The United States Navy had some of its greatest moments in World War II — the Battle of Midway is the most notable. But about two months after that “Incredible Victory,” the Navy had a very bad night.
The Battle of Savo Island was not one of the Navy’s shining moments. In fact, it was downright awful.
The United States Navy had transported elements of the 1st Marine Division to Guadalcanal – and the initial invasion went pretty well. Samuel Eliot Morison noted in “The Struggle for Guadalcanal” that, despite the rapid progress in the first two days, August 7-8, 1942, which included taking the partially-complete Henderson Field, seeds for the upcoming disaster were being sown.
Air strikes the day of the attack sank a transport and a destroyer. Then, Vice Adm. Frank Jack Fletcher pulled the carriers back.
This time, the invasion force was left high and dry – and nobody noticed that five heavy cruisers (HIJMS Chokai, HIJMS Aoba, HIJMS Kako, HIJMS Furutaka and HIJMS Kinugasa), two light cruisers (HIJMS Tenryu and HIJMS Yubari), and a destroyer were en route.
Disaster struck in the early morning hours of August 9. The Allies had two picket forces, one north of Savo Island, one to the south. The one to the north had the cruisers USS Astoria (CA 34), USS Quincy (CA 39), and USS Vincennes (CA 44) with two destroyers. To the south were the cruisers HMAS Canberra and USS Chicago (CA 29).
In the early morning hours, the Japanese first hit the southern group.
The Chicago was hit by a torpedo and damaged. HMA Canberra took it worse: At least two dozen major-caliber hits left her badly damaged and unable to fight.
The Japanese ships went around Savo Island, then hit the northern group. The Astoria and Quincy were both hit bad in quick order, taking many shell hits. The cruiser Vincennes followed shortly afterward, taking at least 85 hits from enemy gunfire, and three torpedo hits.
Quincy and Vincennes sank by 3:00 a.m. The Canberra was ordered scuttled after it was obvious her engines could not be repaired, and it took over 200 more five-inch shells and four torpedoes to put her down. The Astoria sank a little after noon.
The Battle of Savo Island served as a wake-up call. During 1942, four more major surface battles would be fought off Guadalcanal before the end of November. But none were as bad as the night the United States Navy lost three cruisers.
On Aug. 11, Russia named its new stealth fighter the Su-57, but despite having a name, a finalized design, and a tentative date for its delivery, it already looks like a huge disappointment.
Russia first flew the Su-57 in 2010, demonstrating that it would enter the race towards fifth-generation aircraft after the US revolutionized aerial combat with the F-22, and later the F-35.
But in the years since, the Su-57 has failed to present a seriously viable future for Russian military aviation. Russia already fields some of the most maneuverable planes on earth. It has serious firepower in terms of missiles and bombs, and long-distance bombers and fighters. But what Russia doesn’t have is a stealth jet of any kind.
While Russian media calls the Su-57 an “aerial ghost,” a senior scientist working on stealth aircraft for the US called it a “dirty aircraft,” with many glaring flaws that would light up radars scanning for the plane.
Additionally, two of the plane’s most fearsome weapons, the Kh-35UEm a subsonic, anti-ship cruise missile, and the nuclear-capable BrahMos-A supersonic cruise missile, can’t fit in the internal weapons bay and must hang from the wings, as the Diplomat’s Franz-Stefan Gady reports.
Since a stealth plane needs every single angle of the jet to perfectly contour to baffle radars, hanging weapons off the wings absolutely kills stealth.
But stealth is just one of the Su-57s problems. The other is the engine. Unlike US stealth jets that have new engines, the Su-57 currently flies with the same engine that powers Russia’s last generation of fighters.
Additionally, Majumdar reports that Moscow will only buy 12 of the planes by 2019 and perhaps never more than 60 in total.
Though Russian media boasts the Su-57 can be piloted remotely and handle extreme G forces, the combination of a lack of stealth and a lack of truly modern propulsion has caused critics to say the plane is fifth-generation “in name only.”
Whatever the plane’s performance is, the low buy numbers out of Moscow indicate that the budding Su-57 is already a flop.
