2020 was not great. We’ve been shut in and locked down with nowhere to go and little to do. Thankfully, our essential master distillers and whiskey workers kept calm and carried on, releasing some amazing bottles of bourbon, scotch, and rye that we can enjoy in the confines of our own homes. Of course, the usual hyper-limited editions came and went this year, snapped up the moment they hit the shelf, often at 10x the retail price. But in 2020 there were still plenty of new stellar whiskey releases, bottles that are more reasonable and accessible. That’s why you won’t find any impossible to find bottles on this list (minus, well, a few exceptions). What you will find are what we think is the best whiskey of 2020, from long-aged scotches to new expressions of tried-and-true bourbons.
This jaw-dropping bourbon is still available on shelves here and there but you may have to do a bit of searching to find a bottle. Bottled in bond means the whiskey has to be whiskey from a single distiller, barreled in one season, aged at minimum four years and entered the bottle at 100 proof. This vintage did an even longer stint. Seventeen years in the wood helped create a wonderfully complex bourbon. There are notes of vanilla, toffee, and sassafras as well as a punch of oak and a pulsing cherry that this a whiskey to sip slowly and savor. $200.00
One of our favorite annual releases, this years is an impressive bottle. Four Roses master distiller Brent Elliot hand selected four batches, two 12 year olds, one 16 year and one 19, from four different bourbon recipes to blend together a brilliant whiskey. It fruity, rich and spicy with subtle oak. This bourbon clocks in around 111.3 proof, so we like it neat, but it can handle a drop or two of water. $220.00
To celebrate the brand’s 150th anniversary, the folks at Old Forester created this special edition that knocked our socks off. Master distiller Chris Morris selected 150 barrels and from those master distiller Jackie Zykan created three different batches, each meant to amplify traditional Old Forester flavors. While all three batches are highly sought after, Batch 1 is a fruit bomb that will shock and awe your palate. Loaded up with apple, pear, and apricot, the whiskey finds its balance against a plume of spice and a herbal peppermint. Old Forester founder George Garvin Brown would be proud. $540.00
Okay. We lied, this 16 year old Russell’s Reserve 2003 is basically impossible to find*. But master distiller Eddie Russell knocked this limited offering so far out of the park, we had to pay it a little tribute. Sweet sixteen years ensconced in oak gave this bourbon a dark hue and rich layers of smoke. At 89.5 proof, it’s a sweet and spicy mouthful awash in caramel, vanilla, leather and tobacco that’s worth a bit of a quest. $250.00
While the folks at Beam-Suntory also dropped a stellar 15 year old Knob Creek as a limited edition this year, the brand’s 12 year grabbed our attention and prominent spot on our bar thanks not only to its depth but also its accessibility and more modest price point. For around $60 this is a bottle with quite a bit of wow factor for your taste buds. Big traditional notes of caramel, vanilla and spice but the extra three years in the barrel compared to the standard bearing nine year, have added enhanced balance and created a deeper more luxuriant mouthful. $58.00
A new addition to the Ardbeg core range, Wee Beastie displays a shocking amount of depth for a single malt only aged a short five years. It’s an excellent Islay whisky and currently one of the most affordable to emerge from the island. After a quick stint in both ex-bourbon and Oloroso sherry casks is already loaded up with a deep chocolate flavor, licorice, salt and pepper, a heap of peaty smoke and traditional Islay medicinal notes make Wee Beastie a helluva dram. $120.00
Port-finished whisky can be a bit of a sticky wicket. If the spirit sits too long, the wine flavors overpower the whisky. If it doesn’t rest long enough, the experience can be fairly middling. Thankfully, Rachel Barrie and her team at GlenDronach got this one just right. Port Wood takes the brand’s Highland spirit — aged in Pedro Ximénez and Oloroso sherry casks — and builds more flavors through another maturation cycle in port pipes from the Douro Valley in Portugal. The result is an exquisitely fruity dram, balanced by pungent baking spices and toasty wood. $90.00
When we heard the name, we thought this latest drop from Glenmorangie was going to be an overly sweet and cloying marketing gimmick. But second guessing Dr. Bill Lumsden and company is a fool’s errand. Glenmorangie Cake is in fact quite divine. A lovely heat gently radiates the palate, while flashes of peanut butter, shortbread, coconut cream pie and a hint of pineapple sparkle through a lingering pear syrup with a weighty toasted nutty finish. It’s just weird enough to make a great whisky. $120.00
