The United States began registering men for the draft well before the Japanese bombed Pearl Harbor (it’s like they knew something was coming on the horizon). After all, you don’t want to go to the mattresses without the men and material necessary to win a war. The U.S. needed men and guns, but somehow, the heads of New York’s Five Families managed to avoid it.
While there were a lot of men associated with the mafia who fought in World War II, the guys at the top (many of which who were still the prime age for selective service) did not. It wasn’t about their connections; they had a legitimate reason to stay stateside.
Maybe the draft letters got lost in the mail. I dunno. Probably.
It has nothing to do with patriotism. If you consider the idea of pure capitalism, no one could possibly be more pro-America than the wiseguys who played the system to their advantage. Besides, the mafia was no fan of Mussolini. In Italy, the dictator was going to war with mafioso families in Sicily, men he considered a direct threat to his regime.
Back in the United States, members of New York’s crime families did join the military to fight in the looming World War. Matty “The Horse” Ianniello, who would one day be the acting boss of the Genovese family, served in the Army. The Genovese’s George Barone was one of the family’s most feared hitmen, but before that, he was in the Navy fighting on Guam, Saipan, Leyte, Luzon, and Iwo Jima. The Bonnano family’s “Johnny Green” Faraci landed at Normandy on D-Day.
But their bosses were absent.
“In this suit? Fuggedaboudit.”
But there was a reason, and that reason didn’t include intimidating selective service officials or beating the unholy crap out of draft boards. Some of the wiseguys at the top of New York’s five families were still (mostly) of draft age. Though many of the fathers at the top were just a hair older, even Bonanno family father, Joe Bonanno, was eligible for the draft. But these guys weren’t just running numbers, prostitution, and carjacking rings; they also ran legitimate businesses. Basically, they still needed a legitimate income, they just had the best marketing and growth plans every business owner dreams about.
In his autobiography, Joseph Bonanno talked about what happened to the mafia during the war, albeit very briefly. He mentioned for his part, he managed to avoid being drafted because one of his legitimate businesses was a large dairy operation in upstate New York – which was considered an industry vital to the war effort, and thus kept his name off the draft rolls.
“Whatsa matter? You don’t like farming?”
Mafiosos famously controlled labor unions across the United States and, as a result, were considered essential members of key war production industries, including concrete construction, harbors, and the Teamsters unions. What would become the Genovese family got its start laundering money through extensive fishing operations. This became an especially powerful way to avoid the draft in the 1970s, where the Mafia reached the peak of its power in the United States.
This work was known as a “reserved occupation” and included dock workers, farmers, scientists, railway workers, and utility workers. Joseph Bonanno was just your average crime family father, and a simple dairy farmer.
When Gen. “Stormin'” Norman Schwarzkopf was preparing for a counter-offensive against Iraqi invaders in Kuwait, he was disappointed by the initial plans put forward by his staff. The plans looked, to him, like they might fail — or at least require many more lives, time, and lost equipment than any coalition nation would be happy losing.
The SAMS graduates were like this — except for the mask and the lightsaber and the robes.
(Photo by Simon King)
The story started in September, 1990, when Schwarzkopf put out the call for new blood on his planning team. Four recent SAMS graduates were sent straight to him, arriving in theater within weeks of the call. When they were assembled, Schwarzkopf gave them a seemingly impossible task: Draft a new offensive war plan within two weeks while not telling anyone what they were doing or asking any questions that could expose their purpose. For the four top planners, led by Col. Joseph Purvis, this presented a series of challenges. They couldn’t tell any lower-level staff why they needed to know details, like exactly how many trucks a unit had or how quickly their slowest vehicles could move on sand up a hill.
I mean, everyone was glad for the help, but the more tank types you bring, the more details you have to keep track of.
(Photo by U.S. Air Force Tech. Sgt. H. H. Deffner)
If that wasn’t challenging enough, someone up their chain (many civilian and military leaders have claimed credit since the war) had envisioned a “Left Hook” attack that required an entire corps to secretly move through the massive desert with limited ability to resupply while facing a numerically superior force.
But this was the exact challenge that the year-long SAMS program prepared graduates for, infusing into them a deep understanding of strategic planning. Purvis’s team at Central Command reached out to other SAMS graduates at both American corps and every subordinate division they could find and set up a backdoor network for asking their detailed questions about equipment numbers and unit strengths.
What emerged from the planning cell, working with troops at Third Army, VII Corps, and XVIII Airborne Corps, was a plan for forces that focused on breaking the Republican Guard units and other forces and had little emphasis on holding ground. ‘Envelope and destroy,’ not ‘clear and hold.’
In other words, rather than focusing on liberating Kuwait and destroying Iraqi forces in the process, the coalition would focus on breaking Iraqi forces and allow liberation to naturally follow. Coalition units wouldn’t need to stay in place and hold ground.
