Within the military, being airborne comes with a special brand of badassery that you won’t find within any non-airborne unit, or, as we call them, “legs.” Even more badass are the troops that have proven themselves by jumping directly into combat — like the paratroopers over D-Day or the 75th Rangers at Objective Rhino in Afghanistan.
But jumping into certain danger with nothing but your gear and a parachute isn’t something exclusive to the military. There exists a certain breed of firefighters who are so fearless that they are always on-call to jump into newly-formed wildfires.
Meet the Smokejumpers.
The relationship between the smokejumpers and Army paratroopers really does run deep.
(U.S. Forest Service photo by E.L. Perry)
Born of a need to quickly get firefighters into middle-of-nowhere locations, the first smokejump was made on July 12th, 1940, into Nez Perce National Forest by Rufus Robinson and Earl Cooley. They dropped allegedly on a dare, equipped with just enough gear to establish a fire line and hold off the flames until more help could arrive.
That first jump was so successful that smokejumping was quickly adopted throughout many major Forest Services located in rural areas susceptible to wildfires. Then-Major William C. Lee of the U.S. Army saw the smokejumpers training and adapted their methods into the Army’s newly formed airborne school at Ft. Benning — and later into the 101st Airborne Division.
The U.S. Army assigned the 555th Parachute Infantry Battalion, the only all-black airborne unit in U.S. military history, as smokejumpers as a precaution against potential fire balloon bombs that Japan supposedly had at the ready, poised to burn down American forests. The Japanese “Operation Firefly” never came to fruition, but the men of the 555th helped fight natural wildfires, thus further proving the need for smokejumpers
There are countless hoops a firefighter must go through before becoming a smokejumper today. Typically, they’re only selected from firefighters who’ve proven themselves capable as part of both a conventional firefighting unit and a hotshot crew, a small, elite team made up of 20 of the country’s best wildland firefighters who go into the heart of the flames. Then, they must go through a rigorous training schedule, which includes pararescue jumping — regardless of whether they’re an airborne-qualified veteran or not.
Despite the many dangers that smokejumpers face, fatalities within the ranks are infrequent because of the insane amount of planning that goes into each jump. They’ll only jump into a location that is a safe distance away from the flame itself — as the updraft from the flames could catch and incinerate any firefighter — and into areas area clear of slopes or trees. This could require the smokejumper to ruck miles out of the way while carrying up to 150lbs of gear.
When they finally arrive at the fire, they must then determine the likely route the flames with travel and keep clear the way for reinforcements.
For a more in-depth look at how smokejumpers conduct a wildfire mission, check out the video below.
Lt. Gen. Brian T. Kelly is the deputy chief of staff for manpower, personnel and services, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. He serves as the senior Air Force officer responsible for comprehensive plans and policies covering all life cycles of military and civilian personnel management, which includes military and civilian end strength management, education and training, compensation, resource allocation and the worldwide U.S. Air Force services program.
During an interview with Airman Magazine, Kelly discussed his mission and the Air Force’s responsibilities of managing talent, identifying toxic leadership and the role of emotional intelligence in readiness and lethality.
Airman Magazine: As the AF/A1 (manpower and personnel), what are your priorities for 2020?
Maj. Gen. Kelly: There are lots of things going on, but there are three big priorities. Number one, it’s exciting times and we’ve got to help and make sure we have a successful stand up of the United States Space Force and our resource allocation team will have a big role to help and make sure we get that on track.
Number two for us, we’ve got to ensure that we continue to make sure the right number of the right types and the right skill sets of Airman exists in our Air Force. So, the size and shape of the force has to be what it needs to be in order for us to meet our requirements in the National Defense Strategy.
Number three for us is we want to continue to transform and work on our talent management system so we can make sure we’re attracting, recruiting, developing and retaining the Airmen we need to do what the country needs to do. So those will be our three big priorities for 2020
Airman Magazine: Can you talk about the Air Force’s philosophy on managing talent and why it’s important?
Maj. Gen. Kelly: First and foremost, we’ve got to recognize that we’ve got some incredible talent in the United States Air Force and in our Space Force that we are standing up as well. But, it’s an all-volunteer force and so the talent management system we have has to be able to recognize that we’ve got to have a system that is attractive for people to be in. It also has to be agile to meet our requirements as requirements and threats change. It’s got to know what’s going on with those requirements that are out there. The talent management system has to understand – what does the talent market look like? What does the market for talent in the United States look like? And if you have an all-volunteer force, how do you become an attractive employer? How do you make sure that you are an employer of choice? If people have a way to choose between going to work for Google or coming to work for the United States Air Force or United States Space Force? The talent management system has a role to play in that and so that’s what we’re trying to do.
The Ground-Based Electro-Optical Deep Space Surveillance System is responsible for tracking thousands of objects in space. The telescopes fall under the 21st Space Wing and is positioned at White Sands Missile Range, New Mexico. Here, 216 photos captured over a 90 minute period are layered over one another, making the star trails come to life.
Airman Magazine: Have there been any changes to your talent management philosophy, and what drove those changes?
Maj. Gen. Kelly: I’d say a talent management system always has to evolve as requirements change, as threats change, as the talent market pool of eligible people changes and as skill sets change. And then there’s technology. You know, when I first came into the Air Force in 1989, the technology then was not what it is in 2020, right? And so, whether it’s artificial intelligence, machine learning, all these different things have changed the way we look at our talent management system. It’s also changed how we communicate with our Airman and how we’re able to get information out and how we’re able to get feedback. All these things have led to and sort of influence the changes in the talent management system from when I first came in to where we are now.
I would say to you the system today is driving to be more agile than it was before. It was a one size fits all discussion before, but now it’s trying to be more agile and it’s certainly more collaborative. I hope the system is becoming more transparent so that all of our Airmen understand what’s going on and that they have a say in what happens to them in the talent management system and they have an insight to what happens.
Airman Magazine: What has changed throughout your career pertaining to talent management and your leadership development?
Maj. Gen. Kelly: We (Air Force leadership) always talk about situational leadership and being able to adjust your leadership styles and that has to continually happen. We’ve seen the advent of different leadership styles needed for the population of the all-volunteer force we have today and one of the key things I think we need to touch on is our leaders need to have the right balance of emotional intelligence to be successful. So, what does that mean? I would start by saying, emotional intelligence is first and foremost the skill set to know yourself, to understand your own behaviors and to control your own emotions so that you then can have good interpersonal relationships and be able to lead others. And that’s the important part for us and I think we’ve become more cognizant and we’re trying to understand and teach that in ways that will make our leaders more effective.
As we move into the modern discussions of the national defense strategy, we’re in wars of cognition and wars of thinking, wars of understanding and wars of information and so we have to be able to develop and lead our skills in that same direction.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base, Middle River, Md., June 3, 2017.
Airman Magazine: You’ve previously said “We must be responsive to the Air Force’s needs, must be agile with our talent, focused on rewarding Airmen on performance and be transparent on how the system works.” What’s the plan to meet those attributes for a talent management system?
Maj. Gen. Kelly: I think those four attributes are where we’re trying to drive and trying to make sure our talent management system is so let me cover those a little bit and I’ll tell you how our strategy fits against that.
So, first and foremost the talent management system has to deliver and has to be responsive to the requirements of the organization. I mentioned for 2020 one of our priorities is to have the right size and shape of the force and that’s what it’s about, whatever the Air Force requires us to be, whatever the Space Force will require, the talent management system has to be responsive and it has to be agile for responding to new technologies, new threats, but it’s also going to be agile for individual Airman.
