A 94-year-old World War II veteran held a Reddit AMA, with the help of his grandson, in which he provides a startling look at his time serving behind Nazi lines as an intelligence staff sergeant.
John Cardinalli, who was sworn to secrecy for 65 years following the end of World War II, has taken to Reddit to explain his time with the US Office of Strategic Services. The OSS was the forerunner of the CIA, and it was dedicated to coordinating espionage and intelligence gathering behind enemy lines during WWII.
Cardinalli was unable to tell his story until the FBI and CIA declassified his mission in 2008. Now, realizing the historical importance of his role, Cardinalli has written the book “65 Years of Secrecy” about his roles during the war.
In the AMA, Cardinalli explains of how he joined the OSS in the first place:
I got into the OSS while in the infantry in North Carolina and I saw a sign that said “Men Wanted for Hazardous Duty, Need to know Morse Code, and must speak a Foreign Language, which I am fluent in Italian”. There is more to the story of how I actually was accepted, it is all in my book. I am not trying to push my book, but it has everything in there. It is available on Amazon “65 Years of Secrecy by John Cardinalli.”
My role was an agent behind enemy lines collecting information and radio back to allied forces. I was a master at Morse Code, which is how most of our communication was done.
He also briefly explained how the OSS teams functioned behind enemy lines:
I worked with a small team that were grouped in twos. The code name who was in charge of all these teams was named “The Dutchman”. There is a lot to this, but basically, but the groups all had a task and a name. For example, we had a “married couple” named jack and jill. Yes, I was in Holland and spent a lot of time hiding in windmills which were strategically chosen along Rhine River.
Battle of the Bulge. Our team completely split up, by ourselves, with just radios to communicate. Everyone was completely on their own for 2 days.
The Battle of the Bulge was one of the last German offensives in Western Europe against the Allies, during which US forces sustained the brunt of the assault. It was the largest and bloodiest battle that the US took part in during WWII.
Despite the amazing adversity that Cardinalli had to fight through during WWII, he also admits that he never missed a chance to lightheartedly poke fun at his fellow team members:
One of my team members needed a hair cut and I told him I was the best Italian Barber in the military. I never cut hair in my life. I cut his and he looked like a dog with mange. He literally almost shot me.
Cardinalli also shared his advice for those thinking of joining the military:
If one was going to join the military, go into intelligence.
Russian President Vladimir Putin has endorsed a bill ratifying a protocol to the 2015 agreement between Moscow and Damascus regulating the deployment of the Russian Air Force in Syria for 49 years.
The protocol signed by Russia and Syria in January 2017 regulates issues related to the deployment of the Russian Air Force on Syrian territory as well as related to Russia’s exercise of jurisdiction over its military movable and immovable assets on Syrian territory. It also covers the measures needed to maintain the operation efficiency of the Russia Air Force.
Under the protocol, the Russian Air Force are allowed to stay on Syrian territory for 49 years with an option of automatically extending that arrangement for 25-year periods after this term expires.
The document, published on the Russian official legal information website, particularly says that the Syrian government is handing over a plot of land in the Latakia province, where the Khmeimim Air Base is located, over to Russia for its free use.
The bill ratifying the protocol was signed by Putin on July 27, according to a Kremlin statement.
It was adopted by the Russian State Duma, the Lower House of the Russian Parliament, on July 14 and approved by the Senate five days later.
The Russian Air Force was deployed to Syria on September 30, 2015, at the request of the Syrian government as part of the operation aimed at fighting terrorist groups. The group was stationed at the Khmeimim Air Base.
Most Russian troops initially deployed to Syria were withdrawn in March 2016 after Putin said that the objectives of the five-month anti-terrorist operation in Syria were “generally accomplished.” At that time, Russia said it would keep a military presence at the port of Tartus and at the Khmeimim airbase to monitor the situation in the region and observe the implementation of ceasefire agreements.
The Army has released an image taken by a combat photographer moments before she was killed in an explosion during a 2013 live-fire training exercise in eastern Afghanistan.
Spc. Hilda I. Clayton, a visual information specialist assigned to the 55th Signal Company (Combat Camera), was killed while photographing a live-fire training exercise on July 2 in Laghman Province. Four Afghan National Army soldiers were also killed when a mortar tube accidentally exploded.
One of the Afghan soldiers killed was a photojournalist whom Clayton had been training.
The primary mission of Combat Camera soldiers is to accompany soldiers on deployments to document the history of combat operations.
