Military MWR provides many benefits, but one of the greatest is access to world-class golf courses. With well-manicured fairways, nice practice facilities, and cheap green fees, it’s hard to beat the value. Many military courses have epic views and are ranked along with private courses among the best in the world, plus they offer programs for the whole family.
Walking the beautiful fairways on any base is a great way to unwind after a tough day at work, on the weekends, or simply as an outing with family and friends. The military has excellent golf courses around the globe, no matter what time of year it is.
Here are the top courses to play in each season:
Fall: Eisenhower Golf Club, Air Force Academy (Colorado Springs, Colorado)
Autumn is a fantastic time to visit Colorado Springs. With little rain and strong sun at an altitude of 7,000 feet, you can enjoy the fall colors and mountain views from the Academy’s two incredible 18-hole courses.
Eisenhower’s 7,500-yard Blue Course was designed by world-famous golf architect Robert Trent Jones. At slightly more than 6,500 yards, the Silver Course is shorter but still very challenging. Stay the weekend and play both.
Winter: Admiral Baker Golf Course (San Diego, California)
With very comfortable temperatures in the 60’s and little rain, San Diego is a great winter golf destination. The area has several outstanding military golf courses, but Admiral Baker, an independent facility that is not on a military base, is one you can’t miss.
The North Course is the more famous of the two 18-hole courses, but let’s be honest, winter golfing with warm weather is a win either way.
Spring: Fort Belvoir Golf Club (Fort Belvoir, Virginia)
Spring is one of the best times of year to visit the Washington, DC area, especially if you can catch the cherry blossoms — usually in early April. With average temperatures around 70 degrees, it’s the perfect weather for golf.
Fort Belvoir has two 18-hole courses, one of which was designed in part by the aforementioned golf architect Robert Trent Jones. This club is a must-play if you are in the DC area during spring.
The Pacific Northwest is one of the best places in the U.S. for summer golf. Bright, sunny days are common throughout July and August, but temperatures are comfortable with low humidity. A day on the greens is the perfect way to enjoy the short Washington summer.
Whispering Firs is a challenging 6,646-yard course that will take you through beautiful wooded areas, with large mature trees and receptive greens. Doglegs and changing elevation abound on this beautifully-designed course.
Year-round: Kaneohe Klipper Golf Course, Marine Corps Base Hawaii (Oahu)
Oahu is a year-round golf destination with averages temperatures in the 80’s. The Kaneohe Klipper is one of the top military courses in the world and a must-play.
The front nine offer beautiful mountain vistas, while the back nine boast spectacular coastline views that earn this course its international reputation. Total course length is 6,559 yards.
The signature hole is #13, a par 4, 471 yards, that hugs the coastline and can be particularly challenging on a windy day. Test your skills on this course, and don’t forget your camera.
Army Cyber Command plans to add more direct commissioned officers after its first two were recently sworn in as part of a five-year pilot to bolster the emerging force.
Since October 2017, almost 250 applicants have applied for the Cyber Direct Commissioning Program, which allows talented civilians a fast track to becoming an officer.
Those who qualify have the opportunity to join the Army as first lieutenant, with the possibility of a higher rank in the near future pending a decision by Congress. Up to $65,000 in student loan repayment over the course of an officer’s initial three-year term is also on the table to attract desired applicants.
“The cyber realm is developing at a speed really not seen in the traditional military career fields,” said Brig. Gen. Neil Hersey, commandant of the Army Cyber School here. “We, the Army, think it’s important to leverage the capability provided by the private sector to make our forces more ready and capable to combat the adversaries we’re going to face now and in the future.”
Most applicants have fallen into one of four categories, including prior-service enlisted military personnel, government employees and contractors, private sector workers, and academics.
Each category represents roughly a quarter of the applicants.
First Lts. Timothy Hennessy, left, and James Gusman during the Cyber Direct Commissioning Ceremony May 9, 2018, at Fort Benning, Georgia.
(U.S. Army photo by Markeith Horace)
Desired skills and qualifications include experience in cybersecurity, software or hardware engineering, or product management. A four-year degree or higher in a computer science or related field, such as data science or industrial control systems, is also required.
At least seven applicants have already been recommended by a board for the program. The board plans to convene again in a few weeks to consider additional applicants who may one day protect networks.
“We need to have a very technically adept workforce to be able to do that and stay ahead of what’s coming,” Hersey said.
First Lts. James Gusman and Timothy Hennessy, both former enlisted soldiers, were the first to be commissioned in early May 2018.
In 2008, Gusman left the Army after serving in military intelligence to pursue higher education, and to ultimately find work in information technology and cybersecurity fields at major U.S. and international companies. When he heard of the program, he decided to sign up and do something more meaningful to him.
“On the commercial side, you’re working for that one single organization and maybe helping their bottom line or keeping certain systems online,” he said. “With the Army, you’re keeping the United States online, you’re keeping its citizens safe and you’re creating something that’s really making a difference in this world.”
Those chosen for the program are commissioned upon arrival at the six-week direct commissioning course at Fort Benning, Georgia, which indoctrinates applicants into the Army.
Prospective officers typically go through Officer Candidate School, a 12-week-long course.
Once the direct commissioning course is completed, there is a 12-week Cyber Officer Basic Leadership Course here, which is more specialized to the career field. When a top-secret clearance is obtained, officers are then eligible for additional follow-on training.
Brig. Gen. Neil Hersey, commandant of the Army Cyber School, right, swears in 1st Lts. James Gusman, far left, and Timothy Hennessy during the Cyber Direct Commissioning Ceremony May 9, 2018, at Fort Benning, Georgia.
(U.S. Army photo by Markeith Horace)
Both Gusman and Hennessy plan to start the leadership course in July 2018.
Hennessy, a former signals intelligence analyst who became a cryptologic network warfare operator in the Army, is currently working on his master’s degree in computer science.
“With the academic background I have, I would really like to help soldiers who might not have that same background,” he said. “I think that’s a part I really can help develop for the Army. And any opportunity I get to roll up my sleeves and write some code and build some algorithms would be one that I would enjoy [too].”
The cyber direct commissioning program is similar to those the Army has for lawyers, doctors and chaplains.
The newest program was developed amid a push to strengthen the Army’s role in the cyber domain, which senior leaders envision will be key in its future warfighting concept: multi-domain operations.
In early 2017, Army cyber also stood up a civilian cyberspace-effects career program for current and future government workers. The year before, Army leaders decided to move 29-series electronic warfare soldiers into Cyber’s 17-series career field by the end of this fiscal year.
“We have to be on our toes at all times,” Hersey said of the career field. “As we’ve learned, the attacker has the advantage in the cyber realm. They only have to be right once. Us, as defenders, have to be right every single time.
“To that end, the Army is working on initiatives like the direct commissioning pilot program to make ourselves better and more ready to answer the call when things like that happen.”
Shaw Air Force Base is known by those stationed there as Separates Husbands And Wives. Between the Red Flags at Nellis, the endless human centipede of exercises, and a deployment, my husband Mike was gone over half of our days during that assignment. It was there I learned what it meant to be alone even while in a marriage, but I dealt with it by finding pockets of positivity. Deployments are tough, but if you look, you can find some gold nuggets in that steaming pile of anxiety poo.
He doesn’t need to know that his pitted out Yuengling shirts are getting boxed up with collegiate football hats of schools he didn’t attend in order to make room for my legion of maxi dresses. The flannels, however, can stay.
(Photo by Sarah Pastrana)
2. Suddenly, the toilet paper roll lasts longer.
Turns out if your partner spends as much time on the toilet as a small construction crew fed on chicken fried steaks and protein shakes, the t.p. budget shrinks when he leaves. That newfound cash can be spent on regular pedicures, or a reasonably priced used Lexus.
3. You can take up the whole bed.
I call my favorite position, Drunken Starfish.
