Six-pack abs for the front, traps for the back. If we had to pick one vanity muscle for your back, the trapezius would be it. Long and triangular, this muscle rides from the base of your neck, across your scapula, out to your shoulder tips, then down your spine to your mid-back. Given the real estate it covers, it’s no wonder it can give your upper back awesome definition when properly flexed.
Of course, that’s not the only reason you should give your trapezoid muscles a workout. The traps hold the key to just about every upright functional movement you want to perform, from carrying kids to lugging groceries to changing lightbulbs (seriously). These muscles give your spine and shoulders proper reinforcement and provide the tension that prevents you from slouching over at the end of a long day of work.
If you’ve never found yourself saying, “Hey, let’s make today a traps day!” Then this trap workout is for you. A 15 to 20-minute, 7-move routine, you can add it to the end of arms day, or work it in after a bout of cardio. Do it three times a week to see major changes in about a month.
1. Barbell shrug
Works: Upper traps
Stand with feet shoulder-width apart. Hold a barbell in front of you, arms extended, using an overhand grip. Keeping your arms straight, shrug your shoulders, raising the barbell several inches as you do. Relax. 8 reps, 2 sets.
Holding a light dumbbell in each hand, bend knees and hinge forward at the waist so your back is flat and parallel to the floor. Raise arms out in front of you in a Y shape, like you’re getting ready to dive into a pool. Hold five counts. Release. Repeat 8 times.
3. Farmer’s carry
Works: Upper, middle, and lower traps
Holding a heavy dumbbell in each hand, arms straight by your sides, walk around the room. Focus on keeping your spine straight and shoulders back. 60-second walks, 3 times.
Stand with feet shoulder-width apart, a dumbbell in each hand. Holding weights vertically (north/south orientation), raise your arms out to the sides. Hold for two counts, slowly lower. 10 reps, 2 sets.
5. High pulls
Works: Lower traps
Stand with feet hip-width apart about three feet from the cable pull. Position the pulley at head height. Using the Y-handle, pull the cable directly toward your head, squeezing your shoulder blades together as you do. Hold two counts, release. 10 reps, 2 sets.
6. Overhead carry
Works: Upper, middle, and lower traps
Holding a heavy dumbbell in each hand, raise arms straight over your head, palms facing each other. Press shoulders down and keep your spin straight as you walk around the room. 60-second walk, 3 times.
7. Row machine
Works: Middle and lower traps
Get your cardio done along with your traps toning with 10 minutes on the erg. Focus on fully extending your arms in front of you as you push back with the quads and feet first, then squeeze your shoulder blades together as you pull the cable to your chest. The speed of your rowing motion will raise your heart rate, but for muscle building, it’s more important to think about good form.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
The US Marine Corps is developing a new concept of naval warfare to allow Marines to take South China Sea islands from Beijing in the context of a massive missile fight in the Pacific.
Marine Corps leaders at the Surface Navy Association’s annual national symposium told USNI News that today’s naval protocol wasn’t what the force was looking for to take on China’s Pacific fortress.
China has spent years dredging up the sea floor to build artificial islands in the South China Sea, an international waterway.
Despite promising never to militarize the islands and losing an international arbitration case concluding they did not own the islands, China has enforced de facto control over the vital shipping lane that sees trillions in annual trade.
U.S. Marines assigned to 3rd Assault Amphibian Battalion observe the approach of amphibious assault vehicles (AAV) during well deck operations aboard amphibious transport dock ship USS Somerset (LPD 25). Somerset is participating in Exercise Dawn Blitz 2015 (DB-15).
(U.S. Navy photo by Mass Communication Specialist 1st Class Vladimir Ramos)
Taking Beijing’s islands is central to those plans, US Marine Corps Maj. Gen. David Coffman said, according to USNI News.
Coffman said “integrated naval operations could be needed to take an island somewhere — natural or manmade,” in a likely reference to Beijing’s man-made South China Sea outposts.
“It certainly will be required when a great power competition pits a whale against an elephant, or maybe two elephants — a global maritime power, that’s us, against a regional land power hegemon with home-field advantage,” he continued, again referencing China as an “elephant,” or a land power that the US, a “whale” or maritime power would have to overcome.
“In that long war, maritime superiority is necessary but not sufficient for the whale to beat the elephant,” he said.
In other words, the US Navy and Marines can’t just win the fight with better sea power, they will also need to make landings.
But those landings will have to be made under a massive missile attack.
The amphibious assault ship USS America (LHA 6) conducts flight operations near the island of Hawaii, July 30, 2016.
The South China Sea now hosts a vast network of radars that experts say could be used to track and kill US naval aviation, even the stealth kind.
Additionally, a recent study that looked at carrier survivability at the Heritage Foundation revealed that China could likely muster up 600 anti-ship missiles and that a carrier strike group could likely only down 450 of those fires.
As a result, Coffman said the normal three-ship Amphibious Ready Group and the accompanying a Marine Expeditionary Unit on small deck carriers would no longer cut it.
Up gunning the fleet
The solution? Up-gunning the small carriers and including destroyers and cruisers in the battle formation.
“Every ship has to be a warship that can defend itself, have an offensive striking capability and be able to deal with the threats that are coming in, be it a cyber threat – so it needs a good network – or whether it’s a kinetic threat in the form of a missile that’s coming at it,” Lt. Gen. Brian Beaudreault said, according to USNI.
Beaudreault suggested putting vertical lauch cells on new US Marine Corps helicopter and F-35B carriers to handle incoming threats, essentially turning these amphibious flattops into aircraft-carrying destroyers in their own right.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
It’s the red, white and the blue. It’s the patriotism, the pride and the spirit. It’s songs about the homeland, and it’s thanking those who serve — pledging allegiance to all it represents. It’s the recognition of the American flag, and we’re here for it!
Celebrate the U. S. of A. with us through these favorite memes.
