The Green Beret Foundation is the premiere benevolent organization dedicated to the Special Forces soldiers and their families. The organization is now poised to do even more thanks to its newly announced Veterans Services Organization accreditation by the Department of Veterans Affairs.
The Green Beret Foundation’s accreditation by Veterans Affairs is an accomplishment that GBF is extremely proud of. At this time, it is the only special operations charity to hold the distinction. The organization recognizes the deep impact and importance the accreditation offers and leadership states that they look forward to being able to greatly expand their ability to serve.
“The overall health and wellness of a Green Beret and their family is our priority, and this accreditation is a testament to our expertise and level of support as the premier benevolent organization in the Special Forces community,” Brent Cooper, Executive Director of GBF shared.
While the GBF has been supporting its Special Forces soldiers with their needs from the VA for some time, its hands were tied with how much help they could give in many areas. With the new accreditation, the GBF can now walk alongside its soldiers throughout the entirety of the VA claims process, which is known to be cumbersome and difficult to navigate even with support.
John Armezzani is the Veterans Services Director for the claims process with the VA. In a statement posted to the GBF website, Armezzani shared that, “This process, which may range from initiating claims to carrying them through VA and Board of Veterans Appeals hearings when necessary, will greatly enhance the capability of the GBF and its Next Ridgeline program to provide unique assistance throughout the life of our Special Forces veterans.”
One deeply impactful way the Green Beret Foundation’s accreditation will help is by being able to more fully support its soldiers as they leave the military. “This [accreditation] allows the GBF to expand it’s Transition Assistance Program from providing general informational briefings on benefits to filing the benefits claims for those separating service members,” Armezzani explained.
Not only will the organization be doing more to ensure its Special Forces soldiers receive the support they may need as they get out, but it will be able to be there throughout issues of hardship too. “GBF now has the ability to provide benefits assistance to Green Berets with life events such as change of career or in the event of a catastrophic health event. This includes dependents too,” Armezzani stated.
As the Special Forces soldiers from the Vietnam War era continue to age, their needs will most likely increase. The VSO accreditation will allow the GBF to step in and support these honored veterans by being their voices in the benefits claims process. “Inherent in this accreditation is the ability to provide benefits assistance to our legacy holders from the Vietnam era as they enter into the twilight of their lives,” Armezzani said.
Perhaps one of the most impactful parts of the announcement is the ability for the GBF to now represent its Special Forces Soldiers in the appeal process. “We will be able to represent Green Berets in appellate actions before the Board of Veterans Appeals when they disagree with a VA decision,” Armezzani said. No longer will they have to fight appeals without support, the GBF will be right there with them and will fight to ensure they are heard.
The ultimate goal of this newly-expanded program is to be able to install a representative at each location where a Special Forces Group is located. This will all be made possible through the generosity of donors and future fundraising efforts.
The Green Beret Foundation remains committed to ensuring that every single Special Forces soldier is not only honored for their service to this nation but also cared for the way they deserve. Although the VA VSO accreditation is an impressive and important feat to have achieved, GBF is ready to do even more.
For seven decades, the NATO alliance has practiced collective defense and deterrence against evolving international threats, and over the years, its capabilities have changed accordingly.
NATO’s most “powerful weapon,” according to Jim Townsend with the Center for a New American Security, is the “unity of the alliance,” but the individual allies also possess hard-hitting capabilities that could be called upon were it to face high-level aggression.
Heather Conley with the Center for Strategic and International Studies believes that Russia is likely to continue to press the alliance through low-end influence and cyberwarfare operations. Still, she explained to Business Insider, NATO needs to be seriously contemplating a high-end fight as Russia modernizes, pursuing hypersonic cruise missiles and other new systems.
So, what does that fight look like?
“I’ve always likened it to a potluck dinner,” Townsend told Business Insider. “If NATO has this potluck dinner, what are the kinds of meals, kind of dishes that allies could bring that would be most appreciated?”
“If a host is looking to invite someone who is going to bring the good stuff, they are for sure going to invite the United States,” he explained, adding that “in all categories, the US leads.”
Nonetheless, the different dinner guests bring a variety of capabilities to the table. Here’s some highlights of the many powerful weapons NATO could bring to bear against Russia.
Capt. Andrew “Dojo” Olson, F-35 Demonstration Team pilot and commander performs a dedication pass in an F-35A Lightning II during the annual Heritage Flight Training Course March 1, 2019, at Davis-Monthan Air Force Base, Ariz.
(U.S. Air Force photo by Senior Airman Alexander Cook)
1. F-35 Lightning II Joint Strike Fighter
“The air side of the NATO equation is led by the United States with the F-35 and other various aircraft,” Townsend told BI.
The fifth-generation F-35 Joint Strike Fighter is an aircraft that rival powers have been unable to match its stealth and advanced suite of powerful sensors.
While some NATO countries are looking at the F-35 as a leap in combat capability, others continue to rely on the F-16, an older supersonic fighter that can dogfight and also bomb ground targets. And then some countries, like Germany, are considering European alternatives.
Royal Air Force Eurofighter EF-2000 Typhoon F2.
2. Eurofighter Typhoons
The Eurofighter Typhoon is a capable mutli-role aircraft designed by a handful of NATO countries, namely the UK, Germany, Italy, and Spain, determined to field an elite air-superiority fighter. France, which walked away from the Eurofighter project, independently built a similar fighter known as the Dassault Rafale.
Observers argue that the Typhoon is comparable to late-generation Russian Flanker variants, such as the Su-35.
While each aircraft has its advantages, be it the agility of the Typhoon or the low-speed handling of the Flanker, the two aircraft are quite similar, suggesting, as The National Interest explained, that the Eurofighter could hold its own in a dogfight with the deadly Russian fighter.
A B-52 Stratofortress deployed from Barksdale Air Force Base, La., sits on the flight line at RAF Fairford, England, March 14, 2019.
(U.S. Air Force photo by Airman 1st Class Tessa B. Corrick)
The US provides conventional and nuclear deterrence capabilities through the regular rotation of bomber aircraft into the European area of operations.
American bombers have been routinely rotating into the area since Russia annexed Crimea in 2014, according to Military.com. That year, the Pentagon sent two B-2 Spirit bombers and three B-52s to Europe for training. The B-1B Lancers are also among the US bombers that regularly operate alongside NATO allies.
US Navy P-8 Poseidon taking off at Perth Airport.
4. US P-8A Poseidon
“There’s also the maritime posture, particularly as Russia continues to rely on a submarine nuclear deterrent. We need a stronger presence. That’s why we’re seeing Norway, the US, UK do more with the P-8As,” Conley, the CSIS expert, told BI.
Facing emerging threats in the undersea domain, where the margins to victory are said to be razor thin, NATO allies are increasingly boosting their ability to hunt and track enemy submarines from above and below the water.
While there are a number of options available for this task, the US Navy P-8A Poseidon patrol plane, which was brought into replace the US military’s older P-3 Orions, are among the best submarine hunters out there.
Norwegian frigate HNoMS Helge Ingstad (front) leads Turkish frigate TCG Oruçreis, Belgian frigate BNS Louise Marie and a Swedish Visby-class corvette during Trident Juncture.
(NATO/LCDR Pedro Miguel Ribeiro Pinhei)
Another effective anti-submarine capability is that provided by the various frigates operated by a number of NATO countries.
“The NATO allies, in particular Italy, France, Spain, all have frigates that have very capable anti-submarine warfare systems,” Bryan Clark with the Center for Strategic and Budgetary Assessments told BI.
“They have active low-frequency sonars that are variable-depth sonars. They can find submarines easily, and they are very good against diesel submarines.” These forces could be used to target Russian submarines in the Eastern Mediterranean and into the Black Sea.
“Norway and Denmark also have really good frigates,” he explained. “They could go out and do anti-submarine warfare” in the North Sea/Baltic Sea area, “and they are very good at that.”
An AH-64D Apache helicopter from 1st Battalion, 101st Aviation Regiment, based at Forward Operating Base Speicher, Iraq.
6. AH-64 Apache gunship
The Apache gunship helicopter, capable of close air support, has the ability to rain down devastation on an approaching armor column.
