Joining the Armed Forces is nothing to poke fun at. It’s one of the most honorable undertakings on the planet. That said, we all need to laugh at ourselves now and again. If you’re in the Army, these memes are all too relatable, so what are you waiting for? Come on down and laugh a little! If you’re a Marine, don’t get too cocky. No branch is safe from Internet memes.
They weren’t wrong.
Sometimes you’re the Armed Forces. Other times, you’re just the arm.
2. Oh. So that’s how tanks are made.
They don’t teach you everything in high school bio, kids.
3. Possibly the least peaceful type of angel…
But it’s still very nice. Could someone please tell him the holidays are over, though?
4. Do it once, and you’ll never do it again.
Better yet, kick the habit before you enlist, or your drill sergeant might kick it for you. Technically, it only takes a second to remove your hands from your pockets. In combat, however, every second counts. For that reason, hands in pockets are against regulation. It also ruins the clean lines of the uniform.
5. You can do it, right?
Like, it’s not even that hard.
6. Too much?
Commander: We need to distract the enemy. Private: Hold my beer.
7. Puddle, lake. Same thing.
Forget the map. Someone get him some glasses.
8. Um, excuse me? I think you have a stowaway.
A really, really cute stowaway. On second thought, keep him. Ya know, for backup.
9. Permission granted.
Isn’t he majestic? The Navy needs to step up their game with a Titanic remake.
10. I mean, finals ARE stressful.
Not quite as stressful as, oh, I don’t know, dodging bullets. Stress isn’t really a contest, but if it were, soldiers would win.
11. They skipped a few details.
When you said you wanted to go above and beyond the call of duty, someone must have heard “doody” instead.
12. Someone unlocked a new army prank level.
Here, take these trash bags and collect samples of every vehicle on base. We need to test their carbon monoxide output for maximum efficiency.
13. Whoever told him to trust his intuition, please tell him to stop.
The photographer perfectly captured the moment that Kevin realized he had utterly effed up.
14. Poor Marines…
It’s just not the same, is it?
15. This is the part no one warned you about.
They told you about the most dangerous parts of enlisting, but neglected to mention that duffle bags might be your most stubborn opponent.
16. Not sure what’s happening here, but it looks fun.
What happens when you combine an ice rink, a plastic wagon, and two guys in the army? This, I guess.
17. You mean it? I didn’t realize we were getting so serious.
Might as well propose, honestly.
18. It’s worth checking, at least.
Check again just to make sure. Maybe it changed to 0500 when you weren’t looking.
19. It had to work somewhere.
Ask Grandma if she can mail her couch to the Middle East. Modern problems require modern solutions.
20. Don’t do it.
Be careful. This level of enthusiasm is dangerous.
The Browns are self-proclaimed foodies who explore the DMV restaurant scene and steal time for walks together. It is during these no-tech-allowed strolls when the Air Force’s top couple catch up on their days and feed their relationship. Pun intended.
And it takes work to maintain, Air Force Gen. Charles “CQ” Brown Jr. said of marriage and a military career. He and his wife, Sharene, met after he was already an airman but she was no stranger to the lifestyle. Her dad served in the military.
Sharene Brown says the adventurous side of military life has long been a favorite aspect of being a dependent ID cardholder. It is likely the characteristic that kept her “all in” throughout the decades her husband has been building a career.
“First of all, I would describe military life as adventurous. I’m an adventurous person anyway; I like to travel; I like to see different things and what not. Since coming into the military as a spouse, I have found some of the same challenges a lot of our younger spouses have found,” Sharene Brown said.
A 2019 survey found the rate of unemployment for military spouses to be 24%, according to Blue Star Families. It is reflective of the old adage that as much as things change, they stay the same. In fact, Sharene Brown said change is the one thing that remains constant throughout the decades for those married to service members. She can also relate to hardships in pursuing and maintaining professional aspirations.
“There are things that I have experienced that I have grown from, but there are still some circumstances that are not much different. If I go back a few years to when I first came in, I was looking for a job and had a hard time finding one, moving from place to place. Then our family started to grow … our oldest son has some learning challenges, and so the plan was to go back to work after he got into school. It didn’t necessarily work out because of the challenges and I was determined at that point to just make sure he was going to be fine,” she said. “But what I found is when one door closes, another door usually opens.”
The connections she built over the years alleviated some of the common stressors she faced. Sharene Brown was not shy to dig in at duty stations, either. She relishes in the couple’s time overseas where they often chose to live off base to get a greater sense of the culture. Her favorite location was at Doha, Qatar, where she participated on a dragon boat team.
Gen. Brown also grew up as a military kid. His dad, who retired from the Army as a colonel, guided Gen. Brown through the process of applying for ROTC scholarships. Ultimately, he said, the Air Force stood out for its opportunities in engineering.
In 1984, Gen. Brown was commissioned as a distinguished graduate at Texas Tech University. He has served in a variety of positions at the squadron and wing levels, including an assignment to the U.S. Air Force Weapons School as an F-16 Fighting Falcon Instructor, according to his official biography. He said it was working with the people at that school that led to a snowball effect of positive career experiences, leading him to contemplate a long-term future with the Air Force. Then, a notable staff tour as Aide-de-Camp to the Chief of Staff of the Air Force opened his world even further.
“I got to see a bigger part of the Air Force. Exciting mission, a lot of responsibility, get to see the world, and get to meet a lot of good people,” he said.
In the summer of 2020, Gen. Brown became the first Black service chief in U.S. military history — an appointment that intersected with a period of heightened racial tension after George Floyd, an unarmed Black man, was killed by a Minneapolis police officer. Gen. Brown says he is keenly aware of the significance of his role, but also emphasizes that he wants to be judged on the merits of his performance rather than the color of his skin.
“I would say there’s a before and an after: before George Floyd and after George Floyd. Before, I already knew it [my appointment] was historical in the like, and you know I’ve thought about it but I haven’t really. Partly because, a lot of the times in the jobs I’ve been in, I’ve been either the first of or the only one. It’s probably in some cases — I hate to say it this way — it’s a bigger deal for some others than it is maybe for me because I’ve lived this. … I am who I am and I just want to be good at what I do, and be recognized as a good officer. And then after that, be recognized as a good African American officer. Just like any other officer or leader, you just want to be recognized as a good leader.
“I think after George Floyd, a bit more visibility and pressure was on the fact that I’m coming into this position. I think it adds a bit of extra weight because there’s some expectation that I’m going to be able to do things, but I’m just one person and I have almost 700,000 airmen that will have to buy into whatever good idea I come up with. And so, when we start looking at diversity and inclusion, it has to be things the whole Air Force can buy into and not just happen because I’m sitting in this chair as Chief of Staff of the Air Force,” he said.
