Over the years, the varied iterations of the Star Trek franchise have inspired countless young men and women to pursue careers in cutting edge technologies, space sciences, and the like. As a kid growing up on a steady diet of “Star Trek: The Next Generation,” however, I saw something else that spoke to me: a command structure that each and every crewmember had the utmost faith in.
The crew of the Enterprise each knew where they fell within the decision-making hierarchy, what their role and responsibilities were, and most importantly, who to look to when it came time to make hard decisions.
Breaking the chain of command or violating direct orders, of course, played a pivotal role in a number of episodes and movies–but in my young mind, that only further emphasized the importance of command: where starship captains were forced to decide between their orders and what they knew to be right. Almost universally, the captain that erred on the side of ethics got off scot-free, no matter how egregious their crimes. Good leadership, I learned, is about looking failure in the eye, accepting the consequences, and doing what has to be done.
Leadership in Starfleet, like in today’s real-world military, is a near constant life-or-death matter. Fortunately for the Star Trek universe, they have a test to see if you have what it takes to lead in such an environment.
The Kobayashi Maru test was first shown on screen in 1982’s “Star Trek II: The Wrath of Khan.” The premise is simple: a cadet is placed in command of a starship simulator and tasked with responding to the distress call of a damaged fuel carrier: the Kobayashi Maru. The stranded vessel is adrift in the neutral zone dividing Starfleet’s Federation Space from the Klingon Empire. The cadet-turned-captain has to make a hard decision: do you risk war with Star Trek’s Cold War Russian stand-ins, the Klingons… or do you allow the civilians to die?
The right thing to do, of course, is rescue the civilians–but the moment a cadet issues that order, things go bad. Communications with the civilian vessel are immediately lost just as multiple Klingon warships appear in pursuit. In clear violation of the treaty between their peoples, the cadet-in-command can try to talk their way out of trouble, turn and fight, or leave the civilians to their fate and run, but it doesn’t matter. The cadet’s ship is invariably destroyed. All crew members are lost. It’s a failure that’s spectacular in measure, both in terms of the lost vessel and in terms of lost lives. For an aspiring Starfleet captain, it’s a living nightmare… and that’s the point.
The “no win scenario”
No matter how long you serve in the military or how competent a leader you are, failure comes for us all. If you’re fortunate, your most egregious failures will all come in training environments, and you’ll never have to go home with the weight of lost brothers or sisters on your conscience. In the worst of scenarios, victory or failure may be entirely outside of your control, but the burden of loss remains. When someone dies under your command, be it in combat or otherwise, it sticks with you.
You’ll keep moving, you’ll keep working, but late at night, when you’re alone with yourself, you can feel the weight of it bearing down. Good leaders know they’re going to hurt, but importantly, know how to get the job done anyway. They know that sometimes failure is unavoidable… often because they’ve faced their own Kobayashi Maru somewhere along the way.
The measure of a good leader
I lost a Marine to suicide only weeks after being given my own squad. It tore our team apart and reshaped my approach to leadership and service. If I could be called a good leader after that, it wasn’t because I was born with an innate ability to rally the troops or because I had the decision making prowess of Jean Luc Picard. It was because I’d already felt the crushing weight of failure pulling me down into the darkness. I’d already been up at night, assessing what I did wrong. I’d already looked a grieving mother in the eyes and choked as I stammered an apology.
Failure is an unavoidable part of any military operation, but good leaders know how to roll with even the most crushing of punches. Some may come to the table with that ability, others, like me, have to learn it the hard way–by failing. The measure of a leader is their ability to recover from those failures, their ability to lead in adverse conditions, and their ability to shoulder the weight of their conscience without compromising the task at hand.
Every military leader needs to face the Kobayashi Maru sooner or later. Starfleet is just smart enough to add it to the training schedule.
The US Navy is having its sailors train on an aircraft carrier weapon system that the service is planning to rip out of its Nimitz-class carriers due to its ineffectiveness.
Sailors continue to train on the Anti-Torpedo Torpedo Defense System (ATTDS), a weapon system that was designed to counter one of the single greatest threats to an aircraft carrier — torpedoes, The War Zone reports, noting that the Navy recently released images of sailors aboard the USS Dwight D. Eisenhower training on the ATTDS for a Board of Inspection and Survey.
The most recent training, which involved firing the weapon system, took place in late July 2019. The material survey for which the crew was preparing requires proficiency with all onboard systems, and that they are functional and properly maintained.
The ATTDS, part of the broader Surface Ship Torpedo Defense (SSTD) system, is installed and operational aboard the Eisenhower, as well as the USS Harry S. Truman, USS George H.W. Bush, USS Nimitz, and USS Theodore Roosevelt. But that doesn’t mean it actually works to intercept incoming torpedoes in time to save the ship.
Sailors stow an anti-torpedo torpedo aboard the aircraft carrier USS Dwight D. Eisenhower.
(U.S. Navy photo by Mass Communication Specialist Seaman Joseph T. Miller)
The Navy has abandoned its plans to develop the SSTD and is in the process of removing it from the carriers on which it has been installed, the Pentagon’s Office of the Director of Operational Test and Evaluation said in a report released earlier this year.
The anti-torpedo system was a 0 million project that never really went anywhere.
In principle, the Torpedo Warning System (TWS), a component of the ATTDS, would detect an incoming threat and then send launch information to another piece, the Countermeasure Anti-Torpedo (CAT), an interceptor that would be launched into the water to neutralize the incoming torpedo.
The DOTE report noted that the “TWS demonstrated some capability to detect incoming torpedoes,” but there were also false positives. It added that the “CAT demonstrated some capability to defeat an incoming torpedo” but had “uncertain reliability.”
The report also said that the anti-torpedo torpedo’s lethality was untested, meaning that the Navy is not even sure the weapon could destroy or deflect an incoming torpedo. The best the service could say is that there’s a possibility it would work.
Fire Controlman 2nd Class Hector Felix, from Atlanta, fastens a bolt on an anti-torpedo torpedo aboard the aircraft carrier USS Dwight D. Eisenhower.
(U.S. Navy photo by Mass Communication Specialist Seaman Joseph T. Miller)
Despite having plans to remove the SSTD from its carriers, a project that should be completed by 2023, the Navy continues to have sailors train on the system, even as the service reviews training to identify potential detriments to readiness.
“The Navy is planning to remove ATTDS from aircraft carriers incrementally through fiscal year 2023 as the ships cycle through shipyard periods,” Naval Sea Systems Command (NAVSEA) spokesperson William Couch told The War Zone.
“The Navy is sustaining the ATTDS systems that are still installed on some vessels, where it is necessary for the sailors to train with the system to maintain their qualifications in preparation for future deployments,” he added.
In other words, it appears that the reason for the continued training is simply that the system is on the ship and won’t be removed until ships have scheduled shipyard time, making the ability to operate it an unavoidable requirement.
INSIDER reached out to NAVSEA for clarity but has yet to receive a response.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
A new robotic tank with a disastrous performance history has reportedly entered service with the Russian army, according to multiple reports citing Russian state media.
Armed with anti-tank missiles, a 7.62 mm machine gun, and a 30 mm automatic cannon, the Uran-9 unmanned ground combat vehicle was designed for advanced fire support and reconnaissance missions over a 2-mile range.
But as of summer 2018, the revolutionary new weapon was still a very long way from being combat ready, according to Defence Blog, an online military magazine.
