Between colloquial humor and slang, the military says some weird stuff (don’t even get me started on acronyms), but some of the lingo has origins in so-called “voice procedure” and actually kind of makes sense.
Voice procedure is a set of techniques, protocols, and phrases used in two-way radio communications to reduce confusion and maximize clarity.
Here are a few of the big ones:
Saying “Roger” over the radio is shorthand for “I have received your message or transmission.”
If you’ve ever tried spelling your last name over the phone with someone, you know that the English alphabet has letters that sound the same, so phonetic or spelling alphabets were created to convey letters.
I wonder why they got rid of ‘Nuts’…
In the ’50s, this alphabet was standardized to the alphabet NATO militaries use today (Alpha, Bravo, Charlie, etc), but when the radio use in the military became prevalent, the word ‘Roger’ was used for “R.”
The “R” in “received” was conveyed with “Roger” — and even though today “Romeo” stands for “R,” good ol’ “Roger” stuck.
At the time, much of the radio communication was between French and English speakers, so Mockford needed a word that would be understood in both languages and wouldn’t be commonly spoken.
“Mayday” is a rather unique phrase in English, but is also similar to the French word for “help me.”
This is an appropriate time for the use of ‘Mayday.’ (Painting by Pierre Dénys de Montfort, 1801)
To further reduce confusion, “Mayday” is used three times in the beginning of a distress call. It is reserved for incidents where loss of life or craft is imminent — misuse is considered a serious crime.
“Copy” has its origins in Morse Code communications. Morse Code operators would listen to transmissions and write down each letter or number immediately, a technique called “copying.”
-.– — ..- / .- .-. . / -. . .- – (Image via Public Domain)
Once voice communications became possible, ‘copy’ was used to confirm whether a transmission was received. Today it still means “I heard what you said” or “got it,” similar to “roger.”
Unexploded ordnance is one of the realities from after any major war. In fact, one shouldn’t be surprised. In World War II, Allied bombers dropped over 1.4 million tons of bombs – the equivalent of 5.6 million Mk 82 500-pounders.
With those sort of numbers, it is easy to imagine that some of the bombs didn’t explode when they hit. And the Allies weren’t the only ones who dropped bombs in that war. As a result, random discoveries of unexploded ordnance (abbreviated in military circles as “UXO”) have been common in Europe. In fact, the ordnance has been traced to other wars as well. In France, farmers have come across World War I ordnance while plowing their fields, including some that contained poison gas.
In the case of South Carolina, these cannonballs were detonated in place by EOD after the tide receded. Nobody got hurt, and there was no damage. Residents in the area only heard the controlled detonation. The first cannonballs of the Civil War were fired in nearby Fort Sumter on April 12, 1861.
ABC News reports that Hurricane Matthew brought a nearly 6-foot storm surge and torrential rain that totaled 14 inches in spots of South Carolina, and is being blamed for two deaths there and at least 21 across four southeastern states.
When it comes to UXO, the best advice is not to touch it. Get a safe distance away, then call 911. Playing around with UXO, no matter how “safe” it might appear to be, is a good way to get a Darwin Award.
There is a very robust veteran community within the entertainment industry. Veterans in Media and Entertainment is a nonprofit networking organization that unites current and former members of the military working in the film and television industry. The Writers Guild Foundation has a year-long writing program for veterans. And hey, We Are The Mighty is a company founded on a mission to capture, empower, and celebrate the voice of today’s military community.
The military community makes up a small percentage of Americans, but plays a global — and exceptionally challenging — role. It makes sense that many veterans have stories to tell. Not all of those stories are about their military experiences, but many are. Hollywood loves a good hero story, but there’s more to the military than those few moments of bravery.
The military is a mind f*** unique lifestyle, one that does involve war and sacrifice, but also really weird laws and random adventures — and in a Post-9/11 world, we are now seeing an influx of veterans ready to dissect that world.
Enter Xanthe Pajarillo.
“Veteran narratives are begging for more diversity. When our representation in the media is limited to war heroes or trauma victims, it creates a skewed portrait of who service members are,” said Pajarillo, the creator of Airmen, a web series that explores the dynamics of queerness, romantic/workplace relationships, and being a person of color in the Air Force during peacetime operations. It emphasizes the unshakable bonds and relationships that veterans make during their time in service.
U.S. Marine Corps veteran Chloe Mondesir, who will play Airman 1st Class Mercedes Magat.
It’s important to recognize that there is much more to military service than what is traditionally portrayed in film and television (which tends to be the rare stories of heroism in battle and/or the traumatic effects of war).
American society has placed heroes on a pedestal, which is a very high standard to meet for our troops — and one that often involves a life-threatening circumstance. Not every troop will see combat (this is a good thing… but we don’t always feel that way when other members of our team are shouldering the burdens of war), and even those who do engage in battle but live when others die experience survivor’s guilt and symptoms of trauma.
It’s time to tell the reality of military service: the warrior’s tale, yes, but more importantly, the stories of the humans living their lives while wearing the uniform.
“Ultimately, I created Airmen to help bridge the gap between civilians and veterans. The characters are active duty, but their experiences are universal. We are complex individuals with successes, failures, and insecurities just like everyone else. I hope when someone watches the show – civilian or veteran – they’ll feel less alone in the world,” says Pajarillo.
Which is exactly what Airmen is setting out to do — and now the series is ready for the next stage of production, beginning with a campaign at SeedSpark, a platform designed to change the entertainment industry to reflect the world we actually live in.
Now that 2016 is coming to a close, we wanted to recap the year with the most shared articles. From the deaths of notable veterans to the weapon that shoots 1 million rounds per minute, here are the posts that flew around your social media feeds:
Raising the First Flag on Iwo Jima by SSgt. Louis R. Lowery, USMC, is the most widely circulated photograph of the first flag flown on Mt. Suribachi.Marine Corps Maj. John Keith Wells, who as a first lieutenant led the platoon that helped take Mt. Suribachi on Iwo Jima and which raised the first American flag from the mountain’s summit, died in February.
He was awarded the Navy Cross and the Purple Heart for his actions on Iwo Jima after he continued leading his men up the mountain despite grievous wounds.
What would happen if the militaries of the entire rest of the world attacked the U.S. all at once? Not just our enemies, but our traditional allies like France and Britain as well? We’d stomp them. Here’s how.
This weapon features rounds stacked inside dozens of barrels and electric charges can fire all the rounds stored in the weapon at once or in multiple volleys. At its maximum fire rate, this equates to 1 million rounds per minute.
Most general officers struggle with the deaths caused by their decisions in war, but all that came home like it never had before for Army Gen. Martin Dempsey when he met the then-four-year-old Lizzy Yaggy, the daughter of a Marine aviator lost in a plane crash.
The two became close friends and Dempsey even asked Yaggy to introduce him at his retirement ceremony.
As the world struggled with the rapid and surprising rise of the Islamic State, an old airplane was quietly pressed back into combat service, the OV-10 Bronco.
These small planes served in combat from Vietnam to Desert Storm with the U.S. Marines before they were retired in 1995. But the plane flew over 100 sorties against ISIS, including 120 combat missions.
