Joining the military is a great opportunity for many young adults. There are countless benefits for those serve, ranging from financial security, means for obtaining a higher education, developing skills desired by future employers, and, most importantly, a way for someone to participate in something bigger than themselves.
If you want to sign your name on the dotted line in hopes of making a better life for yourself — you’re making an excellent decision.
If your sole purpose in enlisting is to collect fat paychecks… just know that literally everyone under the rank of general is still waiting for get-that-check-engine-light-looked-at kind of money. That being said, enlisting for cash is just scratching the surface of dumb, preconceived notions that troops come in with.
Now, don’t get me wrong, this isn’t meant to stop anyone from joining the military — after all, Uncle Sam needs that butt in OD Green. Just know that if you’re dead set on some of the following, it’s going to be painfully hilarious to everyone around you when the truth sets in.
The military also provides enough options to help you float until pay day, if you’d like.
(U.S. Marine Corps photo by Cpl. Victor Mincy)
The pay is great
As mentioned above, troops don’t get paid all that well — especially when first entering the service. It’s been long joked within the military that you don’t actually break minimum wage until you reach E-3 (which usually takes a year without waiver) when you factor in work call at 0500 for PT and close out formation at 1700 — a 12-hour work day.
This number obviously doesn’t include overtime pay, 24-hour duties, weekend and holiday pay, or the fact that being in the military is a 24/7 job. If you do look at it like a 24-hour job, you’re looking more towards E-7 (at over 8 years time in service) or O-3 just to break minimum wage.
On the bright side, you’ll get two weeks of paid vacation if you use your leave days correctly!
To be honest, unless you become a drill instructor/drill sergeant, you’re not going to do much yelling for the sake of yelling.
(U.S. Marine Corps photo by Sgt. Bryan Nygaard)
You’ll get to boss others around
If you thought that joining the military was the pathway to position where you can just yell at people and order them around, you’re absolutely wrong and would be a craptastic leader.
The only way for you to actually “yell at and boss people around” without getting some wall-to-wall counselling from your peers is to be in a position over someone — which won’t be simply handed to you. Even then, no one will respect you — your superiors, peers, and subordinates alike — if you don’t offer them that same respect.
Everyone wants to talk about the awesome moments of being in the infantry but never acknowledges all of the suck that comes with it.
(U.S. Army photo by Staff Sgt. Andrew Smith)
By joining the military, you’ll be killing bad guys all the time
There’s always that one kid who played too much Call of Duty or watched too many war films and came away with the wrong idea about the military. The fact is, killing bad guys accounts for (maybe) the tiniest fraction of your time spent — even if go infantry.
Let’s overlook, just for a moment, the serious mental issue at play here and say that when this doofus says he wants to “kill all the bad guys,” he means he wants to be a grunt. First, they’d need to be part of the 20% of the military considered combat arms. Then, they’d need to be a part of the 60% of troops that actually deploy at least once. Then, they’ll have to be one of the 10% of troops who actually see combat — and this is skewed because it includes every troop that’s seen combat even just a single time, not the sustained badassery that most of these would-be killers expect. That number is astronomically low.
Then you’ll run into the old, “you’ve already got 10 years in, you might as well stay until retirement!” …And we do…
(U.S. Marine Corps photo by Lance Cpl. Yasmin D. Perez)
You can simply collect the benefits and bounce
If you think you’ll just come in for the three years and get your full ride of the GI Bill, I won’t stop you. Good luck with that — the military has a way of keeping troops in.
It’s not really clear why it works so well, but the one of the most repeated lines by senior NCOs when retention numbers are low is, “you won’t find a job out there in the real world except Walmart greeter!” That one phrase has done more to keep troop numbers up than any motivational recruitment ad.
You’ll be so acquainted with the world’s deserts that you can tell exactly where someone is in the world just by the color of the dirt and sand around them…
(U.S. Navy photo by Mass Communication Specialist 2nd Class Daniel Garas)
By joining the military, you’ll travel the world
Oh, you’ll travel the world alright. There’s no denying that. It’s just that none of the locations on your bucket list match up with anywhere Uncle Sam wants to send you.
Sure, there’s a possibility that you’ll get stationed in Hawaii, Europe, or East Asia. But chances are far better that you’ll get sent to the exotic Fort Sill, Oklahoma, or tropical Minot AFB, North Dakota, before going to Trashcanistan.
When the USS Emory S. Land, one of the Navy’s two submarine tenders, sailed into the Ulithi Atoll on Dec. 7, 2019, it was a return to a major hub for US operations in World War II and yet another sign the US military is thinking about how it would fight a war in the Pacific.
Only four of the atoll’s 40 small islands are inhabited, but they all surround one of the world’s largest lagoons, which was a vital jumping-off point for the Navy as it island-hopped closer to the Japanese mainland during the war.
“It was the logistical hub for the invasions in the Philippines, Leyte Gulf, Iwo Jima, and Okinawa — all of those operations were launched from the base at Ulithi,” Capt. Michael Luckett, commanding officer of the Emory S. Land, said in a release. “At the height, there were as many as 700 ships anchored there in the lagoon, including dry docks, repair ships, tenders, battleships, aircraft carriers, destroyers, and sea planes.”
The Philippines, which includes Leyte Gulf, and the Japanese islands, including Okinawa, are part of the Pacific’s first island chain, of which Taiwan is also part.
Farther east is the second island chain, comprising Japan’s volcanic islands, which include Iwo Jima, and the Mariana Islands, which are administered by the US and include Guam, where the Land and fellow tender USS Frank Cable are stationed.
The approximate boundaries of the first and second island chains in the western Pacific.
(US Defense Department)
The island chain strategy has been around for some time, developed with the Soviet Union in mind. It has gained renewed attention as China’s influence has risen.
The first island chain is now within reach of Chinese naval and land-based weapons, while the second island chain is an important strategic line of defense for the US. Ulithi, west of Guam, has an important place between the two.
“It’s a convenient place to operate that’s relatively close but not so close that you’re going to be exposed to large numbers of either Chinese forces or Chinese missile attack, potentially,” said Bryan Clark, a senior fellow at the Center for Strategic and Budgetary Assessments.
While underway replenishment is common for the Navy today, calm waters inside atolls like Ulithi still make them valuable spots to resupply submarines and surface ships.
“One thing you can’t do while you’re underway is rearming. So a ship that launches a bunch of missiles … they can’t just send the missiles over and reload them at sea,” said Clark, who was a Navy submariner and led development of strategy as special assistant to the chief of naval operations.
“You pretty much have to pull into port” to rearm, Clark said. “So this would be a way to have the ship pull into the atoll, have the tender load up the missiles in the [vertical launching system] magazine, and then the ship can go back out rearmed,” Clark added.
In a conflict, the release said, Ulithi “could again represent a logistical hub capable of supporting the fleet.”
Sailors aboard submarine tender USS Emory S. Land look on as submarine tender USS Frank Cable departs Apra Harbor in Guam for sea trials, December 16, 2019.
(US Navy photo by MCS 2nd Class Heather C. Wamsley)
Not just submarines
The Land and Cable, usually working out of Guam or Diego Garcia in the Indian Ocean, provide maintenance and logistical support to US ships in the 5th and 7th Fleet areas of operation.
“They’re designed mainly for submarines because submarines have more maintenance requirements, but they actually do maintenance on surface ships as well,” Clark said.
They mostly do minor repairs, but they can work on more complex systems like nuclear reactors. Tenders also have dive teams that can do perform repairs on the hull and its coating in the water.
“They can do welding. They can do hull repair. They can do replacement of components. They can remove interference that’s in the way of replacing a pump or something,” Clark added. “So they can do lots of relatively heavy maintenance that just doesn’t require dry-docking.”
These kinds of fixes can extend how long a warship is suited for combat before it must return to an industrial hub for an overhaul.
The Land’s visit to Ulithi was meant “to demonstrate the submarine tender’s ability to return to Ulithi and successfully anchor within the lagoon,” the release said. Luckett said it showed the Land could “do all of the things needed inside the lagoon without any support from external sources.”
“The idea,” Clark said, is that the tenders would provide support “not just for submarines but also for surface ships. That’s probably the the bigger purpose of putting it into the atoll … to support surface combatants.”