The SAMS graduates across the force worked with the four planners at top to create realistic timelines for movements, emphasizing speed but acknowledging environmental facts, like how an armored column needs time to re-form, refuel, and rearm for attacks after long drives through the desert.
The “Left Hook” was a massive undertaking that needed to be accomplished with secrecy and finesse so the Iraqis would keep their attentions to the east until it was too late.
(Photo by U.S. Navy PHC D. W. Holmes II)
They recommended a large logistics buildup to support a “short duration, high tempo, high consumption ground offensive.”
Translation: If you throw everything at them in the first week, there won’t be anything left to fight against (or with) in the second.
Plans were drawn up that utilized most divisions for their specific strengths. Airborne forces moved throughout the battlefield, guarding supply lines and keeping isolated Iraqi forces cutoff. Air assault soldiers used their helicopters to strike deep into Iraqi territory and disrupt defenses.
The Air Force is to ditch a nearly a half-billion dollar contract issued to a Chicago-based company to make bunker-buster bombs after complaints by lawmakers about the company’s ties to a Russian oligarch.
The Air Force awarded a contract worth $419.6 million to A. Finkl & Sons Co. to produce bomb bodies for the 2,000-pound BLU-137 penetrator warhead, which is meant to replace the BLU-109.
Finkl’s contract was slightly smaller than the $467.9 million award given to Ohio-based Superior Forge and Steel Corp to make 300 bomb bodies in the first year with the potential for as many as 3,500 more over four years.
However, according to Bloomberg Government, a group of lawmakers protested the decision, saying Finkl was not eligible for the award because of its foreign parent company, Swiss steel-maker Schmolz + Bickenbach, which is partially owned by Viktor Vekselberg, a Russian billionaire and aluminium magnate who has been hit by US sanctions.
By awarding the contract to Finkl, Pennsylvania Republican Rep. Mark Kelly told Bloomberg, the Air Force had “turned their back” on Ellwood National Forge, a longtime bomb-maker that employs 2,000 people and is based in Pennsylvania. Ellwood had worked on every previous generation of the bunker-buster warhead.
Vekselberg, born in Ukraine and based in Switzerland, is worth more than billion and holds an 11.34% stake and 1.25% stake in Schmolz + Bickenbach through two holding companies, both of which have been hit by US sanctions against Russia over that country’s actions in Crimea and Ukraine. (His stakes in Schomlz + Bickenbach were not large enough to draw sanctions on that company.)
Early 2018 the US imposed sanctions on Russian individuals and entities over Moscow’s suspected meddling in the 2016 US election — including assets worth between id=”listicle-2602523867″.5 billion and billion belonging to Vekselberg and one of the holding companies in question.
Kelly and nine other Republican members of Pennsylvania congressional delegation protested the decision in a July 27, 2018 letter, saying they were “so surprised” Ellwood has missed out on the contract “despite submitting the lowest cost bid and possessing far more experience than either of the companies that won a contract.”
“Perhaps more troubling is that one of the companies that was awarded a contract is the subsidiary of a foreign-owned conglomerate, even though the request for proposal explicitly barred foreign owned, controlled or influenced companies from applying to this contract,” the letter said.
In an Aug. 30, 2018 letter seen by Bloomberg Government, the Air Force appeared to concur, saying Finkl should have been ineligible because of foreign ownership and that it had sent “a notice of termination” to the Chicago-based firm. The Air Force’s letter did not mention Vekselberg.
Munitions maintainers assemble BLU-109 munitions during the Combat Ammunitions Production Exercise at Osan Air Base in South Korea, May 25, 2010.
(US Air Force photo photo by Staff Sgt. Stephenie Wade)
Ellwood also filed a protest of the contract award, on which the Government Accountability Office has yet to rule. It is not clear whether the Air Force will reassign the contract or open it to a new round of bidding.
US sanctions on Russia over alleged meddling in the 2016 election have created other headaches for the Pentagon and lawmakers.
Under the Countering America’s Adversaries Through Sanctions Act, which President Donald Trump signed into law in August 2017, the US can put secondary sanctions on entities and individuals doing business with the Russian intelligence or defense sectors.
The latest defense authorization bill contains a waiver process for US partners that buy Russian weapons, but the Pentagon has said allies aren’t certain to be spared “from any fallout” from Russia sanctions.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
For four months from Sept. 19, 1870 to Jan. 28, 1871, the Prussian Army laid siege to the city of Paris, as part of the Franco-Prussian War. Prior to having all supply lines cut off, the French Ministry of Agriculture furiously worked to gather as much food and fuel as it could, and at the beginning, “livestock blanket[ed] the Bois de Boulogne park on the edge of Paris.”
Apparently insufficient, within less than a month, the Parisians began butchering the horses, with the meat used as you would expect and even the blood collected “for the purposes of making puddings.” By the end of the siege, approximately 65,000 horses were killed and eaten.
