Military members have their own inside humor that is often dark and quite hilarious. Then there are the cliche jokes that troops hear all the time. Often interchangeable (substitute an Air Force guy for an Army guy and it’s the same) and heard by your crusty old staff NCO, these jokes aren’t going away anytime soon.
These are the jokes we’ve all heard a million times.
1. A sailor tells a joke to Marines
A sailor in a bar leans over to the guy next to him and asks, “hey, do you want to hear a Marine joke?” The guy responds, “well, before you tell that, you should know that I’m 6′ tall, 200 pounds, and I’m a Marine. The guy sitting next to me is 6′ 2″, weighs 250, and he’s also a Marine.”
“Now, you still wanna tell that joke?”
The sailor says, “Nah, I don’t want to have to explain it three times.”
2. The military pilot is the center of the universe
How many pilots does it take to change a light bulb?
Just one. He holds the bulb, and the world revolves around him.
3. The five most dangerous things in the Army (or Marines)- The most terrifying joke ever
A private saying “I learned this in boot camp…”
A sergeant saying “Just trust me sir…”
A second lieutenant saying “Based on my experience…”
A captain saying “I was just thinking…”
… and a warrant officer saying “Ok now watch this shit.”
4. The Sergeant Major who always uses military time…jokes on her?
A crusty old Sergeant Major found himself at a wedding when one of the bride’s guests approached him for conversation.
“Excuse me, Sergeant Major, but you seem to be a very serious man. Is something bothering you?”
“Negative, ma’am,” he said. “Just serious by nature.”
The young lady looked at his awards and decorations and said it looked like he had seen a lot of action.
“Yes, ma’am, a lot of action.”
The young lady, tiring of trying to start up a conversation, said, “you know, you should lighten up a little. Relax and enjoy yourself.”
The Sergeant Major just stared at her in his serious manner. Finally the young lady said, “you know, I hope you don’t take this the wrong way, but when was the last time you had sex?”
“Well, there you are,” she responded. “No wonder you’re so serious. You really need to chill out and relax! I mean, no sex since 1955! Come with me.”
She took his hand and led him to a private room where she proceeded to relax him several times.
Afterwards, panting for breath, she leaned against his grizzled bare chest and said, “wow, you sure didn’t forget much since 1955.”
After glancing at his watch, the Sergeant Major said in his serious voice, “I hope not. It’s only 2130 now.”
5. The silent professionals
How do you know if there is a Navy SEAL at the bar? Don’t worry, he’ll tell you.
6. The urinal joke
A sailor and a Marine are both in the bathroom taking a piss. The sailor finishes up and washes his hands. The Marine gets done, and then immediately starts heading for the door. The sailor stops him and says, “in boot camp, they teach us to wash our hands after we take a leak.” The Marine replies, “in our boot camp, they teach us not to piss on our hands.”
Have any to add? Throw yours in the comments section!
US Air Force B-52H Stratofortress bomber aircrews participated in live-fire training operations with the US Army over the Pohakuloa Training Area, located on the big island of Hawaii Nov. 15 and 18, 2019.
During the two separate days, two B-52 bombers coordinated with members of the 25th Air Support Operations Squadron and US Army Pacific 2nd Brigade, 25th Infantry Division, 2nd Brigade Combat Team joint terminal attack controllers, also known as JTACs, to deliver a mixed payload of unguided, precision-guided and laser-guided weapons.
“This is a unique experience for the Army to integrate with Air Force bombers because controlling bombers is quite different than controlling helicopters or even fighter aircraft,” said US Air Force Capt. Mike Brogan, Pacific Air Forces bomber liaison officer.
To maintain readiness, crews often use simulation tools, so the opportunity for live-fire is a significant event for aircrews and those on the ground. “This is incredibly valuable to them because it demonstrates that what they are doing and saying is actually being seen and accomplished,” Brogan said.
A B-52 Stratofortress takes off from Andersen Air Force Base in Guam, Nov. 14, 2019.
(US Air Force photo by Airman 1st Class Zachary Heal)
This event allowed the JTACs to conduct daytime missions as well as night training, giving them the opportunity to utilize equipment they wouldn’t normally work with during the day.
“Being able to practice close air support with B-52 bombers dropping over 15,000 pounds of high explosives while running alongside our Army brethren in a company movement with attack aviation to the left and active artillery to the right, provided numerous lessons to myself and my [team] that will help us to neutralize the enemy and keep our aligned [forces] safe when we deploy,” said Capt. Austin Hairfield, 25th ASOS flight commander.
