The Midshipmen-turned-video-content-producers (who also happen to be Navy officers) just churned out the next iteration of their “Go Navy Beat Army” saga. From the minds who brought you classics, like We Give A Shipand Helm Yeah, comes their newest production: SPACE FORCE.
Naval Officer Rylan Tuohy graduated from the U.S. Naval Academy at Annapolis in 2016. In his time as a Mid, he produced a couple of Navy’s most appreciated Army-Navy Game traditions, the Navy spirit video. In the past, he’s had special guests like Sen. John McCain, Adm. John Richardson, Roger Staubach, and even the U.S. Navy Blue Angels appear in his annual troll on the U.S. Military Academy.
This year he’s featuring the U.S. Space Force.
The video starts as a kind of recruiting video for the newly-christened U.S. Space Force, but takes a dramatic turn in order to take a shot at the Army. We watch as a Space Force pilot wakes up from the “bad dream” of reenlisting in the Army.
Not to be outdone, Army’s own efforts at video-based smacktalk have increased dramatically over the years. Their response to Tuohy’s 2016 “We Give A Ship” video was their own wordplay-laden video, “We Don’t Give A Ship, We Give A Truck.” Even better was its response to Tuohy and Navy’s 2017 “Helm Yeah” video, a highly-produced, 10-minute short film on West Point’s Facebook Page, called “Lead From The Front.”
Filmed in 4K, the video featured then-Commandant of the U.S. Military Academy Lt. Gen. Robert Caslen, and trolled all of Navy’s athletics, their uniforms, cadets, and their fanbase. It also talked smack about the Midshipmen’s own smack-talk videos.
Lead From the Front will probably go down as the premiere video about how the Black Knights might kidnap Navy’s mascot using the full power of the U.S. Army. It was produced by then-cadet Austin Lachance (who is now an officer) and was complete with special effects, helicopters, and a soundtrack produced by the West Point Band.
There’s no word yet on how Army might respond to this year’s Space Force jab.
In the 1970s, BP oil pipeline workers came across a curious item about 12 miles southwest of Cruden Bay, Aberdeenshire sitting about 86 meters under the surface- an old German U-Boat. In fact, one of the last U-Boats ever sunk in WWII. Unlike so many of its fellow subs, however, this one’s demise came about owing to a sequence of events all stemming from someone flushing the toilet incorrectly… So what exactly happened here?
U-1206, a Type VIIC submarine, was officially ordered on April 2, 1942 and ultimately launched on December 30, 1943. About a year and a half later, On April 6, 1945, the shiny new craft with its crew of 50 men departed from Kristiansand, Norway on its first non-training patrol machine.
Pertinent to the topic at hand is that while most submarines at the time used a storage tank to stow the product of flushing on board toilets and other waste water, with stereotypical German engineering efficiency, U-boat designers went the other way and decided to eject the waste directly into the ocean.
On the plus side, this saved valuable space within the submarine while also reducing weight. The downside, of course, was that ejecting anything into the ocean required greater pressure inside than out. As a result, U-boats had long required that, in order to use the toilets, the ship would have to be near the surface
Of course, being so close to or on the surface is generally to be avoided when on patrol if a sub captain wants to see his ship not blown up. This resulted in crewmen who needed to purge their orifices while submerged needing to do so in containers, which would then be stored appropriately until the sub needed to surface and the offending substances could be ditched over board.
As you can imagine, this didn’t exactly improve the already less than ideal smell of the air within the sub while it was plodding away down under. But there was nothing much that could be done about this…
That is, until some unknown German engineers designed a high pressure evacuation system. As to how this system worked, in a nutshell, the contents of the toilet were piped into an airlock of sorts. Once the offending matter found its way into said airlock, this would be sealed and subsequently pressurized, at which point a valve could be opened which would eject the fecal matter and fluids into the sea.
This all brings us to eight days into the patrol mission, on April 14, 1945.
Now, before we get into this, it should be noted that there are two versions of the story of what happened next- one version is stated by literally every single source we could find discussing this event on the interwebs, as well as repeated on the show QI and found in countless books on the subject. As for the other version, if you dig a little deeper, thanks to the good people at the Deutsches U-Boot Museum Archive, you can actually find the official account from 27 year old Captain Karl-Adolf Schlitt, who, minus a couple letters in his last name, couldn’t have been more aptly named for what was about to occur.
All this said, in both cases, the root cause of the sub’s sinking were the same- improper use of the toilet’s flushing mechanism.
That caveat out of the way, as the vessel was cruising along at around 70 meters below the surface and about eight miles from Peterhead, Aberdeenshire, Scotland, the popular version states that Captain Schlitt had need of evacuating his bowels and so, no doubt with dignity befitting a man of his stature and rank, did his business in the toilet. That done, he was now left to try to flush the thing.
Unable to figure out the complicated contraption, Captain Schlitt called in help from the “W.C. Waste Disposal Unit Manager”- literally the only guy on board officially trained in how to flush the toilet, apparently also known among the crew as (translated), “the shit-man”.
Unfortunately for the men that would soon die as a result, for whatever reason the crewman who was supposed to know how to flush the toilet made a mistake and turned the wrong valve…
That’s the popular version to which we could not find any primary document to support it, despite it being widely parroted. As for the official version, Captain Schlitt himself claimed, “In April 1945 U-1206 was in the North Sea off Britain. On board the diesel engines were faulty. We could not charge our batteries by the snorkel any more. In order to get the diesels working again we had put down about 8-10 miles from the British coast at 70mts, unseen by British patrols… I was in the engine room, when at the front of the boat there was a water leak. What I have learned is that a mechanic had tried to repair the forward WC’s outboard vent. I would say – although I do not have any proof – that the outer vent indicator either gave false readings or none at all.”
As to why said mechanic was attempting to work on the toilet’s outboard vent while deeply submerged, that’s every bit as much of a mystery as to why an engineer trained in how to properly flush the toilet would have screwed it up so badly in the Captain Schlitt pooping version of the story.
Of course, it is always possible that the good Captain made up his version of things to avoid personal embarrassment and perhaps the other version came from crew members giving a very different account, but we could not locate any crew member’s version of events to verify that.
Whichever story is true, the result in either case was the contents of the toilet, if any, and the ocean outside shooting like a jet stream into the submarine.
Things were about to get a whole lot worse.
You see, as alluded to in Captain Schlitt’s account, the U-1206 was a diesel electric sub, featuring twin Germaniawerft F46 four-stroke engines, which charged a bank of batteries which, in turn, powered two electric motors capable of producing 750 horsepower combined. The problem was that the batteries were directly below the toilet area. According to Captain Schlitt, when the water rushed in, “…the batteries were covered with seawater. Chlorine gas started to fill the boat.”
As this was all happening, Captain Schlitt ordered the vessel to be surfaced. He then states, “The engineer who was in the control room at the time managed to make the boat buoyant and surfaced, despite severe flooding.”
So here they were, diesel engines down for maintenance, batteries soaking in seawater, having taken on a significant amount of said water, chlorine gas filling the ship, and on the surface just off the coast of enemy territory.
The nightmare for Captain Schlitt was about to get worse. As he noted in his account of events, “We were then incapable of diving or moving. At this point, British planes and patrols discovered us…”
With few options available, Captain Schlitt ordered various valves on the U-1206 be opened in order for it to fill with water, after which the crew abandoned the sub, with it shortly thereafter sinking.
The crew made their way to the Scottish coast on rubber rafts, but things didn’t go well here either. Schlitt states, “In the attempt to negotiate the steep coast in heavy seas, three crew members tragically died. Several men were taken onboard a British sloop. The dead were Hans Berkhauer, Karl Koren, and Emil Kupper.”
Ultimately 10 crewmen did make it shore, but just like their surviving compatriots at sea, were promptly captured.
In the aftermath, thankfully for just about everyone, just 16 days later, on April 30, 1945, Hitler bravely, and with no regard for his own personal safety, infiltrated the Führerbunker and single handedly managed to rid the world of one of the most notorious individuals of all time by putting a bullet through his own brain. About a week after that, Germany finally surrendered.
