ODA-525, the Sharkmen just prior to deploying out to the Iraqi desert. (Photo courtesy of Robert “Blade” Gardner, third from the left in back row)
The 1st Special Forces Group was a great place to be when they activated in 1984 in Ft. Lewis, Washington state. I made a mad dash to get out of Ft. Bragg and into the First. We were the only Green Beret unit on the post so it was like being “away from the flag pole” as we used to say, or away from the stressful prying eyes of the higher headquarters. That coupled with the novelty of new digs in a new hood just made it a pleasant place to be.
We weren’t even on the main post: We were in a little gouge of a satellite cantonment area across the freeway from the main post. It was very low-visibility and even, shall I say it, cozy there in our outskirt haven.
There the boys were being boys in their own Green Beret fashion and pipes suddenly became vogue on the premises. It seemed that you just might not be cool… unless you were smoking a pipe.
It wasn’t a “stoner-esque” sort of pipe smoking; it was like your grandpa sort of pipe smoking — ol’ geezer pipes that should have been the last thing that made you look cool, and yet somehow they did. It was kinda nice taking a break outside the team room in the middle of the day to go outside and… do a bowl. Except we weren’t doing bowls, we were… smoking pipes. Just, smoking pipes. Then a few taps of the pipe against the concrete steps and back to work.
(left) My own pipe from back in my Green Berets days as it sits on my desk today. One of my favorite pipes carried by a teammate was this Zeus head pipe. (SOFREP/George E. Hand IV)
Conversations took on a vastly different character and demeanor when were were smoking pipes. We could be talking quantum physics while descending the stairs to the porch, but once those pipes were torched:
“Big of a scorcher out today, eh?”
“Looks to be a bit of weather coming in from the nor-east tho…”
“Might be in for a coolin’ off — that’d be nice for a spell…”
The way we felt we looked smoking our pipes notwithstanding, this is rather more in keeping with the way people actually saw us.
Three of my team brothers and I had made a rare excursion to the main post for some harassment and all-around hateful time. Our Company Commander admonished us to “just stay the hell away from that place unless absolutely necessary,” knowing Green Berets over there would always draw attention and scrutiny.
We grabbed lunch at main Post Exchange (PX) and sat outside on a patio.
After lunch we instinctively pulled out the burners for some pleasing pipe puffing and discussion about the weather. It didn’t take long for a grumpy Master Sergeant to interrupt us: “Excuse me… you men are out of uniform,” meaning smoking pipes. That was most certainly not the case but he was grumpy and decided to call our bluff knowing that Green Berets were not heavy into drill and ceremony, pomp and circumstance. My Team Sergeant, a Master Sergeant himself replied:
“We’re not out of uniform, Sarge, we’re just smoking pipes!”
“And that’s out of uniform!” he huffed.
“Horse shit, Sarge… you know there’s nothing in AR670-5 that prohibits smoking a pipe while in uniform.”
Just knowing the title of the manual that governed the wear of the military uniform was enough of a counter-bluff and the grumpy Sergeant snorted off.
AR (Army Regulation) 670-5 governs the configuration and wear of the military uniform.
Another shenanigan the seemed to catch on with the A-Teams was bringing dogs to work. All types of dogs. Huntin’ dogs, coon dawgs, guard dogs. Take a break, smoke your pipe, pet yer dawg — Basic Dude Stuff! That concept, the dogs, never had a chance of getting off the ground. It was like a long-tailed cat in a room full of rocking chairs: just too much there to go wrong.
Command Sergeant Major (CSM) Douglas J. Turner was an affidavit-sworn baddass. West Point had voice recordings of him from Vietnam calling in an artillery barrage on his own position because he was being overrun by Viet Cong. His voice was as calm as if he were reading from the day’s weather report. I had been assigned to his Battalion before he left the 7th Special Forces Group in Ft. Bragg. We bought him a really nice pistol as a going-away gift when he left. And now we were both in the same unit again.
Herstal Belgium Fabrique Nationale’s (FN), Browning Hi-Power, 9 x 19mm
CSM Turner stepped squarely into a pile of dog crap outside our team room building one day as he headed up to our room. He walked just inside the door of our room and — SPLOOSH — stepped into a puddle of fresh dog p00. He cocked his head down to observe the puddle of crap that he had just stepped in. Raising his head he spied a dog curled up next to one of the men’s desks.
Slowly trending over he reached down to pet the dog, which suddenly snapped its jaw up and bit the CSM on the hand. Douglas J. Turner stood back up, looked at his bleeding hand, and glared at the dog. The room of men became a petrified forest. D. J. Turner sucked the bite wound on his hand as he stepped out the door.
“Wha… what will become of us now?” Pondered one of the men, and we were all sorely afraid.
The next morning we gathered for our usual morning Physical Training (PT) formation. Outside our building the same dog that bit the CSM the day prior was leashed off to the stair rail. The CSM came by and, pointing to an exercise apparatus at the edge of the formation field, directed a man to “Chain that dog to the pull-up bars!” The man did so.
Forming up and not really taking note of the dog fasted at the bars, we were brought to attention as CSM Turner received the morning report. He then addressed the entire battalion:
“YOU MEN HAVE BEEN BRINGING YOUR DOGS TO WORK LATELY. I HAVE BEEN SEEING DOG SHIT AROUND MY COMPOUND AND EVEN STEPPED IN SOME DOG SHIT. YESTERDAY ONE OF THEM EVEN BIT ME!”
“FROM NOW ON THE NEXT TIME I SEE ANOTHER DOG IN MY BATTALION AREA, IT WILL BE SHOT!”
A measured chuckle emanated from the formation. D. J. walked over and stood by the dog. Another chuckle arose. With that CSM Douglas J. Turner reached to his lumbar and pulled out the pistol we got him when he left 7th Special Forces Group. He snatched back the slide, pointed the gun at the dog’s head and fired. The dog froze momentarily in a sort of seizure, then flopped over dead.
The distraught dog’s owner cried out and broke formation sprinting toward the CSM. Several men grabbed and restrained the man, carrying him up to their team room where they placed a guard on him to prevent him from getting out. The CSM returned to his office where he sat and quietly waited for the Military Police to arrive and take him away; which they did. Some say that it was just CSM Turner’s way of telling the world that he had had enough and was ready to retire from it all.
That is the extent of what happened to him. He was retired from the U.S. Army.
Later that day we broke from the team room to head downstairs for a peace pipe ceremony:
“Shame about Ingram’s dog there.”
“Shouldn’t oughtta be bringin’ a bitin’ dog to work that’s not potty trained tho.”
“Course, don’t make much sense a-shootin’ a dog over any of it neither.”
Matt Chasen, LIFT Aircraft chief executive officer, pilots the electric vertical takeoff and landing (eVTOL) Hexa over Camp Mabry, Texas, Aug. 20, 2020 Air National Guard photo by Staff. Sgt. Sean Kornegay
The US Air Force wants flying cars, and service leaders recently watched one take flight in Austin, Texas.
On Thursday, Secretary of the Air Force Barbara Barrett, Air Force Chief of Staff Gen. Charles Brown, Jr., and Chief Master Sgt. of the Air Force JoAnne Bass observed an electric vertical takeoff and landing flight (eVTOL) vehicle demonstration at Camp Mabry, according to an Air Force statement.
Others in attendance were members of the Texas National Guard and AFWERX, an Air Force innovation team.
The demonstration at Camp Mabry featured a Hexa vehicle developed by LIFT Aircraft. The vehicle has 18 independent electric motors and propellers, has floats for amphibious landings, and can be flown without a pilot’s license, according to the website.
Air Force Chief of Staff Charles Q. Brown, Jr., sits in a LIFT Aircraft Hexa aircraft during a visit to Camp Mabry, Texas, Aug. 20, 2020. Air National Guard photo by Staff. Sgt. Sean Kornegay
Will Roper, the Air Force’s acquisition chief, first announced the service’s interest in “flying cars” last September, and in February, the Air Force issued a request for industry ideas for what the service calls ORBs, which are not traditional military vehicles but could support similar missions.
“An ORB could act as an organic resupply bus for disaster relief teams, an operational readiness bus for improved aircraft availability, and an open requirements bus for a growing diversity of missions,” the solicitation document read.
In April, the Air Force officially launched the Agility Prime program and its search for flying cars. “Now is the perfect time to make Jetsons cars real,” Roper said in a statement.
Col. Nathan Diller, AFWERX director and Agility Prime lead, said in a statement following the recent demonstration that the flight “marks the first of many demonstrations.”
Diller added that near-term flight tests are “designed to reduce the technical risks and prepare for Agility Prime fielding in 2023.”
When Agility Prime was officially launched in April, the Air Force secretary said: “The thought of an electric vertical take-off and landing vehicle — a flying car — might seem straight out of a Hollywood movie, but by partnering today with stakeholders across industries and agencies, we can set up the United States for this aerospace phenomenon.”