4. Retail therapy is fine!
His income is tax-free, and now I need a new credit card because the strip on my old one is wearing out.
Photo by USFS Region 5
5. Less frequent leg shaving.
That is, until your nephew feels your shin and asks, “Why does Aunt Rachel’s leg feel like a pine tree?” Twerp.
6. No bras in the house.
The bra hits the floor before the alarm goes off. I could set a world record for how fast I can unclasp my underwire and pull it out through the bottom of my shirt.
7. I can sleep better through the night without a 200 lb. land manatee flopping around next to me.
Not to mention the pillowcases are significantly less sweaty.
8. No sound of velcro in the morning.
9. Cereal for breakfast. Cereal for lunch. Cereal for dinner.
Honorable mention goes to chips and salsa.
10. Let me introduce you to “The D Card.”
Don’t get me wrong, I was worried every day for his safety, and wished time would speed up for him to come home, but the ultimate reward for enduring a deployment is getting to play the “D Card.” Fewer phrases pack a punch harder than these four words: My husband is deployed.
11. Priority vacation days at work.
When everybody is trying to take off for the holidays at the same time – wham! – I play the D Card and skip to the front of the line. No way am I missing Mom’s orange fluff at Christmas to decorate a tree by myself.
12. People put you on a pedestal just for being present and fully dressed.
Trust me, it doesn’t always happen.
13. Sometimes patriotic strangers pay for your drink.
One man tried to pick up my tab without me seeing. Little did he know I drink enough scotch to ration a ship full of sailors across the Americas, so he kindly paid for half. God bless you, citizen.
14. It shuts down unwanted attention from men.
I remember being asked, “How come your man’s not out with you tonight?” (First off– ew.) When I dropped the D Card, it abruptly came to a halt. There’s no comeback. Then I did the Hammer Dance to the tune of “U Can’t Touch This” and got myself some jalapeño poppers.
15. You get a hall pass for mood swings.
WHICH I DON’T F*CKING HAVE!
16. You can zone out at work hassle free.
All I have to do is pull up an article about F-16s, maximize the screen and then stare out into space. My boss thinks I’m anguished about my deployed husband, when really I’m thinking about Downton Abbey, or why white queso tastes better than yellow queso. But truthfully most times I’m anguished about my deployed husband.
17. Nice people send you nice cards.
One of the best things, truly, is finding out how big your friends’ hearts are. People send you cards and care packages, and a few more ambitious friends fly out to visit. I was touched to find out I had a group of friends who started a secret thread to coordinate when they could visit me so it was spread out over the deployment.
Is it indecent to use his time in combat to make my pain a little less difficult? I don’t think so. Deployments are dark times. It’s something those of us have earned through tears and sleepless nights when something goes bump outside the bedroom window. I remember driving over to my friend’s house one night because her neighbor wouldn’t stop being a creep, knowing her husband was away. We stayed up on her back patio with shotguns across our laps until we ended up making margaritas and playing Yahtzee until 3 in the morning.
If you’re the one left behind, it can feel like half of your puzzle is missing its pieces. For me, a gold-medal overthinker, I questioned who I was as my own person and why I couldn’t seem to handle life, which made me feel even worse about myself. I refused to feel helpless, but there it was. We had built a life for two, and I was forced to fly it solo. So no, I do not feel bad about playing the D Card.
But the biggest high of having a deployed husband is when you lock eyes across the hangar at 2 a.m. after seven months. Your heart pounds as you watch that tan flight suit cut through the crowd of hundreds, and you finally get your kiss, bristly though it may be.
The ancient Spartans are legendary for their courage and discipline, but these warriors were also famous in their time for their dry, sarcastic humor. A “laconic phrase,” a phrase that is especially concise and blunt, is actually named after Laconia, the Greek region where Sparta was located. Some Greeks attributed the Spartan terseness to ignorance, but others thought differently. The Athenian philosopher Plato wrote, “If you talk to any ordinary Spartan, he seems to be stupid, but eventually, like an expert marksman, he shoots in some brief remark that proves you to be only a child.” Here are some of the best examples of Spartan wit.
1. King Demartus
According to the ancient Roman historian Plutarch, King Demaratus of Sparta was once being pestered by a man with endless questions, especially who was the best among the Spartans. The irritated king finally responded, “Whoever is least like you.”
2. King Pleistoanax
Plutarch also describes King Pleistoanax, who heard an Athenian orator claim that the Spartans had no education. Pleistoanax retorted, “True, we are indeed the only Greeks who have learned no evil from you.”
In Zack Snyder’s 300, after hearing from a Persian emissary that the Persian archers’ arrows would blot out the sun, the Spartan soldier Stelios jokes that the Spartans will fight in the shade. This actually comes from Herodotus’s Histories, the ancient source on the Persian War, except it is spoken by the soldier Deinekes. However, an ancient source from Plutarch does mention King Leonidas telling his men, “Eat well, for tonight we dine in Hades.”
4. Commander Pausanias
After the Spartans routed the Persian invasion at the Battle of Plataea, the Spartan commander Pausanias decided that the banquet the Persians had set out for themselves should be served to himself and his officers instead. Upon seeing the feast, Pausanias cracked that, “The Persian is an abominable glutton who, when he has such delicacies at home, comes to eat our barley-cakes.” Spartan food was notoriously disgusting. When a traveler from Sybaris visited Sparta and tasted their infamous “black broth” he exclaimed, “No wonder Spartans are the bravest of men. Anyone in their right mind would rather die a thousand times than live like this.”
5. Spartan women
It wasn’t just the Spartan men who cracked jokes. Unlike most Greek women who were expected to be subservient to their husbands, the women of Sparta held considerable political and economic power. The Spartan men were always preparing for a war or fighting one, so the women were expected to manage their households themselves. A non-Spartan woman once asked Queen Gorgo, wife of Leonidas, why the Spartan women were the only ones who could rule over men. Gorgo responded, “Because we are also the only ones who give birth to men.”
6. Short but sweet
When King Philip II of Macedon (father of Alexander the Great) invaded southern Greece, he sent a message to the Spartans asking if he would be received as a friend or enemy. The Spartans’ reply was brief: “Neither.” Offended, Philip sent a threat: “You are advised to submit without further delay, for if I bring my army into your land, I will destroy your farms, slay your people, and raze your city.” The Spartans’ reply was just as short as before: “If.”
7. Spartan response
The Macedonians eventually did conquer Greece, and the later Macedonian king Demetrius I offended many Greeks through his extravagance and prideful attitude. He even forced the ambassadors of Athens, his favorite of the Greek cities, to wait two whole years at court before speaking to them. Sparta resented the Macedonian rule, and sent only one ambassador to the court on behalf of the city. Demetrius was infuriated and demanded to know if Sparta had really sent only one man to speak with the king; the Spartan responded, “Aye, one ambassador to one king.”
8. King Agesilaus II
King Agesilaus II of Sparta was respected for his martial virtue as well as his wit. Someone asked him what the boundaries of Sparta were, as unlike most Greek cities Sparta had no defensive walls. Agesilaus drew his spear and extended it, claiming that the borders were “as far as this can reach.” When asked why Sparta had no walls, he pointed to the armored citizens and explained that “these are the Spartans’ walls.” After Agesilaus was wounded in a battle against Thebes, the Spartan warrior Antalcidas joked that “The Thebans pay you well for having taught them to fight, which they were neither willing nor able to do before.”
For the Spartans, humor was more than just entertainment. It taught them how to think on their feet, how to conserve resources by training them to be economical with their words, and encouraged camaraderie between the citizens. All of us have something to learn from this warlike people, not just from their wisdom, but from their wisecracks.
Deep in the swamp – or what feels like the swamp at least – lies a training ground whose memories haunt your dreams forever. What pops up when your headlamp goes off? Why does the ground look like it’s moving? It’s all in here… it’s all Fort Polk.