As for what happened to Captain Schlitt after, this isn’t clear, other than he appears to have lived to the ripe old age of 90, dying on April 7, 2009.
The practice of calling the toilet the “head” was originally a maritime euphemism. This came from the fact that, classically, the toilet on a marine vessel, or at least where everyone would relieve themselves, was at the front of the ship (the head). This was so that water from the sea that splashed up on the front of the boat would wash the waste away. The first known documented occurrence of the term used to describe a toilet area was from 1708 by Woodes Rogers, Governor of the Bahamas, in his work “Cruising Voyage Around the World.”
Despite toilet paper having been around since at least the 6th century AD (initially in China), it wouldn’t be until the late 19th century when toilet paper would first be introduced in America and England and it wasn’t until the 1900s, around the same time the indoor toilet became common, that toilet paper would catch on with the masses. So what did people use for wiping before toilet paper? This depended greatly on region, personal preference, and wealth. Rich people often used hemp, lace, or wool. The 16th century French writer Francois Rabelais, in his work Gargantua and Pantagruel, recommended using “the neck of a goose, that is well downed”.
The goose is kind of getting the crappy end of that deal. *crickets* Poor people would poop in rivers and clean off with water, rags, wood shavings, leaves, hay, rocks, sand, moss, sea weed, apple husks, seashells, ferns, and pretty much whatever else was at hand and cheap/free. For seaman, the common thing was to use old frayed anchor cables. The Inuit’s and other peoples living in frigid regions tended to go with clumps of snow to wipe with, which, other than the coldness factor, is actually one of the better options it seems compared to many other of the aforementioned methods.Going back a ways in history, we know the Ancient Roman’s favorite wiping item, including in public restrooms, was a sponge on a stick that would sit in salt water and be placed back in the salt water when done… waiting for the next person…
Back to America, one extremely popular wiping item for a time was corn cobs and, later, Sears and Roebucks, Farmers Almanac, and other catalogs became popular. The Farmers Almanac even came with a hole in it so it could be easily hung in bathrooms for just this purpose… reading and wiping material in one, and no doubt boosting their sales when said magazine needed replaced!Around 1857, Joseph Gayetty came up with the first commercially available toilet paper in the United States. His paper “The greatest necessity of the age! Gayetty’s medicated paper for the water-closet” was sold in packages of flat sheets that were moistened and soaked with aloe. Gayetty’s toilet paper sold for about 50 cents a pack ( today), with 500 sheets in that package. Despite its comfort and superiority at cleaning, this wasn’t terribly popular, presumably because up to this point most people got their wiping materials for free from whatever was at hand, and humans hate change and newfangled innovations.
Around 1867, brothers Edward, Clarence, and Thomas Scott, who sold products from a push cart, started making and selling toilet paper as well. They did a bit better than Gayetty; their original toilet paper was much cheaper as it was not coated with aloe and moistened, but was just rolls of somewhat soft paper (often with splinters).As the indoor flushable toilet started to become popular, so did toilet paper. This is not surprising considering there was nothing really to grab in an indoor bathroom to wipe with, unlike outdoors where nature is at your disposal. The age old Farmers Almanac and similar such catalogs also were not well suited for this purpose because their pages tended to clog up the pipes in indoor plumbing.Even once it became popular, wiping with toilet paper still doesn’t appear to have been painless until surprisingly recently.
The aforementioned splinter problem seems to have been somewhat common until a few decades into the 20th century. In the 1930s, this changed with such companies as Northern Tissue boasting a “splinter free” toilet tissue.As for today, toilet paper is still extremely popular, though wet wipes, similar to Gayetty’s, have made a major come back in recent years, much to the chagrin of sewer workers the world over.Much like our forebears who shunned Gayetty’s innovation, vastly superior toilet seat add-on bidet systems that take 10 minutes to install and cost only around , literally paying for themselves in drastic reduction of toilet paper usage relatively quickly and providing significantly better cleaning, are still largely shunned for some reason.
This article originally appeared on Today I Found Out. Follow @TodayIFoundOut on Twitter.
Chuck Yeager broke the speed of sound in 1947, and the Air Force has never looked back.
The Air Force partnered with NASA to develop and test the X-15, a hypersonic, rocket-powered aircraft in the late 1950s and most of the 1960s.
A great deal of human capital and money was invested in making the leap from supersonic to hypersonic — the potential to travel at five times the speed of sound or more than 3,000 mph.
But a series of near misses and research “gotchas” stalled much of the advancement in hypersonic capabilities, according to Dr. Russ Cummings, Air Force Academy professor of aeronautics, and newly-appointed director of the Department of Defense High Performance Computing Modernization Program’s Hypersonic Vehicle Simulation Institute.
Now DOD leaders are seeking to combat the weaponization of hypersonic capabilities by peer adversaries.
At a Washington lecture series on hypersonics in December 2018, Michael Griffin, the undersecretary of defense for research and engineering, said, “In the last year, China has tested more hypersonic weapons than we have in a decade. We’ve got to fix that.”
Undersecretary of defense for research and engineering Michael Griffin.
Griffin has pinpointed hypersonic capabilities as his “highest technical priority” since taking office with the goal of creating a decisive American advantage.
The HVSI stood up in 2018. The DOD program will issue million in grants over the next three to five years to universities for research to fill computational modeling gaps in the field of hypersonic simulation.
“Outdated modeling leads to conservative engineering approaches,” Cummings said. “For example, having inaccurate estimates for designing to mitigate the high heating on hypersonic vehicles impacts the weight and volume of the design, which can take away from the size of the payload.”
The grants will be used to fund applied science research in ten categories to help engineer accurate computer codes for hypersonic vehicles while jump-starting interest and scholarship in the field.
Ten-to-15 percent of the research will take place at the U.S. Air Force Academy in the aeronautics department. Many test facilities were closed in the 1970s, but the Academy has two on-site high speed wind tunnels, including a Mach 6 Ludwieg Tube. Starting summer 2019, cadets will join industry and university partners in a variety of hypersonic-related summer research programs.
“We’re excited to see HVSI become the latest center added to (U.S. Air Force Academy’s) research portfolio,” said Col. Donald Rhymer, the Academy’s dean of research. “Dr. Cummings brings the necessary expertise and leadership to direct the institute, as well as the pulse of the hypersonics community. I’m confident his work will ultimately benefit both the cadets and the Air Force.”
Iran is expected to launch a major military exercise in the Persian Gulf intended to show it can close the Strait of Hormuz, according to CNN, citing two US officials.
“We are aware of the increase in Iranian naval operations within the Arabian Gulf, Strait of Hormuz, and Gulf of Oman,” Capt. William Urban, a spokesman for Centcom, said in a press statement. “We are monitoring it closely and will continue to work with our partners to ensure freedom of navigation and free flow of commerce in international waterways.”
“We also continue to advocate for all maritime forces to conform to international maritime customs, standards, and laws,” Urban added.
The Strait of Hormuz is a sea passage into the Persian Gulf between Iran and Oman, through which about 30% of the world’s oil supply passes.
Iran’s fast-attack craft, the type repeatedly used to harass US Navy ships.
(Fars News Agency Photo)
President Donald Trump has lately been in a war of words with the leaders of Iran.
In June 2018, Trump threatened sanctions on countries that purchase oil from Iran, to which Tehran responded by threatening to shut down the Strait of Hormuz.
CNN reported that US officials viewed the expected Iranian military exercise as alarming for three reasons: It comes as rhetoric between the two nations heats up, it will be a larger exercise than previous ones, and Tehran usually holds such exercises later in the year.
The US thinks the Iranian military exercise will include about 100 naval vessels, most of which are small boats, as well as air and ground forces, CNN reported.
Iran has repeatedly used small fast-attack craft to harass US Navy warships over the past several years.
Nevertheless, these Iranian threats are most likely a bluff.
