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ASM last won the day on June 16 2018

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About ASM

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    Person of Interest
  • Birthday 12/16/1974


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    Retired Military
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  1. not sure why this still gets asked in the media. must be the front line concept and movies theatrics that bring it up. the war on terror is pushing 20 years with no modern fight being like a front line and women are there everyday and have been. the author of that article is a bit of a clown bringing up strength, which was never the issue. plus today fitness and strength is a huge factor which led to the army finally changing their fitness requirements to something more realistic and geared towards battle and combat. as long as everyone in uniform is treated independent of the gender and equally as a soldier, sailor, airman and marine than standards will be followed and not changed to "accommodate" as that is not needed. Sure most women cannot move most men in full gear and drag them out of a vehicle. but that's not because they are women. it is because some idiot leader took a 110 pound human and made them the battle buddy of a 250lb human which is not only stupid but bad leadership.
  2. Arizona State Militia - Arizona's Premier State Guard Resource! Join Now @ http://bit.ly/2ghEMyI Watch the video to see what we're all about!
  3. Our women go through the same training and selection process as everyone else.
  4. long end of the year. i'll be around more and increase my interaction and activity. is there anything members have requested to see more of?
  5. Company Descriptions Alpha Made up of members from Pima & Santa Cruz Counties as well as outlying areas. Alpha company has a training meeting the second Thursday of each month and a training day on the last weekend and hosts our summer statewide training exercise. Headquartered in Tucson, this group is currently focused on evaluating our developing training programs and products. This is where you can meet the President of the Board and State Commander most frequently. Their training focus leans more towards large scale support activities. Bravo Made up of members from Mohave County and the outlying areas. Bravo company has a training meeting the first Wednesday of the month and a training day the last weekend of the month and hosts our spring statewide training exercise. Headquartered in the Kingman area, this group is currently focused on developing individual skills, evacuation, longterm survival and public support. This group has the most public local support of any company, has a relationship with the city and local law enforcement. They regularly participate in local parades and holiday activities as a welcome member of the community. Charlie Made up of members from Maricopa & Pinal Counties as well as the outlying areas. Charlie company has a teleconference training meeting once a month, two weekend training days a month, with occasional overnight exercises. They also host our Labor Day FTX, which is our largest statewide training exercise each year. Headquartered in the Phoenix area, this group is currently focused on collective tasks, security and community response. This is our largest group where it would not be uncommon to have 30+ members at any event. HHC The headquarters company is incorporates leaders located across the state. HHC develops the overall training focus, maintains contact with representatives from the state government, coordinates statewide activities, provides specialized training, establishes policy and facilitates statewide training exercises and real world support activity. The responsibility of the C2 element is to coordinate all facets of ASM with the board of trustees. Board of Trustees The Board of Trustees/Directors, manage the financials, public support, social media and public affairs of the Arizona State Militia. Other Locations Flagstaff, Show Low, Prescott and Yuma often have large numbers of applicants with fluctuating membership due to commitments. In Yavapai and Apache counties we have had over 25 applicants in each area during FY 2108. All applicants are informed of our intent to grow in those areas, however, most want to join a group already in progress. While understandable, that does increase the challenge of establishing the ASM in those areas. If you apply from these areas understand that most likely there is only a small number of members, or, we are currently trying to initiate membership in that area. This may take significant effort on the local memberships part to grow during the onset.
