This past year has been unusual to say the least. The pandemic upended people’s lives around the world, and the same was true for members of the US military. Still, US troops continued to serve, doing incredible things both at home and abroad.
The following 27 photos by military photographers are awesome and offer a glimpse into some of what the military has been up to in 2020, from firing artillery to battling blazing infernos.
Not many people could recognize Carly Schroeder June 27, 2019, at Fort Jackson’s Hilton Field. The blonde-haired, blue-eyed “Lizzy McGuire” and “General Hospital” actress who traded her red carpet heels for combat boots, blended into the crowd of roughly 450 other identically dressed soldiers as they walked across the field during their Basic Combat Training graduation ceremony.
“Army life is very different from Hollywood,” Schroeder said. “There are some similarities, but Army life is very uniform. Everyone is very disciplined and everyone is treated equally.”
No stranger to weapons training and the physicality of stunt work, Schroeder faced a new set of challenges during BCT. She faced marksmanship courses with the Army’s M4 rifle, daily physical fitness workouts, ruck marches, obstacle courses, learning to work with others as a team and a culminating event that tests the abilities and strengths of fellow soldiers to work together to successfully complete a set of missions — The Forge.
“The most difficult thing has to be between the ruck marches and food,” Schroeder said. “Before I came here I was vegan.”
Schroeder lived the vegan lifestyle for quite some time before enlisting, but adapted to a vegetarian diet to take in additional protein during training. While the military has always offered alternate meals to those with dietary needs, it can be challenging to find a wide variety of those foods within the BCT environment.
“It was quite an adjustment,” said Schroeder. “There was only one MRE I could eat, veggie crumbles.”
Spc. Carly Schroeder, center, the actress who traded her red carpet heels for combat boots, embraces her newly made friends during her Basic Combat Training graduation at Fort Jackson June 26, 2019.
(Photo by Ms. Alexandra Shea)
An MRE, or Meal, Ready-to-Eat, are daily rations that contain about a day’s worth of calories in a convenient to carry and store pouch. The MRE mentioned is Menu 11 — Vegetable Crumbles with Pasta in Taco Style Sauce. With a little help from some new friends, she “fare-d” well with field rations.
“My team mates really made sure they had my back and got the veggie crumbles for me every time,” Schroeder said.
Schroeder, like all trainees to pass through BCT, learned not only the basics of making a soldier physically but also social skills that allowed her to adapt and overcome in stressful situations and when finding herself in a foreign environment with new people. These skills empower soldiers to build personal and professional relationships quickly and units to build a cohesiveness that helps ensure successful future missions.
“Basic Combat Training was fun but hard too,” said Pvt. Mylene Sanchez, a fellow unit member. “The ruck marches were really hard, Schroeder really helped me a lot with them. She helped take some of the weight for me.”
Actions such as helping a buddy out with a few pounds during a ruck march exemplify one of the seven Army core values — selfless service. These values are instilled in each soldier from day one of training and they use them to build strong teams.
“Teamwork was the biggest obstacle for everyone to overcome,” said another unit member Spc. Joel Morris. “As long as you push forward and kept trying, it was a breeze.”
Schroeder easily cultivated relationships, even with those who knew of her silver screen time.
A camera crew from a nationally syndicated TV program interviews Spc. Carly Schroeder and some of her newly-made friends during their Basic Combat Training graduation June 27, 2019, at Fort Jackson.
(Photo by Ms. Alexandra Shea)
Schroeder explained how she didn’t talk about her time as an actress and how she wanted to blend in so people wouldn’t treat her differently. Eventually, word spread about her acting career, but her relationships with her team members was already cemented.
“She was an amazing leader,” said Pvt. Cindy Ganesh, another unit member who trained alongside Schroeder. “She took the time to go and help and teach. She was a friend, a real friend.”
Morris said, “she would kick everyone’s butt in combatives.”
As the 10-weeks of training came to an end with the graduation ceremony, the soldiers now face Advanced Individual Training. Some of the soldiers who met in training will continue on with fellow graduates depending on the location of their AIT training and their occupational specialty. Schroeder is a 09S — Commissioned Officer Candidate who will attend 12 weeks of tactical and leadership training at Fort Benning, Georgia before she is officially commissioned.
While the former actress is on her way to the next chapter of her military career, she is not likely to forget soon the friendships she built in BCT.
“They’re not my team members anymore, we became Family” Schroeder said. “We worked through 10 hard weeks together. It was brutal but it’s what we bonded over.”
The intent of a self-referral is to provide you with a means of intervening in the progression of alcohol abuse early enough for you to get help before a problem becomes more advanced and more difficult to resolve without the risk of disciplinary action.
Have you ever wondered what the self-referral process is like? This recently released video testimonial from the Keep What You’ve Earned Campaign (KWYE) shows the real-life story of one chief’s experience with seeking help. You can view the testimonial video, and more information is available on the NAAP website.
Do you still have questions about the self-referral process? The following list answers some frequently asked questions about self-referral.
1. What exactly constitutes a self-referral?
A self-referral is an event that is personally initiated by the member. A member may initiate the process by disclosing the nature and extent of their problem to one of the following personnel who is actively employed in their capacity as a qualified self-referral agent:
Drug and Alcohol Programs Advisor (DAPA)
Commanding Officer, Executive Officer, Officer- in-Charge, or Command Master Chief (CMDCM)/Chief of the Boat (COB)
Navy Drug and Alcohol Counselor (or intern)
Department of Defense medical personnel, including Licensed Independent Practitioner (LIP)
Fleet and Family Support Center Counselor
2. When should someone consider self-referring?
A member should consider self-referring if they desire counseling and treatment to address potential, suspected, or actual alcohol abuse or misuse.
3. Is there anything that could make a self-referral invalid, in which case the member would not be shielded from disciplinary action?
To be valid, the self-referral must be made only to one of the qualified self-referral agents listed above; it must be made with the intent of acquiring treatment, should treatment be recommended as a result of the screening process; and there can be no credible evidence of the member’s involvement in an alcohol-related incident (ARI).
4. What do we mean by “non-disciplinary”?
This means that a member may not be disciplined merely for self-referring and participating in the resulting process of screening and treatment, if recommended. It does not mean that a member is necessarily shielded from the possible administrative consequences of treatment failure or the administrative or disciplinary consequences of refusing to participate in treatment recommended by the post-referral screening process.
5. Does making a self-referral count as an alcohol-related incident (ARI)?
No. Self-referral provides the means of early intervention in the progression of alcohol abuse by which members can obtain help before a problem becomes more advanced and more difficult to resolve without risk of disciplinary action.
A Sailor wave goodbye to loved ones on the pier while manning the rails as the Nimitz-class aircraft carrier USS Carl Vinson.
(U.S. Navy photo by Mass Communication Specialist 2nd Class James R. Evans)
6. What happens after someone makes a self-referral?
Command will complete DAPA screening package and OPNAV 5350/7 Drug and Alcohol Abuse Report (DAR).
Self-referrals shall be directed to the appropriate Substance Abuse Rehabilitation Program (SARP) for screening. Following screening, a medical officer or LIP will provide the member’s command with a written screening summary and treatment recommendation.
If treatment is recommend, the command will coordinate with the appropriate SARP facility based on availability, locality, and type of treatment needed.
7. Will other people know if I self-refer?
Yes. The member’s chain of command, and others on a need-to-know basis, will be informed.
8. Will a self-referral mean that the Navy looks at other parts of my life/job performance?
Alcohol use issues are complex, and evaluation and treatment require a holistic view. Relevant information on the member’s work and personal life may be required as part of the screening and treatment processes.
