Summary of Paul R. Howe's Leadership and Training for the Fight

Everest Media

Description

Please note: This is a companion version & not the original book.
Sample Book Insights:
#1 The battle continued to wind down as the sun set. The smaller enemy began to probe us using three- to six-person elements. I was scanning the intersection twenty-five meters to my left and then back to the corner of the alley about twenty-five meters to my right front. It was quiet - too quiet.
#2 During a raid, I shot two of the gunmen dead, and the third fled down the alley. I and my team spread out, and within minutes, the CP had gotten quiet. The leaders had all retreated to the courtyard of the house.
#3 At the TL level, we were trying to tie in the now current positions of our perimeter with interlocking fire. We established a protocol of sorts: when you were about to shoot at incoming enemy, you would radio and alert the force. You would then engage your threats.
#4 The two dead scouts’ friends came to visit the Americans later that night. The light from the moon was so bright it produced night shadows. These were cast from buildings, trees, and other objects. I was watching the intersection to the left, even though it was supposedly covered, when I saw a Somali gunman on a knee, poking his AK around the corner.

Sujets

• Weapons
• Histoire
• Military
• Weapon
• History

Informations

• Publié par: Everest Media LLC
• Date de parution: 11 mai 2022
• Nombre de lectures: 0
• EAN13: 9798822505346
• Langue: English
• Poids de l'ouvrage: 1 Mo

Extrait

Insights on Paul R. Howe's Leadership and Training for the Fight
Contents Insights from Chapter 1 Insights from Chapter 2 Insights from Chapter 3 Insights from Chapter 4 Insights from Chapter 5 Insights from Chapter 6 Insights from Chapter 7 Insights from Chapter 8 Insights from Chapter 9 Insights from Chapter 10 Insights from Chapter 11 Insights from Chapter 12 Insights from Chapter 13 Insights from Chapter 14 Insights from Chapter 15 Insights from Chapter 16 Insights from Chapter 17 Insights from Chapter 18 Insights from Chapter 19 Insights from Chapter 20 Insights from Chapter 21 Insights from Chapter 22 Insights from Chapter 23 Insights from Chapter 24 Insights from Chapter 25 Insights from Chapter 26 Insights from Chapter 27
Insights from Chapter 1

#1

The battle continued to wind down as the sun set. The smaller enemy began to probe us using three- to six-person elements. I was scanning the intersection twenty-five meters to my left and then back to the corner of the alley about twenty-five meters to my right front. It was quiet - too quiet.

#2

During a raid, I shot two of the gunmen dead, and the third fled down the alley. I and my team spread out, and within minutes, the CP had gotten quiet. The leaders had all retreated to the courtyard of the house.

#3

At the TL level, we were trying to tie in the now current positions of our perimeter with interlocking fire. We established a protocol of sorts: when you were about to shoot at incoming enemy, you would radio and alert the force. You would then engage your threats.

#4

The two dead scouts’ friends came to visit the Americans later that night. The light from the moon was so bright it produced night shadows. These were cast from buildings, trees, and other objects. I was watching the intersection to the left, even though it was supposedly covered, when I saw a Somali gunman on a knee, poking his AK around the corner.

#5

The team took a high/low position, and the corner where the enemy was located suddenly exploded in gunfire. It turned out that there were five more of his friends getting ready to move on the CP. The other team members finished them off, and no bodies were visible once the first light came.

#6

The ability to develop controlled aggression is dependent on a person’s ability to channel their fear, anger, and anxiety into a focused mental package. Channeling and controlling this energy is what military personnel call high speed.

#7

The more you develop your mind and situational awareness, the more control you will have in combat to process all the information being processed. The soft focus is a relaxed vision that allows you to look at the big picture. The hard or detailed focus is where you pick out a point on that landscape and focus your attention on it.

#8

In combat, you are constantly scanning the environment for threats. The key is to distinguish what is critical information and what is not. The rounds that should be getting you excited are the ones that are crackling by your head or sparking the ground next to your feet.

