Fighting holes have been used as effective defensive positions for decades, stymieing the enemy’s deadly offensive movements. Some branches of service refer to these dug-in positions as “foxholes,” but both terms refer to the exact same thing.
How a fighting hole is constructed depends greatly on the amount of time a troop intends to spend occupying a position. If a troop intends on staying in the fight from a single position for a prolonged period of time, it might be outfitted with entertainment options to stave off the boredom that comes from long hours of waiting. In this case, it’s not uncommon to find things left behind by a previous occupant for the next troop to enjoy.
But, when a fighting hole is constructed and is only going to be occupied for a short period, the troops within need to get clever with killing time. So, if living in a fighting hole is in your near future, learn from the troops before you.
Here’s few ways troops have killed time while dug-in on the front lines.
Although there’s always someone monitoring the comm gear to relay important messages as they come through, military radios can also be pretty entertaining if you listen closely enough. Communications between various units sometimes plays out like a military soap opera.
Troops request various items, get denied those items, and, if you’re lucky, they’ll hold down the “push to talk” button on the handset as they talk sh*t after being rejected.
We call these epic fails “hot mics.”
Smoke cigarettes until the sun goes down
In Afghanistan, Pine cigarettes run about a id=”listicle-2581849130″ per pack. Ground troops bring a little cash with them to the front line, so they’ll often buy smokes off the locals. When there’s nothing else to do, they’ll chain smoke ’em for entertainment. The only problem is, once the sun goes down, smoking a cigarette is a violation of force protection.
No one wants to bring danger to their brothers just to get a nicotine fix.
Think about the sh*t you’re going to do when you get home
While you’re stationed in a desolate area with virtually nothing to look at but a handful of villagers doing their laundry, troops’ minds start to wander, thinking about what they’ll do once they get home. Whether it’s going surfing, registering for school, or just going out to drink a cold beer, plenty of ideas drift through a troop’s mind as they man their defensive position.
Build narratives of imaginary firefights
When troops are positioned in fighting holes, there’s a strong chance they’ll take incoming fire — it’s less a matter of ‘if’ and more a matter of ‘when.’ So, they stay close to their rifles and predict where a threat may come from. They develop a narrative in their head of what actions they might take in order to fight off the bad guys — and maybe score a cool kill shot in the process.
Screw watching Hollywood movies, grunts create their own fiction while they’ve got nothing but time on their hands.
The first recorded sighting of the Loch Ness Monster dates all the way back to 565 A.D. when a writer named Adomnan recounted a tale about Saint Columba coming upon local residents burying a man near River Ness. According to the tale Adomnan recounted, the man had died as a result of being attacked by a “water beast” from the loch. Later, in the 1870s, the first modern sighting of the Loch Ness Monster was reported by a man named D. Mackenzie, though his report wouldn’t see publication until decades later.
The Loch Ness Monster really grew to fame in the 1930s, with multiple sightings popping up throughout the decade, culminating in what is perhaps the most famous image of the supposed monster to date, the famed “Surgeon’s Photograph.”
This image was taken by Robert Kenneth Wilson (who was actually a gynecologist, but newspapers probably didn’t want to print a “Gynecologist’s Photograph”). For decades, the image served as proof of “Nessie’s” existence, that is, until the mid-1990s when analysis of the image all but confirmed that it was a fake.
Robert Kenneth Wilson’s 1934 photograph fooled the world for decades.
Despite the most famous bit of evidence likely being a forgery, there have still been countless sightings of what locals believe could be a living dinosaur in their loch, and the waterway’s size and extreme depth would allow for a population of aquatic wildlife to go largely unseen. But a dinosaur?
That’s what a new team of scientists and researchers hoped to find out over this past year, combing the loch for traces of hair, feces, scales, and anything else they could gather for DNA analysis. Their intent was to find evidence of an as-yet-unidentified species of animal living in the area, and in a strange twist, that may be exactly what they found. It just wasn’t the monster most people were looking for.
“There is a very significant amount of eel DNA,” Professor Neil Gemmell, a geneticist at the University of Otago in New Zealand, said in a press release. “Our data doesn’t reveal their size, but the sheer quantity of the material says that we can’t discount the possibility that there may be giant eels in Loch Ness.”
There may also be a Photoshop monster lurking beneath those waves.
The idea that the Loch Ness Monster may, in fact, be a giant eel has been proposed repeatedly over the years, with some suggesting that it was feasible as far back as the 1930s. To date, no giant eels have been caught in the loch, making them something of a mystery themselves, but despite the lack of official confirmation, Loch Ness has also been the sight of many eel sightings.
“Divers have claimed that they’ve seen eels as thick as their legs in theloch,” Gemmell pointed out before adding that an eel that thick would likely be in the neighborhood of 13 feet long — longer than giant eels are supposed to be able to get.
Many of the sightings and pictures of the Loch Ness Monster do look as though they could be the result of a large eel. The supposed long neck of the monster could actually be the eel’s body, and because giant eels aren’t known to live in the loch, it wouldn’t be hard to mistake a 15-foot eel for a sea monster. In fact, that’s exactly what such an eel really would be.
It can be easy to see how an eel could be mistaken for the neck of a plesiosaur.
This study doesn’t definitely close the case, of course. Despite an abundance of eel DNA found in many of the 250 studied samples, no giant eels have been caught or even cleanly observed in the area. Until giant eels are confirmed to reside in Loch Ness, believers will undoubtedly keep looking for the long neck of a plesiosaur peeking out of the dark waters of the loch.