Roper previously said that the service wants to eventually aquire 30 flying cars. The Air Force said in a recent statement that it has more than 15 leading aircraft manufacturers looking to partner with Agility Prime to develop flying cars for the service.
The United States Air Force Air Demonstration Squadron “Thunderbirds” [flew] over Hollywood in celebration of the upcoming film Captain Marvel during the afternoon of March 4, 2019.
The formation featured six F-16 Fighting Falcons, the Air Force’s premier multi-role fighter aircraft, soaring over Hollywood from 12:15 p.m. to 5:30 p.m.
Marvel Studio’s newest film, Captain Marvel, will release in theaters nationwide on March 8, 2019. The film follows the story of Captain Carol Danvers, an Air Force fighter pilot who goes on to become the most powerful superhero in the Marvel Cinematic Universe.
“This flyover is a unique moment to honor the men and women serving in the Armed Forces who are represented in Captain Marvel,” said Lt. Col. John Caldwell, the Thunderbirds Commander/Leader. “Being part of this event is a tremendous opportunity, and we look forward to demonstrating the pride, precision and professionalism of the 660,000 total force Airmen of the U.S. Air Force over the city of Los Angeles.”
The Thunderbirds have close ties to the film’s production. In January 2019, in preparation for the film, lead actress Brie Larson and director Anna Boden visited the team during an Air Force immersion and F-16 flight at Nellis Air Force Base, Nev.
During production, the team provided two Thunderbird pilots to advise cast and crew on fighter pilot traditions and culture. One of the advisors was Maj. Stephen “Cajun” Del Bagno, who passed away in a mishap during a routine Thunderbird training flight in Nevada only a week after consulting on-set.
“Executing this flyover is a fitting tribute to Cajun,” said Maj. Matt Kimmel, the Thunderbirds Lead Solo pilot who advised the Captain Marvel team with Maj. Del Bagno. “He lived to share his passion for aviation with everyone he met and always left you with a smile. We carry his legacy each day and can’t wait to make him proud by showing off his U.S. Air Force and his team in his backyard.”
Residents along the flight path can expect a few seconds of jet noise as the aircraft pass overhead, along with the sight of six high-performance fighter aircraft flying less than three feet from each other in precise formation.
The Thunderbirds welcome and encourage viewers to tag the team on social media in photos and videos of their formation with the hashtags #AFThunderbirds, #CaptainMarvel, #SuperHeroAirman and #AirForce.
For more on the team, go to afthunderbirds.com or follow @afthunderbirds on Facebook, Twitter, and Instagram.
This article originally appeared on USAF Thunderbirds. Follow @afthunderbirds on Twitter.
When Gen. Stanley McChrystal began working on his memoir after retiring as a four-star general in 2010, he realized that his perception of himself as a leader was different from reality. In the past eight years, he’s had time to reflect on his career and the notion of leadership itself.
During that long career, McChrystal led America and its allies in the Afghanistan War before retiring as a four-star general in 2010. He revolutionized the Joint Special Operations Command. And he’s best known for taking out the leader of al-Qaeda in Iraq.
He’s now the managing partner of the leadership-consulting firm the McChrystal Group, and he’s the lead author of “Leaders: Myth and Reality.”
In an interview for Business Insider’s podcast “This Is Success,” he breaks down what he learned from key points in his life, including how recently revisiting the legacy of the Confederate general Robert E. Lee helped him realize it was time to redefine leadership.
Listen to the full episode here:
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Stanley McChrystal: By the time we finished this book, we really arrived at this conclusion that leadership isn’t what we think it is, and it never has been. It’s much more complex. It’s not two-dimensional. And for me, one of the representative incidents is my relationship with Robert E. Lee. I grew up, figuratively speaking, with Robert E. Lee.
Rich Feloni: You grew up in Virginia.
McChrystal: I grew up in Northern Virginia, not far from his boyhood home, and I went to Washington-Lee High School. And when I turned 17, I went to West Point, as Robert E. Lee had done, and when you go to West Point, you don’t escape Robert E. Lee. I lived in Lee Barracks. There were paintings of Robert E. Lee. And while every other leader at West Point is famous, he’s special.
And then when I got older and I was retired and I had this picture that my wife had given me 40 years before. My wife had paid for it when I was a second lieutenant, and I hung it proudly at every set of quarters we ever had, because for me it represented “This is what I believe in.” When someone came into my quarters, they’d see, “Oh, Robert E. Lee. Those are the values that he believes in.” And I was proud of that.
Then, after Charlottesville, in late spring of 2017, my wife, Annie — we’d been married 40 years at the time — she goes, “I think you ought to get rid of that picture.” And my first response was, “You gave it to me, honey. I could never get rid of that?” And she says, “No.” And I said, “Well, why?” And she says, “I think it’s communicating something you don’t think it is.” And I said, “What do you mean? He was a general officer. He just did his thing. He was a military guy, not a politician or something.” She said, “You may think that, but people in our home may not think that, and they may think you’re trying to communicate something deeper, white supremacy and all those things. So one morning, I took it down and literally threw it away. And it was a pretty emotional moment for me.
And then as we started writing this book, and we had already begun the initial work, I realized I couldn’t write a book about leadership unless I wrote about Robert E. Lee. And I knew that was dangerous, because Robert E. Lee had become a controversial character. There’s a part of American society that is just passionate in his defense, part of it that is passionate against him, and everybody’s going to weigh in. But you know, I’d grown up with Robert E. Lee, both as a person in my mind, but also as an ideal. And just recently, I walked down, just to walk the distance between his childhood home and the slave-trading house in Alexandria, Virginia, which was the second-busiest slave-trading house in the United States. And this is where northern African-Americans were bought. Some freed men were captured, but others were bought from farms that weren’t profitable and shipped to the deep South, where cotton was so profitable. And so it was right in front of him. It was 10 blocks from his home. You don’t hide from the fact that this very ugly thing is a reality. And he spent the next four years defending it. And so there’s this contradiction. Here’s a guy who in some ways, is so admirable. His soldiers loved him
Feloni: From a military perspective.
When McChrystal attended West Point in the ’70s, Confederate general Robert E. Lee had transcended his connection to the Confederate cause, and had become a symbol of military discipline and honor.
(The Library of Congress)
Feloni: Yeah, but it would have to be removing from the context of basically a traitor to his country, ignoring that and kind of replacing it with a myth.
McChrystal: That’s right, and I couldn’t.
Feloni: And were you not aware of that link that people could make when you had that painting in your quarters?
McChrystal: Here’s the point. On one level, yes I was. On another level, what I did was I just said, “Yeah, but.” And I think a lot of people, with Robert E. Lee, go, “Yeah, but.” And the real point of the book is, everybody is a complex person like that. Every memory of every leader that we profiled and everyone we could think, may not have that clear a contradiction, but they all have them. And we as followers, we as observers, we have to make a decision on how we look at those, how we process that, because if we’re looking for the perfect person, woman or man, we can wait forever. They’re not coming.
The ‘Great Man Theory’ of leadership is a myth
Feloni: Yeah. Well, when you’re looking at that and kind of leading into your thesis here, what is the way that we define leaders and leadership, and what is wrong with that, and what were you looking to correct?
McChrystal: I wrote my memoirs starting in 2010, and I thought that it would be fairly straightforward, because I was there, so I knew what happened. And I’d be the star of the show. The spotlight would be on me. And yet, when we went to do … I had a young person helping me that was brilliant. We went to do the research. We did a whole bunch of interviews, and we went to things that I had been very much a part of and given credit for. We found that I would make a decision and issue some order and there would be an outcome. And I thought, “OK, my order produced that outcome.” And in reality, we found that there’s a myriad of actions that other people are doing, or factors impinging on it, that actually affected the outcome much more than I did.
Feloni: So you didn’t realize this until you were writing your memoirs?
McChrystal: No, I mean, you get to this point in life because you sort of believe the Great Man Theory. You sort of believe that the leader is central to everything. And then when I get this, it’s very humbling, and I realize, leaders matter, just not like we think they do. And as we put in the book, it’s also the way we study leadership. We study biographies, which puts the person at the center. And so the spotlight tends to stay on them, and everything else tends to be a bit in shadows. You very rarely see a statue of a team. You see a few, but usually there’s a person on the pedestal. But in reality, a team, and sometimes a very large team, made it happen or didn’t make it happen. And yet, it’s hard to explain that.
Feloni: In this book, you picked a very interesting collection of profiles, and you even included the al-Qaeda leader that you defeated in Iraq, Abu Musab Al-Zarqawi. So what can you learn about leadership from studying someone that you morally oppose, even on an extreme example. This was your enemy. What do you gain from studying that?
McChrystal: Well, we didn’t just oppose him — we killed him.