#9

You must have a strong belief in what you are doing and why you are doing it. This will help you survive. Use this strength to develop your own personal beast, and then keep it in its place.

#10

I developed a layered offensive mind-set that would work for each mission. I went into every mission with the belief that someone was going to shoot at me, and I expected it. I treated both rehearsals and combat the same way for simplicity’s sake.

#11

There exists a pool of aggressiveness in any combat situation. You can choose to use it, or your opponent will. You must learn to understand and recognize chaos, and use it to your advantage. It will help you control everyone on your target.

#12

All teams should develop simple and effective drills that will apply to a majority of their missions. This will help them develop a confidence that is instilled from the lowest team member to the team leader.

#13

The fear of the unknown is one of the biggest problems encountered when training new team members. To combat this, develop scenario-based drills that will allow your team to practice dealing with threats.

#14

The more you can do to treat yourself, the less your teammates have to do for you. Develop a fight-through mentality, and do not dwell on dying. Focus on your training and what you are going to do to ensure your survival.

#15

Train your soldiers to be mentally tough. Never allow a soldier or a law enforcement officer to quit on their own. This will start a bad habit that may develop hesitation or result in a soldier or officer giving up in the heat of battle, where they could have survived.

#16

The TL is the first line of combat leadership. If he has a target of opportunity, he should engage it in a rapid and efficient manner. This may not sound like much, but it can make a huge difference in combat. The team should know this, and it should be talked out before engaging in any mission.

#17

The issue of combat mind-set may arise when a seasoned team is given an unproven TL. The TL can only live up to the example and set the standard in all trainings and combat. You must earn the team’s respect every day and continue to pay your dues.

#18

The mind-set or attitude of the tactical commander should generally stay the same as that of the individual and the TL. They should be aggressive in combat, and they should oversee training and hold the personnel accountable by being there.
Insights from Chapter 2

#1

The team moved forward, taking fire from the front and the left side. They eventually reached the first intersection, where they stopped to help a wounded Ranger. But four to five soldiers stopped to help him, instead of moving on.

#2

I was leading a team down an intersecting street when I saw a Somali man lying in the driveway of a house. I knew he was out of action, so I did not want to waste my ammo by shooting him again. I was worried more about the house fifteen yards on the other side of him, a perfect place for a shooter to come out and engage us.

#3

As the team continued down the street, they saw two Somali gunmen running across an intersecting alley from left to right about twenty-five yards away. I shot the first guy three feet over the back of the Ranger, and the second guy twice. The first guy started to crumble, and the second guy tried to push him out of the way in the direction they had traveled.

#4

I realized that we would need a heavy explosive charge to breach the gate, so I told my air force comrade to follow me as I cleared the house. I secured the family and placed them in an interior room. I never saw them again.

#5

Each of us needs to find in ourselves that spark that drives us and make it for honorable reasons. Without that belief and spark, the stress and chaos of combat will strip away the shallow armor of the self-serving leader and ensure his failure.

#6

You must believe in your cause. The stronger your belief, the stronger your motivation and perseverance will be. You must know in your heart that it is a worthwhile cause and that you are fighting the good fight.

#7

I learned that being good at something one time does not make you good at it. You need to be consistently good, or else you will not be able to perform your duties.

#8

You must learn to influence yourself before you can influence others. Leadership is the influencing of others to accomplish a mission. You must first aspire to be a follower, doing the best job at each level you find yourself, before you set your sights too high.

#9

The author Charles J. Sykes wrote a book called Dumbing down our kids: why American children feel good about themselves but can’t read, write, or add. He talks about how feel-good, politically correct teaching created a generation of kids with no concept of reality and how this concept set them up for failure in the real world.

#10

You are the only one in control of your life. If you choose to make change, excel, or just be happy, it is ultimately up to you. You must believe this and put it into action to make it happen.

#11

The author’s friend said life is like the saying on a soda machine, NO DEPOSIT, NO RETURN. The author found this to be true. Most rewards or accomplishments are not easily won or earned. You will get out of life what you put into it.

#12

Train at your own pace and level of conditioning.