Staff Sgt. Ryan Dillman, 25th Air Support Operations Squadron Tactical Air Control Party, plots friendly positions before passing targeting and terminal guidance to an AH-64 Apache during an exercise in Hawaii, November 2019
(US Army photo)
Additionally, during the Fire Support Coordination Exercise on the ground, they were able to perform Pacific Air Forces’ first off-board laser spot track between the US Army’s RQ-7 Shadow Unmanned Aerial System and the B-52’s targeting pod.
“Without the effective and efficient laser lock … the JTAC would have had to spend crucial seconds to locate the reinforcements himself and talk the aircraft onto the target before providing terminal guidance,” Hairfield said.
An AH-64 Apache provides armed overwatch for Alpha Company during an exercise in Hawaii, November 2019.
(US Army photo)
The bombers, assigned to the 69th Expeditionary Bomb Squadron out of Minot Air Force Base, North Dakota, are currently deployed to Guam as part of US Indo-Pacific Command’s Continuous Bomber Presence operations.
The 19.5-hour flight from Guam to Hawaii and back required air refueling supported from KC-135 Stratotankers. Upon completion of the training mission the bombers returned to Guam completing a 7,000-nautical mile round-trip mission.
Dillman coordinates a Medical Evacuation for a notional casualty while Observer Controllers/Trainers stand by during an exercise on Pohakuloa Training Area, November 2019.
(US Army photo)
A UH-60 Black Hawk flares before landing with armed escort from an AH-64 Apache during a Fire Support Coordination Exercise at Pohakuloa Training Area, November 2019.
(US Army photo)
Missions like these provide significant opportunities to strengthen joint capabilities in the region, enhance combined readiness, increase air domain awareness and help ensure a free and open Indo-Pacific.
The US has been conducting continuous bomber presence operations in the theater as part of a routine, forward deployed, global strike capability to support regional security since March 2004.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
And just all on the same day, the Army gets rid of their ACU-UCP uniforms, and the Navy ditches their NWU Type I’s. Now it’s all about the more practical OCP’s and NWU Type III’s. Meaning, the Navy no longer rocks their blueberries, and the Army can no longer hide on Grandma’s couch.
Now that we’re no longer wearing those dumb designs, can we all agree that they were stupid to begin with? I mean, don’t get me wrong. The ACU’s were like wearing pajamas compared to the BDU’s but the color pallet was clunky, they had pockets on their knees for God knows why, and the pants always ripped right down the crotch at least once per working party.
Whatever. So long, ACU’s and Blueberries. You won’t be missed. Anyways, here are some memes.
The U.S. Air Force has officially authorized the use of two-piece flight suits while on duty.
Starting immediately, the two-piece flight suit — otherwise known as the two-piece flight duty uniform, or “2PFDU” — is authorized to be worn in both garrison and deployed locations, the service said in a news release April 22, 2019.
“The 2PFDU continues an effort to provide airmen with improved form, fit and function to perform their duties in any environment,” the release states. “Squadron commanders will now have the flexibility to make combat uniform decisions based on what is best for their airmen to meet mission requirements.”
Last week, Military.com spoke with Maj. Saily Rodriguez, the female fitment program manage officer for the human systems program office within the Air Force Life Cycle Management Center, about upgrading current fighter pilot and aircrew flight suits, which are typically a one-piece garment for men and women.
U.S. Air Force demo pilots walk off the flightline during the Heritage Flight Training and Certification Course at Davis-Monthan Air Force Base, Ariz., Feb. 28, 2019.
(U.S. Air Force photo by Jensen Stidham)
Advantages of a two-piece suit include greater ease in using the bathroom and improved overall comfort, Rodriguez said.
Along with meeting safety regulations, a two-piece flight suit, to be comprised of a standard top and bottom, would have to accommodate the needs of all aircrew members, she said.
The Air Force on April 23, 2019, said the traditional, one-piece flight duty uniform (FDU) will continue to be an option for aircrew.
A two-piece uniform has already been in use in the Air Force for those flying cargo airlift or helicopters.
The service in 2017 said that airmen flying these aircraft — anything aside from a fighter and without an ejection seat — had begun wearing the Army Aircrew Combat Uniform, known as the Airman Aircrew Combat Uniform in the Air Force, or the A2CU.
First Lt. Kayla Bowers, a 74th Expeditionary Fighter Squadron A-10 Thunderbolt II pilot, looks out of the cockpit of her aircraft.
(U.S. Air Force photo by Staff Sgt. Joe W. McFadden)
The uniform looks very much like the Air Force’s Operational Camouflage Pattern, or OCP. Commanders across the force had begun giving some airmen the option to wear the A2CU as a duty uniform during training or while deployed.