“Is it a giant eel? I don’t know, but it is something that we can test further,” Gemmell concluded.
There are many elements that make up a fighting force’s effectiveness in battle; leadership, doctrine, and equipment are most often cited as key determinants. But, as this extensive study shows, organizational culture is also an important factor. Overall, The Culture of Military Organizations convincingly shows that internal culture has an enormous influence on fighting organizations. This influence includes their approach to warfare and their performance in battle.
An institution’s culture frames what its institution values, what heroes it reveres, and what it rewards. Culture imbues an organization with a sense of mission, identity, and core competencies. Cultural influences deeply impact what members think, how they perceive problems, and how they react to them. These are reinforced by rituals and narratives, passed on to recruits and acolytes in the training and educational programs of all armed forces.
A fighting organization’s culture emerges over an extended period, sometimes deliberately and often indirectly from victory and defeat. Culture operates internally like the operating system of a computer. Some scholars contend that culture is so deeply embedded that its existence and influence is imperceptible. In fact, military members are said to sense and act without being consciously aware that their belief system is framing their orientation and actions.
Numerous authors have researched the subject in the past. Yet, it has never been comprehensively studied in a rigorous and comparative manner. This is what makes this excellent book valuable.
The editors of this anthology bring together extensive experience, from both academic and practitioner perspectives. Dr. Peter R. Mansoor, a retired U.S. Army Colonel, holds the General Raymond E. Mason, Jr. Chair of Military History at Ohio State University. Mansoor earned his PhD at Ohio State University and served as executive officer to General David Petraeus during the 2007 surge of U.S. forces in Iraq. His memoir of his tour as a brigade commander, Baghdad at Sunrise: A Brigade Commander’s War in Iraq, shows his mettle as a combat leader and student of war. Mansoor teamed up with Williamson Murray, an acclaimed U.S. historian and U.S. Air Force veteran from the Vietnam era. Murray’s best work has focused on grand strategy and military innovation and adaptation. This book stands with those for relevance and historical scholarship.
The editors assembled an international cast of scholars to delve deep into their respective countries and areas of expertise through sixteen case studies. Most explore a single armed force within a particular country for a specified period of time. The book contains an introduction and framework, along with an international suite of case studies covering a range of cultures and wars, from the U.S. Civil War to the most recent conflict in Iraq. The cases examine institutional and wartime history, but stress how culture impacted its subject’s effectiveness over time.
Mansoor and Murray employ a wide definition of military culture, representing “the assumptions, ideas, norms, and beliefs, expressed or reflected in symbols, rituals, myths, and practices, that shape how an organization functions and adapts to external stimuli and that give meaning to its members.” Culture is multi-dimensional, set in a large social context, and reflected in an organization’s internal practices. “A service’s culture is a complex aggregate of its attitudes,” Harold Winton has written, “toward a variety of issues including its role in war, its promotion system, its relation to other services, and its place in the society it serves.”
The notion that a military service has a distinctive set of values that create its personality or DNA is fairly well accepted in security studies. More relevant to our current strategic context, many scholars link the limits of a rigid culture when it comes to changing military organizations and their practices. Several notable studies, including those of Elizabeth Kier and John Nagl, find organizational or military culture relevant to both peacetime innovation and wartime adaptation. In Israel, Meir Finkel explored organizational flexibility and noted how critical culture was to learning and agility in wartime. Murray’s own work on innovation recognizes policy makers or institutional leaders must work within or alter an existing culture to overcome barriers to change.
The editors wisely commissioned two well respected researchers to establish an analytical foundation for this study. Dr. Leonard Wong and Dr. Stephen Gerras, both with the U.S. Army War College, employ two different analytical models for examining organizations. They adapted a framework generated in the commercial world, drawn from 17,000 middle managers and nearly one thousand organizations. None of the organizations involved were military. This framework is more useful for societal comparisons—which the pair recognizes, while still demonstrating the model’s analytical utility—but only within the U.S. Army. More familiar to scholars in this field was their inclusion of Edgar Schein’s list of embedding and reinforcing mechanisms. Unfortunately, this useful framework is left to the respective authors to consider, and few took up the task.
The best chapter is Richard Sinnreich’s overview of the Victorian-era British Army. This case is a common interpretation, concluding that this era embraced the English gentleman ideal of an officer corps drawn from the upper tier of society. Rigorous professional development and competitive promotions were disdained and book learning frowned upon. Sinnreich details how pre-World War I tactical modernization in the British Army was stillborn, despite the introduction of breech-loading rifles and quick-firing artillery. The tribal conformity imposed by regimental life, and a social system that deferred instinctively to one’s superiors were pressures that “tended to stifle subordinate initiative and to breed a tactically rigidity ill equipped to deal with more modern and sophisticated enemies.” This all came to a head in South Africa near the end of the century, where “British regulars, including storied regiments, repeatedly were outgeneraled, outmaneuvered, and outfought by South Africa’s indifferently organized but well-armed and determined Boer militias.” Readers may want to compare this interpretation of social linkages and limited intellectual development with recent scholarship.
