When you’re only given 280 characters, you better make them count. I can’t say most Twitter users succeed in this endeavor. I searched through the craziness to find the military tweets of the week. Enjoy these gems.
1. Kit Up
Some adjust more easily than others..
Wait, who has military housing with a bannister?
3. Relationship Problems
I’m not sure if I should laugh or be concerned.
4. Fighting Words
I’d watch a competition between the Rockettes and the Marine Corps Silent Drill Platoon.
5. E-4 Mafia
I’m not sure of the strategy, but it would be interesting.
6. A PCS Christmas
We’ll be finding these stickers until the end of time.
7. It’s Go Time
The after picture wouldn’t be so exciting.
I have a feeling the recon folks will disagree.
9. Marines and Crayons
I’ll have to research the oorah borealis.
10. The LT
I see how the Lieutenant can be confused.
Where else do you learn to sleep standing up?
Only in the Marines.
13. Life Goals
Some people thrive in chaos.
We know the barbers on base only know one way to cut.
They sure don’t make ‘em like they used to. That’s something that can be said for most things in modern society, all over the world. For some reason, it seems like everything used to be built to last and whatever we’re doing today just doesn’t measure up.
For evidence of this fact, look no further than the B-52 Stratofortress bomber. Once built to fight World War III not long after the start of the Cold War, the B-52 has managed to stick around for well over 50 years. Now it looks like it might be around for another 50 years after.
When it was first introduced in 1955, the B-52 bomber wasn’t winning any beauty pageants. That’s how it earned the nickname “Big Ugly Fat F**ker,” or “BUFF” for short. But if it’s going to win anything, it’ll win a lifetime achievement award.
The Air Force has built hundreds of these aging beauties, capable of flying more than 8,800 miles on eight turbojet engines without an aerial refuel, dropping 70,000 pounds on an enemy target and then, ostensibly, returning home (with an aerial refuel, of course). That’s a pretty big mission, one only the specially-designed B-52 could fulfill.
On top of that, it was designed to carry nuclear weapons, as part of the Strategic Air Command’s Cold War-era deterrent strategy. These planes stay aloft for hours protecting the northern skies of the United States and its allies.
Its staying power is largely due to its low cost of operation and maintenance, its ability to reliably drop ordnance on any target anywhere in the world and its combat performance – the B-52 has dropped bombs in almost every major American conflict since it entered service.
“When we built the B-52, it was supposed to be a high-altitude nuclear bomber, right? Going to the adversary,” Maj. Gen. Andrew Gebara, Director of Strategic Plans, Programs, and Requirements at Air Force Global Strike Command, told Defense One. “Then it became a low-altitude nuclear bomber. And then it became a high-altitude carpet bomber in Vietnam. And then it became a standoff cruise missile shooter in Desert Storm. And then it became a precision strike close air support platform in Afghanistan and Iraq.”
Like any aircraft that outlasts its expectations, it did require a facelift now and then.
In 2013, the Air Force gave its B-52 fleet a major upgrade, called Combat Network Communications Technology (CONECT). It involved replacing the B-52’s electronics, communications technology, computing and avionics. Software upgrades were added, as were new computer servers, modems, radios, data-links, receivers and digital workstations.
Part of that massive overhaul also included upgrading the plane’s primary capabilities: dropping bombs. Its internal weapons bays were adapted to fit modern JDAM bombs, cruise missiles and decoy missiles. It also got its bomb payload increased by 66%. So today’s B-52 Stratofortresses are smarter, relay more information to and from ground control and are deadlier than ever before.
Now the Air Force is considering giving the B-52 program another major overhaul to the 76 that are still flying today. They’ll be replacing its current Pratt & Whitney TF33 engines (first added in 1966) with new, more efficient ones. Combined with utilizing smaller aircrews, this means the B-52 could fly for more than 100 years, according to a new report from Defense One.
The Air Force says it will be the biggest modernization program in the airframe’s history and will allow the B-52 to outlast its supposed replacements, the B-1B Lancer and B-2 Spirit bombers. It will serve right alongside the Air Force’s newest bomber, the B-21 Raider, well into the 2050s.
Now, with the new modernization effort, the Air Force is going to turn the classic BUFF into a modern bomber of the 21st Century. According to Air Force officials, the B-52’s original design made it the perfect plane to upgrade for range and weapons capabilities. This also made it cheaper to upgrade than to design and build a new aircraft.
It’s hard to say goodbye to a loved one, even if they may not understand what “goodbye” means. When the Harworth Family relocated to South Korea from Fort Bragg, they had to leave behind Zeus, the family dog. Putting Zeus under the care of a family friend, they took off for Asia in 2012 with the hopes that they would see Zeus again.