As the head of Joint Special Operations Command, McChrystal hunted down and assassinated al-Qaeda in Iraq leader Abu Musab al-Zarqawi. McChrystal got inside Zarqawi’s head during the hunt.
McChrystal: I stood over his body right after we killed him. So for about two and a half years, we fought a bitter fight against this guy. And Abu Musab al-Zarqawi had come from a tough town in Jordan, very little education, got involved in crime and things like that in his youth. But then what happened was he realized that if he showed self-discipline to exhibit the conviction of his Islamic beliefs, if he did that overtly, if he became a zealot other people were attracted to him. He was living up to what he said and was demanding that they do. Later, when he became the leader of al-Qaeda in Iraq, he led the same way; he wore all black, looked like a terrorist leader. He actually killed himself — he was the person who held the knife when they beheaded Nicholas Berg. A gruesome thing to do, but what he’s showing people is our cause is so important, I’m willing to do something that we all know is horrific. And so he would lead around the battlefield courageously. And so what he did was he was able to bring forth people to follow his very extreme part of Islam, when most of them really didn’t. The Iraqi Sunni population were not naturally adherents to al-Qaeda, but he was able to produce such a sense of leadership and zealous beliefs that they followed. He became the godfather of ISIS.
Feloni: Yeah, and so by looking at this was, are you saying that to benefit your own leadership you had to get in the mind of him and understand that?
McChrystal: Well, the first thing you have to do is understand him. Your first desire is to demonize him, but the reality is, I had to respect him. He led very effectively, very, and if you really get down and put the lens another way, he believed and he fought for what he believed in. And who’s to say we were right and he was wrong?
Feloni: And that was something that you were thinking when you were in Iraq?
McChrystal: Not initially. Initially, you just say, “We’re just gonna get this guy.” And then after a while you watch him lead and you realize not only is he a worthy opponent — he’s making me better — but you’re also going after someone who truly believes. Who do you want to hang out with, who do you want to go to dinner with? You want somebody who believes what they’re doing. Now, his techniques I didn’t agree with. In many ways he was a psychopath. But I know a lot of people for whom I have less respect than I do for Abu Musab al-Zarqawi.
Feloni: Interesting. When you were having the collection of people in this book, what were you looking for? Because in some ways you were saying that taking a look at profiles of individuals is the opposite of what you wanted to do. Because if you elevate someone above the context that they’re in, it’s counterproductive, but you’re proving that through elevating people so how do you navigate that?
McChrystal: Yeah, that’s an absolutely great point, and we actually didn’t realize that at the beginning of the book. We started writing and we said, “Hey, we are almost running in absolutely opposite directions of what we’re proposing.” You can write a theoretical book on leadership, and there will be a small community of people who read it. We learn through stories, all of us do, and we learn through stories of people. We picked these 13 diverse people and we had these six genres, we had founders, we had geniuses, we had power brokers, we had Coco Chanel, we had Boss Tweed, we have Martin Luther, we have Dr. Martin Luther King Jr., we have Harriet Tubman. We wanted something that would be universal, give us a wide look at different kinds of leaders and context. We wanted diversity in sex, we wanted diversity in nationality, we have a Chinese admiral from the 15th century. And so we thought that if you could bring it wide like that you can draw the universal lessons out, that we couldn’t do if we just took politicians or soldiers or something.
Lessons from success and failure in war
Feloni:Yeah, now I want to talk about these lessons with the lens of your career as well. You became known for the approach that you took to join Special Operations Command, re-imaging the approach to Special Operations, particularly in Iraq, which led to the death of Zarqawi. And so when you had such transformations at JSOC, what was that like coming into a role where you had to adapt on the fly but every change, every risk that you took had lives in the balance?
McChrystal: Well, it was frightening, but it was very, very important. I had grown up essentially in joint Special Operations Command and the Rangers and then on the staff. I was very familiar with this very elite counterterrorist force. And this force was, you’ve seen it in movies, bearded guys with big knuckles and fancy weapons and these surly arrogant attitudes and that’s pretty accurate but the hearts of lions. But we very insular, we were designed to do counter-hijacking, hostage rescue, precise raids, and so we were almost in an insular part of the military and no one else interacted much with us. We would be directed to do certain missions and we loved that because we didn’t have to be affected by the big military bureaucracy. And then in Iraq what happened is, starting in 2003, really after the invasion, we ran into a problem that was bigger and more complex than we’d ever faced before, and that was al-Qaeda in Iraq. And we found that very narrow insulated way of operating before, tribal way, it didn’t work because you had to have this synergy of a real team and at first we almost were in denial because we’re so good at what we do.
We said, “Well, we’ll just do what we do and everybody else will figure everything else out.” But that wasn’t going to work. Really starting in early 2004 we came to a collective understanding that we were losing, and we were likely to lose if we didn’t change. Now we had no idea how to change, there wasn’t a road map, I wasn’t the visionary leader to provide that. And so what we said was, “Well, we will do anything but this. Now we’ll change.” And because I didn’t have this vision or clear blueprint to put in front of the organization, I essentially put it out to the team. I said, “We’re going to start changing to whatever works, so what we do that works we’ll do more of, what we do that doesn’t work we’ll stop.” And that freed the organization to constantly adapt. We’re able to modify, adapt ourselves and constantly change without the limitations of a doctrine that says, “You can’t do that.”
U.S. Army General Stanley McChrystal in his official portrait as head of ISAF.
Our doctrine became, “If it’s stupid and it works, it ain’t stupid and we’ll push it.” And as it came it started to change the way we thought about leadership. When I took over I was approving every mission because I’m the commander and I found there’s no way you can be fast enough, so my role changed. I went from being the micro-manager, the centralized director, to being a commander who creates this ecosystem in which this group of really talented people figure it out. And my goal was to keep the ecosystem going, grow it with new participants and keep everyone supported and inspired.
Feloni: When you’re saying that when you had to take big risks with these changes, that there was a level of fear involved. Were you mitigating that fear by learning to trust the people that you were working with?
McChrystal: Yeah, and you have to — sometimes you can’t completely mitigate it. In an organization like JSOC, when you take casualties it’s deeply emotional because it’s not like new privates coming in, you get a new private. It takes about a decade to build an operator, everybody’s the godparent of other operator’s kids, you know. And so when you lose people, you lose people who’ve been around a long time, it took a long time, so it’s very emotional. T.E. Lawrence talked about the ripples in a pond.
Feloni: That’s “Lawrence of Arabia.”
McChrystal: That’s right, “Lawrence of Arabia.” He talked about when you lost one of the better ones, it was like ripples because it went out into their families and whatnot. Every casualty was much more costly and therefore you had to try to minimize them. And so as we went into this risk period there was a lot of uncertainty and I couldn’t, I don’t have the wisdom or courage or any of that to bear all that together, so we had a team and we supported each other.
Feloni: Distribute that.
McChrystal: Yeah, exactly.
Feloni: Yeah, and in terms of looking at something continuing after you leave, so you led the US-led coalition in the war in Afghanistan. That was eight years ago when you left; the war is still going. How does that look to you, because, for example, I could speak to a CEO who left a company and they can comment and be, like, “Oh, here’s what worked and what didn’t.” But as we were talking about, the stakes are just so much different in war. How do you process that?
McChrystal: You can process it in a lot of ways. You could take a strict business sense you could say, “Well, it hasn’t succeeded thus far, so it’s a bad investment.” And then I can also look and see that as of 2001 when we entered Afghanistan there were no females in school under the Taliban. There weren’t that many young males in school and now we’ve had almost 17 years of young ladies going to school, young men and so we’ve got a different young generation in Afghanistan. And 4.4 million Afghans voted this week and it wasn’t a presidential election. Is the glass half full, is it half empty, is there a hole in it? The answer is yes to all of those. There’s deep corruption, there’s huge problems inside the country, but in many ways I think that rather than say, “OK, it’s a failure,” I’d say it’s a complex problem, one of which you work on over a long period. I know I would not subscribe now to thousands of American troops or unlimited amounts of money, but I wouldn’t recommend walking away. I think our partnership with the Afghan people and the signal we send to other countries in the region is important. And if we think about the world as a completely connected place now, not just by information technology but culturally, I think the ability to have relationships, to demonstrate our willingness to be a part of things is more important than ever. It was critical really right after the Second World War, we gave both Asia through Japan and Europe enough cohesion to grow back. It doesn’t feel as easy or as good in Afghanistan but I would tell you, I look at the world through that lens is how I come at it.
Feloni: In “Leaders,” your memoir, it’s giving you a chance to be introspective of your own career. And on the nature of leaving the military when it came in this much publicized, there was a Rolling Stone article that reporter Michael Hastings portrayed you as a renegade general and that ended up leaving your position. How do you process that now, looking back at your role since it’s been eight years?
