Joe Angelo was a World War I veteran who served in the Army during the Meuse-Argonne offensive. This is where he would unknowingly make a significant contribution to World War II.
That’s not a typo.
Angelo was an orderly to the 304th Tank Brigade commander, Capt. George S. Patton. As Patton maneuvered on the battlefield, he learned that many of his men were dead and thus unavailable to clear machine gun nests. He and Angelo were about to charge the nests themselves when Patton was exposed to machine gun fire that critically wounded him.
His orderly – Angelo – pulled him to safety.
He then dressed Patton’s wounds in a shell crater. Angelo was awarded the Distinguished Service Cross for his actions. Patton told newspapers Angelo was “without doubt the bravest man in the American Army. I have never seen his equal.”
The young orderly took the praise reluctantly and when the war ended, he went back to work as a civilian. Patton, of course, continued his military career.
Then the Great Depression hit.
Angelo soon found himself unemployed along with 25 percent of the country. The Depression hit Great War veterans especially hard. As soldiers, they made much less than the average factory worker at the time. So in 1924, Congress voted to give them an adjusted wage – called a “Bonus” by the plan’s critics – $1.25 for every day overseas and $1.00 for every day in the States.
Veterans who were owed 50 dollars or less were paid immediately. Everyone else was issued a certificate, with four percent interest and an additional 25 percent upon payment. The only problem was that this was to be paid in 1945 and the vets needed the money ASAP.
In response, WWI veterans converged on Washington with their families, setting up in large tent cities. Estimates were that 20,000 veterans were living in the D.C. camp. The media dubbed them “The Bonus Army.” Living among them was Joe Angelo.
Now known as American military legends, the men in charge of carrying out President Hoover’s order for the U.S. Army to clear the camp were Dwight D. Eisenhower, Douglas MacArthur, and George S. Patton.
Patton, now a major, was one of the first officers to arrive in the capital. Patton led federal troops up Pennsylvania Avenue on the way to the Bonus Army camp. Using swords and gas grenades to clear the marchers, his cavalrymen spent the night destroying the veterans camp.
The next morning, Angelo tried to get close to Patton, but his former commander outright rejected the advance. Major Patton told his aides with Angelo in earshot, “I do not know this man. Take him away and under no circumstances permit him to return.”
The New York Times ran a story on the meeting between the two men the very next day, under the headline “A Calvary Major Evicts Veteran Who Saved His Life in Battle.”
“That man was my orderly during the war. When I was wounded, he dragged me from a shell hole under fire. I got him a decoration for it. Since the war, my mother and I have more than supported him. We have given him money. We have set him up in business several times. Can you imagine the headlines if the papers got word of our meeting here this morning. Of course, we’ll take care of him anyway.”
Patton called it the “most distasteful form of service” and spent the interwar years working on less violent ways the military can clear such uprisings in the future.
The Venezuelan opposition leader Juan Guaidó declared a military coup against the government of President Nicolás Maduro on Tuesday, April 30, 2019, sparking a confrontation that escalated into an armed conflict.
In a message to supporters online, Guaidó announced the beginning of what he called “Operation Liberty” and called for supporters to rally at a military air base in the Venezuelan capital of Caracas.
Reporters for the news agency Reuters reported that the gathering at the military air base — called La Carlota — came under fire Tuesday morning and shot back. Reuters said both sides appeared to be using live rounds.
Part of the clash can be seen in this video, broadcast by the Latin American TV channel NTN24. A noise that sounds like gunfire can be heard:
The opposition leader then held a rally at Francia de Altamira square where he told supporters: “Today it became clear that the armed forces are with the people and not with the dictator.”
Maduro called for his supporters to maintain “nerves of steel,” tweeting that he still has complete loyalty from his commanders.
His government also said it was taking action against “a small group of traitors” in the military who had defected to Guaidó.
In his announcement Tuesday morning, Guaidó was seen surrounded by uniformed men whom he described as Venezuelan soldiers who switched their loyalty to him.
“People of Venezuela, the end of the usurpation has begun,” Guaidó said on Twitter. “At the moment I am meeting with the principal military units from the armed forces to start the final phase of Operation Liberty.”
He said the gathering at La Carlota would set in motion the “definitive end” to Maduro’s rule.
Guaidó was joined by Leopoldo López, another opposition leader who had been under house arrest for two years. López tweeted that he was freed by soldiers supporting Guaidó.
Venezuela’s government said it was working to stop the uprising.
Jorge Rodríguez, the Vice President of Communications, said on Twitter that the state was “confronting and deactivating a small group of traitors in our military personnel.”
Venezuela’s defense minister, Vladimir Padrino, tweeted: “The armed forces are firmly in defense of the national constitution and its legitimate authorities.”
Diosdado Cabello, the leader of Maduro’s socialist party, urged Maduro supporters to rally in front of the presidential palace, according to the AP.
The White House press secretary, Sarah Sanders, said President Donald Trump had been briefed. “We are monitoring the ongoing situation,” BBC News reported her as saying.
Mike Pompeo, the US secretary of state, tweeted that the US government “fully supports the Venezuelan people in their quest for freedom and democracy.”
Russian news agencies reported that President Vladimir Putin, an ally of Maduro, had scheduled a meeting to discuss the uprisings with his Security Council, according to the AP.
Guaidó has been trying to oust Maduro since January 2019, when Guaidó declared himself the legitimate interim president of Venezuela. He cited emergency powers in the constitution that he argued gave him the right to rule.
More than 50 countries, including the US, the UK, and all the nations of the European Union, have backed Guaidó’s claim to power.
Besides calling for new elections, one of Guaidó’s main goals was to win support from Maduro’s power base: the army.
The power is especially concentrated among high-ranking officers who hold important government positions and run influential companies under the socialist government.
When Gen. Stanley McChrystal began working on his memoir after retiring as a four-star general in 2010, he realized that his perception of himself as a leader was different from reality. In the past eight years, he’s had time to reflect on his career and the notion of leadership itself.
During that long career, McChrystal led America and its allies in the Afghanistan War before retiring as a four-star general in 2010. He revolutionized the Joint Special Operations Command. And he’s best known for taking out the leader of al-Qaeda in Iraq.
He’s now the managing partner of the leadership-consulting firm the McChrystal Group, and he’s the lead author of “Leaders: Myth and Reality.”
In an interview for Business Insider’s podcast “This Is Success,” he breaks down what he learned from key points in his life, including how recently revisiting the legacy of the Confederate general Robert E. Lee helped him realize it was time to redefine leadership.
Listen to the full episode here:
Subscribe to “This is Success” on Apple Podcasts, Google Play, or your favorite podcast app. Check out previous episodes with:
Stanley McChrystal: By the time we finished this book, we really arrived at this conclusion that leadership isn’t what we think it is, and it never has been. It’s much more complex. It’s not two-dimensional. And for me, one of the representative incidents is my relationship with Robert E. Lee. I grew up, figuratively speaking, with Robert E. Lee.
Rich Feloni: You grew up in Virginia.
McChrystal: I grew up in Northern Virginia, not far from his boyhood home, and I went to Washington-Lee High School. And when I turned 17, I went to West Point, as Robert E. Lee had done, and when you go to West Point, you don’t escape Robert E. Lee. I lived in Lee Barracks. There were paintings of Robert E. Lee. And while every other leader at West Point is famous, he’s special.
