Francis Ford Coppola was originally worried his soon-to-be iconic Apocalypse Now would be “too weird” for audiences, so he made major cuts to his film. Now, you’ll be able to see it in all its wacky glory, including 300,173 restored frames of depth, detail, and napalm.
Turn on your sound and watch this epic trailer, people:
APOCALYPSE NOW FINAL CUT – 4K Restoration in Theaters 8/15 & on 4K Combo Pack 8/27!
If Walkürenritt or Ritt der Walküren Ride of the Valkyries doesn’t get your juices flowing, I don’t know what will.
On Aug. 27, 2019, in honor of the 40th anniversary of the film, Lionsgate will release Apocalypse Now on a 4K Ultra HD™ Combo Pack (4K disc, plus three Blu-ray discs and Digital copy) and on Digital 4K Ultra HD for the first time ever.
But more importantly, on Aug. 15, 2019, you can see it in select theaters.
This isn’t the first time Coppola has made changes to his film. In 2001, Coppola released Apocalypse Now Redux, which added an additional 49 minutes to the original film, and while Roger Ebert gave Redux 4 stars, Coppola still wasn’t satisfied. With Apocalypse Now: Final Cut, Coppola has finally released his vision (which will run 183 minutes, about a half hour longer than the original).
But it’s not just the visuals that are being remastered. Sound technology has advanced since 1979, allowing Coppola to achieve effects that weren’t available in the 70s, including low frequency sound design meant to create a visceral reaction during war scenes.
Make no mistake, this is a sensory theater experience fans of the original film should take advantage of.
The black-hatted redcoats who guard royal residences in London and beyond, including Buckingham Palace and the Tower of London, are the Queen’s Guard. While you might think it’s fun to get in their way and try to make them laugh, the reality is these guys will straight up break you if it comes down to it. This all starts with the overly large hat on their head.
The hat – a bearskin – is a symbol of what it takes to be the best.
(Ministry of Defence)
While the Guard date all the way back to 1656, their trademark bearskin shakos date back to the Napoleonic Wars, the end of the Napoleonic Wars. As its name suggests, this is the series of conflicts fought between Imperial France, led by Napoleon and his various allies against the United Kingdom and the Coalitions it formed to counter the rise of the little emperor. The Guards were part of the First Regiment of Foot that finally ended the Napoleonic Wars at the Battle of Waterloo in 1815. That’s also when their uniforms picked up the now-iconic bearskin hats.
Specifically, the British picked the hats up from the dead bodies of fallen Frenchmen.
Some of Napoleon’s most elite troops and diehard supporters were the French Imperial Guard. These were troops that had been with Napoleon from the very beginning and were with him to retake power when l’empereur returned from exile on Elba. That’s how they ended up at Waterloo in the first place. They were the (arguably) the world’s best soldiers, and definitely some of the most fearsome in the world. The grenade-throwing grenadiers wore large bearskin shakos to make themselves appear taller and more fearsome. They received better pay, rations, quarters, and equipment, and all guardsmen ranked one grade higher than all non-Imperial Guard soldiers.
At Waterloo, the decisive engagement that determined if Napoleon would once again be master of Europe, the emperor committed his Imperial Guard against the First Regiment of Foot. The outcome of that battle would change history, as for Napoleon, it was a huge gamble that, if successful, could totally break the British and win the battle for the French. That’s why he committed his best.
As the First Regiment of Foot stood up to a punishing French artillery barrage and then a charge from the vaunted Imperial Guard, the British tore into the Frenchmen with repeated musket volleys, dropping hundreds of them before Napoleon’s best broke and ran. With the fall of some of Napoleon’s finest Imperial Guards, the outcome of the battle was all but assured.
With their stunning defeat of France’s best in frontline fighting with relatively few casualties, the British 1st Foot adopted the tall bearskins, a trophy to celebrate their stunning victory over the emperor, reminding the world of what it means to be elite. The bearskins have been on their uniform ever since.
Jake Larson, a World War II veteran, will be returning to Normandy, France June 2019 after 75 years. Jake is the last surviving member of a unit that stormed Omaha Beach. Many men died during World War II, and Jake often questioned why he had survived.
Jake, 96, told the New York Times, “I never thought I’d be alive 75 years later. I’m the luckiest guy in the world.”
He currently lives in the San Francisco Bay Area and had only returned to France in his mind. His humble salary at a printing business never afforded such a luxury.
However, with the help of two women and an online fund-raising campaign, Jake can now return to France for the 75th Anniversary of D-Day.
“I can’t believe people would donate to me — they don’t even know me,” Jake stated.
Jake is planning to write a memoir and calls his trip to France the final chapter.
This article originally appeared on VAntage Point. Follow @DeptVetAffairs on Twitter.
The Army’s pathfinders are elite airborne infantrymen capable of slipping into enemy territory to prepare drop zones and landing zones, conduct reconnaissance, place navigational aids, provide air traffic control, and recover wounded personnel. Basically, they have more applications than an iPhone, and they can do all it at night, on their own, without reinforcements or resupply while under fire.
The units got their start in World War II after parachute drops into North Africa in 1942 and Sicily in 1943 resulted in troops dispersed across the target areas instead of massed into effective fighting formations. To fix this, the Army borrowed tactics and techniques from British scout companies to create their own pathfinder platoons and companies.
As World War II continued, pathfinders led the way into Normandy on D-Day and southern France in Operation Dragoon as well as aided the aerial resupply of troops pinned down in the Battle of the Bulge. They used signal fires, special radios, and lights to create paths for aircraft to follow, ensuring pilots could navigate to their target.
In the Korean and Vietnam wars, pathfinders continued their missions leading airborne forces but the expansion of helicopter operations gave them another job.