“Clayton’s death symbolizes how female soldiers are increasingly exposed to hazardous situations in training and in combat on par with their male counterparts,” the Army said in a statement.
Clayton’s name has since been added to the Defense Information School Hall of Heroes at Fort Meade. The award for the winner of Combat Camera’s annual competition was also named after her.
“The Spc. Hilda I. Clayton Best Combat Camera (COMCAM) Competition consists of five days of events to test joint service combat camera personnel on their physical and technical skills,” the Army said.
American soldiers moving north during the liberation of the Philippines in 1944-1945 faced a real problem. Their men stranded on the islands at the outbreak of the war had been subjected to years of mistreatment, malnourishment, and disease. They needed to be liberated as soon as possible.
So the American forces wanted to rescue the prisoners as quickly as possible but couldn’t advance too quickly or the prisoners would be killed.
North of the advancing American soldiers was a camp near Cabanatuan, Philippines, where 512 American, Canadian, and British troops were held. Lt. Col. Henry Mucci, commander of the Sixth Ranger Battalion, moved with his Rangers and Alamo Scouts to work with Filipino guerillas to raid the camp and rescue the prisoners before the Japanese forces could repeat the Palawan Massacre.
The Americans slipped behind enemy lines on Jan. 28, 1945. The Alamo scouts split off and moved north of the camp to begin reconnaissance. Capt. Robert Prince, one of the Rangers, moved to a Filipino guerilla camp to meet Capt. Juan Pajota, a commander of local forces resisting the Japanese.
Lt. Col. Henry Mucci and Capt. Robert Prince discuss the raid plans. Photo: US Army Signal Corps
They devised a bold strategy where the 121 Rangers would assault the camp while the 275 guerillas would hold off a large Japanese force camped within earshot of the prison camp. They scheduled the attack for the evening of Jan. 29, only 24 hours after they had slipped behind enemy lines and begun reconnaissance.
Due to increased Japanese activity in the area, the assault was delayed another day. Late on Jan. 30, the Rangers and the guerillas began their assault.
The guerillas slipped up to blocking positions near the camp. Seventy-five of them set up a position to watch for forces that might come from nearby Cabanatuan while the other 200 others planted themselves firmly between the main Japanese encampment and the prison camp.
Meanwhile, the Rangers began a slow crawl across the open ground around the prison. To prevent them from being spotted, Pajota had suggested a plane fake distress near the camp.
A Navy P-61 flew over the camp and began shutting off and restarting one of his engines, causing it to backfire. Then, still simulating engine distress, he allowed the plane to lose altitude and dropped behind a nearby ridge. The Japanese focused on the plane while the attackers moved in.
The assault was scheduled for 7:30, but the main force of Rangers were surprised when the attack didn’t begin. The Rangers of Fox Company were ten minutes late in reaching their position.
At 7:40, the attack began. Fox company assaulted the camp from the rear while the main force, Charlie Company, slipped up to the front. Bazooka teams quickly eliminated enemy machine gun nests. One platoon of Charlie company began searching out guards and killing them while the other immediately began evacuating prisoners.
Within five minutes, Pajota and his guerillas began taking fire from suicidal Japanese forces. But they held the Japanese back, allowing the evacuation to continue.
Soon after 8 p.m., Prince searched through all the buildings to ensure all the prisoners had made it out. He then fired a flare to signal the all clear at 8:15, barely 35 minutes after the assault began. The prisoners and the Rangers began moving along their escape route to American lines. The scouts and the guerillas stayed behind to block Japanese forces.
The F-14A Tomcat was a hard airplane to land aboard an aircraft carrier. Engine response was slow. A wingtip-to-wingtip distance of nearly 70 feet meant there wasn’t much room to deviate away from the centerline of the landing area on the flight deck. Any lateral stick input caused the airplane to yaw in the opposite direction, which forced the pilot to simultaneously feed in rudder to counter. The velocity vector on the heads-up display wasn’t accurate enough to be used as a flight path marker. The tail hook-to-eye distance was more than any other airplane in the wing, which made any vertical corrections very precarious in the endgame.
And for her crime of doing well in flight school, then-Ensign Carey Lohrenz was selected to fly Tomcats, the first female naval aviator to get orders to that community. And by accepting those orders, Lohrenz embarked on a pioneer’s journey, one that had more ups and downs than anyone could have predicted, and one that would have crushed the spirit of the average American woman.
