The folks over at The Infographics Show have asked a question that’s come up repeatedly over the last few years: If NATO and Russia actually get into a full-on war, could Russia successfully invade Eastern Europe and hold it for its own use or use it as a bargaining chip for greater power at the peace table?
(Jump to 6:30 in the video to skip the intro and political discussions and go straight to the potential military campaigns.)
For countries that were part of the U.S.S.R., this can be a true, existential threat. Ukraine used the be the heart of Russia’s shipbuilding industry, but most of the country doesn’t want to return to Russian rule. And Estonia first earned its independence in 1918, but then spent decades under Nazi and Soviet rule during and after World War II. It’s not exactly nostalgic for that period.
And with Russia becoming even more aggressive than it was in the already-tense last few years, countries both inside and outside of NATO are looking westward for strength and comfort.
So, if Russia goes from seizing Ukrainian ships on the Sea of Azov to seizing cities in Lithuania and Latvia, what happens next?
On a rural highway in northern Estonia, a pilot flies an A-10 Thunderbolt II from Lielvarde Air Base, Latvia, while practicing austere landings and take offs during the Exercise Saber Strike 18 on June 7, 2018.
(U.S. Air Force Master Sgt. David Kujawa)
In their video above, The Infographics Show postulates that Russia will attempt to seize Latvia, Lithuania, and Estonia before invading Finland, Sweden, and Norway. NATO has openly practiced for just this scenario, but Russia would enjoy large advantages in the early days of such a conflict.
While the U.S. military is much larger and more technologically capable than Russia’s, it would take weeks or months to build sufficient strength in Europe for NATO to seize back the territory if Russia was successful in its early drives. In the meantime, Russia would build up its defenses in seized territory, just like it did when it grabbed Crimea from Ukraine.
The real question at this point becomes one of political will and nuclear brinkmanship. Crimea is part of Ukraine, which is not a member of NATO, so fighting a resurgent Russia for it would’ve required a lot of political will from nations that weren’t obligated to protect it.
American and European tanks wait for their turn to compete in Operation Iron Tomahawk, a shoot-off between tank crews in Latvia.
(U.S. Army Command Sgt. Maj. Haynes)
Fighting for Estonia, on the other hand, is a requirement for NATO, but it still takes a lot of political will to send American tankers to Europe. And Russia may seek the peace table right as NATO builds sufficient combat power, offering to give back territory in some countries if it can keep what it’s already gained.
See the video above to see how one situation, an invasion of Eastern Europe and the Baltics, in which Russia seeks to gain some territory and then end the fighting.
The Civil Irregular Defense Group compound at Loc Ninh. The airstrip is to the right of the photo.
The small town and airbase were important for two reasons. First, the airbase was a logistical hub for military and espionage operations conducted by the U.S.; something communist forces were keen to excise. But the town was also the district capital. With a new president awaiting inauguration in Vietnam, the North Vietnamese wanted to embarrass him before he took office.
And North Vietnam was looking for a tasty target. A new commander and staff needed to try out the 9th Division in the field and build up its combat proficiency ahead of larger, corps-level offensives. So, in late 1967, North Vietnamese Senior Col. Hoang Cam, gave orders to get his regiments in position and supplied for an attack on the base at Loc Ninh.
One of his key units ran into an immediate problem, though. U.S. forces were working to secure a hey highway and clear out communist forces that could threaten it, and they swept through an area where Cam’s top regiment was hiding. That regiment was able to set an ambush just in time and killed 56 Americans, but they also suffered heavy losses and fled to Cambodia.
So Cam was down a regiment before the battle started. Still, his men were facing 11 Special Forces soldiers, 400 Civilian Irregular Defense Group soldiers, and about 200 South Vietnamese regulars. The largest weapons on the base were a few mortars and machine guns.
But the North Vietnamese forces failed to hide their buildup. South Vietnamese and U.S. forces intercepted radio traffic, discovered a field hospital under construction, and discovered elements of a specific unit typically employed in major offensives, the 84A Artillery Regiment.
U.S. Gen. William Westmoreland was too savvy to overlook all this evidence of a coming attack. He suspended some operations and ordered his subordinate to plan for a major defensive operation in that part of Vietnam, especially the district capitals at Loc Ninh and Song Be.
U.S. Special Forces soldiers and South Vietnamese troops in September 1968.
On Oct. 27, 1967, just five days after Westmoreland issued his warning to subordinates, Cam launched the North Vietnamese attack on Song Be. His division attacked a South Korean division but was rebuffed, partially thanks to American artillery and air power. Before South Vietnamese Rangers and American infantry joined the fight the next day, Cam pulled his men back.
As the Rangers looked for the enemy near Song Be, Cam launched a new attack. This time, he struck at Loc Ninh and fully committed to the fight.
Rockets and mortars flew into the base with no warning. The town itself caught on fire, and the South Vietnamese soldiers, with their Special Forces allies, rushed to send their own mortar rounds out.
Before reinforcements could arrive, North Vietnamese sappers blew through a wire obstacle and forced the defenders into the southern part of the compound. With the American and South Vietnamese defense collapsing, the Army rushed in UH-1Bs with machine guns mounted, and the Air Force sent in an AC-47 Spooky gunship that rained metal into the jungle.
The helicopters were able to put some fire on the attackers within the compound, but the AC-47 couldn’t strike there without threatening the defenders. Eventually, that became beside the point, though, as the South Vietnamese called artillery strikes onto the compound. He specifically called for proximity fuses, detonating the rounds a little above the surface to maximize shrapnel damage.
That’s the call you make to shred humans behind light cover. Many of the defenders were in bunkers that would hold back the shrapnel, but the Viet Cong in the open were shredded. The Viet Cong in the jungle finally withdrew under aerial bombing, but attackers remained in the conquered bunkers of the northern part of the compound.
The South Vietnamese were forced to clear these bunkers one-by-one with LAWs, light anti-tank weapons.
The allies found 135 North Vietnamese bodies. They had suffered eight dead and 33 wounded.
But the U.S. knew it had nearly lost the district that night, and it wasn’t willing to go round two with the same setup. So it not only watched the South Vietnamese clear those bunkers, it flew in two artillery batteries and another infantry battalion. Those infantrymen dug into the jungle and established light bunkers.
The U.S. and South Vietnamese alliance struck hard, rooting out platoons in the rubber plantations. In one case, an impatient South Vietnamese soldier grabbed a U.S. officer’s pistol from him and used it to attack a North Vietnamese machine gunner. When he couldn’t chamber a round in the pistol, he used it to pistol-whip the machine gunner instead.
This back and forth continued for days. On Oct. 30, the North Vietnamese sent additional forces to threaten other cities and positions, potentially trying to draw away some of the American defenders. But the allies knew the fight for Loc Ninh wasn’t over and sent other forces to protect Song Be and other locations.
Just after midnight on Oct. 31, another rain of mortars and rockets flew into Loc Ninh. But this time, the fire was more accurate, and North Vietnamese forces used anti-aircraft fire the moment the helicopters and AC-47 showed up. But proximity fuses were again used to slaughter North Vietnamese attackers.
At least 110 North Vietnamese were killed while the allies lost nine killed and 59 wounded.
