The U.S. Army recently released a video in which Sergeant Major of the Army Dan Dailey implores all of those serving to get out there and share their reasons for enlisting — to, ultimately, recruit their friends. The video is entitled, Everybody is a recruiter.
So, ladies and gents: it’s official. Each and every soldier within the United States Army is now a recruiter. Who knew that we’d all manage to get in without even going through the recruiting course at Fort Knox? Now all we need to do is get our recruitment numbers up and we can all sport a recruiting badge!
If you can’t read between the sarcastic lines, SMA Dan Dailey probably has no intentions of shipping everyone into USAREC and crowd shopping malls across the country. First off, that’d be a logistical nightmare. And secondly, if we were all recruiters, then there’d be nobody left to mop the motor pool when it rains or perform lay-outs for the eight change-of-command ceremony this month.
What SMA Dailey was trying to convey is that everyone had their reason for joining and everyone should share their stories with civilian friends and family members in hopes of inspiring them to follow suit. But that’s not as fun as imagining a ridiculous situation in which we all become actual recruiters.
Here’s the video for the full context. For a look into the daily lives of Army recruiters through the lens of a joke that’s (mildly) at the expense of the most senior enlisted soldier (from one of his biggest fans), read on:
We can’t let them realize the Army isn’t all rainbows and sunshine until they get to Basic, now can we?
(U.S. Army photo by Lt. Col. Matthew Devivo)
1. We’ll all learn to smile through unpleasant situations
One of the biggest challenges a recruiter faces is keeping their military bearing at all times of the day. After all, recruiters, to many civilians, are the face of the military. As much as you’ll want to choke-slam that particularly obnoxious teenage applicant through your desk because they referred to you as, “bro,” you can’t. Not even once.
We’ll all have to quietly smile, correct them, and hope we don’t scare them into checking out the Navy’s recruiter instead.
The paperwork doesn’t even stop when you finally get them to swear in. It only ends when they’re the drill sergeant’s responsibility.
(U.S. Army photo by Staff Sgt. Brandy N. Mejia)
2. We’ll all become experts at doing mountains of paperwork by close of business
So, you’ve managed to get someone interested in enlisting — great work! Your job here is done. Just kidding — you’ve only just begun.
Think back to when you enlisted. Remember all that paperwork that was shoved in your face? That’s nothing compared to the paperwork recruiters have to complete. As a recruiter, you’ll have to scrub through every piece of paper that the applicant has touched to make sure they’re the right fit for the Army. Birth certificates, diplomas, arrest warrants — you name it. You’ll get so good at reading SAT scores that you’ll be able to sense which MOS a recruit is suited for well before they do.
It’d be great if all the people coming to the Army booth at the fair actually wanted to enlist — instead of just wanting to fail to impress their friends on the pull-up bar.
(Dept. of the Army photo by Ronald A. Reeves)
3. We’ll all learn to motivate lazy applicants who can barely do a single push-up
There’s nothing more disheartening than finding yourself staring down some scrawny kid who’s probably never broken a sweat in their life after spending the last twelve business days filing out their paperwork. You’re going to have to force out a smile and give a rousing, “you can do it!” when they start trembling after just one push-up.
But, hey, they don’t have any neck tattoos or active arrest warrants, so they’re the best chance you’ve got at getting your numbers up. God forbid you ever let your numbers slip near the end of the quarter…
But hey! At least you get your own snazzy business cards!
(Photo by Steven Depolo)
4. We’ll all judge our lives based on how “incentive points”
Oh, yeah. The incentive points. We couldn’t forget to include the primary reason why every recruiter drinks heavily when they get off duty. Recruiters need to get a certain amount of potential applicants to walk through their doors or else they face a stern talking-to. On one hand, the recruitment quota (or “goals”) isn’t as bad as most people make it out to be. On the other hand, it’ll likely become the single-most important thing in your life.
Getting those nice, little stars on your badge is basically the infantry equivalent of shooting better at the range. The better you shoot/recruit, the better your chances of winning impromptu pissing contests that have nothing to do with the situation at hand.
“What’s life like in the Army?” — Well, at first you’ll hate it. Then you won’t. Then you’ll miss it about two weeks after you get your DD-214.
(U.S. Army photo by Capt. Andrew J. Czaplicki)
5. We’ll all have to deal with the worst questions at all hours of the day
At some point in your recruiting career, you’ll get so tired of answering so many stupid questions that you’ll just stop sugarcoating everything. Now, it’s not out of some moral footing, but mostly because lying takes too much creative effort by the time you’re answering that question for the 87th time.
“So, I won’t be able to become a Delta ranger sniper and do James Bond sh*t?” — Not with that attitude you won’t! “What options are available for my ASVAB score of 25?” — Night school. “If I don’t like it, can I just quit at any time?” — Technically, you can quit whenever you feel like, but legally? F*ck no.
U.S. Navy SEALs — the elite Special Operations group with a name that has earned its reputation around the world. If people know the name of one elite unit, it’s probably the Navy SEALs.
U.S. Army Rangers — as old as American history itself, they have presented themselves as masters of both conventional and unconventional warfare time and time again. During the Global War on Terror (GWOT), they have evolved into a precision special operations force (SOF) and gained extensive combat experience, particularly in Afghanistan and Iraq.
Both are intensely involved in the GWOT, and both have had resounding successes and serious losses. As modern warfare continues to evolve, which one of these SOF units has delivered more impact in the War on Terror?
Navy SEALs train at the John C. Stennis Space Center in Mississippi.
(Photo by John Scorza, courtesy of U.S. Naval Special Warfare Command)
When discussing the U.S. Navy SEALs, it’s important to distinguish between the SEAL Teams and SEAL Team Six. SEAL Team Six (sometimes referred to as the Naval Special Warfare Development Group, or DEVGRU) belongs to the Joint Special Operations Command (JSOC) and is tasked with executing a broad scope of special missions that often have a direct impact on the United States’ foreign policy and national security strategy. Most notably, they were responsible for killing Usama Bin Laden in 2011.
The other SEAL teams are under the purview of the Naval Special Warfare Command (NSWC) and conduct special operations, often against terrorists and insurgents. This can be confusing since the vast majority of U.S. troops in foreign engagements from Afghanistan to Syria are fighting “terrorists,” but SEAL Team Six specializes in it.
Navy SEALs conduct operations in Afghanistan alongside Afghan partners.
