Normally, asking which of two beloved characters with rabid fanbases is a way to rile people up, to start up a spirited debate. Kirk vs. Picard is the classic example of this kind of question: there’s no right answer, which is why it’s fun to talk about.
So when a Twitter user asked who gives the better speeches, Captain America or Optimus Prime, we didn’t expect anything approaching a consensus to emerge. And yet, one did.
It’s Optimus Prime, by a mile. And honestly, after we rewatched the speeches people posted in the replies, it’s hard not to agree. It might not be fair—he’s a massive robot after all—but he has more gravitas than Cap. There’s also the fact that the Transformers stories present plenty of opportunities to talk about the future of the human race and that, in the Avengers films at least, Cap is one of dozens of characters competing for screen time.
As a refresher, here is one of Optimus Prime’s best speeches from the Transformers films.
And here’s one of Cap’s, from Winter Soldier.
Captain America’s Epic Speech Scene – Captain America: The Winter Soldier (2014) HD
Members of the military who have long been barred by law from collecting damages from the federal government for injuries off the battlefield will finally be able to do so after Congress stepped in to amend the law.
The legislation represents progress for injured service members – but still limits who among them may press for damages.
Up until the end of World War II, the U.S. government enjoyed “sovereign immunity,” a vestige of British rule when “the king could do no wrong” and the government could not be sued.
But in 1946, faced with the prospect of World War II veterans returning from the front only to be hit and killed in an accident on base, Congress enacted the Federal Tort Claims Act. Congress felt that it was only fair to allow people to recover damages for personal injury from the government when the government was negligent or irresponsible about caring for people’s safety.
There were exceptions. Certainly Congress could not allow a soldier – or his family – to sue the government if, due to the orders of a superior officer, he were wounded or killed in battle. So the Federal Tort Claims Act prohibited suits by soldiers or sailors injured due to wartime combatant activities.
But later rulings limited servicemembers’ rights even more, in ways not suggested by the language of the act.
The first of these was a case filed by the surviving family members of a soldier. Lt. Rudolph Feres was a decorated World War II veteran who had parachuted into Normandy on D-Day. He survived that battle and others through the end of the war only to return to the U.S. and die in a barracks fire caused, according to his wife, by the explosion of a boiler known to be faulty.
Feres’ widow also claimed that no fire guard had been posted on the fateful night. Joined to the case were two soldiers who claimed malpractice by army surgeons.
The court decided that the existing benefits scheme for military deaths and injuries was ample and denied the claims. To the further chagrin of the Feres family, the controversial ruling took on the name the “Feres Doctrine.”
Cases sustaining Feres expressed the concern that allowing civilian courts to intervene in cases of this type would interfere with military discipline. Thus, the court declared that soldiers could not sue the government for damages for negligently caused injuries “incident to service,” even if they did not involve combat.
All of these rulings meant that anyone who had the misfortune of getting hurt while on active duty, even if it wasn’t in combat, could never sue for damages – while if the same person had gotten hurt on the job as a civilian, they would have had that right.
This disfavored treatment for servicemen was underscored in the aftermath of the space shuttle Challenger explosion, during which families of civilian crew members were able to file lawsuits against the government, but the family of the pilot who was a Navy captain on active duty could not.
The Feres Doctrine were therefore seen by many as unfair. Others, like the late Supreme Court Justice Antonin Scalia, criticized Feres because of its departure from the plain language of the Federal Tort Claims Act, which limits the exclusion to wartime “combatant activities.” Still others believe that Feres fails to hold the military accountable for the kind of mistakes for which others are required to pay damages.
The Feres Doctrine nevertheless has continued to hold sway, with the Supreme Court refusing to reconsider the doctrine as recently as May 2019. Justice Clarence Thomas, in a dissent from the court’s denial of certiorari in that case, Daniel v. United States, paraphrased Justice Scalia in stating that “Feres was wrongly decided and heartily deserves the widespread, almost universal criticism it has received.”
In 1950, speaking for the Supreme Court in the Feres case, Justice Robert Jackson admitted, “If we misinterpret the Act, at least Congress possesses a ready remedy.” That “ready remedy” finally came almost seventy years later, due to the persistence of a soldier suffering from terminal cancer.
Green Beret goes to Congress
Sergeant First Class Richard Stayskal is a former Green Beret and wounded Iraq veteran whose military health providers missed a 3-centimeter mass in one of his lungs on a CT scan.
After military physicians repeatedly attributed his health problems to asthma or pneumonia, Sgt. Stayskal learned from a civilian pulmonologist that he actually had stage 4 lung cancer. Sgt. Stayskal continues to receive treatment for his cancer, although he says it is deemed incurable.
But Sgt. Stayskal was barred by Feres from pursuing a malpractice case in court.
So Stayskal enlisted the support of California Congresswoman Jackie Speier, a Democrat, who introduced a bill to allow current and former service personnel to bring medical malpractice claims against government health providers.
A compromise version of the bill was incorporated into the National Defense Authorization Act for fiscal year 2020. Adding the bill into a “must-pass” piece of defense legislation assured its passage. It was passed by both houses of Congress with overwhelming bipartisan support. President Trump signed the measure into law on Dec. 20, 2019.
