In contrast, the total number of fatal casualties from Iraq and Afghanistan since 2001 is 6,995.
Suicide is a threat to our nation’s service members — and in U.S. Army Paratrooper and creator Jordan Martinez’s words, “Now, more than ever, we must tell stories about their experiences and remind others how important it is to never give up on the battle at home.”
His passion for this topic is what inspired the USC School of Cinematic Arts graduate student to create The Gatekeeper, a psychological thriller that accurately, artistically, and authentically highlights the real struggles veterans face with PTSD and suicide.
This ain’t no ordinary student film:
‘The Gatekeeper’ cast and crew filming on location at the Los Angeles National Cemetery.
The Gatekeeper will be the first film in USC history to use motion capture technology for pre-visualization. Martinez has invested state of the art technology and equipment, incredible production locations, and professional cast and crew for this film, including Navy veteran and Stranger Things actress Jennifer Marshall and Christopher Loverro, an Army veteran and the founder of non-profit Warriors for Peace Theater.
Martinez is a combat veteran who saw first-hand the psychological effects war has on returning service members — and decided to do something about it.
Or you can contribute to their Indiegogo campaign, which will directly pay for authentic looking military grade equipment, wardrobe, weaponry, and locations, as well as daily expenses for the crew. Student films rarely yield a return on the financial investment of the students who create them, so supporting a campaign like this will go directly to helping a veteran tell a critical military story — the first of many, unless I’ve read Martinez’s tenacity, vision, and drive wrong.
Sitting on Miyagi Coast in Okinawa, Japan, is a well-loved establishment called Transit Café where people gather to eat and enjoy the scenery of Okinawa. It was Feb. 19, 2019, a normal weekday afternoon, the sun was shining, the blue ocean waves were crashing and Staff Sgt. Jonathan McClure, a military policeman with Headquarters and Support Battalion, Marine Corps Installations Pacific, Marine Corps Base Camp Butler-Japan, and his wife were enjoying their meal. Meanwhile, Jillian Romag and one of her close friends were also chatting during their lunch break at Romag’s favorite lunch destination on island, the Transit Café.
The McClure family was relaxing and people-watching when a sudden movement caught Mrs. McClure’s attention.
“What’s wrong?” Mrs. McClure asked her husband, looking towards the white bar. “I think she’s choking!”
Staff Sgt. McClure looked up to see Romag’s vomit splattering across the white floor. As she stumbled, grabbing desperately at her throat he rushed over, grabbed her shoulder, and looked into her eyes.
First Sergeant Jacob Karl, right, reads Staff Sgt. Jonathan McClure’s, left, Navy Achievement Medal citation Feb. 22, 2019, at Camp Foster, Okinawa, Japan.
(Photo by Cpl. Tayler Schwamb)
“Are you choking?” he asked.
“I’m going to help you,” McClure said reassuring the woman as he moved to stand behind her. McClure, an experienced policeman aboard Camp Foster, had rehearsed the abdominal thrust, commonly known as the Heimlich maneuver, yearly as part of military policemen’s annual training. After three abdominal thrusts, the chunk of steak that was lodged in her throat blocking her airway came up enough for her to remove it.
In relief and mortification Romag sat down.
McClure bent down, “Are you okay?” he asked. She nodded sheepishly.
After McClure washed his hands and arms, he asked the manager for rags, immediately cleaning up the mess.
On Feb. 22, 2019, McClure was awarded the Navy Achievement Medal for superior performance of his duties while serving as a military policeman and accident investigation section chief Provost Marshal’s office, HS Bn, MCIPAC-MCB.
“This reminded me that there are really still good people out there,” said Jillian Romag, the woman McClure saved. “The Marine Corps takes care of its people and teaches its people how to take care of others.”
McClure’s exceptional professionalism, unrelenting perseverance and loyal devotion to duty reflected great credit upon him and were in keeping with the highest traditions of the Marine Corps and the United States Naval Service.
Staff Sgt. Jonathan McClure, left, and Jillian Romag, right, pose for a picture Feb. 22, 2019, at Camp Foster, Okinawa, Japan.
(Photo by Cpl. Tayler Schwamb)
“I think that any MCIPAC Marine would have reacted the same way,” said Col. Vincent Ciuccoli, commanding officer of HS Bn., MCIPAC, MCB Camp Butler. “In the organization that I am in we have a very diverse group. We have a common thread throughout, every Marine here has a bias for action, and every Marine would do something. It is one thing to say that you attempted to save someone’s life, but to actually save their life and have the bravery and skillset to do it says a lot.”
Marines aboard MCIPAC strengthen and enable force projection in the Asia-Pacific region by building bridges with their allies and partners while protecting and defending the territory of the United States, its people and its interests.
“I firmly believe with 100% of my heart and soul that any Marine who knew what was going on and how to react would have done so the same exact way,” said McClure proudly. “I work with military policemen who react to hard situations on a daily basis. I know without a shadow of a doubt that any of those Marines would do the same thing. The life lesson that this instance reminded me of is that you are forever a student. You have to be willing to learn and continue to hone and refine your skills. If you do have any type of certifications, or if you are recertifying, make sure you take it seriously. If you don’t have the training, go out there and seek it. There are programs through our U.S. Naval Hospital and Red Cross. We need more people who are out there, trained and ready to act when a situation gets hectic or scary.”
The life of Ernest Hemingway is something most men only ever get to daydream about. He was an ambulance driver, wounded in action. He was a war correspondent, covering the Spanish Civil War and World War II (the man landed at Omaha Beach on D-Day in the seventh wave), he led resistance fighters against the Nazis in Europe, and even hunted Nazi submarines in the Caribbean with his personal yacht.
In your entire life, you’d be lucky to do one of the things Hemingway wrote about in his books. And one of the reasons his books are so good (among many) is because he wrote many of them from first-hand experience. He actually did a lot of the John-McClane, Die Hard-level stunts you can read about right now at your local library.
Think about it this way: His life was so epic that he won a Nobel Prize in Literature just for telling us the story.
Two world wars, two plane crashes, and the KGB couldn’t do him in. In a strange way, it makes sense that only he could end his own incredible life. This summer (or winter. Or whatever), celebrate your own inner Hemingway by having a few of his favorite beverages while standing at a bar somewhere.
He definitely invented some of these drinks. And might have invented others. But we only know for sure that he enjoyed them all.
Remember, according to the bartender on Hemingway’s boat, Pilar, no drink should be in your hand longer than 30 minutes.
Preferably served by the Florida Bar in Havana.
(Photo by Blake Stilwell)
1. The Daiquiri
It is necessary to start with the classic, because everyone knows the writer’s love for a daiquiri – it was as legendary then as it is today. His favorite bar in Havana even named a take on the classic cocktail after Hemingway but don’t be mistaken, that’s only an homage. The way the author really drank his cocktails is very different from what you might expect.
Nearly ever enduring cocktail recipe has its own epic origin story. The daiquiri is no different. Military and veteran readers might be interested to know the most prevalent is one of an Army officer putting the ingredients over ice in the Spanish-American War. But in truth, the original daiquiri cocktail is probably hundreds of years old. British sailors had been putting lime juice in rum for hundreds of years (hence the nickname, “limeys”).
A daiquiri is just rum, sugar, and lime juice, shaken in ice and served in a chilled glass.
2 oz light rum
3/4 oz lime juice
3⁄4 oz simple syrup
2. “Henmiway” Daiquiri
That’s not a typo, according to Philip Green’s “To Have and Have Another,” a masterfully-researched book about Hemingway and his favorite cocktails and the author’s drinking habits, that’s how this take on the classic daiquiri was written down by bartender and owner of Hemingway’s Floridita bar, Constantino Ribalaigua. Hemingway was such a regular at the bar by 1937 that Ribalaigua wanted to name a drink after him.
2 oz white rum
Tsp grapefruit juice
Tsp maraschino liqueur
Juice of 1/2 lime
The version above is served up, while a tourist version, the Papa Doble, is served blended.
2 1/2 oz white rum
Juice 1/2 grapefruit
6 Tsp maraschino liqueur
Juice of 2 limes
But Papa Hemingway (as he was called) didn’t like sweet drinks. When he had a daiquiri at Floridita, he preferred them blended but with “double the rum and none of the sugar.” Essentially, Hemingway enjoyed four shots of rum with a splash of lime juice.
Drink one with a friend, repeat 16 times to be more like Ernest Hemingway.
