What does it take to lead people into a burning building? How do the leaders of the New York City Fire Department develop so much loyalty, trust, and grace under pressure that their subordinates will risk their very lives for them? As a high-ranking officer of the FDNY, John Salka is an expert at both practicing and teaching high-stakes leadership. In First In, Last Out, he explains the department’s unique strategies and how they can be adopted by leaders in any field—as he has taught them to organizations around the country. In a tough-talking, no-nonsense style, Salka uses real-world stories to convey leadership imperatives such as: first in, last out—your people need to see you taking the biggest risk, as the first one to enter the danger zone and the last to leave manage change—the fire you fought yesterday is not the one you’ll be fighting tomorrow communicate aggressively—a working radio is worth more than 20,000 gallons of water create an execution culture—focus your people on the flames, not the smoke commit to reality—never allow the way you would like things to be to color how things are develop your people—let them feel a little heat today or they’ll get burned tomorrow Illustrated by harrowing real-life situations, the principles in First In, Last Out will help managers become more confident, coherent, and commanding. On the web: http://www.firstinleadership.com

A Vietnam veteran recounts his experience through two tours of duty—early in the conflict and then in its final stages. Fresh out of West Point, John Howard arrived for his first tour in Vietnam in 1965, the first full year of escalation when U.S. troop levels increased dramatically, from 23,000 to 184,000. When Howard returned for a second tour in 1972, troop strength stood at 24,000 and would dwindle to a mere fifty the following year. He thus participated in the very early and very late stages of American military involvement in the Vietnam War. Howard’s two tours—the first as a platoon commander and member of an elite counterguerrilla force, and the second as a senior advisor to the South Vietnamese—provide a fascinating lens through which to view not only one soldier’s experience in Vietnam, but also the country’s.

This work covers all operations of the Border War in which the South African gunners took part, starting in early 1975 when a young second lieutenant was seconded to train UNITA troops in Angola on US 4.2-inch mortars-- through Operation Savannah, the first operation, to the last rounds that were fired in June 1988 against the Cuban 80th Division in

"...the level or research, the quality of graphics, and the readability are exceptional. [...] It is a subject area not covered often and it is a worthy addition to the bookshelves of readers with an interest in early Southwest Pacific air campaigns of World War Two." — Sir Henry Beverley Lieutenant General RM The official document Amphibious Warfare Handbook No. 10a: The Organisation, Employment and Training of Commandos is a unique piece of postwar Royal Marines Commando doctrine, never before published, or quoted at length. Prepared in 1951 at the height of the Korean War by the Chief of Amphibious Warfare and the Commandant General Royal Marines, this seventy-page aide memoir is, in essence, the distillation of major lessons learned by the British wartime Combined Operations Headquarters regarding amphibious warfare, raiding, cliff assaults, sabotage, intelligence-gathering, specialized infantry work, guerrilla warfare and Commando tactics. In addition, it offers its readership a delineation of the characteristics, skills and qualities required of a Royal Marines Commando. Published to mark the seventieth anniversary of its official issue, this rare example of bespoke Commando doctrine is a timely and highly relevant addition to a growing body of work on The Corps of Royal Marines. Currently undergoing significant institutional changes by means of the Future Commando Force (FCF) program, the Royal Marines are having to challenge their existing operating concept, force structures, doctrine, and organizational design to meet the emerging defense challenges of the 21st century. It serves to remind those currently evolving the FCF concept of General Sir John Hackett’s advice, namely, "To see where we are going, we must know where we are, and to know where we are, we need to discover how we got here."

This is the astonishing tale of two episodes in the life of Colonel J P Cross, jungle fighter and linguist extraordinaire.As a young officer at the end of the war against Japan in 1945, he took part in counterinsurgency operations against the Vietminh at a time of chaos and confusion. Sent to the area to help disarm the defeated Japanese, Cross found himself commanding a battalion of the very same troops against the Vietminh.That period provides the backdrop to Crosss experiences as British Defence Attache to Laos between 1972 and 1976. His mastery of the languages of the region allowed him rarely accorded access to high Laotian political circles.Allowed to wander at will even by the Communists, he was in the unique position to survey the subterfuge and rivalry surrounding an overlooked yet fascinating sideshow to the Vietnam War. A remarkable man, J P Cross provides an absorbing account of his life amidst the cut and thrust of Laotion politics.