An unmanned aerial vehicle delivers a 5-pound payload to the the Virginia-class fast-attack submarine USS Hawaii during a training exercise off the coast of Oahu, October 10, 2019.
(US Navy photo by Mass Comm Specialist 1st Class Michael B. Zingaro)
Keeping the fight going
The Pentagon’s shift to “great power competition” with Russia and China has put renewed emphasis on logistics networks in Europe and the Pacific, the latter of which, a vast ocean dotted with far-flung islands, presents a particular challenge for resupply and reinforcement.
The Navy has “been putting time and research into how you might do it. They actually haven’t been making that many investments changing how they do the logistics,” Clark said, but there have “been analyses and studies and some technical research on different techniques.”
One of those was illustrated in October, when sailors used a small drone to deliver a 5-pound package to a sub about a mile off the coast of Oahu in Hawaii.
“What started as an innovative idea has come to fruition as a potentially radical new submarine logistics delivery capability,” a Navy officer said at the time. “A large percentage of parts that are needed on submarines weigh less than 5 pounds, so this capability could alleviate the need for boats to pull into ports for parts or medical supplies.”
The drone’s payload and its range put limits on the additional capability it can provide to the fleet right now, Clark said.
But it would still provide some safety benefit and save time by obviating the need for a sub to sail into port to get those supplies — and in a conflict in the western Pacific, where China could sortie a lot of subs quickly, timing could make all the difference.
Plus, success with a small drone now could lead to bigger advantages in the future.
“If you take that and extrapolate,” Clark said, “a larger drone could cover a longer distance and maybe do the same operation, so now I do get a more distributed supply network.”
“If you had a bigger UAV, like a Fire Scout or something, that could go for three hours and might cover a couple of hundred miles. Well, then maybe … that’ll allow you to spread out your logistics networks,” Clark added, referring to an unmanned helicopter the Navy wants to use aboard littoral combat ships.
“Now the ship with a couple of Fire Scouts can cover a lot more area than it could if it was just doing it by itself.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
There’s a never-ending pissing contest between all of the branches of the U.S. Military but, at the end of the day, we’re all still one big, happy, dysfunctional family. We’ll always throw barbs at our brothers while we work with them because we expect the same jokes to be thrown our own way.
No two branches better demonstrate this love/hate relationship than the Marines and the soldiers. Yeah, the Marine Corps falls under the Department of the Navy and yes, the Air Force was once a part of the Army, but — sorry, sailors and airmen — it’s the soldiers and the Marines who inevitably become the closer friends in the end.
Train. Go to the field. Deploy. Clean. That’s about it for both branches…
1. Our missions are similar
Marines and soldiers often share the same FOBs, the same areas of operation, the same interpreters, and the same objectives. It’s bound to happen when both branches pride themselves on being Uncle Sam’s premier door kickers.
Hell, both branches even share the same joke about one another. You’ll hear both Marines and soldiers talk about how “we’re the first ones in and it’s up to those guys to clean up the mess!” And no matter who says it, there are historical examples of it being true.
“Locker room talk” has nothing on “deployed smoke pit talk.”
(U.S. Marine Corps)
2. We get each other’s low-brow humor
When life gets rough, the only thing you can do is joke it off — the more stressful the situation, the raunchier the humor.
Don’t get me wrong. Sailors can tell some pretty dirty, messed-up jokes, but leave it to the Marines and the soldiers to find the line you shouldn’t cross… and then go a few clicks past it.
There’s a certain finesse required to kicking in a door that only our brothers would find admirable.
(U.S. Marine Corps)
3. We share the same values
Can you shoot well? Can you max your PT test? Can you insult the boot/FNG to the point that they have to pull out a stress card? Can you and your boys drink an entire bar dry in a single evening? Awesome! You’re one of us.
We also both value our ability to speak with our fists over “soft skills,” like reasoning and negotiation. Don’t believe me? Just watch as either group shows up to a new FOB and there’s an open bunk in the back corner. Someone will get choked out and the winner will get a year in the best spot.
And we both want to smack the ever living sh*t out of that one person who always jokes, “if it ain’t rainin’, we ain’t trainin’!”
(U.S. Army photo by 1st Lt. Henry Chan)
4. We understand each other’s pain
Jokes about how much it sucks to be stuck in the motor pool until 2130 because the some butter-bar misread the serial number on a pair of NVGs are universal — because it happens all the friggin’ time to all of us.
But the empathy runs much deeper than that. Both groups also left in the field for a few weeks just to come back to the monotony of garrison life, where we spend most of our time cleaning things as we wait for the totally-going-to-happen-this-time visit from a general.
Here’s to you, you glorious bastards!
5. We both mock our brother’s branch viciously
It’s beautiful when Marines and soldiers sh*t-talk each other. You poke fun at the Navy, and sailors will get defensive. You mock the Air Force, and airmen will probably just agree with you, sucking the fun right out of the joke.
When soldiers and Marines go at it, you’d be surprised by how even the lowest blow is matched by another vicious, hilarious comment… that gets laughed off just as quickly.
It looks like the World Cup isn’t coming home to England. Such a shame to see the championship match of the sport you claim to have invented go to literally everyone else. Seeing as an estimated seven people from the United States give a damn about the World Cup — give or take six people — we’re finding it hard to care.
Meanwhile, American troops are about to do some dumb sh*t this weekend. Not for any particular reason — just that it’s a payday weekend and it’s Friday the 13th. Remember, if your weekend doesn’t involve you making the blotter and having your First Sergeant busting your drunk ass out of the MP station, did you really have a weekend?
No matter what you’ve got planned, enjoy these memes first.
(Meme via Infantry Army)
(Meme via Smokepit Fairytales)
(Meme via Lost in the Sauce)
(Meme via Disgruntled Vets)
(Meme via Sh*t My LPO Says)
I guess screaming, “If you ain’t ordinance, you ain’t sh*t” is the Air Force’s way of feeling slightly less like POGs.
Fun Fact: Airman and Navy aviators have their own version of POG — “Personnel on the Ground.” But they’re all still POGs in the eyes of soldiers and Marines.
Heather Wilson swore in as the 24th Secretary of the Air Force in May 2017 with a clear-eyed view on the task at hand.
“When Secretary of Defense Jim Mattis asked me to serve as the Secretary of the Air Force I said, “You know, Mr. Secretary, I’m not the kind of gal who just cuts ribbons on new dormitories, that’s not me. But if you want somebody who’s going to help to try to solve problems and make it better, not just different, but better, then that’s what I’ll do.”
Before representing New Mexico’s first district as a member of Congress and being the president of South Dakota School of Mines & Technology, Wilson was an Air Force officer. During her seven years of service in the 1980s, she served as a planner, political advisor and a defense policy arms control director. Her husband, Jay Hone, served in the 1970s as an Air Force lawyer and went on to retire from the service. For them, Air Force business was family business, and there was work to be done.
Wilson said her responsibilities as SecAF were broader than those of any other executive position she held…she was obligated to the welfare of 685,000 total force airmen and their families, and the oversight of a 8 billion annual budget. Aware of the devastating toll sequestration and 27 years of combat had taken on the force, Wilson called on her wingmen – Air Force Chief of Staff Gen. David L. Goldfein and Chief Master Sgt. of the Air Force Kaleth O. Wright – to help devise and oversee plans to restore the readiness of the force, cost-effectively modernize, and revitalize Air Force squadrons. It would take an Air Force-wide effort to get after these challenges, and the senior leaders’ message to the airmen was clear.
“We trust you…we trust that you’ve been well-trained,” Wilson said. “We will try to give you a clear set of mission parameters and the skills and the abilities to get after the job. Don’t wait to be told what to do…see the problems around you and just get after them. Don’t wait for us.”
That’s one of the things Wilson said she’s appreciated most about the “intelligent, capable and committed” U.S. Air Force airmen – their unique way of handling business.
“I like the fact that airmen don’t always do exactly what they’re told in the way they were told to do it because they come up with better answers to complex, difficult problems,” she said.
Secretary of the Air Force Heather Wilson speaks to 2nd Maintenance Squadron airmen during a tour at Barksdale Air Force Base, La., Nov. 14, 2017.
(U.S. Air Force photo by Senior Airman Mozer O. Da Cunha)
And for the issues that required Headquarters-level intervention, Wilson relied on her wingman for assistance.