Cup only half-full
The new law does not cover everyone. A lawsuit like the original Feres case, by the survivors of someone who perished in a barracks fire, would still not be allowed. That’s because the legislation only allows claims by those who allege to have been victims of medical malpractice by military health care providers.
And claims cannot be brought in federal court, as is normally the case under the Federal Tort Claims Act. Rather, they must be pursued through a Defense Department administrative procedure under regulations that the Department of Defense is required to draft.
Research suggests that most claimants don’t care whether their cases are decided through a court, an administrative procedure or even mediation. Rather, they care about having a respectful hearing in which a third party has carefully considered their views, concerns and evidence.
Those who worked to pass this legislation will likely scrutinize the Defense Department’s regulations and procedures to see whether such a forum has been provided.
Tens of thousands of NATO troops have converged on Norway for Trident Juncture, the alliance’s largest military exercise in nearly two decades.
The exercise officially starts on Oct. 25, 2018, but the arrival of thousands of troops and their equipment in the harsh environs of the North Atlantic and Scandinavia hasn’t gone totally smoothly.
On Oct. 23, 2018, four US soldiers were injured in a roadway accident as they delivered cargo to Kongens Gruve, Norway, in support of the exercise.
“The accident occurred when three vehicles collided and a fourth vehicle slid off the pavement and overturned while trying to avoid the three vehicles that had collided,” the US Joint Information Center said, according to Reuters.
One of the soldiers was released shortly after being hospitalized, and as of late Oct. 23, 2018, the three others were in stable condition but still under observation, according to the information center. The troops and their trucks were assigned to the Army’s 51st Composite Truck Company, stationed in Baumholder, Germany.
A US Army Stryker vehicle completes an uncontested wet-gap crossing near Chełmno, Poland, June 2, 2018.
(US Army photo by 1st Lt. Ellen Brabo)
US ships taking part have also encountered trouble.
The amphibious dock landing ship USS Gunston Hall, part of a group of ships carrying a Marine Corps contingent to the exercise, returned to port in Reykjavik, Iceland, on Oct. 22, 2018, after heavy seas caused damage to the ship and injuries to its sailors.
The US 6th Fleet, which oversees operations in the Atlantic around Europe, said the ship’s well deck and several of the landing craft aboard it were damaged. The Gunston Hall returned to port for a damage assessment, though there was no timetable for its completion, the fleet said.
The sailors who were injured received medical treatment and returned to duty.
A landing craft enters the well deck of the USS Gunston Hall to embark for Trident Juncture 2018, Oct. 3, 2018.
(US Navy photo by Mass Comm. Specialist 3rd Class Colbey Livingston)
The amphibious transport dock ship USS New York, also on hand for the exercise, also returned to Reykjavik “as a safe haven from the seas until further notice,” the fleet said.
A 6th Fleet spokesman told Navy Times that the seas were challenging “but not out of the [Gunston Hall’s] limits” and that the USS New York “will remain in port until it is safe to get underway.”
The Gunston Hall and the New York were part of a group led by the amphibious assault ship USS Iwo Jima that left the US in October 2018, carrying some 4,000 sailors and Marines.
US Marines with the 24th Marine Expeditionary Unit hike to a cold-weather training site in Iceland, Oct. 19, 2018.
(US Marine Corps photo)
It’s not clear if the absence of the Gunston Hall and the New York will affect the exercise, the 6th Fleet spokesman told Navy Times.
Trident Juncture will include some 50,000 soldiers, sailors, marines, and other personnel from each of NATO’s 29 members as well as Sweden and Finland. The drills will be spread across Scandinavia and the waters and airspace of the Baltic Sea and the North Atlantic.
Massing men and machines for such exercises rarely goes off without problems.
While the introduction of a new plane, ship, or tank will often make headlines, these aren’t the only important procurements done by the military. In fact, many crucial upgrades go unnoticed by the media, but they make a huge difference in the lives of troops.
Such was the case with the Air Force’s new firefighting foam. You might think that water is the best tool for putting out fires. Well, in some cases, using water can do more harm than good. That’s why, especially with aircraft, the military likes to use Aqueous Film Forming Foam, or AFFF, which has just been replaced with a newer version.
It wasn’t that the old foam was ineffective — far from it. The problem was that the foam came with some serious drawbacks. Most notably, the old foam was quote toxic, both to personnel and to the environment. The old version of AFFF made use of two chemicals, known as PFOS and PFOA. Both of these were unsafe for consumption in even the tiniest amounts (measured in parts per trillion).
Sometimes, it’s a bad idea to put water on a fire — which led to the development of specialized firefighting foam.
(U.S. Air Force photo by Staff Sgt. Bennie J. Davis III)
The toxicity of the old foam was such that even after testing in a hangar, the Air Force was spending time and money doing hazardous materials mitigation. In a day and age when each defense dollar is precious, spending time and money on HAZMAT stuff after each practice run is a huge drain.
Tech. Sgt. Brian Virden and Master Sgt. Bryan Riddell, replace legacy firefighting foam at King Salmon Air Station, Alaska, with Phos-Chek 3 percent, a C6-based Aqueous Film Forming Foam. The new foam has far fewer toxins than the older foam.