And a S/O to our forefathers for their support:
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Control over the unit is spread between the NCOs and officers. In theory, these guys run the show. In practice, however, much of the work is delegated down to the lowest level. This is where the specialists, senior airmen, seamen, and lance corporals come in.
The highest rank among junior enlisted is left in an awesomely weird predicament in which they can shuffle work to the privates, satisfy requirements from higher up the chain, and then relax for the rest of the day. This is called the E-4 Mafia or Lance Corporal Underground.
But even those in these unofficial unions have a few bylaws that they must never break. Here’re a few of the rules that the Mafia/LCpl Underground are willing to admit:
For the most part, this book is one long essay on never volunteering for sh*t.
(Meme via Grunt Style)
See nothing, say nothing
The very first and most important law of the E4 Mafia is this: Plausible deniability is your best friend. These simple words can be used in almost every situation.
In the military, if you see someone doing something against regulations, you’re supposed to say something. But are you really going to call out your bros for putting their hands in their pockets when it’s cold outside? Hell no.
Because if you show a little bit of effort, that’s where the bar will be set for you.
The Second Law of Thermodynamics
At first glance, it may seem odd that Sadi Carnot, a 19th-century French physicist, would have much to do with a bunch of slackers. As he once famously said, “total entropy of an isolated system can never decrease over time.” In layman’s terms, this basically means, “controlled chaos will always take the path of least resistance.”
If you ever ask a lance corporal to do anything, they will half-ass it and tell you that the task is complete. It’s science, really.
Always play the “Shaggy Defense”
This defense is named after a famous lance-corporal-turned-musician who was caught in an unpleasant situation. When confronted with the nasty allegations and irrefutable evidence, he simply kept repeating the Lance Corporal Underground mantra of, “it wasn’t me.”
If there’s evidence that something happened, but not enough to pin it on you, enthusiastically deny it.
If it sounds too good to be true, it is.
(Meme via LCpl Underground)
When in doubt, skate out
Unless you’re sure, beyond a shadow of a doubt, that an incoming task will be fun, don’t agree to do anything that comes down the chain of command.
If the first sergeant calls for four volunteers, don’t ever ask, “for what?” Expressing interest is, essentially, as binding as a signature.
This is how you raise the bar. Take note, PFCs.
(Meme via US Army WTF Moments)
If you look right, you are right
The military is a very busy system. Despite all of the hurrying-up-and-waiting that happens, everyone is constantly on the move.
All you need to do to get away with nearly anything is put some effort toward appearing like you’re squared away. Rarely will anyone take the time to make sure you’re actually doing things right.
The Mafia/Underground has been around since before anyone currently enlisted. That means that every Senior NCO was once a member.
Never forget where you came from
It doesn’t matter who you are or where you’re going with your career. Your buddies who tell you that they’re ride-or-die really mean it — you should keep the same promise.
If you happen to get promoted out of the Mafia or Underground, don’t forget that your guys are still your guys. You may have more responsibilities now and you may have to make them work. That’s understandable. However, don’t think — not even for a single second — about turning into the NCO that stabs every single one of their former friends in the back.
Blue Falcon-ing is a crime punishable by disassociation
There are three people that will always garner hatred from the E-4 Mafia: Jodie, the good-idea fairy, and the blue falcon.
If you ever dare to buddy-f*ck one of your fellow mafiosos, don’t expect them to have your back.
The deployment is significant because it will mark the first fighter jet landing on a British aircraft carrier in eight years.
Shortly after leaving, the crew carried out their first relief effort: two baby pigeons were found on board, which had to be fed porridge through a syringe and returned to land in a helicopter, the Royal Navy said.
“While our focus for the deployment is getting the new jets onboard for the first time, we are also prepared to conduct humanitarian relief, should we be called upon to do so. We just didn’t think that would be quite so soon,” Lieutenant Commander Lindsey Waudby said.
The jets will be flown by four F-35B pilots from the Integrated Test Force, a unit that includes British and American pilots.
On this mission, three British pilots — a Royal Navy Commander, a Squadron Leader from the Royal Air Force, and one civilian test pilot — will be joined by a Major from the US Marine Corps, UK Defence Secretary Gavin Williamson said.
A Ministry of Defence spokesman said: “As the US’s biggest partner in the F-35 programme, we jointly own test jets which are on track to fly off the deck of our new aircraft carrier later this year.”
He said the training will “strengthen our special relationship with US forces.”
HMS Queen Elizabeth is the third largest aircraft carrier in the world at 280 meters long and a weight of 65,000 tonnes. In total, there will be about 1,500 people on board, the Portsmouth News reported.
It is expected to be on active duty in 2021.
Before leaving for America the carrier was in Portsmouth, running helicopter tests using Chinook Mk 5 helicopters and Merlin Mk 2s:
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The telecom sector is rife with opportunities that align perfectly with the skills and experiences of veterans just like you. For starters, degrees aren’t required for many positions, which is a boon to the thousands of vets who choose to transition right into careers without first attending college. This industry also demands innovative leaders who are skilled at using technology and have excellent customer-service and relationship-management skills, requirements veterans often fit to a T.
“At T-Mobile, we’ve found veterans often make the strongest leaders and are high performers, and we are committed to helping give them access to the best job opportunities available. To show our commitment, we’ve pledged to hire 10,000 veterans and military spouses in the next five years, and we’re getting closer to this goal every day,” says Donna Wright, senior manager of Military and Diversity Sourcing for T-Mobile.
The telecom industry also boasts some of the country’s top Military Friendly® Employers, such as T-Mobile, Teleperformance and Verizon*. If you want to score a civilian career while you’re still in the military, many of these companies offer you the flexibility to do just that. And because most are nationwide, you can relocate and remain with the same company. What’s more, telecom organizations are, more and more, extending their Military Friendly® programs and perks not just to vets, but to their spouses and families, too.
“We recognize that being the spouse of a military person can be very challenging from an employment perspective,” explained Amber Brown, director of talent acquisition at Teleperformance. “To help address these challenges, we launched the Military Spouse Work at Home Project, which offers positions that allow military spouses to work from home, with flexible schedules based on the unique military lifestyle. In the event of a PCS move, we work with the spouse to transition the job to the next duty station.”
