The gin and tonic is a perennial favorite for a reason. It’s easy to make, easy to drink, and genuinely refreshing, especially on a sweaty summer day. Like most of the world, we love the the classic highball cocktail. Hell, just hearing the word gin, makes us immediately think ‘tonic’. But that reflexive snap of the synapses is something we are trying to correct because a good gin is a wonderfully versatile spirit — great for sipping or crafting a variety of excellent mixed drinks. This is especially true in summer, when the floral notes pair well with the season. So, if you’re tired of the standard G+T, here are six gin cocktails — and the best types of gin to use in them.
1. The Negroni
The Negroni celebrated its 100th birthday this year and we are raising our glass to 100 more years for this venerable cocktail. It’s a serious drink, refreshing, yet bitter and perfect as an aperitif. We like ours with Beefeater thanks to its balanced citrus and juniper notes.
1oz Sweet Vermouth
Add all ingredients to a shaker filled with ice and shake until chilled. Strain into a rocks glass with one large cube of ice and garnish with an orange peel.
The French 75 is a wonderfully refreshing, easy to make cocktail. The pairing of gin and Champagne adds a sparkle to any brunch or a pop to an evening soirée. Plymouth Gin is a staple on our bar and it works well in the 75 thanks to complimentary citrus notes and a spice that plays off the the drink’s sweetness.
3/4oz Lemon Juice
3/4oz Simple Syrup
Add gin, lemon juice and simple syrup to an ice filled shaker. Shake until ice cold and pour into a champagne glass. Top with champagne and garnish with a lemon peel.
Nearly as easy to make as a gin and tonic, the Rickey is a gin highball with a more fun name. Clean and crisp, Tanqueray’s herbal and spicy bouquet is made even more aromatic by the bubbles from the soda.
2oz London Dry Gin
3/4oz Lime juice
Fill a highball with ice, add gin, lime juice and top with soda. Garnish with a lime wheel. For those who like a touch of sweetness, add a dash of simple syrup.
(Flickr photo by Tim Sackton)
4. The Last Word
This once and future crowd-pleaser was prohibition era drink resurrected in the early 2000s. Now on menus at cocktail bars around the country, it’s an easy drink to make at home. While it’s ratio is 1:1:1:1, the gin in the recipe is the star of the show and that’s why we like to use The Botanist, a robust floral Scottish variety that boasts a nice pop of juniper.
1oz Green Chartreuse
1oz Maraschino Liqueur
1oz Fresh Lime Juice
Shake all ingredients with ice until chilled. Strain into a martini glass and garnish with a lime twist and/or a maraschino cherry.
A delicious summer cocktail, the basil gin smash is so easy to drink it can be a little dangerous. It’s also simple to make. Hendrick’s Gin is our go-to when whipping one (or a pitcher) up, as the gin’s cucumber notes play beautifully with the basil.
1oz Fresh Lemon Juice
1/2 – 3/4 oz Simple Syrup
Muddle six to 10 basil leaves with lemon juice and simple syrup in a shaker. Add ice and gin then shake until chilled. Strain into a larger rocks glass filled with ice and garnish with a sprig of basil
(Flickr photo by Alan Levine)
6. The Vesper Martini
We can thank James Bond or at least Ian Fleming for this excellent riff on the traditional martini. It’s definitely booze-forward, so we don’t recommend having more than one unless you’re 007 and your liver isn’t real. The original recipe calls for Gordon’s gin and who are we to argue?
1/2oz Lillet Blanc
Shake all ingredients over ice. Strain into a chilled martini glass and garish with a lemon twist.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
When Gen. Stanley McChrystal began working on his memoir after retiring as a four-star general in 2010, he realized that his perception of himself as a leader was different from reality. In the past eight years, he’s had time to reflect on his career and the notion of leadership itself.
During that long career, McChrystal led America and its allies in the Afghanistan War before retiring as a four-star general in 2010. He revolutionized the Joint Special Operations Command. And he’s best known for taking out the leader of al-Qaeda in Iraq.
He’s now the managing partner of the leadership-consulting firm the McChrystal Group, and he’s the lead author of “Leaders: Myth and Reality.”
In an interview for Business Insider’s podcast “This Is Success,” he breaks down what he learned from key points in his life, including how recently revisiting the legacy of the Confederate general Robert E. Lee helped him realize it was time to redefine leadership.
Listen to the full episode here:
Subscribe to “This is Success” on Apple Podcasts, Google Play, or your favorite podcast app. Check out previous episodes with:
Stanley McChrystal: By the time we finished this book, we really arrived at this conclusion that leadership isn’t what we think it is, and it never has been. It’s much more complex. It’s not two-dimensional. And for me, one of the representative incidents is my relationship with Robert E. Lee. I grew up, figuratively speaking, with Robert E. Lee.
Rich Feloni: You grew up in Virginia.
McChrystal: I grew up in Northern Virginia, not far from his boyhood home, and I went to Washington-Lee High School. And when I turned 17, I went to West Point, as Robert E. Lee had done, and when you go to West Point, you don’t escape Robert E. Lee. I lived in Lee Barracks. There were paintings of Robert E. Lee. And while every other leader at West Point is famous, he’s special.
And then when I got older and I was retired and I had this picture that my wife had given me 40 years before. My wife had paid for it when I was a second lieutenant, and I hung it proudly at every set of quarters we ever had, because for me it represented “This is what I believe in.” When someone came into my quarters, they’d see, “Oh, Robert E. Lee. Those are the values that he believes in.” And I was proud of that.
Then, after Charlottesville, in late spring of 2017, my wife, Annie — we’d been married 40 years at the time — she goes, “I think you ought to get rid of that picture.” And my first response was, “You gave it to me, honey. I could never get rid of that?” And she says, “No.” And I said, “Well, why?” And she says, “I think it’s communicating something you don’t think it is.” And I said, “What do you mean? He was a general officer. He just did his thing. He was a military guy, not a politician or something.” She said, “You may think that, but people in our home may not think that, and they may think you’re trying to communicate something deeper, white supremacy and all those things. So one morning, I took it down and literally threw it away. And it was a pretty emotional moment for me.
And then as we started writing this book, and we had already begun the initial work, I realized I couldn’t write a book about leadership unless I wrote about Robert E. Lee. And I knew that was dangerous, because Robert E. Lee had become a controversial character. There’s a part of American society that is just passionate in his defense, part of it that is passionate against him, and everybody’s going to weigh in. But you know, I’d grown up with Robert E. Lee, both as a person in my mind, but also as an ideal. And just recently, I walked down, just to walk the distance between his childhood home and the slave-trading house in Alexandria, Virginia, which was the second-busiest slave-trading house in the United States. And this is where northern African-Americans were bought. Some freed men were captured, but others were bought from farms that weren’t profitable and shipped to the deep South, where cotton was so profitable. And so it was right in front of him. It was 10 blocks from his home. You don’t hide from the fact that this very ugly thing is a reality. And he spent the next four years defending it. And so there’s this contradiction. Here’s a guy who in some ways, is so admirable. His soldiers loved him
Feloni: From a military perspective.
When McChrystal attended West Point in the ’70s, Confederate general Robert E. Lee had transcended his connection to the Confederate cause, and had become a symbol of military discipline and honor.
(The Library of Congress)
Feloni: Yeah, but it would have to be removing from the context of basically a traitor to his country, ignoring that and kind of replacing it with a myth.
McChrystal: That’s right, and I couldn’t.
Feloni: And were you not aware of that link that people could make when you had that painting in your quarters?
McChrystal: Here’s the point. On one level, yes I was. On another level, what I did was I just said, “Yeah, but.” And I think a lot of people, with Robert E. Lee, go, “Yeah, but.” And the real point of the book is, everybody is a complex person like that. Every memory of every leader that we profiled and everyone we could think, may not have that clear a contradiction, but they all have them. And we as followers, we as observers, we have to make a decision on how we look at those, how we process that, because if we’re looking for the perfect person, woman or man, we can wait forever. They’re not coming.
The ‘Great Man Theory’ of leadership is a myth
Feloni: Yeah. Well, when you’re looking at that and kind of leading into your thesis here, what is the way that we define leaders and leadership, and what is wrong with that, and what were you looking to correct?
McChrystal: I wrote my memoirs starting in 2010, and I thought that it would be fairly straightforward, because I was there, so I knew what happened. And I’d be the star of the show. The spotlight would be on me. And yet, when we went to do … I had a young person helping me that was brilliant. We went to do the research. We did a whole bunch of interviews, and we went to things that I had been very much a part of and given credit for. We found that I would make a decision and issue some order and there would be an outcome. And I thought, “OK, my order produced that outcome.” And in reality, we found that there’s a myriad of actions that other people are doing, or factors impinging on it, that actually affected the outcome much more than I did.
Feloni: So you didn’t realize this until you were writing your memoirs?