Islay maker Bruichladdich is probably best known for their wicked peat bombs in the Octomore series, but they do make some un-peated expressions as well, including their delicious house style Classic Laddie and their annual release Black Art. This year’s edition, 08.1 was barreled way back in 1994 and while it’s objectively an expensive bottle, it’s actually not ridiculously priced for a 26 year old single malt. Black Art is a delectably complex whisky, and while it did more than two and a half decades in the barrel, the oak is gentle texture soft and supple. Sweet notes a la vanilla, fruit, and caramel dance around tobacco, spice and dried herbs, making every sip incredibly luxurious. $550.00
Given the chance, we think Wild Turkey Rare Breed Rye, could quickly become a go to for many rye enthusiasts. While the rye portion of the mash bill is only 51% it’s still packs a good dose of spice. It’s barrel proof, uncut at 112.2 proof, giving it a pleasant intensity and loads of flavors like caramel, fruit, biscuits and mellow saltwater taffy note that lead to a spicy, peppery finish. $72.00
One of the most interesting, recent ideas in whiskey, Pinhook’s Vertical Series took 450 MGP rye barrels and is releasing them as they age from four to twelve years, so consumers can track the evolution of flavors with time. The four year rye, concocted by master taster Sean Josephs, is a phenomenal whiskey. It’s a high rye, 95% with 5% malted barley, spirit that after only four short years in wood is already, fruity, spicy, complex and balanced. We can’t wait to see what another year, and the next eight, in the barrels yields. $50.00
The Little Book series is, in part, the passion project of Freddie Noe, the eighth in his line to craft whiskey at Beam. Each drop has been extraordinarily successful both in terms of sales and as a quality whiskey. The fourth release, “Lessons Honored” is a tribute to his father master distiller Fred Noe. A blend of a 4-year-old Kentucky Straight Brown Rice Bourbon, 8-year-old Kentucky Straight “high rye” Rye Whiskey and a 7-year-old Kentucky Straight Bourbon Whiskey, “Lessons Honored” is a robust glass. Clocking in at 122.8 proof, a splash of water mitigates the heat but won’t mitigate the spice that finds balance against lush fruit, caramel, and vanilla. $204.00
Michter’s limited releases tend to sell out in short order but we have still seen a few of the 2020 Toasted Barrel Strength Barrel Finish Ryes on the shelf, so if you see one snap it up. The brand uses two different barrels to make this expression, a traditionally charred new American oak variety and then a second more lightly “toasted” one made from 2 year air dried wood. The result is a complex and intense whiskey laden with caramel, cherry, brown butter and of course spice with a finish that will take any rye lover straight to their happy place. $280.00
Six military parachute teams from around the world are training together with the U.S. Army’s Golden Knights to sharpen their skills and share lessons learned.
About 80 parachutists have been dotting the sky each day with colorful parachutes identifying them as Army, Air Force, Navy or one of the international training partners from the British Army.
“They learn from us. We learn from them,” said Lt. Col. Ned Marsh, commander of the Golden Knights, the U.S. Army Parachute Team. “We establish joint and combined interoperability. That familiarity boosts safety among parachutists in preparation for shows thousands of feet about the ground.”
Amazing Helmet Cam Footage From The U.S. Army Parachute Team “Golden Knights”
Amazing Helmet Cam Footage From The U.S. Army Parachute Team “Golden Knights”
Joint training is a normal part of the Golden Knights’ annual certification cycle; however, in the past, each of the other teams have come separately for training. This is the first time all seven of these teams have come to train together at the same time. Throughout the week they are developing advanced skills and maximizing safety standards for combined military performances at show sites for the 2019 season.
In addition to the Golden Knights, the teams here for training include: the British Army’s Red Devils, the U.S. Army Special Operations Command Black Daggers, the U.S. Navy Leap Frogs, the U.S. Air Force Wings of Blue, the U.S. Special Operations Command Para Commandos, and Fort Benning’s Silver Wings.
Talk about precision.
(U.S. Army photo by Sgt. 1st Class Brandan Parra)
“It’s great to be over here and get some cross training,” said British Sgt. Maj. Dean Walton, who is one of 13 Red Devils who traveled to Homestead for the week. “Each team does things differently, and we can always improve. If we can improve and do things better and safer, it’s great to learn from each other how we can perform public displays.”