Within another month, by Nov. 12, 1870, butchered dogs and cats began to appear for sale at the market alongside trays full of dead rats and pigeons. The former pets sold for between 20 and 40 cents per pound, while a nice, fat rat could go for 50.
As Christmas approached, most of Paris’ restaurants and cafés were forced to close, although a few of its top eateries continued serving, albeit with a markedly different menu. And as traditional meats were becoming increasingly scarce, the formerly impossible became the actual – when M. Deboos of the Boucherie Anglaise (English Butcher) purchased a pair of zoo elephants, named Castor and Pollux, for 27,000 francs.
The enormous animals were killed with explosive, steel tipped bullets fired at close range, chopped up and sold, with the trunks being the most desirable and selling for 40-45 francs per pound, and other parts between 10 and 14.
Prized by the fine dining establishments, for its Christmas feat, the Voisin served elephant soup, and for New Year’s Day, Peter’s Restaurant offered filet d’éléphant, sauce Madère.
The elephants weren’t the only zoo animals featured on these menus, as the Voison also served kangaroo and antelope, while Peter’s also served peacock. In addition, rats, mules, donkeys, dogs and cats were also transformed by their chefs into roasts, chops, cutlets and ragouts.
Ultimately most of the animals in the zoo were eaten, with the voracious Parisians sparing only the monkeys, lions, tigers and hippos. It is thought that the monkeys were left because of their close resemblance to humans, but it isn’t clear why the lions, tigers, and hippos escaped the menu.
In any event, the siege was ended by a 23-night bombardment campaign in January, in which the Prussians lobbed 12,000 shells into the city, killing and wounding around 400 people. The Franco-Prussian War officially ended with the Treaty of Frankfurt on May 10, 1871.
This article originally appeared on Today I Found Out. Follow @TodayIFoundOut on Twitter.
Turkey conducted military tests using a Russian air defense system and an American-made fighter jet on Nov. 25, 2019, in a move US officials described as “concerning.”
Turkish F-16 jets flew over the capital of Ankara as part of a test of the S-400 missile defense system, which the Turkish President Recep Tayyip Erdoğan purchased from Russia for $2.5 billion.
The purchase scuttled plans for Turkey to acquire the latest-generation F-35 Lightning II jet from the US, due to concerns that the Russian anti-aircraft system could exploit the US’s most advanced stealth technology. The purchase effectively nixed plans for Turkey to buy the US’s Patriot missile system.
One US diplomat said there was a chance that Russia had the ability to access Turkey’s S-400 remotely, and use a potential backdoor to observe on NATO allies, according to Defense News.
US lawmakers threatened to mount a campaign to levy sanctions against Turkey after it received delivery of a second battery in August 2019. The 2017 Countering America’s Adversaries Through Sanctions Act allows Trump to sanction Turkey for conducting business with Russia.
It remains unclear if Trump will impose sanctions against Turkey, NATO’s second-largest military after the US. In 2017, Trump described the sanctions act as “seriously flawed” and said he signed it into law “for the sake of national unity.”
“Erdoğan is thumbing his nose at Trump, the US [and] NATO, and crossing another red line on S-400s,” Democratic Sen. Chris Van Hollen of Maryland said on Twitter.
Secretary of State Mike Pompeo on Tuesday told reporters that the tests were “concerning,” but added he remained optimistic on resolving the impasse.
“We are hopeful. We are still talking to the Turks, still trying to figure out our way through this thing,” Pompeo said.
Despite objections on the S-400, President Donald Trump, who met with Erdoğan on Nov. 13, 2019, described his broader conversations with the Turkish president as “wonderful.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
In Davos in 2017, Xi Jinping painted a vision of a China-led globalist world. The Chinese Communist Party’s handling of the COVID-19 pandemic gives us a taste of Chinese global leadership: it includes a breathtaking degree to which other nations, desperate for transparency and reciprocity in the form of detailed information and medical supplies, have been left in a lurch, and therefore vulnerable to Chinese coercion. This is not an opportunity for cooperation with China. This is not a moment for a reprieve in America’s competition against the communist regime; it is a harrowing foreshadowing of what is at stake if we lose.
Competition with China spans the spheres of economics and diplomacy, but undergirding the entire effort is American hard power. It is our military, both our military capabilities as well as our willingness to employ them, that keeps Chinese territorial expansion at bay. And even during a global pandemic of Beijing’s making, Beijing’s military has been very busy. It is why the United States must follow through with the Pentagon’s plans to recapitalize our strategic deterrent and other military plans meant to deter Chinese aggression.
The COVID-19 pandemic has prompted the United States and its partners to pause wargaming exercises that are meant to reassure allies and bolster readiness to protect the health of its military members. In contrast, China has not slowed down provocative, offensive military maneuvers. Beijing just days ago conducted naval drills near Taiwan’s shores, has continued to buzz Taiwan’s airspace, it sank a Vietnamese fishing vessel in international waters, and according to State Department spokesperson Morgan Ortagus, the Chinese government has continued to make developments on military bases China built on reefs and islands on which it erroneously claims sovereignty.