Verizon, our 2018 Military Friendly® Company of the Year, already employs more than 11,000 service members, veterans and reservists, and leverages special military and military-spouse hiring programs aimed at recruiting thousands more.
“We continue to see opportunities to place veterans across our business, especially in customer-facing roles and those related to technology such as cybersecurity and enterprise sales,” said Tommy Jones, leader of Verizon’s Military Recruitment Team.
You already know your skills and experience are a match for telecom. Now turn the page to learn more about the types of jobs available to you and find out which ones align with your career interests and aspirations!
You’ll plan, implement, upgrade or monitor security measures for the protection of computer networks and information. You may ensure appropriate security controls are in place that will safeguard digital files and vital electronic infrastructure and respond to computer security breaches and viruses. Knowledge of computers, programming and/or telecommunications may be required.
15% or higher growth through 2026
Bachelor’s or equivalent experience
Communications Tower Equipment Technician
You will repair, install or maintain mobile or stationary radio transmitting, broadcasting and receiving equipment, and two-way radio communications systems used in cellular telecommunications, mobile broadband, ship-to-shore, aircraft-to-ground communications, and radio equipment in service and emergency vehicles. You may also test and analyze network coverage. You’ll need to know how to read blueprints and be comfortable climbing equipment or structures.
2-4% growth through 2026
High school diploma or equivalent
Master Sergeant Janine “J9” Rodriguez
Project Home Ambassador, Teleperformance
Date of hire: July 2014
Master Sergeant (E-7),
Air Force (1994-2014)
AFSC: Personnel (3S071)
Associate degree, human resources, Community College of the Air Force, 2005
Bachelor’s degree, business management, Park University, 2010
Professional Manager Certification,
Community College of the Air Force, 2013
What do you do? I act as the champion to our military families, servicing them as they relocate due to PCS moves and providing service and assistance during military deployments. I also develop and manage a network of Teleperformance military families to ensure connectivity across sites.
What did you do in the military? I provided contingency support to 10,000+ staff, advised senior managers on HR issues and requirements, served as subject matter expert for management-level performance evaluations, and drove the process for hundreds of promotion recommendations for officers.
Why did you decide to retire from the military? I decided to retire because my mom was terminally ill and I wanted to help take care of her with the little time we had left.
Why did you choose this career path? I started with Teleperformance in the human resources department in an entry level position and then was presented with promotion opportunities within the HR department, including the opportunity to help broaden our military footprint in my current role. I just couldn’t resist.
What military skills do you apply to your job? Definitely my work ethic, integrity in all that I do, and the importance of following direction and supporting the mission.
Best advice? Attending TAP prior to my retirement was essential for me to be prepared. Ensure that your military experience is translated to civilian language, know your worth, and research your employment location.
Petty Officer Third Class, Kevin Battles
Solutions Manager, Verizon* Wireless
Date of Hire: March 2014
Military Service: Petty Officer Third Class (E-4), Navy (2004-2007)
Rating: Ships Serviceman
Education: Bachelor’s degree, mass communications, University of Arkansas at Little Rock, 2018
Why did you decide to separate from the military? Family is very important to me. I had two young daughters who needed their father in their lives, so I decided to pursue other career opportunities closer to home.
Why did you choose this career path? I knew my military experience in managing the ship’s store, laundry, barber shop and vending operations would help me transition into a career in retail sales. At first, it was attractive to be in a position that provided a good living, but over the last 10 years it has evolved into a fulfilling career and personal growth opportunity.
What worked best in your job search? Military-oriented hiring sites were the best source of job opportunities. I basically scoured these sites daily in my job search.
What skills learned in the military do you apply to your job today? Leadership, self-discipline, respect, and mentoring are all qualities I’ve taken into civilian life. These skills helped me in my current leadership role and prepped me to help support other veterans as the leader of our Verizon Veterans Advisory Board Employee Resource Group, which provides assistance, guidance and representation regarding veterans’ issues to Verizon leadership and serves as an advocate for veteran employees.
Best advice for transitioning service members? Build your resume before you leave the service, look for jobs that leverage your specific role in the military, and focus on companies that consistently rank high as being Military Friendly®.
Company is a paid advertiser in this issue.
Lieutenant Colonel, Tana Avellar
Manager, HR Project Delivery, T-Mobile
Date of hire: January 2016
Military Service: Lieutenant Colonel (O-5), Army National Guard (1998-Present)
MOS: Military Intelligence Officer (35D)
Education: Bachelor’s degree, business administration (BBA), Gonzaga University, 2002
Why did you choose this career path? While I have not separated from the military completely, I decided I wanted to find a civilian career that would provide better work-life balance for my family as well as broaden my skillset and have career options if I ever left the military. I selected project management and people management as a career focus because they required a skillset that was a natural fit based on my military background. I’ve been leading people in the military for over 15 of my 20 years in the Guard. Project management is also a core skillset of most military officers.
What worked best in your job search? The best approach to my job search was networking. I landed my position as a contractor through a friend who referred me to her company. I also tailored my resume to be specific about what I was looking for in a position. While I have varying skills, being focused and specific generated far more success in my search and helped to open doors.
Did you use social media in your job search? If so, how?I used LinkedIn for my job search and to connect with people from companies I was interested in pursuing. The most effective approach was to seek out a recruiter or hiring manager directly for positions I was interested in. I worked to land informational interviews before applying, which helped me better determine which roles were a fit.
Companies hiring for telecommunication jobs
Verizon: Verizon Communications Inc. is a global leader in delivering the promise of the digital world. Verizon Wireless operates America’s most reliable wireless network, with 112.1 million retail connections nationwide.
Oracle: At Oracle, our vision is to foster an inclusive environment that leverages the diverse backgrounds and perspectives of all of our employees, suppliers, customers and partners to drive a sustainable global competitive advantage.