McChrystal: No, I mean, you get to this point in life because you sort of believe the Great Man Theory. You sort of believe that the leader is central to everything. And then when I get this, it’s very humbling, and I realize, leaders matter, just not like we think they do. And as we put in the book, it’s also the way we study leadership. We study biographies, which puts the person at the center. And so the spotlight tends to stay on them, and everything else tends to be a bit in shadows. You very rarely see a statue of a team. You see a few, but usually there’s a person on the pedestal. But in reality, a team, and sometimes a very large team, made it happen or didn’t make it happen. And yet, it’s hard to explain that.
Feloni: In this book, you picked a very interesting collection of profiles, and you even included the al-Qaeda leader that you defeated in Iraq, Abu Musab Al-Zarqawi. So what can you learn about leadership from studying someone that you morally oppose, even on an extreme example. This was your enemy. What do you gain from studying that?
McChrystal: Well, we didn’t just oppose him — we killed him.
As the head of Joint Special Operations Command, McChrystal hunted down and assassinated al-Qaeda in Iraq leader Abu Musab al-Zarqawi. McChrystal got inside Zarqawi’s head during the hunt.
McChrystal: I stood over his body right after we killed him. So for about two and a half years, we fought a bitter fight against this guy. And Abu Musab al-Zarqawi had come from a tough town in Jordan, very little education, got involved in crime and things like that in his youth. But then what happened was he realized that if he showed self-discipline to exhibit the conviction of his Islamic beliefs, if he did that overtly, if he became a zealot other people were attracted to him. He was living up to what he said and was demanding that they do. Later, when he became the leader of al-Qaeda in Iraq, he led the same way; he wore all black, looked like a terrorist leader. He actually killed himself — he was the person who held the knife when they beheaded Nicholas Berg. A gruesome thing to do, but what he’s showing people is our cause is so important, I’m willing to do something that we all know is horrific. And so he would lead around the battlefield courageously. And so what he did was he was able to bring forth people to follow his very extreme part of Islam, when most of them really didn’t. The Iraqi Sunni population were not naturally adherents to al-Qaeda, but he was able to produce such a sense of leadership and zealous beliefs that they followed. He became the godfather of ISIS.
Feloni: Yeah, and so by looking at this was, are you saying that to benefit your own leadership you had to get in the mind of him and understand that?
McChrystal: Well, the first thing you have to do is understand him. Your first desire is to demonize him, but the reality is, I had to respect him. He led very effectively, very, and if you really get down and put the lens another way, he believed and he fought for what he believed in. And who’s to say we were right and he was wrong?
Feloni: And that was something that you were thinking when you were in Iraq?
McChrystal: Not initially. Initially, you just say, “We’re just gonna get this guy.” And then after a while you watch him lead and you realize not only is he a worthy opponent — he’s making me better — but you’re also going after someone who truly believes. Who do you want to hang out with, who do you want to go to dinner with? You want somebody who believes what they’re doing. Now, his techniques I didn’t agree with. In many ways he was a psychopath. But I know a lot of people for whom I have less respect than I do for Abu Musab al-Zarqawi.
Feloni: Interesting. When you were having the collection of people in this book, what were you looking for? Because in some ways you were saying that taking a look at profiles of individuals is the opposite of what you wanted to do. Because if you elevate someone above the context that they’re in, it’s counterproductive, but you’re proving that through elevating people so how do you navigate that?
McChrystal: Yeah, that’s an absolutely great point, and we actually didn’t realize that at the beginning of the book. We started writing and we said, “Hey, we are almost running in absolutely opposite directions of what we’re proposing.” You can write a theoretical book on leadership, and there will be a small community of people who read it. We learn through stories, all of us do, and we learn through stories of people. We picked these 13 diverse people and we had these six genres, we had founders, we had geniuses, we had power brokers, we had Coco Chanel, we had Boss Tweed, we have Martin Luther, we have Dr. Martin Luther King Jr., we have Harriet Tubman. We wanted something that would be universal, give us a wide look at different kinds of leaders and context. We wanted diversity in sex, we wanted diversity in nationality, we have a Chinese admiral from the 15th century. And so we thought that if you could bring it wide like that you can draw the universal lessons out, that we couldn’t do if we just took politicians or soldiers or something.
Lessons from success and failure in war
Feloni:Yeah, now I want to talk about these lessons with the lens of your career as well. You became known for the approach that you took to join Special Operations Command, re-imaging the approach to Special Operations, particularly in Iraq, which led to the death of Zarqawi. And so when you had such transformations at JSOC, what was that like coming into a role where you had to adapt on the fly but every change, every risk that you took had lives in the balance?
McChrystal: Well, it was frightening, but it was very, very important. I had grown up essentially in joint Special Operations Command and the Rangers and then on the staff. I was very familiar with this very elite counterterrorist force. And this force was, you’ve seen it in movies, bearded guys with big knuckles and fancy weapons and these surly arrogant attitudes and that’s pretty accurate but the hearts of lions. But we very insular, we were designed to do counter-hijacking, hostage rescue, precise raids, and so we were almost in an insular part of the military and no one else interacted much with us. We would be directed to do certain missions and we loved that because we didn’t have to be affected by the big military bureaucracy. And then in Iraq what happened is, starting in 2003, really after the invasion, we ran into a problem that was bigger and more complex than we’d ever faced before, and that was al-Qaeda in Iraq. And we found that very narrow insulated way of operating before, tribal way, it didn’t work because you had to have this synergy of a real team and at first we almost were in denial because we’re so good at what we do.
We said, “Well, we’ll just do what we do and everybody else will figure everything else out.” But that wasn’t going to work. Really starting in early 2004 we came to a collective understanding that we were losing, and we were likely to lose if we didn’t change. Now we had no idea how to change, there wasn’t a road map, I wasn’t the visionary leader to provide that. And so what we said was, “Well, we will do anything but this. Now we’ll change.” And because I didn’t have this vision or clear blueprint to put in front of the organization, I essentially put it out to the team. I said, “We’re going to start changing to whatever works, so what we do that works we’ll do more of, what we do that doesn’t work we’ll stop.” And that freed the organization to constantly adapt. We’re able to modify, adapt ourselves and constantly change without the limitations of a doctrine that says, “You can’t do that.”
U.S. Army General Stanley McChrystal in his official portrait as head of ISAF.
Our doctrine became, “If it’s stupid and it works, it ain’t stupid and we’ll push it.” And as it came it started to change the way we thought about leadership. When I took over I was approving every mission because I’m the commander and I found there’s no way you can be fast enough, so my role changed. I went from being the micro-manager, the centralized director, to being a commander who creates this ecosystem in which this group of really talented people figure it out. And my goal was to keep the ecosystem going, grow it with new participants and keep everyone supported and inspired.
Feloni: When you’re saying that when you had to take big risks with these changes, that there was a level of fear involved. Were you mitigating that fear by learning to trust the people that you were working with?
McChrystal: Yeah, and you have to — sometimes you can’t completely mitigate it. In an organization like JSOC, when you take casualties it’s deeply emotional because it’s not like new privates coming in, you get a new private. It takes about a decade to build an operator, everybody’s the godparent of other operator’s kids, you know. And so when you lose people, you lose people who’ve been around a long time, it took a long time, so it’s very emotional. T.E. Lawrence talked about the ripples in a pond.
Feloni: That’s “Lawrence of Arabia.”
McChrystal: That’s right, “Lawrence of Arabia.” He talked about when you lost one of the better ones, it was like ripples because it went out into their families and whatnot. Every casualty was much more costly and therefore you had to try to minimize them. And so as we went into this risk period there was a lot of uncertainty and I couldn’t, I don’t have the wisdom or courage or any of that to bear all that together, so we had a team and we supported each other.
Feloni: Distribute that.
McChrystal: Yeah, exactly.
Feloni: Yeah, and in terms of looking at something continuing after you leave, so you led the US-led coalition in the war in Afghanistan. That was eight years ago when you left; the war is still going. How does that look to you, because, for example, I could speak to a CEO who left a company and they can comment and be, like, “Oh, here’s what worked and what didn’t.” But as we were talking about, the stakes are just so much different in war. How do you process that?
McChrystal: You can process it in a lot of ways. You could take a strict business sense you could say, “Well, it hasn’t succeeded thus far, so it’s a bad investment.” And then I can also look and see that as of 2001 when we entered Afghanistan there were no females in school under the Taliban. There weren’t that many young males in school and now we’ve had almost 17 years of young ladies going to school, young men and so we’ve got a different young generation in Afghanistan. And 4.4 million Afghans voted this week and it wasn’t a presidential election. Is the glass half full, is it half empty, is there a hole in it? The answer is yes to all of those. There’s deep corruption, there’s huge problems inside the country, but in many ways I think that rather than say, “OK, it’s a failure,” I’d say it’s a complex problem, one of which you work on over a long period. I know I would not subscribe now to thousands of American troops or unlimited amounts of money, but I wouldn’t recommend walking away. I think our partnership with the Afghan people and the signal we send to other countries in the region is important. And if we think about the world as a completely connected place now, not just by information technology but culturally, I think the ability to have relationships, to demonstrate our willingness to be a part of things is more important than ever. It was critical really right after the Second World War, we gave both Asia through Japan and Europe enough cohesion to grow back. It doesn’t feel as easy or as good in Afghanistan but I would tell you, I look at the world through that lens is how I come at it.