The itsy-bitsy swarm of spiders
It’s night and you are patrolling through the Vietnam-like jungles of Fort Polk in search of the elusive “G Man.” The humidity is so thick you could cut it with a knife and as you scan the ground with your headlamp, tiny flashes of light shimmer back at you from the grass, bushes, and trees that surround you. No those aren’t water droplets and you didn’t suddenly walk into a diamond mine.
They are spider eyes and there are hundreds of them across every inch of ground within “The Box.” In Louisiana, there exist such species of spiders, like the massive Banana Spider who live to haunt you forever. According to local wildlife guides, they’re likely hiding or in webs between trees which wouldn’t affect you unless you’re doing such things like digging foxholes, fighting positions, or traipsing through the wilderness in the dark. All things which in fact, you will be doing in the box while training there. Good thing you packed a flame thrower just for this instance.
The first few days after arriving at Fort Polk for training usually involve unpacking Conexes, unloading vehicles at the rail yard and attending training classes. The weather during this period is likely sunny and warm, giving a false sense of hope that perhaps it’s not so bad here after all. Then at the precise moment, your unit enters the box, the monsoon hits.
With an average yearly rainfall around 60 inches, it’s nearly double the national average. Your hooch is in mortal danger of becoming swept away (with your body in it) when the puddle quickly becomes a raging river.
Beware of the “swamp ass”
You wake up- you’re sweating. You go to sleep-sweating. You stand still and you’re sweating. Not only is it embarrassing, but it’s stinky. This particular form of “booty-dew” is nearly impossible to solve since it’s likely you only rucked in with a few extra shirts or socks, which are likely still wet from last night’s flash flood that swept through the camp.
Gators, mosquitos, and horses- oh my!
Fort Polk is home to a host of species we’re all terrified of. Ever parachuted into a cloud of fog to see nothing, but hear the pounding of hooves coming straight for you? Welcome to Fort Polk. Wondering what that fast-moving cloud is that covered the sliver of sunshine? It’s mosquitos. They’re so bad down here that slapping yourself in the face is not only “normal” but it’s a tactical strategy. You’re not crazy, they are. Another fun fact about this paradise you ask? Louisiana has one of the highest populations of alligators in the U.S.
So when that nearby flood pond looks like the salvation from “swamp ass” you’ve been looking for, think again. If you’re lucky enough to avoid the real-life jaws of death, perhaps you should check your ankles after the LT’s suggestion to save time. Leeches are just another of God’s greatest creations awaiting your arrival to Fort Polk.
Finally, the Conex is packed, the vehicles loaded and you’re on the march out. You’ve survived. There’s something special waiting for you…next year’s rotation back to this paradise.
U.S. Air Force Staff Sgt. March Tighe, 60th Maintenance Squadron gives a briefing to Dr. Richard Joseph, Chief Scientist of the United States Air Force, Washington, D.C., during his visit to Travis Air Force Base, Calif., July 12, 2018. Joseph toured David Grant USAF Medical Center, Phoenix Spark lab and visited with Airmen. Joseph serves as the chief scientific adviser to the Chief of Staff and Secretary of the AF, and provides assessments on a wide range of scientific and technical issues affecting the AF mission. (U.S. AIR FORCE PHOTO // LOUIS BRISCESE)
Senior U.S. Air Force leaders are embracing and promoting the concept that if their Airmen are not failing, then they are, more than likely, not moving forward.
They believe pushing the envelope is necessary to keep the U.S. Air Force dominant and the occasional failure should be viewed by supervisors not as a negative, but as part of a greater positive.
In this series, we hear senior Air Force leaders give examples of how taking calculated risks and failing throughout their careers taught them valuable lessons, propelled them to future success and made them better leaders.
Dr. Richard J. Joseph, Air Force chief scientist, believes failure is a necessary component and result of the scientific method. The failures of ideas and theories, when tested through experimentation and prototyping, inform, and are often the root of, future successes.
However, he also believes that project failures are often rooted in past successes of large technological bureaucracies. Large organizations with far-reaching strategic plans often stifle the creativity, experimentation and risk acceptance necessary to achieve game-changing technological advances.
Dr. Richard J. Joseph, Chief Scientist of the U.S. Air Force, looks through virtual reality goggles at Barksdale Air Force Base, La., Nov. 29, 2018. The harness training was a requirement before flying on a B-52 Stratofortress with the 20th Bomb Squadron. (U.S. AIR FORCE PHOTO // SENIOR AIRMAN PHILIP BRYANT)
Joseph serves as the chief scientific adviser to the chief of staff and secretary of the Air Force, and provides assessments on a wide range of scientific and technical issues affecting the Air Force mission. He has more than 40 years of experience as a physicist, directed energy researcher, senior program manager, national security advisor and executive.
DR. WILL ROPER, ASSISTANT SECRETARY OF THE AIR FORCE FOR ACQUISITION, TECHNOLOGY AND LOGISTICS
As the Air Force’s Service Acquisition Executive, Dr. Will Roper oversees Air Force research, development and acquisition activities with a combined annual budget in excess of billion for more than 465 acquisition programs.
He promotes the concept of “Fail Fast, Fail Forward” as a foundational culture shift necessary to keep the U.S. Air Force dominant.
This philosophy is manifested in his promotion of rapid prototyping and funding innovative ideas through Air Force Pitch Day and AFWERX’s Spark Tank.
Roper believes that by spending money to develop fledgling technologies and ideas quickly, and then prototyping them rapidly, flaws are found much earlier in the development process.
Dr. Will Roper, assistant secretary of the Air Force for acquisition, technology and logistics, speaks to a crowd of small businesses, venture capitalists, and Airmen during the Inaugural Air Force Pitch Day in Manhattan, New York, March 7, 2019. Air Force Pitch Day is designed as a fast-track program to put companies on one-page contracts and same-day awards with the swipe of a government credit card. The Air Force is partnering with small businesses to help further national security in air, space and cyberspace. (U.S. AIR FORCE PHOTO // TECH SGT. ANTHONY NELSON JR.)
This method avoids committing to the huge cost of the much longer traditional system and weapons development and acquisition where flaws are only found years and hundreds of millions of dollars later. Then the Air Force is stuck with that flawed system for decades.
However, in order for “Fail Fast, Fail Forward” to work, Roper believes the Air Force must adjust its attitude towards risk.
He points out that his own success actually points to a persistent flaw in the Air Force’s tolerance for risk – people are only rewarded for taking a risk that pays off. Roper insists that to foster an innovative culture, people must be rewarded for taking a good risk in the first place.
“Why are the people who succeed the only people we cite when we talk about risk taking as a virtue?” Roper said. “I’m trying to be very mindful with Air Force program managers and people taking risk that they get their evaluation and validation for me at the point that they take the risk.”
US military snipers have to be able to make the hard shots, the seemingly impossible shots. They have to be able to push themselves and their weapons.
Staff Sgt. Hunter Bernius, a veteran Marine Corps scout sniper who runs an advanced urban sniper training course, walked INSIDER through his most technically difficult shot — he fired a bullet into a target roughly 2.3 kilometers (1.4 miles) away with a .50 caliber sniper rifle.
The longest confirmed kill shot was taken by a Canadian special forces sniper, who shot an ISIS militant dead at 3,540 meters, or 2.2 miles, in Iraq in 2017. The previous record was held by British sniper Craig Harrison, who shot and killed a Taliban insurgent from 2,475 meters away.
“There are definitely people out there who have done amazing things,” US Army First Sgt. Kevin Sipes, a veteran sniper and instructor at the sniper school at Fort Benning, Georgia, told INSIDER. “Anything is possible.”
Weapons Company scout sniper and Lufkin, Texas, native Hunter Bernius takes a shooting position during field training at an undisclosed location.
