Seventy-seven National Guard members have died of suicide this year as of October, the month that the second annual Department of Defense Suicide Report was released.
According to the report, 498 total service members died of suicide, including 89 National Guard members, in 2019. Since 2014, the rates of suicide have increased among active-duty members but have stayed consistent for the reserves and National Guard, the report revealed. In 2019, the suicide rate in the National Guard was 20.3 per 100,000, down from 30.8 per 100,000 two years ago, said Maj. Gen. Dawne Deskins, deputy director of the Air National Guard.
Nearly 450,000 people comprise the National Guard this year.
“I personally am uncomfortable talking about rates, because these are our people,’’ Deskins said. “These are our members of the National Guard, and the National Guard is a family. So when we lose someone, we’ve lost a coworker. We’ve lost a family member. We’ve lost a friend.’’
The Center for the Study of Traumatic Stress at the Uniformed Services University in Bethesda, Maryland, is assessing how the coronavirus has affected the New York National Guard, U.S. Public Health Service Capt. Matt Kleiman said.
“The time to do that is right now,’’ Kleiman said. “You can’t wait until it’s over. All of the things that our population deals with in this COVID environment that we’re in, we believe has an impact, but we want to see exactly what that impact is.’’
Kleiman is the director of the National Guard Warrior Resilience and Fitness division, which was formed last summer to develop programs that view health holistically. The number of its so-called pilot programs doubled from 11 to 22 this year and addresses mental-health issues through a variety of approaches.
For example, the New Mexico National Guard is screening for suicide risk factors, including early childhood trauma, when men and women enter their unit. In South Carolina, “one-stop shops’’ for health and wellness have been instituted, while the Utah National Guard has developed a mobile app to aid in crisis intervention. The Vermont National Guard is testing a device that potentially could treat traumatic brain injuries and PTSD through magnetic e-resonance therapy.
“What we’re hoping to do is establish a two- to three-year cycle for these pilots to test and then expand the ones [to other states] that seem to be promising,’’ Kleiman said.
“A big part of our strategy has been putting directors of psychological health at our wings and our states, so these are full-time resources that — most of them are clinical social workers or psychologists — and they work with a command. They also work within that unit to disseminate information, make referrals when there is an event that occurs, whether it’s a suicide or a sexual assault or some adverse action.’’
The National Guard has seen a 14% increase, year over year, in members accessing mobile vet-center support during weekends at the end of the 2019 fiscal year, stats from the National Guard Bureau showed. Other vet centers have seen a 44% spike in new members accessing their services. More than 3,600 National Guard members have been referred to vet centers this fiscal year, bureau data showed.
At least 700 civilian providers have been trained in specific treatment protocols for working with National Guard personnel, the bureau said.
“Anything that we do that makes behavioral health more about the natural rhythm, just something that’s very natural to do, is certainly something that we want to encourage,’’ Deskins said.
And if that happens, one life — hopefully more — can be saved.
“I’m pretty confident that if we keep doing it like we’re doing it, … over time, we would see a positive impact,’’ Kleiman said.
An American D-Day veteran was reunited with his French love, 75 years after they first parted, USA Today reports.
K.T. Robbins kept a photo of the girl he met in the village of Briey in 1944. Jeannine Pierson, then Ganaye, was 18 when she met the Army veteran, who was 24 at the time.
“I think she loved me,” Robbins, now in his late nineties, told television station France 2 during an interview. Travelling to France for the 75th anniversary of the D-Day invasion, Robbins said he hoped to track down Pierson’s family, the BBC reports. “For sure, I won’t ever get to see her. She’s probably gone now.”
Robbins left Pierson when he was transferred east. “I told her, ‘Maybe I’ll come back and take you some time,'” he said. “But it didn’t happen.” After the war, Robbins returned to the US, got married, and started a family. Pierson, too, married, and had five children.
After Robbins showed the photo of the young Pierson to France 2 journalists, they tracked her down — she was still alive, now 92, and living just 40 miles from the village where they had originally met.
75 years later, D-Day veteran meets long-lost French love
Robbins reunited with his wartime love at Sainte Famille, her retirement home in the town of Montigny-les-Metz.
“I’ve always thought of him, thinking maybe he’ll come,” Pierson said. And, 75 years later, he did.
“I’ve always loved you. I’ve always loved you. You never got out of my heart,” Robbins told Pierson upon their reunion.
The two sat together and told reporters about the time they spend together so many years ago.
“When he left in the truck I cried, of course, I was very sad,” Pierson told reporters. “I wish, after the war, he hadn’t returned to America.” She also started to learn English after World War II, in hopes Robbins would return.
“I was wondering, ‘Where is he? Will he come back?’ I always wondered,” Pierson said.
“You know, when you get married, after that you can’t do it anymore,” Robbins said about returning to find Peirson earlier. Robbins’ wife, Lillian, died in 2015.
While the two had to part again — Robbins left for Normandy to commemorate the 75th anniversary of the D-Day invasion — they promised to meet again soon.
This article originally appeared on Insider. Follow @thisisinsider on Twitter.
Most people who join the Military are young adults. In fact, as of 2012, the US Army reported the average age of people who enlist is 20.7 years. That’s almost as young as young adults come. Generally speaking, the maximum age of enlistment for most military branches is 35. However, there is one caveat: if you’ve served in the military before, they can waive the age limit. This means that some trainees might be even older. of course, that’s a rare exception. But it happens. Like with Spc. Swanson, BCT trainee at Fort Sill.
