All good things, inevitably, come to an end. Whether you were counting down the days until you had your DD-214 in your hands or you stubbornly got your retirement paperwork after giving everything you had to Uncle Sam, there eventually comes a time for you to lace up your boots for the very last time.
That’s neither a good thing nor a bad thing — it’s just a thing. But your time in uniform has forever changed you. What life has in store for you after service is no one’s guess, but wherever you find yourself, know that you’ve still got a fire inside of you that will never die.
Being in the military really teaches you that motivating others isn’t always a matter of throwing a flashy office party. It can be something as small as a well-timed “good job” or expressing interest in someone’s well-being.
You’ll still conduct yourself like the troops
The Marines have a saying: “Once a Marine, always a Marine.” There’s a lot to that statement, but in one sense, it can be applied to everyone who served in the Armed Forces. There are a lot of things that you pick up in whichever branch you served that just won’t ever fully go away.
You’d be amazed at how far punctuality, polite greetings of the day, and standing up straight will take you. Shy of your ability to do whatever job, employers want someone who’s going to work well with a team, communicate effectively with others, be willing to take charge, and have the guts to make impromptu decisions that will benefit others and the company.
No pressure, but your guys are all crossing their fingers for your success. Don’t let them down.
Your passion and drive comes from within
It really doesn’t matter what you end up doing for a living after you’ve transitioned back to civilian life. You could get a job doing pretty much the same thing you were doing on the green side, you could use the GI Bill to learn a trade you always wanted to pick up, you could even try your hand at something artistic. It’s your life, and you’ve earned the right to pursue whatever you’re passionate about.
Want to open up an auto shop in your old hometown? Open it and give it your all every single day. Are you gifted in computer work after being a computer guy in the Army? It’s a damn fine job, and you’ll be great at it. Heard the jokes about the LT getting a degree in underwater basket-weaving and want to give it a shot? You will be the best damn underwater basket-weaver the world has ever seen.
Why? Because your leaders instilled in you a mission-oriented mindset. That’s what separates you from the “I might” or the “I could” people of the world. Your NCO made you into an “I will” kinda person.
What seems like simply reaching out your hand to someone will make a world of difference to everyone else.
You’ll never lose that will to help others
Where life takes you still doesn’t really matter. Wherever you find yourself, you’re still going to go out of your way to selflessly impact the life of another person. It doesn’t matter if you open a veteran-owned nonprofit to help the troops or you’re just taking care of the grandkids in your cabin hidden in the woods. You’re always going to strive for something bigger than yourself.
This is because veterans have always been taught to think of “one team, one fight.” Everyone may be fighting to reach the top, but you’ve got to help out your squad if they’re not able to reach the goal.
Whether your metaphorical squad in the outside becomes your coworkers, your family, or the entire veteran community as a whole, you’re always going to fight to help bring them up.
You’ll always find someone new to share a laugh with. Hell, even just telling civilians about some of the funny stuff we did is a great way to break the ice.
Your brotherhood with your fellow troops will last forever
Everyone you’ve ever met, from your squad mates to that admin clerk you occasionally bumped into before formation, will stay with you always. Even if they are no longer with us, the good times you had together will keep bringing a smile to your face whenever you’re alone in the sometimes-unforgiving civilian world.
When times got rough in the military, your brothers and sisters were always just a knock on a barrack’s room door away. Now they’re on, what seems like, the other side of the world. But are they really? It doesn’t matter if it’s been years, we all have someone we served with that we can call at a moment’s notice to talk to. We all swore to give our lives to protect our brothers and sisters in arms — answering a phone call is leagues easier.
Nearly every other veteran will embrace you as their own if you’re in need of a hand. Even civilians can occasionally earn that level of trust and respect if you let them into your new “squad.”
Stay the course, my friends.
You’re always going to be the flag bearer for the Armed Forces
Fewer people are enlisting in the Armed Forces than ever before. Fewer people have relatives that served, and it’s astounding how many people have never interacted with a veteran. That sucks for Uncle Sam trying to fill out the formations, but that gives you the advantage.
There’s no denying it. Finding your place in the civilian world will be hard, and there’s no road-map to follow. It will get lonely at times. Just keep holding onto that flag and others will see you for your true worth. Just as the flag-bearer in wars of old inspired the troops, you will, too. It will also help other vets find you in hopes of rekindling the camaraderie we all once had in the barracks.
You’re not the first person to ever leave military service, and you’re not going to be the last. Let it be your guide, even if you don’t know where you’re going.
Although it isn’t a stretch to assume the entire world is glad to see the end of 2020, many of us will still find ourselves annoyed as we watch our friends and family share their resolutions for the new year. It isn’t because we are mean-spirited and don’t want them to succeed, either. There are just certain resolutions that make their way onto lists every January which cause the eye-rolling. In true WATM fashion, we felt that memes could more adequately demonstrate responses to many of these over-used resolutions.
Listen, we aren’t trying to be negative but exercising more is literally always a thing. For those who’s gyms aren’t closed it’s inevitable that you’ll see it fill in January and then slowly but surely go back to normal by March. Everyone makes this resolutions with great intentions but very few will actually follow through with it.
Eating healthy is a admirable resolution. The problem is that people tend to go balls to the wall and cut out everything, setting themselves up for failure. Day one always goes well, as the meme suggests. It’s day three, four and five that are the problem. Sustaining crazy diets just isn’t feasible and truly isn’t healthy either. Word to the wise: eliminate the word diet from your resolution.
3. Stop procrastinating
Procrastinators everywhere have this one on their list. There are studies that have suggested procrastination has tripled in the last 30 years. Rather than making a blanket goal to never procrastinate (a failure just waiting to happen) re-frame this resolution to be about organization. By creating the space and time for the things on your to-do lists, they become more obtainable. Create reasonable due dates, putting the reins of control in your hands.
4. Reduce stress
Listen, we are still in the middle of a pandemic. Reducing your stress is a noble goal but the reality is we are all going to continue to suffer from stress. It’s how you manage it that is the point. Re-frame this basically unobtainable resolution to be “implement self-care”. Life stressors are waiting for you in 2021, but if you have positive coping tools in your tool-belt to combat them, you’ll make it through.
5. Travel more
Traveling more always makes it to the top of the list of resolutions, but this meme is more of the real reality we are facing in 2021. Sorry friend!
6. Eat more at home
Day one of quarantine had everyone planting liberty gardens and making homemade bread. Day 90 had DoorDash and UberEats apps downloaded to your phone. PS: using a restaurant delivery service doesn’t really count for this goal. Just saying.
7. Learn something new
This meme is on point! But for real, this is a resolution you can actually accomplish right now. Many of us have endless extra time to devote to learning a new skill, so stop procrastinating (also a resolution) and do it!