The new foam, now completely rolled out, doesn’t have any PFOS and very little PFOA. This means that the costly mitigation process is sidestepped almost entirely. Plus, in the event of a real usage, the airmen will be exposed to a much lower level of toxins — which saves lives down the line.
Not having to do HAZMAT clean-up after tests like this can save time and money – both of which are factors in readiness.
(U.S. Air Force photo by 2nd Lt. William Powell)
In short, the introduction of the new AFFF didn’t generate headlines, but it is the type of small, behind-the-scenes move that enhances readiness across the service. A few small savings here, less time consumed there — you’d be surprised at how much a seemingly small change can improve the entire force.
We tend to see leadership as a glamorous and desirable career destination, but the crude reality is that most leaders have pretty dismal effects on their teams and organizations. Consider that 70% of employees are not engaged at work, but it’s their boss’ main task to engage and inspire them, helping them leave aside their selfish interests to work as a collective unit with others. Instead, managers are the number one reason why people quit jobs. As the old saying goes, people join companies but quit their bosses.
As I highlight in my latest book, passive job-seeking, self-employment, and entrepreneurship rates have been on the rise even in places where macroeconomic conditions are strong and there is no shortage of career opportunities for people. For instance, in the US, there are now 6 million job seekers for 7 million job openings, but people appear to be disenchanted with the idea of traditional employment, mostly because it may require putting up with a bad boss.
To be sure, there are many competent leaders out there, but academic estimates suggest that the baseline for incompetent leadership is at least 65% (note this figure is based on analyzing mostly public or large companies), and, even more shockingly, there appears to be a strong negative correlation between the money we spend or waste on leadership-development interventions and the confidence people have in their leaders.
Tomas Chamorro-Premuzic is an international authority in psychological profiling.
An obvious question this sad state of affairs evokes is how one can work if his or her boss is incompetent. Clearly, it is always tempting to blame our manager for our unfavorable work experiences, but it may also be the case that the problem is us rather than them, with recent research indicating that all aspects of job satisfaction are influenced as much by employees’ own personalities and values as by the actual (objective) working circumstances they are in.
The way we experience our boss is no exception. Here’s a quick five-point checklist to work out what your manager’s probable level of competence might be.
1. He or she is generally liked, or at least well-regarded, by his or her direct reports
This would be consistent with the mainstream scientific view that upward feedback (feedback from those who work for the manager) is the best single measure of a manager’s performance. Conversely, how managers are seen by their own managers is mostly a measure of politics, likability, or managing “up.” If the answer is no, the probability that your boss is incompetent increases dramatically.
2. His or her team tends to achieve strong results compared with similar/competing teams (internally and externally)
Note this may happen even if the answer to question one is no, though generally speaking, both points are positively intertwined: People perform better when they like their bosses, and they like their bosses more when they perform better. Thus, if the answer is no, then your boss is probably not that competent.
3. He or she frequently provides you with constructive and critical developmental feedback to improve your performance
And does he or she do it for others in your team, too? If the answer is no, then chances are your boss is less than competent, as one of the fundamental tasks of any manager is to improve their team members’ performance by providing accurate and helpful feedback on their potential and performance.
A Ranger Assessment Course instructor (right), informs the class leader that he needs to improve his leadership skills at the Nevada Test and Training Range.
(U.S. Air Force photo by Airman 1st Class Thomas Spangler)
4. He or she knows you well and has an accurate picture of your potential, including your strengths and weaknesses
No bosses can do their jobs well unless they are fully aware of what their team members can and can’t do, which is a necessary precondition to assigning each employee to tasks and roles in which their skills and personality are best deployed. After all, talent is by and large personality in the right place. If you think your boss doesn’t know you, then he or she is less likely to be competent.
5. He or she seems truly coachable and continues to improve to the point of getting better on the job all the time
Just like your employability depends on your own ability (and willingness) to continue to develop key career skills and learn things that broaden your career potential, your boss should also be finding ways to get better. This means not just displaying the necessary humility and curiosity to learn — including from his or her own employees and customers — but also finding ways to keep their dark side or undesirable tendencies in check. In short, does your boss show self-awareness and the drive to get better, irrespective of whether that actually advances his or her own career? If the answer is no, then your boss has limited potential.
Tomas Chamorro-Premuzic is an international authority in psychological profiling, talent management, leadership development, and people analytics. He is the chief talent scientist at Manpower Group, cofounder of Deeper Signals and Metaprofiling, and professor of business psychology at both University College London and Columbia University. He has previously held academic positions at New York University and the London School of Economics and lectured at Harvard Business School, Stanford Business School, London Business School, Johns Hopkins, IMD, and INSEAD. He was also the CEO at Hogan Assessment Systems. Tomas has published nine books and over 130 scientific papers (h index 58), making him one of the most prolific social scientists of his generation.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The National Archives hosts countless educational films that have come from the military throughout the ages. If you want to learn about declassified nuclear testing, they’ve got it. If you want to learn how to properly resist communist propaganda, they’ve got that, too. If you want to learn the 1960’s way of wooing women, you better believe the U.S. Military has wasted money on making those videos, too.
