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Gunfighter Moment – Aaron Barruga

Saturday, March 17th, 2018

Now More Than Ever, Standards And Leadership Matter

The Taliban’s ambush kicked off with the standard barrage of RPGs and machine gun fire. After completing their “mad minute” of initiation fires, the surprise attack lulled and we maneuvered out of the kill zone to coordinate our response.

Unlike previous ambushes, the Taliban either through overconfidence or misreading of the terrain positioned themselves in a wadi. Clear of any civilian structures and risk of collateral damage, they were exposed to the full capacity of our small arms, mortars, and crew served machine guns.

It was the type of fight we begged for. An open engagement with what was an elusive enemy that preferred to fight from the homes of civilians, purposely using them as shields. With a hastily formed assault line of gun trucks, we suppressed Taliban fighting positions and dismounted personnel began prepping mortar fire to contain them.

Everything was textbook, flawless with execution, except one thing.

Prone behind his machine gun, a junior soldier attached to our team wasn’t shooting the Taliban positions.

“Why aren’t you shooting?”

“I can’t see them.”

He was lying, but he wasn’t a coward. He knew where the Taliban were. Everyone did because tracers from our heavy weapons directed fires at the Taliban’s skirmish line.

The fear of death wasn’t what scared the soldier from shooting. Instead, he was afraid of punishment. For doing something wrong and being made an example of by a higher headquarters that readily distributed career ending reprimands. The irony was painful. A highly trained—albeit junior—soldier failed to perform his mission critical task because he was afraid of our senior leadership, not the enemy.

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Last month, the nation again revisited an uncomfortably familiar cycle of mourning, outrage, and finger pointing after the Parkland Florida school shooting. However, following this specific tragedy, the typical week long news cycle about gun control was pushed into the backseat as a nation cried out against the law enforcement officers that failed to enter the school and kill the gunman.

Civilians, soldiers, and cops took to social media with an unending supply of blame and ostracized the deputies that failed to perform their duties. And just as the outrage was beginning to subside, news surfaced about officers that were actually reprimanded for attempting to swarm the scene in an attempt to kill the shooter.

Despite all of the blame, meme generating, and “I would have run into the school” sound clips; we’re still left with a hard question to answer.

Why did this happen?

During the ambush in Afghanistan, I knew that the junior soldier on the machine gun was competent. He was not afraid, and despite it being a terrible decision, would charge blindly into a compound full of Taliban by himself if he knew he wouldn’t get in trouble.

However, I don’t know the deputies that failed to enter the school in Florida. In fact, few of us do. I don’t know if they were afraid, or confused due to lack of training. But what I do know is that organizations do not fail as a whole because of a single mission. Organizations fail throughout years in which a collection of small and insignificant events compound over time to produce a culture of complacency.

For tactical professionals, the hardest decision to make often isn’t running towards the sound of gunfire. Instead, it can be taking on the less heroic task of attempting to change complacent organizational culture.

As a trooper on the line you never get to choose your commander. As a commander, you do not get to choose which policies your predecessors establish. When an organization fails, the easy answer is for subordinates to blame weak leaders, and for leaders to blame rigid policy. However, pointing fingers  after mission failure tends to yield minimal results because the reality is that complacency must be challenged every day.

It’s in the small things:

-Every time we let a teammate skip out on training for non-urgent personal matters.

-Every time we bend the rules for those that fail to meet physical fitness standards.

-Every time we finger drill mission critical SOPs.

-Every time we ignore negligent discharges instead of enforcing punishment.

-Every time we reward promotions for precedence instead of ability.

-Every time we complain about the lack of quality with department training, but then fail to seek out better methods for acquiring skill.

-Every time we let a teammate improperly configure his equipment (e.g. tourniquet not easily accessible) so that he can instead have cooler looking kit with “do-nothing” pouches.

-Every time we let our ego say “But I’ve been (SWAT/SRT/Special Forces) for “X” years to compensate for performance failures.

During pre-deployment training for Afghanistan, a brand new Green Beret assigned to our company negligently discharged a simunition gun. He wasn’t in a shoot house or in a training scenario. He was just loading the trucks for movement to the day’s training area and got careless. Regardless, he was removed from the company and sent to a staff section as punishment.