(U.S. Naval Special Warfare Command)
In short, SEAL Team Six is conducting complex missions like hostage rescue; high-level, low-visibility reconnaissance; and direct-action raids against high-value targets (more in the vein of Delta Force, their Army counterpart). The other SEAL Teams have a different overall mission, though overlap does exist. The clear-stated mission on paper is to conduct maritime-based missions, but that is certainly not the end of it. Special operations units are versatile, and today’s SEALs are often training friendly foreign forces, conducting direct-action raids in and outside of large American engagements, or performing their legacy mission of carrying out maritime missions.
SEALs are currently conducting operations in war zones around the world; not all of the teams are relegated to Afghanistan and Syria. They have recently worked in the Philippines, Djibouti, Central America, and South America, to name a few places. They are not necessarily running direct-action raids in all these places. For example, conducting FID (Foreign Internal Defense) with a host nation could mean accompanying local groups on missions, or it could simply mean training them on basic infantry tactics and calling it a day.
A Navy SEAL conducts training with a SEAL Delivery Vehicle (SDV).
(U.S. Naval Special Warfare Command)
Rangers, on the other hand, are more specific when it comes to geography. You’re not going to run into a Ranger platoon in the middle of Ethiopia, and Rangers aren’t going to be the ones tasked with hostage rescue missions off the Ivory Coast. For the most part, they go to places where there is a large American presence (or where the military wants there to be one), where the fighting is heavy and the missions are frequent, and they can roll up their sleeves and get busy. They are a precision strike force, but they are precise amid large military efforts.
While Rangers also conduct FID missions, especially in Afghanistan, their purpose revolves around kill/capture missions on a day-to-day basis.
Rangers from the 75th Ranger Regiment prepare to conduct an airfield seizure.
(75th Ranger Regiment)
Seizing an airfield is to Rangers as a maritime raid is to the SEALs. The 75th Ranger Regiment is known for its ability to take an airfield from enemy control, though this hasn’t actually been conducted for years. Most of the time, Rangers are conducting kill or capture raids in Afghanistan. In fact, they were credited with killing or capturing over 1,900 terrorists during a recent deployment to Afghanistan. They have had a presence in Syria as well.
As terrorism and insurgent-type tactics have been more common among the enemies of the United States (in contrast to conventional military tactics), the need for special operations units has skyrocketed. Rangers, SEALs, and other elite groups have found themselves bearing that weight, evolving rapidly, and fulfilling the needs of a constantly changing battlefield.
A Ranger from the 75th Ranger Regiment conducts close quarters combat training.
(75th Ranger Regiment)
These units are required to have a breadth of skillsets, intensive training, and a specific state of body and mind — however, that doesn’t mean that every deployment is rife with firefights and explosions. Many Ranger deployments to Afghanistan have ended with no shots fired; many SEALs will deploy to countries around the world without conducting any raids.
So, who has the greatest impact on the GWOT?
Rangers often use helicopters to get to their objective.
(75th Ranger Regiment)
Many of these conversations — Rangers versus SEALs versus MARSOC versus PJs versus Green Berets — devolve into a “which one is better” conversation. However, each has their task and function, and asking whether one is better than the other is like asking if a cardiac surgeon is “better” than a neurosurgeon — it depends on if you need heart surgery or brain surgery. The better informed find themselves asking: “Who is better at a maritime interdiction?” “Who can take this airport?” “Who has a presence in this area?” These are the practical questions that warrant practical answers, and those are the ones that matter on the practical battlefield.
This article originally appeared on Coffee or Die. Follow @CoffeeOrDieMag on Twitter.
The US Navy’s submarine service is easily the most powerful ever fielded in the history of submarine warfare. Consisting of Los Angeles, Seawolf, Virginia and Ohio-class boats, this all-nuclear force is silent and deadly, prowling the world’s waterways without anybody the wiser.
While the unlimited range, the quiet and very stealthy nature of these combat vessels makes them incredibly dangerous, it’s their armament that plays the biggest part in making them the most lethal killing machines traversing the oceans today.
Every American submarine in service today is armed with the Mark 48 Advanced Capability torpedo, the latest and greatest in underwater warfare technology. These “fish” are designed to give submarine commanders a flexible tool that can be used to destroy enemy vessels, or serve as remote sensors, extending the operational capabilities of submarines far beyond what they’re inherently able to do while on patrol.
As you can probably tell, these next-level torpedoes have undergone a considerable evolution from their predecessors of decades past. Advanced on-board computers, propulsion systems and explosives combine within the frame of the Mark 48 to make it a highly lethal one-shot-one-kill solution for every American submarine commander serving today.
Like many weapons fielded on modern battlefields the Mark 48 ADCAP is “smart,” meaning that it can function autonomously with a high degree of efficiency and effectiveness, allowing for unparalleled accuracy. When fired in anger, the Mark 48 rushes to its target using a “pumpjet propulsor” that can push the torpedo to speeds estimated to be above 50 mph underwater, though the actual stats are classified.
The high speeds were originally a major requirement to allow American subs to chase down fast-moving Soviet attack submarines, which were also capable of diving deep and out of range, thanks to reinforced titanium pressure hulls.
The Mark 48 is initially guided by the submarine which deploys it through a thin trailing wire connected to the boat’s targeting computers and sensors. Upon acquiring its target, the wire is cut and the torpedo’s internal computers take over, guiding the underwater weapon home with precision.
In days past, when torpedoes missed their target, they would likely keep swimming on until exhausting their fuel supply, or until they detonated. That’s not the case with the Mark 48, however.
When the Mark 48 misses its target, it doesn’t stop hunting. Instead, it circles around using its onboard computers to reacquire a lock and attempt a second attack.
This time, it probably won’t miss.
When the Mark 48 reaches its target, that’s when all hell breaks loose. Though earlier torpedoes would be programmed to detonate upon impacting or nearing the hull of an enemy vessel, the Mark 48 takes a different path… literally.
When attacking surface vessels, it travels below the keel of the ship, which is generally unprotected, detonating directly underneath. The massive pressure bubble that results from the gigantic explosion doesn’t just slice through the bulk of the target boat – it also literally lifts the ship out of the water and snaps the keel, essentially breaking its back.
When attacking a submarine, it detonates in close proximity to the pressure hull of the enemy boat, corrupting it immediately with a massive shockwave. Once the Mark 48 strikes, it’s game over and the enemy ship’s crew, or at least whoever is left of them, will have just minutes to evacuate before their boat makes its way below the surface to Davy Jones’ locker.
The US Navy is in the process of exploring upgrades to the Mark 48, including diminishing the noise generated by its engine in order to make it nearly undetectable to its targets, and enhancing its in-built detection and targeting systems.