8. Reduce smart-phone time
Literally. We’ve all seen the epic videos of people walking and smart-phoning, they don’t end well. Although this goal tends to be at on the list of most stated resolutions, follow-through is low. Instead, make it measurable and obtainable. Leave your phone in another room during mealtimes for one. Get to know the humans in your quarantine bubble with you instead. Ya know, your family?
9. Get more sleep
Americans are sleeping less. One in three adults aren’t getting enough sleep, according to the CDC. Since this study was done in 2016 and we don’t yet have 2020 numbers, it’s pretty safe to say that its the same or higher due to the stress or endless nighttime YouTube video scrolling.
10. Save money
We saved this goodie for last for a reason. It’s always on the list. This goal ends up being a failure for so many because it’s too big and broad. Be realistic! Reduce your latte ordering to twice a month, get rid of a few streaming services and only order food for delivery once a week. You’ll save $100 a month easily! There will still be plenty of shows and movies to watch while you are procrastinating to keep busy not being busy. Make your own fancy coffee and snackies (saving money and learning a new thing, two resolutions in one!).
As you dive into your 2021 New Year’s resolutions, just remember there’s someone just waiting to make a meme about it. Choose wisely.
In an interview with PBS News Hour’s Judy Woodruff, retired Adm. Bill McRaven, the former SEAL who oversaw the 2011 raid on Osama Bin Laden’s compound as the head of Joint Special Operations Command, told Woodruff that there’s only thing a SEAL recruit has to do during their grueling training: “Not quit.”
“So, the one thing that defines everybody that goes through SEAL training is that they didn’t ring the bell, as we say,” McRaven said. “They didn’t quit. And that’s really what you’re trying to find in the young SEAL students, because, in the course of your career, you’re going to be cold, wet, miserable. You’re going to kind of fail often as a result of bad missions, bad training.”
McRaven started out his Navy career as a SEAL, rising through the ranks until he was charged with overseeing the entire special forces community as the commander of the US Special Operations Command (USSOCOM).
While tenacity is an essential part of being a great SEAL, there’s a lot of training that goes into being a part of the Navy’s most elite fighting squad.
A U.S. Navy SEAL (Sea, Air and Land) candidate navigates a suspended cargo net at a Naval Special Warfare elevated obstacle course, May 11. SEAL candidates use the obstacle course in preparation for attending the Basic Underwater Demolition/SEAL (BUD/S) course.
(U.S. Navy photo by MC1 Les Long)
(U.S. Navy photo by Petty Officer 1st Class Abe McNatt)
2. Candidates learn the ropes at Naval Special Warfare orientation, which lasts three weeks and orients trainees to what lies ahead at Basic Underwater Demolition/SEAL training.
“During Orientation, officers and enlisted candidates become familiar with the obstacle course, practice swimming and learn the values of teamwork and perseverance. Candidates must show humility and integrity as instructors begin the process of selecting the candidates that demonstrate the proper character and passion for excellence,” according to the SEALs and Surface Warfare Combatant Craft website.
(U.S. Navy Photo by Mass Communication Specialist 1st Class Lynn F. Andrews)
3. SEAL candidates start the Surf Passage, one of the most well known parts of SEAL training.
Surf Passage is a notoriously challenging part of BUD/S training, as Business Insider previously reported. During orientation, SEAL and Special Warfare Combatant Craft Crewmen candidates, usually divided into teams of six or seven, carry their boats above their heads down the beach toward the ocean. They must take their boats waist-deep into the water before they can get in, and paddle out toward breaking waves, which can be three to five feet high — or larger.
Sometimes boats flip over, scattering crew and gear in what’s called a “yard sale.” But if teams successfully make it out past the breakers, they get to ride the waves back to shore.
(U.S. Navy photo by Petty Officer 1st Class Abe McNatt)
4. You’re basically guaranteed to get sandy at BUD/S or Basic Underwater Demolition/SEAL training, which lasts 24 weeks.
Before prospective SEALs even enter training, they must take a physical exam, as well as a test called the Armed Services Vocational Aptitude Battery (ASVAB), one called the Computerized-Special Operations Resilience Test (C-SORT), and a physical screening test consisting of a 500-yard swim, push-ups, pull-ups, curl-ups, and a 1.5-mile run.
“So, while it is important to be physically fit when you go through training, you find out very quickly that your background, your social status, your color, your orientation, none of that matters,” according to McRaven, who recently wrote the memoir, “Sea Stories: My Life in Special Operations.”
“The only thing that matters is that you go in with this purpose in mind and this — the thought that you are just not going to quit, no matter what happens.”
(U.S. Navy photo by Mass Communication Specialist 3rd class Megan Anuci)
(U.S. Navy photo/Petty Officer 2nd Class Shauntae Hinkle)
(U.S. Navy photo by Mass Communication Specialist 1st Class Chad J. McNeeley)
SEAL Team seven members jump from an MC-130J Commando II during Emerald Warrior/Trident at Naval Air Station North Island, Calif., January 19, 2019.
(U.S. Air Force photo by Staff Sgt. Erin Piazza)
SEAL Qualification Training students endure a long hike after finishing their second day of close quarters combat instruction.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Christopher Menzie)
16. SEAL recruits participate in a land training exercise during the Seal Qualification Training, a 26-week course after BUD/S.
Recruits also receive weapons training, medical training, and demolitions training during SQT. They also learn how to operate in cold weather.
(U.S. Navy photo)
17. After 24 grueling weeks in BUD/S, SEAL candidates receive their SEAL Qualification Training diploma.
Those who aspire to one day become a U.S. Air Force aviator must first meet several requirements, including height, before they are considered for pilot training. For those who fall outside of the Air Force’s height requirements, height waivers are available.
“Don’t automatically assume you don’t qualify because of your height,” said Maj. Gen. Craig Wills, 19th Air Force commander. “We have an incredibly thorough process for determining whether you can safely operate our assigned aircraft. Don’t let a number on a website stop you from pursuing a career with the best Air Force in the world.”
The current height requirement to become an Air Force pilot is a standing height of 5 feet, 4 inches to 6 feet, 5 inches and a sitting height of 34-40 inches. These standard height requirements have been used for years to ensure candidates will safely fit into an operational aircraft and each of the prerequisite training aircraft. “We’re rewriting these rules to better capture the fact that no two people are the exact same, even if they are the same overall height,” Wills said.
U.S. Air Force Maj. Nick Harris (left) and Capt. Jessica Wallander, instructor pilots with the 71st Flying Training Wing at Vance Air Force Base, Okla., stand side-by-side to illustrate the varying standing heights of Air Force pilots to dispel the myth that there is one height standard for all Air Force pilots.
(US Air Force photo)
“Height restrictions are an operational limitation, not a medical one, but the majority of our aircraft can accommodate pilots from across the height spectrum,” Wills said. “The bottom line is that the vast majority of the folks who are below 5 feet, 4 inches and have applied for a waiver in the past five years have been approved.”