9. Can I re-enlist if I’ve self-referred?
10. What are the levels of alcohol treatment?
Level 0.5 Early Intervention/Education Program
Level I Outpatient Treatment
Level II Intensive Outpatient/Partial Hospitalization (lOP)
Level III Inpatient Treatment
11. Will I lose my security clearance for self-referring?
No. Your security clearance may be jeopardized if your post-referral screening recommends treatment and you subsequently refuse that treatment.
12. Where can I get further information on the self-referral policy?
Refer to OPNAVINST 5350.4D for details and official policies. Questions may directed to the 21st Century Sailor Office, NAAP staff. Contact information is available at the NAAP website here.
In 2015, a new generation of lieutenants arrived at Army units. They arrived unannounced with no notice to their receiving commands. These officers are technology-based, possess an innate ability to find information, and are closely aware of the geopolitical environment. While this surge of new thoughts and ideas could be invigorating to the organization, it is more likely that these generational differences will create personality conflicts between senior leaders and these new officers. Some senior officers may not recognize their inherent strengths and only highlight their reliance on social networking and lack of concrete experience.
While academic research continues to explore the impact of differences between the societal generations, it is possible to understand how generational divides have influenced the Army’s officer corps. Due to the strict hierarchical structure of the Army and “time-in-grade” requirements for promotions, the officer corps naturally segregates along generational lines. These prerequisites produce officer cohorts that often share similar societal experiences and may develop similar personality traits.
Currently, there are four generations operating in the Army, individually banded to a specific set of ranks. Each of these generations has different and specific perspectives shaped by their generational experiences. For example, some current general officers tend to strongly value organizational loyalty, colonels and lieutenant colonels prefer to empower junior officers and NCOs, majors and captains are comfortable with change, and the new lieutenants have vast digital networks that help them gain context within the strategic environment.
Acknowledging that there are fundamental personality differences within the entire chain of command is important to create an atmosphere that enables trust and growth. In order to optimize effectiveness, officers must accept that generational differences exist in the Army, understand how those differences currently influence officer interactions and recognize how to leverage the strengths of each generation of officers.
Generational Differences in the Army
A generational label is a brand given to a societal cohort born between a set of birth years. Since these generations experience the same social influences, successes, tragedies, and technologies during the formative years of their lives, they often develop a shared societal personality and view of the world. How old someone is when he or she experiences a key national event can have a profound impact on their personality.
Current studies in neurodevelopment show that visual and emotional experiences during the teenage years are molding and shaping neural brain connections (Hensch, 2016). When the events of World War II, Kennedy’s assassination, and 9/11 happened, teenagers observed and processed them much different than their parents and grandparents. The summation of these events shapes and influences each of these cohorts into a shared identity and culture. It becomes so pervasive, that psychologists label these cohorts by both birth year and personality type, and thus the terms Boomers, Gen X, and Millennials become common societal lexicon.
Without analysis, one might assume that the Army avoids societal generational issues within the officer ranks. With the physical, mental, and societal requirements needed for admittance into the US Army, less than 30% of American youths are eligible for military service (Christeson, 2009). Given these limitations, less than 0.03% of the US population will wear a US Army uniform, and only about 15% of that small amount will become an officer (Office of the Deputy Assistant Secretary of Defense, 2015).
The military’s strict admission standards suggest that the officer corps does not represent a cross-section of society, and in turn, a cross-section of societal generations. In 2000, Dr. Leonard Wong conducted extensive interviews of the officer corps and noted that “distinctions between Boomers and Xers are not as glaring because self-selection into the Army serves to homogenize the population.”
However, Dr. Wong (2000) did find that generational differences still emerged. Due to the hierarchical structure of the Army, officer’s promotions are based on performance and time of service. These factors sectionalize the Army’s leaders by age and band them to a specific set of ranks. While a civilian organization may hire a Millennial to serve as a manager of Generation X subordinates, the Army will not directly hire someone to serve as a senior officer. Based on these formal personnel practices, the current Army typically has Baby Boomers as senior generals, Gen X-ers as lieutenants colonel to two-star generals, Millennials as captains to lieutenants colonel, and the iGeneration as cadets to lieutenants.
Impacts of Generations on the Officer Corps
After recognizing that generational differences permeate the force, it is important to understand how these differences influence officer behavior. The effects of generational personalities ripple through the officer corps as each level of command interacts differently with those above and below. Due to the hierarchical structure of the military and the low speed of change, programs enacted by senior leaders can prevail for decades. In fact, aspects of programs implemented by officers born in the 19th century still persist in the Army today. Therefore, in order to capitalize on the strengths of each generation, there should be a better understanding of how the officer corps evolved over the years. While there are currently four generations of officers serving in uniform, a review of the earlier officer generations helps fully understand the rolling ebb and flow of the officer corps.
Lost Generation to Silent Generation
The first major influence on the US Army officer corps was the Lost Generation. These officers were born from 1883 to 1899 and were lieutenants and captains in World War I, field grades in the inter-war period, and general officers during World War II and the Korean War. As children, these officers lived through a period of economic and political reform as the United States struggled with worker strikes and intense political corruption. As lieutenants, they experienced the brutal battlefields of World War I and returned disillusioned from the horrors of the war. Their disillusionment colored their experiences so strongly that Ernest Hemingway labeled the generation as “Lost” because the veterans seemed confused and aimless (Hynes, 1990). In the interwar period, these officers witnessed the 1920 National Defense Act cut the Army to a skeleton shell (U.S. Congress, 1940). With little to no troops in their commands, they focused on education and broadening opportunities. The best of these officers attended the prestigious Command and General Staff College and Army War College (Yarger, 1996). As general officers, these officers quickly mobilized a large US Army, developed new combined arms doctrine, and ultimately won a protracted war across two fronts (House, 2002). Ultimately, these officers witnessed the brutality of war on all its fronts and responded to the call to rid the world of great evil. These officers primed America to move into a new era of development and safety. Their new problem, it seemed, was constraining their overly ambitious G.I. Generation subordinates.
The G.I. Generation, also known as the Greatest Generation, was born from 1900 to 1924. These officers were lieutenants and captains in World War II, field grade officers in Korea, and generals during the Vietnam Conflict. As children, they received an increased emphasis on education and were members of the newly formed boy scouts, learning “patriotism, courage, self-reliance, and kindred values” (Townley, 2007). Their civic-mindedness bloomed during “The Great War” and they steeled their resolve through the Great Depression. As young officers during World War II, they saw the might of collective organization and teamwork; leading to their mantra of “bigger is better” (Howe and Strauss, 2007). Leaving the war victorious, these officers learned that with tenacity and teamwork, anything is possible. When these officers entered the battlefield of the Korean War, they were ready for the same audacious fight they won five years earlier. However, they commanded battalions that were undermanned and under-equipped for a protracted war on the austere Korean peninsula (Fehrenbach, 1963). These officers arrived home with no fanfare for their sacrifice, a stark contrast to their arrival home from World War II. While these officers sought to understand their Cold War role, their civilian peers flourished in America’s economic boom. By the arrival of Vietnam, the GI Generation occupied the senior positions within the Army, and they disliked the lack of civic support from younger generations (Howe and Strauss, 1992). They believed that their hard work and struggles paved a golden path and the public critique and disobedience from subordinates only disgraced their sacrifice.