“In the event Iran choose to militarily close the Strait of Hormuz, the US and our Arabian Gulf allies would be able to open it in a matter of days,” retired Adm. James Stavridis previously told CNBC.
And Iran most likely knows this, prompting the question of whether Iran has other intentions.
James Jeffrey, a former US ambassador to Turkey who now serves as an expert at the Washington Institute, previously told Business Insider that Tehran was bluffing about closing the Strait of Hormuz to rattle markets and raise the price of oil.
“They’re doing this to spook consumers,” Jeffrey said.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Pakistan’s former sports-celebrity-turned politician, Imran Khan, in his televised election victory speech July 26, 2018, pledged to tackle poverty and endemic corruption through a revamped governance system in the country.
Khan delivered the speech as about 90 percent of the results from July 25, 2018’s parliamentary polls already had been compiled. Khan’s Pakistan Tehreek-e-Insaf (PT) party was well ahead of its main rival, the Pakistan Muslim League-Nawaz (PML-N) of jailed former prime minister, Nawaz Sharif.
Almost all the main rival parties have alleged the polls were rigged and manipulated in favor of Khan, allegations the independent Election Commission of Pakistan rejected.
Chief Election Commissioner Sardar Mohammad Raza strongly defended the voting process as free and fair. “These elections were 100 percent transparent and fair … there is no stain,” Raza insisted while speaking to reporters early July 26, 2018.
The commission admitted that its electronic reporting system collapsed shortly after vote counting began late July 25, 2018, causing unprecedented delays in announcing results.
Khan also promised to provide any assistance required to investigate the rigging charges, though he declared the polls as “the fairest in Pakistan.”
Chief Election Commissioner Sardar Mohammad Raza
Analysts say partial election results suggest Khan’s party, with the help of smaller groups and independents, is poised to establish governments not only at the center but possibly in three of Pakistan’s four provinces.
Khan pledged in July 26, 2018’s speech to deliver on campaign promises, saying he would turn Pakistan into an “Islamic welfare state.”
The would-be government, he said, would not use the palatial prime minister’s residence in Islamabad and would use the space for other priorities as it focuses on good governance and economic challenges facing the country.
“I would be ashamed to live in such a large house. That house will be converted into an educational institution or something of the sort,” he said. “Our state institutions will be stronger, everyone will be held accountable. First I will be subjected to accountability, then my ministers and so on.”
Khan acknowledged while speaking to VOA on the eve of the election that the economy is the biggest challenge facing Pakistan.
“The only way we can overcome this is by revamping the way we do governance in this country, strengthening institutions and then spending it on our human beings,” Khan noted. This is “the rock bottom” for Pakistan, he warned.
“Never have we fallen so low as we have right now in terms of human development, in terms of the cost of doing business, in terms of our economy going down the drain. So, the challenges are huge but they can only be done … if we change the way we do governance in this country.”
Sharif’s party has been for months accusing the military of covertly helping Khan’s election campaign, charges both Khan and the military have strongly denied.
The PML-N’s electoral chances also have been shaken by Sharif’s conviction in absentia earlier this month on corruption charges involving expensive properties he and his family held overseas.
Sharif, who immediately was placed in custody after returning from Britain nearly two weeks ago, has denounced the verdict as politically motivated. He accused a covert military-judiciary alliance of trying to keep him out of politics and undermining the integrity of his PML-N party.
Khan and his party were instrumental in leading street protests and fighting legal battles to win the conviction in corruption cases against Sharif.
In his brief speech, Khan also spoke about how his party intends to deal with foreign policy challenges facing Pakistan.
Years of wars in Afghanistan have inflicted unprecedented sufferings on Afghans and they need peace, he said. The new government will make all possible efforts to promote peace in Afghanistan to ensure peace in Pakistan, Khan vowed.
“I also want to build relations with Afghanistan to a point where we have open borders just like those within the European Union,” he added.
Khan said he would seek a mutually beneficial and balanced relationship with the United States.
“We want to improve our relations with India, if their leadership also wants it. This blame game that whatever goes wrong in Pakistan is because of India and vice versa brings us back to square one. If they take one step toward us, we will take two, but we at least need a start.”
The election is just Pakistan’s third peaceful transition of power. The military has ruled the Muslim-majority nation of more than 200 million people for nearly half of the country’s 71-year-history.
July 25, 2018’s vote was disrupted by militant attacks and incidents involving gunfire between political rivals.
The deadliest incident occurred in Quetta, capital of southwestern Baluchistan province, where a suicide blast ripped through a crowed of political activists, voters and security personnel, killing more than 30 people. The Islamic State terrorist group claimed responsibility for the bloodshed.
The campaign leading up to the July 25, 2018 vote had been marred by violence that left more than 170 people dead.
Moments of levity are a must. It’s those little moments of relaxation that give our nation’s war fighters the rest they need operate at peak efficiency. That, and everyone would rather spend their downtime drunk than sitting at battalion staff duty on their day off.
Nobody wants to get a call informing them that their weekend plans have officially gone to sh*t. We know you don’t want to do it, but we’re going to advise against going AWOL, getting locked up, ending up in the hospital, or flat-out telling your superior to f*ck off. There are a few ethical ways to wiggle your way back into doing nothing productive until Monday.
“Nope… I don’t see that ’09 Mustang bought at 39% interest rate… he must be gone already.”
(Photo by Sgt. Melissa Bright)
Park somewhere else
Form habits. Let everyone know your routine.
If you park your car in the exact same place, day in and day out, pretty soon, that’ll become the go-to indicator of your presence. If, one day, you happen to park your car in the other parking lot, they’ll take a quick glance and assume you’re not there. Now just be sure to keep your phone on silent and never answer your door.
“I’m so sorry, I’d love to help, but I got this thing. Yes. That totally legit thing.”
(Photo by Airmen 1st Class Dana Cable)
Someone has pull staff duty or charge of quarters (CQ). The goal here isn’t to screw over the unit, it’s to hot potato that responsibility onto someone else.
If you let your superior know that you’ve got responsibilities that you can’t or “can’t” wiggle out of, like “helping someone in your unit move,” they’ll probably pick that other guy.
Bonus points if you tell them you’ll be somewhere without service and you just turn your phone off.
(Photo by Airmen 1st Class Frank Rohrig)
Be out of town
Let everyone know you’ve got big plans. Be obnoxious about it. Everyone from the lowest private to the battalion commander should know that your ass has tickets to whatever.
If you plan on having fun, whoever is coming to ruin your weekend should know well in advance that you’re not going to be anywhere near.
If they do take the time to go check the paperwork and you were bullshitting, then plausible deniability is your only way out…
(Photo by Petty Officer 1st Class Brian Morales)
Put in a 4-day pass (or say you did)
Having a piece of paperwork that says the commander has approved you to do nothing all weekend is great. Take a photo of it with your phone and send it along any time someone asks you what you’re doing.
Or, if the NCO is out on the prowl, trying to find some lower-enlisted to pull CQ and you feel like your poker face is good enough, go ahead and say your 4-day pass is up at battalion and hope they don’t call your bluff.
Just keep one by the door, if you have to.
(Photo by Airman 1st Class Joshua Magbanua)
Be drunk or “drunk”
If there’s any tried-and-true method that every member of the E-4 Mafia and LCpl Underground know too well, it’s this one: Never answer your door without a bottle of beer in your hands.
It doesn’t matter if you’ve actually been drinking; it doesn’t matter if it’s 0900. There’s no way you can go to some BS duty if you might be intoxicated. Always keep that in mind.
The deputy director and two other top executives of Russia’s Energia Rocket and Space Corporation have been arrested on suspicion of attempted fraud, investigators say.
“Energia’s deputy director, Aleksei Beloborodov, and two of his subordinates were arrested and charged with attempted fraud,” the Investigative Committee of Russia said on Aug. 19, 2018.
Russia’s state-run TASS news agency reported that Beloborodov has been working with Energia since 2016 and served in the military for 13 years prior to that.