Currently, the Navy fields the Common Broadband Advanced Sonar System variant of the Mark 48 – the 7th major upgrade the torpedo has undergone over its service history.
Movies would have you believe that every unit has a guy nicknamed “Hawkeye” or “Snake” or some other generic, tough name. As fun as films and video games make those monikers seem, it just doesn’t work that way in real life.
In actuality, nicknames fall into one of four categories: Either the troop is a freakin’ legend, it’s the unit’s name plus a number or letter, it’s just a shortened version of their last name, or it’s an insult in disguise.
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Even with all of The Punisher swag that Chris Kyle wore, he never insisted that anyone call him “The Punisher” — even if he was one of the few people on Earth worthy of that title.
Let’s kick this list off with the freakin’ legends. Take Secretary of Defense James “Warrior Monk” Mattis for example. He’s a highly revered military mind within the U.S. Armed Forces and his nickname reflects that.
As is the case with most nicknames, they’re typically invented and popularized by others — not by the legends themselves. These nicknames are even more intimidating when they’re created by the enemy. Chris “the Legend” Kyle, for example, was known as “Al-Shaitan Ramad,” which translates into “the Devil of Ramadi.”
The reason why both Kyle and Mattis have such badass nicknames is because they earned them.
Why, yes. They do call me “Romeo” for a reason…
(Photo by Cpl. Charles Santamaria)
People often confuse nicknames with call signs, so let’s hash the difference right now. Call signs are official unit designations given to members of the chain of command. Sometimes, a call sign will become more familiar than your own name.
If you’re, let’s say, the company commander of the alpha company “Spartans,” you’ll get the designation of “Spartan 6.” The XO gets “Spartan 5,” Senior Enlisted gets “Spartan 7,” and so on. Drivers, gunners, and radio operators can swap out the number designation for D, G, and R, respectively.
“Hey, Ski!” “…which one?”
(Photo by Sgt. Lauren Harrah)
Butchered last name
The next nickname variation is especially terrible if your last name is anything outside of the standard, common English name. Unless you’re a “Smith” or a “Brown” or a “Johnson,” no one is going to try to pronounce what’s on your name tape — no matter how phonetically simple it may seem.
A whole nine letters broken into three syllables — you know, something simple like Milzarski (pronounced Mil-zar-ski) is too complicated. So, most will just shorten it to “Ski.” Good luck if there’s more than one Polish troop in the squad. Not that I’m ranting or anything…
If it’s dumb and it sounds like an insult, don’t take it personally. It’s meant with brotherly love.
Remember when you screwed up?
The most common way to get yourself a nickname of your very own is to f*ck up. Don’t worry if it’s not a record-shattering mistake — people will constantly remind you of what you did. It’s not pleasant and it’s usually a way to rib one another, but you don’t want to be known as “Fumbles” by everyone.
Don’t worry if you get one of these dumb names. It’ll pass as soon as you PCS or ETS.
Josh Anchondo started his adult life in the Navy, specifically Kings Bay, Georgia. Now, he’s self-styled luxury-events emcee known as DJ Supreme1 and his work takes him to the party hotspots of South Florida and Las Vegas. But he loves to give back to groups like Toys For Tots, Susan G. Komen, and the Leukemia & Lymphoma Society.
This time, he’s playing for his second family: the U.S. military.
The Palm Beach Gardens-based DJ is headlining the next BaseFEST Powered by USAA on June 2, 2018, at Naval Station Mayport, near Jacksonville, Fla. He’s come a long way from the days of being in the silent service.
“We would be deployed 90 days at a time,” says the former sailor Anchondo. “No sunlight, no newspaper… So my escape being submerged for that amount of time was music.”
He says it’s like living a dream to be able to provide a temporary escape to those going through similarly rough situations. He did five years in the Navy as a sonar technician and the last 20 as a DJ — yes, there’s a little overlap there.
“I know for a fact the military got me to where I am today in my career, to being a great man, a great father, and to living up to the core values that I learned in the military,” he says. “Honor, courage, and commitment. Those core values will always be with me.”
In the Navy, he spent all his spare time training to be a DJ — eating, breathing, and sleeping music. His favorite records were primarily old-school (even for the late 1990s) hip-hop. But his sounds also extend to the unexpected, like jazz and pop standards, doing live mash-ups of pop songs along the way.
“I kind of let the crowd take me wherever they want,” he says. “Take us wherever the night takes us.”
Anchondo, aka DJ Supreme1, is not just a DJ who does music festivals and tours like Dayglow. Like many veterans, he’s an entrepreneur with a heart. He runs his own event productions company and wants to start his own tour — the DoGood FeelGood Fest, focused on doing great work in the community. His company, Supreme Events, even prioritizes charity work.
He acknowledges that DJs have a bad reputation, given what happens in the nightlife around them, but he wants you to know they can have a positive influence as well — and that influence can be amazing. BaseFEST is a huge show for him. He wants his fellow vets and their families to come see and feel his positive vibes at the coming BaseFEST at NS Mayport.
It’s an all-day event that brings the music, food, activities, and more that you might get from other touring festivals — but BaseFEST is an experience for the whole family, with a mission of providing a platform for giving back to family programs on base, boosting morale for troops and their families.
BaseFEST Powered by USAA kicked off in 2017 with two huge festival dates at Camp Lejune and NAS Pensacola, gathering over 20,000 fans for each and creating a fun atmosphere of appreciation and support for service members and their families and friends. The 2018 tour kicked off at Fort Bliss, Texas and runs through Sept. 22 with a stop at Twentynine Palms, Calif.
The Air Force announced the name of a service member who has been recovered from a C-124 Globemaster aircraft that was lost on Nov. 22, 1952.
Air Force Staff Sgt. Eugene R. Costley has been recovered and will be returned to his family in Elmira, New York, for burial with full military honors.
On Nov. 22, 1952, a C-124 Globemaster aircraft crashed while en route to Elmendorf Air Force Base, Alaska, from McChord Air Force Base, Washington. There were 11 crewmen and 41 passengers on board. Adverse weather conditions precluded immediate recovery attempts. In late November and early December 1952, search parties were unable to locate and recover any of the service members.
On June 9, 2012, an Alaska National Guard UH-60 Blackhawk helicopter crew spotted aircraft wreckage and debris while conducting a training mission over the Colony Glacier, immediately west of Mount Gannett. Three days later another AKNG team landed at the site to photograph the area and they found artifacts at the site that related to the wreckage of the C-124 Globemaster. Later that month, the Joint POW/MIA Accounting Command and Joint Task Force team conducted a recovery operation at the site and recommended it to be monitored for possible future recovery operations.