The waiver process begins at each of the commissioning sources for pilot candidates, whether the U.S. Air Force Academy, Officer Training School or Reserve Officer Training Corps. For those who do not meet the standard height requirements, anthropometric measurements are completed at Wright Patterson Air Force Base, Ohio, or at the U.S. Air Force Academy.
“We have a great process in place to evaluate and accommodate those who fall outside our published standards,” Wills said. “If an applicant is over 5 feet, 2 inches tall, historically they have a greater than 95% chance of qualifying for service as a pilot. Applicants as short as 4 feet, 11 inches have received waivers in the past five years.”
Anthropometric measurements include sitting eye height, buttocks to knee length and arm span. The anthropometric device at Wright Patterson AFB is the only device accepted by the Air Force when determining waiver eligibility. A specialty team conducts the measurements at U.S. Air Force Academy.
Maj. Gen. Craig Wills, Nineteenth Air Force commander, stands side-by-side with a Nineteenth Air Force pilot to illustrate the varying standing heights of Air Force pilots to dispel the myth that there is one height standard for all Air Force pilots.
(US Air Force photo)
Waiver packages are then coordinated through a partnership between the Air Education Training Command surgeon general and Nineteenth Air Force officials, who are responsible for all of the Air Force’s initial flying training.
“As part of the waiver process, we have a team of experts who objectively determine if a candidate’s measurements are acceptable,” said Col. Gianna Zeh, AETC surgeon general. “Let us make the determination if your measures are truly an eliminating issue.”
The pilot waiver system is in place to determine whether pilot applicants of all sizes can safely operate assigned aircraft and applicants who are significantly taller or shorter than average may require special screening.
“Some people may still not qualify,” Wills said. “But, the Air Force is doing everything that we can to make a career in aviation an option for as many people as possible. The waiver process is another example of how we can expand the pool of eligible pilot candidates.”
Every four years, we have the opportunity and responsibility to make our voices heard. While elections are always important, this year feels particularly critical. A global pandemic. Heightened racial tensions. Upholding or repealing Supreme Court decisions. New and old military adversaries. Economic impact… the list goes on. While military families are concerned with the macro issues facing the country, they’re also incredibly concerned about the “micro -” those issues that many Americans can’t understand because they don’t live it – things like military spouse employment, PCSing and base housing. In just a few weeks, Americans will determine our next commander in chief.
The need for and reliance on mental health care was a common thread throughout the 2019 Military Family Support Programming Survey. However, the greatest obstacle to accessing mental health care was the ability to get appointments. Those who left military service within the past 10 years were more likely to have accessed mental health care for themselves or members of their families. The more recently they left service, the more likely they were to have accessed mental health care. About 14.6% of respondents said they had accessed mental health crisis resources for themselves or their families. They expressed a need for emergency mental health care for the following reasons: specific mental health diagnoses; suicidal ideations and attempts; and feelings of stress, grief, and hopelessness. They also described difficulty receiving care, such as long wait times and less attentive medical personnel. When asked if participants themselves had thoughts of suicide in the past two years, one in eight respondents to this question responded affirmatively.
Most respondents, 77%, said they have debt. The amount of emergency savings varied significantly depending on demographics: 27.4% of currently serving military family respondents said they have less than 0 in emergency savings, while 49.2% of veteran family respondents (those without a military pension) and 22.2% of military retiree family respondents (those with a military pension) reported having less than 0. Nearly a quarter (23.5%) said they do not have a practical or viable plan for seeking assistance in a financial emergency.
(U.S. Marine Corps photo by Cpl. N.W. Huertas/Released)
Moves are expensive for military families, and they are causing long-term financial strain for some. On average, families are losing about ,000 per move in out-of-pocket costs and losses and damage to their household goods. The average unreimbursed out-of-pocket expense during a move was id=”listicle-2648395695″,913, and the average financial loss over and above claims for lost and damaged items during the move was ,920. The majority of respondents, 68.2%, said they experienced loss or damage during their most recent moves. Respondents said the moving support they need the most is financial.
Choosing a place to live is an essential process during a move, and the choice can affect families’ lives for the course of their tours. Exploring military families’ housing choices and experiences has been a perennial topic in MFAN’s support programming surveys. Between the 2017 survey and the 2019 survey, MFAN fielded a study on the state of privatized housing that was a catalyst to an overhaul of the system, a budget increase, and the Tenant Bill of Rights. The current research showed that concerns about privatized housing still linger, making it the number one reason families choose to live on the economy. Those who choose military housing do so for financial reasons and because of base amenities. Among the respondents living in military housing, those in lower enlisted ranks were more likely to have negative satisfaction rates, and the least satisfied respondents were those ranked E4 to E6. There was a very clearly statistically significant relationship with those ranked E4 to E6—they were more likely than any other group to rate their experiences as very negative across all areas of satisfaction rates measured.
Employment and Entrepreneurship
MFAN has explored military family employment needs and transition experiences in every support programming survey. Many of the responses have not changed. For example, in 2013, military spouses said they needed more assistance, specifically for spouses trying to build and maintain careers. In 2017, respondents said their job search experiences were generally negative, and they said they had difficulties with employer bias, location obstacles, child care, and unsuccessful searching. These themes emerged again this year.
Active duty military spouses are still struggling to find employment. Respondents said that the demands of military life, being the primary caretaker to children and needing flexible schedules, are obstacles to finding gainful employment. They are looking for remote and portable work that will help them build lasting careers. They were more likely than any other demographic group to have given up trying to find work. Meanwhile, those who had transitioned from service told a very different story. Veterans and retirees said their greatest obstacle is an employer who is willing to hire them. They would like assistance preparing for interviews and marketing themselves effectively with polished resumes.
Both groups placed a priority on assistance that would help them find open positions, and they have not been able to receive support. Nearly one-third of respondents said they can’t find effective support, and an additional 22.8% said they needed more information about available resources. 05 Active duty military spouses were statistically more likely than other demographics to consider entrepreneurship. Of those who do not currently have a business, 33% said they would consider starting one. However, entrepreneurial spouses of active duty service members reported low earnings, with 70.5% earning ,000 or less and 53.2% making ,000 or less. The most common reasons entrepreneurs chose for building their own businesses were flexible hours and to balance work and family life.
(U.S. Air National Guard photo by Staff. Sgt. Austen Adriaens/Released)
Child care and education
Child care and school-related support are the top two supports that military families with children wish they had. Child care priorities change based on the age of children; however, respondents with children ages 0 to 12 agreed that hourly care, both in-home and outside of the home, was a top priority. Those with children younger than 5 years old prioritized full-time child care, while after-school care was a priority for those with children between the ages of 6 to 12.