We are a military organization, but we have to understand agility and we want performance to shine. We want people’s performance to be the deciding factor in our meritocracy, if you will, for when we decide who gets promoted, who gets what key jobs.
Those Airmen who distinguish themselves by performance, that performance needs to be driven forward and incentivized and rewarded.
Lastly, I think it’s important to make sure with the communication within our force that we are transparent, open in what we do and simple.
All the things that we’ve been doing on the officer side, enlisted side and civilian side are sort of wrapped around those areas.
I’ll give you some examples, on our enlisted side, we made a change in our senior noncommissioned officer’s promotion selection process where we no longer use testing as part of that process. We did that to drive and empower performance, where performance becomes the driving factor for us being able to select our senior noncommissioned officers and it’s no longer test taking or some other skill set that might have been augmenting that decision. Now, it’s performance based.
On the officer side, we recently went to new developmental categories for our line of the Air Force system, the same system that we had in place since 1947 and we made some changes. Those changes were to help us with development to become more agile, to drive our agility and drive our responsiveness.
We had to recognize not all officers need to develop in the same way. The way that we develop and the opportunities we have for our pilots are different than what we have for our space operators, were different than what we have for our cyber operators, our support personnel, like my career field and so we had to develop the agility if you will, to be able to develop in different ways so that we can maximize everybody’s potential, while at the same time driving ourselves to be more responsive to requirements.
We can help ourselves develop the right size, the right shape and the right skill sets we need to meet the requirements for the Air Force. So, all the things we’ve been doing are all really designed around those four attributes to build the talent management system that we need.
Airman Magazine: How does the AF identify leadership potential?
Maj. Gen. Kelly: There are lots of ways to identify potential throughout someone’s career to recognize different traits and characteristics. I think there’s testing factors. I think there’s observation factors. Certainly, there’s evaluation factors at some point in time you are observed in different time phases, different jobs. You look at how did they do? How did they respond? We try to identify those people who have the skill sets to be leaders.
One of the important things we’re working on is, can we get better in identifying who’s going to be a good leader? Is it just the born characteristic or can you actually teach it and develop it and go forward? We (Air Force) say you can teach leadership, develop it and be better at it. So, we’re working on how to identify it more accurately early. It’s not just to screen people out, because I think people often think you’re trying to identify who’s not a good leader, so that you can screen them out. There’s part of that, but it’s even more important to identify where people have some shortcomings in their leadership capabilities so that we can help them and give them an opportunity to develop into the leaders we need, because we need a lot of leaders in our Air Force.
Airman Magazine: Revolutionary changes to how officers are developed and selected for promotion have been made, like the creation of developmental categories and transitioning from Below the Zone to merit-based timing for promotions. How will this help with officer development and getting the right people in key leadership positions?
Maj. Gen. Kelly: Sometimes the Air Force had the tendency in the past to rush some of our folks through key developmental opportunities and not fully immerse them and give them a chance to learn all the competencies and all the experiences they needed. At the same time, when we did that, we added the below the zone piece that gave us a chance to incentivize performance. What we’ve transformed that to now is with merit-based promotion, I can still incentivize performance, I can give people a chance to let their performance shine and let their performance advance them among their peers, but at the same time, I make sure I balance that with the developmental time that’s needed to truly get the skill sets that we’re going to require.
Airman Magazine: Can enlisted personnel expect similar changes to their promotion system in the near future?
Maj. Gen. Kelly: We made some adjustments and changes to our enlisted system, even prior to the work and transformation that we’re doing the officer system. I think you’ll see similar things. When we talk about, what do we value as an Air Force and how we’re going to evaluate you, for the officer corps, we talk about now four things. We talk about how do you execute your mission? Whatever mission you are assigned to do. How do you lead people? Whether that’s an informal way where you’re actually a supervisor or a squadron commander or even informal as part of a squadron or group. How do you manage the resources you’ve been put in charge of? Whether they be dollars and equipment or even Airmen’s time? You know Airmen’s time is a resource. And then how do you improve whatever unit you’ve been put in charge of? Those four factors are probably pretty familiar to a lot of people. Those are the same four factors we use to evaluate units, that’s the unit effectiveness inspection, the UEI that our inspector general uses to evaluate. So we said, look, let’s line those up. Let’s have those four factors be the same way we evaluate performance in our officers. I think we’re going to see the enlisted system transition towards those same four factors. Let’s evaluate our airmen as a whole on those four factors. How do I execute my mission? How do I lead people? How do I manage resources? And what did I do to improve whatever unit I’m assigned to? So, I think you’ll see commonalities. I think they’ll also be some differences. It won’t be exactly the same system because we look for different things from our officer enlisted corps. I don’t think we want them to be exactly the same to accomplish the things that we need, but there’s going to be a lot of overlap and I think there is already a lot of overlap and you’ll see some more.
Air Force Basic Military Training trainees work to complete an obstacle during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated environment.
Airman Magazine: Toxic has been this year’s buzzword. Do you think the Air Force has a toxic leader problem or is it something different that can be fixed?
Maj. Gen. Kelly: I agree with you toxic gets used a lot and I’m not always sure everybody has a framework of what toxic leadership means, because the term gets used in a lot of different ways. Sometimes it’s really appropriate and other times I’m left wondering if people understand what they refer to as toxic.
The Air Force is working on developing a definition of toxic leadership, so we can all understand.
I would say in a working definition right now on toxic leadership for us is a series of adverse behaviors that have an adverse impact on the unit or individuals. So, it’s not a one time series of negative behaviors, but it’s a continuous series of negative behaviors, that an individual would manifest that has a negative impact on a unit or on individuals, that’s toxic leadership for us.
I think that exists in our force from time to time, and it’s sometimes it’s a result of individuals who don’t have all the leadership tool sets that they need to handle the situations that they’ve been put in.
We are working to identify early what people’s shortcomings might be and give them an insight to that. It’s not to not allow them to become commanders, although that will be part of the discussion, but if we identify them in the right ways, can we give people the ways to develop and overcome those shortcomings?
There’s a fantastic course down at the Air University called the Leadership Development Course or LDC, the course sprung out of Gen. Goldfein’s work in revitalizing squadrons. They’re working to teach emotional intelligence and to teach understanding of interpersonal relationships and understanding how to lead in a positive way and inspiring way without having to revert to any of those adverse behaviors that might be characterized or seen as toxic.
I’m excited about that work. I wish that was available when I was going to go be a squadron commander. I learned a lot of things from watching other people. And luckily, I had some really good role models, but I would have loved to have some of that training and insight, so I could have known more about myself to help myself and to lead my organization in a better way.
Airman Magazine: Can you explain how changes in the talent management system might combat toxic leadership? Do you believe these changes will benefit all officers, regardless of when they peak in their careers?
Maj. Gen. Kelly: It starts with developing people the right way. The talent management system is going to identify short shortcomings in and where you’re missing a skill set, and hopefully give people a chance to correct course going forward. If I’m evaluating you on how you execute the mission, how you lead people and I’m grading that in the in the environment that we’re talking about it will help combat toxic leadership traits.
We’re driving the talent management system to reward the right behaviors in terms of leading people so that those people who are leading people in an inspirational way, in a positive way, are going to be the right people that we reward and move forward.
As a military organization we have some tough things to do. We’re going to ask people to go in harm’s way and put themselves in harm’s way from time to time. Positive leadership doesn’t mean it’s easy; it’s demanding. There are high standards and there needs to be high standards. We need to be a high standard, high performing organization, but we can do it in a positive way so that the leadership we get out is inspiring and caring leadership and that’s what we’re looking for.