In 2020, leaders ordered an independent review focusing specifically on assessing racial disparity in military discipline processes, personnel development, and career opportunities as they pertain to Black airmen and space professionals. The examination included a look at survey findings from more than 123,000 responses, formal interviews, and listening sessions. Results found that “varying degrees of disparity were identified in apprehensions, criminal investigations, military justice, administrative separations, placement into occupational career fields, certain promotion rates, officer and civilian professional military educational development and some leadership opportunities,” according to the report.
Gen. Brown said small steps have been made, but his priority is to do “the deeper dive” that would include determining the root cause of the problem so recommendations can then be made of how to move forward. One example he cites is getting underrepresented demographics into aviation career fields.
“Do some of the tools we have, are they biased in some way? Not purposely but for whatever reason, we may have missed opportunities and that all comes down to exposure. We only aspire to be what we’ve been exposed to, so looking at how we can lay that out earlier for underrepresented groups, whether it’s race, gender, ethnic background,” he said.
At the same time, leaders are grappling with the ongoing pandemic that has placed restrictions on the normal way of doing business. Gen. Brown says an integral part of checking the morale and mental health of the force starts with building relationships.
“The key part is knowing your people, and you can’t know they’re having a bad day if you don’t know them — because you can’t tell the difference between a good day and a bad day. And some of that has to happen before you get into a crisis. I found just a few minutes goes a long way. It’s building relationships with the people you work with; you got a professional relationship but you also got to have a little bit of a personal relationship — know about them, their family, some of the ups and downs they have, and talk to them about what they do in the evenings, what they do on the weekends. By building relationships, when they do have a problem, they may be more inclined to talk to you, to seek help,” he said.
The line of communication between airman and leader is also important, especially for those junior enlisted members and officers who have certain aspirations in the Air Force. Gen. Brown tells airmen to “take your chances.”
“Always ask for what you want. The worst the Air Force can do is tell you no, but they can’t tell you yes unless you ask,” he said. “I just tell airmen to explore what it is you want to be able to do, and then share that with your leadership so they have an opportunity to help you get to where you want to go. Or, to help you understand you may not be qualified for where you want to go — but you have to have the conversation. If you keep it to yourself, you may miss an opportunity or talk yourself out of it.”
Gen. Brown is adamant that his vision for a successful tour will be the same in years to come as it is today: he wants to make a difference.
“Flying was not the reason why I came into the Air Force or even why I stuck around. I mean, I like to fly, but it’s not the end-all be-all for me. It’s making a difference and that’s the key part; if I can do something that will change the Air Force for the better, make it better for our airmen and families. I would consider myself a failure if I didn’t make a difference in some form or fashion,” he added.
My great uncle deployed to Vietnam when he was around 21 years old. I didn’t know about his deployment until I found out I was deploying to Afghanistan in 2009. My uncle, unlike most of the friends and family I had, knew the reality of what was coming. He had already supported me as a military service member, but when the word deployment became a part of the conversation, everything changed.
It wasn’t until my first care package from my uncle arrived that I realized how deeply our paths were connected. The care packages he sent were different from all the other care packages I received. Each one told a story. It could have been the contents of the box or the letter it contained. But no care package was sent without thought and care of what he would have liked to have opened while serving overseas. It was different from all the other care packages because he had been on the receiving end before.
One care package he sent had the book, The Pearl by John Steinbeck. The book on its own would have been nice to have something to read, but there was a story that went with it. In one care package he received from a family in Coos Bay Oregon for Christmas in 1967, he received The Pearl and read it throughout his deployment. I read it too. And sitting on my bunk in my tent, I felt a connection. That book, unlike most of the books I received, made it home with me and sits on my shelf. And every time I see it, I think of my uncle and the bond we share.
Years later after coming home I wanted to do a series for my blog focused on deployment stories. I loved reading the stories in the letters from my uncle and it inspired me to search out more stories and create a series with stories from the past and present-day wars. Not surprisingly, I was excited to include my uncle in this series. So, I sent off my questions and waited for a response. To my surprise, the response was not full of distant stories and fond memories. Instead, I could feel the hurt and pain that deployment can sometimes bring when hidden inside for years. It was something I had struggled with at times as well. Dark memories are sometimes easier to keep hidden.
I was disappointed with his short answers, but I understood his pain. Even though I write and talk about my deployment, sometimes questions can hit me off guard and a wall can go up so fast. And so, I quickly expressed an apology for bringing up pain and thanked him for the answers I received while I also worked to change my questions to focus on the story and not the combat. I was not giving up hope that a story was there.
He responded with an apology and a chance to start again. He said he had reread his answers and realized he was blunt and grumpy. Instead of receiving one-word answers and angry responses I received pieces of history gifted to me through his words and photos. It was a treasured gift and opened my eyes to the history of the Vietnam War and the struggles and challenges he faced. You can read the full interview here.
And it may seem silly or trivial to say that one interview, one group of questions, could help someone who had been hurt so deeply from war and then by those who treated him with indifference on his way home, heal. But there is power in telling your story. There is power in bringing the darkness to light. He once told me, “Until you asked about it, it never occurred to me that anyone would be interested in my story because I made it home in one piece when so many of my buddies didn’t…”
But the story isn’t over. My uncle continues his healing journey and is signed up and waiting for his turn to attend an Honor Flight to Washington DC. He talked about the excitement, anticipation and so many other emotions of going to the Vietnam Memorial and what that trip means to him. He knows it is the next step in his journey and knows it will mean a lot to him.
I never thought my deployment experience would have such an impact on my uncle’s life. I did not realize that the path to my deployment would cause me to want to hear more stories and share more experiences with others. How many people are out there thinking no one wants to know about their experience because they came home alive? But it is through the stories of those who are still alive that we can honor the legacy of those we lost.
There is so much power in telling your story and it is part of the healing journey. It likely won’t be easy but it is so important to share.
Do you know someone who has deployed to Vietnam?
Be sensitive, open and sincere and ask them about their story. Know that they might not be ready to tell their story, but you will never know if you don’t ask. And even if you never hear their story the power of asking one question can help them realize they do have a story to share and that might just be the first step in their journey that they need.
The military needs innovative ideas from small businesses and entrepreneurs now more than ever, said Under Secretary of the Army Ryan D. McCarthy.
McCarthy spoke Feb. 21, 2019, at Muster DC, an event in the nation’s capital for military veterans aspiring to be entrepreneurs.