A U.S. Army UH-60 Black Hawk helicopter.
(U.S. Air National Guard photo by Tech. Sgt. Matt Hecht)
In 2013, additional artifacts were visible and every summer since then, during a small window of opportunity, Alaskan Command, AKNG personnel and Air Force Mortuary Affairs Operations have been supporting the joint effort of Operation Colony Glacier.
Medical examiners from the Armed Forces Medical Examiner System positively identified Costley’s remains, which were recovered in June 2018. The crash site continues to be monitored for future possible recovery.
For more information, please contact Air Force public affairs at 703-695-0640. For service record specific information, please contact the National Archives at 314-801-0816.
“Star Wars” movies are going on hiatus after this year’s Star Wars: The Rise of Skywalker, but fans can still expect plenty of content to come.
Disney’s upcoming streaming service, Disney Plus, will not only include the entire collection of “Star Wars” movies, but new original titles. The first live-action “Star Wars” TV show, The Mandalorian, will be available at launch on November 12, and more original series will follow.
Disney Plus will have to satisfy fans for the time being, as new “Star Wars” movies won’t make it to theaters for some time. After Solo: A Star Wars Story disappointed at the box office, failing to crack even $400 million worldwide, Disney CEO Bob Iger said to expect a “slowdown.”
Lucasfilm president Kathleen Kennedy reiterated Iger’s point during “Star Wars” Celebration over the weekend. Kennedy told Entertainment Weekly that the “Star Wars” movies are “going to take a hiatus for a couple of years.”
“We’re not just looking at what the next three movies might be, or talking about this in terms of a trilogy,” Kennedy said. “We’re looking at: What is the next decade of storytelling?”
But Kennedy did confirm that Star Wars: The Last Jedi director Rian Johnson and Game of Thrones showrunners David Benioff and D.B. Weiss are still working on their own sets of films, and even coordinating with each other. We don’t know whether these movies will be released in theaters or head straight to Disney Plus, though.
“As they finish Game of Thrones, they’re going to segue into Star Wars,” Kennedy said of Benioff and Weiss. “They’re working very closely with Rian.”
Below are more details on all the Star Wars projects in the works for after December’s The Rise of Skywalker:
The Mandalorian will be the first live-action “Star Wars” TV series ever, and it will be available to stream on day one when Disney Plus launches November 12.
It stars “Narcos” actor Pedro Pascal as the title character, a lone warrior traveling the galaxy after the fall of the Empire, but before the rise of the First Order. It also stars Carl Weathers and Werner Herzog.
The series is written and produced by Iron Man and The Lion King director Jon Favreau, and directed by Jurassic World actress Bryce Dallas Howard, Thor: Ragnarok director Taika Waititi, and more.
Cassian Andor Live-Action Series Announced! | The Star Wars Show
Lucasfilm announced in November 2017 that Star Wars: The Last Jedi director Rian Johnson would write and direct a new trilogy of movies separate from the Skywalker saga, which is set to end with the ninth installment, “The Rise of Skywalker,” in December.
After rumors swirled that Johnson was no longer developing the trilogy, he confirmed on Twitter in February that he actually is. Lucasfilm president Kennedy reiterated over the weekend that Johnson is still working on the movies, and collaborating with Game of Thrones showrunners David Benioff and D.B. Weiss on their own series of films.
New Star Wars Films Announced! | The Star Wars Show
Lucasfilm announced in February 2018 that Benioff and Weiss, the showrunners of “Game of Thrones,” would write and produce a new series of films that would be separate from Rian Johnson’s planned trilogy and the Skywalker saga.
The number of films and story details are under wraps, but Lucasfilm president Kathleen Kennedy recently said that they are “working very closely” with Johnson.
“As they finish Game of Thrones, they’re going to segue into Star Wars,” Kennedy said.
If you’ve seen Top Gun or any footage of an American aircraft carrier doing its thing, you’ve probably seen catapults launch aircraft. These impressive devices can launch a fully-loaded plane, getting it up to speeds as high as 200 knots in a matter of seconds — if everything’s working right.
The same is true for the electromagnetic aircraft launch system, or EMALS, in use on the Navy’s newest aircraft carrier, USS Gerald R. Ford (CVN 78).
But how does the Navy make sure everything’s working as intended? How can they verify that any repairs they’ve made have actually fixed the thing? There are 122 millions reasons why you wouldn’t want to test it out on a brand new F-35C Lightning II. So, because USAA doesn’t offer that magnitude of coverage, the US Navy needs a cheap, solid stand-in.
When you fix the catapult, you want to make sure you got it right.
(U.S. Navy photo by Petty Officer 3rd Class Cole C. Pielop)
According to one Navy release, they use what are called “dead loads” to simulate the weight of planes. These are essentially wheeled sleds made of solid metal that can be launched in relatively shallow water (“relative” to the USS Gerald R. Ford’s maximum draft of 41 feet). That makes recovering the dead loads easy.
Since the dead loads aren’t outfitted with electronics — or even an engine — they are relatively easy to replace. Furthermore, if they are recovered, they can be reused. It’s a very cheap way to make sure that your aircraft launch system is working, be it a traditional catapult or the new EMALS.
When you are trying to launch a 2 million F-35 Lightning from a carrier, you want to make sure the launching system works.
(U. S. Navy photo by Arnel Parker)
To watch the Navy test the EMALS on USS Gerald R. Ford, check out the video below. You even get a view from the perspective of the “dead load,” giving you a taste of the catapult’s power.
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.
President Donald Trump’s threat to bomb Syria despite Russia’s ally ship and protection of Syrian forces has yielded an immediate and tangible result — Russian warships docked in Syria have left port for fear for their safety.
“This is normal practice” when there is the threat of an attack, Vladimir Shamanov, the head of Russia’s defense committee in its lower house of parliament, told Russian media.
Satellite images on April 11, 2018, captured 11 ships leaving, including a submarine and some offensive ships, in the immediate aftermath of Trump’s threat. With the ships at sea, and moving, they can better situate themselves to avoid fighting on land, and spread themselves out.
As the ships were in port, a single pass of a few US bombers could have easily decimated the fleet.
(Ministry of Defence of the Russian Federation photo)
Trump’s promised military strike on Syria has yet to materialize, though the US, its allies, Syria, and Russia all seem to have moved their assets around in preparation for battle.
Syria relocated its air assets to Russian bases, likely to put them under Russian protection, and the US has dispatched an aircraft carrier to the region.