There’s been so much written lately about the heroes on the front lines. The selfless men and women bravely going to their jobs to serve their country and their communities. The ones who are knowingly going to work with patients or customers who could infect them. Yes, we rightfully applaud the truck drivers hauling supplies to replenish depleted stores. We extol the cook at our favorite restaurant who keeps making meals and the employees whose tips have been practically eliminated but still run our orders out to our cars. We watch with sheer amazement and horror as our doctors, nurses and medical staff go into the line of fire lacking basic, necessary protective equipment. We honor you all. We salute you all. We love and respect and are grateful For You All.
But this letter isn’t about that. Nope.
This letter is to you — the spouses of the mission essentials.
You are the ones left behind each morning. The ones left to deal with homeschool and meals and kids unable to play with their friends or understand their math homework that they didn’t quite grasp in a packet.
You are the ones left to carry the emotional burdens of children who are frustrated at a Zoom classroom and don’t understand why they can’t have a sleepover or go see grandma or even play at the park. You are the ones who field countless requests for snacks, a thousand utterings of, “I need help,” and even more declarations of, “I can’t do this.”
You put your own work on hold, your own health, your own sanity to muster one more ounce of patience, one more hug, one more deep breath, all while balancing that other nasty, invisible weight: the burden of your own anxiety. Anxious about the world. Anxious about your spouse. Anxious about their health and your health and your parents’ health and your kids’ health and their screen time and your elderly neighbor’s health and the teachers’ health and your job and your neighbor’s job and the economy and your kids’ education, and given your one hour of free time a week, why you suddenly identify with a character on Tiger King.
Here’s the thing: It’s all too much. And it’s going to feel like you’re failing.
Failing by definition means, “a weakness, especially in character; a shortcoming.” But if we’ve seen anything in this time of pandemic, we’ve seen your strength. Your resolve. Your gracious heart. We’ve seen you stay home and help flatten the curve. We’ve seen you take on additional responsibilities so your mission essential spouse could keep being mission essential. We’ve seen you offer encouragement to your friends on FaceTime when you have none to give yourself. We’ve seen you reassure your exhausted partner that everything will be okay, all the while knowing you will lie awake in the dark in the middle of the night, the echoes of your own fears so deafening you can’t fall back asleep.
We see you. You’re going to be okay. Reframe your measure of success to include a bar that allows for just getting by. Find time for gratitude. Make space for prayer or meditation or simply a silence that isn’t broken by fear or anxiety. We are all in this together and your best is good enough. As my seven year old reminded me yesterday, this is his first global pandemic. Ours too, bud. Ours too.
From the time the sun rises in the east and sets in the west, infantry Marines are out on the range or catching some much-needed shut-eye — usually in an uncomfortable place.
While on active duty, they’ll lament their decision-making history while hauling heavy combat loads across the rough and unforgiving terrain or missing important events back home or, you know, taking fire from terrorists.
But at the end of the day, ask any Marine and they’ll tell you: all that blood and sweat they shed was worth it. Not only that, their shared hardships become the foundation of some epic memories.
Life after the military can be a challenging and confusing time as many veterans attempt to find themselves. For the Marine-turned-rapper known as Fitzy Mess, using his passion for music to help tell the stories of his unique experiences is a way of easing the transition.
“To tell the truth its fun as hell for me, puking up booze while my platoon sergeant yells at me,” Fitzy Mess raps.
We’ve all been there, Fitzy Mess. We’ve all been there…
In late 1944, German Pvt. Paul-Alfred Stoob was one of the many German troops quickly retreating from Allied forces. During his withdrawal, he was hit with fire from a Sherman tank and wounded in his head and leg. When he finally made it home to Germany, he learned that his father was also wounded in his head and leg in the exact same town in World War I.
Stoob was a Panther tank driver taking part in the general German withdrawal in 1944 before the Battle of the Bulge temporarily halted Germany’s loss in territory. After the Panther was destroyed by Allied fire, Stoob and the rest of his crew stole a truck and headed east towards Belgium.
They managed to scrape together bread and some eggs before lucking out and discovering a stash of delicacies abandoned by a German headquarters unit. Only a short time after they filled their truck with the fresh food, an American Sherman crew spotted them and opened fire. Stoob was hit in the head and leg, but still tried to escape.
He made for a nearby cemetery and attempted to use the gravestones as cover for his escape. Before he could get away, a French priest begged for him to stop and then went and got an American medic to tend to his wounds.