Feloni: In “Leaders,” your memoir, it’s giving you a chance to be introspective of your own career. And on the nature of leaving the military when it came in this much publicized, there was a Rolling Stone article that reporter Michael Hastings portrayed you as a renegade general and that ended up leaving your position. How do you process that now, looking back at your role since it’s been eight years?
McChrystal: Yeah, I mean, there are a lot of ways that maybe I could or should. The first thing is it happened, and I didn’t think that the article was truly reflective of my team. It was about me and my team and the runaway general and that is obviously not a good title. And so on the one hand I thought that that wasn’t fair; on the other hand I’m responsible and we have this negative article about a senior general shows up on the president of the United States’ desk. And it’s my job not to put articles like that on the president’s desk, so I offered my resignation. President Obama accepted it, and I don’t have any problem with it because I’m responsible whether I did something wrong or not. I’m responsible, and as I told the president that day, “I’m happy to stay in command or resign, whatever is best for the mission.”
Now that’s phase one, and I feel very good about that decision. I’m not happy it happened, but I feel good about that. Then you have a moment when you have a failure like that in your life and you get to make a decision. You’re either going to relitigate that for the rest of your life and I could be a retired bitter general, I could be whatever, the CEO got fired or whatever or not. And my wife helped me through this more than anything, because as I tell people, “She lives like she drives, without using the rear-view mirror.” And so we made the decision, she helped me. “We’re going to focus completely on the future.” We made the decision, she helped me. “We’re going to focus completely on the future. There is no point in being bitter because nobody cares but you.” So I decided to look forward, I decided to think about, “What can I do now?” Now, that’s easier said than done. Every day there’s some hurt.
Feloni: Even now?
McChrystal: Occasionally. Not every day, but occasionally something will come up. Last week, Rolling Stone queried if I wanted to do another interview. The answer was no.
Feloni: That seems like … yeah.
McChrystal: Yeah. I kind of went, “Really?” But the reality is, it always kind of comes back up, and you have to remake that decision on a constant basis. But it gets easier over time because you start to see how healthy that is. I would argue that every one or your listeners is going to fail. They’re going to fail in a marriage, they’re going to fail in a business, they’re going to fail at something for which they are responsible. And they’ve got to make the decision, “OK, what’s the rest of your life going to be like?” Because you can’t change what’s already happened. The only thing you can change is what happens in the future. So I tell people, “For God’s sakes, don’t screw up the rest of your life because of something that happened there.” And if you make the right decision, to lean forward, I’ve been extraordinarily satisfied and happy with that.
McChrystal in Afghanistan.
(U.S. Air Force photo by Tech. Sgt. Francisco V. Govea II)
Feloni: And if you were to write a biographical profile for yourself in “Leaders,” what would the theme of your leadership style be, and what would be the reality versus the myth of it?
McChrystal: It would be evolution. One of the things we see in some of these leaders is they didn’t evolve. Walt Disney was this extraordinary animator, and with a small team he was exceptional. When the team got big, he didn’t adapt well, and his brother basically had to run it, and he focused on projects. Mine was a journey … I was a very different leader as a lieutenant colonel than I was as a company commander captain. I was very centralized when I was young. I started to loosen up, by the time I was a general officer I was, I think, completely different. I was much more decentralized. So I think the theme of a profile of me would be the evolution of that.
Now, the myth is the opposite; the myth is the counterterrorist leader who killed Abu Musab al-Zarqawi. I went out, wrestled him to the ground, buried to the waist, and that’s total B.S. At times do I like the myth because people go, “Wow, look at him!”? Yeah, it’s kind of cool, you never want to go, “No, that’s not true.” But it’s not true. The reality is that I built a team. Ultimately I’m more proud of enabling the team that I would be of wrestling to his death. But it still feels kind of cool when people say that. [laughs]
Feloni: So it’s the evolution of you as someone who is a very centralized commander to decentralizing.
McChrystal: Yeah, and thinking about it entirely differently.
Applying these lessons to the workplace
Feloni: And we’ve been talking about leadership on a grand scale, but you’re also the head of the McChrystal Group, which works with businesses on leadership development. So after having worked with a bunch of different industries, often on much smaller scales, what would you say are some of the most common mistakes a new leader makes?
McChrystal: I think often a new leader comes in and wants to prove themselves, because they’ve been hired, typically they’ve been given a role and a fair amount of money, and so they think they’ve got to prove themselves. There’s a reticence to say, “I don’t know.” There’s a reticence to look at the team and say “What should we do?” and to have the team do it. Because you’re worried about your own credibility. I think leaders actually, if they’re willing to, I’m not saying take a subordinate role, they’re responsible, but take a much more inclusive role, a much more role in which you ask people to help lead, actually works much better. Some of the best I’ve ever seen that have particularly been in jobs awhile have reached that, and it’s magic to see.
Feloni: And on the flip side of that, should people who are followers, should they see leadership in a new light, maybe their relationship to their boss, their boss’ boss?
McChrystal: Yeah, think about it — how many times have we sat back and you’ve got either a new leader or your leader in the auditorium, in the room, and they’re saying, “OK, here’s what we’re going to do,” and you’re sitting back kind of the smart-ass, going, “This is stupid, that won’t work, boom, boom, boom.” Rear up on your hind legs and bark, and maybe we’ll think about doing it. Leaders have a role, but the followers have a huge role, huge responsibility. Huge responsibility in doing their part, but also shaping the leader. You see the leader making a mistake and you don’t say something to them? You fail in your job. And then when you see them fail and you get smug and you go, “Yeah, I thought that she was never that good, he was never that good,” shame on you. Because you own part of that, and in reality when it’s firing time they had to fire all of you.
Feloni: So not only should we not put figures of the past on pedestals. We shouldn’t do that with our own bosses.
McChrystal: Absolutely, and bosses shouldn’t put themselves on pedestals either. There are a few who keep wanting to step up there, and then … I think it’s much better for the leader to stay away from the pedestal.
Feloni: And at this point, how do you personally define success?
McChrystal: It’s the team I’m part of. I’ve got this company that’s now 100 people, it’s grown, and I’m not critical to the business, except my name’s on the door. I show up occasionally, and they’re very nice to me and whatnot, but the reality is the work gets done by the team, and I take the greatest pride in the world when I sit in one of our meetings and I’m not saying much, and it’s happening. They’re just doing things, they’re pulling, they’re saying we’re going to go in this direction, and nobody looks to me to say, “Can we go in that direction or should we?” And they’re not being discourteous. They know that that’s not the best thing to do. If they turn to me or somebody else to let the old gray beard do it, it’s too slow. It’s often not the right answer. So I am really happiest when I see that, and it gives you great pride.
Feloni: So success to you, would it be having a non-integral role among your team?
McChrystal: No — I want to be integral to it, I want to feel like a part of it, but I don’t want to feel like the critical cog. I don’t want to feel like the keystone to the arch. I want the company, the organization, to be confident in themselves. If I got hit by a car, they’d say, “We’re going to miss Stan, but guess what? In his honor, we’re going to move forward and we are going to do X, X, X.” That’s when I really feel best about things. Or they don’t even tell me about things they’re doing, and suddenly we’re doing very well on a project and I hear about it, and I go, “Wow, that’s good — when did we do that?” They say so and so, I say, “Well, why didn’t I know?” They say, “Well, you didn’t need to know. It’s not important.” And they’re right.
Feloni: Is there a piece of advice that you would give to someone who wants to have a career like yours? It doesn’t necessarily have to be military — it could be a sense of leadership.
McChrystal: When I think about the two things that I hope leaders have, first is empathy. Understanding that if you’re sitting on the other side of the table you have a different perspective, and they might be right. So just being able to put yourself in their shoes. Doesn’t mean you agree with them, doesn’t mean you approve, but being able to see it is really important. And then the second part is self-discipline. Because most of us know what we ought to do as leaders. We know what we shouldn’t do. It’s having the self-discipline to do those things, because you’re leading all the time. You’re leading by example all the time — it’s a good example or a bad example. It’s not just the leadership in your job; it’s an extraordinary responsibility. I had a battalion commander whose battalion I joined, and he had just left when I got there. But all the lieutenants are wearing their T-shirts backwards. And I’m going, “All right, what’s going on here? Did they get up after drinking all night or something?” And the battalion commander had done that because it showed less skin when you’re out there in the field and the enemy couldn’t see the white skin and shoot you. I didn’t think that was that smart an idea, but the fact that just because he wore his T-shirts backwards, his whole cohort of young lieutenants was doing it.