The attack helicopters can carry up to sixteen Hellfire missiles at a time, with each missile possessing the ability to cripple an enemy armor unit. The Hellfire is expected to eventually be replaced with the more capable Joint Air-to-Ground Missile.
The Cold War-era Apache attack helicopters have been playing a role in the counterinsurgency fight in the Middle East, but the gunships could still hit hard in a high-end conflict.
7. German Leopard 2
The Leopard 2 main battle tank, which gained a reputation for being “indestructible,” is a formidable weapon first built to blunt the spearhead of a Soviet armor thrust and one that would probably be on the front lines were the NATO alliance and Russia to come to blows.
While this tank, a key component of NATO’s armored forces, took an unexpected beating in the fight against the Islamic State in Syria, it is still considered one of the alliance’s top tanks, on par with the US M1 Abrams and the British Challenger 2.
Observers suspect that the Leopard 2, like its US and British counterparts, would be easily able to destroy most Russian tanks, as these tanks are likely to get the jump on a Russian tank in a shoot out.
The aircraft carrier USS Harry S. Truman (CVN 75) and ships assigned to the Harry S. Truman Carrier Strike Group (HSTCSG) transit the Atlantic Ocean while conducting composite training unit exercise (COMPTUEX) on Feb. 16, 2018.
(US Navy photo by Mass Communication Specialist 2nd Class Scott Swofford)
8. US Nimitz-class aircraft carriers
A last-minute addition to last year’s Trident Juncture exercise — massive NATO war games designed to simulate a large-scale conflict with Russia — was the USS Harry S. Truman, a Nimitz-class aircraft carrier, and its accompanying strike group.
The carrier brought 6,000 servicemembers and a large carrier air wing of F/A-18 Super Hornets to Norway for the largest drill in years.
“One thing the NATO naval partners have been looking at is using carriers as part of the initial response,” Clark told BI. The US sails carriers into the North Atlantic to demonstrate to Russia that the US can send carriers into this area, from which it could carry out “operations into the Baltics without too much trouble,” he added.
America’s ability to project power through the deployment of aircraft carriers is unmatched, due mainly to the massive size, sophistication and training regimen of its carrier fleet. The UK and France also have aircraft carriers.
(DoD Photo By Glenn Fawcett)
9. PATRIOT surface-to-air missile system
PATRIOT, which stands for “Phased Array Tracking Radar to Intercept on Target,” is an effective surface-to-air guided air and missile defense system that is currently used around the world, including in a number NATO countries.
There is a “need for an integrated air and missile defense picture,” Conley told BI. “That is certainly a high-valued protection for the alliance.”
NATO is also in the process of fielding Aegis Ashore sites, land-based variants of the sea-based Aegis Ballistic Missile Defense System, that can track and fire missiles that intercept ballistic targets over Europe.
The U.S. Navy submarine USS North Dakota (SSN-784) underway during bravo sea trials in the Atlantic Ocean.
(U.S. Navy Photo)
10. US Virginia-class submarines
Virginia-class submarines, nuclear-powered fast attack boats, are among the deadliest submarines in the world. They are armed with torpedoes to sink enemy submarines and surface combatants, and they can also target enemy bases and missile batteries ashore with Tomahawk cruise missiles.
These submarines “could be really useful to do cruise missile attacks against some of the Russian air defense systems in the western military district that reach over the Baltic countries,” Clark told BI.
“You can really conduct air operations above these countries without being threatened by these air defense systems. So, you would want to use cruise missiles to attack them from submarines at sea.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Lt. Gen. Brian T. Kelly is the deputy chief of staff for manpower, personnel and services, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. He serves as the senior Air Force officer responsible for comprehensive plans and policies covering all life cycles of military and civilian personnel management, which includes military and civilian end strength management, education and training, compensation, resource allocation and the worldwide U.S. Air Force services program.
During an interview with Airman Magazine, Kelly discussed his mission and the Air Force’s responsibilities of managing talent, identifying toxic leadership and the role of emotional intelligence in readiness and lethality.
Airman Magazine: As the AF/A1 (manpower and personnel), what are your priorities for 2020?
Maj. Gen. Kelly: There are lots of things going on, but there are three big priorities. Number one, it’s exciting times and we’ve got to help and make sure we have a successful stand up of the United States Space Force and our resource allocation team will have a big role to help and make sure we get that on track.
Number two for us, we’ve got to ensure that we continue to make sure the right number of the right types and the right skill sets of Airman exists in our Air Force. So, the size and shape of the force has to be what it needs to be in order for us to meet our requirements in the National Defense Strategy.
Number three for us is we want to continue to transform and work on our talent management system so we can make sure we’re attracting, recruiting, developing and retaining the Airmen we need to do what the country needs to do. So those will be our three big priorities for 2020
Airman Magazine: Can you talk about the Air Force’s philosophy on managing talent and why it’s important?
Maj. Gen. Kelly: First and foremost, we’ve got to recognize that we’ve got some incredible talent in the United States Air Force and in our Space Force that we are standing up as well. But, it’s an all-volunteer force and so the talent management system we have has to be able to recognize that we’ve got to have a system that is attractive for people to be in. It also has to be agile to meet our requirements as requirements and threats change. It’s got to know what’s going on with those requirements that are out there. The talent management system has to understand – what does the talent market look like? What does the market for talent in the United States look like? And if you have an all-volunteer force, how do you become an attractive employer? How do you make sure that you are an employer of choice? If people have a way to choose between going to work for Google or coming to work for the United States Air Force or United States Space Force? The talent management system has a role to play in that and so that’s what we’re trying to do.
The Ground-Based Electro-Optical Deep Space Surveillance System is responsible for tracking thousands of objects in space. The telescopes fall under the 21st Space Wing and is positioned at White Sands Missile Range, New Mexico. Here, 216 photos captured over a 90 minute period are layered over one another, making the star trails come to life.
Airman Magazine: Have there been any changes to your talent management philosophy, and what drove those changes?
Maj. Gen. Kelly: I’d say a talent management system always has to evolve as requirements change, as threats change, as the talent market pool of eligible people changes and as skill sets change. And then there’s technology. You know, when I first came into the Air Force in 1989, the technology then was not what it is in 2020, right? And so, whether it’s artificial intelligence, machine learning, all these different things have changed the way we look at our talent management system. It’s also changed how we communicate with our Airman and how we’re able to get information out and how we’re able to get feedback. All these things have led to and sort of influence the changes in the talent management system from when I first came in to where we are now.
I would say to you the system today is driving to be more agile than it was before. It was a one size fits all discussion before, but now it’s trying to be more agile and it’s certainly more collaborative. I hope the system is becoming more transparent so that all of our Airmen understand what’s going on and that they have a say in what happens to them in the talent management system and they have an insight to what happens.
Airman Magazine: What has changed throughout your career pertaining to talent management and your leadership development?
Maj. Gen. Kelly: We (Air Force leadership) always talk about situational leadership and being able to adjust your leadership styles and that has to continually happen. We’ve seen the advent of different leadership styles needed for the population of the all-volunteer force we have today and one of the key things I think we need to touch on is our leaders need to have the right balance of emotional intelligence to be successful. So, what does that mean? I would start by saying, emotional intelligence is first and foremost the skill set to know yourself, to understand your own behaviors and to control your own emotions so that you then can have good interpersonal relationships and be able to lead others. And that’s the important part for us and I think we’ve become more cognizant and we’re trying to understand and teach that in ways that will make our leaders more effective.
As we move into the modern discussions of the national defense strategy, we’re in wars of cognition and wars of thinking, wars of understanding and wars of information and so we have to be able to develop and lead our skills in that same direction.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base, Middle River, Md., June 3, 2017.
Airman Magazine: You’ve previously said “We must be responsive to the Air Force’s needs, must be agile with our talent, focused on rewarding Airmen on performance and be transparent on how the system works.” What’s the plan to meet those attributes for a talent management system?
Maj. Gen. Kelly: I think those four attributes are where we’re trying to drive and trying to make sure our talent management system is so let me cover those a little bit and I’ll tell you how our strategy fits against that.