During the demonstration season, the Golden Knights perform with other U.S. and foreign military parachute teams at numerous events across the globe. Providing training for these teams is a key mission of the Army Parachute Team.
“There is no rivalry between the teams,” said Staff Sgt. Christopher Hardy, USASOC paratrooper from the Black Daggers. “We all have good bases and we build off of that. If you look at the little targets on the drop zone, it’s a friendly rivalry to see who can land closest to the ‘X.'”
The Black Daggers use this training to perfect their demonstration team skills.
(Photo Credit: Lara HartmanPoirrier)
For the British Army’s Red Devils, the camaraderie is about much more than coming together to train each year. The team’s history with the Golden Knights dates back to the 1960s.
“When the Red Devils were originally formed, it was the Golden Knights that helped us get set up,” Walton said. “During the 1960s for an event, we actually jumped into Stonehenge with the Golden Knights.”
In June the Golden Knights will jump with the Red Devils for a demonstration in the United Kingdom. “Personally, the best part is getting to train with these guys,” Walton said. “They are exactly the same as us. Similar sense of humor, similar experiences, and it’s great to meet up once a year. We have some quite good friends on the teams.”
The Golden Knights, based at Fort Bragg, North Carolina, are one of U.S. Army Recruiting Command’s key outreach teams dedicated to creating awareness about the Army and educating the American public about the opportunities and benefits of service.
Rip-Its are a comforting old friend to American Post-9/11 veterans. Most American probably don’t even know they exist, unless you happen to be a regular at your local Dollar General store. In war zones, Rip-Its are widely available for sale and, in some cases, are free. Move over, coffee, this is the unofficial beverage of the Global War on Terror.
The problem with this is overindulgence may actually be hurting troops as they transition back home.
Rip-It, the military’s favorite brand of energy drink (when deployed), is sold to the military by National Beverage Corp., the same team of drink magicians who brought us Faygo and La Croix. It’s sold in much smaller cans than the ones available in the U.S., but anyone naive enough to believe that keeps U.S. troops from drinking too much is sadly mistaken.
No one gets enough sleep in a war zone as it is. And when soldiers, sailors, airmen, and Marines are awake, they need to stay vigilant about their work, any external threats, and, in some places, internal threats as well. This is one reason coffee has been a mainstay of the U.S. military for so long.
The rise in popularity of energy drinks like Rip-It happened to coincide with a huge number of young people, the primary consumers of energy drinks, heading off to war in Iraq and Afghanistan. The love affair’s timing is a perfect storm. It became a little slice of home and comfort while pulling double duty keeping people awake when they needed to be.
Even people who never drank an energy drink before were likely to try at least one while deployed.
Eventually, these same troops returned home from their combat deployments. The study found 75 percent of soldiers were still drinking them after coming home. Of those,16 percent were drinking two or more per day, an amount the study defined as “excessive.”
Those found to be drinking more were more likely to exhibit signs of mental distress or other mental issues, especially aggressive behaviors, sleeplessness, alcohol misuse, and excessive fatigue after being home for seven months after their combat deployment. Not only that, those drinking to excess “are associated with being less responsive to evidence-based treatments for PTSD,” the authors of the study wrote.
Troops who consumed fewer than two drinks reported a lower rate of these symptoms.
The study didn’t address Rip-It specifically, though it did ask what size study participants were prone to using. The use of drinks by this Army sample was five times higher than in a previous study of airmen and civilians in the general population.
Military leaders aren’t likely to call for an end to the widespread use of energy drinks, but many have already called on their troops to cut down on consumption.
If silver screen legend James Dean hadn’t died in a 1955 car accident, he would be 88 years old, much too old to portray a Vietnam War-era soldier in the upcoming film Finding Jack. But he did die in that car crash, and he’s not actually being resurrected to star in the new movie – but his image and likeness are.
Set against the background of the Vietnam War, Finding Jack is about Fletcher Carson, a volunteer troop in the U.S. Army who lost his family and his will to live back home. He joins, hoping to lose his life in combat. Instead, he gains a Labrador Retriever who helps nurse him back to physical and emotional health. When it comes time for the U.S. withdrawal from Vietnam, the dogs are declared surplus equipment and are destined to be left behind. Carson, like many troops, wasn’t willing to part with his new battle buddy.