Later, during a 2-month CQB train up, a seasoned Green Beret negligently discharged a pistol. Similarly, this wasn’t in the shoot house or during a course of fire on the range. It was while he was clearing his team’s weapons before they were transported back to the arms room. His failure with the ND was both because he finger drilled his checks, but also because a teammate had set him up for failure by lazily placing a loaded gun in an area that was designated only for cold weapons. That Green Beret was not reprimanded because “he’s a good guy.” But because he was not punished, the stigma of his reputation always beat him to his next assignment. A career debilitating black eye that he would not recover from.

Examples such as these exist in many forms. Whether its failing to meet physical fitness standards, or misuse of operational funds. Ultimately, if an organization fails to correct small issues, the problems compound and reach a tipping point. Typically, a commander will overly punish a minor infraction in an attempt to set an example for future decisions. Of course, this starts an organization down a path in which trust between subordinates and leadership is eroded.

Returning from our deployment to Afghanistan, we were not greeted by senior leadership that applauded us for a job well done (or for most, a job well endured, because hey, democracy is kind of a hard thing to spread). Instead, we were marched into the battalion classroom and told all the ways in which we would be kicked out of the unit for integrity violations.

As the infractions were explained, we all began shaking our heads and rolling our eyes. The individuals that were made examples of were known for their poor professional behavior. But in the past, instead of being punished, they had been allowed to fail upwards to their next assignment. Although they were finally reprimanded in the end, it was at the expense of establishing policy that impacted every soldier in the unit.

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Attempting to change organizational policy is a monumental task, and often isn’t one accomplished through a single individual’s career. However, real professional growth occurs day-to-day, and in the grey areas where there are no strict guidelines or rules. In other words, it occurs both when someone is and isn’t watching you.

There is also a difference between rules and standards, and the two must not be considered the same. Rules declare limits, but must not be arbitrary otherwise they actually encourage individuals to subvert or bypass them. However, standards are meant to empower because their achievement indicates superior skill. Organizations that misunderstand these realities will use standards and rules synonymously. And instead of empowering individuals to achieve success, will actually deter them from trying for fear of a reprimand that accompanies failure.

My successes as a soldier weren’t because I possessed natural talent or superior skills. It was because I had direct supervisors that understood how to create a learning environment in which I wasn’t afraid to fail. This allowed me to grow as a noncommissioned officer because I understood the difference between punishment and professional critique. Organizations that fail to separate the two will create a zero sum environment in which troopers are afraid to do anything wrong. Consequently, this handicaps otherwise competent individuals from returning fire at enemy ambush lines, or running towards the sound of gunfire to save innocent lives.

Aaron Barruga is Special Forces veteran with deployments to Iraq, Afghanistan, and the Pacific Theater of Operations. He has trained foreign commandos, police officers, and militia fighters. He is the founder at Guerrilla Approach LLC, where he consults law enforcement officers on counter-terrorism and vehicle tactics.

www.guerrillaapproach.com

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www.instagram.com/guerrilla_approach

Gunfighter Moment is a feature brought to you by Bravo Company USA. Bravo Company is home of the Gunfighters, and they bring us a different trainer to offer some words of wisdom.

Gunfighter Moment – John “Chappy” Chapman

Saturday, February 24th, 2018

You do you

We’ve all seen the endless talk on social media this week about the issues spinning off the cowardly scumbag’s rampage in Florida. We seem to be spending a lot of time yelling at people who agree with us, on everything from gun control, mental heath and anti-depressants, Trump’s waffling on the 2nd Amendment, to former Deputy Scot Peterson’s refusal to close with and destroy the enemy. While the vomiting of emotion is certainly understandable, especially given that our culture now seems to encourage our belief that others should care what we think, it doesn’t accomplish a damn thing.

The only thing you can control is you. The way we solve this problem, other than letting it burn itself out or waiting for the next big problem to divert our controversy-addicted brains, is for each of us to get our own house in order. I’d suggest, as a starting point, taking two simple steps: get your mind right, and improve your skills.

These are two steps you can take right now, today, that you have complete control over. Not only that, but these are the two areas that directly effect your ability to protect yourself and / or fulfill your oath, and no one else can do them for you.