Airman Magazine: What is your definition of emotional intelligence and what role does it play in the development of our leaders and what role has it had in your career?
Maj. Gen. Kelly: I think emotional intelligence is the ability first and foremost, to know yourself, your emotions and to control your emotions. So that you can use that understanding to have better interpersonal relationships and have a better understanding of others and your interaction with others.
When I first came into the Air Force, I don’t think I ever heard this terminology. I think it was there, we just didn’t know what it was. We used to talk about your ability to communicate effectively speaking, writing, leading, different things that we would focus on as leadership attributes. The idea of being able to understand yourself and understand others was always there. I just don’t know that we were as sophisticated and understood exactly what it meant. Labeling it as emotional intelligence and consciously understanding how to train it and how to get better at it and that’s where we’re going now, which is really exciting.
We have this great strength in our Air Force. We have people from all kinds of diverse backgrounds and ways of thinking. It’s difficult for you to lead diverse groups of people to be a high performing organization if you can’t understand and recognize where people are coming from or understanding yourself.
Air Force Basic Military Training trainees walk across a completed obstacle of bridge making during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated deployed environment.
Airman Magazine: Air University is developing an augmented reality exercise helping young officers shape their ability to interact effectively in social situations and to recognize and manage their emotions. How could programs like this have helped you in your career?
Maj. Gen. Kelly: I would have loved to have some of those programs and the idea of what they’re doing right now at the leadership development course at our air university is fantastic, because it’s a free training gym without any worries or any risk of failure.
You can train in a virtual training gym in what most of us learned from our actual experiences, whether it was purposeful or just un-purposeful trial and error. If I did something it didn’t work very well, if it didn’t feel so good, I learned and tried to do better. I modeled myself around the people I was lucky enough to observe and gain mentorship from. Now to have a place for us to try things, to fail and learn and learn about yourself in the process so that you have a much better opportunity to apply that in your interactions in a leadership role. Knowing what already works and doesn’t work for you, that’s a really powerful concept.
Airman Magazine: The Chief of Staff talks about the power of Failing Forward, not just with programs and ideas, but also with individuals. Can recall a specific time when you failed or took a calculated risk and failed which ultimately propelled you forward, either personally or in a specific mission?
Maj. Gen. Kelly: First, I failed a bunch of times. It wasn’t just once I failed, I failed quite often and I make mistakes a lot. I think all of us do. First and foremost, I think as an Airmen and leaders, we all have to recognize and understand that.
I can recall when I was a captain and I had a program I was in charge of, I was sort of a section chief of a program. And I had I had a three-star general stand in front of me, asking me questions. I was really excited about my program and I was really proud and convinced that everything I was saying was true. In the middle of me explaining, the general kept asking me questions and I felt like I could never get my answer out. So, I think I said, “Sir, if you’d let me finish, I’ll be able to tell you,” to which he turned and looked at me and said, “You don’t understand the questions I’m asking. You need to listen before you respond.” I felt like a big failure. It was a dressing down in front of everybody, but he was right. I was so sure that I knew what I was doing that I wasn’t listening. I was already thinking about my answer before he finished his questions.
It hurt for a couple of weeks, I had a little sore spot in my brain and my soul. But, you know, it made me understand that I needed to listen better and to know that I wasn’t going to be the only one with good ideas. It served me well as I went forward. I was lucky that particular general took it well and didn’t use it as a permanent failure experience for me.
Airman Magazine: What did that experience teach you or influence how guided other Airmen through failures?
Maj. Gen. Kelly: It made me double down on the idea that failure is not the end. You can recover from failure and that failure is probably a good thing periodically. If we never fail, we probably don’t push the envelope far enough forward to be better than what we can be.
That certainly influenced me to say, look, others around you are going to fail, how you respond to their failures and what you do with their failures is going to help shape them. So, I make sure they get the same opportunities I had to learn and grow. That’s really what became important for me out of that situation.
There’s been other times when I failed and that’s okay. I know we pushed the envelope and we got to where we needed to be and it didn’t quite work out, but we enjoyed the experience. It wasn’t very enjoyable for me when I had that first experience, but there have been other cases since then.
Airman Magazine: We have an intelligent force of high achievers who are afraid to fail and tend to try and solve problems on their own and believe failure can be a career killer. How do we move to a fail forward culture? Are the days of the one mistake Air Force behind us?
Maj. Gen. Kelly: I challenge that assertion. I don’t think we have a force of people who are afraid to fail or are risk averse. We are really blessed to have great talented Americans volunteer to come serve in our United States Air Force and in our Space Force. When we get them and they have that enthusiasm and they’re being innovative and they’re going forward and they’re failing, how we react to their failure will tell us whether they’re going to be risk averse or not.
If little mistakes are treated the same way as crimes or large mistakes, then I think you’re going to get a risk averse force. Periodically, we’ve probably had ourselves there. I don’t think we’re one mistake Air Force, I think we’re pretty mature in understanding that. But at the same token, I think we’re a force that says you have to learn from the mistakes you’ve made. Repeated failures or repeated mistakes for the same things isn’t something we can have. Because eventually, those repeated mistakes are going to translate to actual combat and an actual battlefield.
Airman Magazine: Is there anything else you’d like to add?
Maj. Gen. Kelly: It’s an exciting time for the Air Force. This idea that we have to make the force as a whole raise our acumen if you will, on what does it mean to be an Airman? What does it mean to be in the United States Air Force or United States Space Force? How do we build better leaders? How do we build a more lethal force for what is going to be required in the future? It’s an exciting time for us. I believe there’s lots of good thinking going on, there’s some great innovation and it’s a time to make a difference, so I’m excited to be part of it.
Today’s military has some jobs that might surprise you — for example, did you know the Army and Marine Corps have instrument repair technicians? These troops repair musical instruments for the military bands.
But during World War II, there were a lot of jobs that would seem strange in today’s technologically focused military. Over the course of the war, technological advances reduced or eliminated the need for many manual occupations. This transition is captured in the War Department’s list of military jobs from 1944, where entries like ”horse artillery driver” appear just a page away from ”remote control turret repairman.”
During World War II, blacksmiths still made many of the items needed to repair equipment and machinery. They would make metal tools and parts, by hand, in coal or coke forges. They also made shoes for some of the tens of thousands of horses and mules that saw service during the war.
2. Meat Cutter
Does what it says on the label: cuts meat. These troops were responsible for preparing whole carcassas, such as beef and lamb, for distribution to various units around the world.
Horsebreakers would train horses and mules so they could be issued to mounted units. They also trained them to carry packs and to be hitched to wagons and carts.
Although they weren’t used in World War II to the extent they were used in the First World War, troops still relied on horses and mules to cross terrain impassable to mechanized units. For example, the 5332nd Brigade, a long range patrol group created for service in the mountains of Burma, was largely self-sufficient due to the 3,000 mules assigned to it — all shipped from the United States.
4. Artist and Animation Artist
Today’s military has jobs for skilled multimedia illustrators, but in World War II, military artists and animation artists created paintings, illustrations, films, charts and maps by hand. A number of successful artists served in World War II, including Bill Maudlin, who drew Willie and Joe, archetypes for infantrymen on the front line; and Bill Keane, who went on to draw Family Circus after his military service ended.
The military’s animation artists were quite busy during World War II. The Army even stationed soldiers at Walt Disney’s studios for the duration of the war to make patriotic films for the public and instructional or training films for service members.