A peek inside basic training at age 49
Fort Sill, an Army post in Lawton, Oklahoma is one of four Army BCT locations. It is also the post where John Swanson made the record for being the oldest trainee in Sill history. Swanson did his nine-and-a-half weeks of training at age 49, which was allowed because he had been in the military previously. The fact that he had also been in combat before earned Swanson a lot of respect from his fellow trainees.
Swanson said his experience at Fort Sill not only re-trained him for the military, but it also gave him an inside view of the younger generation. He now has a much better understanding of how things work today versus the way things worked when he was a young adult. One of the things his Fort Sill Gen Z peers taught him was how to find humor in everything. Before re-doing his training at age 49, he found himself to be a lot more serious. Now Swanson has lightened up.
Keeping up with the kids half his age couldn’t have been easy
Many of the other trainees, often half of Swanson’s age or even younger, watched in amazement at what Swanson was doing. The fact that he was so much older than them but was physically able to keep up with all the strenuous activity that Basic Training involves was notably impressive.
Some even said it motivated them to push a little bit harder than they might have otherwise. Watching Swanson push on, doing things like one-armed push-ups when one of his shoulders started to hurt, gave them a true role model right in front of their faces.
No slack for Swanson
Age and prior service didn’t mean they went easy on Swanson throughout his second time around at Basic Training either. They treated them just as they treated every other trainee, which is the way it should be. Giving Swanson slack would have defeated the purpose of re-enlisting anyway. But we can’t help but wonder what it was like for the Drill Sergeants shouting at him knowing full well he was twice their age.
Working from home can be both more comfortable and more stressful at the same time, so I’ve compiled a short list of work from home tips that can make your transition a smooth one.
As governments around the world encourage both employers and employees to embrace the concept of working remotely as a measure to prevent the spread of Covid-19, many find themselves buckling in for a long day’s work on their couches, in home offices, and even from bed.
Working from home can be a really rewarding experience, and there’s nothing wrong with giving yourself a few days to figure out what works best for you. I started working from home around five years ago, and I can comfortably say that working from home for the long term isn’t for everyone–but since it needs to be for the next few weeks, here are a few work from home tips that just might make your remote time even more productive than your time in the office.
Make sure you know how to secure your data.
If you’re a service member that works on an official computer, you likely have a CAC card reader to connect to your laptop or home desktop to help you gain access to important data. Dependents working from home may have similar security measures in place to protect customer data while working remotely.
Make sure you discuss the security measures you’ll need to adhere to with your employer before making the switch to working from home. If there’s any special hardware (like a card reader) you’ll need for work, your employer may be able to provide it to you or help you secure one through commercial channels.
Knowing what you need before hand will really reduce the stress of setting up some office space in your home. Nothing’s worse than settling in for your first day working remote, only to find you can’t get into any of the software you need.
Give people the benefit of the doubt in written correspondence.
We all know that tone can be lost via text, but that becomes especially important to consider when working from home. I interact with dozens of people on a daily basis through written communications like Facebook messenger, Slack, Discord, and over e-mail. When you do that much talking-by-text, there are bound to be some mishaps in your delivery.
Others have that same problem–and that’s why it’s important that you adopt a mindset of giving others the benefit of the doubt when they seem aggravated, short, or disinterested in your written conversation. Chances are good that they have the same worries about you!
Remind yourself that this is challenging for everyone, and that most people mean well even when under stress, and you won’t have nearly as many high tempers around your digital workspace.
Establish some office space for yourself.
Everybody that switches to working from the office to working from home starts out with a laptop on their coffee table, and while that may seem like a comfortable choice (after all, what’s better than working from the couch?) it can actually have a few negative side effects. The first and perhaps most troublesome issue with working from the couch is what it does to your back. Even if you aren’t an old washed up Marine like me, spending eight hours haunched over your coffee table will leave you feeling stiff and uncomfortable by the end of the day.
The other big problem with working from your couch is that it can negatively effect your ability to “wind up” for work or to “wind down” after. If you’re used to having a commute to and from the office, you’re also accustomed to your work day having a distinct beginning and end. When working from home, those distinctions start to blur, and if you spend you working hours and your leisure hours on the same couch, it can be harder to get into the right mindset to work–or worse, you may start to feel like you’re at work anytime you hang out on the couch.
It’s important to have a break from work that feels like a break from work. So set aside some space for work, and save your couch for your off time.
Set a schedule and stick to it.
One of the most important work from home tips I have to share is the importance of scheduling and creating good schedule related habits. For a lot of people, working from home means you can sleep in some more, but don’t let the lack of commute sell you on the idea of sleeping right until it’s time to start your day.
A lot of people recommend showering and getting dressed before work, even when working from home–but I don’t necessarily buy into that approach. One thing I love about working from home is the ability to make my schedule fit my life–and I prefer showering after I work out at lunch. I also like being comfortable, so even when I’m wearing a shirt and tie from the waste up for video meetings, I’m often still wearing pajamas from the waist down. My best advice to those who like to work in your PJ pants is to be mindful of knee placement when you cross your legs. If you’re not careful, your Spongebob pajama pants will be visible despite your Brooks Brothers top half of a suit.
Establish a schedule for the start and end of your day that you stick to religiously. It will make it easier to get into the swing of things in the morning, and easier to unwind in the evenings.
Take a lunch break.
When working from home, you might be inclined to munch your way through the day, and as a result, taking a lunch break may not seem all that necessary. After all, if you’re quarantined in the house, it’s not like you’ll be hitting up the local restaurants for a quick mid-day meal.