According to Dimitry Gorenburg, a senior research scientist at Harvard’s Davis Center for Russia and Eurasian studies, Russia has also flown in aircraft that specialize in anti-submarine warfare, as speculation that the US or its allies might fire submarine-launched missiles at Syrian targets builds.
While Trump has done nothing militarily to respond to the recent chemical weapons attack the US blames on Syrian forces, the president has rallied US allies and Russia on the defensive by promising action Moscow can’t hope to stop.
“Putin is not interested in a shooting war with the West,” Gorenburg said. Due to the extreme risk of war escalating into a nuclear conflict between the world’s two greatest nuclear powers, and the fact that “the Russian conventional forces just aren’t as strong as the US forces,” such a fight “would not be a good outcome for Russia.”
Trump will reportedly warn Russia before the strike, but does Putin trust him?
(U.S. Navy photo)
A report from Russian media said that the US had been coordinating with Russia to avoid Russian casualties in a US strike on Syria, and that the US would inform Russia of the targets before the strike. The Kremlin’s spokesperson also said that Russia and the US had actively been using an established hotline to avoid military clashes.
Russia’s move to send their ships from port may reveal that they don’t know really know what’s going on, and either can’t predict or can’t trust how Trump will approach the strike.
Russia “really did not respect Obama and felt that they had not figured out US foreign policy,” Gorenburg said. “From that point of view, dealing with Trump is a little bit more fraught.”
RICHMOND, Va. — Every time he straps on the leather band of his watch in the morning, Phillip Brashear remembers his father.
“My dad’s famous saying is, ‘It’s not a sin to get knocked down. It’s a sin to stay down,'” Brashear said.
Those words are engraved on the back of a Swiss limited-edition wristwatch, surrounding the iconic image of a Mark V diver suit helmet. The watch was manufactured in honor of Carl Brashear, the first African-American master diver in U.S. Navy’s history who lost his leg during a tragic accident on a mission off the coast of Spain in 1966.
Two airplanes had collided, dropping a payload that included three nuclear warheads. One of them fell into the Atlantic Ocean. Carl Brashear was called to dive and recover the bomb, but during the mission a towline was pulled so tight that it ripped off a pole, dragging it across the deck with so much tension that it cut the bottom part of his leg, nearly ripping it off. Back in the United States, doctors decided to amputate the leg below the knee.
“My father is an American legend,” said Brashear. “He was the first amputee to return to active-duty service in one of the most challenging jobs in the Navy.”
His life story was depicted in the Hollywood movie “Men of Honor” which starred Cuba Gooding Jr. and Robert De Niro.
“My father overcame five barriers in his lifetime. He overcame racism. My father overcame poverty, being a poor sharecropper’s son. He overcame illiteracy. He lost the bottom part of his leg and was physically disabled. … He overcame his alcoholism, and in 1979 retired with honors,” Brashear said.
Today, Phillip Brashear is the command chief warrant officer for the 80th Training Command, which is responsible for military courses that train thousands of Army Reserve Soldiers around the country.
Brashear thanks service members like his father and the Tuskegee Airmen for the opportunities that men and women of every skin color and background have today.
“He opened the door for many others to come behind him,” he said.
Brashear has more than 38 years of military service, starting in the U.S. Navy Reserve, then the U.S. Army National Guard and now with the U.S. Army Reserve. He spent most of that time flying helicopters.
“I used to tease my dad all the time. … I scored higher than you on the ASVAB test,” he said, referring to the aptitude test used to assign military jobs. “I get to be a helicopter pilot. I go up, not down. My daddy said, ‘Aw, get the heck out of my face. … Remember son, there’s always divers looking for pilots. There’s never pilots looking for divers.”
That banter between father and son came close to becoming a dark premonition for Phillip in 2006 while deployed to Iraq. A flash flood washed away part of a convoy, and Brashear was involved in recovering the bodies.
“That’s one of the hardest things I’ve ever done in my life was to get out of that helicopter in a combat operation to retrieve dead Americans, bring them back to safety so their families could have closure,” he said.
Though the bodies were not Navy divers in the middle of the ocean, Brashear recovered Marines whose lives were taken by water.
The rest of his Iraq tour offered no relief. He was with the Virginia Army National Guard at the time, responsible for flying personnel and material across Iraqi deserts under constant gunfire and the threat of improvised explosive attacks. Even at night, he could see the barrage of tracer rounds piercing the sky like lasers.
“I remember the heat. Constant heat. Like a blow dryer in your face. I remember the constant thirst. The constant fear from getting in that helicopter in a combat zone,” Brashear said.
Then one day, he came home from deployment on a Red Cross message. His father was ill. However, Brasher didn’t think it was severe, and during his visit home, Phillip believed his father would recover. He thought his dad was invincible. This was the man who had endured a year of recovery wearing a 300-pound suit after losing a leg to become a master diver. As a master chief petty officer later in his career, Sailors scurried out of the way whenever this legend walked onto a ship.
“He’s gonna be fine,” the son thought, so he walked into his father’s hospital room complaining about Iraq.
“I’m like, Dad, man. I’m getting shot at. The food’s bad. It sucks over there. It’s hot,” he recalled.
“Son, what are you complaining about?” his father asked.
The calm in the old man’s voice took him by surprise. Something in his father’s presence caused the younger Brashear to pause.
“He was on his deathbed. He would have traded places with me in a heartbeat … to go fly helicopters in harm’s way, but I wouldn’t have traded places with him,” Brashear said.
“A few days after, he died in my arms. … His body just gave up. He’d been through so much. He just couldn’t suffer any more. So he – he left us,” he said.
After his deployment, Brashear decided to retire from the Army, but while going through his father’s belongings, he remembered his father’s fighting words.
“It’s not a sin to get knocked down. …”
He returned to service in the U.S. Army Reserve, which he said offered him opportunities even the National Guard couldn’t have given him, including the command-level position he holds now. He continued to fly helicopters for about a decade. Over the course of his career, he’s flown the UH-1 “Huey” – recognized as the Vietnam-era helicopter – the UH-60 Black Hawk and two different models of the CH-47 Chinook.
Then, in 2014, Brashear faced adversity of his own. During his annual flight physical, he was diagnosed with atrial fibrillation, a heart arrhythmia that took him off flight status.
“It’s the worst feeling in the world to be denied your job because of something medical. That’s like someone taking away your livelihood. So, just like my dad, I said, ‘I’m not going to let this stop me. I’m going to get back up and get my job back,'” Brashear said.