Today, pathfinders are primarily used for recovering wounded and isolated personnel, conducting reconnaissance, and assisting in helicopter assaults. They’re also experts in sling-load operations, the movement of heavy equipment by slinging it under a chopper.
The Army has cut the pathfinders to two companies, one in the 101st Combat Aviation Brigade and one with 82nd’s CAB. These companies rarely fight as a single unit. Instead, commanders kick out small teams of pathfinders to support operations across a large geographical area where they conduct all their missions. These teams of about six men have seen heavy combat in Iraq and Afghanistan.
With the shortage of dedicated pathfinder companies, infantry units send soldiers to the Army’s Pathfinder School at Fort Benning, Georgia. These soldiers become experts in linking Army ground and aviation elements, assisting their units when pathfinder companies aren’t available.
The vice chairman of the Joint Chiefs of Staff spoke about leadership to educators responsible for training the next generations of military leaders at the Association of Military Colleges on Feb. 25, 2019.
Air Force Gen. Paul J. Selva used the experience of the Battle of Iwo Jima in February 1945 as an example of leadership in action and a time when normal men rose to sublime levels of leadership.
Iwo Jima was one of the bloodiest battles of World War II. The United States sent 70,000 Marines and sailors to assail the bastion in the Central Pacific. An unprecedented bombardment of the small island — some 74 days — had very little effect, because Japanese soldiers literally had dug into the island.
“Leadership is about inspiring people to do things they wouldn’t otherwise do — to do things they don’t believe they can do,” Selva said to the educators. “I imagine not many Marines wanted to charge ahead, directly into the barrage of fire that was being delivered upon them on Iwo Jima. Leaders have to figure out what skills we have to help others, and to inspire others to do things they certainly do not want to do — to accept those challenges that they believe are insurmountable.”
Air Force Gen. Paul J. Selva, vice chairman of the Joint Chiefs of Staff, completes an arrested landing training simulation at Training Air Wing 6 during a visit at Naval Air Station Pensacola, Fla., Feb. 1, 2019. Selva visited the training squadrons before speaking at a Joint Winging Ceremony for Air Force combat systems officers and naval flight officers.
(DOD photo by Army Sgt. James K. McCann)
All the firepower from battleships, cruisers and destroyers off the island, from aircraft strafing positions and from artillery reached a limit, and it was Marine riflemen who had to shoulder the burden of taking on the entrenched Japanese.
American leaders believed the battle would be over in days. But the island wasn’t secure for a month, at a cost of 21,000 Japanese dead. Some 6,800 Marines and sailors died in the battle, and more than 20,000 were wounded.
A total of 27 Medals of Honor were awarded for gallantry during the battle for Iwo Jima — the largest single-number of awards for a single battle in U.S. history.
“We are not genetically predisposed for leadership,” Selva said. “We’re actually predisposed, my theory is, to be good followers. And it is exceptional followers who become leaders of character. And it’s a learned trait, not an innate skill.”
These leadership traits can be taught, the general said. “If there’s a chance to build good leaders, it’s because they have role models,” he said. “They have people who are willing to share their skills and teach their skills. Because teaching leadership is a little bit about baring your soul. It’s a little bit about admitting your weaknesses. It’s a little bit about helping other people discover theirs. And it’s certainly about motivating them to overcome them.”
Ashley Salazar did a lot of stupid stuff growing up, probably no different from the stupid stuff we all did. But unlike many who made mistakes as teen, Salazar was “saved” by joining the Air Force.
“A lot of people don’t even believe I served in the military,” she says. “All they see is a pretty girl, but I was a tomboy growing up. Everyone does the kind of stupid stuff I did. When I joined, Uncle Sam became my dad in a way, making sure I stayed out of trouble. It pushed me to be more than I ever thought I could be.”
She joined the Air Force because of the September 11th attacks. She actually had a potential modeling and acting career before enlisting, since her mother was also a model. But enlisting was something Salazar felt she had to do.
“I had a modeling agent, but I was really affected by 9/11. I was seventeen years old then,” she recalls. “I had to wait a year to join. But I did as soon as I could. I talked to Marine recruiters and I talked to Coast Guard recruiters, but the Air Force seemed to call me the most. I wanted to serve my country. We have to fight for ourselves as Americans, but we also have to fight for those who don’t have the freedoms we have.”
The Air Force got a super troop in Airman Salazar. She was an element leader in basic training and despite a few stumbles, she graduated from Radiology technical training with a Commander’s Award that hadn’t been awarded in five years. Adversity is where Salazar thrives.
“I first got pregnant with my daughter in radiology school. I was having very hard time as a C student. But something happened to me, where she made me go from C student to A student – from the bottom to the top of my class.” She was promoted early in a “Below the Zone” promotion and made Staff Sergeant this first time she tested for the rank.
She spent much of her career at Keesler and Scott and she did everything she could to be part of the Air Force mission. She trained into mammography, volunteered to deploy to field hospitals, and even volunteered for Security Forces augmentee duty, a job few Airmen look forward to.
“All the cops were deployed,” she says. “I was young, 18 years old, and I could go do my part. Not just for the civilians back home but for all the military members who had spouses and children. I could deploy so they don’t have to. I did have to experience things I would have rather not have seen. Everyone does.”
Salazar was stationed at Keesler AFB in 2005, when Hurricane Katrina devastated New Orleans, Mississippi, and Alabama. As hospital personnel, she was not able to evacuate the base and spent the aftermath, using X-rays to identify bodies —and body parts. In the meantime, she lost everything in the storm. When it came time to be relocated, she opted for Scott AFB in Illinois, to be closer to her family.
She liked her hospital job, but her favorite aspect of her Air Force career was a much higher calling: Honor Guard.