But Carey Lohrenz isn’t an average American woman.
Lohrenz developed a love of sports while growing up in Green Bay, Wisconsin. While she claims she wasn’t a tomboy, she played little league hockey on boy’s teams until high school. (“I quit when they started taking a little too long to get off of me after a check,” she jokes.) After that she took advantage of her six-foot-tall stature and joined the volleyball and basketball teams.
At the same time another love was growing inside of her: aviation. Her father was an airline pilot who’d flown C-130s in the Marine Corps, and her mother was a flight attendant. Both she and her older brother were determined to fly, and they often discussed the best routes to make a career out of flying.
But Lohrenz didn’t discuss her dream with anyone else. “I didn’t want their doubts about what females could do at that time to taint my dream,” she said.
So as soon as she had her Psychology degree from the University of Wisconsin in hand, she followed her brother’s lead and applied for the Navy’s Aviation Officer Candidate School. Months later she reported to Pensacola, Florida for flight training.
Her brother was just over a year ahead of her in the training pipeline, and in spite of the fact he selected the transport community (and ultimately wound up flying E-6s) she wanted to fly tactical jets. And because her performance was at the top of her class, she got what she wanted.
But her selection for jet training came with some inherent tension. The combat exclusion law that prevented females from being assigned to carrier-based squadrons was still very much in place in the early 1990s. The only jets that females were piloting were shore-based EA-6s that flew missile profiles against surface ships for training.
“I got a lot of ‘why are you here?’ questions from instructors and fellow flight students,” Lohrenz said.
But she was undeterred and pressed on with an eye on what she hoped might happen. “If combat billets opened up I wanted to be in a position so that nobody could say I got a slot simply because I was a girl but because I was qualified,” she said.
But in spite of her hope and planning, it wasn’t looking good as she neared the end of her flight training.
“I got a call six weeks before I was supposed to get my wings that the combat exclusion clause hadn’t been lifted and there was no place for me to go,” Lohrenz said. “I could get out of the Navy or go to a non-flying job.”
She hung up the phone and went back to her scheduled flight brief and fought the instinct to cry.
The next day she went to her commanding officer and asked him to find “a third way.”
“I wasn’t taking no for an answer,” she said. And because she’d done well her CO went to bat for her.
But he didn’t have to try too hard because about that same time the combat exclusion law went away. Lohrenz pinned on her Naval Aviator’s Wings of Gold and got orders to VF-124, the F-14 training squadron at NAS (now MCAS) Miramar in southern California, the first female to go right from winging to Tomcats. (The other females were transferred from the EA-6 community.)
But the challenges for Lohrenz didn’t end there.
“I got to Miramar as the trifecta of bad things were happening,” she said.
There was the fallout from the Tailhook scandal that resulted in careers ending for several high-ranking and popular fighter crews. There was a Navy-wide reduction in force happening that was forcing people out of the service against their will. And there was disappointment in the Tomcat community about the fact that the F-14 wasn’t getting upgraded.
One of the instructors posted two articles on the main bulletin board in the ready room: One about how the upgraded F-14 was being cancelled, and one that highlighted that the cost to retrograde ships for females was $200 million.
“There was a lot of animosity that had nothing to do with me but merely my presence,” Lohrenz said. “It wasn’t an easy environment. It took an unwavering belief that I had the ability to do the job.”
She had the first hiccup in her flight training toward the end of the VF-124 syllabus, failing to qualify the first time she tried landing the Tomcat on the carrier. But she wasn’t alone. About 75 percent of her class failed the first time, primarily due to the weather conditions that resulted in rough seas that made an already difficult task of landing a beast of an airplane on the ship for the first time even harder.
Lohrenz focused on her additional training and qualified without any issues the second time through.
She joined her first fleet squadron – VF-213 “Blacklions” – at the most rigorous phase of pre-deployment training, one of two female pilots in the squadron.
The other female pilot was Lt. Kara Hultgreen. Hultgreen was senior to Lohrenz and had come to the Blacklions by way of the EA-6 community.
“Because she had a lot of flight hours people assumed she was experienced,” Lohrenz said.
Two months into Lohrenz’ tour tragedy struck. Hultgreen’s Tomcat had an engine stall in the landing pattern behind the carrier, and she lost control and crashed. While the backseater managed to initiate ejection in time to save his own life, Hultgreen was killed.
