Citizens of Hawaii are advised to look out for emergency sirens, alerts, wireless notifications, or flashes of “brilliant white light” that will indicate that a nuclear detonation is incoming or underway.
From there, the agency instructs citizens to get indoors, stay indoors, and stay tuned via radio as “cell phone, television, radio, and internet services will be severely disrupted or unavailable.” Instead, expect only local radio stations to survive and function.
If indoors, citizens should avoid windows. If driving, citizens should pull off the road to allow emergency vehicles access to population centers. Once inside, Hawaiians should not leave home until instructed to or for two full weeks, as dangerous nuclear fallout could sicken or kill them.
So check out our list of how the military upgrades your personal style.
1. Physical training
It’s not every service member’s goal to go out and win the Mr. Olympia body building contest — we get it. But since we get physically tested nearly on a daily basis depending on your occupation, we tend to build a little muscle here and there.
Plus, members of the opposite sex tend to like a guy or gal that’s in shape — just saying.
We guess she liked that. (Image via Giphy)
Although the military doesn’t provide service members cosmetic dental work, getting your cavities filled for free is a much better option than walking around with a big a** hole in your #2 mural.
They declare war on cavities. (Image via Giphy)
3. Dress uniform
Since women love a man in uniform, all service members are in luck because you have to wear one practically every single day. Having a dress uniform ready to go in your closet can also save you a bunch of money from having to rent or buy a tux for your upcoming wedding.
See, it’s all in the uniform. (Image via Giphy)
Many of us join the military to escape an unsatisfying life back home. Most of the newbies will end up living in the barracks their first few years in the service until they get married or promoted. In recent years, the government has spent a lot of dinero to improve base housing.
This is a huge step up from when you were sharing a room with your little brother back home.
Base housing in the Air Force. (Image via Giphy)
If you have crappy vision heading into the military, you’re going to end up wearing BCGs at least through boot camp. But there is light at the end of the tunnel. You can upgrade your spectacles once you graduate and even put in a request to get a Lasik procedure through your chain of command.
The Army, the Marine Corps, and the Special Operations Command are working together in an ambitious drive to develop leap-ahead capabilities for future vertical lift aircraft that will provide greater range, speed, lethality, and survivability, but also have the maximum degree of commonality in platforms and systems to reduce cost and enhance sustainability.
The three colonels managing that complex effort say they believe they can do a better job of maximizing commonality and limiting cost than the tri-service F-35, or Joint Strike Fighter, program that continues to struggle with technology challenges, cost growth, and fractured schedules.
Appearing at a Center for Strategic and International Studies’ forum on future vertical lift (FVL) on Dec. 9, the three officers stated slightly different platform requirements for the future aircraft.
The Army and SOCOM are primarily interested in filling air lift and air assault missions currently performed by the different variants of the H-60 Black Hawks, according to Col. Erskine Bentley, the future vertical lift program manager at Army Training and Doctrine Command, and Army Col. David Phillips, program executive for rotary wing requirements at SOCOM.
Bentley described the Army’s focus as “primarily the utility mission,” which includes aerial medical evacuation and air assault, or “the ability to assault light forces and their equipment.”
SOCOM’s air lift missions tend to be long-range covert insertion and extraction of special operations units.
Marine Col. John Barranco, the rotary requirements branch head, expressed a need for both troop transport and attack capabilities as successors to the Corps’ current UH-1Y Venom and AH-1Z Viper helicopters. That did not include replacing the tilt-rotor MV-22 Ospreys, which already has speed and range far greater than those two.
But all three emphasized the primary focus of their FVL effort was more speed, range, power, and survivability than the current generation of helicopters. They emphasized that those enhanced capabilities were needed to overcome the emerging anti-access, area-denial defensive capabilities being fielded by “near-peer competitors,” which usually refers to Russia and China.
Bentley said greater “reach, speed, and power” would enable the Army to “conduct strategic deployment” from outside the combat theater, and immediately go into tactical operations on arrival.
Greater speed and reach, combined with additional protective systems, enhances survivability and “coupled with light-weight sensor systems, increases the lethality of Army aviation,” he said.
Barranco, noted that the Marines are fielding the “fifth generation” F-35B strike fighter, while their vertical lift aircraft, with the exception of the Osprey, are little better than the helicopters used in Vietnam. But, due to “the threat picture, the anti-access, area-denial, from a variety of near peer competitors,” he said, “there is a need across the joint force to leverage technology to develop a new, more capable aircraft.”
Phillips said the improved capabilities, and the open architecture systems were essential to “stay ahead of the environment,” which was his term for the threat.
The CSIS moderator, Andrew Hunter, challenged the officers on how they could achieve the high commonality for their different missions in light of the record of the Joint Strike Fighter program, which has been “challenged” and has had “less commonality than expected.”
All three emphasized the time they have spent on confirming the key common requirements. Bentley said within each of those requirements was “trade space” that would allow each service to take from one capability to enhance another.
Barranco agreed, saying “every requirement is in a range of capabilitie,” so they could trade some speed or range for more troops. The Marine also stressed how they all needed the high commonality to enable them to get what they need within “the fiscally constrained environment,” which he predicted would not change.