(US Marine Corps photo by Cpl. Tommy Huynh)
Snipers are trained to scout the movements of enemy forces often from very exposed positions, and are also used to target enemy leaders and to pin down their forces. These dangerous missions require they become masters of concealment, as well as skilled sharpshooters.
While 2,300 meters may not be a record, it is still a very hard shot to make.
US military snipers typically operate at ranges between 600 and 1,200 meters. At extreme ranges, the Marine is pushing his weapon past its limits. The M107 semi-automatic long range sniper rifles used by the Marine Corps can fire accurately out to only about 2,000 meters.
“Shooting on the ground can be easy, especially when you are shooting 600 meters in or 1,000 meters in. That’s almost second nature,” Bernius explained. “But, when you are extending it to the extremes, beyond the capability of the weapon system, you have all kinds of different things to consider.”
At those longer ranges, a sniper has to rely a lot more on “hard math” than just shooter instinct.
Bernius, a Texas native who has deployed to Iraq and other locations across the Middle East, made his most technically difficult shot as a student in the advanced sniper course, a training program for Marine Corps sharpshooters who have already successfully completed basic sniper training.
“When I came through as a student at the course I am running now, my partner and I were shooting at a target at approximately 2,300 meters,” Bernius explained. “We did in fact hit it, but it took approximately 20-25 minutes of planning, thinking of everything we needed to do with calculations, with the readings.”
Sgt. Hunter G. Bernius shoots at a target placed in the water from a UH-1Y Huey during an aerial sniper exercise.
(Photo by Staff Sgt. Chance Haworth)
At that distance, it takes the bullet roughly six to eight seconds to reach the target, which means there is a whole lot of time for any number of external factors to affect where it lands.
“You have all kinds of considerations,” Bernius told INSIDER, explaining that snipers have to think about “the rotation of the earth, which direction you are facing, wind at not just your muzzle but at 2,300 meters, at 1,000 meters, you name it.”
Direction and rotation of the earth are considerations that most people might not realize come into play.
Which direction the sniper is facing can affect the way the sun hits the scope, possibly distorting the image inside the scope and throwing off the shot. It also determines how the rotation of the planet affects the bullet, which may hit higher or lower depending on the sniper’s position.
“This is only for extreme long range, shots over 2,000 meters,” Bernius explained.
Other possible considerations include the temperature, the humidity, the time of day, whether or not the sniper is shooting over a body of water (it can create a mirage), the shape of the bullet, and spin drift of the round.
“We ended up hitting it,” Bernius said. “That, to me, was probably the most technically difficult shot.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
President Donald Trump is ordering the Pentagon to create the first new US military service branch in seven decades to establish “American dominance in space,” and while experts quickly knocked the idea as premature — there’s no doubt that space is a warfighting domain.
Satellites power GPS, which powers most civilian navigation and US military equipment. Satellites also time stamp transactions at US stock exchanges. Commercial satellites also relay internet, telephone, and radio communciations. The US, without its space assets, could suffer societal collapse at the hands of its rivals before a single terrestrial battle is fought.
For this reason, experts assess that space absolutely has become a warfighting domain, and one that may soon see lasers on space ships duking it out in a war above the clouds.
How a space war would go down
(U.S. Navy photo)
“If there was a war between a US and a China, for example, each side would likely try to take away the commanding heights of space from each other,” Peter W. Singer, a strategist at non-partisan think tank New America and the author of “Ghost Fleet: A Novel of the Next World War,” told Business Insider.
But instead of starships chasing each other in dogfights and “Star Wars” like duels in zero gravity, Singer said that most of a space fight would actually take place on plain old earth, though lasers are on the table.
The US and its adversaries would fire missiles at their adversary’s satellites powering navigation and trade, possibly from traditional land launchers or from ships at sea. The US has plans to streamline the launching of satellites, and hopes any future space attacks can be thwarted by quick, cheap launches of constellations of small satellites.
Singer pointed out that the US has observed Russian “killer or kamikaze satellites” maneuvering out in space in ways that suggest they could attack or block US satellites.
“They also might be using directed energy of some kind to either blind or damage a satellite. That directed energy might be laser, ground based or space based,” said Singer.
The real fighting is still on earth
(U.S. Air Force photo by Technical Sgt. Cecilio Ricardo)
But much of the fighting wouldn’t be as flashy as space-fired lasers knocking out killer satellites, instead, it would likely take place in a “cross between space and cyber” warfare, according to Singer.
US and rival cyber warriors would start “trying to go after the communication links between space and earth on the ground. They might be trying to jam or take control of the satellites,” he said.
Cynthia Cline was deployed to the Middle East when she started doing research on getting out of the military.
“I was looking for some encouragement from women who had separated and what they were doing now,” she said.
That’s when she stumbled on a blog by a former airman who had transitioned out of the military to become a stay-at-home mom and eventually started writing — just the path Cline was considering for herself.
“I spent probably hours on her website reading her stuff,” she said. “It very much felt like here’s this person who’s a few years ahead of me.”
That’s exactly the kind of resource Amanda Huffman is trying to provide. A former captain in the Air Force who separated in 2013 after giving birth to her first son, Huffman started the blog Airman to Mom that helped Cline prepare for her own transition in June.
Huffman, 36, had a difficult transition out of the military. Prior to becoming a stay-at-home mom with a new baby, she’d spent six years as a civil engineer in the Air Force, which included a deployment to Afghanistan. While there, she worked on a provincial reconstruction team tasked with building bridges, wells, schools, and other projects to win over the hearts of the Afghan people.
She earned a Bronze Star, as well as the Air Force Combat Action Medal and Army Combat Action Badge for her service.
“I really struggled with my identity after I left the Air Force, and motherhood was not what I thought,” she said.
“At the time I really felt like he wasn’t sleeping through the night — failure. He wasn’t walking fast enough? Failure,” Huffman said. “I had this pressure on myself to force my son to do whatever the [baby] book said, and if he didn’t, then it was like I was a failure.”
Huffman, now a homeschool- and work-from-home mom of two boys and a military spouse, started blogging in 2014 as a way to process what she was experiencing.
“Writing was something where I wasn’t a failure because people read it and they responded and were like, ‘Oh this resonates,’” she said. “It was the start of finding myself, but it was more like something I couldn’t see as a big failure over my life.”
Though her blog had a nod to her military experience in its title, Huffman initially shied away from divulging too much of her military story.
“I was anti-veteran stuff, which is actually really common for veterans, especially female veterans,” she said. “The stereotype of the veteran community that I had in my mind was like the [Veterans of Foreign Wars], going to a bar with a bunch of old guys and having to be like, ‘Yeah, I am a veteran. I deployed.’ And so, I was like, ‘I already was in the military. I had to prove myself just because of my gender. I don’t want to have to go and be part of a community and have to prove myself.’”
Huffman said at the time, it made more sense to get involved in the Christian and mom blogging communities because she already knew she would be welcome for who she was.
“I didn’t have to prove like yes, I do deserve to stand here because I am a veteran. I think that was a lot of it,” she said.
But Kristen Smith, Huffman’s blogging mentor and a fellow military spouse, noticed Huffman wasn’t fully tapping into her story and encouraged her to step out of her comfort zone.
“She was trying to narrow in on this one piece of who she was, which was being a mom and how everything else shaded it” — but Huffman wasn’t just a mom who happened to be a veteran, Smith said.
Huffman took the advice and started writing more about her military experiences. Website traffic soon showed there was an audience for it.
She then published a downloadable resource, “Girl’s Guide to the Military,” on her website, which has drawn readers from all over the world, including women serving in foreign militaries, and is the inspiration for Huffman’s upcoming YouTube channel of the same name that she plans to launch in January.
Huffman also started asking readers to submit their own military stories, which she published in a series on her website that she later made into a book.