“If you look at the history of the Department of Defense, we were at our best when entrepreneurs were doing business with us,” he said.
As an example, he cited that the first jeeps for World War II were actually designed and built by a small motor company called American Bantam in Butler, Pennsylvania. Later, the design was shared with Willys-Overland and Ford to produce the jeeps on a larger scale.
1941 American Bantam Jeep Prototype.
DOD was at its best when small businesses brought their ideas and “partnered with big corporations to scale out those ideas,” McCarthy said.
“We got away from that for the last several decades,” he said, adding the Army’s practice has been to put out 1,000-page requests for proposals, or RFPs, specifying the exact size and weight of each component of a system.
Businesses maybe had a better solution, he said, but they would never share it, because that’s not what they were incentivized to do.
That culture needs to change, McCarthy said, and that’s one reason the Army Futures Command was organized. It’s why soldiers have been placed alongside tech innovators at an “accelerator hub” in Austin, Texas.
The purpose of Futures Command is to drive innovation, he said, “so that we can do business faster. So small businesses don’t get their cash flow crushed waiting years for us to make a decision.”
Out of more than 800 programs that the Army oversees, eight have been granted a special “transactional authority” to do business differently, he said.
The Futures Command has eight cross-functional teams: long-range precision fires, next-generation combat vehicle, future vertical lift, Army network, air and missile defense, soldier lethality, synthetic training environment; and assured positioning, navigation and timing.
A soldier with the 35th Air Defense Artillery Brigade loads a Stinger onto an Avenger Air Defense System during a live fire training exercise at Pacific Missile Range Facility Barking Sands, July 24, 2018.
(U.S. Army photo by Capt. Rachael Jeffcoat)
The Army needs a “quick win” in these eight programs, McCarthy said, in order to change the acquisition culture and to keep ahead of near-peer adversaries. The U.S. military has enjoyed a vast technological advantage for years, he said, but competitors are quickly catching up.
McCarthy said he’d like to see soldiers in accelerator hubs across the country so entrepreneurs will have easy access to pitch their ideas.
Entrepreneurs who are military veterans have an advantage, he said, because they are resilient and can deal with stress. They know how to organize and plan.
When getting ready to leave the Army, where he served as a Ranger, McCarthy said at his first interview in Manhattan, he was asked what he knew about finance.
“I said, ‘Nothing. But I know how to plan and I know how to organize and there would be nothing you can put me through that I hadn’t been through already in the form of stress and pressure,'” he said.
After the interviewer stopped laughing, McCarthy said he took a chance and hired him. The company even held the job open for a year, because soon afterward, the Sept. 11 terrorist attacks occurred and McCarthy agreed to stay in the Army for a deployment before going to work in New York.
Veterans are not afraid to engage, he said, and have commitment. “Nobody wants to follow a leader that hedges,” he said. “They want somebody that’s playing ‘double-in’ every day.”
Veterans have some of the key attributes business leaders need to have, he said, “especially if they’re going to start their own business.”
Other talents the Army needs most right now include systems engineering and software coding, McCarthy said.
Weapons systems are sophisticated and have millions of lines of coding, he said.
Most failures of weapons systems in the past came from not having the right systems architecture, he said, which resulted in weapons not being able to communicate with other platforms.
If there’s one thing every military veteran has in common, it’s that we all went through a recruiter — but experiences may vary. For example, some recruits had either high-value skills or were willing to take any job the recruiter might offer and, thus, were pursued by military recruiters. Others had to seek one out. Either way, our feelings about our recruiters rise and fall as our career progresses.
At first, many feel like they were bamboozled by their recruiter. As if somehow, they lied to us.
Maybe they made us promises they had no intention of keeping. Maybe they said we were going to get a bonus when we didn’t, or maybe the bonus wasn’t as big as promised. Or maybe the recruiter told us we could go in “Open General” and then choose to be an Airborne Cryptologic Language Analyst when we’re in basic training and we wouldn’t have to take whatever the Air Force chose to give us.
(U.S. Air Force photo by Ave I. Pele)
The fact of the matter is that every U.S. enlisted troop has a recruiter story. The recruiting process is the one thing every branch of the military has in common. From MEPS to the naked duck walk to going on a trip with a group of strangers whose only common bond is a manila envelope full of personal information, this is the area of the military that transcends branch of service — one that all Coast Guardsmen, soldiers, sailors, airmen, and Marines experience equally.
But what we don’t realize until we’re grown up a little and have a little rank on our sleeves or collars is that recruiting is a really, really tough job.
“Yeah, we all totally love this uniform.”
1. Everyone thinks recruiters are g*ddamn liars.
I know I kinda covered this one, but it’s a big deal. Not because the recruits think recruiters are lying — who cares what they think? They can go home if they want to. It’s that people already in the military think recruiters are liars. That’s the whole thing about recruiters — the one tired joke that never stops playing.
People think you’re out there luring high school kids into a Marine Corps-painted Astro van with promises of chest candy. Or that you somehow prey on minorities and low-income communities. Or that you’re filling the ranks with sub-par people just to make an invisible quota of some kind. The Army doesn’t exactly sell itself, so recruiters must be tricking these kids somehow.
“What’s the matter, you already have the haircut.”
2. Recruiters are competing with a great job market.
The unemployment rate of Americans between 16 and 24 — prime military recruiter targets — fell to a 50-year low in 2018. For recruiters, people who have to bring in a certain number of recruits to keep the Army, Air Force, and Navy Departments going for the foreseeable future — this is a terrible thing.
For some, joining the military is something that provides access to opportunity. If someone from Podunk, Conn. (which is a real place, by the way) has the choice of working at the Ice Cream Factory (which does not exist in Podunk, it’s just an example) or joining the Marines during a 17-year-long war, which do you think they might be more inclined toward? As a Marine Recruiter, you have to convince him that a lifetime of mud, dirt, paperwork, and potentially killing ISIS fighters is a better choice than riding dirtbikes at the bonfire Saturday night.
3. Most wannabe recruits aren’t cut out for service.
The Pentagon believes that 71 percent of American youth aren’t able to enlist for a number of reasons. They may be overweight, they may have drug use issues or ear gauges, or maybe they can’t score well on the ASVAB. No matter what the issue is, of the 29 percent left, the Army estimates only seven percent of the remainder is even interested in serving.
So, your job is basically to find those needles in all that haystack.
“Pew pew! … And that’s how you do Army. Just sign your name in crayon.”
4. Training and living as a recruiter is actually incredibly difficult.
Recruiters train to go into a local community and pull out the most potentially exceptional recruits from neighborhoods that might hate you. At the same time, the recruiter has to typify everything that makes the perfect U.S. troop, from physical fitness and on down the line. If you even pass the screening process, every branch of the military has an in-depth intense training school that involves professional development and very detailed instructional lessons on all the ins and outs of your chosen branch of service.