“The law says the service secretary has all of the authority to run the service, but the chief of staff has most of the influence,” Wilson said. “There are very few decisions that I make without asking for his advice, and he freely gives that advice. If I know we have a difference in opinion I always want to understand why, and as a result I think we have a very close, professional working relationship, and that is transmitted to the force. We’ve been forging vicious partnerships between both the civilian leadership and the military leadership of the service, and it’s been very effective.”
After two years, the results of Wilson’s empowering leadership are palpable.
“There have been significant advances in the Air Force’s ability to win any fight, any time, including a more than 30% increase in readiness, she said. “We’ve also gone a long way in cost-effective modernization and taking the authorities we’ve been given to buy things faster and smarter. We’ve stripped 100 years out of Air Force procurement in the last year…we’re streamlining the schedules to get capability to the warfighter faster.”
With a shared focus on revitalizing squadrons, Wilson and Goldfein also returned power, time and support back to the squadron by removing redundant policies, revamping personnel evaluations, updating professional military training and extending high year of tenure.
Secretary of the Air Force Heather Wilson testifies during a House Armed Services Committee hearing in Washington D.C., April 2, 2019.
(U.S. Air Force Photo by Wayne Clark)
On a larger scale, Wilson worked with the Secretaries of the Army and Navy to make the process of transferring duty stations easier for military families. Together, they wrote letters to governors across the United States to address two issues members said matter most – the quality of public schools near military installations and reciprocity of licensure.
“We told them, ‘We want you to know when we make basing decisions in the future we’re going to take these things into account,'” she said. “We had some leverage, and I’ve been really pleased at the number of states that have passed laws related to reciprocity of licensure.
“I hope the changes that we’ve made to assignment policies at Talent Marketplace has helped to make a difference, to give families more control and choice over their lives, and recognize that they’re balancing family life with service life,” she continued. “And I hope that ultimately that’ll mean we keep more highly capable airmen in the service for longer.”
Secretary of the Air Force Heather Wilson speaks with airmen during a farewell interview at the Pentagon in Arlington, Virginia, May 8, 2019.
(U.S. Air Force photo by Tech. Sgt. Robert Barnett)
Though her tenure as SecAF is at its end, the impact of her laser-focused efforts may reverberate throughout the service for years to come.
“I came here to try to make things better,” Wilson said. “Life’s short, time’s short, so you got to make a difference today. I hope people have a better quality of life and quality of service because we were here. And I hope that the Air Force is better because I served.”
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
Just as the Super Bowl was about to kick off this Sunday, viewers were treated to an amazing commercial celebrating the 100th anniversary of the NFL. Last season, the NFL broke out its first 100 year celebration commercial which featured an astounding amount of NFL legends playing a black-tie version of “kill the man with the ball.”
This year, the NFL took it outside and showed a kid fielding a kick and running across several NFL stadiums and cities, juking and avoiding tacklers and getting encouragement from various NFL legends telling him to, “Take it to the House Kid!”
We see Jim Brown, Joe Montana, Christian McCaffrey, Drew Brees, Payton Manning, Jerry Rice, and Barry Sanders, among others, as the kid takes the ball and (in an amazing, cool, interactive moment) runs onto the live Super Bowl field to deliver the game ball to the referees.
But there is one part of the vignette which really tugs at the heartstrings. One of the many stadiums the kid runs by is in Phoenix. As he nears, he stops at the statue honoring the late Pat Tillman.
Tillman was a safety for the Arizona Cardinals who famously turned down a .6 million dollar contract shortly after 9/11, so he could serve in the military. He and his brother enlisted in the Army, and Tillman became an Army Ranger. After serving one tour in Iraq, Tillman deployed to Afghanistan, where he was killed on April 24, 2004, in a friendly fire incident.
The homage to Tillman is an emotional moment and an integral part of American history.
It’s no secret that veterans and coffee go together like peanut butter and jelly. As more and more people separate from active duty to pursue their passions, the number of boutique coffee companies run by prior service folks is only growing.
One of the newest is Ranger Candy Coffee. Ranger Candy is run by a former US Army mortarman who served a total of eight years both on active duty and with the National Guard. The company launched earlier this year with the goal of bringing high-quality coffee to service members, first responders, and outdoorsmen. The HMFIC at Ranger Candy also owns a home remodeling company, giving us hope that the American work ethic isn’t completely dead.
Ranger Candy starts with hand-selected, single-origin Arabica beans that they import from 18 different countries. The beans are then blended, roasted, ground, and shipped by the Ranger Candy crew anywhere in the US or to anybody working overseas with an APO/DPO/FPO. They offer light, medium and dark roasts available in six different grinds from fine to espresso to coarse, with a couple of settings in between. You can purchase quantities from 12 ounces to 12 pounds as well as K-Cups.
We received our own sample of Ranger Candy in a re-sealable 12-ounce bag that kind of reminded us of an MRE pouch. We’re not sure if that was on purpose or if we happen to be feeling nostalgic. Said sample was a standard grind dark roast sourced from Tanzania. We know it came from Tanzania because the label on the bag includes a list of all 18 countries they source from, and they will conveniently “check the box” next to the country of origin for your particular bag of coffee. In fact, you can specify the country of origin when you order. Do you prefer Mexican coffee to Costa Rican? Or Indian? Or Ugandan? You can specify the country of origin when you place your order. If you’re not sure what you prefer, the Ranger Candy website includes tasting and origin notes for each of the countries they source from.
For our Tanzanian sample, tasting notes were chocolate, cherries, and caramel. We caught the chocolate and think maybe we tasted a little bit of cherry on the finish, but couldn’t find the caramel. Your mileage may vary. But we also learned that our coffee was grown at an elevation of 5,900 feet in the Mbeya region.
Ranger Candy coffee runs .99 per 12 ounce bag, regardless of country-of-origin. They also offer a line of mugs and swag to accompany your cup of joe. Check them out at www.rangercandycoffee.com or on your social media of choice.
This article originally appeared on Recoilweb. Follow @RecoilMag on Twitter.
Artillery, the “King of the Battle,” has been crucial to land warfare since cannons were made of wood, but recent developments with battlefield sensors and networking may ensure that artillery sits atop the heap during a future war with China or Russia.
Oscar Battery, 5/14, blast through ITX 4-17
While World War III might be fought in megacities, where infantry and cavalry will reign supreme, a fight in the South China Sea or on the plains of Ukraine pretty much guarantees that soldiers and Marines will be looking to get high explosive warheads raining on the enemy, and recent Army and Marine Corps breakthroughs are ensuring that the artillery troops will be ready for the challenge.
First, in case of war over the South China Sea, America needs to be ready to fight where the enemy has local superiority of forces and is on near technical parity. America’s ships are larger and stronger on average than China’s, but China has 300 more ships and can focus nearly all of it forces on a fight in the Pacific and Arctic while the U.S. will still have obligations in the Middle East and the Atlantic.
Army fires HIMARS in support of Air Force operations during Red Flag-Alaska in Alaska in October 2018.
(U.S. Air Force Airman 1st Class Jonathan Valdes)
So, if the Navy gets into a fight, the Marines can fire long-range rockets in support, essentially turning amphibious ships into over-sized missile destroyers. And that’s before the Marines land the rockets on islands and then impede Chinese naval operations in a wide area around the land.
The High-Altitude Research Project, or HARP, featured a massive cannon that tested firing rounds with extreme force, once launching a round 112 miles into the air, but it still paled in power compared to what the Army would need to fire rounds laterally 1,150 miles.
(Department of Defense)
If successful, a handful of cannons in the Philippines, Taiwan, and Japan could strike targets across the Russian and Chinese coasts. A weapon south of Seoul, South Korea, could cover all of North Korea, Northeast China, and could even strike targets in Mongolia, if it came to that. Beijing lies well within range of a Strategic Long Range Cannon in South Korea.
But of course, these weapons would likely have to be stationary. All cannon shots that flew over 100 miles have been fired from artillery built into a site. And Chinese and Russian forces would focus on destroying artillery with the ability to pelt their cities with constant bombardment.
So, the Army would need to defend these weapons and fortify them, but it would be worth it for land-based artillerymen to be able to have a direct effect on any naval battles in the disputed waters in the Western Pacific.