The Silent Generation was born between 1925 and 1942. These officers were lieutenants and captains in the Korean War, field grade officers during Vietnam, and generals during the Cold War. As children, this generation saw their parents struggle through the Great Depression and then depart for World War II. In college and the workplace, they found that the returning G.I. Generation veterans received preferential treatment and immediately assumed leadership positions in organizations. As lieutenants during the Korean War, they performed admirably on the tactical battlefield. However, the war’s stalemate and lack of homecoming contributed to these officer’s feelings of being part of the “forgotten war” (McCraine and Hyer, 2000). Due to the shadow of their G.I. Generation leaders and the rejection from the Korean War, these officers valued inclusion, acceptance, and conformity (Howe and Strauss, 2007). This was most poignant when Silent Generation officers became field grades during the Vietnam Conflict. As mid-level leaders, they were inclined to mediate between some overbearing G.I. Generation generals and some radical Baby Boomer company grade officers. Ever the peace-maker, the Silent Generation officer worked to appease both sides and succeeded in appeasing neither (Howe and Strauss, 2007). Having to define their own boundaries and identity in a G.I. Generation world, the Silent Generation officer became masters of a process-driven society. Showcased with the Total Quality Management program, these officers strove to maximize efficiency from the grandiose system they received from their G.I. Generation leaders (Department of Defense 1988). As general officers, they struggled to understand why Boomer field grade officers did not appreciate or understand their process-driven approach to problem-solving and leader development.
Baby Boomer: Current 3 and 4 Star Generals (tail end of the generation)
The Baby Boomer officers, or Boomers, were born from 1943 to 1960. These officers were company grade officers during the Vietnam Conflict, field grade officers during the Cold War and Desert Storm, and generals during Operation Enduring Freedom and Operation Iraqi Freedom. As children, Boomers received the windfall of economic growth in America (U.S. Department of State, 2011). While the radio and television brought the horrors of the Korean Conflict to their living room, their parents shielded them from the reality of this war (Spock,
1946). As Boomers became teenagers, the nation emerged into an age of optimism. They watched as their parents placed men on the moon and witnessed women and African Americans fight for equality. Early-stage Boomer lieutenants left to fight a war in Vietnam and came back disgruntled and unappreciated (Karestan, Stellman J., Stellman S., Sommer, 2003). They returned to a nation that cursed their service and devalued their participation in an unpopular war. As field grades in the post-Vietnam era, they witnessed their Army bottom out on readiness and give way to the arrival of zero defects, careerism, and new heights of micromanagement into the military (Jones, 2012). However, with the election of President Reagan, this same army rapidly grew and modernized. Vowing to learn from the failures of Vietnam, early Boomer colonels and brigadier generals helped write Air Land Battle Doctrine and tested its tenants at the newly formed National Training Center (Meyer, Ancell, Mahaffey, 1995). Their hard work paid off during Operation Desert Storm when Boomer officers led the battalions and brigades that routed the 4th largest army in the World (Hoffman, 1989). At the start of Operation Enduring Freedom, senior Boomer officers had the ability to see the fight unfold and talk to the tactical officer on the ground. Often their tendency to micromanage proved too great, and junior Generation X officers rebuked their tinkering at the tactical level.
Generation X: LTC-2 Star General
Generation X officers were born between 1961 and 1980. While some of these officers served in Operation Desert Storm and Grenada, most were company grade officers during Bosnia and the initial phases of OIF and OEF. As children, Generation X felt the impact of a divided Boomer household. Due to an increase in divorce rates and dual working parents, they were generally independent and self-supporting early in life (Zemke, Raines, Filipczak, 2000), also known as latchkey kids. As teenagers, they experienced social failure on multiple fronts between Presidential resignation, economic crisis, and the Challenger Explosion. When Generation X officers entered the Army, a majority of them did not share the same work ethic as their Boomer field grade officers. These junior officers often failed to adapt to the 24/7 work attitude of their leaders, as many felt the Army was simply a way to make a living and not a lifestyle (Wong, 2000). In the mid-1990s, their perspective was reinforced when a downsizing Army laid off many Boomer and Generation X officers. As the Army entered direct combat engagements in Bosnia, Afghanistan, and Iraq, their experience and commitment to the organization grew. Their independent personality thrived as they controlled large sections of the battlefield and even served as interim mayors of towns (Crane Terrill, 2003; Cerami Boggs, 2007). However, as Generation X officers occupy the senior ranks, they struggle with how to connect to the Millennial junior field grade and senior company grade officers that work for them.
Millennial: CPT- new LTC
Millennial officers were born between 1981 and 1993. These officers were lieutenants and captains in Iraq and Afghanistan and sustained a bulk of their leadership development during these conflicts. As children, Millennials experienced a resurgent focus on family values and a rebuking of the divorce culture their parents endured (Amato Keith, 1991). A key moment of their cultural development was the 2001 attacks on the World Trade Center Towers, as many were teenagers during this attack (Ames, 2013). They watched the terror live on television and then witnessed America and the World band together to take action. While in high school and college, Millennials experienced the rapid growth of the internet, instant reporting, and the birth of social media. When they entered the military, these officers found an Army that was fighting two protracted wars in Iraq and Afghanistan. As currently serving company commanders and junior field grades, Millennials have a direct impact on the newest generation of officers.
A typical iGeneration officer was born after 1993 and started to arrive at U.S. Army units in 2015. When these officers were born, home-based internet became mainstream and connected people through email, chat rooms, and websites (Coffman Odlyzko, 2001). This invention influenced the way they learned, processed information, and even interacted (Anderson Rainie, 2010). As an adolescent, they watched the 9/11 attacks unfold live on television and struggled to understand the fear and uncertainty that gripped the nation in the aftermath (Ames, 2013). As teenagers, Facebook, Twitter, and other social media sites were mainstay hangouts among their friends. Due to witnessing a terror attack, financial ruin, and world power plays, they are naturally guarded and more pessimistic about America and the future (Doherty, 2105). With the invention of smartphones, information was instantly available and they had the ability to answer any question, interact online with any number of their social circles, and enjoy constant streaming access to world news and current events. With this capability also emerged an environment where companies were marketing to them around the clock. One side effect to this is their inherent distrust of the ‘corporate narrative’ and they prefer to follow the advice and recommendations of the ‘average person’. This is evident in the explosion of YouTube stars that do videos of unboxing, product reviews, movie recaps, and even video game players. Technology is second hand to these officers and through social networking or data mining, they possess an innate ability to find or crowdsource information. Even with unprecedented access to information, these instant updates on world events may also lead to a false t awareness of the strategic environment.
Leverage the iGeneration
Understanding the context and dynamics of the officer corps creates an atmosphere of growth and development. With context, officers understand why Boomer generals value organizational loyalty, Generation X senior field grades and generals prefer to “power down,” Millennial officers are comfortable with change, and iGeneration lieutenants that possess a natural ability to build large social networks to gather information and learn. Ultimately, self-awareness is a leader’s ability to understand their own personality, the personality of others, and most importantly, how their personality affects those around them. Based on the cohort study analysis above, officers should have an insight of themselves, their leaders, and their subordinates. This collective self-awareness is a vital recognition of strengths and weaknesses. The average age for an Army officer is currently 35 years old. This age is the border period between a Generation X officer and a Millennial officer. In the next five years, approximately 15% of all officers will be an iGeneration officer and nearly 65% of the officer corps will be of the two youngest generational groups (Office of the Deputy Assistant Secretary of Defense and Military community and Family Policy, 2015). Given these demographics, the force is primed for institutional changes that maximize the iGeneration lieutenant’s strengths while leveraging the experience and knowledge of the Boomer and Gen X senior leaders. The context in which an iGeneration lieutenant developed influences how they learn. Between social media, Youtube, and video games, these officers are comfortable with reading, watching, and even interacting with history, science, and current events in an online environment. This information access developed a cohort of officers that have little concrete experience in the world, but an ability to virtually mine anything they need to know. What they lack, however, is the critical analysis needed to filter and understand this information. Leaders should recognize these dynamics and present their experiences in a way that appeals to this new generation. New lieutenants will best learn by observing, researching, and collaborating. This style is less receptive to directive orders and more motivated through senior mentorship. This does not mean that these officers are not effective followers. Instead, they prefer to take the problem at hand, brainstorm ideas, and view it from multiple perspectives to gain consensus on the best solution.
