Five years ago, Amazon committed to employing 25,000 military spouses and veterans in the United States by 2021. As of February 2021, they employ over 40,000. One military spouse is helping them go even further.
Beth Conlin is the Senior Program Manager for Military Spouses for Amazon. It isn’t just a job for her — it’s more personal than that. It’s a calling. As the spouse to Army Lieutenant Colonel Shaun Conlin, the employment struggle has been a part of her life for a very long time.
“Early in my career, I would remove my wedding ring and remove locations from my resume. I’d say he [my husband] worked in logistics,” Conlin said with a laugh. “For me, my career is the thing that drives me….When we moved to Germany in 2013 and I had to quit due to SOFA [Status of Forces Agreement] I was just dumbfounded. How could an external factor that had nothing to do with what I did take away my economic opportunity, my professional development and a big part of my identity?”
This experience led Conlin to advocate for all military spouses. She eventually created a small business that essentially developed and built employment opportunities for military spouses. Five years later, she was back in the states and approached Blue Star Families to partner in effort to support the issue. They offered her a job instead.
She soon recognized how pivotal her new role at BSF was. “It was the first time that it hit me that it mattered. We PCSed from DC to Georgia and I didn’t have to quit,” Conlin explained.
Her continued engagement with the civilian and military change makers led to her employment with Amazon in 2020. “Through a series of my own advocacy work and nonprofit work, I met my now-boss at a working group… I was talking about military spouses and the employment I had built and he was like, ‘Wait a minute, can you come do that at Amazon?’” Conlin shared.
Her role within the global product and services company is extensive. “I build programs to connect military spouses to employment and I also build educational programs internally to help our recruiters and hiring managers understand the value of hiring military spouses,” Conlin explained. She also developed the platform which allows military spouse employees to flag their profile when they have orders for an upcoming PCS, allowing the internal hiring teams to find new roles for the spouse at the new duty station.
Conlin also does a lot of work within community engagement, working alongside prominent nonprofit organizations serving the military community. She frequently briefs the White House and Department of Defense on military spouse employment needs and concerns. “The conversation is definitely shifting. Companies now encourage you to self-identify as a military spouse,” Conlin said.
When she was asked to name her favorite part about working for Amazon, it was too hard to pick just one. “Amazon encourages you to fail fast. They want you to be curious, creative and innovative when you solve problems. If you’ve gotten it wrong, find out quickly and move on. That allows me to experiment with a variety of solutions,” Conlin explained. She also loves the customer obsession Amazon stands behind and the collective support and family vibe the company embodies every day.
When the COVID-19 pandemic hit the United States in 2020, military spouses were the foundation of resiliency for Amazon as a whole. “They put their collective arms around the rest of Amazon and said, ‘We know how to thrive in uncertainty. Just follow us,” Conlin shared. The value we add is intentionally recognized by what we bring to the workforce.”
May 7, 2021 is Military Spouse Appreciation Day. At Amazon, they’ve been celebrating all week long. The company focused on the intersectionality of military spouses, creating an internal campaign called, “What’s your and?”
“A lot of us are military spouses and parents, and, and, and,” Conlin explained. “It was incredible to openly share what that means for us — especially after hiding that for so long.”
Conlin was honest in saying she could never have imagined her journey of tackling military spouse employment unfolding the way it did. It’s an evolution she’s proud of, and with her new role deep in the trenches of the issue for Amazon, she’s grateful. “It is more than just a job, it is a problem that is solvable and it is really really inspiring to be with a company that believes it’s solvable too.”
On May 23, 1967, the M16 went under fire for letting troops down in Vietnam.
The Army began to issue M16s to infantry units in 1965, but the rifle routinely failed when troops needed it most. The crisis gained national attention when Congressman James J. Howard went to the floor of the House of Representatives to read a letter from a Marine in Vietnam.
The letter claimed that many of the casualties suffered during the Battle of Hill 881 were due to malfunctions of the M16 rifle.
The resulting controversy spurred a Congressional investigation. The Army soon found many of the rifles were delivered without cleaning kits and that soldiers and Marines were told that the rifle was “self-cleaning.” The rifle had also received new powder in its 5.56mm cartridges that also caused problems.
Troops hated the M16 so much, they started calling it the Mattel 16 “because it was made of plastic,” said Marine veteran Jim Wodecki. “At that time it was a piece of garbage.”