Army testers accidentally dropped a Humvee from an Air Force C-17 Globemaster aircraft Oct. 24, 2018, about a mile short of the intended drop zone on Fort Bragg, North Carolina.
The Airborne and Special operations Test Directorate was testing a new heavy-drop platform loaded with a Humvee, base spokesman Tom McCollum told Military.com.
“They were going in for a time-on-target on Sicily Drop Zone at 1 p.m.,” McCollum said. “Everything was going well; they were at the one-minute mark to the drop zone.
“We don’t know what happened, but the platform went out early and landed in a rural area. There was no one hurt. No private property was damaged.”
The incident, which is under investigation, follows a similar airborne mishap that occurred in April 2016 when three separate Humvees came loose from their heavy-drop platforms and crashed onto a designated drop zone in Germany.
The Texas Air National Guard 136th Airlift Wing’s C-130 Hercules aircraft completes a heavy cargo airdrop with a Humvee.
(U.S. Air Force photo by Julie Briden-Garcia)
For his role in the incident, Sgt. John Skipper was found guilty of three counts of destroying military property and one of lying during the investigation, according to Army Times.
A court-martial panel sentenced Skipper to be demoted to the rank of private and to receive a Bad Conduct Discharge.
In today’s accident, the C-17 was flying at 1,500 feet during the heavy-drop test, McCollum said.
“Basically what takes place is a heavy drop pallet is inside the aircraft and by this time the doors have already been opened,” he said, explaining that a pilot parachute pulls the platform out of the aircraft and three heavy-drop parachutes then open. “Everything worked as it was supposed to, except it went out early.”
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
As the intrigue surrounding the US-North Korea summit gains momentum, theories on where it will be held have prompted an additional question: How will North Korean leader Kim Jong Un travel to it?
While a summit between Kim and South Korean President Moon Jae-in is expected to be held at the truce village of Panmunjom on the border of North Korea and South Korea on April 27, 2018, the location and date for Kim’s meeting with US President Donald Trump has yet to be announced, though reports indicate it could be as soon as May 2018.
It’s possible that Trump and Kim could also meet at Panmunjom, but some analysts have questioned whether Trump may prefer a different setting, like Switzerland, Iceland, or Sweden.
But an international destination may pose a problem for Kim.
As North Korea’s leader, Kim has taken only one international trip, to neighboring China, via train. Some experts told The Washington Post that Kim may not have an aircraft capable of flying nonstop over long distances.
“We used to make fun of what they have — it’s old stuff,” Sue Mi Terry, a former CIA analyst, told The Post. “We would joke about their old Soviet planes.”
Joseph Bermudez, an analyst at the US-based think tank 38 North, added: “They don’t have an aircraft that can fly across the Pacific — most are quite old.”
The analysts suggested that stopping by another country mid-journey to refuel could highlight the limitations of North Korea’s aircraft — and, by extension, its struggle to keep up with technological advances.
Some aviation experts, however, think North Korea’s fleet may include aircraft that can safely make international trips.
Air Koryo, North Korea’s state-owned airline, has two Tupolev jets — similar to the Boeing 757 jetliner — with a 3,000-mile range, the aviation journalist Charles Kennedy told The Post, adding that they have an “excellent safety record.”
Should North Korea’s aircraft pose limitations, Kim would still have other options, said Victor Cha, a senior adviser at the Center for Strategic and International Studies.
“In terms of his traveling anywhere, it would not be a problem — the South Koreans or the Swedes would give him a ride,” Cha, who’s also a Korea analyst for MSNBC, told The Post. “But it would be embarrassing.”
There’s a mystique to battleships. Whenever inside-the-Beltway dwellers debate how to bulk up the US Navy fleet, odds are sentimentalists will clamor to return the Iowa-class dreadnoughts to service. Nor is the idea of bringing back grizzled World War II veterans as zany as it sounds.
We aren’t talking equipping the 1914-vintage USS Texas with superweapons to blast the Soviet Navy, or resurrecting the sunken Imperial Japanese Navy super-battleshipYamato for duty in outer space, or keeping USS Missouri battleworthy in case aliens menace the Hawaiian Islands. Such proposals are not mere whimsy.
Built to duel Japan in World War II, in fact, battleships were recommissioned for the Korean War, the Vietnam War, and the Cold War. The last returned to action in 1988. The Iowa class sat in mothballs for about three decades after Korea (except for USS New Jersey, which returned to duty briefly during the Vietnam War). That’s about how long the battlewagons have been in retirement since the Cold War. History thus seems to indicate they could stage yet another comeback. This far removed from their past lives, though, it’s doubtful in the extreme that the operational return on investment would repay the cost, effort, and human capital necessary to bring them back to life.
But colossal practical difficulties would work against reactivating the dreadnoughts at low cost, despite these superficially plausible figures. First of all, the vessels no longer belong to the US Navy. They’re museums. New Jersey and Missouri were struck from the Navy list during the 1990s. Engineers preserved Iowa and Wisconsin in “reactivation” status for quite some time, meaning they hypothetically could return to duty, but they, too, were struck from the rolls, in 2006. Sure, the US government could probably get them back during a national emergency, but resolving legal complications would consume time and money in peacetime.
USS Iowa (BB-61) fires a full broadside of her nine 16″/50 and six 5″/38 guns during a target exercise near Vieques Island, Puerto Rico. Photo from DoD.
Second, chronological age matters. A standard talking point among battleship enthusiasts holds that the Iowas resemble a little old lady’s car, an aged auto with little mileage on the odometer. A used-car salesman would laud its longevity, assuring would-be buyers they could put lots more miles on it. This, too, makes intuitive sense. My old ship, USS Wisconsin, amassed just fourteen years of steaming time despite deploying for World War II, Korea, and Desert Storm. At a time when the US Navy hopes to wring fifty years of life out of aircraft carriers and forty out of cruisers and destroyers, refitted battleships could seemingly serve for decades to come.
And it is true: stout battleship hulls could doubtless withstand the rigors of sea service. But what about their internals? Mechanical age tells only part of the story. Had the Iowa class remained in continuous service, with regular upkeep and overhauls, they probably could have steamed around for decades. After all, the World War II flattop USS Lexington served until 1991, the same year the Iowas retired. But they didn’t get that treatment during the decades they spent slumbering. As a consequence, battleships were already hard ships to maintain a quarter-century ago. Sailors had to scavenge spares from still older battleships. Machinists, welders, and shipfitters were constantly on the go fabricating replacements for worn-out parts dating from the 1930s or 1940s.
This problem would be still worse another quarter-century on, and a decade-plus after the navy stopped preserving the vessels and their innards. Managing that problem would be far more expensive. An old joke among yachtsmen holds that a boat is a hole in the water into which the owner dumps money. A battleship would represent a far bigger hole in the water, devouring taxpayer dollars in bulk. Even if the US Navy could reactivate the Iowas for a pittance, the cost of operating and maintaining them could prove prohibitive. That’s why they were shut down in the 1990s, and time has done nothing to ease that remorseless logic.