Just a few months later, the friend told Ben Harworth that his beloved Chow Chow-German Shepherd-Rottweiler-mixed best friend had died. The family was devastated.
Time went on and the Harworth’s pain over losing their family friend slowly eased and life continued as it always had — but that’s not where the story ends.
Much after the dog’s reported demise, Laura Williams of Durham, N.C., picked up what looked like a Rottweiler along the roadside. It was thin and gaunt but otherwise looked like a healthy dog. She picked him up and took him to the nearby Banfield Pet Hospital where veterinarians found the canine was microchipped. The information on the chip told them that the dog’s name was Zeus and that he belonged to the Harworth Family.
The Raleigh-based hospital called the Harworths — who were living in Washington State in 2015. When the family found out their beloved Zeus, presumed dead for three years, was actually alive, they were ecstatic.
“We all got chills,” Williams told Raleigh’s CBS affiliate WNCN. “The girl from the vet got chills. I got goosebumps and I almost started crying because, for the past three years, they thought their dog was dead.”
The hospital arranged a Skype reunion between the family and their dog – Zeus’ tail wagged furiously for the entire duration. Sadly, this was the only meeting they could arrange at the time. Zeus was suffering from heartworm and was unable to fly the 3,000 miles to the Harworths’ new home.
But don’t worry — the story doesn’t end there, either.
Banfield Pet Hospital covered the cost of treating Zeus’ heartworm, but the employees there went a step further. Banfield’s practice manager, Rachel Overby, decided to drive Zeus home. She took him nearly 3,000 miles to reunite Zeus with his family after three long years.
Zeus was met by Ben, Melody, and the entire Harworth family (along with a crew of reporters who followed the journey on Instagram with the hashtag #GetZeusHome). Tears no doubt filled everyone’s eyes as Zeus climbed out of the van that made the cross-country trip to get him home.
The only difference in the Harworth family was the addition of Bear, a nine-pound Chihuahua that joined the family after Zeus’ supposed death.
No one is sure why the Harworths’ family friend told them Zeus passed away or even how Zeus managed to make it from the Fayetteville area to the Raleigh-Durham area of North Carolina. The Harworths hadn’t spoken to that friend in the three years since Zeus’ alleged passing.
The Center for Disease Control and Prevention, in conjunction with analysis from the Delphi Behavioral Health Group, showed that military service members drink more than any other profession — much to the surprise of absolutely nobody.
A tale as old as time…
It’s no secret that heavy drinking is a staple of military culture in the U.S. In fact, it’s so significant that military consumption of alcohol can seem like something out of an Onion article — like the time Iceland ran out of beer to serve troops.
The CDC study has confirmed just how severe it is, especially when ranked against literally any other profession.
The study covered over 27,000 people from 25 separate industries, focusing on their drinking frequency from 2013 to 2017. It discovered that the average person has at least one drink on about 91 days of the year.
(Photo by Sgt. Rebekka Heite)
However, military members lead all other professions with a whopping 130 days of drinking per year. That’s a drink a day for more than one third of the year.
The next closest profession was miners at 112 days, followed by construction workers at 106 days. Unsurprisingly, manual labor jobs round out the majority of the heaviest drinking jobs.
Okay, so that’s the rate of knocking off for a beer after work — but what about binge drinking?
(Photo from US Army)
The Department of Defense, using data from 2015 and 2016, discovered that about 30% of military members reported binge drinking in the month preceding the survey. Marines, specifically, reported doing so at an astronomic rate of 42.6%.
Veterans’ rate of binge drinking has reportedly risen from 14% in 2013 to about 16% in 2017.
This is alarming, as the initial study has also determined that drinking in the U.S. is trending downward. This has not been the case for service members: the number of days that military members drink has risen steadily since 2014.
Researchers attribute PTSD as one of the major factors causing veterans and active duty personnel to drink. Another reason for the surge could be a systemic culture that has allowed casual binge drinking as a rite of passage, or simply a way to pass time in isolated areas.
Whatever the reasoning, one thing is clear, drinking culture in the military is not going away without some major changes.
Earlier this month, Fort Benning’s United States Army Infantry School (USAIS) announced its plan to retire the “shark attack”, an approach unleashed on fresh recruits during their first moments at basic combat training. Headlines and critics would have you believe that the Army’s decision to eliminate this tactic from the basic training experience represents a move to make the training ‘nicer,’ ‘easier’ or ‘softer’ on recruits. But the truth is that the “shark attack” is outdated, ineffective and likely does more harm than good in the long run; Its retirement is long overdue.