The next night, artillery and machine gun fire rained onto the air base, but then the main thrust came at the new infantry base in the jungle. Observers posted in the jungle detonated claymores to blunt the attack but then had to melt away as the attackers continued their assault. The U.S. infantry pushed the attack back in just 30 minutes of concentrated machine gun fire and claymore use.
One U.S. soldier had been killed and eight wounded. Over 260 bodies were found, and there were signs that even more had been lost.
Additional forces were flown in, and the U.S. commanders were finally able to go on the attack. The attacks did not go perfectly, however. On Nov. 7, a U.S. battalion moving down a dirt road moved into the jungle and came under a furious assault. An RPG took out most of the U.S. battalion command team, including the commander.
One soldier in that fight was Spc. Robert Stryker who stopped one attack with a well-aimed M79 grenade launcher shot, but then died after diving on a grenade to save others. He’s one of the two Medal of Honor recipients for whom the Stryker vehicle is named.
But the 9th Division finally withdrew, ending the Battle of Loc Ninh. The U.S. had lost 50 dead and hundreds wounded, but the North Vietnamese lost somewhere over 850 dead and failed in its objectives to take either Loc Ninh or Song Be. But the Tet Offensive was on the horizon.
(Most of the information for this article came from an official Army history from the Center of Military History, Combat Operations: Staying the Course, October 1967 to September 1968 by Erik B. Villard. It is available here.)
Trying to deadlift a weight that is entirely too heavy for you is a great way to start demonizing the deadlift. Take your time in progressing to heavier weights. There’s no rush; you literally have the rest of your life to get to a three times bodyweight deadlift.
Maybe you did manage to get the weight to the top of the rep. This is not the time to lose tension; a weight that causes you to lose tightness at the top will make you regret picking it up on the way down.
This is where most of you will find the answer to your pain.
Your lats aren’t firing. Watch the video to learn how to turn on those lats with every rep. You’ll stop putting extra stress on your low back if you are properly engaging your lats.
Even though the deadlift is considered a pull, there is still a push aspect to it. Spend some time actively pressing your feet through the floor in your next session. You will immediately notice the difference as well as a relief in your low back.
The deadlift is a hip hinge movement. It isn’t a squat. Learn how to hip hinge using the drill in the video above. It will prevent the bar from getting in your way during the deadlift and causing extra stress on the low back as opposed to the glutes where you should be hinging from.
You’re so special that maybe the conventional deadlift isn’t good enough for you. If you have a hard time getting into position in the straight bar deadlift try another variation. The trap bar can be your friend here, as can a kettlebell.
If your shoes have the word “air” in their name, or the word “comfort” anywhere in their product description take them off when deadlifting. The cushion creates an unstable base that your body needs to compensate for. That compensation takes away from your form and can cause pain in the low back.
90% of people are in flexion (see #2). The rest of you may be in hyperextension at the top of the movement. If that’s the case, check out the video and learn how to wake up your glutes so that you can engage them instead of throwing all of your weight into your low back.
Here’s the full video to correct all potential low back issues in the deadlift. Get in the gym, apply your fix, and keep training!
Think of D-Day. What do you see? Probably the U.S. Navy pounding the shores with artillery as Army soldiers landed in boats driven by Coast Guardsmen as German soldiers rained artillery and machine gun fire while Luftwaffe pilots bombed and strafed the landing zones.
Notably absent: The German Navy. You almost certainly have no idea what the German Navy was doing during the invasion, and that’s because they weren’t doing much.
D-Day: Where was the Kriegsmarine? – Normandy Landings (Neptune / Overlord)
The problems for the Kriegsmarine dated to well before the war. In fact, a lot of it dates back to the formation of the Earth as well as the last few mass extinctions. Germany doesn’t have a lot of natural resources, especially the ones necessary for large ship construction.
But Germany did have a navy in World War II, and its U-boats were small but lethal, so they still should’ve had an impact at D-Day, right?
Well, they could have, but there were more issues. Britain and the U.S. had gone all out to convince German high command that D-Day at Normandy was a feint, creating an entire fake army helmed by Gen. George S. Patton, Jr. that would supposedly land later at a deepwater port on the French coast.
So, many of Germany’s D-Day decisions were made with the belief that a second, larger invasion could be coming somewhere else. And they didn’t want to risk their minuscule naval forces on what could be an Allied feint. Worse, the Allies had learned about how to kill U-boats on the surface in the Atlantic. So, any underwater boats actually deployed would be extremely vulnerable.
All these ships, none of them German.
So, the submarines couldn’t deploy in broad daylight as D-Day got underway, knowing that any subs spotted leaving the safety of the harbor would be quickly hunted down and killed. One group of three torpedo ships did risk Allied wrath by slipping out to attack at Sword beach, successfully sinking a Norwegian destroyer.
That night, U-boats attempted to slip out and disturb the ongoing landings at Normandy, but they were quickly repulsed with two sunk and four heavily damaged. The Allies had sub-hunting planes that could detect German subs on the surface with radar, even in the middle of a dark night.
So, only U-boats with snorkels — those that didn’t need to surface — were viable. And Germany only had 14 left within range of the beaches. That’s partially because D-Day came in 1944, 13 months after the U.S. and Britain had savaged the German vessels in Black May.
So, for weeks, German U-boats were pinned in, and most of the German Navy was similarly limited. Eventually, they broke out and were able to inflict losses on Allied landing and logistics forces. But only eight Allied ships were lost to U-boats off the coast of Normandy at the cost of 20 German U-boats.
The surface story was similar. The Kriegsmarine was simply too small and too underpowered to take on the Allied fleet, and so it was doomed to failure.
Not that it was a bad thing since, you know, they were trying to stop the invading force that would later liberate the concentration camps.
In America, you can do a lot of things at a firing range — for the right price. Shoot a sten gun, a .50-cal, or an AK-47 — you can even drive a Sherman tank over a car. This is America and if there’s anything Americans seem to hate, its limits on firearms. But while America is not alone in their undying love for battlefield firearms there are some limits to what you can do without breaking the law.
That sh*t goes out the window in Cambodia, though. You know Cambodia, right?
Bring your own GoPro.
Cambodia has had gun control laws in place since the 1990s, but unlike countries where guns are tightly regulated, tightly controlled, and tightly monitored, Cambodia hasn’t had the will or political impetus to enforce many of the laws. Citizens once carried an array of assault weapons and explosives.
Cambodia’s civil war killed some 1.7 million people and displaced millions of others from the cities to the countryside. So it’s unsurprising that so many Cambodians are unwilling to part with their lethal protection. Even less surprising is that some Cambodians would choose to turn the large caches of antiquated firearms into a booming tourist attraction.
In recent years, many locals have turned in their weapons, but many others did not. It is still quite easy to get your hands on some of this hardcore hardware. As a tourist, though, you don’t need to acquire your own heat. Just like in America, one can be found for you — for the right price.
At the Cambodia Fire Range Phnom Penh, you can combine tour packages that will take you to Cambodia’s unique historic temples, like Angkor Wat, with massive firepower. They’ll transport you there for free, fill you up with all the free beer you can handle, and then take you back to the range so you can let loose with an RPG aimed at a makeshift grass hut loaded with fuel barrels.