McChrystal: Yeah, I mean, there are a lot of ways that maybe I could or should. The first thing is it happened, and I didn’t think that the article was truly reflective of my team. It was about me and my team and the runaway general and that is obviously not a good title. And so on the one hand I thought that that wasn’t fair; on the other hand I’m responsible and we have this negative article about a senior general shows up on the president of the United States’ desk. And it’s my job not to put articles like that on the president’s desk, so I offered my resignation. President Obama accepted it, and I don’t have any problem with it because I’m responsible whether I did something wrong or not. I’m responsible, and as I told the president that day, “I’m happy to stay in command or resign, whatever is best for the mission.”
Now that’s phase one, and I feel very good about that decision. I’m not happy it happened, but I feel good about that. Then you have a moment when you have a failure like that in your life and you get to make a decision. You’re either going to relitigate that for the rest of your life and I could be a retired bitter general, I could be whatever, the CEO got fired or whatever or not. And my wife helped me through this more than anything, because as I tell people, “She lives like she drives, without using the rear-view mirror.” And so we made the decision, she helped me. “We’re going to focus completely on the future.” We made the decision, she helped me. “We’re going to focus completely on the future. There is no point in being bitter because nobody cares but you.” So I decided to look forward, I decided to think about, “What can I do now?” Now, that’s easier said than done. Every day there’s some hurt.
Feloni: Even now?
McChrystal: Occasionally. Not every day, but occasionally something will come up. Last week, Rolling Stone queried if I wanted to do another interview. The answer was no.
Feloni: That seems like … yeah.
McChrystal: Yeah. I kind of went, “Really?” But the reality is, it always kind of comes back up, and you have to remake that decision on a constant basis. But it gets easier over time because you start to see how healthy that is. I would argue that every one or your listeners is going to fail. They’re going to fail in a marriage, they’re going to fail in a business, they’re going to fail at something for which they are responsible. And they’ve got to make the decision, “OK, what’s the rest of your life going to be like?” Because you can’t change what’s already happened. The only thing you can change is what happens in the future. So I tell people, “For God’s sakes, don’t screw up the rest of your life because of something that happened there.” And if you make the right decision, to lean forward, I’ve been extraordinarily satisfied and happy with that.
McChrystal in Afghanistan.
(U.S. Air Force photo by Tech. Sgt. Francisco V. Govea II)
Feloni: And if you were to write a biographical profile for yourself in “Leaders,” what would the theme of your leadership style be, and what would be the reality versus the myth of it?
McChrystal: It would be evolution. One of the things we see in some of these leaders is they didn’t evolve. Walt Disney was this extraordinary animator, and with a small team he was exceptional. When the team got big, he didn’t adapt well, and his brother basically had to run it, and he focused on projects. Mine was a journey … I was a very different leader as a lieutenant colonel than I was as a company commander captain. I was very centralized when I was young. I started to loosen up, by the time I was a general officer I was, I think, completely different. I was much more decentralized. So I think the theme of a profile of me would be the evolution of that.
Now, the myth is the opposite; the myth is the counterterrorist leader who killed Abu Musab al-Zarqawi. I went out, wrestled him to the ground, buried to the waist, and that’s total B.S. At times do I like the myth because people go, “Wow, look at him!”? Yeah, it’s kind of cool, you never want to go, “No, that’s not true.” But it’s not true. The reality is that I built a team. Ultimately I’m more proud of enabling the team that I would be of wrestling to his death. But it still feels kind of cool when people say that. [laughs]
Feloni: So it’s the evolution of you as someone who is a very centralized commander to decentralizing.
McChrystal: Yeah, and thinking about it entirely differently.
Applying these lessons to the workplace
Feloni: And we’ve been talking about leadership on a grand scale, but you’re also the head of the McChrystal Group, which works with businesses on leadership development. So after having worked with a bunch of different industries, often on much smaller scales, what would you say are some of the most common mistakes a new leader makes?
McChrystal: I think often a new leader comes in and wants to prove themselves, because they’ve been hired, typically they’ve been given a role and a fair amount of money, and so they think they’ve got to prove themselves. There’s a reticence to say, “I don’t know.” There’s a reticence to look at the team and say “What should we do?” and to have the team do it. Because you’re worried about your own credibility. I think leaders actually, if they’re willing to, I’m not saying take a subordinate role, they’re responsible, but take a much more inclusive role, a much more role in which you ask people to help lead, actually works much better. Some of the best I’ve ever seen that have particularly been in jobs awhile have reached that, and it’s magic to see.
Feloni: And on the flip side of that, should people who are followers, should they see leadership in a new light, maybe their relationship to their boss, their boss’ boss?
McChrystal: Yeah, think about it — how many times have we sat back and you’ve got either a new leader or your leader in the auditorium, in the room, and they’re saying, “OK, here’s what we’re going to do,” and you’re sitting back kind of the smart-ass, going, “This is stupid, that won’t work, boom, boom, boom.” Rear up on your hind legs and bark, and maybe we’ll think about doing it. Leaders have a role, but the followers have a huge role, huge responsibility. Huge responsibility in doing their part, but also shaping the leader. You see the leader making a mistake and you don’t say something to them? You fail in your job. And then when you see them fail and you get smug and you go, “Yeah, I thought that she was never that good, he was never that good,” shame on you. Because you own part of that, and in reality when it’s firing time they had to fire all of you.
Feloni: So not only should we not put figures of the past on pedestals. We shouldn’t do that with our own bosses.
McChrystal: Absolutely, and bosses shouldn’t put themselves on pedestals either. There are a few who keep wanting to step up there, and then … I think it’s much better for the leader to stay away from the pedestal.
Feloni: And at this point, how do you personally define success?
McChrystal: It’s the team I’m part of. I’ve got this company that’s now 100 people, it’s grown, and I’m not critical to the business, except my name’s on the door. I show up occasionally, and they’re very nice to me and whatnot, but the reality is the work gets done by the team, and I take the greatest pride in the world when I sit in one of our meetings and I’m not saying much, and it’s happening. They’re just doing things, they’re pulling, they’re saying we’re going to go in this direction, and nobody looks to me to say, “Can we go in that direction or should we?” And they’re not being discourteous. They know that that’s not the best thing to do. If they turn to me or somebody else to let the old gray beard do it, it’s too slow. It’s often not the right answer. So I am really happiest when I see that, and it gives you great pride.
Feloni: So success to you, would it be having a non-integral role among your team?
McChrystal: No — I want to be integral to it, I want to feel like a part of it, but I don’t want to feel like the critical cog. I don’t want to feel like the keystone to the arch. I want the company, the organization, to be confident in themselves. If I got hit by a car, they’d say, “We’re going to miss Stan, but guess what? In his honor, we’re going to move forward and we are going to do X, X, X.” That’s when I really feel best about things. Or they don’t even tell me about things they’re doing, and suddenly we’re doing very well on a project and I hear about it, and I go, “Wow, that’s good — when did we do that?” They say so and so, I say, “Well, why didn’t I know?” They say, “Well, you didn’t need to know. It’s not important.” And they’re right.
Feloni: Is there a piece of advice that you would give to someone who wants to have a career like yours? It doesn’t necessarily have to be military — it could be a sense of leadership.
McChrystal: When I think about the two things that I hope leaders have, first is empathy. Understanding that if you’re sitting on the other side of the table you have a different perspective, and they might be right. So just being able to put yourself in their shoes. Doesn’t mean you agree with them, doesn’t mean you approve, but being able to see it is really important. And then the second part is self-discipline. Because most of us know what we ought to do as leaders. We know what we shouldn’t do. It’s having the self-discipline to do those things, because you’re leading all the time. You’re leading by example all the time — it’s a good example or a bad example. It’s not just the leadership in your job; it’s an extraordinary responsibility. I had a battalion commander whose battalion I joined, and he had just left when I got there. But all the lieutenants are wearing their T-shirts backwards. And I’m going, “All right, what’s going on here? Did they get up after drinking all night or something?” And the battalion commander had done that because it showed less skin when you’re out there in the field and the enemy couldn’t see the white skin and shoot you. I didn’t think that was that smart an idea, but the fact that just because he wore his T-shirts backwards, his whole cohort of young lieutenants was doing it.
Feloni: He didn’t tell them to.
McChrystal: I don’t think he told them to. I got there right after he’d left, so it was kind of like this clinical thing. I got there ‘ “Why have they got their T-shirts backwards?” And this guy had done that. Just the power you find that if you are charismatic and whatnot, anything you do, how you treat people, how you think about things, the little things, you’ll start to see it mimicked by people through your organization, and there’s great power in that. And you’ve got to be careful with it.
Feloni: Thank you, general.
McChrystal: It’s been my honor. Thank you.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
They range from small attack submarines used for naval and anti-submarine warfare to large ballistic-style submarines armed with nuclear weapons that could wipe out entire nations.
