Service members come from every walk of life. Just because someone doesn’t walk around looking like Mat Best, doesn’t mean they’re not a veteran. Even if someone walks around in a perfectly squared away uniform, it doesn’t mean they’re a veteran. Stolen Valor dirtbags have probably figured out how to use Google.
If you’re uncertain whether someone is really in the military or faking it, talk to them. Google will only help them out so far. Pull them aside and ask them a few questions, calm and collected, so they’re off-guard. Bear in mind, if they fail a question, they may still have served. Traumatic brain injury and dementia are common among veterans. If you’re giving hell to the guy who can barely remember his daughter’s name because of an IED in Iraq – you are the dirtbag.
The trick is to catch them playing along with a lie you made up. Praise something that doesn’t exist and if they latch on hoping to get your approval, they’re full of sh*t. Add in minute details that should set off red flags if they don’t look at you like you’re crazy. From there, it’s up to you. I, personally, recommend just shaming them into going back home and changing out of the uniform of good men and women. You do whatever you see fit.
“That’s impressive, I heard about the serious fighting in Atropia, Iraq. Were you there?”
For some reason, no one ever pretends to be a part of the 97% of the military that are POGs. Stolen valor dirtbags always go big. If you make up some random place that sounds vaguely foreign in Iraq or Afghanistan, they won’t know that the place doesn’t exist.
“How long did it take you to make insert a rank not indicated by their uniform?”
Memorizing very important details is hard for dirtbags. Specifically, details like believing you can make E-7 in three years. Added bonus if they don’t correct you on saying the rank incorrectly.
“Did you ever serve with my buddy Wagner? Man, I can’t remember what that dude kept going on about loving…”
If there’s one thing you can always count on is civilians not truly understanding the real size and scope of the military. With over 2.2 million troops in the United States Armed Forces, there’s no possible way to know every single person serving.
“Oh nice! What was basic training/boot camp like? Were the Drill Sergeants/Instructors mean?”
Soldiers do not go through boot camp. Marines do not go through basic training. To civilians, they’re used interchangeably.
If you intentionally mix them up, and they don’t politely correct you or immediately look at you like you’re an idiot, you got ’em.
If they’re in a dress uniform: “That ribbon is nice. Did you get it for [whatever]?”
According to basic human psychology, liars always elaborate their stories to try and make their story seem more believable. If you point higher up on the ribbon rack, those can be awarded for some insane things. But it’s the lesser awards that are basically handed out for not messing up anything. When you point to, say, the Global War on Terrorism Service Medal and they say it’s for saving their platoon: laugh.
A newly released investigation from a submarine mishap in 2015 that caused some $1 million worth of damage shows that an inexperienced crew was given the go-ahead to complete a tricky return-to-port mission in the dark, despite warnings from the commanding officer that they weren’t ready.
The Ohio-class submarine Georgia ran aground in the predawn hours of Nov. 25, 2015, the day before Thanksgiving, as it prepared to return to port at Kings Bay, Georgia, to replace a failed towed array sonar. While conducting a scheduled pick-up of a new pilot at Fort Clinch, Florida, near the entrance to St. Marys River, which approaches the base, the sub inadvertently exited the channel, then collided with a buoy amid the crew’s efforts to re-orient. The grounding occurred as the crew worked to get clear of the buoy, the investigation shows.
Ultimately, the sub was able to return to port to assess damages, which were mostly cosmetic, save for the ship’s screw propeller, an acoustic tracking device and an electromagnetic log meter that measured the sub’s speed. The Georgia was taken into dry dock in December 2015 for assessment and the costly repairs.
The investigation, which was completed in March 2016 but just released to Military.com this month through a public records request, found that the “excessive speed” of the sub as it approached the pilot pick-up made it more difficult for the crew to control the ship, and that the tugboat carrying the pilot was positioned poorly, making the maneuver more complex.
Ultimately, though, blame for running aground is laid at the feet of the commanding officer. In the wake of the incident, the commander of Georgia’s blue crew, Capt. David Adams, was relieved of his post due to a loss of confidence in his ability to command. Like all submarines in its class, Georgia has two identical crews — a blue and a gold — that alternate manning and patrols.
“His inability to effectively manage the complexity of the situation and failure to respond to the circumstances in a manner sufficient to protect the safety of the ship and crew is beneath my expectations for any CO,” an investigation endorsement by Rear Adm. Randy Crites, then-commander of Submarine Group 10, reads.
In his detailed and thorough endorsement of findings, Crites also dismisses the notion that maneuvering in the dark and with a green crew was what led to the sub’s disastrous mishap.
“Ultimately, had this crew (and the Pilot) executed the same plan in the same manner during broad daylight, there is nothing in the ship’s planning effort, demonstrated seamanship, or response to tripwires that indicates the outcome would be any different,” he said.
While coming in for the brunt of the blame, Adams was not alone in being designated for punishment. Crites indicated his intent to take administrative action against the sub’s executive officer; chief of boat; navigation/operations officer; weapons officer, who was the officer of the deck; and assistant navigator. He also said he’d issue non-punitive letters of caution to the commander of Submarine Squadron 16 and his own chief of staff and director of operations — all Navy captains — for failure to take appropriate action toward resolution regarding Adams’ concerns around the sub’s transit into port.
The Ohio-class guided-missile submarine USS Georgia (SSGN 729) exits the dry dock at Naval Submarine Base Kings Bay, Georgia, following an extended refit period. Georgia is one of two guided-missile submarines stationed at the base and is capable of carrying up to 154 Tomahawk Land Attack Missiles.
The 475-page investigation, which includes witness statements, logs and other supporting documentation, offers insight into what those concerns were. In a Nov. 24 email to the commodore of Squadron 16 marked “confidential,” Adams, the Georgia blue crew commander, lays out his qualms about the plan he has been ordered to execute, particularly the predawn return to port for a brief one-day stop with a crew that had spent just three weeks underway together on a new ship.
“CO/XO/NAV have not piloted into Kings Bay in the last 20 years. All of the untoward [incidents] I know of occurred between [St. Marys] and Fort Clinch,” he wrote. “My assessment is that this is not a prudent plan for [return to port] … Having just been at sea for a few weeks, I have not built enough depth. I am concerned about the fatigue level of my command element.
“Given an all day evolution and subsequent [underway], we will have spent the majority of 36 hours awake and are set to pilot out and submerge on the mid-watch at 0330.”
The two-page memo, it appears, was never received and read by Submarine Squadron 16’s commodore, Capt. John Spencer. But Adams testified he had relayed the same concerns face-to-face with Spencer days before, on Nov. 22. He also discussed the same issues, he said, in a follow-up phone call.
This much is clear: the plan wasn’t called off, and the mission was cleared to proceed. But murky communication dogged the lead-up to the operation, and later the mission itself.