“We hated it,” added Marine veteran John Culbertson. “Because if it got any grime or corruption or dirt in it, which you always get in any rifle out in the field, it’s going to malfunction.”
The troops started using cleaning kits from other weapons to unjam their rifles.
“The shells ruptured in the chambers and the only way to get the shell out was to put a cleaning rod in it,” said Wodecki. “So you can imagine in a firefight trying to clean your weapon after two or three rounds. It was a nightmare for Marines at the time.
The M16A1 fixed the problems with a chrome-plated chamber among other improvements. The new rifles were even shipped with a comic-book style manual by legendary graphic novelist Will Eisner.
The improved model proved incredibly reliable, and the M16A4 is in service with our troops today.
In 1968, then-Maj. Colin Powell was a Ranger assigned to the Army’s 23rd Infantry Division. It was his second tour in Vietnam.
Just five years earlier, he was one of the American advisors to South Vietnam’s fledgling army. While on a foot patrol in Viet Cong-held areas in 1963, the 25-year-old Powell was wounded by a VC booby trap.
He stepped on a punji stick, which the VC laced with buffalo dung. The excrement created an infection that made it difficult for him to walk.
“The Special Forces medics cut my boot off, and they could see my foot was purple by then,” Powell said in an interview with the Academy of Achievement. “The spike had gone all the way through, from the bottom to the top, and then come right back out, totally infecting the wound as it made the wound.”
That ended his time in combat. Powell was reassigned to the 1st Army of the Republic of Vietnam division headquarters for the rest of that tour.
On his second tour in Vietnam, he was again behind a desk as the assistant Chief of Staff for the Americal Division (as the 23rd was known). Though a staff officer, when you’re a man of destiny like Colin Powell, the action comes to you.
On November 16, 1968, the helicopter transporting Maj. Powell along with the 23rd ID commander crashed.
Powell, injured but clear of the wreckage, ran back to the burning helicopter several times to rescue comrades. Though the helicopter was in danger of exploding, he continued to attempt the rescue.
When he found one passenger trapped under the mass of twisted, burning fuselage, Powell tore away the burning metal with his bare hands.
Powell was awarded the Soldier’s Medal for his actions that day. He managed to rescue every passenger from the downed helicopter.
During his deployments to Vietnam, he also earned a Bronze Star and two Purple Hearts.
A U.S. Army tanker who lost his arm to an IED attack in Iraq was able to manipulate a prosthetic arm for the first time since his 2007 injury.
Researchers from Johns Hopkins University in Maryland worked with Army Spc. Jerral Hancock to develop the Modular Prosthetic Limb, a robotic arm being built by JHU’s Applied Physics Lab. The goal of the program is to create a robotic prosthetic with all the capabilities of the human arm.
Hancock has struggled in the years since his injury to live a fully-functioning life after the attack left him paralyzed from the mid-chest down. His right arm has limited mobility, making it difficult to do even one-handed tasks.
Army Spc. Jerral Hancock and a researcher from John Hopkins University’s Applied Physics Lab discusses the calibration procedures for the Modular Prosthetic Limb. (Photo: YouTube/Freethink)
The MPL features hundreds of sensors that help it accurately gauge the angles, speed, and power the arm is using. Other sensors strapped to Hancock’s body read the signals being passed through his skin to his missing limb. The device’s software then tries to replicate the movements that Hancock is imagining, syncing his commands to the robotic arm.
In one heart-breaking moment, Hancock tells the researchers that he doesn’t imagine a left hand with full mobility, but one that has the same physical limitations of his injured right hand.
In the video, Hancock teaches the software his signals for opening and closing his hand and bending his elbow. Once the software is calibrated, he can then use the arm to grab a drink from the fridge and to fire a foam dart with his daughter.
See Hancock with the arm and his family in the full video below:
Hancock won’t get to use the arm just yet, but his work with researchers to refine the technology will hopefully allow people who need prosthetics to get a more functional option in the next few years. JHU currently has six MPLs that are being used for research purposes and four more in development, according to the project’s website.
Ah, the American shopping mall — filled with department stores, gag gifts, and five or six pretzel shops per floor. It’s hard to imagine a United States that isn’t anchored around these retail utopias.