But all of these weapons and upgrades would also have a great effect on combat in Eastern Europe. A Strategic Long Range Cannon west of Berlin could strike over 100 miles into Russia. Build them in Finland, Estonia, or Latvia, and you can hit as deep as Volgograd, crossing Moscow in the process. And HIMARS receiving targeting data from F-35s can likely have just as much impact on Arctic fighting or conflict in Europe as they could in the South China Sea.
When the fighting of World War III moves into the cities, artillery may be too destructive, too imprecise to rule the day. But when it comes to conflict in the ocean and open grasslands, artillery may be the most potent weapon that ground pounders can bring to the fight.
Several months ago, no one believed us when we said that there would eventually be a Space Force. Everyone thought it’d be a foolish idea. We were the biggest fans of the idea from the very beginning. It’s not like we’re mad or anything — just that we’re calling first dibs in line at the Space Force recruitment office.
Whatever. Here’s a bunch of memes that are about the Space Force curated from around the internet and a hand full of other ones that aren’t space related, I guess.
When Gen. Stanley McChrystal began working on his memoir after retiring as a four-star general in 2010, he realized that his perception of himself as a leader was different from reality. In the past eight years, he’s had time to reflect on his career and the notion of leadership itself.
During that long career, McChrystal led America and its allies in the Afghanistan War before retiring as a four-star general in 2010. He revolutionized the Joint Special Operations Command. And he’s best known for taking out the leader of al-Qaeda in Iraq.
He’s now the managing partner of the leadership-consulting firm the McChrystal Group, and he’s the lead author of “Leaders: Myth and Reality.”
In an interview for Business Insider’s podcast “This Is Success,” he breaks down what he learned from key points in his life, including how recently revisiting the legacy of the Confederate general Robert E. Lee helped him realize it was time to redefine leadership.
Listen to the full episode here:
Subscribe to “This is Success” on Apple Podcasts, Google Play, or your favorite podcast app. Check out previous episodes with:
Stanley McChrystal: By the time we finished this book, we really arrived at this conclusion that leadership isn’t what we think it is, and it never has been. It’s much more complex. It’s not two-dimensional. And for me, one of the representative incidents is my relationship with Robert E. Lee. I grew up, figuratively speaking, with Robert E. Lee.
Rich Feloni: You grew up in Virginia.
McChrystal: I grew up in Northern Virginia, not far from his boyhood home, and I went to Washington-Lee High School. And when I turned 17, I went to West Point, as Robert E. Lee had done, and when you go to West Point, you don’t escape Robert E. Lee. I lived in Lee Barracks. There were paintings of Robert E. Lee. And while every other leader at West Point is famous, he’s special.
And then when I got older and I was retired and I had this picture that my wife had given me 40 years before. My wife had paid for it when I was a second lieutenant, and I hung it proudly at every set of quarters we ever had, because for me it represented “This is what I believe in.” When someone came into my quarters, they’d see, “Oh, Robert E. Lee. Those are the values that he believes in.” And I was proud of that.
Then, after Charlottesville, in late spring of 2017, my wife, Annie — we’d been married 40 years at the time — she goes, “I think you ought to get rid of that picture.” And my first response was, “You gave it to me, honey. I could never get rid of that?” And she says, “No.” And I said, “Well, why?” And she says, “I think it’s communicating something you don’t think it is.” And I said, “What do you mean? He was a general officer. He just did his thing. He was a military guy, not a politician or something.” She said, “You may think that, but people in our home may not think that, and they may think you’re trying to communicate something deeper, white supremacy and all those things. So one morning, I took it down and literally threw it away. And it was a pretty emotional moment for me.
And then as we started writing this book, and we had already begun the initial work, I realized I couldn’t write a book about leadership unless I wrote about Robert E. Lee. And I knew that was dangerous, because Robert E. Lee had become a controversial character. There’s a part of American society that is just passionate in his defense, part of it that is passionate against him, and everybody’s going to weigh in. But you know, I’d grown up with Robert E. Lee, both as a person in my mind, but also as an ideal. And just recently, I walked down, just to walk the distance between his childhood home and the slave-trading house in Alexandria, Virginia, which was the second-busiest slave-trading house in the United States. And this is where northern African-Americans were bought. Some freed men were captured, but others were bought from farms that weren’t profitable and shipped to the deep South, where cotton was so profitable. And so it was right in front of him. It was 10 blocks from his home. You don’t hide from the fact that this very ugly thing is a reality. And he spent the next four years defending it. And so there’s this contradiction. Here’s a guy who in some ways, is so admirable. His soldiers loved him
Feloni: From a military perspective.
When McChrystal attended West Point in the ’70s, Confederate general Robert E. Lee had transcended his connection to the Confederate cause, and had become a symbol of military discipline and honor.
(The Library of Congress)
Feloni: Yeah, but it would have to be removing from the context of basically a traitor to his country, ignoring that and kind of replacing it with a myth.
McChrystal: That’s right, and I couldn’t.
Feloni: And were you not aware of that link that people could make when you had that painting in your quarters?
McChrystal: Here’s the point. On one level, yes I was. On another level, what I did was I just said, “Yeah, but.” And I think a lot of people, with Robert E. Lee, go, “Yeah, but.” And the real point of the book is, everybody is a complex person like that. Every memory of every leader that we profiled and everyone we could think, may not have that clear a contradiction, but they all have them. And we as followers, we as observers, we have to make a decision on how we look at those, how we process that, because if we’re looking for the perfect person, woman or man, we can wait forever. They’re not coming.
The ‘Great Man Theory’ of leadership is a myth
Feloni: Yeah. Well, when you’re looking at that and kind of leading into your thesis here, what is the way that we define leaders and leadership, and what is wrong with that, and what were you looking to correct?
McChrystal: I wrote my memoirs starting in 2010, and I thought that it would be fairly straightforward, because I was there, so I knew what happened. And I’d be the star of the show. The spotlight would be on me. And yet, when we went to do … I had a young person helping me that was brilliant. We went to do the research. We did a whole bunch of interviews, and we went to things that I had been very much a part of and given credit for. We found that I would make a decision and issue some order and there would be an outcome. And I thought, “OK, my order produced that outcome.” And in reality, we found that there’s a myriad of actions that other people are doing, or factors impinging on it, that actually affected the outcome much more than I did.
Feloni: So you didn’t realize this until you were writing your memoirs?
McChrystal: No, I mean, you get to this point in life because you sort of believe the Great Man Theory. You sort of believe that the leader is central to everything. And then when I get this, it’s very humbling, and I realize, leaders matter, just not like we think they do. And as we put in the book, it’s also the way we study leadership. We study biographies, which puts the person at the center. And so the spotlight tends to stay on them, and everything else tends to be a bit in shadows. You very rarely see a statue of a team. You see a few, but usually there’s a person on the pedestal. But in reality, a team, and sometimes a very large team, made it happen or didn’t make it happen. And yet, it’s hard to explain that.
Feloni: In this book, you picked a very interesting collection of profiles, and you even included the al-Qaeda leader that you defeated in Iraq, Abu Musab Al-Zarqawi. So what can you learn about leadership from studying someone that you morally oppose, even on an extreme example. This was your enemy. What do you gain from studying that?
McChrystal: Well, we didn’t just oppose him — we killed him.
As the head of Joint Special Operations Command, McChrystal hunted down and assassinated al-Qaeda in Iraq leader Abu Musab al-Zarqawi. McChrystal got inside Zarqawi’s head during the hunt.
McChrystal: I stood over his body right after we killed him. So for about two and a half years, we fought a bitter fight against this guy. And Abu Musab al-Zarqawi had come from a tough town in Jordan, very little education, got involved in crime and things like that in his youth. But then what happened was he realized that if he showed self-discipline to exhibit the conviction of his Islamic beliefs, if he did that overtly, if he became a zealot other people were attracted to him. He was living up to what he said and was demanding that they do. Later, when he became the leader of al-Qaeda in Iraq, he led the same way; he wore all black, looked like a terrorist leader. He actually killed himself — he was the person who held the knife when they beheaded Nicholas Berg. A gruesome thing to do, but what he’s showing people is our cause is so important, I’m willing to do something that we all know is horrific. And so he would lead around the battlefield courageously. And so what he did was he was able to bring forth people to follow his very extreme part of Islam, when most of them really didn’t. The Iraqi Sunni population were not naturally adherents to al-Qaeda, but he was able to produce such a sense of leadership and zealous beliefs that they followed. He became the godfather of ISIS.