Spencer and others testified that Adams had been given leeway to “slow things down a little” if he felt uncomfortable. Adams said he believed any delay would have been viewed as insubordination.
On the day of the mishap, communication was also flawed, in ways that underscore the crew’s unfamiliarity with each other, and possibly the sleep deprivation that had left some members running on just two to three hours of rest.
According to the investigation, as the Georgia approached the point at which it was to meet with the tug and pick up the pilot — the navigation expert who would drive the ship into port — it became clear that the tug was well west of its expected position. The sub, meanwhile, was approaching too fast and slowing too gradually. The investigation found it was still making 15 knots, or about 17 miles per hour, when it passed the set “all stop” point. That speed and positioning would make every maneuver that followed more risky and difficult.
Initial attempts to communicate with the tug and the pilot aboard via radio were unsuccessful, and the planned transfer happened late. Adams did not want to scrap the transfer and proceed into port without the pilot, the investigation found, because of the challenges of pulling into port without one.
When the sub exited the channel at the west end of the Fort Clinch basin, the crew’s communication skills faced a major test. The assistant navigator recommended to the navigator that the sub go to “all back emergency,” a call the navigator then passed to the bridge. The officer of the deck seemed to agree, but said nothing, the investigation found. Adams, however, overrode the order, believing it would not work, and ordered “all ahead full” instead. He started directing the officer of the deck, but did not fully take control of the sub or give direct orders to the helm, the report states.
Despite a series of maneuvers — right hard rudder, left hard rudder, all ahead full, right hard rudder — the sub collided with Buoy 23 in the channel. But the worst was still to come.
“When [Adams] asked [the lookout] if the ship hit buoy 23, [the lookout] informed the CO that he did not care about the buoy, but thought the ship was going to run aground on the beach forward of the ship,” the investigation states.
As grounding looked imminent, the Georgia asked the driver of the C-tractor tugboat if the tug could cross in front of the sub on the starboard, or right, side, and push the bow around. The tug master refused, according to the investigation, worried that the water was too shallow.
The sub ended up, as the lookout put it, “hitting Fort Clinch.”
In this file photo from July 12, 2018, Gen. John E. Hyten, commander, U.S. Strategic Command (USSTRATCOM), views the dry dock at Naval Submarine Base Kings Bay, Georgia. The base is home to six of the Ohio-class ballistic missile submarines that make up the most survivable leg of the nuclear triad and support strategic deterrence.
The mishap, and the misgivings that preceded it, came against the backdrop of a Navy grappling with a culture in which overworked and unready crews were regularly put underway in service of operational needs. After two separate deadly destroyer collisions in 2017, service leaders found, among other things, that a “‘can-do’ culture” had undermined safety and led to unduly high operational tempo and fatigue.
“The can-do culture becomes a barrier to success only when directed from the top down or when feedback is limited or missed,” the Navy’s comprehensive review of the destroyer mishaps, released in October 2017, found.
Whether these factors came into play with the Georgia is more difficult to say.
In a statement for the investigation, Adams emphasized that he took full responsibility for what had transpired.
“Despite my significant reservation – expressed face-to-face, on the phone, and In emails with staff and leadership … concerning the risks of proceeding Into Kings Bay In the dark with an inexperienced team, when my requests to delay [return to port] one hour later were denied, I failed in my command responsibilities by driving to achieve mission success at the expense of appropriately acting to mitigate risks to increase our margin of safety,” he said.
“In retrospect, I should have loitered at [St. Marys] until I was satisfied that the risks were commensurate with the mission gain.”
Reached for comment by Military.com, Adams, who retired in 2016, referred to a public statement he had released at the time of his relief, in which he called the actions that caused the grounding “mine alone.”
“I ask that my lapses not be used to denigrate the terrific service of the Sailors and families of GEORGIA BLUE,” he said at the time “After thirty years of serving in the world’s finest Navy, my only regret is that I will miss sailing with them again to stand against our nation’s enemies.”
But the fact that some above Adams were also warned offers insight into how the higher command viewed the incident.
Crites faulted Spencer, the Squadron 16 commodore, with “failure to provide his ship a plan with adequate margin to safety, specifically in not providing sufficient guidance and training to his staff that developed the plan in his absence and not aggressively pursuing complete resolution of the ship’s requested arriva through personal intervention with the Type Commander staff.”
The chief of staff and director of operations for Submarine Group 10, Crites said in the report, had failed to “pursue acceptable resolution to the concerns they had with the plan for the ship’s arrival.”
Holly Carey, deputy public affairs officer for Submarine Force Atlantic, declined to say whether all administrative actions recommended by the investigation were carried out.
“What I can tell you is that the Navy is confident that leadership took appropriate corrective actions against several personnel assigned to the squadron and submarine based on the findings of the investigation,” she said.
“Following the investigation, which concluded in 2016, leadership took appropriate accountability measures and has taken all necessary steps to prevent a recurrence in the future. USS Georgia, and her current crew, serve proudly today among the U.S. Submarine Force and has leadership’s full confidence to protect the interest of the United State and allies.”
Snipers face countless threats on the battlefield. Ambush. Exposure. Separation from friendly forces. But, one of the most dangerous is being hunted by another deadly sharpshooter.
“It becomes a game of cat and mouse,” US Army Staff Sgt. Christopher Rance, the sniper instructor team sergeant at the sniper school at Fort Benning, said in a recent interview with Business Insider. “You have to be very cautious.”
Sniper duels like those seen in “Enemy at the Gates” and that well-known scene from “Saving Private Ryan” are rare, but they do happen. During the Vietnam War, Marine Corps Gunnery Sgt. Carlos Hathcock battled several enemy snipers, reportedly putting a shot clean through the rifle scope and eye of a North Vietnamese Army sniper.
We asked a handful of top US Army snipers, marksman with years of experience and multiple combat deployments, how they hunt enemy sharpshooters. Here’s what they had to say.
Spc. Dane Pope-Keegan, a Scottsdale, Arizona native and sniper assigned to 2nd Battalion, 5th Cavalry Regiment, 1st Brigade Combat Team, 1st Cavalry Division, performs reconnaissance and collects information during air assault training on July 10, 2018.
(U.S. Army photo by Spc. Andrew McNeil / 22nd Mobile Public Affairs Detachment)
US snipers have been fighting insurgents in the Middle East for nearly two decades. These enemies, while dangerous, are often considered lower level threats because they lack the training that US forces have.
“Some of our lower threat level [enemies], just because they are carrying a long gun, they may not have the actual experience of a sniper,” Rance told BI. The far greater threats are from professionally trained shooters from advanced militaries like those of China, Russia, and possibly even Iran.