Remember, recruiters are supposed to be demi-gods with all the answers, so it makes sense that to be an example for youth to follow, potential recruiters have to train incredibly hard at it.
In case you didn’t believe me when I said people will hate you. Because they will.
5. You’re (mostly) alone out there.
More than that, a recruiter lives far from a military community, where things might be way more expensive than in your standard military base area. There may be no other military personnel to lean on except for the other recruiters in your area and since none of you are exactly keeping banker’s hours, a potluck jamboree might be hard to schedule.
So you only need to be the perfect picture of physical, mental, and financial health with unlimited energy and money to stay up all night to recognize talent and have all the answers required to get them to give you the first years of their adult life while their parents (who might really, really hate you) look on. No sweat, right?
Halloween festivities in 2020 are bound to be a bit different due to the pandemic, but for military families, unique ways of celebrating are nothing new. Life on military bases is similar to “normal” life in many ways, but it does come with its own set of pros and cons. To learn how to celebrate Halloween like a military family, keep reading!
1. If you’re still adjusting to life at a new base, things are usually kept simple.
Moving to a new base is a significant change for the entire family. When you’ve just started unpacking, military families know it’s okay not to go all out for the holiday. The kids are all about the candy, anyway! Make some quick caramel apples together, let them go crazy with the face paint, and watch a spooky movie with popcorn and candy. Easy.
2. You get LOTS of discounts!
Military discounts are always a thing, but the holidays are the perfect time to make the most of it. Military families get discounts on costumes, decorations, fabric…pretty much anything! HalloweenCostume.com offers $10 off a $50 order with a military ID. Spirit Halloween, Jo-Ann Fabrics, Michael’s, Kirkland’s, Home Depot, and Lowes all offer discounts as well. The discounts are usually around 10-15% which doesn’t seem like much, but if you’re stocking up on decorations or planning costumes for the whole fam, your wallet will notice the difference!
3. Decorations spice things up.
The only problem with military housing is that it all looks the same. To add some personality and spooky style, lots of military fams get creative with their Halloween haunted house decor. It doesn’t have to be complicated. Have the kids help choose a theme and run with it. They can even decorate the windows with this washable window paint!
4. Some families send cards to friends afar.
One of the toughest parts of being a military kid is moving around a lot. If they used to have a group of best buddies to trick or treat with, reach out to stay connected and send some fun. Help them decorate Halloween cards and tape their friend’s favorite candy inside for a thoughtful surprise.
5. The pumpkin carving contests are next level.
Show off your military pride and pumpkin carving skills! Are you a pro with a pocket knife? A pumpkin carving contest is probably happening, so put your skills to good use and kick some pumpkin carving butt. Alternatively, you can use paint for a longer-lasting decoration. You can go for a patriotic pumpkin, or remind everyone which branch of the military is the best…but we’re not taking any sides! May the best pumpkin win.
6. They make the most of on-base Halloween activities.
Almost every base has their own set of scheduled autumn activities, which usually include a costume contest, games, trick or treating, and haunted houses for the big kids. The events will likely be modified this year to keep kids COVID-free, but the on-base festivities still have a lot of benefits. There are usually more rules and security, so your kids can celebrate without roaming sketchy neighborhoods in the dark. If this is your first year on a base, see what activities are planned this year and get involved!
7. After the fun, families often give back.
Who hasn’t overdone it in the candy aisle? If you have tons of leftover candy after trick or treating comes to a close, don’t toss it out. Instead, donate it to Treats for Troops to help service members overseas enjoy a Kit Kat or two! Happy Halloween!
The Harlem Hellfighters spent more time in combat during WWI than any other American unit. Comprised primarily of African-American soldiers, the 369th Infantry Regiment spent 191 days in frontline trenches and suffered 1,500 casualties, the most losses of any American regiment. The soldiers of the regiment were given their nickname by their German enemies for their ferocity and tenacity in battle. However, it took the Army over 100 years to recognize the unit’s official designation as the Harlem Hellfighters.
On September 21, 2020, the Army Center of Military History recognized the 369th Infantry Regiment and its descendant, the 369th Sustainment Brigade, as the Harlem Hellfighters. The 369th’s nickname is now observed as a historical and traditional name like the 42nd Infantry Division’s “Rainbow Division” or 3rd Cavalry Regiment’s “Brave Rifles” nicknames. The special designation program is operated by the Force Structure and Unit History Branch of the Army Center of Military History. The effort to officially recognize the 369th’s nickname began in 2019.
New York State Military Museum Director Courtney Burns was working on a 369th display at the Harlem Armory when he went looking for an official certificate in the Army’s records recognizing the unit’s nickname. To his surprise, there wasn’t one. Shocked by this oversight, Burns reached out and notified the unit’s commander, Col. Seth Morgulas. “That is crazy,” Morgulas recalled. “How does it not have it?”
Despite the lack of official recognition, the Harlem Hellfighters nickname is well-known and commonly used. The Triple-A video game Battlefield 1 depicts the 369th and even featured a downloadable content release titled the “Hellfighter Pack”. Moreover, the street that runs by the unit Armory was renamed from Harlem River Drive to Harlem Hellfighters Drive by the New York State Department of Public Transportation. “That was such a glaring error,” Burns said of the nickname’s lack of recognition by the Army.
The 369th Infantry Regiment started out as the 15th Infantry Regiment headquartered in Harlem. It was a segregated African-American unit in the New York National Guard. When America entered WWI in 1917, scores of African-American men traveled to New York City to enlist in the 15th Infantry Regiment and the unit shipped out as part of the American Expeditionary Force.
Initially, the 15th was relegated to unloading supplies from transport ships. However, in March 1918, the 15th was reorganized as the 369th Infantry and loaned out to the French Army for frontline service. It was during this time that the unit earned its famous nickname, among others.
The soldiers of the 369th called themselves the “Black Rattlers” for their unit crest which depicts a coiled rattlesnake. The French soldiers that they served with called them “Hommes de Bronze” or “Men of Bronze”. But, it was the Germans who called the men of the 369th “Hollenkampfer”…”Hellfighters.” “They are devils,” said a Prussian officer who was captured during the Meuse-Argonne offensive. “They smile while they kill and they won’t be taken alive.”