The Royal Navy is not slighted, Professor Corbin Williamson covers its evolution from 1900 to the end of the Second World War. Williamson deftly addresses the Navy’s struggle to balance near-term training against higher order education to develop competent officers in a period of rapid technological change. He quotes another scholar’s assessment: “The educational system, as it existed in 1914, lacked coherence and ambition.” When the test of war emerged, the Navy lacked officers who could make an impact at the cabinet level or in theater strategy debates. Andrew Gordon’s wonderful insights from Rules of the Game are leveraged to good effect to detail how rigid naval command had become. The disappointments from Jutland influenced the Royal Navy’s reconception of command, initiative, and offensive employment, and served as the basis for a series of reforms, drawn from Lambert’s Sir John Fisher’s Naval Revolution. “Through these reforms,” Williamson concludes, “the navy reinvigorated an offensive ethos and placed a higher priority on subordinate’s initiative based on an understanding of the admiral’s intent similar to modern ‘mission command.'”
Allan Millett, former Marine and author of the definitive history of the U.S. Marine Corps, writes about the intense nature of that institution’s internal operating system. Millett gives appropriate recognition to General Victor Krulak and his son, General Charles C. Krulak, as institutional innovators. But this chapter overlooked an excellent appreciation of Marine Corps change agents by Terry Terriff of the University of Calgary. There are other recent works that readers will want to explore. The culture of the U.S Marine Corps is going to be sorely tested in this next decade, as a generation of Marines leaves behind a half-century focus on amphibious missions, after its 15 years of counterinsurgency operations, and now attempts to redefine its identity and transition to great power competition.
The U.S. Air Force has a distinctive culture, and Robert Farley superbly draws out how that institution developed an unshakable and misguided belief that high-altitude, daylight, and precision bombing was a decisive form of warfare. He correctly notes how influential the Pacific and European campaigns of World War II were to the Air Force, conflicts in which its preferred operating paradigm was severely tested by adversary counter-responses. He argues the Air Force’s fervent desire for independence promoted an element of autonomy and assertiveness that still exists today, and with studied understatement notes, “the pursuit of technological innovation has played an unusually large role in the culture of the USAF for the course of its history….” This is a culture now beset by numerous priorities from air superiority fighters, stealth bombers, and remotely piloted aerial systems…and now to a competing Space Force. Farley suggests the combat experiences of the last generation has moved past its fixations with autonomy and technology, and moved towards closer interaction with other services, especially special operations. That may be the official line but the previous generation still contends airpower is even more precise and decisive.
One of the distinguishing aspects of this book is the inclusion of non-Western examples. Dan Marston, now with Johns Hopkins University, provides an illuminating discussion on the Indian Army, and Gil-li Vardi’s chapter on the Israeli Defense Force is balanced. Vardi depicts the evolution of the Israeli Defence Force’s psyche; including its offensive nature and penchant for initiative and improvisation over hierarchy and directive command.
The lack of Chinese and French chapters is an obvious drawback in the book’s design. Given the increasing salience of the Chinese military today, this has to be considered a shortfall. Furthermore, while the chapter on Russia was well executed, it stopped at the end of World War II, leaving readers to wonder how Russia military culture has since evolved. These weaknesses are offset by a strategic culture chapter penned by David Kilcullen, who does address Russian national culture. What he does not capture is the debate over the utility of strategic culture. Some dispute its existence and use in understanding or anticipating a rival’s moves or deriving insights on how history, geography, form of government, and civil-military relations influence a state’s strategic behavior.
The editors present a selective suite of implications. They note the social links from any military to its larger culture, the criticality of military education to sustain critical thinking, and the tensions between continuity and change. Gil-li Vardi’s point about the difficulty of leveraging culture is underscored: “organizational culture is a resilient and even sluggish creature, which operates on cumulative knowledge, organically embedded into a coherent, powerful and highly restrictive mind-set.” This is the most salient feature of the study, assisting leaders in closing the gap between today’s force and one that meets the needs of the future conception of warfare. Murray’s past works on innovation clearly show that an organizational culture inclined to test its assumptions, assess the external environment for changes routinely, and experiment with novel solutions is best suited for long-term success. The challenge for leaders today, not explored enough in the book, is learning how to successfully reprogram the internal code to improve its alignment with new missions or technologies. We can hope some enterprising scholars will jump into this field and apply the same conceptual lens to complement this product.
Retired U.S. Army General David Petraeus observed that “culture, once formed, is difficult to change; it cannot always be ‘tamed’ but it can and should be understood.” Those responsible for strategic leadership and for preparing their military for the future, must understand how culture impacts the effectiveness of an armed force. This is particularly relevant since most officials today describe the strategic environment as an age of disruptive technological change.
Professors Mansoor and Murray offer a superlative foundation for reflecting on how to change the odds of gaining that transformation short of the carnage of a world war.
In 1937, a young Chicago woman named Aida Garaffa lived across the street from a young man named Gerald “Jerry” Bonsonto.
A trip to a local shop would join the two hearts together in love.
“My sister and I were walking to the corner of Throop Street. There was a grocery store where we bought ice cream. When we came out of the store we saw Jerry,” explained Aida Bonsonto who recalled that first meeting with her future husband.
“He asked me if I wanted to go to the movies with him. He wasn’t a big fellow. He was about five-feet four-inches but he was handsome,” she said.
But world events, specifically World War II, would interrupt their courtship.
“The war was going on. He was drafted,” explained the youthful 97-year-old. “He was inducted on Dec. 12, 1942. We were engaged and then he left for training at Fort Bragg, North Carolina.”
Aida Bonsonto with her husband Gerald “Jerry” Bonsonto pose for a photo, circa 1946.
Bonsonto trained as a medic and paratrooper and was assigned to the 307th medics of the 82nd Airborne Division.
“He landed in Africa first,” explained Bonsonto. “And he also served in Sicily, Italy, Ireland, England, France, Holland, and Germany. He was in the Battle of the Bulge.”