“As you get into the near-peer threats, adversaries that have the proper tools and training, it’s a greater challenge for us to go get them because often they are professional school-trained snipers,” he said. They know the tricks of the trade, and that makes them much more deadly.
When there is a suspected sniper holed up nearby, there are a few different options.
“The best answer might be to go around,” Army Capt. Greg Elgort, the company commander at Fort Benning, told BI. “But, if your mission requires you to go through, you have a lot of different offensive options that are available.” They don’t necessarily have to hunt the enemy down one-on-one.
Snipers regularly support larger military force elements, scouting out enemy positions and relaying critical information to other components of that larger force, which can strike with mortars, artillery or infantry assault to “root out and destroy” the enemy. The snipers can then assess damage caused by the strikes from a safe distance.
But, sometimes eliminating the threat falls squarely on the shoulders of the sniper.
A U.S. Army sniper and infantryman with the U.S. Army Sniper School poses during a video shoot at Fort Benning, Georgia, Dec. 13, 2018.
(U.S. Army Reserve photo by Capt. David Gasperson)
The hunt is a tedious and dangerous game, as Rance said. US troops must pinpoint the emplaced sniper and range them without exposing themselves to fire.
“It’s going to take patience,” First Sgt. Kevin Sipes, a veteran sniper with more than a decade of experience, explained to BI recently. “You are waiting to see who is going to make a mistake first. Basically, it is going to take a mistake for you to win that fight, or vice versa, you making a mistake and losing that fight.”
Snipers are masters at concealing themselves from the watchful eyes of the enemy, but disappearing is no easy task. There’s a million different things that go into hiding from the enemy, and a simple mistake could be fatal.
According to the story of Hathcock, the renowned Vietnam War sniper, it was reportedly the glare of the enemy’s scope that gave away his position. “As a sniper, you are looking for anomalies, anything that sticks out, going against the pattern,” Rance explained.
U.S. Army Spc. Artemio Veneracion, a native of North Hills, Calif., a sniper with Eagle Troop, 2nd Squadron, 2nd Cavalry Regiment, stationed out of Vilseck, Germany, looks through the scope of an M110 Semi-Automatic Sniper System (SASS), during a combined squad training exercise with the Finnish Soldiers of the Armoured Reconnaissance Platoon at the Tapa Training Area, Estonia, June 15, 2016.
(U.S. Army photo by Staff Sgt. Steven M. Colvin)
These fights could easily be long and drawn out.
“In a real scenario, you could be in a situation for two, three weeks, a month maybe, determining a pattern, waiting for a mistake to be made,” Sipes said. Eliminating a threat could involve taking the shot yourself or using your eyes to guide other assets as they force the enemy “into a position to effectively neutralize them.” Either way, it takes time.
And, the waiting is tough.
“Staying in a position for an extended period of time, obviously it’s difficult,” Sipes told BI. “Patience is key. It’s terrible when you’re in that situation because it’s incredibly boring and you’re not moving. I’ve come out of situations with sores on my stomach and elbows and knees from laying there for so long.”
“It’s a cool story later,” he added.
No matter how tough it gets, a sniper must maintain focus, keeping his concentration. A sniper really only gets one shot, maybe two best case scenario.
“If they were to miss,” Rance explained, “they only have a few seconds to do that second shot correction before that target, seeks cover and disappears.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The US Army has purchased two Iron Dome defense systems, Defense News reports. The missile defense systems are short-range counter-rocket, artillery, and mortar (C-RAM) weapons systems that have been repeatedly tested by Hamas rockets fired into Israeli territory. The system’s radar detects incoming projectiles and tracking them until they get in range for one of the Iron Dome’s Tamir missiles to strike.
Israel has said the system intercepted 85 percent of the rockets fired in a 2012 Gaza operation. One expert assessed that Iron Dome is effective, but not as high as Israel has claimed.
It’s unclear how or where the US is planning to deploy these systems, but Defense News reported that they’ll be used in the military’s interim cruise missile defense capability. A delivery date — and the cost of the system — are not yet known.
Read on to learn more about the Iron Dome system.
The Iron Dome is a counter-rocket, artillery, and mortar (C-RAM) weapons system that can also defend against helicopters and other aircraft, as well as UAVs at very short range, according to its Israeli manufacturer Rafael Advanced Defense Systems. Ten of the systems are currently in use in Israel.
Iron Dome has different variants — the I-DOME is fully mobile and fits on a single truck, and the C-DOME is the naval version of the system. The US version, called SKYHUNTER, is manufactured by Rafael and Raytheon.
Iron Dome can operate in all weather conditions and at any time; one launcher holds 20 intercept missiles at a given time. The system uses a radar to detect an incoming projectile. The radar tracks the projectile while also alerting the other system components — the battle management and weapons control (BMC) component and the launcher — of the incoming threat. It also estimates where incoming projectiles will hit and only focuses on those threats that will fall in the area the system is meant to protect. Rafael boasts that this strategic targeting makes the system extremely cost-effective.
The system only targets rockets predicted to land in the protected zone, allowing ones that miss to pass by.
Trails are seen in the sky as an Iron Dome anti-missile projectile intercepts a rocket.
Rafael Advanced Defense Systems builds the Israeli Iron Dome defense system; the two US systems will be built by Rafael and Raytheon. Many of the components of Iron Dome’s Tamir missiles are made by Raytheon in the US.
Israel uses the Iron Dome to intercept rocket attacks from Hamas in Gaza and Hezbollah in southern Lebanon. It’s had the system in place since 2011.
The US is purchasing two Iron Domes, called Skyhunter in the US, for its interim cruise missile defense capability. It’s unclear when the systems will be delivered, and how and where they will be deployed, but Defense News reported that parts of the system may be integrated into the Indirect Fires Protection Capability program.
The Phalanx close-in weapon system (CIWS) is comparable to the Iron Dome, but instead of missiles, it rapid-fires bullets against incoming threats at sea and on land. The system is manufactured by Raytheon and employs a radar-guided gun that’s controlled by a computer and counters anti-ship missiles at sea. On land, the Phalanx is part of the Army’s C-RAM system. It’s used on all Navy surface combatant ship classes.
A Phalanx close-in weapons system (CIWS) fires from the fantail of the aircraft carrier USS Dwight D. Eisenhower (CVN 69) in the Atlantic Ocean, June 7, 2016.
(US Navy photo by Mass Communication Specialist 3rd Class Anderson W. Branch)
Defense News reported on Aug. 12, 2019, that the US had purchased two Iron Dome systems, although it’s unclear how much the Department of Defense paid for them, or where or how they will be deployed.
While the system has been very useful for Israel against more rudimentary Hamas- and Hezbollah-launched projectiles, it would be less so against weapons like hypersonic missiles, which can maneuver midflight.