So, first and foremost the talent management system has to deliver and has to be responsive to the requirements of the organization. I mentioned for 2020 one of our priorities is to have the right size and shape of the force and that’s what it’s about, whatever the Air Force requires us to be, whatever the Space Force will require, the talent management system has to be responsive and it has to be agile for responding to new technologies, new threats, but it’s also going to be agile for individual Airman.
We are a military organization, but we have to understand agility and we want performance to shine. We want people’s performance to be the deciding factor in our meritocracy, if you will, for when we decide who gets promoted, who gets what key jobs.
Those Airmen who distinguish themselves by performance, that performance needs to be driven forward and incentivized and rewarded.
Lastly, I think it’s important to make sure with the communication within our force that we are transparent, open in what we do and simple.
All the things that we’ve been doing on the officer side, enlisted side and civilian side are sort of wrapped around those areas.
I’ll give you some examples, on our enlisted side, we made a change in our senior noncommissioned officer’s promotion selection process where we no longer use testing as part of that process. We did that to drive and empower performance, where performance becomes the driving factor for us being able to select our senior noncommissioned officers and it’s no longer test taking or some other skill set that might have been augmenting that decision. Now, it’s performance based.
On the officer side, we recently went to new developmental categories for our line of the Air Force system, the same system that we had in place since 1947 and we made some changes. Those changes were to help us with development to become more agile, to drive our agility and drive our responsiveness.
We had to recognize not all officers need to develop in the same way. The way that we develop and the opportunities we have for our pilots are different than what we have for our space operators, were different than what we have for our cyber operators, our support personnel, like my career field and so we had to develop the agility if you will, to be able to develop in different ways so that we can maximize everybody’s potential, while at the same time driving ourselves to be more responsive to requirements.
We can help ourselves develop the right size, the right shape and the right skill sets we need to meet the requirements for the Air Force. So, all the things we’ve been doing are all really designed around those four attributes to build the talent management system that we need.
Airman Magazine: How does the AF identify leadership potential?
Maj. Gen. Kelly: There are lots of ways to identify potential throughout someone’s career to recognize different traits and characteristics. I think there’s testing factors. I think there’s observation factors. Certainly, there’s evaluation factors at some point in time you are observed in different time phases, different jobs. You look at how did they do? How did they respond? We try to identify those people who have the skill sets to be leaders.
One of the important things we’re working on is, can we get better in identifying who’s going to be a good leader? Is it just the born characteristic or can you actually teach it and develop it and go forward? We (Air Force) say you can teach leadership, develop it and be better at it. So, we’re working on how to identify it more accurately early. It’s not just to screen people out, because I think people often think you’re trying to identify who’s not a good leader, so that you can screen them out. There’s part of that, but it’s even more important to identify where people have some shortcomings in their leadership capabilities so that we can help them and give them an opportunity to develop into the leaders we need, because we need a lot of leaders in our Air Force.
Airman Magazine: Revolutionary changes to how officers are developed and selected for promotion have been made, like the creation of developmental categories and transitioning from Below the Zone to merit-based timing for promotions. How will this help with officer development and getting the right people in key leadership positions?
Maj. Gen. Kelly: Sometimes the Air Force had the tendency in the past to rush some of our folks through key developmental opportunities and not fully immerse them and give them a chance to learn all the competencies and all the experiences they needed. At the same time, when we did that, we added the below the zone piece that gave us a chance to incentivize performance. What we’ve transformed that to now is with merit-based promotion, I can still incentivize performance, I can give people a chance to let their performance shine and let their performance advance them among their peers, but at the same time, I make sure I balance that with the developmental time that’s needed to truly get the skill sets that we’re going to require.
Airman Magazine: Can enlisted personnel expect similar changes to their promotion system in the near future?
Maj. Gen. Kelly: We made some adjustments and changes to our enlisted system, even prior to the work and transformation that we’re doing the officer system. I think you’ll see similar things. When we talk about, what do we value as an Air Force and how we’re going to evaluate you, for the officer corps, we talk about now four things. We talk about how do you execute your mission? Whatever mission you are assigned to do. How do you lead people? Whether that’s an informal way where you’re actually a supervisor or a squadron commander or even informal as part of a squadron or group. How do you manage the resources you’ve been put in charge of? Whether they be dollars and equipment or even Airmen’s time? You know Airmen’s time is a resource. And then how do you improve whatever unit you’ve been put in charge of? Those four factors are probably pretty familiar to a lot of people. Those are the same four factors we use to evaluate units, that’s the unit effectiveness inspection, the UEI that our inspector general uses to evaluate. So we said, look, let’s line those up. Let’s have those four factors be the same way we evaluate performance in our officers. I think we’re going to see the enlisted system transition towards those same four factors. Let’s evaluate our airmen as a whole on those four factors. How do I execute my mission? How do I lead people? How do I manage resources? And what did I do to improve whatever unit I’m assigned to? So, I think you’ll see commonalities. I think they’ll also be some differences. It won’t be exactly the same system because we look for different things from our officer enlisted corps. I don’t think we want them to be exactly the same to accomplish the things that we need, but there’s going to be a lot of overlap and I think there is already a lot of overlap and you’ll see some more.
Air Force Basic Military Training trainees work to complete an obstacle during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated environment.
Airman Magazine: Toxic has been this year’s buzzword. Do you think the Air Force has a toxic leader problem or is it something different that can be fixed?
Maj. Gen. Kelly: I agree with you toxic gets used a lot and I’m not always sure everybody has a framework of what toxic leadership means, because the term gets used in a lot of different ways. Sometimes it’s really appropriate and other times I’m left wondering if people understand what they refer to as toxic.
The Air Force is working on developing a definition of toxic leadership, so we can all understand.
I would say in a working definition right now on toxic leadership for us is a series of adverse behaviors that have an adverse impact on the unit or individuals. So, it’s not a one time series of negative behaviors, but it’s a continuous series of negative behaviors, that an individual would manifest that has a negative impact on a unit or on individuals, that’s toxic leadership for us.
I think that exists in our force from time to time, and it’s sometimes it’s a result of individuals who don’t have all the leadership tool sets that they need to handle the situations that they’ve been put in.
We are working to identify early what people’s shortcomings might be and give them an insight to that. It’s not to not allow them to become commanders, although that will be part of the discussion, but if we identify them in the right ways, can we give people the ways to develop and overcome those shortcomings?
There’s a fantastic course down at the Air University called the Leadership Development Course or LDC, the course sprung out of Gen. Goldfein’s work in revitalizing squadrons. They’re working to teach emotional intelligence and to teach understanding of interpersonal relationships and understanding how to lead in a positive way and inspiring way without having to revert to any of those adverse behaviors that might be characterized or seen as toxic.
I’m excited about that work. I wish that was available when I was going to go be a squadron commander. I learned a lot of things from watching other people. And luckily, I had some really good role models, but I would have loved to have some of that training and insight, so I could have known more about myself to help myself and to lead my organization in a better way.
Airman Magazine: Can you explain how changes in the talent management system might combat toxic leadership? Do you believe these changes will benefit all officers, regardless of when they peak in their careers?
Maj. Gen. Kelly: It starts with developing people the right way. The talent management system is going to identify short shortcomings in and where you’re missing a skill set, and hopefully give people a chance to correct course going forward. If I’m evaluating you on how you execute the mission, how you lead people and I’m grading that in the in the environment that we’re talking about it will help combat toxic leadership traits.
We’re driving the talent management system to reward the right behaviors in terms of leading people so that those people who are leading people in an inspirational way, in a positive way, are going to be the right people that we reward and move forward.
As a military organization we have some tough things to do. We’re going to ask people to go in harm’s way and put themselves in harm’s way from time to time. Positive leadership doesn’t mean it’s easy; it’s demanding. There are high standards and there needs to be high standards. We need to be a high standard, high performing organization, but we can do it in a positive way so that the leadership we get out is inspiring and caring leadership and that’s what we’re looking for.
Airman Magazine: What is your definition of emotional intelligence and what role does it play in the development of our leaders and what role has it had in your career?