Due to their courage in battle, the Hellfighters constantly outpaced the French units on their flanks. During one offensive, the closest French units were seven miles behind them. The Hellfighters were also the first allied unit to reach the Rhine River at the war’s end. The French recognized the Hellfighters’ bravery with 11 unit citations and a unit Croix de Guerre. 170 Hellfighters were individually recognized with the Croix de Guerre as well.
After the armistice, the Hellfighters joined the allied armies as they paraded through formerly German-occupied territory. “That day, the sun was shining, and we were marching. And the band was playing,” recalled Hellfighter Melville Miller. “Everybody’s head high, and we were all proud to be Americans, proud to be black, and proud to be in the 15th New York Infantry.” The Hellfighters also received a welcome home parade down Manhattan’s Fifth Avenue, an honor they were denied when they departed for Europe because of their race.
Though the 369th Infantry was officially disbanded after WWII, the unit was re-formed as the 369th Sustainment Brigade of the 53rd Troop Command under the New York Army National Guard. With the Army’s official recognition of the Harlem Hellfighters designation, the 369th now carries on the nickname earned by brave soldiers that came before them.
Over the past decade, the U.S. Army has taken steps to fully integrate women into all positions in its formations. Last month, the Army announced female infantry and armor Soldiers will integrate into the last nine brigade combat teams by the end of the year. In light of these initiatives and the open-mindedness of my leadership, I competed for and served as a light infantry brigade assistant S2 and, more importantly, an infantry battalion S2, a position open to women since 2014.
Gender integration has had its challenges but in my experience, leaders at all levels are trying to embrace this evolution. It is not unusual for a group of officers to experience awkward initial counseling sessions with their maneuver commander wherein the commander overemphasizes their support of female integration directly to the one female officer in the room. Although it may seem uncomfortable for all parties involved, these maneuver officers are still learning and while it may not be perfect, at least they’re trying..
However, even with the best of intentions, military leaders occasionally make decisions that inadvertently segregate women, leading to the unintended consequence of isolating them from their units.. This article addresses how a commander’s simple decision on troop billeting can have an adverse impact, and how commanders and leaders can more successfully lead gender-integrated teams.
The female tent: A flawed good intention
When a unit deploys to a Combat Training Center (CTC), Soldiers are housed in “tent city” while conducting Reception, Staging, Onward movement and Integration (RSOI), Leaders are responsible for allocating tents, ensuring they account for all personnel on the ground. Sometimes as an afterthought, someone asks the question “Where is the female tent?”
The idea that women require their own tent is an antiquated tradition that many senior leaders (and often junior leaders) have yet to break from and likely causes more harm than good . This issue may initially seem benign within the context of integrating women into combat arms units. After all, it’s “just” a tent, it is only temporary, and you only go there to sleep and then show up to the next formation. This issue is about much more than a tent. The decisions leaders make can help or hinder their ability to build a cohesive team that sees beyond gender.
The female tent exists mainly as a safety precaution to protect the female Soldier population. Sexual assault and harassment continues to be a large issue in the military. However, as we look deeper into the effects of gender-segregated tents, we will start to identify how our separate treatment of genders only exacerbates the issue. Studies in the past decade, including one conducted on the Norwegian Army’s Unisex living spaces in 2014, concluded that integrating genders for training and in living quarters increased team cohesion between genders by breaking the “us versus them” mentality, decreased sexual harassment and assault claims, and made gender difference less significant. Instead of training separate teams of male and female Soldiers, the integrated training and living arrangements created teams of Soldiers comprised of men and women.
The segregation of women from their platoon, company, or battalion leads to them missing critical events, and team building and bonding built during times of uncertainty when leaders make decisions and plans change. The female tent creates an additional barrier to communication where a portion of the unit does not receive updates on the evolving operational conditions because men and women are hesitant to enter each other’s tent to get information. Women show up to meetings being caught off guard by changes in the plan that were made among the male officers at 2300 but failed to make it back to the female battalion staff lead because they forgot, they figured it could wait, or it was too inconvenient to send a runner to inform them of the change. This communication barrier creates an overall disadvantage to the commander who now has a population in the formation that is unable to inform the decision-making process and in the end hinders the unit in achieving mission success.
More importantly, the female tent denies female Soldiers equal access to the esprit de corps and cohesiveness building reality of shared accommodation, and often imposes a gender divide on teams. In the end, this causes women to miss the stories told in their team, invitations to the gym, and group meals. They miss the inside jokes and become an outsider in their own unit. They struggle to get to know their unit and their unit struggles to bring them into the fold. It becomes a self-perpetuating cycle of damaging isolation that most women do not want, but are forced to endure.
How do we fight the female tent?
1. Prioritize mission success over comfort. Key to mission success is enabling your commander’s ability to exercise command and control over the formation. The female tent takes women of different ranks across the formation and puts them in one tent geographically separated from their organic teams. We, in turn, hindered multiple leaders’ ability to lead effectively by complicating the flow of communication, reducing ability to receive feedback from a select population, and decreasing the flexibility of a unit to rapidly adapt and execute operations. The female tent becomes more unfeasible as we integrate more women into company commander, executive officer, and platoon leader positions in combat arms formations.
As leaders in charge of planning training events, we need to focus on how to enable mission success. In 2018, my light infantry brigade had one battalion commander, one command sergeant major, two brigade staff primaries, five brigade staff senior NCOs, at least one battalion staff primary officer or NCO per battalion, and five company commanders or first sergeants who were women. That equaled 20 leaders at the company level and above that were integral to the brigade’s success at our CTC rotation. Since then, the number of female leaders in today’s brigade combat team continues to increase.
Focusing on mission success means all leaders are able to be with their Soldiers through all aspects of a training environment. Integrated tents allow leaders to better take care of their Soldiers because they are together in one place where they can monitor the well-being of each Soldier as the unit goes through stressful training exercises. It allows leaders to identify and address sexism issues in their ranks because they can monitor the interactions among all of their Soldiers.In a segregated environment, leaders may not be present when their female Soldiers are harassed while they are isolated in separate areas. Integrated tents build better teams that communicate more effectively, provide feedback to their commanders, and react quicker to rapid changes because they are a cohesive unit that treats everyone as a valued member of the team.
2. Use informal leadership. As described in ADP 6-22 Army Leadership, part of informal leadership is taking the initiative to advise formal leaders on decisions based on previous experience or expertise. Informal leadership takes initiative and some courage, because it usually involves an individual speaking up to leaders who outrank them. In one experience at a CTC exercise, my company leadership was trying to remove the female Soldiers from our unit’s tent because the brigade’s designated female tent did not have enough females in it. A female lieutenant I supervised looked at me with disappointment and asked me if there was anything I could do to stop it. I decided to work with another female captain located in our company to make it clear to our leadership that we did not want to leave our sections to live in a separate tent. The company leadership relented but not without some offhand remarks about how we were an inconvenience.