Defense officials have repeatedly warned that the first island chain is vulnerable to Chinese aggression. Nested in that first island chain are Taiwan and Japan, valuable allies, and who will be critical allies in the U.S. effort to weaken China’s leverage and expose its malign behavior. They are among others in the larger Indo-Pacific region to include India and Australia that will anchor our cooperative efforts to defend national sovereignty against CCP authoritarianism.
Defense Secretary Mark Esper has said the Pentagon is committed to mission readiness during the pandemic. He also told Congress in February that the “highest priority remains China, as its government continues to use — and misuse — its diplomatic, economic and military strength to attempt to alter the landscape of power and reshape the world in its favor, often at the expense of others.”
While deterring China and assuring allies entails much more than our strategic deterrent, the cornerstone for deterring military aggression of the worst kind is our nuclear arsenal. The nuclear modernization strategy laid out in the Trump Nuclear Posture Review must continue to move forward on time, and the COVID-19 pandemic cannot be a pretext for delays.
The cost of the entire nuclear enterprise is roughly 5 percent of all national security spending devoted to the recapitalization, sustainment, and operations. The Obama administration began the modernization effort, and the Trump administration has determined to carry it through while adapting it based on the actions of China as well as Russia.
Defense officials have warned that in addition to Russia, China presents formidable nuclear challenges, and the trends are not headed in the right direction. Although China refuses to be transparent about its nuclear program, the United States knows China has significant capabilities that leverage cutting edge technology and assesses China is likely to at least double the size of its nuclear arsenal by the end of the decade. Additionally, China’s nuclear weapons are central to China’s military plans and intentions.
Despite the significant continuity between administrations about nuclear modernization, there will be efforts to cancel or delay some components of the force, and dealing with pandemics will be used as a pretext. For years, ideologically motivated groups have focused on the intercontinental ballistic missiles, or “land-based leg” of the triad, specifically, as an opportunity to find financial savings. Some have argued against eliminating the leg altogether while some argue it makes more sense to continue to extend the life of the current fleet, the old Minuteman IIIs with Cold War era technologies, rather than pursue its replacement called the Ground-based Strategic Deterrent (GBSD). But military leaders have repeatedly warned that the decades’ old Minuteman IIIs would have trouble penetrating future air defenses, and the cost to pursue GBSD will not be more expensive than another life extension program that would leave the United States underprepared. Now is not the time to delay the next generation of our nuclear weapons.
Conventional weapons are also necessary to deter Chinese aggression. Remember, the aim is to deter the aggression in the first place, rather than respond once China decides to act on its malign intention to attack U.S. bases or territory of a sovereign nation. The United States can do this if it convinces Beijing it has the will and capability to retaliate defensively in response to an offensive act of aggression such that Beijing will regret the decision.
So, in addition to the nuclear program, there are meaningful changes underway. For example, the U.S. Marine Corps is focused on deploying a force in the Indo Pacific theater in cooperation with our allies, which is inside the range of China’s massive missile force. This force would be so formidable and with so many targets distributed throughout the region that it allows the U.S. military a high degree of resiliency. The USMC also wants offensive long-range missiles, drones, and rocket artillery, and lots of them. Notable, now that President Trump withdrew from the dated INF Treaty due to Russian cheating, the USMC can have the range of missiles it needs. The United States will also need a mix of defensive systems with the ability to intercept the first rounds of missile attacks to preserve the U.S. ability to respond and with more options at its disposal. This offense-defense mix that includes passive and active defenses will complicate Beijing’s calculations and will dissuade an initial move and preserve peace.
The current COVID-19 pandemic will impact all areas of the U.S. government and reshuffle initiatives and divide attention. But it’s vital to appreciate the severity of China’s actions, that China is the cause of this historic crisis, and that its military is exploiting it to gain an advantage over the United States in the near and long term. The United States must work to ensure they fail.
Scott Kelly didn’t always know that he was going to be an astronaut. In fact, he wasn’t even a particularly good student.
“As a student, it’s just really hard, especially at first, when you don’t have the habit-patterns to study and pay attention,” Kelly told Business Insider for the podcast “Success! How I Did It.” “But once I got over that, I was able to go from a kid at 18 years old that was always like a very average, underperforming student and then fast forward almost to the day 18 years later, I flew in space for the first time. It was a pretty remarkable comeback, I think.”
Kelly remained an average student until he went to college, where he stumbled across Tom Wolfe’s book, “The Right Stuff.”
“I read this book, and I could relate to a lot of the characteristics these guys had, with regards to their personalities, their risk-taking, their leadership abilities, ability to work as a team. That made me think,” Kelly said.
“I related to a lot of those characteristics with one exception, and that is I wasn’t a good student, especially in science and math,” he continued. Kelly said he then thought, “Wow, you know, if I could fix just that thing, then I could maybe be like these guys.”