The “shark attack” is a purposeful stress-inducing attack on a single recruit that is carried out by several drill sergeants. It is typically marked by intense yelling, the issuing of contradicting commands and verbal denigration and is designed to assess the trainee’s ability to handle stress. According to Command Sergeant Major Robert K. Fortenberry, Command Sergeant Major for USAIS, the “shark attack” was designed to create a “chaotic environment that centered around applying physical exertion under stress.”
Sgts. 1st Class Alec Donahoe and Todd Owen, drill sergeants with the Mississippi National Guard Recruiting and Retention Battalion, motivate a warrior in the Recruit Sustainment Program during a “shark attack” Oct. 7, 2017, in Senatobia. (U.S. National Guard photo by Staff Sgt. Scott Tynes)
In a video articulating the new USAIS approach, CSM Fortenberry explains that this weeding-out technique is outmoded due in large part to the fact that we have an all-volunteer force. In other words, volunteer recruits likely already have attributes favorable for military service and don’t need to be thinned by the extreme technique which was used to “establish dominance and authority using intimidation and fear to weed out the weak of heart.”
In truth, Army basic training techniques haven’t evolved much since the 1970s and in some cases since the early 20th century. The majority of the core training techniques are designed to reinforce blind obedience and reactiveness to commands. While making sure soldiers are able to follow orders is critical, modern warfare requires soldiers who are adept at, say, reading the mood of a marketplace in a foreign city versus going “over the top” or charging machine gun emplacements.
The Army Vision for 2028, which was announced in June of this year and is co-authored by Army Chief of Staff General Mark Milley and Secretary of Defense Mark Esper, then Secretary of the Army, outlines a stark evolution of the U.S. Army’s battle stance. In addition to increasing the Army to 500,000 soldiers, the memo outlines the increased use of “autonomous systems, artificial intelligence and robotics” on a battle stage of “high-intensity conflict, with emphasis on operating in dense urban terrain, electronically degraded environments, and under constant surveillance.”
Getting rid of the “shark attack” is, in fact, just one way the Army is modernizing its approach to preparing a modern fighting force. The retooling of infantry One Station Unit Training, or OSUT, also serves as the introduction of a new program dubbed ‘The First 100 Yards.’ According to CSM Fortenberry, the program builds a “critical foundation” by “professionally introducing the soldiers to the spirit of our great branch” and introducing drill sergeants as “leaders willing to share in the hardship.” The goal of The First 100 Yards is to “develop teamwork, identify informal leadership, establish trust, and build esprit de corps,” explained Fortenberry.
But removing the “shark attack” isn’t just about modernizing training, but removing the vestiges of the hand-me-down era of training that was preoccupied with spitting out bonafide soldiers as quickly as possible. Late last year, USAIS announced its plans to extend OSUT from 14 to 22 weeks. The extension is intended to give recruits more exposure to weapons systems and small-unit and individual skills in a less pressurized, hurried training environment.
But the OSUT extension is also a nod to how the military has had to evolve to accommodate the level of preparedness of incoming would-be soldiers. In a press release around the announcement of the new 22-week OSUT program, Colonel Dave Voorhies, 198th Infantry Brigade commander said the extension is geared toward establishing “firmer training fundamentals: marksmanship, physical training, land navigation, the ability to medicate, combat lifesaver skills, combat water survival, Soldier discipline, and more.” The extended OSUT allows for more time for soldiers to get up to Army standards while adequately preparing them for a faced-paced, technologically advanced battlefield.
Attrition among recruits is a perennial problem for initial training facilities like USAIS. According to recent reports, attrition rates across the Army training centers fall somewhere around 12-15%, a number that comes at a huge price tag. A study of Army retention published in 2020 by the Rand Corporation, suggests that the total sunk cost for a single enlistment — including outlays for training, wages, and other benefits given to recruits — is roughly ,000. This equates to a loss of roughly 0 million dollars annually.
Training centers like USAIS also have to contend with new reports that link post-traumatic stress and anxiety to the heavy-handed methods often used in basic training, especially tactics like the “shark attack.” And while the induction of stress and anxiety into training scenarios has always been seen as a crucial element to preparedness, methods like the “shark attack” may not have that effect, especially on a green volunteer looking to serve their country. In fact, it “betrays the innate trust between teammates,” said CSM Fortenberry. “And worse — betrays the crucial bond of trust with our leaders.”
U.S. Army Drill Sergeant Sgt 1st Class. Aleman assigned to Foxtrot 1st Battalion 34th Infantry Regiment participates in the “Shark Attack” or fear stage of the discipline process, as trainees arrive to the First day of Basic Combat Training on 12 June 2017 at Fort Jackson, SC. (U.S. Army photo by Spc. Darius Davis/Released).