Feloni: Yeah, and so by looking at this was, are you saying that to benefit your own leadership you had to get in the mind of him and understand that?
McChrystal: Well, the first thing you have to do is understand him. Your first desire is to demonize him, but the reality is, I had to respect him. He led very effectively, very, and if you really get down and put the lens another way, he believed and he fought for what he believed in. And who’s to say we were right and he was wrong?
Feloni: And that was something that you were thinking when you were in Iraq?
McChrystal: Not initially. Initially, you just say, “We’re just gonna get this guy.” And then after a while you watch him lead and you realize not only is he a worthy opponent — he’s making me better — but you’re also going after someone who truly believes. Who do you want to hang out with, who do you want to go to dinner with? You want somebody who believes what they’re doing. Now, his techniques I didn’t agree with. In many ways he was a psychopath. But I know a lot of people for whom I have less respect than I do for Abu Musab al-Zarqawi.
Feloni: Interesting. When you were having the collection of people in this book, what were you looking for? Because in some ways you were saying that taking a look at profiles of individuals is the opposite of what you wanted to do. Because if you elevate someone above the context that they’re in, it’s counterproductive, but you’re proving that through elevating people so how do you navigate that?
McChrystal: Yeah, that’s an absolutely great point, and we actually didn’t realize that at the beginning of the book. We started writing and we said, “Hey, we are almost running in absolutely opposite directions of what we’re proposing.” You can write a theoretical book on leadership, and there will be a small community of people who read it. We learn through stories, all of us do, and we learn through stories of people. We picked these 13 diverse people and we had these six genres, we had founders, we had geniuses, we had power brokers, we had Coco Chanel, we had Boss Tweed, we have Martin Luther, we have Dr. Martin Luther King Jr., we have Harriet Tubman. We wanted something that would be universal, give us a wide look at different kinds of leaders and context. We wanted diversity in sex, we wanted diversity in nationality, we have a Chinese admiral from the 15th century. And so we thought that if you could bring it wide like that you can draw the universal lessons out, that we couldn’t do if we just took politicians or soldiers or something.
Lessons from success and failure in war
Feloni:Yeah, now I want to talk about these lessons with the lens of your career as well. You became known for the approach that you took to join Special Operations Command, re-imaging the approach to Special Operations, particularly in Iraq, which led to the death of Zarqawi. And so when you had such transformations at JSOC, what was that like coming into a role where you had to adapt on the fly but every change, every risk that you took had lives in the balance?
McChrystal: Well, it was frightening, but it was very, very important. I had grown up essentially in joint Special Operations Command and the Rangers and then on the staff. I was very familiar with this very elite counterterrorist force. And this force was, you’ve seen it in movies, bearded guys with big knuckles and fancy weapons and these surly arrogant attitudes and that’s pretty accurate but the hearts of lions. But we very insular, we were designed to do counter-hijacking, hostage rescue, precise raids, and so we were almost in an insular part of the military and no one else interacted much with us. We would be directed to do certain missions and we loved that because we didn’t have to be affected by the big military bureaucracy. And then in Iraq what happened is, starting in 2003, really after the invasion, we ran into a problem that was bigger and more complex than we’d ever faced before, and that was al-Qaeda in Iraq. And we found that very narrow insulated way of operating before, tribal way, it didn’t work because you had to have this synergy of a real team and at first we almost were in denial because we’re so good at what we do.
We said, “Well, we’ll just do what we do and everybody else will figure everything else out.” But that wasn’t going to work. Really starting in early 2004 we came to a collective understanding that we were losing, and we were likely to lose if we didn’t change. Now we had no idea how to change, there wasn’t a road map, I wasn’t the visionary leader to provide that. And so what we said was, “Well, we will do anything but this. Now we’ll change.” And because I didn’t have this vision or clear blueprint to put in front of the organization, I essentially put it out to the team. I said, “We’re going to start changing to whatever works, so what we do that works we’ll do more of, what we do that doesn’t work we’ll stop.” And that freed the organization to constantly adapt. We’re able to modify, adapt ourselves and constantly change without the limitations of a doctrine that says, “You can’t do that.”
U.S. Army General Stanley McChrystal in his official portrait as head of ISAF.
Our doctrine became, “If it’s stupid and it works, it ain’t stupid and we’ll push it.” And as it came it started to change the way we thought about leadership. When I took over I was approving every mission because I’m the commander and I found there’s no way you can be fast enough, so my role changed. I went from being the micro-manager, the centralized director, to being a commander who creates this ecosystem in which this group of really talented people figure it out. And my goal was to keep the ecosystem going, grow it with new participants and keep everyone supported and inspired.
Feloni: When you’re saying that when you had to take big risks with these changes, that there was a level of fear involved. Were you mitigating that fear by learning to trust the people that you were working with?
McChrystal: Yeah, and you have to — sometimes you can’t completely mitigate it. In an organization like JSOC, when you take casualties it’s deeply emotional because it’s not like new privates coming in, you get a new private. It takes about a decade to build an operator, everybody’s the godparent of other operator’s kids, you know. And so when you lose people, you lose people who’ve been around a long time, it took a long time, so it’s very emotional. T.E. Lawrence talked about the ripples in a pond.
Feloni: That’s “Lawrence of Arabia.”
McChrystal: That’s right, “Lawrence of Arabia.” He talked about when you lost one of the better ones, it was like ripples because it went out into their families and whatnot. Every casualty was much more costly and therefore you had to try to minimize them. And so as we went into this risk period there was a lot of uncertainty and I couldn’t, I don’t have the wisdom or courage or any of that to bear all that together, so we had a team and we supported each other.
Feloni: Distribute that.
McChrystal: Yeah, exactly.
Feloni: Yeah, and in terms of looking at something continuing after you leave, so you led the US-led coalition in the war in Afghanistan. That was eight years ago when you left; the war is still going. How does that look to you, because, for example, I could speak to a CEO who left a company and they can comment and be, like, “Oh, here’s what worked and what didn’t.” But as we were talking about, the stakes are just so much different in war. How do you process that?
McChrystal: You can process it in a lot of ways. You could take a strict business sense you could say, “Well, it hasn’t succeeded thus far, so it’s a bad investment.” And then I can also look and see that as of 2001 when we entered Afghanistan there were no females in school under the Taliban. There weren’t that many young males in school and now we’ve had almost 17 years of young ladies going to school, young men and so we’ve got a different young generation in Afghanistan. And 4.4 million Afghans voted this week and it wasn’t a presidential election. Is the glass half full, is it half empty, is there a hole in it? The answer is yes to all of those. There’s deep corruption, there’s huge problems inside the country, but in many ways I think that rather than say, “OK, it’s a failure,” I’d say it’s a complex problem, one of which you work on over a long period. I know I would not subscribe now to thousands of American troops or unlimited amounts of money, but I wouldn’t recommend walking away. I think our partnership with the Afghan people and the signal we send to other countries in the region is important. And if we think about the world as a completely connected place now, not just by information technology but culturally, I think the ability to have relationships, to demonstrate our willingness to be a part of things is more important than ever. It was critical really right after the Second World War, we gave both Asia through Japan and Europe enough cohesion to grow back. It doesn’t feel as easy or as good in Afghanistan but I would tell you, I look at the world through that lens is how I come at it.
Feloni: In “Leaders,” your memoir, it’s giving you a chance to be introspective of your own career. And on the nature of leaving the military when it came in this much publicized, there was a Rolling Stone article that reporter Michael Hastings portrayed you as a renegade general and that ended up leaving your position. How do you process that now, looking back at your role since it’s been eight years?
McChrystal: Yeah, I mean, there are a lot of ways that maybe I could or should. The first thing is it happened, and I didn’t think that the article was truly reflective of my team. It was about me and my team and the runaway general and that is obviously not a good title. And so on the one hand I thought that that wasn’t fair; on the other hand I’m responsible and we have this negative article about a senior general shows up on the president of the United States’ desk. And it’s my job not to put articles like that on the president’s desk, so I offered my resignation. President Obama accepted it, and I don’t have any problem with it because I’m responsible whether I did something wrong or not. I’m responsible, and as I told the president that day, “I’m happy to stay in command or resign, whatever is best for the mission.”