Giving airmen the option to wear the 2PFDU “aligns with the traditional FDU, elevating the significance of squadron focus and identity, which supports [Chief of Staff of the Air Force Gen David Goldfein’s] intent to revitalize squadrons,” Lt. Gen. Mark D. Kelly, deputy chief of staff for Air Force operations, said in the release.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
A pilot with Southwest Airlines flew a particularly meaningful flight on Aug. 8, 2019, when he returned his father’s remains home from Vietnam.
Southwest Capt. Bryan Knight was five years old in 1967 when he last saw his father, Col. Roy Knight. He and his family made a trip to Dallas Love Field Airport from their home in North Texas to see his father off as he left for the Vietnam War. The elder Knight, an A-1E fighter pilot with the US Air Force, was shot down a few months later.
There was a search-and-rescue attempt, according to the Defense POW/MIA Accounting Agency, but Knight could not be found, and the search was called off because of intense hostile fire at the time. He was declared missing and officially presumed dead in 1974.
Earlier this year, human remains were discovered near the crash site. In June 2019, those remains were confirmed to be Knight’s.
When the younger Knight learned that his father’s remains had been found, he began the process of repatriating them. They were flown to Honolulu, where they were transferred to a Southwest flight heading to Oakland, California.
From there, Knight successfully coordinated his schedule with the airline to make sure that he could be the one to fly his father home. He was assigned as the pilot in charge of flight WN 1220, from Oakland to Love Field in Dallas.
An honor guard from the Air Force met the plane at Love Field along with Southwest crew members, who took a moment to pay their respects. The plane was also met with a water-cannon salute by the airport’s fire department after it landed.
“Our Southwest Airlines family is honored to support his long-hoped homecoming and join in tribute to Col. Knight,” the airline said in a statement, “as well as every other military hero who has paid the ultimate sacrifice while serving in the armed forces.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Snipers face countless threats on the battlefield. Ambush. Exposure. Separation from friendly forces. But, one of the most dangerous is being hunted by another deadly sharpshooter.
“It becomes a game of cat and mouse,” US Army Staff Sgt. Christopher Rance, the sniper instructor team sergeant at the sniper school at Fort Benning, said in a recent interview with Business Insider. “You have to be very cautious.”
Sniper duels like those seen in “Enemy at the Gates” and that well-known scene from “Saving Private Ryan” are rare, but they do happen. During the Vietnam War, Marine Corps Gunnery Sgt. Carlos Hathcock battled several enemy snipers, reportedly putting a shot clean through the rifle scope and eye of a North Vietnamese Army sniper.
We asked a handful of top US Army snipers, marksman with years of experience and multiple combat deployments, how they hunt enemy sharpshooters. Here’s what they had to say.
Spc. Dane Pope-Keegan, a Scottsdale, Arizona native and sniper assigned to 2nd Battalion, 5th Cavalry Regiment, 1st Brigade Combat Team, 1st Cavalry Division, performs reconnaissance and collects information during air assault training on July 10, 2018.
(U.S. Army photo by Spc. Andrew McNeil / 22nd Mobile Public Affairs Detachment)
US snipers have been fighting insurgents in the Middle East for nearly two decades. These enemies, while dangerous, are often considered lower level threats because they lack the training that US forces have.
“Some of our lower threat level [enemies], just because they are carrying a long gun, they may not have the actual experience of a sniper,” Rance told BI. The far greater threats are from professionally trained shooters from advanced militaries like those of China, Russia, and possibly even Iran.
“As you get into the near-peer threats, adversaries that have the proper tools and training, it’s a greater challenge for us to go get them because often they are professional school-trained snipers,” he said. They know the tricks of the trade, and that makes them much more deadly.
When there is a suspected sniper holed up nearby, there are a few different options.
“The best answer might be to go around,” Army Capt. Greg Elgort, the company commander at Fort Benning, told BI. “But, if your mission requires you to go through, you have a lot of different offensive options that are available.” They don’t necessarily have to hunt the enemy down one-on-one.
Snipers regularly support larger military force elements, scouting out enemy positions and relaying critical information to other components of that larger force, which can strike with mortars, artillery or infantry assault to “root out and destroy” the enemy. The snipers can then assess damage caused by the strikes from a safe distance.
But, sometimes eliminating the threat falls squarely on the shoulders of the sniper.
A U.S. Army sniper and infantryman with the U.S. Army Sniper School poses during a video shoot at Fort Benning, Georgia, Dec. 13, 2018.
(U.S. Army Reserve photo by Capt. David Gasperson)
The hunt is a tedious and dangerous game, as Rance said. US troops must pinpoint the emplaced sniper and range them without exposing themselves to fire.
“It’s going to take patience,” First Sgt. Kevin Sipes, a veteran sniper with more than a decade of experience, explained to BI recently. “You are waiting to see who is going to make a mistake first. Basically, it is going to take a mistake for you to win that fight, or vice versa, you making a mistake and losing that fight.”