“I did an interview-style 31-day series on deployment, and what I was expecting was that it was going to be a bunch of men who deployed sharing like their war stories of being deployed, but instead it was mainly all women and it was a realization that I’m not the only woman veteran who has a story to tell,” she said. “I thought my story was pretty unique because I deployed with the Army — blah blah blah — but all these women had these amazing stories, and I had no idea what women were doing, and I was like, I don’t care about deployments anymore. I just want to hear women’s stories.”
In 2018, she planned to do another series focusing solely on women veterans’ stories, but with a cross-country permanent change of station move coming up for her husband, who is active-duty Air Force, Huffman’s friend suggested she look at turning the stories into a podcast instead of writing out the interviews.
So Huffman reached out to one of her fans and booked her first guest for the show: Cline.
Getting to know the ‘Women of the Military’
Huffman typically interviews one woman per episode, beginning by asking each guest why she joined the military and ending with any advice the guest would give to younger women who are thinking about joining.
The podcast has garnered 34,000 downloads, and guests have included women of all branches and ranks — from enlisted women who served four-year terms to four female generals and a former secretary of the Air Force. Some interviewees have shared stories of sexual assault or harassment in the military that they had never before told publicly.
While all stories are different, “they all resonate for different reasons,” Huffman said. “It doesn’t matter if you’re a guy or a girl; the military pushes you. They break you down to build you back up, and so that part of that transition into who the military makes you and then that transition out and trying to find yourself as a civilian — there’s a lot of commonalities in that, just experience of changing you into someone and then trying to find your new path.”
The way Huffman talks about her own military experiences on the show is refreshing and somewhat uncommon among narratives of women veterans often heard in the media, said Smith, who has been following her mentee’s journey as Huffman has expanded her portfolio.
“She did some really cool shit, and she talks about her service in a way that I think we typically are accustomed to hearing men talk about it,” Smith said. “She tends not to talk about this really uncomfortable situation and the ways that being a woman sort of impacted [her]. She just talks about her service.”
Cline, who has since started a blog of her own, said Huffman’s work is “extremely encouraging” and helped prepare her for her transition out of the military and the potential struggle she might have in finding her new identity as a civilian, though it ultimately went smoothly.
“First, when you initially look at the idea of sharing women’s stories, it might not seem like a big deal for most people — and yet on the sheer fact that she shared her story and that’s what encouraged me to take the next step in my blogging world, I feel like that changed my life. Storytelling changes lives,” Cline said.
“People need to hear our stories,” Huffman said. “But also, we need to tell our stories, and when we tell our stories then another women veteran hears it and is like, ‘Oh, I’m not the only one.’”
President Donald Trump on Oct. 28, 2019, released a picture of the “wonderful dog” he said took part in the raid against Abu Bakr al-Baghdadi, the leader of the Islamic State terrorist group.
“We have declassified a picture of the wonderful dog (name not declassified) that did such a GREAT JOB in capturing and killing the Leader of ISIS, Abu Bakr al-Baghdadi,” Trump said in the pinned tweet with the photograph of the dog.
Military officials did not comment on the dog’s actions during the raid, but Trump gave some insight on its mission during a press conference on Oct. 27, 2019. He said US forces found al-Baghdadi in Syria, where he fled into a tunnel with three children and was pursued by at least one military dog. He had an explosive vest, which Trump said he activated, killing himself and the children.
“He reached the end of the tunnel, as our dogs chased him down,” Trump said. “He ignited his vest, killing himself and the three children.”
Trump added that the dog received minor injuries in the raid. Pentagon officials on Oct. 27, 2019, said the dog returned to duty after the raid, but they declined to give further details.
Gen. Mark Milley, the chairman of the Joint Chiefs of Staff, said that the dog was still in a combat zone and that he would not comment on its name.
News of the dog’s role in the raid prompted speculation over its name and breed. Several military officials said the dog’s name was “Conan,” according to the Newsweek reporter James LaPorta. The dog is reportedly named after comedian Conan O’Brien.
US officials also told ABC News that it was a Belgian Malinois, the same breed that took part in the operation against the al-Qaeda leader Osama bin Laden in 2011.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Lt. Gen. Brian T. Kelly is the deputy chief of staff for manpower, personnel and services, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. He serves as the senior Air Force officer responsible for comprehensive plans and policies covering all life cycles of military and civilian personnel management, which includes military and civilian end strength management, education and training, compensation, resource allocation and the worldwide U.S. Air Force services program.
During an interview with Airman Magazine, Kelly discussed his mission and the Air Force’s responsibilities of managing talent, identifying toxic leadership and the role of emotional intelligence in readiness and lethality.
Airman Magazine: As the AF/A1 (manpower and personnel), what are your priorities for 2020?
Maj. Gen. Kelly: There are lots of things going on, but there are three big priorities. Number one, it’s exciting times and we’ve got to help and make sure we have a successful stand up of the United States Space Force and our resource allocation team will have a big role to help and make sure we get that on track.
Number two for us, we’ve got to ensure that we continue to make sure the right number of the right types and the right skill sets of Airman exists in our Air Force. So, the size and shape of the force has to be what it needs to be in order for us to meet our requirements in the National Defense Strategy.
Number three for us is we want to continue to transform and work on our talent management system so we can make sure we’re attracting, recruiting, developing and retaining the Airmen we need to do what the country needs to do. So those will be our three big priorities for 2020
Airman Magazine: Can you talk about the Air Force’s philosophy on managing talent and why it’s important?
Maj. Gen. Kelly: First and foremost, we’ve got to recognize that we’ve got some incredible talent in the United States Air Force and in our Space Force that we are standing up as well. But, it’s an all-volunteer force and so the talent management system we have has to be able to recognize that we’ve got to have a system that is attractive for people to be in. It also has to be agile to meet our requirements as requirements and threats change. It’s got to know what’s going on with those requirements that are out there. The talent management system has to understand – what does the talent market look like? What does the market for talent in the United States look like? And if you have an all-volunteer force, how do you become an attractive employer? How do you make sure that you are an employer of choice? If people have a way to choose between going to work for Google or coming to work for the United States Air Force or United States Space Force? The talent management system has a role to play in that and so that’s what we’re trying to do.
The Ground-Based Electro-Optical Deep Space Surveillance System is responsible for tracking thousands of objects in space. The telescopes fall under the 21st Space Wing and is positioned at White Sands Missile Range, New Mexico. Here, 216 photos captured over a 90 minute period are layered over one another, making the star trails come to life.
Airman Magazine: Have there been any changes to your talent management philosophy, and what drove those changes?
Maj. Gen. Kelly: I’d say a talent management system always has to evolve as requirements change, as threats change, as the talent market pool of eligible people changes and as skill sets change. And then there’s technology. You know, when I first came into the Air Force in 1989, the technology then was not what it is in 2020, right? And so, whether it’s artificial intelligence, machine learning, all these different things have changed the way we look at our talent management system. It’s also changed how we communicate with our Airman and how we’re able to get information out and how we’re able to get feedback. All these things have led to and sort of influence the changes in the talent management system from when I first came in to where we are now.
I would say to you the system today is driving to be more agile than it was before. It was a one size fits all discussion before, but now it’s trying to be more agile and it’s certainly more collaborative. I hope the system is becoming more transparent so that all of our Airmen understand what’s going on and that they have a say in what happens to them in the talent management system and they have an insight to what happens.
Airman Magazine: What has changed throughout your career pertaining to talent management and your leadership development?
Maj. Gen. Kelly: We (Air Force leadership) always talk about situational leadership and being able to adjust your leadership styles and that has to continually happen. We’ve seen the advent of different leadership styles needed for the population of the all-volunteer force we have today and one of the key things I think we need to touch on is our leaders need to have the right balance of emotional intelligence to be successful. So, what does that mean? I would start by saying, emotional intelligence is first and foremost the skill set to know yourself, to understand your own behaviors and to control your own emotions so that you then can have good interpersonal relationships and be able to lead others. And that’s the important part for us and I think we’ve become more cognizant and we’re trying to understand and teach that in ways that will make our leaders more effective.