The mishap became a lightning rod of emotions and political agendas. Experienced pilots believed Hultgreen had mishandled a basic inflight emergency and that her death was her own fault. Others resented the level of effort that was put into recovering the Tomcat from the bottom of the ocean.
“Nobody addressed the details of the situation and it caused a lot of people to feel less valuable and hurt morale,” Lohrenz said. “And there was a bit of a leadership vacuum that could have nipped the whole thing in the bud.”
Lohrenz was now the sole female carrier-based fighter pilot.
“If I thought the spotlight was bad before it was now nuclear fusion level,” she said.
She was caught in a lose-lose matrix of sorts. “If I was stoic people thought I didn’t care,” she explained. “And if I showed emotion people thought I was a bitch.”
The atmosphere on the carrier was increasingly uncomfortable, even insulting, as the deployment wore on. Female crew were made to take pregnancy tests after every in-port period. The admiral in charge stated in a very public forum that the reason he supported women aboard ships was “because they made the carrier smell better.”
She tried to simply do her job, to fly the airplane and perform as a normal first-tour junior officer should, but that ultimately wasn’t enough to overcome the forces around her.
“To be cryptic about it, the rug was yanked out from under me by a cadre of people who didn’t want women in the military . . . period,” Lohrenz said.
She saw a shift in her commanding officer’s attitude. Her previous landing grade performance that had characterized her as a normal first tour pilot dealing with an airplane that was just plain hard to control now had her listed as “unsafe and unpredictable.”
“I was set up,” she said.
Lohrenz was given an evaluation board that pulled her out of the Tomcat community and assigned her to fly small propeller-driven transports from a shore base. She left the Navy shortly after that.
But in spite of the challenges and the emotional turmoil, Lohrenz has used the experience as a pivot point. “I went from Mach 2 to mom to entrepreneur,” she said.
During the course of being a homemaker, which included being a wife to a FEDEX pilot and raising four kids, she found herself increasingly being sought after for business advice, especially that pertaining to organizational change.
Lohrenz connected the dots and – after a short and semi-chaotic stint with a consulting firm run by military aviation alums – she launched Carey Lohrenz Enterprises. She is now in high demand as a consultant and keynote speaker.
Her efforts are anchored by her book Fearless Leadership that outlines her approaches to both business and life. The book is organized around the three fundamentals of “real fearlessness” — courage, tenacity, and integrity — and offers Lohrenz’ take on how to stay resilient through hard times.
And Lohrenz’ life would suggest that staying resilient is something about which she knows a thing or two.
A small number of additional Marines is headed to Helmand province, Afghanistan, temporarily in a move designed to “reinforce advisory activities,” military officials confirmed August 8.
The move was first reported by NBC News August 7, which cited defense sources saying dozens of Marines — fewer than 100 — would be added to Task Force Southwest, a 300-man advisory unit that works with local Afghan National Army and defense forces.
The unit deployed in April, representing the first time Marines have been in the Taliban stronghold of Helmand province since they pulled out and ceded headquarters buildings and infrastructure to the Afghans in 2014.
Prior to the Marines’ arrival this year, a US Army advisory element, Task Force Forge, had been deployed to Helmand.
A spokesman for US Central Command, Army Maj. Josh Jacques, said the move is not related to any Defense Department change in policy or strategy in Afghanistan.
“The reallocation of Marine forces in support of the Resolute Support Mission is a routine, theater-coordinated activity,” he said. “These Marines are already in the US Central Command area of responsibility and will be in Afghanistan temporarily to give Resolute Support the ability to reinforce advisory activities.”
Most Marines in CentCom, which covers all of the Middle East, fall under Special Purpose Marine Air-Ground Task Force Crisis Response-Central Command, which has troops stationed at the Al Asad and Al Taqaddum air bases in Iraq and dispersed to other strategic positions in the region.
But in the recent past, Marines have also been dispatched from shipboard Marine Expeditionary Units deployed to the region to hot spots in the Middle East. Last year, troops from the 26th MEU were sent to Iraq to establish an artillery firebase and support the assault on the Islamic State stronghold of Mosul.
And earlier this year, an artillery element from the 11th MEU was dispatched to Syria to stand up a mobile fires position in support of the coalition fight to flush ISIS out of Raqqa.
The 24th Marine Expeditionary Unit, out of Camp Lejeune, North Carolina, is currently deployed to the Middle East.