“I did over 600 Honor Guard ceremonies between the two bases and I was flight leader while at Scott,” Salazar recalls. “Being able to give back and thank the families is the most gratifying thing I’ve ever experienced. I know someday when I pass, someone is going hand a flag to my family and it means a lot, it was and honor and it was humbling to be able to do that for people.”
Her modeling came up again after photos of her at an Air Force Christmas party wearing a red dress appeared on the Medical Group’s website. Everyone wanted to know who that woman in red was. The base photographer who took the photos begged Salazar for months to let him use her as a model. She was never really thinking of being a model.
“To be honest, I’m 5’7″ and a little bit big around the top,” she says. “And they like women who are thin and not shapely in the fashion world. Besides, I felt old at 23 or 24 and I thought 18-year-olds were the ones who modeled, not 24 year old airmen with kids. I finally caved and we did some photos. Shortly after, I was signed with an agency and then I got my first billboard across from the St. Louis Cardinals stadium.”
After that, she started doing regular modeling work using her military leave, while still maintaining her Air Force career. She even expanded into doing her own photography for others. Eventually, she did a volunteer charity calendar that got her into hot water.
“Being a Super Troop kinda hurt me in the end because the standards of professionalism in the Air Force are so high, if you mess up once, it’s unforgiving,” Salazar says. “It was a dress jacket with a little cleavage, nothing from the waist down, and I was just saluting. Which cost me my quarterly award. They also took an oak leaf cluster. I didn’t want to bring any discredit on myself or on anyone.”
Salazar left the Air Force in 2008, when the U.S. job market was tanking on an epic scale. People were losing their jobs, no one was hiring. As a recently divorced, recently separated airman, Ashley Salazar had to take care of her daughter and her mother. She turned to her creative work.
“I started this blog when I started photography,” she says. “I would interview people and take their photos and put them on this Tumblr page. Fast-forward five years and now we have this thing called MollMag which is now wildly popular. It’s been my baby and now I’m taking it to the next level. We have a new international edition released in South Africa which we started in 2013.”
Salazar is also a supporter of breast cancer research, as the disease runs in her family.
Ashley is also currently in a contest to be the model for Pink Lipstick Lingerie. For her, it could mean a huge difference in her life and for her family.
“The one thing I haven’t been able to do as a model is be a model for a lingerie company,” she says. “It’s a great opportunity to get into a catalog. A lot of these companies also use models for those funny Halloween costumes they have at stores every year. If I win this vote, they’ll fly me to New York to do these shoots for them. Once you get into the catalog industry, its much more likely for your career to take off.”
Through all her hard times, her experience in the Air Force has always stayed with her. It toughened her, it changed her, it prepared her for anything she might have to do in the civilian world. That experience gives her an edge, a down-to-earth, can-do mentality that keeps her from giving up where so many others might have in her position.
“I’ve been told no so many times for so many things,” she says. “Being a mom means I have a couple of stretch marks. Real women do. In the beauty world, that’s not ideal. It’s a competitive industry and it’s hard. My husband now taught me to embrace my body to accept myself my body for what it was and be happy with myself as we started to fall in love, I began to feel more comfortable and that’s when the bikini photos started to come out.”
“They only show one perspective of beauty out there, but real women are mothers too. I wanted to see a mother in Playboy, because it affects people around the world. Women all over the world see these women and then hold themselves to that standard. And they might think ‘well, if I don’t look like that, then I’m not beautiful,’ but that’s not true.”
After the Air Force and her husband, Ashley credits her glamour model success to her fans.
“I’m lucky to have fans,” she says. “I’m grateful for every one of them. I don’t care if they follow all my work or just like my Facebook page because they think I’m hot. I’m thankful for each fan and I hope they stick around.”
When most Americans think of the World War II battle for Iwo Jima – if they think of it at all, 75 years later – they think of one image: Marines raising the U.S. flag atop Mount Suribachi, the island’s highest point.
That moment, captured in black and white by Associated Press photographer Joe Rosenthal and as a color film by Marine Sergeant William Genaust, is powerful, embodying the spirit of the Marine Corps.
But these pictures are far from the only images of the bloodiest fight in the Marines’ history. A larger library of film, and the men captured on them, is similarly emotionally affecting. It can even bring Americans alive today closer to a war that ended in the middle of the last century.
Take for instance, just one scene: Two Marines kneel with a dog before a grave marker. It is in the final frames of a film documenting the dedication of one of the three cemeteries on the island. Those two Marines are among hundreds present to remember the more than 6,000 Americans killed on the island in over a month of fighting. The sequence is intentionally framed by the cinematographer, who was clearly looking for the right image to end the roll of film in his camera.
I came across this film clip in my work as a curator of a collection of motion picture films shot by Marine Corps photographers from World War II through the 1970s. In a partnership between the History Division of the Marine Corps and the University of South Carolina, where I work, we are digitizing these films, seeking to provide direct public access to the video and expand historical understanding of the Marine Corps’ role in society.
Over the past two years of scanning, I have come to realize that our work also enables a more powerful relationship with the past by fostering individual connections with videos, something that the digitizing of the large quantity of footage makes possible.
The campaign within the battle
Iwo Jima, an island in the western Pacific less than 1,000 miles south of Tokyo, was considered a key potential stepping stone toward an invasion of Japan itself.
During the battle to take the island from the Japanese, more than 70,000 Marines and attached Army and Navy personnel set foot on Iwo Jima. That included combat soldiers, but also medical corpsmen, chaplains, service and supply soldiers and others. More than 6,800 Americans were killed on the island and on ships and landing craft aiding in the attack; more than 19,200 were wounded.
More than 50 Marine combat cameramen operated across the eight square miles of Iwo Jima during the battle, which stretched from Feb. 19 to March 26, 1945. Many shot still images, but at least 26 shot motion pictures. Three of these Marine cinematographers were killed in action.