Launched in 1988, the Ohio-class USS Pennsylvania (SSBN-735) is currently the largest vessel in the U.S. Navy’s arsenal. It is 560-feet long and berths 165 sailors, according to the National Geographic video below.
This video shows the ship’s incredible fire power, tactics and what life is like for the crew that man it.
Oscar-nominated Sam Elliott will narrate the four-part docuseries Honor Guard, which follows U.S. Army soldiers throughout the grueling training required to serve at the 3rd Infantry Regiment. Also known as The Old Guard, the 3rd Infantry Regiment is perhaps best known for hosting the Sentinels who guard the Tomb of the Unknown Soldier.
Honor Guard is the follow-up to Time to Kill Productions’ award-winning 2016 feature documentary The Unknowns, which follows the training of the Sentinels. Creators Neal Schrodetzki and Ethan Morse, who served together as guards at the Tomb, will now follow the intense training cycles that prepare soldiers for The Regiment, the Honor Guard Caisson Platoon, the U.S. Army Drill Team, or a Full-Honors funeral ceremony at Arlington National Cemetery.
Morse and Schrodetzki have exclusive access provided by the United States Army to capture these never-before documented training cycles. Their mission is the same as Sam Elliott’s, and the reason he agreed to join the project: to honor the fallen.
Elliott’s contributions to military story-telling helped inspired Morse to serve in the first place. “I first became interested in the military after seeing Sam Elliott as the Union Cavalry General John Buford in Gettysburg. Fast forward a few years and I’m serving in the California Army National Guard, just like Mr. Elliott did.”
Elliott has a distinguished and longstanding reputation with the military community, due in part to the iconic roles he has played in films like We Were Soldiers and Once an Eagle.
Plus, his voice is smooth as molasses. You just know it is.
Maybe you’re going on a family vacation. Maybe you’re taking the kids camping. Whatever the case, in this season of travel, a good cup of coffee is necessary. As you’ll be away from your home pot and your regular place that knows exactly how you like your morning cup, and as vacations shouldn’t mean subjecting yourself to another cup of burnt gas station coffee, Fatherly spoke to Brent Hall, the Business Development Manager for VP Coffee, Inc. in North Carolina and an Executive Council Member of the Barista Guild of America, to piece together a list of the best travel coffee gear.
“There are plenty of ways to make a great cup of coffee while away, forced or not, from your home or favorite local shop,” he says. “All you need are the right tools for the trip.” Here, then, per Hall, is the best portable coffee gear, including grinders, mugs, and scales, for getting your buzz on the road.
Acaia Coffee Scale and Timer
Is it neurotic to take a coffee scale with you on the road? Maybe. But if you want to craft that perfect cup of pour-over coffee, the little details matter. This compact scale from Acaia provides instant readings and will also act as your timer for your steep. “I like the Acaia for road trips because it is accurate and has a good size footprint without being too large and cumbersome,” says Hall. “The design allows it to be tucked and cushioned easily avoiding possible damage.”
This all-in-one mug might just be the perfect travel accessory for any coffee lover. A mash up of coffee maker and travel mug, it allows you to whip out a fresh cup of Joe in three minutes. You just drop your grounds into the main compartment, pour the boiling water in, and then slide the microfilter in separating the grounds from the liquid. It’s made from stainless steel, can be washed in the dishwasher, and up to 13oz of liquid can be poured in. The mug’s three layers of insulation, per Hall, keep coffee hot for hours.
Small enough to be tossed into a briefcase or overnight bag this dripper offers you a simple solution for getting a good cup of coffee. “The Kalita wave is stainless steel, durable, and foolproof,” says Hall. “If you have a groggy morning it doesn’t take much technique to make a good cup of coffee.” All you have to do is park the dripper over your cup, drop in a filter, fill with grounds, and pour in the water.
Pssst. One of the best ways to have an amazing cup of coffee? Grind your own beans. This stainless steel grinder from Porlex is small, compact, and enables you to pulverize your beans to the desired level. The ceramic conical burrs inside can crank out a fine espresso grind in a few minutes or a coarser French Press level in 30 seconds. The large grinder hopper and easy-to-use crank are favorites of Hall.
Now, Hall admits it’s a little big to bring this brushed stainless steel electric kettle on the road but he says it’s durable enough to survive a stint in a suitcase. He also swears by it because it heats water to the exact temperature you need for a quality cup of coffee (205 degrees F) and all it requires is a plug or A/C outlet. The gooseneck spout ensures you can precisely pour the water over your grounds to get the most flavors from the beans.
We all know that Marines win our nation’s battles, and their discipline under pressure is a matter of life or death. However, and as weird as it may seem, there is a lot that the driving range and the fairway can teach us about winning battles. I know because I recently joined my friend Marine Major Ben Ortiz and his fellow golf warrior, Erik Anders Lang, for a round at the Desert Winds golf course on Marine Corps Base Twentynine Palms.
Major Ben Ortiz or, ‘Bennie Boy’ as I call him, have known each other since our first days at the Naval Academy. I already know what you’re thinking… of course, two Academy grads and officers are golfers. But literally, nothing could be further from the truth. Golf was never supposed to be part of either of our lives.
“Seriously, dude? You play golf, now?” I ask a little sarcastically as Bennie and I walk to the clubhouse.
Bennie is a Mustang (an officer who was enlisted first), and he grew up in a neighborhood outside of Chicago where even the mention of golf could get you ridiculed for life or worse. After joining the Marines he deployed multiple times to Iraq and Afghanistan where he’s been a kind of intelligence officer that grunts love and terrorists hate. So when he asked me to play golf with him, I immediately started to question his mental state.
“Dude, you have no idea. Golf has made me a better Marine. More focused…lethal.” Bennie smiles as he justifies why we are on a golf course at 0730.
Major Ortiz tees off with focus
As we approach the clubhouse, I meet a squad of Marines who have been recruited to play with us this morning, but we are also joined by a true golf warrior, Erik Anders Lang. Erik is a bit of an anomaly himself. He never picked up a club until his thirties, and now he travels the world for his seriesAdventures In Golf. At first, I am a little wary that Erik, who looks a little like he just rolled out of bed, can compete with the Marines on their home turf. But after watching Erik tee off with a nearly 350-yard drive down the center of the first hole, I realize that I am not only watching a true golfer but a sniper.
As Bennie, Erik, and I walk the desert course we begin to chat about the game and the Marine Corps. At each hole, I realize the golfers are fighting the terrain, the weather and even their own subconscious, an enemy more elusive than the adversaries Bennie and other Marines face abroad. As we near the end of the course, Bennie begins to explain his theory a little more.
“Intel is all about collecting and analyzing information and then turning it into something useful for the Grunts. A lot of people think that bad intel is a result of bad information, but there is a second and even more important component, the analyst. If I am distracted or unfocused, I can be the weak link. Golf, and the battle on each hole, has taught me about mental and physical discipline.”
Major Ortiz (4th from left) and Erik Lang (center) after a round of golf.
Erik smiles and nods in agreement. He knows the mental strength it takes to master the club. After a quick competition on the driving range, which Erik (the sniper) wins, we sit down in the chow hall for an After Action of the morning’s performance. Bennie has changed out of his golf clothes and into cammies, and Erik begins to explain to us how Tiger Woods inspired him to pick up a club.
“Not everyone is perfect in golf,” Erik starts. “He’s human, he’s obviously made mistakes, but if you watch carefully you can see how he processes the course and the ball with each shot.”
Erik’s got a point. Now, I am pretty sure that when Tiger Woods stepped onto the 18th green, poised to win the 2019 Masters, there was almost nothing going through his mind other than the basics of putting. In the seconds before Tiger’s final stroke, there was no time for self-doubt, fear or even distractions from the thousands standing around him and the millions watching all across the globe. With one quick putt, Tiger was back on top of the world and his pure calmness, poise, and discipline under such pressure is something we all can admire, especially Marines like me.
But unlike Tiger, Marines must use these same attributes for something much bigger than a green jacket. Now, I begin to see what both Bennie and Erik are stressing to me. Golf is a sport of discipline and focus which can extend beyond the course and onto the most stressful battlefields abroad.
Bennie now speaks to the group before we roll out for the day.
“I hope that other Marines will realize that the course is much more than a game. It’s about training too.”
I think Bennie’s onto something that both Erik Lang and Tiger Woods already know: maybe we can all be better Marines if we spend a little time on the course.
Major Ortiz (left) and the Author (right) after our round of golf. Bennie’s war face is the same from Quantico.
“Jerry Stiller’s comedy will live forever,” shared Jerry Seinfeld of the late Gerald Isaac “Jerry” Stiller, who was perhaps best known for his Emmy-nominated role of George Costanza on the iconic television sitcom Seinfeld.
Stiller’s son, actor Ben Stiller, tweeted the news of his father’s passing early on Monday May 11, 2020, writing that his father had died of natural causes.