Most troops take it easy and try to finish up the last things on their checklists before leaving. For most of us, the final weeks of our military service meant it was time to clean gear, say farewells, and hand off duties to the next guy. Many other short-timers, however, mentally ETS well before crossing the finish line.
The last couple of weeks in the military are often treated as a gentle glide back into the civilian world, but some guys take it to the next level and nosedive into laziness while still wearing their uniform. If you’re looking to make the most of your lazy days, use these tips:
Just say you’re at CIF or you’re cleaning your gear for CIF. It’s enough of a pain in the ass that everyone will just accept it.
(Photo by Spc. Devona Felgar)
Do some next-level skating
This is one of the few moments in your military career where it’s perfectly acceptable to focus on you and what you’ll be doing for yourself after you’re out. In other words, treat yo’ self.
Sham, skate, and be lazy. After a long career in the service, you’ve earned it.
Then again, reminding staff duty that you’ve been gone is fun, too…
(Photo by Chief warrant Officer Daniel McGowan)
Remind everyone of your ETS date
There’s a practical aspect to this. Nobody wants to get calls from staff duty asking why you’re not there when you’ve been out for months.
So, be loud about it. Everyone in the unit should know that you’re almost at the finish line — and that they shouldn’t expect sh*t from you.
No more barracks haircuts for you!
(U.S. Army photo)
Start growing that civilian hairstyle
You can’t start growing that sick, veteran-AF beard just yet, but you can start growing your hair out.
It still needs to be within regulations, but nobody will bother getting in your face if it’s just barely acceptable.
Let some other unfortunate soul handle cleaning connexes.
Hot potato every one of your responsibilities
Before you’re gone, you’ll need to successfully hand off your responsibilities to your replacement. What better way to get them used to your workflow than by giving them all of your work?
Divert all work the expected of you from here on out. If you think about it, you’re really just helping the replacement.
Dental is unsurprisingly expensive in the real world. Get as much done as you can while you’re in.
(Photo by 1st Lt. Rashard Coaxum)
Spend all of your time at health and dental
One of the biggest regrets among veterans is not logging every single service-related pain and injury. If you get a nagging ailment it verified while you’re still in, it’s much easier to get taken care of later.
We know — this is a bit of legitimate advice in an otherwise humorous article. If you’re determined to simply waste time, swing by the aid station all day, every day.
The only hard part of the classes is staying awake.
(Photo by Staff Sgt. Rachel Kocin)
Actually go to out-briefing classes
The classes can be helpful and you will need to go for accountability reasons, but it’s entirely on you how much you care.
Put in enough effort and maybe take a few extra classes, just to be safe. Your leadership won’t want to stop you from trying to improve your odds in the civilian world.
In a hearing before the House Appropriations Military Construction, Veterans Affairs and Related Agencies Subcommittee, Wilkie said veterans who have earned the Purple Heart will be placed “at the front of the line when it comes to claims before the department.”
According to Wilkie, the change is in “recognition of wounds taken in battle.”
He didn’t provide details on how the change will be implemented but said it is among the many improvements the department is making as part of the claims and appeals modernization effort.
The new process, created under the Appeals Modernization Act, gives veterans three choices for appealing their claim, including providing new evidence to the original reviewer; having a more senior adjudicator review the decision; and appealing to the Board of Veterans Appeals.
Wilkie described the change as part of a 21st-century transformation at the department.
The VA appeals backlog, which will be handled by the legacy system of appealing decisions to the board, stands at roughly 402,000 cases.
The new system will not only be used for disability compensation claims decisions, it will tackle decisions on education and insurance applications, vocational rehabilitation, caregiver benefits and claims with the National Cemetery Administration, according to the VA.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
While it might seem a little odd at first glance, it turns out the first helicopter pilot ever to receive the United States’ prestigious Medal of Honor, John Kelvin Koelsch, was born and and mostly raised in London, England. Considered an American citizen thanks to his parentage, Koelsch moved back to the US with his family in his teens, and soon after studied English at Princeton.
Described by his peers as “a man men admired and followed” Koelsch was a physically imposing individual who excelled at athletics and reportedly possessed a daunting intellect and a keen wit. Seemingly destined for intellectual greatness, Koelsch’s original plan was to become a lawyer, but he ultimately decided to join the war effort during WWII, enlisting with the U.S. Naval reserve as an aviation cadet on Sept. 14, 1942. He quickly rose through the ranks and was noted as being a terrifyingly effective torpedo bomber pilot.
Following WW2, Koelsch continued to serve with the Navy, though not before returning to Princeton to complete his degree.
At the start of the Korean War, Koelsch retrained as a helicopter pilot and ended up serving aboard, somewhat ironically, the USS Princeton.
Specializing in helicopter rescue, after what has been described as a “long tour of duty” aboard the USS Princeton, Koelsch turned down an offer to return to the United States with the rest of his squadron, simply telling his superiors that he wanted to remain until the job was done.
Two U.S. Navy Grumman F9F-2 Panthers dump fuel as they fly past the aircraft carrier USS Princeton during Korean War operations.
His request granted and with the rest of his squadron back in the United States, Koelsch was transferred to the Helicopter Utility Squadron Two, a detachment of which he was put in charge of.
Not just a great pilot, Koelsch also tinkered extensively with his own helicopter, customizing it to handle the Korean weather better, as well as perform better at extremely low altitudes so as to make spotting injured comrades easier during rescue missions.
In addition, Koelsch had a hand in inventing a number of devices to make rescuing people caught in specific circumstances via helicopter easier, such as the so-called “horse collar” hoist and a floating sling for water-based rescues.
This all brings us around to July 3, 1951. The ship Koelsch was stationed on received a distress call from a downed Marine Captain called James Wilkins. According to reports, Wilkins’ Corsair had been downed during a routine reconnaissance mission and he had been badly injured, suffering a twisted knee and severe burns over the lower half of his body.
Unsurprisingly for a man who once stated “Rescuing downed pilots is my mission” in response to a question about why he took so many risky rescue missions, Koelsch immediately volunteered to attempt to go after Wilkins. His superiors, on the other hand, noted, amongst other things, that rescuing Wilkins would be near impossible due to the heavy ground resistance expected, Wilkins being deep in enemy territory, and the rapidly approaching night and thick fog making it unlikely he’d spot Wilkins even if flying right over him.
Despite all this, Koelsch loaded up his Sikorsky HO3S-1 and set off with his co-pilot, enlisted airman George Neal to at least make the attempt.
Described diplomatically as “slow moving”, Koelsch’s helicopter was both unarmed and travelled to Wilkins’ location without a fighter escort due to the aforementioned heavy fog that day making such an escort impossible. On that note, even without enemy fire, this combination of fog, approaching night, and mountainous terrain also made flying in those conditions exceedingly dangerous.