If you’re not already doing so, take some of that social media time and invest it in dry fire, flow drills, range or shoothouse time, or talking to your wife about what to do if you’re killed. Maybe a little time understanding your own weaknesses, whether physical, mental or emotional, and dealing with them head on, would be in order.

Let the politicians argue, the internet trolls participate in meme on meme violence, and the weak complain that others should be “doing something”. Now is not the time for weakness or navel-gazing. Now is the time to get ready for your turn at bat.

You’re the only one in control of you, so focus on that. We may all be counting on you some day.

Stout Hearts

Chappy

John Chapman is a founding partner of Forge Tactical, a full service training firm that focuses on procedural training for law enforcement and responsibly armed citizens. An instructor at EAG Tactical under the mentorship of BCM Gunfighter Pat Rogers for many years, John has been teaching firearms and tactics since 1994.

In the past, John has worked as a private security contractor, servicing training and physical security contracts in the public and private sector, both domestically and internationally. Mr Chapman is also a former police Lieutenant, and a currently serves as a team leader on a SWAT team in the Midwest.

Gunfighter Moment is a feature brought to you by Bravo Company USA. Bravo Company is home of the Gunfighters, and they bring us a different trainer to offer some words of wisdom.

BCM Welcomes Mike Glover and Aaron Barruga to the Gunfighter Program

Tuesday, January 2nd, 2018

January 2, 2018

Hartland, WI – BCM welcomes US Army Special Operations combat veterans Mike Glover and Aaron Barruga to the Company’s Gunfighter Program.

Established in 2014, the Gunfighter Program has been a means for BCM to highlight some of our industries most experienced and skilled teachers in both tactics and the manual of arms. Each instructor in the program is a combat veteran that has provided years of instruction to our community of professionals and responsible citizens alike, after their military service concluded. These men are some of the finest our nation’s military has produced and it has been an honor to know and support them all.

Mike Glover – Fieldcraft LLC


A US Army Special Forces veteran with more than 18 years of military service, Glover has operated at the highest levels of the US Special Operations Forces, serving as a Weapons Specialist, Sniper, Assaulter, Recon Specialist, Joint Terminal Air Controller (JTAC), Team Sergeant, and Operations SGM. Glover’s last position was as an independent contractor for a US government agency, where he provided security services OCONUS in semi and non-permissive environments.

Today, Mike is the owner of FieldCraft Survival LLC, providing consulting services for companies in security, management and leadership, as well providing knowledge and equipment resources related to outdoors survival and lifestyle.

www.fieldcraftsurvival.com

Aaron Barruga – Guerrilla Approach

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Enlisting after the 9/11 attack, Aaron enlisted and served as a Green Beret in the US Army’s 1st Special Forces Group. After leading militia fighters in Afghanistan, conducting raids with Iraqi SWAT officers, and training foreign commandos in Asia, Aaron learned an incontestable truth about war: everything comes down to brilliance in the basics.

After completing his service, Barruga founded Guerrilla Approach LLC, where he is among the vanguard of GWOT veterans that are modernizing contemporary tactical training for US law enforcement and self-reliant citizens.

guerrillaapproach.com

Gunfighter Program
Meet the rest of the Instructors in the BCM Gunfighter Program here: bravocompanymfg.com/gunfighters

Gunfighter Moment – John Ellison

Thursday, December 21st, 2017

Scoped Combat Carbines
Urban/Suburban

Close Quarter Battle is the most dangerous mission that anyone can undertake, so it is important to mitigate risk en route to an objective and to gain every advantage possible before committing to a fight. Above all else, maintaining surprise is paramount. There are configurations and components that will help end users retain this advantage in the field.

The weapon system can run as short as an 11.5” 5.56×45 given the 50-200 meter range that most engagements will occur, but typically a 16” barrel is the maximum length manageable without potentially degrading shooter performance.

Fired from a 11.5” BCM carbine, the Barnes VOR-TX 70 gr Triple-Shock X(TSX) bullet delivers an average muzzle velocity of 2500 FPS. Barnes internal testing has demonstrated repeatedly that the 70 gr TSX performs as designed at velocities down to 1800 FPS. That means when fired from an 11.5” upper, reliable terminal performance can be expected out to 220 meters.