He received a procedure known as cardioversion, a medical treatment that restores normal heart rhythm through electric shocks. As it turns out, his heart doctor, Michael Spooner, also treated Brashear’s father in the last 10 years of his life. The A-Fib kept Brashear off flight status for a year, but he continued his recovery until he passed his physical and returned to flying.
Now, Brashear is among the few dozen command chiefs in the U.S. Army Reserve. He serves as the top technical expert for his command and invests his time mentoring warrant officers and Soldiers wherever he goes.
With all four of his children grown, Brashear lives with his wife, Sandra, outside Richmond, Virginia. They have three daughters – Tia, Megan, Melanie – and a son, Tyler, who is an ROTC cadet studying biology at North Carolina AT University.
“It’s just a great legacy to have my father, who in the Navy was a great legend. Then myself a combat veteran in the Army. And now my son, who is going to be following our footsteps with leadership and service to our country,” he said.
This article originally appeared on DVIDS. Follow @DVIDShub on Twitter.
In the first minutes of July 30, 1945, two torpedoes fired from Japanese submarine I-58 struck the starboard side of USS Indianapolis (CA 35). One ripped off the ship’s bow, followed by another that hit crew berthing areas and knocked out communications.
In the dead of night, chaos ensued. It took only 12 minutes for the decorated warship that had carried President Roosevelt in the interwar years and earned ten battle stars for its World War II service up to that point to begin a descent to the bottom of the Philippine Sea.
Around 300 crew died in the initial blasts and went down with the ship. Between 800 and 900 men went into the water.
Indianapolis had completed a top-secret delivery of atomic bomb components to Tinian, an island in the Northern Marianas, days earlier. Unbeknownst to crew at the time, this mission would in the weeks to come contribute to the end of the war.
At the time of its sinking, the ship was returning unescorted to the Philippines to prepare for the invasion of mainland Japan and to resume its role as flagship of Admiral Raymond Spruance and the Fifth Fleet. Damage prevented transmission of a distress signal and misunderstood directives led to the Navy not reporting the ship’s failure to arrive.
Shortly after completing a top-secret delivery of atomic bomb components to Tinian, the USS Indianapolis was struck by torpedo and sank 75 years ago today.
Surviving Sailors and Marines were adrift for four days before the pilot of a U.S. Navy Lockheed PV-1 twin-engine patrol bomber located them. It was by pure chance that, on the afternoon of August 2, that the bomber spotted an oil slick while adjusting an antenna.
A massive air and surface rescue operation ensued that night and through the following day. Out of 1,195 crew, 316 survived the ordeal; four additional Sailors died shortly after rescue.
The survivors faced incomprehensible misery. Some found themselves scattered miles apart in seven different groups. Some were fortunate to have gone in the water near rafts and floating rations. Others, including the largest group of around 400 men, had nothing but life vests and floater nets. Men suffered from exposure, dehydration, attacks by hallucinating shipmates, exhaustion, hypothermia, and sharks.
Hallucinations were contagious as many dived underwater thinking that they were entering their ship to drink ice cold milk, only to guzzle sea water and initiate a horrible death. Others swam off alone to reach hotels or imaginary islands. Crew supported each other as best they could, some at the expense of their own lives. The captain of the ship’s Marine detachment swam himself to death circling his group to keep them together. The crew’s beloved chaplain succumbed to exhaustion after providing days of last rites to dying shipmates. Rescue crews had to fire at sharks feeding on the dead with rifles in order to recover bThe crew that went down with the ship or died in the water are memorialized on the Walls of the Missing in the American Battle Monuments Commission’s Manila American Cemetery. At last count, fifty survivors rest at NCA locations. Interments at Riverside National Cemetery in California and Fort Snelling National Cemetery in Minnesota contain the largest groups of these Veterans.
The few remaining Indianapolis survivors, now in their 90s, will be celebrated at a virtual 75th anniversary reunion this July. A Congressional Gold Medal has been struck for the event.
On this anniversary, we reflect on the service and experience of Indianapolis‘s final crew, give thanks to those still with us, and remember those who passed. Their ordeal compelled the Navy to make safety improvements, such as mandatory movement reports and improved lifesaving equipment and training – all of which undoubtedly saved the lives of countless Sailors and Marines. Additionally, their successful final mission hastened the end of World War II.odies for identification and a proper burial at sea.
The crew that went down with the ship or died in the water are memorialized on the Walls of the Missing in the American Battle Monuments Commission’s Manila American Cemetery. At last count, fifty survivors rest at NCA locations. Interments at Riverside National Cemetery in California and Fort Snelling National Cemetery in Minnesota contain the largest groups of these Veterans.
The few remaining Indianapolis survivors, now in their 90s, will be celebrated at a virtual 75th anniversary reunion this July. A Congressional Gold Medal has been struck for the event.
On this anniversary, we reflect on the service and experience of Indianapolis‘s final crew, give thanks to those still with us, and remember those who passed. Their ordeal compelled the Navy to make safety improvements, such as mandatory movement reports and improved lifesaving equipment and training – all of which undoubtedly saved the lives of countless Sailors and Marines. Additionally, their successful final mission hastened the end of World War II.
In thinking about who to select as the Navy’s next generation of senior leadership, the Nation should be fully engaged, particularly with the increasing potential of war at sea against a peer competitor. The Chief of Naval Operations (CNO), Admiral John M. Richardson, who wrote an article for Proceedings Magazine in June 2016 entitled, “Read, Write, Fight,” understands this. So too does Admiral Scott H. Swift, former Commander, Pacific Fleet, who suggested a way to better prepare for a fight in his March 2018 Proceedings piece, “Fleet Problems Offer Opportunities.” Given the possibility of high-end warfare facing the nation now for the first time since the end of the Cold War, picking the right leaders will be key. The question is: Is the right leadership being picked today? Is there a different, better way to consider who will lead the Navy in war?
Since 1974, every Chief of Naval Operations (CNO) has come to the office with the following credentials: command of a carrier strike group (CSG); command of a fleet, and; an operational, four-star command, either Pacific Fleet (PACFLT), Atlantic Fleet/U.S. Fleet Forces Command (LANTFLT/FFC) or Naval Forces, Europe (NAVEUR). The one exception to this formula is that submariners do not command CSGs: Instead, they command submarine groups at the one-star level.
In the last 44 years, there have been only three anomalies: Admiral Jeremy M. Boorda, the 25th CNO never commanded a fleet. Then, in 1996, Admiral Jay L. Johnson, the Vice Chief of Naval Operations (VCNO) who had been scheduled to command Naval Forces, Europe, instead became the 26th CNO when Admiral Boorda took his own life. The current CNO, Admiral Richardson, is the third anomaly in that he has neither commanded a fleet nor had an operational four-star command.