5. Crystal Grinder
During World War II, many radios still required crystals to operate, usually galena. Crystal grinders would grind and calibrate these crystals to pick up specific frequencies.
Personal radios were forbidden on the front lines, but crystal radio sets lacked external power sources, so they couldn’t be detected by the enemy. For this reason, troops often improvised crystal radios from a variety of materials — including pencils and razor blades — in order to listen to music and news. These contraband radio sets were dubbed ”foxhole radios.”
Troops who worked as coopers built and repaired the wooden buckets, barrels, casks and kegs used to pack, store and ship supplies and equipment. They used hand tools to plug holes with wood and salvage damaged barrels.
Wood was used to package a wide range of goods for transport all the way through World War II, but improvements in metal and cardboard packaging technology marked the beginning of the end for wooden barrels and crates.
7. Model Maker
Military model makers were charged with creating scale models of military equipment, terrain and other objects to be used in movies, as training aids and for operational planning. The models built by these troops were used in what was perhaps one of the greatest examples of wartime deception, Operation Fortitude.
Operation Fortitude was aimed at convincing the Germans that Allied troops heading to France for the D-Day invasion would land in Pas de Calais in July, rather than Normandy in June. Dummy buildings, aircraft and landing craft were constructed by model makers and positioned near Dover, England, in a camp built for the fictitious First U.S. Army Group. The deception was so complete that Hitler held troops in reserve for two weeks after D-Day because he believed another invasion was coming via the Dover Strait.
Pigeoneers were responsible for all aspects of their birds’ lives. They would breed, train and care for pigeons that were used to deliver messages. Some birds would be trained specifically for night flying, while others learned that food could be found at one location and water at another. According to the U.S. Army Communications Electronics Museum, more than 90% of the messages carried by pigeons were successfully delivered.
9. Field Artillery Sound Recorder
These troops had the sickest beats. Until the development of radar, sound ranging was one of the most effective ways to locate enemy artillery, mortars and rockets. The process was first developed in World War I, and continued to be used in combat through the Korean War.
From a forward operating post, a field artillery sound recorder would monitor an oscillograph and recorder connected to several microphones. When the sound of an enemy gun reached a microphone, the information would be recorded on sound film and the data from several microphones could be analyzed to locate the enemy gun. The technology is still in use today by many countries, which often use sound ranging in concert with radar.
10. Airplane Woodworker
Although wood was largely phased out in favor of tubular steel in aircraft construction by the time World War II started, there was still a need for airplane woodworkers to repair and maintain existing aircraft — especially gliders and some training aircraft.
Wooden gliders like the Waco CG-4A — the most widely used American troop/cargo military glider of World War II — played critical parts in the war. The CG-4A was first used in the invasion of Sicily in July 1943. They most commonly flew airborne troops into battle, most famously for the D-Day assault on France on June 6, 1944, and Operation Market Garden in September 1944. They were also used in the China-Burma-India Theater.
As if civilian fashion statements couldn’t be any more incomprehensible, Urban Outfitters has planted its own ludicrous flag into the fashion world with their newest accessory: a $30 highlighter-yellow, reflective belt. You know, the exact same type used by troops all over the world since the early ’90s.
At first, this news might confuse and frustrate you — it’s not stolen valor, but it’s definitely appropriation. Then, it’ll dawn on you: the fools who buy this belt are literally spending $30 on a product that you can buy for $8 at the PX. So, in a way, who can blame Urban Outfitters? Who wouldn’t want to pick up a few and sell them, making a cool $20 profit each?
Hell, we all have tough boxes full of a bunch of old uniform parts that hipsters would pay out the ass to own. The Afghanistan dust just adds character. It’s like the “distressed” or “worn-out” look that’s apparently a thing. Well, try these on for size:
Enjoy it! You won’t be wearing that thing until you retire.
(U.S. Army photo by Staff Sgt. Ashlee Lolkus)
Everyone loves their boonie cap when they get issued one. Then, when they deploy, they quickly realize that they’re in a unit that doesn’t allow them to wear it. Occasionally, you’ll see some other soldier wearing it at one of the bigger, POGgier air bases, but that’s still not you.
Troops only really get the chance to wear them when they’re out of the service and decorate it with whatever kind of pins they can attribute to their military career. Hipsters love decorating their junk with more junk.
The leather shells can withstand countless air assault missions and not rip. The inserts can barely keep the wind out.
Hipsters go apesh*t over worthless things that seem (and are) cheaply made. There’s nothing more worthless and cheaply made than a 2nd Lt with a map those lime-green inserts that are supposed to be worn inside of actually-useful leather gloves.
In fact, those inserts are so garbage that soldiers will often find a different pair of gloves that are “in regulation” just to avoid having to wear anything that requires these things. To make matters worse, no one ever buys them, but we all have at least five spares that magically appeared on our CIF gear lists.
Feels like I’m wearing nothing at all. Nothing at all. Nothing at all. Nothing at all. Nothing at all…
Hipsters love wearing things ironically. There’s nothing veterans wear more ironically than the ranger panties that leave barely anything to the imagination.
Ranger panties are perfect for everything! You can run in them. You can sleep in them. You can go to the beach in them. You can slack off on the couch and watch Netflix because you’ve become fat and lazy since you got your DD-214 in them. You can even go hiking in them!
Thankfully, the two socks in each pair change color at about the same rate.
(U.S. Army photo by Spc. Brian A. Barbour)
Green knee-high socks
As mentioned above, the magnitude of one’s hipsteriness is defined by how “rustic” their clothing looks. That’s why they’ll dress like lumberjacks despite having never touched an axe.
That means they’re chomping at the bit for any piece of clothing that starts to wear out after a single day! Luckily for all you hipsters out there, these green socks turn puke yellow after just one wear. Now that’s efficiency!
“Oh, god. Is Lieutenant Carl still trying to do the whole Batman thing?” — “Yeah, just ignore him and it’ll stop…”
(U.S. Marine Corps)
Mess dress cape
Hipsters must go overboard with everything they wear — otherwise, they won’t get enough attention. It doesn’t matter if it’s the dead of summer, they’ll still wear a cardigan with a loud scarf. They keep beanies securely affixed to their heads until they’ve grown enough hair to sport a man bun.
Why not add the most over-the-top piece of an officer’s uniform? You know, that cape they’ve all secretly purchased but won’t dare wearing to the unit ball?
Obviously a picture of them in the bag. The internet couldn’t handle the raw sexual energy that these things exude when worn by a model.
Those sexy AF military-issued skivvies
For some reason, hipsters always seem to dress like it’s laundry day. For the troops, laundry day is the only time that anyone would ever dare to put on these bad boys.
I mean, who doesn’t want to prove their manliness by having their genitals rubbed up against sandpaper all day?
Except this guy. He managed to pull the look off. But you are not this guy, so you can’t.
(Tennessee State Archives)
I’d love to make some funny, sort of ironic joke about hipsters wanting to wear the BCGs — but that’s almost exactly the type of glasses that they actually wear, whether they need prescription lenses or not.
When troops who wear glasses get to their first unit, they immediately toss their up-armored eyewear and carry on wearing whatever else. Barely anyone in the history of these damned glasses has looked good in them — but for some reason, hipsters think they cracked the code.
You’ll never be proficient at 500 yards if you can’t hit the target at 30 yards.
(U.S. Marine Corps photo by Cpl. Alexander Mitchell/released)
Before you discharge that weapon at distance, you need to drill how to load it, zero-in the sights, clean it, support it in the different firing positions, use your breath to help your accuracy, and a hundred other things that contribute to solid marksmanship.