As we move into the modern discussions of the national defense strategy, we’re in wars of cognition and wars of thinking, wars of understanding and wars of information and so we have to be able to develop and lead our skills in that same direction.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base, Middle River, Md., June 3, 2017.
Airman Magazine: You’ve previously said “We must be responsive to the Air Force’s needs, must be agile with our talent, focused on rewarding Airmen on performance and be transparent on how the system works.” What’s the plan to meet those attributes for a talent management system?
Maj. Gen. Kelly: I think those four attributes are where we’re trying to drive and trying to make sure our talent management system is so let me cover those a little bit and I’ll tell you how our strategy fits against that.
So, first and foremost the talent management system has to deliver and has to be responsive to the requirements of the organization. I mentioned for 2020 one of our priorities is to have the right size and shape of the force and that’s what it’s about, whatever the Air Force requires us to be, whatever the Space Force will require, the talent management system has to be responsive and it has to be agile for responding to new technologies, new threats, but it’s also going to be agile for individual Airman.
We are a military organization, but we have to understand agility and we want performance to shine. We want people’s performance to be the deciding factor in our meritocracy, if you will, for when we decide who gets promoted, who gets what key jobs.
Those Airmen who distinguish themselves by performance, that performance needs to be driven forward and incentivized and rewarded.
Lastly, I think it’s important to make sure with the communication within our force that we are transparent, open in what we do and simple.
All the things that we’ve been doing on the officer side, enlisted side and civilian side are sort of wrapped around those areas.
I’ll give you some examples, on our enlisted side, we made a change in our senior noncommissioned officer’s promotion selection process where we no longer use testing as part of that process. We did that to drive and empower performance, where performance becomes the driving factor for us being able to select our senior noncommissioned officers and it’s no longer test taking or some other skill set that might have been augmenting that decision. Now, it’s performance based.
On the officer side, we recently went to new developmental categories for our line of the Air Force system, the same system that we had in place since 1947 and we made some changes. Those changes were to help us with development to become more agile, to drive our agility and drive our responsiveness.
We had to recognize not all officers need to develop in the same way. The way that we develop and the opportunities we have for our pilots are different than what we have for our space operators, were different than what we have for our cyber operators, our support personnel, like my career field and so we had to develop the agility if you will, to be able to develop in different ways so that we can maximize everybody’s potential, while at the same time driving ourselves to be more responsive to requirements.
We can help ourselves develop the right size, the right shape and the right skill sets we need to meet the requirements for the Air Force. So, all the things we’ve been doing are all really designed around those four attributes to build the talent management system that we need.
Airman Magazine: How does the AF identify leadership potential?
Maj. Gen. Kelly: There are lots of ways to identify potential throughout someone’s career to recognize different traits and characteristics. I think there’s testing factors. I think there’s observation factors. Certainly, there’s evaluation factors at some point in time you are observed in different time phases, different jobs. You look at how did they do? How did they respond? We try to identify those people who have the skill sets to be leaders.
One of the important things we’re working on is, can we get better in identifying who’s going to be a good leader? Is it just the born characteristic or can you actually teach it and develop it and go forward? We (Air Force) say you can teach leadership, develop it and be better at it. So, we’re working on how to identify it more accurately early. It’s not just to screen people out, because I think people often think you’re trying to identify who’s not a good leader, so that you can screen them out. There’s part of that, but it’s even more important to identify where people have some shortcomings in their leadership capabilities so that we can help them and give them an opportunity to develop into the leaders we need, because we need a lot of leaders in our Air Force.
Airman Magazine: Revolutionary changes to how officers are developed and selected for promotion have been made, like the creation of developmental categories and transitioning from Below the Zone to merit-based timing for promotions. How will this help with officer development and getting the right people in key leadership positions?
Maj. Gen. Kelly: Sometimes the Air Force had the tendency in the past to rush some of our folks through key developmental opportunities and not fully immerse them and give them a chance to learn all the competencies and all the experiences they needed. At the same time, when we did that, we added the below the zone piece that gave us a chance to incentivize performance. What we’ve transformed that to now is with merit-based promotion, I can still incentivize performance, I can give people a chance to let their performance shine and let their performance advance them among their peers, but at the same time, I make sure I balance that with the developmental time that’s needed to truly get the skill sets that we’re going to require.
Airman Magazine: Can enlisted personnel expect similar changes to their promotion system in the near future?
Maj. Gen. Kelly: We made some adjustments and changes to our enlisted system, even prior to the work and transformation that we’re doing the officer system. I think you’ll see similar things. When we talk about, what do we value as an Air Force and how we’re going to evaluate you, for the officer corps, we talk about now four things. We talk about how do you execute your mission? Whatever mission you are assigned to do. How do you lead people? Whether that’s an informal way where you’re actually a supervisor or a squadron commander or even informal as part of a squadron or group. How do you manage the resources you’ve been put in charge of? Whether they be dollars and equipment or even Airmen’s time? You know Airmen’s time is a resource. And then how do you improve whatever unit you’ve been put in charge of? Those four factors are probably pretty familiar to a lot of people. Those are the same four factors we use to evaluate units, that’s the unit effectiveness inspection, the UEI that our inspector general uses to evaluate. So we said, look, let’s line those up. Let’s have those four factors be the same way we evaluate performance in our officers. I think we’re going to see the enlisted system transition towards those same four factors. Let’s evaluate our airmen as a whole on those four factors. How do I execute my mission? How do I lead people? How do I manage resources? And what did I do to improve whatever unit I’m assigned to? So, I think you’ll see commonalities. I think they’ll also be some differences. It won’t be exactly the same system because we look for different things from our officer enlisted corps. I don’t think we want them to be exactly the same to accomplish the things that we need, but there’s going to be a lot of overlap and I think there is already a lot of overlap and you’ll see some more.
Air Force Basic Military Training trainees work to complete an obstacle during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated environment.
Airman Magazine: Toxic has been this year’s buzzword. Do you think the Air Force has a toxic leader problem or is it something different that can be fixed?
Maj. Gen. Kelly: I agree with you toxic gets used a lot and I’m not always sure everybody has a framework of what toxic leadership means, because the term gets used in a lot of different ways. Sometimes it’s really appropriate and other times I’m left wondering if people understand what they refer to as toxic.
The Air Force is working on developing a definition of toxic leadership, so we can all understand.
I would say in a working definition right now on toxic leadership for us is a series of adverse behaviors that have an adverse impact on the unit or individuals. So, it’s not a one time series of negative behaviors, but it’s a continuous series of negative behaviors, that an individual would manifest that has a negative impact on a unit or on individuals, that’s toxic leadership for us.
I think that exists in our force from time to time, and it’s sometimes it’s a result of individuals who don’t have all the leadership tool sets that they need to handle the situations that they’ve been put in.
We are working to identify early what people’s shortcomings might be and give them an insight to that. It’s not to not allow them to become commanders, although that will be part of the discussion, but if we identify them in the right ways, can we give people the ways to develop and overcome those shortcomings?
There’s a fantastic course down at the Air University called the Leadership Development Course or LDC, the course sprung out of Gen. Goldfein’s work in revitalizing squadrons. They’re working to teach emotional intelligence and to teach understanding of interpersonal relationships and understanding how to lead in a positive way and inspiring way without having to revert to any of those adverse behaviors that might be characterized or seen as toxic.
I’m excited about that work. I wish that was available when I was going to go be a squadron commander. I learned a lot of things from watching other people. And luckily, I had some really good role models, but I would have loved to have some of that training and insight, so I could have known more about myself to help myself and to lead my organization in a better way.