3. Dripped Absinthe
Absinthe is a liquor distilled with the legendary wormwood, once thought to give absinthe its purported hallucinogenic effects. Who knows, it might have really had those properties, but today’s absinthe isn’t the same kind taken by writers and artists of the 19th century; the level of wormwood they could cram into a bottle was much, much higher then. What you buy today would not be the same liquor Robert Jordan claimed could “cure everything” in For Whom the Bell Tolls.
Absinthe is prepared in a way only absinthe can be — with ice water slowly dripped over a sugar cube, set above an absinthe spoon and dripped into the absinthe until it’s as sweet as you like. The popularity of absinthe cocktails is still prevalent in places like New Orleans, where the bartenders keep absinthe spoons handy. No one would have the patience to wait for an Old Fashioned made this way, but for absinthe, its well worth the effort.
If you’re looking for a wormwood trip, though, you may need to distill your own.
Papa Hemingway didn’t garnish.
4. Hemingway’s Bloody Mary
There are a number of origin stories for the Bloody Mary — and one of them involves Ernest Hemingway not being allowed to drink. According to one of Hemingway’s favorite bartenders, the author’s “bloody wife” wouldn’t let him drink while he was under the care of doctors. In Colin Peter Field’s “Cocktails of the Ritz Paris,” Field says bartender Bernard “Bertin” Azimont, created a drink that didn’t look, taste, or smell like alcohol.
How the author would feel about bacon-flavored vodka, strips of bacon served in the drink, or any modern variation on the bloody, (involving bacon or otherwise) is anyone’s guess.
Hemingway recovering from his wounds in a World War I hospital with a bottle of stuff that can “cure everything.” The afternoon would have to wait.
5. Death In The Afternoon
Want to drink absinthe, but don’t have the patience for the drip spoons? You aren’t alone. But you still need to figure out how to make the strong alcohol more palatable (go ahead and try to drink straight absinthe. We’ll wait.). Ready for a mixer?
Hemingway called on another one of his favorite beverages for this purpose: champagne. Hemingway loved champagne. You might love this cocktail, but you’ll want to be ready for what comes next. Champagne catches up with you. But that’s a worry for later.
After a few of these, you’ll be brave enough to do some bullfighting yourself (the subject of Hemingway’s book, “Death in the Afternoon.” But be warned, like most champagne cocktails, they go down smooth… but you might need that pitcher of Bloody Mary the next morning.
1 1/2 shots of absinthe
4 oz of champagne (give or take)
In a champagne glass, add enough champagne to the absinthe until it “attains the proper opalescent milkiness,” according to author Philip Greene’s book. But that “proper” was for Hemingway. You may want to adjust your blend accordingly.
6. El Definitivo
This drink is designed to knock you on your ass. Hemingway and his pal created it in Havana in 1942 to win baseball games.
No joke. During these games, essentially little league games, the kids would run the bases while the adults took turns at bat. It turns out Hemingway had a running rivalry with a few of the other parents. But he wasn’t about to get into a fistfight about it like some people might. He had a much better, more insidious plan.
In “To Have and Have Another,” author Philip Greene describes how Hemingway created “El Definitivo” to just destroy other little league parents. But he liked them, too (the drink, that is) — and was often sucked in under its spell with everyone else.
1 shot of vodka
1 shot of gin
1 shot of tequila
1 shot of rum
1 shot of scotch
2 1/2 oz tomato juice
2 oz lime juice
Serve over ice in a tall, tall glass. Get a ride home from little league.
When Gen. Stanley McChrystal began working on his memoir after retiring as a four-star general in 2010, he realized that his perception of himself as a leader was different from reality. In the past eight years, he’s had time to reflect on his career and the notion of leadership itself.
During that long career, McChrystal led America and its allies in the Afghanistan War before retiring as a four-star general in 2010. He revolutionized the Joint Special Operations Command. And he’s best known for taking out the leader of al-Qaeda in Iraq.
He’s now the managing partner of the leadership-consulting firm the McChrystal Group, and he’s the lead author of “Leaders: Myth and Reality.”
In an interview for Business Insider’s podcast “This Is Success,” he breaks down what he learned from key points in his life, including how recently revisiting the legacy of the Confederate general Robert E. Lee helped him realize it was time to redefine leadership.
Listen to the full episode here:
Subscribe to “This is Success” on Apple Podcasts, Google Play, or your favorite podcast app. Check out previous episodes with:
Stanley McChrystal: By the time we finished this book, we really arrived at this conclusion that leadership isn’t what we think it is, and it never has been. It’s much more complex. It’s not two-dimensional. And for me, one of the representative incidents is my relationship with Robert E. Lee. I grew up, figuratively speaking, with Robert E. Lee.
Rich Feloni: You grew up in Virginia.
McChrystal: I grew up in Northern Virginia, not far from his boyhood home, and I went to Washington-Lee High School. And when I turned 17, I went to West Point, as Robert E. Lee had done, and when you go to West Point, you don’t escape Robert E. Lee. I lived in Lee Barracks. There were paintings of Robert E. Lee. And while every other leader at West Point is famous, he’s special.
And then when I got older and I was retired and I had this picture that my wife had given me 40 years before. My wife had paid for it when I was a second lieutenant, and I hung it proudly at every set of quarters we ever had, because for me it represented “This is what I believe in.” When someone came into my quarters, they’d see, “Oh, Robert E. Lee. Those are the values that he believes in.” And I was proud of that.
Then, after Charlottesville, in late spring of 2017, my wife, Annie — we’d been married 40 years at the time — she goes, “I think you ought to get rid of that picture.” And my first response was, “You gave it to me, honey. I could never get rid of that?” And she says, “No.” And I said, “Well, why?” And she says, “I think it’s communicating something you don’t think it is.” And I said, “What do you mean? He was a general officer. He just did his thing. He was a military guy, not a politician or something.” She said, “You may think that, but people in our home may not think that, and they may think you’re trying to communicate something deeper, white supremacy and all those things. So one morning, I took it down and literally threw it away. And it was a pretty emotional moment for me.
And then as we started writing this book, and we had already begun the initial work, I realized I couldn’t write a book about leadership unless I wrote about Robert E. Lee. And I knew that was dangerous, because Robert E. Lee had become a controversial character. There’s a part of American society that is just passionate in his defense, part of it that is passionate against him, and everybody’s going to weigh in. But you know, I’d grown up with Robert E. Lee, both as a person in my mind, but also as an ideal. And just recently, I walked down, just to walk the distance between his childhood home and the slave-trading house in Alexandria, Virginia, which was the second-busiest slave-trading house in the United States. And this is where northern African-Americans were bought. Some freed men were captured, but others were bought from farms that weren’t profitable and shipped to the deep South, where cotton was so profitable. And so it was right in front of him. It was 10 blocks from his home. You don’t hide from the fact that this very ugly thing is a reality. And he spent the next four years defending it. And so there’s this contradiction. Here’s a guy who in some ways, is so admirable. His soldiers loved him
Feloni: From a military perspective.
When McChrystal attended West Point in the ’70s, Confederate general Robert E. Lee had transcended his connection to the Confederate cause, and had become a symbol of military discipline and honor.
(The Library of Congress)
Feloni: Yeah, but it would have to be removing from the context of basically a traitor to his country, ignoring that and kind of replacing it with a myth.
McChrystal: That’s right, and I couldn’t.
Feloni: And were you not aware of that link that people could make when you had that painting in your quarters?
McChrystal: Here’s the point. On one level, yes I was. On another level, what I did was I just said, “Yeah, but.” And I think a lot of people, with Robert E. Lee, go, “Yeah, but.” And the real point of the book is, everybody is a complex person like that. Every memory of every leader that we profiled and everyone we could think, may not have that clear a contradiction, but they all have them. And we as followers, we as observers, we have to make a decision on how we look at those, how we process that, because if we’re looking for the perfect person, woman or man, we can wait forever. They’re not coming.
The ‘Great Man Theory’ of leadership is a myth
Feloni: Yeah. Well, when you’re looking at that and kind of leading into your thesis here, what is the way that we define leaders and leadership, and what is wrong with that, and what were you looking to correct?