That breakdown of trust may prove to stick with soldiers long after they have left the training world. According to the American Institute of Stress, basic training environments which teach soldiers ’emotional numbing’ may in fact be unknowingly laying the foundation for PTSD. “Emotional numbing,” it states, “allows for the person to put aside feelings and do whatever it takes to survive or help others survive.” While this is, at face value, a positive trait for a soldier to have on the battlefield, it’s often that it remains as the mode of dealing with any stressors.
“Later such numbing may include a sense of not really being a person, feelings of not fitting in, that no one can understand, feeling or being told that one has no emotions, and not being able to feel emotions in situations calling for intimacy, tenderness, sexuality or grief. Efforts to avoid thoughts or feelings associated with the trauma may include isolating, substance abuse (drugs, alcohol, food, cigarettes), and other compulsive behaviors,” the report states.
Essentially, the “shark attack” may be a cornerstone of a training approach that has been pre-conditioning soldiers to manage their military-related stress through ‘mental numbing.’ This ‘mental numbing’ may then lead soldiers to suppress subsequent feelings of stress that arise from combat scenarios which could exacerbate the effects of COS — Combat Operational Stress — and lead to permanent patterns of PTSD. In short, there is no basic ‘un-training.’
Interestingly, the rate of PTSD among veterans since Vietnam has been fairly consistent. According to information from the Veterans Administration, roughly 15% of Vietnam veterans were diagnosed with PTSD resulting from combat service. That number was slightly lower in the Gulf War at 12%. For OIF and OEF, the amount of service-connected PTSD ranges from 11-20% year to year. There are a multitude of factors that contribute to PTSD. Further, the three aforementioned wars were markedly different in just about every aspect. That said, they all shared a common trait: the basic training doctrine.
Without further study into the relationship of the “shark attack” style training in basic training units and its long term effects on PTSD, it’s impossible to know if the two are connected. What is certain, however, is that the new approach ushered in by USAIS is a positive one, if only because it does away with the outdated training modules of a long-extinct type of warfare and refocuses on the needs of today’s soldiers to fight today’s battles.
According to a recent Better Business Bureau study, service members are more susceptible to fraud than average consumers. In fact, scammers using the name “Exchange Inc.” have been attempting to fool soldiers and airmen into thinking they are working with the Army & Air Force Exchange Service to broker the sale of used cars, trucks, motorcycles, boats, and boat engines.
“For years, scammers have used the Exchange’s trademarked logo and name without permission to purportedly sell vehicles in the United States,” said Steve Boyd, the Exchange’s loss prevention vice president. “Some military members have sent money thinking they’re dealing with the Exchange, only to receive nothing in return.”
Military exchanges do not have the authority to sell vehicles or represent private sellers in completing transactions in the continental United States. Scammers have left consumers with the impression they are doing business with the Department of Defense’s oldest and largest exchange service.
Scammers have left military consumers with the impression they are doing business with the Army and Air Force Exchange Service by using the name Exchange Inc. to dupe military consumers.
The scammers typically direct potential buyers to use multiple third-party gift cards to pay for purchases. Most recently, scammers required payment using Google Play gift cards. To verify any suspicious payment method requests, military shoppers can call Exchange Customer Service at 800-527-2345.
The Exchange operates solely on military installations and via ShopMyExchange.com. The Exchange does not act as a broker in private transactions and does not advertise in classified advertisement or resale websites.
Shoppers who believe that they may have been taken advantage of can file a complaint through the Internet Crime Complaint Center at www.ic3.gov.
As entrepreneurs, it’s easy to get caught up in what we see as the success of others, but if social media has taught us anything, it’s that perception and reality are often quite different. Air Force veteran and founder, Charlynda Scales, wants more entrepreneurs to realize this.
From Scales’ experience, when we see someone achieve what appears to be significantly more than what we’ve accomplished, it sometimes makes us think we must be doing something wrong. Or maybe we aren’t smart enough or working hard enough. But more often than not, it’s none of that. It’s simply the fact that we’re only seeing the carefully crafted picture that person wanted you to see.
She says that despite her success, the reality of her situation behind the scenes was often far different than what other people assumed. They would see her activity on social channels, speaking at events and being featured by the media, and assume that her company was larger and generating significantly more revenue than it was.
She recalls a particular situation that exemplified this when she was asked to participate in an event hosted by Hill Vets. She had just left an unhealthy relationship taking only her clothes with her, was sleeping on a cot in an unfurnished apartment, and got a free makeover at the makeup counter in the mall before the event. She even wore a dress that she bought for $700, carefully tucking the tag away so that she could later return it after the event.
Seasoned entrepreneurs can relate to this experience, but many new founders don’t yet understand that the reality of entrepreneurship is often nothing like the glossy image we see on the surface.