Energia, a major player in Russia’s space industry, designs and manufactures the Soyuz and Progress spacecrafts and also produces ballistic missiles.
The Investigative Committee statement said the arrests were made as part of a probe undertaken “with the active assistance” of the Russia’s Federal Security Service (FSB), the country’s main intelligence agency.
Russian media reported that the FSB carried out several searches targeting the Russian space industry as part of an investigation into “high treason.”
Russian daily Kommersant said a dozen Russian space industry employees are suspected of having sent classified information about Russian hypersonic weapon projects to Western security services.
Investigators did not mention those accusations in the statement on August 19, only that the charges are in reference to an alleged “attempt at fraud by an organized group in an especially large amount.”
Jenny Byers, a first time mom living in San Diego at the time, laid on the hospital bed with tears streaming down her face as her son, Declan, was placed on her chest.
In what was such a joyous moment in her life, Byers wished just one thing — that her husband could be there to witness the occasion. She turned over her shoulder as a nurse nearby held up a computer with a live FaceTime call with PJ Byers, meeting his son for the first time.
Courtesy of Jenny Byers
“That’s your daddy,” she said to her newborn son experiencing skin-to-skin beneath a blanket.
PJ Byers redeployed when Declan was five months old and they met for the first time face-to-face in an emotional airport family reunion.
“At first I was scared our family was being robbed of one of the most special moments of our lives,” Jenny Byers told We Are The Mighty. “But I was wrong. That moment was still just as special, but in a way I wasn’t expecting. Thanks to modern day technology, we got to meet our son together.”
The Byers family’s story is not an outlier. Being married to someone in the military often means facing many of life’s challenges without your significant other and pregnancy is no exception.
“When my son was born we were at Fort Campbell, and my daughter was four,” said Sophie Pappas, a journalist and Army spouse. “I ended up driving myself to the hospital while my mom from Indiana stayed with my daughter. The midwife was super amazing during my second birth. She held one of my legs up with one of her hands and with her other hand she held my iPhone so my husband could FaceTime and see everything! I will always be grateful he was able to at least watch over FaceTime.”
Pappas credits the love and adrenaline running through her body for being able to deliver her baby boy without focusing on the absence of her husband.
Courtesy of Sophie Pappas
“When I was pushing, I remember laying in the hospital room at 8-centimeters dilated, totally alone,” she shared. “My water broke and I started to push right then and there with not even a nurse around. I didn’t know how to call anyone in, so I just started doing it alone. Looking back, that was one of the most amazing moments of my life. The strength that your body has to just do what it needs to do is incredible.”
While military spouses facing pregnancy alone and delivery without their spouse is not new, this is an unprecedented situation for many pregnant civilians as the coronavirus outbreak continues.
Heading to appointments without spousal support or delivering a new baby in a plan that looks different than it did six months ago is a scary realization that is top-of-mind for many moms-to-be.
Here is what military spouses who were pregnant and/or delivered alone want to share with expectant moms:
“I wish I trusted in myself a little more that I was capable and strong enough to do it alone and that it wouldn’t be forever. I also talked to my OB/GYN who knew about my experience and would let me videotape parts of the appointment such as ultrasounds. She was also really good about giving me lots of US pictures that I could send to my husband.” – Maureen Hannan Tufte
“I would tell them to be sure and ask for help when they need it. I was pretty stubborn about trying to do it all on my own, but when I did have help, I would realize how much I really needed it. Maybe find pregnancy groups (fitness or otherwise) to get involved in. Maybe they’ll find a kindred spirit who is going through the same thing? I would tell them that they can get through this.” – Julie Estrella
“I think the biggest thing with any pregnancy is that whether a national pandemic or a deployment or any event gets in the way, you’re going to have this ‘idea’ of exactly how you want things to go or you think things will go. I can 10000% guarantee that no pregnancy has ever turned out exactly like the mom and dad to be imagined, it’s just life. The sooner you adjust to the idea that things may change or unexpected events may occur, the better your anxiety and nerves will be and the less it will sting when that inevitable curveball comes your way.” – Kati Simmons
“It’s scary to be pregnant by yourself, especially during a first pregnancy. But the baby will keep growing no matter whether or not your partner is available. All you can do is take care of yourself and try not to stress out. Then be sure to Reach out to friends, call family, do what you can to find support because there are definitely people who are willing to help.” – Julie Yaste
“What brought me comfort before giving birth without my husband was hearing about other women who had labored alone before me. Knowing I wasn’t the only one to ever face this situation gave me every affirmation I needed, to know I was going to be okay.” – Jenny Byers
“I would tell someone to not get hung up on who won’t be there, think about who will. You and your baby! Embrace these moments to bond and build a connection. Dwelling on the sadness of your spouse not being there takes away from the joy.” – Kelsey Bucci
“We are capable and able to do hard things. It will be ok. Not having your spouse around for the birth is really hard. But, it will be ok. Lots of pictures and FaceTime. We are lucky to live in a land of technology.” – Alana Steppe
“Know it’s only temporary and the feeling of seeing your husband or spouse with your baby will be the most amazing feeling and make it all worth it.” – Emily Stewart
Courtesy of Kelly Callahan
“You are stronger than you know, and while the situation may not look anything like what you pictured, it is amazing what our mind and body will do (and do well) when we are faced with the challenge of bringing a new life into the world. What I realize now that we are on the other side of it, is that this situation is a small piece of our story and it’s a beautiful one. Lucy is in kindergarten now and I’ve heard her share with classmates and teachers more than once that her daddy could not be there when she was born, so she got to meet him on the computer, because he was fighting bad guys in other places. It all adds to who we are and how we are shaped. I would also add that the nurses and doctor who helped me deliver stepped up in ways I never could have imagined. They made sure the technology was just right so that my husband was included and included him in the conversations. They supported me like we had known each other for years and cried with me when she was born. The medical community is amazing and will not let anyone feel alone.” – Kelly Callahan
A spouse who wished to remain anonymous gave sage advice for expectant moms from the perspective of both a mom of six and labor and delivery nurse of ten years:
“I can confidently tell you that now, more than ever, your nurses are ready to be your doula, photographer and friend,” she shared. “You will not be left alone. You will have our entire team here to celebrate with you on your special day.”
Lt. Gen. Brian T. Kelly is the deputy chief of staff for manpower, personnel and services, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. He serves as the senior Air Force officer responsible for comprehensive plans and policies covering all life cycles of military and civilian personnel management, which includes military and civilian end strength management, education and training, compensation, resource allocation and the worldwide U.S. Air Force services program.
During an interview with Airman Magazine, Kelly discussed his mission and the Air Force’s responsibilities of managing talent, identifying toxic leadership and the role of emotional intelligence in readiness and lethality.
Airman Magazine: As the AF/A1 (manpower and personnel), what are your priorities for 2020?
Maj. Gen. Kelly: There are lots of things going on, but there are three big priorities. Number one, it’s exciting times and we’ve got to help and make sure we have a successful stand up of the United States Space Force and our resource allocation team will have a big role to help and make sure we get that on track.
Number two for us, we’ve got to ensure that we continue to make sure the right number of the right types and the right skill sets of Airman exists in our Air Force. So, the size and shape of the force has to be what it needs to be in order for us to meet our requirements in the National Defense Strategy.
Number three for us is we want to continue to transform and work on our talent management system so we can make sure we’re attracting, recruiting, developing and retaining the Airmen we need to do what the country needs to do. So those will be our three big priorities for 2020
Airman Magazine: Can you talk about the Air Force’s philosophy on managing talent and why it’s important?
Maj. Gen. Kelly: First and foremost, we’ve got to recognize that we’ve got some incredible talent in the United States Air Force and in our Space Force that we are standing up as well. But, it’s an all-volunteer force and so the talent management system we have has to be able to recognize that we’ve got to have a system that is attractive for people to be in. It also has to be agile to meet our requirements as requirements and threats change. It’s got to know what’s going on with those requirements that are out there. The talent management system has to understand – what does the talent market look like? What does the market for talent in the United States look like? And if you have an all-volunteer force, how do you become an attractive employer? How do you make sure that you are an employer of choice? If people have a way to choose between going to work for Google or coming to work for the United States Air Force or United States Space Force? The talent management system has a role to play in that and so that’s what we’re trying to do.