McChrystal: I wrote my memoirs starting in 2010, and I thought that it would be fairly straightforward, because I was there, so I knew what happened. And I’d be the star of the show. The spotlight would be on me. And yet, when we went to do … I had a young person helping me that was brilliant. We went to do the research. We did a whole bunch of interviews, and we went to things that I had been very much a part of and given credit for. We found that I would make a decision and issue some order and there would be an outcome. And I thought, “OK, my order produced that outcome.” And in reality, we found that there’s a myriad of actions that other people are doing, or factors impinging on it, that actually affected the outcome much more than I did.
Feloni: So you didn’t realize this until you were writing your memoirs?
McChrystal: No, I mean, you get to this point in life because you sort of believe the Great Man Theory. You sort of believe that the leader is central to everything. And then when I get this, it’s very humbling, and I realize, leaders matter, just not like we think they do. And as we put in the book, it’s also the way we study leadership. We study biographies, which puts the person at the center. And so the spotlight tends to stay on them, and everything else tends to be a bit in shadows. You very rarely see a statue of a team. You see a few, but usually there’s a person on the pedestal. But in reality, a team, and sometimes a very large team, made it happen or didn’t make it happen. And yet, it’s hard to explain that.
Feloni: In this book, you picked a very interesting collection of profiles, and you even included the al-Qaeda leader that you defeated in Iraq, Abu Musab Al-Zarqawi. So what can you learn about leadership from studying someone that you morally oppose, even on an extreme example. This was your enemy. What do you gain from studying that?
McChrystal: Well, we didn’t just oppose him — we killed him.
As the head of Joint Special Operations Command, McChrystal hunted down and assassinated al-Qaeda in Iraq leader Abu Musab al-Zarqawi. McChrystal got inside Zarqawi’s head during the hunt.
McChrystal: I stood over his body right after we killed him. So for about two and a half years, we fought a bitter fight against this guy. And Abu Musab al-Zarqawi had come from a tough town in Jordan, very little education, got involved in crime and things like that in his youth. But then what happened was he realized that if he showed self-discipline to exhibit the conviction of his Islamic beliefs, if he did that overtly, if he became a zealot other people were attracted to him. He was living up to what he said and was demanding that they do. Later, when he became the leader of al-Qaeda in Iraq, he led the same way; he wore all black, looked like a terrorist leader. He actually killed himself — he was the person who held the knife when they beheaded Nicholas Berg. A gruesome thing to do, but what he’s showing people is our cause is so important, I’m willing to do something that we all know is horrific. And so he would lead around the battlefield courageously. And so what he did was he was able to bring forth people to follow his very extreme part of Islam, when most of them really didn’t. The Iraqi Sunni population were not naturally adherents to al-Qaeda, but he was able to produce such a sense of leadership and zealous beliefs that they followed. He became the godfather of ISIS.
Feloni: Yeah, and so by looking at this was, are you saying that to benefit your own leadership you had to get in the mind of him and understand that?
McChrystal: Well, the first thing you have to do is understand him. Your first desire is to demonize him, but the reality is, I had to respect him. He led very effectively, very, and if you really get down and put the lens another way, he believed and he fought for what he believed in. And who’s to say we were right and he was wrong?
Feloni: And that was something that you were thinking when you were in Iraq?
McChrystal: Not initially. Initially, you just say, “We’re just gonna get this guy.” And then after a while you watch him lead and you realize not only is he a worthy opponent — he’s making me better — but you’re also going after someone who truly believes. Who do you want to hang out with, who do you want to go to dinner with? You want somebody who believes what they’re doing. Now, his techniques I didn’t agree with. In many ways he was a psychopath. But I know a lot of people for whom I have less respect than I do for Abu Musab al-Zarqawi.
Feloni: Interesting. When you were having the collection of people in this book, what were you looking for? Because in some ways you were saying that taking a look at profiles of individuals is the opposite of what you wanted to do. Because if you elevate someone above the context that they’re in, it’s counterproductive, but you’re proving that through elevating people so how do you navigate that?
McChrystal: Yeah, that’s an absolutely great point, and we actually didn’t realize that at the beginning of the book. We started writing and we said, “Hey, we are almost running in absolutely opposite directions of what we’re proposing.” You can write a theoretical book on leadership, and there will be a small community of people who read it. We learn through stories, all of us do, and we learn through stories of people. We picked these 13 diverse people and we had these six genres, we had founders, we had geniuses, we had power brokers, we had Coco Chanel, we had Boss Tweed, we have Martin Luther, we have Dr. Martin Luther King Jr., we have Harriet Tubman. We wanted something that would be universal, give us a wide look at different kinds of leaders and context. We wanted diversity in sex, we wanted diversity in nationality, we have a Chinese admiral from the 15th century. And so we thought that if you could bring it wide like that you can draw the universal lessons out, that we couldn’t do if we just took politicians or soldiers or something.
Lessons from success and failure in war
Feloni:Yeah, now I want to talk about these lessons with the lens of your career as well. You became known for the approach that you took to join Special Operations Command, re-imaging the approach to Special Operations, particularly in Iraq, which led to the death of Zarqawi. And so when you had such transformations at JSOC, what was that like coming into a role where you had to adapt on the fly but every change, every risk that you took had lives in the balance?
McChrystal: Well, it was frightening, but it was very, very important. I had grown up essentially in joint Special Operations Command and the Rangers and then on the staff. I was very familiar with this very elite counterterrorist force. And this force was, you’ve seen it in movies, bearded guys with big knuckles and fancy weapons and these surly arrogant attitudes and that’s pretty accurate but the hearts of lions. But we very insular, we were designed to do counter-hijacking, hostage rescue, precise raids, and so we were almost in an insular part of the military and no one else interacted much with us. We would be directed to do certain missions and we loved that because we didn’t have to be affected by the big military bureaucracy. And then in Iraq what happened is, starting in 2003, really after the invasion, we ran into a problem that was bigger and more complex than we’d ever faced before, and that was al-Qaeda in Iraq. And we found that very narrow insulated way of operating before, tribal way, it didn’t work because you had to have this synergy of a real team and at first we almost were in denial because we’re so good at what we do.
We said, “Well, we’ll just do what we do and everybody else will figure everything else out.” But that wasn’t going to work. Really starting in early 2004 we came to a collective understanding that we were losing, and we were likely to lose if we didn’t change. Now we had no idea how to change, there wasn’t a road map, I wasn’t the visionary leader to provide that. And so what we said was, “Well, we will do anything but this. Now we’ll change.” And because I didn’t have this vision or clear blueprint to put in front of the organization, I essentially put it out to the team. I said, “We’re going to start changing to whatever works, so what we do that works we’ll do more of, what we do that doesn’t work we’ll stop.” And that freed the organization to constantly adapt. We’re able to modify, adapt ourselves and constantly change without the limitations of a doctrine that says, “You can’t do that.”
U.S. Army General Stanley McChrystal in his official portrait as head of ISAF.
Our doctrine became, “If it’s stupid and it works, it ain’t stupid and we’ll push it.” And as it came it started to change the way we thought about leadership. When I took over I was approving every mission because I’m the commander and I found there’s no way you can be fast enough, so my role changed. I went from being the micro-manager, the centralized director, to being a commander who creates this ecosystem in which this group of really talented people figure it out. And my goal was to keep the ecosystem going, grow it with new participants and keep everyone supported and inspired.
Feloni: When you’re saying that when you had to take big risks with these changes, that there was a level of fear involved. Were you mitigating that fear by learning to trust the people that you were working with?
McChrystal: Yeah, and you have to — sometimes you can’t completely mitigate it. In an organization like JSOC, when you take casualties it’s deeply emotional because it’s not like new privates coming in, you get a new private. It takes about a decade to build an operator, everybody’s the godparent of other operator’s kids, you know. And so when you lose people, you lose people who’ve been around a long time, it took a long time, so it’s very emotional. T.E. Lawrence talked about the ripples in a pond.
Feloni: That’s “Lawrence of Arabia.”
McChrystal: That’s right, “Lawrence of Arabia.” He talked about when you lost one of the better ones, it was like ripples because it went out into their families and whatnot. Every casualty was much more costly and therefore you had to try to minimize them. And so as we went into this risk period there was a lot of uncertainty and I couldn’t, I don’t have the wisdom or courage or any of that to bear all that together, so we had a team and we supported each other.
Feloni: Distribute that.
McChrystal: Yeah, exactly.