When employing a defensive marksman type rifle, ie a 16” BCM, a 77 gr SMK Sierra Match King delivers a muzzle velocity of 2671 FPS. Ballistics testing performed by Crane indicate that the round will yaw and fragment as designed reliably out to 300 meters. The match characteristics of the round improve hit probability on targets out to 600 meters.

Suppressors both reduce visual signature from a shot and give the bullet a potential 15 feet per second(+/-) bump in muzzle velocity (which is essential for lethal effect on target out of short barreled rifles). There are also shorter CQB suppressors(4” +/-), built specifically for 14.5” carbines, that will reduce the visual signature of the weapon, but will have less of an effect dampening the report.

Variable power scopes can look into buildings, through windows, sometimes 1-2 rooms deep depending on the layout of the structure. This means seeing who is present inside a structure and if they are armed. Gathering this information before the element enters a building allows them to plan and prepare detailed first hand data about an area before they commit to owning it.

Today, there are 1-6 scopes that are compact enough to work on a short carbine with an eye box generous enough at 1x to be employed as fast as a red dot with some good training reps. Adding a Throw Lever – referred to colloquially as a cat tail – to a scope will allow the end user to quickly cycle from 1x to max magnification and back, giving the shooter the best platform for their situation as it evolves.

Today’s raids are often conducted from an offset position, requiring the element to patrol into the target from as far out as 10 kilometers. This adds to the likelihood of maintaining surprise, and allows for a continual reconnaissance with scopes, gathering detailed information on nearby structures as the element approaches. If a threat presents itself, suppressed weapons do not produce sounds typically associated with gunfire and reduce the likelihood of alerting the local population.

Once at a target structure, commandos will often spend only 60-90 seconds inside clearing and capturing the building before establishing and maintaining security in and around the location. This can take the form of both rooftop overwatch or blocking positions on the street itself. Time on target can range from 10 minutes to 48 hours, depending on the objectives of the raid.

During this time, it is not unusual for nearby neighbors to observe the scene from their rooftops or leave their homes entirely, and approach the target on foot to further investigate. With variable powered scopes, security teams can quickly and accurately scan for the presence of weapons, web gear, radios, phones or threatening actions and respond to them before they can be employed against the element. There are also clip-on thermal and night vision scopes that can be added to a carbine that will allow the user to collect this information even in low light/no light settings.

There is no one-size-fits-all weapons system. Optics and carbine should be tailored to your setting and objectives to increase your performance and survivability in situations the user is most likely to encounter in that setting.

John Ellison
Instructor – Marksmanship, CQB
Northern Red

John is a Special Forces Combat Veteran With Service in 3rd Special Forces Group’s Commanders In Extremis Force. Currently, he’s a Marksmsnship and CQB instructor with Northern Red, a Private Military Firm specializing in training elite military and law enforcement units for counter terrorism, hostage rescue and close quarter battle missions.

Gunfighter Moment is a feature brought to you by Bravo Company USA. Bravo Company is home of the Gunfighters, and they regularly bring us different trainers to offer words of wisdom.

Gunfighter Moment – Aaron Barruga

Monday, November 27th, 2017

We normally offer Gunfighter Moments on Saturdays but due to last weekend’s holiday, we have resheduled for this morning. Enjoy!

A little about Aaron Barruga. Aaron Barruga is Special Forces veteran with deployments to Iraq, Afghanistan, and the Pacific Theater of Operations. He has trained foreign commandos, police officers, and militia fighters. He is the founder at Guerrilla Approach LLC, where he consults law enforcement officers on counter-terrorism and vehicle tactics.

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www.guerrillaapproach.com
www.facebook.com/guerrillaapproach
www.instagram.com/guerrilla_approach

Gunfighter Moment is a feature brought to you by Bravo Company USA. Bravo Company is home of the Gunfighters, and they regularly bring us different trainers to offer words of wisdom.

Gunfighter Moment – Aaron Barruga

Saturday, October 21st, 2017

You Won’t Become A Better Tactical Marksman Until You Become A Stronger Tactical Leader

Aaron Barruga

As a twenty year old Special Forces sergeant, I was predictably overconfident and periodically arrogant. I was strong and fast, but that was mostly because of youth. I was great at shooting drills. But only because I could learn sequences and had no clue as to which skills impacted my performance overall. I exploited my status as “Special Forces” and allowed conventional soldiers to mistake my confidence with competence, when in reality I was often winging it.