And then when I got older and I was retired and I had this picture that my wife had given me 40 years before. My wife had paid for it when I was a second lieutenant, and I hung it proudly at every set of quarters we ever had, because for me it represented “This is what I believe in.” When someone came into my quarters, they’d see, “Oh, Robert E. Lee. Those are the values that he believes in.” And I was proud of that.
Then, after Charlottesville, in late spring of 2017, my wife, Annie — we’d been married 40 years at the time — she goes, “I think you ought to get rid of that picture.” And my first response was, “You gave it to me, honey. I could never get rid of that?” And she says, “No.” And I said, “Well, why?” And she says, “I think it’s communicating something you don’t think it is.” And I said, “What do you mean? He was a general officer. He just did his thing. He was a military guy, not a politician or something.” She said, “You may think that, but people in our home may not think that, and they may think you’re trying to communicate something deeper, white supremacy and all those things. So one morning, I took it down and literally threw it away. And it was a pretty emotional moment for me.
And then as we started writing this book, and we had already begun the initial work, I realized I couldn’t write a book about leadership unless I wrote about Robert E. Lee. And I knew that was dangerous, because Robert E. Lee had become a controversial character. There’s a part of American society that is just passionate in his defense, part of it that is passionate against him, and everybody’s going to weigh in. But you know, I’d grown up with Robert E. Lee, both as a person in my mind, but also as an ideal. And just recently, I walked down, just to walk the distance between his childhood home and the slave-trading house in Alexandria, Virginia, which was the second-busiest slave-trading house in the United States. And this is where northern African-Americans were bought. Some freed men were captured, but others were bought from farms that weren’t profitable and shipped to the deep South, where cotton was so profitable. And so it was right in front of him. It was 10 blocks from his home. You don’t hide from the fact that this very ugly thing is a reality. And he spent the next four years defending it. And so there’s this contradiction. Here’s a guy who in some ways, is so admirable. His soldiers loved him
Feloni: From a military perspective.
When McChrystal attended West Point in the ’70s, Confederate general Robert E. Lee had transcended his connection to the Confederate cause, and had become a symbol of military discipline and honor.
(The Library of Congress)
Feloni: Yeah, but it would have to be removing from the context of basically a traitor to his country, ignoring that and kind of replacing it with a myth.
McChrystal: That’s right, and I couldn’t.
Feloni: And were you not aware of that link that people could make when you had that painting in your quarters?
McChrystal: Here’s the point. On one level, yes I was. On another level, what I did was I just said, “Yeah, but.” And I think a lot of people, with Robert E. Lee, go, “Yeah, but.” And the real point of the book is, everybody is a complex person like that. Every memory of every leader that we profiled and everyone we could think, may not have that clear a contradiction, but they all have them. And we as followers, we as observers, we have to make a decision on how we look at those, how we process that, because if we’re looking for the perfect person, woman or man, we can wait forever. They’re not coming.
The ‘Great Man Theory’ of leadership is a myth
Feloni: Yeah. Well, when you’re looking at that and kind of leading into your thesis here, what is the way that we define leaders and leadership, and what is wrong with that, and what were you looking to correct?
McChrystal: I wrote my memoirs starting in 2010, and I thought that it would be fairly straightforward, because I was there, so I knew what happened. And I’d be the star of the show. The spotlight would be on me. And yet, when we went to do … I had a young person helping me that was brilliant. We went to do the research. We did a whole bunch of interviews, and we went to things that I had been very much a part of and given credit for. We found that I would make a decision and issue some order and there would be an outcome. And I thought, “OK, my order produced that outcome.” And in reality, we found that there’s a myriad of actions that other people are doing, or factors impinging on it, that actually affected the outcome much more than I did.
Feloni: So you didn’t realize this until you were writing your memoirs?
McChrystal: No, I mean, you get to this point in life because you sort of believe the Great Man Theory. You sort of believe that the leader is central to everything. And then when I get this, it’s very humbling, and I realize, leaders matter, just not like we think they do. And as we put in the book, it’s also the way we study leadership. We study biographies, which puts the person at the center. And so the spotlight tends to stay on them, and everything else tends to be a bit in shadows. You very rarely see a statue of a team. You see a few, but usually there’s a person on the pedestal. But in reality, a team, and sometimes a very large team, made it happen or didn’t make it happen. And yet, it’s hard to explain that.
Feloni: In this book, you picked a very interesting collection of profiles, and you even included the al-Qaeda leader that you defeated in Iraq, Abu Musab Al-Zarqawi. So what can you learn about leadership from studying someone that you morally oppose, even on an extreme example. This was your enemy. What do you gain from studying that?
McChrystal: Well, we didn’t just oppose him — we killed him.
As the head of Joint Special Operations Command, McChrystal hunted down and assassinated al-Qaeda in Iraq leader Abu Musab al-Zarqawi. McChrystal got inside Zarqawi’s head during the hunt.
McChrystal: I stood over his body right after we killed him. So for about two and a half years, we fought a bitter fight against this guy. And Abu Musab al-Zarqawi had come from a tough town in Jordan, very little education, got involved in crime and things like that in his youth. But then what happened was he realized that if he showed self-discipline to exhibit the conviction of his Islamic beliefs, if he did that overtly, if he became a zealot other people were attracted to him. He was living up to what he said and was demanding that they do. Later, when he became the leader of al-Qaeda in Iraq, he led the same way; he wore all black, looked like a terrorist leader. He actually killed himself — he was the person who held the knife when they beheaded Nicholas Berg. A gruesome thing to do, but what he’s showing people is our cause is so important, I’m willing to do something that we all know is horrific. And so he would lead around the battlefield courageously. And so what he did was he was able to bring forth people to follow his very extreme part of Islam, when most of them really didn’t. The Iraqi Sunni population were not naturally adherents to al-Qaeda, but he was able to produce such a sense of leadership and zealous beliefs that they followed. He became the godfather of ISIS.
Feloni: Yeah, and so by looking at this was, are you saying that to benefit your own leadership you had to get in the mind of him and understand that?
McChrystal: Well, the first thing you have to do is understand him. Your first desire is to demonize him, but the reality is, I had to respect him. He led very effectively, very, and if you really get down and put the lens another way, he believed and he fought for what he believed in. And who’s to say we were right and he was wrong?
Feloni: And that was something that you were thinking when you were in Iraq?
McChrystal: Not initially. Initially, you just say, “We’re just gonna get this guy.” And then after a while you watch him lead and you realize not only is he a worthy opponent — he’s making me better — but you’re also going after someone who truly believes. Who do you want to hang out with, who do you want to go to dinner with? You want somebody who believes what they’re doing. Now, his techniques I didn’t agree with. In many ways he was a psychopath. But I know a lot of people for whom I have less respect than I do for Abu Musab al-Zarqawi.
Feloni: Interesting. When you were having the collection of people in this book, what were you looking for? Because in some ways you were saying that taking a look at profiles of individuals is the opposite of what you wanted to do. Because if you elevate someone above the context that they’re in, it’s counterproductive, but you’re proving that through elevating people so how do you navigate that?
McChrystal: Yeah, that’s an absolutely great point, and we actually didn’t realize that at the beginning of the book. We started writing and we said, “Hey, we are almost running in absolutely opposite directions of what we’re proposing.” You can write a theoretical book on leadership, and there will be a small community of people who read it. We learn through stories, all of us do, and we learn through stories of people. We picked these 13 diverse people and we had these six genres, we had founders, we had geniuses, we had power brokers, we had Coco Chanel, we had Boss Tweed, we have Martin Luther, we have Dr. Martin Luther King Jr., we have Harriet Tubman. We wanted something that would be universal, give us a wide look at different kinds of leaders and context. We wanted diversity in sex, we wanted diversity in nationality, we have a Chinese admiral from the 15th century. And so we thought that if you could bring it wide like that you can draw the universal lessons out, that we couldn’t do if we just took politicians or soldiers or something.
