My latest journal entry (I added emojies to point out certain things) C.S. Lewis wrote: “We make men without chests and expect of them virtue and enterprise. We laugh at honor and are shocked to find traitors in our midst. We castrate and bid the geldings be fruitful.” That quote hits hard. Here’s how I see it, through the lens of war, policing, and leadership. ➡️ We say we want courageous officers. ➡️ We say we want disciplined soldiers. ➡️ We say we want principled leaders. But then we strip away the very traits that make those things possible. ‼️ We mock conviction as rigidity. ‼️ We label strength as aggression. ‼️ We treat standards like inconveniences. ‼️ We replace discipline with optics. And then we’re surprised when moral courage disappears. In the military, I learned quickly that chest isn’t bravado. It’s alignment. It’s the integration of mind, heart, and action under pressure. It’s the ability to stand firm when the environment pushes you to bend. In policing, I’ve seen what happens when we focus only on policy compliance and ignore internal governance. You can train someone in tactics. You can certify them on paper. But if you hollow out character if you don’t cultivate virtue, restraint, honor, and emotional regulation, you create fragility beneath the uniform. ‼️ Hours do not equal readiness. ‼️ Policies do not equal integrity. ‼️ And credentials do not equal courage. ‼️ Virtue isn’t accidental. It’s trained. It’s reinforced in small daily disciplines. In honest AARs where ego doesn’t run the room. In leaders who model calm under pressure instead of performative outrage. In cultures where decency isn’t weakness, it’s the standard. We cannot weaken the internal structure of our people and still expect excellence under stress. If we want enterprise, we must build backbone. If we want loyalty, we must cultivate honor. If we want strength, we must train both character and competence. Leadership isn’t about manufacturing compliance.

Because if we’re honest, this is what can happen in our profession. It happened to me when I was at war. Civilians became like cattle to me. I knew I was going down a dark path. In law enforcement, in the military, in emergency services, we see people at their worst. Over and over again. We see overdoses. We see sudden deaths. We see domestics that spiral into chaos. We see violence, betrayal, addiction, cruelty. If you do this job long enough, something subtle begins to happen. You stop seeing people. You start seeing patterns. You stop seeing fathers. You see “another DV suspect.” You stop seeing a struggling kid. You see “another repeat offender.” You stop seeing pain. You see “another call holding.” Desensitization isn’t a character flaw. It’s a survival mechanism. But if we’re not disciplined, that mechanism becomes permanent. And that’s where the danger lives. Because the moment we lose our humanity, we lose our judgment. We lose our presence. We lose the very thing that separates professional force from reckless force. Control without compassion becomes cold. Authority without empathy becomes brittle. Power without humanity becomes dangerous. I’ve felt it creep in before. After long shifts. After stacked calls. After nights where the heart rate spikes and the mind narrows. The job can harden you. But hardness alone is not strength. Strength is remaining steady under pressure without becoming calloused. Strength is regulating yourself so you don’t let cynicism write your character. Strength is remembering that the person in front of you — even at their worst — is still human. We are allowed to be disciplined. We are required to be decisive. We must be capable of force when necessary. But we cannot afford to lose our humanity in the process. Because the public doesn’t just need strong first responders. They need strong, grounded, self-aware ones. The badge. The uniform. The shield. They don’t give you humanity. You bring that with you.

I believe we all have different reasons for being here. My interests use OSINT to identify victims and traffickers and general research into cyber-related fields. I find a lot of great info on LinkedIn (that's how I found 'We Fight Monsters'!). If you're interested in learning more about OSINT and it's applications two of the best accounts to follow are Ubikron (https://www.linkedin.com/company/ubikron/) and OSINT Experts Society (https://www.linkedin.com/groups/13047129/). Both have plenty of resources and regularly post items of interest.

Time is one of our most valuable assets. You can't beg, borrow or buy more, so use what you have wisely. Below is an Eisenhower Matrix where tasks are broken out into a 4 quadrant matrix of Urgency and Importance. Manage emergencies (Q1), limit distractions (Q3), avoid the Zombies (Q4) and spend as much time as possible planning and building relationships (Q2). If you intentionally spend time in Q2, you will likely feel better, be more productive and find you have built deeper and stronger connections.

I have been thinking a lot about an old high school friend of mine who was radicalized. His name was Ahmad Abu Samra. You can Google him and find his story. I knew Ahmad long before his trajectory took a very different path. We met when we were both in High School. We attended the same Mosque. We played sports. We did everything together. Then, somewhere between junior and senior year of high school, something changed. He began to spew radical ideologies. He dressed in traditional Islamic wear. Grew a beard. I knew someone or an organization got to him at the Mosque. I never liked attending this Mosque for that very reason. There were radicals who infiltrated the Mosque. Many discussions of radicalization focus on ideology first — slogans, manifestos, or the extremist content that people consume. What too often gets overlooked is how behavioral shifts are the earliest indicators — long before someone can be labeled “radicalized.” In Ahmad’s case, to those close to him, the shift wasn’t defined by a sudden sermon or a manifesto he shared online. It was a series of seemingly small yet consistent social behaviors — withdrawal from long-standing relationships, increasing emotional rigidity toward grievances, and an evolving sense of identity threat in response to global events that had little real impact on his everyday life. By the time his association with violent networks escalated — eventually leading him overseas and into organizational structures tied with ISIS propaganda and publication efforts — those who knew him had already seen the behavioral drift for years. This pattern is not unique. In my experience, whether in fieldwork or in reviewing cases of Western foreign fighters, the sequence matters: 🔹 Early behavior change (social isolation, grievance escalation) 🔹 Cognitive framing around perceived injustices 🔹 Affiliation with like-minded peers 🔹 Movement toward operational engagement. Too often, analysts and policymakers react at the ideological stage — after someone is already firmly embedded in extremist networks. If we want effective prevention, we must see the behavioral signals that precede that stage.