Maj. Gen. Kelly: I think emotional intelligence is the ability first and foremost, to know yourself, your emotions and to control your emotions. So that you can use that understanding to have better interpersonal relationships and have a better understanding of others and your interaction with others.
When I first came into the Air Force, I don’t think I ever heard this terminology. I think it was there, we just didn’t know what it was. We used to talk about your ability to communicate effectively speaking, writing, leading, different things that we would focus on as leadership attributes. The idea of being able to understand yourself and understand others was always there. I just don’t know that we were as sophisticated and understood exactly what it meant. Labeling it as emotional intelligence and consciously understanding how to train it and how to get better at it and that’s where we’re going now, which is really exciting.
We have this great strength in our Air Force. We have people from all kinds of diverse backgrounds and ways of thinking. It’s difficult for you to lead diverse groups of people to be a high performing organization if you can’t understand and recognize where people are coming from or understanding yourself.
Air Force Basic Military Training trainees walk across a completed obstacle of bridge making during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated deployed environment.
Airman Magazine: Air University is developing an augmented reality exercise helping young officers shape their ability to interact effectively in social situations and to recognize and manage their emotions. How could programs like this have helped you in your career?
Maj. Gen. Kelly: I would have loved to have some of those programs and the idea of what they’re doing right now at the leadership development course at our air university is fantastic, because it’s a free training gym without any worries or any risk of failure.
You can train in a virtual training gym in what most of us learned from our actual experiences, whether it was purposeful or just un-purposeful trial and error. If I did something it didn’t work very well, if it didn’t feel so good, I learned and tried to do better. I modeled myself around the people I was lucky enough to observe and gain mentorship from. Now to have a place for us to try things, to fail and learn and learn about yourself in the process so that you have a much better opportunity to apply that in your interactions in a leadership role. Knowing what already works and doesn’t work for you, that’s a really powerful concept.
Airman Magazine: The Chief of Staff talks about the power of Failing Forward, not just with programs and ideas, but also with individuals. Can recall a specific time when you failed or took a calculated risk and failed which ultimately propelled you forward, either personally or in a specific mission?
Maj. Gen. Kelly: First, I failed a bunch of times. It wasn’t just once I failed, I failed quite often and I make mistakes a lot. I think all of us do. First and foremost, I think as an Airmen and leaders, we all have to recognize and understand that.
I can recall when I was a captain and I had a program I was in charge of, I was sort of a section chief of a program. And I had I had a three-star general stand in front of me, asking me questions. I was really excited about my program and I was really proud and convinced that everything I was saying was true. In the middle of me explaining, the general kept asking me questions and I felt like I could never get my answer out. So, I think I said, “Sir, if you’d let me finish, I’ll be able to tell you,” to which he turned and looked at me and said, “You don’t understand the questions I’m asking. You need to listen before you respond.” I felt like a big failure. It was a dressing down in front of everybody, but he was right. I was so sure that I knew what I was doing that I wasn’t listening. I was already thinking about my answer before he finished his questions.
It hurt for a couple of weeks, I had a little sore spot in my brain and my soul. But, you know, it made me understand that I needed to listen better and to know that I wasn’t going to be the only one with good ideas. It served me well as I went forward. I was lucky that particular general took it well and didn’t use it as a permanent failure experience for me.
Airman Magazine: What did that experience teach you or influence how guided other Airmen through failures?
Maj. Gen. Kelly: It made me double down on the idea that failure is not the end. You can recover from failure and that failure is probably a good thing periodically. If we never fail, we probably don’t push the envelope far enough forward to be better than what we can be.
That certainly influenced me to say, look, others around you are going to fail, how you respond to their failures and what you do with their failures is going to help shape them. So, I make sure they get the same opportunities I had to learn and grow. That’s really what became important for me out of that situation.
There’s been other times when I failed and that’s okay. I know we pushed the envelope and we got to where we needed to be and it didn’t quite work out, but we enjoyed the experience. It wasn’t very enjoyable for me when I had that first experience, but there have been other cases since then.
Airman Magazine: We have an intelligent force of high achievers who are afraid to fail and tend to try and solve problems on their own and believe failure can be a career killer. How do we move to a fail forward culture? Are the days of the one mistake Air Force behind us?
Maj. Gen. Kelly: I challenge that assertion. I don’t think we have a force of people who are afraid to fail or are risk averse. We are really blessed to have great talented Americans volunteer to come serve in our United States Air Force and in our Space Force. When we get them and they have that enthusiasm and they’re being innovative and they’re going forward and they’re failing, how we react to their failure will tell us whether they’re going to be risk averse or not.
If little mistakes are treated the same way as crimes or large mistakes, then I think you’re going to get a risk averse force. Periodically, we’ve probably had ourselves there. I don’t think we’re one mistake Air Force, I think we’re pretty mature in understanding that. But at the same token, I think we’re a force that says you have to learn from the mistakes you’ve made. Repeated failures or repeated mistakes for the same things isn’t something we can have. Because eventually, those repeated mistakes are going to translate to actual combat and an actual battlefield.
Airman Magazine: Is there anything else you’d like to add?
Maj. Gen. Kelly: It’s an exciting time for the Air Force. This idea that we have to make the force as a whole raise our acumen if you will, on what does it mean to be an Airman? What does it mean to be in the United States Air Force or United States Space Force? How do we build better leaders? How do we build a more lethal force for what is going to be required in the future? It’s an exciting time for us. I believe there’s lots of good thinking going on, there’s some great innovation and it’s a time to make a difference, so I’m excited to be part of it.
It’s an inevitability for every veteran once they’re out and making friends in the civilian world. Eventually, you’ll hear about one of your of new friend’s grandiose plan to go out into nature for the weekend to go camping with family and friends.
In my personal opinion, one of the weirdest questions civilians ask with the best of intentions is, “when you were in the Army, did you guys ever go camping?” This question is met with laughter — sorry, can’t help it.
Of course we went out into the middle of f*ckin’ nowhere and set up a camp, but it’s hard to describe the amount of suck that comes with being in the field without sounding like you’re conjuring up some kind of story to scare the civilians.
But, despite all the obvious drawbacks of being in the field, civilian camping just doesn’t hold a candle up against our experiences. They might have comfortable sleeping bags and marshmallows and heated blankets, but here’s where they can’t compete:
On the other hand, if they believe that it’s not going to rain in the field… they’re an idiot.
(U.S. Army photo by Sgt. Michael J. MacLeod)
1. You only take what you need
It’s kind of hard to feel like you’re going out to test your survival skills when most civilian campers pack enough gear to qualify their tent as a three-star resort.
When you’re getting ready to go to the field, your platoon will give you a specific packing list… which will immediately get tossed aside in favor of bringing the essentials. You know someone’s got experience when they decide to scrap the four different versions of wet weather gear in favor of a single rain poncho to save a bit more room for more changes of uniform.
It may seem like busy work, but it’s actually very valuable for the next reason…
(U.S. Air Force photo by Airman 1st Class Jacob Skovo)
2. You’re doing something at all hours of the day
Shy of hunting or fishing trips, which are usually just called hunting or fishing trips, you’re not really doing much when you go camping. Yeah, you might go hiking during the day and sit by a bonfire, roasting marshmallows at night, but that’s about it.
In the field, you’re actually trying to accomplish something. Even if it’s something lame, like protecting an area from the fictional Atropian militia, at least you have an agenda that your platoon is sticking to.
You learn valuable things in the field, like creating an impromptu shelter, immediate casualty care, and how to clear a room using live ammunition. Only two of those skills are taught by the Boy Scouts.
(U.S. Army photo by Capt. Scott Walters, 3rd Armored Brigade Combat Team, 4th Infantry Division)
3. You actually learn things
While there are countless books and instructional videos on how to go out into the wilderness and become “one with nature.” Most people, however, opt to forego scavenging up some edible flora in favor of the vacuum-sealed trail mix in their pocket.
Troops, on the other hand, have their platoon sergeant, who is usually a wellspring of information on the subject of survival. They’re out to teach troops how to do things. You come back having learned something.
…the operative word here being “special.”