In addition to reducing the procurement costs, commonality also would enhance sustainability by allowing common supply of spare parts and even cross-service maintenance, they said.
Although the individual platforms may be different, Barranco cited the example of the Marines’ new H-1s, which have 85 percent commonality in engine and mission systems, despite the significant difference in airframe and missions.
Commonality also would be easier with open architecture in systems that would make it easier and cheaper to modify some performances, they said.
As the program lead, Bentley said the goal was to develop and test prototype aircraft in the 2020s and begin full rate production in the 2030s, when current vertical lift aircraft were due to retire.
Women veterans are more likely to die by suicide than women who did not serve in the military, and, in a 2011 survey (the most recent survey of this kind), 46 percent of women veterans in California reported a current mental health problem. Los Angeles County, meanwhile, is home to approximately 20,600 women veterans, the fourth-highest population of any U.S. county.
Women Vets on Point (WVoP) has one goal: to connect women veterans in Los Angeles County with compassionate mental health care delivered by providers who understand their experiences and needs.
WVoP is led by women veterans, including Kristine Stanley, who served in the Air Force for 24 years. She recalls that she struggled in her first year after leaving the military and didn’t know where to turn for help.
“I want my fellow women veterans to know they are not alone,” said Stanley, program coordinator for WVoP at U.S.VETS. “I know they may feel invisible or forgotten, or that no one realizes they’ve served. That all changes with Women Vets on Point. If they have ever put on a uniform, this program is for them.”
Connect with a WVoP team member. Team members listen to women’s stories and help them find mental health care providers who have experience working with women veterans on challenges related to post-traumatic stress disorder, military sexual trauma, domestic violence, and more.
Get referrals for services that can assist with legal, employment, housing, and child-care needs.
Hear stories of hope and recovery from other women veterans.
Locate tools and resources to help them better understand their symptoms.
U.S. Marines assigned to the female engagement team (FET) attached to Foxtrot Company, 2nd Battalion, 3rd Marine Regiment conduct a security patrol in Marjah, Helmand province, Afghanistan, Jan. 3, 2011. The FET aids the infantry Marines by engaging Afghan women and children in support of the International Security Assistance Force.
(U.S. Marine Corps photo by Cpl. Marionne T. Mangrum)
In creating WVoP, U.S.VETS partnered with Education Development Center (EDC), a nonprofit that advances innovative solutions to improve education and promote health. EDC was selected because of its experience in using technology tools to facilitate effective mental health treatment.
“There are very few programs tailored specifically for women who served,” said EDC project director, Erin Smith. “EDC’s research enables us to recommend solutions for some of the challenges women veterans may face. The bottom line is that earlier access to treatment can mean higher quality of life. And we know how to help women engage with treatment in ways that work with all of the other responsibilities they are carrying.”
U.S. Navy Petty Officer 2nd Class Claire Ballante holds an Afghan child during a patrol with Marines from 1st Battalion, 2nd Marine Regiment in Musa Qa’leh, Afghanistan, Aug. 3, 2010. Ballante is part of a female engagement team that is patrolling local compounds to assess possible home damage caused by aircraft landing at Forward Operating Base Musa Qala.
(U.S. Marine Corps photo by Cpl. Lindsay L. Sayres)
Many of the challenges faced by women veterans are distinct from those faced by male veterans or other women, and these challenges may be poorly understood by the public. According to Stanley, some people assume that women veterans can’t have experienced trauma if they didn’t serve in a traditional combat role. Another common misconception is that women veterans’ challenges are related only to military sexual trauma.
“Women Vets on Point knows what misconceptions are out there,” said Stanley. “And we know that the needs of women who served have not been sufficiently addressed. Women Vets on Point is going to make serious changes for women in this community and hopefully make the journeys of women veterans easier in the future.”
When I left the military, I thought I had to give up part of who I was. In a way, I did, but I also didn’t realize the importance and value of being a veteran. I thought that leaving the service was closing a chapter and simply starting the next thing – which at the time happened to be my new role as a mom and military spouse. I didn’t see my role of being a veteran carrying any weight. Of course, I knew I was a veteran from my six years of active-duty service, but I didn’t feel welcome enough in the veteran space to even find out what it meant to serve in that role.
Our focus often goes to our new roles. You raise your hand or stand up at various events or ceremonies thanking you for your service, and that is what you think being a veteran is. But being a veteran is not something you were; it is a part of who you are. And for a long time, you can miss out on the community that you are searching for, not knowing what you are looking for. It can feel like you gave up everything about who you were, and somehow because you are no longer in the military, your story and voice don’t matter.
But you are wrong. Not only does your voice matter, but it is also needed. Just like in the male-dominated military, your unique perspective as a woman and as a veteran is important for solving problems, making changes and leaving a legacy. That hasn’t changed because you took your uniform off.
Your story does matter, and you can make a difference for other veterans if you take the first step of getting involved. In the past five years, we have started to see a change in the veteran space. More women veterans are stepping up and using their voice as a powerful tool to not only bring to light the struggles women veterans face but bringing more females into the veteran community and helping to bring change.