But taking a lunch break has value beyond just keeping you fed–it’s also a great opportunity to destress a bit mid-way through your day. Taking a mental break can help you come back to your workspace refreshed and with new energy, whereas working straight through can often leave you feeling burned out midway through the afternoon.
Give yourself a chance to get up and walk around, go for a jog around the block (avoiding any crowds) to give your brain a chance to reset. Because you’ve cut a lot of the walking out of your day that you would have done heading into and out of your office, this bit of exercise can also help stave off some unintentional work from home weight gain.
Your location changed, not the job.
No matter how many work from home tips you may come across, what’s most important is that you already know how to do your job, you just need to find a way to keep your work output up while doing it from a new place. You’ll find some things are easier (fewer social interruptions throughout your day will help get things done) and others are harder (you don’t always know what’s going on in other departments because you’ve lost those social interruptions). Remember though that while your location has changed, the job hasn’t, and no one is better prepared to figure out how best to do your job from home than you.
Trust yourself and listen to your body. If your back hurts, switch chairs. If you’re having trouble getting yourself to work in the morning, start your day with a short walk to get the blood pumping again. Keep experimenting with things until you have an approach to working from home that you’re comfortable with and that you can sustain.
Who knows, you might even become a working from home convert like me!
Over the last two decades, special-operations forces have become the go-to choice for policymakers and military leaders around the world.
The successes of US and coalition special-operations units in the Global War on Terror (GWOT) and in Syria against ISIS have showcased the importance and utility of small teams of highly trained troops.
While the US and its allies have been fighting in the Middle East, the Chinese military has been paying close attention, especially to US special operations. As a result, the People’s Liberation Army (PLA) is increasingly investing resources in its own special-operations forces.
So with everyone gearing up for great power competition, how do Chinese special operations measure up against the US’s and what are the biggest difference between the two?
US special operators
US special-operations units can be divided into unofficial tiers.
Delta Force and SEAL Team 6 would be at the top (Tier 1), followed by the 75th Ranger Regiment, Night Stalkers, MARSOC, and SEAL and Boat Teams (Tier 2), and then the Special Forces Groups (Tier 3). Air Commandos are harder to categorize since they most often augment other units rather than deploy as teams.
It’s important to note that these tiers have more to do with mission sets and funding than with the quality of the troops.
For example, SEAL Team 6 is part of the National Mission Force (the Pentagon’s first responders, in layman’s terms) and has far more money to spend and resources to use than a “vanilla” SEAL team, but both are manned by SEALs.
Chinese special operators
Irregular warfare and special operations have been part of Chinese military culture since the time of Sun Tzu, whose writings highlighted the value of specialized individuals and units in warfare.
However, modern Chinese special operations are fairly new. The first unit, the Special Reconnaissance Group, was established in 1988. In the late 1990s, as part of PLA’s modernization, seven Special Operations Groups of between 1,000 to 2,000 men were created.
Now there is one special-operations brigade-size unit in each of the five theater commands, which are a rough equivalent of the US’s combatant commands.
The Navy’s Jiaolong (Sea Dragons) is probably the most famous Chinese special-operations unit after it successfully recaptured a ship from pirates in the Gulf of Aden and assisted the evacuation of civilians from war-torn Yemen, which became the subject of a Chinese propaganda movie.
All in all, China has between 20,000 and 40,000 special-operations troops of varying quality.
Crucially, Chinese special-operations units have more than doubled in number in the last two decades, showing that Chinese leaders are paying close attention to the high-reward, low-cost characteristics of special-operations units.
Both special but not the same
Since the early 2000s, the PLA has undergone a drastic modernization and professionalization process, transitioning from a mainly conscript force to a smaller, mostly volunteer military, though conscription remains as a policy.
The new force’s main aim is to fight short wars against regional adversaries while having a technological advantage.
Chinese special-operations units, and the PLA as a whole, have gained from that modernization and learned from the example provided by Western special-operations units over the past 60 years, but Chinese forces are still untested in combat.
On the other hand, US special-operations units have amassed an astounding level of combat experience in the last two decades. It’s not uncommon to have operators with double-digit combat deployments and hundreds of real-world operations under their belts.
Chinese special-operations units are also regionally focused and lack a centralized command like the US Special Operations Command (SOCOM). This could limit their effectiveness and hurt interoperability.
Moreover, Chinese special-operations units lack the dedicated aviation and maritime assets that American commandos have, namely the 160th Special Operations Aviation Regiment, Special Boat Teams, SEAL Delivery Vehicle Teams, and the Air Force’s Special Operations Squadrons.
Without specialized insertion platforms, the utility of Chinese commandos is limited and their geographic scope localized. However, according to the US Army’s Foreign Military Studies Office (FMSO), the PLA is establishing aviation brigades that might resolve some of these asset shortcomings.
Additionally, there is a difference in mission sets.
Chinese special-operations units focus on direct action, special reconnaissance, and counterterrorism. Unlike US commandos, they don’t conduct unconventional warfare, foreign internal defense, counterinsurgency, hostage rescue, civil affairs, and psychological operations.
In a nutshell, in terms of mission sets, Chinese commandos are closer to World War II special-operations units than to modern US special operations. It’s not that they aren’t capable, but their scope is more limited, a reflection of the PLA’s strategic priorities.
But perhaps the biggest and most important difference is the people.
“Humans are more important than hardware,” is one of the five US special-operations “Truths.” Western special operators take pride in their independence and out-of-the-box thinking, which is encouraged if not expected by their leaders.