If jungle temples and shoulder-fired rockets aren’t your jam, maybe you’ll be more apt to take in the beautiful, pristine beaches at Sihanoukville with a boat ride to some of Cambodia’s most remote, small islands. Then, once back at the range, you might prefer tossing hand grenades — or launching them with an M70.
Think Hall of Fames are regulated just to sports? Turns out that’s not true. In fact, there’s a Robot Hall of Fame in Pittsburgh, Pennsylvania, a Toy Hall of Fame in Rochester, New York, and a Quilters Hall of Fame in Marion, Indiana. Those HOFs sound like fun but are also a little quirky. The Arkansas Military Veterans Hall of Fame used to be a little quirky, too. Until 2017, it existed only online. Now, the Arkansas HOF is safely nestled inside the State Capitol Building in Little Rock.
A New Kind of Military Veterans Hall of Fame
The Arkansas Military Veterans Hall of Fame is unlike most military HOFs around the country. Most only include veterans who have served overseas. But the one in Arkansas is different. ThiS HOF also includes veterans who have served in domestic capacities – so a deployment isn’t necessary to be nominated.
Colonel Conrad Reynolds founded the Arkansas Military Veterans HOF. He served as a military intelligence officer for 30 years and when he retired knew exactly what he wanted to do. He wanted to make a place to honor all veterans, no matter how they served. So far, 10 cohorts have been inducted to the HOF. All of their stories are also told on the Arkansas Military Veterans Hall of Fame website.
All Veterans Calling Arkansas Their Home Can Be Nominated
Every year, the Hall of Fame inducts a maximum of 15 new Arkansas veterans. What’s really exciting is the exhibit at the Capitol building in Little Rock has lots of space. Enough space, in fact, to house another 30 years of veteran inductees! Anyone can be nominated by filling out a form on the Arkansas Military Veterans Hall of Fame’s website. With around 50 nominations annually, a committee then narrows it down to just 15. What a difficult task that must be.
The Arkansas Military Veterans Hall of Fame is a non-profit with one goal: to honor the extraordinary veterans who call Arkansas their home. Eligible nominees include those born in Arkansas, those having lived in Arkansas for at least eight years, or those having entered military service from Arkansas.
In this image made from video provided by Korea Broadcasting System (KBS), South Korean President Moon Jae-in, left, and North Korean leader Kim Jong Un pose after signing documents in Pyongyang, North Korea Wednesday, Sept. 19, 2018.
International sanctions have proven to be a sore point for North Korea.
Talks between Kim and President Donald Trump in Hanoi, Vietnam, abruptly broke down in February 2019 over disagreements over sanctions.
But North Korea’s foreign minister, Ri Yong Ho, said Pyongyang had only asked for a partial — not full — lifting of sanctions. Ri added that North Korea offered to dismantle its primary nuclear facility and to permanently halt the testing of nuclear weapons and long-range missiles, but the US asked for more.
President Donald Trump meets North Korean leader Kim Jong Un, Feb. 27, 2019, in Hanoi.
The North blames the South for strained relations with Trump
The site of the liaison office had been a symbol of the improving collaboration between the two Koreas, which technically remain at war.
North Korean media have been criticizing South Korea’s limited influence in improving US-North Korea relations since the failed Hanoi summit, NK News reported.
The state-run Meari news outlet said on March 22, 2019, according to NK News: “How can the South Korean authorities, which cannot do anything without the US’s approval and instruction, play the role of mediator and facilitator?”
Meari added that the Moon administration had not taken any “practical measures to fundamentally improve inter-Korean relations,” and is “walking on eggshells around its master, the US.”
Chad O’Carroll, the founder of NK News and chief executive of the Korea Risk Group, said that North Korea’s withdrawal also sent the message: “What’s the point of [inter-Korean] talks when sanctions prevent practical cooperation?”
‘Sad and unfortunate’
South Korea’s vice minister of unification, Chun Hae-sung, told reporters that the withdrawal was “sad and unfortunate,” and that Seoul will need time to figure out next steps, according to CNN.
“We regard such a withdrawal as very sad and unfortunate [and] we hope that the North will return shortly and hope that the liaison contact office will operate normally as soon as possible,” Chun said.
A statement by Seoul’s Unification Ministry also called the decision “regrettable,” but ensured that South Korea would continue staffing the office, the AP reported.
The two Koreas had been hoping to revive a joint industrial complex in Kaesong that combined the South’s capital and technical knowledge with the North’s cheap labor, the AP reported.
But a reopening would require the US to make exceptions on its stiff sanctions on Pyongyang because the factory is near the Korean DMZ.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Rank has its privilege. It goes far beyond just getting a slight bump in pay that finally puts your base pay above minimum wage.
As a lower enlisted, if you mess up, you’ll get smoked — or at least get a talking-to. Once you become an NCO or an officer, your ass is grass if you act like a young Private (there’s some leeway for butterbars, but not much). Be warned, young lower enlisted with your eyes on the prized NCO rank: There’s a line in the sand. Once you enter the NCO Corps, you can no longer do any of the following.
6. Shaming / skating
Don’t expect much downtime as a junior NCO — training meeting over here, command and staff meeting over there. There’ll be a lot of dog and pony shows between the moments you need to actually do your freaking job.
There’s literally no time to sit on your phone and ask the daily, “why haven’t they cut us lose yet?”
5. Mistakes out of ignorance
Young Privates botch setting up a radio and no one bats an eye. A Sergeant messes up with that same radio and someone is on their ass about why they didn’t take the time to download all the manuals in their free time to learn a piece of equipment that was just fielded.
Lower enlisted learn things as they progress, so mistakes are common. Senior NCOs can rely on other people to know how to do it, so mistakes are rare. As for junior NCOs… you’re on your own.
4. Failing to meet standards (even just barely)
Standards are there for a reason. If a private just barely misses their run time or just barely misses weapons qualification, it’s not the end of the world even if it seems like it is. Their NCO should help get them back up to the standard and things are good again. No harm, no foul, and everyone looks good.
The subordinate looks good because they improved even though it’s just to the standard. The NCO looks good because they helped nudge them to where they were supposed to be.
3. Doing dumb sh*t with your free time
Depending on your unit and immediate chain of command, team-building exercises off duty, like when your entire squad goes out to get smashed after payday, is the norm. If you’re a Private, go nuts! Enjoy your time. NCOs and officers usually attend to see what their troops are really like, and it’s worth it even if they have to play the sober babysitter.
Even when the boots finally come off, an NCO’s job isn’t done. If you can manage to do something other than make up the work you couldn’t get to earlier in the day (meaning filling out bullsh*t paperwork, reading useless manuals, and getting ready for the next day), it doesn’t matter — someone f*cked up! Even if you’ve just met the kid and haven’t drilled into them how your unit operates, you’re in trouble with them. Never a day off.
2. Complaining in general
No one likes hearing complaining about minor things. If a Private is told, “suck it up, buttercup,” then that’s the end of the conversation. Plenty of things suck, and it’s not like crying will make things better. Best of all, no one cares if a lower enlisted complains. Things get better or they suck it up.
If an NCO or an officer whines that it’s too hot, everyone from the lowly Private to the full-bird Colonel laughs at the pansy. Complaining about mundane crap will destroy a hard-ass reputation and open the floodgates for their subordinates to keep b*tching.