Lessons from success and failure in war
Feloni:Yeah, now I want to talk about these lessons with the lens of your career as well. You became known for the approach that you took to join Special Operations Command, re-imaging the approach to Special Operations, particularly in Iraq, which led to the death of Zarqawi. And so when you had such transformations at JSOC, what was that like coming into a role where you had to adapt on the fly but every change, every risk that you took had lives in the balance?
McChrystal: Well, it was frightening, but it was very, very important. I had grown up essentially in joint Special Operations Command and the Rangers and then on the staff. I was very familiar with this very elite counterterrorist force. And this force was, you’ve seen it in movies, bearded guys with big knuckles and fancy weapons and these surly arrogant attitudes and that’s pretty accurate but the hearts of lions. But we very insular, we were designed to do counter-hijacking, hostage rescue, precise raids, and so we were almost in an insular part of the military and no one else interacted much with us. We would be directed to do certain missions and we loved that because we didn’t have to be affected by the big military bureaucracy. And then in Iraq what happened is, starting in 2003, really after the invasion, we ran into a problem that was bigger and more complex than we’d ever faced before, and that was al-Qaeda in Iraq. And we found that very narrow insulated way of operating before, tribal way, it didn’t work because you had to have this synergy of a real team and at first we almost were in denial because we’re so good at what we do.
We said, “Well, we’ll just do what we do and everybody else will figure everything else out.” But that wasn’t going to work. Really starting in early 2004 we came to a collective understanding that we were losing, and we were likely to lose if we didn’t change. Now we had no idea how to change, there wasn’t a road map, I wasn’t the visionary leader to provide that. And so what we said was, “Well, we will do anything but this. Now we’ll change.” And because I didn’t have this vision or clear blueprint to put in front of the organization, I essentially put it out to the team. I said, “We’re going to start changing to whatever works, so what we do that works we’ll do more of, what we do that doesn’t work we’ll stop.” And that freed the organization to constantly adapt. We’re able to modify, adapt ourselves and constantly change without the limitations of a doctrine that says, “You can’t do that.”
U.S. Army General Stanley McChrystal in his official portrait as head of ISAF.
Our doctrine became, “If it’s stupid and it works, it ain’t stupid and we’ll push it.” And as it came it started to change the way we thought about leadership. When I took over I was approving every mission because I’m the commander and I found there’s no way you can be fast enough, so my role changed. I went from being the micro-manager, the centralized director, to being a commander who creates this ecosystem in which this group of really talented people figure it out. And my goal was to keep the ecosystem going, grow it with new participants and keep everyone supported and inspired.
Feloni: When you’re saying that when you had to take big risks with these changes, that there was a level of fear involved. Were you mitigating that fear by learning to trust the people that you were working with?
McChrystal: Yeah, and you have to — sometimes you can’t completely mitigate it. In an organization like JSOC, when you take casualties it’s deeply emotional because it’s not like new privates coming in, you get a new private. It takes about a decade to build an operator, everybody’s the godparent of other operator’s kids, you know. And so when you lose people, you lose people who’ve been around a long time, it took a long time, so it’s very emotional. T.E. Lawrence talked about the ripples in a pond.
Feloni: That’s “Lawrence of Arabia.”
McChrystal: That’s right, “Lawrence of Arabia.” He talked about when you lost one of the better ones, it was like ripples because it went out into their families and whatnot. Every casualty was much more costly and therefore you had to try to minimize them. And so as we went into this risk period there was a lot of uncertainty and I couldn’t, I don’t have the wisdom or courage or any of that to bear all that together, so we had a team and we supported each other.
Feloni: Distribute that.
McChrystal: Yeah, exactly.
Feloni: Yeah, and in terms of looking at something continuing after you leave, so you led the US-led coalition in the war in Afghanistan. That was eight years ago when you left; the war is still going. How does that look to you, because, for example, I could speak to a CEO who left a company and they can comment and be, like, “Oh, here’s what worked and what didn’t.” But as we were talking about, the stakes are just so much different in war. How do you process that?
McChrystal: You can process it in a lot of ways. You could take a strict business sense you could say, “Well, it hasn’t succeeded thus far, so it’s a bad investment.” And then I can also look and see that as of 2001 when we entered Afghanistan there were no females in school under the Taliban. There weren’t that many young males in school and now we’ve had almost 17 years of young ladies going to school, young men and so we’ve got a different young generation in Afghanistan. And 4.4 million Afghans voted this week and it wasn’t a presidential election. Is the glass half full, is it half empty, is there a hole in it? The answer is yes to all of those. There’s deep corruption, there’s huge problems inside the country, but in many ways I think that rather than say, “OK, it’s a failure,” I’d say it’s a complex problem, one of which you work on over a long period. I know I would not subscribe now to thousands of American troops or unlimited amounts of money, but I wouldn’t recommend walking away. I think our partnership with the Afghan people and the signal we send to other countries in the region is important. And if we think about the world as a completely connected place now, not just by information technology but culturally, I think the ability to have relationships, to demonstrate our willingness to be a part of things is more important than ever. It was critical really right after the Second World War, we gave both Asia through Japan and Europe enough cohesion to grow back. It doesn’t feel as easy or as good in Afghanistan but I would tell you, I look at the world through that lens is how I come at it.
Feloni: In “Leaders,” your memoir, it’s giving you a chance to be introspective of your own career. And on the nature of leaving the military when it came in this much publicized, there was a Rolling Stone article that reporter Michael Hastings portrayed you as a renegade general and that ended up leaving your position. How do you process that now, looking back at your role since it’s been eight years?
McChrystal: Yeah, I mean, there are a lot of ways that maybe I could or should. The first thing is it happened, and I didn’t think that the article was truly reflective of my team. It was about me and my team and the runaway general and that is obviously not a good title. And so on the one hand I thought that that wasn’t fair; on the other hand I’m responsible and we have this negative article about a senior general shows up on the president of the United States’ desk. And it’s my job not to put articles like that on the president’s desk, so I offered my resignation. President Obama accepted it, and I don’t have any problem with it because I’m responsible whether I did something wrong or not. I’m responsible, and as I told the president that day, “I’m happy to stay in command or resign, whatever is best for the mission.”
Now that’s phase one, and I feel very good about that decision. I’m not happy it happened, but I feel good about that. Then you have a moment when you have a failure like that in your life and you get to make a decision. You’re either going to relitigate that for the rest of your life and I could be a retired bitter general, I could be whatever, the CEO got fired or whatever or not. And my wife helped me through this more than anything, because as I tell people, “She lives like she drives, without using the rear-view mirror.” And so we made the decision, she helped me. “We’re going to focus completely on the future.” We made the decision, she helped me. “We’re going to focus completely on the future. There is no point in being bitter because nobody cares but you.” So I decided to look forward, I decided to think about, “What can I do now?” Now, that’s easier said than done. Every day there’s some hurt.
Feloni: Even now?
McChrystal: Occasionally. Not every day, but occasionally something will come up. Last week, Rolling Stone queried if I wanted to do another interview. The answer was no.