Units like Delta Force, the SEAL Teams, the Special Forces Groups, and allied units like the Special Air Service (SAS) excel because of their noncommissioned officers. When planning operations, it’s these NCOs who come up with the ideas and approach. Ironically, the British SAS have titled this enlisted-driven process “the Chinese Parliament.”
Conversely, elements of Chinese military culture, in particular the use of conscripts as well as differing views on unit cohesion, pose a significant barrier to small-team independence.
Allegiance to and scrutiny by the Communist Party complicates things further and adds another level of bureaucracy.
China is used to stealing and copying military technology and concepts, which is believed to be behind Beijing’s advances in fighter jets and other weapons. But when it comes to special-operations units, these cultural aspects aren’t easy to mimic.
Nothing beats the lazy Fridays of a four-day weekend – like today! Everyone probably did something patriotic for Independence Day. Whether it was seeing the fireworks with the family or getting roaring drunk in the barracks with the guys, we all did something extravagant yesterday.
And now today’s a day where nothing really happens after a big holiday. Now it’s time to just recoup and recover from the hangover by sitting on our collective asses with video games, movies, or whatever on a regular weekday… Only to do it all over again the moment your buddy calls you up or knocks on your barracks’ room door.
So here’s to sitting on our collective asses! Enjoy some memes. You earned it!
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.
Being a meal card holder has its benefits. It’s awesome to have the perfect excuse to get out at 1730. It’s food you get to enjoy without having to cook it. All you have do is overlook the fact that the meals are deducted from your pay when you’re assigned a barracks room and the fact that there’s barely any chow left by the time you get there —but outside of those details, it’s great!
That optimism starts to wane, however, after eight months of eating the same seven entrees ad nauseam. Then, one glorious day, the cooks throw you a curve-ball by turning what’s normally a grab-and-go dinner into an elaborate, fine-dining experience.
You’ll rarely hear the lower enlisted complain when they’re about to get something that’s not just decent but actually really good. (In reality, lower enlisted troops would probably complain about being given a brick of gold because it’s “too heavy,” but that’s beside the point).
It might seem like random chance, but there’s a method to the madness.
Also, your chain of command will usually pop in to serve the food on the line. Savor that moment.
(U.S. Marine Corps photo by Sgt. Brian Lautenslager)
No one likes being stuck on-post during a holiday. If your leave form got denied or you just didn’t feel like putting in for a mileage pass, it often means your ass will be stuck on staff duty.
Thankfully, the cooks also get screwed out of block leave and work holidays with us. Even if it’s not a big holiday that revolves around a massive meal (we’re look at you, Thanksgiving), the cooks will still serve something festive.
If you thought Air Force dinging facilities were leagues above the rest during the rest of the year…
(U.S. Air Force photo by Lan Kim)
The lead-up to best-chef competitions
In the service, there’s a competition for cooks in which they’re expected to deliver a gourmet meal to a judge that has the emotionless vile of Gordon Ramsey with the knife-handing ability of a Drill Sergeant.
They don’t want to mess it up and will prepare the only way possible: by practicing. And that practice tastes delicious.
“Can we get you anything else, Specialist? Steak sauce? Another drink? Another three months in this god-forsaken hellhole? How about some cake? We got cake!”
(U.S. Army photo by Staff Sgt. Jason Epperson)
Right before the unit is about to get bad news
It’s basic psychology. If you outright tell the troops that their deployment got extended, they’re going to flip the tables over. If you break it to them gently over a steak-and-lobster dinner that somehow found its way to Afghanistan, they’ll take it slightly better.
This is so common in the military that any time the commander shows up and asks for a crate of ice cream bars for the troops, the Private News Network and Lance Corporal Underground buzz with rumors.
You think they’ll serve the same scrambled eggs that they serve the average boot to the Commandant of the Marines? Hell no. Especially not if they get some kind of warning. That’s you cue to grab food and dash.
(U.S. Marine Corps photo by Sgt. Mallory S. VanderSchans)
When high-ranking officials make the rounds
Not even the cooks are exempt from the dog-and-pony show that comes with a general’s visit. In fact, while the other lower enlisted are scrubbing toilets in bathrooms the general will never realistically visit, the cooks know that the mess hall is the go-to spot to bring the generals to give them a “realistic” view of the unit.
If you’re willing to stomach the off-chance of being dragged into a conversation with a four-star general about “how the commander and first sergeant 100% absolutely always treat you like a real human being and that, oh boy, do you definitely love the unit,” then you’re in for one of the best meals the cooks can offer.
Everyone loves the cooks on Taco Tuesday.
(U.S. Air Force photo by Airman 1st Class Valentina Lopez)
Taco Tuesday (and any other themed meal days)
There’s no way in hell any troop would willingly miss Taco Tuesday at the DFAC. Even if you don’t post flyers about it, troops will magically crawl out of the woodwork if it means they’re getting free tacos.
As much as everyone in the unit uses their cooks as punching bags for jokes, they can deliver some mighty fine meals when they try.
Over the last month, the United States (and parts of the world) erupted in protests after the deaths of George Floyd, Breonna Taylor and Ahmuad Abery. While their deaths drew the ire of many Americans, they set off an angry and passionate reaction to the bigger problem of police brutality and systemic racism.
Unfortunately, protests can be marred by people taking advantage and the marches that have occurred in all 50 states have seen some people take to rioting and looting. While the vast majority of protests have been peaceful, the magnitude of people on the street and looting caused some states to activate their respective National Guard units.