Third, what about the big guns the Iowa class sports—naval rifles able to fling projectiles weighing the same as a VW Bug over twenty miles? These are the battleships’ signature weapon, and there is no counterpart to them in today’s fleet. Massive firepower might seem to justify the expense of recommissioning and maintaining the ships. But gun barrels wear out after being fired enough times. No one has manufactured replacement barrels for 16-inch, 50-caliber guns in decades, and the inventory of spares has evidently been scrapped or donated to museums. That shortage would cap the battleships’ combat usefulness.
Nor, evidently, is there any safe ammunition for battleship big guns to fire. We used 1950s-vintage 16-inch rounds and powder during the 1980s and 1990s. Any such rounds still in existence are now over sixty years old, while the US Navy is apparently looking to demilitarize and dispose of them. Gearing up to produce barrels and ammunition in small batches would represent a non-starter for defense firms. The navy recently canceled the destroyer USS Zumwalt‘s advanced gun rounds because costs spiraled above $800,000 apiece. That was a function of ordering few munitions for what is just a three-ship class. Ammunition was simply mot affordable. Modernized Iowas would find themselves in the same predicament, if not more so.
And lastly, it’s unclear where the US Navy would find the human expertise to operate 16-inch gun turrets or the M-type Babcock & Wilcox boilers that propel and power battleships. No one has trained on these systems since 1991, meaning experts in using and maintaining them have, ahem, aged and grown rusty at their profession. Heck, steam engineers are in short supply, full stop, as the Navy turns to electric drive, gas turbines, and diesel engines to propel its ships. Older amphibious helicopter docks are steam-powered, but even this contingent is getting a gradual divorce from steam as newer LHDs driven by gas turbines join the fleet while their steam-propelled forebears approach decommissioning.
Steam isn’t dead, then, but it is a technology of the past—just like 16-inch guns. Technicians are few and dwindling in numbers while battleship crews would demand them in large numbers. I rank among the youngest mariners to have operated battleship guns and propulsion-plant machinery in yesteryear, and trust me, folks: you don’t want the US Navy conscripting me to regain my proficiency in engineering and weapons after twenty-six years away from it, let alone training youngsters to operate elderly hardware themselves. In short, it’s as tough to regenerate human capital as it is to rejuvenate the material dimension after a long lapse. The human factor—all by itself—could constitute a showstopper for battleship reactivation.
Battleships still have much to contribute to fleet design, just not as active surface combatants. Alfred Thayer Mahan describes a capital ship—the core of any battle fleet—as a vessel able to dish out and absorb punishment against a peer navy. While surface combatants pack plenty of offensive punch nowadays, the innate capacity to take a punch is something that has been lost in today’s lightly armored warships. Naval architects could do worse than study the battleships’ history and design philosophy, rediscovering what it means to construct a true capital ship. The US Navy would be better off for their inquiry.
Let’s learn what we can from the past—but leave battleship reactivation to science fiction.
In 1955, the Army made a video about the the two most handsome military police officers in the history of the Army and their foot patrols through U.S. town, providing “moral guidance” for soldiers and interrupting all sorts of trouble before it starts.
Oddly, they don’t write a single speeding ticket, but they do snatch a staff sergeant for driving recklessly.
The military police are moving on foot through the town, learning all the local haunts off base and providing services ranging from giving bus route advice to providing first aid to injured soldiers. They interrupt fights before they happen and let troops know what areas are off limits.
A much wider portfolio than the speed traps they’re known for today.
And the video specifically highlights the “moral services” of the military police officers, which is pretty surprising information for anyone who’s partied with MPs.
The dangerous gunmen that the MPs stop from shooting up Augusta, Georgia.
But even in ’50s propaganda, the MPs get into some blue falcon shenanigans, waking up a soldier waiting on a bus to get onto him about his uniform, then detaining a soldier on pass for looking slightly shady.
They even find an idiot boot playing pool in his G.I. boots.
Their finest moment comes when they catch a wanted soldier carrying the world’s most adorable pistol while loitering near an art studio. Of course, our intrepid heroes catch the ne’er-do-well without a shot fired after drawing on him in the mean streets of Augusta, Georgia.
Actual line in this scene: “Punishment? Well, the sergeant’s company commander will take care of that.” Um, yeah, of course the commander makes the decision, because MPs have all the punitive powers of a Boy Scout.
Hint: If you want to make a group of soldiers look awesome, give them a more forgiving challenge than rolling boots in one of the safest cities in the Union. Maybe highlight their role in maneuver warfare or the way they breach buildings and fight gunmen inside.
The worst infraction the MPs find in this video, outside of the miniature gunfighter, is a stolen valor major at 25:30.
The video is almost 30 minutes long, but has plenty of unintentional humor to keep you chuckling. Check it out up top, and be sure to share it with any MP buddies who get too big for their britches.
With a distinguished history dating back to the end of American Civil War, the men and women of the elite Secret Service take on one of the world’s toughest tasks — protecting the U.S. president and other government officials from assassination attempts.
Originally designated to control the issue of combating US currency counterfeiting, it wasn’t until after the assassination of former President William McKinley when the Service Secret was assigned to protect the POTUS in 1901.
The Secret Service’s mission is to prevent life-threatening incidents well before they occur. They scope out meeting locations days before their clients show up and map out vantage points and escape routes if the situation goes pear shaped.
In the sniper world, the mission is the same. Highly-trained sharpshooters are always on the alert, completely focused and ready to strike at all times.
Working in teams of two, you can usually spot them posted on the White House’s rooftop examining your every move.
Usually armed with high-powered rifles, each team is equipped with a shooter and a spotter. These snipers go through intense training learning how to react to any situation that they may face.
Remarkably, no sniper team has ever had to fire a shot since the unit was formed in 1971.
Gen. Arnold W. Bunch Jr. is the commander of Air Force Materiel Command, headquartered at Wright-Patterson Air Force Base, Ohio. He handles installation and mission support, discovery and development, test and evaluation, life cycle management services and sustainment of every major Air Force weapon system. The command employs approximately 80,000 people and manages $60 billion of budget authority.
AFMC delivers war-winning expeditionary capabilities to the warfighter through development and transition of technology, professional acquisition management, exacting test and evaluation and world-class sustainment of all Air Force weapon systems.
There are eight AFMC host bases: Arnold AFB, Tennessee; Edwards AFB, California; Eglin AFB, Florida; Hanscom AFB, Massachusetts; Hill AFB, Utah; Robins AFB, Georgia; Tinker AFB, Oklahoma and Wright-Patterson AFB, Ohio. In addition, the command operates associate units on several non-AFMC bases.
During an interview with Airman magazine, Bunch discussed AFMC’s mission and responsibilities and the roles of science, technology and innovation in increasing Air Force readiness.
Airman magazine: Air Force Materiel Command is a large and diverse command which a lot of Airmen may not understand. Can you talk about the mission of the command?