After that experience, the female officers made it a point to teach our staff sections how the separation of women into female tents affects women because our male peers honestly did not understand. How could they? In their military career, they never had to be separated from their team because of their gender. The effort we made to stay in the tent was worth it because our section became a more cohesive team and it was a leadership opportunity that enabled us to discuss a gender issue with our male counterparts that they will never experience firsthand. Informal leadership is a powerful tool that leaders can use to prevent segregation in their units, regardless of gender.
3. Be comfortable asking “What’s best for the team?” You may not know all the right answers when it comes to how best to integrate women and that’s okay. It is a learning process for everyone. What Soldiers do not want to hear is what one of my peers told me as he shrugged his shoulders, “We forgot to account for you guys (for bed space). Sorry, I’m infantry.” Instead, leaders should exercise humility and ask their female peers or subordinates for input. More often than not, they have been through these situations multiple times and they will appreciate your willingness to learn about how best you can assist your formation. It is as simple as something an infantry major once said to me, “I’m new to this. Do I need to make special accommodations for you or do you feel comfortable staying with the unit?” Yes, it can feel awkward to ask, but there is a certain amount of respect you gain when you open yourself up to learning how best to ensure everyone feels like a valued member of the team.
If a living situation is poorly planned or seems like it may be an issue, present the options. “We can let you stay in the open bay with the males and everyone will just use their sleeping bags or the latrines to change, or we can cordon off an area in the bay for privacy so that we can keep you with the team.”
4. Keep everyone in the loop. Sometimes it is inevitable to be forced to split your unit into gender-specific tents, especially while traveling through different locations with transient barracks or if the final decision is made above your level. When this happens, it is important to take steps prior to the unit splitting apart to make sure that the isolated personnel stay in the loop. Leaders should develop a clear communication plan and battle rhythm to distribute information. It is imperative to ensure inclusiveness of the isolated population for both work- and social-related events. If a squad goes to eat together, it is the responsibility of that squad and team leader to include the female squad members. If a platoon is tasked for a working party, the platoon sergeant needs to get everyone involved in helping. If the battalion staff needs to talk through some minor decisions, make the effort to get those female staff officers involved. It can be demoralizing to hear the stories of what someone missed because no one bothered to let her know what the unit was doing.
It’s a learning process
Gender integration will continue to be a learning process for the military. To build better integrated teams, units need to train, eat, and sleep in harsh environments together. As leaders, we are responsible for making decisions that enable mission success, providing feedback on gender integration, and remaining open to new ways to improve integration. No part of ADP 6-0 Mission Command and ADP 6-22 Army Leadership suggests that any type of segregation is good for the Army. Segregation of any type creates resentment, isolation, and ultimately an unsafe environment for everyone. Instead, leaders need to focus on building cohesive teams based on mutual trust, and unit integrity through shared hardship is essential to that cohesion. We should be able to reach solutions that allow all Soldiers, regardless of gender, to feel like an equal member of the team and trust that they can depend on each other for anything.
Captain Ashley Barber is a military intelligence officer currently serving in the 10th Mountain Division G2. She has previously served in MI brigades and IBCTs (LI). She completed her KD time in 2/10 IBCT (LI) as the brigade AS2 and the 2-87 Infantry Battalion S2 through iterations of LTP, JRTC, and a deployment to Afghanistan.
Wait times at Department of Veterans Affairs hospitals and clinics have gone down significantly from recent years and are now shorter on average than those in private-sector health care, at least in big cities, according to a new study from the Journal of the American Medical Association (JAMA).
Critics of the study pointed out that main contributors to the JAMA report were current and former VA executives, including Dr. David Shulkin, who was fired as VA secretary in 2018 by President Donald Trump.
In a statement, VA Secretary Robert Wilkie said the JAMA report published Jan. 18, 2019, showed that the VA “has made a concerted, transparent effort to improve access to care” since 2014, when wait-times scandals and doctored records led to the resignation of former VA Secretary and retired Army Gen. Eric Shinseki.
“This study affirms that VA has made notable progress in improving access in primary care, and other key specialty care areas,” Wilkie said.
VA Secretary Robert Wilkie.
The cross-sectional JAMA study of wait-time data from VA facilities and private-sector hospitals focused on primary care, dermatology, cardiology and orthopedics in 15 major metropolitan areas.
The findings were that “there was no statistically significant difference between private sector and VA mean wait times in 2014” and, in 2017, “mean wait times were statistically significantly shorter for the VA,” the JAMA report said.
“In 2014 the average wait time in VA hospitals was 22.5 days, compared with 18.7 in the private sector,” the study said, but in 2017, “mean wait time at VA hospitals had gone down to 17.7 days, while rising to 29.8 for private practitioners.”
The study, titled “Comparison of Wait Times for New Patients Between the Private Sector and Department of Veterans Affairs Medical Centers,” relied on wait-time data provided by the VA and calculated private-sector data from a survey conducted by a physicians’ search firm, Merritt Hawkins, using the so-called “secret shopper” method in nearly 2,000 medical offices in metropolitan areas.
“For the secret shoppers method, the research associates at MH [Merritt Hawkins] called physicians’ offices asking to be told the first available time for a new-patient appointment,” the JAMA study said.
“This earliest availability was recorded as the wait time. However, the VA data record scheduled wait times, which may not reflect the earliest available appointment,” the study said.
The JAMA report also noted that rural areas and follow-on care were excluded from the analysis and said that “follow-up studies are critical to analyze access to the entirety of VA health care,” since nearly one-quarter of veterans live in rural areas.
The overall conclusion of the report was that “access to care within VA facilities appears to have improved between 2014 and 2017 and appears to have surpassed access in the private sector for 3 of the 4 specialties evaluated,” with the exception of orthopedics.
In 2014, the VA was rocked by wait-time scandals and allegations of manipulated data at the VA medical center in Phoenix, Arizona. “This incident damaged the VA’s credibility and created a public perception regarding the VA health care system’s inability to see patients in a timely manner,” the JAMA report said.
The VA has since worked to improve access and reduce wait times.
“There is evidence suggesting that these efforts have improved access to care, including reports that 22% of VA patients are now seen on the same day as the requested appointment,” the report said. However, “Despite, these efforts, the adequacy of access to VA care remains unclear.”
As a result of the 2014 scandals, the VA initiated the Choice program to expand private-care options for veterans. Last year, Congress passed and President Trump signed into law the VA Mission Act to consolidate and streamline the Choice program, which has been riddled with inefficiencies.