In alignment with their top priority for care they seek, almost two-thirds (64.1%) of actively serving military family respondents said they had to forego a medical appointment due to lack of child care in the past two years. When asked to identify helpful educational support programming for military children, 40.5% of respondents could not think of any that they were aware of or used. The top missing educational supports included special needs support; learning support, such as tutoring and personalized support to fill learning gaps; and transition support to aid military-related adjustment.
Razsadin said: In the 2019 Military Family Support Programming Survey, military families shared with us the issues that are the greatest challenges to them. They told us that they have difficulty accessing health care appointments. That they need additional assistance as caregivers. That mental health care is critical, but difficult to access. They shared that many of them experience food insecurity. And that many feel lonely and disconnected from their communities. They disclosed that military moves are expensive and cause long-term financial strain. And that putting aside emergency savings is difficult. They talked to us about difficulties finding child care. And how hard it can be to secure (and keep) employment.
In many different areas, military families trusted us with their struggles and shared what makes military life difficult sometimes. And MFAN is committed to moving the needle on those critical areas they’ve identified. But Election Day is an opportunity for all military families to directly use their voices to address the issues that are most important to them. To speak up about what matters to them. And to vote so their voices are counted.
The people and issues military families vote for are up to them. That military families vote means our election results reflect the beautiful diversity of our force.
The 1st Special Forces Operational Detachment-Delta (SFOD-D) unit, otherwise known as Delta Force, is a highly selective, extremely secretive unit under the Joint Special Operations Command.
Since its inception in 1977, it has been involved in several high-profile and high-risk operations, like the 1993 mission in Somalia that inspired the movie “Black Hawk Down,” as well as classified operations the public will likely never know about.
Here’s what is publicly known about Delta Force.
Graduates of one of Delta Force’s Operator Training Courses in 1978. Blue Light would be disestablished that same year
(US Army photo)
Delta Force is the Army’s secretive, elite special operations group. Along with the Navy SEALs, it is the most highly trained special operations force in the US military and the world.
Delta Force, headquartered at Fort Bragg in North Carolina, draws candidates from throughout the military, including the Coast Guard and National Guard, but mostly selects from the Army. Many of the operators likely come from the Army Rangers and the Green Berets.
Beckwith saw the need for a force that could mobilize quickly to fight unconventional threats — a force like the British Special Air Service, with which he served as an exchange officer in 1962.
ISIS leader Abu Bakr al-Baghdadi in a video released in April 2019.
Delta Force’s operations are often secret, but we do know that the unit was involved in the death of ISIS leader Abu Bakr al-Baghdadi.
Delta Force was famously involved in the 1993 operation to capture Somali militia leader Mohamed Farrah Aidid in Mogadishu and the subsequent effort to rescue Army pilot Michael Durant after his helicopter crashed during the mission.
Five Delta operators were killed in that incident, as well as 14 other US troops. Several hundred Somali fighters and civilians were also killed.
Delta was also involved in a failed effort to retrieve hostages from the US Embassy in Iran in 1980.
Delta Force has been heavily involved in the war in Afghanistan and both Iraq wars and was instrumental in capturing Saddam Hussein.
Delta pulled out of Iraq when US forces there left in 2011, but it has been a consistent presence in the fight against ISIS in the country, Wesley Morgan wrote in The Washington Post in 2015.
Delta Force had close ties with the Iraqi Kurds who were fighting ISIS and operated in Syria, including killing high-ranking ISIS leader Abu Sayyaf there in 2015, Morgan wrote.
(Photo from Kill bin Laden)
There were approximately 1,200 Delta Force operators as of 2017.
Delta Force, also called The Unit or Task Force Green, is a counter-terrorism Special Missions Unit under Joint Special Operations Command, or JSOC.
The military doesn’t officially acknowledge Delta Force, but its existence is well known. Many of its operations are classified and will likely never be known to the public.
In addition to physical qualifications, Delta Force operators must be psychologically fit to conduct grueling operations.
After recruits pass the physical and psychological portions of the assessment, they are taught skills like marksmanship and covert trade craft — CIA tactics like dead drops and other espionage methods — during a six-month Operator Training Course, former operator Eric Haney says in his book, “Inside Delta Force.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Making friends has never been a challenge for me. Among my siblings, they call me the “outgoing one who always ends up with a new friend.” So why should now — after transitioning back to civilian life — be any different?
Well, it’s been 13 months since my husband retired and we relocated back to our hometown. I am still struggling to make connections. Most of my previous friends have moved away, but that’s not the main issue. It’s finding people who share commonalities and a similar lifestyle.
The military community gave me that!
There’s a pattern to moving to a new duty station. First you sulk a bit because of the friends you left behind. Next you get your goods and do your best to make your new living space feel like home. Then you find out about the surrounding areas and activities nearby. Finally, you find someone awesome who you can join up with to explore those activities. You find your person(s).
Now I’m back home. But I have NO pattern to follow.
Returning home does have many other benefits. Home means Florida sunshine, frequent gatherings with our extended family, reuniting with homegrown friendships, and putting down new roots. It means settling…finally!
But something is definitely missing, and it’s a sense of belonging.
Being a military spouse put us in the trenches together. Basically saying, “My husband is working and I’m lonely. Be my friend!” Now my conversations are more like,
“Babe, I have NO FRIENDS! Everybody is busy and has their regularly scheduled programs to attend. I miss my military home girls,” (Insert sad face and whiny voice).
I want fuzzy socks and belly laughs! Don’t we all deserve that?
For some people, having a j-o-b fixes the need to belong. For others, they are lucky enough to find friends who are in a similar phase of life. And some people are introverts who ache at the thought of having to put themselves out there…again.
No matter what I’ve done so far, no one has hit the sweet friendship spot! I’ve chatted with neighbors, joined a church, gone on lunch dates, collaborated with other women in my field of expertise, but NADA!
One thing I WILL NOT do, is force a friendship. If it clicks, then go with it. If not, it was nice to meet you, bye.
I have decided to take my time and focus on my family while making our new life cozy. My husband and I work together on establishing our business, and I’m adjusting and getting better at being me, minus the constant life interruption that comes with uprooting over and over again.
So, yea…I’ve flipped it to see the glowing opportunity while knowing that I will find my person one day. OR, one of my military persons will retire to my hometown (HAPPY DANCE).
This article originally appeared on Military Spouse. Follow @MilSpouseMag on Twitter.
Deciding to be a Marine means you have to accept the challenges that you’ll have to face along the way. Earning that Eagle, Globe, and Anchor is no easy task. To become a Marine, you have to be willing to stare every challenge straight in the eye and say, “I got this.” That’s what it means to be a Marine. That is the very quality at the core of every person who becomes one. This is no exception for Michael Campofiori, one of the Corps’ newest Marines — and a survivor of leukemia.