Gen. Bunch: I would say we are the most diverse (major command) that there is in the Air Force. When you consider the demographics, we are very diverse. AFMC has huge mission diversity as well. What I want to tell the Airmen is, we touch everything that they touch on a day-to-day basis. When a system comes into the Air Force, we do a lot of the (science and technology) research upfront and early. That work is done through the research lab. We do a lot of the acquisition planning either through the Nuclear Weapons Center or through the Life Cycle Management Center and that starts the acquisition process. We test systems and we do all the activities to get it into the Air Force. Then we sustain the system for the long term through the sustainment center, all the way to the point that we get rid of it or retire it and put it at (Aerospace Maintenance and Regeneration Group) in some cases.
So, from the beginning all the way to the end of any system we have within the Air Force, AFMC plays a key role. Underlying all that and at the foundation is the work the Air Force Installation and Mission Support Center.
The AFIMSC takes care of all facilities modernization and restoration. They also take care of contracting, security forces, housing privatization, dormitories and military construction. They take care of these things on our installations day-to-day to make sure that our facilities are up to date so that we can project power anywhere in the world.
So our mission diversity ranges from every mission system across the Air Force that we create, develop, test and maintain from the very beginning of the program all the way to the very end of a program’s life to support for the nuclear enterprise, and installation and mission support.. AFMC is involved in all of it, so it’s a very diverse mission.
Gen. Arnold Bunch Jr., Commander, Air Force Materiel Command, talks with members of the 412th Medical Group during his visit to Edwards Air Force Base, California, Oct. 18.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: You talk about the importance of AFMC people. What is AFMC doing to attract top talent, develop and keep the workforce?
Gen. Bunch: Our Airmen, and when I use Airmen, I’m talking about military and civilian. I don’t distinguish within this command. We, more than any other command with (more than) 60,000 civilians, we are Airmen all focused on the Air Force mission. They are our most valuable resource and they are what make this organization tick. They’re the ones that get it done every day and execute their wartime mission each day.
We are trying to speed up the process of bringing the right people in and who we can recruit. We’ve actually taken some steps to speed that process up, to make it go quicker. We’re also doing some unique things where we’re doing job fairs to try to get at the right people. We’re using acquisition workforce development funds to pay off student loans to attract high quality, high caliber people in the skill sets we need. And what I’ve asked the team to start looking at is how do we communicate this so that we can keep people?
We had a lady who worked in the Air Force Test Center in May who retired after 68 years of service. We have 21 or 22 year-old young men and women coming in and I’ve got folks that have worked in the organization for 68 years. How you communicate across that diverse spectrum and how you motivate them all to keep going forward and how do you reward and award. Those are the things that we’re asking our people to take a look at and to help us drive our retention numbers the way we need them to go.
Since October of last year, we’ve seen about an 11% drop in the time to hire civilians. We’re not where we want to be, we’ve got to get better, but it’s a step in the right direction and something that I feel comfortable saying to the workforce. We know we’ve got to do better and we’re working at it.
Congress has been very helpful by giving us some additional authorities and we’re utilizing those authorities to try to go faster.
Air Force Chief of Staff Gen. David L. Goldfein congratulates Gen. Arnold W. Bunch, Jr. after assuming command of Air Force Materiel Command commander, shake hands during an assumption of command ceremony inside the National Museum of the United States Air Force, Wright-Patterson Air Force Base, Ohio, May 31, 2019.
(U.S. Air Force photo by Wesley Farnsworth)
Airman magazine: The (Former Secretary of the Air Force Heather Wilson) and Air Force Chief of Staff Gen. David Goldfein) have called out the “Air Force We Need.” Can you please describe the “AFMC We Need” initiative? What are some focus areas and objectives?
Gen. Bunch: We have the National Defense Strategy that came out that everyone’s focused on and (the Air Force) came out with the “Air Force We Need.” When I came into the job, what I wanted to do was define what do we, as AFMC, need to be to support the National Defense Strategy and to support where the chief and secretary want to go with the “Air Force We Need.”
I didn’t have any preconceived ideas of what we wanted it to be. I wanted to tap into our most valuable resource, our Airmen. They’re the ones that are executing the mission each day. So we wanted to, as Gen. Goldfein says, “squint with our ears” and listen to our men and women about what’s impeding their ability to get the mission done and what do they think it means to speed things up, go at the speed of relevance. So, we formed a team. We sent them out. They did a lot of surveys. We got a lot of results back in and a lot of great ideas that we’re now trying to review and see how we want to implement the suggestions or what we can put in place to move forward.
One of the books I’ve read about leadership is “Primal Leadership.” In the book there is a quote about, “None of us is as smart as all of us.” So, what I wanted to do was capture the essence of what the men and women believe in the organization and then glean through those comments to figure out what we need to get after. So we’re excited about going forward.
Airman magazine: The “AFMC We Need” addressed broad areas across the command. What are some of the challenges identified?
Gen. Bunch: We did do some external interviews and I would say they’re kind of consistent. One of the things is we’ve got to do a better job of communicating our impact and what our mission is. Some of our folks didn’t understand what we do, internally and externally, so we’ve got to do a better job at communicating some of that. A couple other challenges identified were facilities, infrastructure and information technology.
We’re telling people they’re coming to work in this remarkable organization, but they’re having tremendous impacts on a day-to-day basis with how our information technology systems work and it’s causing limitations. So those will be some of the initial challenges that we are going to focus on.
Another challenge we are going to focus on and we are starting to take some actions in is leadership training. Our people want their supervisors to be better leaders.
Last month, we had a senior leader conference where we talked about that with all our center and installation commanders. One of the things we’re trying to find out is who are the “no” people. The goal is to stop some of those noes and see what we can do to get to “yes” to move forward as an organization so we’re better prepared to support the future.
One of the installation commanders gave me a sign and I’ve got it in the office. I asked everybody at the senior leader conference to sign it. It says, “Find out where no lives and kill it.”
Capt. Joshua Lee talks with Gen. Arnold Bunch, Air Force Materiel Command commander, about unmanned aerial systems Oct. 15 at Eglin Air Force Base, Fla. The commander visited Air Force Research Lab Munitions Directorate’s newest networking test and design facility during an early stop on his two-day tour of the base.
(U.S. Air Force photo by Samuel King Jr.)
Airman magazine: You have stated the AFMC has to be better at anticipating Air Force needs. How will AFMC do this?
Gen. Bunch: We have to think forward. We have to think about the future. We can’t get caught up in what is Air Combat Command or Air Mobility Command or Global Strike Command asking for today. We need to focus our science and technology to go forward. (The Air Force) put out the Science and Technology 2030 strategy. We’re building an implementation plan to get after that. How do we create a competitive environment with what we’re doing within the research laboratory so that we are pushing ourselves and we’re scanning that horizon for what’s out there for the future. That’s one way that we can do that.
We also need to capitalize on a lot of what’s going on with commercial industry to get innovative ideas from outside that we may not have thought of. So we’re supporting the pitch days that (Dr. Will Roper, assistant secretary of the Air Force for Acquisitions, Technology and Logistics) implemented in small business innovative research.