In June 2018, the Government Accountability Office issued a report stating that many veterans who opted for the Choice program to avoid wait times still faced delays that could stretch for months before seeing a doctor.
In response to the JAMA report, a posting on the Disabled American Veterans website came under the heading: “Veterans Affairs Spins ‘JAMA Study’ It Authored On VA Wait Times.”
In addition to Shulkin, the posting noted that another contributor to the JAMA study was Dr. Carolyn Clancy, the former acting head of the Veterans Health Administration. She was replaced in July by Dr. Richard Stone as acting head of the VHA and has now taken the position at the VA of deputy under secretary for discovery, education and affiliate networks.
Stone, the former deputy surgeon general of the Army, has yet to receive Senate confirmation. The VHA has not had a permanent head since Shulkin left the position in January 2017 to become VA secretary.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
As reported by CBC, the Canadian Armed Forces will now authorize their troops to grow a beard — within certain limits, of course. Canadian service members’ beards must not exceed two centimeters (roughly 3/4th of an inch) in length, must be kept off the neck and cheekbones, and may not be in any non-traditional, trendy style.
This puts our brothers to the north in league with the UK, Germany, France, Italy, Spain, Belgium, the Netherlands, and most of our other NATO allies in realizing that beards aren’t as detrimental to troops as once believed. This leaves the United States and Turkey as the last two beardless, major US powers — but the Turkish Armed Forces haven’t yet taken the debate off the agenda.
With the Global War on Terrorism winding down and garrison life becoming an ever-growing aspect of a troop’s career, it’s about time the Pentagon at least entertains the idea of allowing conventional troops some leeway on facial hair grooming standards.
Even a tiny bit of stubble will stop a gas mask from completely sealing and let all that nastiness inside.
(U.S. Air Force photo by Staff Sgt. Kate Thornton)
The current policy that requires U.S. troops to be clean-shaven comes from the need to properly seal a gas mask in the event of a chemical attack. In World War I and II, such a policy made absolute sense. Chemical weapons were used extensively against Allied troops and anyone fighting in areas where the enemy was known to use them kept their mask close by.
Today, the use of chemical weapons against US troops is not a complete impossibility. After all, Saddam Hussein used nerve gas against Iranian troops and the Kurds in 1987, sarin gas was used in 2013 during the Syrian Civil War, and many terrorist organization — including ISIS, Aum Shinrikyo, and Al-Qaeda — have been known to use chemical weapons in their attacks.
While a chemical weapons attack against U.S. service members could happen, today aren’t taking gas masks with them on patrol. Ounces make pounds and any additional weight slows troops down — especially when the odds of needing a mask are so slight. So, most troops opt to leave their mask back at the tent, unless mission dictated.
But even if the worst should happen, the Canadian military developed a gas mask that fits over the entire face and chin and is designed specifically with beards in mind. In the absence of such a mask, troops can just slather a bunch of Vaseline on their beard before putting the mask on — believe it or not, that does the trick, too.
Shaving while deployed also runs into the issue of wasting a valuable resource — water — on an arbitrary task.
(U.S. Navy photo by Petty Officer 1st Class Rosalie Chang)
The next argument against beards is that they’re not in line with a “professional appearance.” The problem here is that there’s no real, defined standard as to what’s considered “professional.” That being said, we all know there’s a fine line between having a well-kept beard and looking like a bum.
On the same side of the coin, certain Special Operations Command units have turned a blind eye toward facial hair standards. You’d have to be very firm in your convictions if you’re going to call out a Green Beret, a quiet professional, for being unprofessional.
The two loudest voices on the matter are that of Command Sgt. Maj. John Troxell, the senior enlisted advisor to the chairman of the Joint Chiefs of Staff, who opposes beards as he believes it would loosen discipline standards in the ranks, and the Command Sergeant Major of the Army Dan Dailey, who is in favor of beards as long as they are kept to a strict standard. And Dailey supports a caveat that would revoke beard privileges in environments with a high risk of chemical attacks.
There are pros and cons on either sides of the facial hair debate but, as it stands now, the need for a clean-shaven face simply isn’t as dire as it once was. And, as shown in an informal study done by Military Times, a vast majority of troops and veterans are in favor of loosening the grip on facial hair standards now that troops are spending more and more time in-garrison.
Exercise and adaptive sports have been proven to build resiliency among wounded veterans. Through new purpose, unwavering support, rekindled determination, and a focus on ability and not disability, these warriors can heal. The United Nations Office of the High Commissioner for Human Rights (OHCHR) reported that 13,000 people had been killed in the Ukraine conflict as of 2019. Upward of 30,000 soldiers have been badly wounded since the war began in 2014.
These injured soldiers come back with burns covering much of their bodies, extensive brain damage, and chronic phantom pains from amputations. Around half of them are also suffering from symptoms of post-traumatic stress disorder (PTSD). Once home, their new war is just beginning.
The Ukrainian government struggles to provide basic care for these veterans, with private non-profits often stepping in to pay for things like prosthetics. Seeking help for mental health illnesses, like PTSD, carries a strong stigma for Ukrainian society. Psychologists and non-profit wounded warrior programs in Ukraine have been working hard to change that.
In 2015, Col. (Dr.) Vsevolod Stebliuk introduced the first complex psychological and physical program for the rehabilitation of war veterans at Irpin Military Hospital in Ukraine. It’s there that veterans are introduced to things like exercise therapy to build resiliency. Wounded Warrior Ukraine also teaches PTSD workshops, deep breathing and exercise therapy to Ukrainian veterans.
In 2017 the Ukraine team made its debut at the Invictus Games. This was monumental for these veterans who were struggling with devastating visible and invisible wounds from war. The Invictus Games helped them by not only building a community of support, but by giving them purpose and passion through adaptive sports. The word “Invictus” is Latin for unconquered – implying that although forever changed by war, they will not be overcome.
Marsha Gonzales, a retired United States Air Force veteran and current Air Force Wounded Warrior (AFW2) Branch Chief for Warrior Care Support, is the manager of Team US for the 2020 Invictus Games. While at a meeting for the games, she met the manager for Team Ukraine, Oksana Horbach. Horbach shared with Gonzales her concern for her team, as Ukraine did not have the same access to financial resources as other countries. Gonzales decided to help.
When discussing different options of support, Gonzales remembered that AFW2 had equipment that was to be recycled. It was at this moment that AFW2 helped establish Team Ukraine’s first-ever wheelchair basketball team to compete in the 2020 Invictus Games.