Feloni: He didn’t tell them to.
McChrystal: I don’t think he told them to. I got there right after he’d left, so it was kind of like this clinical thing. I got there ‘ “Why have they got their T-shirts backwards?” And this guy had done that. Just the power you find that if you are charismatic and whatnot, anything you do, how you treat people, how you think about things, the little things, you’ll start to see it mimicked by people through your organization, and there’s great power in that. And you’ve got to be careful with it.
Feloni: Thank you, general.
McChrystal: It’s been my honor. Thank you.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
There’s skydiving, and then there’s Army skydiving.
Their origins began in the Cold War when the Soviet Union was dominating the emerging skydiving sport. In 1959, 19 Airborne soldiers began competing at the international level, and by 1961 they were known as the Golden Knights.
Since then, the Knights have conducted more than 16,000 shows around the world, and team members have broken 348 world records.
And sometimes if you’re very lucky, you can strap one on like a backpack and jump out of a plane with him.
Watch what it’s like to jump with the Golden Knights
The Golden Knights are comprised of a few different teams: the demonstration teams perform at over 100 events per year (and if you haven’t seen them in action, run don’t walk — they’re remarkable) while the tandem team jumps with fellow soldiers, heads of state, celebrities, people of influence, members of the military community, and, well, military pin-ups as it turns out.
The Knights reached out to Gina Elise of Pin-Ups for Vets, and while she declined (for now, Gina — but I am determined to get you up in the air!!), she did ask if she could send some of her more daring ambassadors. If you’re not familiar with Pin-Ups for Vets, it’s a non-profit organization that helps hospitalized and deployed service members and military families.
Erikka Davis (U.S. Army), Megan Martine (U.S. Marine Corps), Shannon Corbeil (U.S. Air Force)
After a fun meet-and-greet with our fellow guests, who included people like an A.P. Bio Teacher, a Vice Principal, a firefighter, some Los Angeles Rams Cheerleaders, and a stand-up comic, we set our alarms for an early wake-up and set out for our adventure. This is where I got to meet Sgt. 1st Class Chris “Ace” Acevedo, who would be my jump instructor.
And who apparently is also a legend.
[instagram https://www.instagram.com/p/B20UzKiA7_b/ expand=1]Shannon Corbeil on Instagram: “Before & After with SFC Chris “Ace” Acevedo. (Check out the hair! ?) I might be a little biased but he’s my favorite jump instructor! ?…”
Before & After with SFC Chris “Ace” Acevedo. (Check out the hair! ?)
Ace’s Army career included service as a Cavalry Scout and an Air Defensive Artilleryman in countries like Iraq and South Korea before he joined the Golden Knights. Over the past eleven years, he has served on both the Black and Gold demonstration teams, competition teams, and now the tandem team. He will also be representing the Army on the 2020 U.S. Parachute Team in the 2020 World Championships. I asked him what he had to do to make the team:
“Freefall at 300 mph.”
Oh. Is that all?
For comparison, during our freefall, we’d be descending at about 120 mph. So, yeah, the guy is fast.
He’s also got about 6000 jumps under his belt, which gave me a lot of comfort when confronted with this view:
Just imagine kneeling here and then…tumbling out. Because it was ALL I COULD THINK ABOUT.
(U.S. Army image by Sgt. 1st Class Richard Sloan)
It’s nice to know that if I somehow fell out of the plane without a parachute, my instructor could just…come catch me.
Because as you can see in the video above, when the students load up in the plane, we don’t have chutes. We strap in mid-flight, get a refresher from the morning’s instruction (hold chest straps, keep your eyes on your videographer, arch arch arch, two taps on the shoulder means you can release your hands, two taps on your hips means arch more, etc.), then shuffle to the door.
From there, it became a practice in trust. Walking to the edge of an open plane door without using my hands went against every instinct in my body — but I knew that Ace literally had my back.
Can you find the C-17?
(U.S. Army image by Sgt. 1st Class Richard Sloan)
In 2003, I completed five unassisted jumps with the U.S. Air Force Freefall program, which meant I was responsible for pulling my own chute after a 10-second freefall. But with the Golden Knights, my job just was to “relax, arch, and have fun.”
Right before we took off, my videographer Sgt. 1st Class Rich Sloan told me that safety was the priority, but if we were stable then he’d reach his hand out to me, and we’d spin SO I WAS DETERMINED TO BE THE MOST STABLE POSSIBLE IN THE UNIVERSE.
“And we’re the three best friends that anyone could have…”
(U.S. Army image by Sgt. 1st Class Richard Sloan)
In the video above, you can see what that spin looked like. You can also see from my reaction that it was thrilling.
During our descent, Ace pointed out a C-17 flying beneath us, maintained his checklist, and kept us alive – all of which I’m extremely thankful for. Then after what felt like 10 seconds but was actually a good 45 seconds, with a sharp salute he pulled our chute.
It went by so fast it surprised me, so I made a giphy of the moment BECAUSE MY LEGS KICK OUT AND IT’S HILARIOUS.
We had a good chute and did some spins under the canopy while Ace endured what I can only describe as me doing a breathless double rainbow guy impression (“Oh my godddddd! Oh my god this is amaaaaaazing!”) before he steered us to the landing zone and brought us gently and lovingly to the earth from whence we came.
For me, it was one of the greatest experiences of my life. For Ace, it could have just been another one of 300 tandem jumps — but that’s not how he sees it. He still remembers his first jumps and the thrill of that experience, so he likes to share that feeling with others.
Talking with him after, I asked what some of his favorite parts of the job are. “Gold Star Families are pretty special. It helps them with their healing process, so that’s a big deal to me. I just want to help them through the day — for many of them, it helps them feel close to the person they lost.”
Feather-soft landing, I’m not even kidding.
(U.S. Army photo by Sgt. 1st Class Richard Sloan)
All I can say about the program is that if you get the invitation to jump with the Golden Knights, take it. They are so professional, so precise, and so skilled at what they do. I had no problem trusting this team with my life. I’m still incredulous that they even provide this kind of experience to people.
I asked Ace why they do it, and he said it’s so our country can get to know her soldiers.
“This is us. This is what an American soldier looks like. This is my Army story.”
The thing about your regular habits in the military is that they are sometimes literally drilled into you. Chances are good you still have the urgent desire to remove your hat when you walk into a building. You probably fall into lock-step when anyone starts walking next to you and feel incredibly uncomfortable with the idea of putting your hands in your pockets. These are just the little things you’ve done for years, things you may not even notice.
There are many, many other things you probably do notice that you probably wish you could break – because you look ridiculous.
“I don’t know what you have planned for the weekend, Wayne, but I’m out.”
The bug-out bag in your trunk.
This one isn’t that big a deal. You’re basically ready to deploy to somewhere at a moment’s notice, even though you don’t need to be. Luckily, only the people who see inside your trunk (and probably also in your closet) will know about this one. But lo and behold, you are prepared for almost any eventuality, no matter when it happens. House fire? All set. Earthquake? Ready to go. Zombie apocalypse? Absolutely. Your go-bag contains food (probably an MRE), important papers, a water filter, and anything else you’ll need to survive or walk away with in case stuff hits the fan. Even if you don’t have this, you think you need to get one.
To the rest of the world, you might look like a crazy survivalist, but they’ll be dead, and you’ll be alive so who cares?
Does the driver of the vehicle you’re riding shotgun in need to know if he or she is clear on the right or left? That doesn’t matter because you’re going to tell them, and probably do it a little louder than your indoor voice. If, for some reason, there is some kind of vehicle or other object on the way, you’ll be sure to let them know exactly what it is and how far away it is from the vehicle. If not you’re letting them know: CLEAR RIGHT.
Extra points if you feel the need to fill up at half a tank and/or check the pressure of every tire, including the spare.
How to gain credibility in one easy photo.
Staring at everyone’s shoes.
Sure, that guy who interviewed you was the senior reporter for the local news channel, but it looks like he polished his shoes with a Hershey bar and was thus slightly less deserving of your respect. He probably also has terrible attention to detail as all people with rough-looking shoes must have, right? You know who those people are because you’re staring at shoes for a few seconds upon meeting literally anyone and everyone.
Eating too fast.
How does it taste? We may never know. Veterans could eat an entire Thanksgiving dinner during a Lions-Packers commercial break.
Carrying everything in your left hand.
When you’re in the military, this is not only a regulation, it just makes sense. How are you supposed to salute when your right hand is full? The answer is that your right hand should always be empty. When you’re out of the military, this is so ingrained in your muscle memory that you’ll carry a whole week’s groceries in one hand while your right is completely free.