There’s a lot of hard work, failure, challenges and disappointment behind the scenes. In many ways, it’s a lot like the military in that you need to be there for the right reasons. You need a powerful “why” to drive you through the hard times.
“You don’t have to feel qualified to be qualified to accomplish a goal or carry out a mission.”
Scales’ path was no surprise to anyone who knew her—after ROTC at Clemson University, she commissioned in the Air Force and became the fourth generation of veterans in her family. In fact, her company was named in honor of her grandfather, Charlie “Mutt” Ferrell Jr., who was also an Air Force veteran and served in Vietnam and Korea.
Scales then started Mutt’s Sauce while stationed at Wright-Patterson Air Force Base in Dayton, Ohio, with the only remaining copy of a recipe that had been handed down by her grandfather.
Her business grew rapidly from there, but her journey also included a number of challenges along the way.
Initially, she started by working with the local Amish community to handle contract manufacturing for her products in batches of 700-1000 bottles at a time, which she would then pick up and deliver herself. She quickly outgrew their capabilities and began seeking manufacturers who could handle a larger volume. Since then, she’s had to switch manufacturers three times to handle her consistently growing volume.
She sold just 18,000 bottles in 2018, followed by 36,000 in 2019, and then like most of us, was blindsided in 2020 by COVID. While she was already working on building a stronger online presence, this global event forced her to make a massive and immediate pivot, going all-in on e-commerce. Today, her products can be found on her own website and in several retail stores.
But Scales doesn’t attribute her success only to herself—she says she had a lot of help along the way, and she’s a huge believer in collaboration and mentorship because she’s experienced the leverage they create first-hand.
Unsurprising to most veterans, upwards of 90% of her collaboration comes from fellow veterans, many of whom she met through the Military Influencer Conference. But she has also collaborated with and received mentoring from industry titans like Daymond John, who was so impressed with what she had accomplished that he made her a Rise and Grind ambassador and included her in his latest book, Powershift.
In 2017, she learned about another opportunity for collaboration—the Heroes to CEOs grant, run by Bob Evans Farms. Candidates had to submit a video telling a compelling story about their business’s veteran backstory for a chance to win a $25,000 grant.
Mike Townsley, CEO of Bob Evans Farms, explained that the program is their way to carry on the spirit of Bob Evans, the company’s late founder. “He had a soft spot for the military and veterans because he served in the Army,” Townsley said.
For the second annual Heroes to CEOs contest, in addition to the grant, three finalists won a trip to New York City where they also received mentoring from Bob Evans Farms executives and a half-day coaching session with Shark Tank judge Daymond John. “He’s equipped to teach them ways to gain momentum that are unique to an entrepreneur,” Townsley said. “It’s so much more different starting a small business wearing many hats, versus a large corporation that I run.”
Scales, who was an Air Force Reservist at the time, was one of the finalists.
“I answered a call from an unknown number,” she said, “and it was Daymond John telling me I won the contest. I just lost it. I cried.”
But she’s most passionate about collaborating with fellow veterans.
One of those veterans was Molly Mae Potter, who won Ms. Veteran America in 2016, a contest where Scales was 2nd Runner Up. Potter and Scales attended the Military Influencer Conference together and served as ambassadors for Final Salute, an organization that helps house homeless female veterans.
“My grandfather taught me humility will take you further than money,” Scales said.
With her tenacity, collaboration with fellow veterans, mentorship from entrepreneurs like Daymond John and grant money from Bob Evans Farms, Charlynda managed to scale her company from a meager $30,000 its first year to almost $80,000 in 2019.
“I do it because my grandfather sacrificed so much for his family — because I’m fourth-generation military, and that means something. Because my mother gave up everything so I could get an education. Because everything is connected and things happen for a reason. I tell people all the time they need to spend some time understanding that reason – to harness their why – so that they can walk in their purpose.”
When the cheers of the viral military homecomings have dissipated and the videos stop playing, real life begins. Netflix’s new documentary, Father Soldier Son, pulls back the curtain and brings the viewer into the reality of the military family and the devastating cost of a 20-year war.
The public perception of a military service member leans toward words like heroic and exceptional. But they are human beings with real struggles as they live with the aftereffects of their commitment to this country. Father Soldier Son reveals that to the public. To create the documentary, two journalists from The New York Times spent 10 years (yes, 10 years) following American soldier Brian Eisch and his family.
What initially began as a film to document a battalion’s year-long deployment in 2010 during a troop surge evolved into an unexpected new project for directors Leslye Davis and Catrin Einhorn.
“We really wanted to tell the stories of American soldiers and Brian was just one of many [in that deployment]. But his kids were just so captivating and they spoke with such honesty, openness and emotion about what they were going through. They really stuck with us,” Einhorn explained.