Feloni: Yeah, and in terms of looking at something continuing after you leave, so you led the US-led coalition in the war in Afghanistan. That was eight years ago when you left; the war is still going. How does that look to you, because, for example, I could speak to a CEO who left a company and they can comment and be, like, “Oh, here’s what worked and what didn’t.” But as we were talking about, the stakes are just so much different in war. How do you process that?
McChrystal: You can process it in a lot of ways. You could take a strict business sense you could say, “Well, it hasn’t succeeded thus far, so it’s a bad investment.” And then I can also look and see that as of 2001 when we entered Afghanistan there were no females in school under the Taliban. There weren’t that many young males in school and now we’ve had almost 17 years of young ladies going to school, young men and so we’ve got a different young generation in Afghanistan. And 4.4 million Afghans voted this week and it wasn’t a presidential election. Is the glass half full, is it half empty, is there a hole in it? The answer is yes to all of those. There’s deep corruption, there’s huge problems inside the country, but in many ways I think that rather than say, “OK, it’s a failure,” I’d say it’s a complex problem, one of which you work on over a long period. I know I would not subscribe now to thousands of American troops or unlimited amounts of money, but I wouldn’t recommend walking away. I think our partnership with the Afghan people and the signal we send to other countries in the region is important. And if we think about the world as a completely connected place now, not just by information technology but culturally, I think the ability to have relationships, to demonstrate our willingness to be a part of things is more important than ever. It was critical really right after the Second World War, we gave both Asia through Japan and Europe enough cohesion to grow back. It doesn’t feel as easy or as good in Afghanistan but I would tell you, I look at the world through that lens is how I come at it.
Feloni: In “Leaders,” your memoir, it’s giving you a chance to be introspective of your own career. And on the nature of leaving the military when it came in this much publicized, there was a Rolling Stone article that reporter Michael Hastings portrayed you as a renegade general and that ended up leaving your position. How do you process that now, looking back at your role since it’s been eight years?
McChrystal: Yeah, I mean, there are a lot of ways that maybe I could or should. The first thing is it happened, and I didn’t think that the article was truly reflective of my team. It was about me and my team and the runaway general and that is obviously not a good title. And so on the one hand I thought that that wasn’t fair; on the other hand I’m responsible and we have this negative article about a senior general shows up on the president of the United States’ desk. And it’s my job not to put articles like that on the president’s desk, so I offered my resignation. President Obama accepted it, and I don’t have any problem with it because I’m responsible whether I did something wrong or not. I’m responsible, and as I told the president that day, “I’m happy to stay in command or resign, whatever is best for the mission.”
Now that’s phase one, and I feel very good about that decision. I’m not happy it happened, but I feel good about that. Then you have a moment when you have a failure like that in your life and you get to make a decision. You’re either going to relitigate that for the rest of your life and I could be a retired bitter general, I could be whatever, the CEO got fired or whatever or not. And my wife helped me through this more than anything, because as I tell people, “She lives like she drives, without using the rear-view mirror.” And so we made the decision, she helped me. “We’re going to focus completely on the future.” We made the decision, she helped me. “We’re going to focus completely on the future. There is no point in being bitter because nobody cares but you.” So I decided to look forward, I decided to think about, “What can I do now?” Now, that’s easier said than done. Every day there’s some hurt.
Feloni: Even now?
McChrystal: Occasionally. Not every day, but occasionally something will come up. Last week, Rolling Stone queried if I wanted to do another interview. The answer was no.
Feloni: That seems like … yeah.
McChrystal: Yeah. I kind of went, “Really?” But the reality is, it always kind of comes back up, and you have to remake that decision on a constant basis. But it gets easier over time because you start to see how healthy that is. I would argue that every one or your listeners is going to fail. They’re going to fail in a marriage, they’re going to fail in a business, they’re going to fail at something for which they are responsible. And they’ve got to make the decision, “OK, what’s the rest of your life going to be like?” Because you can’t change what’s already happened. The only thing you can change is what happens in the future. So I tell people, “For God’s sakes, don’t screw up the rest of your life because of something that happened there.” And if you make the right decision, to lean forward, I’ve been extraordinarily satisfied and happy with that.
McChrystal in Afghanistan.
(U.S. Air Force photo by Tech. Sgt. Francisco V. Govea II)
Feloni: And if you were to write a biographical profile for yourself in “Leaders,” what would the theme of your leadership style be, and what would be the reality versus the myth of it?
McChrystal: It would be evolution. One of the things we see in some of these leaders is they didn’t evolve. Walt Disney was this extraordinary animator, and with a small team he was exceptional. When the team got big, he didn’t adapt well, and his brother basically had to run it, and he focused on projects. Mine was a journey … I was a very different leader as a lieutenant colonel than I was as a company commander captain. I was very centralized when I was young. I started to loosen up, by the time I was a general officer I was, I think, completely different. I was much more decentralized. So I think the theme of a profile of me would be the evolution of that.
Now, the myth is the opposite; the myth is the counterterrorist leader who killed Abu Musab al-Zarqawi. I went out, wrestled him to the ground, buried to the waist, and that’s total B.S. At times do I like the myth because people go, “Wow, look at him!”? Yeah, it’s kind of cool, you never want to go, “No, that’s not true.” But it’s not true. The reality is that I built a team. Ultimately I’m more proud of enabling the team that I would be of wrestling to his death. But it still feels kind of cool when people say that. [laughs]
Feloni: So it’s the evolution of you as someone who is a very centralized commander to decentralizing.
McChrystal: Yeah, and thinking about it entirely differently.
Applying these lessons to the workplace
Feloni: And we’ve been talking about leadership on a grand scale, but you’re also the head of the McChrystal Group, which works with businesses on leadership development. So after having worked with a bunch of different industries, often on much smaller scales, what would you say are some of the most common mistakes a new leader makes?
McChrystal: I think often a new leader comes in and wants to prove themselves, because they’ve been hired, typically they’ve been given a role and a fair amount of money, and so they think they’ve got to prove themselves. There’s a reticence to say, “I don’t know.” There’s a reticence to look at the team and say “What should we do?” and to have the team do it. Because you’re worried about your own credibility. I think leaders actually, if they’re willing to, I’m not saying take a subordinate role, they’re responsible, but take a much more inclusive role, a much more role in which you ask people to help lead, actually works much better. Some of the best I’ve ever seen that have particularly been in jobs awhile have reached that, and it’s magic to see.
Feloni: And on the flip side of that, should people who are followers, should they see leadership in a new light, maybe their relationship to their boss, their boss’ boss?
McChrystal: Yeah, think about it — how many times have we sat back and you’ve got either a new leader or your leader in the auditorium, in the room, and they’re saying, “OK, here’s what we’re going to do,” and you’re sitting back kind of the smart-ass, going, “This is stupid, that won’t work, boom, boom, boom.” Rear up on your hind legs and bark, and maybe we’ll think about doing it. Leaders have a role, but the followers have a huge role, huge responsibility. Huge responsibility in doing their part, but also shaping the leader. You see the leader making a mistake and you don’t say something to them? You fail in your job. And then when you see them fail and you get smug and you go, “Yeah, I thought that she was never that good, he was never that good,” shame on you. Because you own part of that, and in reality when it’s firing time they had to fire all of you.
Feloni: So not only should we not put figures of the past on pedestals. We shouldn’t do that with our own bosses.
McChrystal: Absolutely, and bosses shouldn’t put themselves on pedestals either. There are a few who keep wanting to step up there, and then … I think it’s much better for the leader to stay away from the pedestal.
Feloni: And at this point, how do you personally define success?
McChrystal: It’s the team I’m part of. I’ve got this company that’s now 100 people, it’s grown, and I’m not critical to the business, except my name’s on the door. I show up occasionally, and they’re very nice to me and whatnot, but the reality is the work gets done by the team, and I take the greatest pride in the world when I sit in one of our meetings and I’m not saying much, and it’s happening. They’re just doing things, they’re pulling, they’re saying we’re going to go in this direction, and nobody looks to me to say, “Can we go in that direction or should we?” And they’re not being discourteous. They know that that’s not the best thing to do. If they turn to me or somebody else to let the old gray beard do it, it’s too slow. It’s often not the right answer. So I am really happiest when I see that, and it gives you great pride.
Feloni: So success to you, would it be having a non-integral role among your team?