Leaders at the tactical to strategic level should consider these traits while developing organizational programs. Tactical commanders can use the iGeneration’s unique learning style to develop critical analysis by encouraging these officers to critically think and write. Likewise, senior Army leaders could consider expanding the acceptance of more junior officers into information operations and operational support career fields. Operating in these functional areas will leverage these officer’s strengths and can promote and grow the Army capabilities as a whole. Overall, the inclusion of these new officers in multiple arenas of the US Army will promote growth and development for the ability to fight on a twenty-first-century battlefield.
There are currently four different generations of officers within the Army and these generations arrange themselves across the Army’s hierarchical rank structure because of “time-in-grade” requirements for promotions. Leaders should understand that these generational differences impact those around them. Over the last seven generations of officers, these differences often perpetuated a cycle of misunderstanding. Recognizing how these misunderstandings can occur, officers should be aware of personality traits and how leaders and subordinates will interpret these traits. Leaders should also recognize that a new generation of lieutenants is arriving in the Army. These officers are technology-based and have a vast social network that can span various nations and cultures, granting them a unique perspective into the strategic environment. They possess an unparalleled ability to virtually mine the internet but lack the critical analysis to understand it. With proper self-awareness within the officer corps, leaders can effectively develop programs for this emerging generation of lieutenants. Senior officers should develop more programs that develop the critical thinking and analytical abilities of these officers while leveraging their strength and understanding of technology and social networking. By better understanding the Army’s generational divides, officers can ensure that the Army remains on the leading edge of technology, leadership, and war-fighting capability.
The Blue Star Families Military Family Lifestyle Survey is actively seeking more representation for persons of color. The survey is a vital tool utilized by government officials to determine the needs of the military community.
With the survey ending on October 16, 2020, Blue Star Families seeks more participation from Black, Hispanic and Asian members of the military community, who are often underrepresented in measures of family stability and wellbeing. More diverse data collection in this survey will allow for a more accurate representation of the realities facing military members, their families and our veterans.
In an article on their website, Dr. Jessica Strong explained the significance of the survey. ” Blue Star Families started with a survey because if they want to explain what military families are experiencing, the best thing to do is ask them,” she said. Strong is a U.S. Army spouse who works as the organization’s co-director of applied research.
The survey itself covers a broad range of subjects as it relates to military life. Hot topics include child care, spouse employment, the pandemic and education, among others. The survey lends a comprehensive picture of the reality of the military community so that decisions can be made on how to address issues that come up.
One of the other parts of the survey is aimed at understanding diversity in the military community. But without significant participation from persons of color within the military community, their unique needs may be overlooked and underrepresented.
The survey itself is completely voluntary and takes anywhere from 20-35 minutes, depending on how long you spend on each question. Conducted only once a year, survey results determine a whole host of programs and governmental responses to issues that need to be addressed.
Each year, more than one million people are impacted by Blue Star Families’ programs. Over million in value has been accessed in benefits by military families. With a four star charity rating, they’ve maintained their commitment to the military community. But one of the most important things that they do for the community lies in the Military Family Lifestyle Survey. It is imperative that everyone take the time to make their voice heard because it matters.
Their website hones in on the need to bridge the gap saying, “The goal of Blue Star Families’ research and policy work is to increase the awareness and understanding of military family life trends and the ramifications for both our Armed Forces and our American society.”
Since 2009, the organization has been dedicated to serving the military community through active engagement with the civilian and governmental sectors to ensure quality of life.
Through partnerships with the government, communities, nonprofits and the military community, Blue Star Families is already making a difference. But they need your help. Take the time to fill out the survey and make sure your voice and needs are heard, so that BSF can continue to serve you and your family.
To complete the 2020 Military Families Lifestyle Survey, click here.
Perry Yee knew there was a way he could help his fellow veterans but wasn’t sure how. There are plenty of charities and programs out there that claim to help veterans with issues like PTSD, anxiety, loneliness and isolation, and the sometimes difficult transition into the civilian world. The call to do something was there, but he wasn’t sure what the path was.
So Yee and his wife, Jamie, did what a lot of people who want to help do….they prayed.
Soon after, the idea for Active Valor was born.
Active Valor is a non-profit that pairs veterans with Gold Star children. Based out of San Diego county, veterans apply to be a mentor for a child that belongs to a Gold Star family. The intent isn’t to take the place of the father who has passed away, but to be a mentor, guide, confidant and teacher while honoring the parent that passed away. Active Valor does this in several ways. First, they host events throughout the year that keep veterans engaged. This is not a once a year event. This is not a one time meet up. Once paired with a kid, the veteran commits to participating in events throughout the year, and most go further developing a relationship with the child and family. They will end up having weekly conversations, taking the child to sporting events, and being involved with the kid’s life. But more than a “Big Brother” program, Active Valor serves the veteran too and helps them with their struggles.
Yee himself knew all about that struggle. He enlisted in the Navy in 2005 on a BUDs contract. Twice he went through Hell Week and had to be rolled back. Once for nerve damage to his arm, and once for pneumonia. But like most warriors, Yee didn’t give up, and in true “third times the charm fashion” graduated in Class 262. He was eventually assigned to SEAL Team 7 out of Coronado, Calif.
Yee did a combat tour and earned himself a Navy Commendation with “V” and Army Commendation with “V.” He left the service in 2011 and embarked on the next chapter of his life. After flirting with college, Yee ended up with the Competitor Group, which runs the Rock ‘n’ Roll Marathons nationwide. After a year, he ended up as a Range Safety Officer in Poway, Calif., before getting a job at the Warfighter Academy in Escondido, Calif.. It was here that Yee taught classes in CQB and other warfighting techniques. It was also here where he started connecting with veterans and learned that his rough journey into the civilian side wasn’t just his own experience. Yee learned that many other veterans struggle to connect with coworkers, classmates, family and spouses, and few had outlets which they could express themselves and connect with others.
The events the Active Valor puts on helps veterans do just that. They are specifically tailor-made to allow the veteran to use skills and experiences he/she learned in the military and put them to use in a setting that allows the kids to have fun.
By hosting amazingly fun and badass events.
One of the events Yee organized was a treasure hunt for the kids. However, this particular treasure hunt required veterans to use their land nav skills so that kids could find the treasure. Veterans taught their kids how to read maps, use a compass, use a pace count and other tricks so that they could find the treasure that was buried. For those of us that served, it is a bit more fun to do land nav when it helps a kid win a prize as opposed to the torture of doing it as part of training.
Other events include a capture the flag event, field day events, jewel heist adventures where the kid has to recover stolen property, and the most popular of all….’The Zombie Hunt.’ This was a one-off event, where Gold Star kids and their veteran mentors navigated a course full of zombies. Armed with Nerf guns and lots of close combat experience, the pairs went around killing zombies and making memories. The event is so popular it went from a one-off to an annual event (although next year might feature aliens instead of zombies).
Seriously how fun is this:
For the Gold Star families, the events and mentorship provide fun events for the kids while giving them a chance to develop a rapport with someone that walked in their dad’s shoes. A big piece of why the events are successful for both the kids and the veteran is simple. The vet gets to teach the kids about the skills they learned in the military – the same skills their dad knew. That lays the cornerstone to a bridge between their fathers’ life and their life now.
For many Gold Star families, when they lose their loved one, they lose the one connection they had with military life. Active Valor helps reestablish that connection too. Perry has had a lot of positive feedback from mothers saying their kid was in a shell or detached after losing their dad. Having an Active Valor mentor and participating in the activities, give the child an outlet and someone they can talk to. Yee and his wife want to make it clear; Active Valor is not about bringing up the trauma the child had in losing a parent. It is about giving them a day of fun to celebrate the parent and, well, be a kid.