When you find out White Castle has a free meal for veterans.
Moving with a sense of purpose for things that don’t warrant it.
There’s no reason to make a beeline for the prime rib at Golden Corral, but the actions of hundreds of veterans on Veterans Day would make one think otherwise. There’s a high probability veterans get annoyed at civilians who don’t move through the taco bar fast enough.
When I was a young, motivated recruit at Parris Island, my drill instructor stood behind a stack of foot lockers assembled into a podium. “This is the most important period of instruction of your life,” he said with a thousand-yard stare. What were we talking about?
For an unknown amount of time, we sat there, listening to passionate warnings from our most-feared mentor. He recited romantic tragedies that gave Greek myths a run for their money. Afterwards, he gave the obligatory lesson on the administrative process of enrolling your new family for benefits.
Today, I pass those words of traumatic wisdom onto you, the young, love-struck recruit.
1. Deployments don’t get easier, you get tougher
Marines are tough — and they need an equally tough spouse to weather the storm of deployments. We’re the tip of the spear, and you need to make sure that’s what your spouse bargained for.
Some deployments are shorter than others and they involve varying degrees of danger — but they don’t easier. You need someone that, when the going gets tough, they get tougher. But it’ll always suck.
2. You’re not getting out of work, you’re doing different work
Some troops use their marriage as a way to get out of work, and there’s nothing single troops can do but watch them put on those already-sharp skates and get out of dodge — but it’s not all free time and rainbows on the other side.
I had a master gunnery sergeant who referred to his wife as the ‘sergeant major’ of the house. When you’re single, can you just pack your stuff in your car and hit the road. Married Marines, however, have much more red tape to navigate.
3. You’ll miss being a degenerate
Gone are the days of actionable intel from the Lance Corporal Underground, last-minute trips to a bar crawl, and the spontaneous brawls between Alpha company and Charlie company.
Sure, you might not miss the part where the Big Green Weenie conducts acts of terror. You won’t miss random formations, the duty needing something or drunk people breaking your stuff, but you will miss time with the boys.
4. Everyone knows your secrets
Your spouse needs friends. Naturally, the spouses of your friends are the first round draft picks. They can keep each other informed on what your unit is doing, important dates and if you’re being delayed.
In a way, it’s convenient. Even if you haven’t had the opportunity to speak with your loved one, he or she knows why, and won’t worry. However, that’s not the only thing they’ll talk about. Assume nothing is sacred. Susie and Kelly know your secrets in and out of the bedroom. OPSEC or the whole unit will know your search history, too.
5. Contract marriages are, uh… flimsy
A contract marriage is when two people fall in love — for money. The Big Green Weenie and the law’s blue version will hold hands while they unceremoniously wreck your life. Not only is it illegal to marry someone for the increased pay and benefits, but your spouse will inevitably betray you.
Before your first deployment is over, your house will be sold, your truck will be gone, and they’ll upload a video wearing your favorite shirt that can’t be shown on YouTube.
The following is an interview with Sgt. 1st Class Robert Ford, one of the soldiers entrusted with maintaining the tank capabilities at Army Prepositioned Stocks-5.
Look through the pictures to see how Ford and a team of contractors reattach a turret on an Abrams M1A2. Ford also recently passed the board for entry into the Sergeant Audie Murphy Club, and he talks about what he learned.
With nine years of service, Ford is on his third overseas deployment, having served in both Afghanistan and South Korea. (The interview was edited for clarity and length.)
Abrams M1A2 tanks stored at an Army Prepositioned Stocks-5 warehouse at Camp Arifjan in Kuwait, Sept. 10, 2019. APS-5 is a massive amount of ground force equipment positioned to provide strategic planners options to win in the US Central Command’s area of responsibility.
(US Army photo by Kevin Fleming)
What is the most important thing to know about maintaining the Abrams M1A2?
Ford: The most important thing to know about the maintenance of tanks is that they are very big and very expensive. Even the smallest components can cost a lot more than the average military vehicle, which means it’s that much more important to get the maintenance on them right.
For example, the operation we recently did to put a turret back on a tank had to be completed with extreme care and precision as not to damage the vehicle. The cost of error is one of those things you can’t help but to think about when planning maintenance on these.
Sgt. 1st Class. Robert Ford, quality assurance for tanks, 401st Army Field Support Battalion-Kuwait, watches as contractors at Army Prepositioned Stocks-5 work to lift a 30-ton turret at Camp Arifjan in Kuwait, Sept. 23, 2019.
(US Army photo by Kevin Fleming)
I noticed a huge team effort in putting the turret back on the tank. Is that a special event for people here?
Ford: We rarely pull turrets off or put them on, so every time it does happen it seems like it becomes a bit of a spectacle. That’s because we are lifting a 30-ton piece of equipment and moving it around with no room for error. It’s definitely something to see and experience.
It takes a lot of eyes to ensure that turret is coming out and going in straight. The turret is a machine fit — only just big enough to get into the hole of the tank. If anything is off to the left or right, there is a possibility of damaging equipment and that equipment is very expensive. In this case, the turret was level and fit well into its proper place.
Sgt. 1st Class. Robert Ford, quality assurance for tanks, 401st Army Field Support Battalion-Kuwait, stands in front of an Abrams M1A2 tank at Army Prepositioned Stocks-5 at Camp Arifjan in Kuwait, Oct. 6, 2019.
(US Army photo by Kevin Fleming)
What is your role in a maintenance operation like this?
Ford: I fill the quality inspection role while [the contractors] are doing the majority of the work. As the contracting officer’s representative, I ensure the terms of the contract are fulfilled. I also verify and accept the completed work on behalf of the government.
As you can see there [in the third photo], the guy on the tank is in charge of the crane. I’m just there for safety reasons and then just to ensure it’s put together properly and safely. That’s all I’m looking for. But, if they need my advice as an expert on the vehicle, then I’ll interject when I feel it’s necessary. I try to stay back and let them do the job.
A contractor with Army Prepositioned Stocks-5 directs a crane operator to briefly stop lowering a 30-ton turret onto an Abrams M1A2 so others could check its alignment to the mount at Camp Arifjan in Kuwait, September 23, 2019.
(US Army photo by Kevin Fleming)
I noticed you jumped in a few times to help give directions. Is that typical?
Ford: There were a couple instances where they were unsure on how to move forward on that operation and, you know, time is always of the essence. That’s when I stepped forward to provide another set of eyes. But this was their operation, and I was mostly just watching it come together.
Some of the contractors have more familiarity with older tank models because they used those when they served. Sometimes I have to help fill the knowledge gap they have to help things along. But they have familiarity with each other — using hand signals they worked out that I don’t know, and that’s important for working as a team.
Ernie Boyd, work center supervisor at Army Prepositioned Stocks-5, provides positioning guidance as a crew lowers a turret back on an Abrams M1A2 tank at Camp Arifjan in Kuwait, Sept. 23, 2019.
(US Army photo by Kevin Fleming)
Can you tell me a little about the team doing the work?
Ford: I think the team takes their role very seriously. Take Ernie Boyd for example. He is a retired Marine with 14 years of experience working on tanks. He is one of my go-to guys for tanks and for solving work center issues.
He definitely takes his work seriously — you can tell. He’s a supervisor for the work center, but during this turret operation, he was doing a lot more than supervising. He was extremely hands-on in ensuring that operation went according to plan.
Sgt. 1st Class. Robert Ford, quality assurance for tanks, 401st Army Field Support Battalion-Kuwait, provides another set of eyes for a maintenance operation to place a turret back on an Abrams M1A2 tank at Army Prepositioned Stocks-5 at Camp Arifjan in Kuwait, Sept. 23, 2019.
(US Army photo by Kevin Fleming)
What is Army Prepositioned Stocks-5?
Ford: APS-5 is a massive set of equipment placed here to make rapidly deploying units faster. We give the warfighter the material capability they need to complete their missions.
Looking at the big picture, our job is to ensure APS-5 continues to provide viable strategic options to win.
All of our tanks are stored inside our warehouses ready for issue. They are configured for combat, meaning a unit can come in, hop in a tank, and drive it off the lot. They’re quick and ready to roll out for any mission.
This mission is important because there will come a day when a deploying unit will need this equipment, and if it’s not ready, then it could slow their mission down. It can be a life or death situation. Being able to provide the warfighter with the most ready equipment is our focus every day.
A maintenance crew at Army Prepositioned Stocks-5 reattaches a 30-ton turret to an Abrams M1A2 tank at Camp Arifjan in Kuwait, Sept. 23, 2019.
(US Army photo by Kevin Fleming)
Tell me about the first time you saw Army Prepositioned Stocks-5.
Ford: I walked into one of our warehouses and saw an entire battalion worth of tanks. They were in lines all facing each other as far as I could see — 72-ton vehicles all the way down from wall to wall.