We’re supporting the stand-up of consortiums so that we can get good ideas in and see what people can do. So, there are a lot of activities we as AFMC need to work on. We need to continue to look at industry strategies for how they’re doing business and how they develop software. We need to look at how can we do those things in a more responsive manner and change how we hire the workforce and how we recruit and retain them.
We’ve got to get a more operational tie and more linkage with what we’re doing across AFMC, and with the other major commands. How are they employing some of their aircraft? How are they doing their communication? What do we need to do? What can we glean from within to find answers? We need to make our ties stronger.
Air Force Vice Chief of Staff Gen. Stephen W. Wilson, left, and Dr. William Roper, assistant secretary of the Air Force for Acquisition, Technology and Logistics, center, discuss the April 20 TechStars Autonomous Technology Accelerator for the Air Force Demo Day at the Westin Hotel in Boston with John Beatty, right, executive director of the Massachusetts Military Task Force. Ten startup companies pitched their ideas to potential investors and Air Force senior leaders during the event, which is a partnership between Techstars and AFWERX.
(U.S. Air Force photo by Linda LaBonte Britt)
Airman magazine: How is AFMC utilizing partnerships with commercial tech companies and academia to have a better understanding and mine those advanced capabilities that may be on the horizon?
Gen. Bunch: So there are a couple of different areas that I’ll focus on. We’re working right now and we’ve got some good partnerships with Delta, Tech Ops, and Georgia Tech Research Institute on what we’re doing for condition based maintenance. We’re looking at what the commercial industry is applying in managing their large fleets of aircraft. Also what can we do with machine learning or artificial intelligence so that we can be more predictive for when some of our systems may be going to fail and help us keep the supply lines primed with repair parts. To me, we have great partnerships with a lot of great ideas that we can employ and we’re working down that path together, so that’s good.
We’ve got to get rapid. That’s all part of the Rapid Sustainment Office that we stood up with Lt. Gen. Robert McMurry as the program executive officer. The RSO team is looking at condition based maintenance, additive manufacturing or 3D printing and are there technologies out there we can use and capitalize on. We’re starting to make grounds in those areas. So those are a few of the ideas that are coming from the commercial end that we can utilize.
Airman magazine: You’ve said our peer adversaries are developing new capabilities modernizing existing capabilities, eroding our tech advantage. Please describe how AFMC is responding to the need for speed?
Gen. Bunch: There are a lot of different things we can do to get at that need for speed. But what we also want to make sure of is while we’re speeding, we’re doing it with discipline. We need to go fast, but we also need to put the disciplines in place so that we’re thinking our way through some of those systems and some of the decisions we’re making so that we are looking long term as well as immediate. We’re looking at, can I get a technology to the field faster? That means a viable product that we would evolve over time versus going for the solution that would take 10 years and a lot more effort. Can I give you something that gets me on that path in two years that you would be able to utilize in the field and be able to move out with.
So that’s one area that we’re looking at. Can I turn things faster and build over time? Another one that we’re continuing to focus on is open mission systems. If we can get open mission systems architecture into our weapons systems and into our designs, we can then bring in new technologies as technology evolves or the threat changes, because those are two things that are never going to slow down. They’re going to change. But by having open mission system architecture, we can piecemeal in parts over time as the technology and the threat changes so that we can adapt more quickly. We shouldn’t have to test systems as long. We should be able to be cyber secure. Those are a couple examples of things that we can immediately get after.
A good example of that is R-EGI, our Resilient Embedded GPS/Inertial Navigation System. That’s a program that we’re running out of the Life Cycle Management Center and it’s to get after having a resilient position navigation and timing solution over time. If that becomes threatened, what we have is an enhanced GPS/INS, most folks know. We fly it in all of our aircraft. It’s common with us, the Navy, the Army; it’s in all platforms. It’s something that’s almost universal. What we’re doing in this effort is trying to build open mission system architecture design so if I needed to inject new software or I needed to add a new component, I could evolve that over time as the threat changes and we could be more resilient.
Another good example is we’re using and trying to push to digital engineering and a digital enterprise. Right now, the ground based strategic deterrent team is doing a good job with some model-based systems engineering. We want to digitize and become a more digital enterprise with what we’re doing within AFMC. In digital we can change things in a more rapid manner and do things on a computer and look at options and look into digital areas before we ever start doing some of the other advances. It should eliminate some of our trial and error.
The Air Force Research Laboratory’s AgilePod is shown mounted on the wing of the Textron Aviation Defense’s Scorpion Light Attack/ISR jet. The AgilePod is an Air Force-trademarked, multi-intelligence reconfigurable pod that enables flight-line operators to customize sensor packages based on specific mission needs. A fit check in late December 2017 provided an opportunity to demonstrate the ability of the pod to rapidly integrate onto a new platform with short notice, highlighting the benefits of Sensor Open Systems Architecture.
(U.S. Air Force photo by David Dixon)
Airman magazine: In fall of 2017, the secretary challenged us to develop a new Air Force ST Strategy for 2030. That document is now published. From your perspective, what are a few of the key takeaways?
Gen. Bunch: Really, it’s about competition and how do I create competition within what we do, within our research laboratory and our ST so that we’re continuing to push the bounds. I think that’s one of the key ingredients. How do we as an enterprise capitalize on the various basic research activities that may be out there so that we’re pushing the envelope and we’re looking at things and going, “That has great promise, I need to continue to work in that area.” Or, “That’s not making the progress I need. I need to off ramp that and I need to go another way.” So I think that one is really important.
The other one is we have science and technology dollars and how do I, over time, take those and shrink the investments so that they’re more focused in game changer technologies that I’m going to put out in the field. How do we capitalize on that knowledge base and how do we drive to where we’re transitioning game-changing technologies and we’re getting them into the field and capitalizing on that transition. I think those are two of the key things that we’re really looking at.
Airman magazine: How are AFMC and AFRL going to support the execution of the strategy?
Gen. Bunch: So there are a lot of activities already underway. Right now, we’re working with AFWIC, Air Force Warfighting Integration Capability, and we’re working with Dr. Roper’s team to come up with an implementation strategy. So that’s in the works. We are also trying to make some changes so that we can handle our money with a little more flexibility, so that we can shift and put our focus where the dollars need to be for those bigger projects.
So we’ve got a great partnership right now. The team is working with me on a regular basis. Our team’s trying to set in place processes to review where our tech focus areas are so we can make the right investments. They’re looking at what we want to do in basic research. They’re looking at what we want to do at the next level and then what we’re doing in our advanced research, where we’re getting to the prototyping and how do we focus.
A Republic of Singapore air force F-16 Fighting Falcon fighter aircraft tactical aircraft maintainer assigned to the 425th Fighter Squadron, Luke Air Force Base, Arizona, performs a launch inspection June 10, 2019, on the flightline at Tyndall Air Force Base, Florida. The 425th FS is at Tyndall to take part in a Combat Archer exercise.
(U.S. Air Force photo by Airman 1st Class Bailee A. Darbasie)
Airman magazine: Is the Tyndall AFB rebuild an opportunity to take the Base of the Future off the drawing board and make Tyndall a proof of concept for new tech?