In June 2018, a leaked internal report from a senior researcher with the 3rd Central Research Institute of the Russian Defense Ministry surfaced online, revealing that the elite new unmanned system had performed poorly during combat trials in Syria.
The actual operational range is estimated to be closer to 300 to 500 meters, a fraction of what was initially promised.
Кадры испытаний не имеющего аналогов в мире комплекса «Уран-9»
Furthermore, operators lost control of the vehicles repeatedly, 17 times for up to a minute and twice for 1 1/2 hours. Control problems tended to become more severe in urban environments where buildings interfered with the signal, potentially undermining a key practical purpose.
The main cannon experienced firing failures and delays. The internal targeting systems were unstable, and the machine components tended to break down, according to Task Purpose.
The senior research officer Andrei Anisimov concluded that the “modern Russian combat Unmanned Ground Vehicles (UGVs) are not able to perform the assigned tasks in the classical types of combat operations,” adding that it would be 10 to 15 years before the technology was ready, The National Interest reported.
Defence Blog reports that the Uran-9 also failed state tests after its blunders in Syria.
Yet, the Russian military has reportedly adopted the platform, which could mean that the problems have been addressed or that the robot will simply serve as a test bed for future developments.
“We are currently completing the production of the first series lot,” Vladimir Dmitriev, the head of Kalashnikov Concern, the manufacturer of the new vehicles, told the Russian media. “The Uran have a good scientific and technological potential for developing further products.”
Dmitriev said the testing in Syria led to improvements in the technology.
The US has been researching and developing unmanned fighting systems for more than a decade. The Army even had a prototype for a robotic tank known as the “Black Knight” back in 2007. The newly established Army Futures Command is looking at optionally manned fighting vehicles as a part of the new next-generation combat-vehicle program.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Confirmed by the U.S. Senate in December 2019, the Honorable Dana Deasy is the Department of Defense chief information officer. With more than 38 years of experience leading and delivering large-scale information technology strategies and projects, Deasey serves as the primary advisor to the Secretary of Defense for matters of information management, information technology and information assurance, as well as non-intelligence space systems, critical satellite communications, navigation and timing programs, spectrum and telecommunications.
The Honorable Dana Deasy, Department of Defense chief information officer, and Lieutenant General Bradford J. “B.J.” Shwedo is the Director for Command, Control, Communications, and Computers (C4) /Cyber, and Chief Information Officer, Joint Staff, J6, the Pentagon, Washington, D.C., discuss the effects of the COVID-19 pandemic leading to the DoD’s massive shift to teleworking, as well as, the Commercial Virtual Remote Environment, modernizing the cyber infrastructure, deterrence to cyber-attacks and the implementation of the Telework Readiness Task Force. Video // Andrew Breese and Travis Burcham
Lieutenant General Bradford J. “B.J.” Shwedo is the Director for Command, Control, Communications, and Computers (C4) /Cyber, and Chief Information Officer, Joint Staff, J6, the Pentagon, Washington, D.C. He develops C4 capabilities; conducts analysis and assessments; provides Joint and Combined Force C4 guidance, and evaluates C4 requirements, plans, programs and strategies for the Chairman of the Joint Chiefs of Staff.
During this interview with Airman magazine, Deasy and Shwedo discussed the effects of the COVID-19 pandemic leading to the DoD’s massive shift to teleworking. They also spoke on the Commercial Virtual Remote Environment, modernizing the cyber infrastructure, deterrence to cyber-attacks and the implementation of the Telework Readiness Task Force.
Airman magazine: The COVID – 19 pandemic has driven the DoD to pivot to maximum telework capacity on short notice. What effect has this had on our ability to support the National Defense Strategy?
Lt. Gen. Shwedo: I think quite frankly, it’s made us more resilient. The first thing that came to my mind when we first got this tasker, is never let a good crisis go to waste. We always knew we needed to do telework, but in a battle for finite resources, we were never able to fund those. And rapidly, this gave us an opportunity to correct a lot of our shortcomings, so that’s why I feel we’re more resilient. We now have a better comms (communications) situation than we had six months ago.
Dana Deasy: I think if you go back to when we first kicked off the teleworking task force, we had some basic principles we wanted to live by. Principle number one was, ensure we could quickly get as many of our employees, service men and women working from home in a safe way. Two, was ensuring that the technical staff could do their jobs in a safe way. Third, we asked ourselves, is what we are going to build or put in place not only going to get us through the pandemic, but how does this also set us up for a better tomorrow when it comes to supporting NDS (National Defense Strategy)? I think that has actually been a very important principle, because every time we thought through a problem we were trying to solve, we looked at the immediacy. Then we always would stop and say, “Okay, but down the road is this sustainable? Are we building this in a way that will help the war fighter over the long run?”
Airman magazine: The Secretary of Defense has defined our current times as “a new normal” that we will have to adapt to for an extended period of time in order to maintain a high degree of readiness. What are we learning about our infrastructure and our ability to communicate, lead during this time?
Dana Deasy: Here again, how we’ve conducted ourselves throughout this has been looking towards the future. People have said, “Will we go back to the way we used to work?” I don’t believe we ever go completely back. I think there is a new norm where we will have certain types of our workforce that will continue to work from home. I don’t think that we should think for a minute that we are out of this crisis and we’re ready to go back to a normal situation.
So, we continue to run our tele-tasking workforce, we continue to meet as if we’re still in the middle of trying to solve this problem. Let’s face it, we are going to have a sustained, new set of assets that we have been building out of COVID here, that are going to be here forever going forward. It’s not like we shut this down, we pack it up and we return it. We are going to keep what we’ve put in place. And so, I think this puts us in a much better position, if that day should come in the future, for whatever the reason might be, where the DOD has to go back to a maximum teleworking situation. We not only have the know-how, but we’ve created the technical assets to make that happen quickly.
Lt. Gen. Shwedo: : I was doing a forum with cadets, midshipmen and industry, and the Superintendent of the Air Force Academy kicked off the whole forum saying, “Now that we’re talking about the new normal and now that we know we can do this, I know every cadet and midshipman will hate what I’m going to say, but we have had the last snow day at the United States Air Force Academy.”
It drives home the point that now we know we can do these things. We’re setting up the infrastructure and it gives you more options and makes you more combat survivable in a myriad of scenarios. There’s no reason to ever want to go back. Quite frankly the landscape, not just within the Department of Defense, but across the world, has changed because of this experience.
Airman magazine: Telework has always been viewed as a benefit to employees, but has quickly become a need for readiness and safety. Can you talk to the nature of telework and how this time may shift the mindset and modernize the capability of the DoD?
Lt. Gen. Shwedo: I would say that the thing that directed us and the rule sets that we had associated with telework, no longer exist. So, the limitations of going into your e-mail, for instance, it’s been blown away. On top of that, we were always talking about giving people meaningful work and there was a cut-off where classified was concerned. Well, we’ve figured that out and we’re spending lots of money to enable that capability.
We’re finding that our folks are doing a great job from home or from the office. When you look at the larger strategies, like joint all domain command and control, and the things that we’re affording for our strategies in the National Defense Strategy, all of these things we’re discussing are further enablers to ensure that happens.
I believe we’re not going to turn back. The rules set has been blown away and we’re finding, as with every technology, better ways of doing business every day.
Dana Deasy: Could you imagine either of us standing up in front of the Air Force or even the whole DoD back in January of this year and saying, “Hey, we’ve got a whole new model how you can equip, train, create readiness, do operational reviews. People will be able to do that from home. People will be able to do that in a highly collaborative way and you will learn that you can do things highly effectively. I think we would really struggle trying to get people convinced.