Snipers are masters at concealing themselves from the watchful eyes of the enemy, but disappearing is no easy task. There’s a million different things that go into hiding from the enemy, and a simple mistake could be fatal.
According to the story of Hathcock, the renowned Vietnam War sniper, it was reportedly the glare of the enemy’s scope that gave away his position. “As a sniper, you are looking for anomalies, anything that sticks out, going against the pattern,” Rance explained.
U.S. Army Spc. Artemio Veneracion, a native of North Hills, Calif., a sniper with Eagle Troop, 2nd Squadron, 2nd Cavalry Regiment, stationed out of Vilseck, Germany, looks through the scope of an M110 Semi-Automatic Sniper System (SASS), during a combined squad training exercise with the Finnish Soldiers of the Armoured Reconnaissance Platoon at the Tapa Training Area, Estonia, June 15, 2016.
(U.S. Army photo by Staff Sgt. Steven M. Colvin)
These fights could easily be long and drawn out.
“In a real scenario, you could be in a situation for two, three weeks, a month maybe, determining a pattern, waiting for a mistake to be made,” Sipes said. Eliminating a threat could involve taking the shot yourself or using your eyes to guide other assets as they force the enemy “into a position to effectively neutralize them.” Either way, it takes time.
And, the waiting is tough.
“Staying in a position for an extended period of time, obviously it’s difficult,” Sipes told BI. “Patience is key. It’s terrible when you’re in that situation because it’s incredibly boring and you’re not moving. I’ve come out of situations with sores on my stomach and elbows and knees from laying there for so long.”
“It’s a cool story later,” he added.
No matter how tough it gets, a sniper must maintain focus, keeping his concentration. A sniper really only gets one shot, maybe two best case scenario.
“If they were to miss,” Rance explained, “they only have a few seconds to do that second shot correction before that target, seeks cover and disappears.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Throughout the Pacific Theater, US military units must overcome jungle terrain riddled with cliffs, poisonous creatures, dense foliage yielding mere yards of visibility, and muddy slopes that threaten to launch anyone down 30-foot ravines of twisted roots and jagged rocks.
Welcome to the jungle.
US Army Green Berets from 1st Battalion, 1st Special Forces Group (Airborne), invited Team Kadena airmen to train with them at the US Marine Corps Jungle Warfare Training Center (JWTC) at Camp Gonsalves, Okinawa, Japan.
“The Special Forces detachment incorporated airmen from around Okinawa to attend a training exercise to bridge the gap in small unit tactics, communication techniques, and patient extraction procedures between our airmen and the Green Berets,” said US Air Force Staff Sgt. Michael Triana, an independent duty medical technician paramedic (IDMT-P) from the 67th Fighter Squadron.
“Each airman is trained in a different specialty providing various perspectives to achieve the tactical objectives presented by the detachment in the jungle.”
A US Army Green Beret and Air Force Staff Sgt. Mike Triana establish a security perimeter during a small unit tactics exercise, at the Jungle Warfare Training Center, Camp Gonsalves, Japan, Aug. 21, 2019.
(US Air Force photo by Staff Sgt. Peter Reft)
The Kadena airmen’s familiarity and experience with deployments to countries such the Philippines and Thailand enabled them to withstand the Green Berets’ jungle training program. The training enabled Triana and other airmen to expand their deployment skillsets in a severely restrictive jungle environment.
“As an IDMT-P the didactic aspect of the training improved our capabilities to deliver immediate medical care at the point of injury,” said Triana. “Learning patient extraction techniques provides the capability to safely gain access to an injured patient and remove them from an adverse situation such as a cliff or ravine.”
(US Air Force photo by Staff Sgt. Peter Reft)
This integration enabled the airmen to train in basic US Army Infantry squad and platoon tactics for the first time while simultaneously allowing the Special Forces detachment to hone its combat lethality and readiness posture for high intensity conflict against a near-peer adversary, according to a 1-1 SFG (A) command vision document.
“Small unit tactics and patient extraction training provided the skills necessary to perform the duties required in a tactical element or combat scenario,” said Triana. “This training opportunity has enhanced our readiness to respond to humanitarian relief efforts and deploy to a declared theater of armed conflict.”
Team Kadena airmen receive weapon familiarization training from a US Army Green Beret after a land-navigation course at the Jungle Warfare Training Center, Camp Gonsalves, Japan, Aug. 20, 2019.
(US Air Force photo by Staff Sgt. Peter Reft)
US Air Force Master Sgt. Thomas Donahue establishes a security perimeter during a small unit tactics exercise at the Jungle Warfare Training Center, Camp Gonsalves, Japan, Aug. 21, 2019.