“At the time I was thinking you’ve got to be really smart to be an engineer or scientist. What I realized is really what it takes is just hard work, and it’s not any particular gift you might have.”
He continued: “It was the spark I needed to motivate me to do more with my life than I was currently doing.”
You can subscribe to the podcast and listen to the episode below:
“The Right Stuff” inspired Kelly, but it was a phone call from his brother that showed him what hard work really looks like.
According to Kelly, his twin brother Mark, who also became a NASA astronaut, was also a mediocre students — but Mark turned things around in high school, while Scott kept skating by. Mark pinpoints his turnaround to an event Scott doesn’t remember.
“I was this kid that could not pay attention. Was not a good student,” Kelly said. “Always wondering how in the ninth grade my brother went from being like me to getting straight A’s — I never knew how that happened.”
“But apparently, what [Mark] tells me, is that our dad sat us down in like the eighth grade, and said, ‘Hey, guys. You know, you’re not good students, not college material. We’re going to start thinking about a vocational education for you.'” Kelly said. “And my brother thought, ‘Whoa! I want to go to college and do something more.”I, on the other hand, had no recollection whatsoever of this conversation,” Kelly said. “Probably only because there was like a squirrel running outside the window and I was like, ‘Squirrel!’ Otherwise, I probably would have been a straight-A student, too.”
In his memoir “Endurance,” Kelly wrote that his mind began to wander and he lost focus as a student at the State University of New York Maritime College.
His grades had risen above average and he was studying for his first calculus exam. Having decided to take a break, Kelly planned to attend a big party at Rutgers. When Mark found out about his brother’s attempt to forgo more studying for a party, he scolded Kelly over the phone.
“Are you out of your goddamn mind?” Kelly remembered Mark telling him. “You’re in school. You need to absolutely ace this exam, and everything else, if you want to get caught up.”
Scott Kelly buckled down, became a NASA astronaut, and has been to space four times.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Fleet Admiral Ernest King was one of the greatest military minds of his generation, rising to command the entire Navy fleet after the attacks on Pearl Harbor and ensuring that every theater of the war had its needed material, manpower, and great thinkers throughout World War II.
Fleet Admiral Ernest J. King, U. S. Navy, arrives at his quarters and salutes a soldier during the Potsdam Conference in 1945.
(U.S. National Archives and Records Administration)
Let’s start with his buddyf*ckery that actually affected the war. As mentioned above, King had an issue with the intelligence genius behind the Navy’s Midway success.
The problem came during the buildup to the battle. King’s staff briefed him that the most likely Japanese course of action was an attack on the U.S. West Coast and the Aleutian Islands of Alaska. Admiral Chester Nimitz’s staff intercepted and decoded Japanese radio transmissions that indicated an attack near Midway Island.
Both intelligence sections were actually correct. The Japanese did attack the Aleutian Islands in June, 1942, and occupy a few of them, but it was a relatively small and inconsequential action next to the massive attack at Midway that same week.
Captain Joseph J. Rochefort led the team that cracked Japan’s naval code, then prioritized which messages to translate first, and then took the collected information to paint a clear picture of the coming attack at Midway in 1942. He was rewarded by being shipped off to pasture.
Nimitz pressured King into giving him the needed ships for a defense at Midway, staged one of the most decisive engagements of the war, crippled the Japanese Navy, and then put in the top intelligence officer for a Distinguished Service Medal.
Seems well-earned, right? Captain Joseph J. Rochefort had led the team that cracked the Japanese code, then used intelligence garnered from that break to prepare the fleet for a decisive engagement that led to a massive American victory.
King didn’t think so. He summarily denied the award and then transferred Rochefort out of Nimitz’s staff and into a lesser position even though Nimitz begged him not to.
The Japanese ship Mikuma slowly sinks during the Battle of Midway in 1942.
But King didn’t limit his Blue Falcon practices to the official realm. He also slept with the wives of his subordinates, and often sexually harassed them. Women knew not to sit next to him at official functions because he had a tendency to let his hands wander under the table.
One officer, Captain Paul Pihl, was friends with King. He and his wife, Charlotte Pihl, would regularly attend parties with him. King reportedly held his own parties with Charlotte, going to the Pihls’ farmhouse when Paul was away at sea. This happened so frequently that King’s wife, Mattie, knew to call the Pihl house if she couldn’t find her husband at the office.
But most subordinate officers were more familiar and resentful of King’s notoriety for enforcing the rules against his own subordinates while violating them himself. While there are plenty of examples of this from ship life and day-to-day operations, it’s perhaps most notable in King’s drinking.
King was in the service during Prohibition, and he encouraged officers around and beneath him to strictly follow the rules, except when he wanted to get drunk. He was known to carry a flask with him and doled out drinks with it when he wanted to party, even if he was pouring for people whom he would otherwise punish for drinking.