Active Valor is a two-person show. Perry is the CEO and does most of the leg work when it comes to organizing the events. His wife Jamie uses her media and design background from her job to do all the marketing, social media, and photo and video work that is needed to spread the word. They are local to San Diego right now, but bring in kids from Northern California, Arizona and Texas. Perry and Jamie are working on expanding the program and engaging more veterans and Gold Star families as they have seen the positive benefits of their program and know they can do more. Right now, they have 45 kids paired with 45 veterans. The process of signing up revolves around the families. Once they sign up, they are then paired with a veteran based on several factors, including interests and hobbies. The key is to make sure the kid feels trusted, and the veteran is going to be a long-term positive influence on the child in the years to come.
The biggest obstacle they face is funding and getting the word out to Gold Star families that this program exists for their kids. If you would like to learn more and if you want to get involved, visit here!
Maximilian Uriarte is the renowned creator of the popular Terminal Lance comics and New York Times Best Seller The White Donkey. Uriarte’s new graphic novel, Battle Born: Lapis Lazuli, lends a raw and compelling, modern voice to the combat veteran experience. But before he did all of that, he was a Marine.
Artistry and the Marine Corps aren’t words that you typically see put in the same sentence, but Uriarte himself defies any Marine stereotype. “I’ve been an artist my whole life. I was always the kid in school drawing in the back,” he said with a smile. “I joined the Marine Corps infantry to become a better artist. I viewed it as a soul enriching experience.” He’s well aware that most people don’t use those words as a reason to join what is thought of as the toughest branch of service.
When Uriarte joined the Corps in 2006, he was adamant about becoming an infantryman – even though his high ASVAB scores allowed him to pick almost any MOS. But he shared that he wanted to do something that would shape him as a person, making him better. So, with his recruiter shaking his head in bafflement in the background, Uriarte signed on at 19 years old to become a 0351 Assaultman.
It was a decision that took his family by complete surprise, especially with the Iraq war in full swing. Raised in Oregon, Uriarte hadn’t been around the military but always knew he wanted to do something to challenge himself — something he was confident the Marine Corps would do. The year after he joined, Uriarte was deployed to the Al Zaidan region of Iraq with the 3rd Battalion, 3rd Marines from 2007 to 2008.
Uriarte deployed to Iraq once again in 2009 and this time, had the chance to be a part of Combat Camera. It was here that he really started examining his experiences as a Marine and he began developing the now infamous Terminal Lance comic strip. He launched it in 2010, five months before his enlistment with the Corps was up.
“When I put it out [Terminal Lance] I really thought I was going to get into trouble,” Uriarte said with a laugh. What sparked its creation was being surrounded by positive Marine stories, told in what he describes as an ever-present “oorah” tone. “To me, it seemed not authentic to the experience I had as a Marine Corps infantryman going to Iraq twice. Everyone hated being in Iraq, no one wanted to go there.”
The Marines loved Terminal Lance. It wasn’t long before it became a cultural phenomenon throughout the military as a whole and Uriarte became known as a hero among young Marines.
Uriarte shared that he had always wanted to do a web comic and the Marine Corps was definitely an interesting subject matter for him to dissect. “In a way, it was cathartic. The experience isn’t something most humans go through. Doing it helped me move on in a healthy way,” he said. While authoring the comic strip, he earned his Bachelor of Fine Arts degree with a major in Animation through the California College of the Fine Arts.
In 2013, Uriarte self-published The White Donkey after a successful kickstarter, which raised 0,000 for the book. A few months after its release, it was so successful it was picked up by traditional publishing and went on to become a New York Times Best Seller. The gripping graphic novel pulls back the curtain to expose the raw cost of war, especially for Marines serving in combat.
Uriarte knew he wanted to keep going and this time, wanted to take his storytelling a bit further. It was his hope that he could create something focused on the importance of human connection. Through all of this, he created Battle Born.
“It’s a story of a platoon of Marines going to Afghanistan, to fight the Taliban over the gemstone economy…. But it’s really about Sergeant King and his emotional journey,” Uriarte explained. He shared that he really wanted the character to reflect a modern day Conan The Barbarian, who he feels would definitely be a Marine.
“It’s really a meditation on the history of Afghanistan in the shadow of western imperialism, colonialism and looking at the tragic history of Afghanistan,” Uriarte said. “What does it mean to be civilized, is really the central theme of the book.”
Uriarte’s main passion is creating good stories that he himself wanted to see. He had never seen anything like Battle Born before – a Marine infantryman story that was very human grounded. “I truly believe that representation matters. It’s a lens I don’t think we’ve seen a war movie through before – the eyes of a black main character,” he explained.
Hollywood agrees: The book is currently in film development to become a live action film.
The biggest piece of advice he hopes to impart on service members getting out of the military is to use their GI Bill and go to school when their enlistment is up. “Just go and figure yourself out. It is a very safe place to decompress,” he explained. “The Marine Corps is very good at making Marines, but it’s bad at unmaking them. It’s a hard thing come back to the world and not be a Marine or in the military anymore.”
The 2018 annual suicide report found that soldiers and Marines took their own lives at a significantly higher rate than the other branches.
Uriarte struggled himself when he got out, but he found that school and writing was therapeutic for him. “When you get out, the thing Marines struggle with the most is, ‘Who am I?’ We always say, ‘Once a Marine always a Marine,’ but I think that is unhealthy,” he said. “People wonder why we have such high veteran suicides and it’s because we turn them into something they aren’t going to be for the rest of their lives.”
When asked what he wants readers to take from his work, Uriarte was quick to answer. “These are really stories of human experiences; passion, love and loss. It’s just showing that people are human and that Marines, especially, are human,” he explained. Uriarte also feels that his latest full-color graphic novel will appeal not just to those who enjoy comics, but to a wide spectrum of readers through a beautiful visual journey.
Uriarte uniquely tackles the difficulty of being a Marine and serving in the military with raw honesty and creativity through all of his work. His newest book, Battle Born: Lapis Lazuli is a deeply compelling compilation of the human experiences that affect us all.
You can purchase Battle Born Lapis: Lazuli and his other work at your local Walmart, Target or online through Amazon by clicking here.
A decade ago, Russia’s Defense Ministry closed down a military base in Pskov Oblast, leaving hundreds of people unemployed. Without income or investment in infrastructure, the town began to collapse around its residents. (Current Time)
There are roughly 8,500 U.S. personnel stationed at the Navy’s base in Bahrain. In 1999, one of those, Lance Cpl. Jason Johnson, faced a court-martial and legal battle to wed his beloved girlfriend, a Bahraini local named Meriam. The Marine met Meriam at a local mall and, over the objections of her family, the two continued their love affair.
The biggest problem is that Meriam’s full name is Meriam bint Abdullah al-Khalifa, and she was a member of the royal family’s house of Khalifa. So, when Lance Cpl.Johnson smuggled her out of Bahrain and into the United States, it was kind of a big deal.
It wasn’t just that she was a member of the royal family, her family’s Islamic faith was incompatible with Johnson’s Mormon beliefs. She was forbidden to marry a non-Muslim, by both her religion and her family. There was also an age difference, as Johnson was 23 years old and Meriam al-Khalifa was just 19.
There were a lot of reasons why they shouldn’t have gotten married, but with the help of a friend, they still managed to exchange letters. Their affection for one another only grew.
Until it was time for Johnson to return to the United States.
Undeterred by things like “passports” and “legal documents,” he snuck the girl into the United States with forged documents and a New York Yankees baseball hat. By the time they landed in Chicago, U.S. immigration officials were waiting for Meriam, and took her into custody.
Meriam was held for three days by customs and immigration officials. Eventually, she was granted asylum as she worried about the possibility of honor-related violence if she returned to her family.
“She does not believe that she can go back and be safe at this time,” her lawyer, Jan Bejar said at an official hearing. “All the woman did is try to leave a country that does not allow her to live with the person she wants to live with.”
The couple also made the talk show circuit.