You know, COVID forced us to revisit what we thought were the traditional ways of doing your various training, readiness, et cetera. I think now that people have actually seen that people can still do the training, they can still have conversations about readiness, they can still do their ops reviews is quite telling.
I think services such as the Air Force are going to challenge themselves and say, “Okay, we’ve been working this way, what can we continue to do versus falling back to all of the old ways of working going forward?”
Airman magazine: Speaking of the old ways, what was the mindset regarding telework when you were young officers coming up?
Lt. Gen. Shwedo: I think it was probably clouded by the limitation of technology, quite frankly. You can roll in and maybe get your e-mail but OWA (Outlook Web Access; email) wouldn’t let you get in and then would kick you out, it was incredibly frustrating. You had a lack of capability to do any classified work, rapidly. It (telework) had a bad connotation because there was not a lot of what would be portrayed as productive work.
I think all of the things that we set in motion very quickly, and proved that we can do, have blown away all of those false mindsets and all of the naysayers, quite frankly, were proven wrong.
Dana Deasy: I’d say all of the services probably had a preconceived view that the only way you can truly get readiness done, that you can get operational planning done, is you’ve got to have people face to face sitting in a room.
To General Shwedo’s point, about new tools that are available today, 10 years ago, five years ago, to be able to put 500 people in a video conference where they all would have full motion, not choppiness, fully could hear each other. They could put charts into that presentation. They could mark up things as if they were going to a whiteboard sitting in a command center, is quite telling. I would say that it’s become very clear that the technology is at the right level in capabilities today. But it’s not only the technology, it’s the way that people are getting creative and using that technology. I think is what’s made all of the difference in the world.
Lt. Gen. Shwedo: I’ll just finish up. When you look at all of the things that we’re being asked to do in the National Defense Strategy, joint all domain command-and-control in air, land, sea, space, cyber in a globally-integrated form, everything Mr. Deasy just described, is going to be your foundational base.
We are getting stronger on all of these things. Going back to never let a crisis go to waste, for a lot of these things, per Mr. Deasy’s scenario, if we walked in and tried to make a funding line for that, it probably would fall below the cutoff lines. So, this has been fortuitous, and not just enabling the telework, but also forwarding our defense strategies.
Dana Deasy: In the NDS we talk about allies and partnerships. We’ve clearly been able to demonstrate through teleworking that you can have very, very effective meetings. As a matter of fact, you might almost argue that when you’re talking to your allies and partners, that’s typically someone getting on a plane and going to a different time zone, you’ll lose a day going over, you lose a day coming back at minimum. This is a case where people were able to quickly say, “I need to speak to so-and-so,” whether it’s the U.K., Australia or whatever, and make that happen.
I think even in our relationships with our allies and partners, people are going to be stepping back and going, “Why do we really need to do all of this always face to face?”
Airman magazine: The DoD has a culture of innovating as a necessity to adversity, are there any analogies you can relate this crisis to from our history?
Lt. Gen. Shwedo: I struggle with that question. I think there was lots of standard planning processes that we attacked this problem with. So, the first thing you do is study your adversary and you have to protect your forces. So, to negate the adversary’s strength, if you want to superimpose COVID on this, the strength was getting us all together, so we’re going to take that away from them and force telework.
Also, you need to remember that the enemy gets a vote, and in this scenario, there were multiple enemies and we anticipated that when we opened up this attack access, when we brought all of these different people into these different forums, we had to make our folks ready for that realm.
What did we do? We did lots of education. Mr. Deasy’s shop and the greater task force put lots of products to increase the knowledge base, because they were going to be fighting in this cyber environment. The next piece is we needed to increase their tools and needed to ensure that we were securely operating. And then the last part is we knew they were coming, so increased vigilance. So, across the board we were attacking it as a battle plan and we were doing the organized train-and-equip things that is standard operation when we have an adverse situation.
Dana Deasy: I guess if I had to pick an analogy, and I have no idea how well this analogy works, but I think aspects of it work. I remember back when President Kennedy said, “We’re going to go to the moon.” We didn’t really know how we were going to get there or how we were going to pull that off, but a lot of new things were invented that were used not only for space missions, but were used for consumers. They were used for defense. And I think by us being forced to rethink our paradigm around how we get things done throughout the DOD, we created things, tools, techniques and technologies that we will find other ways to continue to use throughout the DOD.
Airman magazine: To accommodate the massive shift to telework, the DoD has activated more than 900,000 remote user accounts under the Commercial Virtual Remote Environment (CVR) launched in late March. Can you explain this system and the enhanced collaboration capabilities?
Dana Deasy: You know, it’s interesting, when we knew we were going to have to start putting people at home, everybody was fixated, early on, around e-mail. Everybody thought that was the way that people were going to solve how we were going to communicate.
But what is it about humans? Humans like the visual, they like to hear people’s voices, there’s a stimulus that occurs. We quickly realized it wasn’t about e-mail, it wasn’t about pushing a document from point A to point B, it was about trying to create and mimic if you and I were sitting right in our same office together, or if we were all in a conference room together.
We pivoted to this idea of what people really want is to look and talk to somebody on video. They want to push a button, have a phone call. They want to have chats, they want to move documents back and forth. So, CVR was the culmination of the variety of things that you think about that you do every day, when you’re in the office, that all came together through the concept of delivering a CVR.
Lt. Gen. Shwedo: I would say that they brought together a team very quickly. What was impressive was, we’ve watched kind of lethargic pace of whenever we wanted to bring on a new tool or anything else and the fact that this task force had NSA (National Security Agency), CYBERCOM (Cyber Command), DISA (Defense Information Systems Agency) and all of the services knew we needed tools very quickly.
You rapidly found things that they were already working on being brought forward. What was most important was for all of them to look at it quickly and get approval on a secure solution to implement them fast. Had we not had this crisis, I will tell you, the timelines associated with a lot of these initiatives would probably water your eyes.
Dana Deasy: You know, I’ll end by saying, when we set up CVR, we had no idea what the uptake would be. I remember early days, somebody asked me, “What would be an ambitious goal?” I said, “Boy, if we get up to 100,000 people using this tool, that would be great.”
But, never underestimate the need for humans to want to try to find ways to communicate in styles that work for them. And it clearly became apparent that we were going to blow by that 100,000 and to your point, you know, almost 900,000 accounts later and still growing.
Airman magazine: How has the coronavirus task force and relief legislation for DoD to support IT procurement and increase agency network bandwidth directly impacted the Air Force?
Lt. Gen. Shwedo: If you’re just talking about the Air Force, they got about $47 million. They went from VPN (Virtual Private Network) users of about 9,000 users to 430,000. So, it was very, very quick.
Remember, when I was talking about getting tools on board, they rapidly found secure (classified network access), because that was the main thing we were concerned about; getting secret-level capabilities as fast as we could. So, the ABMS, the Air Battle Management System program, device one, others, they had some things that we rapidly took, experimented and started using those pieces.
Also, for the folks that were able to use that just at the unclassified level, the Bring Your Own Device program, which had been in the process for a long time but rapidly got attention, you’ll find that DISA, Vice Admiral Nancy Norton and her team, did a lot of quick work to acquire products and push them out to the combatant commands and the other places to enable this capability.
