The Last Rebel: Survivor

by William W. Johnstone

  “You going to try to do that?” Jim asked.

  “Absolutely. My philosophy and that of the other Rebels hasn’t changed just because Ben is dead. In fact, we want to realize the dream that was always his.”

  “It seems that you guys have been fighting all your lives,” Jim said.

  “It seems that way because it is that way!” Kindhand said to appreciative laughter from the other Rebels.

  “But how are you going to fight anyone with just a handful of men?”

  “We aren’t,” Kindhand said. “I don’t know if you know it but I sent a message out in code on the CB, if any Rebels are within listening distance. I told them what road we’re traveling, where we are, and before long I expect we’ll be meeting some people. I just know there are thousands of Rebels still alive, it’s just that they’re scattered.”

  “Is it safe?”

  “What, the code?”

  “Yes.”

  “It’s pure Indian wind-talker stuff. The Axis couldn’t figure it out in World War II and couldn’t figure it out now.”

  “Somebody said the Jamaicans were the same way,” Jim said, “the posse gangs. Spoke in their own special pig English and the U.S. Drug Enforcement Agency couldn’t figure out what they were saying.”

  “I had heard that too,” Kindhand said. “I don’t doubt it for a minute.”

  There was silence for a moment, everyone sipping hot coffee, a moment like so many moments so long before the wars and the plague started. Just brothers-in-arms, enjoying each other, the calm before the storm: the storm, they knew, that some of them wouldn’t make it through.

  “So,” Kindhand said, “you’re just going up to Montana and live there?”

  “Yeah,” Jim said, “I got mountain man in my blood.”

  Kindhand took a long sip of his coffee. Then he looked levelly at Jim.

  “You know you won’t be able to do that until this world straightens itself out.”

  “Maybe,” Jim said, “but I’m going to try. At least we have a good chance to avoid conflicts with the Rejects. They won’t be able to find us, not in the country we’re heading for.”

  Kindhand looked at Jim.

  “Do you have a minute, Jim?”

  “Sure.”

  “There’s something I want to show you.”

  Kindhand got up—he was remarkably agile for his age—and Jim followed him to his HumVee. He reached in and took an envelope out.

  “This,” Kindhand said, taking some papers out of the envelopes, “is a memo from Ben Raines that contains some valuable info on fighting war.”

  “Why are you showing it to me?”

  “Because I think that someday, Jim, you might find some of these tips valuable. In fact, if I should get killed I have told my men that you would make a good leader.”

  “I told you,” Jim said, “I have no intention of fighting a war.”

  “Well, like I said, maybe someday you’ll have to.”

  Jim just looked at him.

  “Why don’t you just look them over and see what you think? Some of them apply to full-scale war where artillery is used, but there are some ideas that are very useful no matter what the mode of warfare.”

  Jim hesitated but then said: “Okay. I’ll take a look.”

  Kindhand nodded, turned, and walked back toward the fire. Jim read the memo by moonlight.

  CONFIDENTIAL

  To: Field Commanders

  Subject: Most Effective Combat Procedures and

  Principles of Command

  From: Ben Raines, Gen.

  Over the years that we have fought as brothers in arms, a number of things have come to my attention that need to be addressed relative to combat procedures and administrative principles. For some of you, this information will be old hat, but some of your are new and are relatively unfamiliar with the information or simply have gotten blase about its execution. Upon reading these tenets, some may seem academic, even boring. But it is absolutely crucial that these principles be followed. If anyone reading this does not understand anything contained, please communicate with me or the chief of staff at once.

  GENERAL POINTS

  - Leadership. It is expected that anyone who is put in command of any unit should lead that unit personally, should lead in person. Any commander who fails to obtain his objective, and who is not dead or severely wounded, has not done his full duty.

  - Visit Front Daily. In the event that combat involves the maintenance of a front, rather than a guerilla-style action, each chief of the general staff sections—Signal, Ordnance, Engineering, and Quartermaster section—should visit the front daily. The commanding general or his chief of staff—but never both at once—should also visit. To avoid duplication of duties, the chief of staff will designate which sectors are to be visited by whom.

  When visiting the front, remember that the function of the visiting officers is to observe, not interfere in any way. This does exclude, however, them reporting anything of military importance no matter where it comes from. Remember that praise is militarily more valuable than assigning blame. And remember that as a commander you have objectives in visiting the front: to gather relevant intel and have your men meet you at the front.

  - Execution. The promulgation of an order involves only ten percent of your responsibility. The other ninety percent must be devoted to making sure, by vigorous and proper supervision, that the order is carried out.

  - Staff Meetings. Frequent meetings among staff commanders is required to ensure that all relevant information in a particular campaign is fully circulated and acted upon. Attendance at these meetings is required. If information is discovered that is of an urgent character, it must be distributed quickly.