Feloni: That seems like … yeah.
McChrystal: Yeah. I kind of went, “Really?” But the reality is, it always kind of comes back up, and you have to remake that decision on a constant basis. But it gets easier over time because you start to see how healthy that is. I would argue that every one or your listeners is going to fail. They’re going to fail in a marriage, they’re going to fail in a business, they’re going to fail at something for which they are responsible. And they’ve got to make the decision, “OK, what’s the rest of your life going to be like?” Because you can’t change what’s already happened. The only thing you can change is what happens in the future. So I tell people, “For God’s sakes, don’t screw up the rest of your life because of something that happened there.” And if you make the right decision, to lean forward, I’ve been extraordinarily satisfied and happy with that.
McChrystal in Afghanistan.
(U.S. Air Force photo by Tech. Sgt. Francisco V. Govea II)
Feloni: And if you were to write a biographical profile for yourself in “Leaders,” what would the theme of your leadership style be, and what would be the reality versus the myth of it?
McChrystal: It would be evolution. One of the things we see in some of these leaders is they didn’t evolve. Walt Disney was this extraordinary animator, and with a small team he was exceptional. When the team got big, he didn’t adapt well, and his brother basically had to run it, and he focused on projects. Mine was a journey … I was a very different leader as a lieutenant colonel than I was as a company commander captain. I was very centralized when I was young. I started to loosen up, by the time I was a general officer I was, I think, completely different. I was much more decentralized. So I think the theme of a profile of me would be the evolution of that.
Now, the myth is the opposite; the myth is the counterterrorist leader who killed Abu Musab al-Zarqawi. I went out, wrestled him to the ground, buried to the waist, and that’s total B.S. At times do I like the myth because people go, “Wow, look at him!”? Yeah, it’s kind of cool, you never want to go, “No, that’s not true.” But it’s not true. The reality is that I built a team. Ultimately I’m more proud of enabling the team that I would be of wrestling to his death. But it still feels kind of cool when people say that. [laughs]
Feloni: So it’s the evolution of you as someone who is a very centralized commander to decentralizing.
McChrystal: Yeah, and thinking about it entirely differently.
Applying these lessons to the workplace
Feloni: And we’ve been talking about leadership on a grand scale, but you’re also the head of the McChrystal Group, which works with businesses on leadership development. So after having worked with a bunch of different industries, often on much smaller scales, what would you say are some of the most common mistakes a new leader makes?
McChrystal: I think often a new leader comes in and wants to prove themselves, because they’ve been hired, typically they’ve been given a role and a fair amount of money, and so they think they’ve got to prove themselves. There’s a reticence to say, “I don’t know.” There’s a reticence to look at the team and say “What should we do?” and to have the team do it. Because you’re worried about your own credibility. I think leaders actually, if they’re willing to, I’m not saying take a subordinate role, they’re responsible, but take a much more inclusive role, a much more role in which you ask people to help lead, actually works much better. Some of the best I’ve ever seen that have particularly been in jobs awhile have reached that, and it’s magic to see.
Feloni: And on the flip side of that, should people who are followers, should they see leadership in a new light, maybe their relationship to their boss, their boss’ boss?
McChrystal: Yeah, think about it — how many times have we sat back and you’ve got either a new leader or your leader in the auditorium, in the room, and they’re saying, “OK, here’s what we’re going to do,” and you’re sitting back kind of the smart-ass, going, “This is stupid, that won’t work, boom, boom, boom.” Rear up on your hind legs and bark, and maybe we’ll think about doing it. Leaders have a role, but the followers have a huge role, huge responsibility. Huge responsibility in doing their part, but also shaping the leader. You see the leader making a mistake and you don’t say something to them? You fail in your job. And then when you see them fail and you get smug and you go, “Yeah, I thought that she was never that good, he was never that good,” shame on you. Because you own part of that, and in reality when it’s firing time they had to fire all of you.
Feloni: So not only should we not put figures of the past on pedestals. We shouldn’t do that with our own bosses.
McChrystal: Absolutely, and bosses shouldn’t put themselves on pedestals either. There are a few who keep wanting to step up there, and then … I think it’s much better for the leader to stay away from the pedestal.
Feloni: And at this point, how do you personally define success?
McChrystal: It’s the team I’m part of. I’ve got this company that’s now 100 people, it’s grown, and I’m not critical to the business, except my name’s on the door. I show up occasionally, and they’re very nice to me and whatnot, but the reality is the work gets done by the team, and I take the greatest pride in the world when I sit in one of our meetings and I’m not saying much, and it’s happening. They’re just doing things, they’re pulling, they’re saying we’re going to go in this direction, and nobody looks to me to say, “Can we go in that direction or should we?” And they’re not being discourteous. They know that that’s not the best thing to do. If they turn to me or somebody else to let the old gray beard do it, it’s too slow. It’s often not the right answer. So I am really happiest when I see that, and it gives you great pride.
Feloni: So success to you, would it be having a non-integral role among your team?
McChrystal: No — I want to be integral to it, I want to feel like a part of it, but I don’t want to feel like the critical cog. I don’t want to feel like the keystone to the arch. I want the company, the organization, to be confident in themselves. If I got hit by a car, they’d say, “We’re going to miss Stan, but guess what? In his honor, we’re going to move forward and we are going to do X, X, X.” That’s when I really feel best about things. Or they don’t even tell me about things they’re doing, and suddenly we’re doing very well on a project and I hear about it, and I go, “Wow, that’s good — when did we do that?” They say so and so, I say, “Well, why didn’t I know?” They say, “Well, you didn’t need to know. It’s not important.” And they’re right.
Feloni: Is there a piece of advice that you would give to someone who wants to have a career like yours? It doesn’t necessarily have to be military — it could be a sense of leadership.
McChrystal: When I think about the two things that I hope leaders have, first is empathy. Understanding that if you’re sitting on the other side of the table you have a different perspective, and they might be right. So just being able to put yourself in their shoes. Doesn’t mean you agree with them, doesn’t mean you approve, but being able to see it is really important. And then the second part is self-discipline. Because most of us know what we ought to do as leaders. We know what we shouldn’t do. It’s having the self-discipline to do those things, because you’re leading all the time. You’re leading by example all the time — it’s a good example or a bad example. It’s not just the leadership in your job; it’s an extraordinary responsibility. I had a battalion commander whose battalion I joined, and he had just left when I got there. But all the lieutenants are wearing their T-shirts backwards. And I’m going, “All right, what’s going on here? Did they get up after drinking all night or something?” And the battalion commander had done that because it showed less skin when you’re out there in the field and the enemy couldn’t see the white skin and shoot you. I didn’t think that was that smart an idea, but the fact that just because he wore his T-shirts backwards, his whole cohort of young lieutenants was doing it.
Feloni: He didn’t tell them to.
McChrystal: I don’t think he told them to. I got there right after he’d left, so it was kind of like this clinical thing. I got there ‘ “Why have they got their T-shirts backwards?” And this guy had done that. Just the power you find that if you are charismatic and whatnot, anything you do, how you treat people, how you think about things, the little things, you’ll start to see it mimicked by people through your organization, and there’s great power in that. And you’ve got to be careful with it.
Feloni: Thank you, general.
McChrystal: It’s been my honor. Thank you.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
What if the Allies lost World War II and the United States was invaded by Japan on the Pacific Coast and the Nazis on the Atlantic? The Amazon Studios show “The Man in the High Castle” premiered in November 2015 to answer just that question. The second season of the show drops on Amazon on Dec. 16, 2016.