You don’t often get to see something like that. Usually tanks are scattered out in fragmented lines waiting for operations or maintenance.
When I first saw it, I definitely felt excited about our mission and my part in it because I am the only tank [quality assurance] soldier here. All those tanks sitting there embodied my reason for being in Kuwait.
Contractors with Army Prepositioned Stocks-5 watch closely as a crane lowers a 30-ton turret back onto an Abrams M1A2 tank at Camp Arifjan in Kuwait, Sept. 23, 2019. The turret is machine-fit to the tank, and must be placed carefully to avoid costly damage.
(US Army photo by Kevin Fleming)
What do you think of DFAC food?
Ford: Um, keeps me alive. I haven’t died or anything yet (laughter). Dry chicken and rice are great — just be sure you have plenty of water so you can swallow the chicken.
Mine-Resistant Ambush Protected (MRAP) vehicles in lots maintained by the 401st Field Support Brigade at Camp Arifjan, Kuwait, Oct. 22, 2016.
(US Army photo by Kevin Fleming)
I know you will soon be inducted into the Sergeant Audie Murphy Club. Why did you decide to go to the board and what did you learn?
Ford: Sergeant Audie Murphy Club provides continuous opportunities to serve throughout a career and beyond. The club’s mission is to develop and build professional noncommissioned officers and to provide community service to every Army community. So every duty station I go to from here forward, I get to go out to do good things for people while representing the Army and the NCO corps.
I learned it’s a big challenge, and with big challenges like that you don’t succeed on your own. I had to seek out a lot of mentorship and leadership scenarios from my leaders and all the way up through brigade. I had to expose my flaws and weaknesses; that way, they could help me correct those weaknesses. It’s just not enough to go in having read a book. You have to have real-life application of regulations and policies.
Trucks bring in APS-5 equipment from Camp Buehring back to Camp Arifjan during the 155th Armored Brigade Combat Team turn-in, Feb. 5, 2019.
(US Army National Guard photo by Staff Sgt. Veronica McNabb)
Of the Army values, which stand out most to you?
Ford: I think loyalty is a big one for me. Your loyalty is always being tested. You have to constantly be loyal to your seniors, your peers, your subordinates, your unit, the Army, and the nation. You have to buy into that mission to really give it all that you have – you can’t waver on that.
Respect is another huge value for me. Without respect, you can’t have trust. Without trust, you can’t be a leader and you can’t be led. That’s our primary job, and you can’t be a good leader without first being a good follower.
Soldiers assigned to the 155th Armored Brigade Combat Team prepare to move 22 M1A2 Abrams Tanks from an Army Prepositioned Stock-5 warehouse to a remote staging lot during a large-scale equipment issue at Camp Arifjan, Kuwait, June 29, 2019.
(US Army photo by Justin Graff)
What advice would you give to young soldiers?
Ford: Don’t be afraid to fail, just put yourself out there. You never really know how much support you have until you are out there asking for support, so put yourself out there and allow people to help you.
We have a lot of good leaders in the military. They see you taking initiative and they see your desire to better yourself, they’re going to pick you up and provide you with what you need.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
In the early morning of July 16, 2019, an Army UH-60 Black Hawk rescue crew was alerted to a severely injured hiker who had fallen 500 feet down one of Colorado’s tallest peaks.
The hiker, a retired astronaut, had broken both of his legs and one arm in the fall and needed emergency care fast. But to get to a hospital for his injuries, the former Navy captain had to rely on the Army to pluck him from the unforgiving terrain.
It was the height of summer, a time when hikers flock to the state’s mountain ranges and when operations at the High-Altitude Army National Guard Aviation Training Site ramp up.
The site has a dual-hatted role. Primarily, it teaches helicopter crews how to fly and land in high altitudes. It also is a search and rescue outfit with experienced crews that can reach difficult spots where most civilian aircraft cannot.
A UH-60 Black Hawk helicopter crew from the High-Altitude Army National Guard Aviation Training Site drops off a civilian rescue technician near the North Maroon Bells Peak near Aspen, Colo., July 24, 2018.
(Photo by Tyler McCready)
Each year, full-time Colorado Guardsmen at the site rescue about 20 people — mainly desperate hikers who have fallen or suffered from altitude sickness or a heart attack.
With two pilots and two crew chiefs, the Black Hawk crews will also pick up two rescue technicians, who are civilian volunteers that they train with, on their way out.
After already topping their annual average for saves, 2019 has proven to be a busy year.
“It’s nice that we’re able to take what we teach, the power management techniques, and apply them on the weekend or during the week when we’re making these critical saves,” said Lt. Col. Britt Reed, the HAATS commander.
For many, the July 16 mission is one of the recent missions that stands out. While climbing La Plata Peak, which pierces the sky at over 14,000 feet near Leadville, Jeff Ashby quickly became in need of help from the air.
The day before, Ashby, 65, who had flown to space three times, had just reached the summit of the mountain. During his descent, he lost his footing and slipped, hurtling down the mountainside before large boulders stopped him.
Hours later, a local search and rescue team member managed to navigate to the former astronaut and stayed with him overnight.
At first light, Chief Warrant Officer 5 Pat Gates and his aircrew, along with two rescue technicians, flew out to Ashby’s location.
A UH-60 Black Hawk helicopter crew from the High-Altitude Army National Guard Aviation Training Site lowers a member of Mountain Rescue Aspen down to an injured hiker near the North Maroon Bells Peak near Aspen, Colo., July 24, 2018.
(Photo by Tyler McCready)
Once overhead, the crew used a hoist to lower the technicians, who prepped Ashby before he was pulled up into the helicopter. The aircraft then landed at a transfer site, where Ashby was taken to the hospital in a civilian medical transport helicopter.
While a collection of emergency responders helped out, the HAATS crew had the hoist capability to get Ashby out of danger.
“It’s great knowing that you have that kind of impact on somebody,” Gates said.
After being released from the hospital, Ashby wrote an email to Gates and the rest of the aircrew, thanking them for their efforts.
“He was very appreciative of everything, for the fact that the Army came to help out a Navy guy,” Gates said, smiling. “But, all in all, having a result like that is always the best case.”
Gates estimates he has helped with at least five rescues per year since he came to HAATS in 2009. And the total number of missions continues to increase, he said, almost quadrupling compared to when he first started.
Some of them even test the most experienced pilots, like Gates, who serves as the training site’s senior standardization instructor pilot.
A UH-60 Black Hawk helicopter crew from the High-Altitude Army National Guard Aviation Training Site prepares to lower a civilian rescue technician near the North Maroon Bells Peak near Aspen, Colo., July 24, 2018.
(Photo by Tyler McCready)
A hairy rescue he still remembers was in 2015 at Crestone Needle, another mountain over 14,000 feet.
In that one, a hiker also slipped and broke his leg on top of other injuries. Since the hiker was stranded in a tight area, the aircrew had to lower a hoist 200 feet as winds kicked up to 25 knots and a thunderstorm loomed nearby.
“That was very interesting,” he said. “It required a lot that day to get the [helicopter rescue team] all the way down there to the injured party.”
The mission was taxing for the crew since they had to keep the helicopter as still as possible. At that height, Gates said, the hoist can sway about 10 feet on the ground to every 1 foot the aircraft moves in the air.
Pilots may also decide to quickly do a one-wheeled landing, one of which was conducted this summer, if there is enough room that the rotors will not chop into the mountain side.
“If they feel the safest way is to land the aircraft [is] by putting one wheel down or two wheels down or using the hoist,” Reed said, “then we’ll figure out what the best way is and we’ll do it.”
And then there are the “what ifs” every difficult mission presents, Gates said, which can be mentally draining when the crew is trying to prevent them all.
Other than a similar National Guard unit at Buckley Air Force Base, Colorado, that handles rescues on the front range of the Rocky Mountains, no state entity can replicate the landings and hoists of the HAATS crews.
“If we didn’t have these two organizations, then the [hikers] that got stuck would be in a lot of trouble,” Reed said, “because there is nobody else that can provide the resources that we can provide.”
Civilian rescue technicians treat an injured hiker before he is hoisted up into a UH-60 Black Hawk helicopter crew from the High-Altitude Army National Guard Aviation Training Site near Aspen, Colo., July 24, 2018.
(Photo by Tyler McCready)
As a crew chief, Staff Sgt. Greg Yost typically operates the hoist during rescues.
In June 2019, he lowered a hoist about 100 feet to save a skier who suffered cuts and an ankle injury after a small avalanche knocked him down, causing him to hit some rocks.
Hovering above 13,000 feet in that mission, the aircrew had to deal with strong winds in a narrow valley that drastically affected the power margin of the heavy helicopter.
“We were basically at our limit in power,” Yost recalled.
While tough at times, the missions do bring Yost back to a job he never wanted to leave. Before coming to Colorado, he served on a medical evacuation aircrew in Afghanistan, picking up wounded troops in sometimes hot landing zones.