I’m sad to say that my father, Jerry Stiller, passed away from natural causes. He was a great dad and grandfather, and the most dedicated husband to Anne for about 62 years. He will be greatly missed. Love you Dad.pic.twitter.com/KyoNsJIBz5
“He was a great dad and grandfather, and the most dedicated husband to Anne for about 62 years. He will be greatly missed,” the actor wrote.
Stiller was born in Brooklyn on June 8, 1927 to Bella and William Stiller. Long before he would play the quick-tempered father of Festivus Frank Costanza, Stiller served in the Army during World War II.
After the war, Stiller utilized the G.I. Bill to attend Syracuse University, graduating with a degree in speech and drama in 1950. Shortly after, he returned to New York City where, in 1953, he met his future wife, Anne Meara.
“I really knew this was the man I would marry,” Meara told People in 2000. “I knew he would never leave me.”
She was right. The couple tied the knot in 1954. Stiller and Meara would go on to become a successful comedy team starring in everything from television variety programs to radio commercials to the 1986 television sitcom The Stiller and Meara Show. They were married for over 60 years, until her death on May 23, 2015. They had two children together, Ben and actress Amy Stiller.
For his role of Frank Castanza, Stiller was nominated for an Emmy for Outstanding Guest Actor in a Comedy Series in 1997 and garnered an American Comedy Award for Funniest Male Guest Appearance in a TV Series in 1998.
Jerry Stiller on being cast on Seinfeld – TelevisionAcademy.com/Interviews
Stiller nearly turned his Seinfeld role down. In the entertaining video above for the Television Academy, Stiller shared how he won the iconic role — and turned it into one of the most memorable parts in TV history.
Though he had reportedly intended to retire after Seinfeld, Stiller joined the cast of The King of Queens in order to play the cranky father figure Arthur Spooner from 1998 until 2007.
“This was an opportunity for me, for the first time, to test myself as an actor because I never saw myself as more than just a decent actor,” said Stiller of the role.
Stiller’s robust career expanded beyond television, from Broadway to the big screen to a star on the Hollywood Walk of Fame, which he also shared with his wife, Anne. After his passing, those who knew him took to social media to share fond memories of their time together.
The rest of us will always remember him as a man who could make us laugh. Rest in peace, Soldier.
The truth is that this happened all the time with Jerry Stiller. He was so funny and such a dear human being. We loved him. RIP Jerry Stiller.https://www.youtube.com/watch?v=L2LdHH0hmHY …
Ed Marohn was born into the Army, both literally in an Army field hospital in Germany and through his baptism by fire in Vietnam. His story is so vast that every chapter feels as if one could have led a full life with just one of his many accomplishments. But instead, Marohn presses on, assuming entirely new adventures — much like his character John Moore, the hero of his series “Legacy of War.”
“My story begins with my mother, who escaped slave labor camps, becoming a displaced person, and eventually ending up in Germany giving birth to me at an Army field hospital,” Marohn said, leading into the conversation as if that statement alone wasn’t enough of a story to write a novel about.
“We eventually came over in 1950 to Idaho where my mother was sponsored by a local church. After that comes the part about Vietnam when I was a young captain eager to make a career out of the military by linking up with the 101st Airborne Airmobile Division picking up a battalion to command.”
Marohn took to leadership in all aspects, but especially the duty of ensuring that morale and camaraderie remained intact despite the piecemeal rotations soldiers faced in Vietnam.
“Instead of entire platoons or companies rotating in and out, you had individuals which made it near impossible to create a solid core of soldiers. You became the old man by surviving six months in country, and until the newbies proved themselves … they weren’t often accepted.”
He explains the rationale behind this change was to prevent shell shock from the WWII era of two- to three-year tours. An average tour in Vietnam was one year, which according to Marohn presented its own set of issues.
“The result that I witnessed was men suppressing what was happening, holding it in and counting down from the 365 days that remained. It was very much a self-preservation mindset that these young soldiers had. The subconscious would unravel eventually,” Marohn, who as an officer had much more to think about than simply his own survival, explained.
“I was too busy planning across multiple disciplines to focus on me. I had a more mature mindset in my twenties, along with a mission to complete.”
Decades later and with a master’s degree in counseling, Marohn walked into his retirement years a bit different than most. He was back in Idaho volunteering to lead a new program with the VA/VFW aiming to utilize a small group setting to walk veterans through PTSD.
“There’s an irony surrounding toughness in the military. We connect sharing with weakness when it is actually the act of conscious suppression that leads to your subconscious regressing and letting out the demons you are fighting to keep at bay.”
Marohn successfully ran the group until 2016 and had veterans from all wars including Vietnam and today’s more modern conflicts.
“The group functioned as a unit. Individuals were self-helping by the end of their time and generations realized they had more in common than they thought. It wasn’t about what he did versus [what] I did; the commonality was that we all experienced trauma.”
“A lack of resources leading to creative solutions” is what Marohn credits with making a small dent in the ongoing treatment of mental health in combat and non-combat service members.
“When we send our troops to war there are initial costs like materials, but that is simply one small line item in the larger cost of war. There is an ongoing need to running that machine which lies in the treatment of that service member for 30, 40 years — whatever is necessary. The cost is futuristic in nature,” Marohn said passionately.
A combat veteran, successful business career, and an impactful run leading veterans through PTSD is not the last stop in the tour of Marohn’s life. He is the accomplished author behind “Legacy of War,” a psychological thriller with a psychologist experiencing flashbacks after returning to Vietnam.
A small nuclear weapon on the ground can create a stadium-size fireball, unleash a city-crippling blastwave, and sprinkle radioactive fallout hundreds of miles away.
The good news is that the Cold War is over and a limited nuclear strike or a terrorist attack can be survivable (a direct hit notwithstanding). The bad news: A new arms race is likely underway — and one that may add small, portable nuclear weapons to the global stockpile. Lawmakers and experts fear such “tactical” or battlefield-ready devices (and their parts) may be easier for terrorists to obtain via theft or sale.
“Terrorist use of an actual nuclear bomb is a low-probability event — but the immensity of the consequences means that even a small chance is enough to justify an intensive effort to reduce the risk,” the Bulletin of the Atomic Scientists said in a September 2017 article, which outlines what might happen after terrorists detonate a crude device that yields a 10-kiloton, near-Hiroshima-size explosion in a city.
As part of the planning effort, the Environmental Protection Agency maintains a series of manuals about how state and local governments should respond. A companion document anticipates 99 likely questions during a radiation emergency — and scripted messages that officials can copy or adapt.
“Ideally, these messages never will be needed,” the EPA says in its messaging document. “[N]evertheless, we have a responsibility to be prepared to empower the public by effectively communicating how people can protect themselves and their families in the event of a radiological or nuclear emergency.”
Here are a handful of the questions the EPA anticipates in the event of a nuclear emergency, parts of statements you might hear or see in response, and why officials would say them.
“What will happen to people in the affected neighborhoods?”
(Photo by Alexandr Trubetskoy)
What they’ll say:“As appropriate: Lives have been lost, people have been injured, and homes and businesses have been destroyed. All levels of government are coordinating their efforts to do everything possible to help the people affected by this emergency. As lifesaving activities continue, follow the instructions from emergency responders… The instructions are based on the best information we have right now; the instructions will be updated as more information becomes available.”
Why: The worst thing to do in an emergency is panic, make rash decisions, and endanger your life and the lives of others. However, it’s also incumbent on officials to be truthful. The first messages will aim to keep people calm yet informed and as safe as possible.
“What is radioactive material?”
What they’ll say:“Radioactive material is a substance that gives off radiation in the form of energy waves or energized particles.“
Why: Nuclear bombs split countless atoms in an instant to unleash a terrifying amount of energy. About 15% of the energy is nuclear radiation, and too much exposure can damage the body’s cells and healing ability, leading to a life-threatening condition called acute radiation sickness.
Without advanced warning, people can do little about the energy waves, also called gamma radiation, which are invisible and travel at light-speed. But the energized particles — including radioactive fission products or fallout — travel more slowly, giving people time to seek shelter. The particles can also be washed off.
“Where is the radioactive material located?”
(Brooke Buddemeier / Lawrence Livermore National Laboratory)
What they’ll say:“Radiation and environmental health experts are checking air, water and ground conditions in and around the release site to locate the areas with radioactive contamination. Stay tuned to radio or television, or visit [INSERT AGENCY WEBSITE HERE] for the latest information.”
Why: If a nuclear bomb goes off near the ground (which is likely in a terrorist attack), the explosion will suck up debris, irradiate it, and spread it around as fallout. Some of this material rapidly decays, emitting gamma and other forms of radiation in the process.
Fallout is most concentrated near a blast site. However, hot air from a nuclear fireball pushes finer-grade material high into the atmosphere, where strong winds can blow it more than 100 miles away. It may take days for radiation workers to track where all of it went, to what extent, and which food and water supplies it possibly contaminated.