(US Air Force photo by Staff Sgt. Peter Reft)
They are capable of conducting the full spectrum of special operations to identify and target threats to US national interests.
“We deploy to countries throughout the INDOPACOM area of responsibility to bilaterally train with partner nations. This partnership enhances capabilities to combat internal threats from violent extremist organizations or other hostile actors,” said a Special Forces detachment commander.
“This enables us to enhance not only our readiness and lethality to respond to a contingency or crises scenario, but also provides our foreign counterparts the skills they need to protect their sovereignty.”
(US Air Force photo by Staff Sgt. Peter Reft)
The Special Forces detachment is optimizing the joint training opportunities present on Okinawa, Japan. Working with adjacent military units from the Air Force, Marine Corps, and Army allows the detachment to enhance its advisory capacity and maintain readiness before deploying to a foreign country.
“Training with these airmen opens different channels in terms of capabilities, resources, and training value,” said a Special Forces medical sergeant.
“For our Air Force counterparts, it provides a valuable opportunity for them to learn tactical skills they may never have been taught. For us, seeing them motivated, aggressively engaging in these drills, and advancing in their understanding of small unit tactics is valuable feedback for an instructor and adviser on our skills.”
US Army, Marine Corps, and Air Force service members conduct intravenous hydration during a multi-day training event at the Jungle Warfare Training Center, Camp Gonsalves, Japan, Aug. 22, 2019.
(US Army/1st Battalion, 1st Special Forces Group)
The Marine Corps JWTC further enhances the Green Berets’ mission capabilities, offering a low cost, highly versatile training platform across more than 8,700 acres of heavily vegetated, mountainous terrain, according to the JWTC cadre.
“In preparation for high-intensity conflict against a near-peer adversary, our training methodology must adapt from our experiences conducting counter terrorism and counter insurgency in Iraq and Afghanistan,” said the Special Forces detachment company commander.
“The opportunity to enhance our relationship with the Marine cadre at the JWTC has enabled my teams to train in the jungle, reinforcing the skills we require for this near-peer high intensity conflict.”
US Air Force Staff Sgt. Nathan Shelton guards his fire team’s retreat during a break-contact combat exercise as part of a multi-day training event at the Jungle Warfare Training Center at Camp Gonsalves, Japan, Aug. 22, 2019.
(US Air Force photo by Staff Sgt. Peter Reft)
A US Army Green Beret coordinates fire-team movements during a break-contact combat exercise as part of a multi-day training event at the Jungle Warfare Training Center, Camp Gonsalves, Japan, Aug. 22, 2019.
(US Air Force photo by Staff Sgt. Peter Reft)
US Army Green Berets conduct a multi-day field training event with Team Kadena airmen at the Jungle Warfare Training Center, Camp Gonsalves, Japan, Aug. 21, 2019.
(US Air Force photo by Staff Sgt. Peter Reft)
“Every country we operate in, we enhance our partnerships and alliances with our foreign counterparts,” said the SF detachment commander.
“When it comes to security, we are the preferred partner choice that shares their values and principles. The US is ready to assist them in preserving their sovereignty, and will maintain the rules-based free and open Indo-Pacific that has assured an unparalleled prosperity in the last 30 years,” the commander said.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
As anyone who’s ever deployed to a war zone knows, there’s no better cork for your ass than a meal at Uncle Sam’s House of Field Rations. This was a fact long denied by the Combat Feeding Directorate of the U.S. Army Soldier Research and Development center in Natick, Massachusetts. But a recent study in the Journal of Nutritional Biochemistry set out to prove us troops right.
That probably wasn’t actually the reason for starting the study, but the end result is the same.
There are a lot of myths and urban legends surrounding MREs. They’re a fascinating feat of culinary engineering, after all. Anything that will still be good to eat three years after it’s made is something magical. So it’s no wonder these meals have so many myths and urban legends surrounding them.
First, there’s the one about how eating them for more than 20 days in a row could kill you. That’s a myth. Then there’s the one about turning them into a weapon using the tabasco sauce and the heater, which is also a myth. Finally, there’s the one about how they’re designed to make the eater constipated to keep them from having to go while on an operation and how the gum is a laxative to use when the op is over. Both are myths.
Except the the one about blocking up the works. That’s real, but not for any reason except they physically alter your bowels, according to the study.
The study, called “A diet of U.S. military food rations alters gut microbiota composition and does not increase intestinal permeability,” used 60 volunteers, both military and civilian who were tested via feces, blood, and urine samples. Half ate only MREs two to three times a day while the other half ate normal meals with a similar number of calories. They were both only allowed to drink water and black coffee. Three weeks later, the results were in.