It was there where bullets fired by a German sniper found their mark hitting Pfc. Bonsonto. When she found out, she went to Holy Family Church in Chicago. The same church where the couple would be married later on June 8, 1946.
“When we found out he was wounded, I crawled from the door to the altar of Holy Family Church. I asked God to spare his life,” she said.
“They didn’t know if he was going to live,” she said. “He was badly wounded.”
But Jerry lived.
He was evacuated and sent to hospitals in England and Capri, Italy before he was discharged and sent home to the United States.
“He was never the same after that. He had a lot of pain,” she said.
Before he came home he sent the woman who would become his wife two boxes containing a parachute. Rationing was in effect, even after the war ended, and fabric was expensive. But a parachute made of silk and nylon provided Bonsonto with the material she needed for her wedding dress.
Aida Bonsonto wears a wedding dress, circa 1946, made from a parachute, that was sent home to her by Army medic Gerald “Jerry” Bonsonto who served with the 82nd Airborne Division during World War II.
“I told the seamstress I wanted a sweetheart neckline with long sleeves,” said she said. “And the bridesmaids dresses were all made in Chiffon.”
“An Italian woman made the wedding dress and the bridesmaid gowns out of the parachute,” explained Bonsonto.
It turned out the wedding dress was not the only thing she owned that was made from a parachute.
“While he (Jerry) was in Normandy, he had a French lady make me a nightgown out of a parachute. It was all made by hand,” she said.
And the cost was not what one might expect.
“It cost him two packages of cigarettes. That’s all she asked for it”, said Bonsonto.
Bonsonto shared that she still keeps the nightgown.
“I only wore it when I got married,” said Bonsonto. “I kept it as a souvenir with the wedding dress. She also stitched my name on the nightgown. It’s very pretty.”
While she waited for Jerry to return home, life went on in her neighborhood in Chicago.
“We used to sit outside at night and have coffee and pastries. We slept near the fire hydrant when it was hot at night,” explained Bonsonto. “My brother put a loudspeaker on our parlor window and we would have a street dance.”
The family of Aida Bonsonto pauses for a photo with Brig. Gen. Kris A. Belanger, Commanding General, 85th U.S. Army Reserve Support Command and a wedding dress made from a World War II parachute that her husband sent home.
(Photo by Sgt. David Lietz)
But the party to end all parties was when World War II ended Sept. 2, 1945.
“It was remarkable how people celebrated. I think people celebrated at least three days on this block. People danced in the streets. It was like a festival,” she said.
When Jerry returned home he started working for his dad driving a truck and never talked about his wartime experiences, according to Bonsonto.
“He wore his combat boots every day working on the truck to remind him of what he went through,” said Bonsonto. “He wore them until he couldn’t wear them anymore when they fell apart.”
Her beloved Jerry passed away in 1980.
“Everybody liked him. He was funny. He minded his business, he worked and came home,” recalled Bonsonto.
Now Bonsonto has stated that she will loan the parachute wedding dress she wore on her wedding day to the 82nd Airborne Division War Memorial Museum at Fort Bragg, North Carolina. Her next concern was how to get the wedding dress to the museum.
On Memorial Day of 2019, Brig. Gen. Kris A. Belanger, South Carolina native and commanding general of the Chicago-based 85th U.S. Army Reserve Support Command, traveled to suburban Orland Park to meet with Bonsonto and her family and pick up the dress.
A religious card taped into a scrapbook compiled by Aida Bonsonto showcases her husband’s military service during World War II.
“My mom has wanted to (loan) this parachute wedding dress for years,” explained her daughter-in-law, Caroline Bonsonto. “She has been contacting different museums for years. This is something she has been pursuing.”
“There’s lots of stories about these parachute wedding dresses but not a lot of actual dresses in museums,” explained John Aarsen, museum director for the 82nd Airborne Division War Memorial Museum. “We love them. It helps tell the stories about the families.”
The museum currently has one parachute wedding dress on display.
“By having this parachute wedding dress we can rotate them for display,” according to Aarsen who also serves as a U.S. Army Reserve brigadier general at the 451st Expeditionary Sustainment Command in Wichita, Kansas.
At the end of the evening, completed by a hearty meal and good fellowship, Bonsonto turned the dress over to Belanger.
Belanger is scheduled to bring it to the 82nd Airborne Division War Museum where a wedding dress made from a parachute will help tell future generations about the love story of a soldier named Jerry and his bride Aida.
“I thought it was quite an honor to be a part of taking a piece of history and making it public,” said Belanger. “Making history in such a way that it means so much to a family. It was an honor they trusted me to take a historic family heirloom and then display it for all to see. It is really incredible.”
As entrepreneurs, it’s easy to get caught up in what we see as the success of others, but if social media has taught us anything, it’s that perception and reality are often quite different. Air Force veteran and founder, Charlynda Scales, wants more entrepreneurs to realize this.
From Scales’ experience, when we see someone achieve what appears to be significantly more than what we’ve accomplished, it sometimes makes us think we must be doing something wrong. Or maybe we aren’t smart enough or working hard enough. But more often than not, it’s none of that. It’s simply the fact that we’re only seeing the carefully crafted picture that person wanted you to see.
She says that despite her success, the reality of her situation behind the scenes was often far different than what other people assumed. They would see her activity on social channels, speaking at events and being featured by the media, and assume that her company was larger and generating significantly more revenue than it was.
