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.

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

Aaron Barruga
August 18th, 2017

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.

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

By his 20th iteration, an Afghan guerrilla with minimal marksmanship training was shooting the 2x2x2 exercise just as efficiently as Instagram tactical celebrities. Only an hour earlier had we discussed some key points of marksmanship, then I gave him a crate of ammo and coached him through each repetition of the exercise. Two weeks later, that same guerrilla fled his checkpoint during the initial phase of Taliban attack. So what happened?

Obviously there is no link between how quickly we can shoot an exercise and our performance in battle. Regardless, as tactical shooters we can be notoriously bad at searching for significance where there is none, or misreading the real importance of a shooting drill. We see this happen quite a bit with speed. Everyone wants to be faster, which is fine, but faster does not always correlate with better.

For novice shooters, static speed shooting exercises help develop confidence and proficiency. For experienced shooters, speed exercises become a measurement of how well we can learn a sequence and perfect our movements. Neither of these are bad, however, the seductiveness of a rapid rate of fire can cause shooters to focus on the wrong aspects of their performance. Moreover, while pursuing speed it can become easy for us to neglect the development of discipline that forces us to proactively see our sights.

We retroactively see our sights by hijacking our natural point of aim. I see this happen a lot at the seven yard line. Whether with a pistol or carbine, shooters just point and squeeze their trigger as soon as they “feel” their sights are in the right spot. We become so focused on beating a time standard that we neglect the unintended development of bad habits. Although it is important to understand where your body naturally presents your sights, it can build a false positive regarding performance feedback.

I experienced these effects as a junior team guy. As a novice, I obsessed over how quickly I could shoot a string of five rounds at two targets, perform a reload, and then shoot the exercise again. Although I was developing confidence, it was at the expense of incredibly sloppy speed. During a force on force scenario I rushed my shots in a shoot house and either missed or landed wounding shots that would fail to neutralize a threat. The cadre pulled me aside and told me to discipline my fire and see my sights. Roger that, see my sights, no issue. The next run through I continued to rush my shots and not enforce any discipline because I had performed so many garbage reps shooting for speed.

Because I had developed quick, but sloppy hand speed, I assumed that the cadence at which I shot rounds against cardboard represented how quickly I needed to shoot a gun against a real threat. The next day, the cadre demonstrated their run through the force on force scenario. None of their shots were rapid fire and their cadence was entirely sporadic. They only shot when they saw center on the OPFOR, and instead made up for speed with efficiency moving in between rooms.

From a tactical marksmanship standpoint, everything comes down to whether or not you can present your sights, and then exercise discipline when squeezing the trigger. That’s it. Marksmanship exercises ensure we understand how to use a weapon, but it is actually really hard—as demonstrated by the Afghan guerrilla and myself—to design shooting exercises that create a reliable baseline for real world performance. Yes, trim the fat and sharpen your mechanics, but do not assume a sub one second draw, or a sub two second 2x2x2 signifies the most important aspects of training.

Unfortunately, it can be incredibly difficult to convince a shooter of the aforementioned. The martial nature of combat marksmanship encourages us to seek out sequences, and then shoot those sequences as fast as we can. Learning a sequence, then following all of the steps to perform that sequence makes us feel good about ourselves. This is also why so many shooters never break their plateau. Because they have a pre-shooting sequence, and a post-shooting sequence, shooters can poorly perform a shooting exercise by shooting as fast as possible, but because they did their pre and post sequences, they mentally check the box and reward themselves for following a list of steps. Pre and post shooting sequences are not bad. However, assuming they signify proficiency is akin to assuming that the pre-lift act of adding weights to an olympic bar, then the post act of removing them signifies our ability to power clean.

We must encourage shooters to develop speed through exercises such as 2x2x2, but all speed must be followed up with discipline. Aggressively driving our sights to the center of an easy hit target helps develop novices, but plateaus the seasoned marksman. Worse, it is easy for experienced shooters to slip into auto-pilot in which they are not truly seeing their sights, and are instead seduced by the rapid rate of fire in an exercise.

Although we need to develop the confidence to shoot quickly while under stress, we must always reinforce discipline. Shooting a string of five rounds at a cardboard target only requires us to drive our sights back to a single plain, and thus we can unintentionally hijack our natural point of aim. But remember, real flesh moves. Shooting five rounds at a living breathing target causes the target to move after each round, and results in five separate plains where we acquire sight picture. If we’ve spent our range time chasing speed and building sloppy habits, we can set ourselves up for failure when we encounter a real target that requires a slower rate of fire in exchange for more precise shots.

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 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.

One of the most important ass chewings I received in the military was at Robin Sage. During the final phase of tactical training in the Q-Course, I experienced a case of senioritis that impacted my performance. As the patrol leader for a routine ambush mission, I apathetically presented an operations order to my evaluating cadre. Because the ambush is the baseline for teaching military planning and tactics, Green Beret candidates are drilled to the point of exhaustion (and boredom) in the science of mission preparation and execution via ambushes. This familiarity led to a presentation in which I tried to demonstrate how confident I was by delivering a halfhearted mission briefing, classic “too kool for skool” behavior.