(U.S. Marine Corps photo by Lance Cpl. Leynard Kyle Plazo)
4. You’re with your platoon
Civilians pick their camping buddies based almost entirely around who will be the most fun to have around for an entire weekend — which makes a whole lot of sense when the goal is to have a good time.
The platoon, however, is structured in a way that ensures everyone has a specific purpose for being there — whether it’s the platoon sergeant who leads the unit, the medic who takes care of any medical issues, or the privates who do most of the manual labor. Everyone’s useful in their own special way!
I’d still take this any day over roasting marshmallows outside of a cabin.
(U.S. Marine Corps photo by Sgt. Ammon W. Carter, 13th Marine Expeditionary Unit Combat Camera)
5. You’re objectively more of a badass
When civilians pack up their campsite and return to work the following Monday, their coworkers will usually respond to camping stories with an, “oh man, that sounds like fun! I should go next time!” They’ll regale friends with funny stories and re-tell some choice jokes.
Tell them about your time spent in the field and you’ll get a different response. How does getting stuck in the rain for an entire week, eating nothing but MREs and stale mermite eggs, getting lost in the middle of f*ckin’ nowhere for a few hours because our Lt. thought he saw the land nav marker, having to sleep in a half-shelter that was poorly made at 0400 out of a poncho, and getting bit and stung by god knows how many bugs sound to you? It might not have been the best of times, but your story will certainly turn some heads.
If there’s anything America loves, it’s a good sandwich. Some are popular, some are less well-known but the one thing we do know is the United States has a lot of them. Still, no matter where you’re from, we’re willing to bet two things: the first is that some of these sandwiches will be new to you, and the second is that you’re gonna want to try at least one.
From Texas to Michigan and California to Pennsylvania, here are WATM’s favorite hyper-regional sandwiches we think everyone needs to try.
10. Beef on Weck – Buffalo, NY
Buffalo Wild Wings is sometimes abbreviated as BW3 — ever wonder what that third W is? It’s Weck, short for Kummelweck. How Wings and Weck got together was a product of two Columbus, Ohio, entrepreneurs from Buffalo, N.Y., who started a unique restaurant, Buffalo Wild Wings and Weck. While Buffalo Wild Wings has since dropped the Weck, the city of Buffalo sure hasn’t.
A favorite of German immigrants to upstate New York, the Weck is a roast beef sandwich on a salt and caraway seed-encrusted kümmelweck roll. The beef is often served rare and sometimes with mustard, but pickles and horseradish should always be available.
9. The Mother-in-Law – Chicago, IL
I don’t know whose mother-in-law this was named for, but I sure do like her style. To make a Chicago-style Mother-In-Law, Chicagoans use their local method of making tamales (a hot dog-shaped, meat-filled log made of cornmeal). The “tamale” is put on a hot dog bun and topped with chili and (sometimes) a pickle.
8. Runza – Nebraska
This is a doughy pocket of bread filled with seasoned ground beef, sauerkraut, and onions. Does that sound familiar to some of you Polish or German-American families? You’re right – this Nebraska favorite is basically a pierogi using bread instead of pan-fried dough.
You can find them at the Runza chain of restaurants throughout greater Nebraska.
7. Pimento Cheese Sandwich – Augusta, GA
Take some sharp cheddar cheese, mix in a little mayo and sweet red peppers, and, suddenly, you have a spreadable filling that is sure to draw the attention of Southerners. You can mix in other ingredients, too, like onions or cream cheese, but the basics are always going to be the same.
Slap some on a couple slices of Wonder Bread and you could be either sitting back on your porch during a hot summer’s day or watching the Master’s Tournament in Augusta, Georgia.
6. Cuban Sandwich – Miami, FL
Good things can’t be kept a secret. The Cuban Sandwich is one of those things. It’s all over the U.S. now – and for good reason. Originating with Cuban immigrants in Florida, mentions of this combination of ham, roasted pork, Swiss cheese, pickles, and mustard can be found as far back as the early 1800s.
5. Goetta Sandwich – Cincinnati, OH
One of the few breakfast sandwiches to make the list, Cincy’s Goetta is similar to the East Coast’s scrapple, a mix of pork parts known to Marylanders as “everything but the oink.” In Cincinnati, Goetta is referred to as “Cincinnati Caviar,” a mix of sausage and steel-cut oats, fried and served crispy.
The Goetta Sandwich usually includes an egg and cheese, but high-quality versions using hollandaise sauce and bacon jam can be found.
4. The Horseshoe – Springfield, IL
What’s under all those fries? A sandwich, of course. Where Pittsburghers put their fried potatoes on their sandwiches, over in Abraham Lincoln’s hometown, sandwiches are smothered in them. If you’re a fan of comfort food, you”ll love this open-faced ground-meat sandwich on a piece of Texas toast, topped with fries, and smothered in a creamy cheese sauce.
3. The Schmitter – Philadelphia, PA
Yes, Philly is known for cheesesteaks so it makes sense that a jawn would come up with a take on the ‘steak that tastes every bit as good as the cheesesteak. The Schmitter is also shaved beef, ribeye steak, onions, and melted cheese, but instead of getting thrown in a hoagie and topped with cheez-whiz, the Schmitter gets topped with grilled salami and put on a kaiser roll.
(The Hungry Wife)
2. Old Dominion Ham Biscuit – Alexandria, VA
Yeah, the recipe does call for a biscuit and ham, but there’s more to this Southern country sandwich than just sliced ham. It’s a staple of cocktail parties, football games, and basically anywhere else a host might need a crowd-pleasing set of sliders. Along with the ham comes thin-sliced Swiss cheese and a sauce made of poppy seeds, mustard, worchestershire sauce, and unsalted butter.
1. Cudighi – Michigan
In Michigan’s upper peninsula, there exists a spicy, Italian-style sausage known locally as cudighi. In its sandwich form, the sausage is a patty on an Italian-style hard roll topped with onion, mozzarella, and tomato sauce. Go old school and use mustard and onions instead.
The National Guard, a unique part of the American military, traces its origins to the birth of the first organized colonial militia regiments on December 13, 1636.
The Guard, which includes some of the oldest units in the US military, is a reserve component that can be called up on a moment’s notice to respond to domestic emergencies or participate in overseas combat missions.
These 11 stunning photos from the past year show the Guard in action — dealing with fires, hurricanes, volcanoes, and more.
(N.Y. Army National Guard photo by Spc. Andrew Valenza)
A Modular Airborne Fire Fighting System (MAFFS), a C-130 Hercules plane modified for fire-fighting efforts, releases fire retardant over Shasta County, California, during the Carr Fire in early August 2018.
(U.S. Army National Guard photo by Sgt. Brittany Johnson)
(Florida National Guard photo by David Sterphone)
(U.S. Air National Guard photo by Master Sgt. Matt Hecht)
(North Carolina National Guard)
(Florida National Guard)
(Oregon Army National Guard photo by Staff Sgt. Zachary Holden, Oregon Military Department Public Affairs)
(Photo Composite by SSG Brendan Stephens, NC National Guard Public Affairs)
(Photo courtesy of the State of Hawaii, Dept. of Defense)
(U.S. Air National Guard photo by Master Sgt. Becky Vanshur)
11. An Idaho Army National Guard sniper, from the 116th Calvary Brigade Combat Team, practices his skills during the platoon’s two-week annual training at the Orchard Combat Training Center on June 8, 2018.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Last night’s 92nd Academy Awards had most military-connected folks rooting for Adam Driver to win best actor.
Driver, who was nominated for his role in the Netflix film, “The Marriage Story,” served in the Marines as a mortarman. He was previously nominated for his role in Spike Lee’s “BlacKkKlansman.” Unfortunately, Driver didn’t take home the statue (Joaquin Phoenix did for his portrayal of Joker), but we looked to see what other veterans had won an Oscar for best actor.
Turns out, there were quite a few. These 20 veterans have all won entertainment’s most prestigious acting award:
Unlike some in Hollywood that hid behind their status, Stewart signed up right away and joined the Army when the U.S. entered WWII. Serving all the way to 1968, Stewart’s military exploits are an article in and of itself.