She recalls a particular situation that exemplified this when she was asked to participate in an event hosted by Hill Vets. She had just left an unhealthy relationship taking only her clothes with her, was sleeping on a cot in an unfurnished apartment, and got a free makeover at the makeup counter in the mall before the event. She even wore a dress that she bought for $700, carefully tucking the tag away so that she could later return it after the event.
Seasoned entrepreneurs can relate to this experience, but many new founders don’t yet understand that the reality of entrepreneurship is often nothing like the glossy image we see on the surface.
There’s a lot of hard work, failure, challenges and disappointment behind the scenes. In many ways, it’s a lot like the military in that you need to be there for the right reasons. You need a powerful “why” to drive you through the hard times.
“You don’t have to feel qualified to be qualified to accomplish a goal or carry out a mission.”
Scales’ path was no surprise to anyone who knew her—after ROTC at Clemson University, she commissioned in the Air Force and became the fourth generation of veterans in her family. In fact, her company was named in honor of her grandfather, Charlie “Mutt” Ferrell Jr., who was also an Air Force veteran and served in Vietnam and Korea.
Scales then started Mutt’s Sauce while stationed at Wright-Patterson Air Force Base in Dayton, Ohio, with the only remaining copy of a recipe that had been handed down by her grandfather.
Her business grew rapidly from there, but her journey also included a number of challenges along the way.
Initially, she started by working with the local Amish community to handle contract manufacturing for her products in batches of 700-1000 bottles at a time, which she would then pick up and deliver herself. She quickly outgrew their capabilities and began seeking manufacturers who could handle a larger volume. Since then, she’s had to switch manufacturers three times to handle her consistently growing volume.
She sold just 18,000 bottles in 2018, followed by 36,000 in 2019, and then like most of us, was blindsided in 2020 by COVID. While she was already working on building a stronger online presence, this global event forced her to make a massive and immediate pivot, going all-in on e-commerce. Today, her products can be found on her own website and in several retail stores.
But Scales doesn’t attribute her success only to herself—she says she had a lot of help along the way, and she’s a huge believer in collaboration and mentorship because she’s experienced the leverage they create first-hand.
Unsurprising to most veterans, upwards of 90% of her collaboration comes from fellow veterans, many of whom she met through the Military Influencer Conference. But she has also collaborated with and received mentoring from industry titans like Daymond John, who was so impressed with what she had accomplished that he made her a Rise and Grind ambassador and included her in his latest book, Powershift.
In 2017, she learned about another opportunity for collaboration—the Heroes to CEOs grant, run by Bob Evans Farms. Candidates had to submit a video telling a compelling story about their business’s veteran backstory for a chance to win a $25,000 grant.
Mike Townsley, CEO of Bob Evans Farms, explained that the program is their way to carry on the spirit of Bob Evans, the company’s late founder. “He had a soft spot for the military and veterans because he served in the Army,” Townsley said.
For the second annual Heroes to CEOs contest, in addition to the grant, three finalists won a trip to New York City where they also received mentoring from Bob Evans Farms executives and a half-day coaching session with Shark Tank judge Daymond John. “He’s equipped to teach them ways to gain momentum that are unique to an entrepreneur,” Townsley said. “It’s so much more different starting a small business wearing many hats, versus a large corporation that I run.”
Scales, who was an Air Force Reservist at the time, was one of the finalists.
“I answered a call from an unknown number,” she said, “and it was Daymond John telling me I won the contest. I just lost it. I cried.”
But she’s most passionate about collaborating with fellow veterans.
One of those veterans was Molly Mae Potter, who won Ms. Veteran America in 2016, a contest where Scales was 2nd Runner Up. Potter and Scales attended the Military Influencer Conference together and served as ambassadors for Final Salute, an organization that helps house homeless female veterans.
“My grandfather taught me humility will take you further than money,” Scales said.
With her tenacity, collaboration with fellow veterans, mentorship from entrepreneurs like Daymond John and grant money from Bob Evans Farms, Charlynda managed to scale her company from a meager $30,000 its first year to almost $80,000 in 2019.
“I do it because my grandfather sacrificed so much for his family — because I’m fourth-generation military, and that means something. Because my mother gave up everything so I could get an education. Because everything is connected and things happen for a reason. I tell people all the time they need to spend some time understanding that reason – to harness their why – so that they can walk in their purpose.”
Declan Vaughan shoots a basketball at the Halloween block party Oct. 26, 2018, at Seymour Johnson Air Force Base, North Carolina. Children participated in games at the event in order to win treats and prizes. (U.S. Air Force photo by Airman 1st Class Jacob B. Derry).
Halloween festivities in 2020 are bound to be a bit different due to the pandemic, but for military families, unique ways of celebrating are nothing new. Life on military bases is similar to “normal” life in many ways, but it does come with its own set of pros and cons. To learn how to celebrate Halloween like a military family, keep reading!
1. If you’re still adjusting to life at a new base, things are usually kept simple.
Moving to a new base is a significant change for the entire family. When you’ve just started unpacking, military families know it’s okay not to go all out for the holiday. The kids are all about the candy, anyway! Make some quick caramel apples together, let them go crazy with the face paint, and watch a spooky movie with popcorn and candy. Easy.
2. You get LOTS of discounts!
Military discounts are always a thing, but the holidays are the perfect time to make the most of it. Military families get discounts on costumes, decorations, fabric…pretty much anything! HalloweenCostume.com offers $10 off a $50 order with a military ID. Spirit Halloween, Jo-Ann Fabrics, Michael’s, Kirkland’s, Home Depot, and Lowes all offer discounts as well. The discounts are usually around 10-15% which doesn’t seem like much, but if you’re stocking up on decorations or planning costumes for the whole fam, your wallet will notice the difference!