Dana Deasy: I’d say the Air Force, not necessarily for teleworking, had been laying a lot of groundwork. If you think about the Joint All Domain, for some time they had been spending a lot of time and effort and money on technology to figure out how to get warfighters to collaborate in a different way, either within the Air Force or across services. I think that mindset and the fact that they were already down that road, when you overlaid COVID on top of that and the need for teleworking, I think they had positioned themselves well to be able to accelerate quickly.
Airman magazine: As we continue to adapt with increased telework, how do we ensure the adoption of cybersecurity strategies are ingrained into our solutions and not an add-on?
Dana Deasy: From the moment we held the first task force and we talked about keeping people safe, embedded in that was the need to keep people safe from in the cyber realm as well.
One of things I was worried about early on, was when people are sitting inside the Pentagon, or wherever they’re sitting around the world, they feel there is this extra layer of protection and when they go home and when they think they have that same layer of protection.
We spent a lot of time in the early days of educating the workforce. “Remember, when you are at home, here’s what’s different versus if you’re sitting inside the Pentagon.”
And I think that early education and coaching really paid dividends in helping to build a more safe, secure environment for us.
Lt. Gen. Shwedo: I would say that the education’s not going to go away. As a matter of fact, I see us continuing because this is a thinking enemy when it comes to this realm.
Also, when we start talking about transitioning from being very narrowly focused on a violent extremist threat to what we’re being directed in a National Defense Strategy, you’ll find that investment, attention and capabilities are herding us in a direction where we’re not going to go back to the way we were doing things.
We, quote, “accepted risks” in this violent extremist fight because the foes we were fighting did not have capability to counter our command-and-control systems, to jam our capabilities. All of these things that we’ve now teased out during this COVID environment are going to be very applicable for the future and the National Defense Strategy.
Airman magazine: The Cybersecurity and Infrastructure Security Agency (CISA) released an interim Trusted Internet Connections (TIC) 3.0 guidance focused on the rapid wide spread transition of telework, can you briefly outline this guidance?
Lt. Gen. Shwedo: This is an initiative from the Department of Homeland Security. I think it’s very helpful. The reasons why I say that is, watching hackers for years and years, like water, they go to the least defended place. So, you’ll see them fish around and they’ll hit hard points, and then go down to the lowest level.
What they produced was kind of a government-wide capability. So, the Pentagon can build their castle walls very high, but if our interaction with the rest of the government’s very low, they’ll go to that place and now they’re in the castle.
So that’s the larger conversation. When we start talking about defense for cyber and the defense for the future of telework, we have to have more of a whole of government (outlook). We have to have more of these collaborative documents and instruction as we go forward.
We have regular meetings with DHS and others to start securing the cyber landscape.
Airman magazine: Are we seeing increased cyber-attacks during the pandemic and does teleworking pose a greater threat to our security?
Dana Deasy: You know, every day I come to the Pentagon is a great threat day. We continue to use technology and we make it more and more pervasive. Every day you continue to do that, you are increasing the surface base of risk. Obviously, now that you’re taking a million people and you’re putting them at home, you’re increasing that risk.
One of the things that I think NSA and U.S. Cyber Command and JFHQ-DODIN (Joint Force Headquarters – Department of Defense information network) did extremely well, was in the very early days of our task force, we started getting them to give us the intel briefs. They were reporting what the adversaries were doing and there wasn’t a single meeting we had where we didn’t stop and say “OK, if we introduce X and we make that part of what we’re going to now provide for teleworking, what do we understand about an adversary’s intent or an adversary’s knowledge as far as how they can exploit that?”
From very early on, everything we architected, we always pivoted to ensure that we were understanding what was the exposure side, how would we monitor for it and how would we correct for it?
Lt. Gen. Shwedo: I will say with – there is something to the yin and yang. With great challenges comes great opportunity. So, what we found was, yes, we were expanding our attack access, but we also knew they were coming.
When you know they’re coming – and that’s not always the case in lower level conflicts – we got to study them, we got to move and it is a constant cycle. It is a spy versus spy. They are a learning enemy and what we’ve got to do is incorporate that.
And then back to the opportunity point, once you defend, now you have greater opportunities to go in the other direction. So as opposed to taking your football and going home, you look at it in the other direction as a great opportunity to start exploiting the cyber landscape.
Airman magazine: How do we build a more modern architecture and what does it look like? What will it look like in 10 years?
Dana Deasy: I think what we’ve done with CVR is an absolute example of a modern architecture. If you say today, “what does modern computing look like?” whether it’s in the defense world, whether it’s in other agencies, the consumer world, it starts with an instantaneous ability to reach out, touch somebody, communicate with them, get information from Point A to Point B.
Then there is the whole idea of how machines will help us think more rapidly, help us take more decisions more rapidly in the future? That will be things like artificial intelligence. If we’re going to have those machines help us think more rapidly, take better decisions, then our quality of data is going to have to change dramatically in terms of how we bring it together. The Joint All Domain discussion is a real perfect example, in that, you’ve got to create that instantaneous ability for war fighters to communicate. They’ve got to have the right data and they’re going to want the assistance of machine learning or artificial intelligence.
All of these elements, we were working already. I think this element of how you get people connected at large scale was just accelerated in COVID, but we were already on that journey towards that modern architecture.
Lt. Gen. Shwedo: When we talk about with Joint All Domain C2 (Command and Control) you’ll find we are looking 10 years out when we’re thinking, but the bottom line is we want to be able to securely talk anywhere on the planet at any level of classification. We want all of the data that Mr. Deasy’s talking about and, quite frankly, we’ve got to have a tablet or something that’s going to give us the ability to manage it.
I anticipate it’ll be managed by a series of apps that you’ll either turn on or turn off to rapidly overcome whatever event you’re in, the bottom-line is we have an on-ramp and it was actually aided by the COVID crisis.
Airman magazine: As the increasing number of cyber actors makes our systems vulnerable, how do we defend the cyber infrastructure? How do you build retaliation credibility in cyber?
Dana Deasy: Well I’ll speak to the defense side of this. You’re going to have to experiment and try new things, especially where you’re dramatically changing and pivoting your workforce – in this case, you know, pre-COVID we were maybe 90, 95,000 people any given day around the DoD world were teleworking and you’re now sitting over a million.
That right there is going to force you to step back and have a really hard, tough conversation about what defense looks like in that world? And I think there is defense around how you monitor. How do you collect the intel to know about our adversary’s intent? How do you educate the end user on their responsibilities of what they need to do differently when working from home?
Throughout this, we always asked ourselves adversary intent; do we have the tools to be able to monitor what’s going on with the adversary and are we feeling confident that our workforce and the men and women that serve this great country know exactly what’s expected of them?
Lt. Gen. Shwedo: I would say the holistic nature of taking on offense and defense and then operating the net is making sure that we’re exploiting our advantages and negating any of their strengths while you go forward.
On the defensive standpoint, you’ll rapidly find that we need to reduce their attack platforms – so cyber hygiene, education, reduce their infrastructure, reduce their tools, their capabilities and you do that from publicly exposing those tools or where you’ve seen us publicly expose their hackers on the defensive side.
On the attack side – on the offensive side – you’ll see opportunities, on-ramps from defense to defense and going back and forth. I love football, but it’s not football, it really is hockey. I like the hockey analogy because it goes a lot faster and it hurts bad if you don’t do it right. The bottom-line is going back and forth along those lines, there’s great opportunities and the whole time you’re trying to ensure that you have access and the capability to communicate where your bad guys do not.