Likewise, when it comes to fitness, you need to drill a solid foundation first. You have to learn:
What your 1 rep maxes are
What muscles respond to high volume vs high intensity training
How your endurance is affected by muscle gain
Proper form for the various lifts so you can maximize their benefits
The best time of the day for you to workout
Where the best equipment in your gym is located
How fast and efficiently you recover from certain workouts
How changes in your diet affect your performance
Muscle memory of movements
All of these things are individual to you, and they are constantly changing.
Biceps curls and the treadmill… classic sign of a foundationless approach.
High and Right
When you start hitting high and right on a target at 100 yards, it may only be off by an inch or two. But when you move out to 500 yards it is now off by feet and probably not even hitting the target.
If you try to jump into a hard-core program that has six 2-hour lifting sessions a week without establishing a baseline, your accuracy of the movements, ability to recover, and overall muscle/strength gain are going to be high and right. This potentially means injury, or more commonly translates to a level of muscle soreness that prevents you from making any actual gains.
That soreness, also called DOMS, is often enough to make you say “fugg it! The weight room isn’t for me,” or to decide that you’re meant to be flat-chested and have chicken legs forever.
Don’t let this happen to you in the gym by biting off more than you’re ready for.
I’ve seen the equivalent on civilian ranges countless times. Some ding-dong shows up with a weapon he’s never fired. He starts by trying to hit the target from the furthest distance available, fails to hit the target, gets frustrated, starts firing at a rapid pace (against range rules) like an obese Rambo, and gets kicked off the range for being a jackass.
Don’t be like that in the gym by doing too much too fast and quitting due to excessive soreness and a lack of fundamental understanding of what makes lifting weights a therapeutic art. Both lifting and marksmanship can be forms of meditation if done correctly–which is completely lost on your local bicep-curling gymrat and the average gun enthusiast who knows the nomenclature of every weapon in Call of Duty but consistently loads rounds in the clip backwards.
Let’s get you zeroed-in.
(U.S. Marine Corps photo by Gunnery Sgt. Robert B. Brown Jr.)
So how do you make sure you aren’t the maniac Rambo-firing at the gym?
The MIGHTY FIT Plan is the first program at We Are The Mighty dedicated to this pursuit.
All too often, people try to make a lifestyle change or get ready for a new military school by firing from the 500 yard line while standing. This is a foundationless approach.
Build your foundation over the next 2 months with The MIGHTY FIT Plan.
This plan is for those who are ready to start taking control of their fitness with a proven method. Just like the rifle range, you need to set an accurate baseline by zeroing in your weapon, doing some dry fire drills, and firing test rounds at a close distance.
Your body is your weapon. This plan will zero in your body to become efficient and effective at all the lifts.
There’s always a way to train once you decide to execute.
(U.S. Marine Corps photo by Sgt. Jonathan Wright)
This plan is designed to:
Introduce you to the main compound movements and their proper forms
Establish and progressively increase your ability to recover from workouts
Build a base level of muscle that will enable you to thrive in all your other athletic pursuits (including unit PT)
Allow you to figure out how to fit lifting sessions into your already busy schedule
Throughout a certain portion of history in the western world, getting a divorce was almost impossible. Even the royals had issues on this front, with perhaps the most famous example being the plight of King Henry 8th, a man whose desire to get an annulment famously led to him starting an entirely new branch of Christianity virtually identical to the old except that he was the ultimate authority and head instead of the Pope.
However, starting around the 14th century in certain parts of Europe, an avenue for a woman to divorce a man was to simply claim that her husband couldn’t consummate the marriage or, to put it more plainly — wasn’t able to shampoo the wookie.
While, yes, technically a man could also use this very excuse to get out of a marriage, the social stigma attached to not being able to successfully put a little Ranch in the Hidden Valley bottle was so great that we could find no examples of a man using this excuse to annul a marriage, despite that this was basically a free pass out of any marriage if the man wanted it, given he simply had to not get it up during the trial and he was free.
This all brings us to these so called “Impotence Trials”, at their peak with an estimated ten thousand or so taking place throughout Europe in the 17th century alone.
As you can probably imagine, the act of proving one’s innocence of this particular crime in court was naturally, quite hard, despite mostly all you needing to do was, well, get hard, with the occasional added requirement of showing you were capable of a little skeetshooting as well.
So how did this process actually go? It seems to have varied slightly from case to case and country to country, but generally the trials took place in the ecclesiastic courts, though we did find instances of ones that took place in a more normal court of law, one of which we’ll get into shortly.
Before such a trial, a rather lengthy waiting period was often required, up to three years, to see if at some point the man was able to violate the prime directive. If, after that time span, the woman still asserted her husband’s spelunker hadn’t ever explored her cave of wonders then a proper trial would commence.
During the trial, potential witnesses to any relevant acts in question, like servants and friends, would be questioned about any intimate details they knew of the couple.
For example, consider the case of one Nicholas Cantilupe. His wife, Katherine Paynel, gave this account to her friend, Thomas Waus, who, in turn, was a witness at the trial:
That she often tried to find the place of…Nicholas’ genitals with her hands when she lay in bed with… Nicholas and he was asleep, and that she could not stroke nor find anything there and that the place in which Nicholas’ genitals ought be is as flat as the hand of a man.
What was going on with Nicholas’ missing measuring stick isn’t known as the trial abruptly halted when Nick went into hiding. That is all history will ever remember of Nicholas Cantilupe.
The women could also potentially be subjected to numerous, sometimes rather invasive, tests, particularly if the man otherwise seemed to be able to hit the two ball in the middle pocket when he himself was examined. The most important test for the ladies was the court trying to determine if the woman making the accusations was still a virgin.
Various ways of testing this existed, but one of the most common was to insert a mirror into the woman-in-question’s snu-snu to try to see if the one eyed optometrist had ever showed up to give an examination of his own.
Naturally, this type of mirror examination was hardly conclusive, and even if it was determined the woman had at some point had her triangle bisected by something, some would simply claim her husband had used his hands when his flag couldn’t get past halfmast. Thus further casting doubt on the veracity of the results of that examination.
Not all just about being able to get it up, a man being able to impregnate the woman was also a key factor. Thus, other things women had to deal with during impotence trials included being grilled on their sexual proclivities, including how often they had sex and, critically, in what position. The latter was considered especially important because having sex in anything other than the missionary position was considered, if not a sin, at least uncouth, as that position was seen as the best way to get a woman pregnant. This should always, in the eyes of certain clergy, be the point of launching a heat seeking missile at the enemy base. Thus, if the man only ever was willing to put sour cream in his taco from an abnormal position, he was considered not to be doing his marital duties.
Beyond that, if the man had issues finishing the deed when the couple did have sex, the woman could potentially use her man’s inability to put a fresh coat of paint on her garden shed as evidence against him.
Now for the men. The tests men had to endure were equally as invasive and, from a social standpoint, potentially even more humiliating as it was their inadequacy as a man that was being challenged, and in an extremely public way, with trial notes from these proceedings being obscenely popular with the masses — humans gonna human, no matter what era.
Again, exactly what happened here seems to have varied a bit from trial to trial and region to region, but the first thing to be determined was if the man was physically capable of doing his best impression of a narwale.
One particularly amusing test, noted to have occurred frequently in Spain, involved alternately dunking Tiny Tim in cold and then hot water and then seeing if he would stand up after.