He even encouraged the commandant of his flight school to enforce prohibition against enlisted men and young officers while simultaneously joining an officers club known for its rancorous and alcohol-fueled parties.
All-in-all, not the best example or steadiest hand at the wheel.
Admiral Ernest King onboard the USS Augusta (CA-31) with Secretary of the Navy Frank Knox during a visit to Bermuda in September 1941.
That’s because, for his many flaws, he was also a brilliant tactician, strategist, and organizer. He predicted the rise of submarine warfare and naval aviation, attending and graduating both Navy schools, while the rest of his contemporaries were focused on battleships.
And he was known for doing what needed to be done, even if he was a jerk while doing so. When he was promoted to Chief of Naval operations over eight more senior admirals after Pearl Harbor. Legend has it that a reporter asked why he thought President Franklin D. Roosevelt had picked him, and King responded, “when the shooting starts, they have to send for the sons of bitches.”
As Roosevelt might have put it, “He’s a SOB, but he’s our SOB.”
No analogy better describes life in the military than being on a sports team. From the obvious comparisons (you’re operating in a team environment) to the more nuanced (there’s always some kind of competition going on within that team), there’s no denying a strong correlation between the two lifestyles.
As anyone who’s part of the military community knows, there’s an eternal inter-service rivalry running between the branches of the US Armed Forces. This competition is played out in hypotheticals shared between bored troops because, truthfully, there’s no real way to determine which single branch ‘better’ than the rest.
At the end of the day, it’s all a matter of taste, much like choosing a favorite sports league to follow. Well, don’t worry, sports fans, we’ve selected a league for each branch so you don’t have to.
US Army = Major League Baseball
In a lot of ways, this is the easiest parallel to draw. The Army is the oldest of all the armed services, founded in June, 1775, which makes it less than a hundred years older than Major League Baseball, which was founded in 1869.
The Army is also the first branch that comes to mind when most people think of the US Armed Forces. All of us service members, current and prior, have been viewed as a “Soldier” by uninformed friends, family, or weal-meaning passersby. And if you’ve traveled abroad, you also know that most people assume every American loves baseball.
In many ways, the Army is “America’s service” in the same way that baseball is “America’s pastime.”
(U.S Air Force Photo by Zachary Perras)
US Navy = National Hockey League
There are some abundantly clear parallels here, as well. The most literal of these connections is that the the Navy is known for its astonishing power on the seas and NHL players are known for being immense forces on ice — frozen water.
The Navy was founded second, in the fall of 1775, and the National Hockey league, founded in 1917, is America’s second-oldest league.
Furthermore, there’s a lot more to the Navy than most people realize, but everyone knows about their elite, the Navy SEALs. Hockey has a long, storied history, filled with amazing athletes — many of which are unknown by most, but everyone knows of Wayne Gretzky.
(National Football League)
US Marines = National Football League
This one truly is the easiest to see. First, they both have the coolest uniforms. The much-worshipped Marine Dress Blues is, without a doubt, the most iconic uniform in the American military — and there’s nothing that says “American sports” quite like an NFL helmet.
Both require peak physical conditioning. If you’ve ever seen a NFL player in person, you knew right away that they’re capable of some abnormally amazing physical feats. The same is true for most Marines; their physical appearance announces their membership before they open their mouths.
The last and most prominent similarity is their popularity. The USMC is respected and recognized all over America. If their body, posture, or uniform doesn’t give them away, their conduct will. Though the public perception of the NFL is currently suffering, there’s no denying that, historically, football has held a firm foothold in American hearts.
The general public cheering on the Air Force but calling in the Army
US Air Force = National Basketball Association
Simply put, the USAF is the youngest and most fly.
The NBA gets a lot of greats that would’ve likely played football or baseball in generations past. They constantly get the newest uniform and technological updates — and it’s the hardest league to get into (by percentage. There are 494 total NBA players and 1,696 NFL players).
US Coast Guard = Major League Soccer
Look, we know you’re important and there are tons of fans out there, but the American public just hasn’t caught on yet. I mean, soccer didn’t even make the cover photo of this article, so…
The C-47 is a classic transport plane — it flew with the United States Air Force in World War II and remained in service until 2008. It’s been used by dozens of countries as a transport. A re-built version, the Basler BT-67, currently serves in a half-dozen air forces, from Mauritania to Thailand, in both transport and gunship versions. In fact, classic C-47s are still around — either under civilian ownership or as warbirds.
This shouldn’t be a surprise. Over 10,000 C-47s were produced by the United States alone. Japan and the Soviet Union also built this plane — and these durable, reliable birds don’t just disappear. Versions of this plane also served as electronic warfare assets, either listening in to enemy communications or serving as jammers.
The 6th Special Operations Squadron operated the C-47 as late as 2008.
(USAF photo by Airman 1st Class Ali Flisek)
The baseline C-47 has a top speed of 230 miles per hour and a maximum range of 1,600 miles. It can carry 27 combat-ready troops or up to three tons of cargo. The latter might not sound like much when compared to modern cargo-carrying birds, but again, over 10,000 of these planes were produced. With those kinds of quantities, you’re able to move a lot of volume on demand.