Nevertheless, flying as low as 50 feet above the ground at some points so as to make spotting Wilkins’ downed Corsair easier through the mist, the sound and sight of Koelsch’s helicopter lazily buzzing through the air caught the attention of Wilkins (who’d been hiding in the woods from North Korean forces), prompting him to return to the parachute — his reasoning being that this would be the easiest thing for his rescuer to see.
John Kelvin Koelsch.
However, Koelsch brazen flying not far above the heads of nearby enemy forces saw them almost immediately begin firing at him as he came close to the region where Wilkins had been downed. Instead of, you know, getting out of range or doing anything whatsoever to protect his own life, when Koelsch located Wilkins, he simply hovered above him, weathering the hailstorm of bullets directed at himself and his chopper, and signaled for Wilkins to grab the hoist which had been lowered by Neal. As Wilkins would later note — “It was the greatest display of guts I ever saw.”
Unfortunately, it turns out helicopters don’t fly very well when the engine is riddled with bullet holes, and as Neal was winching Wilkins up, this is exactly what happened, causing the helicopter to crash.
Perhaps a problem for mere mortals, Koelsch was able to make something of a controlled crash into a mountainside, with himself and Neal avoiding any significant injuries, and Wilkins not suffering any further injuries as the chopper smashed into the ground.
Following the crash, Koelsch took charge of the situation and the trio fled the enemy forces, all the while taking special care to ensure Wilkins didn’t over exert himself. Koelsch and his cohorts managed to avoid capture for 9 days, eventually making their way to a small Korean fishing village. However, this is where the groups luck ran out and all three men were found hiding in a hut by North Korean forces.
During their march to a POW camp, Koelsch had the audacity to demand their captors provide Wilkins with immediate medical attention. After enough angry shouts from Koelsch, the North Korean soldiers eventually did just this; Wilkins would later credit Koelsch’s insensate and vehement pestering of their captors to give medical aid as something that ended up saving his life.
When the group reached the POW camp, Koelsch, despite being malnourished from his 9 days on the run with few supplies, shared his prisoner rations with the injured and sick, reportedly stating simply that they needed the food more than he did.
We should note at this point that Koelsch continued to do this while being periodically tortured by his captors for his refusal to cooperate in any way with them. When he wasn’t being tortured, Koelsch also continually argued with said captors about their mistreatment of his comrades, citing the Geneva Conventions. His refusal to shut up about this reportedly earned him a number of extra beatings.
Unfortunately, it all ended up being too much and Koelsch succumbed to a combination of malnutrition and dysentery, dying in October of 1951, about three months after his capture.
As for his companions, Neal and Wilkins ended up surviving the war.
In 1955, when the full extent of Koelsch’s actions and exemplary conduct while a prisoner became known, the decision was made to posthumously award him the Medal of Honor, with it noted that, beyond the selfless heroism displayed in the rescue attempt, “Koelsch steadfastly refused to aid his captors in any manner and served to inspire his fellow prisoners by his fortitude and consideration for others. His great personal valor and heroic spirit of self — sacrifice throughout sustain and enhance the finest traditions of the United States naval service.”
Koelsch’s remains were returned to the United States in 1955 by the Koreans and were interred at Arlington Cemetery, an honor reserved for all Medal of Honor awardees.
Further honors bestowed upon Koelesh include a Navy destroyer escort being named after him, as well as a flight simulator building in Hawaii.
Perhaps the most fitting honor though is that Koelsch display of stoic resilience in the face of unthinkable abuse, as well as his general conduct while a prisoner, served as one of the inspirations for the content of the 1955 Code of Conduct for American POWs which, among other things states:
If I am captured I will continue to resist by all means available. I will make every effort to escape and aid others to escape. I will accept neither parole nor special favors from the enemy. … If I become a prisoner of war, I will keep faith with my fellow prisoners. I will give no information or take part in any action which might be harmful to my comrades. If I am senior, I will take command. If not, I will obey the lawful orders of those appointed over me and will back them up in every way…. When questioned, should I become a prisoner of war, I am required to give name, rank, service number and date of birth. I will evade answering further questions to the utmost of my ability. I will make no oral or written statements disloyal to my country and its allies or harmful to their cause…. I will never forget that I am an American, fighting for freedom, responsible for my actions, and dedicated to the principles which made my country free.
This article originally appeared on Today I Found Out. Follow @TodayIFoundOut on Twitter.
Imagine being a German soldier in the lines of World War I. You know that your government and rival nations are developing new weapons that will either give you a sudden advantage or spell your doom. Then, a rumble comes across No Man’s Land, and the hulking forms of the world’s first tanks break through the mist and smoke as they bear down on you. The die has been cast, and you are doomed.
You know what I wouldn’t have wanted to face with no warning or historical precedent. This. This would be scary.
Alexander Kott has discovered a law-like trend in the development of weapons from early footsoldiers and archers to horsemen and towed artillery to modern tanks. Understanding how this progression has functioned and how it will continue might allow the Army to predict the future weapons it will have to fight against.
Kott’s findings are straight-forward, even if the math that backs it up is super complicated. Basically, the development of military technology follows a steady, exponential growth. It’s similar to Moore’s Law, where the number of transistors per chip doubles about every two years.
Just like how Moore’s Law allows programmers to write software for future computer chips, Kott’s research into weapon progression may allow weapon designers to prepare for new weapons even before they debut.
The math is complicated, but Kott’s general contention is that multiple variables of infantry and armored vehicles, especially the firepower and system weight, rise at a predictable, exponential rate. And Kott did everyone the favor of predicting what a tank and infantryman would look like in 2050, according to his model.
First, the infantryman.
Alexander Kott used the T-72 tank as part of his data set. This heavy behemoth as part of a trend in weapon design.
(Vivek Patankar, CC-BY 2.0)
The heavy infantryman of 2050 is expected to have an exoskeleton that weighs 55 pounds. That may sound heavy, but the exoskeleton is powered and can carry up to 297 pounds of equipment. That includes armor, a weapon much heavier than the rifles of today, a large combat load of ammunition, and more. Add in the 200-pound soldier, and the heavy infantry of 2050 is a 500-pound, walking weapon.
But the firepower goes up as well. Kott envisions a maximum rate of fire of 700 rounds per minute at a range of up to 1.25 miles. The energy of each shot will likely be about 15,490 joules. That’s roughly similar to the M2 .50-caliber machine gun that has to be mounted on vehicles, ships, or tripods today. Imagine carrying a weapon that powerful everywhere.
But tanks will go through a similar transformation.
Kott predicts a two-person tank crew will ride in a vehicle weighing 55 tons. It will fire up to 10 rounds per minute with an effective range stretching out to over 3 miles. And these rounds will be huge and/or powerful. The expected kinetic energy of each shot is up to 20.9 megajoules. That’s a fast-flying round of something like 135mm.