My performance in controlled environments—or training—was only an indicator of just that, my performance in training. I was strong, but couldn’t lead. I could shoot fast, but couldn’t train others to do the same. My first trip to the Philippines changed these realities through a healthy bruising of ego.

My team was working with a Philippine Army infantry unit and teaching them US small-unit fighting techniques. During the trip, I was tasked with teaching a 2-hour block of instruction on hemorrhage control and care under fire. Fortunately, my team already possessed a slide deck for the class from a previous deployment, so most of the preparation for my course was already accomplished.

I bombed my presentation.

I failed because I committed the most annoying error as a lecturer, I read off slides and when questioned I simply restated what I had already said previously. Although I understood the steps to take during care under fire, it was only because I had learned to follow sequences. I knew the answers to questions, but not because I knew the answer, but because I knew what phrase to regurgitate. Fortunately, the practical exercises and hands-on portion of the class allowed students to work through what I failed to explain.

Transitioning to the range, I was allowed back in my comfort zone of shooting drills as quickly as I could. This satisfied my vanity, but again demonstrated that I didn’t really know anything. One of the Filipino soldiers I was coaching needed serious improvement on his application of trigger control. Attempting to coach this soldier, I executed the same error as the day prior in my medical class. Rather than teaching, I was simply regurgitating the right answer.

The Filipino soldier experienced issues because he was shooting too quickly which made him sloppy. My solution was the regurgitated answer of “slow down.” Although slowing down would have helped the shooter, it was supplemental and not the primary solution. Watching us run racetracks around the same problem, a senior teammate came over and mentored me through how to teach the right answer.

To truly mentor a student, whether in the gym, the classroom, or on the range, you have to encourage him to pursue a line of thinking in which he arrives at both wrong and right answers. During this process you must guide him through the critical thinking process that allows for real learning.

However, the military and law enforcement are not accustomed to this style of teaching. The martial and conservative nature of these organizations often results in teaching that is a one-sided dialogue. Although a recruit might have a question, he dare not ask it and seem stupid, or become the center of attention for a bad instructor that is more interested in punishing basic trainees. Consequently, a majority of tactical professionals are indoctrinated at a very early point in their career to seek regurgitation, not actual learning.

My teammate had been shooting longer than me, but that’s not why he was able to remedy my situation. In diverse environments working with individuals of different skill levels and different levels of being coachable, he learned that being a subject matter expert doesn’t mean knowing the right answer, it also means knowing the wrong answers, and how they all tie in together to support the broader learning objectives.

Leadership forces a type of accountability that cannot be learned as a lone-wolf. As a junior Green Beret, I had minimal responsibility and made decisions that supported my missions, not the performance of others. At company-level range days, if the primary instructor taught something I thought was boring, I would physically roll my eyes in the back of the crowd. Rather than focussing on the basics, I wanted to perform exercises that I thought looked cool.

Of course, the principle issue with exercises that look cool is that they are often self-serving. We see this dynamic a lot on Instagram now. Shooters running around, tossing kettle bells, throwing rocks at students, and punching rubber mannequins. Although these actions are enticing and appear purposeful, they typically develop no compoundable skills and lack external applicability. Under these circumstances, performing these drills only makes you good at performing the drills.

Shooting cool drills did nothing for me because I couldn’t deconstruct and identify the different skills being exercised. Again, I could regurgitate what the right answers were, but that was not always significant as previously demonstrated. It wasn’t until I was given more responsibility and promoted to higher positions of leadership that I was able to identify what was truly important about any skills development.

As an individual, you can default to the regurgitation fallacy and not even know it. This is simply because your focus is narrow. But if the collective performance of subordinates impacts mission success—or life and death—it forces a comprehensive examination of how you develop stronger troops. This allows leaders to transcend teaching methods that are self-serving and approaches that encourage drills that only satisfy drills.

There is nothing wrong with wanting to shoot the fastest, or being able to lift the most weight. But focussing on narrow end states undermines our overall growth. For example, who wins a gunfight, the police officer that can deadlift 550lbs or the one who can only deadlift 325lbs?