(The Oprah Winfrey Show)
They were married just a few weeks after arriving in the United States. Weeks later, her family sent a letter, forgiving her for eloping, but not mentioning her new husband. For a while, the two lived in base housing on Camp Pendleton, but when the Marines found out what had happened, they were understandably upset with Johnson. He was court-martialed, demoted, and eventually left the Corps.
The two settled down to live their lives together in the Las Vegas area where Johnson got a job as a valet, parking cars for wealthy nightclub patrons — patrons like Meriam’s family. The al-Khalifa family hadn’t forgotten about Meriam or Johnson. The FBI alleged that the family paid an assassin half a million dollars to find Meriam and kill her.
But their married life wasn’t everything it was cracked up to be. Johnson told the Associated Press that al-Khalifa was more interested in partying in Las Vegas than she was in enjoying life with her husband, spending the money they made from selling their story to a made-for-TV movie called, The Princess and the Marine. By 2003, the whirlwind romance came to a dead stop, buried in the Las Vegas desert.
The cast of ‘The Princess and the Marine.’
Johnson filed for divorce in 2004, saying “it was what she wanted.”
Deep down inside, she knows that I loved her more than anything in the world,” Johnson told the AP. “I can say I enjoyed every minute I spent with her.”
The Hoyt Sherman Place has been an icon in Des Moines, Iowa, for more than 140 years. Filled with eclectic paintings and sculptures, the structure once hosted some of America’s most powerful and influential people, including former presidents Ulysses S. Grant and William McKinley, as well as General William Tecumseh Sherman, whose brother is the namesake. Today, it’s a music and theater venue.
Last November, on an overcast and snowy evening, I visited the Hoyt Sherman to interview Aaron Lewis, who was taking the stage that night. The world-renowned musician rose to stardom in the early 2000s with the rock band Staind. However, Lewis’ current pursuit in the country music genre signifies a path most fans didn’t expect. The journey has brought his career full circle, reconnecting him to childhood memories and his roots. This unique musical dichotomy embodies who he is, was, and always will be — the ultimate outsider who is still trying to make it.
At 6:30 on the dot — just as expected — Pete Ricci, Lewis’ tour manager, found me in the lobby and took me to Lewis’ tour bus. I walked inside from the bitter cold and was immediately pursued by a small dog who jumped on my lap as I sat down. With a cigarette in one hand and a cup of coffee in the other, Lewis looked at me and said, “That’s Levi. He must like you.” I laughed and shook his hand while introducing myself. He took a sip of his coffee, sat down across from me, and said, “I’m ready.”
The stage at the Hoyt Sherman before Aaron Lewis started playing.
(Photo by Christopher Hart/Coffee or Die)
At that moment, I was taken back to my youth — the endless nights as a teenager memorizing his harrowing and cryptic vocals. His two-decade career with Staind spawned seven studio albums — including the five-times-platinum “Break the Cycle” — with over 10 million units sold and worldwide tours but that was only the beginning for Lewis. In recent years, Lewis’ path has taken him in a different direction. A serendipitous voyage back to his first music listening experience: country music.
Lewis began to reveal how he transformed from a rockstar into a country musician whose second country album, 2016’s “Sinner,” debuted at No. 1 on the Top Country albums chart and fourth on the famous Billboard 200. Growing up, Lewis spend a lot of time with this grandfather, a man who had a deep love for the foundations of old-fashioned country music — artists like Merle Haggard, Johnny Cash, Willie Nelson, and Hank Williams Jr.
“Growing up I didn’t dig it at all,” Lewis said. “It was a forced listening for sure. I ran as far away from that style and type of music as I possibly could and ended up in a rock band. But it’s kind of a funny story with what rekindled it.
“I was on Kid Rock’s bus one night back in 1998. […] It was one of those nights where we stayed up all night drinking and using substances,” he continued. “The whole time he is playing this old country music, and in my head it’s replaying the soundtrack of my childhood. It was the first time I had let any of that style of music, that twang, come back into my life or listening choices.”
That late night alongside Kid Rock was life changing with respect to Lewis’ future. It was the start of something new, a transformation that would lay dormant as he ascended to the top of the rock industry with Staind. It erupted full flame years later.
Aaron Lewis performing “So Far Away” by Staind in the official music video.
(Screen capture via Atlantic Records/Youtube)
“When I got to the end of my record contract with Staind I was good with that,” Lewis said. “I needed to put that away for a bit and reinvent what I was doing, something that wasn’t going to get compared. So the music of my childhood is where that manifested itself.”
There are endless stories of musicians who tried to transform themselves and failed, but Lewis’ isn’t one of them. His past creations have topped the charts, and his country music has received critical acclaim and best-selling status. Despite that, Lewis still feels out of place. He considers himself an outsider, a man who doesn’t fit in the country-music box.
(Photo courtesy of Aaron Lewis/Instagram)
Part of the reason is that today’s country music hardly resembles the pillars upon which it was built. It is often conflated with pop culture crossovers in order to appeal to a wider audience and generate more revenue, something that frustrates Lewis. On the business side, Lewis said the conglomeration of radio stations led to the Top 40 industry taking over country radio.
“When [Taylor Swift] came out as a cute little country girl and got airtime on Top 40 radio, all of a sudden [country music] had an audience of hundreds of millions of people across the world,” Lewis said. “It set up a model to strive for. […] Do I get it from the competitive road of radio and advertising? To an extent, but I am also able to see the short-sightedness of it. When you handle the country genre like Top 40, you are alienating a majority of your listeners.”
It’s a conflict that Lewis has never shied away from, even putting it into a hit single from the album “Sinner.”
“Life’s not all sunshine and roses. I mentioned that in ‘That Ain’t Country,'” Lewis said. “Most stuff on country radio these days are tales of good times and happy endings. But guess what? Life isn’t like that. Life is a struggle from the time you realize it is a struggle. But if life wasn’t a struggle, those happy moments wouldn’t stand out so much.”
Lewis’ comments on struggle hit on something he has spoken about over the years. When comparing what he wrote while in Staind to what he is putting out now, there are similar themes. His lyrics are brooding, introspective, and explore the scope of the human experience. It’s curious how a man who has accomplished so much routinely speaks from such a dark place.
Aaron Lewis performing at the Hoyt Sherman.
(Photo by Christopher Hart/Coffee or Die)
“I just can’t help but be a bit dark with my writing. That’s just the vein of creativity I have that is evoked by music,” Lewis said. “I’m never really inspired to write about happiness. I have a couple of times completely by accident and been really weirded out by recording it, as weird as that sounds.”
He continued: “I tend to tap into the darker side of myself for writing purposes. The things that I can’t say in life and normal conversation are what I tend to express in songs. We can all be socially challenged sometimes when trying to say what is on our mind the right way — to truly express it to the person sitting in front of you in the manner you are trying to. To say it in a manner they won’t take the wrong way for any multitude of reasons. I’m not affected by those limits in the writing process.”
After accepting a cup of coffee and a cigarette from Lewis, the conversation veered into the acceptability of the aforementioned lyrical topics — how it may be okay in one genre but considered taboo in another. I relayed how my parents were conflicted about the music I listened to as a teenager: Marilyn Manson, Slipknot, Limp Bizkit, Korn, and a handful of others. These bands were contemporaries of Lewis and Staind. My stepmother was convinced that this music made me rebellious and was the work of the devil.
Aaron Lewis performing at the Hoyt Sherman.
(Photo by Christopher Hart/Coffee or Die)
“That was a way for parents to define how this music could have such an effect on their children,” Lewis said. “As a parent, to wrap your head around the fact that your child is finding solace in something like that — that can be a tough thing to define. To someone who is super religious, well, it must be the devil for it to have that much of a hold and an impact — but that’s just the magic of music.”