These are a handful of the leading organizations making change for women veterans.
Women’s Veterans Interactive
Women’s Veterans Interactive (WVI), created by Ginger Miller, addresses the unique and often unrecognized challenges facing our nation’s two million women veterans as they return to civilian life. WVI focuses on meeting women veterans at their point of need while breaking down barriers leading to homelessness. WVI holds an annual conference focused on Leadership and Diversity in which they bring together women veterans with a wide variety of speakers and topics. The conference ends with an awards dinner recognizing women veterans for the work they do.
Service Women’s Action Network
Service Women’s Action Network (SWAN) is the voice of all military women. They are committed to seeing that all servicewomen receive the opportunities, protections, benefits and respect they deserve. SWAN has three areas to guide them: support, connect and advocate. Support through a network of vetted resources, connect by bringing together military women and organizations across the country to amplify the voices of servicewomen and advocate for women by building a national reputation as a force behind the policy change.
Women in Military Service for America Memorial
Women in Military Service for America Memorial is the only major national memorial honoring all women who have defended America throughout history through exhibits, memorabilia and a cataloged history of the record of over 200,000 women veterans.
Women Veterans Alliance
Women Veterans Alliance (WVA) has the vision to connect over 2 million female veterans for the purpose of sharing our gifts, talents, resources and experiences. Founder Melissa A. Washington is a Navy Veteran who saw a need to bring women veterans to equip, empower and encourage each other. Each year their “Unconference” focuses on one-on-ones, self-care, specialized breakouts and more.
Women of the Military Podcast & The Female Veterans Podcast
Women of the Military Podcast is a place of empowerment and sharing the stories of military women’s past and present with the belief that all stories matter and need to be shared. The podcast allows women to share their stories, and it can bring healing and the ability to let go. So many military women never talk about their experience and feel so alone in their struggles. The podcast brings a dynamic range of stories and experiences to help women not feel so alone. And, if you are looking for more stories of military women, check out The Female Veterans Podcast.
These are just a handful of the many women veteran organizations that have been making an impact and bringing about change to the veteran space. But there is still more work to do. Women often get pulled so far away from the military community that they don’t even realize these resources are available to them. Our voices matter.
I now see why organizations like the Veteran of Foreign Wars (VFW) and the American Legion were so popular after the previous wars ended. There is something about serving in the military that changes you and builds a bond with people who may not look like you or believe what you do, but they are still your brothers and sisters in arms.
And we need that community.
What are your favorite veteran organizations focused on helping women veterans?
Editor’s Note: This page was last updated at 1:29p.m. PST.
Reports of a “serious incident” are surfacing from Fort Sill, located north of Lawton, Oklahoma. Currently, several buildings are on lockdown and official channels are advising people to “stay away from [these] areas at this time.”
The locked-down buildings mentioned above are located within the encircled area.
[Update – 11:39 a.m. PST] According to Stars and Stripes, a public affairs officer has reported that the situation is “all clear.”
[Update – 1:29 p.m. PST] Official reports have surfaced that explain a former Fort Sill employee was detained and his vehicle was searched. The previously mentioned buildings were locked down as a security measure and the situation has been resolved.
At present, all we know is that it was not a bomb threat.
This page will be updated as the situation develops and details emerge.
The global coronavirus pandemic has infected more than 201,000 people worldwide, causing mass disruptions as governments continue to try to slow the spread of the new respiratory illness.
Here’s a roundup of developments in RFE/RL’s broadcast countries.
Iran’s death toll from the coronavirus has reached 1,135, with 147 deaths over the past 24 hours — the highest 24-hour rise yet — state TV reported on March 18, as President Hassan Rohani defended his government’s response to the outbreak.
Iran has been the hardest-hit country in the Middle East, with a total of 16,169 confirmed cases, roughly 90 percent of the region’s cases.
Iran has been accused of acting too slowly and of even covering up initial cases.
But Rohani on March 18 rejected criticism of his government’s response to the coronavirus outbreak, telling a government meeting that authorities have been “straightforward” with the nation, and that it had announced the outbreak as soon as it learned about it on February 19.
“We spoke to people in a honest way. We had no delay,” Rohani said.
Government officials pleaded for weeks with clerics to completely close crowded holy shrines to slow the spread of the coronavirus. The government finally shut down the shrines this week.
“It was difficult of course to shut down mosques and holy sites, but we did it. It was a religious duty to do it,” Rohani said.
The outbreak has cast a shadow over the Persian New Year, Norouz, that begins on March 20.
It was later announced that Supreme Leader Ayatollah Ali Khamenei will pardon 10,000 prisoners, including political ones, to mark Norouz.
“Those who will be pardoned will not return to jail,” judiciary spokesman Gholamhossein Esmaili told state TV on March 18, adding that “almost half of those security-related prisoners will be pardoned as well.”
Judicial officials had previously announced the temporary release of 85,000 inmates to prevent the spread of the novel coronavirus in Iran’s prisons. They confirmed that those freed included political prisoners, which Iranian authorities describe as “security-related prisoners.”