The C-47 was used in the European and Pacific theaters of World War II, the Berlin Airlift, the Korean War, and the Vietnam War. C-47s helped drop the 82nd and 101st Airborne Divisions in Normandy and also dropped supplies to besieged troops in Bastogne.
C-47s were used in all theaters of World War II – and training the tens of thousands of pilots was an immense task.
(Imperial War Museum photo)
The fact that so C-47s remain many out there in the world means that, one day, you might just get the chance to own one. Then, like tens of thousands of pilots before you over the last nearly 80 years, you will have to learn how to fly this legend.
Everyone’s a critic. After you complete a job, someone is going to tell you how you did. If you messed up, you’re gonna hear about it.
In the military, if you did good work, you may have heard the term “Bravo Zulu,” which means “well done,” — but…why?
Since the Navy has strong traditions, motivated sailors tend to uphold those traditions and use nautical terms in their everyday dialogue. But why not just say “well done,” right?
According to the Navy, the popular term comes from the Allied Naval Signal Book created by NATO as a system of signals displayed by either a flag hoist or voice radio to communicate and relay messages back and forth between various naval vessels.
The system is comprised of letters and/or numbers that are represented by flags and pennants which have meaning either by themselves or in different combinations.
The Navy uses a system of 68 flags covering the 26 letters of the alphabet, 10 numeral, 10 numeral pennants, 4 substitutes, and 18 special flags and pennants.
When a ship wants to relay a message like “well done,” they will hold up the two flags like shown below.
If a vessel wants to communicate another message like “action is being carried out” they would hang up the “Bravo Alpha” flag or “action is not being carried out” the “Bravo India” flag will get hoisted.
A hoisted “Bravo” flag by itself means the vessel is “carrying dangerous cargo” which is far different than doing a job “well done.” For more nautical messages click here.
It’s happened to the best of us. The second our service member boards that plane to deploy, Murphy decides to insert himself into our world.
It’s almost a given: someone gets sick, one of your spouse’s bills doesn’t get paid, or something inevitably breaks down…and often it’s our mode of transportation that ends up busting out on us.
If this happens to you, I PROMISE, you aren’t alone. But if your car breaks down, how are you going to do all of the things? Well, if there’s no getting around having to purchase a vehicle while your service member is away, we have some tips and tricks to help you through the car buying routine WITHOUT breaking your bank in the process. We realize that big purchases are usually done as a team, and these decisions should (when possible) be made together. Obviously, that isn’t always possible, but here are some things you can do if/when you find yourself squaring off with Murphy over your car.
(Flickr / David Wall)
1. Power of attorney (POA)
If you plan on having your service member’s name on the loan or registration, you’ll want to make sure you have your POA handy. This legal document will allow you to act on behalf of your service member for transactions that would otherwise require their physical presence. NOTE: Depending on the financial institution you use to finance your vehicle, a general POA may not pass muster with their terms, so make sure you call to make sure. Some banks just require a faxed copy of the general POA, while others have a special form of their own or require a “special” or “limited” POA.
2. Research, research, RESEARCH!
What kind of vehicle do you need? How much can your family afford each month? Are their certain dealerships in your area that are known for inappropriate practices? These are just a few of the questions you should be asking yourself before you even think of stepping foot into a car dealership.
There are plenty of websites that will help answer these questions so that you’re better able at making an informed decision. One of the first things you can do is figure out the type of features you need and find a few makes and models to look over. It’s not just about the price…it’s about knowing what it is you’re looking to buy. Kelley Blue Book is a one stop shop that has plenty of research tools to help spin you up on the “must-knows” of car buying.
3. Get financed FIRST
When it comes to financing, it’s best to get pre-approved BEFORE you start your search. You aren’t required to know what kind of vehicle you’re purchasing before being approved for financing because the financial institution is approving you…not a certain vehicle. Make sure you understand the terms of your financing as well. If you end up negotiating, say, 00 off the sticker price of the car when you’re haggling with the dealer, that isn’t going to matter in the long run if your interest rate is out of this world.
4. Don’t rush
Buying a car is a big deal, so take your time and don’t rush the process. You need to make sure the car is everything you need/want, both literally and financially. Make absolutely sure you know exactly what your family can and cannot afford. If you find a car you want but it’s a bit over budget, other websites, like Auto Trader, might be able to find you the same car at a lower price somewhere else.
5. When possible, find the right time to buy
Of course there’s no real way to know when Murphy will strike…if we could plan that, Murphy’s Law wouldn’t even be a thing! But it doesn’t hurt to know that timing is everything in the car buying business.
Yes, There Really IS a Right Time to Buy
Of course there’s no real way to know when Murphy will strike…if we could plan that, Murphy’s Law wouldn’t even be a thing! But it doesn’t hurt to know that timing is everything in the car buying business.