Even before the battle began, Marine Corps leaders knew they wanted a comprehensive visual account of the battle. Beyond a historical record, combat photography from Iwo Jima would assist in planning and training for the invasion of the Japanese main islands. Some Marine cameramen were assigned to the front lines of individual units, and others to specific activities, like engineering and medical operations.
Most of the cameramen on Iwo Jima used 100-foot film reels that could capture about two and a half minutes of film. Sgt. Genaust, who shot the color sequence atop Suribachi, shot at least 25 reels – just over an hour of film – before he was killed, roughly halfway through the campaign.
Other cameramen who survived the entire battle produced significantly more. Sgt. Francis Cockrell was assigned to document the work of the 5th Division’s medical activities. Shooting at least 89 reels, he probably produced almost four hours of film.
Sgt. Louis L. Louft fought with the 13th Marines, an artillery regiment; his more than 100 film reels likely resulted in more than four hours of content. Landing on the beach with engineers of the 4th Division on Feb. 25, 1945, Pfc. Angelo S. Abramo compiled over three hours of material in the month of fighting he witnessed.
Even taking a conservative average of an hour of film from each of the 26 combat cameramen, that suggests there was at least 24 hours of unique film from the battle. Many surviving elements of this record are now part of the film library of the Marine Corps History Division, which we’re working with. The remainder are cataloged by the National Archives and Records Administration.
While military historians visiting the History Division in the past have used this large library, the bulk of its films have not been readily available to the public, something that mass digitization is finally making possible.
For many decades, the visual records made by Marines have been seen by the public only piecemeal, often with selected portions used as mere stock footage in films, documentaries and news programs, chosen because a shot has action, not because of the historical context of the imagery.
Even when they are used responsibly by documentary filmmakers, the editing and selection of scenes imposes the filmmaker’s interpretation on the images. As a historian and archivist, though, I believe it is important for people to directly engage with historical sources of all types, including the films from Iwo Jima.
The ‘highest and purest’ form
After the battle, the Americans buried their dead in temporary cemeteries, awaiting transportation back to the U.S. The film segment just before the graveside scene shows a service honoring the Americans of all backgrounds who had bled and died together.
At that service, Rabbi Roland B. Gittelsohn, the Marines’ first-ever Jewish chaplain, gave a eulogy that has become one of the Marine Corps’ most treasured texts. Noting the diversity of the dead, Gittelsohn said, “Here lie officers and men, Negroes and whites, rich men and poor … together. Here are Protestants, Catholics, and Jews together. Here no man prefers another because of his faith or despises him because of his color.”
After the dedication ceremonies, Marines walked the 5th Division cemetery, looking for familiar names. The photographers were there, and one recorded the footage of the two Marines – names not known – and the dog, at a grave with only the number 322 as a visible marking.
The image stood out. The two Marines looking directly at the camera seemed to reach across the decades to compel a response. Researchers at the History Division identified the Marine beneath marker 322 as Pfc. Ernest Langbeen from Chicago. It felt appropriate and important to add his name to the online description for that film, so I did.
I then located members of the Langbeen family, and told them that this part of their family’s history existed in the History Division’s collections and was now preserved and available online after more than seven decades.
Speaking with the family, I learned more about the Marine in grave 322. One of the two Marines in the picture may well be his best friend from before the war, a friend who joined the Corps with him. They asked to serve together and were assigned to the same unit, the 13th Regiment.
Now, family members who never knew this Marine have a new connection to their history and the country’s history. More connections will come for others. The digital archive we’re building will make it easier for researchers and the public at large to explore the military and personal history in each frame of every film.
The visual library of more than 80 online videos from Iwo Jima carries in it countless Pfc. Langbeens, ordinary Americans whose lives were disrupted by a global war. Each film holds traces of lives cut short or otherwise irrevocably altered.
The films are a reminder that, 75 years after World War II, all Americans remain tied to Iwo Jima, as well as battlegrounds across the world like Monte Cassino, Peleliu, Bataan and Colleville-sur-mer. Americans may find their relatives in this footage, or they may not. But what they will find is evidence of the sacrifices made by those fighting on their behalf, sacrifices that connect each and every American to the battle of Iwo Jima.
Few know mission command better than retired Gen. Carter F. Ham. In the time between his enlistment as an infantryman in 1973 and his retirement as a geographic combatant commander in 2013, Ham experienced the Army from a variety of perspectives, including as the commander of U.S. Army Europe and as the director for operations for the Joint Chiefs of Staff.
As the current president and chief executive officer of the Association of the U.S. Army, Ham continues to make a difference on behalf of the men and women who serve. Here are his insights on mission command as the Army looks to the future.
Q: After having a career that spanned four decades, what does mission command mean to you?
A: When I think of mission command, it is getting the right process by which leaders make decisions to employ their forces from the strategic to tactical levels. It is freedom to act within intent and established parameters, and it’s achieving the right blend of initiative and control.
I’ve thought about this a lot as the Army sometimes has a tendency to rebrand old ideas with new names. The term “mission command” started gaining momentum over “command and control” in the late 2000s, particularly when Gen. Martin Dempsey was at Training and Doctrine Command. A lot of talk within the profession suggested this really wasn’t anything new but, rather, what the Army had always done in terms of mission-type orders and building trust.
General Carter F. Ham.
My sense was that it wasn’t quite the same. The cohort of senior Army officers at the time, myself included, grew up mostly in the Cold War era with very clearly defined boundaries, rear areas, adjacent units, and the like. When that era changed and the Army found itself in highly irregular warfare, leaders recognized command and control wasn’t adequate for the new environment.
The command piece was okay, but the control piece was overly regulated given the circumstances in which the Army was anticipated to operate. It was time for a change, and I think mission command was exactly the right focus. With varying degrees at varying levels, and certainly as circumstances change, we must enable leaders to operate with empowered, disciplined initiative and higher degrees of flexibility.