  6. ASM Training Program PurposeThe purpose of the ASM Training Program is to insure each member of the Arizona State Militia has successfully completed a course of instruction in the legal requirements, structure, policies and procedures within the organization. Successful completion of this task will allow each member to advance within the organization and assist in the continual improvement involving unit operations and community support activities.Each section of the training requirements are designed in a specific logical order to build on prior training. It is essential only specific instructors are used that are certified and/or professionally trained in the subject area. Successful operation of this course will hinge on unit sponsorship, leadership participation and the removal of personal feelings that can become training distractors.Integration Training: For new members Must complete in order to pass the probationary requirement Non-optional training Coordinated, resourced and documented by the Training NCO(s) Some classes may be waived on a case by case basis Basic Skills Training: For members assigned to the tactical platoon Team leaders and Squad Leaders are the primary trainers Evaluated by Squad Leaders and the Platoon Leader Ongoing training that should be reviewed and practiced regularly Leadership Training: For all leadership positions Specific courses for tactical and non tactical Designed to assist in successful operation of the applicable element Intent is to have classes semi-annually Company Training: Training for an entire company Must be re-trained annually Scheduled by the Company Commander Will be reviewed by the state every two years Integration Training This program contains some of the subject areas that will evolve when needed and be reviewed annually by the state and company leadership. A few of the main topics are summarized below.Legal considerations - Militia, gun, state & federal landIt is essential that the first class be conducted in a comfortable, informal classroom setting. This allows all members to meet each other and openly participate in the training. This class should be first as it will highlight individuals with a contrary personal opinion that does not fit with the organization while insuring each member has been exposed to legal considerations. This is not a subject area that should be presumed every person either knows or will learn. The training should be closed with some form of written test combing multiple choice and true/false questions numbering no more than 25, in some cases a hands on test will be more appropriate.The focus needs to be based on existing laws and their interpretation based on the courts, not an individuals biased viewpoint or uneducated personal opinion regarding legal interpretation of the law. Understanding the state laws governing the militia, officials who dictate or request militia presence, who is in command of any militia called into service, should be at the forefront of the state law discussion. The federal aspects needs to extend beyond the personal interpretation of the 2nd Amendment and focus on federalization of the militia; requirements, steps and procedure. Existing militias with stigma based on prior events, understanding federal and local law enforcement organizations the militia may come in contact with and initial exposure to the emergency management system/MEMS training. MEMS is the only recognized training program used and required by the few states that officially recognize the unorganized militia whom utilize their participation in state events and train with the national guard. It is to the ASM advantage to approach the subject by choice rather than in response to a mandate that may arrive prior to participation with the state government.Understanding federal and state land laws and the governing bodies is more significant in Arizona than most states. It is important to know what lands are controlled by what agencies, requirements or denials of firearms presence and/or usage, hunting and fishing laws and the associated lotteries, leisure activities to include, but not limited to, hiking and camping. Resulting fines, fees and legal outcomes.Weapons Safety and OperationThe safest and most practical way to approach the handling, safety and operation of firearms is to utilize our existing NRA certified instructors. These individuals have received proven training that is uniform and a necessity to insure range safety with the varying skill levels. There are several ASM members with minimal weapons knowledge and skill who have received this training and are among our safest members handling firearms. There are also members with some experience or perceived mastery of weapons handling that are habitually poor examples of safety and attempt to train in weapons manipulation using inefficient and poor methodology. This training will rectify that while requesting all members to obtain professional training. This allows for a clear delineation of liability for the individual and the organization, pursuant to any future unwanted safety incidents that result from improper and negligent firearm operations. The instructor will outline testing and performance requirements. Until an adequate NRA instructor is certified, instructors with relevant experience will cover safe weapons handling and range safety & operation protocols.MedicalThe basic required medical tasks all members should know. These subjects should be covered by trained and certified medical personnel, EMTs, certified trainers by ASM or instructors with relevant experience. These are common core subjects focusing on the IFAK, heat casualties, patient assessment, patient evacuation, ECC and related areas. Portions of this class should be closed with a written test combining multiple choice and true/false questions numbering no more than 