Going supersonic at altitude is one thing, but when you’re feeling the need for speed there’s nothing like taking it down low for a little “speed rush baseline” calibration. And more the better if the gang happens to be there on the ground to capture the action for posterity (and WATM GIF creation).
But beware of a couple of things: Unless you’re a Blue Angel (see #7) unauthorized low passes are a great way to lose your flight status. And Rule No. 1 of aviation is you can only tie the record for low flight.
As a US-led coalition hammers ISIS’s oil infrastructure and other financial institutions in the Middle East, the terrorist group has cut salaries and infighting has broken out within the rank and file and senior leadership.
Reports of infighting within ISIS — aka the Islamic State, ISIL, or Daesh — aren’t new, but increased financial and territorial losses might be worsening the stress fractures that are splintering the group.
The Washington Post reported on Monday that ISIS is now facing an “unprecedented cash crunch” as the coalition ramps up strikes on its sources of wealth. Strikes have been hitting oil refineries and tankers as well as banks and buildings that hold hard cash.
ISIS salaries are taking a hit as a result of the financial losses. Some units reportedly aren’t being paid at all, and some fighters’ salaries have been cut in half, according to The Post.
The salary cuts specifically appear “to have significantly hit the organization’s morale,” according to Charles Lister, a resident fellow at the Middle East Institute.
“There are more and more frequent reports … of infighting, armed clashes breaking out in the middle of the night in places like Raqqa between rival factions,” Lister said on Friday during a panel discussion in Washington, DC, referring to ISIS’s de-facto capital in Syria.
“These are all indications of a significant drop in morale and a decrease in internal cohesion. And the cohesion argument was always something that analysts like myself always said was one of ISIS’ strongest strengths,” he said.
Part of what has made ISIS’s message so potent is the money that has come along with it — which is said to be a major factor in ISIS’s recruiting success. For locals in war-torn Syria especially, ISIS has been able to offer more money than people could hope to make elsewhere.
But the salary cuts have strained the loyalties of fighters to the group.
Abu Sara, a 33-year-old engineer from Iraq, told The Post that ISIS members are becoming disillusioned.
“Their members are getting quite angry. Either they are not getting salaries or getting much less than they used to earn,” Sara said. “All of the people I am in contact with want to escape, but they don’t know how.”
Some fighters “throw down their weapons and mingle with the civilians” in battle, according to Sara.
ISIS’s financial problems are compounded by the group’s territorial losses. Syrian forces recently retook the ancient city of Palmyra, while Iraqi forces are starting to move in toward Mosul, ISIS’s stronghold in Iraq.
Territorial losses could hurt ISIS’s recruiting efforts because they run counter to the group’s central message of “remaining and expanding.”
The losses also hit at ISIS’s coffers because taxation and extortion make up a large share of ISIS’s revenues. Unlike other terrorist groups that rely on outside donations from wealthy individuals, ISIS squeezes money from the local populations it controls.
But ISIS isn’t likely to disappear anytime soon.
Hisham al-Hashimi, an Iraqi military strategist, told The Post that ISIS still controls significant oil resources across the territory it holds in Iraq and Syria.
“They’re not going through a financial crisis that will lead to their collapse,” Hashimi told the newspaper. “They still have 60 percent of Syrian oil wells and 5 percent of Iraq’s.”
When the Nazi forces captured French Gen. Henri Giraud in World War II, they knew they had to put him somewhere truly secure. So they took him to Konigstein Castle, a prison they were sure was completely inescapable. He broke out in two years. In broad daylight. Wearing a comical hat and glasses as a disguise. On Hitler’s birthday weekend.
Giraud was a popular general when World War II broke out. He was a hero of World War I for leading a bayonet charge against machine guns at the Battle of St. Quentin in Aug. 1914. He was wounded in the battle and left for dead before being captured by the Germans. It only took the severely wounded officer two months to escape that time, a feat he pulled off by acting like he was a laborer in a traveling circus.
Between the wars, he upped his notoriety factor by earning France’s Legion de Honneur in combat with Moroccan rebels and holding a series of high-profile military positions through the French empire.
In World War II, he fought the Nazis in a string of battles in an attempt to keep his country free. In May 1940, he led a reconnaissance patrol in Northeastern France and was captured at a machine gun nest after a heavy exchange with German artillery.