But the shopping mall is only 60 years old, and — while they were partially envisioned as a way to get people to stay near stores and spend money — they were designed to spread the American population away from industrial centers and provide shelter in case of nuclear war.
The first was Southdale Mall near Minneapolis, Minnesota. Southdale and many of the malls that followed were designed by Victor Gruen, an Austrian immigrant who fled Nazi Germany in 1938.
Gruen’s main goal when designing malls was that they should act as self-contained downtown areas. All the best parts of 1950 cities without any of the cars, crime, and unrest that he loathed. Climate-controlled to an eternal spring, his designs featured green space and were surrounded by apartments and office centers.
When Gruen began proposing his indoor malls to civic and business leaders, he packaged it as a civil defense measure. It was to be a perfect cornerstone of the “life belts” around major cities.
The idea for “life belts” had been gaining traction since 1950. It called for a circle of civil defense infrastructure, like shelters and hospitals, to be built just far enough from city centers that they would survive a nuclear bomb strike on the city.
When plans were made for Southdale Mall, civic leaders asked for it to be built at a location 10 miles from Minneapolis’s city center, two miles from the edge of an expected blast. It was nestled between two highways so people could arrive quickly during an attack.
It was constructed of steel and reinforced concrete. A large fallout shelter and a 10,000-kilowatt generator sat underground in case they were needed for an emergency. Plans were drawn to turn shops into food production centers during a crisis.
Other malls, like Randhurst Mall near Chicago and Park Lane Mall in Reno, incorporated shelters and other aspects of Gruens’s designs. But the shopping center as fallout shelter concept didn’t really catch on.
Last year, the world began waging a war against a new enemy: COVID-19. As the threat emerged and casualties mounted, the year 2020 brought changes in the way people conduct business, accomplish personal tasks, pursue education, and celebrate milestones. The pandemic also highlighted the mandate for a different type of leader: one who shares information transparently while taking appropriate measures to mitigate risk and – crucially – recognizing the importance of a more personal and human approach to communication.
Captain David Baird, USN, Commanding Officer of Naval Station (NAVSTA) Rota, Spain, has been that leader. Baird and his leadership team developed and executed a plan to keep members of the NAVSTA Rota community safe, healthy and mission-ready. A central tenet of that plan was, in Baird’s words, “calm, compassionate, clear and factual communication.”
His strategy has been successful.
Since the start of the pandemic, the number of COVID-19 cases within the NAVSTA Rota community has remained low and relatively isolated. Meanwhile, the atmosphere on the base has been calm, and compliance with recommended public health measures has been high. Baird’s success navigating a public health crisis while fighting this new enemy, Covid-19, is a case study in effective leadership.
Preparing to Battle a New Kind of Threat
As COVID-19 ravaged Spain in Spring 2020, the NAVSTA Rota community remained focused on its mission. With cases rising sharply throughout the country, Baird and his leadership team were closely monitoring the spread of the virus and had taken measures to prepare for what might come.
By the end of March 2020, Spain was under a state of emergency, with all non-essential businesses closed and non-essential workers under a stay-at-home order. NAVSTA Rota had switched to a “minimum manning posture,” many base facilities were closed, and base schools had transitioned to remote learning. By early April, face coverings were required in all buildings.
Implementing these drastic operational changes was a massive undertaking, but an equally difficult challenge was less straightforward: successfully leading the NAVSTA Rota community through the pandemic. It was a tall order at a time when uncertainty about the virus warranted panic and fear, and face-to-face interaction had suddenly become extremely limited. Fortunately, Baird was able to draw on his combat and risk management experience to devise a strategy that all would embrace and that would keep everyone safe and informed, while also allowing his command to accomplish its mission.
Developing a Communication Strategy
Early in the pandemic, one of Baird’s first orders of business was figuring out how to communicate with the entire NAVSTA Rota community to keep everyone informed and avoid panic. With limited information, people were understandably anxious and feared for the safety of loved ones, both locally and back in the US.
Baird harkened back to advice a mentor once gave him: Rather than treating others the way you want to be treated, “treat them the way you want your children or your parents to be treated.” Baird added, “The parent part was so important, because many of us were worried about elderly parents, [who are] at a higher risk.” Baird summarized the advice another way: “View others in the way you view the people you care about the most.”
With that axiom as a backdrop to his communication philosophy, Baird was keenly aware of the importance of transparently sharing credible, accurate information. However, he recognized that “there is no such thing as perfect communication.” Rather, it’s an ongoing process of constant improvement and an effort to “connect with [people] in a meaningful way.”