3. Decorations spice things up.
The only problem with military housing is that it all looks the same. To add some personality and spooky style, lots of military fams get creative with their Halloween haunted house decor. It doesn’t have to be complicated. Have the kids help choose a theme and run with it. They can even decorate the windows with this washable window paint!
4. Some families send cards to friends afar.
One of the toughest parts of being a military kid is moving around a lot. If they used to have a group of best buddies to trick or treat with, reach out to stay connected and send some fun. Help them decorate Halloween cards and tape their friend’s favorite candy inside for a thoughtful surprise.
5. The pumpkin carving contests are next level.
Show off your military pride and pumpkin carving skills! Are you a pro with a pocket knife? A pumpkin carving contest is probably happening, so put your skills to good use and kick some pumpkin carving butt. Alternatively, you can use paint for a longer-lasting decoration. You can go for a patriotic pumpkin, or remind everyone which branch of the military is the best…but we’re not taking any sides! May the best pumpkin win.
6. They make the most of on-base Halloween activities.
Almost every base has their own set of scheduled autumn activities, which usually include a costume contest, games, trick or treating, and haunted houses for the big kids. The events will likely be modified this year to keep kids COVID-free, but the on-base festivities still have a lot of benefits. There are usually more rules and security, so your kids can celebrate without roaming sketchy neighborhoods in the dark. If this is your first year on a base, see what activities are planned this year and get involved!
7. After the fun, families often give back.
Who hasn’t overdone it in the candy aisle? If you have tons of leftover candy after trick or treating comes to a close, don’t toss it out. Instead, donate it to Treats for Troops to help service members overseas enjoy a Kit Kat or two! Happy Halloween!
For decades, science fiction has been telling us that jet packs are right around the corner. But, while it seems there’ll still be some time before any of us are using them to get to work, the UK and US have been experimenting with jet suits for a number of applications, including defense.
Of course, this isn’t the first time Gravity Industries’ jet packs have been spotted flying around Royal Navy ships. That’s fitting, seeing as Gravity Industries’ founder Richard Browning served in the British Royal Marines prior to beginning his new life as a jet pack mogul. Last year, he had the opportunity to fly his 5-engine jet pack suit around the pride of the Royal Navy, the HMS Queen Elizabeth.
Take on Gravity Jet suit demo with HMS Queen Elizabeth
While the Royal Navy hasn’t announced any plans to adopt these jet packs for military purposes, both the Royal and U.S. Navies have acknowledged that they’ve been in contact with Gravity Industries. According to Browning himself, he’s already met with members of the U.S. Special Operations command — specifically, the Navy SEALs — to discuss what capabilities his jet packs could offer.
“We are always working with the brightest minds in Britain and across the world to see how emerging technology might support our military to keep them safe and give them the edge in the future.” -UK Ministry of Defense statement
Last month, the Great North Air Ambulance Service (GNAAS), a UK-based charity that provides helicopter emergency services, began testing jet suits from Gravity Industries to see if they might allow paramedics to fly directly up to hard-to-reach locations where hikers and mountain climbers find themselves injured.
As GNAAS pointed out, “The undulating peaks and valleys can often mean the helicopter is unable to safely land close to the casualty, forcing travel by vehicle or foot.” That’s not optimal for emergency situations and could potentially even put rescue workers in danger. That’s where these jet packs could come in.
“In a jet pack, what might have taken up to an hour to reach the patient may only take a few minutes, and that could mean the difference between life and death,” GNAAS director of operations Andy Mawson explained.
What’s the first thing that comes to mind when you hear Military OneSource? Free counseling? Free tax-help? Employment assistance? Or maybe you’ve never even heard of Military OneSource before. Not sure of what you need or who to ask?
Military OneSource is a one-stop shop for just about anything a military family could need and is easily assessable by dialing 800-342-9647 or visiting www.militaryonesource.mil.
Here is a list of some common and some little-known reasons you should be utilizing Military OneSource.
Military OneSource will connect eligible members and dependents with qualified counselors for free. No deductible, no co-pay, and no out of pocket expense. In fact, providers are prohibited from accepting payment because they are paid directly by Military OneSource.
So what exactly does “non-medical” mean? Non-medical counseling refers to one in which there is not a billable diagnosis and the member is not currently taking certain psychotropic medications.
Call Military OneSource for a quick screening to be referred. Local providers can then conduct a more comprehensive evaluation to make sure the member is a good fit for continued services. Many utilize this benefit for couple’s therapy, family therapy, grief, stress management and other relational problems. With up to 12 sessions, Military OneSource is a great option to get professional, confidential help without the fuss of dealing with insurance.
Spouse Education Career Opportunities program through Military OneSource provides numerous resources for military careers and transitions. Military Spouses who sign up for a MySECO account will get a free one-year LinkedIn Premium upgrade. LinkedIn Premium accounts provide spouses with additional features to aid in their job search. Spouses will have access to career coaches, resume builders, job searches, and scholarship finders.
Special needs or circumstances
Having a child or family member with special needs can be overwhelming. This is especially true if you don’t know what resources may be available. Many military families are aware of or even required to enroll in the Exceptional Family Member Program (EFMP). Military OneSource can be used as another resource to learn about additional benefits. A special needs consultant can help sort through benefits such as special educational, social security, Extended Care Health Option (ECHO) through Tricare, and additional programs. If your family is considering adoption, Military OneSource adoption consultants can answer some questions you may have. They know the ins and outs of military adoptions and can help steer you on the right path.