The Nazis knew they had a problem. Capturing a general is great, but then you have to hold him, and this general was famous for being a hero in two wars and had already escaped a German prison camp once. So they took him to Konigstein Castle, a prison with on a high hill that featured tall walls, few windows, and constant nighttime patrols. The Germans called it inescapable.
Konigstein Castle looms over the surrounding countryside. Photo: Creative Commons/Fritz-Gerald Schröder
In the castle, Giraud quickly began a long-term plan to escape. He learned German by convincing the prison to offer classes. Then he stole a map and began studying potential routes and pitfalls. He also figured out a method of communicating with his wife and others through coded messages that would get past the censors. For an entire year, he slowly built a rope out of twine.
The Germans had good reason to believe that Konigstein was inescapable. Between the high walls and the fact that the prison was built on a hill, Giraud would need to descend 150 feet of wall and cliff face before reaching the ground. The twine was to help with that.
A number of elite units from multiple nations are gathered to train at an air base, with over 100 aircraft sitting on the flightline for a two-week exercise.
Sounds like just another Red Flag, right? Wrong.
This exercise is a “flag,” but it’s not at Nellis Air Force Base in Nevada. Instead, it’s taking place in Israel. And appropriately enough, it’s known as Blue Flag.
While several Red Flag exercises are held each year in the U.S., the Israelis hold one Blue Flag every two years. In 2013, four countries took part. This year, according to DefenseNews.com, seven will be in the skies over the Middle East nation: the United States, France, Germany, India, Italy, Poland, and of course, Israel.
One big difference between Red Flag and Blue Flag is the fact that Blue Flag doesn’t have a lot of head-to-head action between the participants. The exercise usually puts the 100 or so planes in as a multi-national “Blue Force” dealing with an external “Red Force.”
Week one of Blue Flag is spent getting familiar with the area. The second week is the actual combat exercise, usually involving the Red Force trying to hit friendly targets. The Blue Force tries to stop them, in a variety of missions, both air-to-air, and air-to-surface.
Past Blue Flags have drawn rave reviews from the United States Air Force.
“The Israelis provided an excellent training environment, which offered us the opportunity to learn from each other and to take advantage of good airspace, surface threat replicators, and challenging scenarios,” said Lt. Col. John Orchard after Blue Flag 2013 in an Air Force release. “It was a real pleasure integrating with our Israeli, Italian and Greek partners who all offer unique tactical, strategic and cultural perspectives.”
While the nightlife may be very different from the Vegas strip — and it’ll be a little harder to find a good ham sandwich between sorties — Blue Flag 2017 promises to be very interesting for the participants.
We know the key facts of what happened on April 18, 1943. Admiral Isoroku Yamamoto was killed when his Mitsubishi G4M Betty attack bomber was shot down by a Lockheed P-38 Lightning flown by Capt. Thomas G. Lanphier Jr., marking the “Zero Dark Thirty” moment of World War II.
But it took a bit more training to get the most out of the P-38.
Lockheed helped out in this regard by making a training film, using expertise from their production pilots. The takeoff procedure was different, mostly in not using flaps. The plane also was very hard to stall.
The plane did have limitations: A pilot needed to have a lot of air under him, due to both the compressibility that early models suffered, and the speed the P-38 could pick up in a dive. The pilot couldn’t stay inverted for more than 10 seconds, either.
The film also showed some P-38s modified as trainers. The film shows one trainee being shown how to deal with propellers running wild. The pilots were also trained to feather props.
The P-38 was surprising easy to fly as a single-engine plane. The film shows Tony LeVier, a noted test pilot, simulating an engine failure during takeoff.
The P-38 was a superb fighter, even if the Mustang, Hellfire, and Thunderbolt got most of the press. Put it this way, America’s top two aces of all time, Maj. Richard Bong and Maj. Thomas McGuire, flew the P-38 plane in World War II and combined for 78 confirmed kills.
The training film is below. Now you have a sense of what it was like to fly the plane that killed Yamamoto.
The elite U.S. Coast Guardsmen of the specialized forces deploy around the globe to fight terrorism and prevent attacks.
The Coast Guard anti-terrorism mission is most perfectly exemplified by two groups: the Maritime Safety and Security Teams and the Maritime Security Response Team. The MSRT and the MSSTs were part of the Coast Guard Deployable Operations Groups before the DOG was dissolved in 2013.
The Maritime Security Response Team is the group that answers the 911 call and rapidly deploys when an impending terrorist attack is suspected or underway at an American port or waterway. They’re also charged with conducting higher risk law enforcement missions.