McChrystal: No — I want to be integral to it, I want to feel like a part of it, but I don’t want to feel like the critical cog. I don’t want to feel like the keystone to the arch. I want the company, the organization, to be confident in themselves. If I got hit by a car, they’d say, “We’re going to miss Stan, but guess what? In his honor, we’re going to move forward and we are going to do X, X, X.” That’s when I really feel best about things. Or they don’t even tell me about things they’re doing, and suddenly we’re doing very well on a project and I hear about it, and I go, “Wow, that’s good — when did we do that?” They say so and so, I say, “Well, why didn’t I know?” They say, “Well, you didn’t need to know. It’s not important.” And they’re right.
Feloni: Is there a piece of advice that you would give to someone who wants to have a career like yours? It doesn’t necessarily have to be military — it could be a sense of leadership.
McChrystal: When I think about the two things that I hope leaders have, first is empathy. Understanding that if you’re sitting on the other side of the table you have a different perspective, and they might be right. So just being able to put yourself in their shoes. Doesn’t mean you agree with them, doesn’t mean you approve, but being able to see it is really important. And then the second part is self-discipline. Because most of us know what we ought to do as leaders. We know what we shouldn’t do. It’s having the self-discipline to do those things, because you’re leading all the time. You’re leading by example all the time — it’s a good example or a bad example. It’s not just the leadership in your job; it’s an extraordinary responsibility. I had a battalion commander whose battalion I joined, and he had just left when I got there. But all the lieutenants are wearing their T-shirts backwards. And I’m going, “All right, what’s going on here? Did they get up after drinking all night or something?” And the battalion commander had done that because it showed less skin when you’re out there in the field and the enemy couldn’t see the white skin and shoot you. I didn’t think that was that smart an idea, but the fact that just because he wore his T-shirts backwards, his whole cohort of young lieutenants was doing it.
Feloni: He didn’t tell them to.
McChrystal: I don’t think he told them to. I got there right after he’d left, so it was kind of like this clinical thing. I got there ‘ “Why have they got their T-shirts backwards?” And this guy had done that. Just the power you find that if you are charismatic and whatnot, anything you do, how you treat people, how you think about things, the little things, you’ll start to see it mimicked by people through your organization, and there’s great power in that. And you’ve got to be careful with it.
Feloni: Thank you, general.
McChrystal: It’s been my honor. Thank you.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The Philadelphia Experiment is one of the most grotesque military urban legends ever — and it has endured as an infamous World War II conspiracy theory. But is there any truth to it? Let’s take a look.
According to legend, on Oct. 28, 1943, the USS Eldridge, a Cannon-class destroyer escort, was conducting top-secret experiments designed to win command of the oceans against the Axis powers. The rumor was that the government was creating technology that would render naval ships invisible to enemy radar, and there in the Philadelphia Naval Shipyard, it was time to test it out.
Witnesses claim an eerie green-blue glow surrounded the hull of the ship as her generators spun up and then, suddenly, the Eldridge disappeared. The ship was then seen in Norfolk Naval Shipyard in Virginia before disappearing again and reappearing back in Philadelphia.
The legend states that classified military documents reported that the Eldridge crew were affected by the events in disturbing ways. Some went insane. Others developed mysterious illness. But others still were said to have been fused together with the ship; still alive, but with limbs sealed to the metal.
That’ll give you nightmares. That’s some Event Horizon sh*t right there.
I’ll never sleep again.
(Event Horizon | Paramount Pictures)
Which is actually a convincing reason why the Eldridge’s story gained so much momentum.
But before we break down what really happened that day, let’s talk about the man behind the myth: Carl M. Allen, who would go by the pseudonym, Carlos Miguel Allende. In 1956, Allende sent a series of letters to Morris K. Jessup, author of the book, The Case for the UFO, in which he argued that unidentified flying objects merit further study.
Jessup apparently included text about unified field theory because this is what Allende latched onto for his correspondences. In the 1950s, unified field theory, which has never been proven, attempted to merge Einstein’s general theory of relativity with electromagnetism. In fact, Allende claimed to have been taught by Einstein himself and could prove the unified field theory based on events he witnessed on October 28, 1943.
Allende claimed that he saw the Eldridge disappear from the Philadelphia Naval Yard, and he further insisted that the United States Military had conducted what he called the Philadelphia Experiment — and was trying to cover it up.
This is one of the weirdest details. The annotations were designed to look like they were written by three different authors – one maybe extraterrestrial? According to Valle’s article for the Journal of Scientific Exploration, Jessup became obsessed with Allende’s revelations, and the disturbed researcher would take his own life in 1959. It wasn’t until 1980 that proof of Allende’s forgery would be made available.
Inexplicably, two ONR officers had 127 copies of the annotated text printed and privately distributed by the military contractor Varo Manufacturing, giving wings to Allende’s story long after Jessup’s death.
So, what really happened aboard the USS Eldridge that day?
Somewhere in Delaware there are secret military canals that have all the answers…
According to Edward Dudgeon, who served in the U.S. Navy aboard the USS Engstrom, which was dry-docked in the Philadelphia Naval Yard while the Eldridge was, both ships did have classified devices on board. They were neither invisibility cloaks nor teleportation drives designed by aliens, but instead, they scrambled the magnetic signatures of ships using the degaussing technique, which provided protection from magnetic torpedoes aboard U-boats.
How Stuff Works suggested that the “green glow” reported by witnesses that day could be explained by an electric storm or St. Elmo’s Fire which, in addition to being an American coming-of-age film starring the Brat Pack, is a weather phenomenon in which plasma is created in a strong electric field, giving off a bright glow, almost like fire.
Finally, inland canals connected Norfolk to Philadelphia, allowing a ship to travel between the two in a few hours.
The USS Eldridge would be transferred to Greece in 1951 and sold for scrap in the 90s, but Allende’s hoax would live on in our effing nightmares forever.
Earlier this month, cadets arrived at West Point for “R day” or reception day, though social distancing and mask policy prompted by COVID-19 made this tradition look different than times past. Dwight Eisenhower, the school’s most famous alum, went through his own R-day in 1911. Even though the general and, later, president, will forever be associated with the Academy, a closer review of the history shows Eisenhower and West Point weren’t a perfect match. Here are five facts about Dwight Eisenhower’s time at West Point you might not know.
1. West Point wasn’t Eisenhower’s first choice.
It’s true. The academy that features a statue of Eisenhower, a leadership development program named for him and a theatre named after him, wasn’t Eisenhower’s first choice. Eisenhower initially preferred the Naval Academy. That makes sense because when Eisenhower was evaluating schools in 1910-1911, the U.S. demonstrated its military power through the Navy. Alas, Eisenhower, 20 at the time of his application, was too old for the Naval Academy, so he gave West Point a try. After some effort, Eisenhower was accepted, and he arrived at West Point on July 14, 1911.
2. Eisenhower was forced to join the “awkward squad” in his first weeks at West Point.
When students arrive at West Point, they are called plebes and hazing quickly begins. Upperclassmen at West Point initiate new students into the Army culture through rigorous physical and emotional tests known as the “beast barracks,” which involve a great deal of drilling. Having grown up in a rough-and-tumble farming town in Kansas, Eisenhower had no problem with the physical end of the ordeal. But he just could not catch onto the marching tempo and was forced to join similarly challenged plebes in the “awkward squad” until he could get the timing right.
3. Eisenhower didn’t like the hazing at West Point.
Eisenhower didn’t enjoy the beast barracks and did all he could to undermine the system of hazing. Years later he described the cadet instructors as “obnoxious and pestiferous.” Later in his plebe year, Eisenhower and a fellow cadet broke a minor rule. As punishment, an upperclassman ordered them to report in “full-dress coat.” Eisenhower took the order literally and showed up sans pants, an act of defiance that drove his tormenter mad. Years later Eisenhower savored how that upperclassman let out “the cry of a cougar.” Eisenhower recalled later in life that when he was an upperclassman, he shamed a cadet over a job the young man had held. After that incident, Eisenhower resolved to no longer harass plebes. Eisenhower was no bully.
4. Eisenhower broke the rules at West Point — a lot.
Eisenhower constantly broke the rules and regulations at West Point. The list of his demerits runs nearly 10 pages. Biographer Carlo D’Este writes that Eisenhower “seemed to relish every opportunity to outwit an instructor or upperclassman.” Eisenhower’s willful disregard for the rules pertaining to dancing, for example, brought him to the attention of the commandant. Eisenhower ignored an order not to, in his words, “whirl” a professor’s daughter during a dance. His willfulness led the commandant to demote him, confine him to barracks and order him to walk 22 laps.