We could all use a vacation every now and then, but going on a family trip shouldn’t break the bank. Through Military OneSource and American Forces Travel, you can access travel discounts for hotels, rental cars, flights, cruises, and concert tickets. American Forces Travel allows you to plan affordable vacations in one centralized location. Not quite ready to take the family on a big vacation? You can access Morale, Welfare, Recreation (MWR) on your installation and explore off-base activities as well. Bowling, swimming, movies, museums, and national parks are a few local family-friendly activities.
How to throw a welcome home party
Military OneSource might not be able to give specific guidelines on how to throw a party, but they have all of the resources to prepare you for reunification with your loved one. Having trouble adjusting to your spouse coming home? Reach out to Military OneSource for couple’s counseling. Maybe you want to talk to a tax professional or financial expert on the best move for the extra money made during deployment. Need help talking to your little ones about deployments or bullying? Military OneSource provides free children’s books on military specific topics, pamphlets, and other branded swag. These items can be ordered in bulk by providers and command leadership and are completely free.
If the thought of going to a massive resource website is overwhelming, you can reach a Military OneSource representative 24/7 via phone or live chat for your specific needs. Once you have some downtime, go back and explore the website to see what other hidden gems you can find to add to your resource arsenal.
This article originally appeared on Military Spouse. Follow @MilSpouseMag on Twitter.
Every Monday morning in the United States Army, companies gather around their battalion motor pool to conduct maintenance on their vehicles. On paper, the NCOs have the drivers of each and every vehicle perform a PMCS, or preventive maintenance checks and services, to find any deficiencies in their Humvee or LMTV. In reality, the lower-enlisted often just pop open the hood, check to see if it has windshield-wiper fluid, and sit inside to “test” the air conditioning.
Not to rat anyone out or anything — because basically everyone with the rank of specialist does it — but there’s a legitimate reason the chain of command keeps it on the schedule each week, and it’s not to kill time until the gut truck arrives.
It’s then on the mechanics to handle the serious problems. And trust me, mechanics are rarely sitting on their asses waiting for new vehicles to fix. They’ve got a lot of actual issues to worry about.
The biggest reason why the troops need to conduct a PMCS is to help the mechanics in the unit determine which vehicles need repairs. A platoon of mechanics can’t honestly be expected to monitor and address each and every fault across a 200-plus vehicle motor pool. Sharing the responsibility among all troops in the battalion means that more attention can be given to the problems that need them.
If there is a deficiency found within a vehicle, then it can be brought to the mechanics. If it’s something simple, like low fluid levels, the mechanics can just give the troops the tools they need to handle the minor things.
If it’s leaking, well, at least let the mechanic know before you make a made dash for the gut truck.
(Meme via Vet Humor)
Say a vehicle does eventually break down (which it will — thank the lowest bidder), the mechanics are the ones taking the ass-chewing. Sure, whoever was assigned that vehicle may catch a little crap, but the the mechanic is also taking their lashing — all because someone else skimmed through the checklist and said it was “fine.” So, if you don’t want to blue falcon your fellow soldier, do your part.
Having a vehicle deadline is terrible — but having a vehicle break down in the middle of the road is much worse. If you want to be certain that the vehicle is operational, you should probably give it a test drive around the motor pool to check the engine and brakes. If you can’t take it out for a spin, there are a number of major issues that you can see just by opening the hood and kicking the tires.
Even if you’re strongly opposed to putting in extra effort, the two costliest defects can be found just by looking around the vehicle. If you’re going to sham, at least check to see if there are any fluids leaking or if the tires are filled.
The Army was on track to meet or exceed its recruiting goals again this year, with help from an unexpected boost of enlistments in the traditionally difficult northeast region, Army officials said Wednesday.
“The whole East Coast, from Richmond north, is really taking off,” Army Maj. Gen. Frank Muth, commander of Army Recruiting Command, said at a Pentagon roundtable with defense reporters.
He didn’t have specific numbers at the ready, but said Army recruiters had met 100% of their goals in New York City and Boston, where recruiting has normally lagged behind the South and Southwest.
Muth and Dr. Eugene “Casey” Wardynski, assistant Army secretary for manpower and reserve affairs, also said that the surging economy, with unemployment at 3.6%, was not having the usual effect of discouraging enlistments.
“We want to be great in a great economy,” Wardynski said. “We’re in a position to do great when America is doing great.”
Muth said the Army fell short of its goal in fiscal 2018, when about 70,000 were recruited, compared to the goal of 76,000. Last year, the Army met its goal of 68,000 new recruits. And so far this year, the service is pacing 2,026 recruitments ahead of the same period last year, Muth said.
The plan was to have the end strength of the Army at 485,000 by the end of this fiscal year on Sept. 30, Wardynski said. With recruitments currently going well, the Army already has plans for a late entry pool for recruitments in excess of 485,000, he said.
Both Wardynski and Muth attributed the improving recruiting numbers to a new marketing campaign called “What’s Your Warrior,” begun last November to highlight opportunities in the Army for today’s youth.
They also emphasized a switch to focus more on 22 major cities for recruiting, and a targeting of so-called “Generation Z,” those born between the mid-1990s and mid-2000s.
Under Brig. Gen. Alex Fink, chief of Army Enterprise Marketing, the Army marketing team moved from its headquarters near the Pentagon to Chicago last fall to get closer to private-sector expertise. That includes DDB Chicago, which has a billion contract as Army’s full-service ad agency until 2028.