First, in the filmmaker’s defense, videos that covered overall health and general well-being weren’t uncommon at the time. It should also go without saying that the advice the narrator gives — likely with the best of intentions — is a product of its time. There are a few gems in there that, by modern standards, are cringe-inducing, like, “treat her as an equal. Women love that!”
The first film in the series, Blondes Prefer Gentlemen, is a play on the Marilyn Monroe film, Gentlemen Prefer Blondes. The 15-minute instructional movie follows two different midshipmen as they go on a date with a blonde (the narrator clarifies that the advice works for all women, regardless of hair color. Good to know). One midshipman, Charlie, shows all the “Don’ts.” Jack showcases all the “Dos.”
There’s actually plenty of legitimate advice in this film for fine dinning etiquette, including which fork to use during fancy dinners, how to start a proper conversation that engages everyone at the table, how to place unused silverware during the meal, and how to not be an arrogant prick during a three-course meal.
The second video is a bit more, uh, of the times. If you only watch the first three minutes of How to Succeed with Brunettes, you could get the wrong impression. It joking plays off the “don’t” list before explaining all the ways things went wrong. Instead of spending the rest of the film on ways to actually “succeed” with your date, it instead tells you how to properly present her to your superior officer.
Of course, they sprinkle in nice, gentlemanly advice, like walking on the curbside of the sidewalk, opening doors for your date, and letting her pick a place to sit in the movie theater — you know, actual advice. Then, things take a nosedive directly back into, “here’s how you present your date to the Admiral.”
Give these videos a watch and appreciate how far we’ve come.
If December is the season for consumerist gluttony, and full-fat eggnog, then January is the time for carrot sticks, running on the treadmill, and staring blankly at a scale that says you’ve only lost two pounds since the new year. If you, like me, found yourself in that happy place between despondency and full-on despair, you may need a smart scale to ever so gently nudge you along.
We’ve all felt that intense, cloying sense of dread when stepping on the scale. They’re generally the square, bulky things you willfully sidestep when you walk in to take a leak. Enter the Qardio’s QardioBase2. It makes getting into shape … intriguing. It’s a WiFi- or Bluetooth-connected circular scale that hooks up with the corresponding app and works on any surface, and it’s designed to be your kinder and gentler weight loss and fitness coach.
Fitness resolutions may center on pounds and ounces, but Qardio’s QardioBase2 smart scale focuses its feedback on direction rather than specific, hard-core goals. If you’re looking for something that offers its readout in more general, encouraging terms rather than the bark of a drill instructor, this is the bathroom scale for you.
Rather than spitting out a single weight, the QardioBase2 provides feedback on your body mass index, tracking it over time and rewarding you with one of three faces: smiling for weight loss, a neutral face for negligible results, and a frown when you’ve indulged a little too much.
Granted, for some its smiley-centric feedback is a bit too twee, and for those who need black-and-white reports, it also reads weight, along with muscle mass, fat percentage, bone, and water composition, allowing you to drill down as far as you want. All stats are recorded via its app to you can track progress over time. It weights just under seven pounds, is 13 inches in diameter, and works with iOS 10.0 or later, Kindle, Android 5 or later, and the Apple Watch.
Beyond the emoji feedback, which may be a tad precious, there’s a lot more to love. Its sleek design and tempered glass top in either black or white is less than an inch thick and adds class to even the most humble bathroom.
For those who want options for the whole family, it automatically detects individual users, recording data separately as such. It also has a pregnancy mode to track weight gain and progress as your partner gets further and further along in her pregnancy. Plus, she can add pictures to her numbers, so she can look back and remember what she looked like when the baby was the size of a walnut.
With the QardioBase2, I had a healthy alternative to the dreaded decimal point. Its feedback is less judgy that others in its class, but the various functions and multi-user ease makes this a scale I’m happy to use all year. Instead of dreading weighing myself, I was actually … well, excited is too strong a word. But heavily invested.
The M249 Squad Automatic Weapon has been a mainstay for the troops since it entered service with the United States in 1984. In the 33 years since, it’s seen action in the War on Terror, Operation Just Cause, and Desert Storm.
According to the FN website, the M249 fires the 5.56x45mm NATO cartridge. It comes in at 17 pounds, and is 40.75 inches long with a 20.5-inch barrel. It can use the same 30-round magazines as M16/M4 rifles, or it can use belts of 100 or 200 rounds. The M249 Para has a 16.3″ barrel, and weighs just under 16 pounds. These guns have an effective range of just under 875 yards.
Due to a 1986 law, finding a real SAW for you to add to your collection is very difficult, and it’s impossible to get one made after 1986. Thankfully, Fabrique Nationale has stepped in. In a catalog available at the Association of the United States Army’s expo held in Washington, D.C., last month, FN notes that a semi-auto only version of the M249, known as the M249S, is available.
The baseline version comes with an 18.5-inch barrel, and weighs the same 17 pounds as the M249 the troops use. It does come in slightly longer, at 41 inches, but retains the same ability to use 30-round magazines or the 100 or 200-round belts. FN also makes a M249S Para. This comes in at just under 17 pounds, and has a 16.5-inch barrel. They cost $8,499.00 new.
All federal, state, and local laws apply to the M249S family of weapons. Still, the M249S makes an excellent option for a person who wants to have something that can help the give friends and family a sense of their military service.