In other cases, we found accounts of women who were, shall we say, experts on the male magic stick, thoroughly “examining” it and giving their accounts before the court. For example, in one such 1370 instance, we have this account of the results of three women’s examination of one John Sanderson. His wife, Tedia Lambhird, had accused him of being impotent:
that the member of the said John is like an empty intestine of mottled skin and it does not have any flesh in it, nor veins in the skin, and the middle of its front is totally black. And said witness stroked it with her hands and… put [it] in that place it neither expanded nor grew. Asked if he has a scrotum with testicles she says that he has the skin of a scrotum, but the testicles do not hang in the scrotum but are connected with the skin as is the case among young infants.
And, yes, this account of poor John’s Little Soldier is all history will ever remember of him. Rest in Peace John Sanderson. I bet even at the height of your shame, you never considered that 649 years later a description of your genitals would still be fodder for the amusement of the masses.
Moving swiftly on, in other cases, a (male) doctor might be hired to stimulate the man’s noodle to see if it could be cooked al-dente. Understandably, even men capable of normally rising to the occasion struggled to do so under these circumstances.
Physician makes an examination.
(15th century manuscript)
For example, in one famous account of the Marquis de Gesvres, it is noted, in his case he was able to achieve a partial erection while being examined, but the examiners felt the, to quote, “tension, hardness, and duration” were inadequate for the required cloning via boning.
Lucky for the men, many of the males who were a part of the trial were sympathetic to this plight, and so failing to release the Kraken wasn’t usually immediately seen as a definitive sign that the man wasn’t capable of having his corn dog battered under more normal circumstances.
Further, some men even stated their inability to perform during the trial was because the wife had hired a sorcerer to bewitch his giggle stick, such as the case of one Jacques de Sales. In 1603, de Sales was subjected to such a trial and, when he couldn’t salute the jurors, stated his wife herself had cast a spell on his penis to keep it from saying hi.
Given the uncertainty in all this and attempts to give the men in question every opportunity to show they could storm the pink fortress, these trials often drug out for some time, even months, or, in some cases, the ruling would be to tack on another duration of up to three years to see if things sorted themselves out, quite literally, in the end.
This all brings us to what was generally the final, and most definitive test — Trial by Congress, which, just so we all know what we’re talking about here, was loading the clown into the cannon with an audience nearby.
To give an idea of how potentially humiliating this could be for the man, especially given the trial notes would soon be public fodder, we’ll mention a particular one that occurred in Rheims, France, where it was noted:
The experts waited around a fire. Many a time did he call out: “Come! Come now!” but it was always a false alarm. The wife laughed and told them: “Do not hurry so, for I know him well.” The experts said after that never had they laughed as much nor slept as little as on that night.
After the deed was done, or at least the attempt at it, experts would then examine the couple intimately, as well as the sheets, to see if the doughnut had been properly glazed.
However, as you might imagine, doing the dipsy doodle with someone you probably hate at this point, as well as with an audience nearby and your marriage on the line, wasn’t exactly an ideal scenario for the man, especially for men that may have already genuinely had trouble saluting Sergent Furburger.
Case in point — one René de Cordouan, aka, the Marquis de Langey. In 1657, the Marquis had his man-handle were put on trial, not in the ecclesiastical courts, but by the High Court of Paris itself. His then 17 year old wife, Mademoiselle Marie de St Simon de Courtemer, had claimed in the four years they’d been together, she had only ever observed his pooch lying there, to quote her, “absolutely destitute of motion”.
This disdain for his ability to hold a joint session of congress was in stark contrast to their seemingly happy relationship in the early going given letters that were brought to account during the trial.
The Lock, Jean-Honore Fragonard, circa 1776-9.
Interestingly, in this case, eager to prove his abilities in the bedroom to the masses, Langey himself demanded the Trial by Congress, even though up to this point it had appeared the trial might go his way as he had otherwise demonstrated the necessary abilities and the lady herself was considered not to be a virgin by their examination.
Unfortunately for Langey, the pressure to pickle the prime meridian lest his reputation be besmirched forever, someday even recounted on the interwebs, was too much. After several hours of trying, he could not do the deed. It probably didn’t help that a fifteen person jury was hanging out nearby to observe the results.
Thus, the marriage was dissolved, he was forced to pay the legal fees for both he and his ex, he became the butt of jokes among the nobility and the masses, had to return his wife’s dowry, and was forbidden to ever marry again.
Critical to his tale is that, after the divorce, despite the court order against it, he went ahead and took another wife, Diana de Navailles. This time he had no such issues, managing to father a whopping seven kids with Diana. Once his virility was proved, he then appealed his former sentence successfully and his marriage to Diana was officially confirmed.
From this and other similar accounts, it does appear there were at least some men back then fully capable of using their schnoodlypooper who were charged with being impotent or otherwise incapable of getting a puck past the goalie.
To add insult to injury, as mentioned in the case of Langey, should the man lose the case, not only was his inability to Mickey a Minnie Mouse now known to the world, along with very explicit and detailed descriptions of his dud of a Weapon of Mass Destruction, he was also liable for the court and legal fees of both he and his former wife.
On this note, upper class women were far more likely to bring claims of impotence against their husbands as they both had the means to hire a lawyer in the first place, and pay if she lost, and also would typically have better prospects for a future husband more able to give her a proper root canal if she won.
As an idea of how much more likely this was, it is noted that in France approximately 20% of all known instances of Impotence Trials were between members of the nobility, despite that these individuals represented only about 3% of the general populace.
In the end, several famous cases where men supposedly proven to be impotent during a trial managed to father children after started to shift the tides against such trials proving anything. Eventually other avenues of divorce also opened up, which all saw impotence trials falling by the wayside by the 19th century. However, let us not forget that for a brief period in European history, men could literally be put on trial for not being able to take the bald-headed gnome for a stroll in the misty forest.
This article originally appeared on Today I Found Out. Follow @TodayIFoundOut on Twitter.
Body armor for your average infantry troop has come a long way. Today’s soldiers, sailors, airmen, and Marines are issued amazing technology designed to stop the most common threat they will likely face in combat: the rifle round. But the tech that will stop a lethal bullet isn’t just one miracle material that they can wear all over their bodies. There is a combination of forces at work, working to stop another combination of forces.
Soldiers don the Interceptor Armor before going on patrol in Iraq.
Kevlar itself is a plastic material five times stronger than steel. Everything about the material, from how it’s woven, right down to its molecular structure just screams strength. Its tensile strength is eight times that of steel. It doesn’t melt, it doesn’t get brittle with cold, and is unaffected by moisture. Kevlar is an awesome antiballistic material because it takes incredible amounts of kinetic energy to pass through it. Its molecular structure is like that of rebar through solid concrete, and forces a bullet to fight its way through at every level.
When layered, the material can sort of “soak up” a lot of the kinetic energy from a projectile. For most low-velocity handguns and even some of the more powerful handguns, a few layers of Kevlar is enough protection. But for high-velocity rifles, it needs some help. That’s where ceramic plates come in.
The standard AK-47 fires with a muzzle velocity of 716 meters per second. For Kevlar alone to protect a soldier from that kind of kinetic energy, the Kevlar would have to have more layers than a troop could carry while retaining the mobility necessary to perform his or her job functions. Kevlar is lightweight, but it’s not weightless, after all. The standard-issue Interceptor body armor was not tested to stop rounds at that velocity, which is classified as Level III protection. The Interceptor Armor does have pockets on the outside of the vests, so ceramic plates can be inserted to upgrade the armor to Level-IIIA.