Airman magazine: How critical is cyber to the future of the U.S. deterrent capability? How do we communicate our capabilities in order to deter adversaries?
Dana Deasy: Well first, you’ve got to buy into the premise that future warfare is going to be about who has superior technology. Then you then go to the next premise – then it’s all going to be about who can take out, disable, disrupt, spoof that technology. That becomes completely paramount.
I firmly believe that we’re looking to a future where everything that we are building, has to start with the mindset of technology’s going to be our superiority and how do we protect that, defend that and how do we use that technology, not only the connect side, but the cyber side to put us in advantageous position at all times?
Lt. Gen. Shwedo: We’ve been very clear our strategy is to do Joint All Domain C2 – air, land, sea, space, cyber. Unfortunately, I think some people have been confused. They would probably pick the worst analogy, which is nuclear weapons and superimpose it on cyber and there’s nothing that could be worse, because they’re two completely different worlds.
The capabilities to be able to produce a nuclear weapon or a cyber effect are on opposite ends of the spectrum. The reason why I bring that up is they carry that analogy further and they believe that we will only play this game of responding in kind, like mutually assured destruction with nuclear weapons. That is a false premise and could lead people down a very, very wrong road.
In 2011, we made very clear if you have cyber effects that are on the same level as any other weapon, we may come back at you not with cyber, but with some other kinetic strategy. A lot of people who were banking on this in-kind game plan rapidly destroyed all of their war plans, because they thought they could hit us and they could absorb our cyber blow; both are bad premises.
I think when you have the synergistic nature of air, land, sea, space and cyber and not separate them out, then it’s just another tool in your toolbox. You’re not going to put a round peg in a square hole, you are going to use the precise weapon in the precise scenario, for the precise solution.
Airman magazine: Is there anything else you would like to add about or discussions today that we have not asked?
Dana Deasy: I think that the Department of Defense, or maybe just the government in general, sometimes can get a bad rap about its inflexibility; that it doesn’t have agility. It doesn’t know how to think out of the box and doesn’t know how to innovate and it doesn’t have speed.
I mean, you do not take Department of Defense and move it to a million plus people working from home with like capabilities that there were in the office, and collaborating as if they were still sitting in the office, unless you can do that quickly with agility and with real innovation. I think this just demonstrated that we have incredibly talented people and, when set free, to have to do something in a completely tight, compressed time frame, great, great results will come.
Lt. Gen. Shwedo: I’ll just end it with one of the key strengths for the United States. We have friends.
You know, our adversaries have clients. When we watched during COVID they threatened them. Taking large swathes of their property because they weren’t paying their bills or even the manipulation of their free press.
The compare and contrast model; we start defending forward in cyber is we start sharing information, we learn in both directions, that is our strength, our partnerships, with all of our friends around the world. When you think about a realm of warfare where it is a manipulation of code or tactics, techniques and procedures that can rapidly get into our attack access in the United States, one of the quickest counters is ensuring that you have friends with whom you share intel. Then you push the defense further from your borders and it rapidly provides you an information advantage for yourself and all of your partners.
Airman magazine: I always like to end with asking how proud are you of the men and women that you are working with and is there anything that you would like to say directly to them?
Dana Deasy: From the moment we kicked off the task force, it looked like an insurmountable task. You know, somebody said “Well you can’t get a million plus people working from home?” There were so many challenges. No one ever walked into any of the meetings and had an attitude of “I’m not sure we could do that.” The Department of Defense is at its best when its back’s up against the wall and it truly has to deliver on something that appears to be insurmountable. And I think this was a great example of everybody coming together across services, civilians, contractors, our industry partners and doing truly extraordinary things.
Lt. Gen. Shwedo: I would just say I’m truly humbled. Mr. Deasy hit it right on the head. I love telling a story, especially to our younger airmen, when I’m traveling around, they always have an app for me and it’s always wonderful. One Airman showed me (an app) and I was wowing over this piece and he goes “Sir, do you want to know what I call it?” I go “sure, what do you call it?” And he goes, “Stonewall.” And I’m like “cool, how did you come up with Stonewall?” And he goes, “because that’s the reception it’s going to get from my boss when I show it to him.”
I buried my head in the sand and I was like, “god dang it” cause generally the very high (ranking) and the very low (ranking) get it, it’s these curmudgeons in between. To Mr. Deasy’s point, what I have found is this has been a learning opportunity where curmudgeons are getting smaller and smaller. We’ve forced them into an uncomfortable space and they’re excelling.
Every day, I am nothing but impressed and very proud to be on this team, because these guys are very adaptable and that is probably why I feel very good about a future fight. I know we’ll outthink them, we’ll outproduce them and we’ll make whatever changes we have to make sure that we have victory at the end.
On Nov. 16, 2018, the Air Force announced the first two bases that will host its new, highly advanced bomber for testing and maintenance.
The service said in a release that Tinker Air Force Base in Oklahoma would coordinate maintenance and sustainment for the B-21 Raider and that Edwards Air Force Base in California had been picked to lead testing and evaluation of the next generation long-range strike bomber.
Robins Air Force Base in Georgia and Hill Air Force Base in Utah will support Tinker with maintaining and, when necessary, overhauling and upgrading the new bomber, the Air Force said.
Personnel at those bases will be equipped to rebuild the aircraft’s parts, assemblies, or subassemblies as well as to test and reclaim equipment as necessary for depot activations.
The first B-21 is expected to be delivered in the mid-2020s.
A B-2A stealth bomber at Tinker Air Force Base in Oklahoma during a visit on April 11, 2017.
(US Air Force photo by Greg L. Davis)
The release noted the “deep and accomplished history” of the Air Logistics Complex of the Air Force Sustainment Center at Tinker and said officials believe the base has the knowledge and expertise to support the new bomber.
“With a talented workforce and decades of experience in aircraft maintenance, Tinker AFB is the right place for this critical mission,” Air Force Secretary Heather A. Wilson said.
Edwards Air Force Base is also home to the Air Force Test Center, which leads the service’s testing and evaluation efforts.
“From flight testing the X-15 to the F-117, Edwards AFB in the Mohave Desert [sic] has been at the forefront of keeping our Air Force on the cutting edge,” Air Force Chief of Staff Gen. David L. Goldfein said. “Now testing the B-21 Raider will begin another historic chapter in the base’s history.”
Air Force Brig. Gen. Carl Schaefer, head of the 412th Test Wing at Edwards, said in 2018 that the B-21 would be tested at the base. Few details about the B-21’s development have been released, and previous reports suggested it could be tested at the Air Force’s secretive Area 51 facility.
A B-1B Lancer bomber awaits maintenance at Tinker Air Force Base in Oklahoma, Jan. 27, 2017
(US Air Force photo by Greg L. Davis)
The B-21 acquisition cycle is currently in the engineering and manufacturing-development phase, the Air Force said. The Raider’s design and development headquarters is at Northrop Grumman’s facility in Melbourne, Florida.
The Air Force expects to buy about 100 of the new bomber, with each cost over 0 million, according to Air Force Times.
The Air Force said in May 2018 that once the new bombers begin arriving they will head to three bases in the US — Dyess Air Force Base in Texas, Ellsworth Air Force Base in South Dakota, and Whiteman Air Force Base in Missouri.
The service said those bases were “reasonable alternatives” for the new bomber, although it will likely not make a final basing decision until 2019.
The B-21 is to replace the B-1 Lancer and B-2 Spirit bombers at those bases, but the Air Force doesn’t plan to retire the existing bombers until there are enough B-21s to replace them.