Gen. Bunch: We are looking at new technology for Tyndall. Tyndall, as devastating as that was, thank goodness we had a great team doing a lot of great work so that the damages were material damages to things that we can replace and it wasn’t to our Airmen and their families. That’s our number one focus, their safety. But now as we recover, we do have an opportunity to look at what would we want the base to look like for the future. How would we want the information technology system set up so that it’s more efficient? How would we set in the power lines? How would we build the buildings? We are looking at Tyndall as an example of what we may be able to do for the future.
We’ve actually had AFWERX bring in some outside companies to come in and pitch their ideas. So we’re trying to move as quickly as we can to get everything moving forward, to get the mission back to normalcy. We’re also looking at what would we do different now that we can make changes and we can look at the mission from a different perspective. How would we make it better when we rebuild it? How is it more resilient? How do we have a better information technology network? How do we design everything–from are we going to put anything above ground or are we going to put it all underground now that we have the time to be able to do that so that it’s safer and more secure and less likely to be damaged in the future. Those are all things that we’re looking at as we go forward.
Airman magazine: How does AFMC support the Air Force as a hub for innovation?
Gen. Bunch: Innovation’s been a foundation of what we’ve been as an Air Force from the very beginning. And it’s interesting, we have more than 80,000 people within AFMC and you ask them all what innovation means, you’d probably get 80,000-plus different definitions. And I’m good with that. Innovation can mean some groundbreaking revolutionary thing that we’ve never done or it could mean changing a process so that we can go faster because we’ve employed what the Sustainment Center uses which is the ‘art of the possible.’
I’m good with all of it. What we have to create, and I think we are doing a better job of it, is an environment where a good idea can come in. What I want to make sure, as the commander, is that our people understand I’m willing to let them try things. And I’m not talking crazy risks, but if they want to try a new idea or process, I’m okay with that. If it works, that’s great and if it doesn’t work, then we’ll learn from it and we’ll move on. So innovation can take many, many forms. I want people to come in with their good ideas and I want to capitalize on their innovative spirit. That is what we as an Air Force were founded upon.
We also tie in with AFWERX; the Pitch Days to me are innovative. We’re going to be doing an AFMC internal pitch day where we can pitch our own good ideas, not just try to capitalize on what industry does or what venture capitalists are doing. So we’re trying to actually harness those good ideas to go forward.
Dr. Will Roper, Assistant Secretary of the Air Force for Acquisition, Technology and Logistics, welcomed event attendees during the Air Force Space Pitch Day, Nov. 5, 2019, San Francisco, Calif. Air Force Space Pitch Day is a two-day event demonstrating the department’s willingness and ability to work with non-traditional start-ups.
(U.S. Air Force photo by Van De Ha)
Airman magazine: With declining mission capable rates and an aging fleet with an average 28 years of service, what do these numbers mean and do MCRs equate to Air Force readiness rates?
Gen. Bunch: So readiness depends on where you sit as to what you believe the right metric is. The one we’re driving right now, we’re trying to increase, is aircraft availability. That’s one that we’re really focused on with our legacy fleets. And there are multiple factors that play into that. One of the things that we’re finding is, we have, in some cases, a shrinking industrial base. And that’s one that we’ve got to focus on to help grow that industrial base.
What we want to do is make sure that the people who are operating the systems have as much up time as they can so they’re as ready as possible to do their mission. That takes research. How would I go do this? It could take reverse engineering. How do I reverse engineer this component that there’s no longer a vendor for and create it? So we either build it ourselves or we put the drawings out to get it manufactured.
The fact we are flying aircraft as old as they are with the mission capable rates that we have today is because of the Airmen working in the Sustainment Center and the focus of our maintainers out on the line who can keep these legacy aircraft up and running.
At an average age of 28 years, the fact that we keep mobility aircraft taking off and landing, delivering supplies and equipment every two minutes is amazing work by a lot of different people. We’re ready, but we’ve got to continue to try to up that game and continue to try to improve.
An F-16 jet engine in max power during a test in the 576th Aircraft Maintenance Squadron’s hush house engine facility at Hill Air Force Base, Utah, June 5, 2019. The shop is responsible for performing organizational level maintenance on more than 200 engines per year. The shop’s maintenance tasks include engine inspections, external engine component removal and replacement, repairs, and troubleshooting during flight line and test cell operations.
(U.S. Air Force photo by Alex R. Lloyd)
Airman magazine: Can you identify some of the success stories throughout AFMC in new technologies like additive manufacturing, 3D printing and data analytics to improve readiness and decrease maintenance downtimes?
Gen. Bunch: We had a meeting last month where we were looking at engines. I’ll just use that as one example. We started looking at the performance of the engines over time and as we reviewed data and did the analytics, we started doing scheduled replacements of engines. So we could pull them off at the time that was of our choosing versus downtime required because the engine went too far.
What this allows us to do is control when we do maintenance. It allows us to prime the pump in the supply system so we get the right parts at the right time. That’s just one example that I can say from a data analytics perspective where we are really already seeing some great progress. We’re using condition based maintenance and algorithms right now with the C-5 Galaxy. We’re doing it in some cases in the B-1 bomber and we’re looking at growing it into the KC-135 fleet. So we’re trying to take some of those lessons learned in technologies and capabilities that others are using and apply it into our inventory and we’re starting to see some benefits.
We really want to get to the point if we’re going to send an aircraft down range and it’s going to have something fail in five days and the deployment is for 10 days, let’s fix it before we deploy it. If we can get to that point, we’ll really increase our aircraft availability and our ability to generate sorties and improve the mission dramatically.
On additive manufacturing, that one’s one that’s more challenging. A lot of people look at 3D printing as that’s really something easy to do. When you start talking about airworthiness that becomes a little more challenging. There are components we can build that are not airworthy components, and we’ve already got approval to do those parts. We have innovation centers at each of our three logistics complexes and they can do some of those. We save money and get the mission done in a timelier manner.
So we’re demonstrating some of those. It’ll take more time to get to where we can do a lot of airworthy parts. We’re working on that. We must get the engineers involved and get them the analysis.
We are seeing a lot of ground being made in additive manufacturing and in condition based maintenance. And then the other one, we’re taking technologies like cold spray, which is a repair technique, and we’re actually employing that in some of our depots so that we can minimize the downtime.
Airmen from the 90th Missile Maintenance Squadron prepare a reentry system for removal from a launch facility, Feb. 2, 2018, in the F. E. Warren Air Force Base missile complex. The 90th MMXS is the only squadron on F. E. Warren allowed to transport warheads from the missile complex back to base. Missile maintenance teams perform periodic maintenance to maintain the on-alert status for launch facilities, ensuring the success of the nuclear deterrence mission.
(U.S. Air Force photo by Airman 1st Class Braydon Williams)
Airman magazine: Would you talk about AFMC’s support to the nuclear enterprise from both a sustainment and modernization perspective?