Actor John Krasinski has been on a steady five-year come up. Even before acclaim was heaped onto both his acting and directorial performance in the 2017 horror movie A Quiet Place, Krasinski had successfully stepped out of the shadow of his more awkward and decidedly less muscular role as Jim Harper on The Office. Give him props, you can only count on one hand how many actors left The Office and convincingly did something that wasn’t comedic. Now Krasinski is doubling down on his newly badass vibes in the first trailer for his new show Jack Ryan where he plays the titular character.
Jack Ryan is set to debut on Amazon Prime and is yet another take on the character from author Tom Clancy’s classic spy novels. Though the character of Jack Ryan has been played by a bunch of actors— Chris Pine in Jack Ryan: Shadow Recruit; Ben Affleck in The Sum of All Fears; Alec Baldwin in The Hunt For Red October, and most notably Harrison Ford in Clear and Present Danger and Patriot Games— no one but Ford has ever mustered a performance that was compelling enough to warrant more than one shot at playing Ryan. Krasinski though, he might have what it takes.
See, the cool thing about Krasinski as an actor sort of mirrors the cool thing about Jack Ryan as a character. Jack Ryan is an ex-soldier, yeah, but by profession, he’s an analyst— the guy who tries to dodge boring meetings, not bullets. But in the novels, Ryan is constantly thrust out of his comfort zone and forced to carry on like a spy, which, even for a soldier, is not remotely the same. HEll, in one of Clancy’s books Ryan even become president of the United States. The duality of Ryan as this brilliant desk jockey with a badass streak in him is what makes the character so good. Similarly, as an actor, Krasinski can be convincingly comical, normal-looking, and smart while also (per his performance in 13 Hours) having the ability to come off like he could kill you with a spork.
Similar to the Chris Pine and Ben Affleck entries into the Jack Ryan canon, the show for Amazon will be an origin story that shows Ryan make his first transition from behind his desk to behind enemy lines as a spy. Unlike other takes on the character though, this will be an episodic show which is good for Krasinski. Because it’s a show, he’ll have the space to come up short sometimes or not always hit the mark, but also to redeem himself episodes later. Movies are so much less forgiving in this regard, you just don’t get another chance at anything if it doesn’t work. Still, Krasinski has proven himself more versatile in the second act of his career, and Jack Ryan looks to be another exciting entry in it.
Jack Ryan debuts on Amazon Prime Video on Aug. 31, 2018.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
In 2015, a new generation of lieutenants arrived at Army units. They arrived unannounced with no notice to their receiving commands. These officers are technology-based, possess an innate ability to find information, and are closely aware of the geopolitical environment. While this surge of new thoughts and ideas could be invigorating to the organization, it is more likely that these generational differences will create personality conflicts between senior leaders and these new officers. Some senior officers may not recognize their inherent strengths and only highlight their reliance on social networking and lack of concrete experience.
While academic research continues to explore the impact of differences between the societal generations, it is possible to understand how generational divides have influenced the Army’s officer corps. Due to the strict hierarchical structure of the Army and “time-in-grade” requirements for promotions, the officer corps naturally segregates along generational lines. These prerequisites produce officer cohorts that often share similar societal experiences and may develop similar personality traits.
Currently, there are four generations operating in the Army, individually banded to a specific set of ranks. Each of these generations has different and specific perspectives shaped by their generational experiences. For example, some current general officers tend to strongly value organizational loyalty, colonels and lieutenant colonels prefer to empower junior officers and NCOs, majors and captains are comfortable with change, and the new lieutenants have vast digital networks that help them gain context within the strategic environment.
Acknowledging that there are fundamental personality differences within the entire chain of command is important to create an atmosphere that enables trust and growth. In order to optimize effectiveness, officers must accept that generational differences exist in the Army, understand how those differences currently influence officer interactions and recognize how to leverage the strengths of each generation of officers.
Generational Differences in the Army
A generational label is a brand given to a societal cohort born between a set of birth years. Since these generations experience the same social influences, successes, tragedies, and technologies during the formative years of their lives, they often develop a shared societal personality and view of the world. How old someone is when he or she experiences a key national event can have a profound impact on their personality.
Current studies in neurodevelopment show that visual and emotional experiences during the teenage years are molding and shaping neural brain connections (Hensch, 2016). When the events of World War II, Kennedy’s assassination, and 9/11 happened, teenagers observed and processed them much different than their parents and grandparents. The summation of these events shapes and influences each of these cohorts into a shared identity and culture. It becomes so pervasive, that psychologists label these cohorts by both birth year and personality type, and thus the terms Boomers, Gen X, and Millennials become common societal lexicon.
Without analysis, one might assume that the Army avoids societal generational issues within the officer ranks. With the physical, mental, and societal requirements needed for admittance into the US Army, less than 30% of American youths are eligible for military service (Christeson, 2009). Given these limitations, less than 0.03% of the US population will wear a US Army uniform, and only about 15% of that small amount will become an officer (Office of the Deputy Assistant Secretary of Defense, 2015).
The military’s strict admission standards suggest that the officer corps does not represent a cross-section of society, and in turn, a cross-section of societal generations. In 2000, Dr. Leonard Wong conducted extensive interviews of the officer corps and noted that “distinctions between Boomers and Xers are not as glaring because self-selection into the Army serves to homogenize the population.”
However, Dr. Wong (2000) did find that generational differences still emerged. Due to the hierarchical structure of the Army, officer’s promotions are based on performance and time of service. These factors sectionalize the Army’s leaders by age and band them to a specific set of ranks. While a civilian organization may hire a Millennial to serve as a manager of Generation X subordinates, the Army will not directly hire someone to serve as a senior officer. Based on these formal personnel practices, the current Army typically has Baby Boomers as senior generals, Gen X-ers as lieutenants colonel to two-star generals, Millennials as captains to lieutenants colonel, and the iGeneration as cadets to lieutenants.