All of this was the foundation for the communication plan that he and his leadership team devised. With in-person gatherings not an option, they had to find alternate ways to reach members of the NAVSTA Rota community. Baird and his public affairs officer (PAO) decided they would “use every other means available,” including social media and AFN Rota radio to share information, answer questions, and keep the community informed in real time.
Communication without face-to-face interaction
In developing the communication strategy, Baird recalled his conversation, many years earlier, with the PAO at Naval Air Facility Atsugi in Japan regarding the 2011 Fukushima disaster and how the command had communicated about the evacuation of dependents. Answering questions and sharing information ‘round the clock via Facebook proved to be the most effective communication tactic.
Baird explains, “people crave every piece of information they can get. If information is not provided by an official source, they’re going to find an unofficial source that probably isn’t as credible.” He and his team determined that communication via Facebook would work well in the face of this new crisis, and he began publishing frequent updates on the Naval Station Rota Facebook page.
Initially, the updates consisted primarily of data on the spread of COVID in the Andalusia region of Spain, but in late March 2020, Baird began taking a new approach. As members of the Rota community were suddenly confined to their homes and severely restricted from daily activities, sharing numbers wasn’t enough. He wanted to put the information into perspective and help them truly understand what it all meant.
He explained, “I started telling stories using some of my life experiences to help figure out: How can we frame our current situation, and what does the future look like?”
Baird talked about everything from personal courage, to fear, to his experiences training for an Ironman triathlon and as a member of the rowing team at the United States Naval Academy. Each update was focused on helping the NAVSTA Rota community understand the current situation and where it was all headed, while keeping everyone motivated. The updates were honest, personal, and empathetic, and they quickly resonated with the community. Readers commented on the posts, thanking Baird for his candor, positivity, and leadership.
In response to one of Baird’s early “story-telling” updates, a member of the Rota community commented, “NAVSTA Rota is exemplifying true leadership right now. Capt. Baird, you are setting the standard for military leadership through this experience and I hope other commanders follow your example.”
A hallmark of Baird’s updates is transparency. He has been careful to share what his leadership team knew – and what they didn’t know – at all times: “Acknowledging there are a lot of things that we don’t know is important to establish credibility and maintain credibility about the things that [we] are stating as fact.”
He also explained the “why” for each new constraint on daily activities: “Every restriction we put into place was grounded in some sort of data.” His explanations, along with his acknowledgement of how difficult and frustrating the restrictions could be, made the news more palatable to the NAVSTA Rota community.
As one Facebook follower commented, “We know this is a super challenging situation and one that none of us planned on or wanted to be in, especially while living abroad. But we truly do appreciate your transparency and communication, and we commend you for how leadership has handled this difficult time here.”
The constant COVID-related communications through Facebook, town hall meetings and on AFN Rota – more than 300 since the start of the pandemic – prompted more than 10,000 comments and questions from the NAVSTA Rota community; a clear indication that members have been engaged and paying attention.
The global military community takes notice
Current members of the NAVSTA Rota community weren’t the only audience for Baird’s Facebook updates. Among the thousands of people following along were family and friends of service members stationed in Rota, retired service members, and those who served at NAVSTA Rota in the past. Baird’s leadership has meant a lot to them.
One parent wrote, “My daughter and son-in-law and granddaughter are currently stationed on your base during this crazy event. I’m extremely pleased with the way NSR is keeping everyone posted on the current issues in and around the base and country.”
Another parent simply said, “Our son and family are with you. Glad you are in Command.”
In response to one of Baird’s very candid updates about the need for all members of the NAVSTA Rota community to keep their guard up, a Navy retiree had this to say:
“As a sailor who once served in Rota, ultimately retiring from the US Navy, I have seen and read many memos of consequence. Your writing and eloquence in communicating the current issues on healthcare and the pandemic are simply outstanding. I have not, as a healthcare professional, seen better than what you transmit. If more leaders did what you do, we would all be in a better place pandemic-wise.”
The path forward and lessons learned
Baird and his leadership team continue to remain vigilant and share continual communication amidst the gradual lifting of COVID-related restrictions in Spain and rollout of the vaccine. As of April 2021, Naval Hospital Rota had already administered both doses of the Moderna vaccine to thousands of members of the NAVSTA Rota community, including active duty service members and US civilian workers, along with their adult family members. TRICARE-eligible retirees and family members were also offered the vaccine.