The Ground-Based Electro-Optical Deep Space Surveillance System is responsible for tracking thousands of objects in space. The telescopes fall under the 21st Space Wing and is positioned at White Sands Missile Range, New Mexico. Here, 216 photos captured over a 90 minute period are layered over one another, making the star trails come to life.
Airman Magazine: Have there been any changes to your talent management philosophy, and what drove those changes?
Maj. Gen. Kelly: I’d say a talent management system always has to evolve as requirements change, as threats change, as the talent market pool of eligible people changes and as skill sets change. And then there’s technology. You know, when I first came into the Air Force in 1989, the technology then was not what it is in 2020, right? And so, whether it’s artificial intelligence, machine learning, all these different things have changed the way we look at our talent management system. It’s also changed how we communicate with our Airman and how we’re able to get information out and how we’re able to get feedback. All these things have led to and sort of influence the changes in the talent management system from when I first came in to where we are now.
I would say to you the system today is driving to be more agile than it was before. It was a one size fits all discussion before, but now it’s trying to be more agile and it’s certainly more collaborative. I hope the system is becoming more transparent so that all of our Airmen understand what’s going on and that they have a say in what happens to them in the talent management system and they have an insight to what happens.
Airman Magazine: What has changed throughout your career pertaining to talent management and your leadership development?
Maj. Gen. Kelly: We (Air Force leadership) always talk about situational leadership and being able to adjust your leadership styles and that has to continually happen. We’ve seen the advent of different leadership styles needed for the population of the all-volunteer force we have today and one of the key things I think we need to touch on is our leaders need to have the right balance of emotional intelligence to be successful. So, what does that mean? I would start by saying, emotional intelligence is first and foremost the skill set to know yourself, to understand your own behaviors and to control your own emotions so that you then can have good interpersonal relationships and be able to lead others. And that’s the important part for us and I think we’ve become more cognizant and we’re trying to understand and teach that in ways that will make our leaders more effective.
As we move into the modern discussions of the national defense strategy, we’re in wars of cognition and wars of thinking, wars of understanding and wars of information and so we have to be able to develop and lead our skills in that same direction.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base, Middle River, Md., June 3, 2017.
Airman Magazine: You’ve previously said “We must be responsive to the Air Force’s needs, must be agile with our talent, focused on rewarding Airmen on performance and be transparent on how the system works.” What’s the plan to meet those attributes for a talent management system?
Maj. Gen. Kelly: I think those four attributes are where we’re trying to drive and trying to make sure our talent management system is so let me cover those a little bit and I’ll tell you how our strategy fits against that.
So, first and foremost the talent management system has to deliver and has to be responsive to the requirements of the organization. I mentioned for 2020 one of our priorities is to have the right size and shape of the force and that’s what it’s about, whatever the Air Force requires us to be, whatever the Space Force will require, the talent management system has to be responsive and it has to be agile for responding to new technologies, new threats, but it’s also going to be agile for individual Airman.
We are a military organization, but we have to understand agility and we want performance to shine. We want people’s performance to be the deciding factor in our meritocracy, if you will, for when we decide who gets promoted, who gets what key jobs.
Those Airmen who distinguish themselves by performance, that performance needs to be driven forward and incentivized and rewarded.
Lastly, I think it’s important to make sure with the communication within our force that we are transparent, open in what we do and simple.
All the things that we’ve been doing on the officer side, enlisted side and civilian side are sort of wrapped around those areas.
I’ll give you some examples, on our enlisted side, we made a change in our senior noncommissioned officer’s promotion selection process where we no longer use testing as part of that process. We did that to drive and empower performance, where performance becomes the driving factor for us being able to select our senior noncommissioned officers and it’s no longer test taking or some other skill set that might have been augmenting that decision. Now, it’s performance based.
On the officer side, we recently went to new developmental categories for our line of the Air Force system, the same system that we had in place since 1947 and we made some changes. Those changes were to help us with development to become more agile, to drive our agility and drive our responsiveness.
We had to recognize not all officers need to develop in the same way. The way that we develop and the opportunities we have for our pilots are different than what we have for our space operators, were different than what we have for our cyber operators, our support personnel, like my career field and so we had to develop the agility if you will, to be able to develop in different ways so that we can maximize everybody’s potential, while at the same time driving ourselves to be more responsive to requirements.
We can help ourselves develop the right size, the right shape and the right skill sets we need to meet the requirements for the Air Force. So, all the things we’ve been doing are all really designed around those four attributes to build the talent management system that we need.
Airman Magazine: How does the AF identify leadership potential?
Maj. Gen. Kelly: There are lots of ways to identify potential throughout someone’s career to recognize different traits and characteristics. I think there’s testing factors. I think there’s observation factors. Certainly, there’s evaluation factors at some point in time you are observed in different time phases, different jobs. You look at how did they do? How did they respond? We try to identify those people who have the skill sets to be leaders.
One of the important things we’re working on is, can we get better in identifying who’s going to be a good leader? Is it just the born characteristic or can you actually teach it and develop it and go forward? We (Air Force) say you can teach leadership, develop it and be better at it. So, we’re working on how to identify it more accurately early. It’s not just to screen people out, because I think people often think you’re trying to identify who’s not a good leader, so that you can screen them out. There’s part of that, but it’s even more important to identify where people have some shortcomings in their leadership capabilities so that we can help them and give them an opportunity to develop into the leaders we need, because we need a lot of leaders in our Air Force.
Airman Magazine: Revolutionary changes to how officers are developed and selected for promotion have been made, like the creation of developmental categories and transitioning from Below the Zone to merit-based timing for promotions. How will this help with officer development and getting the right people in key leadership positions?
Maj. Gen. Kelly: Sometimes the Air Force had the tendency in the past to rush some of our folks through key developmental opportunities and not fully immerse them and give them a chance to learn all the competencies and all the experiences they needed. At the same time, when we did that, we added the below the zone piece that gave us a chance to incentivize performance. What we’ve transformed that to now is with merit-based promotion, I can still incentivize performance, I can give people a chance to let their performance shine and let their performance advance them among their peers, but at the same time, I make sure I balance that with the developmental time that’s needed to truly get the skill sets that we’re going to require.
Airman Magazine: Can enlisted personnel expect similar changes to their promotion system in the near future?
Maj. Gen. Kelly: We made some adjustments and changes to our enlisted system, even prior to the work and transformation that we’re doing the officer system. I think you’ll see similar things. When we talk about, what do we value as an Air Force and how we’re going to evaluate you, for the officer corps, we talk about now four things. We talk about how do you execute your mission? Whatever mission you are assigned to do. How do you lead people? Whether that’s an informal way where you’re actually a supervisor or a squadron commander or even informal as part of a squadron or group. How do you manage the resources you’ve been put in charge of? Whether they be dollars and equipment or even Airmen’s time? You know Airmen’s time is a resource. And then how do you improve whatever unit you’ve been put in charge of? Those four factors are probably pretty familiar to a lot of people. Those are the same four factors we use to evaluate units, that’s the unit effectiveness inspection, the UEI that our inspector general uses to evaluate. So we said, look, let’s line those up. Let’s have those four factors be the same way we evaluate performance in our officers. I think we’re going to see the enlisted system transition towards those same four factors. Let’s evaluate our airmen as a whole on those four factors. How do I execute my mission? How do I lead people? How do I manage resources? And what did I do to improve whatever unit I’m assigned to? So, I think you’ll see commonalities. I think they’ll also be some differences. It won’t be exactly the same system because we look for different things from our officer enlisted corps. I don’t think we want them to be exactly the same to accomplish the things that we need, but there’s going to be a lot of overlap and I think there is already a lot of overlap and you’ll see some more.