The story is based on the real events surrounding the withdrawal of American forces from Vietnam. The Nixon Administration really implemented this policy as a cost-saving measure. Thousands of military working dogs who helped American forces in the Vietnam War really were left behind at war’s end, their fate (like many Americans, POWs, and MIAs) would forever be unknown.
An estimated 10,000 dogs were left behind in Vietnam.
The legendary actor, who originally died at age 24, has been cast in the film adaptation of the book. The production company producing the film got the permission of his family before casting the star of Rebel Without a Cause and East of Eden. Dean will star as a secondary character named Rogan in the film.
“We searched high and low for the perfect character to portray the role of Rogan, which has some extreme complex character arcs, and after months of research, we decided on James Dean,” Anton Ernst, one of the directors, told The Hollywood Reporter.
While Finding Jack will be a live-action film, James Dean will be reproduced through the use of computers, using actual footage and photos. His voice will be dubbed by another actor. So far, Dean is the only known cast member of the film.
In the United States, we enjoy a good amount of federal holidays, during which many employers give their employees a paid day off. During these breaks, which sometimes result in a three- or four-day weekend, everyone can take some time to relax with friends and family — maybe even enjoy a barbecue.
Everyone, that is, except the troops deployed to combat zones. On these days, troops will (sometimes) get a slightly nicer meal served by their chain of command before they return to the grind.
To celebrate the troops that are in harm’s way and the sacrifices their families make, we have today, October 26th, the oft-forgotten Day of the Deployed. Despite the fact that it’s officially recognized by all 50 states as of 2012, you’ll likely see far more people posting things to their social media account about National Breadstick Day, which, this year, happens to share the date.
While the holiday doesn’t necessarily call for huge, elaborate celebration, officially recognizing it as a federal holiday during times of ongoing conflicts would go a long way. Hear us out.
Lt. Col. Honsa’s cousin worked to give him a nationally recognized holiday while he was deployed… The rest of our families need to step up their care package game…
Of the ten holidays observed by the federal government, two of them directly honor the military: Memorial Day, for fallen troops, and Veterans Day, for the living. There’s also Armed Forces Day, which honors the current, active duty military, but that holiday is rarely recognized outside of the military community.
The Day of the Deployed is similar to Armed Forces Day, but it specifically honors the troops who are currently deployed. The holiday first began in 2006 when Shelle Michaels Aberle approached North Dakota Governor John Hoeven to officially proclaim a day to specifically honor the troops out there fightin’ the good fight. The date October 26th was selected in honor of Aberle’s cousin, Lt. Col. David Hosna — the birthday of a soldier who, at the time, was deployed.
When Hoeven became a senator, he sponsored S.Res.295 on October 18th, 2011, to designate October 26th as the “Day of the Deployed.” It was approved unanimously and without any amendments. Since then, all 50 states have officially observed the holiday.
Six years later and the holiday is nothing more than a footnote at the bottom of calendars, found by those looking for wacky holidays — and that’s a shame. A day to commemorate the heroic acts of the troops fighting on the front lines does not deserve to be on the same level as Talk-Like-A-Pirate Day.
Federal recognition of the day would put it in league with the holidays that people get an extended weekend to celebrate — you know, the ones people take seriously. For this to make most sense, we’d need to make a couple of changes:
First, it should become a floating holiday — this year, it falls on the last Friday of October. In our opinion, that’s the perfect place for it. Not only would that mean a three-day weekend, it also means it could incorporate Remember Everyone Deployed Fridays in an official capacity, which gives people a way to celebrate.
And with the way that the postal system works for outlaying combat outposts, the care packages would arrive just before Christmas!
(U.S. Navy photo by Lt. j.g. Matthew Stroup)
On this newly upgraded National Day of the Deployed, everyone would wear red as a symbol and, as an action, they’d send care packages out to those on the front line. Hell, even if only a tiny fraction of the American population actually sends care packages, that’d be a huge windfall for the troops.
A day to remember the troops deployed overseas is an objectively better reason for a four day weekend.
(U.S. Army photo by CPT Jarrod Morris, TAAC-E Public Affairs)
Now, let’s take a look at the competitors. There are already three holidays that fall around(ish) the last Friday of October: Halloween, Columbus Day, and Veterans Day.