Now that’s phase one, and I feel very good about that decision. I’m not happy it happened, but I feel good about that. Then you have a moment when you have a failure like that in your life and you get to make a decision. You’re either going to relitigate that for the rest of your life and I could be a retired bitter general, I could be whatever, the CEO got fired or whatever or not. And my wife helped me through this more than anything, because as I tell people, “She lives like she drives, without using the rear-view mirror.” And so we made the decision, she helped me. “We’re going to focus completely on the future.” We made the decision, she helped me. “We’re going to focus completely on the future. There is no point in being bitter because nobody cares but you.” So I decided to look forward, I decided to think about, “What can I do now?” Now, that’s easier said than done. Every day there’s some hurt.
Feloni: Even now?
McChrystal: Occasionally. Not every day, but occasionally something will come up. Last week, Rolling Stone queried if I wanted to do another interview. The answer was no.
Feloni: That seems like … yeah.
McChrystal: Yeah. I kind of went, “Really?” But the reality is, it always kind of comes back up, and you have to remake that decision on a constant basis. But it gets easier over time because you start to see how healthy that is. I would argue that every one or your listeners is going to fail. They’re going to fail in a marriage, they’re going to fail in a business, they’re going to fail at something for which they are responsible. And they’ve got to make the decision, “OK, what’s the rest of your life going to be like?” Because you can’t change what’s already happened. The only thing you can change is what happens in the future. So I tell people, “For God’s sakes, don’t screw up the rest of your life because of something that happened there.” And if you make the right decision, to lean forward, I’ve been extraordinarily satisfied and happy with that.
McChrystal in Afghanistan.
(U.S. Air Force photo by Tech. Sgt. Francisco V. Govea II)
Feloni: And if you were to write a biographical profile for yourself in “Leaders,” what would the theme of your leadership style be, and what would be the reality versus the myth of it?
McChrystal: It would be evolution. One of the things we see in some of these leaders is they didn’t evolve. Walt Disney was this extraordinary animator, and with a small team he was exceptional. When the team got big, he didn’t adapt well, and his brother basically had to run it, and he focused on projects. Mine was a journey … I was a very different leader as a lieutenant colonel than I was as a company commander captain. I was very centralized when I was young. I started to loosen up, by the time I was a general officer I was, I think, completely different. I was much more decentralized. So I think the theme of a profile of me would be the evolution of that.
Now, the myth is the opposite; the myth is the counterterrorist leader who killed Abu Musab al-Zarqawi. I went out, wrestled him to the ground, buried to the waist, and that’s total B.S. At times do I like the myth because people go, “Wow, look at him!”? Yeah, it’s kind of cool, you never want to go, “No, that’s not true.” But it’s not true. The reality is that I built a team. Ultimately I’m more proud of enabling the team that I would be of wrestling to his death. But it still feels kind of cool when people say that. [laughs]
Feloni: So it’s the evolution of you as someone who is a very centralized commander to decentralizing.
McChrystal: Yeah, and thinking about it entirely differently.
Applying these lessons to the workplace
Feloni: And we’ve been talking about leadership on a grand scale, but you’re also the head of the McChrystal Group, which works with businesses on leadership development. So after having worked with a bunch of different industries, often on much smaller scales, what would you say are some of the most common mistakes a new leader makes?
McChrystal: I think often a new leader comes in and wants to prove themselves, because they’ve been hired, typically they’ve been given a role and a fair amount of money, and so they think they’ve got to prove themselves. There’s a reticence to say, “I don’t know.” There’s a reticence to look at the team and say “What should we do?” and to have the team do it. Because you’re worried about your own credibility. I think leaders actually, if they’re willing to, I’m not saying take a subordinate role, they’re responsible, but take a much more inclusive role, a much more role in which you ask people to help lead, actually works much better. Some of the best I’ve ever seen that have particularly been in jobs awhile have reached that, and it’s magic to see.
Feloni: And on the flip side of that, should people who are followers, should they see leadership in a new light, maybe their relationship to their boss, their boss’ boss?
McChrystal: Yeah, think about it — how many times have we sat back and you’ve got either a new leader or your leader in the auditorium, in the room, and they’re saying, “OK, here’s what we’re going to do,” and you’re sitting back kind of the smart-ass, going, “This is stupid, that won’t work, boom, boom, boom.” Rear up on your hind legs and bark, and maybe we’ll think about doing it. Leaders have a role, but the followers have a huge role, huge responsibility. Huge responsibility in doing their part, but also shaping the leader. You see the leader making a mistake and you don’t say something to them? You fail in your job. And then when you see them fail and you get smug and you go, “Yeah, I thought that she was never that good, he was never that good,” shame on you. Because you own part of that, and in reality when it’s firing time they had to fire all of you.
Feloni: So not only should we not put figures of the past on pedestals. We shouldn’t do that with our own bosses.
McChrystal: Absolutely, and bosses shouldn’t put themselves on pedestals either. There are a few who keep wanting to step up there, and then … I think it’s much better for the leader to stay away from the pedestal.
Feloni: And at this point, how do you personally define success?
McChrystal: It’s the team I’m part of. I’ve got this company that’s now 100 people, it’s grown, and I’m not critical to the business, except my name’s on the door. I show up occasionally, and they’re very nice to me and whatnot, but the reality is the work gets done by the team, and I take the greatest pride in the world when I sit in one of our meetings and I’m not saying much, and it’s happening. They’re just doing things, they’re pulling, they’re saying we’re going to go in this direction, and nobody looks to me to say, “Can we go in that direction or should we?” And they’re not being discourteous. They know that that’s not the best thing to do. If they turn to me or somebody else to let the old gray beard do it, it’s too slow. It’s often not the right answer. So I am really happiest when I see that, and it gives you great pride.
Feloni: So success to you, would it be having a non-integral role among your team?
McChrystal: No — I want to be integral to it, I want to feel like a part of it, but I don’t want to feel like the critical cog. I don’t want to feel like the keystone to the arch. I want the company, the organization, to be confident in themselves. If I got hit by a car, they’d say, “We’re going to miss Stan, but guess what? In his honor, we’re going to move forward and we are going to do X, X, X.” That’s when I really feel best about things. Or they don’t even tell me about things they’re doing, and suddenly we’re doing very well on a project and I hear about it, and I go, “Wow, that’s good — when did we do that?” They say so and so, I say, “Well, why didn’t I know?” They say, “Well, you didn’t need to know. It’s not important.” And they’re right.
Feloni: Is there a piece of advice that you would give to someone who wants to have a career like yours? It doesn’t necessarily have to be military — it could be a sense of leadership.
McChrystal: When I think about the two things that I hope leaders have, first is empathy. Understanding that if you’re sitting on the other side of the table you have a different perspective, and they might be right. So just being able to put yourself in their shoes. Doesn’t mean you agree with them, doesn’t mean you approve, but being able to see it is really important. And then the second part is self-discipline. Because most of us know what we ought to do as leaders. We know what we shouldn’t do. It’s having the self-discipline to do those things, because you’re leading all the time. You’re leading by example all the time — it’s a good example or a bad example. It’s not just the leadership in your job; it’s an extraordinary responsibility. I had a battalion commander whose battalion I joined, and he had just left when I got there. But all the lieutenants are wearing their T-shirts backwards. And I’m going, “All right, what’s going on here? Did they get up after drinking all night or something?” And the battalion commander had done that because it showed less skin when you’re out there in the field and the enemy couldn’t see the white skin and shoot you. I didn’t think that was that smart an idea, but the fact that just because he wore his T-shirts backwards, his whole cohort of young lieutenants was doing it.
Feloni: He didn’t tell them to.
McChrystal: I don’t think he told them to. I got there right after he’d left, so it was kind of like this clinical thing. I got there ‘ “Why have they got their T-shirts backwards?” And this guy had done that. Just the power you find that if you are charismatic and whatnot, anything you do, how you treat people, how you think about things, the little things, you’ll start to see it mimicked by people through your organization, and there’s great power in that. And you’ve got to be careful with it.
Feloni: Thank you, general.
McChrystal: It’s been my honor. Thank you.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Doylestown Brewing Company, located in Doylestown, Pa., has a mission that is bigger than just making fine craft beer. They use their platform as a local brewery to honor one of their hometown heroes, Travis Manion.