According to the American Cancer Society, patients with childhood leukemia very rarely survive after five years. This disease is a monster of a challenge for anyone to overcome, and it’s a tragedy for any child to have to experience. That didn’t stop Michael Campofiori from wanting to become a Marine, despite being diagnosed at age 11.
This would be his first challenge on a path of many:
Michael Campofiori poses for a photo with Sgt. William Todd, a recruiter with Recruiting Substation Myrtle Beach, and Gunnery Sgt. Christopher Falk, the Staff non-commissioned officer-in-charge of Recruiting Substation Myrtle Beach, after swearing in to the Marine Corps on Aug. 16, 2018.
(U.S. Marine Corps photo by Lcpl Jack Rigsby)
Joining the military is difficult when leukemia is a part of your medical history. There’s a special waiver for it, but Campofiori had trouble finding recruiters willing to take on the paperwork and help him realize his dream of becoming a Marine. The journey took him, a native of New Jersey, all the way to South Carolina.
Poolees with RSS Myrtle Beach posing with the recruiters.
(U.S. Marine Corps photo by Lcpl Jack Rigsby)
The recruiters at Recruiting Substation Myrtle Beach were willing to do the work necessary to get Campofiori in. They felt he had what it took — and they were absolutely right. Not only did his waiver go through, but Campofiori dominated as a Poolee, earning nearly a perfect score on the Initial Strength Test, the prerequisite fitness test for eligibility to join.
Of the maximum 20 pull-ups, 100 crunches, and 9:00 minute run-time, this badass got 29 pull-ups, 121 crunches, and a 9:18 run-time for the mile and a half. He wasn’t even a Marine before he was going above and beyond.
Michael Campofiori, a recruit with Platoon 2020, Company E, 2nd Recruit Training Battalion, Recruit Training Regiment, participates in the Day Movement Course as part of Basic Warrior Training at Marine Corps Recruit Depot Parris Island, South Carolina, Feb. 6, 2019.
(U.S. Marine Corps photo by Lance Cpl. Jack A. E. Rigsby)
Campofiori was sent to boot camp at Parris Island, South Carolina on Dec. 10, 2018. Of course, the challenge isn’t over there — boot camp is its own obstacle to overcome. It’s difficult in its own right. But, Campofiori was already slaying dragons.
Welcome to the Corps.
(U.S. Marine Corps photo by Lance Cpl. Jack A. E. Rigsby)
On February 23, 2019, Michael Campofiori completed the Crucible and received his Eagle, Globe, and Anchor, completing the transformation into a United States Marine. From battling leukemia to earning the title, Campofiori overcame every challenge that he ever had to face. Campofiori embodies the very spirit of being a Marine.
You can watch the video of him receiving his EGA here.
There’s just something about the non-payday weekend after that sweet holiday break. Last weekend, everyone had some grandiose plans about getting out of town or spending three full days in a drunken haze. This weekend is different.
Sure, it’s another two days of having little expected of you — with the exception of what your first sergeant tells you at the obligatory safety brief. But it doesn’t feel like you’re getting some awesome time off compared to last week. So, I guess it’s time to actually do all that stuff you told yourself you’d do with your extra free time last weekend…
But it’s not all doom and gloom. Take a break from your chores or those SSD classes you keep telling your supervisor you’ll eventually do and enjoy some memes.
In 2015, a new generation of lieutenants arrived at Army units. They arrived unannounced with no notice to their receiving commands. These officers are technology-based, possess an innate ability to find information, and are closely aware of the geopolitical environment. While this surge of new thoughts and ideas could be invigorating to the organization, it is more likely that these generational differences will create personality conflicts between senior leaders and these new officers. Some senior officers may not recognize their inherent strengths and only highlight their reliance on social networking and lack of concrete experience.
While academic research continues to explore the impact of differences between the societal generations, it is possible to understand how generational divides have influenced the Army’s officer corps. Due to the strict hierarchical structure of the Army and “time-in-grade” requirements for promotions, the officer corps naturally segregates along generational lines. These prerequisites produce officer cohorts that often share similar societal experiences and may develop similar personality traits.
Currently, there are four generations operating in the Army, individually banded to a specific set of ranks. Each of these generations has different and specific perspectives shaped by their generational experiences. For example, some current general officers tend to strongly value organizational loyalty, colonels and lieutenant colonels prefer to empower junior officers and NCOs, majors and captains are comfortable with change, and the new lieutenants have vast digital networks that help them gain context within the strategic environment.
Acknowledging that there are fundamental personality differences within the entire chain of command is important to create an atmosphere that enables trust and growth. In order to optimize effectiveness, officers must accept that generational differences exist in the Army, understand how those differences currently influence officer interactions and recognize how to leverage the strengths of each generation of officers.
Generational Differences in the Army
A generational label is a brand given to a societal cohort born between a set of birth years. Since these generations experience the same social influences, successes, tragedies, and technologies during the formative years of their lives, they often develop a shared societal personality and view of the world. How old someone is when he or she experiences a key national event can have a profound impact on their personality.
Current studies in neurodevelopment show that visual and emotional experiences during the teenage years are molding and shaping neural brain connections (Hensch, 2016). When the events of World War II, Kennedy’s assassination, and 9/11 happened, teenagers observed and processed them much different than their parents and grandparents. The summation of these events shapes and influences each of these cohorts into a shared identity and culture. It becomes so pervasive, that psychologists label these cohorts by both birth year and personality type, and thus the terms Boomers, Gen X, and Millennials become common societal lexicon.
Without analysis, one might assume that the Army avoids societal generational issues within the officer ranks. With the physical, mental, and societal requirements needed for admittance into the US Army, less than 30% of American youths are eligible for military service (Christeson, 2009). Given these limitations, less than 0.03% of the US population will wear a US Army uniform, and only about 15% of that small amount will become an officer (Office of the Deputy Assistant Secretary of Defense, 2015).
The military’s strict admission standards suggest that the officer corps does not represent a cross-section of society, and in turn, a cross-section of societal generations. In 2000, Dr. Leonard Wong conducted extensive interviews of the officer corps and noted that “distinctions between Boomers and Xers are not as glaring because self-selection into the Army serves to homogenize the population.”
However, Dr. Wong (2000) did find that generational differences still emerged. Due to the hierarchical structure of the Army, officer’s promotions are based on performance and time of service. These factors sectionalize the Army’s leaders by age and band them to a specific set of ranks. While a civilian organization may hire a Millennial to serve as a manager of Generation X subordinates, the Army will not directly hire someone to serve as a senior officer. Based on these formal personnel practices, the current Army typically has Baby Boomers as senior generals, Gen X-ers as lieutenants colonel to two-star generals, Millennials as captains to lieutenants colonel, and the iGeneration as cadets to lieutenants.