25.Map Reading & Land NavigationThis class covers the basic map reading, polar plots, identifying azimuth, location, orientation, measurement and utilization. Additionally the 2nd half of training should be outdoor to establish pace count, basic compass usage, alternative and field expedient directional methods, and identifying terrain features.ASM Structure, policies and proceduresThis session covers the things we want to keep close-hold until it is determined every participant who has progressed to this point will be excepted, rather than excused, from the organization. Identifying the military and ASM personal structure, unit designations, identifications, locations, and leadership positions. Covering organizational polices of which there should be several designed by this point. Discussing procedures including, but not limited to, handling disputes, chain of command, the support channel, participating in public events, conduct and expectations. Issuance of any SOP that is designed and designated for the initial trainee. Also, general details about our bug out process.While many of these items may be lightly covered along the way a final blanket discussion will allow for group uniformity of training and allow time to complete this session with individual recognition by distributing the unit patch and for some, identifying a duty position and/or promotion. This will be covered by the company leadership.Course RequirementsRegardless of current, former or prospective participation in ASM this training should be considered a requirement for everyone. It is understandable that a very minimal select few may not need one or more classes as they are the individuals with that professional training and experience. Ex., An NRA instructor or graduate does not need one or both NRA courses. However, those without either certificate should be required to attend the course. Instruction should be tailored to the lowest common denominator and not to the instructor or a leaders individual desire or presumption of a trainees knowledge base. Basic Skills Training Small Unit TacticsTactical training needs to be limited to very basic buddy team and fire team operations. Appropriate subjects would be three basic movement formations, signaling, moving in formation, getting online, aid and litter, rally points, using key terrain, moving in a stack outdoors, cover & concealment, advancement and withdrawal, to name a few. This will be the first event where the trainees utilize firearms in a group and not in a range environment as well utilize communications and individual strengths to work as a team, conquering individuality, communication and personality conflict. This class should be closed with a squad leader and/or platoon leader evaluation as appropriate. A knowledgable instructor with relevant experience will be used in cases where the leadership either doesn’t exist or has not yet obtained the necessary level of proficiency.CommunicationsA broad subject requiring a narrow focus for initial training. Appropriate subjects would include basic hand and arm signals that compliment the small unit tactical training in the BST program. The use of signaling devices for passage of lines, emergency response, SAR, international marking systems for aircraft, the communication structure of ASM or the military system up to the point of any ASM communications plan development, basic encoding and cryptology, radio communication procedures and protocol. A brief discussion of the current radios in use, why those are not the only ones that will work and other choices available, the current channel designations and uses. Additionally a brief overview of amateur radio requirements and available organizations that conduct testing as well as proven current books and websites designed to properly prepare for the licensing tests. This class should be closed with a written test combining multiple choice and true/false questions numbering no more than 25. Leadership Training This training is a multi-course program designed to benefit the leadership in the construction and dissemination of needed documents, evaluation process, communication, leader responsibilities, duties and expectations of both the tactical and non-tactical leader. After the joint introductory course, follow on training is specific to the tactical and non-tactical platoon. Tactical leadership training will involve maneuvering units, mission planning, train the trainer, critical thinking, strategic planning, intelligence gathering, support requests, reporting and establishing a defensive plan. The non-tactical course is specific to the needs and requirements of the headquarters/support platoon. This involves providing mission support, operating a command posts, camp requirements specific to each duty position, defensive requirements, map tracking, mission planning, evacuation and resource management. Company Training This training is specific to the company where smaller groups would not be conducive to the subject matter. These areas are required to be refreshed annually. Examples include, but are not limited to, formations and active shooter.
  7. ASM