5. Eisenhower was almost denied a commission at the end of his schooling at West Point.
Academics at West Point in the early 20th century did not encourage independent thinking. Instead, lessons involved what Michael E. Haskew called “mind-numbing rote memorization.” That approach led Eisenhower to devote his energies to football, a sport he had played in high school. Two weeks after competing against the legendary, Olympic gold medalist Jim Thorpe, Eisenhower suffered a major knee injury. That injury and others almost led an Army doctor to recommend that the future general be allowed to graduate but not receive a commission.
Eisenhower said he was fine with that and thought about a life in Argentina. When the doctor suggested he be commissioned in the Coast Artillery, Eisenhower objected, so West Point officials eventually settled on a commission in the infantry. Eisenhower graduated in 1915 and was deployed to the Mexican border, one of the least sought-after deployments in that era. In his first few years, Eisenhower’s requests to see combat in World War I were repeatedly denied, and he was pressured to coach football. Only through dogged persistence was he able to build a career for himself outside the confines of stateside training.
The class that graduated in 1915 would be referred to as the “Class the Stars Fell On.” (Wikimedia Commons)
Ultimately, the best parts of college for Eisenhower were the lessons he learned about leadership and the friends he made among his classmates. Those classmates, collectively known as the “class the stars fell on,” eventually rose high in the ranks and formed a cadre of allies Eisenhower would call upon later. Eisenhower sharpened his skills as a leader and realized that humiliating people did not motivate them. The obligations of service – duty, honor, country – so ingrained over those West Point years inspired Eisenhower throughout his military career, highlighted by his command of the D-Day invasion, and a political career that concluded with two terms as President of the United States.
Afghan government forces have retaken most of Ghazni from the Taliban as clashes continued for a fourth straight day after the militant group launched an assault on the eastern city, officials say.
Security forces recaptured some 90 percent of Ghazni after reinforcements were sent to the city, Defense Ministry spokesman Ghafoor Ahmad Javed told RFE/RL late on Aug. 13, 2018.
Javed said clashes continued into the evening on Aug. 13, 2018, in Ghazni’s Baghe Bahlool area, one of the last pockets that remain under Taliban control.
Earlier on Aug. 13, 2018, Defense Minister Tareq Shah Bahrami said that some 1,000 additional troops had been sent to Ghazni, the capital of the province of the same name, and were trying to clear the city of Taliban militants.
“With the new measures in place, we expect that there will be a considerable development in the next 24 hours in the situation in Ghazni,” Bahrami told reporters in Kabul.
“We hope there will be a good development,” he added.
Afghan officials were quoted as saying that U.S. Special Forces units were on the ground helping to coordinate air strikes and ground operations but that was not confirmed by the U.S. military.
Ghazni is a strategic city located on the main road linking the capital, Kabul, with southern Afghanistan.
Three days after the militants launched their assault on the city of 270,000 people early on Aug. 10, 2018, information was difficult to verify with telecommunications services being shut down due to the clashes.
Bahrami said the ongoing battle had killed about 100 police officers and soldiers, as well as at least 20 civilians. He also said that 194 Taliban fighters were killed.
Officials at the Interior Ministry were quoted as saying that the fighting also left at least 15 civilians dead and more than 400 others wounded.
Meanwhile, the UN Office for Coordination of Humanitarian Affairs (OCHA) called on the parties to “protect the lives and rights of civilians and to protect civilian infrastructure,” particularly medical facilities.
“Medication at the main hospital is reportedly becoming very scarce and people are unable to safely bring casualties for treatment,” Dr. Richard Peeperkorn, acting humanitarian coordinator for Afghanistan, said in a statement.
He also said it was “unsafe” for people to travel to larger cities where medical facilities are available.
Food supplies in the city were “reportedly running low,” he added.
Shah Gul Rezayee, a lawmaker from Ghazni, told RFE/RL on Aug. 13, 2018, that the “Taliban has torched many parts of the city.”
Some Ghazni residents who fled to other cities described panic and fear in the city, Rezayee said, speaking by phone from Kabul.
“They say dead bodies are laying uncovered in the streets, people are facing a shortage of food and drinking water, and there is no electricity in the city,” she added.
A communications tower was destroyed by the Taliban, cutting off cell-phone and landline access to the city.
“People can’t contact their relatives and friends, and it has added to the fear and panic,” Rezayee said.
The Western-backed government in Kabul has been struggling to fend off the Taliban and other militant groups since the withdrawal of most NATO troops in 2014.
In May, the Taliban attacked the western city of Farah. After a day of intense fighting, Afghan commandos and U.S. air strikes drove the group to the outskirts of the city.
Congratulations! You’ve either finally been pinned or you’ve been laterally transferred to a position where you’re placed over someone else. You’ve either worked your ass off to finally accrue the dreaded 798 promotion points… or you’ve been “hey, you”ed into it. Either way, from here on out, your entire career will change for the better.
You stand now at a crossroads and your very first act as a leader will determine which road you move down.
Some days, you’ll have to be the bad guy. You’ll be responsible for breaking the bad news, like the fact that no one is leaving until those NVGs are found. But on the flip side, there’s no greater feeling than the moment you train a troop up, they achieve a goal once thought to be impossible, and they sincerely thank you for getting them there.
For all you new leaders out there, listen up — these are the lessons you’ll need to learn.
Don’t get that twisted — NCO academies teach you a lot about being an NCO. It’s just that the best way to learn to lead troops is, well, leading troops.
(U.S. Army photo by KATUSA Pvt. Seung Ho Park 2ID/RUCD Public Affairs)
You’ll appreciate everything your previous leaders have done for you
No amount of leadership schools can fully train you for actually leading troops. All of that fancy book-learning will be tossed out the window as soon as you’re signing your first initial counseling statement. There’re just so many minor things that you can’t possible be prepared for — the only reference you’ll have is what your NCO did.
If they were fantastic leaders, emulate them. Take them aside and ask for pointers. There’s no shame in asking for advice, and I’m willing to bet they’d be happy to help you out.
But even bad leaders can teach you something. Mostly, they serve as examples of what not to do. Learn from those that came before you.
How it feels when your toxic leadership calls everyone into the training meeting.
(U.S. Air National Guard photo by Capt. Paul Stennett)
You’ll have to sidestep the pitfalls that every toxic leader has fallen into
As much as it’s painful to admit, there’s toxicity in military leadership. From the bottom of your heart, you should despise each and every one of those so-called “leaders” that give the NCO corps and officers a bad name. Ask anyone who blew off the retention NCO why they’re getting out and you’ll see a staggering amount of outstanding troops leaving the military because of terrible leadership. It sucks, but it’s reality — and it should be a call-to-action for every leader to do their part in weeding out this toxicity.
The first step in not becoming a toxic leader is managing one simple distinction: which is the easy path and which is the right path. It’s hard to jump into the 110 degree Connex and finish a layout when you could more easily hold a clipboard and simply supervise. It’s hard to take an asschewing from higher up when you could just let your troop deal with it. It’s hard to not care about your own ribbon rack when you could recommend others for rightfully earning it.
Unfortunately, the right path is often the hardest path, but it’s the one you must walk.
Now, if only there was a reading list compiled by one of the greatest minds the military has seen in ages… Oh wait, there is.
(DOD photo by U.S. Air Force Staff Sgt. Jette Carr)
You’ll have to study just enough of everything to have (at least) a slight understanding
There is a metric f*ck-ton of regulations that you’ll need to be well-versed in and follow. Not only that, but you’ll also need to make sure that your guys are following them, too. Sure, you’re never going to need to know the Army regulation on non-appropriated contracting funds — until, one day, you do.
You don’t need to know everything about every subject, just enough — or where to find that info. As long as you get the gist of things, like keeping good order, discipline, and appearance down, you can take it from there.
It’s much easier, legally in the clear, and more rewarding if you just invite everyone to go drinking. If the guy that you don’t want to come doesn’t show up, oh well…
(U.S. Army photo by Maj. Matthew Fontaine)
You’ll find the line between friendship and authority
There’s a reason that the “fraternization between the ranks” rule is a thing. Normally, the rule is reserved for people in power that try to sleep with their troops, but it’s also enforced for squad leaders who elect to go to the bar with just one or two of their squad and not everyone.
