicle, killing the driver. By midafternoon the scene seemed to be under control, and Pascal Avrahami—a legendary YAMAM sniper—briefed his superiors, including then defense minister Barak. A short time later, shots rang out from the Egyptian side of the border. Four YAMAM operators scrambled for cover, and in the frenzy a 7.62-mm. round hit Avrahami above the ceramic body armor covering his chest. The sniper, a 49-year-old father of three, had been killed by an enemy sniper, who simply melted back into the desert.

I joined N this past April at Mount Herzl, the final resting place of many of the nation’s fallen warriors. It was Israel’s Remembrance Day, a somber holiday when life and commerce grind to a halt. On this day, N spent time with Avrahami’s parents at their son Pascal’s grave, embracing them and reminiscing about his outsize role in the unit. (The previous evening, as the sun descended, squad members had stood in the courtyard of the YAMAM compound, having refreshments and trading stories. Family members of slain commandos were taken inside a darkened shooting range where their loved ones’ holographic images were projected in midair. The scene was otherworldly but somehow appropriate for this secretive, high-tech cadre.)

On this Remembrance Day, N mourned the loss of his friend, whose 24 years of service made him YAMAM’s longest-serving member. But he stopped at one point to stress that his team is focused less on the past than on the future: “We know the enemy will always try and do something worse, something bigger, something extraordinary that they never did before. And for this scenario we are preparing ourselves.”

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Art War

Some war art picture dump

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