Stoob spent the rest of the war in a prisoner of war camp in the U.S. and didn’t make it home until 1947. That was when he learned that his father, a veteran of World War I, had been wounded in the same unnamed village in 1914, exactly 30 years before his son.
The Navy is engineering a new, more powerful, high-tech electronic warfare jamming technology designed to allow strike aircraft to destroy enemy targets without being detected by modern surface-to-air missile defenses.
“The whole idea is to get the enemy air defense systems from seeing the strike package. It does not matter what type of aircraft we are protecting. Our mission is to suppress enemy air defenses and allow the mission to continue. This is not just designed to allow the aircraft to survive but also allow it to continue the mission – deliver ordnance and return home,” Cmdr. Earnest Winston, Electronic Attack Requirements Officer, told Scout Warrior in an interview.
The Next-Generation Jammer consists of two 15-foot long PODs beneath the EA-18G Growler aircraft designed to emit radar-jamming electronic signals; one jammer goes on each side of the aircraft.
“It is able to jam multiple frequencies at the same time — more quickly and more efficiently,” he said.
The emerging system uses a high-powered radar technology called Active Electronic Scanned Array, or AESA.
“It will be the only AESA-based carrier offensive electronic attack jamming pod it DoD. What it is really going to bring to the fleet is increased power, increased flexibility and more capacity to jam more radars at one time,” Winston added.
The NGJ, slated to be operational by 2021, is intended to replace the existing ALQ 99 electronic warfare jammer currently on Navy Growler aircraft.
One of the drawbacks to ALQ 99 is that it was initially designed 40-years ago and is challenged to keep up with modern threats and digital threats with phased array radars, increased power, increased processing and more advanced wave forms, Winston explained.
The Next-Generation Jammer is being engineered with what’s called “open architecture,” meaning it is built with open computing software and hardware standards such that it can quickly integrate new technologies as threats emerge.
For example, threat libraries or data-bases incorporated into a radar warning receiver can inform pilots of specific threats such as enemy fighter aircraft or air defenses. If new adversary aircraft become operational, the system can be upgraded to incorporate that information.
“We use threat libraries in our receivers as well as our jammers to be able to jam the new threat radars. As new threats emerge, we will be able to devise new jamming techniques. Those are programmable through the mission planning system through the mission planning system of the EA-18G Growler,” Winston explained.
While radar warning receivers are purely defensive technologies, the NGJ is configured with offensive jamming capabilities in support of strike aircraft such as an F/A-18 Super Hornet or F-35 Joint Strike Fighter.
The jammer is intended to preemptively jam enemy radars and protect aircraft by preventing air defenses from engaging.
“With surface-to-air missile systems, we want to deny that track an engagement opportunity. We try to work with the aircraft to jam enemy radar signals,” Winston added.
The NGJ could be particularly helpful when it comes to protecting fighter aircraft and stealth platforms like the B-2 bomber, now-in-development Long Range Strike-Bomber and the F-35 multi-role stealth fighter. The technology is designed to block, jam, thwart or “blind” enemy radar systems such as ground-based integrated air defenses – so as to allow attack aircraft to enter a target area, conduct strikes and then safely exit.
This is useful in today’s modern environment because radar-evading stealth configurations, by themselves, are no longer as dominant or effective against current and emerging air-defense technologies.
Today’s modern air defenses, such as the Russian-made S-300 and multi-function S-400 surface-to-air missiles, will increasingly be able to detect stealth aircraft at longer distances and on a wider range of frequencies. Today’s most cutting edge systems, and those being engineered for the future, use much faster computer processors, use more digital technology and network more to one another.
“Multi-function radars become much more difficult because you have a single radar source that is doing almost everything with phased array capability. However, with the increased power of the next-generation jammer we can go after those,” Winston said.
“It is a constant cat and mouse game between the shooter and the strike aircraft. We develop stealth and they develop counter-stealth technologies. We then counter it with increased jamming capabilities.”
The NGJ is engineered to jam and defeat both surveillance radar technology which can alert defenses that an enemy aircraft is in the area as well as higher-frequency “engagement” radar which allow air defenses to target, track and destroy attacking aircraft.