  8. Some of the most valuable lessons I learned while serving in the military were the 11 leadership principles. These are a step-by-step guide to becoming a better leader in any environment, from the battlefield to the boardroom.“B Triple K Set Meds” is the pronunciation of the acronym BKKKSETMEDS and when used as a guide, can help you become a better leader.Be Technically and Tactically ProficientThis isn’t just a militaristic interpretation, it simply means know what you’re doing and have the ability to explain the reasoning behind what you’re doing. It does you no good to perform a task over and over again without seeing how it affects the bigger picture.You don’t need to be more proficient than those underneath you, but you should be able to accomplish anything they can and answer questions as to why things are done a certain way.Know Yourself and Seek ImprovementNo one’s perfect; be realistic with yourself, identify what your weaknesses are and work to be stronger in those areas. If you don’t know a certain aspect of something or are unable to perform a certain task, it’s not the end of the world.Work to become better, find the solution and go the extra mile. Always be evolving as a leader and a person.Keep Your People InformedNothing kills morale of the people underneath you faster than uncertainty. If you can’t be honest and up front with the people you lead, you can’t expect them to trust you or keep you informed.You as the leader, should be seen as stable and upfront, not as someone who hides information or retains details important to the people you’re leading. If your team didn’t do something correctly, let them know. However, be wary of falling into the trap of only pointing out failures and not successes.Know Your People and Look Out for Their WelfareThis should almost go without saying, but know the people working for you and take care of them. It could be something simple, like providing them with food or making sure they’re not having problems at home.If someone working for you had their AC go out at home, giving them the time to make a phone call to set up an appointment to fix it during working hours would go miles to endear them to you. Get to know people’s strengths and weaknesses. With that information, you’ll be able to utilize them to their greatest potential.Set the ExampleBe the person you want your workers to be. You shouldn’t expect anyone to do anything you wouldn’t or haven’t done. At the same time, you need to set the standard you expect from the people you’re leading and don’t accept less. Don’t be a hypocrite, be the person you would want working for you.Ensure Each Task is Understood Supervised and AccomplishedMost often, failure can be attributed to a lack of understanding and supervision. This doesn’t mean micromanaging or talking down to anyone. It means explaining the task thoroughly and verifying the person understands what it is you need them to do. Afterwards, ensuring the task was completed.Let the team attempt the task without your guidance if it’s not an overly complex or dangerous one. You may learn something about the job you never thought of. If you see an area where they’re struggling, don’t be afraid to step in and offer guidance. If they’re still unable to accomplish the task, they’ll be more receptive to your instruction now that they know their way wasn’t working.When this is done without any micromanaging or a “you’re doing it wrong” attitude, the result is someone that understands what they thought would work didn’t, but also that they needed to open up their mind to your guidance to learn from you.Train Your People as a TeamIn most cases, people don’t work most efficiently by themselves. By a team, I don’t mean it has to be a big hand-holding “YAY TEAM” venture. It means they’re all working towards similar goals. It means they understand that something one person does, or fails to do, can help the team succeed or can set everyone back.Using open communication throughout the team goes a long way to help with preventable setbacks. Everyone needs to be working towards the same end.Make Sound and Timely DecisionsDon’t become indecisive, or take too long to make decisions. The appearance of hesitation or display of mental weakness is something you should never show someone looking to you for guidance. If you don’t know something, don’t make something up. Let them know you don’t know, but that you’ll find out. Be sure to find the answer, follow up and tell them.If you’re unable to decide on paper or plastic, how can you expect anyone to believe what you’re saying? Think carefully about the decisions you need to make and don’t leave room for argument or misinterpretation. “We need X, Y, Z done today,” is much better than “I think we need X, Y, Z done today.” Keep your decisions decisive.Employ Your People in Accordance with their CapabilitiesMost of this stems from knowing your people. Know who can do what and what they’re best at. You wouldn’t ask a small person to lift heavy things, just like you wouldn’t want a tall person at a short desk. Some people work well in chaos, while some don’t. The knowledge of these capabilities allows you to make the most effective use of your people.Don’t burn people out and don’t let them get bored. Ask how they’re handling the task you’ve given. Not from a “I want to see if you’re just sitting on your ass all day” perspective, but from a “how is the workload effecting you” stance. It’s no good to spend all your time investing in training and integrating a person into your employ, only to have them burn out.Develop a Sense of Responsibility Among your SubordinatesDelegation is key in handling large work loads. Giving someone a sense of ownership over a task or area will work wonders. They’ll be more likely to feel a personal investment in what they produce.Encourage them to seek new challenges and help them to overcome them. Promote the development of new skills and reward successes. If tasks that were assigned weren’t accomplished, handle them and ensure the failure points are addressed.Seek Responsibility and Take Responsibility for Your ActionsBeing willing to take on harder jobs will push your potential as a leader. To grow as a leader, you need to be taken out of your comfort zone every once in a while and learn from that experience.Push out into new horizons and look for ways to assume more responsibility. Also, be willing to take responsibility not only for your successes, but also your failures. If you mess up something, be upfront about it. Address the issue, own it and learn from it.