The MRE eaters reported one fewer bowel movement per week than the regular food group. The reason is that the MRE doesn’t promote the growth of stomach bacteria that fresh foods have, especially lactic acid bacterias, while promoting bacterias that actively prevent the smooth moves human beings are accustomed to. But even though the participants ate the MREs for longer than the dreaded 20 day threshold (remember the myth that 21 days of MREs would kill you?) participants’ bowel habits went right back to normal as soon as their food went back to normal.
(U.S. Air Force photo by Lauren Parsons)
If you’re experiencing some gastrointestinal distress, before or after your MRE experience, the reason may be that you just need some fresh food in your diet. Americans don’t drink enough water, and they definitely don’t get enough fiber, by and large, according to Dr. J. Phillip Karl, the study’s author.
So have some water and some yogurt and get back in the fight – as soon as you get off the throne.
Feltman’s of Coney Island announced a historic commitment to give 100 percent of their online sales from now until the Army v. Navy game on December 12, 2020 to the Travis Manion Foundation.
Almost 150 years after Charles Feltman introduced the first Frankfurter hot dog to New York, two Brooklyn brothers reintroduced it to the world in 2015. Chief Executive Officer and Army Veteran Captain Joe Quinn and his brother Michael revived Feltman’s in honor of their brother Jimmy, who lost his life in the World Trade Center on September 11, 2001.
Since 2015, the Quinn brothers worked hard to make Feltman’s one of the fastest growing natural food companies in the United States. Feltman’s of Coney Island is now a veteran-owned and operated Gold Star family business, made up of almost all Army and West Point Academy graduates. Despite the heavy ‘Go Army’ company environment, the team is stepping forward to support the Navy in a big way.
“As a West Point graduate that runs a company that’s heavily on the Army side, we like to talk a lot of smack when it comes to the Army/Navy rivalry, but at the end of the day we’re all on the same Team,” Joe Quinn said. “I feel that’s captured by a West Point/Army company [Feltman’s] supporting a foundation and the memory of legendary Annapolis/Navy graduate 1stLt Travis Manion. Travis is what this game and this country is all about and we are proud to support the foundation that’s in his name…Beat Navy.”
“We all have a strong connection to the military; three of us having gone to West Point,” Quinn explained. He shared that the company remains dedicated to serving nonprofits and especially those that benefit veterans. “Travis was a Naval Academy grad and we know his sister Ryan. We’ve always wanted to partner with the Travis Manion Foundation.”
Not only is the CEO Army, so is the rest of the executive team. Executive Chairman Nick Loudon and Chief Marketing Officer Rob Boeckmann are both West Point graduates (classes of 2004, 2012, respectively), and Chief Operating Officer Greg Syvertson is a former Army intel NCO.
“The West Point connection in our company and brand is strong” Rob Boeckmann explained. When asked about his role, Boeckmann, who grew up in Germany, said “I never really ate hot dogs until I joined the Feltman’s Team. My first language is actually German, and being born and raised over there, I have to admit I never really liked hot dogs. But when I tried these all natural hot dogs, I knew it was a good fit because they are very good. They’re exactly what I want my friends and family to eat. Feltman’s hot dogs turned me, a non-hot dog eater, into a believer. And as a marketer, it’s great to represent and work for a brand with a story beginning with an immigrant. Charles Feltman immigrated from northern Germany, where my own family has its roots. Feltman’s in the early 20th Century was the biggest restaurant in the world, a global destination in New York City. And we are trying to bring that back. And it’s great to get to do this job with fellow academy grads and Army veterans.
Feltman’s will not only be giving 100 percent of their online sales to the Travis Manion Foundation, it will also be offering 10 percent off with the promo code of BeatArmy or BeatNavy. This was an especially fun experiment that the team created to see which fanbase loves America more.
One of the things that sets Feltman’s apart from other competitors is their commitment to all natural products that are 100 percent beef and made without nitrates. The hotdogs are uncured and Feltman’s is known for its spice and smokey blend. Add that in with their commitment to the military community and deep love of country, it’s a recipe for success – pun intended.
To learn more about Feltman’s or to place an order for hot dogs that will benefit the Travis Manion Foundation, click here. Don’t forget to use your BeatArmy or BeatNavy coupon code!
At a family reunion several years ago, my uncle asked, “What unspoken vows do you have in your marriage?”
He was referring to the vows that respect each other’s pet peeves, and we all laughed as people shared their promises of keeping the cap on the toothpaste or using separate knives for the peanut butter and jelly.
At the time, I’d been married for only a couple of years, and I added that I’d promised not to meddle in my husband’s tools. But over the years, my uncle’s question echoed in my mind. As deployments came and went, I discovered that my unspoken vow was more complex, and in fact, I had more than one.