In this video still image, a UH-60 Black Hawk crew from the Colorado National Guard’s High-Altitude Army National Guard Aviation Training Site perform a one-wheeled landing at or above 13,000 feet to rescue an injured hiker from Maroon Bells, Sept. 21, 2013.
(US Army photo)
“That wasn’t something that I really wanted to give up,” he said. “So the fact that HAATS regularly conducted those kinds of missions was a big driving force in me wanting to come to this unit so I could continue helping people.”
The work HAATS crews have done with hoist operations has led the Army to develop a standardized hoist training program last year, Gates said.
The training site also creates scenario-based evaluations from the rescue flights to teach students during its weeklong course. The lessons even give the students an opportunity to discuss how the flight could have gone smoother.
“That’s one thing we don’t do, is rest on our laurels,” Gates said. “We take information in from everybody that comes through here.”
Since its opening in 2004, the World War II memorial had consistently been one of the top sites visited by those exploring the National Mall. More than 4.6 million people visited the site in 2018. It was designed by Friedrich St. Florian, the former chief of the Rhode Island School of Design.
The WWII memorial is full of metaphors and helps illustrate the relationship between the home front and the battlefront. It showcases not just the sacrifices of service members but also Americans at home and illustrates the defining years of the 20th century. The memorial consists of 56 pillars and a pair of triumphal arches, all of which surround a square and fountain. It sits on the former site of the Rainbow Pool at the eastern end of the Reflecting Pool between the Lincoln Memorial and the Washington Monument.
It opened on April 29, 2004, and was formally dedicated on May 29, 2004, by President George W. Bush.
Each of the 56 granite pillars on the memorial grounds is 17 feet tall. The pillars are arranged in a semicircle around the plaza with two 43-foot arches on either side. Each pillar is inscribed with the name of one of the then 48 states of America, along with the District of Columbia, the Alaska Territory, the Territory of Hawaii, the Commonwealth of the Philippines, Puerto Rico, American Samoa, and the US Virgin Islands. There are two wreaths on each pillar. The wheat wreath represents agriculture, and the oak wreath represents industry. Together, these wreaths symbolize that states and territories gave their citizens to serve and also their resources, fruits of their labor, and hard work.
The northern arc is inscribed “Atlantic,” and the southern arc is inscribed “Pacific,” meant to indicate WWII’s two theaters.
The memorial includes two inconspicuously located “Kilroy was here” engravings to acknowledge the symbol’s significance to American soldiers who served during WWII. Kilroy was here is a symbol that became popular during WWII and represented military presence and protection wherever the symbol was inscribed.
When entering the memorial from the east, a visitor can walk along either the right wall or left wall, both of which picture scenes from the war. In base relief, the scenes progress as the country ramps up to go to war. On the right wall, the scenes show soon to be military service personnel getting physical exams, taking their oaths, and being issued gear. On the left wall, the scenes are more typical of the European theater, and some take place in England and show preparations for air and water assaults. The last scene is a handshake between the American and Russian armies, symbolic of the meeting of the western and eastern fronts.
The place of honor at the WWII memorial is the Freedom Wall. This field of gold stars symbolizes the number of American dead from WWII. The state pillars are arranged from the Freedom Wall outward. The first state listed is Delaware, the first to ratify the US Constitution. To the left is Pennsylvania. The states go back and forth in this manner in a staged sort of military march to represent when each state entered the union.
There are 4,048 gold stars on the Freedom Wall. Each one represents 100 American military deaths. More than 400,000 Soldiers, Marines, Airmen, sailors and military personnel lost their lives or remain missing in action. Of the 16 million men and women in military service during that time, that means that one person out of every 40 died.
The Gold Star has long been a symbol associated with the American military family. The tradition started in WWI when American families began displaying blue stars stitched on flags to show that they had family members fighting in the war. The Gold Star indicates that the service member was killed in action and is a hallmark symbol of American military family sacrifice.
“Here We Mark the Price of Freedom,” is inscribed below the Freedom Wall, a sentiment that’s echoed in the other war memorials located at the National Mall.
Lawmakers have signed off on a plan to give President Donald Trump his much-anticipated U.S. Space Force. But the plan would prevent the military’s new sixth branch from making new hires in the beginning, limiting redundancy and bureaucratic bloat, according to the final version of the National Defense Authorization Act for fiscal 2020.
Congress has moved forward with a proposal made last year to place the Space Force under the Department of the Air Force, and budgeted $72.4 million for stand-up costs, according to the legislation.
But the newly established service will be required to use existing personnel, specifically from Air Force Space Command, to jump-start the initiative, said Todd Harrison, director of the Aerospace Security Project at the Center for Strategic International Studies, a think tank in Washington, D.C.
A command post controller for the 618th Air and Space Operations Center.
(U.S. Air Force photo photo by Capt. Justin Brockhoff)
“What it forces the Air Force to do is actually transfer all of [its] people,” he said in an interview Tuesday, adding that the provision is a significant step to leverage those in space positions already at AFSPC in Colorado Springs, Colorado. “That will be the nucleus of the Space Force.”
Key lawmakers have said they intend to keep the Space Force small and will monitor its creation and the hiring of any additional mission-essential personnel down the line.
“The biggest concern is maximizing efficiency, minimize the amount of money spent. We don’t need to create a whole bunch of more positions,” chairman of the House Armed Services Committee Rep. Adam Smith, D-Wash., told reporters Saturday during the Reagan National Defense Forum.
In a CSIS study conducted last year, Harrison championed redistribution of personnel to save taxpayer dollars.
“All of those billets just need to move and become the Space Force headquarters,” he said. “It’s actually a pretty smart move that [Congress] made to prevent bureaucratic growth.”
The House is expected to vote on the bill, unveiled Monday, Dec. 11, 2019, with the Senate to follow later this month.
During its first year, the Space Force will establish a headquarters and plan for the future with the branch’s core functions in mind: “protect the interests of the United States in space; deter aggression in, from, and to space; and conduct space operations,” according to the bill.
The International Space Station.
Under the measure, the president may appoint a general to become the “Chief of Space Operations,” reporting to the secretary of the Air Force and sitting as a member of the Joint Chiefs of Staff. He or she may serve in that capacity no more than four years, but could be extended to eight years in a time of war or during a national emergency, the bill states.
As lawmakers and the Pentagon debated the new position over the past few months, it had different names, including chief of staff, commandant and commander, Harrison said.
“They instead chose this fourth name and went with something kind of like the Navy. Instead of chief of naval operations, the chief of the Space Force will be the chief of space operations,” he said. “If anything, they’re kind of signaling that maybe [this] will be more of a Navy-like … structure for the Space Force than an Air Force structure.”
To get started the first year, the U.S. Space Command commander may also serve as the new Chief of Space Operations, according to the bill. Currently, Gen. John “Jay” Raymond leads U.S. Space Command, as well as Air Force Space Command at Peterson Air Force Base, Colorado.
The new chief, along with the Air Force secretary, must brief lawmakers every 60 days until at least March 31, 2023, on the status of the new branch’s implementation, the bill states.
An Atlas V rocket launches March 12, 2015, from Launch Complex 41 at Cape Canaveral Air Force Station.
(United Launch Alliance)
The legislation also creates a Senate-confirmed assistant secretary of the Air Force for Space Acquisition and Integration to oversee the purchase of space equipment.
In May, senators nixed one of the Pentagon’s proposals to create a civilian position — the under secretary of the Air Force for space — who would work alongside a top general. Lawmakers said an additional civilian authority in the chain of command would create bureaucratic roadblocks.
“The House and the Senate and the White House all got some things they wanted, having to compromise on everything,” Harrison said. “They struck up a middle-of-the-road compromise.”
Despite the Pentagon’s rush to stand up the service after Trump called for the branch in 2018 to deter malign actors in space, some view the Space Force as a catalyst to violate treaties or international agreements.
“At best, a space force is a distraction from what is necessary to ensure space security in the face of rapid technological and geopolitical changes,” Laura Grego, a physicist and senior scientist in the Global Security Program for the Union of Concerned Scientists, said in a statement Tuesday. “At worst, it would prompt a space arms race that would threaten U.S. military and civilian satellites, not protect them.
“Diplomacy, not bureaucratic reorganization, is urgently needed.”
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
The fog of war and its consumption of life is not unique to the hands of man. Various animal species engage in war or war like hunting patterns; Ants vs termites, bees vs hornets, some prime apes and more. Out of all of Earth’s creatures, no other can compare to humans like the ant. To ensure the continuation of the colony the end justifies the means. Ants stab each other, use chemical weapons, and even enslave other colonies. This is how ants wage war.