Q: What were some of the biggest challenges you faced as commander of U.S. Africa Command?
A: Most Americans think of Africa as a single place; it’s not. It is huge; at the very least, Africa is 54 countries with vast geographic differences, linguistic challenges, and economic, cultural, and ethnic diversity. It’s an exceedingly complex area of operations.
When Secretary of Defense Robert Gates told me he intended to recommend the president nominate me for [commanding general of] the Africa Command, I had two feelings simultaneously. First was pure exhilaration: “Holy smokes, you’re going to be a combatant commander! You get your picture hung on the entryway of the Pentagon!”
But instantaneously, the second feeling hit: “You don’t know anything about Africa.” At the time, it was not a part of the world any of us in the military thought much about.
Carter F. Ham as lieutenant colonel commanding U.S. forces in Camp Able Sentry, Macedonia, speaking to Admiral William Owens in 1995.
I was going from a very Europe-centric career — frankly a very comfortable setting for me because I had relationships with many of the senior leaders — to exceeding discomfort in Africa. It was intellectually stimulating, but I just didn’t have that foundational understanding of the area of operations as I did in Europe.
For me, this was mission command in practice at the upper operational and strategic levels. Despite the dispersed nature of U.S. forces, the requirement to work with host-nation forces, and the diversity of missions — ranging from very precise targeted activities and hostage rescue to maritime security, humanitarian assistance, and veterinary teams helping with herds of animals — there was still an expectation from the Secretary of Defense, the chairman of the Joint Chiefs of Staff, and the other service chiefs. They were empowering me to make decisions in this vast and complex area of responsibility.
You can’t do that with a highly structured, highly controlling style of leadership. I had to catch myself sometimes, and my senior enlisted leaders would often remind me, “General, they don’t need you to tell them how many times to turn the screwdriver; they need your intent.”
If you can describe your intent, subordinate leaders will accomplish the mission.
Q: How does mission command need to evolve to maximize readiness for the future operational environment?
A: There is recognition that the Army has to refocus after 15-plus years of irregular warfare and counter-insurgency operations. Gen. [Mark] Milley has it right; we have to get back to preparing for combat operations across all domains against a very capable, state-based adversary. It’s a much more complex environment in which to operate.
The first half of my career was highly structured and very clearly focused on a state-based adversary, the Soviet Union. It was a very dangerous, but also very predictable, period. We knew their doctrine and organizational structure; they knew ours. We knew their equipment and capabilities; they knew ours. Our war plans were incredibly detailed: we knew exactly where we were going to fight and exactly where almost every soldier was going to go in the defense of Western Europe. Control was dominant.
That is not the environment in which the Army will operate in the future. We have to develop leaders who can thrive in the ambiguity that is certain to exist in future combat. Leaders must know how to exercise mission command and make proper decisions without linkages to their higher and adjacent units, or when communications are degraded. That, I think, is the great challenge the Army faces today.
Carter F. Ham speaking to reporters during a press briefing at the Pentagon in October 2005.
Q: Can you discuss the importance of mission command for sustainment formations?
A: I’m not a logistician, but I learned the importance of sustainers early. When I was a division operations officer, I had some great mentoring from my division commander. The simple message was, “The brigades, they’re going to win the fight; you don’t need to spend time mapping things out for them. Your job is to set the conditions for those brigades to operate, and the biggest piece of that is sustainment.”
In the Cold War, sustainment was a complex operation; it’s tenfold more complex today. There are no longer safe rear areas, secure supply routes, or the ability to move “iron mountains” of supplies to the point of need at a moment’s notice.
In my era, sustainment was mostly a math problem: how do you move stuff from point A to point B? Today’s sustainment challenge is much more of an art than it is a science. How will sustainers make sure that dispersed, often separated, units have what they need to fight and win on the future battlefield?
The science is certainly still there; you still have to make sure fuel, water, chow, and ammunition are at the right place at the right time. But now, more than ever, sustainers have to be inside the heads of maneuver commanders, understanding what they want to achieve. That’s where it becomes more of an art, and I think that’s where mission command enters into the realm for sustainment leaders.
Q: How important is training?
A: I’m old enough to have been in the Army before there were combat training centers, and it’s night and day. I was an opposing force guy at the National Training Center in the mid- to late-1980s, and you could see the Army get better. Repetition matters. Complexity matters. The difficulty created in the training base matters.
We want Army leaders to be more challenged in their training than they will be in combat. That’s tough to achieve these days, particularly given multi-domain operations. How do you create that cyber, electronic warfare, or geographic complexity leaders will have to deal with? The more we invest in the rigors of our training, the better off we will be. That certainly applies to the sustainment force.
There are tremendous opportunities in the Synthetic Training Environment that allow for repetition and increased difficulty without great expense. At some point you still have to put Army units in the dirt to train, but it’s the most expensive way to do so. There’s so much you can do prior to that point so that units enter that phase at a much higher level. For all of our forces, the Synthetic Training Environment will yield a stronger Army that is able to train at levels we can’t imagine today.
General Carter F. Ham being sworn into office as the Commanding General, U.S. Army Europe by Cairman of the Joint Chief of Staff, Admiral Michael Mullen on Aug. 28, 2008.
Q: Where does integration with our allies and coalition partners fit into mission command?
A: In our guiding documents, including the National Military Strategy and Army vision, we’ve established a recognition that the Army will always operate with allies and partners. The scale will vary from time to time, but we’re always going to do so in some form. As fast as the Army is changing, we have to be careful we don’t leave our allies and partners out of our modernization efforts.
We also have to become increasingly comfortable with the idea of U.S. maneuver forces being sustained by forces of another country and vice versa. This became almost normal for us when our force presence in Iraq and Afghanistan was very high. Now that force levels are significantly lower, junior leaders have less opportunity to interact with our allies and partners. We have to find a way to replicate those kinds of activities in the training base.