Deployment adds a unique dynamic to military marriages. As Army spouse and 2015 Armed Forces Insurance Military Spouse of the Year Corie Weathers writes in her memoir, Sacred Spaces, “Deployment, by its very nature, creates highly significant yet separate experiences for military couples.”
Deployment ushers us into a strange space, asking us to exist without each other and to accept that we can’t share each other’s experiences or even fully understand them.
I’ve often thought of it as living parallel lives.
Others have thought of it this way, too. Air Force wife Alane Pearce writes of parallel lives in her piece “Committed,” which appears in Faith Deployed… Again, and Weathers addresses “gaps” that separate couples in Sacred Spaces. Surely, more wrestle with this notion in their hearts.
However we might term it, the awareness of separateness is a reality in deployment, presenting us with a veritable mountain to climb. Although we’ll encounter tough passes of doubt and aloneness, I believe we have the ability to make it through these obstacles with sure footing. In my own experience, the first step is simple but powerful: I give voice to my unspoken vows.
1. I promise I will let you go.
We all know that prior to deployment, our service members become laser-focused on pre-deployment trainings, preparations and briefings. Like kids on Christmas morning, they sit amidst their gear, organizing, packing, unpacking, and repacking.
Meanwhile, we file powers of attorney, wills and crisis notification forms. We make arrangements with friends to be the ones we can call in case of an emergency.
Suddenly, we realize that we are preparing to be alone. That awareness is grim. It can induce fear, crank our grip tighter and make us ask why. It’s a force manipulative enough to make us feel left behind.
But, the power is within us to pause, take stock and refocus our lens.
As I reflected, read and spoke to other spouses, it struck me that by focusing on the aloneness ahead of us, we can set ourselves up for a long, lonely climb. Some spouses recalled that simple expressions of compassion have eased the road toward deployment.
Air Force wife Katie Spain, who has been married for four years and faced two deployments, reflects on the difficulty service members must feel being so far removed from their families: “While the military may be their first responsibility, it is not the first priority in their hearts,” she says, “and I can’t imagine the internal conflict being easy to remedy.”
As she finds herself mirroring her husband’s pre-deployment motions, she realizes that she is also experiencing guilt in leaving her family.
Having been in her shoes, her husband empathizes with her position. Weathers describes this interesting role-reversal as an example of the value that spouses’ compassion can have in releasing service members to their mission.
“We play an awesome role to love them that way,” Weathers said in a recent interview. “We do have the ability to release the anxiety that they have not chosen deployment over their family.”
It seems to me that this compassion releases the military spouse, too, as it eases tension and draws us closer to our service members in a shared experience. It helps us understand that we are not alone in our feelings, it reaffirms our love with our service members and it allows us to approach deployment with clearer sight and firmer footing.
2. I promise I will be my best for you.
As military spouses, we know that once our service members leave, our role suddenly changes. We go from being part of a pair to being a “Class-B bachelorette” or a “pseudo-single parent.” Whether we dub it “flying solo” or “geo-baching,” no cute new title fills the emptiness left by our service members. The impact of their sudden absence can knock us off balance, making us struggle to find our grip without them.
All home front responsibilities immediately fall to us, and it seems that the same mystical force visits every household immediately following a service member’s departure, breaking every appliance and infecting every child with the stomach flu. Suddenly, we are swamped trying to work a two-person job, to nurture, discipline, organize, clean, counsel, and perform damage control. The sheer magnitude of this responsibility can be overwhelming.
(U.S. Army National Guard photo by 1st Lt. Leanna Litsch)
This is the time when the feeling of living parallel lives is perhaps the most acute. The sense of separateness is seemingly insurmountable. Personally, I find myself angry with it. Angry with the feeling of separateness. It’s a strange, unwanted feeling to have in a marriage.
But it doesn’t have to be so bleak. I believe we have the power to overcome the feeling of separateness, to find an intersection, even when that seems impossible.
Reflecting on her experience as a licensed counselor working with military couples, Weathers describes many military spouses as “resilient, positive and resourceful” when going through a deployment.
“They push through and make things happen, and grow in their independence,” she says. “And the service members can trust that. It makes for a trusting relationship. They can focus on their mission.”
Although deployment changes my role temporarily, I am still married to my husband. Whenever I am overwhelmed, I owe it to him to push forward, because the obstacle he is facing doesn’t let him stop to dwell on his aloneness.
A friend once told me that her priest described marriage not as 50-50, but as 100-100. Each spouse must give 100 percent. Never is there a time when this is truer than during deployment. By actively choosing to give 100 percent, I am enabling my husband to do the same.
3. I promise I will seek you out.
When our service members return, many of us might feel out of sync as we try to walk in the rhythm of each other’s footsteps again. While we might expect this after so much time apart, we don’t have to accept our separate rhythms as the new normal; it can be our chance to recommit.