On Halloween, children enjoy a day of free candy and dressing like princesses and superheroes while adults awkwardly party while disguised as various pop-culture references. An extended weekend around that time would be very welcomed by the public — it wouldn’t hurt to give people a day off and let them know they have the troops to thank for it.
Earlier in the month, there’s Columbus Day, a federal holiday that’s becoming less relevant and more contentious by the year. As time goes on, evidence surfaces that suggests that Columbus, as an explorer, never stepped foot on American soil. He wasn’t the first person — or even the first European — to get here, and whether we should celebrate beginning of harsh times for American Indians is hotly debated. A 2014 report from Rasmussen showed that only eight percent of the U.S. population even believes that the day is even important. Honestly, we can’t see there being much push-back if we nixed Columbus Day in favor of Day of the Deployed.
It’d also never leave the American public’s mind that our troops are still not home to enjoy the little things — like paid time off.
(U.S. Navy photo by Lt. j.g. Lauren M. Gaidry)
Finally, on the other side of October, we’ve got Veterans Day. If Day of the Deployed were to become a floating holiday, it’d fall somewhere between eleven and eighteen days before Veterans Day.
If the final Friday of October happened to be the 31st, that means the country would enjoy back-to-back three-day weekends. If it fell on the 25th — the longest possible gap — that’d mean people could enjoy a total of eight days off and ten days of work between two holidays honoring the troops and what they’ve given this great nation of ours.
Give people that kind of time off and the freedom to enjoy themselves a bit, and you’ll truly drive home the point that brave men and women are out there sacrificing so that we can enjoy the liberties we do.
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.
A user on Quora asked the following question: “Do some troops really wear ball caps and berets into combat instead of helmets? Why?” It might sound surprising, but the answer is actually yes, yes sometimes they do.
It seems counterintuitive, given that a helmet is worn to protect against bullets, collisions, and shrapnel while a ball cap is…not, but enough troops weighed in with their own experiences to confirm this activity.
The reasons varied, but legendary sniper Chris Kyle probably gave the most honest answer:
Bradley Cooper portraying Chris Kyle in the film ‘American Sniper.’
“Why a ball cap? Ninety percent of being cool is looking cool. And you look so much cooler wearing a ball cap,” Kyle wrote in his autobiography American Sniper.
Before Kyle’s death, ‘American Sniper’ screenwriter Jason Hall had the opportunity to work closely with him to maintain the authenticity of the film. Here, Bradley Cooper plays Kyle in a close-quarters scenario.
But one of the most important reasons service members will don a ball cap or beret in lieu of the helmet is to appear less intimidating to the local population. When dealing with low level insurgencies, appearing more friendly can help reduce tension and “win the hearts and minds” of civilians.
Still, at the end of the day make no mistake, in combat a protective helmet is the best protection against traumatic brain injuries and death.
The 80th Flying Training Wing is moving at the speed of innovation and is bound to only get faster as visionaries incorporate the latest in mixed realities to boost undergraduate pilot training.
Lt. Col. Jason Turner, 80th FTW Strategic Initiatives director, said the implementation of virtual and augmented realities is creating a portfolio of tools that allows instructor and student pilots alike to enhance the learning experience within the Euro-NATO Joint Jet Pilot Training program, the world’s only internationally manned and operated combat pilot training program.
Through the use of 360-degree cameras, skilled pilots and actual images from flights over north Texas and southern Oklahoma, the program is able to build instructional content to train students on items such as local aerial procedures and ground operations.
In short, it’s creating a realistic flying environment in a controlled setting that enables students to learn and make mistakes in a safe setting.
Massachusetts Institute of Technology Reserve Officer Training Corps Cadets Preston Tower, left, Alexander Knapp and Ian Palmer fly three T-38C Talons in formation in a mixed reality environment during a flying training session with the 80th Flying Training Wing at Sheppard Air Force Base, Texas, Feb. 1, 2019.
(U.S. Air Force photo by John Ingle)
“The solution essentially gives them the ability to visualize some of the things that they’ll experience airborne so that once they do get airborne, they’re able to take those reference pictures that they saw in mixed reality and apply them to their training in the air, hopefully making their air time training more valuable,” he said.