Again, I think it is more art than science. Part of the art is making sure each of the partners has responsibility for support, for sustaining, and for direction in a coalition-type operation. That doesn’t happen by accident. Through the exercise of mission command, we want to create leaders who are comfortable in multinational environments.
Q: How are we doing as an Army when it comes to soldier resilience?
A: When I came home from Iraq, I think like many soldiers, I felt incomplete. I felt I had left soldiers behind; I came home and those I had served with were still there. I came to the Pentagon, the five-sided puzzle palace, and my work just didn’t feel very fulfilling. I had this tremendous longing to go back.
As a one-star general at the time, I don’t pretend I was on patrol facing hard combat every day like a squad leader or platoon sergeant. That’s an extraordinary kind of stress I frankly didn’t see on a daily basis. I think for leaders the effect is a little different; it’s a different kind of stress. Particularly for commanders, when you lose soldiers in combat — soldiers who are wounded or killed executing orders you issued — that stays with you.
When I came home, it was my wife who said, “Hey listen, you’ve changed.” That was important. It was recognition that a normal person can’t be exposed to combat and be unchanged. A lot of soldiers go through combat and deal with it very effectively. They’re resilient, they deal with it openly and confront it, and they continue to move forward. But there’s a spectrum, and on the other end are soldiers who have post-traumatic stress or, in more severe cases, traumatic brain injury. I was one of those who needed a little bit of help; mine came from an Army chaplain.
I’ll confess I was outed publicly. It wasn’t me coming forward; it was someone else talking about it. But as a general officer, my sense was [that] many other soldiers were having the same challenges readjusting to a nondeployed environment. If coming forward publicly would encourage one other soldier to get help and to say, “I’m having a tough time,” to his or her spouse, a chaplain, a social worker, a commander, a first sergeant, to somebody — then my speaking out was worthwhile.
I think the Army is once again leading the nation in matters like this. The senior leadership — the Secretary, Chief of Staff, and Sergeant Major of the Army — are coming forward and saying, “Hey, it is strength to step forward and say I need a little bit of help.”
Carter F. Ham listens to a soldier’s comments during a visit to the headquarters of the U.S. Army Civil Affairs and Psychological Operations Command (Airborne), a major subordinate command of the U.S. Army Reserve.
(Photo by Master Sgt. Mark Bell)
That’s what the Army needs. We need soldiers who can take a blow, whether physical or psychological, recover, and be stronger in continuing their mission.
There’s still a lot of work to be done; we shouldn’t kid ourselves that the stigma is gone. We have to keep it as a frontline Army effort and continue to say, “This can make you stronger; and when you’re stronger, our Army is stronger.” But I’m really proud of our efforts thus far.
Q: You’re one of only a few to rise from private to four-star general. What advice do you have for soldiers today?
A: First, recognize I didn’t go from private to four-star overnight; there were just a few intervening steps along the way. When I was enlisted, I rose to the exalted position of being our battalion command sergeant major’s driver. He was, to me, the model of the noncommissioned officer: mission-focused, hard on soldiers, and always fair. He made me a better soldier. And after all these years, it comes back to one question, “Why do you serve?”
We get so busy sometimes that we forget this. We talk a lot about what we do; we talk less about what we’re for. Whenever I have the opportunity to talk to young leaders, both enlisted and officers, I ask them to think about the oath they took. It is the bond that ties us together, the shared commitment each one of us made to serve the nation.
In my mind, it’s what makes the Army such a unique organization. I have lots of experience as a joint officer, and I truly value the other services. We have the best Marine Corps, the best Navy, and the best Air Force. But of all the services, I think the Army is uniquely of the people. We’re the biggest and most diverse. I think it’s worthwhile to sit back and say, “What is this Army for, and why is it that more than one million women and men have raised their right hand and said I’m willing to do this?”
Every now and then, take time to think about it. Don’t get consumed by it, but take pause and remember why you chose to serve this nation. I found when I did, it caused me to reflect as a professional soldier and “re-green” myself. For any Army leader — enlisted, officer, or civilian — it’s a worthy endeavor to remember why.
Arpi Dilanian is a strategic analyst in the Army G-4’s Logistics Initiatives Group. She holds a bachelor’s degree from American University and a master’s degree from Rensselaer Polytechnic Institute.
Matthew Howard is a strategic analyst in the Army G-4’s Logistics Initiatives Group. He holds bachelor’s and master’s degrees from Georgetown University.
This article was published in the January-March 2019 issue of Army Sustainment.
Last Thursday afternoon, commuters driving down the 215 Freeway adjacent to Riverside County, California’s March Air Reserve Base witnessed an incredible sight. A pilot was forced to eject from his F-16 Fighting Falcon carrying live ordnance over the highway, deploying his chute as the fighter careened into the roof of a nearby warehouse.
The single-engine fighter was headed back to March Air Reserve Base after completing a routine training mission in the nearby Moreno Valley when the pilot reported a hydraulics failure in the aircraft. Soon, he was forced to eject, landing safely in a nearby field. The crippled jet, however, continued its uncontrolled descent into the roof a warehouse across the freeway from the base, belonging to a company called See Water Inc.
In a dramatic 20-second clip captured by the dash camera of YouTuber James Dyer, you can see the stricken F-16 losing altitude as it passes from the left to the right of the screen. As the pilot ejects, the aircraft continues to coast and wobble, seemingly toward the freeway until the clip ends.
The warehouse that the armed F-16 crashed into was occupied at the time, and at least one person recorded footage of the aftermath that they later posted to Facebook.
“Holy *expletive* dude. That’s a *expletive* airplane; that’s a military airplane in our building,” one person can be heard exclaiming in the footage.