Travis Manion, a Doylestown native, was killed in action while serving in Iraq in 2007, and his family established the Travis Manion Foundation in his memory. The foundation hosts events such as leadership expeditions for veterans and families of fallen heroes, youth character development through a combination of informal discussions and activity-based learning, and community engagement.
A motto and conviction that Travis lived by was the phrase “If not me, then who,” words that Travis spoke before leaving for his final deployment. This motto has inspired a movement across the nation to promote character, leadership, and service. Joe Modestine of Doylestown Brewing Company was one such individual inspired by Travis, and for the last seven years has been brewing “If Not Me, Then Who” Blonde Ale.
Initially brewing the beer for various events and fundraisers, the support has grown dramatically.
“We have gotten calls and messages from all over the United States,” said Modestine of the brews’ popularity. “Everyone is excited about the beer and the ability to support the foundation. For every case of beer we sell, .00 goes back to the foundation, and just within the last couple of months, we have raised over 00, but that is just the beginning.
With the demand for the beer reaching all over the country we know we would never be able to support each chapter so what we are getting ready to launch is a program where we team up with a local brewery in each state, provide them the rights and recipe to brew the beer and support that state and foundation’s efforts. This has never been done before in the beer world, and we can’t wait to get things started.”
Doylestown Brewing Company
Doylestown Brewing Company has been in business for over nine years now, and their beers are currently primarily available in the Philadelphia area, with the goal of having their products available from coast to coast by the year 2022. They have used their business as a platform to educate and advocate for causes meaningful to them, and the people of Pennsylvania. In addition to their support of the Travis Manion Foundation, the company also brews Duffy’s Cut Irish Style Red Ale, which honors the 57 Irish immigrants and railroad workers that tragically died of cholera in August of 1832 while constructing a stretch of railroad west of Philadelphia.
Modestine added, “We are completely honored to be working with the foundation on this project. I often think of Travis and wonder if he would have liked the beer; believe me, that is the only concern I have. I would have wanted his approval and hope that I did him proud, the way he has for so many others.”
“We may have been a conquered people, but we were not a defeated people, and our warriors will always rise to the call of battle.” – Hopi leader
“The Native American Veterans Memorial is for healing,” monument designer, Cheyenne and Arapaho citizen, peace chief, and Vietnam veteran, Harvey Pratt said. In addition to serving with the 3rd Marine Division in 1963, Pratt worked in law enforcement over 50 years. His career consisted of being a renowned forensic artist and he is now a multimedia artist inspired by his heritage. When asked why he and so many Indians voluntarily join the military, Pratt explained their warrior tradition of defending their people and homeland, despite the history of oppression by the U.S. government.
“God gave this land to the Indians first and so this is Indian country and will always be Indian country. Our blood is spilled all over this country and world, fighting for this country. We will always fight for this land.” Pratt described the design, stating not only could his great-grandfather, Edmund Guerrier, a Sand Creek massacre survivor, recognize its symbolism, so could his children, grandchildren and every member of America’s 573 tribes.
Located at the entrance of the National American Indian Museum in D.C. and surrounded by gardens, a paved, lit path will lead visitors to a large stainless-steel circle mounted on a stone drum fountain. The symbolism of a drum’s beat, reverberating through the rippling water, will be a call for healing across the land. And on ceremonial occasions, the circle’s base will ignite in flame.
Pratt explained how the round design is timeless and in sync with the other features of the memorial, symbolizing the cycle of life and death and nature’s connection with everything. He detailed how the site will also include four benches for visitors to sit and reflect. And spaced according to the four cardinal directions, four lances will point skyward with feathers in the four battle colors of white, yellow, red, and black, as well as battle streamers.
Veterans, family members, tribal leaders, and visitors will have the opportunity to tie their own prayer cloths to these lances.
He concluded, “Although the memorial is for American Indians, ‘war mothers,’ and their families, all vets are welcome to come feel the power and strength and to feel blessed.” Dr. Herman Viola, historian, curator emeritus at the Smithsonian’s National Museum of Natural History, and senior advisor for this memorial, explained the significance of the monument, with Indians serving since the Revolutionary War at a greater percentage than any other ethnic or racial group – currently almost 19 percent.
Viola described their history of service. American Indians are “fiercely patriotic,” he said. They have been at “the forefront of our nation’s military conflicts despite the fact that until WWII many tribal people were not citizens and could not vote in their own country.” For example, “Though not liable for the draft during the Great War, of the “10,000 Native Americans who served in the Army and the 2,000 who served in the Navy… three out of four were volunteers.” And “World War II witnessed an even more remarkable wave of American Indian patriotism… All told, 10 percent of the country’s Native population of 350,000.” This included one third of able-bodied men, ages 18-50, as well as 800 women.
“In fact, had all eligible Americans in the United States enlisted in the same proportion as did tribal people there would have been no need for a draft,” Viola said. “It is an exemplary record of military service that continues to this day.” Viola ended by relaying the words of a Hopi leader speaking on the importance of appreciating the sacrifices made by Indians and their families. He said “The fact American Indians are fighting for this great country of ours needs to be recognized. We may have been a conquered people, but we were not a defeated people, and our warriors will always rise to the call of battle.’”
On a recent warm fall afternoon in Charleston, South Carolina, Stacy Pearsall struggled to wind herself down from the daily bustle of ranch life. Flustered from her regular stream of chores and nursing a broken hand for which she recently underwent surgery, the retired Air Force combat photographer fumbled briefly with her phone as she settled into a video-chat interview with Coffee or Die Magazine.
Constant motion is Pearsall’s preferred state of being. A few weeks before she was trampled by one of the rare Brabant draft horses she cares for, another horse kicked her in the head; fortunately, she was wearing a helmet. Even after multiple combat deployments left her with a traumatic brain injury and significant spine and nerve damage, she’s never quite figured out how to listen to her body, slow down, and generally behave like a person with actual physical limitations.
“She’s about as stubborn as one of her donkeys,” says Pearsall’s husband, retired Master Sgt. Andy Dunaway, with a chuckle.
Pearsall’s unflinching resolve is a characteristic she habituated early in her career as she fought to earn her place among the military’s best photojournalists at the Air Force’s elite 1st Combat Camera Squadron, where she carved out a legacy of extraordinary, trailblazing service as one of the best shooters in the Department of Defense.
“I spent my entire career trying to tough everything out,” Pearsall says. “I never wanted to be the one who reflected badly on women. I always had this attitude that I wouldn’t let people in and let people know how bad things were.”
After spending her first four years on active duty processing photos from U-2 surveillance aircraft, Pearsall, whose family’s tradition of military service can be traced back to the Revolutionary War, applied for a spot at 1st Combat Camera, where she says “somebody typically had to die or retire” for a spot to open up. When a former supervisor was assigned to the unit, he encouraged Pearsall to apply, and after a rigorous screening process, she was accepted and joined the unit in 2002.
“I actually wasn’t a very good photographer back then, but I was a hard worker,” Pearsall says. “There was absolutely a ‘good old boys’ climate, so all I could do was earn respect through my work.”
Pearsall’s husband served at the squadron from 2002 to 2010.
“We supported a lot of tier 1 missions and taskings that were only open to men,” Dunaway says. “Some men at the time definitely viewed women as not necessary or less capable.”
Pearsall says she lost count of how many times she was told she couldn’t do an assignment because the unit wanted a man. But as she navigated an often overtly misogynistic culture, she was also exposed to the best training and equipment the military had to offer and a pool of incredibly talented and experienced photographers — many of whom rewarded her determination and work ethic with invaluable mentorship.
“Stacy was always out on assignment or looking for something to photograph,” Dunaway says. “She was always out experimenting with the camera, working to get better, and people noticed that.”
Pearsall’s work ethic earned her a combat deployment to Iraq in late 2003, and the photos she made during her first Iraq tour earned her top honors in the National Press Photographer Association’s 2003 Military Photographer of the Year (MILPHOG) competition, making her the second woman to ever win the prestigious title.
Pearsall was exposed to combat action several times, including an incident in which the HMMWV she was riding in hit a bomb. Her service during that deployment earned Pearsall an Air Force Commendation Medal for valor while documenting combat operations.
“I don’t know why anyone earns a medal for that,” Pearsall says, looking down uncomfortably for a moment and processing. “I think it was for continuing to document even when shit went sideways — for doing my job. I look back and think how ludicrous it is to get a medal for doing your job.”