But as Kott points out in his own writing, there is a possible major change coming to weapons development. As directed energy weapons come into maturity and get deployed, they could change how the model works. Historically, infantrymen and artillery have generated more firepower by firing larger rounds with more explosive energy. But lasers and plasma cannons project relatively little mass.
But Kott still expects future tanks to deliver the equivalent 20.9 megajoules of damage, they may just be able to save a little weight on weapons (weight they may use for power generation within the tank).
So, what’s the value of the research? Kott’s not even releasing sweet designs of what this infantryman and tank will look like.
Well, these trends exist across the world, not just in the U.S. So a tank designer of today knows that they need to design their vehicle to survive hits from a 20.9-megajoule attack. And rifle designers can start thinking about how to deliver a .50-cal’s power in something an exoskeleton-equipped infantryman can get through a door frame.
Two brothers, separated by service to their country, reunited aboard the Nimitz-class aircraft carrier USS Harry S. Truman (CVN 75) after five years apart.
Aviation Boatswain’s Mate (Handling) 2nd Class Casey Halter met with his brother, Fire Controlman 2nd Class Lucas Halter in the captain’s in-port cabin May 17. Casey is assigned to CVN 75 and Lucas is currently forward deployed on USS Porter (DDG 78).
“We got word that one of our Sailors has a brother that’s also serving in the Navy,” said Truman’s Command Master Chief Jonas Carter. “Because of their two duty assignments, they haven’t seen each other in five years. This was an opportunity where we could bring them together for a reunion. We coordinated with his brother’s command for him to fly over. Their only request was a picture for their mom.”
The Halter brothers have been on opposites sides of the country and even an ocean apart during their assignments thus far. While both have wives and families, they said the opportunity to see each other has been more or less impossible for the last five years.
Both of the brothers admitted they didn’t think this was possible since both ships would have to be close enough for a helicopter to stop over. Casey said he thought he was in trouble when he was called up to the in-port cabin.
“I think this is one of the highlights of my career so far,” said Lucas. “I leave in [a few] weeks so this was the highlight of finishing out this patrol. I was looking forward to going home, but this kind of tops it now.”
The brothers toured Truman and watched nighttime flight operations from a variety of locations. Lucas stayed the night in the same berthing as his brother, catching up and taking the time to rekindle their relationship, said Casey.
“We can’t do this without the support of our families, and to have another family member serving alongside you across the world is huge,” said Carter. “That says a lot about the family and the support they have back home. They wouldn’t be able to do what they do here without that.”
“Everybody has their ups and their downs with the Navy and in general,” said Casey. “If I’m having a tough time or a problem with the Navy, [Lucas has] been through it so I can talk to him and vice versa.”
And while serving in the Navy has kept these two apart, it’s also brought them together.
“This is just proof that your chain of command will look out for you,” said Casey. “It’s amazing. I really didn’t think this would happen.”
Not many people can say that they’ve been on the same ship as their sibling during a combat deployment, added Casey. “To be such a big organization and to have the opportunity for family members to one, serve with sacrifice; but two, come together, it’s a once in a lifetime opportunity,” said Carter. “They may never get the chance to do this again.”
As the Carrier Strike Group EIGHT (CSG-8) flag ship, Truman’s support of Operation Inherent Resolve (OIR) demonstrates the capability and flexibility of U.S. Naval Forces, and its resolve to eliminate the terrorist group ISIS and the threat it poses.
Following the rulebook isn’t always a necessity. Well, that’s how the Marine Corps infantry feels about doctrine, anyway. Sure, there are hundreds of people who put their great minds together to come up with standard procedures for everything relating to warfare, but even still, us grunts take those “procedures” as suggestions. Why? Simple. We recognize that what may work for one unit doesn’t work for everyone.
This is the case with the fire team billet of “automatic rifleman.” The position is supposed to be held by the team leader’s second in command, usually a trusted advisor who can help run the team. But, over the years, Marines thought of a better person to hold the billet: boots. New guys. The FNGs. While some higher-ups might see this as hazing, the down-and-dirty, crayon-eating grunts disagree.
We argue that being an automatic rifleman teaches you these valuable lessons:
Accuracy is key. Pay attention and you might even score higher on the next qualification range.
(U.S. Marine Corps photo by Sgt. Emmanuel Ramos)
Some battalions have what’s called a “Squad-Level Advanced Marksmanship Course,” which is a fancy, Marine Corps way of saying, “automatic rifleman course.” That’s essentially what it is. But the focus is, as the name suggests, on marksmanship. Why? Because to be a good automatic rifleman, you must first be a good rifleman.
Learning how to engage accurately with an automatic weapon also teaches you how to be a substantially more effective rifleman. After all, you’re firing a high volume of bullets and, the more accurate you are, the more devastating to the enemy you are.
You’ll want to let the rounds fly, but each one is important. Always be mindful of that.
(U.S. Marine Corps photo by Sgt. Alicia R. Leaders)
It’s no secret that you get a lot of ammo as an automatic rifleman — around 18-22 magazines, to be exact, most of which you’ll be responsible for lugging around. But while learning about accuracy, you might also learn about conserving ammo.
The idea is this: You need to have enough ammo at the end of the fight to move on to the next fight. Especially if you’re the automatic rifleman, your fire team needs you.
This lesson of control can even help you as a leader, telling your automatic rifleman what you want them to do.
(U.S. Marine Corps photo by Cpl. Aaron Henson)
Quickly, you’ll learn that an automatic rifleman shouldn’t just unleash a barrage of bullets. You’ll learn when it’s appropriate to fire on full auto and when it’s appropriate to fire in 5-6 round bursts into large groups of enemies. This is important because, as you move up in rank and experience, you’ll be able to teach the next automatic rifleman about control.
This same control will help you with ammo conservation. More importantly, all these lessons will follow you into other fire team positions. In fact, if you become a squad leader, knowing how to use your automatic riflemen will be easier if you’ve been one.
In Army Special Forces parlance, an A-Team is not a fictional squad featuring Mr. T – it’s a real thing. An Operation Detachment-A Team is made of 12 operators, each with a different specialty (but is of course cross-trained to another), to form the core team that makes up the Green Berets.
Greg Stube, a former Green Beret, believes anyone is capable of operating at the Green Berets’ level. His new book shows you how to build an A-Team in your own life to achieve your goals.
Stube enlisted in the Army infantry in 1988. Just four years later, he was reclassing as a Special Force Medical Sergeant. As a Green Beret, his training went much, much further. He learned surgery, dentistry, and veterinary medicine. He also went to dive school and SERE school, and became a master parachutist. Like every Green Beret, he became fluent in a foreign language – his language was Russian.