1. Being protected from the sh*t rolling downhill
This one depends on if you’re a good NCO/Officer. A good leader stands in front of that incoming sh*t-boulder rolling at their troops and tries to keep them out of the suck as much as possible. If it splashes, that’s fine. If a leader throws their troop under said boulder, they don’t deserve to be called a leader.
Let’s say, for example, a Private is driving a Humvee and rear ends the Brigade Commander’s personal car. The Brigade Commander will want their head on a spike. Each leader along the way has the choice to talk the previous link on the chain of command out of decapitating an idiot and displaying their severed head for an honest mistake.
Eventually, this particular boulder rolls into the first-line supervisor. Any leader worth their rank would pull an excuse out of their ass as to why it was actually not the private’s fault, but their own. If getting smoked until they’re sore is the only consequence, that Private has a damn good leader.
A sign hanging above the doors to the gas chamber reads, “Even the brave cry here.” A dozen at a time, Marines are ushered into a small, dark, brick room. A thick haze of o-Chlorobenzylidene Malononitrile, more commonly known as CS gas, fills the air.
Marines with Deployment Processing Command, Reserve Support Unit-East (DPC/RSU) and the 26th Marine Expeditionary Unit, conducted gas chamber training Nov. 8, 2019, on Marine Corps Base Camp Lejeune, North Carolina.
“During qualification, which can take about four to five hours, Marines are taught nuclear biological and chemical (NBC) threats, reactions to NBC attacks, how to take care of and use a gas mask, how to don Mission-Oriented Protective Posture gear, the process for decontamination, and other facts relating to NBC warfare,” said Cpl. Skyanne Gilmore, Chemical, Biological, Radiological and Nuclear (CBRN) specialist with the 26th MEU.
Cpl. Samual Parsons and Cpl. Isais Martinez Garza, Chemical, Biological, Radiological and Nuclear (CBRN) specialists, suit to Marines for gas chamber training at Camp Lejeune, North Carolina, Nov. 8, 2019.
(US Marine Corps/Cpl. Dominique Osthoff)
“The gas chamber training teaches Marines how to employ gas masks in toxic environments, and to instill confidence with their gear during CBRN training. Training in the gas chamber is essential because a service member can never know when they could be attacked,” Gilmore said.
According to Gunnery Sgt. James Kibler, Alpha Company operations chief with DPC/RSU, the unit conducts gas chamber training once a month due to the rotation of service members preparing for deployment.
The 26th MEU was training to complete Marine Corps Bulletin 1500, a biennial requirement for active-duty Marines.
A US Marine clears his gas mask during gas chamber training at Camp Lejeune, North Carolina, Nov. 8, 2019.
(US Marine Corps photo by Cpl. Dominique Osthoff)
A US Marine performs a canister swap on another Marine during gas chamber training at Camp Lejeune, North Carolina, Nov. 8, 2019.
(US Marine Corps photo by Cpl. Dominique Osthoff)
During the training, CBRN Marines monitor individuals who may be struggling in the gas chamber.
“We calmly talk to them, and we take them step by step of what to do,” Gilmore said. “If they’re freaking out, we have them look at us and breathe. If we have to, we pull them out of the gas chamber and let them take their mask off and get a few more breathes before we send them back in there so they can calm down and realize they’re breathing normally.”
A US Marine breaks the gas mask seal as instructed during gas chamber training at Camp Lejeune, North Carolina, Nov. 8, 2019.
(US Marine Corps photo by Cpl. Dominique Osthoff)
Having confidence in one’s gear and checking it over twice before going inside helps individuals from losing their composure in the gas chamber.
“Check the seal on your mask and the filters before going inside,” said Gilmore. “When you feel like freaking out, take a breath and realize that you’re not breathing in any CS gas. You should have confidence in yourself and your gear.”
US Marines perform a canister swap during gas chamber training at Camp Lejeune, North Carolina, Nov. 8, 2019.
(US Marine Corps photo by Cpl. Dominique Osthoff)
Due to the rise in chemical attacks, proper training in the gas chamber could save a service member’s life.
“Throughout Iraq, there have been pockets of mustard gas and a couple other CBRN-type gases that have been found, especially within underground systems,” Kibler said.
“I know that when I was there in 2008, a platoon got hit with mustard gas when they opened up a Conex box. The entire platoon was able to don their masks. Gas attacks are out there; it might not be bombs, but it’s out there somewhere.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Signing up for military service is a life-changing event. When you ship off to boot camp as a recruit, you’re going to meet some friendly faces who will sternly instruct you on how to properly live a military life by using their outside voices even when they’re inside.
Welcome to boot camp, f*cker!
From the day you step foot on the training grounds to the day you leave, recruit, you will frequently ponder the following questions:
6. “They’re going to tone down the yelling soon, right?”
One of the most impressive aspects of boot camp is how well the drill instructors can scream at you at the top of their lungs. Just note that the screaming doesn’t end until you graduate. Then, it continues throughout the rest of your career.
As the coronavirus spreads in the US, “tens of thousands” of National Guard troops could be called up to assist efforts to combat the disease, the National Guard chief said Thursday.
There are more than 2,000 National Guard members on state active duty in 27 states, but the number is expected to increase. As of last Friday, only 400 Guard members were active in just six states.
“We anticipate that number going up relatively quickly, in fact doubling by this weekend,” Air Force Gen. Joseph L. Lengyel, chief of the National Guard Bureau, said at a Pentagon press briefing.
“It’s hard to tell what the exact requirement will be, but I’m expecting tens of thousands to be used inside the states as this grows,” he told reporters, adding that “this could blossom in the next couple of weeks as governors and states determine their needs.”
The National Guard has a long history of responding to disasters, including public-health emergencies such as disease outbreaks.
“We are involved in a multitude of mission sets,” Lengyel said. “The National Guard is providing medical testing, assessments, facilities, ground transportation, logistics, command and control, planners, liaison officers, and we will continue to adapt as this unfolds.”
As of Tuesday in New York, which has over 3,000 coronavirus cases, there were 900 New York National Guard troops on duty assisting at drive-thru test stations, cleaning public spaces, and distributing food, the Guard said in a statement.
“Going forward, we expect the role of the National Guard will continue to grow and evolve to meet the country’s needs during this historic pandemic,” Lengyel told reporters.
The Guard is having to implement certain force protection measures, however, as six Guard members have already tested positive for the coronavirus.
“My No. 1 priority is taking care of our National Guard soldiers, airmen and their families,” the chief said in a recent statement. “The readiness of our force will be critical to the success of this nation’s COVID-19 response efforts.”
In October 2018, Airman Magazine sat down for a conversation with Maj. Gen. Robert J. Skinner, Twenty-fourth Air Force commander; Air Forces Cyber commander and Joint Force Headquarters-Cyber commander, Joint Base San Antonio-Lackland, Texas. He is responsible for providing Air Force component and combatant commanders with trained and ready cyber forces to plan, direct and execute global cyberspace operations.
Airman Magazine: In July, the Twenty-fourth AF moved from Air Force Space Command to Air Combat Command. At the same time you moved from AFSPC to ACC. What are the reasons for that restructuring?