But as magical as music can be, it still takes a toll on someone who makes it their career. Life on the road can present a troublesome and extreme burden. The sacrifices made by artists like Lewis aren’t often recognized by listeners beyond what they hear in a song. Fans aren’t necessarily attached to the plight of their favorite artists, just what they produce.
Lewis mentioned that the Thanksgiving holiday prior to our meeting was one of the only breaks he’d had from touring since February. There is certainly a cost to being in the limelight. But what exact price has he paid — and has it been worth it?
Aaron Lewis performing at the Hoyt Sherman.
(Photo by Christopher Hart/Coffee or Die)
“As crazy as it might sound coming from my mouth, I still feel I am only as good as the next song that comes out,” Lewis said. “I still have a really, really hard time stopping and smelling the roses. I still feel at times that maybe one day I will make it — it’s really fucked up.
“Most creatives are the walking wounded. We would do just about anything to be seen and heard. We are so broken on the inside that we will wager anything to feel that connection and acceptance. This ride that I’ve been on, this ‘dream come true’ that everybody calls it, that I’m living my dreams — yeah, okay, maybe. But it’s also cost me everything that has ever meant anything to me.”
After letting that sentiment sink in, I took one more drag of my cigarette and one last sip of coffee before asking what advice Lewis would give an aspiring musician.
Aaron Lewis performing at the Hoyt Sherman.
(Photo by Christopher Hart/Coffee or Die)
“Be careful what you wish for. There is a cost to everything,” he said. “There is a lot of truth to that old story about Robert Johnson meeting the devil at the crossroads and selling his soul. That is kind of what you are doing when you sign a record deal. The longer you survive having a record deal, the more your soul fades and pretty soon there is nothing left — because your feet never touched the ground and you never slowed down enough to see it all go away. So be careful what you wish for.”
With those cautionary words, I turned off my recorder. Lewis was set to take the stage in an hour, so after a final handshake, I prepared to head back into the venue.
“Enjoy the show, Chris,” Lewis said as I made my way off the tour bus.
Over the next few hours, Lewis and his bandmates performed a memorable set for the sold-out crowd at the Hoyt Sherman. The set list included most of his recent country efforts, but he also threw in several Staind hits. Lewis played a few new songs from his upcoming album, “State I’m In,” including “The Party is Over,” “God and Guns,” and “Keeps on Working,” the latter of which he joked would make him some more friends in Nashville. “State I’m In” is slated for release on April 12, 2019.
Aaron Lewis performing at the Hoyt Sherman.
(Photo by Christopher Hart/Coffee or Die)
Lewis’ musical transformation is a testament to the idea that life isn’t about the destination — it’s about the journey. And while his solo country music career appears to have solid footing, he’s made headlines recently for walking off stage when the audience was being unruly. He also mentioned during a live performance earlier this month that Staind might be making a comeback. “I might be lying, but I might not. There might even be live shows this year. I can’t say for sure. You never know.”
Lewis shows no signs of slowing down, but he also appears to be living in constant conflict. As I left the Hoyt Sherman, I replayed the night’s events in my mind and wondered when, if ever, Aaron Lewis would feel that he had made it.
The most recent Health Related Behaviors Survey for the Department of Defense, conducted by the RAND Corporation, has been released recently — and, spoiler alert: it’s not looking so good.
While the study covers a wide array of health problems, the biggest standout — the one that ruffled everyone’s feathers — was that, across every branch, over sixty percent of troops are overweight or obese. The Army took top “honors” with a whopping 69.4 percent while the Marines achieved a slightly slimmer 60.9 percent.
But this isn’t the most alarming statistic.
Troops are also getting less sleep than before. There’s no denying the connection between lack of sleep and weight gain. Troops are still PTing their asses off early in the morning along with eating relatively well, which makes it pretty easy to identify the real root of the problem.
It’s not hard to point out why troop’s get little sleep nor why their sleep is so awful.
(U.S. Army photo)
As noted by the Military Times, nearly sixty percent of all troops have reportedly gotten far less sleep than needed. Another research study conducted by the Journal of Sleep Research concludes that both insomnia and sleep apnoea are on the rise among service members. This surely contributes to the nine-percent of all troops that have reported daily or near-daily use of sleep medication.
Contrary to popular belief, sleeping more is not a symptom of laziness, a laziness that many point to as the cause of weight issues. In fact, it’s quite the opposite. A lack of sleep throws a person’s hormones that regulate hunger, ghrelin and leptin, out of order. Getting just four hours of sleep will impact your body’s ability to accurately determine its food intake needs.
Your best bet is to eat three solid meals a day to curb hunger.
(U.S. Air Force photo by Airman 1st Class Riley Johnson)
Of course, eating too much junk food is going to increase weight gain. But did you know that the opposite — eating one meal a day (which is usually junk food or a late-night binge meal) — is often just as bad. Fat buildup is the body’s way of conserving energy. If you’re starving your body throughout the day and, right before going to bed, loading up on pizza and beer, your body will instinctively hold that junk food because that’s all you’re giving it.
While has been proven that intermittent fasting (intentional or not) does not have adverse effects on metabolism, it’s still very unhealthy — especially when combined with the metabolism drop that comes with a lack of sleep.
It’ll be a hell of a work out, I’m sure. But don’t expect it or the training to cut fat off the formation.
(U.S. Army photo by Sgt. Kelsey Miller)
Which scenario is more likely within the military? That a slight change in PT schedule was so widespread and disastrous that well over half of troops are now more fat — or that an increasingly competitive and stressful environment is causing troops to skip meals and sleep to accomplish arbitrary missions in a garrison environment?
And since the projected Army Combat Readiness Test, the new PT test for the Army, seems like it will be focusing more on physical strength over cardiovascular endurance, expect them to keep the top spot for the foreseeable future.
Western models of spycraft are failing. Traditional models of spycraft seek to inform decision-making based on predictive analysis, but this is no longer effective in today’s environment. By nature, closed and authoritarian regimes, such as Russia and China, have an easier job of spying on their more progressive and open adversaries — the United States and the West — and currently possess the advantage. What follows is the author’s abridged philosophy of intelligence on this revolution in spycraft.
Last year, Foreign Policy magazine introduced a provocative thought piece highlighting the ongoing revolution in espionage: namely, that intelligence agencies must adapt (or die) to disruptive changes in politics, business, and technology.
At the risk of irrelevance, Western intelligence agencies are learning that traditional models of spying are outdated and losing out to more nimble, collaborative, and less fragile adversaries. As the article adeptly notes, “the balance of power in the spy world is shifting: closed societies now have the edge over open ones. It has become harder for Western countries to spy on places such as China, Iran, and Russia and easier for those countries’ intelligence services to spy on the rest of the world.”
Circumstances such as unprecedented levels of legislative and judicial scrutiny, technological advances in mobile phones and electronic data, public skepticism of domestic and international intelligence activities, and general political scrutiny in liberal democracies are symptomatic of such difficulties. They represent an underlying revolution that is significantly disrupting traditional notions of Western spycraft.
Standards of Cold War-era surveillance detection disintegrate when applied to modern cities rife with CCTV cameras, such as Beijing or even London. The absence of an online “footprint” (i.e. social media or other publicly available data) instantly warrants additional scrutiny.
Thus, we must examine several philosophical nuances of this intelligence revolution, based on the premise that the Western way of spying is indeed losing out to oftentimes less sophisticated but more effective adversaries, who possess fundamentally less fragile models of spycraft than do Western counterparts.
Lest the author receive undue credit, it must be noted that the framework for this analysis is derived from several schools of thought, ranging from the Roman Stoics to economist-turned-philosopher Nassim Taleb. Indeed, the reader may be familiar with the latter’s concept of anti-fragility, or things that gain from uncertainty, chaos, or randomness. Western models of spycraft certainly do not fit this notion and are, in the author’s opinion, quite fragile.