He was ready to conquer anything. He would have to be in the coming years.
Listen to our interview with Greg Stube on the Mandatory Fun podcast:
His career spanned 23 years and included the end of the Cold War, the Gulf War, and the start of the Global War on Terror. During Operation Medusa in Afghanistan in 2006, Stube and his Green Beret team were outnumbered in the Battle of Sperwan Ghar – a week-long battle against the Taliban. Stube took a hit from a powerful IED, was shot numerous times, and was even on fire. He suffered wounds to his lower body and even nearly lost a leg. But after 17 surgeries in 18 months, Greg Stube miraculously recovered.
In that time, he learned that applying the way Green Berets are taught to accomplish a mission by any means necessary to his personal life he really could overcome any obstacle and any situation. His new book, Conquer Anything: A Green Beret’s Guide to Building Your A-Team, is a leadership book designed to help anyone use that mentality to achieve their personal and professional goals.
Stube’s newest mission is to share what he’s learned and to help make other people’s life a little better through his experiences.
“This is my attempt, from my life and career, to sum up the things I’ve done and witnessed in peace, conflict, and healing,” Stube says. “I just want people to know it’s not reserved for the military or a special forces team. Everything we learn and refine in those desperate situations can be used without all the pressure – without the life and death risk.”
Conquer Anything: A Green Beret’s Guide to Building Your A-Team is available on Amazon and will soon be available as an audiobook download on Audible, read by the author himself.
Audible: For you, the listeners of the Mandatory Fun podcast, Audible is offering a free audiobook download with a free 30-day trial to give you the opportunity to check out some of the books and authors featured on Mandatory Fun. To download your free audiobook today go to audibletrial.com/MandatoryFun.
The son of a Norwegian fisherman, Sig began fishing at age 14. His father Sverre came from a long line of fishermen and was one of the first pioneers of the crab industry in Alaska. While still in high school, Sig joined his father aboard the family boat, and also had the opportunity to fish in Norwegian waters in the summers. After finishing high school, Sig took up fishing full time, and at the young age of 22, earned the position of relief captain on the Northwestern.
Four years later, he became the boat’s full-time captain and one of the youngest ever to take command. Sig has made a name for himself as a hard-charging captain who doesn’t suffer fools or disloyalty lightly.
From his earliest years at the Northwestern’s helm, Sig has known his position in the captain’s chair depends completely on results. If you can’t bring home the catch, you go back to being a deckhand. In his role as the Hansen patriarch, Sig remains fiercely protective of his top-producing operation, his reputation and his crew.
WATM: Deadliest Catch is very popular in the veteran community. I remember starting to watch back in season 4 at the barracks with my squad. Does having many veteran fans surprise you?
When [WATM] said we have a lot of veteran viewers, it didn’t surprise me. We’ve received so many emails and information coming back to us from [active duty] troops. We can’t tell you how many people in the military would give praise to the show. There is a common denominator, maybe it is from them being gone and us being gone at sea. No matter what it was, they appreciate us. Shared experiences. It’s mind boggling. It is really flattering.
WATM: Mother nature is truly calling the shots this season, from the dangers on the high seas to the air we breathe, how has your experience as a captain helped prepare you for the toughest season yet?
With the pandemic and everything, it was difficult because you’re dealing with an unknown — multiple unknowns. Unknowns such as protocol, how to deal with illness if someone did become ill, protocols from the town of Dutch Harbor – they had their own protocols. Then you had protocols with the fishing tanneries that take our product. All the products, codfish and crab. The trip to get to anchorage, Alaska and Dutch Harbor, there were protocols there. All that and we didn’t even know if there was going to be a season to be had.
We didn’t have a survey this last summer. That’s when they go out and survey the ocean bottom and see roughly how much crab is out there and we take a conservative number so we don’t over fish. That wasn’t done. So, we had to go by a few years prior with an educated guess. We were fortunate that they opened the doors so that we could go fish and feed families. Of course, in the process there is so many people involved that people don’t understand. By the time it gets to the end user, all these people that are employed from shipping to sales – everything involved. There is a lot riding on it. Boats were pressed whether they should even fish or not. Even if they could get up there to do that it was difficult, getting the lines thrown and all.
WATM: Half of the fleet is tied up in Seattle. Has the virus infected that many crews or are they just cautious?
They were tied up because they didn’t know if there was going to be a season, so, you’re not sure if you should pay your premiums on things like insurance [for your ship and crew] such as personal injury. You have things like the journey itself to Dutch Harbor, which has a fuel cost. We had the possibility of a government shut down that some [reconsidered] if they should even leave.
We were also at risk because if we didn’t get the survey — if we didn’t produce crab — and we didn’t make this happen we were adding to the risk of the next season. Its never about just this year. You always want to perform so its good for next year too. They have what is called a Catch Per Unit. It is the average of how well you are fishing from every pot and how much crab you are getting. We’re a very sustainable industry so we want to make sure there is enough on the table for next year. Had we had a government shutdown; we were going to be looking at a minimum two year shut down. It’s industry protocol, it’s called a rebuilding act. It shuts down and you’re done for the next two years. So it was critical that we were out there even if it was the most minute amount of pounds to catch as long as it was open. A lot of hurdles. When you finally do get the news that they’re going to open then you need a crew. I called Jonathan and brought the Time Bandit into play. The reason for that is the more the merrier. We need to cover these grounds. We need to get it done because we didn’t have that survey to go by. When you have it you can kind of tell where they are and how they’re schooled up in the summer months. It gives you an idea of how you want to start the ball game. You need more people.
Working together is not very common these days. We as fishermen are very competitive and lookout for ourselves. We haven’t done it in a while and we tried to work together. (laughs) It’s not the prettiest thing to do because fishermen are natural born liars when they’re out there! You can’t trust any of them. Me included – but! We managed get through that as well.
WATM: You started fishing with your family when you were in high school. How did your father prepare you to become a captain and how are you preparing your daughter who is following in your footsteps?
Well, the way I prepare my daughter is the complete opposite of the way I was prepared by my father. That’s apples and oranges. When I was a kid, the first time I was on a crab boat, I was 12 years old. Every summer from there I would participate by fishing for Blue King Crab, Gold Fin Salmon. In the Bering Sea, or if we went to Norway as a family, I would have a job over there to fish for cod or mackerel or herring. I was always busy in the summer. Mandy, chip off the ol’ block, when she was 13 she participated in what is called Salmon Tendering Season. The North Western is like a big fish taxi. All the small salmon boats will deliver their catch to us and we’ll transport the fish to the beach at the processor. We would stay out there and be productive and busy. She was a really young gal, fishing ever since. We have common ground there, [as far as] growing up.