Stewart was nominated five times, winning once for “The Philadelphia Story.” He also received a well-deserved Honorary Oscar in 1985.
Robards served in the Navy and saw a lot of action in his time. He was out at sea when the Japanese bombed Pearl Harbor, where he was stationed. His ship was later sunk in the South Pacific, with Robard treading water for hours until he was rescued. The second ship he served on suffered a kamikaze attack off the coast of the Philippines.
Robards decided to become an actor while serving and had an illustrious career.
He won two Oscars; one for “All the President’s Men” and “Julia.”
Marvin was a badass on screen with his steely-eyed demeanor, a trait no doubt perfected during his time in the Marines during WWII. He fought in the Battle of Saipan, earning a Purple Heart when he was hit by machine-gun fire and then by a sniper.
Marvin later won the Oscar for his role in “Cat Ballou.”
Probably the most famous leading man of them all, Gable served in the Army Air Forces during WWII, seeing combat in the skies over Europe. He earned the Distinguished Flying Cross and Air Medal. Legend has it that Hitler was a fan of Gable and offered a reward for him to be captured alive.
Gable earned an Oscar for this role in “It Happened One Night” and surprisingly not for “Gone with the Wind.”
George C. Scott
Another post-WWII Marine, Scott was stationed at 8th and I in Washington D.C. where he served as an honor guard at services held at Arlington National Cemetery.
Nominated several times, Scott famously told the Academy that he would refuse the award if he won for Patton on philosophical grounds. The role was so iconic, he won anyway.
James Earl Jones
Before his voice terrified moviegoers as Darth Vader, James Earl Jones served in the ROTC at the University of Michigan. He then went to become a first lieutenant in the Army.
He received an honorary Oscar in 2011 for his many iconic roles. His filmography is lengthy and includes The Hunt for Red October, Patriot Games, Sandlot, Lion King, Clear and Present Danger, and many more.
He’s made us laugh in Blazing Saddles, Spaceballs, and Young Frankenstein.
Before his life of comedy, Brooks had a more serious role defusing landmines in Germany during World War II.
Brooks won an Academy Award for his screenplay of “The Producers.”
A badass of the silver screen, Eastwood served stateside during the Korean War.
Eastwood is an Oscar legend winning four times against 11 nominations. He won two Best Director Awards and Two Best Picture Awards for “Unforgiven” and “Million Dollar Baby.”
He was also nominated for two amazing military movies, “Letters from Iwo Jima” and “American Sniper.”
Before he “loved the smell of napalm in the morning,” Duvall served stateside during the Korean War.
After his stint in the Army, he went on to achieve greatness in acting with seven Oscar nominations (including for “Apocalypse Now” and “The Great Santini”), winning for “Tender Mercies.”
Known for many military roles, including “McHale’s Navy” and “The Dirty Dozen,” Borgnine served in the U.S. Navy in 1941 and was discharged, only to rush back into service when the Japanese bombed Pearl Harbor.
He won an Academy Award for his role in “Marty” in 1955.
Arguably one of the best-looking actors of all time, Newman served in the Navy during World War II. He tried to become a pilot, but color blindness prevented him from doing so. He instead served as a radioman and turret gunner.
Newman also is an Oscar legend with a nomination in 5 different decades. He won an Honorary Oscar in 1985, and had a Best Actor win the next year for The Color of Money.”
Before he portrayed the gladiator turned freedom fighter Spartacus, Douglas served in the Navy during WWII from 1941 – 1944.
He would later be awarded an Honorary Oscar in 1996 after earning three nominations during his illustrious career.
Fonda left acting and enlisted in the Navy during World War II and served in the Pacific, earning a Bronze Star.
When he returned to acting, he would have a legendary career with two nominations, including a win for “On Golden Pond.”
Heston served in the Army Air Forces during WWII as an aerial gunner. He was stationed in Alaska, which was under threat from the Japanese.
Heston had a legendary career with epic roles in “The Ten Commandments,” “Planet of the Apes,” and “El Cid,” and won an Oscar for his role in “Ben-Hur.”
While it is easy to imagine Freeman serving as a radio operator, he actually served in the Air Force as a Radar Repairman.
While earning several nominations, he won for his role in “Million Dollar Baby.”
Before his iconic, “They call me Mr. Tibbs!” line, Poitier served in the U.S. Army, lying about his age in order to serve.
He won the Oscar for his role in “Lilies of the Field.”
Known for many roles, his most famous being the Huron warrior Magua, who cut out the heart of his vanquished foe. Studi enlisted in the Oklahoma National Guard and served in Vietnam.
He was awarded an Honorary Oscar, the first Native American to be so honored.
Hackman lied about his age and enlisted in the Marines as a radio operator in 1946, rising to the rank of Corporal.
Nominated five times in his illustrious career, he won twice for “the French Connection” and “Unforgiven.”
Lemmon had an amazing and long career showing off his chops in movies like “Glengarry Glen Ross.” Before that, Lemmon served in WWII as a Naval Aviator toward the end of the war.
He later won two Oscars for his roles in “Mister Roberts” and “Save the Tiger.”
Palance was known for his rugged looks, which studio execs claim he got from surgery to repair injuries he suffered when jumping out of a burning bomber while training during WWII.
He was nominated three times and won for City Slickers, which he celebrated by doing one-armed pushups on stage.
Mike Slagh is on a mission to help military members and veteran discover their full potential. Slagh is the founder of Shift.org, a career advancement company designed to help veterans and members of the U.S. military acquire the skills they need to advance and thrive in today’s information economy.
Leaving military service can be daunting. Finding a meaningful career makes the transition to civilian life so much easier. While each branch of the military makes a considerable effort to prepare troops for that jump, it can still be a difficult time.
Slagh knows this; he went through a difficult transition period of his own. When he left the Navy in 2016 after six years of service, he wanted to find a career in tech. The possibilities in the industry seemed endless and Slaugh was excited to find one that fit his skills. The problem for a talented veteran like Slagh was that he couldn’t get his foot in the door.
A career as a naval officer wasn’t the only qualification under Slagh’s belt. He also had a Master’s degree in Public Policy from Harvard’s Kennedy school and utilized his entrepreneurial experience to co-found TroopSwap.
Now imagine how difficult it could be for other separating veterans. Every year, 250,000 service members leave the U.S. military looking to get their foot in the door somewhere. Some 80 percent of that quarter million people leave the military without a job.
Slagh set out to change all that and Shift.org was born.
Shift.org offers fellowship opportunities, career accelerators and direct hire potential to any military member, past or present, no matter where they are in their career path. Whether they’re just starting their transition, have been out for a while or are looking for a new career, Shift offers training and resources to prepare for it.
By 2018, Shift was working within the Department of Defense to help service members get fellowships at major tech companies while still in the military. This gives them valuable work experience and an expanded resume before their first day of civilian life.
The fellowships send service members and soon-to-be separated veterans on an immersive, 8-week program with tech companies and venture capital firms. There, they gain experience working on the company’s real-world projects using the latest technologies in the field.
Shift’s career accelerators offer participants the opportunity to learn from industry experts, through four weeks of intense networking and interviewing development.
Programs like these are changing the way veterans transition and helping address many of the systemic issues that persist within the veteran community — it’s exactly what Slagh hoped to find.
Real-world training courses are an important aspect of developing talent in the tech industry.
The Microsoft Software and Systems Academy (MSSA) is the tech giant’s answer to helping veterans get into technical careers like those that Slagh sought out when he left the military. MSSA trains veterans to gain the critical skills needed for America’s digital economy.
Like Shift.org, MSSA supports veterans through career training and retraining, soft skills support and hiring opportunities. Since MSSA’s inception in 2013, more than 600 companies have hired MSSA graduates and 96 percent of those graduates are either still employed or have gone on to higher education.
While it’s true veterans can pursue a traditional four-year degree in technical study areas, training with companies like Microsoft provides real-world experiences within the kind of companies they want to work in, while learning the exact skills necessary to get their foot in that door.
Microsoft and Slagh agree that once a veteran has their foot in the door, the sky’s the limit.