Impacts of Generations on the Officer Corps
After recognizing that generational differences permeate the force, it is important to understand how these differences influence officer behavior. The effects of generational personalities ripple through the officer corps as each level of command interacts differently with those above and below. Due to the hierarchical structure of the military and the low speed of change, programs enacted by senior leaders can prevail for decades. In fact, aspects of programs implemented by officers born in the 19th century still persist in the Army today. Therefore, in order to capitalize on the strengths of each generation, there should be a better understanding of how the officer corps evolved over the years. While there are currently four generations of officers serving in uniform, a review of the earlier officer generations helps fully understand the rolling ebb and flow of the officer corps.
Lost Generation to Silent Generation
The first major influence on the US Army officer corps was the Lost Generation. These officers were born from 1883 to 1899 and were lieutenants and captains in World War I, field grades in the inter-war period, and general officers during World War II and the Korean War. As children, these officers lived through a period of economic and political reform as the United States struggled with worker strikes and intense political corruption. As lieutenants, they experienced the brutal battlefields of World War I and returned disillusioned from the horrors of the war. Their disillusionment colored their experiences so strongly that Ernest Hemingway labeled the generation as “Lost” because the veterans seemed confused and aimless (Hynes, 1990). In the interwar period, these officers witnessed the 1920 National Defense Act cut the Army to a skeleton shell (U.S. Congress, 1940). With little to no troops in their commands, they focused on education and broadening opportunities. The best of these officers attended the prestigious Command and General Staff College and Army War College (Yarger, 1996). As general officers, these officers quickly mobilized a large US Army, developed new combined arms doctrine, and ultimately won a protracted war across two fronts (House, 2002). Ultimately, these officers witnessed the brutality of war on all its fronts and responded to the call to rid the world of great evil. These officers primed America to move into a new era of development and safety. Their new problem, it seemed, was constraining their overly ambitious G.I. Generation subordinates.
The G.I. Generation, also known as the Greatest Generation, was born from 1900 to 1924. These officers were lieutenants and captains in World War II, field grade officers in Korea, and generals during the Vietnam Conflict. As children, they received an increased emphasis on education and were members of the newly formed boy scouts, learning “patriotism, courage, self-reliance, and kindred values” (Townley, 2007). Their civic-mindedness bloomed during “The Great War” and they steeled their resolve through the Great Depression. As young officers during World War II, they saw the might of collective organization and teamwork; leading to their mantra of “bigger is better” (Howe and Strauss, 2007). Leaving the war victorious, these officers learned that with tenacity and teamwork, anything is possible. When these officers entered the battlefield of the Korean War, they were ready for the same audacious fight they won five years earlier. However, they commanded battalions that were undermanned and under-equipped for a protracted war on the austere Korean peninsula (Fehrenbach, 1963). These officers arrived home with no fanfare for their sacrifice, a stark contrast to their arrival home from World War II. While these officers sought to understand their Cold War role, their civilian peers flourished in America’s economic boom. By the arrival of Vietnam, the GI Generation occupied the senior positions within the Army, and they disliked the lack of civic support from younger generations (Howe and Strauss, 1992). They believed that their hard work and struggles paved a golden path and the public critique and disobedience from subordinates only disgraced their sacrifice.
The Silent Generation was born between 1925 and 1942. These officers were lieutenants and captains in the Korean War, field grade officers during Vietnam, and generals during the Cold War. As children, this generation saw their parents struggle through the Great Depression and then depart for World War II. In college and the workplace, they found that the returning G.I. Generation veterans received preferential treatment and immediately assumed leadership positions in organizations. As lieutenants during the Korean War, they performed admirably on the tactical battlefield. However, the war’s stalemate and lack of homecoming contributed to these officer’s feelings of being part of the “forgotten war” (McCraine and Hyer, 2000). Due to the shadow of their G.I. Generation leaders and the rejection from the Korean War, these officers valued inclusion, acceptance, and conformity (Howe and Strauss, 2007). This was most poignant when Silent Generation officers became field grades during the Vietnam Conflict. As mid-level leaders, they were inclined to mediate between some overbearing G.I. Generation generals and some radical Baby Boomer company grade officers. Ever the peace-maker, the Silent Generation officer worked to appease both sides and succeeded in appeasing neither (Howe and Strauss, 2007). Having to define their own boundaries and identity in a G.I. Generation world, the Silent Generation officer became masters of a process-driven society. Showcased with the Total Quality Management program, these officers strove to maximize efficiency from the grandiose system they received from their G.I. Generation leaders (Department of Defense 1988). As general officers, they struggled to understand why Boomer field grade officers did not appreciate or understand their process-driven approach to problem-solving and leader development.
Baby Boomer: Current 3 and 4 Star Generals (tail end of the generation)
The Baby Boomer officers, or Boomers, were born from 1943 to 1960. These officers were company grade officers during the Vietnam Conflict, field grade officers during the Cold War and Desert Storm, and generals during Operation Enduring Freedom and Operation Iraqi Freedom. As children, Boomers received the windfall of economic growth in America (U.S. Department of State, 2011). While the radio and television brought the horrors of the Korean Conflict to their living room, their parents shielded them from the reality of this war (Spock,
1946). As Boomers became teenagers, the nation emerged into an age of optimism. They watched as their parents placed men on the moon and witnessed women and African Americans fight for equality. Early-stage Boomer lieutenants left to fight a war in Vietnam and came back disgruntled and unappreciated (Karestan, Stellman J., Stellman S., Sommer, 2003). They returned to a nation that cursed their service and devalued their participation in an unpopular war. As field grades in the post-Vietnam era, they witnessed their Army bottom out on readiness and give way to the arrival of zero defects, careerism, and new heights of micromanagement into the military (Jones, 2012). However, with the election of President Reagan, this same army rapidly grew and modernized. Vowing to learn from the failures of Vietnam, early Boomer colonels and brigadier generals helped write Air Land Battle Doctrine and tested its tenants at the newly formed National Training Center (Meyer, Ancell, Mahaffey, 1995). Their hard work paid off during Operation Desert Storm when Boomer officers led the battalions and brigades that routed the 4th largest army in the World (Hoffman, 1989). At the start of Operation Enduring Freedom, senior Boomer officers had the ability to see the fight unfold and talk to the tactical officer on the ground. Often their tendency to micromanage proved too great, and junior Generation X officers rebuked their tinkering at the tactical level.