Using existing bomber bases would reduce operational impact, lower overhead, and minimize costs, the Air Force said in May. “Our current bomber bases are best suited for the B-21,” Wilson said at the time.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
“Kick his ass!” was one of the multiple jeers I heard through the litany of booing as I stepped on the mat at Dragoon Fight Night, the 2d Cavalry Regiment’s combative showcase. A few weeks prior, I had posted a video on social media to over 4,000 Dragoons challenging any Soldier to fight their Command Sergeant Major. My opponent, Sergeant Zach Morrow, stood across the ring, he was 50 pounds heavier, nearly 20 years younger, and had a cage fighting record. I was about to be punched in the face.
Getting punched in the face is exactly what I needed and what the 700 people in attendance and those watching online needed to see. Often young leaders hear, “Never ask Soldiers to do something you are not willing to do,” but how do leaders, echelons above the most junior Soldiers on the front line, demonstrate this?
As NCOs and officers move up in positions the number of opportunities to exhibit leadership by example diminishes. Getting past the fear of failure, identifying opportunities to highlight priorities with action, and understanding Soldiers are always watching their leaders provides us the chance to inspire and positively impact the formation.
As leaders, we cannot be afraid of failure. When Sergeant Morrow approached me about my challenge, I knew the odds were against me. I was overmatched and fully understood I could be twisted into a pretzel or even worse, knocked out in front of my entire formation. But why shouldn’t I step into the ring? I didn’t make it to this position without losing a few battles or failing occasionally. Fear of defeat or failure cannot dissuade leaders from setting the example, it should inspire them to be better!
Recently, two majors in the 2d Cavalry Regiment attempted to get their Expert Soldier Badge (ESB). As they passed event after event the staff buzzed with excitement. Here were two staff primary officers who had taken time out of their schedule, risking failure to earn something they didn’t even need. They accepted risk and delegated responsibilities to ensure they could accept a challenge. Even after they failed on the third day of testing, their peers and subordinates saw them with a level of respect and admiration.
It would have been easier for those officers to avoid a challenge or risk of failure using busy work schedules as an excuse. Their evaluations were already written by their senior rater at that point. But they stepped in the ring and took a punch in the face earning respect and loyalty of their Soldiers even in failure. Any leader taking a risk and puts their reputation on the line is more inspirational than one who just shakes Soldiers’ hands after a fight.
There are many ways officers and NCOs can set the example at all echelons of leadership. As leaders accept challenges, it provides them with an opportunity to highlight command emphasis. Command Sgt. Maj. Robert Fortenberry (United States Army Infantry School) earned his Ranger Tab between battalion and brigade command. It echoed the importance his command team placed on the fundamentals and leadership lessons all Soldiers, regardless of rank, can learn at Ranger School.
Recently, Command Sgt. Maj. Frank Lopez (Brigade Support Battalion, 82nd Airborne Division) earned his ESB. He didn’t need it for a promotion or another badge on his chest. By earning it, he demonstrated to the NCOs and Soldiers the ESB is important and if he is willing to take a figurative punch in the face, so should every subordinate below him.
Soldiers always watch their leaders. They see the ones who “workout on their own” instead of joining them for challenging physical fitness training. Soldiers notice leaders who are always in their office while they face blistering wind during weekly command maintenance in January or scorching heat during tactical drills in July. In addition, senior leaders have fewer chances to lead from the front. They must actively look for opportunities to get punched in the face.
After three brutal rounds, Sergeant Morrow connected with a perfect strike to my upper eye. While the physician assistance superglued my eyebrow back together an unsettling quietness took over the gym. When I stepped back onto the mat the crowd erupted, it wasn’t about the Sergeant Major getting his “ass kicked” it was about a leader who accepted a challenge and wouldn’t quit or accept defeat. A few minutes later, I stood beside Sergeant Morrow, the referee raised his hand. The standing ovation was the loudest of the evening. The audience didn’t care their Command Sergeant Major was defeated, they were excited to see a good fight and a leader enter the ring and take a punch to the face.
F-22 Raptors from the 27th Fighter Squadron and F-35 Lightning IIs from the 58th Fighter Squadron successfully flew more than 140 sorties and fired 13 missiles to culminate the first post-Hurricane Michael Combat Archer air-to-air exercise at Eglin Air Force Base Dec. 14, 2018.
“This is the final step of our combat readiness — we assess our operations and maintenance personnel as well as the aircraft itself,” said Lt. Col. Marcus McGinn, 27th Fighter Squadron commander. “We need to make sure we have the ability to load missiles, the aircraft are configured correctly, the aircraft perform as they should when you press the pickle button, the missile performs as advertised and the pilots know what to expect. All of these aspects must be tested and proven prior to actually needing the process to work in combat.”
The 27th FS brought 200 personnel from Joint Base Langley-Eustis, Virginia, to participate in the exercise, which was flown out of Eglin AFB due to the rebuilding efforts at Tyndall AFB.
Senior Airman Angel Lemon, 33rd Aircraft Maintenance Squadron crew chief, marshals an F-35A Lightning II assigned to the 58th Fighter Squadron, during exercise Combat Archer Dec. 4, 2018, at Eglin Air Force Base, Fla.
(U.S. Air Force photo by Staff Sgt. Peter Thompson)
“The amount of coordination that goes into a single missile shoot cannot be quantified. The ability for the 83rd Fighter Weapon Squadron to accomplish this coordination across two different locations, with the infrastructure limitations that Tyndall (AFB) currently has, was unbelievable,” said McGinn.
This was the second Combat Archer the 27th Fighter Squadron has participated in this year. Of the 30 F-22 pilots, six were first-time shooters.
“While this was the first time I fired a live missile, I wasn’t nervous,” said 1st Lt. Jake Wong, 27th Fighter Squadron F-22 pilot. “There is the seriousness that I have a live missile on my jet today, which is not something we do every day. The training is really good and the flight profile is controlled so we know what to expect to ensure we fire the missile safely.”
An F-35A Lightning II assigned to the 58th Fighter Squadron awaits permission to taxi as an F-22 Raptor assigned to the 27th Fighter Squadron takes off in the background, Dec. 4, 2018, at Eglin Air Force Base, Fla.
(U.S. Air Force photo by Staff Sgt. Peter Thompson)
While the aircraft took off from Eglin AFB, the sub-scale drones assigned to the 82 ATRS, took off from Tyndall AFB.
“No other Air Force in the world comes close to the same scale of weapons testing as the U.S. Air Force,” said Lt. Col Ryan Serrill, 82nd ATRS commander. “We recognize the importance of this data to continually improve our warfighters’ ability which is why it was important to resume the Combat Archer mission so soon after the hurricane.”
The 83rd FWS conducted telemetry data collection and missile analysis, 81st Range Control Squadron conducted command and control and the 53rd Test Support Squadron provided electronic attack pods out of Tyndall AFB.
A member of the “shark watch” on a Coast Guard cutter had to open fire on a shark this week to dissuade it from continuing to approach his crew mates.
When you’re out on the open ocean, even recreational activities require proper planning and safety precautions, as the crew of the Coast Guard Cutter Kimball demonstrated in dramatic photos released earlier this week.
A carefully planned swim call, or a period of recreational swimming organized by the ship’s crew, started like any other — with rescue swimmers standing by and an armed “shark watch” standing guard from an elevated position, keeping his eyes trained on the surface of the water for any signs of danger.