More than a year into the pandemic, Baird continues to refine his leadership strategy. He explains, “I’ve realized that maintaining a sense of calm is important.” He also recognizes that it is important to “meet people where they are in terms of their current level of knowledge of the COVID situation.” When imposing new COVID-related restrictions or making changes to the base routine, Baird must provide context and justification to explain why those measures are necessary.
Baird says that one of the most important lessons learned through this pandemic is “the value of having a team that works well together and supports one another.” Indeed, Baird has been surrounded by a strong team who helped navigate all aspects of the pandemic. Long before the vaccine became available, the Naval Hospital Rota team established a very effective testing and contact tracing system. DoDEA leadership quickly transitioned base schools to remote learning. The Public Health Emergency Officer (PHEO) examined every line of operations on the base to confirm that sufficient COVID restrictions were in place. The Spanish Liaison Office translated more than 1,700 pages of legal documents to ensure Baird and his leadership team understood the current Spanish laws and policies. Baird’s PAO worked around the clock ensuring that all communication reflected the latest restrictions and guidance, some of which changed several times per week. And MWR leadership made numerous overhauls to their supply chain and other processes at base eateries to accommodate changing restrictions.
Members of the base community also came together to help and support each other. They made and distributed homemade face-coverings before masks were widely available. They purchased food and other items for those who had PCS’d to Rota and were required to quarantine for 14 days upon arrival. They looked out for each other’s children and pets. And they complied with base and local COVID safety measures.
Successfully navigating through the pandemic has been a group effort, but it all starts at the top. Through his leadership, Baird set the tone for an environment where members of the NAVSTA Rota community could trust and support one another.
As COVID restrictions are gradually lifted and the future remains unknown, the wisdom Baird offered to the community last year, in the throes of the pandemic, still rings true and illustrates why he has been an effective leader for NAVSTA Rota during this crisis: “The transition process will take time. We will need to proceed slowly and methodically. It will be frustrating at times, and we may need to reverse course at times. But each transition will bring us one step closer to our new normal, and each step forward will be a sign of improvement. It will be a long road to travel, but I look forward to traveling it with all of you.”
Featured image: Capt. David Baird, commanding officer of Naval Station (NAVSTA) Rota, Spain, receives the Moderna COVID-19 vaccine from Hospitalman Viviana Lao, assigned to U.S. Naval Hospital (USNH) Rota, Spain, at NAVSTA Rota’s movie theater on 16 January, 2021. USNH Rota has begun administering the vaccine to frontline healthcare and first responders as part of the vaccination campaign. (U.S. Navy photo by Mass Communication Specialist 2nd Class Eduardo Otero)
There are a few things the United States military does to maintain its global supremacy. First and foremost, it maintains a standing, professional force where every soldier, sailor, airman and Marine has a function that keeps the force moving – and is paid well to do it.
It also constantly innovates, keeping abreast of the latest developments in military technology from almost every point of view. Once equipped with the latest and greatest tech, the United States places able commanders among those troops and trains them on how to operate.
The Black Army of Hungary operated on the same principles more than 300 years before the United States won its independence from Great Britain.
King Matthias Corvinus of Hungary reigned supreme in Eastern Europe and the Balkans in the mid-1400s and the Black Army is one of the reasons why. A visionary leader, Matthias recognized the importance of securing his national borders, returning order and making the locals realize who’s boss.
He managed to kick Czech mercenaries out of Hungary, fight the Holy Roman Emperor to a draw, and would have kicked the Ottoman Turks out of Europe except he saw Christian Europe do nothing to help him – so he let them stay.
Matthias’ Black Army was the secret to his success. They were well-paid mercenaries whose sole job was training for, fighting and winning battles for the Hungarian king. They were making some four to five times more money than the average peasant paid in taxes and were equipped with gunpowder weapons long before they were adopted by other armies.
When Matthias rose to power, Hungary was using the same means of raising troops as every other principality in Europe, which was drafting peasants from noble lands. At best, the King could force every nobleman and his personal guard to field their full army, but could only do it for 15 days at a time and could not leave Hungary.