“If I am in a car or truck, what steps should I take to protect myself and my loved ones?”
(Flickr photo by joiseyshowaa)
What they’ll say:“Cars and trucks provide little protection from radiation… Shut the windows and vents… Cover your nose and mouth… Go inside and stay inside… Tune in.”
Vehicles don’t have nearly enough metal to meaningfully absorb radiation. You also won’t be able to outrun the danger, as fallout can travel at speeds of 100 mph in the upper atmosphere. Roads will also be choked with panicked drivers, accidents, blocked streets, and debris.
If you’re already in a car, find a safe place to pull it off the road, get out, and make a dash for the nearest building. Tuning in with a radio will help you listen for instructions on how, when, and where to evacuate a dangerous area to a shelter.
“If I am outside, what steps should I take to protect myself and my loved ones?”
(Brooke Buddemeier / Lawrence Livermore National Laboratory)
What they’ll say:“Cover your nose and mouth… Don’t touch objects or debris related to the release… Go inside and stay inside.”
Why: Being outside is a bad place to be, since fallout sprinkles everywhere and can stick to your skin and clothes. Less fallout gets indoors, and materials like concrete, metal, and soil (e.g. in a basement) can block a lot of radiation from the stuff that sprinkles outside.
“If I am inside a building, what steps should I take to protect myself and my loved ones?”
(Photo by Brad Greenlee)
What they’ll say:“Stay inside. If the walls and windows of the building are not broken, stay in the building and don’t leave… If the walls and windows of the building are broken, go to an inside room and don’t leave. If the building has been heavily damaged, quickly go into another building… Close doors and windows.”
Why: The blastwave from a nuclear explosion can shatter windows for miles — and fallout can blow around, hence the need to contain yourself away from exposed areas. Be prepared to hunker down for up to 48 hours, as that’s roughly how long it takes the most dangerous fallout radiation to dissipate.
“Is the air safe to breathe?”
(Photo by CLAUDIA DEA)
What they’ll say:“Federal, state and local partners are monitoring [AREA] to determine the location and levels of radioactive material on the ground and in the air.”
Why: There could be radioactive smoke and fallout in the air, but not breathing isn’t really an option. To reduce your exposure risk, stay inside, shut the doors, and close the windows. Turn off fans and air conditioners, or set them on recirculate. If you’re outdoors, cover your nose and mouth and get inside a building as soon as possible.
“If people are told by health and emergency management officials to self-decontaminate, what does this mean?”
(Photo by Silke Remmery)
What they’ll say:“[T]ake several easy steps to remove any radioactive material that might have fallen onto clothes, skin or hair…. Remove your outer clothes… Wash off… If you cannot shower, use a wet wipe or clean wet cloth to wipe any skin that was not covered by clothing… Gently blow your nose and gently wipe your eyelids, eyelashes and ears with a clean wet cloth… Put on clean clothes… Tune in.”
Why: Fallout continues to expose you to harmful radiation if it’s stuck to you or inside your body. Anything that might be contaminated should be slipped into plastic bags, sealed off, and chucked outside (or as far away as possible from people). Showering with a lot of soap can remove most fallout, but avoid conditioner — it can cause fallout to stick to your hair.
“What should I do about my children and family? Should I leave to find my children?”
(Photo by Ann Wuyts)
What they’ll say:“If your children or family are with you, stay together. If your children or family are in another home or building, they should stay there until you are told it is safe to travel. You also should stay where you are… Schools have emergency plans and shelters.”
Why: Every parent’s instinct will scream to reconnect with his or her family, but patience is the best move. If you go outside, you’ll risk exposure to radioactive fallout and other dangers, as the route may be perilous or even impassable. Most importantly, it’s hard to help your family after the dust settles if you are injured — or worse.
“Is it safe for me to let someone who might have been affected by the radiological incident into my home?”
(Photo by Matteo Catanese)
What they’ll say:“If someone has radioactive dust on their clothes or body, a few simple steps can clean up or decontaminate the person.”
Why: You can offer safe shelter to people caught outside — just have them decontaminate themselves as quickly as possible. This will protect everyone by keeping radioactive fallout at bay. Have them remove and bag up their outer clothes, then take a shower with lots of soap and shampoo (or perform a thorough wipe-down).
“How do I decontaminate my pet?”
(Photo by latteda)
What they’ll say:“If you are instructed to stay inside, your pets should be inside too. If your pet was outside at the time of the incident, the pet can be brought inside and decontaminated.”
Why: Pets, like people, can be contaminated by fallout and bring it indoors. This can endanger them and you. To decontaminate your pet, cover your nose and mouth, put on gloves, and then wash your pet in a shower or bath with a lot of shampoo or soap and water. Rinse your pet thoroughly and take a shower yourself afterward.
“When should I take potassium iodide?”
(Photo by Falk Lademann)
What they’ll say:“Never take potassium iodide (KI) or give it to others unless you have been specifically advised to do so by public health officials, emergency management officials, or your doctor.”
Why:KI pills are among the last things people need immediately after a nuclear blast and aren’t worth a mad dash to a pharmacy during the disaster, according to Brooke Buddemeier, a health physicist and radiation expert at Lawrence Livermore National Laboratory.
“Most people seem to think of the potassium iodide, or KI, pills as some type of anti-radiation drug. They are not,” Buddemeier previously told Business Insider. “They are for preventing the uptake of radioiodine, which is one radionuclide out of thousands of radionuclides that are out there.”
Radioiodine makes up about 0.2% of overall exposure. The pills are useful for longer-terms concerns about contaminated water and food supplies, and blocking radioiodinefrom concentrating in people’s metabolism-regulating thyroid glands.
“Is taking large amounts of iodized salt a good substitute for potassium iodide?”
(Photo by Leonid Mamchenkov)
What they’ll say:“No. Iodized salt will not protect your thyroid.”
Why: Table salt, or sodium chloride, has some iodine added in to prevent deficiencies that lead to conditions like goiter. But the amount of iodine in table salt is trivial, and eating even a tablespoon or so is a great way to throw up any useful iodine.
“Is the water safe to use?”
(Photo by Daniel Orth)
What they’ll say:“[U]ntil we have drinking water test results, only bottled water is certain to be free of contamination. Tap or well water can be used for cleaning yourself and your food… Boiling tap water does not get rid of radioactive material.”
Why: Radioactive fallout can dissolve into or remain suspended in water, just like salt or dust. That’s not good, since radioactive particles can do more harm inside of your body than outside of it. Bottled water gets around this problem — though you do need to wipe containers down in case they’ve been dusted with fallout.
“Is the food safe to eat?”
What they’ll say:“Food in sealed containers (cans, bottles, boxes, etc.) and any unspoiled food in your refrigerator or freezer is safe to eat… Don’t eat food that was outdoors from [TIME, DATE] in [AREA].”
Why: Food that isn’t contained might have radioactive fallout in it. You’ll need to wipe down cans, cookware, utensils, and anything else that might touch what goes into your mouth.
“Can people eat food from their gardens or locally-caught fish and game?”
(photo by Jennifer C.)
What they’ll say:“People in [AREA] are instructed not to eat [FOOD FROM THEIR GARDENS, LOCAL FISH, LOCAL WILDLIFE].”
Why: Anything that’s outside — fruit, vegetables, and animals included — may have radioactive fallout particles on or in them after a nearby nuclear blast. Until the scope of contamination is known, food from outdoor sources should be considered potentially hazardous. Avoid food that could be been exposed to fallout. If that’s not possible, wash it to try to rinse off as much contamination as possible.
“I am pregnant. Is my baby in danger?”
(Photo by Anna Maria Liljestrand)
What they’ll say:“[M]ost radiation releases will not expose the fetus to levels high enough to cause harmful health effects or birth defects… Once dose levels to the expectant mother and fetus have been determined, your physician can consult with other medical and radiation professionals to identify potential risks (if any) and provide appropriate counseling.”
Why: There are few things more terrifying for an expectant parent than thinking something could be wrong with the baby, but a fetus is somewhat protected from radiation by the uterus and placenta, according to the CDC.
A mother could still inhale or ingest radioactive fallout, though, so doctors will need to check the mother’s abdomen to figure out a fetus’s exposure. Once a dose is determined, it’s possible to see if it’s enough to cause any health effects, including birth defects.
“Is it safe to breastfeed?”
(Photo by Maessive)
What they’ll say:“The nutritional and hydration benefits from breastfeeding far outweigh any risk from radiation.”
Why: Fallout is again the main concern here: What goes into a mother can end up in her breast milk. Officials may encourage families to temporarily switch to formula and pump-and-dump milk (to keep production going during the emergency). It’s also a good idea to wipe down formula bottles and pumping equipment to minimize fallout contamination. But if no formula is available, depriving a baby of sustenance is the worst option.