Maj. Steve Briones, the 80th FTW’s director of Wing Innovation, has played an integral role in leading the innovative charge to marry traditional simulator training and real flight time with fast-advancing technologies such as virtual and augmented realities. He said it has taken about six months to go from concept to two functional “Innovation Labs” available to ENJJPT instructors and students.
Virtual reality creates an experience where a person is immersed in a virtual world, whereas an augmented reality incorporates digital elements to a live view of an environment.
“It’s the future of learning in the Air Force,” Briones said. “It’s just being able to take different methods of delivering content or just making the learning content accessible in different ways.”
Briones said the innovative training tools will not replace traditional simulators as they provide a physical, hands-on platform to practice instrument familiarity and emergency procedures. However, the newest set up does allow for visuals that can’t be replicated in a simulator such as formation flying because they are able to link individual training stations.
The technology brings pilot training methodologies together in a new and adaptive way, he said, that is a cloud-based and student-focused in such a way that airmen in the ENJJPT program can access courseware wherever they are and whenever they want to.
“If you asked folks six months ago when we were just thinking about this if this was possible, they would’ve been like, ‘No way. There’s no way,'” he said. “So, I think it allows us to think critically about how we’re training and how we can make ourselves better.”
A group of Reserve Officer Training Corps cadets from the Massachusetts Institute of Technology were in the 10-station lab Feb. 1, 2019, trying out the technology as part of a visit to the 80th FTW. Turner said the trio taking a virtual flight had spent about 30 minutes on the mixed reality trainers, but they were already showing a skill ENJJPT students learn over the course of the 55-week program: formation flying.
“They’re still learning. They’re still developing,” Turner said of the potential for student pilots as seen by the MIT students. “But this also gives them a place to practice where mistakes don’t cost them their safety.”
There is, admittedly, some hesitancy with the new technology as there is very little performance data in the program at this time to fall back on. Turner said part of that is because the technology has not been specifically introduced into the ENJJPT syllabus.
What they’ve done, he said, is encourage students to try out the equipment to change their mindset in regards to effectiveness of the training and the sense of reality it brings. What they’ve seen is when one student sees the capabilities, they bring others to the experience, who in turn bring more.
Turner said ENJJPT Class 20-04 will start a small-group trial at the end of February 2019, which will include deliberately implementing these technologies into their training. They will also soon have the ability to toggle between T-6A Texan II and T-38C Talon training modules.
“While that virtual reality or mixed reality won’t replace actual flight time, it’s intended to augment it to make that time more valuable,” he said. “That’s when students will officially be coming here as part of their training experience.”
Turner and Briones both lauded the public-private partnership with industry leaders to create a training environment that compliments existing platforms. The technology, they said, is exceeding expectations and they are seeing how it will continue to enhance the ENJJPT training curriculum.
The Army has doubled the amount of parental leave available to fathers and other secondary caregivers of newborn infants with a policy that also provides more leave flexibility for mothers.
Secretary of the Army Mark T. Esper signed a directive Jan. 23, 2019, that increases parental leave from 10 to 21 days for soldiers who are designated secondary caregivers of infants. The new policy makes the Army’s parental leave comparable to that of other services and in compliance with the 2017 National Defense Authorization Act.
Mothers will now be granted six weeks of convalescent leave directly after giving birth and can be granted another six weeks of leave as primary caregiver to bond with their infant anytime up to a year after birth.
“We want soldiers and their families to take full advantage of this benefit,” said retired Col. Larry Lock, chief of Compensation and Entitlements, Army G-1. He said parental leave is a readiness issue that ensures mothers have the time they need to get back in shape while it also takes care of families.
A soldier shares a high-five with his daughter.
The new policy is retroactive to Dec. 23, 2016 — the date the NDAA legislation was signed for fiscal year 2017.
In other words, soldiers who took only 10 days of paternal leave over the past couple of years can apply to take an additional 11 days of “uncredited” leave as a secondary caregiver.
An alternative would be to reinstate 11 days of annual leave if that time was spent with their infant.
Eligible soldiers need to complete a Department of the Army Form 4187 and submit it to their commanders for consideration regarding the retroactive parental leave.
Fathers can also be designated as primary caregivers and granted six weeks or 42 days of parental leave, according to the new policy. However, only one parent can be designated as primary caregiver, Lock pointed out.
If a mother needs to return to work and cannot take the six weeks of leave to care for an infant, then the father could be designated as primary caregiver, he said. However, if the mother has already taken 12 weeks of maternal leave, that option is not available.