After returning from Iraq, she earned the privilege of attending the Pentagon’s Military Photojournalism program at Syracuse University’s S.I. Newhouse School of Public Communications in 2004. The yearlong course of study at one of the country’s best journalism schools is the Department of Defense’s most advanced photography course. Only a handful of Air Force members are selected annually, and the service gives its graduates the special designation of “PJ,” or photojournalist.
Dunaway says it was a rare feat for a squadron member to win MILPHOG without first attending the MPJ program, and after excelling at Syracuse, Pearsall was afforded more opportunities to prove herself among her peers.
She ultimately deployed to 41 countries, supporting humanitarian relief missions, special operations forces, combat, and other operations. Her images were used by the president, secretary of defense, and Joint Chiefs of Staff to make informed decisions about military operations.
In 2007, Pearsall was again named Military Photographer of the Year, making her the first and only woman in American history to win the title twice. Her portfolio consisted mostly of images from her second Iraq deployment, and Pearsall also took home top honors in numerous individual categories of the competition, including Combat Photography, Portrait, Pictorial, and Photo Story.
But just as Pearsall appeared to be hitting her professional stride, beneath the surface, she was beginning to break. She had suffered another improvised explosive device blast in Iraq and lived through a bloody ambush during which she was knocked off her feet while rushing to aid a gravely wounded soldier. Her neck slammed into the edge of an ICV Stryker ramp, aggravating the cervical spine trauma she suffered on her first combat deployment. With adrenaline surging through her, Pearsall jumped up and dragged the wounded soldier out of the street and into the Stryker before pinching closed a severed artery in his neck until a medic arrived.
Recalling the ambush, she suddenly stops and goes quiet for several moments. She turns away from the camera, trying to suppress the anguished feelings that always flood back when she tells the story. Gathering herself after several moments, she says, “I just try not to live in that moment too much.”
In 2011, Pearsall shared the whole story on the PBS NewsHour.
It’s not just the trauma of that day’s violence and death that haunts Pearsall. It was, after all, just one of the many intense combat actions she lived through and documented on that deployment, earning a Bronze Star in the process. The thing that seems to pain Pearsall most about the ambush is that she pinpoints the injury she suffered that day as “the beginning of the end” of her military career.
“I got banged up a lot on that deployment,” she says. “But I had always operated under the ideology that if I wasn’t missing a limb and I could see and had a pulse, I should just keep working.”
Soon after suffering the neck trauma, she started having bad side effects from nerve damage. She often found it difficult to hold her camera or other objects as neurological tremors would sometimes involuntarily release her grip on items. The bomb blast from Pearsall’s first deployment had ruptured her eardrum, and the vertigo she suffered from inner-ear damage worsened after the ambush in 2007.
After a friend convinced Pearsall to seek medical treatment in Iraq, a doctor hooked her up to an electrical stimulation device, hoping to alleviate some of her pain.
When the current contracted the muscles in her neck, Pearsall fell backward, nearly passing out from the jolt of excruciating pain. After ordering and reviewing X-rays for Pearsall, the doctor explained the severity of her condition:
“He’s like, ‘I don’t know how to tell you this, Sgt. Pearsall, but you’ve got to go to Balad [Air Base] today. The chopper leaves in four hours. Go pack your shit.’”
Pearsall expected to get a CAT scan and return within 24 hours. Instead, doctors told her she had a cervical spine trauma and wearing a Kevlar helmet and body armor every day was no longer an option without treatment and recovery.
“They wanted to send me to Germany for surgery right away,” she says. “And I was like, ‘No, not doing that.’”
Pearsall never returned to combat. She was sent back to Charleston for long-term nonsurgical treatment. Ultimately, she had to endure a soul-crushing process that required her to go before a medical review board.
“I remember when I was going through that,” Pearsall recalls, “I had an officer in my unit look me in the eye and say, ‘You weren’t wounded.’ The whole process was awful, and after going through all of that, I thought about suicide. It was not a good place to be.”
After she was medically retired, Pearsall found herself making frequent trips to the Ralph H. Johnson VA Medical Center in Charleston. As she carried a head full of bad memories, remorse, and shame to her appointments, she felt alienated and isolated by the constant assumptions by male veterans and staff that she was a dependent rather than a combat veteran.
“In our society, a lot of people, especially older veterans, still don’t associate women with being military veterans,” Dunaway says. “They look at women as a support function, or as being married to a service member.”
Pearsall says at the VA hospital, she was frequently asked if she was bringing her father or husband for a doctor’s appointment. On one especially irritating occasion, the Red Cross was passing out cookies and sodas, and when Pearsall reached for some, her hand was slapped away. The cookies were for veterans only, they told her.
“That really made me resentful and bitter,” she says. “I thought everyone was prejudiced against me.”
In 2008, Pearsall was waiting to see a neurologist at the hospital when an Army veteran from World War II named Mickey Dorsey sat down next to her and changed her life forever.
“I could see him staring at me, and I was getting really pissed,” she says. “When I turned and asked if there was something I could do for him, I found out he was a volunteer at the VA, and he could see that I was struggling and was just looking to help me.”
Pearsall says as she and Dorsey forged a friendship, he inspired her to find a new purpose — another way to serve. She says she set out to honor and thank other veterans with “the only gift I had worth giving, my photography.”
She started bringing her camera to appointments and making portraits of some of the veterans she’d meet. After doctors told her she shouldn’t carry anything more than 5 pounds or stand for long periods, she started bringing a backdrop and lights — stubborn and determined as ever.
That first year Pearsall photographed 100 veterans, and 88 of the portraits were curated for a permanent exhibition in the Ralph H. Johnson VA Medical Center’s Hall of Heroes.
“Suddenly I found myself enjoying what I was doing, and it gave me a sense of purpose,” she says. “It showed me that I could serve outside of a uniform — that I could serve my fellow veterans by helping to challenge people’s perceptions and educate the general public and even the veteran community about who veterans are.”
She set a goal to photograph veterans at other VA facilities and in the nearby area. Soon she was holding exhibitions — some permanent and some pop-up — all over the country. She would curate a number of portraits and invite political leaders, local business owners, and community members to engage in a dialogue with the veterans she photographed.
Since taking her first portrait in late 2008, Pearsall has traveled coast to coast with the VPP, covering 82 cities in all 50 states. She has documented more than 8,500 veterans in more than 189 engagements. Each veteran receives a complimentary, high-resolution portrait that they can share with friends and family. Their portraits and stories are also included in national printed exhibitions, showcased in video productions, and shared via social media, ensuring their contributions to American military history are never lost.
Pearsall’s portraits are displayed at the National Veterans Memorial Museum in Columbus, Ohio, the Pentagon, the Military Service Memorial for America at Arlington National Cemetery, and myriad locations all over the country.
‘They’re everywhere,” she says proudly.
Pearsall says the VPP collection represents the more than 22 million military veterans in the United States.
“They’re young and old, male and female. They come from all walks of life and have varied religious beliefs, levels of education and racial ethnicity,” she says on the VPP website. “What unites them all is their service. It’s a bond that cannot be broken, and I’m proud to be one of them.”
Dunaway says his wife’s work sustains and fulfills her, but most people don’t see that it takes a lot out of her, too. As Pearsall points out, “The hard part for me is I have constant reminders in my pictures.”
“Every time she does a speech or engagement, it brings her PTSD back,” Dunaway says. “But Charlie helps with that.”
Charlie is Pearsall’s service dog. He helps her deal with everything from seizures to post-traumatic stress, hearing and mobility support, and nightmare interruptions.
“Every day is a conscious decision to be present,” Pearsall says. “The emotional stuff that you carry with you — it’s not something you ever get over. It’s just something you learn to carry and how heavy you allow that burden to be.”
With that, Pearsall looks at her watch, and as the interview winds down, she worries aloud that her sincerity and vulnerability might come off “bitter and ugly.” She stresses that her military experience was “incredible on so many levels,” and that she would do it all over again if given the choice.
“I think the military has come a long way,” she says. “The fact that combat arms and special operations roles are now open to women is pretty extraordinary. More women are filling important leadership roles at even the highest levels of the Air Force, and that’s incredible too. So I look at all of that progress, and I am honored to have been part of the growth and to have had the opportunity to experience and to document the history that unfolded while I was in the service.”