Damage filmed inside warehouse after fighter jet crash in California- video
While local officials would not comment on the exact munitions the F-16 was carrying, they did confirm that it was equipped with a “standard armament package,” which suggests 500 rounds for the aircraft’s on-board cannon as well as a number of potential air-to-ground or air-to-air bombs and missiles. All told, the F-16 has hard points for six external weapons, often broken down into two 2,000-pound bombs, two AIM-9 Sidewinder missiles, and two AIM-120 AMRAAM missiles, as well as two additional 2400-pound external fuel tanks when necessary for long-duration flights. Whatever ordnance was on board this Fighting Falcon was quickly secured by Air Force officials.
F-16 carrying a full combat load including external fuel tanks
(U.S. Air Force)
Suffice to say, as bad as a hole in a warehouse roof may be, this incident could have been significantly worse. No one was killed in the crash, though 13 people were injured with three remaining hospitalized but listed as stable. According to local health officials, none of the injuries sustained were life-threatening.
“Thank God everyone is safe and OK,” Mike Johnson, the CEO of the company located in the warehouse, told the press. “We’ll have to see what this means for the company, but right now our concern is with our employees and their families.”
President George H.W. Bush occupied the White House during tumultuous times, conducting military operations in Panama and the Persian Gulf and grappling with the dissolution of the Soviet Union in just four years.
But that doesn’t mean we can’t have a little fun, he told the CIA officers tasked with briefing him each day.
As vice president and president, Bush took special interest in the intelligence he was provided and in the personnel who provided it, according to a remembrance in the most recent edition of the CIA’s Studies in Intelligence journal, written by its managing editor, Andres Vaart, a 30-year CIA veteran.
In a 1995 article in the journal, one of Bush’s briefers, Charles A. Peters, recounts how, on Jan. 21, 1989, the day after his inauguration, Bush injected levity into one of the more severe daily tasks the president takes on.
“When the President had finished reading, he turned to me and said with deadly seriousness, ‘I’m quite satisfied with the intelligence support, but there is one area in which you’ll just have to do better.’ The [director of Central Intelligence, William Webster] visibly stiffened,” Peters wrote, according to Vaart.
Chief Justice William Rehnquist administering the oath of office to President George H. W. Bush during Inaugural ceremonies at the United States Capitol. Jan. 20, 1989.
(Library of Congress)
“‘The Office of Comic Relief,’ the new President went on, ‘will have to step up its output.’ With an equally straight face I promised the President we would give it our best shot,” Peters wrote. “As we were leaving the Oval Office, I wasted no time in reassuring the Director that this was a lighthearted exchange typical of President Bush, and that the DCI did not have to search out an Office of Comic Relief and authorize a major shakeup.”
The CIA staffers compiling the PDB included a “Sign of the Times” section, which included amusing or unusual anecdotes meant to lighten otherwise heavy reading.
“Libyan intelligence chief recently passed message via Belgians laying out case for better relations with US and expressing desire to cooperate against terrorism… even suggested he would like to contribute to your re-election campaign,” one January 1992 entry read, according to Peters.
“French company says it has won contract to export vodka to Russia… deal apparently stems from shortage of bottles and bottling equipment… no word on whether Paris taking Russian wine in return,” a July 1992 entry read.
US President George H. W. Bush and Soviet President Mikhail Gorbachev.
(George Bush Presidential Library and Museum)
Bush’s single term stretched over the final days of the Soviet Union, possibly giving CIA staffers the opportunity to draw on their cache of Soviet jokes to liven up the daily briefing.
Bush’s briefs also included updates about his counterparts. From time to time, Vaart writes, Bush would call one of those leaders to chat about something interesting they were doing.
For staffers working on the President’s Daily Brief between 1981 and 1993, during Bush’s time in office, “no labor was too intense to produce the needed story and no hours were too many or too late to make certain we … made it good and got it right,” Vaart writes.
“This may have been true with later presidents,” Vaart adds, “but what stood out with President Bush was that we … knew well that the effort was truly appreciated.”
“We also saw through those interactions, as though at first hand, the humor and personality of a man who deeply cared about the people who served him,” he writes.
Bush’s mirth was widely recounted in the days after his death on Nov. 30, 2018. Friends and colleagues remembered his enthusiasm for jokes — at his expense, like when he invited Dana Carvey to the White House to impersonate him after his 1992 electoral defeat, and at the expense of others, like the “award” he gave aides who fell asleep during meetings, named after national-security adviser and frequent dozer Brent Scowcroft.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The Battlefield series has always been known for its breathtaking graphics and in-depth storytelling about real-life conflicts involving troops. These popular features seem to be continuing with their latest installment, Battlefield V, coming Oct. 19.
The new game will be set in World War 2 and have several modes. The single-player “War Stories” will be brought back from Battlefield 1, which gave each chapter of the story to a different soldier fighting in the war. This opened up many storytelling possibilities that could give each region and troop the respect they deserve.
The multiplayer is also looking just as in-depth. The series is known for its massive 64 versus 64 player matches and it’s being teased that those matches may be even bigger. This even branches off into the “Last Stand” mode where a player is given only one life and that’s it.
Another much welcomed return to video gaming is an extremely interesting co-op mode called “Combined Arms.” In it, a squad of four players will be paratroopers given a mission to sneak behind enemy lines to complete their objective. The squad-based multiplayer is the game’s focus, just as it was in the phenomenal Battlefield: Bad Company 2.
Everything in the game is destructible and players can interact with everything and even build their own fortifications. Not only is being able to clear out buildings standing between you and your opponent coming back, but there’s a return of minor details that make the game feel more realistic. A key example is grabbing a health pack; players have to actually apply it to heal (instead of the gaming norm of just walking over it and magically healing.)