Generation X: LTC-2 Star General
Generation X officers were born between 1961 and 1980. While some of these officers served in Operation Desert Storm and Grenada, most were company grade officers during Bosnia and the initial phases of OIF and OEF. As children, Generation X felt the impact of a divided Boomer household. Due to an increase in divorce rates and dual working parents, they were generally independent and self-supporting early in life (Zemke, Raines, Filipczak, 2000), also known as latchkey kids. As teenagers, they experienced social failure on multiple fronts between Presidential resignation, economic crisis, and the Challenger Explosion. When Generation X officers entered the Army, a majority of them did not share the same work ethic as their Boomer field grade officers. These junior officers often failed to adapt to the 24/7 work attitude of their leaders, as many felt the Army was simply a way to make a living and not a lifestyle (Wong, 2000). In the mid-1990s, their perspective was reinforced when a downsizing Army laid off many Boomer and Generation X officers. As the Army entered direct combat engagements in Bosnia, Afghanistan, and Iraq, their experience and commitment to the organization grew. Their independent personality thrived as they controlled large sections of the battlefield and even served as interim mayors of towns (Crane Terrill, 2003; Cerami Boggs, 2007). However, as Generation X officers occupy the senior ranks, they struggle with how to connect to the Millennial junior field grade and senior company grade officers that work for them.
Millennial: CPT- new LTC
Millennial officers were born between 1981 and 1993. These officers were lieutenants and captains in Iraq and Afghanistan and sustained a bulk of their leadership development during these conflicts. As children, Millennials experienced a resurgent focus on family values and a rebuking of the divorce culture their parents endured (Amato Keith, 1991). A key moment of their cultural development was the 2001 attacks on the World Trade Center Towers, as many were teenagers during this attack (Ames, 2013). They watched the terror live on television and then witnessed America and the World band together to take action. While in high school and college, Millennials experienced the rapid growth of the internet, instant reporting, and the birth of social media. When they entered the military, these officers found an Army that was fighting two protracted wars in Iraq and Afghanistan. As currently serving company commanders and junior field grades, Millennials have a direct impact on the newest generation of officers.
A typical iGeneration officer was born after 1993 and started to arrive at U.S. Army units in 2015. When these officers were born, home-based internet became mainstream and connected people through email, chat rooms, and websites (Coffman Odlyzko, 2001). This invention influenced the way they learned, processed information, and even interacted (Anderson Rainie, 2010). As an adolescent, they watched the 9/11 attacks unfold live on television and struggled to understand the fear and uncertainty that gripped the nation in the aftermath (Ames, 2013). As teenagers, Facebook, Twitter, and other social media sites were mainstay hangouts among their friends. Due to witnessing a terror attack, financial ruin, and world power plays, they are naturally guarded and more pessimistic about America and the future (Doherty, 2105). With the invention of smartphones, information was instantly available and they had the ability to answer any question, interact online with any number of their social circles, and enjoy constant streaming access to world news and current events. With this capability also emerged an environment where companies were marketing to them around the clock. One side effect to this is their inherent distrust of the ‘corporate narrative’ and they prefer to follow the advice and recommendations of the ‘average person’. This is evident in the explosion of YouTube stars that do videos of unboxing, product reviews, movie recaps, and even video game players. Technology is second hand to these officers and through social networking or data mining, they possess an innate ability to find or crowdsource information. Even with unprecedented access to information, these instant updates on world events may also lead to a false t awareness of the strategic environment.
Leverage the iGeneration
Understanding the context and dynamics of the officer corps creates an atmosphere of growth and development. With context, officers understand why Boomer generals value organizational loyalty, Generation X senior field grades and generals prefer to “power down,” Millennial officers are comfortable with change, and iGeneration lieutenants that possess a natural ability to build large social networks to gather information and learn. Ultimately, self-awareness is a leader’s ability to understand their own personality, the personality of others, and most importantly, how their personality affects those around them. Based on the cohort study analysis above, officers should have an insight of themselves, their leaders, and their subordinates. This collective self-awareness is a vital recognition of strengths and weaknesses. The average age for an Army officer is currently 35 years old. This age is the border period between a Generation X officer and a Millennial officer. In the next five years, approximately 15% of all officers will be an iGeneration officer and nearly 65% of the officer corps will be of the two youngest generational groups (Office of the Deputy Assistant Secretary of Defense and Military community and Family Policy, 2015). Given these demographics, the force is primed for institutional changes that maximize the iGeneration lieutenant’s strengths while leveraging the experience and knowledge of the Boomer and Gen X senior leaders. The context in which an iGeneration lieutenant developed influences how they learn. Between social media, Youtube, and video games, these officers are comfortable with reading, watching, and even interacting with history, science, and current events in an online environment. This information access developed a cohort of officers that have little concrete experience in the world, but an ability to virtually mine anything they need to know. What they lack, however, is the critical analysis needed to filter and understand this information. Leaders should recognize these dynamics and present their experiences in a way that appeals to this new generation. New lieutenants will best learn by observing, researching, and collaborating. This style is less receptive to directive orders and more motivated through senior mentorship. This does not mean that these officers are not effective followers. Instead, they prefer to take the problem at hand, brainstorm ideas, and view it from multiple perspectives to gain consensus on the best solution.
Leaders at the tactical to strategic level should consider these traits while developing organizational programs. Tactical commanders can use the iGeneration’s unique learning style to develop critical analysis by encouraging these officers to critically think and write. Likewise, senior Army leaders could consider expanding the acceptance of more junior officers into information operations and operational support career fields. Operating in these functional areas will leverage these officer’s strengths and can promote and grow the Army capabilities as a whole. Overall, the inclusion of these new officers in multiple arenas of the US Army will promote growth and development for the ability to fight on a twenty-first-century battlefield.
There are currently four different generations of officers within the Army and these generations arrange themselves across the Army’s hierarchical rank structure because of “time-in-grade” requirements for promotions. Leaders should understand that these generational differences impact those around them. Over the last seven generations of officers, these differences often perpetuated a cycle of misunderstanding. Recognizing how these misunderstandings can occur, officers should be aware of personality traits and how leaders and subordinates will interpret these traits. Leaders should also recognize that a new generation of lieutenants is arriving in the Army. These officers are technology-based and have a vast social network that can span various nations and cultures, granting them a unique perspective into the strategic environment. They possess an unparalleled ability to virtually mine the internet but lack the critical analysis to understand it. With proper self-awareness within the officer corps, leaders can effectively develop programs for this emerging generation of lieutenants. Senior officers should develop more programs that develop the critical thinking and analytical abilities of these officers while leveraging their strength and understanding of technology and social networking. By better understanding the Army’s generational divides, officers can ensure that the Army remains on the leading edge of technology, leadership, and war-fighting capability.
Gen. David Berger, the US Marine Corps commandant, suggested the concerns surrounding a service members’ use of questionable Chinese-owned apps like TikTok should be directed against the military’s leadership, rather than the individual troops.
Speaking at the Reagan National Defense Forum in Simi Valley, California, on Saturday morning, Berger said the younger generation of troops had a “clearer view” of the technology “than most people give them credit for.”