Crew members of the Coast Guard Cutter Kimball during a swim call (Coast Guard photo)
The Coast Guard maintains a “shark watch” or a “polar bear watch” any time crew members are in the water and there’s potential for danger posed by indigenous wildlife. This time, it was Maritime Enforcement Specialist 1st Class Samuel Cintron who was tasked with keeping a lookout for any aspiring “Jaws” star as other members of the crew got a chance to kick back and enjoy the warm Pacific water.
Maritime Enforcement Specialist 1st Class Samuel Cintron on Shark Watch (Coast Guard)
It wasn’t long before Cintron and others spotted the grey silhouette of what appeared to be a longfin mako or pelagic thresher shark approaching the swimming crew. Cintron stood ready, and as the shark closed to within 30 feet or so of the swimmers, Cintron was ordered by his chief to open fire. The gunfire likely came as a real shock to the swimmers; many of whom were not aware of the approaching shark until the shots rang out.
Cintron fired a “well-aimed burst right at/on top of the shark to protect shipmates just feet away,” according to a post on the Coast Guard’s Facebook page. It seemed to do the trick at first, only to have the shark once again turn and close with the swimming crew, who were now working to evacuate the water in a calm and organized manner. As the shark once again closed to within 30 or so feet, Cintron fired another burst.
Cintron firing on the approaching shark. (Coast Guard photo)
“ME1 fired bursts as needed to keep the shark from his shipmates with amazing accuracy. The shark would wave off with each burst but kept coming back toward our shipmates,” according to the post.
It’s important to note that bullets lose a significant amount of energy the minute they impact water. In fact, it’s common for bullets to come apart and tumble harmlessly in just a few inches of water. There was no blood in the water near the shark, and according to Coast Guard public affairs, there were no indications that the predator was injured in the altercation.
The close encounter with a shark ultimately proved harmless, with the entire crew back on board and only one reported injury (a scrape, ironically enough, right in the middle of a tattoo of shark jaws on one crew member’s leg). Still, this unusual engagement is incredibly rare. According to Military.com’s Patricia Kime, the last reported shark sighting during a Coast Guard or Navy swim call was in 2009, and no shots were fired.
“We have hundreds of years at sea between all of us and no one has seen or heard of a shark actually showing up during a swim call. This goes to show why we prepare for any and everything,” ship officials wrote.
McCartney, who used to play an instrument or two and sing in a fairly popular band called the Beatles, authored the children’s picture book, Hey, Grandude, in 2019. It shot to #1 on the best seller list, with more than 300,000 copies snapped up around the globe. Now, the grandfather of eight has penned a sequel, Grandude’s Green Submarine, due out in September. Like its predecessor, Grandude’s Green Submarine will be published by Random House Books for Young Readers and feature illustrations by artist Kathryn Durst.
Grandude’s inventions are the stuff of legend, and his new green submarine doesn’t disappoint,” reads the synopsis on the Penguin Random House website. “In fact, it flies as well as submerges! Grandude whisks the grandkids off on another adventure, but he and the Chillers soon find themselves in a pickle. Suddenly, it’s Nandude to the rescue! Nandude is an explorer as courageous as Grandude, with an amazing accordion-ship to boot! Between Grandude’s magic compass and Nandude’s magical music, everyone arrives home safely. But not before enjoying a parade, dancing rainforest animals, and a narrow escape from a grabby octopus. This tale is perfect for little explorers and Paul McCartney fans alike!”
“I’m really happy with how ‘Hey Grandude!’ was received, as this was a very personal story for me, celebrating Grandudes everywhere and their relationships and adventures with their grandchildren,” McCartney said in a statement. “I love that it has become a book read to grandkids at bedtime all around the world. I always said if people liked the first book and there was an appetite for more, I would write some further adventures for Grandude—so he’s back and this time with his special invention, Grandude’s green submarine!”
Grandude’s Green Submarine will rise to the surface in the middle of a typically prolific time for the British icon.
He dropped his latest album, McCartney III, in December, and that will be followed on April 16 by McCartney III Imagined, with such artists as Phoebe Bridgers, Josh Homme, Blood Orange, St. Vincent, and Beck covering or remixing songs from the album. Then, on August 27, Disney will unveil the Peter Jackson-directed documentary, The Beatles: Get Back, which will present a wildly different look at the making of the Let It Be album than the eponymous 1970 film did. And, on November 2, Macca will release another book, The Lyrics: 1956 to the Present, which recounts his life and art through the prism of 154 songs from all stages of his career.
Grandude’s Green Submarine is available now to pre-order.
Some hucksters will have you believe that in order for you to get the best results from your training you need to be taking some combination of pills and powders daily.
That’s not true. There are very few supplements that are worth the plastic tubs that they’re stored in. I’m here to tell you which supplements are worth it and which aren’t.
In order to keep things relatively uncomplicated, the supplements that I talk about here are only those that you don’t require to survive. The vitamins and minerals that we require for life are just that, necessary to survive. Obviously, if you are deficient in one of those, you should be supplementing or changing your diet around.
What I’m talking about are those supplements that are completely unnecessary for human life that you’re potentially spending greater than 10% of your monthly income on… I’m talking to you Cpl Jones.
I went to bodybuilding.com and searched their top 50 most selling supplements. I’m sure this list is very similar to the sales in your closest Exchange on base, so I’ll just use it as a proxy. Out of those top 50 selling supplements, all fall into the following categories:
I don’t fully accept that protein powder is a supplement…because it’s a macronutrient. You need protein. If you aren’t getting enough in your diet from foods, It’s perfectly acceptable to buy and use some form of protein powder.
When should you have it? Literally whenever. There is no significantly important anabolic window. If you are eating somewhere in the ballpark of .8-1.3 grams of protein per lb of body weight per day, then you’re fine. For more on nutrition timing, check this out.
NOW, not all protein powders are created the same. There are generally three factors that you should keep in perspective when you go to buy some protein powder. Here they are in order of importance:
Leucine Content: If a protein powder has less than 11% leucine or if it doesn’t list the exact proportions of amino acids, it’s sh!t protein with useless fillers. You don’t get an adequate muscle protein synthesis response with any dose of protein that has less than 2.5 grams of leucine in it. 11% leucine puts you at just over 2.5g of leucine for a typical serving scoop of powder of 25 grams of protein. This may seem more complicated than it actually is… read more on it here or shoot me an email at firstname.lastname@example.org, and I’ll gladly explain it to you in detail.
Ingredients: If you’re supplementing with additional protein, then supplement with protein, not a ‘proprietary blend.’ If there are other ingredients in your preferred brand, the chances are that they are simply trying to distract you from the fact that there’s an inadequate amount of leucine per serving.
Sourcing: This one is simply based on your preferences. If you’re vegan or dairy doesn’t sit well in your stomach, then you’ll want to avoid proteins like whey and casein. Typically worthwhile vegan proteins will be a blend in order to get you the required amount of leucine. That being said if it doesn’t tell you what the blend is or again how much leucine there is per serving then it’s bullshit hippie nonsense made by someone just trying to take advantage of you or that’s too stupid to understand how protein supplementation works; either way, they don’t deserve your money.
How I make my own Pre-Workout to be both more effective and save $$$$$
This category is pretty large, mostly I’m talking about those dumb supplements with names like Gnar Pump, NitraFlex, Pre-Kaged, NeuroCore, and Pump Mode. Chances are that if it has a dumb name, it’s a waste of your money.