The Pakistani government has confirmed the country’s first fatality from coronavirus in the northwest province of Khyber Pakhtunkhwa.
The South Asian country had a total of 260 confirmed cases of the infection as of late March 18, including 19 in Khyber Pakhtunkhwa.
“With deep regret I confirm the death of first Pakistani due to coronavirus. A 50-year-old male from Mardan city recently returned from Saudi Arabia. He developed fever, cough, and breathing difficulty and tested positive for the COVID-19,” Health Minister Zafar Mirza tweeted.
A 36-year-old man from Hangu district also died of the respiratory disease after returning from Turkey to Islamabad via Dubai, according to a spokesperson for the Khyber Pakhtunkhwa provincial government.
Thousands of Pakistanis, mostly pilgrims, have been put in quarantine in recent weeks at the Taftan border crossing in Pakistan’s southwestern province of Balochistan after returning from Iran, one of the world’s worst-affected countries.
Amid the steep rise in known cases, Pakistani authorities have moved to discourage crowds and gatherings.
Islamabad on March 17 announced that all gyms, swimming pools, religious shrines, and children’s parks would remain closed for three weeks.
Health officials in Punjab, Pakistan’s largest province, urged the public to avoid unnecessary social contacts or traveling and to stay indoors.
Governments around the world continue to take sweeping measures to try to slow the spread of coronavirus, which has now infected more than 201,000 people and killed over 8,000.
The speaker of the Ukrainian parliament and other lawmakers will be tested for the novel coronavirus after one of their colleagues tested positive on March 18, local media has reported.
Authorities are trying to trace everyone who has been in contact with lawmaker Serhiy Shakhov of the Dovira (Faith) parliamentary group since he entered the legislature earlier in the week following a trip to an unspecified European Union member state.
Shakhov appeared on Ukrainian television on March 12-13, according to deputy Yaroslav Yurchyshyn, and participated in a meeting of the parliament’s Environment Committee on March 13.
President Volodymyr Zelenskiy said the infected lawmaker’s voter card was registered in parliament on March 17 and was used to vote, although Shakhov was absent.
“Unfortunately, his colleagues are guilty of multiple voting,” Zelenskiy said about the widespread phenomenon in parliament that is now punishable by law.
Ukraine, which has confirmed 16 cases of the respiratory illness and two deaths in four regions and the capital, Kyiv, closed its borders to foreigners for two weeks starting on March 16.
Authorities have also canceled air, rail, and bus connections between cities and regions, and shut down the subway in all three cities where they operate, including Kyiv.
Moldova on March 18 reported its first death from coronavirus.
“A first Moldovan citizen died of the coronavirus infection last night. This is a 61-year-old woman,” Health, Labor, and Social Protection Minister Viorica Dumbraveanu said.
The woman had recently returned from Italy and was suffering from several illnesses, Dumbraveanu said.
The manager of the Chisinau hospital where the woman died told the media that the woman’s village has been placed under quarantine.
Moldova, a nation of 3.5 million sandwiched between EU member Romania and Ukraine, reported 30 confirmed coronavirus cases as of March 18.
Moldova’s parliament on March 17 imposed a 60-day state of emergency in a bid to prevent the spread of the virus.
The country, one of the poorest in Europe, has already temporarily shut its borders and suspended all international flights from March 17.
Hundreds of thousands of Moldovans have been working abroad, many of them in Italy and Spain, two of the countries most affected by the coronavirus pandemic.
Separately, Moldova’s breakaway region of Transdniester declared a state of emergency until April 5 in the wake of the outbreak.
Transdniester declared independence in 1990 and fought a bloody war with Moldova two years later. It is unrecognized by the international community but is unofficially backed by Russia, which stations hundreds of troops in the region.
Hungary on March 18 moved to relax a sweeping border closure after thousands more travelers – many angry and lacking supplies — clogged its crossings with Austria to the west and Romania to the east.
Hungarian Prime Minister Viktor Orban’s right-wing government on March 17 closed its land crossings to foreigners as well as border crossings at airports to slow the spread of the coronavirus.
Thousands of travelers were massed on March 18 at the Nickelsdorf-Hegyeshalom border crossing between Austria and Hungary, after missing a window of several hours allowed by Budapest overnight for those who wanted to transit the country on their way to Romania and Bulgaria.
Meanwhile, some 7,000 people who had reached the Romanian border to the east overnight were facing another hours-long bottleneck due to health checks imposed by Bucharest.
The two-pronged crisis prompted Budapest to reopen the border with Austria at noon on March 18 until the easing of the blockage to the west, and to allow daily passage for Romanians and Bulgarians from 9 p.m. until 5 a.m. on preapproved routes, according to a statement by Romania’s Foreign Ministry.
Austrian authorities on March 18 advised drivers to keep away from the Hungarian border as the traffic jam there grew to 45 kilometers and protests broke out among stranded travelers.
“There is no use in coming to the border,” said Astrid Eisenkopf, the deputy governor of Austria’s Burgenland Province, which neighbors Hungary.