Western intelligence, and other such similarly traditional systems, are based largely on the value of predictive analysis that can be used to inform decision-making and thereby shape understanding and policy. But what if, as we are now seeing, environments far outmatch capability in complexity, speed, or scope? It is the author’s opinion that the U.S. Intelligence Community is designed on an outdated and fragile premise and, in the face of overwhelming environmental dissonance, must be re-assessed in the framework of anti-fragility.
Put differently, the present U.S. model of spycraft plays to the margins. Western spycraft invests inordinate amounts of manpower and resources into its Intelligence Community only to yield arguably disproportionate and marginal gains in understanding. It is not enough that the intelligence is gleaned in the first place (which remains an altogether impressive feat and a testament to the dedication and professionalism of its practitioners).
Alas, it is growing increasingly challenging to properly inform policy-making in an aggressively partisan and politicized environment. One only need reflect on the overall character of the ongoing Russian bounties discussion as evidence of this model and its debatable effectiveness. And such debatable effectiveness is certainly not for a lack of trying. The effectiveness of the Intelligence Community is a reflection of the broader environment in which it operates.
In the spirit of ancient Roman Stoic philosophers, we must acknowledge that environments cannot be changed and that at best significant national effort is required to “shape” them (and even then, with limited “control” of the exact outcome). In this instance, it is perhaps useful to examine U.S. strategy (or lack thereof) over the course of 20+ years of engagement in Afghanistan in an effort to reflect on any unilateral or coalition efforts taken to shape any semblance of “success” in the country.
Let us introduce a more tangible instance: That brief electronic communication from a foreign diplomat’s privileged conversation? That was probably the result of many factors: Of 17 years of technological research and development; of several successful (and more failed) recruitments to identify and gain sufficient placement and access for an exploit; and immeasurable bureaucratic “churns” to actually manage and manipulate the complex systems and processes in place designed to collect, process, analyze, exploit, and disseminate the information to its consumers. Entire professional careers are the substance of such churns.
While environments cannot be changed, one’s disposition within an environment most certainly can be. Thus, it is perhaps more useful to explore an intelligence model that divorces success from the ability to accurately predict the future. But then, what does this model look like and how is it employed?
In the author’s opinion, an effective spycraft model would maintain the intent to inform policy-making but disregard traditional models of operational risk management in favor of a more aggressive operational culture. In short, the change intelligence agencies must make is largely cultural, but also procedural.
Rather than embark on “no-fail,” highly sensitive (read: events that would cause inordinate damage if learned, i.e. fragile) operations, and futile attempts to accurately predict the future (read: failure to predict or act upon 9/11, Pearl Harbor, the Soviet invasion of Afghanistan, and countless other so-called intelligence failures), it is more useful to focus efforts on intelligence activities that have, in Taleb’s words, more upsides rather than downsides.
This model would remove, within reason, attempts to mitigate risk and would instead truly accept failure and mistakes — regardless of their perceived damage if made public — as a natural feedback mechanism. Rather than the frenetic New York banking system, we have Silicon Valley’s “fail fast” mentality. Rather than the Sword of Damocles, we have Hydra. Rather than post-traumatic stress, we have post-traumatic growth. Instead of isolated muscle hypertrophy, we have complex, multi-functional movements. The comparative benefit of this model is clear and can apply to intelligence systems as well.
So what does this new model of spycraft look like?
For one, it harnesses the power of publicly available data and information to leverage the power of public opinion and access to technology. What previously was known only to few becomes known to many, and with that knowledge comes the ability to influence. Information, which is the bane of closed societies, but also its favorite weapon against open ones, is harnessed to dismantle closed societies from within.
Here’s the bombshell: such a system, albeit in incomplete and slightly “impure” form, already exists in the form of the Russian intelligence apparatus. Indeed, there is a benefit to be gained by examining the nature and relative effectiveness of this chief U.S. adversary.
While far from a perfect comparison, the oftentimes blunt nature of Russian security services does lend itself to a somewhat anti-fragile system. Namely, despite numerous “failures” (in the sense that its operations are consistently made public), the Russian model is such that its public mistakes do not appear to significantly impact the system’s ability to continue to iterate, adapt, and pester its Western opponents.
An additional example can also be found in the spirit of the CIA’s historical predecessor, the Office of Strategic Services (OSS). Known affectionately as the “glorious amateurs,” the OSS was the first of its American kind that weathered many failures but also effectively operated in complex environments. By nature of relative American intelligence inexperience, the OSS succeeded in exploiting the upside of its activities simply by being a young, nimble, and discovery-based (i.e. tinkering, iterating, or “risk-bearing”) organization. The OSS was an anti-fragile organization.
Thanks to many of the same advances in technology, politics, and business that challenge Western espionage efforts, Russian spies have been caught on CCTV footage, publicly outed or arrested, appropriately accused of dastardly acts, and of possessing an intolerable appetite for disinformation targeting open societies and liberal democracies. However, it was presumably in Russia’s best interests that, knowing full well the possibility of such downsides, it chose to pursue such activities given the major upsides they produce (discord, division, polarization, etc.).
Indeed, as Foreign Policy magazine adeptly wrote, and as the reader can observe by way of reflecting on other seeming successes reaped by Russian active measures, there is an unrefined yet effective nature to the blunt manner in which Russian security and intelligence services operate.
It must be stated that this model does not advocate for recklessly “burning” any sources and methods, nor for engaging in renegade covert activity that lacks oversight or grounding in well-formed policy. However, it does require a significant cultural paradigm shift that will provide more space for downsides that have not been historically well-received (e.g. temporary injury to bilateral relationships, strained diplomatic interactions, etc.).
The U.S. Intelligence Community is already a complex system, comprised of 17 unique agencies that seek to inform policy-making. It is a long cry from the “glorious amateur” days of the OSS. Thankfully, we do not require complicated systems, regulations, or intricate policies to ensure the community’s success. The more complicated a system, the more we experience “multiplicative chains of unanticipated effects.” In other words, less is more; simpler is better.
The competitive edge of traditional, risk-based intelligence operations is growing smaller. The state of affairs is such that closed societies find it easier to spy on open adversaries more than the opposite. As such, it benefits Western intelligence to undergo aggressive changes that evolve or significantly alter this paradigm. It is time for the Intelligence Community to become a risk-bearing system, rather than a risk management system. It must experience a culture shift that will make it open to accepting failures. This may create short-term downsides for U.S. statecraft but will allow the system to iterate and improve. In the end, it must become anti-fragile.
The Air Force Academy graduated 989 newly-minted Air Force officers in 2019. As part of their graduation, each cadet gets his or her own pinning-on of their new rank, often done by the new officer’s loved ones. One cadet had the oath of a new military member given by an old former airman who was flying when the Air Force was still called the Army Air Corps.
(U.S. Air Force Academy photo)
Newly-commissioned 2nd Lt. Joseph Kloc had his new rank pinned on by his mother and father in May 2019. Among the other family members who made the trek to Colorado Springs was the young man’s 101-year-old grandfather, Walter Kloc. The elder Kloc was an Air Corps bombardier officer who served in World War II. It was Maj. Walter Klock who delivered his grandson’s oath, commissioning him into the U.S. Air Force.
According to Kloc’s wife Virginia, Walter was incredibly excited to go, give the oath and then deliver some words of wisdom to his grandson.
Before delivering the oath, Walter was greeted with a standing ovation by the assembled crowd. He delivered the oath in his old uniform and then watched on as his son pinned the younger Kloc’s rank on his epaulets. The moment was an emotional one for everyone involved.
“I’m so excited for him,” 2nd Lt. Joseph Kloc’s father William Kloc told WGRZ before their trip to Colorado. “He’s fulfilling his dream and he was so excited that his grandfather, a World War II Air Force bombardier pilot, could come and commission him.”