Air Force Basic Military Training trainees work to complete an obstacle during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated environment.
Airman Magazine: Toxic has been this year’s buzzword. Do you think the Air Force has a toxic leader problem or is it something different that can be fixed?
Maj. Gen. Kelly: I agree with you toxic gets used a lot and I’m not always sure everybody has a framework of what toxic leadership means, because the term gets used in a lot of different ways. Sometimes it’s really appropriate and other times I’m left wondering if people understand what they refer to as toxic.
The Air Force is working on developing a definition of toxic leadership, so we can all understand.
I would say in a working definition right now on toxic leadership for us is a series of adverse behaviors that have an adverse impact on the unit or individuals. So, it’s not a one time series of negative behaviors, but it’s a continuous series of negative behaviors, that an individual would manifest that has a negative impact on a unit or on individuals, that’s toxic leadership for us.
I think that exists in our force from time to time, and it’s sometimes it’s a result of individuals who don’t have all the leadership tool sets that they need to handle the situations that they’ve been put in.
We are working to identify early what people’s shortcomings might be and give them an insight to that. It’s not to not allow them to become commanders, although that will be part of the discussion, but if we identify them in the right ways, can we give people the ways to develop and overcome those shortcomings?
There’s a fantastic course down at the Air University called the Leadership Development Course or LDC, the course sprung out of Gen. Goldfein’s work in revitalizing squadrons. They’re working to teach emotional intelligence and to teach understanding of interpersonal relationships and understanding how to lead in a positive way and inspiring way without having to revert to any of those adverse behaviors that might be characterized or seen as toxic.
I’m excited about that work. I wish that was available when I was going to go be a squadron commander. I learned a lot of things from watching other people. And luckily, I had some really good role models, but I would have loved to have some of that training and insight, so I could have known more about myself to help myself and to lead my organization in a better way.
Airman Magazine: Can you explain how changes in the talent management system might combat toxic leadership? Do you believe these changes will benefit all officers, regardless of when they peak in their careers?
Maj. Gen. Kelly: It starts with developing people the right way. The talent management system is going to identify short shortcomings in and where you’re missing a skill set, and hopefully give people a chance to correct course going forward. If I’m evaluating you on how you execute the mission, how you lead people and I’m grading that in the in the environment that we’re talking about it will help combat toxic leadership traits.
We’re driving the talent management system to reward the right behaviors in terms of leading people so that those people who are leading people in an inspirational way, in a positive way, are going to be the right people that we reward and move forward.
As a military organization we have some tough things to do. We’re going to ask people to go in harm’s way and put themselves in harm’s way from time to time. Positive leadership doesn’t mean it’s easy; it’s demanding. There are high standards and there needs to be high standards. We need to be a high standard, high performing organization, but we can do it in a positive way so that the leadership we get out is inspiring and caring leadership and that’s what we’re looking for.
Airman Magazine: What is your definition of emotional intelligence and what role does it play in the development of our leaders and what role has it had in your career?
Maj. Gen. Kelly: I think emotional intelligence is the ability first and foremost, to know yourself, your emotions and to control your emotions. So that you can use that understanding to have better interpersonal relationships and have a better understanding of others and your interaction with others.
When I first came into the Air Force, I don’t think I ever heard this terminology. I think it was there, we just didn’t know what it was. We used to talk about your ability to communicate effectively speaking, writing, leading, different things that we would focus on as leadership attributes. The idea of being able to understand yourself and understand others was always there. I just don’t know that we were as sophisticated and understood exactly what it meant. Labeling it as emotional intelligence and consciously understanding how to train it and how to get better at it and that’s where we’re going now, which is really exciting.
We have this great strength in our Air Force. We have people from all kinds of diverse backgrounds and ways of thinking. It’s difficult for you to lead diverse groups of people to be a high performing organization if you can’t understand and recognize where people are coming from or understanding yourself.
Air Force Basic Military Training trainees walk across a completed obstacle of bridge making during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated deployed environment.
Airman Magazine: Air University is developing an augmented reality exercise helping young officers shape their ability to interact effectively in social situations and to recognize and manage their emotions. How could programs like this have helped you in your career?
Maj. Gen. Kelly: I would have loved to have some of those programs and the idea of what they’re doing right now at the leadership development course at our air university is fantastic, because it’s a free training gym without any worries or any risk of failure.
You can train in a virtual training gym in what most of us learned from our actual experiences, whether it was purposeful or just un-purposeful trial and error. If I did something it didn’t work very well, if it didn’t feel so good, I learned and tried to do better. I modeled myself around the people I was lucky enough to observe and gain mentorship from. Now to have a place for us to try things, to fail and learn and learn about yourself in the process so that you have a much better opportunity to apply that in your interactions in a leadership role. Knowing what already works and doesn’t work for you, that’s a really powerful concept.
Airman Magazine: The Chief of Staff talks about the power of Failing Forward, not just with programs and ideas, but also with individuals. Can recall a specific time when you failed or took a calculated risk and failed which ultimately propelled you forward, either personally or in a specific mission?
Maj. Gen. Kelly: First, I failed a bunch of times. It wasn’t just once I failed, I failed quite often and I make mistakes a lot. I think all of us do. First and foremost, I think as an Airmen and leaders, we all have to recognize and understand that.
I can recall when I was a captain and I had a program I was in charge of, I was sort of a section chief of a program. And I had I had a three-star general stand in front of me, asking me questions. I was really excited about my program and I was really proud and convinced that everything I was saying was true. In the middle of me explaining, the general kept asking me questions and I felt like I could never get my answer out. So, I think I said, “Sir, if you’d let me finish, I’ll be able to tell you,” to which he turned and looked at me and said, “You don’t understand the questions I’m asking. You need to listen before you respond.” I felt like a big failure. It was a dressing down in front of everybody, but he was right. I was so sure that I knew what I was doing that I wasn’t listening. I was already thinking about my answer before he finished his questions.
It hurt for a couple of weeks, I had a little sore spot in my brain and my soul. But, you know, it made me understand that I needed to listen better and to know that I wasn’t going to be the only one with good ideas. It served me well as I went forward. I was lucky that particular general took it well and didn’t use it as a permanent failure experience for me.
Airman Magazine: What did that experience teach you or influence how guided other Airmen through failures?
Maj. Gen. Kelly: It made me double down on the idea that failure is not the end. You can recover from failure and that failure is probably a good thing periodically. If we never fail, we probably don’t push the envelope far enough forward to be better than what we can be.
That certainly influenced me to say, look, others around you are going to fail, how you respond to their failures and what you do with their failures is going to help shape them. So, I make sure they get the same opportunities I had to learn and grow. That’s really what became important for me out of that situation.
There’s been other times when I failed and that’s okay. I know we pushed the envelope and we got to where we needed to be and it didn’t quite work out, but we enjoyed the experience. It wasn’t very enjoyable for me when I had that first experience, but there have been other cases since then.
Airman Magazine: We have an intelligent force of high achievers who are afraid to fail and tend to try and solve problems on their own and believe failure can be a career killer. How do we move to a fail forward culture? Are the days of the one mistake Air Force behind us?
Maj. Gen. Kelly: I challenge that assertion. I don’t think we have a force of people who are afraid to fail or are risk averse. We are really blessed to have great talented Americans volunteer to come serve in our United States Air Force and in our Space Force. When we get them and they have that enthusiasm and they’re being innovative and they’re going forward and they’re failing, how we react to their failure will tell us whether they’re going to be risk averse or not.
If little mistakes are treated the same way as crimes or large mistakes, then I think you’re going to get a risk averse force. Periodically, we’ve probably had ourselves there. I don’t think we’re one mistake Air Force, I think we’re pretty mature in understanding that. But at the same token, I think we’re a force that says you have to learn from the mistakes you’ve made. Repeated failures or repeated mistakes for the same things isn’t something we can have. Because eventually, those repeated mistakes are going to translate to actual combat and an actual battlefield.