Chief of Naval Operations Admiral Richardson.
Not surprisingly, there are considered reasons in this successive, operational flag, command rule: First, the Navy exists to support the operational element of the fleet – the so-called, “pointy end of the stick.” It is believed that the leader of an organization whose mission is to “conduct prompt and sustained combat operations at sea,” should be a person who is closely acquainted with firing shots in anger, from ensign to four stars. Second, perhaps of even greater import, the CNO sits in the “tank,” with the other Joint Chiefs. It is imperative that he or she knows the score out in the various combatant commands, and this requires genuine joint expertise attained at a high level. This sort of experience comes in places such as the forward fleets, and especially to those who command PACFLT, NAVEUR, or FFC.
This is not to say that the formula works perfectly. By the turn of the century, Surface Warfare Officers dominated a majority of significant leadership positions in the Navy, and held the office of the CNO, without pause, between 2000 and 2011. It was also this generation of leaders which presided over the diminution of the entire surface community. Still, this may all say more about either the struggle against increasing budget restrictions or a misplaced spirit of selflessness on the part of these CNOs than it does about a faulty selection approach. Nor is this to say that those who were anomalous did not perform admirably as CNO. That is for others to decide, in time.
Either way, the questions are these: How does an officer arrive at the Office of the Chief of Naval Operations in the first place? What are the implications which arise when there are sustained and dramatic perturbations at the flag-level? And finally, what does (or should) the future hold in preparing the Navy to face a new era of potential conflict at sea?
A process defined
Sustained superior performance is essential, but beyond that, a careful choreography occurs in every community beginning at first command if not before. Selection to flag is seldom, if ever, accidental or unanticipated. This management becomes even more meticulous once flag officers are selected. At that point, there is a determination made as to who will be groomed for the three and four-star levels, and who will serve in other, still important flag positions. To effectively regulate this complex daisy-chain, a detailed, long-term, name-to-job interaction occurs between all of the warfare communities and the Navy’s (and ultimately government’s) top leadership.
There are really only a few, key, operational flag positions available, and they are earmarked for those bound for the top. This is important as the timing and positioning associated with getting the right officers through those wickets is not a matter of chance. Here is one example: In the surface community, presume that eight officers make flag each year. Of these eight, only four will go on to command a CSG. Of those four, only two will deploy. These deployers are those who have been selected for upward movement, and this is easily observed in a historical review of those who rose higher. Likewise, while there are any number of important three-star commands, they are in not all equal regarding carrying an officer to the office of the CNO.
The Arleigh Burke-class guided-missile destroyer USS Roosevelt (DDG 80) left,the guided missile destroyer USS Arleigh Burke (DDG 51) and the Ticonderoga-class guided-missile cruiser USS Philippine Sea (CG 58) transit the Atlantic Ocean.
(U.S. Navy photo by Mass Communication Specialist 3rd Class Scott Barnes)
Moreover, it is necessary to mention the one outlier in this job pecking order; Chief of Naval Personnel (CNP). A remarkable number of four-star admirals, some of whom achieved senior operational command, have passed through the CNP’s office, including Admirals Leon A. Edney, Ronald J. Zlatoper, John C. Harvey, Mark E. Ferguson III, and former CNOs Jeremy Boorda and James D. Watkins. Evidently, excelling in this position imparts a unique cachet, though it is neither joint nor operational.
The point here is that delicate timing and positioning are required to marshal those deemed to be most deserving to the top. Though off and on-ramps may be built into the process to allow for surprises and opportunities, the whole process is quite fragile. In recent years, this fragility has been demonstrated through two events; The “Fat Leonard” scandal, and the aftermath of the two warship collisions in Seventh Fleet.
Gutting the operational side in the Pacific
As every sailor knows, there are two sides to any chain-of-command – operational and administrative. The administrative side of the equation is responsible for the manning, training and equipping of units provided to the operational side of the chain. The operational side employs these “all-up rounds” in carrying out the nation’s business at sea.
Following the collisions in Seventh Fleet in the summer of 2017, justice was meted out on behalf of the Navy, through the agency of a Consolidated Disposition Authority (CDA), Admiral James F. Caldwell Jr, Chief of Naval Reactors, appointed by the CNO, Admiral Richardson. Ultimately in this effort, the entire operational chain-of-command in the Pacific, from the ships’ officers of the deck, to CIC watch officers, to the command master chiefs, to the executive officers, to the commanding officers, and then up through their destroyer squadron commander, task force commander, fleet commander and all the way to the Commander, U.S. Pacific Fleet, was implicated and then either actually or effectively fired. It was a scorched earth approach never before seen in the Navy, and it appeared to be aimed at not only justice but at sending a message to the American people.
Though the punishment handed out to Commander, Naval Surface Forces (CNSF), Vice Admiral Thomas Rowden may seem to have been appropriate, particularly in view of the fact that he was the responsible administrative agent charged to provide fully ready ships to the operational commanders, the fact is that he was only a small part of the responsible administrative chain-of-command. Actually, CNSF relied on a universe of other administrative commands to carry out its mission effectively. For example, the Chief of Naval Personnel (CNP) was responsible for providing schools and personnel (both of which were in demonstrated to be in short supply), and the Office of the CNO was responsible for the provision of funding. U.S. Fleet Forces Command was the “parent” command of CNSF, just as Pacific Fleet was the parent of Seventh Fleet. So, while it may have been desirable, for whatever reason, to create a firewall between the operational commands and those administrative commands responsible for providing the necessary wherewithal to the fleet, it also meant that significant responsibility was evaded by nearly half the chain-of-command, top-to-bottom.
The long reach of Fat Leonard
A crisis was created when Admiral Scott H. Swift, then Commander, Pacific Fleet, was implicated in the Seventh Fleet collisions. Admiral Swift had long been expected to become the next Commander, Indo-Pacific Command, and his removal from the field meant that the Navy was in danger of losing control of its most historic and treasured combatant command to the Air Force. The solution hit upon was to send Admiral Phil Davidson, Commander, U.S. Fleet Forces, to command the U.S. Pacific Command. Not only was Admiral Davidson one of the few viable candidates with sufficient credential and seniority, but he was arriving fresh from completion of the Comprehensive Review (CR) of the collisions, and was unsullied by that disaster. Though that may have been good news regarding saving Pacific Command for the Navy, Admiral Davidson’s last and only tour in the Pacific was a single one as a commander, serving as a staff officer at Pacific Fleet headquarters. Whether a conscious part of the decision or not, his lack of Pacific-experience meant that he was beyond the potential taint of Fat Leonard.