Impacts of Generations on the Officer Corps
After recognizing that generational differences permeate the force, it is important to understand how these differences influence officer behavior. The effects of generational personalities ripple through the officer corps as each level of command interacts differently with those above and below. Due to the hierarchical structure of the military and the low speed of change, programs enacted by senior leaders can prevail for decades. In fact, aspects of programs implemented by officers born in the 19th century still persist in the Army today. Therefore, in order to capitalize on the strengths of each generation, there should be a better understanding of how the officer corps evolved over the years. While there are currently four generations of officers serving in uniform, a review of the earlier officer generations helps fully understand the rolling ebb and flow of the officer corps.
Lost Generation to Silent Generation
The first major influence on the US Army officer corps was the Lost Generation. These officers were born from 1883 to 1899 and were lieutenants and captains in World War I, field grades in the inter-war period, and general officers during World War II and the Korean War. As children, these officers lived through a period of economic and political reform as the United States struggled with worker strikes and intense political corruption. As lieutenants, they experienced the brutal battlefields of World War I and returned disillusioned from the horrors of the war. Their disillusionment colored their experiences so strongly that Ernest Hemingway labeled the generation as “Lost” because the veterans seemed confused and aimless (Hynes, 1990). In the interwar period, these officers witnessed the 1920 National Defense Act cut the Army to a skeleton shell (U.S. Congress, 1940). With little to no troops in their commands, they focused on education and broadening opportunities. The best of these officers attended the prestigious Command and General Staff College and Army War College (Yarger, 1996). As general officers, these officers quickly mobilized a large US Army, developed new combined arms doctrine, and ultimately won a protracted war across two fronts (House, 2002). Ultimately, these officers witnessed the brutality of war on all its fronts and responded to the call to rid the world of great evil. These officers primed America to move into a new era of development and safety. Their new problem, it seemed, was constraining their overly ambitious G.I. Generation subordinates.
The G.I. Generation, also known as the Greatest Generation, was born from 1900 to 1924. These officers were lieutenants and captains in World War II, field grade officers in Korea, and generals during the Vietnam Conflict. As children, they received an increased emphasis on education and were members of the newly formed boy scouts, learning “patriotism, courage, self-reliance, and kindred values” (Townley, 2007). Their civic-mindedness bloomed during “The Great War” and they steeled their resolve through the Great Depression. As young officers during World War II, they saw the might of collective organization and teamwork; leading to their mantra of “bigger is better” (Howe and Strauss, 2007). Leaving the war victorious, these officers learned that with tenacity and teamwork, anything is possible. When these officers entered the battlefield of the Korean War, they were ready for the same audacious fight they won five years earlier. However, they commanded battalions that were undermanned and under-equipped for a protracted war on the austere Korean peninsula (Fehrenbach, 1963). These officers arrived home with no fanfare for their sacrifice, a stark contrast to their arrival home from World War II. While these officers sought to understand their Cold War role, their civilian peers flourished in America’s economic boom. By the arrival of Vietnam, the GI Generation occupied the senior positions within the Army, and they disliked the lack of civic support from younger generations (Howe and Strauss, 1992). They believed that their hard work and struggles paved a golden path and the public critique and disobedience from subordinates only disgraced their sacrifice.
The Silent Generation was born between 1925 and 1942. These officers were lieutenants and captains in the Korean War, field grade officers during Vietnam, and generals during the Cold War. As children, this generation saw their parents struggle through the Great Depression and then depart for World War II. In college and the workplace, they found that the returning G.I. Generation veterans received preferential treatment and immediately assumed leadership positions in organizations. As lieutenants during the Korean War, they performed admirably on the tactical battlefield. However, the war’s stalemate and lack of homecoming contributed to these officer’s feelings of being part of the “forgotten war” (McCraine and Hyer, 2000). Due to the shadow of their G.I. Generation leaders and the rejection from the Korean War, these officers valued inclusion, acceptance, and conformity (Howe and Strauss, 2007). This was most poignant when Silent Generation officers became field grades during the Vietnam Conflict. As mid-level leaders, they were inclined to mediate between some overbearing G.I. Generation generals and some radical Baby Boomer company grade officers. Ever the peace-maker, the Silent Generation officer worked to appease both sides and succeeded in appeasing neither (Howe and Strauss, 2007). Having to define their own boundaries and identity in a G.I. Generation world, the Silent Generation officer became masters of a process-driven society. Showcased with the Total Quality Management program, these officers strove to maximize efficiency from the grandiose system they received from their G.I. Generation leaders (Department of Defense 1988). As general officers, they struggled to understand why Boomer field grade officers did not appreciate or understand their process-driven approach to problem-solving and leader development.
Baby Boomer: Current 3 and 4 Star Generals (tail end of the generation)
The Baby Boomer officers, or Boomers, were born from 1943 to 1960. These officers were company grade officers during the Vietnam Conflict, field grade officers during the Cold War and Desert Storm, and generals during Operation Enduring Freedom and Operation Iraqi Freedom. As children, Boomers received the windfall of economic growth in America (U.S. Department of State, 2011). While the radio and television brought the horrors of the Korean Conflict to their living room, their parents shielded them from the reality of this war (Spock,
1946). As Boomers became teenagers, the nation emerged into an age of optimism. They watched as their parents placed men on the moon and witnessed women and African Americans fight for equality. Early-stage Boomer lieutenants left to fight a war in Vietnam and came back disgruntled and unappreciated (Karestan, Stellman J., Stellman S., Sommer, 2003). They returned to a nation that cursed their service and devalued their participation in an unpopular war. As field grades in the post-Vietnam era, they witnessed their Army bottom out on readiness and give way to the arrival of zero defects, careerism, and new heights of micromanagement into the military (Jones, 2012). However, with the election of President Reagan, this same army rapidly grew and modernized. Vowing to learn from the failures of Vietnam, early Boomer colonels and brigadier generals helped write Air Land Battle Doctrine and tested its tenants at the newly formed National Training Center (Meyer, Ancell, Mahaffey, 1995). Their hard work paid off during Operation Desert Storm when Boomer officers led the battalions and brigades that routed the 4th largest army in the World (Hoffman, 1989). At the start of Operation Enduring Freedom, senior Boomer officers had the ability to see the fight unfold and talk to the tactical officer on the ground. Often their tendency to micromanage proved too great, and junior Generation X officers rebuked their tinkering at the tactical level.