Most of the delayed Romanians are workers returning from Italy and Spain, the world’s second- and fourth-most affected countries by the virus, but also from other Western countries.
Romania is the European Union’s second-poorest country, and at least 4 million Romanians work abroad, according to estimates.
On March 18, Romania reported 29 more confirmed cases, bringing the total to 246, as well as 19 recovered cases. There have been no coronavirus deaths inside the country.
But specialists warn that Romania has so far tested only some 3.000 people for the coronavirus, while in other countries the number of those tested was in the tens of thousands.
Hungary reported having 50 confirmed coronavirus infections on March 17, with one death.
Bulgaria announced it has entered into a fiscal deficit and Ukraine said it is seeking a bigger lending program from the International Monetary Fund beyond the .5 billion for which it was asking.
Confirmed cases in Bulgaria, the EU’s poorest but least indebted country, spiked by 30 percent on March 17 to 81. The government in Sofia banned all foreign and domestic holiday trips until April 13.
Kosovar Prime Minister Albin Kurti has fired Interior Minister Agim Veliu for purportedly spreading “panic” about coronavirus after he backed a presidential call for a state of emergency over the pandemic.
Kurti announced Veliu’s dismissal on March 18, just hours after Veliu said he supported a proposed state of emergency that has divided officials in the Balkan country.
President Hashim Thaci late on March 17 signed a decree declaring a state of emergency. It has been sent to Kosovo’s parliament, which has 48 hours to either accept or reject the move.
But Kurti has rejected calls for a state of emergency. He said it would cause “unnecessary panic.”
“At this time, when the entire public administration is making the utmost efforts to minimize the damage caused by the coronavirus, the heads of central institutions, including those in the government cabinet, need to prove maturity both in decision-making and in making statements,” Kurti said in his announcement about firing Veliu.
The move may resonate far beyond the debate about how to react to the coronavirus pandemic.
It could cause a rift in the governing coalition that took power in Kosovo just over a month ago.
Veliu is from the Democratic League of Kosovo (LDK), which is in a fragile coalition with Kurti’s Self-Determination party.
LDK leader Isa Mustafa gave Kurti until the end of the week to “annul the decision to dismiss Veliu and make a decision to abolish the tariffs” on Serbian imports.
Pristina is under huge pressure from the European Union and the United States to revoke the 100 percent import tariff it imposed on goods from Serbia in November 2018.
The tariff came in response to Belgrade’s diplomatic campaign to encourage some of the 110-plus countries that have recognized Kosovo since it declared independence from Serbia in 2008 to reverse their position.
Kosovo says it has confirmed 19 cases of the coronavirus since the first infected person was discovered on March 13.
Most cases are people who had traveled to nearby Italy or had been in contact with others who’d been to Italy.
Neighboring Bosnia-Herzegovina declared a state of emergency to enable coordination of activities between its two autonomous regions.
“We are focusing in all ways on how to alleviate the consequences of the coronavirus,” Prime Minister Zoran Tegeltija told reporters.
Kyrgyzstan has confirmed its first three cases of the coronavirus in a group of travelers returning from Saudi Arabia.
Kyrgyz Health Minister Kosmosbek Cholponbaev said on March 18 that the three Kyrgyz citizens are from the southern Suzak district in the Jalal-Abad region.
The infected had returned to Kyrgyzstan on March 12, he said. They are 70, 62, and 43 years of age.
Authorities in the district have sealed off the villages of Blagoveshchenka, Boston, and Orta-Aziya. They’ve also set up 19 checkpoints nearby, regional officials said.
Deputy Foreign Minister Nurlan Abdrakhmanov said in a statement that as of March 18, all foreigners are banned from entering Kyrgyzstan.
Elsewhere In Central Asia
In neighboring Kazakhstan, the Health Ministry said on March 18 that the number of coronavirus cases had reached 36, after three more infections were confirmed in Almaty.
Kazakhstan has declared a state of emergency until April 15. As of March 19, the cities of Nur-Sultan and Almaty will be in lockdown.
Uzbekistan announced on March 18 that its total number of confirmed cases had reached 15.
So far, no coronavirus cases have been officially announced in the Central Asian former Soviet republics of Tajikistan and Turkmenistan.
The new coronavirus has spread to more than 100 countries worldwide. It has infected more than 201,000 people and killed more than 8,000, with the number of people now recovered at more than 82,000, according to a tally kept by Johns Hopkins University.
While Eddie Rickenbacker has a claim to fame as the top American ace of World War I, there were plenty of other Americans who fought valiantly with Allies from the air.
One of them, Eugene Bullard, has the distinction of being the first African-American military pilot.
According to Air and Space Power Journal, Bullard was born in Columbus, Georgia, on Oct 9, 1894. At 8 years old, he left Georgia after his father narrowly escaped a lynching, and made his way to Norfolk where he worked a series of odd jobs before he stowed away on a ship bound for Scotland.
He worked more odd jobs across Scotland and England, including as a longshoreman and on a fish wagon, until he discovered talents for boxing and performing. That talent eventually landed him in Paris just as World War I started.