Maj. Gen. Skinner: This allows Gen. Raymond, as the Air Force Space Command commander, to truly focus on space operations. The other thing is this brings cyber within Air Combat Command, which has intelligence, surveillance and reconnaissance; command and control and the air domain. Bringing all these forces together under one four-star MAJCOM (major command) commander, Gen. Holmes, allows him some more flexibility to be able to present forces across the spectrum of operations.
The networks for those operations need to be resilient and they need to be protected. When you bring together the ISR, cyber, information operations, electronic warfare and command and control, that’s a lot under one hat. But it allows us greater integration as we move forward. At the end of the day, this is about multi-domain operations and the more we can bring those together, the more successful we’ll be.
Airman Magazine: How are your responsibilities divided between your three commands? It seems that just the information technology portion alone would be a huge demand on your resources.
Maj. Gen. Skinner: Cyber operations have four or five different lines of effort. One is to actually build the networks, build the applications and build the systems.
Another is to operate and maintain the networks, but also secure and protect them from vulnerability to adversaries. We also defend networks for our maneuver forces and then we have full spectrum operations, which is on the offensive side.
We also have combat communications airmen and engineering installation airmen who extend the network out to a multitude of places, whether that’s tactical basing or at the forward battle edge.
With that said, information technology is still a key part of the cyberspace domain and we are moving forward in the Enterprise IT as a service. We are going to utilize things industry does very well as a commodity type of action activity.
We are going to leverage what industry does great, providing some services and network infrastructure, and re-mission our airmen to do core Air Force missions on the defensive and offensive side, while providing assurance for the many missions the Air Force presents to the combatant commanders on the joint side.
The bottom line is we’re in the cyber operations business — information technology, networks, both operating and defending — and we provide full spectrum operations in this thing we call the cyberspace domain.
Tech. Sgt. Wyatt Bloom uses a spectrum analyzer to check television broadcast network routers at the Defense Media Activity, Fort Meade, Md., July 18, 2012. Bloom is a cyber-transport technician assigned to DMA.
Airman Magazine: Would you explain your duties as commander of the Air Force component at Cyber Command? How is that different from the hat you wear as commander of Twenty-fourth AF and Air Force Cyber?
Maj. Gen. Skinner: This could actually be a dissertation. To break it down a little bit, the Twenty-fourth AF is where we organize, train and equip our airmen. The perfect example is we have an organization down at Hurlburt Field — they train almost every cyber professional. Now we do a lot more than that, but that’s one example of the Twenty-fourth AF piece.
In the Air Force cyber piece, I am charged by the Air Force to present forces to Gen. Paul Nakasone, the U.S. Cyber Command commander, for his missions and functions as the combatant commander.
We provide offensive forces and defensive forces, DODIN (Department of Defense Information Networks) ops cyber professionals and ISR professionals to Gen. Nakasone, so he can perform his mission.
Then the third area is the Joint Force Headquarters side. That’s where Gen. Nakasone has asked us to align to three different combatant commanders to provide additional joint support for their missions.
We have planning elements that are aligned to these three combatant commanders, as well as some cyber teams supporting the commanders’ efforts in defense of the mission. Our teams are able to deploy and employ forces against a particular adversary at the time and place of the combatant command commanders’ choosing.
Our job within Twenty-fourth AF, AF Cyber JFHQC and Cyber Command, is to be ready at a moment’s notice to protect our systems and defend the networks and defend the core missions of our military and our joint war fighters. Then deter, disrupt and degrade an enemy’s ability to perform those functions against us. Part of that goes into making sure that we have persistent engagement, a persistent presence, and a persistent innovation as we continue to move forward.
Airman Magazine: Across the Air Force, joint force, partner agencies and nations, do cyber operations equate to kinetic operations or is that a completely different animal?
Maj. Gen. Skinner: I would say it is not a completely different animal. To be successful in cyber operations and have cyberspace superiority at the time and place of our choosing, we need a team of teams that is internal to the Air Force.
Every single airman in our Air Force needs to be a cyber sentinel. We need every airman to be very conscious of cyber security, cyber hygiene and things that are going on within the cyberspace domain.
We have branched out and are part of several joint organizations that perform functions and missions within the cyber domain. The National Security Agency is a huge partner with us as we perform these missions, as well as the Central Intelligence Agency, Defense Information Systems Agency and Department of Homeland Security — a lot of different agencies across the board.
We are also great partners with commercial industry and academia because we’re all in the same field and in the same cyber domain.
Within Twenty-fourth AF, we have a United Kingdom representative and an Australian liaison officer, but most of our allies and partners are really up at the Cyber Command level. We leverage those partners through U.S. Cyber Command, NATO and other organizations.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What is it that makes your cyber airmen “cyber warriors”?
Maj. Gen. Skinner: Our airmen are absolutely warriors. We have teams in the fight operating constantly: 7 days a week, 365 days a year, Christmas and New Year’s.
If you’ve heard Gen. Nakasone speak recently you’ve heard him say we’re no longer solely responding to network intrusions, we have cyber forces persistently engaged against state and non-state adversaries, actively identifying and countering threats in the cyber domain.
This achieves several benefits at once: first and foremost, it gives us control over the cyber terrain that serves as the foundation for superiority in cyberspace. It also keeps our operators ready and their skills honed and imposes cost on the adversary so they can no longer operate freely without repercussion. There’s already a massive demand signal for our cyber operators that will only increase, so we have to ensure we’re fielding proficient, ready and lethal operators at scale.
Because of this, we are investing not only the readiness of our mission, but also in the readiness of our people. This means examining everything within our scope of control, including the effect the operational tempo of our 24/7/365 mission has on our operators.
Just like you see within the (remotely piloted aircraft) field, cyber can mean long periods away from the sunlight and abnormal sleep hours, and that can absolutely have an effect on people. Any leader will tell you—if you take care of the people, they will take care of the mission.
Airman Magazine: What part does the total force play in cyber operations and defense?
Maj. Gen. Skinner: I will tell you, we could not do our job on a day-to-day basis without the total force. The majority of the forces within Twenty-fourth AF are guard and reserve components.
Our engineering installation mission is 85 to 90 percent within the guard. More than 50 percent of our combat communications capability, which extends and expands our capabilities to the tactical edge, is in the guard. We have guard organizations up in Washington. We have some in Rhode Island. We have some here in Texas. I will tell you they provide great day-to-day work.
What’s even more important is the expertise that they bring from their civilian jobs. We have vice presidents of some corporations who are part of our total force as well. Bringing that expertise, leadership, things that the public is good at and things that industry is focused on benefits the military and vice versa. They take lessons learned from the military and take it to their company. So it’s a great yin-yang relationship.
Whether it’s an offensive operation or a defensive operation or even DODIN ops, there has to be a tight tie between all of those as we move forward because the defense learns from the offense and the offense learns from the defense. DODIN ops learn from defense to figure it out where we need to be resilient, where some of our mission critical assets are and how to defend them.
All the computer networks, email, applications and systems in the cyberspace domain are what we call the Department of Defense Information Networks. There are pay applications that we have in the Air Force that are part of DODIN. If you get paid electronically within the Air Force that’s part of the DoD information network.
Airman Magazine: Is it an advantage that those reserve and National Guard personnel tend to have long histories with one unit?