The documentary begins with Eisch’s sons, Issac and Joey. They share their feelings about their dad being deployed overseas and their deep fears for his safety. This is another unique perspective of this film; the public is given a glimpse of how deployment impacts military children.
The viewer then witnesses the joyful reunion for the boys when their dad comes home for a break in his deployment. It’s not unlike the homecomings that go viral on social media. But then, the directors bring you in deeper with the emotional, compelling moments when the boys have to say goodbye; something not many members of the public ever witness.
When Eisch returned to combat in Afghanistan, he was shot.
Viewers are then brought on Eisch’s journey of being a wounded warrior. “We were able to show the before and what the boys were going through while he was away and the anxiety and fear that they have. Then we showed what happened after,” Einhorn explained. She continued, “There’s this sort of iconic idea of a hero, but what does that really mean? What is the sacrifice? Brian had a truck drive into a field and then jumped out of it to try and rescue this wounded ally of his. That is a very heroic thing by all accounts and he received an award for that. But what did that mean for him and his life afterward?”
Every time the directors thought the film was done, things kept happening in Eisch’s life that brought them back. “We got to take this personal and deep dive into this family to show how it [war] impacted them over time,” Davis said.
Three years after his combat injury, the constant pain forced Eisch to undergo a leg amputation.
The events that unfold after following that are a reality for many service members experiencing physical or invisible wounds of war. This film will bring viewers on a journey filled with hope, but also devastating loss and pain. “As journalists we really wanted to make it a window into a military family…These quiet consequences and how they can ripple through a family and reshape things. That’s what we witnessed with this family and felt hadn’t been explored,” said Einhorn.
Directors Catrin Einhorn (left) and Leslye Davis (right).
Both directors were asked how the family reacted to the documentary once it was revealed.
“We got to watch it with the family…He [Eisch] thinks it’s true. He thinks the story accurately depicts his life. The first time the family watched it – it was very retraumatizing. They were in grief watching it, and shock. But it seems that it has their seal of approval,” Davis shared. Einhorn added, “He said it was both joyful and devastating for them to watch it. He turned to us at the end and said, ‘It’s true, I am struggling.'”
“We look forward to what people take away from the film,” Davis said.
The documentary is available at midnight on July 17 to Netflix subscribers. The directors shared that the New York Times will be releasing a follow up a few days after the release to give viewers an update on the family.
When watching the film, it will take viewers into the unadulterated reality for military families. Father Soldier Son is a stark reminder of the far reaching ripple effects of war.
Fighter jets rarely fly by themselves. Most of the time — if not all of the time — they fly in a section (two aircraft) or sometimes a division (four aircraft). This is for multiple reasons but mainly because a fighter jet is not very effective on its own. A wingman can offer additional firepower and top cover on many different missions.
Safety is another reason. For example, when flying over large bodies of water for extended periods of time, fighter jets routinely fly in section. Having a minimum of two aircraft allows for a margin of safety when operating in remote locations. In case one of the aircraft has an emergency, the wingman can help out.
So this begs the question, what does it mean to be a good wingman?
1. Be a Good Follower
A wingman is there to back up the lead aircraft, not lead the section. This means a wingman cannot try and take over the flight, no matter how much he may want to. Wingmen are there to do as much as they can to help the lead aircraft with the mission. Notice that I used the word “help,” not “take over.”
2. Keep your Comm Chatter to a Minimum
“Join up and shut up” is how the saying goes. No one wants to hear a Chatty Cathy on the radio. Most of the time, the wingman should respond to the lead aircraft’s communication on the radio with the tactical callsign or just “Two!” If you feel the need to say more than that, check the fifth rule below to see if you should say more.
Every fighter pilot knows that poor communication is probably one of the biggest contributors to a poor hop. Communication is always debriefed after a flight and poor comm is always recognized in the tape debrief. Make sure you don’t add to it!
3. Don’t Cause More Problems
We had a wingman one time that would not stay in position for the entire flight. The lead pilot was constantly reminding the wingman and always looking for him. The lead even had to shackle the flight in order to get the section pointed in the right direction. The unnecessary tactical administrative problems took away from the execution of the actual mission. The wingman became a burden and affected the overall performance of the section due to his lack of professionalism.
4. Execute the Mission
Exactly as it sounds. Brief the flight, fly the brief. Don’t make things up on your own. If you didn’t talk about it in the brief then it is probably not a good idea to try it out now.
Most importantly, make sure you are a team player and help the section along. For example, stay within visual sight of the lead; shoot and/or bomb the appropriate target (sounds obvious, right?); and provide top cover for the lead.
A successful wingman allows the lead aircraft to think about the larger tactical picture. This ultimately leads to success in the mission because the lead is not focused on the small things.