Eventually, Matthias told the wealthy kingdom of Venice that he would wage a holy war against the Ottomans if they would cover the costs. They agreed and the mercenaries he purchased formed the core of the Black Army.
Matthias reformed the Hungarian tax code and currency policies to increase his income and make it easier to levy more taxes to fund his professional army. When the lords revolted against the higher taxes, the Black Army just kicked the crap out of them, and they were uniquely positioned to do that.
Unlike many other armies, the Black Army promoted its troops based on merit and their military experience translated to increased real-world training. They would effectively use this experience and training to succeed where so many other amies had failed, capturing Vienna from the Holy Roman Empire, the only time the city would fall until the Second World War almost 500 years later.
The audacity of a well-paid, well-equipped, and well-trained standing army with good leadership. Who would have thought?
The Black Army made no distinction about nationality. At its height, its ranks were filled with 28,000 troops, coming from across Europe to fight for cold, hard florins. Czechs, Germans, Serbs, and Poles joined Hungarians in defending and securing Matthias’ reign and Hungary’s borders. Taxes were high, but peace and stability reigned with Matthias.
The only other army in Europe not made up of peasants carrying sticks was the French Army of Louis XI, and even it was no match for the Black Army and its storied leadership. Unfortunately, the leadership was the life and death of the Black Army. When Matthias died in 1490, his successor allowed for tax reforms that forced the army to disband.
Hungary’s defenses, its army, and borders eventually fell into disrepair. The Kingdom of Hungary’s golden age was over. In 1526, the Ottomans completely destroyed the Hungarian Army.
Look, video games are awesome and military video games are doubly so. But video game companies are not even trying to capture real deployed life. As they continue bragging about their realistic sound effects and HD graphics, here are 9 features that would actually help gamers get a real combat experience.
1. Make players rehearse a mission four times and then send them on a different one.
The player is briefed on a mission to capture or kill a high-value target. They have to watch a rehearsal on a sand table, then practice in an open field, and finally they assault some fake buildings with their squad to be sure everyone is on the same page.
They climb onto the birds but halfway to the target are diverted to capture an undefended dam before terrorists can blow it up. The player’s squad defends it for three days against nothing before returning to base. A friendly engineer squad then blows up the dam.
2. All calls for fire take at least 10 minutes and miss the first three times.
Artillery units rarely hit their target on the first try in the real world and even airstrikes have trouble getting it right a lot of times. Yet video games which allow a player to call in an airstrike always show rounds cascading down on the exact spot the player asks for.
Instead, the player should have to adjust fire over three or four iterations before actually killing anything. They should also have to wait at least 10 minutes from the first call until the fire mission is fired and rounds begin falling on the target.
3. Random mistakes by other members of your team.
Every once in a while, a squad mate should get their gear stuck on a door handle, trip on their own rucksack strap, or slip on a wet spot in the ground and fall. The player has to decide whether to help their buddy or continue firing at the enemy while attempting to stifle their laughter.
4. Include a 40-lb haptic bodysuit that punches you when you’re shot.
When the player is going into battle, they’re usually wearing a hoodie, some boxers, and a fine layer of chip crumbs. But soldiers wear 40 pounds of armor plus whatever other gear they’re carrying at that moment. So, players should be given a vest that weighs as much as the armor.
As an added bonus, motors and weights could be used to punch the player where their character was just shot. And they could carry an 8-pound controller.
5. Your inventory always includes at least 3 items you’ll never use.
The player should have a limited inventory space, some of which is taken up with “just-in-case” items that never get used. It could be gas masks, backup batteries, whatever. If the player tries to throw them away, the items show up on later patrols as booby traps.
6. Weapon misfires
Anytime the player crawls through mud or sand, it should increase the chance that their weapon misfires. Every 100 rounds without a cleaning should increase the chance of a misfire as well.
7. Can only level up after passing a PT test and reciting random facts from memory
After the player completes a few missions while exhausted from the countless rehearsals in the heavy bodysuit, overcomes misfires at critical moments, and has proven their ability to carry around useless equipment, they should be given the opportunity to level up.
To get selected for the higher level, they just have to score in at least the 80th percentile on a physical training test and recite the muzzle velocities of at least three weapons. Otherwise, the player is sent back to the tent to study. It doesn’t matter what their kill-to-death ratio is. Side note: KTD ratios are not a thing either.