Just like the Kevlar, the ceramic plates redistribute the kinetic energy of an incoming rifle round, slowing it down enough that it would not be able to penetrate the Kevlar, if it passed through the ceramic at all. It also prevents blunt force trauma from other rounds that may not penetrate the Kevlar, but still cause indentations in the material. The impact from bullets that don’t penetrate the Kevlar can still cause internal injuries. Ceramic inserts are rated to stop whatever projectiles are listed on the plate, and can take up to three hits before failing.
The ESAPI plate saved Sgt. Joseph Morrissey when he was hit in the chest with a 7.62mm round from about 30 meters while deployed to Afghanistan.
While ceramic may seem like an odd choice for stopping bullets, this isn’t the ceramic material used to make vases or coffee mugs. A lot of materials are actually ceramic, including titanium diboride, aluminum oxide, and silicon carbide, one of the world’s top ten strongest materials – the material used in the U.S. military’s Enhanced Small Arms Protective Inserts, or ESAPI plates. These enhanced plates, combined with the Kevlar are capable of stopping a Springfield 30.06 round with a tungsten penetrator.
That’s why the U.S. military uses ceramic plates and Kevlar body armor. It not only protects troops but allows them enough mobility to do their jobs in a hostile environment. And body armor tech is only getting better. Materials like spider silk and nanotubes are being tested that are even lighter and don’t take on as much heat as Kevlar. Maybe one day, we all won’t be drenched in our own sweat when we take off our armor.
The US Navy is an institution rich in tradition with its own language and elaborate ceremonies. One of those ceremonies is the Chief Petter Officer initiation.
Ask any sailor what a newly made chief does as soon as they put on the khaki uniform and you’ll get mixed results. Responses vary from the good to the awfully absurd and usually based on a sailor’s time in service.
For example, this sailor on Facebook said that his chief completely changed when he put on the khakis for the first time:
Ask a chief and he’ll say that it’s one of the hardest and most satisfying jobs in the world:
WATM did an informal poll of sailors of all ranks to uncover the nine common things that new chiefs do when they put on the khakis:
1. Smile incessantly for about an hour.
They’ve just been made and now have the privilege to do the following eight things:
2. Get a new coffee mug that says “chief.”
A good chief’s mug will be respected and left alone. A bad chief will have their mug washed out. Apparently, chiefs have it in their mind that their unwashed coffee mugs have super caffeine powers.
3. Start calling everyone ‘shipmate.’
Everyone becomes a “shipmate” once you become a chief. It used to be that they call everyone by their rate (Navy job) and rank.
4. Start calling other khakis by their first names.
It’s now Frankie and Jane instead of Smith and Martinez.
5. Start eating like a king in the chief’s mess.
Rumor has it that the chiefs eat better than the officers aboard a ship.
6. Gain weight.
Everything has a cause and effect.
7. Pass off the ensign to the first-class.
They lose an ensign but gain a lieutenant.
8. Wait for the first person to call him ‘sir’ so he can say, “don’t call me sir, I work for a living.”
Along with the new position comes treasure trove of cliché terms that they’ve been waiting years to use. (Poor boot, he confused the chief for an officer.)
It’s hard to let go. If you’re a sports fan, then you’ve probably watched your favorite players age well past their primes. They cling to their identities as athletes, as competitors, and they refuse to hang up their titles even as the competition gets younger, faster, and stronger around them. Well, this same thing can happen to planes, too.
The Boeing P-26 Peashooter was a technological breakthrough when it first flew in 1932. But, when combat came in 1941, it was hit by a double whammy of being obsolete and badly outnumbered — and the loss rate was abysmal.
The Boeing P-26 Peashooter was the first all-metal monoplane fighter to see service in the United States. It officially entered service in 1934 and remained the fastest fighter in the skies until 1938.
The P-26 Peashooter was the first all-metal monoplane to enter American service, but within a decade of its first flight, it was greatly outclassed.
Not only that, this plane was also the first to introduce flaps to U.S. aviation — a piece of technology used to make landings easier and safer. The plane needed flaps because it had a then-blistering landing speed of just under 83 miles per hour.
In the skies, it reached a top speed of 227 miles per hour and had a range of 360 miles. The plane’s initial armament included two .30-caliber machine guns — one of which was later upgraded to .50-caliber. Either two 100-pound bombs or five 31-pound bombs could be carried for ground-support missions.
P-26 Peashooters on the flight line at Hickam Field, Hawaii.
The last P-26s to serve defended the Panama Canal until 1942, when they were exported to Guatemala. There, they hung on until 1957, four years after the Korean War saw jets fighting for control of the air.
Watch a classic video of these legendary planes in service below!
The Green Beret Foundation is the premiere benevolent organization dedicated to the Special Forces soldiers and their families. The organization is now poised to do even more thanks to its newly announced Veterans Services Organization accreditation by the Department of Veterans Affairs.
The Green Beret Foundation’s accreditation by Veterans Affairs is an accomplishment that GBF is extremely proud of. At this time, it is the only special operations charity to hold the distinction. The organization recognizes the deep impact and importance the accreditation offers and leadership states that they look forward to being able to greatly expand their ability to serve.
“The overall health and wellness of a Green Beret and their family is our priority, and this accreditation is a testament to our expertise and level of support as the premier benevolent organization in the Special Forces community,” Brent Cooper, Executive Director of GBF shared.
While the GBF has been supporting its Special Forces soldiers with their needs from the VA for some time, its hands were tied with how much help they could give in many areas. With the new accreditation, the GBF can now walk alongside its soldiers throughout the entirety of the VA claims process, which is known to be cumbersome and difficult to navigate even with support.
John Armezzani is the Veterans Services Director for the claims process with the VA. In a statement posted to the GBF website, Armezzani shared that, “This process, which may range from initiating claims to carrying them through VA and Board of Veterans Appeals hearings when necessary, will greatly enhance the capability of the GBF and its Next Ridgeline program to provide unique assistance throughout the life of our Special Forces veterans.”
One deeply impactful way the Green Beret Foundation’s accreditation will help is by being able to more fully support its soldiers as they leave the military. “This [accreditation] allows the GBF to expand it’s Transition Assistance Program from providing general informational briefings on benefits to filing the benefits claims for those separating service members,” Armezzani explained.
Not only will the organization be doing more to ensure its Special Forces soldiers receive the support they may need as they get out, but it will be able to be there throughout issues of hardship too. “GBF now has the ability to provide benefits assistance to Green Berets with life events such as change of career or in the event of a catastrophic health event. This includes dependents too,” Armezzani stated.
As the Special Forces soldiers from the Vietnam War era continue to age, their needs will most likely increase. The VSO accreditation will allow the GBF to step in and support these honored veterans by being their voices in the benefits claims process. “Inherent in this accreditation is the ability to provide benefits assistance to our legacy holders from the Vietnam era as they enter into the twilight of their lives,” Armezzani said.
Perhaps one of the most impactful parts of the announcement is the ability for the GBF to now represent its Special Forces Soldiers in the appeal process. “We will be able to represent Green Berets in appellate actions before the Board of Veterans Appeals when they disagree with a VA decision,” Armezzani said. No longer will they have to fight appeals without support, the GBF will be right there with them and will fight to ensure they are heard.
The ultimate goal of this newly-expanded program is to be able to install a representative at each location where a Special Forces Group is located. This will all be made possible through the generosity of donors and future fundraising efforts.
The Green Beret Foundation remains committed to ensuring that every single Special Forces soldier is not only honored for their service to this nation but also cared for the way they deserve. Although the VA VSO accreditation is an impressive and important feat to have achieved, GBF is ready to do even more.