Few units receive their nicknames from their exploits in combat. Even fewer derive their moniker from what the enemy calls them. But for the 504th Parachute Infantry Regiment of paratroopers that is exactly what happened in Italy in 1944.
The 504th first met the Germans in Sicily, along with the rest of the 82nd Airborne Division, during Operation Husky. It was there that the Germans and Italians first discovered that the American Paratrooper was a uniquely dangerous man.
The 504th next took part in the invasion of mainland Sicily.
Initial elements of the regiment to go into action were from the 3rd Battalion, who landed by sea with the Rangers at Maiori in the opening move of Operation Avalanche. Two days later the balance of the 3rd Battalion, along with the 325th Glider Infantry Regiment, were diverted to the Salerno beachhead itself when the situation there became tenuous.
Resisting a strong German counterattack on the high ground near Altavilla, Col. Tucker, the regimental commander, exemplified the unit’s fighting spirit.
Facing the prospect of being overrun, Gen. Dawley, the VI Corps commander, called Tucker and told him to retreat. Tucker was having none of it and sternly replied “Retreat, Hell! Send me my other battalion!”
Joined by the 3rd Battalion, the 504th held the line and helped to save the beachhead. The 504th would fight on through Central Italy while the remainder of the division returned to England in preparation of the upcoming Normandy landings. The regiment was finally pulled back from the lines on Jan. 4, 1944 in anticipation of another parachute mission.
Their next mission would be part of Operation Shingle in late January 1944. This was another Allied amphibious assault on the Italian coast, this time at the port of Anzio, aimed at getting behind the formidable German defensive lines there were impeding progress from the south.
Initial planning had the 504th jumping ahead of the invasion force to seize the Anzio-Albano road near Aprilia. This plan was scrapped at the last minute as prior experience, and the likelihood of tipped-off Germans, said it was too risky. Instead the 504th, now a Regimental Combat Team, would land abreast the 3rd Infantry Division to the south of Anzio. The initial landing seemed to have caught the Germans completely off guard and the Allies went ashore nearly uncontested. The easy advance would not last long.
Soon the 504th found itself engaged all across the lines as its battalions were sent to augment other units. As German counterattacks looked to drive the Allies back into the sea, the casualties rose.
The 3rd Battalion found itself fighting alongside the British 1st Infantry Division in some of the heaviest fighting at Anzio. The paratroopers took a beating from the Germans but kept up the fight. Most companies could only muster the equivalent of an understrength platoon – some 20 to 30 men.
For their part in the heavy fighting of Feb. 8 – 12, the 3rd Battalion was awarded the Presidential Unit Citation. The paratroopers weren’t out of the fight yet, though. They continued to hold the line and harass the Germans.
The situation turned into one of static warfare with trenches, barbed wire, and minefields between the two sides. The paratroopers though were loath to fight a defensive battle and maintained a strong presence of patrols in their sector.
“American paratroopers – devils in baggy pants – are less than 100 meters from my outpost line. I can’t sleep at night; they pop up from nowhere and we never know when or how they will strike next. Seems like the black-hearted devils are everywhere…”
The baggy pants referred to the paratroopers’ uniforms, which differed greatly from the regular infantry whose pants were “straight legged.”
The men of the 504th were so enthralled with the German officer’s words that they christened themselves the Devils in Baggy Pants – a nickname they carry to this day.
The Devils in Baggy Pants would eventually be pulled off the line in Italy towards the end of March 1944. However, when they arrived in England to rejoin the 82nd Airborne Division for the jump into Normandy, they were saddened by the news. Due to the high level of casualties and insufficient replacements they would not be making the jump.
The Devils would next meet the Germans in Holland, then at the Bulge, before making it all the way to Berlin.
Most Americans know the story of Pearl Harbor, how the Japanese planes descended from the clouds and attacked ship after ship in the harbor, hitting the floating fortresses of battleship row, damaging drydocks, and killing more than 2,300 Americans. But the most coveted targets of the attack were the aircraft carriers thankfully absent. Except one was supposed to be there that morning with a future fleet admiral on board, and they were both saved by a freak accident at sea.
The USS Shaw explodes on December 7, 1941, during the Pearl Harbor attack.
Vice Adm. William Halsey, Jr., was a tough and direct man. And in November 1941, he was given a top-secret mission to ferry 12 Marine F4F Hellcats to Wake Island under the cover of an exercise. Wake Island is closer to Japan than Hawaii, and Washington didn’t want Japan to know the Marines were being reinforced.
The mission was vital, but also dangerous. Halsey knew that Japan was considering war with the U.S., and he knew that Japan had a long history of beginning conflicts with sneak attacks. He was so certain that a war with Japan was coming, that he ordered his task force split into two pieces. The slower ships, including his three battleships, were sent to conduct the naval exercise.
Halsey took the carrier Enterprise, three heavy cruisers, and nine destroyers as “Task Force 8” to deliver the planes. And those 13 ships would proceed “under war conditions,” according to Battle Order No. 1, signed by the Enterprise captain but ordered by Halsey.
All torpedoes were given warheads, planes were armed with their full combat load, and gunners were prepared for combat. Halsey had checked, and there were no plans for allied or merchant shipping in his path, so he ordered his planes to sink any ship sighted and down any plane.