CLEVELAND, Ohio — As Republican delegates and party officials wrangle through their strategy to capture the White House inside the Quicken Loans arena here, protesters outside the party’s national convention have plenty to say about presidential nominee Donald Trump.
Among them is a group of military veterans who call themselves “Vets Versus Hate.”
“Vets Versus Hate is a national, non-partisan, grassroots movement of veterans standing up against the rhetoric of bigotry and division that has started to really come to the fore during this election season,” Marine Corps vet Alexander McCoy explained. “We’re not here to oppose any political party; we’re here to say that the kind of language Donald Trump is using is absolutely inconsistent with our values that we swore to uphold when we joined the military.”
McCoy, who served as a guard at the American embassies in Saudi Arabia, Honduras and Germany among other duty stations while in the Marine Corps between 2008 and 2013, explained that the group came to Cleveland to show solidarity “with everyone who lives in America . . . calling upon members of [Trump’s] party that have engaged in similar rhetoric to stop this politics of division.”
But in the same breath McCoy conceded that “they don’t seem to be listening, but we’re going to continue to make our voices heard.”
While McCoy is certainly not the only vet protesting what he sees as the Trump campaign’s divisive style, Republicans here have plenty of support from veterans groups and high-profile former military members who took the stage on the convention’s opening day to underscore the real estate mogul’s support for the military.
“The destructive pattern of putting the interests of other nations ahead of our own will end when Donald Trump is president,” said former military intelligence chief Lt. Gen. Mike Flynn. “From this day forward, we must stand tougher and stronger together, with an unrelenting goal to not draw red lines and then retreat and to never be satisfied with reckless rhetoric from an Obama clone like Hillary Clinton.”
But on the streets among the protesters it’s a different story.
Army vet Chris Abshire, an Ohio native who deployed to Afghanistan during his 4 years as a soldier, joined Vets Versus Hate to make the public aware that other people are affected by war, not just soldiers.
“The Afghan people that I interacted with on a daily basis are forgotten about, and politicians who spew hatred toward them and say, ‘We’re going to bomb ISIS back into the Stone Age and steal their oil’ forget that that’s not even their oil,” Abshire said just before joining a circle of protesters forming a human wall in the center of Public Square here, several blocks away from Quicken Loans Arena where the RNC is being held. “That belongs to the Iraqi people, who have been victimized for years now. And I want to stand up against that.”
“Ultimately what we need to make clear to American voters is that [veterans] will not allow themselves to be used . . . as political props,” McCoy said.
Earlier Trump advisor on veteran’s issues New Hampshire state Rep. Al Baldasaro reportedly told a radio host he thought Democratic presidential frontrunner Hillary Clinton should be “put in the firing line and shot for treason.”
“There’s no place in politics for talk about putting your opponents in front of a firing squad,” said Bill Rausch, executive director of Got Your 6, an organization dedicated to veteran civic empowerment. “It goes against the ethos of every person who raised their right hand and swore to defend and protect the Constitution of the United States. We’re calling on the campaign to condemn it immediately.”
Some analysts have said the Trump campaign’s tone during the primary season combined with the national mood in the wake of terror attacks across the globe, as well as the tension between law enforcement and the African-American community here at home, have prompted concerns from RNC officials and Cleveland’s leaders that there might be significant unrest during the 4-day convention.
But nearly three-quarters of the way through the event, there have been no major incidents. Protests have been mostly confined to Public Square, and the potential for them to spread beyond that is severely limited by the force protection measures the city put in place ahead of the event — including a temporary perimeter fence erected around the Quicken Loans complex that now separates the zone from the rest of the city — and a massive influx of law enforcement from other states, including police and state troopers from as far away as Florida and California.
Army chaplains and their assistants provide spiritual support to soldiers, both in a deployed environment and back at home. They are part of a support network for soldiers going through a hard time or just needing someone to share their thoughts or concerns.
Army Master Sgt. Samuel W. Gilpin presents a quilt to Spc. Zowie Sprague during a battlefield circulation visit in Taji, Iraq, Feb. 14, 2017. The quilt was hand-made by a family from a small town in Texas. (U.S. Army photo by Sgt. Cesar E. Leon)
The Army’s Chaplain Corps provides counseling for soldiers in times of crisis, such as extreme stress, grief, or psychological trauma. Army chaplains are teamed-up with an enlisted soldier known as a chaplain assistant.