“The target engagement radar or control radar has a very narrow scope, so enemy defenses are trying to search the sky. We are making enemies search the sky looking through a soda straw. When the only aperture of the world is through a soda straw, we can force them into a very narrow scope so they will never see aircraft going in to deliver ordnance,” Winston said.
Winston would not elaborate on whether the NGJ’s offensive strike capabilities would allow it to offensively attack enemy radio communications, antennas or other kinds of electronic signals.
“It can jam anything that emits or receives and RF frequency in the frequency range of NGJ — it could jam anything that is RF capable,” he explained.
The U.S. Navy recently awarded Raytheon Company a $1 billion sole source contract for Engineering and Manufacturing Development (EMD) for Increment 1 of the Next Generation Jammer (NGJ), the advanced electronic attack technology that combines high-powered, agile, beam-jamming techniques with cutting-edge, solid-state electronics,” a Raytheon statement said.
Raytheon will deliver 15 Engineering Development Model pods for mission systems testing and qualification, and 14 aeromechanical pods for airworthiness certification.
The NGJ contract also covers designing and delivering simulators and prime hardware to government labs and support for flight testing and government system integration, Raytheon officials said.
Overall, the Navy plans to buy as many as 135 sets of NGJs for the Growler. At the same time, Winston did say it is possible that the NGJ will be integrated onto other aircraft in the future.
“This is a significant milestone for electronic warfare,” said Rick Yuse, president of Raytheon Space and Airborne Systems. “NGJ is a smart pod that provides today’s most advanced electronic attack technology, one that can easily be adapted to changing threat environments. That level of sophistication provides our warfighters with the technological advantage required to successfully prosecute their mission and return home safely.”
What’s for dinner? No really, we are all tired of cooking the same things, so can we have some new ideas? Quarantine has the vast majority of folks cooking more than normal. And naturally, we want to switch it up a little.
Don’t get bored from cooking the same dishes over and over again. Instead, use your current duty station to help provide some inspiration.
Start by looking at where you’re stationed and what local fare they have to offer. Then consider what dishes you can find around town and how you could be making them at home. Simple? Sure. But it’s also an easy way to switch up your current menu.
Go straight to restaurant menus, or Google based on town or local ingredients for even more variety.
What base is home-for-now?
Southern states have soul food and countrified home cooking. There’s pimento cheese (YUM), chicken salad galore, and about as much banana pudding as you can stand.
In the Midwest there’s BBQ, deep-dished pizzas, so many casseroles, Cincinnati-style chili and bierocks.
Overseas you’ll find European dishes, Hawaiian fare, sushi and noodle dishes — but in their true forms, not Americanized versions.
And that’s only the beginning.
Fresh ingredients for the trying
Finally, you can find new ingredients to inspire your cooking by checking out local markets. Now is a great time to support small businesses, but they’re also hot spots for items you don’t normally use. Ask a worker for recommendations (from a distance) for some insider experience while you’re at it. Or, when planning your garden, add in some unique locally based plants.
As a military family, one of the biggest perks is the chance to move around and experience new cultures. Just because you’re stuck at home doesn’t mean you can’t still use your location to try new things. Consider cooking outside of your comfort zone — while drawing inspiration from the locals — for tasty new dishes that the whole family can enjoy.
The Marine Corps is adopting a new precision sniper rifle to increase the lethality and combat effectiveness of scout snipers on the battlefield.
The Mk13 Mod 7 Sniper Rifle is a bolt-action rifle that offers an increased range of fire and accuracy when compared to current and legacy systems. It includes a long-action receiver, stainless steel barrel, and an extended rail interface system for a mounted scope and night vision optic.
The Mk13 is scheduled for fielding in late 2018 and throughout 2019. Units receiving the Mk13 include infantry and reconnaissance battalions and scout sniper schoolhouses. This weapon is already the primary sniper rifle used by Marine Corps Forces Special Operations Command, or MARSOC.
Fielding the Mk13 ensures the Corps has commonality in its equipment set and Marine scout snipers have the same level of capability as North Atlantic Treaty Organization forces, said Master Sgt. Shawn Hughes from III MEF.