If Task Force 8 ran into a group of ships, they would assume they were Japanese and start the war themselves. That’s not hyperbole, according to Halsey after the war:
Comdr. William H. Buracker, brought [the orders] to me and asked incredulously, “Admiral, did you authorize this thing?” “Yes.” “Do you realize that this means war?” “Yes.” Bill protested, “Goddammit, Admiral, you can’t start a private war of your own! Who’s going to take the responsibility?” I replied, “I’ll take it! If anything gets in my way, we’ll shoot first and argue afterwards.”
The USS Enterprise sails in October 1941 with its scout planes overhead.
Equipped, prepared, and looking for a war, Halsey and his men sailed until they got within range of Wake Island on December 4, dispatched the Marines, and then headed for home.
There is an interesting question here about whether it would have been better if Task Force 8 had met with the Japanese force at sea. It would surely have been eradicated, sending all 13 ships to the bottom, likely with all hands. But it would have warned Pearl of the attack, and might have sunk a Japanese ship or two before going down. And, the Japanese fleet was ordered to return home if intercepted or spotted before December 5.
But the worst case scenario would’ve been if Task Force 8 returned to Pearl on its scheduled date, December 6. The plan was to send most of the sailors and pilots ashore for leave or pass, giving Japan one of its prime carrier targets as well as additional cruisers to sink during the December 7 attack.
Luckily, a fluke accident occurred at sea. A destroyer had split a seam in rough seas, delaying the Task Force 8 arrival until, at best, 7:30 on December 7. A further delay during refueling pushed the timeline further right to noon.
I peered intently through my binoculars at the ships riding peacefully at anchor. One by one I counted them. Yes, the battleships were there all right, eight of them! But our last lingering hope of finding any carriers present was now gone. Not one was to be seen.
USS Enterprise sailors watch as “scores” go up on a board detailing the ship and its pilots combat exploits.
And the Enterprise would go on to fight viciously for the U.S. in the war. Halsey spent December 7-8 looking for a fight. While it couldn’t make contact in those early moments of the war, it would find earn 20 battle stars in the fighting. It was instrumental to the victories at Midway, the Naval Battle of Guadalcanal, the Philippine Sea, and Leyte Gulf.
It suffered numerous strikes, but always returned to the fight. Its crew earned the Presidential Unit Citation and the Navy Unit Commendation. The ship, and much of the crew, survived the war. But the Enterprise was decommissioned in 1947.
Two great articles, linked above, were instrumental in writing this article. But a hat tip also goes out to Walter R. Borneman whose book The Admirals inspired this piece.
We talk with the Marine and Creator of the MightyFIT Workout plan about Promotions, Happiness and Freedom Hair.
Most Marines can remember their best PFT score. A solid performance can earn you bragging rights, a line on the promotion list or maybe even signifies a personal goal (yeah, I still remember my first twenty straight pull ups, twenty years later). Yet, there is something much deeper in the those numbers…happiness.
You can argue with me all you want, yes Marines can be happy, but that doesn’t mean their life is going to be easy. At some point, Marines are guaranteed to be covered in mud, zombie tired and cleaning a piece of gear for the ten thousandth time. Despite what life may throw their way, either in training or war, Marines are still the most happy when they are fit and ready for a fight. And that means tough training, physical fitness, and confidence.
After my first deployment to Iraq, I was back at 29 Palms getting ready for a second, possibly more dangerous deployment. We trained every day and most weekends in a hot, nasty desert. That spring, I ran the fastest PFT of my life and I’ve never felt happier (17:54…just saying…). Despite the stress of the world around me, being in that kind of shape was one of the happiest points in my life. I was a trained, fit Marine and that feeling has stuck with me to this day.
Now, if you’re reading this, then you at least have some interest in the military and you don’t have to be a Marine to understand that feeling fit and healthy is a good thing. That being said, even those of us who a maxed out a PFT at some point still have trouble finding a workout plan to meet the chaotic, unexpected and sometimes even lonely challenges that come after we take off the uniform.
Ladies and gents, let me introduce to Marine Michael Gregory, the creator of the MightyFIT workout plan and owner of Composure Fitness, whose sales pitch is “wanna make gains and look great naked?”
Michael doesn’t need to sell himself, he resume does it for him. An economist by training who first put his analysis skills to work as a Marine intelligence officer, Michael is one of those guys who could fit right in on wall street but he’s also tough. Like really tough. One of his first assignments in the Marines was with the MACE, Martial Arts Center of Excellence, think Spartan training in modern times. So what does a badass Marine martial arts instructor with a ten pound brain decide to do after he leaves the Marine Corps?
He moves to Bali and begins his next chapter helping Marines and others find their peak physical performance and dare I say it…happiness.
So when it came time to develop a workout plan for We Are The Mighty, we asked Michael to do what he does best and the eight week plan is pretty amazing. I recently had the chance to catch up with Michael and his thoughts on fitness and happiness didn’t disappoint.
(Michael Gregory being promoted on Iwo Jima.)
Michael, it’s great to chat with you. Before we dive in, tell me, what’s the craziest thing that you did in the Marine Corps?