Director and Army Veteran Robert Ham was able to link up with National Guard Chaplain Major Nathan Graeser who was part of a California National Guard Unit that was assigned to downtown Los Angeles. With the noise of protestors in the background demanding reform of police and the end of the systemic racism that plagues this country, Graeser talked about why the National Guard was there and the mood of the troops. When asked about the atmosphere in the area Graeser said, “Seeing this today, I kept thinking to myself… this is what makes America great.”
In addition to being an Army Chaplain in the California National Guard, Nathan is also a social worker. He is an expert on programs and policies that support service members transitioning out of the military. Nathan is an advocate for veterans and leads multiple veteran initiatives in Los Angeles. He has spent thousands of hours counseling veterans and their families to deal with the challenges of service and returning home.
Graeser talks about the disconnections we have with one another, exacerbated by COVID-19 and how those disconnections flared up in the wake of these deaths. He knows, because he sees the same disconnection with his soldiers and with veterans as they themselves struggle to connect to the community they took an oath to serve.
But, Graeser said he sees the similarities between the young soldiers and young protesters, “These 19 year olds,” referring to the guardsmen, he said, “They are thoughtful, they are kind, even their interaction with the looters is as gentle as can possibly be.”
While the riots have been waning, the cries for action have not. What does the future hold for the rest of 2020 and beyond? We can only guess at this time.
But there is hope in what Graeser sees.
“We are out here to see what the next chapter is,” he shared. “One thing I know is wherever we go, we are going to need everybody.”
Over the last five years, two professional athletes moved from Brazil to the United States, competed in an Ironman World Championship, married and graduated with honors from Navy boot camp.
Silvia Ribeiro, 40, and Rafael Ribeiro Goncalves, 39, were both born in Rio de Janeiro, Brazil, and they met while training for the same team. After years of triathlons and in sports, they said they felt it was time to offer their services to their new home, according to a recent Navy news release.
“I want to give back to the U.S. and what it represents,” Ribeiro Goncalves said in the release. “I spent my whole life competing or being part of projects that require really high performance, but it was always for myself.”
He added he realized later in life that what “really gets me going is when I’m part of something bigger than myself. Once I realized that, the military was the obvious choice.”
One year later, on Jan. 24, the couple graduated with honors from Recruit Training Command. Ribeiro earned the United Service Organization Shipmate Award for “exemplifying the spirit and intent of the word ‘shipmate'” while her husband was awarded the Navy Club of the United States Military Excellence Award for his enthusiasm, devotion to duty, military bearing and teamwork.
The couple moved to the U.S. in 2015 after their friendship blossomed into love as they spent long periods training on the bike, running and swimming.
“It was so hard in the beginning as we literally arrived with two boxes of belongings, our bikes, a couple of suitcases and only ,000-,000,” Ribeiro said in the release. “It was rough in the beginning but we went for it and competed professionally in triathlons.”
She proposed to Ribeiro Goncalves as he crossed the finish line at the 2015 Ironman World Championship in Kona, Hawaii. Their friends showed up with just a day’s notice to their wedding wearing swim parkas and cycling gear.
Several years later, Navy boot camp separated the couple for two months. They were assigned to separate divisions and recruit interaction directives keep them from talking to each other despite their barracks being less than 1,000 yards apart. To stay somewhat in touch, they used a mutual friend to relay updates on how each other was doing.
“The toughest part was to be away from him and not knowing how he was doing,” Ribeiro said. “We were training together and doing everything together, so it was very hard not having him by my side doing things together. He is everything for me.”
The two have a strong history of athleticism that came in handy with their time at boot camp.
Ribeiro Goncalves was on the Brazilian national swim team for 10 years, winning the Federation Internationale de Natation (FINA) 400-meter individual medley World Cup medals in 1998 and 2000. Ribeiro was a professional volleyball player who later became a professional triathlete.
“The main thing they teach us in boot camp is how to work under stress,” Ribeiro said. “I had no problems dealing with this because being professional athletes, we’re always under stress and we’re always tired. There was no single day where we were both not moaning about how tired we were when we used to train for the triathlons, so that helped us a lot.”
The two ran into each other once during their training, before they were supposed to go to a Navy Recruit Training Command board for evaluation for awards.
“They told me my uniform would be inspected too,” Ribeiro said after completing a 3-mile pride run with her division, “so when I turned the corner into the hallway, I was busy looking over my uniform and when I looked up — he was in front of me. I almost had a heart attack.”
She said they exchanged looks, and then they both winked at each other.
“We talked with our eyes: ‘I’m so proud of you. I love you so much.’ It was so hard not to cry,” she said.
Their success was not surprising to their friends.
Sailors Graduate From Recruit Training Command
“For them, it’s go hard or go home,” said Jim Garfield, who was Ribeiro’s sports agent. “It’s 110 percent for them and they are also so appreciative of the opportunity to be here, to be citizens, and to be together.”
They advised future couples going through Navy boot camp to remember it’s only temporary, which is “nothing compared to your whole life.”
“A strong relationship makes everything better,” Ribeiro Goncalves said. “I was looking forward to the day I would see her again.”
Ribeiro Goncalves will stay at Great Lakes Naval Station, Illinois attending his “A” School as a damage controlman, and Ribeiro is going to San Antonio, Texas to begin her “A” School training as a Reserve hospital corpsman. Once they’re done with their training, they plan to reunite at Ribeiro Goncalves’ first duty station once their training is complete.
When people meet Capt. Kelsey Casey, they don’t initially think the petite, young woman with an energetic personality is a pilot in the U.S. Marine Corps, but once she starts talking, her charisma becomes apparent, and it’s understandable why she’s the only female AV-8B Harrier pilot in the Marine Corps.