“When the Mk13 Mod 7 is fielded, it will be the primary sniper rifle in the Marine Corps,” said Lt. Col. Paul Gillikin, Infantry Weapons team lead at Marine Corps Systems Command. “The M40A6 will remain in the schoolhouses and operating forces as an alternate sniper rifle primarily used for training. The M110 and M107 will also remain as additional weapons within the scout sniper equipment set.”
The Marine Corps identified a materiel capability gap in the maximum effective ranges of its current sniper rifles. After a comparative assessment was conducted, it was clear that the Mk13 dramatically improved scout sniper capabilities in terms of range and terminal effects.
The 3rd Battalion, 5th Marines Scout Sniper Platoon used the weapon for over a year (including during a deployment) in support of the 2025 Sea Dragon Exercise. Feedback from MCSC’s assessment, MARSOC’s operational use, and 3/5’s testing of the weapon system led to its procurement of the Mk13 for the Corps.
The Mk13 increases scout snipers’ range by roughly 300 meters and will use the .300 Winchester Magnum caliber round, a heavier grain projectile with faster muzzle velocity — characteristics that align Marine sniper capability with the U.S. Army and Special Operations Command.
“The .300 Winchester Magnum round will perform better than the current 7.62 NATO ammo in flight, increasing the Marine Sniper’s first round probability of hit,” said Chief Warrant Officer 3 Tony Palzkill, Battalion Gunner for Infantry Training Battalion. “This upgrade is an incredible win and will allow snipers to engage targets at greater distances.”
The Mk13 will also be fielded with an enhanced day optic that provides greater magnification range and an improved reticle.
“This sniper rifle will allow Marines to reengage targets faster with precise long-range fire while staying concealed at all times,” said Sgt. Randy Robles, Quantico Scout Sniper School instructor and MCSC liaison.
“The new day optic allows for positive identification of enemies at greater distances, and it has a grid-style reticle that allows for rapid reengagement without having to dial adjustments or ‘hold’ without a reference point,” he said. “With this type of weapon in the fleet, we will increase our lethality and be able to conceal our location because we are creating a buffer between us and the enemy.”
MCSC completed New Equipment Training for the Mk13 with a cross section of Marines from active-duty, Reserve and training units in early April 2018.
“The snipers seemed to really appreciate the new capabilities that come with this rifle and optic,” said project officer Capt. Frank Coppola. “After the first day on the range, they were sold.”
In a time where technology, ammunition and small arms weapon systems are advancing at an increasingly rapid rate, it is extremely important to ensure the Marine Corps is at the forefront of procuring and fielding new and improved weapon systems to the operating forces, said Gillikin.
“Doing this enables the Corps to maintain the advantage over its enemies on the battlefield, as well as to secure its trusted position as the rapid crisis response force for the United States,” he said.
With missiles from the early days of Pyongyang’s program to the final intercontinental-range ballistic missile that led Kim Jong Un to declare his country’s nuclear ambitions completed in 2018, the museum will be a stroll down memory lane for seasoned North Korea watchers.
The virtual tour can also bring relative novices up to speed in a more hands on way than dry intelligence reports. The 3D tour features dozens of individual missiles, components, and real life pictures of the process.
Each scale model of a missile or component comes with a detailed slide.
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:
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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.
Underage soldiers were often allowed to enlist during the Civil War — especially if they chose a non-combat position such as bugler or drummer boy. This led to boys barely in their teens suffering wounds alongside the grown men.
In one case, a 12-year-old boy nearly lost his left hand and arm when it was shattered by an artillery shell.
Sometime in 1864, he was serving in battle when an artillery shell burst nearby. The shrapnel ripped through his left hand and arm. He is widely regarded as having been the youngest Civil War casualty.
Massachusetts State Trooper Michael Cutone attends a community event in Springfield’s North End. (Michael Cutone/The Trinity Project)
When demonstrators in Springfield, Massachusetts marched to protest against heavy-handed law enforcement in the wake of George Floyd’s death it was entirely peaceful. No rocks were thrown at the police, no cars were turned over and no one was arrested in the state’s third largest city.
“The citizens of Springfield have a good working relationship with the cops,” said ArmySpecial Forces veteran and retired Massachusetts State Trooper Michael Cutone.
And he should know — he can take at least some of the credit for reworking the entire relationship.