Like the MSRT, the Maritime Safety and Security Teams can rapidly deploy when necessary — they secured sensitive areas in Boston within hours of the Boston Marathon bombings — but they focus on longer missions, deploying to American and friendly ports that are at increased risk of attack and establishing a semi-permanent presence.
Twelve MSSTs provide security at ports from Guantanamo Bay, Cuba, to New York Harbor, from San Diego to Anchorage, Alaska and Honolulu.
“Special operations” technically covers only Department of Defense assets. The Coast Guard, operating under the Department of Homeland Security, classifies its elite operators as Deployable Specialized Forces.
See more photos of them below:
A Maritime Security Response Team member pulls security during a ferry boarding in an exercise Oct. 22, 2015.
The MSRT members quickly gained control of the ferry and searched it for radiological threats.
A military working dog with the MSRT was brought in to search the vessel while his human counterparts controlled it.
A member of a Maritime Safety and Security team patrols New York waterways in Nov. 2003.
There’s no reason to ignore what you learned in the military when you transition to the civilian world.
We all reference the easy-to-explain skills we’ve learned in job interviews, such as discipline and dependability, but you can look more specifically at aspects such as the Marine Corps Principles and Traits.
This is what Marine Corps veteran Nick Baucom did when he left the Corps to start a business. He started a moving business called Two Marines Moving and built it up around these principles and traits.
Anyone can do this — not just Marines, and not even just veterans. Military principles can apply to all aspects of the civilian workforce.
For example, take the principle, “Be technically and tactically proficient.” Consider what sector you want to enter, whether it’s for a job or to start a business, and ensure you know the skills. If you want to work as an economist with the federal government, you better start on some statistics and econometrics classes. Want to be an electrician? Get working on those certifications!
You can apply the principle, “Ensure the task is understood, supervised and accomplished,” whether you’re a business owner, a manager or at the lowest levels of a company. If you’re at the supervisor level or higher, your job is to ensure that, when you give a task to someone, they know exactly what you mean. Otherwise, you’re bound to be let down and think less of your employee — while it might actually be (at least partially) your fault. As the employee, you have to think of this from the other side and make sure you ask questions. You might need to take notes and rephrase the task so it is clear on both sides.
If you’re looking to follow Baucom’s lead and apply the Corps Principles and Traits to your job or business venture, here’s a quick refresher:
Be technically and tactically proficient.
Maintain a high level of competence in your military occupational specialty. Your proficiency will earn the respect of your Marines.
Know your Marines and look out for their welfare.
You should know your Marines and how they react to different situations. This knowledge can save lives. Knowledge of your Marines’ personalities will enable you, as the leader, to decide how best to employ each Marine.
Set the example.
Set the standards for your Marines by personal example. The Marines in your unit all watch your appearance, attitude, physical fitness and personal example. If your personal standards are high, then you can rightfully demand the same of your Marines.
Keep your Marines informed.
Informed Marines perform better and, if knowledgeable of the situation, can carry on without your personal supervision. Providing information can inspire initiative.
Ensure the task is understood, supervised and accomplished.
Before you can expect your Marines to perform, they need to know what is expected from them. Communicate your instructions in a clear, concise manner, and allow your Marines a chance to ask questions. Check progress periodically to confirm the assigned task is properly accomplished.
Make sound and timely decisions.
Rapidly estimate a situation and make a sound decision based on that estimation. There’s no room for reluctance to make a decision, revise it. Marines respect the leader who corrects mistakes immediately.
Train your Marines as a team.
Train your Marines with a purpose and emphasize the essential elements of teamwork and realism. Teach your unit to train, play and operate as a team. Be sure that all Marines know their positions and responsibilities within the team framework.
Develop a sense of responsibility in your subordinates.
Show your Marines you are interested in their welfare by giving them the opportunity for professional development. Assigning tasks and delegating authority promotes mutual confidence and respect between the leader and the team.
Seek responsibility and take responsibility for your actions.
Actively seek out challenging assignments for your professional development. Seeking responsibilities also means that you take the responsibility for your actions. You are responsible for all your unit does or fails to do. Stick by your convictions and be willing to accept justified and constructive criticism.
Employ your unit in accordance with its capabilities.
Successful completion of a task depends upon how well you know your unit’s capabilities. Seek out challenging tasks for your unit, but be sure your unit is prepared for and has the ability to successfully complete the mission.