Airman Magazine: Is there anything else you’d like to add?
Maj. Gen. Kelly: It’s an exciting time for the Air Force. This idea that we have to make the force as a whole raise our acumen if you will, on what does it mean to be an Airman? What does it mean to be in the United States Air Force or United States Space Force? How do we build better leaders? How do we build a more lethal force for what is going to be required in the future? It’s an exciting time for us. I believe there’s lots of good thinking going on, there’s some great innovation and it’s a time to make a difference, so I’m excited to be part of it.
GPS has become increasingly important to our lives. Not only do Waze, Uber, and many other applications heavily rely on global positioning system. Our cellular networks rely on GPS clocks, banking systems, financial markets, and power grids all depend on GPS for precise time synchronization. In the finance sector, GPS-derived timing allows for ATM, credit cards transactions to be timestamped. Computer network synchronization, digital TV and radio, as well as IoT (Internet of Things) applications also rely on GPS-clock and geo-location services.
In an operational environment jamming GPS signals represents both a threat and an important capability. In addition to serving an important purpose in navigation on land, sea and in the air, GPS also provides targeting capability for precision weapons along with many other tactical and strategic purposes.
For this reason, the U.S. military frequently trains to deny or degrade GPS signals on a large-scale. In 2017, we went inside Nellis AFB to get a firsthand demonstration of how easy and how quickly the U.S. Air Force can jam GPS signals for training purposes.
For instance, the U.S. Navy’s CSG-4, that “mentors, trains and assesses Atlantic Fleet combat forces to forward deploy in support and defense of national interests”, is currently conducting GPS Interference testing in the East Coast area. As an FAA NOTAM (Notice To Airmen), issued for airspace in eight of the FAA’s Air Route Traffic Control Centers, warns, GPS could be degraded from Caribbean and Florida north to Pennsylvania west to the eastern Louisiana, while the tests are conducted Feb. 6 – 10, 2019, at different hours.
In 2017, we went inside Nellis AFB to get a firsthand demo from member of the 527th Space Aggressor Squadron (527th SAS) who showed us how easy and how quickly the U.S. Air Force can jam GPS signals for training purposes: in only a few seconds members of the 527th SAS used commercial off-the-shelf (COTS) equipment to jam local GPS reception making many public services unavailable.
This is not the first time such GPS-denial operations take place. It has already happened on the West Coast in 2016 and, more recently, on the East Coast, at the end of August 2018:
As happened in all the previous operations, we really don’t know which kind of system is being used to jam GPS. However, it must be an embarked system, considered that the source of the jamming is a location off the coast of Georgia, centered at 313339N0793740W or the CHS (Charleston AFB) VOR 173 degree radial at 83NM (Nautical Miles).
As mentioned, not only the military is so heavily reliant on GPS.
AOPA estimates that more than 2,000 airports — home bases to more than 28,600 aircraft — are located within the area’s lowest airspace contour. The East Coast test is “unacceptably widespread and potentially hazardous,” said Rune Duke, AOPA senior director of airspace, air traffic and aviation security, in an article on AOPA website.
Here’s another interesting excerpt from the same article that provides examples of how the GPS testing has affected general aviation:
A safety panel held in September 2018 ended with the FAA deadlocked on a path forward. In November 2018, AOPA reported on instances of aircraft losing GPS navigation signals during testing—and in several cases, veering off course. Instances have been documented in which air traffic control temporarily lost the tracks of ADS-B Out-equipped aircraft.
In a vivid example of direct hazard to aircraft control in April 2016, an Embraer Phenom 300 business jet entered a Dutch roll and an emergency descent after its yaw damper disengaged; the aircraft’s dual attitude and heading reference systems had reacted differently to the GPS signal outage. This issue was subsequently corrected for this aircraft.
AOPA is aware of hundreds of reports of interference to aircraft during events for which notams were issued, and the FAA has collected many more in the last year. In one example that came to AOPA’s attention, an aircraft lost navigation capability and did not regain it until after landing. During a GPS-interference event in Alaska, an aircraft departed an airport under IFR and lost GPS on the initial climb. Other reports have highlighted aircraft veering off course and heading toward active military airspace. The wide range of reports makes clear that interference affects aircraft differently, and recovery may not occur immediately after the aircraft exits the jammed area.
Pilot concern is mounting. In a January 2019 AOPA survey, more than 64 percent of 1,239 pilots who responded noted concern about the impact of interference on their use of GPS and ADS-B. (In some cases, pilots who reported experiencing signal degradation said ATC had been unaware the jamming was occurring.)
Interestingly, “stop buzzer” is the code word, pilots may radio to the ATC when testing affects GPS navigation or causes flight control issues:
Pilots who encounter hazardous interruption of GPS navigation or who have flight-control issues should be aware that they can say the phrase “Stop buzzer” to air traffic control, which initiates the process of interrupting the testing to restore navigation signal reception, Duke said.
During previous GPS-interference events, pilots declared emergencies, but the jamming continued because ATC did not understand that the emergency was related to the GPS interference. According to the Pilot/Controller Glossary, “stop buzzer” is a term used by ATC to request suspension of “electronic attack activity.” Pilots should only use the phrase when communicating with ATC, or over the emergency frequency 121.5 MHz, if a safety-of-flight issue is encountered during a known GPS interference event. Using this unique phrase when experiencing an unsafe condition related to GPS interference will ensure that ATC and the military react appropriately by stopping the jamming, Duke said.
“Pilots should only say ‘stop buzzer’ when something unsafe is occurring that warrants declaring an emergency. They should make sure ATC knows that the emergency is GPS-related and that halting the GPS interference will resolve the emergency,” he said.
Despite the complaints from the civilian side, dominating the GPS “domain” is crucial to win. Consequently, along with the periodic testing like the one underway in the U.S. southeastern coast, GPS jamming has become a common operation of the most recent Red Flag exercises that include simulated scenarios where warfighters train to operate in an environment where electronic and cyber-attacks may disable GPS capability.
This article originally appeared on The Aviationist. Follow @theaviationist on Twitter.
Tight End Gary Steele became the first Black player for the United State Military Academy’s Black Knights football team in 1966 and went on to a 23-year Army career after graduation.
His daughter Sage Steele has become a successful sportscaster at ESPN and currently anchors the 6 p.m. ET edition of the network’s flagship show “SportsCenter.”
Sage is working with USAA for the Army-Navy House sweepstakes to let fans of each team celebrate their fandom since they can’t attend this year’s game in person.
Visit www.ArmyNavyHouse.com and upload a photo that shows off your fandom. You’ll be entered into a sweepstakes for a chance to win a fully paid trip to the 2021 Army-Navy Game in New York City with airfare, hotels and game tickets included. There’s one winner from the Army side and one from the Navy fan base. There will also be 2,000 souvenir commemorative tickets awarded to entrants.
Gary Steele’s first season in an Army football uniform in 1966 was also President Donald Trump’s first year as a student at the Wharton School of Business and President-elect Joe Biden’s second year of law school at Syracuse.
Navy’s first Black football player was Calvin Huey, who suited up two years earlier in 1964. It’s sometimes easy to forget how much America has changed over the past few decades and how our leaders were adults at a time of so much resistance and turmoil.
Huey and Steele’s playing careers coincided with the most turbulent years of the civil rights movement and the mere fact of their presence on the field was a force for change in a divided country.
Steele recognized the impact when she saw pictures of her father’s playing career. “When you look at that black and white team photo from 1966 and it’s pretty easy to spot my dad, right in the middle of this sea of his white teammates, and it’s just crazy. That’s just not what football teams at any level look like anymore.”
Sage says her dad always downplayed the importance of his role.”My dad didn’t ever really talk about it. Because to him, it didn’t matter. And his answer always was, ‘Well, somebody has to be first. It just turned out that it was me.’ All he ever wanted to do was play football and specifically play at the United States Military Academy. He was heavily recruited by Joe Paterno at Penn State, which was obviously an incredible program at the time. He chose to go to the right program for him and represent the Steele family and represent West Point and then represent his country.”