Bullard spent two years with an infantry unit and was wounded during the Battle of Verdun. He then transferred to the French Flying Corps. During his time in the infantry, he was nicknamed “The Black Swallow of Death.” Bullard would score two kills in just over two months of combat flying. After the U.S. ignored his application to be a pilot for the American military despite his combat experience, he was transferred to non-combat duties by the French until his discharge in 1919.
Bullard would settle down in France, but come to his adopted country’s defense again in World War II, first serving as a spy, then seeing ground combat near Orleans. After he was wounded, he was medically evacuated, along with his daughters to the United States. He eventually went to work as an elevator operator in New York City.
In 1954, France invited Bullard and two other men to re-light the Eternal Flame at the Arc de Triomphe. In 1959, he was named a Knight of the Legion of Honor, and was interviewed on the Today Show. The next year, Charles de Gaulle publicly declared Bullard a hero of France.
Bullard died on Oct. 12, 1961, after an illness caused by the wounds he had received. He was 67 years old. In 1994, 100 years after he was born, the U.S. Air Force granted him a commission as a Lieutenant.
Every branch of the U.S. Armed Forces has built up a solid supply of memes. Eventually, the Space Corps will become the sixth branch. So, why not help the Space Corps get started with a few memes of their own? After all, the branch itself has become one giant meme…
…come on, “Space Force?”
You know they’ll be salty all over when the Space Corps gets in, too.
(via Claw of Knowledge)
The desire to know more intensifies…
I don’t even want to imagine the hell that will be zero-gravity latrine cleaning…
A former member of SEAL Team 6 and founder of Frogman Charities is headed to Mount Everest to try and become the first Navy SEAL to summit the world’s highest peak.
Don Mann is an accomplished athlete and climber with the goal of standing on top of the tallest summit on each continent. He’s starting with a climb up Everest, and at the same time he hopes to draw attention to the challenges that the military community faces every day.
“The challenge seems almost insurmountable with the conditioning required, the funding required, and the non-stop worries of altitude mountain sickness, avalanches, crevices, hypothermia, frostbite, etc.,” Mann said in a press release. “But the prize, to have an opportunity to stand on top of the world while raising awareness for the needs of our military personnel and their families, is beyond description.”
Mann has proved that he has the athletic chops for such a climb. Besides being selected as a member of SEAL Team 6, he was once rated as the 38th best triathlete in the world and has been climbing mountains for years.
During his attempt, Frogman Charities, a nonprofit organization that hosts virtual run and walk events to raise money for Navy SEAL charities, will be updating their Facebook page and website every day with stories from veterans and with organizations that support veterans and service members.
After the Everest climb, Mann wants to climb the rest of the continent’s highest peaks and to bring other veterans with him on the climbs. As with his Everest attempt, he hopes to raise public awareness of veterans’ causes.
The team that Mann will be climbing with aims to summit between May 13 and 25 but the buildup to the final summit attempt starts in early April. The climbers will trek to base camp from Apr. 3 to Apr. 12 and then begin the process of acclimating and climbing.
Mann’s climb is being financially supported through business sponsorships and a GoFundMe page.
When Leif Babin was training to become a US Navy SEAL officer, he didn’t expect to spend so much time working out combat mission briefs in Powerpoint presentations, he explains in his new book “Extreme Ownership: How US Navy SEALs Lead and Win.”
It was a common feeling, and the reason why in training sessions, he and other officers-in-training had a tendency to create briefs with the intention of impressing their instructors, as opposed to crafting plans that would actually be valuable to an entire team.
When Babin joined Task Unit Bruiser in 2006 as the officer in charge of Charlie Platoon, his commander and future co-author Jocko Willink told him to forget about Powerpoint. As part of a final exercise that would determine if they would be sent to fight in an incredibly dangerous part of Iraq (a desirable scenario for them), Babin and another platoon commander needed to create a mission brief that was more impressive than two other task units.
“The true test for a good brief is not whether the senior officers are impressed,” Willink told them. “It’s whether or not the troops that are going to execute the operation actually understand it. Everything else is bull—.”
Babin and his fellow platoon leader stopped worrying about being impressive and focused on how to make their mission brief as clean and easy to follow as possible. They worked with their subordinates to ensure that if they had to put the brief into action, every member of the team would clearly understand the mission required of him.
The commanding officer in charge of judging the briefs determined Task Unit Bruiser had the most understandable and thus the best of the three, even if the others had more impressive-looking PowerPoint slides. It placed an emphasis on what Willink calls “Commander’s Intent,” which is when the team understands its commander’s purpose and the mission’s endstate so thoroughly that they can act without further guidance.
Task Unit Bruiser was sent to Ramadi, where it became the most highly decorated special operations unit of the Iraq War.
It was a valuable teaching experience for Babin. In “Extreme Ownership” he outlines the planning checklist that he used as platoon commander:
Analyze the mission. Understand higher headquarters’ mission, Commander’s Intent, and endstate (the goal). Identify and state your own Commander’s Intent and endstate for the specific mission.