Fink said the effort to connect with Generation Z through such innovations as virtual recruiting stations and more creative uses of Instagram and YouTube were already paying off. In December, the Army logged 4.6 million visits to GoArmy.com, Fink said.
The Air Force has just discovered how hot it can be to work in the desert, especially if your work zone requires long periods of time in direct sunlight. This somehow managed to elude Pentagon officials for the past 18 years of the wars in Iraq and Afghanistan, not to mention all the other Middle East locales which include Air Force flightlines. Now airmen working the line at Nellis AFB, Nev. will get to wear what is no doubt the latest in cargo short technology.
On Nevada’s Nellis Air Force Base, the heat can get deadly, often exceeding temperatures of more than 120 degrees Fahrenheit. For the airmen who are working aircraft maintenance for long hours in what is often direct sunlight, the heat risk can be even more punishing. The wait for ways to beat the heat is now over – the Air Force will issue its maintainers new cargo shorts for wear during these duties.
The look was released on the popular Air Force Facebook Page Air Force amn/nco/snco in the early days of July 2019, and it did not take long for airmen to weigh in on the new look.
The first response from airmen included a prayer to “Enlisted Jesus” (also known as Chief Master Sergeant of the Air Force Kaleth Wright), for hearing their prayers and responding once again. They also predicted new Air Force uniform instructions regarding leg tattoos and shaved legs, extending the program to USAF Security Forces bike patrols, and how hot it’s going to be when someone sits on a piece of metal equipment that has been sitting in the sun itself all day long.
They also mention how the Air Force will no longer get away with skipping “Leg Day” at the gym.
At the end of 2019, BMC Toys responded to 6-year-old Vivian Lord’s inquiry as to why there are only green Army men by designing some green Army women with 15 different poses. Now the toy designer is expanding the set to include military working dogs and their handlers, as well.
“[Please] can you make army girls that look like women,” Vivian wrote. “I would play with them every day and my [friends] would [too]!”
Jeff Imel, the owner of the Pennsylvania toy company, launched a Kickstarter campaign with a simple premise: “Customers asked for Plastic Army Women. The story went viral. So, now I’m making them.”
The campaign was such a success that BMC Toys unlocked stretch goals that upgraded the set to 36 figures in with six additional poses:
Light Machine Gunner
By Dec. 17, 2019, even more stretch goals had been unlocked, which added the Medical Team and the K9 Team to the set.
“Why do you not make Girl army men[?] My [friend’s] mom is in the army [too]!” wrote Vivian, voicing the concerns that many veterans have asked over the years. Introducing young girls to military toys that include them will help shape their ideas of what they can achieve in their lives.
BMC Toys recognized this fact and set to work, hiring a sculptor for their first prototype.
The BMC Female Combat Soldiers, which are marketed as “real American Made plastic heroes, meant to be set up, knocked down, picked up and played with for years to come” are in development for production and will become available in October 2020.
Following the rulebook isn’t always a necessity. Well, that’s how the Marine Corps infantry feels about doctrine, anyway. Sure, there are hundreds of people who put their great minds together to come up with standard procedures for everything relating to warfare, but even still, us grunts take those “procedures” as suggestions. Why? Simple. We recognize that what may work for one unit doesn’t work for everyone.
This is the case with the fire team billet of “automatic rifleman.” The position is supposed to be held by the team leader’s second in command, usually a trusted advisor who can help run the team. But, over the years, Marines thought of a better person to hold the billet: boots. New guys. The FNGs. While some higher-ups might see this as hazing, the down-and-dirty, crayon-eating grunts disagree.
We argue that being an automatic rifleman teaches you these valuable lessons:
Accuracy is key. Pay attention and you might even score higher on the next qualification range.
(U.S. Marine Corps photo by Sgt. Emmanuel Ramos)
Some battalions have what’s called a “Squad-Level Advanced Marksmanship Course,” which is a fancy, Marine Corps way of saying, “automatic rifleman course.” That’s essentially what it is. But the focus is, as the name suggests, on marksmanship. Why? Because to be a good automatic rifleman, you must first be a good rifleman.
Learning how to engage accurately with an automatic weapon also teaches you how to be a substantially more effective rifleman. After all, you’re firing a high volume of bullets and, the more accurate you are, the more devastating to the enemy you are.
You’ll want to let the rounds fly, but each one is important. Always be mindful of that.
(U.S. Marine Corps photo by Sgt. Alicia R. Leaders)
It’s no secret that you get a lot of ammo as an automatic rifleman — around 18-22 magazines, to be exact, most of which you’ll be responsible for lugging around. But while learning about accuracy, you might also learn about conserving ammo.
The idea is this: You need to have enough ammo at the end of the fight to move on to the next fight. Especially if you’re the automatic rifleman, your fire team needs you.
This lesson of control can even help you as a leader, telling your automatic rifleman what you want them to do.
(U.S. Marine Corps photo by Cpl. Aaron Henson)
Quickly, you’ll learn that an automatic rifleman shouldn’t just unleash a barrage of bullets. You’ll learn when it’s appropriate to fire on full auto and when it’s appropriate to fire in 5-6 round bursts into large groups of enemies. This is important because, as you move up in rank and experience, you’ll be able to teach the next automatic rifleman about control.
This same control will help you with ammo conservation. More importantly, all these lessons will follow you into other fire team positions. In fact, if you become a squad leader, knowing how to use your automatic riflemen will be easier if you’ve been one.