The end of the month is usually a good time to buy because dealers often have a quota that needs to be met each month. Each car on their lot needs to be paid for at the start of each month, so car salesmen are looking to unload as many as possible to meet their quota. But buying a car at the end of the year is even better (though, again, Murphy can rarely be planned for).
6. History reports are KEY
If you’re not out to purchase a brand new, right off the assembly-line vehicle, you’ll really want to get your hands on a vehicle’s history report. Don’t just take someone’s word that it’s “good to go” as is.
Most dealerships (if they’re worth a darn) will pay for the cost of a vehicle history report themselves, but you can do this as well. Car Fax is a great resource for consumers, and they provide a report that will tell you just about everything you need to know about the car: hidden issues, who owned it last, where it came from, etc. It does cost money to obtain a history report, but it’s chump change compared to the investment you’re making in a vehicle.
7. Don’t skip the test drive
Once you’ve narrowed down your choice(s), it’s time to take it for a test drive.
Sure, the car’s body looks fantastic, but the only way you’ll know that everything is in working order under the hood is if you take it for a spin. Listen for noises that shouldn’t be there, trouble shifting gears, service lights on the dashboard, etc. Many people will return to test drive in the evening, but if that isn’t feasible (because, you know…who wants to pay for a babysitter ON TOP of having to pay for a new car), a lot of dealerships allow you to take the car home for 24 hours to see how it works out. Either way, do NOT skip the test drive.
If you’re just not sure it’s the right vehicle for you or need a night or so to sleep on it, don’t rush it. Take the time you need to mull it over. This is YOUR money, YOUR time and YOUR choice; don’t let anyone push you around. Speaking of which…
8. Don’t be intimidated
It’s not uncommon to feel intimidated when buying a car…especially if that role isn’t really your jam (i.e. it is SO not MY jam). But there’s a difference in FEELING intimidated and BEING intimidated. If, at ANY point in the negotiation process, you feel uncomfortable, or don’t like how you’re being spoken to, SPEAK UP. You hold all the cards and the ball is in your court. If you don’t feel like you’re being treated fairly, tell the service manager. Or better yet…
9. Don’t be afraid to walk out
If you feel like you’re being pushed into signing a contract, or just aren’t picking up what the dealer is putting down…WALK IT OUT. There are plenty of other places that would love to have your business. Do not feel guilty about keeping your money, and your family’s financial security, safe.
This guide is a great way to get started on your car-buying adventure, but we want to add to it! If you have a strategy or a story about buying a car when you were flying solo, we want to hear it!
This article originally appeared on Military Spouse. Follow @MilSpouseMag on Twitter.
You don’t get to be a person of Teddy Roosevelt’s stature in history by being lazy. The President who could barely breathe as a youngster never took his body for granted. He was an avid outdoorsman, athlete, and boxer. When he became President in 1901, he was appalled at the lack of fitness among Navy sailors at the time. As Commander-In-Chief, he set out to do something about it.
Roosevelt loved boxing, climbing, hiking, horseback riding, polo, rowing, tennis, swimming, weightlifting, and even jiu-jitsu. The President might have been the first potential MMA fighter in history, if he had so chosen. When he took the White House, he moved in all the equipment necessary to maintain his physical fitness regimen. By 1908, he told Secretary of the Navy Truman Newberry that the Navy should test its sailors to ensure they met the fitness standards of the U.S. military. Newberry and the Navy’s Chief of Medicine and Surgery developed a plan for the new Navy.
After being cleared to take the test by a Navy Medical Board, sailors had three options:
A fifty-mile walk within three consecutive days and in a total of twenty hours;
A ride on horseback at a distance of ninety miles within three consecutive days; or
A ride on a bicycle at a distance of 100 miles within three consecutive days.
For the first time, officer promotions became dependent on passing the PT test.
“This [order] will give the corpulent sea fighters who have long occupied swivel chairs an opportunity to get into fit condition for the ordeal,” said one newspaper. No joke.
He implemented standards for the Army as well and even led the Army General Staff in its first-ever “fun run” of sorts. In November 1908, after an address at the Army War College, the Commander-in-Chief led the Army’s top brass in an expedition through dense forests, deep streams, and even climbing a 200-foot pitch in what Roosevelt called a “bully walk.” The brass said it left officers “nursing their tired muscles…and wondering if they will escape pneumonia.”
At first, ranking members of the Navy pushed back, complaining that the test would cause depression and hurt general readiness. Instead, they thought golf courses, bowling alleys, and tennis courts were a better answer to fitness. Somewhere in the middle, the Navy decided to open gymnasiums for its sailors to exercise. In the end, the order was revised at almost the moment Roosevelt left office. The new orders applied to Marines as well, but only called for a 25-mile walk over two days. Two years later, it was modified to ten hours a month. By 1917, the order was suspended entirely.