Critical to these briefings is the execution portion in which every element confirms its specific tasks with adjacent friendlies and the broader scheme of the operation. This requires precise detail so there is no confusion, but is unavoidably dry and boring in delivery. I thought I could speed through this section by using phrases such as “situation dependent” or “context will dictate”. The evaluating cadre let me get about halfway through before he cut me off.

Releasing a sigh, he looked me straight in the eyes and said, “STOP… Everything in life is situation dependent. Stop speaking in generalities like some bullshit chapter from Sun Zsu’s the ‘Art of War’. Everything about a combat operation is uncertain, that is why we attempt to be as precise as possible during planning” (this was an Army ass chewing, so there were of course a lot more expletives). I was kicked out of my own mission briefing and left to wonder if I had just failed the final phase of Special Forces training.

A few months later, I was on an ODA learning SF’s brand of CQB. During breaks, the other new guys and myself would debate the validity of the different CQB techniques being taught. This was ridiculous. The entire time we misused phrases such as “situation dependent” and “shooter’s preference”. We thought we were adding context to our arguments, but were instead failing to clarify our viewpoints. In reality, we didn’t need to have opinions, we needed to keep our mouths shut and learn. Unlike my use of vagueness in Robin Sage to demonstrate confidence, in the shoot house we failed to clarify our statements because we couldn’t substantiate our opinions with any real evidence or experience. This type of behavior is best described as the “contextual fallacy”.

There is nothing wrong with adding context by declaring “shooter’s preference” and “situation dependent”. For some instructors, it’s a passive habit developed through public speaking. However, there is a difference between framing a concept through contextual statements, versus hijacking these phrases so that we can weasel out of critical thinking. Although shades of grey exist in every situation, it is the job of instructors to clarify uncertainty. After all, you are paying them in part to do so. When they utilize the context fallacy, instructors typically get a pass because their non-committal stance is perceived as a zen-like state of mind. This appeal to authority fools the amatuer, inhibits the growth of the professional, and shifts the norms of the tactical community as a whole towards accepting mediocrity.

In fairness, it is exhausting to approach all new information through a lense of robust analysis. But if that information is gathered for the purpose of being utilized in tactical engagements, in which our lives or the lives of others will be put in danger, shouldn’t this signal a decrease in our willingness to dwell in uncertainty? The contextual fallacy also fools us when it is used to critique procedural rigidity and behavior that discourages adaptability. Yes, we must remain vulnerable to new concepts, but this shouldn’t come at the expense of declaring what we know to be more true than false. Wallowing in vagueness by proclaiming “context!” affords lukewarm arguments a safety net that deteriorates one of our most critical skills as tactical leaders, decisiveness.

Decisiveness does not imply a willingness to reject new information, and instead establishes a foundation that allows us to analyze new details. If we fail to take a stance, we can confuse good luck with good tactics, and jump to haphazard conclusions with incomplete data. We must always ask: what is the evidence, how good is the evidence, are there real world examples that disprove the evidence? Well rounded leaders ask these questions and do their best to falsify unvetted concepts. This does not always need to be a lengthy task, but it does require scholarship beyond browsing 15-second Instagram videos. Absent of this approach, we simply collect facts that can be contradictory, confusing, and catastrophic when used in real tactical engagements.

During battle, leaders must immediately recognize patterns under ambiguous and exigent circumstances. Acting with too little information can be dangerous (e.g. getting baited into a larger attack), but delaying action, when in fact recognizable patterns have occurred, is just as dangerous. Organizations that permit the contextual fallacy as an acceptable line of thinking will inevitably produce individuals that are incapable of assuming leadership during time sensitive operations or crisis management. In these situations, rarely will you possess the desired amount of information and resources; yet decisions still must be made and acted upon. This indicates the importance of promoting the development of decisiveness as a part of tactical learning. We do not create leaders capable of adapting to harsh environments by shortchanging them in training that discourages critical thinking.

But what kind of organization would willingly permit the context fallacy? Most typically do not, and the context fallacy is an undiagnosed cancer that goes unobserved until an agency participates in large-scale training exercises such as active shooter. This is best displayed when a team spends fifteen minutes running through a scenario, then fifty minutes arguing about how they should have attacked the problem. Although discourse should be encouraged, all opinions are not equal and hierarchies of knowledge must be enforced. Ignoring these truths ultimately fails to develop new recruits into potential leaders. Worse, if left unchecked in an organization’s culture, few individuals will be capable of differentiating between ideas that sound good versus ideas that are actually actionable.

The context fallacy is so seductive because it allows individuals to bargain way beyond their means and level of experience. Even better, the moment firm opposition arises, they can retreat back into obscurity with no consequences. This behavior is the antithesis of attaining knowledge because it doesn’t require any discipline, and more importantly, it doesn’t allow for failure. An individual simply observes what others are doing, stands on their shoulders to accomplish something, and then if he fails, he doesn’t take any of the responsibility for it. We must recognize that context frames a situation, but the context fallacy should not be used to bailout weak ideas and cherry-picked information.

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 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.