The show is based on the novel of the same name, penned by sci-fi legend Philip K. Dick. “The Man in the High Castle” is in good company; Dick’s other films and short stories include “Blade Runner,” “Minority Report,” and “Total Recall.” The Amazon Studios show does not perfectly follow the book, but stands tall on its own.
If you haven’t seen the first season, be advised: there are some minor spoilers ahead.
“The Man in the High Castle” is more than just an alternative history story. The science fiction element stems from the show’ namesake. Someone known as the titular “Man in the High Castle” is looking for films that appear to depict multiple timelines, including one in which the Japanese Pacific States and the American Greater Nazi Reich never exist.
The films are newsreels that show U.S., British, and Soviet forces defeating the Nazis. What’s more, one even shows the destruction of Japanese cities by an American superweapon. Now the Japanese and the Nazis are in an arms race as each try to capture as many of the films as possible. Resistance fighters are also looking for the films as the rest of what used to be America struggles under the boot of occupation.
Here are a few things we loved about the first season and some things we’re looking forward to for the next.
1. Seeing Juliana’s face as she watched a film for the first time.
When Juliana first discovered the films, she watched it (over and over) in her apartment. The film showed D-Day, the Japanese Surrender, the liberation of Paris, V-J Day, and the fall of Berlin. The look on her face was everything.
2. Googling Canon City to see if it’s a real place (it is).
In the show, there is a sort of neutral zone between the two Axis powers, and it looks like it encompasses the Rocky Mountains. Basically an ungoverned space, it’s the place to go for anyone seeking to leave the heavy-handed brutality of the Reich or the Japanese States. Canon City is what’s left of the former United States.
Everyone’s favorite movie friend is in the cast too, playing Juliana and Frank’s friend (duh), Ed McCarthy. Ed does everything he can to keep Frank out of trouble and help Juliana escape capture by the Kempeitai. Now that Inspector Kido think’s he’s the would-be assassin of the Crown Prince, what will Frank do?
5. Obergruppenführer John Smith is an awesome villain.
Cold, calculating, and murderous, the great thing about Obergruppenführer Smith is that he honestly believes he’s on the right side and will do anything to further Hitler’s Reich. Plus, he throws unsuspecting people off of buildings. It will be interesting to see if there’s any weakness in his resolve now that he has to kill his son.
We also like saying the word “Obergruppenführer”. (Amazon Studios)
6. There’s a Cold War coming.
It’s 1962 and Hitler is close to death. Everyone seems to think that the fragile peace between the two Axis powers is only because Hitler is still alive. Once he dies, everyone predicts a coming war. To stave off impending conflicts, the Japanese “acquire” a superweapon from a Nazi turncoat. Now both sides have the ability to destroy each other and the world.
7. Trade Minister Tagomi tasted freedom.
Tagomi, who never seemed to be fully into the full-on oppressive occupation of America, suddenly ended up in the alternative history (that is, the real history as we know it, where America won WWII) and stepped into 1960’s San Francisco. It’s probably likely this experience significantly changed his character.
The United States of America has sued Black Nights Wine Spirits to stop the Highland Falls liquor store from using a name confusingly similar to the Black Knights nickname used by the academy’s athletic teams as far back as the 1940s. After four cease-and-desist letters and the filing of the lawsuit on Aug. 8, the store has seemingly conceded.
“We’ve changed the name to Good Nights,” said a man who answered the phone at the store recently. He said Frank Carpentieri, the owner of Frasiekenjes, LLC, the company that runs the store, would not be available for a few days.
The lawsuit, filed by acting US Attorney Joon H. Kim, accuses the liquor merchant of tarnishing the academy’s brands.
The Department of the Army holds several trademarks for “Black Knights” and the West Point crest, so it did not escape its attention when Black Nights Wine and Spirits opened last September on Main Street in Highland Falls, just beyond the West Point gates. The store’s name, the Army says, falsely suggests that the enterprise is “associated with or endorsed and approved by the US Military Academy at West Point.”
The Army drew a line in the sand within weeks of the store opening, mailing a cease-and-desist letter that alleges trademark infringement.
The store then installed a more permanent “Black Nights” sign and placed several items in and around the store that highlight West Point themes.
Besides the alleged abuse of West Point’s goodwill and brand reputation, the lawsuit states that the liquor store defies military policies.
“The Department of the Army is highly concerned with the use of alcohol among its soldiers and is committed to de-glamorizing its use,” the complaint states.
It’s easy to see American military members in uniform and sort of lump them all in together as a single unit – that’s kind of the point of part of their lives. But it’s only a part of their lives. Once the uniform is off or they’re out of the military, what remains is a person. The Military Fresh Network aims to show that U.S. military members can serve their country while being the unique individuals they were created to be.
The Military Fresh Network provides them a platform to promote their real passions. From music to fitness, active military members and veterans alike turn to the Military Fresh Network to join a family and put their talents to work for them.
(Military Fresh Network)
If you look at Hank Robinson’s (above) ten years of Army infantry service, with his three Bronze Stars and Combat Infantryman Badge, you might be quick to lump him in with the stereotypical infantry grunt and all the baggage which might come along with it. But get to know the person and you’ll see a man who became enamored with metal work – so enamored he started his own engraving business after spending years perfecting his chosen art form. This is a man who now helps others work through PTSD via art therapy.
Then you realize you were too quick to judge. We all are. It’s sometimes hard to see past the decorations and the uniform. The Military Fresh Network is here to help change all that. Jimmy Cox, the founder of the Military Fresh Network, is as passionate about the talents of the people on the network as he is about his own.
Gabrielle Torres funded her college education through Miss America scholarships, but the dual-bachelors student will also be an Army officer upon graduation.
(Military Fresh Network)
“This is finally something we can do and show for ourselves,” says Cox, a 23-year veteran of the U.S. Army. “The reason so many people don’t join the military today is the same reason they didn’t join ten years ago – they don’t want who they are to get lost. But it doesn’t have to be that way. Your life does not have to be on hold while you wear the uniform. The Military Fresh Network shows them that. “
On the Military Fresh Network’s website, you can see the stories of dozens of America’s finest troops, officer and enlisted, who took the oath to support and defend the Constitution of the United States out of uniform and in their natural habitat. There, you can read their stories, see the faces of the men and women who serve, and realize their talents and skills in a way never before seen – ordinary people doing extraordinary things.
Air Force veteran, Navy spouse, and fitness professional Tarryn Garlington is also a civilian working for the Army.
The site is broken down by branch of service and by the kind of skills and talent on display. Here you can see military members at their finest, playing musical instruments, bodybuilding, giving fitness tips, even showing off their street art and business savvy. It truly is a way to get to know America’s vets as real people, to interact with them, and appreciate people on a new level.
“I had my own following when I started in graphic design,” says Ana Valencia, a U.S. Army senior NCO who is also a Military Fresh Network volunteer. “The Military Fresh Network provided me with a huge platform for my work, so I became a huge advocate.”
In 2019, the Military Fresh Network will even be joining the ranks of the Military Influencer Conference sponsors. If you’re interested in starting your own business and don’t know where to begin, the Military Influencer Conferences are the perfect place to start. There, you can network with other veteran entrepreneurs while listening to the best speakers and panels the military-veteran community of entrepreneurs can muster. Visit the Military Influencer Conference website for more information.