Veterans are exactly the kind of talent the tech industry needs on a daily basis. They can bring more than just the technical skills necessary to do the job, they also bring soft skills needed to be productive, force-multiplying employees. Service members uniquely understand the importance of diversity in the workforce and how to create high performing teams.
Service members are natural leaders and capable of being an effective member of a bigger team. They understand the importance of teamwork and are trained to quickly assess, analyze and fix a situation with the resources at hand – all incredibly applicable to the tech industry.
“I had no idea how the skills learned in the military translated to something of value in my next career,” Slagh said. “That’s when I realized that many veterans thrive in high-growth, ambiguous environments and there was serious potential to unlock.”
Military occupational specialties are the foundation of the Marine Corps. Each MOS is a cog, working with and relying on each other to keep the fighting machine that is the United States Marine Corps running. The military working dog handlers are one such dog.
Military police officers have many conditions they have to fulfill to effectively complete the mission of prevention and protection in peace and wartime. One aspect of their duty is to be handlers for the military working dogs.
“To even have the opportunity to be a military working dog handler, you have to be military police by trade,” said Cpl. Hunter Gullick, a military working dog handler with Headquarters and Support Battalion, Marine Corps Installations Pacific – Marine Corps Base Camp Butler, Japan. “We go to the school at Fort Leonard Wood for roughly three months before graduating and joining the fleet. After that you can put a package in to request the chance. This process is long since they screen you with background checks, schooling history and recommendations. If they accept you, you are sent to Lackland Air Force Base in Texas for another three months of school, this time strictly for military working dog handler training.”
The tradition of using dogs during war dates back thousands of years, but the U.S. military did not officially have military working dogs until World War I. Since that time the partnership between the canines and their human has grown.
Lance Cpl. Joseph Nunez from Burbank, Calif., interacts with Viky, a U.S. Marine Corps improvised explosive device detection dog, after searching a compound while conducting counter-insurgency operations in Helmand province, Afghanistan, July 17, 2013.
(U.S. Marine Corps photo by Cpl. Alejandro Pena)
“We utilize the dogs for a number of things,” said Cpl. Garrett Impola, a military working dog handler with Headquarters and Support Battalion, MCIPAC. “The dogs are trained for substance location, tracking, and explosive device detection. During festivals and events we use them as security to do sweeps and to detrude conflicts. No other single MOS can do everything our dogs can.”
The handlers spend most of their working day with their partner to keep at top performance. This can be both a struggle – as much as it is a joy — for the Marine partner.
“The best part about my job is the dogs, for sure,” said Gullick. “They give everything they have to you, so we give everything to them in return. The most challenging aspect of my job would be that sometimes the dogs are like kids. It can get frustrating so you have to have patience. You also have to be humble because as a handler you have to be able to take constructive criticism.”
The Marine and military working dog are a team. The job of being a handler is always a work in progress. Marines are encouraged to push their limits and learn more when it comes to doing their jobs. They are always learning new techniques and procedures when it comes to performing their job to the best of their abilities.
“You will never know everything because each dog is different,” said Gullick. “With one, you think that you have the dog world figured out and then another one comes along and throws a curve ball at you. You have to continually learn and adapt.”
During World War II, the infamous German General Erwin Rommel once said, “Give me the Maori Battalion and I will conquer the world.” Maoris were descended from Eastern Polynesians who canoed all the way from Polynesia to New Zealand in the 13th century. That’s a distance of at least 900 miles. They canoed 900 miles.
So if that’s not enough to give you an indication of how terribly awesome they are, there’s the haka:
The haka is a foot-stomping, tongue lashing, rhythmic dance performed by warriors to intimidate their enemies and proclaim their strength before the gods. It has become more widely known around the world because New Zealand sports teams perform a haka before meeting their opposition on the field.
Modern militaries also perform the haka, and we’ve got some of the best right here, ranked by how intense they are:
Prince Harry performs haka during day with NZ military
The Duke of Sussex paid his respects to the people of New Zealand with a haka and you can just see the concentration on this face. I’m no mind-reader, but I have no doubt his inner monologue reads “don’t f*** up don’t f*** up don’t f*** up.”
1. 2/1 RNZIR Battalion bids farewell to fallen comrades
“This video shows the soldiers of 2/1 RNZIR Battalion performing their unit haka, powerfully acknowledging the lives and feats of their fallen comrades as they come onto the Unit’s parade ground. It is also an emotive farewell for they will leave via the waharoa (the carved entrance way) for the very last time,” wrote the NZ Defence Force.
This is a pretty powerful way to say goodbye.
Now just imagine if a whole battalion did that before a fight. It’d be unsettling at the very least. And it was. In the fall of 1942, the 28th Maori Battalion played a pivotal role in the Second Battle of El Alamein, which would mark the culmination of the North African Campaign. Rommel’s defeat forced him to withdraw to Tunisia, where the Germans would surrender the following spring. After encountering the Maori, Rommel had nothing but praise for the fierce warriors.
As an American, this ritual could seem….strange — but that’s kind of the point. The haka was meant to freak out the enemy. It challenged opponents and displayed a tribe’s pride, strength, and unity.
It is a full-body masterpiece of movement and shouts. The details are fascinating, including showing the whites of the eyes, sticking out the tongue, slapping thighs and stomping, and chanting — and as you can see, these guys take it very seriously.
U.S. Air Force Master Sgt. Natasha Lindblom looks over citzenship study test.
Many people dream of becoming a U.S. citizen. The process is notoriously arduous and taxing, but the most nerve-wracking part for many is taking the U.S. citizenship test. It’s so difficult, in fact, that according to NBCNews, only 36% of American citizens could pass the test. That’s like around the same percentage of students at Arizona State that could pass an STD test. Yikes.
Some of the foundational, basic, questions are reportedly missed by as much as 60% of the population. For instance, only 39% of American test takers know how many justices serve on the supreme court. If you’re thinking, “Uhhh… I dunno, like 50…Or 12?” You’re probably in good company. You’re also wrong. It’s nine. That’s a freebie—follow along, and then plug your answers into the key at the bottom to see how well you fare.
If you get at least six correct you pass. No peeking!
How many members are in the House of Representatives?
A.) 435 B.) 350 C.) 503 D.) 69
Who is in charge of the executive branch?
A.) The President B.) Secretary of Defense C.) Speaker of the House D.) Majority Whip
What piece of land did the United States purchase from France in 1803?
A.) Alaska Purchase B.) Gadsden Purchase C.) Louisiana Purchase D.) Hawaii
How many U.S. senators are there?
A.) 50 B.) 100 C.) 200 D.) 400
Stolen by Nicolas Cage in 2004… and 2007?
When was the constitution written?
A.) 1692 B.) 1802 C.) 1776 D.) 1787
How many amendments does the constitution have?
A.) 27 B.) 25 C.) 20 D.) 14
Who was the President during World War I?
A.) Calvin Cooldige B.) Woodrow Wilson C.) Franklin D. Roosevelt D.) Harry Truman
Under the constitution, which of these powers does not belong to the federal government?
A.) Print money B.) Declare war C.) Ratify amendments to the Constitution D.) Make treaties with foreign powers
U.S. senate floor.
We elect a U.S. senator for how many years?
A.) Six years B.) Four years C.) Eight years D.) Two years
The Federalist Papers supported the passage of the U.S. constitution. Which of these men was not one of the authors?
A.) Alexander Hamilton B.) John Adams C.) James Madison D.) John Jay
Spc. Jorge Vilicana takes general Army test
(Capt. David Gasperson)
If you got at least 6/10 right—congrats you passed the U.S. citizenship test! If you didn’t—you can always just lie in comments section and say you did!
Sure, you may have been in the military for years and you may have worked hard for your rank. But it may surprise you to learn that you will always be outranked by at least one of these animals, who have earned military rank, medals, and awards. And these aren’t just cuddly mascots — some of them have seen combat action!
Here are the most impressive and high-ranking military animals of all time:
1. Nils Olav
Nils Olav, a penguin, is colonel-in-chief and official mascot of Norway’s Royal Guard. In 2008, he was knighted — yes, knighted — by King Harald V. The original penguin named Nils Olav first served in 1972, and was named in honor of two great Norwegians: Nils Egelien and King Olav V. This high-ranking mascot lives in the Edinburgh Zoo, in quarters befitting his rank.