5. Be a Safety Observer
This one is probably the most important for obvious reasons. Safety is paramount and a good wingman can do some real good keeping the lead out of trouble. A safety advisor is there not only for emergencies but for tactical purposes as well, particularly in the visual arena.
If the wingman sees a bandit first, he or she must use directive over descriptive comm to maneuver the flight advantageously towards the threat.
For example, consider the following communication:
Viper 2: “Break right, bandit six o’clock!”
Notice that the wingman said “what” to do before describing where the threat was. It’s better to get the flight moving first and then paint the picture.
While being a wingman may not be the most glorious of roles, the position is critical for the overall mission’s success. Take pride in your ability to do the “blue-collar work” well. You’ll see a great outcome and you’ll learn a lot.
Getting a website with a .gov domain can be as easy as telling the government you’re a small-town mayor and filling out an online form.
According to a new report from cybersecurity watchdog Brian Krebs, someone was able to get a .gov domain by impersonating a small-town mayor using information he found online. The person used a fake Google Voice number and fake Gmail address, both of which reportedly cleared the government’s authorization process.
“I assumed there would be at least ID verification. The deepest research I needed to do was Yellow Pages records,” the unnamed source told Krebs.
A spokesperson for the US General Services Administration, which is in charge of issuing .gov domains, said in a statement to Business Insider that it was investigating the issue and couldn’t comment on open investigations.
In a separate statement to Business Insider, the Cybersecurity and Infrastructure Security Agency said protecting the integrity of the .gov domain from fraudsters is “critical” to national security. CISA is housed under the Department of Homeland Security, and a CISA spokesperson said that the agency has asked to take over control of authorizing .gov domains from the GSA.
“The .gov top-level domain (TLD) is critical infrastructure for thousands of federal, state and local government organizations across the country,” the CISA spokesperson said. “Its use by these institutions should instill trust. In order to increase the security of all US-based government organizations, CISA is seeking the authority to manage the .gov TLD and assume governance from the General Services Administration.”
Once the person obtained a fraudulent .gov domain, they were also able to access Facebook’s law enforcement subpoena system, which allows government agencies to request personal information on Facebook users, screenshots obtained by Krebs show. A Facebook spokesperson did not immediately respond to Business Insider’s request for comment.
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It should come as a surprise to no one that the men and women who fought for the United States are the ones who care most about how it’s run — and the people who run it. For the third year in a row, American military veterans are shown to volunteer, assist neighbors, join civic groups, vote, and engage public officials at rates higher than non-veterans.
The finding comes as a result of the 2017 Veterans Civic Health Index, a study conducted in cooperation with Got Your 6, a veteran’s empowerment nonprofit designed to encourage and enable veterans to continue serving in their local communities while fostering greater cultural changes in the United States, and the National Conference on Citizenship, a Congressionally-chartered national service project dedicated to strengthening civic life.
Civic health, defined as a community’s capacity to work together to resolve collective problems, has been shown to positively impact local GDP, public health, upward income mobility, and has other benefits that strengthen communities. By releasing this annual study, Got Your 6 and its partners aim to eliminate common misconceptions about veterans, while highlighting the civic strength of America’s returning servicemen and women.
The study found that veterans are what it calls “the strongest pillar of civic health” in the United States and calls on the country to adjust the way it frames veteran reintegration. Consistent with Got Your 6’s mission, the study aims to help in changing the perception of veteran transition from one of a series of challenges to the opening of a potential source of leadership and training.
Significant findings from the study include:
(2017 Veterans Civic Health Index)
73.8 percent of veterans always or sometimes vote in local elections versus 57.2 percent of non-veterans.
(2017 Veterans Civic Health Index)
Veteran volunteers serve an average of 177 hours annually – more than four full work weeks. Non-veteran volunteers serve about 25% fewer hours annually. Delivering critical services to a community without regard for wages or reward is a vital service to local areas in the United States.
In this, specifically, the female veteran population goes above and beyond the call of duty.
(2017 Veterans Civic Health Index)
In terms of involvement, 11.5 percent of veterans have attended a public meeting in the last year versus 8.3 percent of non-veterans. The rate at which veterans belong to a local or national civic association was significantly higher as well. These groups can have a large collective impact on American communities.
(2017 Veterans Civic Health Index)
Some 10.5 percent of veterans worked with their neighbors to fix community problems, compared to 7.7 percent of non-veterans. But engagement goes beyond fixing problems, it’s also about stopping them before they start — something veterans are proactive in doing.
More than that, engaging one’s community forms the bonds that can bring people together in good times and in bad. Veterans who transition from the military tends to miss the closeness and brotherhood aspects of their service, leading them to more often reach out within communities.