  9. Max

    Sorry I didn't get back to you sooner, but in response to what sort of training plan they have for Oct. 19-21, I don't know any of those particulars.  I'd guess that contacting the Texas National Militia or United III%'s of Texas, would be your best bet since they are hosting the event. You should be able to contact them through the M.M. site. Sorry I could not be more specific.   Max

  10. “What can I do to help you do your job?” This question is frequently asked by people in leadership as a way to communicate they care about what their employees need. It helps a leader get a sense for what someone believes their job is and the resources they think are lacking, but it really doesn’t need to be asked. In fact, good leaders can answer this question themselves because everyone needs three important things from those leading them. Too often we think the most important things we can give the people in our organization are more resources, better technology, more manpower, etc. The truth is these are all secondary to the top three things every leader needs to give his or her subordinates. In this brief article, I will explain what these three things are, why they’re important, and why we tend to shy away from giving them to people who work for us.The first thing we can give our team members is trust. We have to trust the individuals working for us because without trust we never establish a solid relationship with them. If we can’t trust someone working for us then either we need to leave or they need to leave, but trust is a fundamental element of a good working relationship. If we hired someone we have to trust our instincts that the person we hired is competent and able to do their job. If we inherited an employee hired by another person before us we need to establish a connection with them and get a sense of whether or not we can trust them to do what needs to be done. That might mean letting them make mistakes, mentoring them to improve the work they do or investing some of that precious time of ours into their professional development. Whatever we have to do we need to find a way to trust them. When people feel trusted they become more creative, try new things, and maintain an open honest communication. For most of us, trust doesn’t come easy because it makes us vulnerable. Trusting someone is making yourself vulnerable to the fact your instincts may be wrong about someone and that means you’re not a good judge of someone’s ability. That can get translated into the negative belief that you’re not a good leader. You have to be confident in who you are in order to trust others because trust is foundational for organizational success.Next to trust the second thing a leader has to give to his or her subordinates is empowerment. If you trust someone but never allow them to be empowered to make decisions, exercise their expertise, or shape the direction of their work, the trust you establish is never capitalized on and therefore all you have is a nice relationship without results. Empowering people is a way the many voices of an organization become a type of musical choir singing the organizational chorus. Everyone, in their own way and with their own talents gets to contribute to the organization when you empower employees. Sure, everyone can’t just do what they want, that’s not how a choir functions. Two people singing in two different keys are not making music, they're making noise. However, when a tenor and a soprano sing their notes in their range along with a bass vocalist you have music. Each contributes to the song in their own way, but they’re working toward a common complimentary sound. If you’re the leader of an organization you have to empower each department and employee to contribute to the organizational song which is the vision and mission of the organization. You already trust them; you know they can play their instruments, now empower them to make music. You’re the director, the conductor of the symphony, so empower them to make music. Good leadership trusts and empowers people in such a way they feel some level of ownership in what the organization is doing. ALCOA, a large aluminum company found all over the globe is a great place to study how empowerment and trust can create significant payoffs. In order to be one of the safest companies in the world, ALCOA empowered the people on their production lines and trusted them to decide if there was a safety hazard or something not right during production. Alcoa employees could stop production on the spot if something didn’t seem safe. It didn’t matter if you were functioning as a laborer, a mid-level manager, or a plant supervisor, if you felt something wasn’t safe the company trusted you to stop production and address the problem. That’s trust because if you understand how much money a company loses when production stops, you get a sense for what it means to trust and empower employees. Because of this trust and empowerment, as well as a number of other factors, ALCOA has had some of the best safety records in their industry. That’s pretty impressive. Leaders shy away from empowering others because it means losing control. It’s something leaders need to get over and recognize by empowering others we are exercising some of the most control and power a person can be trusted with. Learn from ALCOA, empowering the people in your organization simply means extending your leadership reach into places you wouldn’t normally have access to.Lastly, and perhaps even more important than the previous two ideas, a leader must inspire those they lead. For many people what they do on a day by day basis can become routine and begin to lose meaning and purpose. It’s human nature to get bored with tasks that are repetitive. Leaders can’t let that happen. Each day they need to inspire others to see the bigger picture. They have to be an incarnation of the “Why” an organization exists. People have to see that their leaders believe in the organizational mission, have captured the vision of the organization, and live by the values and ideas that reflect the reason the organization exists. Leaders have to take the time to walk among the people they lead and inspire them to realize their everyday tasks are bigger than the work that feels empty and mundane. In fact, the everyday mundane task of the leader is to remind other people what they do is not mundane or ordinary. Leaders have to be inspirational. Because the mundane work of leadership is to make organizational tasks inspirational people in leadership roles sometimes forget how important being inspirational is. That can’t happen because leadership sets the tone for the whole organization. People need to be inspired.The next time you feel compelled to ask someone in your organization what you need to do to help them get their job done ask yourself first and foremost have I trusted these people, empowered these people, and inspired them. Only after you’ve done these three things are the other potential resources you can give them going to be effective. Without trust, empowerment, and inspiration you’re not leading a team you’re simply overseeing forced labor that will only do what’s necessary to get by and leave your organization the minute something better comes along. Be the leader who can do so much more by trusting, empowering, and inspiring those you lead.