Maj. Gen. Skinner: I would say sometimes it’s an advantage and sometimes it’s not. In some places having continuity is good. I would say having too much continuity isn’t necessarily good in cyber because you want some fresh blood, some fresh ideas.
Airman Magazine: Would a technical track for active-duty cyber operators benefit the force?
Maj. Gen. Skinner: Similar to other domains and weapon systems, we have to be proficient to be effective. Since cyber is a technical domain we do need technical expertise.
However as our people gain that expertise and increase in rank and responsibility, we need them to be leaders and lead teams to success while still maintaining credibility in their profession. We, ACC and Headquarters Air Force are working closely together to determine what the right “path to greatness” will look like, in order to build a force that generates maximum lethality.
Cyber warfare operators assigned to the 275th Cyber Operations Squadron of the 175th Cyberspace Operations Group of the Maryland Air National Guard configure a threat intelligence feed for daily watch in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: As cyber tools and methods seem to change constantly, ow can the acquisitions process be altered to make sure the Air Force has the best technologies and practices in the cyber domain?
Maj. Gen. Skinner: The Air Force and DoD leadership are laser-like focused on our ability to acquire things in a more agile, fast and relevant way. We have leveraging other authorities, like 804 authorities, to bring on the future faster and to bring innovation faster.
As an Air Force we are becoming more of a software force than a hardware force. The ability to bring the new wave of agile software development operations, DevOps, is going to be key in maintaining our superiority and operating within the enemy’s OODA loop (time it takes to observe, orient, decide, and act).
We’re bringing in individuals who understand the old waterfall model is not the right model because by the time that you set the requirements and start developing to those requirements, the environment, threats and priorities have changed.
If you’re spending weeks, months and years identifying and defining hundreds or thousands of requirements, you definitely can’t meet those requirements in a timely manner. So leverage industry, leverage developers who are innovative, define the left and right limits or requirements.
So you get a three to five-page requirements document, which is much better than a 100 to 200-page document. Let them innovate and come back with a solution and in a much more timely manner—days and weeks versus months and years. Then you iterate and you continue to iterate on that minimum viable product.
Then also leverage some of those techniques to buy the right hardware in a timely fashion and focus on the approval top rate process, to reduce the amount of time to approve either software or hardware for connecting to the network. I know that Dr. Roper, Air Force Acquisition and the chief and secretary are very focused on bringing the future faster.
Airman Magazine: The Air Force is considering launching a cyber rapid capabilities office. How would that benefit the Twenty-fourth AF and the cyber community as a whole?
Maj. Gen. Skinner: The traditional slow-and-steady acquisition model is great for buying a fleet of fifth-generation aircraft, but it isn’t ideal for cyberspace where the landscape is changing constantly and where the state-of-the-art is available to anyone interested in buying. We need to get faster.
The DNA of the Air Force RCO brings agility and flexibility, which drives down timelines and increases capability. Right now we can’t say what form a cyber RCO would take, but will benefit us by getting the right capabilities and weapons at the right time to our operators. We need to respond to malicious cyber activity with greater speed and tempo employing a calculated, “spectrum of risk” framework which is properly delegated at echelon to enable responsible and responsive cyberspace operations in support of assigned missions.
The concept of Fusion Warfare gathers all intelligence, surveillance and reconnaissance data across all Air Force platforms into the “combat cloud” through and autonomous process where it’s analyzed and combined to create a real time big picture for commanders.
(Photo by Airman 1st Class Kevin Sommer Giron)
Airman Magazine: What effect will advances in big data research have on cyber operations?
Maj. Gen. Skinner: Data is the game changer in our business. If I own the data battle space, then I will definitely be within the OODA loop of the adversary. Being able to leverage quantum computing, artificial intelligence and analysis of big data platforms is really the future of our mission.
There is so much data out there in today’s environment there is no way that you can get through all of it (manually). So you may miss a key data point that would help you make a decision. In a future conflict, being able to have the right data at the right time analyzed at the right tempo is key to success.
We’re putting a lot of effort into better understanding the data, not just from cyber standpoint, but also in logistics, in intelligence and even in personnel. The more we can analyze the data, the better that we can perform education and training, perform timely logistics, perform ISR operations. Every single Air Force core mission is reliant on data to be more effective, more efficient and more successful.
Airman Magazine: Can you talk about Hack the Air Force and its value to the force?
Maj. Gen. Skinner: The first Hack the Air Force iteration was in late 2017, after the successful Hack the Pentagon initiative by Defense Digital Services. When the first hackathon sprint kicked off it took less than a minute for a hacker to find a valid vulnerability. By the end, over 200 holes in our boundary had been patched—and that was just the first iteration.
Hack the Air Force gets after two important focus areas: first, it builds capacity for the Air Force by leveraging expertise from a multitude of places, and second, it leverages innovative thinking to find vulnerabilities we otherwise might not uncover.
Take, for example, the person who won the first hackathon sprint, a 17-year-old high school student from Chicago. Maybe his path won’t lead him to the Air Force, but we were still able to use his talents to make ourselves more resilient. To me that’s a win.
Quynh Tran, right, a Raytheon Corporation software engineer, talks with Capt. Nick Lundin, Product Management lead, about a software coding project May 30, 2018 at Kessel Run, a program within the Defense Innovation Unit Experimental, a United States Department of Defense organization, in Boston.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What lessons can be learned from commercial companies about practices that enable those fresh ideas to come forward?
Maj. Gen. Skinner: There are a lot of great lessons learned from Silicon Valley and I would offer Silicon Valley has also learned from the Department of Defense.
As I’ve said many times over my 33-year career to date, if I came into the military today, compared with a talent level of the individuals that we have now, I would not be as successful as I have been.
The talent today is amazing and our job as senior leaders is how do we unleash that talent? How do we have the right policies and the right directives leveraging the right acquisition authorities and unleash this talent on the hard problems that our force and our nation face today.
The key is getting the right people in the room to determine how best to provide solutions, whether it’s software development, hardware acquisition or cyberspace operations. It’s getting the right people in the room and getting through the bureaucracy, pushing the bureaucracy to the side and being able to unleash the talent.
Airman Magazine: How can, especially when it comes to the cyber domain, the Air Force compete with civilian industry to attract more STEM (science, technology, engineering and math) talent?
Maj. Gen. Skinner: There was always a competition between academia, research labs, commercial industry and the military. We as a military cannot compete from a dollar standpoint.
But where we can compete is with the great things you can do within the DoD, that you probably can’t do within the commercial world. We have great missions coming from the research we’re doing.
Some of the operations we’re doing on a day-to-day basis, you can’t do that on the commercial side. We have opportunities for individuals at a variety of levels to perform things they couldn’t do outside of the military. That’s our calling card.
Airman Magazine: Peer and near-peer competitors have been going to school on us since World War II; how do we offset that advantage?
Maj. Gen. Skinner: I would say every threat is an opportunity. While we have been focused over the last 10 to 15 years on the violent extremist, the latest National Defense Strategy, National Security Strategy and National Cyber Strategy outline strategic competition, peer competitors, and has turned the focus there.
You’ll hear a lot about readiness. Readiness is very important to our chief, very important to our secretary and very important to the secretary of defense. We need to make sure that we have a lethal force. In order to do that, you need to have a ready force.