“That said, I’d give us a ‘C-minus’ or a ‘D’ in educating the force on the threat of even technology,” Berger said. “Because they view it as two pieces of gear, ‘I don’t see what the big deal is.'”
“That’s not their fault. That’s on us,” Berger added. “Once they begin to understand the risks, what the impact to them is tactically … then it becomes clear. I don’t blame them for that. This is a training and education that we have to do.”
Commandant of the U.S. Marine Corps Gen. David Berger speaks with Marines during a town hall gathering at Marine Corps Air Station Cherry Point, North Carolina, July 31, 2019.
“National security experts have raised concerns about TikTok’s collection and handling of user data, including user content and communications, IP addresses, location-related data, metadata, and other sensitive personal information,” Schumer added in the letter.
Senate Minority Leader Chuck Schumer.
To “err on the side of caution,” US Army cadets throughout high school and university were banned from using TikTok while in uniform to represent the military, a spokeswoman said in November. The act does not ban them from using it for personal use.
The app, which was formerly Musical.ly, exploded in popularity and boasted 1 billion monthly active users earlier this year. TikTok and its owner, Beijing ByteDance Technology, claims that American user data is not stored in China, nor is it politically influenced by the country.
“Let us be very clear: TikTok does not remove content based on sensitivities related to China,” the company said in a statement in October. “We have never been asked by the Chinese government to remove any content and we would not do so if asked. Period.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
As the US military is focusing on the Russian and Chinese threat, the Arctic becomes an ever more important region. The bountiful natural resources reportedly existing under the endless ice of the Arctic make the contested region highly desirable for all contestants — and there’s a lot of them.
In addition to the US, the European Union, China, Russia, Canada, and the United Kingdom all present some claim to the Arctic and are claiming sovereignty over portions of the plentiful natural resources that are hidden underneath the ice.
US special operations units, thus, have every interest to prepare for action in an arctic environment since they are at the tip of the spear of the American military.
In September, a Special Forces mountain team from 1st Battalion, 1st Special Forces Group, participated in exercise Valor United 20. The exercise, which brought together special operations and conventional troops, took place in Seward, Alaska. Its aim was to boost the experience and expertise of the participants in arctic warfare and increase the interoperability between special operations and conventional forces.
A Navy SEAL with a Special Operations Military Working Dog training in arctic conditions (US Navy).
The participants focused on patrolling, arctic, alpine, and glacier movement, crevasse rescue, and long-range communications under the austere conditions of the arctic environment. Regarding the last aspect of the training (long-range communications), the Special Forces team’s communications sergeants were able to send high-frequency messages from their positions to their headquarters in Okinawa, more than 4,400 miles away. In doing so, they tested their ability to securely transmit a message over an extremely long distance without being compromised. It’s important to remember that in a near-peer conflict, the enemy’s capabilities compete with or match those of the US military, unlike what has been happening in the Middle East for the past 20 years where US troops have been fighting a technologically inferior enemy.
A Special Forces communication sergeant (18E) with 1st Battalion, 1st Special Forces Group (Airborne) sets up an antenna for high-frequency transmission during Valor United 20, an arctic warfare training exercise in Seward, Alaska (1st SFG).
While they were in the area, the 12-man Special Forces Operational Detachment Alpha (ODA) had the chance to work alongside the 212th Rescue Squadron and assist the Air Commandos in wilderness search and rescue missions.
“This was a great opportunity to refine previous Small Unit Tactics training and expand our proficiency to conduct arctic operations in an austere mountain environment,” said the ODA’s team sergeant in a press release.
Training offers units the opportunity to test tactics, techniques, and procedures, the utility of gear, and the rationale of established concepts in different environments. For example, a soldier moving and fighting in the arduous arctic environment needs significantly more calories than a soldier who sits on a forward operations base most of the day and goes out on a direct action mission at night or from a troop who is training a partner force. Thus, exercises like Valor United 20 are a great opportunity to answer the “what” and “how” questions units might have about operating in different geographical environments.
Rangers undergoing the Cold Weather Operations Course (US Army).
Army Special Forces soldiers aren’t the only ones who are getting additional arctic warfare training. The 75th Ranger Regiment, arguably the world’s premier light infantry special operations unit, has been sending troops to the Cold Weather Operations Course (CWOC) with increased frequency.
The Army has recognized the increased importance of and emphasis on arctic warfare by introducing the Arctic Tab. Since January, soldiers who successfully complete the Northern Warfare Training Center’s Cold Weather Leaders Course (CWLC) are awarded the Arctic Tab. This decision sparked some controversy since many feel that another tab would diminish the value of the preexisting ones, such as the Special Forces Tab, Ranger Tab, Honor Guard Tab, or Sapper Tab.
BRUSSELS — EU monitors have identified a “trilateral convergence of disinformation narratives” being promoted by China, Iran, and Russia on the coronavirus pandemic and say they are being “multiplied” in a coordinated manner, according to an internal document seen by RFE/RL.
The document, which is dated 20 April, says common themes are that the coronavirus is a biological weapon created in the United States to bring down opponents and that China, Iran, and Russia “are doing much better than the West” in fighting the epidemic.
It also states that Iranian leaders — amplified by Russian media — continue calling for the lifting of U.S. sanctions against Iran, claiming that they are undermining the country’s humanitarian and medical response to COVID-19.
The document says this is part of a wider Russian, Iranian, and Chinese “convergence” calling for a lifting of sanctions on Russia, Iran, Syria, and Venezuela — all countries that have seen U.S. economic sanctions against them increase under the administration of U.S. President Donald Trump.
In the case of Syria, the COVID-19 disinformation is used “to reinforce an anti-EU narrative that claims the bloc is perpetrating an “economic war” on the Middle Eastern country.
The 25-page document was written by the strategic communications division of the European diplomatic corps, the European External Action Service (EEAS).
It is a follow-up to an April report stating that Russia and China are deploying a campaign of disinformation around the coronavirus pandemic that could have “harmful consequences” for public health around the world.
The new report says Russia and to a lesser extent China continue to amplify “conspiracy narratives” aimed at both public audiences in the EU and the wider neighborhood. It further notes that official Russian sources and state media continue running a coordinated campaign aimed at undermining the EU and its crisis response and at sowing confusion about the health implications of COVID-19.
The document also states that most of the content identified by the EEAS continues to proliferate widely on social-media services such as Twitter and Facebook. It alleges that Google and other services that deliver advertisements “continue to monetise and incentivise harmful health disinformation by hosting paid ads on respective websites.”
Representatives of those companies did not immediately respond to RFE/RL’s request for comment.
According to analysis by the team, disinformation about the virus is going particularly viral in smaller media markets both inside and outside the EU in which technology giants “face lower incentives to take adequate countermeasures.”
It adds that false or highly misleading content in languages such as Czech, Russian, and Ukrainian continues to go viral even when it has been flagged by local fact-checkers.