Army Ants build borders
The North American Army Ant (Eciton burchellii), will establish an area of operation. The scouts conduct a search, it often leads to colonies discovering each other. As a result, there is a border dispute, and each side will send out a lone ant to stand off in a competition of height that represents the strength of each other’s colonies. The shorter ant will back down and the colony will surrender some of its territory. If the victorious colony believes it can win all the territory through war, they will launch an all-out invasion. They will use sheer numbers to overwhelm the enemy without the use of scouts. This is total war, no mercy. Men, women, children are all fair game in the name of expansion.
Societies with population explosions, that extend into the millions, are prone to large-scale, intense, tactical warfare. It’s a nature of battle only possible among communities with plenty of excess labor force.
Mark Mofeett, ecologist
Ants are an invasive species by nature. No matter how hard humans try to exterminate them they grown more powerful by the day. Based in every country, every clime and place, like a Marine Corps but with a Napoleonic complex.
Big-headed ants (Pheidole megacephala) are an invasive species from Southern Africa and they use chemical warfare and deception to destroy their North American counter parts. For instance, Big-headed ants engaged in battle they will spray the enemy with pheromones that overpowers the pheromones of the enemy ants. The survivors of the battle will return to their colony and will be misidentified as foreign troops. All survivors are killed by their own brothers in arms.
If you think about the worst invasive species, ants frequently show up on those lists, and big-headed ants are among the most problematic.
Andrew Suarez, University of Illinois entomology professor and animal biology department head
Andew Saurez discovered that the diet given to Big-Headed ant species during larval development will dictate what job they have in the colony. Different foods will cause the ant’s hormone levels to change and that is what decides if they will be equipped with huge incisors and a big head or become a worker, nurse, etc.
Firstly, Acts of physical aggression directed by slaves to slave-makers
Secondly, Attempts of slaves to reproduce within a slave-maker colony
Thirdly, Sabotage activities of slaves leading to weakening of the slave-maker colony and population
Finally, Slave emancipation partial or complete self-liberation of slaves from slave-maker colonies
It is eerily similar in the way ants wage war and humans. We humans are an invasive species fighting for resources and the expansion of borders. Using deception and chemical warfare to confuse and kill the enemy and, in a way, create false flag operations that make each other kill their own. This is a testament to how humans do not have a monopoly on war.
It is a common sentiment that animals are innocent and incapable of battle. Yet, new discoveries in the animal kingdom contradict popular opinion with facts that warfare is a natural means to an end.
To revolt, to rebel against oppressors, to live free or die trying – liberty is as important to ants as it is as to humans. A cause worth going to war for.
The old saying, “women love a man in uniform” comes with a long list of exceptions. For example, the expression does not apply to service members wearing a pair of S9 GI glasses — more commonly known as “birth control glasses,” or BCGs. Even the updated 5A GI glasses are only just a slight improvement in style over their infamous predecessor.
The distaste held by many troops wearing them isn’t without merit. You’re asking big, badass troops to don a pair of prescription glasses that immediately makes them look like the biggest dorks on the face of the planet. But if you can get over the fact that you’re often going to be mistaken for the commo guy, you’ll see there’s a very valid reason why the military has issued them out for all these years.
And it’s related to one of their other nicknames: up-armored glasses.
This soldier’s look has been appropriated by hipster douchebags who raise hell if their organic kale smoothie wasn’t free-range.
(Tennessee State Library and Archives)
The very first version of GI glasses were issued out back in WWII. The P3 lenses they used were originally meant to be inserts for gas masks — but your average, visually impaired troop needed to see clearly, so the military started issuing out their own version of prescription glasses.
After the war, they switched the frames from a nickel alloy to cellulose acetate. Recipients could choose between gray and black frames. The glasses weren’t too out of the ordinary style-wise and they served a dual purpose of acting as thicker-than-average eye protection while improving a troop’s sight.
For the time, the glasses were aligned with fashion trends and, frankly, style wasn’t much of a concern — they were free, they worked, and they were definitely within military regulations. It was just a bonus that they didn’t look too bad, either.
They can do anything but help you talk to the ladies.
(Photo by Sam Giltner)
Then, the late 70s rolled around and the military went all in on the S9 GI glasses. The frames were bulky and only available in “librarian brown” cellulose acetate. Around this time, soft corrective contact lenses became more prevalent, but military regulation forbid contacts, so if you had a visual impairment, you were forced to look like a dork.
The restriction on contacts isn’t without merit. As anyone who’s ever worn contacts can tell you, they’re a pain in the ass to maintain everyday and almost impossible to keep up with in a military environment. A single speck of dirt can potentially irritate your eye and take you out of the fight. The S9s on the other hand, were intended to withstand the austere environments troops deploy to and the lenses and frame are durable.
All of the jokes we throw at each other for looking dorky as hell will soon be a thing of the past. Now we’ll need some other trait to poke fun at…
(Photo by Melissa K. Buckley, Ft. Leonard Wood)
The military has adapted to societal trends over the years to keep troops seeing properly and protecting their eyes. Wearing BCGs is a regulation that’s really only enforced during recruit training or Officer Candidate School. After the bespectacled troop gets to their first unit, they can swap them out for a pair of civilian, prescription glasses — so long as they don’t have any brand logos on the sides.
The modern version of the GI Glasses — the Model 5A — were released in 2012 to replace the awkward S9s. They offer the same protection, are still free, and they come in a variety of style options from which the troop can choose.
On this week’s episode, Borne the Battle features guest Nathan Goncalves, who shares his story of struggle and perseverance.
While Goncalves didn’t have the intrinsic calling to join the military, he enlisted at 23, seeking reform and discipline. It was in the Army that Goncalves sharpened his focus and developed lifelong friendships and mentors.
However, Goncalves’ transition back to civilian life was not easy. In fact, it turned out to be some of his lowest valleys–involving addiction, PTSD, and anger management.
But things started to change when Goncalves heard he was going to be a father. In this episode, he discusses how an intense work ethic allowed him to achieve a bachelor’s degree at UCLA in less than three years.
Goncalves applied to UCLA’s Law school to study corporate law. He was accepted, but a bitter divorce hampered those plans. Through his own experiences, Goncalves realized there was no advocacy for situations like his own. So he sacrificed a potentially lucrative corporate law career and switched to family law to offer services to homeless and low-income veterans.
Goncalves is now hosted by Harriet BuHai Center for Family Law and sponsored in house by Equal Justice Works. He continues to fight for family integration for homeless and low-income veterans as they transition back into the civilian communities.
This article originally appeared on VAntage Point. Follow @DeptVetAffairs on Twitter.
Air Force veterans and other military members from other branches rushed to their keyboards to inform the world of how basic training was back in their day, as a female trainee at Lackland was outed using her cell phone to post on Snapchat during training. Current and former service members were quick to criticize the unidentified young woman for her phone usage in basic training, despite the fact that nothing could be more basic than these Snaps.
Other eagle-eyed former airmen, who presumably went through BMT before the widespread use of mobile phones, were quick to ask why her key is hanging on the outside of her PC uniform as other branches questioned what “PC” is and if it’s anything like PT, if BMT is like what the Air Force calls boot camp, and do all airmen trainees wear their hair down like that?
The biggest questions on everyone’s minds were how she managed to keep her phone while the others were presumably locked away and how she was able to sit on the dayroom furniture (while eating!) without moving the chairs or invoking the wrath of the dayroom crew, the dorm chief, or even the house mouse. Meanwhile, Air Force veterans at We Are The Mighty are concerned about the fate of her wingman, who was probably recycled into oblivion, only to emerge just before mandatory retirement.
Of course, everything about the photos (posted for public consumption in the Air Force Facebook Group Air Force amn/nco/snco, who ratted her out to Air Force Basic Training’s Facebook page) is wrong; from her hair and key, to eating in the dayroom while sitting on the g*ddamn furniture. Air Force basic training is just as strict about its cell phone policy as it was in the days of payphones – airmen make three mandatory calls on their personal phones over the course of their training.
The collective selective memories of Air Force veterans from all over came down hard on the young trainee as the shade thrown at the woman was enough to blot out the sun. Of course, no one in the history of the Air Force has ever messed up as hardcore as this airman trainee, who is obviously the worst person ever and doesn’t belong in MY Air Force. #LiterallyHitler.
In all seriousness, every time I’m tempted to comment on what happened back in MY Air Force days, I’m quick to remind myself that Basic Military Training – aka BMT – in MY day was only six and a half weeks, consisted of one week of anything related to carrying a firearm in a deployed location (that was still a rubber-coated M-16, the military equivalent of pinning oven mitts on my hands), and that my first PT test in the active Air Force was on a stationary bike where push-ups and sit-ups were done, but not counted in my final score.
Lighten up, Air Force-trained killers.
As for this airman, luckily an MTI was on hand to fill the world in about current Air Force BMT phone policy. This girl probably just smuggled her phone in using the old prison-style method – and if so, let’s make sure she’s promoted ahead of peers, maybe even give her a BTZ to staff.