Identify personnel, assets, resources, and time available.
Decentralize the planning process.Empower key leaders within the team to analyze possible courses of action.
Determine a specific course of action.Lean toward selecting the simplest course of action.
Empower key leaders to develop the plan for the selected course of action.
Plan for likely contingencies through each phase of the operation.
Mitigate risks that can be controlled as much as possible.
Delegate portions of the plan and brief to key junior leaders. Stand back and be the tactical genius.
Continually check and question the plan against emerging information to ensure it still fits the situation.
Brief the plan to all participants and supporting assets. Emphasize Commander’s Intent. Ask questions and engage in discussion and interaction with the team to ensure they understand.
Conduct post-operational debrief after execution. Analyze lessons learned and implement them in future planning.
Babin writes that this checklist can be easily adapted to the business world, and it’s what he and Willink have taught executives they’ve worked with through their leadership consulting firmEchelon Front since 2011.
“Implementing such a planning process will ensure the highest level of performance and give the team the greatest chance to accomplish the mission and win,” Babin writes.
In 1862, the Merrimack and the Monitor fought the famous naval battle at Hampton Roads where ships with iron armor fought each other for the first time. That clash is often cited as one of the moments where warfare changed overnight. Suddenly, it was clear that most cannons couldn’t penetrate iron hulls, and so every navy rushed to armor their hulls.
Just four years later, two fleets of wooden and iron-hulled boats clashed in the waters near Venice, and this first clash of iron fleets got weird, fast.
The Battle of Lissa was fought near an island of the same name in the Adriatic Sea, sometimes known as Vis, its Croatian name. A large Italian fleet of about 26 ships, including 13 ironclads, faced off against about 26 Austrian ships, but only seven Austrian ships were ironclads.
But the ironclad numbers weren’t the end of the Italian advantage. The ships that took part were powered by a mix of sail and steam. Like, each ship used both. Some ships were predominantly steam-powered but had sails to make them more efficient on long voyages, and some were sail-powered with small steam engines and paddles to help them quickly turn in combat. The ships predominantly powered by steam were generally more effective in combat, and Italy had a higher mix of those. And the Italian ships were generally larger, as well.
But most importantly, the Italian ships had larger guns and more rifled pieces. At the time, rifle-fired rounds and exploding rounds were about the only thing that could pierce iron armor. And by larger guns, we mean the largest Austrian guns were 48-pounders, and every piece of Italian naval artillery was larger.
So, the Italian ships were larger, better armed and armored, and technologically advanced. Guess the Italians won. Cool. Thanks for coming to my TED Talk.
The Austrian wooden battleship Kaiser rams an Italian ironclad in the Battle. The ship left its figurehead behind after the clash.
Except, nope, just wait. Italy sent ships to capture the island of Lissa from an Austrian garrison on July 16, 1866. This assault was repelled, and the Italian ships returned on the night of July 19 to try again. The next morning, July 20, 1866, was rainy and the waters were covered in mist.
But the Italian fleet used the weather as a cover for their coming bombardment and landings right up until a dispatch vessel ran back to elements of the fleet with news that Austrian ships had reached the island. The Italian fleet had been split up to bombard multiple targets and land troops. They were not properly massed for a naval battle.
The Italians were unimpressed, though, and continued to focus on landing troops. With the technological and numerical advantage, it must have seemed that they could bat away any attempts at disturbing the landings.
Ships are designed with long bodies to minimize resistance and to give stability, but artillery works best when it’s deployed side-by-side with all the guns firing in support of one another. So, when one group of ships charges on another, the group firing broadsides can typically fire many more cannons than the group that is charging. So, seemingly, this would work to the Italians’ advantage.
But then the Italian admiral did something completely baffling. He changed flagships as the Austrians bore down on him. He would later claim that he did this so he would be on a faster ship that could more efficiently relay orders, but the Italian ship crews didn’t know about the change and so would look to the wrong ship for direction for most of the battle.
And then the Austrians got a second break. Their headlong charge was obscured as the naval guns opened fire and began to emit those huge clouds of smoke. The Austrian commander, Rear Adm. Wilhelm von Tegetthoff, charged through the smoke with most of his ships and suddenly realized that he had unwittingly passed through the Italian line of battle.
So the Italian fleet was receiving no clear orders from what the captains thought was the flagship, was obscured by smoke, and suddenly had an enemy literally sailing through their lines. The battle quickly descended into a tight mass of ships circling and firing on one another with little real coordination. As the smoke filled the air and everyone lost sight of nearly everything, it became tough for combatants to tell who they were supposed to fight.
An illustration shows Rear Adm. Wilhelm von Tegetthoff during the Battle of Lissa.
Von Tegetthoff, though, had issued an order that worked perfectly in this insanity. Remember, Austria’s largest guns in the battle were nearly useless for firing at armor plating. The 48-pound shells that were his most powerful projectile would still need a lucky shot to seriously damage an Italian ironclad. So, von Tegetthoff had ordered his ships to ram Italian vessels whenever the opportunity arose.