MG: I was promoted on Iwo Jima.
MG: Yeah it was cool. And not planned. My commander was like, “Hey there’s a C- 130 going to Iwo. Get on it, find whoever is the senior officer and have them promote you.”
Ok, that pretty badass, what drove you to the Marine Corps?
MG: Yeah. so I joined out of high school. I knew I wanted to be in the military. It was the height of the wars and everyone was going to the Middle East to fight. I didn’t even know Asia was a thing, but they sent me to Japan. I got to work with almost every Allied country in Asia and it was it was good for me because I was always the kind of Marine that was on my own little plan. I always had long hair.
Dude, your hair is pretty crazy now.
MG: It’s my freedom hair.
Freedom Hair. I love that.
MG: I haven’t had it cut since I got out. That’s my freedom.
What set you on the fitness path to where you are right now?
MG: [Fitness] was always something that I cared about. I studied economics in college and I had to work out to keep my sanity. But when I got in the Marine Corps I was lucky enough in one of the “in-between times” between schools. I got sent to the Martial Arts Instructor Course in Quantico.
The MACE is no joke. What was it like as a brand new a Second Lieutenant?
MG: It was actually like it was cool because it was my first experience working with enlisted Marines. But in the schoolhouse we’re all getting trained to be instructors. We were equals there. So we all got along and I learned a lot and I actually took a lot of that with me when I was with my unit and my first Marines. It was eye opening. And that was some of the best organized training I got.
So where did you get the fitness knowledge to build a plan like the MightyFIT?
MG: In Japan, I had a pretty good fitness routine going on. I was kind of training myself. And studying. I would print out fitness stuff and bring it into the vault because nobody would talk to me there. I read a lot about nutrition, the body and exercise programs.
And when did Bali come into the picture?
MG: After the Marines, I decided to take a break you know and figure out what I want to do with my life. My wife convinced me to move to Bali for six months to just decompress a little bit and figure out a plan. And you know, we’ve been there for two and a half years.
(Because when you’re a fitness guru in Bali, front flips in the rain are just a part of life.)
So you started training Athletes and even other Marines?
MG: It took some time and it was all based on the results. I have a guy that I work with who is a Captain. He was afraid that he couldn’t make gains and still perform on the PFT. We developed a plan for him. Now, he’s squatting and lifting more than he ever had in his life and he’s at a lower body fat percentage while still running a 295 PFT. It’s my clients that have helped me grow. The word of your former clients is the most important thing that I have as a fitness professional.
How is fitness like firing a weapon?
MG. You know when you go to a civilian firing range and see somebody with the nicest weapons but still doesn’t know what there doing. They lack a foundation. They haven’t mastered the basics of marksmanship and they wonder why they can’t hit the target.
I do. It’s scary.
MG: You can see the same exact thing walking into any gym and see people with great physiques but no foundation. Your body is your weapon. Just like a rifle, you need to zero it in with the basics to become efficient and effective for other activities. The fundamentals cross over into all different workouts. You can go on to do Crossfit, run Marathons or whatever you’d like. That’s what the Mighty FIT plan is designed to do. It uses eight weeks to build a fitness foundation. It’s your zero.
Ok, how does this plan work for a guy like me with knees that are beat up and a back reading from a decade of body armor? Won’t I just hurt myself?
MG: The plan is designed so that really anyone can do it. You obviously need to listen to your body but none of these movements are inherently dangerous. I’m not asking anyone to do anything outside of a normal physical range of motion or at an explosive speed. In fact, a lot of people hurt themselves during explosive exercises. They think they’re athletic but lack a solid foundation. And what this plan does is prepare people for anything without being potentially dangerous by using a safe rate of perceived exertion.
A safe rate of what?
MG: Haha, the rate of perceived exertion. It’s simple. 80% effort is the goal and the weight is irrelevant. That’s the base element of the Mighty FIT plan. I’m not dictating weights for anyone right now. I tell people the exercise and the number of sets and reps. And you stick to your own weight. So if you feel like shit one day at 80% and it’s 30Lbs less than it was last week. That’s OK. Just do what your body perceives as 80% exertion even if that means that you’re starting off point is just standing up out of a chair, then just do that. There’s really no barrier to entry as long as you’re willing to adjust and don’t feel like you need to be perfect. Just be happy.
But I want to clarify, is happiness the overall goal here or is it something different?
MG: Happiness is the overall goal in so far as this plan will allow you to do whatever you want to make you happy.
That’s a Bali- Eat, Pray, Love answer.
MG: [He Laughs]. If you want to work out like a maniac then these eight weeks will prepare your body to work out like a maniac. If you just want to play with your kids, this will allow you to pick up your two year old son without feeling like you’re going to split your back.
(Michael Gregory training in Bali.)
So as I was reading the plan I know that there’s going to be soreness. Can you kind of quickly walk me through what DOMS is?
MG: Delayed Onset Muscle Soreness. Which is just a fancy way of saying, you’re going to feel the workout the next day. It’s just what happens when people reach a threshold of physical output that they’re not used to. When we work out, we’re literally tearing our muscles apart so that they can be rebuilt into stronger muscle fibers. The body must then recover from the inflammation so all the good blood cells rush to that part of the body which is where the soreness comes from.