In these times, Weathers says, “Pursue your spouse.”
Army spouse of 16 years and 2015 Fort Huachuca Spouse of the Year Cynthia Giesecke agrees, saying that when couples seek out an “intentional period of reconnection,” they are better able to move forward honestly and lovingly.
Just as showing compassion and pushing forward through struggles can draw us closer despite our separateness, purposeful engagement with each other during reintegration can soon align our footsteps.
Looking back, I don’t know why I never thought of deployment this way before. This mindset allows me to reach past the anxiety of separateness. It empowers me to pick up the parallel lines and lay them back down across each other. It enables me to stand at the intersection with my husband, give voice to my vows and know that we’re a team that no battle – ever – can separate.
This article originally appeared on Military Spouse. Follow @MilSpouseMag 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.
Instagram has fully dominated the zeitgeist. The “can I get your number?” of years’ past has mutated into the “what’s your IG handle?” of the new era. But you don’t have any need for that anymore. You’re married to a member of the United States armed forces. So here’s a handful of accounts to bring your carpal-tunnel thumb scrolling into the new age with a bit of inspiration for the loved ones of military members.
This account is one of the most popular MILSO (military significant other) accounts on Instagram. ArmyWife101 covers everything from veteran’s issues to perfect care packages to promoting fellow MILSO accounts.
[instagram https://www.instagram.com/airmantomom/?hl=en expand=1]Amanda (@airmantomom) • Instagram photos and videos
Amanda has a great account for any woman who has transitioned from military to service to motherhood. In addition to having a very current IG profile, she also runs a podcast under the same @—a perfect program to underscore a jog around the block.
[instagram https://www.instagram.com/themilitarywifeandmom/ expand=1]Lauren Tamm (@themilitarywifeandmom) • Instagram photos and videos
Lauren is a military wife and mother of two who documents her life closely for her followers. It gives fellow military spouses a gentle look into the life of someone who can empathize with the struggles and triumphs of someone who is facing life as a military mother. Her shots are artfully composed and sure to crack a smile.
[instagram https://www.instagram.com/reccewife/ expand=1]Kim (@reccewife) • Instagram photos and videos
Kim is a tough ass, salt of the earth, no-nonsense Canadian military spouse. Her sardonic wit gives her profile a bit of an edge and is perfect for anyone who wants a glimpse into the parallel life of a military spouse across our northern border.
[instagram https://www.instagram.com/soldierswifecrazylife/ expand=1]Julie (@soldierswifecrazylife) • Instagram photos and videos
If you want something a bit more personal— Julie has you covered. She’s a military spouse and mother of two who fills her account with personalized messages of support in a non-partisan, playful way. She’s a spoonful of honey on your IG feed.
[instagram https://www.instagram.com/humans_on_the_homefront/ expand=1]Humans on the Homefront (@humans_on_the_homefront) • Instagram photos and videos
This handle is, unfortunately, inactive since 2017 (although the hashtag is alive and well). However, it has 61 posts archived to sort through. Each detailed post tells the stories of the brave men and women who serve our country, as well as the incredible people who love them. Any military spouse, parent, relative, or friend could get a twinkle of inspiration from this account.
[instagram https://www.instagram.com/movingwiththemilitary/?utm_source=ig_embed expand=1]Moving With The Military (@movingwiththemilitary) • Instagram photos and videos
This account is like “Extreme Home Makeover: Military Spouse Edition.” Maria operates the account, which shows makeovers that they do for USOs, military spouses, and a whole other assortment of charitable military work. It’s a breath of positivity on your feed.
Lizann works this account as a super valuable resource to MILSOs everywhere. She creates workshops and masterclasses to give tips and advice to newly minted military spouses dealing with everything from deployment to surviving the holidays at your parents.
[instagram https://www.instagram.com/support_lgbt_military/ expand=1]Support LGBT Military (@support_lgbt_military) • Instagram photos and videos
This is a beautiful account filled with stories, profiles, and (best of all) memes that empower LGBT veterans and service members. The account is highly active and, with over 10K followers, has a massive community with which to interact.
[instagram https://www.instagram.com/thewaitingwarrior/?utm_source=ig_embed expand=1]Michelle Bowler (@thewaitingwarrior) • Instagram photos and videos
Michelle Bowler balances mothering four children with the difficulties of being an “Army wife” at Ft. Campbell. Her IG account’s message is clear—”you are not alone.” Her whole goal is to act as a supportive lens to all MILSO’s and loved ones of first responders. Michelle also has a podcast with 46+ episode of interviews with spouses of all experiences, talking about various parts of military and first responder spouse life.