Generation X: LTC-2 Star General
Generation X officers were born between 1961 and 1980. While some of these officers served in Operation Desert Storm and Grenada, most were company grade officers during Bosnia and the initial phases of OIF and OEF. As children, Generation X felt the impact of a divided Boomer household. Due to an increase in divorce rates and dual working parents, they were generally independent and self-supporting early in life (Zemke, Raines, Filipczak, 2000), also known as latchkey kids. As teenagers, they experienced social failure on multiple fronts between Presidential resignation, economic crisis, and the Challenger Explosion. When Generation X officers entered the Army, a majority of them did not share the same work ethic as their Boomer field grade officers. These junior officers often failed to adapt to the 24/7 work attitude of their leaders, as many felt the Army was simply a way to make a living and not a lifestyle (Wong, 2000). In the mid-1990s, their perspective was reinforced when a downsizing Army laid off many Boomer and Generation X officers. As the Army entered direct combat engagements in Bosnia, Afghanistan, and Iraq, their experience and commitment to the organization grew. Their independent personality thrived as they controlled large sections of the battlefield and even served as interim mayors of towns (Crane Terrill, 2003; Cerami Boggs, 2007). However, as Generation X officers occupy the senior ranks, they struggle with how to connect to the Millennial junior field grade and senior company grade officers that work for them.
Millennial: CPT- new LTC
Millennial officers were born between 1981 and 1993. These officers were lieutenants and captains in Iraq and Afghanistan and sustained a bulk of their leadership development during these conflicts. As children, Millennials experienced a resurgent focus on family values and a rebuking of the divorce culture their parents endured (Amato Keith, 1991). A key moment of their cultural development was the 2001 attacks on the World Trade Center Towers, as many were teenagers during this attack (Ames, 2013). They watched the terror live on television and then witnessed America and the World band together to take action. While in high school and college, Millennials experienced the rapid growth of the internet, instant reporting, and the birth of social media. When they entered the military, these officers found an Army that was fighting two protracted wars in Iraq and Afghanistan. As currently serving company commanders and junior field grades, Millennials have a direct impact on the newest generation of officers.
A typical iGeneration officer was born after 1993 and started to arrive at U.S. Army units in 2015. When these officers were born, home-based internet became mainstream and connected people through email, chat rooms, and websites (Coffman Odlyzko, 2001). This invention influenced the way they learned, processed information, and even interacted (Anderson Rainie, 2010). As an adolescent, they watched the 9/11 attacks unfold live on television and struggled to understand the fear and uncertainty that gripped the nation in the aftermath (Ames, 2013). As teenagers, Facebook, Twitter, and other social media sites were mainstay hangouts among their friends. Due to witnessing a terror attack, financial ruin, and world power plays, they are naturally guarded and more pessimistic about America and the future (Doherty, 2105). With the invention of smartphones, information was instantly available and they had the ability to answer any question, interact online with any number of their social circles, and enjoy constant streaming access to world news and current events. With this capability also emerged an environment where companies were marketing to them around the clock. One side effect to this is their inherent distrust of the ‘corporate narrative’ and they prefer to follow the advice and recommendations of the ‘average person’. This is evident in the explosion of YouTube stars that do videos of unboxing, product reviews, movie recaps, and even video game players. Technology is second hand to these officers and through social networking or data mining, they possess an innate ability to find or crowdsource information. Even with unprecedented access to information, these instant updates on world events may also lead to a false t awareness of the strategic environment.
Leverage the iGeneration
Understanding the context and dynamics of the officer corps creates an atmosphere of growth and development. With context, officers understand why Boomer generals value organizational loyalty, Generation X senior field grades and generals prefer to “power down,” Millennial officers are comfortable with change, and iGeneration lieutenants that possess a natural ability to build large social networks to gather information and learn. Ultimately, self-awareness is a leader’s ability to understand their own personality, the personality of others, and most importantly, how their personality affects those around them. Based on the cohort study analysis above, officers should have an insight of themselves, their leaders, and their subordinates. This collective self-awareness is a vital recognition of strengths and weaknesses. The average age for an Army officer is currently 35 years old. This age is the border period between a Generation X officer and a Millennial officer. In the next five years, approximately 15% of all officers will be an iGeneration officer and nearly 65% of the officer corps will be of the two youngest generational groups (Office of the Deputy Assistant Secretary of Defense and Military community and Family Policy, 2015). Given these demographics, the force is primed for institutional changes that maximize the iGeneration lieutenant’s strengths while leveraging the experience and knowledge of the Boomer and Gen X senior leaders. The context in which an iGeneration lieutenant developed influences how they learn. Between social media, Youtube, and video games, these officers are comfortable with reading, watching, and even interacting with history, science, and current events in an online environment. This information access developed a cohort of officers that have little concrete experience in the world, but an ability to virtually mine anything they need to know. What they lack, however, is the critical analysis needed to filter and understand this information. Leaders should recognize these dynamics and present their experiences in a way that appeals to this new generation. New lieutenants will best learn by observing, researching, and collaborating. This style is less receptive to directive orders and more motivated through senior mentorship. This does not mean that these officers are not effective followers. Instead, they prefer to take the problem at hand, brainstorm ideas, and view it from multiple perspectives to gain consensus on the best solution.
Leaders at the tactical to strategic level should consider these traits while developing organizational programs. Tactical commanders can use the iGeneration’s unique learning style to develop critical analysis by encouraging these officers to critically think and write. Likewise, senior Army leaders could consider expanding the acceptance of more junior officers into information operations and operational support career fields. Operating in these functional areas will leverage these officer’s strengths and can promote and grow the Army capabilities as a whole. Overall, the inclusion of these new officers in multiple arenas of the US Army will promote growth and development for the ability to fight on a twenty-first-century battlefield.