Then you can post your own business skills on The Military Fresh Network.
According to the National Center for Missing and Exploited Children, more than 2,000 people go missing throughout the U.S. every day. Many of those innocent individuals are taken from the very neighborhoods they grew up in. While 57 percent of all missing-persons cases end on somewhat good notes, 43 percent do not.
We’ve all heard the horror stories of people being tied up with rope or zip ties as captors transport them to some secondary, unknown location. Knowing how to free yourself from those bonds might make all the difference in a pinch.
In the event that you’re being kidnapped and the captors are tying up your hands, it’s good practice to force your hands open and spread your fingers out as widely as possible. This makes your wrists bulky. That way, when you ball up your hands into fists later, making your wrists narrow, you’ll create a tiny bit of wiggle room.
If the restraints are indeed strapped down onto your wrist, you’ll want to widen out our elbows and, with great force, pull your hands toward your rib cage. In theory, this turns your body into a wedge and the sudden force will, hopefully, free you.
This typically works best if you’re bound together by duct tape or zip ties.
If ripping the bonds apart isn’t an option, look for points of friction within a close proximity. A loose screw or corner of a wall can serve as a useful tool in a pinch. Rub your bonds against these points to wear them down.
Also consider taking a deep breath or flexing your muscles as captors tie material around your torso, arms, or legs. This will increase blood flow to the area, causing it to grow in size temporarily. Later on, the fluid build-up will egress, making the bound areas narrower. When those body parts slim down, you’ll gain a little bit of slack to help you wiggle out of restraints.
Most people don’t count of being kidnapped, but it never hurts to be ready. Emerson suggests hiding a razor blade or a handcuff in your sock in the event that the worst happens.
Shortly after Orville and Wilbur stopped making bicycles and started hanging out around Kitty Hawk, Hollywood took to making movies about those who venture into the wild blue yonder.
Here are the best Air Force characters they’ve created over the years. Remember: half of these guys are real people. That’s what makes being in the military so great – the chance to do something someone might make a movie about one day.
1. Captain Virgil “The Cooler King” Hilts — “The Great Escape”
The Great Escape is one of the best heist-style films of all time. It’s also one of the best military films of all time, based on the true story of a group of Allied POWs put together in a Nazi “escape-proof” camp because of their ability to escape from POW camps.
Captain Hilts of the Army Air Corps constantly frustrates guards with escape attempts, landing him in solitary confinement, or the “cooler.” Hilts is easily #1 on this list, not only because he’s depicted on screen by Steve “The King of Cool” McQueen, but also because the real guy this character is based on David M. Jones.
Jones was an Air Corps pilot who started World War II as a Doolittle Raider (the character can also be seen in “Thirty Minutes Over Tokyo”), and flew sorties over North Africa before being captured and held by the Germans for nearly three years. Jones survived the war and went on to a 37-year career in the Air Force.
2 . Lt. Col. James Rhodes aka War Machine — “Iron Man”
James Rupert “Rhodey” Rhodes is not based on a real character, though having the War Machine around IRL would make life a lot easier for much of the Air Force (and the lawless areas of Pakistan too… probably).
Rhodes is the stable, dependable version of Tony Stark in the Marvel Cinematic Universe (In the Marvel Comic, Rhodey is a Marine). Colonel Rhodes is also Stark’s best friend and the DoD liaison to Stark Industries, which means he gets to pal around on private jets and hang with the Avengers while taking down terrorists and robot drones (that aren’t American).
3. Lt. Colonel Iceal Hambleton — “BAT 21”
BAT 21 is a the dramatized story of the rescue of Lt Col. Hambleton (whose call sign was BAT 21 Bravo), the largest, longest and most complex search and rescue operation of the Vietnam War. He was the navigator on a USAF EB-66 aircraft and an expert in signals intelligence whose aircraft was destroyed by a surface-to-air missile. Hambleton was the only survivor, but his parachute took him well behind the North Vietnamese lines.
With the amount of classified information in Hambleton’s head, capture by the communists would have been extremely detrimental to U.S. security. Hambleton (played by Gene Hackman, who is awesome in every movie) makes radio contact with Birddog and makes his way South to be picked up.
To communicate his intended path, Hambleton, in true Air Force fashion, uses a code comprised of various golf courses he knows. The actual rescue of Hambleton took 11 days, six American troops’ lives, a lot more ARVN lives, and another plane being shot down.
In real life Hambleton was rescued by Navy SEAL Thomas R. Norris (who was awarded the Medal of Honor for the rescue) and a South Vietnamese Navy Petty Officer.
4. Capt. John Yossarian — “Catch-22”
Alan Arkin headlines the legendary cast of Catch-22 as Yossarian, a US Army Air Forces B-25 Bombardier, stationed in the Mediterranean during WWII. He’s committed to flying the dangerous missions as quickly as possible so he can go home, but his squadron commander keeps raising the required number of missions.
Yossarian can’t even claim a mental breakdown to go home because famously, Airmen “would be crazy to fly more missions and sane if he didn’t, but if he was sane he’d have to fly them. If he flew them he was crazy and didn’t have to; but if he didn’t, he was sane and had to.”
5. Airman Second Class Adrian Cronauer — “Good Morning, Vietnam”
Another real Airman, A2C Cronauer is an Armed Forces Radio Service DJ stationed in Vietnam whose DJ style is less than appreciated by his superiors but beloved by the men in the field.
When Cronauer is suspended for his style and his determination to read the news, the command is flooded with letters demanding his reinstatement. Few things in life are more satisfying than someone thumbing their nose at a stodgy old command.
Cronauer’s real-life show was called “Dawn Buster” and its opening was immortalized forever by Robin Williams’ GOOOOOOOOOOOOOD MORNING VIETNAM.
6. Hannibal Lee — “The Tuskegee Airmen”
Some points have to be added when the whole world is against you, even your own government. Lee was loosely based on Robert W. Williams, an actual Tuskegee Airman who helped co-author the screenplay.
In the film (and IRL), the famous group of African American pilots struggling to join the US war effort as capable fighter pilots finally get their chance when Hannibal Lee (Fishburne) and his wingman get the chance to protect B-17s over Italy and sink a destroyer for good measure.
7. Robert “Dutch” Holland — “Strategic Air Command”
Jimmy Stewart plays Holland, a St. Louis Cardinals baseball player who is on inactive reserve in the Air Force who gets recalled to active duty for 21 months, which would be unbelievable for anyone else but Jimmy Stewart. Stewart, whose family military tradition dated back to the Civil War, enlisted in the Army Air Corps as a private, was an officer pilot within a year, and so enjoyed bombing Germans in his spare time he would eventually retire from the Air Force Reserve after 27 years. Holland’s life is on constant hold as he is on alert status to deter the Soviets from starting WWIII. He forces a landing of a damaged aircraft in Greenland after his crew bailed out then flies new jets to Japan with a broken arm from that landing, an injury which ends both his military career and his baseball career, and he seems mildly okay with it.
Holland’s life is on constant hold as he is on alert status to deter the Soviets from starting WWIII. He forces a landing of a damaged aircraft in Greenland after his crew bailed out then flies new jets to Japan with a broken arm from that landing, an injury which ends both his military career and his baseball career, and he seems mildly okay with it.
8. Brigadier General Jack D. Ripper — “Dr. Strangelove”
A commie-obsessed Air Force General, he starts World War III after describing a Communist plot to pollute the bodily fluids of Americans. He launches an all-out attack on the USSR and refuses to give the codes that will belay the launch orders.