This offers a much more difficult level of game play that is unparalleled — and very welcomed from gamers.
Another popular perk of the game is their discontinuation of a premium or season pass. Every bit of post-launch content will be free to all players. In similar fashion, EA Dice has filled previous content with enough things to do that nearly doubles the game-play content in a matter of months.
Check out the video below to watch the official trailer.
During the “Great War”, the United States of America lost over 116,000 of her troops in a span of only 19 months. While initially remaining neutral and refusing to enter into World War I when it began in 1914, that changed after repeated attacks on America’s ships. In 1917 the U.S. entered into the fray, declaring war against Germany.
It can be argued that without American’s force beside the allies, the war wouldn’t have ended in victory, but a stalemate. History has documented this impressive and vital piece of our story. So why don’t we talk about it and those incredible heroes that turned the tide for an entire world in the name of democracy?
Why don’t we discuss how more Marines were killed or wounded in the battle of Belleau Wood than their service’s entire history at that point? That battle alone claimed over 10,000 American casualties in just three weeks. It should also be known that France refused to enter into this particular battle because they felt it was too dangerous. Instead, they insisted that the Americans do it.
In September of 1918, 1.2 million American troops entered into the deadliest battle in its history. Many were undertrained and not yet battle-tested – but their sheer numbers and grit did what other armies could not in four years. It was an incredible offensive effort as the Expeditionary Forces of the United States actually caught Germany completely by surprise with their attack.
America’s troops took an area that had been held for four years in just two short days. This battle ended the war, but America lost 26,277 of their own to win it. We also had 192,000 casualties. It was this specific battle at Meuse-Argonne, or The Battle of Argonne Forest, that pushed Germany into literally pleading for an end of World War I. America brought Germany to its knees.
This war was pivotal for so many things that have occurred in the last hundred years. We need to remember those lost their lives in the name of democracy. Let us also not forget the ones that died slowly years following World War I due to the effects of the lingering bullets, “shell shock” (now called post-traumatic stress disorder), and the effects of poison gas exposure.
Those who survived through all of that though? Their personal war at home was just beginning.
When service members returned home following the end of World War I, they were celebrated with parades – if they were white. The African American men who returned home after fighting alongside their brothers’ in arms were treated with open hostility and disdain. Some were killed.
The years following the “Great War” were not kind or easy to digest but need to be remembered. They matter.
Following the war, the Great Depression and race riots wreaked havoc on the United States, leading many to question what they fought for. Not only did they question their sacrifice – but they were deeply suffering after their service for their country.
Veterans received just with an honorable discharge. Although they received monetary allotments if they had a disability through the War Risk Insurance Act, it wasn’t enough. They were also required to maintain insurance for care and paid a premium that came out of that allotment, reducing their income even more. Many were too severely disabled to work to make any extra income and the money they received from the government didn’t cover living any kind of quality life.
High unemployment, lack of quality medical care and poor housing was the “thanks for your service” that these veterans received – if they were white.
The African American veterans were often denied housing or any kind of equality – leaving them homeless and destitute. This terrible choice for America to treat these brave men in such an abominable way would go on to pave the way for the next seventy years of struggle, advocacy, and racial tension that the country had ever seen.
The government failed all of its returning servicemen.
America failed its heroes by avoiding that chapter in its history.
Our World War I veterans did fight, suffer, and die for our freedom. Let us not forget it.
It wouldn’t do much good for a wounded World War I veteran trying to reintegrate into society to have a passersby gasp in shock and horror every time they saw him. The town of Sidcup in England attempted to ameliorate this shocked, audible response by attempting to warn the locals about the tenants of a nearby soldiers hospital.
Seeing a man on a blue bench when all the other benches in town were a different color warned the locals the image of a man sitting on it might come as a shock – and the veterans were grateful.
WARNING: Some of these images might be disturbing to even modern eyes.
A World War I veteran who was treated at Sidcup
World War I was an entirely different kind of warfare than the world had ever known previously. With that new, modern, and mechanized destruction, came new wounds and scars that would mark its veterans forever. Few in any military had ever seen anything like the gruesome scars of war left on World War I vets, so it’s safe to say that few civilians had either.
The Great War was packed with horrifyingly disfiguring weapons similar to wars past. Bullets are nothing new, neither was shrapnel. But the new weapons of war were able to unload hundreds of bullets in a minute and fire high explosives and poison gas from places the soldiers on the ground couldn’t even see. Soldiers on both sides suffered disfigurement at an astonishing rate. For the lucky ones who survived, that meant coming home to a population that wasn’t entirely prepared to see the horrors of the war.
The effects of the earliest plastic surgery on World War I veterans, this work done in London.
Sidcup, England had a hospital devoted to such soldiers. The hospital held hundreds of troops whose facial features were an object of terror to the unprepared. The benches of Sidcup were a warning to passersby that a veteran sitting on the bench might be disfigured, and it’s best not to stare. While this may seem offensive to us these days, for veterans who suffered from these afflictions, it was a blessing. Sidcup became the one place in the world where wounded, disfigured vets could walk around without the gasps and cries found everywhere else.
More than that, such hospitals featured pioneering medical techniques to attempt to mitigate the physical damage and return some kind of normalcy to the subject. World War I veterans were essentially the world’s first plastic surgery recipients. For those who couldn’t get that kind of work done, masks were an option – a painted replica of an unwounded face, covering the wounds of war that marked their daily lives.
Masks for WWI-era wounded soldiers were usually specially designed for the individual, created for the subject’s unique injury or war wound, and then painted one by one to ensure the look and fit of the mask matched the person wearing it. There are many occasions where (albeit in black and white photos) it’s hard to distinguish the masked face from what might be the soldier’s undamaged face.
They were remarkably accurate and allowed the soldiers a degree of freedom, walking around without the horrors of war written upon their faces.