Sgt. 1st Class Michael Lewis, a motor sergeant assigned to the 232nd Engineer Company, 94th Engineer Battalion, plays with his daughter.
(Photo by U.S. Army Staff Sgt. Heather A. Denby)
Until now, mothers could receive up to 12 weeks of maternity leave, which had to be taken immediately following childbirth. Now, only the six weeks of convalescent leave needs to be taken following discharge from the hospital. The second six weeks of primary caregiver leave can be taken anytime up to a year from giving birth, but must be taken in one block.
In the case of retroactive primary caregiver leave, it can be taken up to 18 months from a birth.
This provides soldiers more flexibility, Lock said.
The new directive applies to soldiers on active duty, including those performing Active Guard and Reserve duty as AGRs or full-time National Guard duty for a period in excess of 12 months.
Summing up the new policy, Lock said the Military Parental Leave Program, or MPLP, now offers three separate types of parental leave: maternity convalescent leave, primary caregiver leave, and secondary caregiver leave.
Mothers who decide to be secondary caregivers are eligible for the convalescent leave and the 21 days for a total of up to nine weeks.
Parents who adopt are also eligible for the primary or secondary caregiver leave.
The new policy is explained in Army Directive 2019-05, which is in effect until an updated Army Regulation 600-8-10 is issued.
If 36 years in the Army hadn’t taught me that, then the culmination of the first two weeks of my job as the City Manager of Panama City, Florida certainly did. From Iraq to Afghanistan to posts across the U.S., I have been extremely fortunate to serve our country as an officer in the U.S. military – and thought I’d seen it all.
I was wrong.
With an impact like a hammer on a plate glass window, Category 5 Hurricane Michael struck the Florida Panhandle on October 10, 2018, with a force not seen since Hurricane Andrew leveled parts of South Florida 26 years earlier. And although I had accepted my new job in February – the city gave me a grace period so that I could finish my service in the Army, conclude a civilian job as a church business administrator, and donate a kidney to one of my fellow parishioners – nothing prepared any of us for this hurricane and its brutal aftermath.
Yet, even as the clouds parted and the enormity of the challenge ahead became clear, so too did the community’s resolve to take control of its future. Devastated as the city was, the sense of inspiration to rebuild Panama City with renewed opportunities for all was palatable.
From the outset, we adopted twin fundamental tenets: we would surpass the pre-storm status quo, and this initiative would only be successful if it was truly driven from the “bottom up” and not dictated from the “top down.” And every undertaking had to deliver tangible benefits to improve the safety and security, quality of life, vital infrastructure, and/or economy of the newly reimagined Panama City.
The series of citizen-driven public events we kicked-off in June 2019 to shape anew the city’s historic downtown and waterfront are perfectly illustrative of this effort. Neglected over the years, there was now a once-in-a-century blank canvass on which everyone in Panama City could paint. Embracing this opportunity, hundreds of neighbors joined the design teams to ideate around their vision, join the process via open microphone sessions, surveys, and hands-on work with maps to render a key part of the blueprint for a new Panama City. Earlier this year, we (virtually) staged additional events across other equally historic neighborhoods within the city.
Often, the simplest of statistics brings definition to particularly important, albeit unglamorous, accomplishments. As a case in point, in the 18 months following the storm we removed the equivalent of 40 years’ worth of debris (3.9 million-plus cubic yards) mostly in the form of downed trees and limbs, compared to a pre-hurricane average annual collection of 100,000 cubic yards per year.
Indeed, there is nothing more foundational to rebuilding a community than housing. I am especially proud of the almost million we secured in State funding to establish the ReHouse Bay initiative to help Panama City and Bay County residents secure affordable housing. With direct financial assistance of up to ,000 for down payments and closing costs, to repair and recovery aid, to help preventing foreclosure and short-term mortgage assistance, to short-term rental assistance, these programs are key to the city’s long-term vibrance and resolution to its acute shortage of housing stock. This effort has already provided help to more than 300 applicants, with hundreds more in the pipeline – and more than 5,000 houses currently in development or under construction.
Equally important, we’ve seen a surge in economic opportunities for our residents. Post hurricane, we have supported the opening of 436 new businesses, for a total of 3,288 – which is 171 more than existed before the storm.