And so the spinning, chaotic, smoke-filled brawl that morning was perfect for them. It softened the impact of the Italian artillery advantage, and Austrian crews began ramming everything that looked vaguely Italian.
Yeah, the first clash of iron fleets descended into a battle of naval ramming, a tactic that had lost favor in the decades prior because rammings were hard to pull off as the ships required a lot of time and space to build up speed, but easy to avoid as the targeted vessel could pull out of the way or turn so that an otherwise lethal blow would be a glancing hit instead.
In the melee of Lissa, ships of both sides rammed each other, and gun crews fired on ships that they were locked into combat with. An Austrian battleship rammed an Italian vessel and left its figurehead, a statue of the emperor, in the enemy’s iron armor. The Austrian ship even caught fire when one of its masts broke, landed on its own smokestack, and then became overheated by the exhaust.
The Italian ship Re d’Italia sinks at the end of the Battle of Lissa.
(Carl Frederik Sørensen)
When the ships were exchanging shells, the Italians generally got the better of the exchanges as they could lob 300-pound shells from some guns. But the Austrian proficiency at ramming claimed a greater toll.
The heavy Italian ship rolled away, rolled back, and then sank in less than two minutes as sailors and marines struggled to escape the suction of the quickly sinking iron.
The fleets disentangled themselves. The Austrian forces had lost no ships, had only one badly damaged, and had suffered almost 200 casualties including 38 killed. The Italians had lost a prized ironclad and hundreds killed. Worse, a fire was spreading on another ironclad, the Palestro. Despite heroic efforts by the crew to save the ship, including flooding its powder magazines, a separate store of shells and powder was ignited.
The ship blew up like a massive bomb, sending parts of its plating and hull high in the air. Hundreds more Italian sailors died, and the wreckage sank within minutes. Italy had lost a second ironclad, and its death toll for the battle rose to 620. Not to mention, the shores of Lissa were now safe from the threatened Italian amphibious assault.
The aftereffect of Lissa was even weirder than the battle, though. The success of rams led to new ship designs that emphasized the weapon for decades, so even in World War I modern-ish battleships and many smaller vessels still carried iron rams at the waterline. And, maybe even more surprising, the Austrian success at Lissa had become moot before it was even fought.
The Austrian Empire had been decisively defeated on land at the Battle of Königgrätz by Prussian forces on July 3. Prussian forces on the continent kept pressure on Austria for the rest of July, and the war came to an end with Prussian victory.
Germanic tribes, and their Italian allies, were allowed to consolidate their peoples into new nations separate from the Austrian Empire. That empire renamed itself the Austrian-Hungarian Empire and, 48 years later, one of its archdukes was killed while riding in a car in the town of Sarajevo, less than 130 miles northeast of Lissa.
(Today, the island is part of Croatia and is known by its name in the Croatian language, Vis.)
In 1944, the CIA’s precursor, the Office of Strategic Services (OSS), distributed a secret pamphlet that was intended as a guidebook to citizens living in Axis nations who were sympathetic to the Allies.
The “Simple Sabotage Field Manual,” declassified in 2008 and available on the CIA’s website, provided instructions for how everyday people could help the Allies weaken their country by reducing production in factories, offices, and transportation lines.
“Some of the instructions seem outdated; others remain surprisingly relevant,” reads the current introduction on the CIA’s site. “Together they are a reminder of how easily productivity and order can be undermined.”
We’ve collected below some of the timeless instructions on how to be a terrible employee. What’s most amusing is that despite the dry language and specificity of the context, the productivity-crushing activities recommended are all-too-common behaviors in contemporary organizations everywhere.
See if any of those listed below — quoted but abridged — remind you of your boss, colleagues, or even yourself.
Organizations and Conferences
Insist on doing everything through “channels.” Never permit short-cuts to be taken in order to expedite decisions.
Make “speeches.” Talk as frequently as possible and at great length. Illustrate your “points” by long anecdotes and accounts of personal experiences.
When possible, refer all matters to committees, for “further study and consideration.” Attempt to make the committee as large as possible — never less than five.
Bring up irrelevant issues as frequently as possible.
Haggle over precise wordings of communications, minutes, resolutions.
Refer back to matters decided upon at the last meeting and attempt to re-open the question of the advisability of that decision.
Advocate “caution.” Be “reasonable” and urge your fellow-conferees to be “reasonable”and avoid haste which might result in embarrassments or difficulties later on.
In making work assignments, always sign out the unimportant jobs first. See that important jobs are assigned to inefficient workers.
Insist on perfect work in relatively unimportant products; send back for refinishing those which have the least flaw.
To lower morale and with it, production, be pleasant to inefficient workers; give them undeserved promotions.
Hold conferences when there is more critical work to be done.
Multiply the procedures and clearances involved in issuing instructions, pay checks, and so on. See that three people have to approve everything where one would do.
Contrive as many interruptions to your work as you can.
Do your work poorly and blame it on bad tools, machinery, or equipment. Complain that these things are preventing you from doing your job right.
Never pass on your skill and experience to a new or less skillful worker.