Airman Magazine: Can you explain how changes in the talent management system might combat toxic leadership? Do you believe these changes will benefit all officers, regardless of when they peak in their careers?
Maj. Gen. Kelly: It starts with developing people the right way. The talent management system is going to identify short shortcomings in and where you’re missing a skill set, and hopefully give people a chance to correct course going forward. If I’m evaluating you on how you execute the mission, how you lead people and I’m grading that in the in the environment that we’re talking about it will help combat toxic leadership traits.
We’re driving the talent management system to reward the right behaviors in terms of leading people so that those people who are leading people in an inspirational way, in a positive way, are going to be the right people that we reward and move forward.
As a military organization we have some tough things to do. We’re going to ask people to go in harm’s way and put themselves in harm’s way from time to time. Positive leadership doesn’t mean it’s easy; it’s demanding. There are high standards and there needs to be high standards. We need to be a high standard, high performing organization, but we can do it in a positive way so that the leadership we get out is inspiring and caring leadership and that’s what we’re looking for.
Airman Magazine: What is your definition of emotional intelligence and what role does it play in the development of our leaders and what role has it had in your career?
Maj. Gen. Kelly: I think emotional intelligence is the ability first and foremost, to know yourself, your emotions and to control your emotions. So that you can use that understanding to have better interpersonal relationships and have a better understanding of others and your interaction with others.
When I first came into the Air Force, I don’t think I ever heard this terminology. I think it was there, we just didn’t know what it was. We used to talk about your ability to communicate effectively speaking, writing, leading, different things that we would focus on as leadership attributes. The idea of being able to understand yourself and understand others was always there. I just don’t know that we were as sophisticated and understood exactly what it meant. Labeling it as emotional intelligence and consciously understanding how to train it and how to get better at it and that’s where we’re going now, which is really exciting.
We have this great strength in our Air Force. We have people from all kinds of diverse backgrounds and ways of thinking. It’s difficult for you to lead diverse groups of people to be a high performing organization if you can’t understand and recognize where people are coming from or understanding yourself.
Air Force Basic Military Training trainees walk across a completed obstacle of bridge making during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated deployed environment.
Airman Magazine: Air University is developing an augmented reality exercise helping young officers shape their ability to interact effectively in social situations and to recognize and manage their emotions. How could programs like this have helped you in your career?
Maj. Gen. Kelly: I would have loved to have some of those programs and the idea of what they’re doing right now at the leadership development course at our air university is fantastic, because it’s a free training gym without any worries or any risk of failure.
You can train in a virtual training gym in what most of us learned from our actual experiences, whether it was purposeful or just un-purposeful trial and error. If I did something it didn’t work very well, if it didn’t feel so good, I learned and tried to do better. I modeled myself around the people I was lucky enough to observe and gain mentorship from. Now to have a place for us to try things, to fail and learn and learn about yourself in the process so that you have a much better opportunity to apply that in your interactions in a leadership role. Knowing what already works and doesn’t work for you, that’s a really powerful concept.
Airman Magazine: The Chief of Staff talks about the power of Failing Forward, not just with programs and ideas, but also with individuals. Can recall a specific time when you failed or took a calculated risk and failed which ultimately propelled you forward, either personally or in a specific mission?
Maj. Gen. Kelly: First, I failed a bunch of times. It wasn’t just once I failed, I failed quite often and I make mistakes a lot. I think all of us do. First and foremost, I think as an Airmen and leaders, we all have to recognize and understand that.
I can recall when I was a captain and I had a program I was in charge of, I was sort of a section chief of a program. And I had I had a three-star general stand in front of me, asking me questions. I was really excited about my program and I was really proud and convinced that everything I was saying was true. In the middle of me explaining, the general kept asking me questions and I felt like I could never get my answer out. So, I think I said, “Sir, if you’d let me finish, I’ll be able to tell you,” to which he turned and looked at me and said, “You don’t understand the questions I’m asking. You need to listen before you respond.” I felt like a big failure. It was a dressing down in front of everybody, but he was right. I was so sure that I knew what I was doing that I wasn’t listening. I was already thinking about my answer before he finished his questions.
It hurt for a couple of weeks, I had a little sore spot in my brain and my soul. But, you know, it made me understand that I needed to listen better and to know that I wasn’t going to be the only one with good ideas. It served me well as I went forward. I was lucky that particular general took it well and didn’t use it as a permanent failure experience for me.
Airman Magazine: What did that experience teach you or influence how guided other Airmen through failures?
Maj. Gen. Kelly: It made me double down on the idea that failure is not the end. You can recover from failure and that failure is probably a good thing periodically. If we never fail, we probably don’t push the envelope far enough forward to be better than what we can be.
That certainly influenced me to say, look, others around you are going to fail, how you respond to their failures and what you do with their failures is going to help shape them. So, I make sure they get the same opportunities I had to learn and grow. That’s really what became important for me out of that situation.
There’s been other times when I failed and that’s okay. I know we pushed the envelope and we got to where we needed to be and it didn’t quite work out, but we enjoyed the experience. It wasn’t very enjoyable for me when I had that first experience, but there have been other cases since then.
Airman Magazine: We have an intelligent force of high achievers who are afraid to fail and tend to try and solve problems on their own and believe failure can be a career killer. How do we move to a fail forward culture? Are the days of the one mistake Air Force behind us?
Maj. Gen. Kelly: I challenge that assertion. I don’t think we have a force of people who are afraid to fail or are risk averse. We are really blessed to have great talented Americans volunteer to come serve in our United States Air Force and in our Space Force. When we get them and they have that enthusiasm and they’re being innovative and they’re going forward and they’re failing, how we react to their failure will tell us whether they’re going to be risk averse or not.
If little mistakes are treated the same way as crimes or large mistakes, then I think you’re going to get a risk averse force. Periodically, we’ve probably had ourselves there. I don’t think we’re one mistake Air Force, I think we’re pretty mature in understanding that. But at the same token, I think we’re a force that says you have to learn from the mistakes you’ve made. Repeated failures or repeated mistakes for the same things isn’t something we can have. Because eventually, those repeated mistakes are going to translate to actual combat and an actual battlefield.
Airman Magazine: Is there anything else you’d like to add?
Maj. Gen. Kelly: It’s an exciting time for the Air Force. This idea that we have to make the force as a whole raise our acumen if you will, on what does it mean to be an Airman? What does it mean to be in the United States Air Force or United States Space Force? How do we build better leaders? How do we build a more lethal force for what is going to be required in the future? It’s an exciting time for us. I believe there’s lots of good thinking going on, there’s some great innovation and it’s a time to make a difference, so I’m excited to be part of it.
One of the great perks of this job is that sometimes things, which you had missed or had never heard of before, get tossed into your lap and you wind up with something special. Kind of like Christmas in July. So, when the SOFREP editors asked me if I would be interested in reviewing Marc Goldberg’s book, “Beyond the Green Line,” I accepted.
Goldberg’s story is a very interesting one. It takes him from his home in Britain to the ranks of the Israeli paratroopers during the Al Aqsa (Second) Intifada. Goldberg made his aliyah to Israel during a turbulent time.
Goldberg came to Israel from London. Despite speaking poor Hebrew, he joined an elite reconnaissance unit (Orev) of the Israeli paratroopers. The book recounts his relationships with his fellow military members and his tour of duty which mainly consisted of counter-insurgency operations in the West Bank.
The Al-Aqsa Intifada stretched from September 2000 to February 2005 and was marked by as many, if not more, civilian deaths as combatant deaths. It began when Palestinians unleashed waves of suicide bombers against Israel after the 2000 Camp David Summit failed to reach a final agreement on the Israeli-Palestinian peace process in July 2000.