It’s peak hurricane season, as Hurricane Dorian has been reminding us.
But Dorian isn’t the only strong storm swirling: Four cyclones churned over the oceans this week. On Sep. 4, 2019, they lined up for a satellite camera.
The GOES 16 satellite, operated by that National Oceanic and Atmospheric Administration (NOAA) with help from NASA, captured the above image of the Western Hemisphere on Sep. 4, 2019. It shows Hurricane Juliette, Tropical Storm Fernand, Hurricane Dorian, and Tropical Storm Gabrielle lined up across the globe.
At the time the photo was taken, Juliette in the East Pacific and Dorian in the Atlantic were Category 2 hurricanes. Fernand and Gabrielle were tropical storms with sustained wind speeds 45 mph and 50 mph, respectively.
Labeled image of the chain of tropical cyclones lined up across the Western Hemisphere on Sep. 4, 2019.
The image shows 2 hurricanes and 2 tropical storms
Dorian made a record-tying landfall in the northwestern Bahamas on Sep.1, 2019, as a Category 5 hurricane with 185-mph sustained winds. It ground to a halt on Sep. 2, 2019, flooding islands with a wall of water up to 23 feet high, ripping buildings apart with wind gusts as strong as 220 mph, and killing at least 23 people.
In the NOAA image, Dorian can be seen traveling north along Florida’s east coast, towards Georgia and the Carolinas. Since then, it has brought heavy rains and flash floods, lashed the southeastern US coast with powerful winds, caused tornadoes, and even caused bricks of cocaine to wash up on a beach. One man was reported dead in North Carolina after falling off a ladder while preparing for the storm.
Tropical Storm Fernand, meanwhile had just made landfall over northeastern Mexico at the time of this satellite image. The storm caused heavy rainfall, with a threat of flash flooding and mudslides, but it has since dissipated.
Hurricane Juliette has stuck to the open ocean in the East Pacific, and is expected to weaken over the next few days.
Tropical Storm Gabrielle has wandered harmlessly through the open Atlantic, and on Sep. 5, 2019, was “struggling to maintain thunderstorms near its center,” the National Hurricane Center (NHC) reported.
Hurricane Dorian moves slowly past Grand Bahama Island on Sep. 2, 2019.
An above-average hurricane season in the Atlantic
NOAA recently revised its forecast for this year’s Atlantic hurricane season — it now projects a 45% chance that this year will see above-average activity. That could mean five to nine hurricanes in the Atlantic, with two to four of those expected storms becoming major hurricanes (defined as Category 3 or above, with winds greater than 110 miles per hour).
On average, the Atlantic sees six hurricanes in a season, with three developing into major hurricanes (defined as Category 3 or above). Hurricane season peaks in August through October, with especially high activity around September 10. The season ends November 30.
Hurricane category numbers don’t necessarily indicate the full destructive power of a storm, however, as they’re based solely on wind speeds. In Hurricane Dorian’s case, the storm has traveled slowly, so its effects have been prolonged.
Slower, wetter storms like this are becoming more common as the planet warms. Over the past 70 years or so, the speed of hurricanes and tropical storms has slowed about 10% on average, a 2018 study found.
Dorian is now the fifth hurricane to reach Category 5 over the past four hurricane seasons in the North Atlantic. In the last 95 years, there have been only 35 Category 5 hurricanes in the North Atlantic, so this frequency of strong storms is far above average.
This article originally appeared on Insider. Follow @thisisinsider on Twitter.
Getting supplies to Marines ashore is growing more complex as new threats reach the space between ships and the beach, so leaders are looking to high-tech self-driving ships to get the job done.
The Navy’s mysterious 132-foot-long autonomous Sea Hunter vessel could move fuel, ammunition, and other heavy supplies from large ships out to small teams of Marines, sea service leaders said May 8, 2019, at the Sea-Air-Space expo outside Washington, D.C.
“If we can do what we’ve demonstrated with Sea Hunter … with logistics, to program that connector to meet that force at a location to sustain them and provide them with what they need, that is where we’re going to have to practice, practice, practice and learn and adapt our structure to be responsive to that,” said Rear Adm. Jim Kilby, director of warfare integration.
Sea Hunter, an entirely new class of unmanned sea surface vehicle.
(US Navy photo)
Marines and sailors recently practiced sustaining ground troops operating at various points ashore during amassive amphibious exercise called Pacific Blitz. During that exercise, it became clear they must leverage the distance unmanned vessels can travel without risk to personnel, Brig. Gen. Stephen Liszewski, director of operations for Marine Corps Plans, Policies and Operations, told Military.com.
“The unmanned piece is the untapped potential,” Liszewski said. “We know that is one way we can get after this ability to operate in a more distributed and lethal environment.”
Ideally, the services would use a mix of drone aircraft and unmanned ships to get the job done, he added. There are times when they’ll need the speed and range of unmanned aircraft, he said, but they can’t carry everything.
Sea Hunter, an entirely new class of unmanned sea surface vehicle.
(US Navy photo)
“With a surface connector, you’re going to be able to move larger volumes of things, particularly if you’re talking ammunition or bulk liquids like water or fuel,” Liszewski said. “Clearly, aviation speed or range is what you get, but it’s not one or the other. You’ve got to have both [surface connectors and air assets].”
Necessity is the mother of invention — and war is often the catalyst. Sure, we can look at all of the obvious military advancements that trickled down to the civilian sector, like fixed-winged aircraft, GPS, the microwave, and the can opener, but it’s a little-known fact that a lot of contemporary American foods also got their start on the battlefield.
The doughnut, one of the most American deserts known to man, got its start when troops needed a tactical desert to get their minds off the horrors of WWI.
Looks just like the line at your local Krispy Kreme — some things never change.
During WWI, the Salvation Army actually deployed overseas with the troops, offering a wide variety of support for the troops. This support ranged from preparing home-cooked meals to sending money back home to sewing their uniforms when needed. The organization was entirely independent from the Armed Forces, but they followed units around the battlefield — oftentimes going to the front lines with them.
Two women assigned to assist the US Army’s 1st Infantry Division, Ensign Helen Purviance and Ensign Margaret Sheldon, endured the hellish environment of Monte-sur-Soux, France, just as the soldiers did. It rained for thirty days and supplies were running thin. They needed to come up with something — anything — to boost the abysmal morale.
They searched the countryside for ingredients and came back with eggs, milk, yeast, sugar, and a bit of vanilla. Perfect ingredients to make a cake, but that wouldn’t be enough for all the troops. They made some dough, used a wine bottle to work it, and cooked the cake batter on a frying pan in some grease. They served it up — and the soldiers loved it.
Soldiers would gather from all around when they smelled the doughnuts being cooked. It was said that the lines were so long that troops would miss duty or formation because they just wanted a single doughnut. One soldier eventually asked Ensign Purvaince, “can’t you make a doughnut with a hole in it?” She obliged this request by cutting the middle of the doughnut out with an empty condensed milk can and used the rest of the batter for other doughnuts.
Doughnuts quickly spread across the U.S. front and other Salvation Army officers started making them for the troops in their care. It didn’t take long for the women making the sweets to be given the nickname of “doughnut girls” or “doughnut lassies” — despite the numerous other ways in which they aided troops.
So, when National Doughnut Day rolls around on the first Friday of June, know that it’s about more than the glazed treat you used to cheat on your diet this morning. It’s a day in honor of the women who served on the front-lines with the troops, preparing tasty treats in hopes of cheering them up.
To learn more about Doughnut Girls or real meaning behind National Doughnut Day, check out the video below.