You can never, ever, ever show any sign of preferential treatment towards any of your guys. That is the single fastest way to immediately lose the respect of everyone else not given said treatment. Every order you’ll give will be met with, “well, why isn’t Specialist So-and-so doing it?”
Your opinion does matter if something makes its way up to a court martial, after all.
(Army National Guard photo by Staff Sgt. Katherine Dowd.)
You’ll learn which rules are worth enforcing
No one wants to drop the hammer of the UCMJ — not even leaders. One day, you may have to counsel your Joe because they got caught doing something you thought you’d never have remind a grown-ass adult not to do. They played stupid games and, surprise, won stupid prizes. (We’re not naming names, but get ready for people to get roaring drunk, rip barracks doors down at 0200, use them as sleds to slide down the company area, and, somehow, manage to hit the staff duty van).
Regardless of their stupidity, you are now going to have to enforce the rules. If what they did warrants needing to put them on the chopping block, so be it. But you don’t always have to bring the ax down — especially if someone was just 2 minutes late to work call and they had a valid excuse.
You can never let them see you hurt. They’ll believe you if you say the impossible is possible.
(U.S. Army photo by Master Sgt. Andrew Kosterman)
You’ll figure out how to hide your faults so no one can ever see them
No one is perfect, but now that you’re a leader, you have seem like it. The slightest mistake will be remembered by your guys from now until the end of time. If they see that you can’t meet the standard or you don’t keep in regulation — neither will they.
This means that there will be days off-duty where you do nothing but train. If you fail a PT test, they won’t take PT seriously. If you don’t know how first aid, they won’t see it as important either. Give everything 110 percent and your troops will subconsciously try to do the same.
We’ll leave this on a quote from the great General Patton. “If you can’t get them to salute when they should salute and wear the clothes you tell them to wear, how are you going to get them to die for their country?”
(U.S. Army photo by Staff Sgt. Candace Mundt)
You’ll place your troops’ needs above your own.
This rule is baked into the Army’s NCO Creed, but it’s something that everyone from every branch has to come to terms with eventually. This is why something as small as, say, letting your Joe’s cut in front of you at the chow hall separates you as a leader from the so-called “bosses.”
Small gestures are important, but the biggest piece of advice I can offer is that you must be the shield when sh*t rolls downhill. Take the brunt of the First Sergeant’s asschewing. Let them focus on the mission while you bounce between the front line and training meetings that the good idea fairy insisted on starting. The best leaders I’ve had the honor of serving under have all shared a single, collective mentality: The only people that should matter in the chain of command are the little guys at the very end. Embody this.
Even in peaceful times, stockpiled warheads can pose a danger if they’re accidentally set off or fall into the wrong hands. Plus, there’s always a chance conflict could escalate, which is why many experts support dismantling nuclear warheads around the world.
But most arms-control treaties don’t require warheads to be inspected, since the process could reveal military secrets. And even if inspections were required, nuclear experts worry that nations could try to fool inspectors by offering imitation warheads.
To eliminate the risk that countries would lie about this, two MIT researchers have come up with a novel way to verify that a warhead is authentic — all without revealing how the weapon was built.
The scientists describe the new technology in a paper published in the journal Nature Communications. Their method uses neutron beams: streams of neutrons that can plunge deep into a warhead and reveal its internal structure and composition, down to the atomic level.
The technology, if implemented, could encourage countries like Russia and US to allow their warheads to be inspected and verified as real before they get dismantled.
During the Cold War era, the US and Russia built up their arsenals of nuclear warheads. By 1967, the US had acquired the most warheads in its history — around 30,000. The Soviet Union reached its peak warhead supply in 1986, when it had around 45,000.
When the Cold War ended in 1991, the nations agreed to dismantle some of these weapons, but they didn’t allow each other to inspect the actual warheads. Instead, they showed proof that the devices that carried these warheads, such as missiles and aircrafts, had been torn apart — which meant that the warheads couldn’t be deployed.
The US, for instance, cut off the wings of B-52 bombers and splayed them out in a “boneyard” in the Arizona desert. Russian officials could then verify via satellite that the planes were out of commission.
A B-52 bomber.
(U.S. Air Force photo by Senior Airman Sarah E. Shaw)
Today, the US and Russia each have around 4,000 warheads left in their military stockpiles, in addition to around 2,000 warheads each that are “retired,” or ready to be dismantled. The Federation of American Scientists estimates that Russia is dismantling up to 300 retired warheads per year, but confirming that number isn’t easy.
That’s where the technology from the MIT researchers comes in.
The tool captures a warhead’s unique shadow, not classified details
The MIT researchers’ tool can detect isotopes like plutonium, which are found in the core of a warhead, since those atoms release specific wavelengths of light. These measurements then pass through a filter that scrambles and encrypts them. This allows a warhead’s unique structure to get probed without any resulting 3D image of its exact geometry. (It’s kind of like looking at a shadow of the warhead rather than the object itself.)
W80 nuclear warhead.
The researchers estimate that the scan can be completed in less than a hour.
The test’s encryption process is more secure than encrypting information on a computer, which can be hacked.
If nations are confident that their military secrets are safe, the researchers said, they could be more inclined to allow their warheads to be inspected. Of course, the method would need to be more thoroughly vetted before it could be implemented, they added.
But eventually, they said, it could help to “reduce the large stockpiles of the nuclear weapons that constitute one of the biggest dangers to the world.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
You never really know what you’re in for when welcoming a new guy to the unit. Sometimes, you get handed a young, clueless private who has no idea what they’re in for. Sometimes, you get an apathetic specialist who’s been in for a minute and they’ll just wiggle right into the flow of things. Sometimes, you get a salty sergeant who’s dead set on making your unit just like their last.
Nobody, however, brings joy to everyone in the ranks quite like a new second lieutenant — and it’s not because everyone is just so excited to see them. It’s because they make for the greatest punching bags in the military.
Literally everyone has a go at the second lieutenant. They’re affectionately called “butter bars,” both because their rank insignia looks like one and because they have about the same value as a stick of butter.
Whether it’s done in good fun or out of spite, it’s your duty to give the new butter bar a hard time. Looking for a little inspiration? Try on these ways of letting your new platoon leader that they’re now one of you.
1. Smoke the hell out of them at PT
When new troops arrive at the unit, you’ll most often meet them for the first time on the PT field. Butter bars have a tendency to make long-winded, elaborate presentations that sound something like, “Hi! My name Lt. FNG and I’m honored to be your new platoon leader!”
By this point, you and the platoon have a certain, established rhythm for morning PT that the fresh-out-of-OCS lieutenant can’t keep up with. Show no mercy and go a few extra laps around the company area. Your guys will be cool with it as long as they understand the joke, and the new butter bar will be absolutely gassed.
2. Send them on a wild goose chase
The age-old tradition of sending the new guy to go find something that totally, 100%, absolutely exists isn’t just for privates. It’s open season for butter bars as well.
They probably won’t fall for the old “get me an exhaust sample” trick — plus, if they did, they’d probably just delegate it down to someone else who would ruin the joke. Try something more creative, like “ask the supply NCO about getting you assigned your new PRYK-E6” if their E-6 platoon sergeant is sitting right there. The NCO will gladly walk them through if it means the potential to pawn the Lt. onto someone else.
3. Introduce them to the actual chain of command
There’s no denying the rank structure. Despite how it plays out, the lowliest second lieutenant technically outranks even the Sergeant Major of the Army. However — and that’s with a huge “however” — that should never be confused with the structure of the chain of command.
If they ever mention that they outrank the battalion sergeant major, don’t interfere — just observe. This will go one of two ways: That Lt. is about to get a boot shoved so far up their ass that they’ll be tasting leather or (and personal experience has proven this to be hilarious) the sergeant major will stay calm and collected as they go and grab the battalion commander. The sgt. major then asks the commander what the f*ck, exactly, is wrong with their new guy. The commander then proceeds to chew their ass out.
Let them lead a land nav course
Lieutenants are generally trained to recite answers found in “the book” as they’re written and land navigation is a skill that entirely almost relies on winging it.
But instead of just letting them lead the platoon into danger, establish dominance over them by going to a land nav course that you know inside and out. Let them think that they’re holding the reins while you’re in the background tossing jokes their way and keeping an ever-watchful eye on where you guys are actually heading.
Toss all the paperwork onto their desk
No one wants loads of crap on their hand receipts and now everyone has some poor fool to pawn them off on. You don’t even have to feel guilty about doing this — it’s basically their job to handle all of the paperwork while the platoon sergeant worries about training the troops.