Massachusetts State Trooper Michael Cutone walks with local children on their way to a school bus stop in Springfield, Mass. (Michael Cutone/The Trinity Project)
Cutone split his time between the Army Guard and the police force, gathering decades of experience along the way. Eventually he started to see where lessons learned in his military career could apply to the toughest streets of Massachusetts.
“I was in the Guard, so when I got active duty orders, I would put on the green hat,” Cutone says. “I’d be gone six months, a year, then I’d be back in my trooper uniform. It was two different worlds but I loved both of them.”
Swapping between jobs kept him in touch with both the fundamentals of counterinsurgency overseas and the hard work of policing an area stateside. And it led him to wonder: what if he paired the best of both methods into a program for home?
In a time where calls to “defund the police” are growing louder, Cutone’s method of police work is now getting more funding from state and federal lawmakers. It’s called C3 Policing and it doesn’t take the police out of the community, it puts the needs of a community first.
“Community members are your greatest resource,” Cutone says. “In the Army, you don’t survive that well if you’re embedded in a hostile community, so you go win over the local population.”
Michael Cutone and Tom O’Hare, one of The Trinity Project’s C3 instructors, while deployed to Iraq with U.S. Army Special Forces in 2013. (Provided by Michael Cutone)
If Cutone’s choice of words sounds familiar to Iraq and Afghanistan veterans, that shouldn’t be a surprise. “C3” means Counter Criminal Continuum and it’s basically the application of the Army Special Forces’ counterinsurgency tactics used in the Global War on Terror to violent crime and gang activity in American cities.
In 2009 the crime rate in Springfield was three times the rate in the State of Massachusetts as a whole.
“In the north end of the city, you hand open-air drug selling, gang members carrying SKS rifles out in the open and it culminated in three shooting and two murders in a week,” Cutone says.
Cutone asked his State Police sergeant if he could do a dismounted patrol — to walk around the streets 12th worst city in America in his State Trooper uniform. It was unheard of. Somehow, his sergeant agreed.
He began walking the streets, talking to people, buying a cup of coffee here, a pastry there. It dawned on Cutone that maybe law enforcement is approaching street crime in the wrong way. So he continued to walk the streets, engaging the population the way Army Special Forces taught him.
He went to community meetings to build legitimacy within the populace and eventually approached the city’s deputy police chief with his background and ideas. When the chief agreed to hear him out, Cutone wrote up an entire action plan for a small community in the North end of the city, using the eight building blocks taught by the Army.
Among these were “work by, with and through the local population” and “Detect, degrade, disrupt and dismantle criminal activity” — counterinsurgency maxims proven time and again overseas. Citizens began to meet police officers and interact with them. Eventually the local police force established a C3 Department and hand-picked C3 officers to begin to integrate themselves into the fabric of the community.
After retiring from both the Army and Massachusetts State Police in 2020, Cutone, with fellow State Trooper and Special Forces soldier Thomas Sarrouf, co-founded The Trinity Project, a police engagement consultancy and training company that trains officers in C3 Policing, using counterinsurgency to take back U.S. streets..
While “counterinsurgency” may bring to mind images of soldiers kicking in doors and raiding houses, Cutone said C3 is about building legitimacy through community partnerships using 8 core principles developed through the counterinsurgency techniques taught to American Special Forces:
Legitimacy is crucial to achieving our goals
You must understand the environment (the ground truth)
Unity of effort is essential
Intelligence drives operations
Prepare for a long-term commitment
Local factors are primary
Security under the rule of law
Gangs and drug dealers must be separated from their cause and support
“When you call the cops to come fix a problem, that’s just a transactional relationship,” Cutone says. “It’s not transformative. We are starting with a message to counter the gang’s message, offer services and create pressure points on these gangs to make it impossible to operate.”
The end result is transformational. Since Cutone began his style of policing, the annual crime rate of Springfield has decreased 6% every year. While the city is still not quite the bastion of law and order, things are beginning to turn around.
Some of the proof is seen outside the raw data. For example, more outside investment is beginning to come into the area. Buildings are no longer left vacant, businesses are coming in and drug dealers are no longer active in the open. C3 operations are even expanding to the rest of the city.
Cutone and his staff at the Trinity Project are ready to bring community engagement through C3 Policing to any city ready to think outside the box.