There are currently four different generations of officers within the Army and these generations arrange themselves across the Army’s hierarchical rank structure because of “time-in-grade” requirements for promotions. Leaders should understand that these generational differences impact those around them. Over the last seven generations of officers, these differences often perpetuated a cycle of misunderstanding. Recognizing how these misunderstandings can occur, officers should be aware of personality traits and how leaders and subordinates will interpret these traits. Leaders should also recognize that a new generation of lieutenants is arriving in the Army. These officers are technology-based and have a vast social network that can span various nations and cultures, granting them a unique perspective into the strategic environment. They possess an unparalleled ability to virtually mine the internet but lack the critical analysis to understand it. With proper self-awareness within the officer corps, leaders can effectively develop programs for this emerging generation of lieutenants. Senior officers should develop more programs that develop the critical thinking and analytical abilities of these officers while leveraging their strength and understanding of technology and social networking. By better understanding the Army’s generational divides, officers can ensure that the Army remains on the leading edge of technology, leadership, and war-fighting capability.
If you haven’t given Triple Frontier a go on Netflix, you definitely should. If you’re unfamiliar, the story follows five Special Forces veterans who travel to a multi-bordered region of South America to take money from a drug lord. It stars Ben Affleck, Oscar Isaac, Charlie Hunnam, Pedro Pascal, and Garrett Hedlund, who all do a fantastic job capturing the attitudes of their characters. But one thing especially helped make this film feel realistic: the presence of Special Forces veterans.
While Hollywood productions generally do have military advisors, it isn’t necessarily common that those advisors take the time to work with the cast to really nail down things like tactics and weapons handling. In this case, J.C. Chandor had two Special Forces veterans who did just that — Nick John and Kevin Vance.
Here’s why they were the most important part of the production:
This may not seem like a big deal but nicknames are a huge part of military culture and knowing how service members earn their nicknames can help you really understand the culture itself.
They taught the actors about nicknames
Charlie Hunnam plays William Miller who goes by the nickname “Ironhead,” and, of course, he wanted to know why, so he asked one of the advisors who explained that the nickname likely comes from the character having survived a gunshot to the head.
This film will have you saying, “Wow, these actors actually know what they’re doing with that weapon.”
They taught the actors how to handle weapons
Most of us who spent a lot of time training in tactics can really tell when the actors on screen haven’t had enough training, if any at all. It’s probably most evident in the way they handle weapons. In the case of Triple Frontier, Nick John and Kevin Vance really took the time to train the actors, and it shows.
They trained the actors with live ammunition
When learning how to handle a weapon, it helps to shoot live ammunition. Well, at the end of the first day of the two-week training, Nick John felt the actors were prepared to handle it. So, they gave them live ammunition and let them shoot real bullets, which is not standard for a film production, but it really pays off in this film.
The way these actors clear buildings is very smooth and convincing.
They taught tactics
After trusting the actors with live ammunition, Nick John and Kevin Vance ran them through tactics. From ambushes to moving with cover fire, the actors learned the basic essentials to sell their characters on screen, and they do so extremely well.
Actor Charlie Hunnam said, “It was amazing. I was shocked by how much trust they put in us. Very, very quickly, they allowed us to be on the range with live fire, doing increasingly complex maneuvers. We started ambush scenarios, shooting through windows and panes of glass, doing cover fire, and operating movements I’ve never done before.”
Veterans have a tendency to spot inaccuracies immediately. But, what Triple Frontier brings to the table is realism. While not perfect, it does a great job of really making you believe these characters are real and all the work Nick John and Kevin Vance put into teaching the actors really pays off.
If you haven’t checked out Triple Frontier on Netflix yet, you definitely should.
Dignity, Loyalty, Disciple, Integrity, and Perseverance.
These are just a few of the values that are placed upon the hillside of Trophy Point, at the United States Military Academy. Seen engraved in the history going back to 1845 at the United States Naval Academy and memorialized in granite at the United States Air Force Academy. Internalized forever in the minds of all of the cadets that walk the long line set before them across the country at each one of these distinguished military academies!
These values bring to light the type of person each cadet strives to be as they embark on the journey that has been walked time and time again by some of the most prestigious members in American History.
As a military child, you are often thought to have these same values instilled in you from the time you are able to talk. You already have a great understanding of sacrifice and resilience by the time you are a teenager. Seeing your parents hold themselves at a particular military standard gives you a glimpse of the person you could very well become. Growing up in this lifestyle could be extremely beneficial in setting you up for success in your journey to gaining an appointment at a military academy.
Each of the academies has the same basic requirements.
You must be a United States Citizen at least 17 years of age, but no older than 23 on July 1st of entry. You cannot be married nor pregnant and all around you must be of Good Moral Character.
But this is just the beginning of what can seem like an endless checklist to prove that you could be one of the few who receive an appointment to attend. All of these schools listed as well as a few other academies have several steps that must be taken in order to apply.
Filling out an application page is just the beginning.
You will need everything from a physical fitness assessment, and medical exam, to a written nomination from your Congressional Representative or Senator. The best way to make sure you are navigating the entire process correctly is to reach out to the Academy Admission Representative for that particular school of choice. This staff member will have a wealth of valuable information for you in completing the process. Not only are there summer programs that are offered at these academies, you can also schedule a visit during the academic year to help you determine if this is the right path for you.
As we all know the college path is something thought about early on in our childhood education. The good thing is that it is never too early to start working on your application.
Gaining knowledge and leadership through joining the scouts, or a sports team, will only show the dedication and discipline you have had through your youth. Volunteering with a nonprofit and making sure you have a strong GPA will only help you as you navigate your way through your future.
There are so many different ways your military child can set themselves up for success now and it is beneficial to them in their future choice of attending a Military Academy.
For more detailed information on the Military Academy’s mentioned above check out the admission tabs below.