  - Rest. Any personnel, whether line or commanding, will not survive without proper rest. All sections are required to run a duty roster and enforce compliance. Different sections require different rest time, and this should be calculated as time goes by. Of course, in some situations we all must work all the time, but such emergencies are not frequent. The central point is that men who are not exhausted work better when pressure is high.

  - Command Post Location. All command posts must be strategically located, following the central idea that the closer to their front the command post is the less time is wasted in driving to and from the front. Ideally, the Chief Command Post (CCP) post should be more than a half-hour’s drive away from the front and the command posts (COs) of field units closer to the line. The closer the COs are to the CCP’s saves much time. Command posts should be set up so that there is a minimum amount of radio traffic.

  COMBAT: RULES OF ENGAGEMENT

  - Maps. Some of us think that we acquire merit because we read maps in the safety of a CCP or CO. This is in error.

  Maps exist to allow us to plan overall strategy and give us a panoramic view of battles.

  Very importantly, maps also exist to allow us to see where critical situations are or may develop, and the commander should be aware of these. In the higher echelons, a layered map of the whole theater drawn to a reasonable scale, showing roads, railways, streams, and towns is better than a large-scale map clogged with ground forms and nonessential information.

  - Plans. These should not be rigid, but flexible, ready to be changed as needed.

  - Reconnaissance. The plain fact is that there is no such thing as too much reconnaissance. However you can get it, by whatever means, do so. The reports submitted must not be speculative or opinions, but facts, whether negative or positive.

  If you intercept a message, be wary: sometimes intercepts are sent to be intercepted and provide false data. Cross-check them. And remember, information is like bread: the fresher it is the better it is.

  - Orders. All commanders will receive written orders on battles and other relevant matters that are complete. That is, the overall goal of an operation will be made clear as will the mission to be accomplished by each major combat unit. The order should be short, and perfectly clear, accomp
anied by a sketch that will tell what to do, not how to do it.

  - Fragmentary Orders in the Field. Commanders will get many orders electronically. It is necessary to write them down and repeat what you hear.

  Whenever possible, issue the order in person and always try to have the senior officer issue the order rather than the junior. Allow ample time, whenever possible, to allow the person to act on the order.

  Keep troops informed, not only of what is going on, and is to go on, but also in detail of what they have achieved.

  - Supplies. All units must anticipate supplies that they need and ask for them in time for them to be effective in combat. To aid this process, reconnaissance should be used as needed to help anticipate demands.

  Remember: a rifle without bullets is just as useless as a gun truck without gas.

  - Medical Care. There should be adequate care available—and quickly. If a field hospital is involved it should be close to the front.

  All commanders should visit the wounded personally, not have a junior officer do it.

  - Special Note: Decorations. These are very important to keep morale up and should be given whenever time allows. There should be one officer on the staff who will be able to write up the citation for proper consideration.

  - Discipline. There is only one type of discipline—perfect. If you don’t enforce and maintain discipline you are potential murders. You must set the example.

  Discipline is based on mutual confidence and respect, meticulous attention to detail, and pride in being a soldier. Discipline must be as much a part of a soldier as his breathing, something that is stronger than the excitement of battle or fear if death.

  Discipline is only possible when officers care deeply about their troops, and are imbued with their cause. These officers will not tolerate negligence; officers who fail to correct mistakes or compliment success are useless in peace and dangerous in war.

  Officers must also be meticulous about their dress, their conduct—and demonstrate courage.

  Discipline is also maintained by engaging in various activities, such as getting up at a certain time, standing at weapons inspection, keeping one’s gear clean, firing at the range, saluting, and many other things that result in a mind that is sharp and ready to respond in war.

  - Rumors. Any army has to deal with more than its fair share of rumors. Of particular concern are unsubstantiated statements received after dark. Also, stragglers and walking wounded. Such persons tend to justify themselves by painting alarming pictures.

  Note that it is very difficult to respond to every call for help after dark. Note that units will not be wholly destroyed at night, usually because some can escape in the dark. If you must counterattack, launch this attack in daylight, but first check out the information you received via adequate recon.

  - Physical Condition. It is important for troops to be in good physical condition. Fatigue can make cowards of us all. Men who are in good shape do not tire.

  - Courage. As the poet once said, “Do not take counsel of your fears.”

  COMBAT PRINCIPLES: WHAT WORKS AND WHAT DOESN’T

  In war, there is only one tactical principle that is immutable: to use any means at hand to inflict the maximum number of casualties that lead to the destruction of the enemy in minimal time.

  In battle, casualties relate directly to how long you are in the line of fire.

  Your own firepower will cut down on the enemy’s firepower and the rapidity of the attack as well as will shorten your risk of exposure. As a famous general once said: “A pint of sweat will save a gallon of blood.”

  Battles are won by frightening your enemy, which is achieved by wounding and hurting—wounding and killing him in any way you can. Fire from the rear is three times as effective as fire from the front, but to get fire behind the enemy you must hold him with frontal fire while you work your way around a flank. If the enemies’ positions are in place, direct assault on them should be avoided if possible.