In order to be ready, you need to have a disciplined force. Especially when there is strategic competition out there and adversaries who on a day-to-day basis are performing actions and operations that are probably right below the level of conflict.
But, I would not want to go and do a mission against a threat with anyone else but the airmen we have in our service today. Our airmen, with our joint partners in the other services, still have the most critical, credible and lethal force in the world.
Airmen with the 68th Network Warfare Squadron monitor Air Force communications to analyze disclosures of critical information and perform data loss prevention at Joint Base San Antonio-Lackland, Texas, Oct. 25, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: You talked about having a disciplined force in order to be lethal. What constitutes discipline in the cyber world?
Maj. Gen. Skinner: Discipline is key. I’m not talking about discipline from a uniform code of military justice aspect. This is discipline in processes, discipline in procedures and discipline in command and control. We spent a lot of time going back and trying to figure out what happened on something because there was an undisciplined tactic, technique, procedure or process. We’re trying to leverage discipline to make our force more effective and more capable and build capacity.
Then we come to a readiness standpoint. Readiness, as you know, is made up of personnel, equipment, procedures and training. We are continually leveraging our innovative airmen to improve the training they receive, how we purchase equipment, how we educate our airmen.
Part of all this is proficiency. Proficiency against a violent extremist organization is much different than proficiency against strategic competitors. Our focus continues to be how to maintain and improve the readiness and proficiency against strategic competitors.
We are also leveraging our airmen and technology to be more efficient and more effective.
Leveraging artificial intelligence can decrease the amount of time that our airmen spend doing manual work so they can focus on the higher end discussions of cognitive actions and activities.
For example, manually looking through thousands of pages of data takes a very long time. We have airmen who are leveraging technology, whether it’s using keywords or bringing a couple of technologies together, that can take those thousands of documents and run through them in minutes versus hours, days or weeks.
Then taking what the technology has given you and put the human eye on it — are there any other needles in the haystack?
That’s what our airmen are doing on a day-to-day basis. Whether it’s from a data collection standpoint, whether it’s from a cyber operation standpoint, whether it’s looking through logs to see if we have an adversary presence on our networks. Looking through logs to make sure that our user experience is where it needs to be on a daily basis, but leveraging technology to reduce the amount of manual steps.
Airman Magazine: With a kinetic weapon, the effects are apparent and there is an inherent process to be able to determine origin, intent and purpose. The very nature of cyber is to hide the hand that dealt the cards. What kind of challenges does determining attribution pose for a commander?
Maj. Gen. Skinner: So attribution is a very significant challenge. There are not as well defined international norms in the cyberspace domain and therefore a multitude of nations and multitude of criminals and the multitude of other individuals are continuing to push the limits.
It is often very apparent in the other domains, from an effect or an outcome, who the actors are. In the cyber domain, you can have the same type of effects in as in other domains, but it is harder to determine the source, which is really important when you start talking about multi-domain operations.
Cyber is a critical enabler while also a critical operation because cyber can be both supporting and supported within multi-domain operations. As we continue to refine our operations, to refine our tactics, techniques and procedures, we will continue to get better at understanding attribution, understanding the outcomes, and making sure that we refine and define those outcomes and bound the outcomes to meet our mission objectives.
As cyber continues to get more profound and more pronounced in the day-to-day operations, attribution is going to become that much harder.
U.S. Air Force Maj. Gen. Robert Skinner, then Deputy Commander of Air Force Space Command, speaks at the 2018 Rocky Mountain Cyberspace Symposium in Colorado Springs, Colorado, March 6, 2018.
(Photo by Dave Grim)
Airman Magazine: How do you convince people that cyber and space have become foundational to everything that the Air Force, and our society as a whole, does on a daily basis?
Maj. Gen. Skinner: I’ll give you a perfect example, the Global Positioning System is operated by Air Force Space Command: not only for the nation, but the whole world. The U.S. Air Force supplies and supports the system and satellites that enable the GPS navigation we use in our cars and on our phones every day, millions of times around the world.
It also provides timing. Every financial transaction is supported by the GPS system. So when you purchase something and put your credit card into that reader, there’s a timing aspect that is being supported by GPS. So the Air Force is supporting billions of activities and actions all the time.
Airman Magazine: The chief of staff and secretary have made it a priority to push command level decisions down to the lowest level possible. How is that manifested in your command?
Maj. Gen. Skinner: Its not only because the chief and the secretary say they want it done. We have the greatest airmen in the world and we have the greatest commanders in the world—pushing authorities and responsibility down to the lowest level really enables them to unleash the talent around them and enables us to unleash their talent.
You don’t need higher headquarters micromanaging and directing things on a daily basis. Our commanders are boarded. We have a tradition of great commanders in our Air Force and we need to let them run. We need to let them determine how best to run their organizations and how best to be effective. The more that we can push decision authority down, the more bureaucracy we can eliminate and the more agile, lethal and effective we can be as an Air Force.
From a higher headquarters level and higher commander level, our responsibility is to give the left and right limits to those organizations and then let them run.
If we are in a conflict, especially against a peer competitor, the amount of time it would take to micromanage our tactical-level units would not allow us to be inside the OODA loop of our adversary.
We need to allow our commanders, in peacetime, to train like they are going to fight. To have that authority to perform the mission as they see fit. With more guidance, directives and limitations to that commander, there’s going to be some negative learning, first and foremost, but secondly, the safety of our airmen will be put in jeopardy.
Participants in the joint, multinational exercise Cyber Guard 2016 work through a training scenario during the nine-day event in Suffolk, Va., on June 16, 2016.
(Photo by Petty Officer 2nd Class Jesse A. Hyatt)
Airman Magazine: As commander of Joint Force Headquarters Cyber, you’re responsible for cyber affects in campaign plans from U.S. Central Command to U.S. Transportation Command. How does that integration take place?
Maj. Gen. Skinner: Aligned to each of those combatant commanders we have an element called the Cyber Operations Integrated Planning Element. We are just now standing those up and they are at the combatant commanders’ headquarters.
They’re kind of our picture window into that combatant commander to enable cyber operations planning to be part of their overall plan. Each combatant commander has either a function or a region they’re responsible for and they have what we call a scheme of maneuver, which is either day-to-day or in conflict. It is the commander’s plan of how to ensure sure we are successful in that campaign.
These planning elements are aligned there so we can be part of that plan and make sure that cyber isn’t just bolted on, but integrated into that plan. Cyber will be one of the first options that are available to that combatant commander below the level of conflict to make sure that we are meeting our objectives.
Airman Magazine: How do you get everyone with a piece of the huge cyber puzzle speaking the same language? How do you communicate capabilities and vulnerabilities to leadership, agency partners and airmen who are not cyber experts?
Maj. Gen. Skinner: I would say today we have the best understanding and the best alignment from the cyber domain standpoint that we’ve ever had with all the strategy documents – the National Defense Strategy, which is underneath the National Security Strategy, the National Cyber Policy and Strategy, the DoD Cyber Strategy and the Cyber Posture Review.
All of these documents are perfectly aligned and it’s a great understanding of the capabilities that we provide, but also the importance of cyber to the multi-domain operations. The education is continual, but I offer that our Air Force leadership understands the cyber domain. They understand how important the cyber domain is to multi-domain operations.