While the Kubrick’s masterpiece obviously isn’t based on a real war, the crazed General is based on Air Force General Curtis LeMay, who once threatened to bomb the Soviet Union back into the Stone Age.
9. Colonel Jack O’Neil — “Stargate”
Who better to lead a team through an alien-created wormhole navigated by hieroglyphs uncovered in Giza than a career Air Force Special Operations officer? No one, obviously, as Colonel Jack O’Neil (Kurt Russell, with a severe flat top) takes a day off of contemplating suicide to lead one last mission to destroy the Stargate and ends up saving humanity by beaming a nuclear weapon onto an alien ship.
It’s not (just) science fiction. It’s what we do every day.
10. American Astronaut George Taylor — “Planet of the Apes (1968)”
George Taylor’s background doesn’t specifically mention his Air Force affiliation, but does mention he was a West Point grad in 1941 and flew missions in World War II and Korea, and his then becoming an astronaut is clearly indicative of a U.S. Army Air Corps to Air Force transition.
So the Air Force gets Charlton Heston (also Marky Mark Wahlberg‘s Capt. Leo Davidson from the 2001 remake, clearly identified his tribe as United States Air Force). Taylor earns a spot on this list because of Charlton Heston’s iconic performance.
Edit 5/28 2:07 pm:
Twitterati and US Air Force Pararescue Jumper @PJMatt reminded me about the 1983 epic The Right Stuff and Sam Shepard’s badass take on the legendary USAF test pilot Chuck Yeager.
@PaulSzoldra@blakestilwell So The Right Stuff never happened? You could put Chuck Yeager, correctly, at 1 (Sam Neil) and 2 (drunk in bar)
The author hangs his head in shame as both a film student and Air Force veteran. Few scenes in cinema rival the scene where Yeager is walking away from a smoldering heap, badly burned, holding his parachute because anyone who’s ever met Yeager in real life knows that’s the kind of badass sh*t he did every day of his career.
Being a West Point cadet isn’t for everyone, and that’s not a bad thing if you’re a poet or an LSD pioneer.
Not everyone can make it through the famed U.S. Military Academy that has been training Army leaders for more than 200 years. The academy has had its fair share of famous graduates, of course, but we looked back at a few who didn’t make it all the way through.
Edgar Allen Poe
Edgar Allen Poe, the poet best known for “The Raven,” served as a non-commissioned officer in the U.S. Army 1827-1829. He was a member of West Point’s Class of 1834 and excelled in language studies, but he was ultimately expelled for conduct reasons. (Wikipedia)
Before he played in the NFL, Chris Cagle was part of West Point’s Class of 1930. He played for the Black Knights during the 1926–1929 seasons. Right before his commissioning, he was forced to resign in May 1930 after it was discovered he had married — a breach of the rules for cadets — in August 1928. (Wikipedia; Photo: Amazon.com)
Timothy Leary, counterculture icon and LSD proponent, was part of West Point’s Class of 1943 before dropping out to “drop out, tune in, and turn on” – his motto during the ’60s.
Richard Hatch was part of West Point’s Class of 1986 before he dropped out to eventually become the original reality show bad boy and winner of the first season of Survivor. (Photo: People.com)
Maynard James Keenan
Maynard James Keenan is well known in rock music circles as the front man of art metal bands Tool and A Perfect Circle. Keenan would have been part of the Class of 1988 but instead of accepting his appointment to West Point in 1984 (while he was attending United States Military Academy Preparatory School) he decided to skip cadet life and instead complete his term of active duty enlistment. (Photo: Karen Mason Blair/Corbis)
Adam Vinatieri is well-known to NFL fans as a placekicker for the New England Patriots and Indianapolis Colts. His stint as a cadet didn’t last very long. He left the Academy after two weeks of plebe life. (Photo: Colts.com)
Dan Hinote dropped out of West Point in 1996 – his plebe year – when he was picked up by the Colorado Avalanche, which made him the first NHL player ever drafted from a service academy. He is currently an assistant coach for the Columbus Blue Jackets. (Photo: NHL.com)
The Marine Corps will begin fielding a reinforced pack frame for their standard rucksacks as early as 2018 following reports of the current issue FILBE frames becoming brittle and snapping in cold weather.
The current frame has been fielded since 2011, but issues with its durability began surfacing in 2013 from the Marine School of Infantry – West. Further incidents with the frame breaking arose during airborne operations and mountain warfare training and exercises in Norway during the winter of 2015 and 2016.
The new frame is identical in form and how it attaches to the pack and the Marine, but is constructed using stronger materials.
The frame has already been tested by Marine Recon units during a variety of exercises, and will undergo further trials in sub-freezing weather where it will be checked for signs of stress and cracking after heavy use.
“The reinforced frame is being tested in both constant cold temperature environments, as well as changing temperature environments,” Infantry Combat Equipment engineer Mackie Jordan said in a press release.
“Future testing may include hot-to-cold/cold-to-hot testing to simulate rapid temperature changes during jump operations.”
The Marines have been beefing up their presence and training in Norway, where many of the worst cold-weather breakage issues occurred.
Modern plastic composite pack frames are designed to help distribute the weight of the pack more evenly and take stress off the shoulders. Infantry on foot can easily be forced to carry equipment well in excess of 100 pounds over long distances and severe conditions, making efficient and durable packs vital.
Most troops take it easy and try to finish up the last things on their checklists before leaving. For most of us, the final weeks of our military service meant it was time to clean gear, say farewells, and hand off duties to the next guy. Many other short-timers, however, mentally ETS well before crossing the finish line.
The last couple of weeks in the military are often treated as a gentle glide back into the civilian world, but some guys take it to the next level and nosedive into laziness while still wearing their uniform. If you’re looking to make the most of your lazy days, use these tips:
Just say you’re at CIF or you’re cleaning your gear for CIF. It’s enough of a pain in the ass that everyone will just accept it.
(Photo by Spc. Devona Felgar)
Do some next-level skating
This is one of the few moments in your military career where it’s perfectly acceptable to focus on you and what you’ll be doing for yourself after you’re out. In other words, treat yo’ self.
Sham, skate, and be lazy. After a long career in the service, you’ve earned it.
Then again, reminding staff duty that you’ve been gone is fun, too…
(Photo by Chief warrant Officer Daniel McGowan)
Remind everyone of your ETS date
There’s a practical aspect to this. Nobody wants to get calls from staff duty asking why you’re not there when you’ve been out for months.
So, be loud about it. Everyone in the unit should know that you’re almost at the finish line — and that they shouldn’t expect sh*t from you.
No more barracks haircuts for you!
(U.S. Army photo)
Start growing that civilian hairstyle
You can’t start growing that sick, veteran-AF beard just yet, but you can start growing your hair out.
It still needs to be within regulations, but nobody will bother getting in your face if it’s just barely acceptable.
Let some other unfortunate soul handle cleaning connexes.
Hot potato every one of your responsibilities
Before you’re gone, you’ll need to successfully hand off your responsibilities to your replacement. What better way to get them used to your workflow than by giving them all of your work?
Divert all work the expected of you from here on out. If you think about it, you’re really just helping the replacement.
Dental is unsurprisingly expensive in the real world. Get as much done as you can while you’re in.
(Photo by 1st Lt. Rashard Coaxum)
Spend all of your time at health and dental
One of the biggest regrets among veterans is not logging every single service-related pain and injury. If you get a nagging ailment it verified while you’re still in, it’s much easier to get taken care of later.