Together, they form what is known as a Unit Ministry Team.
“Chaplains have to be extra resilient and take time for self-care,” said Army Maj. James S. Kim, the chaplain for the 369th Sustainment Brigade.
“Caregiver” is a term that can be given to chaplains and their assistants within the military. On a day-to-day basis, ministers may deal with many grief counseling cases and always have to remember the importance of self-care.
“I have learned from my past deployment, that when I am assisting people with their issues, there is only so much I can help with,” Kim said. “At the end of the day, I have to be able to unravel everything I heard from the day and be able to get my own counseling.”
UMT’s are empathetic to soldiers’ personal problems, such as substance abuse, relationship issues and post-traumatic stress disorder. If they are not conscious of the psychological toll their empathy can take on them, they run the risk of suffering from what is known as compassion fatigue.
UMT’s need to find ways to cope and release the weight they take on from providing moral support to their soldiers.
“It is important to understand your limitations, what you can and can’t do, but most importantly finding that time to connect to your faith,” said Army Master Sgt. Samuel W. Gilpin, the chaplain assistant for the 1st Sustainment Command UMT.
The Army Chaplain Corps provides responsive religious support to the unit in both deployed and garrison environments. The support provided can include religious education, clergy counsel, worship services, and faith group expression.
Chaplains have been an integral part of the armed forces since 1775, when the Continental Congress officially made chaplains a part of the Army.
Chaplains serve commanders by offering insight into the impacts of religion when developing strategy, campaign plans, and conducting operations.
They also provide soldiers an outlet for spiritual practice and provide counseling and moral support for soldiers in need.
British Army recruiters have embraced 360-degree videos, where the viewer can decide what direction they want to look at any given moment, and are using them to let potential recruits see different army jobs.
“Army Urban Ops” follows a squad as the men clear a series of buildings. It is the most watched of the 360-degree videos despite the big yellow blank adapters.
The tanker video is also great. The default view is down the gun as a Challenger II Tank races through the countryside, but swipe your finger on your phone or click and drag with your mouse to look left and see another tank firing its cannon and machine guns.
The airborne version puts the viewer into the middle of a paratrooper drop and a mountaineering one allows them to climb along a narrow ridge with soldiers.
American military heroes typically spend a lot of time fighting in other countries. The leaders of those countries can give medals or official thanks, but sometimes they induct American warriors into their chivalric orders and turn them into knights. For American citizens the honor comes without the title of “sir” or any of the official perks, but it’s still way better than a challenge coin.
1. Gen. James Doolittle
Medal of Honor recipient and leader of the Doolittle Raid, Gen. James Doolittle also has a number of honorary knighthoods including Knight Commander of the Order of the Bath from Great Britain, the Order of the Condor of Bolivia, and the Grand Order of the Crown from Belgium.
2. Adm. Chester W. Nimitz
The naval hero who commanded the fleets at the battles of Midway, Iwo Jima, Okinawa, and others was named to two foreign knighthoods. First, he was appointed as Knight Grand Cross of the Military Division of the Order of Bath by Great Britain, then Knight Grand-Cross in the Order of Orange Nassau by Queen Wilhelmina of the Netherlands.
Gen. Omar N. Bradley was a five-star general, World War II and Korean War commander, the first Chairman of the Joint Chiefs, and the first Chairman of the NATO Committee. For his years of military service, Bradley was made an honorary Knight Commander of the British Empire.
5. Gen. Dwight D. Eisenhower
General and President Dwight D. Eisenhower has way too many knighthoods to list here, but some highlights include: Knight Grand Cross of the Most Honourable Order of the Bath from Great Britain, Grand Cordon with Palm of the Order of Leopold from Belgium, and the Grand Croix of the Legion of Honor from France.
6. Gen. Douglas MacArthur
Douglas MacArthur retired from the Army in 1937, but returned in 1941 after a request from President Roosevelt. Gen. MacArthur went on to become commander of occupied Japan and of United Nations Forces in Korea. For his World War II service, MacArthur was appointed as a Knight Grand Cross of the Order of the Bath of Great Britain.
7. Gen. George S. Patton
A veteran of the Border War with Mexico, World War I, and World War II, Gen. George S. Patton was named to numerous orders including the Order of the British Empire, the Order of Leopold, and the Order of Adolphe of Nassau, among others.