Regurgitators want to shoot drills that demonstrate speed, but they can’t explain how to develop consistent speed, and not just a one-time shot timer success. They want to argue over bumper sticker tactics and subjective performance variables such as “how much finger you place on the trigger because such and such said so.” None of these actions require accountability that is learned through leadership, it just demands that you shout louder than the person you’re arguing with.

Leadership also forces you to examine the possible second and third order of effects of a decision. Whether intended or not, every action creates reactions. In the heat of the moment, predicting unintended consequences can be difficult, but is an indicator of your value added to the team and the mission.

As a junior Green Beret, all I brought to the table was an enthusiasm for lifting weights and shooting. As a result, I was not a long-term asset. In order to truly improve your ability as a tactical marksman you must become a stronger leader; because leadership forces professional maturity that cannot be achieved alone, no matter how many reps you put in at the range or in the gym.

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Aaron Barruga is Special Forces veteran with deployments to Iraq, Afghanistan, and the Pacific Theater of Operations. He has trained foreign commandos, police officers, and militia fighters. He is the founder at Guerrilla Approach LLC, where he consults law enforcement officers on counter-terrorism and vehicle tactics.

www.guerrillaapproach.com
www.facebook.com/guerrillaapproach
www.instagram.com/guerrilla_approach

Gunfighter Moment – Aaron Barruga

Saturday, August 19th, 2017

AS VEHICLES BECOME THE PREFERRED WEAPON OF TERROR ATTACKS, PATROL OFFICERS SHOULD BE FAMILIAR WITH THESE 5 CONCEPTS

Aaron Barruga
August 18th, 2017

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Since Thursday, 13 people have been killed and 100 more injured as vehicles were driven into crowds in Eastern Spain as part of terror attacks executed by the Islamic State. In March, a car plowed through pedestrians on the Westminster Bridge in London, killing 5 and injuring 49. Last December, a truck driven through a crowd in Berlin killed 11 people and injured 56.

For terrorists, vehicles pose numerous tactical advantages over traditional small arms or explosive attacks. For these reasons, law enforcement officers should consider the following five concepts.

1: PRE-STAGING A VEHICLE PATROL RIFLE
Whether in the trunk, the center console, or the back of a motorcycle, officers must be familiar with the rapid employment of carbines or any weapon capable of defeating windshields and door panels. Simple dry-fire exercises such as releasing the carbine from its mount and dismounting the vehicle can help with minimizing officer response times during crises.

If responding to crises, officers should consider releasing the carbine and staging it for quick access on the passenger seat of their patrol car. The ability to arrive on scene and immediately step out of his vehicle with a patrol rifle allows an officer to be an immediate force multiplier when responding to crises.

Stow your sling with rubber bands or similar retainers. Slings that hang loosely inside of vehicle mounts can create unnecessary headache should an officer need to rapidly dismount his vehicle. To ensure a patrol rifle’s sling doesn’t catch on dashboard equipment or the steering wheel, slings should be stowed against the patrol rifle with rubber bands. When stowing a sling with rubber bands, remember to build in a quick release by “s” folding the sling. This allows it to move freely of the carbine when an officer decides to sling his patrol rifle.

2: UNDERSTAND SAFE WEAPON READY POSITIONS
Vehicle attacks are most likely to occur in urban environments because of the target density available to terrorists. Responding officers will need to navigate through crowds, possibly with weapons at the ready. Officers must feel confident running with both carbines and pistols in these confined areas. The ability to move aggressively in and around terrain without flagging bystanders or fellow officers is critical for a safe response.

When teaching ready positions, competency should not be sacrificed in favor of misinterpreted simplicity. Despite sayings such as “more tools for your toolbox,” during a stressful situation individuals fall back on the technique that they have the most repetitions performing. Furthermore, utilize common sense when validating ready positions. If a technique contradicts the tenets of developing competent shooters (such as placing a pistol against the shooter’s forehead for “safety”) avoid these methods so that you can instead develop more well-rounded tactical responders.

3: THE DANGERS OF SYMPATHETIC FIRE
Our senses are overwhelmed by stimulus in urban environments. In close quarter engagements, over saturation may cause an individual to pull a trigger as part of a sympathetic reaction to another officer shooting. It is paramount that officers always understand what lay in front and behind the threats they are engaging.