What makes Goldberg’s case and his service unique is that he was a Briton, but being born in Jew in the U.K., he “felt like an outcast.” He hated life in the U.K., as a young man. He had dreams of grandeur, of making the Aliyah to the birthplace of his people and becoming an elite Israeli paratrooper and an officer in the Israeli Defense Forces (IDF).
He thought that Israel was the answer to all of the questions that troubled him. It would be the reason he existed and would erase the centuries of powerlessness that he felt his people and he had keenly suffered from.
Despite his language barrier, Goldberg passed the selection course for the IDF paratroopers, went through his training, and joined the ranks of the unit. His parents traveled from Britain to see him be awarded his maroon beret and silver paratrooper wings. He did so well in his training that his NCO gave him his own beret at his graduation and his commander gave him a watch.
His service in the IDF during the counter-insurgency campaign in Nablus is much like any operation in any military in the world. Hours upon hours of preparation and sheer boredom interspersed with brief periods of adrenaline rush. Intermingled in with the boredom were moments of head-scratching ridiculousness that mark many veterans’ career in Special Operations.
During one rock-throwing incident, where Palestinian youths climbed onto a roof of an apartment building and were throwing everything they could get their hands on, one older Palestinian man was intermittently yelling at the youths and the Israeli soldiers. He was upset that the youths broke into his apartment and were tossing all of his possessions, including the man’s washing machine, off the roof and onto the armored car the paratroopers were riding in.
One uncomfortable episode takes place in an apartment that the paratroopers are occupying to hunt for a wanted terrorist. Goldberg had to watch over a Palestinian family as well as leftist “volunteers” from the United States and the U.K.
But like many other veterans involved in a counter-insurgency campaign, Goldberg grew disillusioned with his job, the mission, and their reason for being there. He even grew disillusioned with the very terrorists they were hunting. One wanted terrorist, who was responsible for the deaths of an untold amount of Israelis and Palestinians, was trapped in a house with a boatload of ammunition. But rather than shoot it out and die a martyr’s death, as he preached to so many others, he surrendered sobbing and crying while pleading for his life.
He later fell into depression and had a classic case of PTSD, not able to interact with the civilians in Israel, while he was off-duty, anymore than he could back in England. This was despite not seeing the type of pitched combat that many of his contemporaries did.
In the end, Goldberg realized that Israel isn’t the land of milk and honey where everything is perfect and all of his questions would be answered. It is a land as troubled as anywhere else.
“Now I had seen the truth, Israel was just as beset with problems as anywhere else and the people who lived there were exactly the same as everyone else. The best were wonderful, the worst were awful, and the majority somewhere in between.”
The IDF had given him so much but also took a big piece out of him. Things got worse upon his return to England. Like many ex-servicemen, the mundane life awaiting him left him, he felt, with no challenge. He hit rock bottom and briefly contemplated suicide. But he entered therapy and ever so slowly made his way back.
In 2010, Goldberg returned to Israel, not “to a paradise, a place of milk and honey, or some kind of holy place the Messiah was imminently arriving to. I was going back to the land and country of my people. Dirty, dusty, imperfect but ours.”
He never experienced the war that he pictured in his boyhood; the war that would make him a Jewish war hero like he read and dreamed about. But he did his duty to his country and his people. He’s at peace with that. Now he’s married and living in the place he belonged all along.
Goldberg’s book is an easy, outstanding read. His style is such that while reading it, the reader has the feeling that the author is talking to you in a quiet bar and telling his story. This makes it a great page-turner and instantly hooks you; the pages will turn faster than you could imagine.
Make this book part of your counter-insurgency collection.
In the era of Operation Iraqi Freedom and Operation Enduring Freedom, training was frequent and necessary in order to maintain the level of combat readiness required to sustain and prevail in battle. While times have changed, our Operational Tempo (Optempo) has not.
The number of troops needed in combat zones has decreased significantly. The amount of funds needed to maintain those combat zones has decreased as well. Funds have been redirected to modernize equipment, further training and have helped our forces remain relevant and vigilant. But what is this current wartime Optempo and Personnel Tempo (Perstempo) doing to our troops and our families?
How much is it really costing us?
Since 2001, more than 6,000 U.S. service members and DOD civilians have lost their lives. Of that, over 5,000 were KIA. Even more staggering is the number of wounded in action (WIA) since then. At least 50,000 service members have been wounded in action (DOD 2019). Since the wars began in 2001, the United States has spent 0.4 billion dollars on medical care and disability benefits.
This is only the beginning of medical care for wounded troops.
According to Costs of War, the financial costs of medical care usually peaks 30 to 40 years after the initial conflict (Bilmes, et al. 2015). In a study, it shows that although veteran suicide rates have recently decreased in numbers, the rate of suicide of military members versus civilians is still substantially higher, and ever-increasing. Furthermore, the number of veterans who use VHA versus those who don’t also, have a higher rate of suicide (DVA 2018). The toll this is taking on military families is creating unsalvageable relationships, emotional distress for children, and, ultimately, lives that are forever lost.
At the start of the war in 2001, Perstempo policies have been disregarded by many. According to the GAO:
DOD has maintained the waiver of statutory Perstempo thresholds since 2001, and officials have cited the effect of the high pace of operations and training on service members; however, DOD has not taken action to focus attention on the management of Perstempo thresholds within the services and department-wide (GAO 2018).
Is there a lack of genuine concern for family stability and well-being? Understanding the expectation of family interaction would decrease during wartime, once the service member has completed their deployment, reintegration, and revitalization of the home and family must take place. Families have been neglected and left without the proper resources to cultivate a healthy family environment. The concern for service member readiness has been an on-going issue in recent years. Studies have been conducted, and programs implemented, but is that enough?
Marital issues have often been associated with Perstempo, such as length of partner separation, infidelity during separation, and other challenges encompassed in a military marriage. The stress on the family of a service member is immeasurable; oftentimes, even discounted in comparison to the stress the service member endures. Support or resources for military spouses seeking separation or divorce are nearly nonexistent. They have been conditioned to believe that the well being of their soldiers comes before their own.
Military spouses sacrifice their academic achievements and employment opportunities in support of their service member’s careers. As the budget cuts roll out for the fiscal year, more much-needed family programs are becoming extinct. Programs that provide support for spousal employment, childcare, and leisure activities are being defunded, which can destabilize already struggling families.
Child and domestic abuse are an ever-growing concern within a community that is known for its patriotism and heroism. The families suffer in silence. Surviving recurrent deployments, solo parenting, housing issues, and the lack of program funding, the plight of the military family continues to decrease soldier readiness and morale.
Their mental well-being
The rate of PTSD and mental health diagnoses is on the rise for both service members and their families. However, services providing support and medical care for these issues have declined. The effect of time away from children has taken a toll on military children.
Neglect, abuse, and mental health issues are being ignored due to a lack of care. Some military installations cannot provide adequate mental health care because of their remote locations, and the costs to contract providers are often more than the proposed budgets allow. Because of this, the family’s needs go unmet.
With orders coming down the wire, Command Teams are obligated to carry out relentless training exercises, and soldiers are feeling the burn. Everyone is exhausted, each soldier doing the job of three, and families are becoming isolated. They lack sleep and proper nutrition, putting them at greater risk of making mistakes during training that may cost them their lives, but the soldiers march on.
The way forward
Repairing family units are necessary for the success of soldier readiness. Programs and support for families should not be cut. Revisions of budget direction may be necessary in order to tailor programs in a way that both benefits the government and the well-being of the service member and their families.
Allow soldiers to receive mental health care without fear of retaliation or loss of career. Provide structured support programs for spouses that go beyond counseling. Long term care is necessary for service members and families upon redeployment. Taking a true interest in supporting our military members and families should be the priority for our Department of Defense. We are fighting wars but not fighting for our families. Cultivate strength by improving the quality of life for everyone.