Her dream of flying started at space camp at a young age. To her delight, she was picked to be the simulated pilot and climbed into a small, fake cockpit built to simulate a spaceship taking off.
“Coming out of the final mission, we walked down a hall and all along the walls were these giant posters with every single astronaut team that had been to space,” Casey’s voice changed as she remembered, her eyes searching for the memory. “There were women in some of the later ones. I looked up at that and thought, ‘if they can do it, maybe I can too.’ That’s where it started.”
Casey attended the U.S. Naval Academy following high school. She planned to major in aerospace engineering and Chinese, but learned she would have to attend a year longer than planned, putting her at the bottom of the list to be a pilot. This eliminated her goal of becoming a pilot via the academy route. To fulfill her dream, Casey had only one option — leave the academy.
Casey found herself trekking across the country with everything she owned, trying to navigate her way through a snowstorm. She was alone, scared and her dreams seemed unattainable.
Capt. Kelsey Casey.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Jeanette Mullinax)
It was her insatiable tenacity and refined grit which led her through the years that followed.
“I’m driving across the country, calling my mom for directions while she also signs me up for courses at a community college in California,” Casey said. “All I could think was ‘wow, my family is going to disown me, I just left this amazing school with a full-ride scholarship, what am I going to do?’ It was a scary thing to go through as a 19-year-old, but it made me better.”
The way Casey saw it, she had only two options: give up or complete her degree and fly. She chose the latter, and like all Marines, attacked the obstacles in front of her to accomplish her mission.
“She was always a little fireball and tireless,” said Nyna Armstrong, Casey’s mother. “She never grows any moss, she’s always moving and is always going in whatever direction she wants despite what challenges she might [face].”
After leaving the academy, Casey made her way to the Bay Area to attend San Francisco State University. During her senior year at SFSU, Casey found herself longing to return to the Naval Academy to fulfill her dream. Again she applied to the academy but was denied. At this point in her life, she was accustomed to adversity and was experienced at overcoming it.
Refusing to give up, she sought out information and spoke to mentors, who encouraged her to pursue a career as a military officer. As a result of her unwillingness to quit, she found a way to accomplish her dream. After she earned a Bachelor of the Arts degree in political science at SFSU, Casey left for Marine Corps Officer Candidate School.
“My daughters and I never look to have special treatment because we are women,” said Armstrong. “The fact she is the only female is a testament to her skill and her drive and her work ethic.”
Though her experience with the Marine Corps has been mostly positive, there have been interesting moments for Casey.
While sitting at breakfast with her Marines, a nice older gentlemen with a veteran hat approached them, Casey explained. They all were in flight suits and wearing the same patches when the gentleman asked their table if they were all pilots. He seemed surprised to see Casey and specifically asked her if they let her fly. She laughed and informed him that not only was she a pilot, but she was also the one in charge.
Capt. Kelsey Casey.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Jeanette Mullinax)
Interactions like these are somewhat common and highlight a misconception of gender roles in the military; situations such as this motivate Casey to keep proving them wrong.
“As you move, you just keep on making that shift until you finally look around and realize you’ve made it,” she said. “But I don’t feel like I’ve really made it until I’m at an event somewhere and someone comes up to me, and they say ‘I want my daughter or my son to be like you, you are a fantastic role model.'”
Casey believes that the most important lesson is to keep moving forward — an ethos she learned from her uncle, who told her “they can’t kill you, and they can’t stop time.” This advice has helped her overcome many obstacles.
“It’s okay if it doesn’t work out the first time, and you make horrible mistakes because the next thing you know, I ended up getting internships, worked at the state department as an intern, and I worked in a congressman’s office,” said Casey. “I also moved to Colorado to be raft guide for a while before going to The Basic School because I could and then I still ended up going to TBS, commissioning as an officer and becoming a pilot.”
Casey has come a long way since being that wide-eyed little girl with aspirations of flying.
“I don’t think I’m better than anybody else ever,” she said. “I’m very good at failing but I don’t give up after I fail. Just don’t give up. It might take way longer than you thought, it might be really, really hard but anything that’s worth it is going to be hard but it will be worth it.”
Despite a difficult start, Casey succeeded and continued to excel. She completed her training and earned her wings of gold.
For seven decades, the NATO alliance has practiced collective defense and deterrence against evolving international threats, and over the years, its capabilities have changed accordingly.
NATO’s most “powerful weapon,” according to Jim Townsend with the Center for a New American Security, is the “unity of the alliance,” but the individual allies also possess hard-hitting capabilities that could be called upon were it to face high-level aggression.
Heather Conley with the Center for Strategic and International Studies believes that Russia is likely to continue to press the alliance through low-end influence and cyberwarfare operations. Still, she explained to Business Insider, NATO needs to be seriously contemplating a high-end fight as Russia modernizes, pursuing hypersonic cruise missiles and other new systems.
So, what does that fight look like?
“I’ve always likened it to a potluck dinner,” Townsend told Business Insider. “If NATO has this potluck dinner, what are the kinds of meals, kind of dishes that allies could bring that would be most appreciated?”
“If a host is looking to invite someone who is going to bring the good stuff, they are for sure going to invite the United States,” he explained, adding that “in all categories, the US leads.”
Nonetheless, the different dinner guests bring a variety of capabilities to the table. Here’s some highlights of the many powerful weapons NATO could bring to bear against Russia.