When I was 22 [becoming captain] wasn’t really an intended thing. It sort of just happened. One captain said he was going home and it was late in the season. The crew asked my father if I could run the boat. They didn’t want to see another old guy, someone they didn’t know. Because it was such a family run operation [my father] asked me and I agreed. I just went out there and winged it, honestly. I paid attention to my father and the other captains that had been running the boat. Until you do it, there’s a big learning curve. My learning curve was at the peril of the crew. I didn’t know anything, I didn’t know what I was doing. We still managed to get through it and there was much more crab in those days.
Now fast forward to Mandy, she was the youngest female to ever fish in the Bering Sea during the winter months – that I know of.
She missed out on school, I mean, I remember her asking, ‘Could I come up there?’ and I remember saying, ‘But you’re 17 years old?’ I knew that – at least from what I thought was – you can’t just miss [school] quarterly. I didn’t realize it. I said, ‘Sure, when you’re done with school you can come up’. Then I get a call from my wife saying I put my foot in my mouth because she’s coming up next week. I said, ‘She’s got school!’ and she said, ‘No, you ding-a-ling, because she can make up those lost days.’ I had no idea. So, next thing I know, my foot is in my mouth and Mandy is up there. When you look back it’s intensive. She was aspiring to do this and you can’t stop a person like that. You can’t put the breaks on good people that have that drive. After that, I couldn’t bear watching her grow unchecked anymore. If she’s going to be the next captain then that’s amazing!
I tried to fast track her first and training her on a one on one basis instead of throwing her to the wolves…which is what my father did to me. Like, he would tell me he would go out with me but then he would stay in town and I would go out and the mission was number one. He would say, ‘Just follow Walter. He said he’s got you.’ When we got out there, she told me to set my gear and then I was out on my own. (laughs) There istoo much money to be doing that these days. With her, it was a little bit of a fast track. I would rather have her more knowledgeable and equipped to run the family business when that time comes. Everyone understands that off the boat. It’s pretty unique the way we started so far.
WATM: Veterans love shows with adventure and a hint of danger. What would you like to say to the military audience regarding the show?
Well, number one, we appreciate them for what they do and being a part of the audience. I think we’re very much alike. There is risk and reward across the board and that’s a common denominator. We appreciate them as much as they appreciate us. It feels like family and its really neat thing to see that.
Deadliest Catch is now on Discovery and is streaming now on discovery+.
Indian Territory following the American Civil War was a vast and open area where criminals, outlaws, and thieves found refuge. Much like no man’s land during World War I, whenever lawmen, cowboys, and posses entered, a gunfight was almost guaranteed. On its eastern border sat a frontier town called Fort Smith, Arkansas. The Fort Smith federal court was responsible for bringing justice over a jurisdiction that spanned nearly 75,000 miles.
The Five Civilized Tribes also called Indian Territory home. The Cherokee, Choctaw, Chickasaw, Creek, and Seminole Indians lived where Oklahoma is today, and they had their own police, courts, and governments. The tribes could arrest only those who belonged to their communities and not outsiders such as white and Black men who committed crimes.
Standing at 6 feet 2 inches tall and weighing nearly 180 pounds, a former slave named Bass Reeves became one of the first Black deputies hired to the US Marshals Service. Reeves had served as the bodyguard of George Reeves — the son of William and a Texas slave owner — who joined the Confederacy during the American Civil War. Accounts vary — one story goes that he knocked out his owner with his fist after a dispute over a card game, while another said he ran away after hearing rumors of slaves being freed.
Bass Reeves was born a slave but became the first Black deputy to serve west of the Mississippi. Screenshot from YouTube.
Either action was punishable by hanging, and Reeves feared the outcome, so he fled to the Indian Territory for sanctuary. As a runaway he lived among the Seminole and Creek Indians, learning their languages and culture. The tribes taught him ancient stalking and tracking techniques, improving his expertise as an outdoorsman. He later developed priceless skills such as shooting a .44 Winchester rifle and reloading a revolver, a must for all Old West gunslingers to master. He was an ambidextrous gunfighter, talented both in draw speed and accuracy, and over his career he would never once be wounded by an outlaw’s bullet.
When the 13th Amendment was passed in 1865 abolishing slavery, Reeves’ newfound freedom allowed him to relocate to Arkansas. There he married and had 11 children. Prior to his hiring as a deputy with the US Marshals at Fort Smith, Reeves used his knowledge of the land, his dexterity learned from the tribes, and his intuition to guide federal lawmen into the Indian badlands scouting for wanted outlaws.
The US Marshals’ policy required at least one other deputy or Indian scout to join a patrol since the wasteland was as unpredictable as it was dangerous. When Reeves took the job in 1875, more than 100 deputy marshals had been killed in apprehension attempts; thus Reeves took a different approach. He donned several different disguises, in similar fashion as the Lone Ranger, to gain a tactical advantage over the miscreants he identified for arrest.
Bass Reeves — in the front row and far left with cane — served as a lawman in the American Indian territory of Muskogee, which is today’s Oklahoma. Photo courtesy of history.net.
He disguised himself as a tramp on the run from the law. He told two wanted brothers his story, glorifying his 28-mile journey on foot before pulling out his revolver and taking them into custody. He convinced a woman that he was avoiding a nearby posse, and she fed him a fresh meal and even offered him a bed to sleep in at her house overnight. In the middle of the night, he walked into her son’s bedroom, put handcuffs around his wrists, and was on horseback the next morning riding toward the jail.
His fearlessness never wavered, even when he was bedridden battling pneumonia. On Feb. 3, 1906, a Black man named Frank Brown chased his wife through town while armed with a knife. The wife burst through Reeves’ front door to hide from her husband. Brown followed her, screaming that he was going to kill her and brandishing his knife.
“Reeves reached under his pillow and secured his ever trusty revolver, with which he soon persuaded the wife-chaser that he was under arrest,” The Wichita Eagle reported that Sunday. “Reeves held his gun on the man while he sent his wife after a posseman, who took Brown to federal jail.”
Belle Star was arrested by Bass Reeves in 1883 and charged with horse theft. She was one of many notable American outlaws Reeves apprehended. Photo courtesy of Wikimedia Commons.
Accounts of his arrests frequented the newspapers, each as astonishing as the next. Reeves didn’t take bribes nor was he appreciative of any favoritism. After his son, Bennie, murdered his wife, Reeves issued a warrant for his arrest. His son was convicted and sentenced to serve a life of imprisonment in Leavenworth.
Bass Reeves served as a deputy for more than 30 years and retired from federal law enforcement at age 67. He worked a brief two-year stint as a city policeman in downtown Muskogee, Oklahoma, where crime was low because of his presence, before he died in 1910. Throughout his career he made an estimated 3,000 arrests, personally killed 14 outlaws in self-defense, and has since become an icon of both the Old West and pop culture.