Gen. Bunch: Maj. Gen. Shaun Morris is our Air Force Nuclear Weapons Center (AFNWC) commander and his team is doing an outstanding job making sure that our nuclear deterrent is solid and that there is never a question that if they are called are they going to be able to respond. And that goes across the full spectrum.
The Minuteman-III program was built many, many years ago with a short lifespan; well we’re still maintaining them. We’re going to be maintaining them until the 2030 timeframe. We’ve stood up depot maintenance now on our Minuteman-III system, which was never intended to have a depot capability, but we’re doing that so we can sustain it and ensure that it’s reliable if ever called upon to do its mission.
AFNWC is on the front edge of making sure that our nuclear deterrent is really a nuclear deterrent and it’s credible and it’s safe and secure and it can answer the nation’s call.
The other part of the nuclear mission is the air leg; we have to make sure that we’re doing what we need to sustain our bomber force. AFMC is key in making sure that the force is supportable, sustainable, with upgrades where needed, while making sure all the activity we’re doing in the depot is supporting the mission.
Airman magazine: Could you talk about agile software development and the way we buy and develop software and how does this relate to Agile DevOps and cyber protection for all of our weapon systems?
Gen. Bunch: Software is everywhere. We’re going to have to change our mindset about software. The way that industry does it is they’ll modify and continue to push updates on a more regular basis. I don’t ever think we’ll get to the point we’re doing what industry does with our systems, but we have to get into a more Agile mindset. That’s a challenge for a lot of the way we’ve done business. It’s not just that you have to bring in coders and create an environment where they can develop Agile methods, that’s part of it, but you also have to change the culture of the men and women that are working on this because it’s not the way they’ve historically done it.
You’re developing. You’re testing. You’re fielding. You’re correcting deficiencies and it goes on and on. That is a culture change for AFMC and the men and women that are doing the acquisition. It’s also a culture change for all of the test community and anybody involved. It’s a culture change with how you handle your dollars. One of the things that I’ve been a proponent of is the need for money that has not binned by a specific definition of sustainment, development, or production. If you’re really doing Agile or secure DevOps, those money lines are blurry. We need colorless money so that we’re not hindered by some of the rule sets on how the money gets moved around.
So it’s a big change. We’ve got to be able to change that culture. The other thing is you have to be able to attract and recruit software developers. We have to capitalize on that skill set. And a lot of what we’re doing right now, we’re actually bringing in Airmen who just have a propensity and a love for doing software development and we’re putting them to work and they love it. We also have to capitalize on our own capabilities along the way, but it’s one that we’ll have to re-look at how we bring in manpower.
Pilot Training Next instructor, U.S. Air Force Capt. Orion Kellogg, discuses a future PTN version 3 student’s virtual reality flight with members of NASA as part of a collaborative research agreement between Air Education and Training Command and NASA October 22, 2019, at Joint Base San Antonio-Randolph, TX. The goal of the agreement is to help both AETC and NASA collect physiological and cognitive data and leverage each organization’s knowledge and skills to maximize learning potential for individual students.
(U.S. Air Force photo by Sean M. Worrell)
Airman magazine: With the advancements in AI/VR, how do you see the Air Force further capitalizing on technology to equip Airmen with quality training through simulation scenarios?
Gen. Bunch: AI and VR, those are big areas that we’re going to continue to look at. The best example right now is one that our Air Education and Training Command started with Pilot Training Next. What they’re really doing is they’re capitalizing off of the gaming industry and artificial intelligence to understand and to personalize the training they’re doing for each individual student.
The way they’re building Pilot Training Next allows the student pilots to learn in a simulated immersive AI and VR environment with an individualized training methodology, which really speeds up the learning process.
I think you’re going to see more growing in that area. We’re looking at trying to apply that for maintenance. We’re also looking at other avenues to try to capitalize so we’re better able to train the workforce in a timelier manner.
Airman magazine: You have a lot of experience in your resume in the test community. How do you see the community evolving for the speed of relevancy?
Gen. Bunch: So there are a lot of initiatives here. One of the things we did in my previous job was take the test community leadership to Silicon Valley to expose them to how commercial industry tests software. The goal was to figure out what can we change within our initiatives to be able to test software more quickly to support Agile development ops, secure DevOps and to push things out into the field faster.
That’s now something we’re working on. We’re changing our philosophy. We’re working with the operational test community to set that up. Another area that we’re looking at is how do we combine more developmental tests and operational tests earlier in the process? Gen. Mike Holmes [Commander, Air Combat Command] and I have kicked off an initiative to look at that. We’re looking at how we could combine our developmental tests and our operational tests so that we’re getting more data quicker. We can streamline the amount of testing. We can save costs. We can get things into the field more readily.
There are a lot of great strides going on at the Air Force Test Center with Maj. Gen. Chris Azzano about how do we test things in a more rapid manner. He’s asking the questions: How do we not over test? How do we use digital enterprise, model-based systems engineering? How can we utilize that digital enterprise to get after some of that testing so that we don’t have to do everything in open air and repeat things?
The worst answer you can give me is, “Gen. Bunch, we got to test this much because that’s how we’ve always done it.” That is not a good answer. So anybody out there, that’s not a good answer to give me. There are certain things we’ve got to go test. We want to make sure that it’s safe for the Airmen we’re putting in harm’s way. We want to make sure that they have a good product. But we are making a lot of strides at relooking at how we do our test enterprise.
Staff Sgt. Ruth Elliot, 412th Medical Group, takes a selfie with Gen. Arnold Bunch, Commander, Air Force Materiel Command, at Edwards Air Force Base, California, Oct. 18. Elliot was a presented a commander’s coin by the AFMC commander.
(U.S. Air Force photo by Giancarlo Casem)
Airman magazine: What has been some of the most rewarding part of your career?
Gen. Bunch: From what I’ve done in the military, I go back to all I’ve ever really wanted to be was a commander and work for Airmen. I firmly believe in servant leadership and that the commander works for everybody in the organization. Right now I work for more than 80,000 men and women within AFMC, the Airmen making the mission happen every day and doing all the hard work. Getting to talk with them, getting to watch them grow and feeding off of their energy is the most rewarding thing I get to do every day.
If you listen to some of our young Airmen when they talk about the great things they’re doing or you watch them respond in a time of crisis with what they do, if that doesn’t put a smile on your face and make it great to put the uniform on every day then you probably got a problem and it may be time for you to go find something else to do.
To me, just the interactions with the our people and watching our Airmen succeed and watching them do the mission every day with the passion they do is just remarkable for me.
Airman magazine: What would you like to say directly to the Airmen of AFMC?
Gen. Bunch: So for the Airmen of AFMC, thanks for what you do each and every day, your wartime mission makes us successful. Remember that what we’re doing is critical to the war fighter and remember that we are the most important major command within the Air Force. If we’re going to achieve the National Defense Strategy and if we’re going to drive to the Air Force We Need, we’re the ones that have to succeed. If we don’t succeed then the Air Force can’t succeed. Remember, the programs and systems we’re working to sustain and test is to make sure America’s most valued treasure, our sons and daughters we send into harm’s way, have the technological advantage they need to do their mission supporting our nation’s defense and to come home safely.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
While many eyes are on Paris Fashion Week, where many of the A-list stars are picking out their awards season wardrobe, the Paris Air Show is also a big deal. In fact, in 2011, over 350,000 people were at the event! By contrast, Paris’s Fashion Week has all of 5,000 attendees.