Admiral Phil Davidson.
Numerically speaking, only a few flag officers have been caught in the Fat Leonard scandal. Nevertheless, there have been many more who were frozen in place while the investigation continued. This “freezing” caused some of these officers to miss their planned wickets, resulting in an extraordinary upset in the carefully mapped-out flag progression. As for the collision aftermath, it is impossible to know the exact impacts of those events on the “daisy-chain.” Certainly, the loss of ADM Swift and the shifting of ADM Davidson are significant.
Regardless, all of this begs the question of who may be the next CNO? Watchers had long considered Admiral Davidson to be a leading candidate for the position, and his shift to INDO/PACOM has stirred debate regarding who might be a viable relief for Admiral Richardson.
Based on the historical template, the next CNO likely will be one of the following:
Commander, U.S Pacific Fleet: Admiral John G. Aquilino
Commander, U.S. Fleet Forces: Admiral Christopher W. Grady
Commander, U.S Naval Forces, Europe: Admiral James G. Foggo III
Vice Chief of Naval Operations: Admiral William F. Moran
Each of these officers has all of the historical credentials of operational command and joint experience at the highest level, with the exception of Admiral Moran. However, Admiral Moran merits inclusion in that he would not be the first former Chief of Naval Personnel to become the CNO, though he has not had either fleet nor four-star operational command. Moreover, the current CNO, Admiral Richardson likewise arrived at the job with credentials other than the classic operational command/joint ones which have been common. In other words, a new template may have been set.
Reset the grid for war
If the Nation is moving from a “Profound Peace” into a period of “Great-Power Competition,” then every effort must be bent to ensure that America is fully preparing to meet what may well be an existential challenge. If, as suggested by Captain Dale Rielage, in his May, 2018, USNI General Prize-winning essay, “How We Lost the Great Pacific War,” the United States were to be defeated in a conflict with China – a conflict which would most certainly be primarily a fight at sea – the United States would, for the first time since World War II lose primary control of the sea lines of communication, in the vital Pacific. China would assume dominance of at least Asia and become a prime hegemon all the way to the Arabian Gulf.
In thinking about who the Nation selects for our Navy’s senior leader, it is understood that he or she must be fully and unselfishly engaged in preparing the Fleet for war at sea against peer competitors. What are the characteristics and experiences of peace-time Navy leaders (beyond the aforementioned operational positions)? Are these characteristics the same as those which might be sought leading into a major conflict? History suggests that they are different. One needs only consider the last, great war-at-sea. Many of the Navy’s leaders at the start of World War II were cast aside in favor of those who could bring fire to the enemy. For many of those officers, including Admirals Earnest King, Chester Nimitz, and William Halsey, it is fair to say that they might never have arrived at flag rank based were they measured against today’s standards. To win that war no one cared who was charming or polished or politically astute or properly connected. The question had nothing to do with who had attained a “zero-defects” record. It had everything to do with who could and would defeat the enemy.
More recently, there have been other “reaches” undertaken to identify the right person for the job. In 1955, President Dwight D. Eisenhower reached deep to select Admiral Arleigh Burke as the 15th CNO. At the time of his appointment, Burke was still a rear admiral (two-star). He was promoted two grades and over the heads of many flags of far greater seniority. In 1970, President Richard M. Nixon selected Admiral Elmo Zumwalt as the 19th CNO for very specific reasons and aims, despite his lack of “traditional” credentials.
Today, more than ever, modern war is a “come-as-you-are” affair. There will be no slow, years-long buildup allowed. Economies and modern weapon systems suggest that a real fight will ramp up to criticality almost immediately and that wide-spread, cannot-be-quickly-replaced/repaired damage will be done to the fleets in a matter of months, if not weeks. In other words, what the Navy has, regarding leadership and wherewithal, on day one, is the best that it may have throughout the conflict. The point is this: The right leadership needs to be found and selected, now.
Prove your readiness
Cast a wide net, and seek leaders who are determined to resist the self-interested pressures of outside agencies, prioritizing lethality in the Navy above whatever else may be prized. Who in today’s ranks is best equipped to lead the Navy in waging a high-end war?
An answer may lie in Admiral Swift’s March 2018 piece, “Fleet Problems Offer Opportunities.” Deeper opportunities may be offered to the Navy in this Fleet Problem concept. If, as he suggests in his piece, the new Fleet Problem is designed to do more than check a box, before the deployment of carrier strike groups…if Pacific Fleet is determined to truly test leadership in simulations which approach the real world…if officers will be challenged to do more than just go through the motions…if failure is an option, is this not a chance to really put officers, at a variety of levels, to the real test?
Ships from Carrier Strike Group 8 in the Atlantic Ocean.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Julia A. Casper)
And this test need not only apply to strike group commanders, and their respective warfare commanders. A variety of officers, all at different places in their careers, can be tested in this crucible. Is there any reason that an upward-bound submariner could not take command of the Maritime Operations Center (MOC) for the duration of the game? Stand up an exercise Joint Forces Maritime Component Commander (JFMCC). Stand up an exercise Joint Forces Command. Is there any reason for an officer under consideration for fleet command could not play fleet commander during the game?
Admiral Swift offers a key point in all of this: “We have to guard against the natural byproduct of this training reality, which is an aversion to the risk of failure that is associated with learning at the leading edge of knowledge. We had to convey to the operational leaders that failure during the Fleet Problem was not just tolerated but expected. Without pushing our operational art to the point of failure, learning would be subdued and subtle, not stark and compelling. High-velocity learning happens at the leading edge of knowledge, not at its core, and certainly not at its trailing edge.”
Learning yes, but also testing. Officers at every level can be regularly assigned to the game, and throughout their careers, to test whether they possess skills beyond administrative? The Navy needs lions for leadership in war. The Navy also needs able administrators. Certainly, there are officers in the ranks who are both.
The Navy regularly pulls officers out of their employment to serve in a wide variety of boards. Is there any reason to think that this proposal would not be infinitely more valuable to the service, both in developing the entire officer corps for real, war-time thinking at the operational and strategic level? Let officers merit their promotion beyond unit-level by demonstrating the skill necessary to fully grasp that which is imperative in fighting a war…and that which is chaff.
The next CNO has, in all likelihood already been selected. The process of selection and vetting in long and complex and it is unrealistic to think that ADM Richardson approaches the end of his tenure without a relief already having been selected. The question is, and should be, this: Is the next CNO equipped to lead in war-time?