(2017 Veterans Civic Health Index)
It should also come as no surprise that the youngest generation of veterans (23.4 percent of all veterans are younger than 50) is a diverse one, inclusive of more females (one in six) and ethnic minority groups. The United States, as a whole, is becoming more diverse and the veteran population is a reflection of that diversity.
As a subset of U.S. population (just nine percent of Americans are veterans), vets are more likely to lend a hand to their neighbors and fellow citizens, leading the charge in recovery operations for the multitude of natural disasters that affected the U.S. in 2017.
With these numbers, we can reasonably expect veterans to continue being at the forefront of civic action in American communities. This is the country veterans earned through hard work and, in some cases, sacrifice. The maintenance of the nation understandably means a great deal to this relatively small group of Americans.
If the result of this study predict a trend for the future, the country is in good hands.
Maybe it’s the half dozen major life changes or the low-grade depression you ignored the last few years you were on active duty, or maybe the less-than-healthy coping mechanisms you developed to help you get through the tougher times, but you’re feeling…low.
Therapy is validating, and soon you’ve got some insight about what you want. Oh, you’re actually less stressed in high-stress situations? Good to know. You’ve got zero work-life boundaries? Hmmmm, tell me more.
A long-standing Washington, D.C. donor has pledged to donate $1 million to the Boulder Crest Foundation in a matching challenge. The goal is to extend their ability to serve through vital services that target the needs of the military community.
Ken Falke is the founder and Chairman of Boulder Crest Foundation. He’s also the co-author of the best-selling book, Struggle Well: Thriving in the Aftermath of Trauma. Falke served in the United States Navy for 21 years where he was an Explosive Ordnance Disposal Technician before retiring as a Master Chief Petty Officer. Early in the War on Terror, he began to see the increasing numbers of wounded EOD troops. He started a consulting company that worked to serve their needs. “After taking care of about 11 families, my wife and I started something known as the EOD Warrior Foundation,” he shared. Falke spent 16 years taking care of physically wounded EOD troops before leaving the foundation.
Falke and his wife began hosting military families at their home for cookouts and nature trips. “One day my wife said, ‘Rather than having these families in our house, why don’t we build some cabins in the meadows?’ “We had 200 acres,” he explained. That idea his wife had is what started the whole initiative. In 2011, the Foundation was established with the mission of utilizing Post Traumatic Growth to target issues impacting the military community as a whole.
“It was the nation’s first privately funded wellness center for veterans and their family members. Our biggest donor was the Clark family of Clark Construction. They came to us three and half years ago and gave us a $10 million dollar gift and we bought a second facility in Arizona,” Falke shared. “We now have two beautiful centers and we do the exact same thing at both centers.”
Kathryn Buckland is a major in the United States Army, stationed at Fort Irwin, CA. She personally knows the power that the support and resources Boulder Crest Foundation can provide. “Boulder Crest and the PATHH program gave me the permission to openly admit that I was struggling and that it was okay,” she explained. “For years, I would tell myself that I was unworthy of seeking help because there were others in more dire situations or who had experienced more trauma than I have that needed those resources and opportunities more. As an athlete, student and now Army Officer, I have spent the majority of my life training, yet I was never trained on how to struggle well.”
Struggling well is a key concept that the Boulder Crest Foundation teaches within their programs for the military community. They don’t do this alone either. Falke shared that it is through partnerships with many nonprofits and organizations that they are able to truly make a difference. “You can go a lot further together than you can on your own,” he stated.
Another thing the Foundation is working on is to remove the stigma associated with getting help, even if you haven’t seen combat. “I vividly remember when I did reach out for help, the individual peered over my shoulder to look at my uniform for either a combat action badge or combat medical badge, as if they could not understand why I was struggling if I had not been in engaged in combat over my deployment,” Buckland shared. “Not all veterans deploy and of those that do – not all have trauma directly related to their combat experiences, which is why it is critical to change the narrative about what our society perceives to be reasons for why our veterans are struggling.”
Although veterans have struggled for years with invisible wounds, it has continually worsened over time as the wars raged on. When the Boulder Crest Foundation saw the numbers increasing for suicides among veterans as the world battled the COVID-19 pandemic, it was spurred into action to do more. One of the ways they will be able to tackle the needs of so many is through the generosity of others through the matching challenge. When this $1 million dollar gift is matched, it will allow the organization to serve over 300 more veterans.
The organization has come a long way since its founding and has even opened their programs to the nation’s first responders and their families. The statement on their website says it all: We envision a world where all combat veterans, first responders, and their families have the training, skills and support they need to transform their struggle into lifelong Post-traumatic Growth.
To learn more about this organization and how you can support its efforts, click here.