“I am seeing a lot of information and instructions on Internet blogs about what to do. Should I follow that advice?”
What they’ll say:“Check official sources first. You can find the latest information at [INSERT WEBSITE HERE].Blogs, social media and the Internet in general can provide useful information, but only if the source is known and trustworthy.”
Why: Misinformation spreads rapidly in the aftermath of disasters, and some people may intentionally distribute rumors or false information. It’s best to stick to official websites, hotlines, TV, and radio broadcasts, and use multiple sources to verify information you’re unsure about.
“How can the public help?’
What they’ll say:“Don’t abandon your car… Don’t go near the release site… Use text messaging… Don’t go to the hospital, police stations or fire stations unless you have a medical emergency… Stay tuned…”
Why: In the aftermath of a nuclear disaster, the most helpful thing most people can do is to stay out of the way. This helps first responders get to people that need help.
Cars in the middle of the road slow down emergency vehicles, and going to the release or blast site is extremely perilous, at best. Relying on text messages helps keep phone lines from overloading (and open to 911 calls), and limiting hospital visits to serious injuries or medical conditions helps free up resources for those who need the most aid.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The German military, the Bundeswehr, had 21,000 unfilled positions in 2017, and the service is now looking beyond its borders to fill its ranks.
A Defense Ministry report in late 2016 proposed recruiting from other EU countries, and the ministry confirmed in late July 2018 that it was seriously considering doing so.
“The Bundeswehr is growing,” a ministry spokesman told news agency DPA. “For this, we need qualified personnel.”
Germany’s military has shrunk since the Cold War. In 2011, the country ended mandatory military service. From a high of of 585,000 troops in the mid-1980s, the service’s numbers have fallen to just under 179,000 in mid-2018.
A German infantryman stands at the ready with his Heckler Koch G36 during a practice exercise in 2004.
(U.S. Navy photo)
About half of current members of the German military are expected to retire by 2030, and with an aging population, finding native-born replacements may get tougher.
German leaders have pushed to add more troops while beefing up defense spending.
In mid-2016, Defense Minister Ursula von der Leyen said she would remove the cap of 185,000 total troops to help make the force more flexible. She said the military would look to add 14,300 soldiers over seven years. (In early 2017, the Defense Ministry upped that to 20,000 soldiers added by 2024.)
“The Bundeswehr is under pressure to modernize in all areas,” she said at the time. “We have to get away from the process of permanent shrinking.”
Efforts to grow have included more recruitment of minors — a record-high 2,128 people under 18 joined as volunteers in 2017, but signing up young Germans has been criticized.
Karl-Heinz Brunner, a defense expert and member of the Social Democrat Party, said foreigners who join up should be promised citizenship.
“If citizens of other countries are accepted, without the promise of getting a German passport, the Bundeswehr risks becoming a mercenary army,” he told German newspaper Augsburger Allegemeine.
Florian Hahn, a defense spokesman for the Christian Democratic Union, said such a recruitment model “could be developed,” but “a certain level of trust with every soldier must be guaranteed.”
(U.S. Navy photo by Mass Communication Specialist 1st Class Burt W. Eichen)
‘Germany just doesn’t feel threatened’
Personnel woes are only part of the Bundeswehr’s problem.
Reports have emerged in recent years of shortages of everything from body armor to tanks. German troops overseas have been hamstrung by damaged or malfunctioning equipment. A lack of spare parts has left some weapons systems unusable.
Reports of inoperable fighter jets — and insufficient training for pilots — have raised questions about whether Germany can fulfill its NATO responsibilities. As of late 2017, all of Germany’s submarines were out of service, and the navy in general has struggled to build ships and develop a strategy.
Gen. Volker Wieker, the military’s inspector general, said in February 2018 that the force would be ready to assume command of NATO’s Very High Readiness Joint Task Force in Eastern Europe in 2019.
The Bundeswehr had a long-term plan to address ” still unsatisfactory ” gaps in its capabilities, Wieker said, but it would take at least a decade to recover after years of dwindling defense spending.
Defense spending is a contentious issue in Germany — one supercharged by President Donald Trump’s attacks on NATO members for what he sees as failures to meet the 2%-of-GDP defense-spending level they agreed to reach by 2024.
Governing-coalition members have feuded over how to raise defense expenditures. Those in favor of a quick increase say it’s needed to fix the military. Others want the money directed elsewhere and have said Chancellor Angela Merkel is doing Trump’s militarist bidding.
“What we’ve seen in the last few years — really the sort of tragic and kind of embarrassing stories about the state of the Bundeswehr — that is certainly sinking in, and Germans are now supporting more defense spending than they have in the past,” Sophia Besch, a research fellow at the Center for European Reform, said on a recent edition of the Center for a New American Security’s Brussels Sprouts podcast .
“There is just this huge debate … around the 2% [of GDP defense-spending level] being the right way of going about it,” Besch added.
Some Germans also remain chastened by World War II and the Cold War, which devastated and then divided the country. The Bundeswehr still struggles with its Nazi history.
“There’s a definitely a generational aspect to this,” Besch said. “The sort of traditional pacifist approach … I think is mostly permanent in the older generations.”
Others just aren’t that worried.
“I think the issue today is that Germany just doesn’t feel threatened. Germans just don’t see a threat to themselves,” Besch added. “They see perhaps a threat in the East, but their relationship with Russia is complex. They just don’t see the need to invest that much in defense spending.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Whenever soldiers go on leave, it always plays out exactly the same:
“O! You’re in the Army? My friend from work’s brother is in the Navy, so I know allllllll about it…”
This is followed by a in-depth one-sided discussion about what people think they know about the Army, usually followed by some uncomfortable questions.
Here’s a list of assumptions we get that leave us sitting there thinking, “No, dude. Not even close.”
6. “You’re exactly like the other branches of the Armed Forces.”
This one stings.
It’s not that it’s entirely wrong. There is plenty of overlap between soldiers and other branches. But we still have our own mission and they still have theirs. Especially the stupid Navy.
The best analogy you can use is like the relationship between EMT, nurse, and doctor. They all have a very similar purpose in life, but they each have a different part to play in the grander scheme of things.
5. “You’re all hard ass SOBs with who can ‘John Wick’ someone with a pencil.”
No matter what a soldier did while serving, when they get out they probably won’t correct someone if they hear, “You don’t want to upset him man, he was in the Army! He could snap you in half!”
Many soldiers are required to go to Combatives Level 1 and eventually Level 2 (depending on their unit.) And yes, physical training is a thing everyone does in the morning, and many soldiers also enjoy going to the gym after work ends.
While it’s definitely frowned upon, we still have soldiers that look like they should have cheeseburgers slapped out of their hand to make height and weight regulations. Even on the other end of the spectrum, there are also plenty of scrawny soldiers in the Army as well.
4. “You’re all wounded and fragile shells of who you once were.”
War is hell. There’s no denying that. But very rarely are soldiers as truly broken as the civilian world thinks we are.
When civilians think about soldiers and PTSD, the worst-case-scenario comes to mind. While there are veterans who suffer from acute PTSD symptoms, most service members have the tools to treat their service-related conditions, and nearly all are still functional members of society.
3. “You’re free to make decisions like where you want to live.”
Back to the lighter and funnier side of things, it is always hilarious whenever people say things like, “Why can’t you just call in sick?” or “You’ll be able to take this day off, right?”
Sure, you have the occasional “Army of One” jerk who thinks he can get away with skating. But no. We don’t choose whether or not we want to go to work. We don’t choose days off without a long drawn-out process. And even if you reenlist for a new duty station, chances are, you won’t get to decide where you live in the world.
That’s just the way things are and soldiers get used to it.
2. “You’re a master of foreign affairs and know what the military is doing constantly.”
Most soldiers couldn’t even tell you what their Joes are currently doing, let alone what the Special Forces are doing in [Country Redacted]. Even if you were talking with a senior advisor at the Pentagon, they still couldn’t even tell you what every little detail of the Army is up to.
The Army is just way too big and way too diverse, even within itself. When civilians start throwing our opinions into it we’ll either stare blankly or make something smart up.
Also, we don’t like talking about work during leave.
1. “You’re all constantly training.”
Nothing blows a civilian’s mind quite like the fact that there actually is down time in the military and that we do more than just shoot weapons and practice kicking in doors.
Want to hear what 75% of a lower-enlisted’s day looks like?
Wake up to work out with the platoon at the weakest guy’s level. Pretend to check our equipment that hasn’t been touched since the last time we pretended to check on it. Quick hip-pocket training by a sergeant that was just reminded that they’re a sergeant (“How to check that equipment you just checked,” or “Why DUIs are bad”.) Then wait that for same sergeant to get out of a meeting where they’re told that nothing happened but they should watch out for their Joes getting in trouble. Finally go back to the barracks to do all the things their sergeant was warned about.