Capt. Andrew “Dojo” Olson, F-35 Demonstration Team pilot and commander performs a dedication pass in an F-35A Lightning II during the annual Heritage Flight Training Course March 1, 2019, at Davis-Monthan Air Force Base, Ariz.
(U.S. Air Force photo by Senior Airman Alexander Cook)
1. F-35 Lightning II Joint Strike Fighter
“The air side of the NATO equation is led by the United States with the F-35 and other various aircraft,” Townsend told BI.
The fifth-generation F-35 Joint Strike Fighter is an aircraft that rival powers have been unable to match its stealth and advanced suite of powerful sensors.
While some NATO countries are looking at the F-35 as a leap in combat capability, others continue to rely on the F-16, an older supersonic fighter that can dogfight and also bomb ground targets. And then some countries, like Germany, are considering European alternatives.
Royal Air Force Eurofighter EF-2000 Typhoon F2.
2. Eurofighter Typhoons
The Eurofighter Typhoon is a capable mutli-role aircraft designed by a handful of NATO countries, namely the UK, Germany, Italy, and Spain, determined to field an elite air-superiority fighter. France, which walked away from the Eurofighter project, independently built a similar fighter known as the Dassault Rafale.
Observers argue that the Typhoon is comparable to late-generation Russian Flanker variants, such as the Su-35.
While each aircraft has its advantages, be it the agility of the Typhoon or the low-speed handling of the Flanker, the two aircraft are quite similar, suggesting, as The National Interest explained, that the Eurofighter could hold its own in a dogfight with the deadly Russian fighter.
A B-52 Stratofortress deployed from Barksdale Air Force Base, La., sits on the flight line at RAF Fairford, England, March 14, 2019.
(U.S. Air Force photo by Airman 1st Class Tessa B. Corrick)
The US provides conventional and nuclear deterrence capabilities through the regular rotation of bomber aircraft into the European area of operations.
American bombers have been routinely rotating into the area since Russia annexed Crimea in 2014, according to Military.com. That year, the Pentagon sent two B-2 Spirit bombers and three B-52s to Europe for training. The B-1B Lancers are also among the US bombers that regularly operate alongside NATO allies.
US Navy P-8 Poseidon taking off at Perth Airport.
4. US P-8A Poseidon
“There’s also the maritime posture, particularly as Russia continues to rely on a submarine nuclear deterrent. We need a stronger presence. That’s why we’re seeing Norway, the US, UK do more with the P-8As,” Conley, the CSIS expert, told BI.
Facing emerging threats in the undersea domain, where the margins to victory are said to be razor thin, NATO allies are increasingly boosting their ability to hunt and track enemy submarines from above and below the water.
While there are a number of options available for this task, the US Navy P-8A Poseidon patrol plane, which was brought into replace the US military’s older P-3 Orions, are among the best submarine hunters out there.
Norwegian frigate HNoMS Helge Ingstad (front) leads Turkish frigate TCG Oruçreis, Belgian frigate BNS Louise Marie and a Swedish Visby-class corvette during Trident Juncture.
(NATO/LCDR Pedro Miguel Ribeiro Pinhei)
Another effective anti-submarine capability is that provided by the various frigates operated by a number of NATO countries.
“The NATO allies, in particular Italy, France, Spain, all have frigates that have very capable anti-submarine warfare systems,” Bryan Clark with the Center for Strategic and Budgetary Assessments told BI.
“They have active low-frequency sonars that are variable-depth sonars. They can find submarines easily, and they are very good against diesel submarines.” These forces could be used to target Russian submarines in the Eastern Mediterranean and into the Black Sea.
“Norway and Denmark also have really good frigates,” he explained. “They could go out and do anti-submarine warfare” in the North Sea/Baltic Sea area, “and they are very good at that.”
An AH-64D Apache helicopter from 1st Battalion, 101st Aviation Regiment, based at Forward Operating Base Speicher, Iraq.
6. AH-64 Apache gunship
The Apache gunship helicopter, capable of close air support, has the ability to rain down devastation on an approaching armor column.
The attack helicopters can carry up to sixteen Hellfire missiles at a time, with each missile possessing the ability to cripple an enemy armor unit. The Hellfire is expected to eventually be replaced with the more capable Joint Air-to-Ground Missile.
The Cold War-era Apache attack helicopters have been playing a role in the counterinsurgency fight in the Middle East, but the gunships could still hit hard in a high-end conflict.
7. German Leopard 2
The Leopard 2 main battle tank, which gained a reputation for being “indestructible,” is a formidable weapon first built to blunt the spearhead of a Soviet armor thrust and one that would probably be on the front lines were the NATO alliance and Russia to come to blows.
While this tank, a key component of NATO’s armored forces, took an unexpected beating in the fight against the Islamic State in Syria, it is still considered one of the alliance’s top tanks, on par with the US M1 Abrams and the British Challenger 2.
Observers suspect that the Leopard 2, like its US and British counterparts, would be easily able to destroy most Russian tanks, as these tanks are likely to get the jump on a Russian tank in a shoot out.
The aircraft carrier USS Harry S. Truman (CVN 75) and ships assigned to the Harry S. Truman Carrier Strike Group (HSTCSG) transit the Atlantic Ocean while conducting composite training unit exercise (COMPTUEX) on Feb. 16, 2018.
(US Navy photo by Mass Communication Specialist 2nd Class Scott Swofford)
8. US Nimitz-class aircraft carriers
A last-minute addition to last year’s Trident Juncture exercise — massive NATO war games designed to simulate a large-scale conflict with Russia — was the USS Harry S. Truman, a Nimitz-class aircraft carrier, and its accompanying strike group.