You’ll see, though, my umbrella recommendation is pretty consistent. If the supplement you’re considering contains any trademarked or patented blend/mix of supplements instead of individually listing the supplements, don’t buy it.
There are plenty of pre-workout supplements that have been shown to help increase performance. Recommendations are varied depending on what type of training session you are walking into and what the rest of your diet looks like.
Caffeine taken with theanine are pretty much always a safe idea to supplement with 30 minutes prior to training. That is my blanket recommendation for pre-workout. I failed to find any pre-workouts on the top 50 purchased supplements on bodybuilding.com that contained solely caffeine and theanine. They pretty much all have nonsense and bullsh!t in them.
If you’re a constant experiment, which you are, and you want to find out what actually impacts your performance, which you do, how can you figure that out if you’re taking a supplement that has 60 ingredients? There’s no way to know what’s working, what’s fluff, and what’s contributing to the tingling side-effect.
If you’ve already Pavlov’s-dogged yourself into needing that tingling sensation in order to get a good workout have no fear, it’s not something dangerous.
It’s probably beta-alanine that your favorite blend uses to achieve that feeling, which isn’t harmful and can actually aid in physical efforts over a minute.
In part 2 I’ll cover BCAAs, Post Workout Supplements, Intra Workout Supplements, and Multivitamins. That’s when things get interesting.
As I mentioned multiple times throughout this article, if you have any questions or alternative opinions on my take on these types of supplements, do not hesitate to email me at email@example.com.
As always, when it comes to nutrition, your number one solution to any dietary need or hack should be to alter your diet of real foods to get adequate quantities and proportions of macro and micronutrients. Only after you have that dialed-in like I very explicitly outline in The Ultimate Composure Nutrition Guide should you bother walking down the supplement aisle.
If you made it this far in the article, you clearly care about your health and fitness. Why then have you not joined the Mighty Fit FB group? If you are in the group post in there which category of sports supplements that I covered in this article that you are the most disappointed by.
Long before Britney started her Las Vegas residency at the Planet Hollywood Casino, visitors and residents got their nightly entertainment elsewhere – likely from a member of the Rat Pack but every so often, they would get a thrill watching the United States Air Force. Not the Air Force rock band Max Impact, they were there to see mushroom clouds.
Between 1951 and 1992, the United States military conducted more than 900 atomic explosion tests, setting off nuclear bombs at what we now call the Nevada National Security Site. Back then, the same area in nearby Nye County was known as the Nevada Test Site. Some 100 of those nuclear tests were atmospheric detonations, and from just 65 miles away, the blasts and the resulting mushroom clouds could easily be seen from Las Vegas.
So obviously, the nuclear detonations, the brilliant flash of the detonation, along with the seismic tremors were great Las Vegas entertainment. And while the best views were supposedly from the downtown Las Vegas hotels, that didn’t stop visitor and locals alike from driving to the best views of the blast along the desert horizon.
That’s not the sunrise in the background.
In the 1950s, the population of Las Vegas more than doubled in size, as tourists and visitors moved to take advantage of the casino gaming industry as well as the hospitality industry in the city. Some tourists flocked to Vegas just to see the magnificent nuclear explosions in the distance. The nuclear tests were always done in the early morning hours, and hotels and bars would create Atomic Parties, where guests drank until dawn, finishing the night with a blast.
When the Axis attacked the town of Sommocolonia the day after Christmas, 1944, they thought they made quite a breakthrough. Dislodging elements of the 92nd Infantry Division, they stormed through the town intent on retaking it.
They didn’t reckon on running into Lt. John R. Fox.
Fox grew up in Cincinnati, Ohio before attending Wilberforce University outside of Dayton. While at Wilberforce, Fox was a member of the University’s ROTC detachment and studied under retired Chief Warrant Officer Aaron R. Fisher.
Fisher was awarded the Distinguished Service Cross during WWI for holding his position against superior odds while a member of the 366th Infantry Regiment, 92nd Infantry Division.
Upon his graduation in 1940, Fox was commissioned a Second Lieutenant of artillery in the U.S. Army. When World War II broke out, Fox, being African-American, was assigned to the segregated 92nd Infantry Division as part of the 598th Field Artillery Battalion.
The 92nd arrived in Italy in August 1944 and participated in actions in the Allied drive northward. The Division crossed the Arno River and contributed to the attack on the Gothic Line. By November, the division was holding the line and conducting patrols in the Serchio River Valley.
Around this time, Fox was transferred from the 598th Field Artillery to the Cannon Company, 366th Infantry Regiment – the same regiment his mentor, Aaron Fisher, bravely served in 26 years earlier.
Opposite the Americans was an amalgamation of Italian and German infantry forces preparing for a renewed offensive.
On the morning of Dec. 26, 1944, this group of eight Axis battalions launched Operation Winter Storm and crashed into the 92nd Infantry Division’s positions in the Serchio River Valley.
Caught off guard by the surprise attack, units of the 92nd fell back across the line.
As his unit retreated from Sommocolonia, Lt. Fox volunteered to remain behind to call for defensive fire against the attacking enemy. Several other members of his forward observation party agreed to stay behind as well.
They took up a position in the second story of a house which offered an excellent vantage point as the Germans poured through the streets. While the Germans pressed the attack, Fox rained down fire into the village.
The Germans came closer and closer to Fox’s position, and as they moved, so did the artillery fire – until it was nearly right on top of him.
At this point, the Germans must have realized where Fox was positioned as they were swarming around the house. He radioed, “that last round was just where I wanted it, bring it in 60 yards more.”
He was asking for the fire to be brought down right on top of his position.
The man on the other end was confused and asked Fox if he was sure of what he was asking. “There are more of them than there are us,” Fox said “fire it.”
American artillery obliterated the house, but Fox had not died in vain. His heroic deeds held up the German advance and allowed for American forces to regroup for a counterattack.
When the Americans retook the village, they found the rubble of the house Fox had made his stand in. In the ruins were the bodies of Fox and eight Italian partisans who had been fighting alongside him. Surrounding the house, the bodies of over 100 German soldiers were counted.
Unfortunately, due to the pervasive racism of the time, Fox’s sacrifice was not immediately recognized. A later review in 1982 recognized the error and awarded Fox a posthumous Distinguished Service Cross.
A second review in the 1990s once again came across Lt. Fox’s actions and upgraded his award to the Medal of Honor. His widow received the award from President Bill Clinton in 1997.
The grateful Italians of Sommocolonia erected a monument to the sacrifice of Fox and the eight Italians who died by his side.
Sergeant Major of the Marine Corps, Ronald L. Green, shared his second video message to Marines as part of the Own It! campaign. In the video, he calls for Marines to “look around you and see who might be struggling and ask them, how can I help?” Own It! is a Marine Corps awareness campaign designed to provide tips to Marines on how to start tough conversations with fellow Marines.
“We all need to support each other in protecting what we’ve earned. So, if you see something, do something, and help our Marine Corps family be safe and ready for the next fight,” said Sgt. Maj. Green.
Marines and their families can join the conversation by texting OWNIT to 555-888.
By texting OWNIT, participants will receive links to resources that will guide them on how to have a tough conversation with a Marine Corps family member about difficult situations like suicide, consent, rejection, bullying, substance abuse, as well as family issues including relationship red flags, divorce, child abuse, or the unexpected death of a loved one. These tip sheets are available at www.usmc-mccs.org/ownit.
This article originally appeared on Marines. Follow @USMC on Twitter.