2. King Neptune
King Neptune the pig was originally just Parker Neptune. He received a promotion to King (that’s a rank, right?) during World War II when he was sold to an Illinois Navy recruiter. Although the pig was originally intended to be served at dinner, the Navy instead made him a star by promoting him to King and sending him on tour to sell war bonds. He wore a crown and a blue Navy blanket, and would stand on stage as his parts were “auctioned off” to the highest bidders. Ultimately, King Neptune helped raise over million for the Navy!
When he died in 1950, he received a Navy funeral with full military honors.
3. Sergeant Major Fosco
Sergeant Major Fosco was one of the first military working dogs to complete an airborne jump while being held by his handler. Military working dogs are traditionally awarded one rank higher than that of their handler, as a reminder that the handler must always treat their animal with respect. Because Sgt. Major Fosco’s handler was a 1st Sgt., this dog bears the rank of someone who has already served a full, 20-year career!
Perhaps in dog years, that’s about right.
4. Staff Sergeant Reckless
Staff Sergeant Reckless was a Marine pack horse during the Korean War. She was purchased in Korea and carried supplies and ammunition for the Marines of 5/1 Recoilless Rifle Platoon. During one battle, she made 51 solo (unguided) trips to resupply the lines and bring wounded men to safety. During her time in service, she received a battlefield promotion to sergeant, two Purple Hearts, and a Good Conduct Medal. She was the first horse known to have participated in an amphibious landing. After the war, Reckless was brought back to America and promoted to staff sergeant. A metal statue in her honor was recently unveiled at Camp Pendleton.
5. Sergeant Chesty XIV
Sgt. Chesty XIV, named after the most highly-decorated Marine, Chesty Puller, is the current official mascot of the Marine Corps. He has his own dog-sized National Defense medal.
He also has sergeant responsibilities, like training the junior Marines in his charge. Private Chesty XV is the official Marine Corps mascot apprentice. I wonder if he causes as much trouble for his sergeant as the average private does on any given weekend?
6. Sergeant Major Jiggs
Sergeant Major Jiggs was the original Marine Corps bulldog mascot. His owner was the famous Maj. General Smedley Butler — one of the only Marines to earn two Medals of Honor. Jiggs began his career in 1922 as a private and advanced through the ranks to reach E-9. If you already have two medals of honor, you can probably give your dog any rank you want, right?
7. Lance Corporal Billy Windsor
Lance Corporal Billy Windsor the Goat is a salaried member of the British Army in the Royal Welsh Regiment. The position includes membership in the Corporal’s mess and the right to be saluted by subordinates. However, the goat was demoted to fusilier in 2006 after an unfortunate head-butting incident against a drummer in the 1st Battalion.
8. Sinbad, the Chief Dog
Sinbad, the Chief Dog, was an enlisted member of the U.S. Coast Guard for 11 years and saw combat during World War II. He served on the U.S. Coast Guard Cutter George W. Campbell. His handler originally intended to give the dog to his girlfriend as a gift, but soon discovered she wouldn’t be able to keep him. The only way to keep him on board was to enlist him, so Sinbad’s pawprint was stamped onto his own unique set of enlistment papers, and he became an official member of the crew.
9. Master Sergeant Big Deuce VI
Master Sergeant Big Deuce VI, the Army’s official donkey mascot, retired after 20 years of service. The Army has long used the donkey as a mascot because it’s a reminder of how the beasts of burden have long moved Army supplies, such as howitzers and ammunition. The 2-2nd FA Battalion “Mule Soldiers” out of Fort Sill, OK, have had a mascot named Big Deuce since 1950. During his 20-year career, Master Sgt. Big Deuce VI received several promotions, but his handlers report that he was demoted twice and received several Article 15s for attempting to go AWOL and for assaulting a commissioned officer in his change of command.
10. Corporal Short Round V
Corporal Short Round V is the Army’s goat mascot, who accompanies their donkey mascot Big Deuce at official events. He recently retired, and was replaced by Private Short Round VI, who had her enlistment ceremony at Fort Sill in 2018.
11. Sgt. 1st Class Boe and Sgt. 1st Budge
Sgt. 1st Class Boe and Sgt. 1st Class Budge were the first trained therapy dogs to be deployed to Iraq in 2007. Budge eventually contracted cancer and passed away in 2010. A memorial service was held for him at Fort Gordon, Georgia. Boe was reassigned to Fort Benning, Georgia.
12. Master Sergeant Maverick
Master Sergeant Maverick is a trained therapy dog who works with America’s VetDogs. Since 2009, he has been assigned to the Traumatic Brain Injury clinic at Eisenhauer Army Medical Center.
13. Sergeant Stubby
Sergeant Stubby the dog was adopted by soldiers of the 102nd Infantry Regiment and smuggled to France during WWI. He was trained to raise his paw in salute, which secured his place as the regimental mascot. Stubby helped his unit in the trenches by sniffing out poison gas attacks and warning of incoming artillery. He once helped capture and imprison a German spy, for which he received a medal for heroism.
Recently, Dwayne “The Rock” Johnson got a tank named after him. The actor/wrestler/producer took joy in being given the honors and posted the image onto his social media. Because you can’t go two days on the internet without some sort of backlash from people with nothing better to do than argue over some mundane thing that has absolutely no bearing on their life… people argued.
On one side, some people are upset that he felt honored for it because, you know, that has to mean he is advocating war or whatever. Counter-arguers are also quick to jump at the chance to point out that it is a high honor for such a beloved figure because he’s always been a friend and supporter to the military and veteran community.
In reality, the process of naming tanks, artillery guns, and rocket launcher systems isn’t as grandiose as the people arguing are making it out to be.
Naming your HIMARS doesn’t make it any less uncomfortable. But it doesn’t hurt to at least enjoy your time cramped in with your crew.
(U.S. Army Reserve photo by Sgt. Christopher A. Hernandez)
When it’s time for a crew to take command of a new vehicle, they need to give it a name.
With some exception, you name it entirely for the purpose of easily identifying it. When you’re walking through the motor pool, reading the name stenciled on the gun or rocket pod is going to be a lot easier to read from a distance than its serial number.
Unlike with Humvees or other troop carrying vehicles often forgotten until it’s time to use them, artillerymen and tankers take pride in what is theirs. The name has to be something that the crew could proudly sit in for hours until the FDC finally gets around to approving a fire mission.
The name itself is generally something that invokes strength, humor, or holds sentimental value to one member of the crew – like a loved one. The command staff usually doesn’t bother as long as it isn’t (too) profane and it typically follows the guideline of the first letter being the same as your company/battery/squadron for uniformity.
So an MLRS in Alpha Battery could be named “Alexander the Great” or “Ass Blaster.” Bravo Battery gets something along the lines of “Betty White” or “Boomstick.” Charlie gets names along the lines of “Come Get Some” or “Cat Scratch Fever.” And so on.
As for the tank named “Dwayne ‘The Rock’ Johnson,” well, just happens to be in a Delta Squadron, the crew were probably fans of his work, and his name invokes strength. I can attest, entirely anecdotally of course, that Dwayne Johnson isn’t that uncommon of a name within Delta Batteries/Squadrons.
In case you were wondering, here’s The Rock’s post.
I keep using “typically” and “usually” because there are plenty of exceptions. The name, the naming convention, and even the ability to name it are ultimately up to the chain of command’s discretion.
(United States Marine Corps photo by Cpl. Corey Dabney)
The crew comes up with the name, submits it to the chain of command, and if it gets approved, they spray paint the name prominently on the gun. If the commander wants it to be all people’s names, then they’re all people’s names. If they give the troops free rein, then that’s their prerogative.
It should also be noted that some commanders may forgo the entire process of naming their vehicles and guns altogether. It is what it is, but some tankers and artillerymen may see it as bad luck to not give their baby a name and troops can be particularly superstitious. That, or they may just be saying it so they can spray-paint “Ass Blaster” on their tank’s gun.