For added measure, gather up all of the paperwork in one giant stack and drop it on their desk at once in that way that’s typically reserved for comedy films. Enjoy watching the sorrow build in their eyes when they realize that it’s not a joke and all that paperwork really does need to be done by final formation.
Eventually welcome them in
The military is one big, dysfunctional, family. We joke around with each other all the time, but there’s a time and place for all of that — there’s never time for legitimate hate or cruelty towards another person who raised their right hand.
Once the butter bar has taken their lashings, they can finally be welcomed in as the new platoon leader. Sure, feel free to offer the occasional jab here and there — but keep it all in good fun. The troops genuinely respect the new Lt. if they take it all in stride (or throw even better insults back).
James Bond has fallen and it looks like his final mission has been put on hold. But for how long?
On May 14, 2019,Variety reported that 007 actor Daniel Craig reportedly “slipped and fell quite awkwardly,” which resulted in a twisted ankle and led to him being “flown to the U.S. for X-rays.” This report comes from unnamed sources at The Sun, meaning, for now, the top-secret allies of James Bond (or anyone from EON productions) have not confirmed this is real.
According to the report, Craig was filming the final scenes of the new film in Jamaica, and subsequent scenes, thought to be shot at Pinewood Studios in London have been suspended. Should Bond fans worry? Will the movie ever be completed?
In all likelihood, Daniel Craig will bounce back and the movie will still come out on time. After all, Harrison Ford broke his leg in 2014, and The Force Awakens still came out on time in 2015. We’re not saying who is tougher — Daniel Craig or Harrison Ford — but if Han Solo can deal with a broken leg, then James Bond can get over a twisted ankle.
That said, here’s hoping Craig makes a swift recovery, if only so he can get back to his dad duties as well as his secret agent work, too.
Bond 25 doesn’t have a title yet is and is scheduled to be out sometime in February 2020.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
The joke came on Aug. 11, 1984. Reagan was in the middle of a re-election campaign, and so he had a big announcement planned for his weekly radio address to America. He was going to be at his ranch in California, and so he asked National Public Radio engineers to do the address from there. They agreed.
But they weren’t the only ones who had heard the remarks. The audio was already being sent to some of the radio stations that would broadcast the remarks, and those stations were recording the feed in case they missed the start of the presidential address.
And not all of them were part of the agreement to hold recordings not meant for broadcast. Someone leaked the audio.
Most of the world got that it was a joke and the punditry class took on its typical role of either condemning or praising the remarks. Most condemned, especially in those countries in Europe that Russia’s missiles could reach. The Soviet Union was also predictably, not a fan.
But one group of Soviet soldiers weren’t entirely sure that it was a joke. There were reports of a low-level Soviet commander putting his troops in Vladivostok on a wartime footing on August 13, in the belief that America really was going to war with the Soviet Union.
GPS has become increasingly important to our lives. Not only do Waze, Uber, and many other applications heavily rely on global positioning system. Our cellular networks rely on GPS clocks, banking systems, financial markets, and power grids all depend on GPS for precise time synchronization. In the finance sector, GPS-derived timing allows for ATM, credit cards transactions to be timestamped. Computer network synchronization, digital TV and radio, as well as IoT (Internet of Things) applications also rely on GPS-clock and geo-location services.
In an operational environment jamming GPS signals represents both a threat and an important capability. In addition to serving an important purpose in navigation on land, sea and in the air, GPS also provides targeting capability for precision weapons along with many other tactical and strategic purposes.
For this reason, the U.S. military frequently trains to deny or degrade GPS signals on a large-scale. In 2017, we went inside Nellis AFB to get a firsthand demonstration of how easy and how quickly the U.S. Air Force can jam GPS signals for training purposes.
For instance, the U.S. Navy’s CSG-4, that “mentors, trains and assesses Atlantic Fleet combat forces to forward deploy in support and defense of national interests”, is currently conducting GPS Interference testing in the East Coast area. As an FAA NOTAM (Notice To Airmen), issued for airspace in eight of the FAA’s Air Route Traffic Control Centers, warns, GPS could be degraded from Caribbean and Florida north to Pennsylvania west to the eastern Louisiana, while the tests are conducted Feb. 6 – 10, 2019, at different hours.
In 2017, we went inside Nellis AFB to get a firsthand demo from member of the 527th Space Aggressor Squadron (527th SAS) who showed us how easy and how quickly the U.S. Air Force can jam GPS signals for training purposes: in only a few seconds members of the 527th SAS used commercial off-the-shelf (COTS) equipment to jam local GPS reception making many public services unavailable.
This is not the first time such GPS-denial operations take place. It has already happened on the West Coast in 2016 and, more recently, on the East Coast, at the end of August 2018:
As happened in all the previous operations, we really don’t know which kind of system is being used to jam GPS. However, it must be an embarked system, considered that the source of the jamming is a location off the coast of Georgia, centered at 313339N0793740W or the CHS (Charleston AFB) VOR 173 degree radial at 83NM (Nautical Miles).
As mentioned, not only the military is so heavily reliant on GPS.
AOPA estimates that more than 2,000 airports — home bases to more than 28,600 aircraft — are located within the area’s lowest airspace contour. The East Coast test is “unacceptably widespread and potentially hazardous,” said Rune Duke, AOPA senior director of airspace, air traffic and aviation security, in an article on AOPA website.
Here’s another interesting excerpt from the same article that provides examples of how the GPS testing has affected general aviation:
A safety panel held in September 2018 ended with the FAA deadlocked on a path forward. In November 2018, AOPA reported on instances of aircraft losing GPS navigation signals during testing—and in several cases, veering off course. Instances have been documented in which air traffic control temporarily lost the tracks of ADS-B Out-equipped aircraft.
In a vivid example of direct hazard to aircraft control in April 2016, an Embraer Phenom 300 business jet entered a Dutch roll and an emergency descent after its yaw damper disengaged; the aircraft’s dual attitude and heading reference systems had reacted differently to the GPS signal outage. This issue was subsequently corrected for this aircraft.
AOPA is aware of hundreds of reports of interference to aircraft during events for which notams were issued, and the FAA has collected many more in the last year. In one example that came to AOPA’s attention, an aircraft lost navigation capability and did not regain it until after landing. During a GPS-interference event in Alaska, an aircraft departed an airport under IFR and lost GPS on the initial climb. Other reports have highlighted aircraft veering off course and heading toward active military airspace. The wide range of reports makes clear that interference affects aircraft differently, and recovery may not occur immediately after the aircraft exits the jammed area.
Pilot concern is mounting. In a January 2019 AOPA survey, more than 64 percent of 1,239 pilots who responded noted concern about the impact of interference on their use of GPS and ADS-B. (In some cases, pilots who reported experiencing signal degradation said ATC had been unaware the jamming was occurring.)
Interestingly, “stop buzzer” is the code word, pilots may radio to the ATC when testing affects GPS navigation or causes flight control issues:
Pilots who encounter hazardous interruption of GPS navigation or who have flight-control issues should be aware that they can say the phrase “Stop buzzer” to air traffic control, which initiates the process of interrupting the testing to restore navigation signal reception, Duke said.
During previous GPS-interference events, pilots declared emergencies, but the jamming continued because ATC did not understand that the emergency was related to the GPS interference. According to the Pilot/Controller Glossary, “stop buzzer” is a term used by ATC to request suspension of “electronic attack activity.” Pilots should only use the phrase when communicating with ATC, or over the emergency frequency 121.5 MHz, if a safety-of-flight issue is encountered during a known GPS interference event. Using this unique phrase when experiencing an unsafe condition related to GPS interference will ensure that ATC and the military react appropriately by stopping the jamming, Duke said.
“Pilots should only say ‘stop buzzer’ when something unsafe is occurring that warrants declaring an emergency. They should make sure ATC knows that the emergency is GPS-related and that halting the GPS interference will resolve the emergency,” he said.
Despite the complaints from the civilian side, dominating the GPS “domain” is crucial to win. Consequently, along with the periodic testing like the one underway in the U.S. southeastern coast, GPS jamming has become a common operation of the most recent Red Flag exercises that include simulated scenarios where warfighters train to operate in an environment where electronic and cyber-attacks may disable GPS capability.
This article originally appeared on The Aviationist. Follow @theaviationist on Twitter.