4: HOW TO CLEAR A VEHICLE AS A SINGLETON
The exigent circumstances of terror or active shooter attacks might demand that an officer individually clear vehicles containing suspects. Although certain protocol might advise officers to wait for backup or even SWAT, in his dying breaths a terrorist’s resolve might be to continue killing bystanders. For this reason, an officer must feel confident in his ability to clear a vehicle by himself. This does not suggest that officers unnecessarily put themselves at risk, but it also does not excuse them from performing the task should it be necessary.

5: IMPROVISE, ADAPT, AND OVERCOME.
In preparing for urban terror attacks, perform scenario training that encourages adaptability and abandons rigid training approaches, or “if this, then that” mentalities. Despite being labeled as “stress induced” or “unscripted,” a lot of scenario based training fails officers because the techniques taught only work under the very narrow guidelines of the specific training scenario. This produces officers that are great at navigating artificial training environments, but these individuals are more likely to freeze when responding to the spontaneous nature of a real fight.

It is impossible to predict exactly how an attack will be executed, or what exactly will transpire on the ground during the attack. For these reasons, it is critical that officers participate in training that encourages both flexibility and decisiveness.

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Aaron Barruga is Special Forces veteran with deployments to Iraq, Afghanistan, and the Pacific Theater of Operations. He has trained foreign commandos, police officers, and militia fighters. He is the founder at Guerrilla Approach LLC, where he consults law enforcement officers on counter-terrorism and vehicle tactics.

www.guerrillaapproach.com
www.facebook.com/guerrillaapproach
www.instagram.com/guerrilla_approach

Gunfighter Moment – Frank Proctor

Saturday, July 15th, 2017

Train like you Fight

Hey Folks, we’ve all heard it or said it: Train like you Fight. A lot of times, folks think that means wearing full kit in order to train to better shoot your gun. I disagree with the party line that you have to wear full battle rattle to train to shoot better.

For tactical shooters I would strongly recommend shooting ‘slick with no kit’ and learn what they can truly do with their guns, what their full capabilities are, how fast can they really put bullets on targets, maneuver through a challenging course of fire, get into positions, etc. Once that base line of what’s possible is established then put your duty gear on and see if you can still do the same stuff.

If you can’t, why?

If it’s because your body armor is too restrictive, there are plenty of ways to keep the defensive capabilities of your body armor AND be mobile and able to mount your gun to shoot well, and give yourself and your team mates some valuable OFFENSIVE capabilities. This concept applies to all the gear you carry to duty; if it hinders your optimal performance I would fix it or get rid of it and stay as light as possible.

Here’s a proven concept that we all as tactical shooters can use to ‘Train to Win’. Every organized sports team in the country (especially the ones that win) use a similar concept to train. Football teams don’t go full speed in pads everyday in practice. That would be the conventional shooter’s wisdom of “train like you fight”. What they do instead is break down individual skill sets and train them to perfection. Then they’ll put on the pads and put all those things together and scrimmage. They take note of what went well and what didn’t go well, and then they take off the pads and train again. When it comes game time they are prepared to WIN.

That’s my ramble for now, maybe I’ll put together a video explaining it some more.

Thanks y’all!

-Frank Proctor

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Frank Proctor has served over 18 years in the military, the last 11 of those in US Army Special Forces. During his multiple combat tours in Afghanistan & Iraq he had the privilege to serve with and learn from many seasoned veteran Special Forces Operators so their combined years of knowledge and experience has helped him to become a better operator & instructor. While serving as an instructor at the Special Forces Advanced Urban Combat Course he was drawn to competitive shooting. He has since earned the USPSA Grand Master ranking in the Limited Division and Master ranking in the IDPA Stock Service Pistol division. He learned a great deal from shooting in competition and this has helped him to become to become a better tactical shooter. Frank is one of the few individuals able to bring the experiences of U.S. Army Special Forces, Competitive Shooting, and Veteran Instructor to every class.

All this experience combines to make Frank Proctor a well-rounded shooter and instructor capable of helping you to achieve your goal of becoming a better shooter.

Gunfighter Moment is a weekly feature brought to you by Bravo Company USA. Bravo Company is home of the Gunfighters, and each week they bring us a different trainer to offer some words of wisdom.