Ten specialized wheelchairs were delivered to Ukraine in February, and with them came two AFW2 coaches and five sports ambassadors to not only train the Ukrainians with sport-specific knowledge, but also directly engage with local veterans. The AFW2 group visited the Ministry of Veteran’s Affairs, Ministry of Defense, and engaged with local media to share stories of resilience through adaptive sports.
According to Gonzales, many tears were shed during the visits with veterans. She shared that while visiting veterans in one local hospital, it was hard not to be overcome by their stories. American Veterans who came on the trip with AFW2 also felt an overwhelming sense of appreciation for the care and support they receive in the United States. All involved wished there was more they could do for these incredible Ukrainian veterans.
One Ukrainian veteran shared during a visit that they had just received word of increased fighting, and that some of their friends had been killed. Gonzales said it was hard to remain unemotional, knowing that not far away, more Ukrainian soldiers were dying in the conflict.
While providing wheelchairs and giving their time might not seem like much to some, to the Ukrainians it was everything. “We are giving these veterans hope for their future,” Gonzales said.
Team US co-captain, retired Air Force Tech. Sgt. Joshua Smith, was one of the ambassadors on the international trip. He made a Facebook post on Feb. 22 sharing that the visit was a humbling and profound experience for him and others taking part.
“Letting other wounded, ill, and injured service members/disabled veterans know that we can adapt, overcome, and persevere with absolute resiliency in the face of challenges, obstacles, and trials we suffer due to military service for our countries,” he wrote.
Smith said that they went into this trip with Team Ukraine appearing very unsure of why they were there to help. However, by the time AFW2 left, Ukrainian veterans were referring to them as “our Americans.”
It was no longer Team US and Team Ukraine – it was “Our Team.”
To see all of the things AFW2 is doing to support wounded warriors, click here. Also, check out Team Ukraine’s Invictus Team page.
What’s the most dangerous part of the mission for a Navy pilot? Flying over enemy forces? Dodging hostile jets? Well, when the enemy isn’t ready for the full might of the U.S. Navy and what the sea state is, the most dangerous part of the mission might be landing on the ship when it’s time to go home. That’s because the sea can move the ship’s deck 30 feet.
PBS had a documentary team out on the USS Nimitz when it hit rough seas in the Pacific and got to watch pilots, many of whom had experience flying missions over Iraq and Afghanistan, get nervous when they were sent out for some peaceful training.
But it was still some of the riskiest flying that many of the young pilots had done, because the waters were so rough that the ship’s deck—the thing the pilots had to land their planes on—was heaving up and down and rising as high as 30 feet. Just dealing with that altitude is a big deal, but it also means that the angle of the deck their landing on or taking off from is changing as well.
Time it wrong, and a takeoff could throw you straight into the water.
“This is absolutely more dangerous than it was flying missions in the gulf,” an unnamed pilot told the film crew. “We got lucky in the Gulf; the seas are calm. But out here, pitching decks, this is scarier. Still gotta get back and land on the boat.”
“It’ll kill you in a second,” said a Navy commander.
But it’s still worth it to the Navy to do risky training like this, because it needs the pilots able to fly and fight in the worst seas they can possibly handle, because that reduces the types of weather that can weaken the Navy against an enemy like China.
For the first time in their history, the Army will be completely reliant on the internet and social media to complete their summer recruitment of soldiers. With COVID-19 impacting their ability to do face to face recruitment events, they’ve become innovative. Their goal: 10,000 new soldiers.
The Army paused briefly in processing new applicants and significantly reduced the number of recruits at basic training to ensure they could reduce risks of infection and keep potential soldiers and staff safe. Once all measures were in place, the Army hit the ground running for recruitment.
The Army typically sends between 10,000 to 15,000 future soldiers to basic training every summer. The challenge, however, will be making that happen through a computer. In the months leading up to the summer push, most recruiters are inside high schools and continually interacting with youth. Although the pandemic prevented that, recruiters got creative.
These past few months have seen recruiters actively engaging on platforms like Facebook, Instagram and even playing video games with potential future soldiers. Although this definitely helped the Army somewhat maintain their recruiting numbers, a bigger push is needed to ensure mission readiness.
The Army’s virtual nation-wide hiring campaign will run from June 30 to July 2, 2020. Those who are eligible and join during the hiring event can earn a ,000 bonus, on top of other available bonuses and student loan payoffs. This campaign will be a test of the Army’s digital footprint and their ability to reach potential young soldiers virtually.
Command Master Sergeant Tabitha Gavia is the senior enlisted leader for U.S. Army Recruiting Command at Fort Knox, Kentucky. It is her command leading the national hiring event. “We are responsible for the mission that the Army gives us every year, to recruit a certain number of Army and Army Reserves,” she shared.
According to an Army press release, “Army National Hiring Days is an all-Army effort to inspire individuals across the nation to ‘Join Us.'” This will be the first time that the Army has collectively come together as a whole to leverage the digital space in a nation-wide recruiting effort.
The Army has over 150 career opportunities for those that want to join. When someone signs up, they will also pick their job at the same time. When they finish basic training, they are sent to their specialist training for their chosen career field.
During Army National Hiring Days, those who want to learn more about the Army and inquire about joining can visit their recruitment website. There they’ll find a wealth of information about careers, qualifications, and specific hiring incentives.
There are always unique challenges to recruiting, even without a global pandemic. “External environments are the real challenges. One in particular is the significant number of people who simply aren’t qualified to serve in the armed forces,” Gavia explained. According to a recent 2019 study by Mission: Readiness, they found that as much as 75% of America’s youth is ineligible to serve. The three top reasons for ineligibility include being undereducated, involved in crime or physically unfit.
Gavia shared that another unique challenge in recruiting is that many young people simply don’t know enough about the Army, especially if they don’t live near a base or weren’t raised in a family of service. “We have to get people to get to know us and overcome preconceived notions and fears,” she said.
One example of a current fear is the recent ongoing protests and the involvement of the U.S. military in shutting them down. This led to a lot of potential recruits to question whether they wanted to be a part of the Army or any armed service at all. “Our recruiters faced backlash in their communities. They then had to explain that this is one aspect of supporting the country, but becoming part of the team there would be other things you would be doing and that this isn’t a true reflection of the Army,” Gavia shared.
The Army is also seeking to create a more diverse service. They aim to be the national leader in embracing a more diverse and inclusive environment. “It’s important to stress our diversity. Our strength really lies within our diversity….We want the public to understand and know this is important and a part of who we are,” said Gavia.
To learn more about the Army’s mission and dedication to inclusiveness, you can check out their website which details their commitment to diversity. For those who are interested in learning more about the Army and how they can make a difference by becoming a soldier, click here.