The Paris Air Show is where many planes make their big debut onto the world stage. In 1989, the Soviets not only introduced the Buran spaceplane at the Paris Air Show, but the Su-27 Flanker shocked the world with a demonstration of the Pugachev Cobra.
Paris has also seen tragedy, including a MiG-29 crash in 1989, as well as the 1973 crash of the Tu-144 “Concordeski.” B-58 Hustler strategic bombers also crashed there in 1961 and 1965.
The Paris Air Show is held every other year in an odd year. For this year, the F-35 made its flight demonstration debut. According to a European Command release, the American delegation to the 2017 Paris Air Show also included two F-16 Fighting Falcons, a CH-47 Chinook, a P-8 Poseidon, a V-22 Osprey, an AH-64 Apache, a C-130J Hercules, and a KC-135 Stratotanker.
The star, of course, was the F-35, which was the only fifth-generation fighter at Paris.
The plane made its first aerial demonstration there. You can see it in the video below, from takeoff to landing. It’s about six minutes and 40 seconds, but well worth is to see the F-35 make its mark over Paris.
Eric Greitens is no parenting expert, so why should you listen to his tips on raising resilient kids? Take your pick: The guy’s a Rhodes Scholar with a doctoral degree in ethics, philosophy and public policy. After doing humanitarian work in some of the less pleasant corners of the world, he became a Navy SEAL with 4 deployments, including a turn commanding an Al Qaeda targeting cell. Along the way, he picked up a Purple Heart, a Bronze Star, and 7 other major military awards and commendations. Greitens has persevered through more in one life than most could in 5, and he did all that before having his first kid last year. So, how has he applied what he knows about resilience to that little adventure? Read on …
1. If you‘re not a resilient guy, your kid won‘t be a resilient kid.
“To paraphrase Ralph Waldo Emerson, who you are will speak more loudly to your children than anything you say,” says Greitens. If they see you always able to pick yourself up when you’ve been knocked down, that’s behavior they’re going to adopt intuitively. While you’re at it, maybe try to get knocked down a little less.
2. Being resilient begins with taking responsibility.
If you have no ownership over anything – actions, property, your sister’s feelings – then you have no incentive try hard or try again when the moment calls for it. “Teach your children early not to pass the blame or make excuses, but to take responsibility for their actions” says Greitens. That doesn’t just apply when they tag their sister in the face with a rubber band; it’s just as important when they agree to walk the dog or keep their room clean.
3. Empower them through service.
Helping others teaches all sorts of important skills, including empathy and resourcefulness and an understanding that life’s a box of chocolates and sometimes you pick the one with the gross orange-flavored filling. But, more importantly, Greitens says, “Children who know that they have something to offer others will learn that they can shape the world around them for the better.” That’s a powerful source of optimism for a kid, and it will come in handy when you’re old and broke.
4. Make a daily habit of being grateful.
Now that your kid is seeing what misfortune looks like through their service, it’s a good time to introduce the idea of gratitude. If nothing else in life, they’ve got a father who loves them unconditionally and irrationally (they probably also have a roof over their head and 3 square meals a day, too), and not everyone is so lucky. Taking a minute out of each day to remember that makes it easier to handle whatever curveball comes next.
5. Resist the urge to fix, solve or answer everything for them.
“Your children should know that you’re always there for them, and that they can call on you when needed,” says Greitens. “But give them the opportunity to learn to solve their own problems.” You know you’re supposed to object to this and insist that you just can’t help rushing in to save them because you love them so much, but admit it: His plan is way less work for you.
6. Help them understand consequences, for better and worse.
Learning the negative consequences of their actions is a key step in your kid understanding why they shouldn’t torture the dog and why they should do their homework. It’s on you to enforce the consequences that are within your control, but they don’t always have to be negative – understanding how their actions can also have positive outcomes will help them look for the best course of action in any situation.
7. Failure is a good thing.
“In failure, children learn how to struggle with adversity and how to confront fear. By reflecting on failure, children begin to see how to correct themselves and then try again with better results. A culture that rewards failure with trophies steals from children the great treasure chest of wisdom that comes from pain, from difficulty, from falling short.” Considering that, when Greitens talks about struggling with adversity and confronting fear, he means “Shit I saw serving as a Navy SEAL,” it’s probably best to take him at his word on this one.
8. Allow risk taking.
Failure, consequences, independence, responsibility – every single one of the aforementioned tips involves your kid taking some kind of risk. If you try too hard to mitigate those risks, you mitigate your whole kid. “To be something we never were, we have to do something we’ve never done,” says Greitens. Again, Navy SEAL. Don’t argue.
9. Know when to bring the authority.
“Not every risk is a good risk to take, and adults need to be clear with children about what will and won’t be tolerated. Children don’t get to choose to ride in a car without seatbelts,” says Greitens. Properly wielded, authority actually frees your kid up to take the good kind of risks, because you’ve established safe limits within which to operate – like, in the yard but not in the street. Or in their pants and not without pants.
10. Demonstrate your love for them every day.
What? You thought the guy was a hardass just because of the whole Navy SEAL thing?
The US has imposed sanctions on two top Turkish officials on Aug. 1, 2018, in a long-standing dispute over Turkey’s detention of an American pastor.
The US Treasury Department targeted Turkey’s Minister of Justice Abdulhamit Gul and its Minister of Interior Suleyman Soylu, whom they say played a major role in the arrest and detention of the evangelical Christian pastor Andrew Brunson.
“Pastor Brunson’s unjust detention and continued prosecution by Turkish officials is simply unacceptable,” Treasury Secretary Steven Mnuchin said in a statement. “President Trump has made it abundantly clear that the United States expects Turkey to release him immediately.”
White House Press Secretary Sarah Huckabee Sanders reiterated the Justice Department’s words at a press briefing Aug. 1, 2018, and said that Trump had personally ordered the sanctions against the officials who played “leading roles” in Brunson’s arrest.
Treasury Secretary Steven Mnuchin.
Brunson,50, is originally from North Carolina, and has led a small congregation in the coastal Turkish city of Izmir since 1993.
He was arrested in 2016 and has been accused of orchestrating a failed military coup attempt against Turkish President President Recep Tayyip Erdogan. He has been imprisoned in Turkey for the last 21 months on espionage charges, though he was moved to house arrest last month because of health concerns.
Brunson has denied any wrongdoing. He faces up to 35 years in jail if convicted.
There are suspicions that Brunson’s detention could be politically motivated. Erdogan has openly suggested a high-level strategic swap with the US in exchange for Fethullah Gulen, a Turkish preacher living in Pennsylvania who has been accused of masterminding the 2016 coup attempt.
Since the failed coup, Erdogan has instituted sweeping executive powers, which allow him to select his own cabinet, regulate ministries and remove civil servants, all without parliamentary approval.