Iran just conducted a massive rapid deployment exercise that consisted of 12,000 coordinated troops – the Islamic Republic was saying to the world that any attackers would face a “crushing blow.” Over two days, Iran’s regular military forces used ground troops, fighter planes, armored vehicles, and drones to practice its methods of repelling invaders over 190 square miles.
The exercises are aimed at Israel and the United States, both of which Iran considers a regional menace. Back in the United States, regardless of Iranian training exercises, a growing portion of the military community is urging against a war with Iran, and the effort is being led by retired U.S. Army Maj. Gen. Paul Eaton.
Eaton is best known for his command of training Iraqi troops during Operation Iraqi Freedom.
Led by Eaton, a cadre of former General-grade officers wrote an open letter to Congress, urging against provoking a war with the Islamic Republic of Iran. The Iranian military exercises played no role in the letter, which had been in the works for some time. In the letter, Eaton, the other officers, and the non-profit Vet Voice Foundation remind Congress about the costs of the current wars the United States is still engaged in right now.
“A full-scale military conflict with Iran would be a huge and costly undertaking,” the letter reads. “It’s a lesson we’ve learned before as a nation, at great cost. The wars in Iraq and Afghanistan have cost us a lot in blood and treasure. We know that war with Iran would require hundreds of thousands of American service members to deploy and could result in even larger numbers of American casualties and injuries―alongside an unknown number of civilian deaths.”
While the United States does not have any kind of motive to attack Iran as of this writing, the letter is urging Congress to pass legislation to keep the White House from using military force without direct Congressional approval. The current authorization for the use of military force used by the Trump Administration to conduct military operations in Afghanistan and elsewhere is the same one used by his predecessors Obama and Bush, signed into law by President Bush after the Sep. 11, 2001, attacks on New York and Washington. The new National Defense Authorization Act could bar the use of force in Iran.
Specifically, the letter endorsed a bi-partisan detail in the 2020 NDAA that would prevent “unauthorized” military force in or against Iran, sponsored by Pennsylvania Democrat Rep. Ro Khanna and ardent Trump supporter and Florida Republican Congressman, Rep. Matt Gaetz. There is no current language in the Senate version of the bill. Before going to the President’s desk, the NDAA would need to be reconciled and passed by both houses. The letter urged the inclusion of the Iran language in the final bill.
U.S. troops are deployed to hundreds of countries – Iran is not one of them.
The group of military officers believes the interests of the United States are better served by focusing on the confrontations with Russia and China, instead of expanding into another Middle East conflict.
“The idea that we would enter yet another war in the Middle East without a clear national security interest, defined mission, and withdrawal strategy is unacceptable to America’s veterans and our allies across the political spectrum,” the letter reads.
Think of all the parts of the U.S. government that can and should have a plan to keep working after a nuclear attack. The Department of Defense? Sure. Congress? Yup. FBI, NSA, and CIA? Yeah, they seem necessary in the aftermath. But there are two groups you may not have thought of who plan to dig in and get the job done: The IRS and the USPS.
Yeah, you’re almost certain to keep getting taxed after a nuclear attack, and you might even be getting notices through the mail (though, not if you were in the city that got hit).
But the IRS and USPS weren’t focused on that, and they were actually working with the Parks Service for a good reason: Those three agencies were key to a rebuilding plan.
If your city is hit by a hurricane or crippled by an earthquake, you’re evacuated to cities outside of the danger zone. But if multiple cities or dozens are hit with nuclear bombs, then there likely won’t be suitable infrastructure to support all the refugees in nearby cities. So, the plan was to move them to the national parks.
A role player pretends to be injured during Exercise Scarlet Response at Guardian Center, Georgia.
(U.S. Marine Corps Pfc. Dylan Bowyer)
But what then? Hundreds of thousands of lives would be gone, and billions of dollars in buildings and infrastructure destroyed. Even in the midst of the grief, the government would have a job to do. There would be millions of people living in the parks, and it would fall to the USPS to process who had remained in the city, who had escaped, and who had died.
And that could include delivering notices of new tax plans. If only one or two cities were lost then, as crazy as it sounds, that would mean the IRS could get back to business as usual with few major changes. It would be horrible, but the American economy would shake itself off and get back up.
But a more extensive attack would’ve changed the way the U.S. worked for generations. There would be no guarantee that income and corporate taxes could cover the insane costs necessary to rebuild lost cities, decontaminate hundreds of square miles of terrain, and support the war being waged against the attacker.
So the Treasury Department had a plan to restart the economy and to help the IRS develop a new collection plan within 30 days of an attack. The new tax plan could be something as simple as a flat sales tax (congratulations, libertarians!) That would greatly simplify the IRS’s job, something that would be pretty necessary if their offices in Washington D.C. were hit.
And it would be necessary in a cash-based economy. Yes, cash-based. The plan was to slowly release stockpiled billion in cash until they could get back to printing money. In an odd twist of fate, that was mostly two-dollar bills. A 1970s printing run of the currency had failed to impress the public, so the government just used the unpopular bills to create their stockpile.
Secrets are hard to keep, and secrets that require a lot of real estate are even harder to keep. Here are six examples of large-scale efforts that managed to maintain the utmost secrecy and wound up changing the course of history as a result:
Army engineers tasked with building the infrastructure for the Manhattan Project chose the site of modern Oak Ridge and secretly created a top-secret facility with a peak population of 75,000 people. Oak Ridge was where the bulk of the nuclear material for the bombs was created.
In 1949, the site was opened to the general public and it was incorporated as a city in 1959.
2. The Kwajalein Atoll in the Pacific
Most people know Bikini Atoll, the site of many U.S. nuclear tests and the inspiration for the bikini. But Bikini Atoll was supported and largely ran by U.S. military forces at Kwajalein Atoll.
If you don’t know what the cultural significance of Area 51 is, then stop lying because you definitely know what Area 51 is. The rumors around the test site spurned its own sub genre of entertainment with big movies like “Independence Day” and video games like “Area 51.”