Gary Steele graduated from West Point in 1970, married in 1971 and Sage was born at Ft. Leavenworth, Kansas in 1972. Steele retired a full colonel in 1993 but, before then, the family lived the peripatetic military life. By the time she was 11, Sage had lived in four different countries and spoke several languages.
She loved that military childhood. “It was the best possible upbringing,” she remembers. “The most difficult part came after I moved out of that protected world. I call the military the most diverse, yet sheltered, upbringing possible.vIt doesn’t matter what you look like. My parents are in an interracial marriage. My dad’s black, my mom’s Irish and Italian and nobody cared.”
“The military was diverse, but everybody accepted and took care of each other. When I got out in the civilian world, I learned about a lot of issues because I was biracial, or not being black enough or white enough for some people. So it was kind of scary to go out where people aren’t as accepting and tolerant as they are in the United States military.”
Steele thinks part of the reason that her dad underplays his pioneering role was that he also grew up as an Army brat. “My dad’s father was a Buffalo Soldier. He knew about the race issues in the ’30s and ’40s and during World War Two,” she said.
“Dad thought that others had already been through so much more than him. As he’s gotten older, he has so many people reaching out to him to say thank you for being that brave face of change. But he raised us in the spirit of the West Point cadet prayer: ‘Help me to choose the harder right, instead of the easier wrong, and to never tell a half truth when the whole can be won.'”
We’re lucky that Gary Steele is still with us and that he has a daughter who’s so determined to champion the values that made him. Here’s hoping we’re all back to normal next year and that the Army-Navy game will be played before a packed house in New York City.
If you see Steele at the game, make sure to thank him for his service in the U.S. Army and his contribution to all the progress we’ve made over the last 50 years.
Service members have crazy schedules, which makes it hard to find time enough to work on your physique. Most of us have only about an hour to spend each time we hit the gym. Typically, the routines we do in that brief period consist of using free weights and a few workout machines.
Many people who step foot in the gym are there to lose weight. They’ll use the various isolation (or single-joint) machines believing that if they use every machine the gym has to offer, they’ll start to lean out. The unfortunately fact of the matter is that not all the machines in the weight room burn a lot of calories when you hop on and start repping.
To burn the most calories in the shortest time, most gym professionals recommend focusing on compound movements — exercises that require more than one muscle group to move a weight, like pull-ups or dumbbell presses.
So, which machines should you avoid if you want to burn fat?
Leg extensions help bulk up your quadriceps. Most of these machines require you to sit down and enjoy yourself as you rep out the sets. This is a very isolated movement — and that’s not the best way to challenge your body and burn fat. Instead of sitting on the machine to work on your legs, consider standing up and doing some non-weighed squats.
Yes, the calf-raise machine will bulk up your calves up — but it won’t burn off those unwanted calories and lean you out. There are plenty of other options when it comes to working out your calves. The video below will show you a few techniques that introduce compound movements to a calf workout.
On this machine, a patron sits down and works their biceps against resistance while in a static position. Even if you’re trying to work on your arms, the process of selecting, moving, and returning free weights will help you burn a little extra fat.
If your goal is to build massive triceps, then you’ll want to add a few tricep-related exercises to your routine. However, if you’re also looking to burn some extra fat in the process, you might want to conduct your training in a stress-loaded, standing position.
There many ways to get a solid ab workout — but you’ll find that very few fitness trainers recommend that people take a seat in ab crunch machines. Those machines are fine for beginners or people with medical conditions, but everyone else should strike this machine from of their minds and replace it with these:
For better or worse, you’re going to find out basically everything about your brothers- and sisters-in-arms. The longer you serve with them — the more field ops, the more deployments, and the more random BS — the more you’re going to learn all the tiny, little details about your fellow troops.
But if you want a crash course on the personal life of any other troop, look no further than how they dress whenever they’re given the option to show up in civvies instead of the uniform. Sometimes it’s at the recall formation at 0200 on Saturday morning and everyone’s just rolled out of bed. But when it’s a “mandatory fun” day with the unit, troops tend to get a bit… uh… creative with their wardrobe selection.
Here’s what your choice of mando-fun outfit says about you.
Look at them. Being all successful and sh*t.
(U.S. Coast Guard photograph by Aux. Barry Novakoff.)
Average civilian clothes
Nothing really stands out about this troop. They’re probably the type to stay in, honorably discharge, get into a nice school under the GI Bill, and become a productive member of society. There’s nothing really bad you could say about them but, man, these guys are boring as hell.
They may fit in with world when they’re on leave, but in the unit, they’re the odd one out — because they’re not what society considers odd like the rest of us.
There’s a 50% chance that all of these guys’ military stories are about other (more interesting) people.
They’re probably 98% more likely to also being too lazy to even change from the work day before…
(U.S. Army photo)
Basically the uniform, but with blue jeans and without the top
If this troop has been in any longer than one pay period beyond basic training and still dresses like they’re barely satisfying the minimum requirement to be “out of uniform,” then they’re lazy as f*ck. The longer this troop has been in, the less of an excuse they have — they get a clothing allowance that specifically includes extra cash for civilian clothes.
It’s literally the one time the military gives you money and says, “go buy yourself something nice” and this troop wasted it on booze, video games, or strippers.
These bums have a 98% chance of asking you to spot them until payday, saying they can “totally” get you back (but never will).
If they do wear a kilt in formation, they have a 100% chance of asking you, “do you know the difference between a kilt and a skirt?” before mooning you.
(U.S. Marine Corps photo by SSgt. Marc R. Ayalin)
Over-the-top, ridiculous clothing
This troop has been eagerly awaiting the moment they’re told they can wear civilian clothes. This dude is the platoon’s joker while in uniform, so don’t expect that to change when they’re given the freedom to wear whatever.
You can never really predict what they’re going to show up in. Maybe they’ll wear a Halloween costume in April. Maybe they’ll show up in a fully-traditional kilt. Maybe they’ll just wear that mankini thing from Borat.
These bros also have a 69% chance of repeating a joke if you don’t laugh at it, insisting that you must have missed it the first time two times.
Overtly moto clothes
It’s not entirely uncommon for troops to start up clothing lines when they leave the service. Hell, we even got into the veteran-humor t-shirt game to help pay the bills. Warning: shameless self-promotion here.
But there’s just something odd about troops who wear overly-Hooah, I’m-a-Spartan-sheepdog-who-became-the-Grim-Reaper-for-your-freedoms shirt when everyone in the unit knows you’re a POG who just got to the unit. We’re not knocking the shirt (because that’s something we should probably start selling sooner or later…) but, you’re not fooling anyone.
These boots are 1% likely to actually be a grunt.
This was your first sergeant ten years ago… and ten days ago…
Same style you had before you enlisted
That moment you enlist is probably the last time you really give a damn about clothing styles. So, your closet is (probably) still full of clothes that you might get around to wearing some day. We get it. But it gets kinda sad the longer you’ve been in the military.
Dressing like a background actor in Avril Lavigne’s “Sk8r Boi” music video may have been cool back in the day, but when you see a salty, old first sergeant try to rock that look it’s… just depressing.
These dudes have a 75% chance of reaching 10 years, saying, “what’s another 10 anyways?” to themselves, and immediately regretting that decision.
Civilian clothes don’t have a standard, but if they did…
(U.S. Air Force photo by Capt. John Ross)
Business casual with a “high and tight”
When the commander puts out the memo saying troops can wear whatever they want as long as they’re in formation, these guys kind of break down. Freedom of choice is a foreign concept to them.
What they chose to wear is, essentially, another kind of uniform: a muted-color polo tucked into a pair of ironed khakis, a brown belt, and loafers — and maybe a branch hat that they picked up at the PX because they’d have an anxiety attack if the open wind touched their bare head.
This guy has a 99.99% chance of also trying enforce some sort of clothing standard when there isn’t even a need for it.