  11. Create your own reality. In every given moment, we have a choice: to be happy with what we do and where we are, or to be unhappy. Even when we can’t control our circumstances, we have that choice. In a sense, it means that we create our own reality. When you’re feeling unhappy, remind yourself that you have the power to choose happiness instead.Don’t compare yourself to others. People who have self-doubt, who lack confidence, who aren’t happy with themselves, are constantly looking over their shoulder and comparing themselves with everyone around them. When you catch yourself asking how you measure up to someone else, stop and tell yourself to look within to find out who you are. Regardless of what other people are doing, refuse to measure your success and self-worth by any standard but that of your own expectations and journey.Let go of what you can’t control. Happy people know the difference between what they can control and what they cannot. The focus on what they can control and let go of the rest. Take ownership of your happiness within your own boundaries.Choose your battles wisely. When your emotions are running strong, back up a bit and try to understand what’s triggering them. Work to control your response to your emotions, because then you will be able to choose your battles wisely and stand your ground when you feel it’s something worth fighting for.Be your authentic self. Happy people are true to themselves; they know how to express their opinions quietly and effectively, and they know how to say no graciously when someone wants them to do something that might dim their light or compromise their integrity. When you are feeling confused, take some time to review your values and your convictions—they will always help you stay grounded and authentic.Give so you can receive. Happy people don’t think only of themselves but also of how they can support and help others. Giving makes us happy and we end up receiving more than we have given. Helping someone is literally helping yourself. In a Harvard study, those who helped others were 10 times more likely to be focused at work and 40 percent more likely to get a promotion. The same study showed that people who consistently provided social support were the most likely to be happy during times of high stress. As long as you don’t overcommit yourself, helping others is sure to have a positive influence on your own happiness.Lead from within: People truly are as happy as they make up their mind to be. Happy people don’t have the best of everything; they make the best of everything. Everyone wants to be respected and admired, but often we are afraid of being perceived as too aggressive or overly confident in our pursuit of own greatness.While you can’t control other people’s opinions, you can always control your own actions. Respect takes time and effort—it’s not something you’re given but something you earn. Here are six top ways that the best leaders earn respect every day:They first give respect. Respected leaders know you must show respect before you can earn respect. They treat everyone with courtesy and kindness; even when criticizing or giving feedback, they’re always considerate and compassionate. As the saying goes, people will forget what you said and they’ll forget what you did, but they’ll never forget how you made them feel.They keep their promises. If they tell you they’re going to do something, you know you can count on them to get it done. For a leader to become known as a person who can’t be trusted is one of the quickest ways to engineer a loss of respect. The best leaders are always aware that people are counting on them, and they do everything they can to deliver on their promises and earn the respect of their people. They listen before speaking. The best leaders are typically the best listeners. Taking the time to listen instead of rushing in with an opinion shows that they’re confident in their leadership. It’s the insecure leaders who always have to speak first and signal that their thoughts are most important. Even in disagreement, everyone deserves to be heard—and a a true leader knows how to use listening, and silence, to their advantage.They ask for help. Most people see asking for help is a sign of weakness, but respected leaders are secure enough to admit they need help and view asking as a sign of strength. I always tell my clients that vulnerable is the new strong. It’s a smart leader who asks for help to learn and grow.They admit when they’re wrong. Most of us find it hard to admit when we’re wrong, but a respected leader is quick to say, “I messed up” or “I made a mistake” or “I was wrong.” It’s only the narcissistic, self-centered, egotistic leaders who they think they’re always right even when they are wrong—an attitude that costs them in respect.They serve others. Respected leaders know that nothing great can ever be accomplished alone. At its core, leadership is about serving others and inspiring them to bring out their own greatness. Great leaders inspire others by empowering and serving them.They appreciate others. The most respected leaders genuinely care about others and show admiration. These powerful traits show that they can see beyond themselves and have the emotional intelligence to celebrate others and boost the confidence and self-esteem of everyone around them. Leaders with a reputation for caring are among the most highly respected people anywhere.Lead from within: The well-respected leader knows respect is hard to attain but easy to lose.

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