With companies from Suzuki Marina Technical Center to Clark and Son Inc. moving to Panama City, existing employers like Eastern Shipbuilding expanding, Verizon inaugurating 5G service (making the city one of the first in the country equipped with this high-speed service), and the St. Joe Company announcing a long-term land lease to bring a new hotel and restaurant to the historic downtown waterfront district, the city’s growth is only accelerating.
For those who ask, “are we done yet?” – the answer is an unequivocal “not by a long shot.” Two years on from the storm, our community’s steadfast joy of hope for a better and brighter future simply wouldn’t permit this collective commitment to stall. Not even for a moment. We press on to become the Premier City in the Florida Panhandle.
Mark McQueen is the City Manager in Panama City, Florida. Prior to his service with the City, he spent 36 years with the U.S Army, retiring as an Army Major General.
It’s the most wonderful time of the year. After saving up all of those leave days, you can finally enjoy yourself and take some time off to do whatever you’d like. Well, not whatever you’d like; you’ll have to take a piss test the day you come back, so, keep that in mind.
Regardless, you’re finally going to see all of your civilian family and friends! Sure, they’re probably doing the exact same thing as they were when you enlisted. And, yes, even though you’re only in town for a little while, your friends probably won’t want to make the 20-minute drive up to your parent’s place to see you. But hey, maybe you can sleep in and you don’t have to shave for two weeks. So, there’s that.
Anyways. Here’re some memes to help you get through the stress of dealing with everyone on leave.
The drug war has been going on for so long, the inward, secret lives of narcotics traffickers are beginning to take on a life all of their own, separate from the national borders we know as their homes. They have their own rituals, coded languages, technology, and now, even a secret religion has sprung up around their lives.
It’s called the cult of Santa Muerte – “Holy Death” – and it’s more intense and deadly than anything that came before it.
A Santa Muerte follower announces its adherence.
Since Mexican President Felipe Calderon upped the ante on the Drug War in 2006 by taking down the highest-ranking members of certain cartels, violence in the country has increased exponentially. Since then some 45,000 people have died in the drug war. The level of violence and death without warning has spurred the spread of the Santa Muerte religion in Mexico and beyond. Santa Muerte, in turn, spurs the narcos to become more and more violent.
The worshippers of Santa Muerte are primarily disenfranchised, poor Mexicans who turn to the cartels as a means of employment but soon begin the same cycle of murder and torture as those who came before them. The activities they’re forced to conduct aren’t accepted by pure Catholicism, so they turn elsewhere for comfort.
And now, you can buy the figurines on Amazon.
Santa Muerte has developed as a belief system for over 50 years or more. According to the FBI, “The Santa Muerte cult could best be described as [following] a set of ritual practices offered on behalf of a supernatural personification of death…she is comparable in theology to supernatural beings or archangels.” Unlike Death or the Virgin of Guadalupe, as she is often represented, her scales don’t actually work, a reflection of her amoral nature. Since many narco foot soldiers will end up dying a brutal death, the appeal of worshipping a death-like figure is obvious. In the meantime, Santa Muerte advocates are enjoying the world’s earthly pleasures.
While the FBI stops short of calling the worship of Santa Muerte a full-blown religion, it does have its own belief system, as well as priests, temples, and shrines, along with all the rituals associated with religion – including ritual killings.
A statue of Santa Muerte in a practitioner’s home.
Ritualistic Santa Muerte killings are abundant in Mexico and South America amongst narco-traffickers, but the killings are now making their way into the United States, albeit, primarily close to the border cities already struck by violence that has become the signature of the War on Drugs, and only four have been confirmed as related to Santa Muerte.
Border agents and local police have been thoroughly trained on the ins and outs of the religion and its followers, but luckily very few have been seen on the U.S. side of the border.
The stimulus checks have started to appear in everyone’s bank accounts and we’re sure they’re on the way if they’re going through mail. On one hand, it’s fantastic news for the folks that have been hit hard financially by the coronavirus. Hell, we all kind of need it after paying rent last week.
But there’s a little voice in the back of my head telling me that not everyone’s going to spend it on rent, utilities, essential groceries or whathaveyou, and wonder where it all went. Maybe it’s because I saw way too many young troops look at their clothing allowance as beer money…
Don’t worry if you’re like 99% of lower enlisted seeing a comma in their bank account. At least these memes won’t cost you a cent!