We know — this is a bit of legitimate advice in an otherwise humorous article. If you’re determined to simply waste time, swing by the aid station all day, every day.
The only hard part of the classes is staying awake.
(Photo by Staff Sgt. Rachel Kocin)
Actually go to out-briefing classes
The classes can be helpful and you will need to go for accountability reasons, but it’s entirely on you how much you care.
Put in enough effort and maybe take a few extra classes, just to be safe. Your leadership won’t want to stop you from trying to improve your odds in the civilian world.
As a fifth-generation stealth fighter, the F-22 is specifically engineered for air supremacy and air dominance missions, meaning its radar-evading technology is designed to elude and destroy enemy air defenses. The aircraft is also configured to function as the world’s premier air-to-air fighter able to “dogfight” and readily destroy enemy aircraft.
“Air superiority, using stealth characteristics is our primary role. The air dominance mission is what we will always do first. Once we are comfortable operating in that battlespace, our airmen are going to find ways to contribute,” Col. Larry Broadwell, the Commander of the 1st Operations Group at Joint Base Langley-Eustis, Virginia, told Scout Warrior in a special pilot interview.
The F-22’s command and control sensors and avionics help other coalition aircraft identify and destroy targets. While some of the aircraft’s technologies are not “publically discussable,” Broadwell did say that the F-22’s active and passive sensors allow it to function as an “aerial quarterback” allowing the mission to unfold.
For example, drawing upon information from a ground-based command and control center or nearby surveillance plane – such as a Joint Surveillance and Target Attack Radar System – the F-22 can receive information or target coordinates from nearby drones, Broadwell explained.
At the moment, targeting information from drones is relayed from the ground station back up to an F-22. However, computer algorithms and technology is fast evolving such that aircraft like an F-22s will soon be able to quickly view drone video feeds in the cockpit without needing a ground station — and eventually be able to control nearby drones from the air. These developments were highlighted in a special Scout Warrior interview with Air Force Chief Scientist Greg Zacharias.
Zacharias explained that fifth generation fighters such as the F-35 and F-22 are quickly approaching an ability to command-and-control nearby drones from the air. This would allow unmanned systems to deliver payload, test enemy air defenses and potentially extend the reach of ISR misisons.
“Because of its sensors, the F-22 is uniquely able to improve the battlefield awareness – not just for airborne F-22s but the other platforms that are airborne as well,” he said. The Raptor has an F-22-specific data link to share information with other F-22s and also has the ability to use a known data link called LINK 16 which enables it to communicate with other aircraft in the coalition, Broadwell explained in an interview last year.
Newer F-22s have a technology called Synthetic Aperture Radar, or SAR, which uses electromagnetic signals or “pings” to deliver a picture or rendering of the terrain below, allow for better target identification.
The SAR technology sends a ping to the ground and then analyzes the return signal to calculate the contours, distance and characteristics of the ground below.
“The addition of SAR mapping has certainly enhanced our air-to-ground capability. Previously, we would have to take off with pre-determined target coordinates. Now, we have an ability to more dynamically use the SAR to pinpoint a target while airborne,” Broadwell added.
“The F-35 is needed because it is to global precision attack what the F-22 is to air superiority,” he added. “These two aircrafts were built to work together in concert. It is unfortunate that we have so few F-22s. We are going to ask the F-35 to contribute to the air superiority mission,” he said.
Overall, the Air Force operates somewhere between 80 and 100 F-22s. Dave Majumdar of The National Interest writes that many would like to see more F-22s added to the Air Force arsenal. For instance, some members of Congress, such as Rep. Randy Forbes, R-Va., have requested that more F-22s be built, given its technological superiority.
Citing budget concerns, Air Force officials have said it is unlikely the service will want to build new F-22s, however an incoming Trump administration could possibly want to change that.
The F-22 is known for a range of technologies including an ability called “super cruise” which enables the fighter to reach speeds of Mach 1.5 without needing to turn on its after burners.
“The F-22 engines produce more thrust than any current fighter engine. The combination of sleek aerodynamic design and increased thrust allows the F-22 to cruise at supersonic airspeeds. Super Cruise greatly expands the F-22’s operating envelope in both speed and range over current fighters, which must use fuel-consuming afterburner to operate at supersonic speeds,” Broadwell explained.
The fighter jet fires a 20mm cannon and has the ability to carry and fire all the air-to-air and air-to-ground weapons including precision-guided ground bombs, such Joint Direct Attack Munitions called the GBU 32 and GBU 39, Broadwell explained. In the air-to-air configuration the Raptor carries six AIM-120 AMRAAMs and two AIM-9 Sidewinders, he added.
“The F-22 possesses a sophisticated sensor suite allowing the pilot to track, identify, shoot and kill air-to-air threats before being detected. Significant advances in cockpit design and sensor fusion improve the pilot’s situational awareness,” he said.
It also uses what’s called a radar-warning receiver – a technology which uses an updateable data base called “mission data files” to recognize a wide-range of enemy fighters, Broadwell said.
Made by Lockheed Martin and Boeing, the F-22 uses two Pratt Whitney F119-PW-100 turbofan engines with afterburners and two-dimensional thrust vectoring nozzles, an Air Force statement said. It is 16-feet tall, 62-feet long and weighs 43,340 pounds. Its maximum take-off weight is 83,500.
The aircraft was first introduced in December of 2005, and each plane costs $143 million, Air Force statements say.
“Its greatest asset is the ability to target attack and kill an enemy without the enemy ever being aware they are there,” Broadwell added.
The Air Force’s stealthy F-22 Raptor fighter jet delivered some of the first strikes in the U.S.-led attacks on the Islamic State in Iraq and Syria, when aerial bombing began in 2014, service officials told Scout Warrior.
After delivering some of the first strikes in the U.S. Coalition-led military action against ISIS, the F-22 began to shift its focus from an air-dominance mission to one more focused on supporting attacks on the ground.
“An F-22 squadron led the first strike in OIR (Operation Inherent Resolve). The aircraft made historic contributions in the air-to-ground regime,”
Even though ISIS does not have sophisticated air defenses or fighter jets of their own to challenge the F-22, there are still impactful ways in which the F-22 continues to greatly help the ongoing attacks, Broadwell said.
“There are no issues with the air superiority mission. That is the first thing they focus on. After that, they can transition to what they have been doing over the last several months and that has been figuring out innovative ways to contribute in the air-to-ground regime to support the coalition,” Broadwell said.
The US Coast Guard rescued a Navy pilot whose jet crashed in the Atlantic Ocean off the Florida Keys.
Lt. Russ Chilcoat said in a news release the pilot ejected and was rescued in early August with no apparent injuries. The crash happened some 20 miles (32 kilometers) southeast of Key West. The pilot, whose name wasn’t released, was the only person on board.
A US Navy Northrop F-5N Tiger II assigned to Fighter Squadron Composite 111 “Sun Downers” launches from Boca Chica Field of Naval Air Station Key West, Florida. (US Navy photo)
Chilcoat says parts of the F-5N were recovered but the rest is under about 3,000 feet (900 meters) of water. He says the Navy has no immediate plans to recover the aircraft.
The pilot is attached to Fighter Composite Squadron 111, the “Sun Downers,” based at Naval Air Station Key West. Officials say the jet was conducting training operations and the cause of the crash wasn’t immediately known.