Is there anything I can do to prevent the soreness?
MG: The research shows that if you stick to the 80% threshold that I already talked about there shouldn’t be any issues. You should be able to get up and walk around the day afterwards. Usually when people push past that 80% threshold that’s when you get someone walking around like a zombie for a couple days.
If you feel like one of the sessions is particularly hard especially on the legs, then just hop on a stationary bike for 15 and 20 minutes at the end of the workout. An ice bath is another great alternative. But if you’re going to go for the ice bath, wait one or two hours after the workout because what it does is it kills inflammation altogether and inflammation is actually good when we’re trying to build up some muscle so if you kill it right away it has a tendency to stall the gains.
Before we transition off the plan, is there anything else you think people need to know?
MG: Well you know, just take week one as what it is… week one. Do the whole eight weeks before you cast judgment on whether or not you liked it or if it was effective or not.
What do you think is your biggest enemy to happiness? And do you even think like that?
MG: Yeah, I do. I’m obviously living in Bali. So, I have been doing more meditation and self reflection than I ever thought was possible. And honestly my own worst enemy is myself. And I think that’s true for a lot of people. I easily talk myself out of things that I make a commitment towards or that I know are good for me. So finding consistency with myself is one of the hardest challenges and it was something I didn’t realize in the Marine Corps because you kind of don’t have that option in the military. There are constantly other people that you’re responsible for or that are holding you accountable.
And now you’ve built your business, Composure Fitness obviously you’ve got the launch of the Mighty FIT Plan. What does the rest of 2019 look like for you?
MG: Growth. You can only work with so many people at one time. I’m excited about getting my voice out there with good fitness advice and building something more sustainable that reaches more people at once.
I’m excited about starting the 8 week Mighty FIT Plan.
MG: Have fun with it and Semper Fi.
Oh, I will brother. Semper Fi.
Check out Michael Gregory’s blog @ComposureFitness and download the Mighty FIT plan HERE.
On Sept. 20, 2011, Don’t Ask, Don’t Tell was repealed. The policy served as a sort of compromise between people who wanted to continue to ban gay men and women from serving in the military, which had been the case prior to 1993, and those who felt that Americans should be eligible to serve regardless of sexual orientation.
In other words, until Sept. 20, 2011, service members were punished and even discharged with prejudice for being gay or bisexual. Now, it’s time to restore their honor and give them the benefits they deserve. Here’s how:
Honorable — For service members who meet or exceed the required standards of service. An honorable discharge comes with four major benefit programs, including disability compensation and medical care as well as pension programs and education.
General — For service members whose performance is satisfactory but is marked by a considerable departure in duty performance and conduct. A general discharge will also come with the benefit programs available to those honorably discharged.
Other Than Honorable — The most severe form of administrative discharge, representing a serious departure from the conduct and performance expected of military members. The majority of veterans’ benefits are not available to individuals who receive an Other Than Honorable discharge.
Bad Conduct — A punitive discharge that can only be given out by a court-martial. Virtually all veterans’ benefits are forfeited by a Bad Conduct Discharge.
Dishonorable — A punitive discharge handed out by a court-martial for the most reprehensible conduct, including sexual assault and murder.
Downgraded discharges not only result in the loss of benefits, they carry with them shame and stigma, as well.
As reported by The Bay Area Reporter, “Advocates for LGBT veterans estimate that roughly 114,000 U.S. service members were “involuntarily separated” from the military due to their sexual orientation between the end of World War II and the repeal in 2011 of the homophobic “Don’t Ask, Don’t Tell” policy that barred LGBT people from serving openly in the military. While many of those veterans could likely qualify to correct or upgrade their discharges, just 8% had done so as of 2018, according to a report presented that April at a conference held at the Legal Services Center of Harvard Law School.”
Vets can also receive help from non-profit organizations like Modern Military Association of America, dedicated to advancing fairness and equality for the LGBTQ military and veteran community, or Swords to Ploughshares, which provides assessment and case management, employment and training, housing, and legal assistance to veterans.
In any case, it’s probably the coolest thing any movie spy was ever issued. James Bond, with his “00” designation has one, and maybe a whole handful of real-world MI6 agents do too — because they’re real.
The result was no, of course they didn’t. But what it did reveal was a look at how the intelligence agency operates, especially in regards to targeted killings. It turns out British operatives are allowed to kill their enemies.
But first they need a Class Seven Authorisation and the personal signature of the Foreign Secretary.
Richard Dearlove, the former head of Britain’s spy agency, revealed this during the inquiry. Diana and her lover, Dodi al-Fayed, were killed in a 1997 car accident in Paris. Ten more agents were required to give testimony in 2008 as the royal family faced accusations of wrongdoing from al-Fayed’s father, Mohamed.
Actually getting the Class Seven Authorisation is easier than it sounds. According to Dearlove’s testimony, once the paperwork is finished, it has to be signed off by a “senior regional official.” Then, it would have to go through the chief of the agency — in Diana’s case, it would have been Dearlove.
After that, it would have to “go down restricted channels to the Foreign Secretary.”
Socialism turns even the smallest tasks into a whole bureaucratic ordeal. I bet the process was much smoother when Maggie Thatcher was in office.