The carrier brought 6,000 servicemembers and a large carrier air wing of F/A-18 Super Hornets to Norway for the largest drill in years.
“One thing the NATO naval partners have been looking at is using carriers as part of the initial response,” Clark told BI. The US sails carriers into the North Atlantic to demonstrate to Russia that the US can send carriers into this area, from which it could carry out “operations into the Baltics without too much trouble,” he added.
America’s ability to project power through the deployment of aircraft carriers is unmatched, due mainly to the massive size, sophistication and training regimen of its carrier fleet. The UK and France also have aircraft carriers.
(DoD Photo By Glenn Fawcett)
9. PATRIOT surface-to-air missile system
PATRIOT, which stands for “Phased Array Tracking Radar to Intercept on Target,” is an effective surface-to-air guided air and missile defense system that is currently used around the world, including in a number NATO countries.
There is a “need for an integrated air and missile defense picture,” Conley told BI. “That is certainly a high-valued protection for the alliance.”
NATO is also in the process of fielding Aegis Ashore sites, land-based variants of the sea-based Aegis Ballistic Missile Defense System, that can track and fire missiles that intercept ballistic targets over Europe.
The U.S. Navy submarine USS North Dakota (SSN-784) underway during bravo sea trials in the Atlantic Ocean.
(U.S. Navy Photo)
10. US Virginia-class submarines
Virginia-class submarines, nuclear-powered fast attack boats, are among the deadliest submarines in the world. They are armed with torpedoes to sink enemy submarines and surface combatants, and they can also target enemy bases and missile batteries ashore with Tomahawk cruise missiles.
These submarines “could be really useful to do cruise missile attacks against some of the Russian air defense systems in the western military district that reach over the Baltic countries,” Clark told BI.
“You can really conduct air operations above these countries without being threatened by these air defense systems. So, you would want to use cruise missiles to attack them from submarines at sea.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Every person who has ever worn the uniform has had to, one day, step away from the uniform. The uncertainty that often accompanies that day is something that no explanation can truly capture, you’ll have to have your own experience. Once you’re on the other side, finding a proper fit can be one of the more substantial challenges that you’ll face.
Being a veteran, you are equipped to do and handle certain things. One of those veteran superpowers, adaptability, can make it hard to find a place that you actually fit in with. We have grown and developed that superpower so much that we can easily find ourselves in a job that we hate and not even realize it until we’ve been there for a year or more. Below you’ll find a handful of jobs that are not only good fits but are also financially and otherwise satisfying.
There are some specializations in the military that train you for a very lucrative life, post-service. What happens when you don’t have one of those jobs, or you don’t want to continue the career path you’ve been on?
*Actual footage of a veteran’s first day on the job as a customer service representative
(Image from Working Title Films’ The Big Lebowski)
Customer Service Representative
This job/career probably doesn’t pop out at you at first thought but dig a little deeper, and it makes a lot of sense. Weren’t so in love with your job? That’s completely fine and normal.
Regardless of your actual job in the military, we all have one thing in common service-wide: military customs and courtesies. This is beat into you as soon as you step foot off the bus, often before then. That makes you an excellent candidate to work in customer service. Doesn’t pay super well at entry level, but it does give you a foot in the door and a paycheck.
This is more of a placeholder job than anything else for many of us. Typically, we bide our time in these positions until we promote out or find something we actually like.
Average growth expected through 2026, with very low requirements for employment.
If you had any question, this is absolutely a transferable skill.
(Image by Army Sgt. Stephanie van Greete)
Obviously, some of us leave the service better equipped for this type of work than others. However, if you want to get into the field, there is opportunity. There may be some school or on the job training required, depending on your personal experience heading into the field.
Outside of that, you can find work with the right combination of a high school diploma, a good attitude, and experience. As an added bonus, there will always be a need for a good mechanic.
Still a fan of isolation and seeing what most others never will? Try this!
(Image courtesy of GI Jobs)
For the veteran community, the choice to become a truck driver can be a surprisingly comfortable one. It requires learning a skill, a period of time spent in on-the-job training working closely with a mentor, and finally entering a state of constant polishing.
Eventually, you may want to move from driver to owner and begin buying and manning your own fleet.
Like working with your hands?
(Image courtesy of GI Jobs)
Another option for those drawn to working with their hands. In other words, this is a job many veterans can gravitate towards and thrive. On-the-job training is the most common way in, but you could also earn a degree in the subject and likely enter with a much higher ceiling and amount of pay.
Regardless, there will be some type of ladder climbing involved, literally and figuratively.
Job growth in this area is above average through 2026.
They are more competitive and harder to find but they are there.
(Image courtesy of GI Jobs)
Human Resources/Operations Manager
These are two very different career fields that require some different skills and experience. You find them together because of their similarities and how those similarities can benefit you.
By the time many of us leave the service, we have compiled many years of experience as some type of leader/manager. That experience is valuable, especially when coupled with a degree or two. If you have at least a bachelor’s degree and experience you can find yourself in one of these positions.
Both of these areas expect an average to above average job growth through 2026.
(Image courtesy of GI Jobs)
Anything with computers
Literally. Anything dealing with computers is looking great going forward.
If you’re into computers at all, it’s highly recommended that you bet on yourself, put some type of education behind whatever experience you have and go get paid. Most of the jobs in this area require a degree or certificate, but if you can stomach it, you won’t regret it.
Many jobs in this area pay near or about 100K and job growth is well above average in many, many different specific jobs through 2026.