  Battles are won by hitting the enemy with the maximum force you can muster before the enemy can assemble any force of his own. If he has one division, you want two. If he has two regiments, you want to overrun him with four. Make your force as strong as humanly possible as long as the gathering of that force does not unduly delay the attack.

  Battles are won by never yielding ground. It is much better to hold what you have won than to take back what you have lost. At night, never move your troops to the rear to rest or reform. In the daytime this may be done, but only when absolutely necessary.

  The danger of retreat is that it may produce a panic. There are numerous instances of men—brave men—fleeing in panic when this is done.

  Battles are won by using your firepower. Mortars and artillery are great weapons, but just scrap metal when not used! Keep them firing.

  - Tactical Ops. Whenever you can use roads to travel on, they are fastest. Use the fields to fight in. However, when you get closer to an enemy you may find the roads demolished, or mined. But stay on the roads until you are shot at.

  If you are in broken country where there may be tanks, use leapfrog tactics and keep the antitank guns well up.

  If you are fighting in the mountains, first secure the high ground. The best way to do this is daytime recon followed by attacking with a platoon at night, which can be reinforced with troops at dawn.

  If you are trying to get to high ground on mountains or hills, don’t take the obvious road. It is almost certain to be defended. Rather, look for other pathways; hills almost always have them. If you try to go up an obvious path in hostile territory you will be engaging in something very simple—suicide.

  Don’t be deeply concerned about land mines. Indeed, the impact of mines is largely mental. In war, not more than 10 percent of all casualties are caused by mines. When you come across them, you must go around or through them. But do remember that there are not enough mines in the universe to cover the whole country. It is less time-consuming to go around them than to search for them. However, while the other troops are making this detour the engineers should be engaged in clearing a straight path. Make sure that all troops have mine detectors and know how to use them. Above all you must—absolutely must—get through.

  Never allow a unit to dig in until the objective is reached. When it is, dig, wire, and mine.

  Dig slit trenches within ten yards of artillery. Do not place them under trees, as these create shrapnel showers. Also, set up camouflage nets so that if and when they catch fire they can be pulled off instantly.

  Take the time to prepare for an attack.

  Small forces, such as platoons or companies, are capable of three actions: go forward, stop, or run. It is a bad mistake to run, because then they are even easier targets of artillery fire. If caught under fire, advance out of it, never retreat from it. Artillery batteries can seldom shorten their range.

  All security detachments must advance farther into enemy lines than anyone else. Radio transmissions from such positions can be vital. Also, all security detachments must be deployed at night for transmission of intel.

  - Training. Physical condition is vital. All soldiers and officers should be able to run a mile in ten minutes with a combat pack on, and march eight miles in two hours. During battles, it is impossible to maintain top physical condition, but if physical condition is optimum before the battle it will not lower significantly during the battle.

  It is important to be able to mount and dismount machine guns more rapidly than at present Training should include so many repetitions of these procedures that they can be done in the dark.

  Attacking in the dark, as opposed to in daylight needs to be improved greatly.

  Digging and entrenching tools such as axes and shovels must be sharpened and kept in excellent condition.

  Battles are won or lost mostly by small contingents of men—platoons and squads. Training here should be constant, enable the men to take the good solution now, which is much better than a perfect solution ten min
utes after it is needed.

  - Tips for Commanders. It is vital that officers have self-confidence, and that men have confidence in them. One of the best ways to do this is for men to observe them at the front lines during battles.

  A close watch must be kept on materials, men wounded and lost, replacements—anything and everything required to win the battle.

  Most people do not repeat oral orders in the field. This is the royal road to defeat.

  All orders must be repeated back to the issuer.

  When issuing orders, language must be clear and concise. General U.S. Grant was a great general, in great part because his orders were so clearly written that no one in the field misunderstood them.

  - Prisoners. When interrogating prisoners, remember that the older the prisoner the more likely he is to talk. Prisoners over forty are usually ideal; as the age drops, so does the willingness to talk.

  Make sure that the interrogation of a prisoner is done out of sight and hearing of other prisoners. There can be no hint that the prisoner is in any way cooperative.

  - Miscellaneous. When heavy weapons, cannons, and machine guns are used, remember that it is the firing of light machine guns and rifles that enables the heavier ones to move forward.

  Very few men are killed when bayonets are used, but most troops are afraid of the bayonet. The Rebels use these weapons better than any force in the world. Make sure that if you have to use them they are sharp.

  If flat trajectory force is being used against enemy machine-gun emplacements, then it’s best to deliver it near and parallel to the axis of the fire. This will pin the enemy down and let other troops get behind them to throw grenades and use other weapons to neutralize these guns.

  Night attacks are often very effective. On nights when there is no moon, little light, attacks should start two and a half hours before dawn; on moonlit nights, by the light of the moon. All attacks should be preceded by day recon. Objectives must be recognizable in the dark.