We continue to educate the entire forest. We’re continuing the education process of all of our airmen, from the highest level to the most junior airman and the joint community, but from a joint standpoint and a national standpoint cyber is more understood than it ever has been.
Proposed content viewing page on the Cyber Education Hub, which is being developed at the Center for Cyberspace Research in the Air Force Institute of Technology, Wright-Patterson Air Force Base, Ohio.
(AFIT CCR photo)
Airman Magazine: Do you see the Continuum of Learning concept and applications like the Cyber Learning Hub being developed by the Center for Cyberspace Research, Air Force Cyber College and U.S Air Force Academy’s CyberWorx, as aiding in that effort?
Maj. Gen. Skinner: There are a lot of great opportunities with that as cyber continues to be more and more integrated into the day-to-day operations.
We currently have the Air Force Warfare Center where we bring a lot of different mission systems together, integrate them, exercise and train and cyber is a significant part of that.
From an education standpoint we send people to the Air Force Institute of Technology. They not only have general education classes, but we they have Cyber 100, Cyber 200, Cyber 300 and Cyber 400 courses.
We have the 39th Information Operations Squadron, which does our cyber training. Keesler Air Force Base has a lot of our cyber courses. Just as Gen. Raymond over the last year has been working with Air University to make sure we have more space in our professional military education, we’re doing the same thing from a cyber standpoint.
We’re working with Gen. Cotton at Air University and Gen. Kwast at Air Education and Training Command to make sure that we continue to improve the amount of cyber and relevant topics in cyber education in basic military training through professional military education and to highlight cyber, both from a professional and a personal standpoint, because it impacts every part of your life.
Airman Magazine: In that vein, what would you like every airman to be aware of in their daily connectivity?
Maj. Gen. Skinner: One of the biggest vectors that our adversaries use to get into our networks is email. It’s called spear phishing. You can get those at your home and at the office. We continue to educate that you should know who the sender of an email is, that you do not click on links that you’re not certain are good links. If it looks too good to be true, it probably is.
If you get an email offering a free vacation, there’s probably not a free vacation. That’s probably someone trying to gain access to your personal information or gain access into our Air Force systems to cause havoc and disrupt our ability to do our missions.
Additionally, be aware that our adversaries can put different pieces of unclassified information together, which in the aggregate actually become classified. So you always have to be careful when you’re outside of work, or even inside work, of what you talk about in the open.
You have to monitor your computer systems. Make sure your systems are patched, especially at home, because that is the quickest way for an adversary to exploit your system. Some vulnerabilities have been out there for years. We find that both on the commercial side and the government side — there are systems out there that have not been patched in a long time, even though a patch has been out there.
We’re continuing to leverage technology to make that a little easier, to make sure that we’re updating and protecting all those systems.
Maj. Gen. Robert J. Skinner, Commander, 24th Air Force; Commander, Air Forces Cyber and Commander, Joint Force Headquarters-Cyber is photographed at his headquarters at Joint Base San Antonio-Lackland, Texas, Oct. 26, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: The Air Force places a premium on building leaders. What twists and turns has your career taken that culminated in command of the Twenty-fourth AF?
Maj. Gen. Skinner: I’ve had multiple mentors who have taken a special interest in my career. They have said you need to go to this position. I questioned it. I didn’t understand it. But it turns out that developed a place in my leadership that was not refined well enough. We spend a lot of time and energy on managing our talent. What differentiates us from other nations and other militaries is our airmen, whether officer, enlisted or civilian.
Our Airmen are our most precious asset. It is our solemn duty to professionally develop our airmen to the best extent possible. We take special interest in placing them where they professionally develop, while making sure our missions continue to be successful.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
U.S. Secretary of State Mike Pompeo says he expects to meet with Russian Foreign Minister Sergei Lavrov in New York amid concerns expressed by Washington over Moscow’s plans to supply Syria with the S-300 surface-to-air missile system.
Pompeo made the remarks on Sept. 24, 2018, just hours after Russia announced that it was supplying the S-300 missile system to improve Syria’s defenses and help prevent a repeat of the downing of a Russian warplane by Syrian forces in September 2018.
Anticipating a meeting on the sidelines of the UN General Assembly, which opens on Sept. 25, 2018, Pompeo said “I’m sure Sergei and I will have our time together.”
“We are trying to find every place we can where there is common ground, where we can work with the Russians,” Pompeo said, adding that Washington will hold Moscow “accountable” for many areas where Russia is working against the United States.
U.S. national-security adviser John Bolton said on Sept. 24, 2018, that Russia’s decision to deploy the advanced antiaircraft missiles to Syria was a “major mistake” and a “significant escalation” in Syria’s seven-year war.
Bolton also said U.S. troops will not leave Syria until Iranian forces leave.
Russian Defense Minister Sergei Shoigu said on Sept. 24, 2018, that Moscow will deliver the S-300 within two weeks and will provide Syrian government forces with updated automated systems for its air-defense network.
SA-12 high altitude surface-to-air missile systems
(Photo by Vitaly V. Kuzmin)
This will improve Syrian air-defense operations and “most important, the identification of all Russian aircraft by Syrian air-defense systems will be guaranteed,” Shoigu said.
Syrian government forces shot a Russian Il-20 reconnaissance plane down off the northwestern province of Latakia on Sept. 17, 2018, killing all 15 servicemen aboard.
Shoigu’s ministry angrily blamed Israel, accusing the country’s military of using the Russian plane as a cover to dodge Syrian air-defense systems.
President Vladimir Putin took a softer approach, saying that the shoot-down appeared to be the result of a “chain of tragic accidental circumstances.”
But Putin announced that Russia would take visible measures to protect Russian military personnel in Syria.
In a statement on Sept. 24, 2018, the Kremlin said that Putin told Syrian President Bashar al-Assad of the decision during a telephone conversation initiated by Assad.
Putin “informed [Assad] about the decision to take a number of additional measures with the aim of providing for the security of Russian forces in Syria and strengthening the country’s air defense, including the delivery of a modern S-300 air-defense missile complex to Syria,” the statement said.
Syrian President Bashar al-Assad and Russian President Vladimir Putin.
Russia has given Assad crucial support throughout the war in Syria, which began with a government crackdown on protesters in March 2011.
Moscow helped protect Assad from possible defeat and turn the tide of the war in his favor by launching a campaign of air strikes in 2015 and stepping up its military presence on the ground.
Much of Syria’s air-defense network has been provided by Russia but consists of weapons that are older and less effective than the S-300.
Russia suspended the supply of an S-300 system at an earlier stage in the war, amid Israeli concerns that it could be used against it.
Shoigu said that “the situation has changed, and it’s not our fault,” adding that the supply of an S-300 would “calm down some hotheads” whose actions “pose a threat to our troops.”
Putin’s spokesman, Dmitry Peskov, said that Russia’s decision to deliver an S-300 was not targeted against anyone and was aimed solely to protect Russian troops in Syria.
The reconnaissance plane’s downing “was indeed preceded by a chain of tragic accidents,” Peskov said, but this chain was set in motion “largely by the deliberate actions of Israeli pilots.”
Deputy Foreign Minister Mikhail Bogdanov said that supplying S-300s to Syria is Russia’s “right” and voiced confidence that this would not hurt Russian ties with Israel.