Sure, quarantine might be lonely and lead to mild symptoms of desperation, boredom and straight up crazy, but this song by Black Rifle Coffee Company legends Mat Best and Tim Montana might be the best thing to come out of these dark days yet.
I used to look down on people with elbow pain.
How can your elbow hurt unless you’re dropping “The People’s Elbow” all day every day?
Turns out there’s a lot of craziness that can cause elbow pain, and almost none of it has anything to do with what The Rock is cookin’.
There are two general types of elbow pain; golfer’s elbow and tennis elbow. Two very white collar injuries that have nothing to do with spandex singlets or cage matches. That’s good for us. It means we don’t need to fight a roided out muscle man to relieve our elbow discomfort.
Check out that wrist extension. There’s a reason it’s called tennis elbow.
(U.S.Air Force photo/Bill Evans)
Tennis elbow comes from an issue with your forearm extensors. Those are the muscles on the same side of your forearm as the back of your hand.
Repetitive movements that engage the extensors can start to cause them to become overactive, eventually shorten, and pull away from their connection on the outside of the elbow.
Tennis players generally live in an extended position while swinging the racket, when the ball is hit those muscles loosen dramatically. It’s that rapid contraction and loosening that causes pain.
This same thing happens in the weight room, whether you’re benching or manipulating dumbbells; the forearm extensors end up in a stuck contracted position. This is an overuse injury that is super easy to fix, which we’ll get into shortly.
Just some AF brass doin’ what they do best…
(U.S. Air Force photo by Giancarlo Casem)
Golfer’s elbow is the exact opposite problem of tennis elbow; the issue is in your forearm flexors. Those are the muscles on the same side of your arm as your palm. These muscles become overly contracted, shortened, and eventually pull away from the bone on the inside of the elbow.
Golfers tend to live in this position when they hold their club.
In the gym, this pain can occur from cheating on pulling movements. When your back is too weak to finish a movement you may tend to curl the weight in closer with your forearm to get an extra inch or so of movement. If you’re too weak to let the weight back gently, which is probably the case, if you’re cheating on the rep, it’s going to snap back and cause an eccentric pull in your forearm. Over time this leads to chronic pain.Elbow Pain When Working Out (WHY & HOW TO FIX IT!!)
For those of you who work for a living
These issues are repetitive stress injuries. They don’t happen all of a sudden after a dramatic accident. Repeated stress over weeks, months, or years makes the pain a reality in your life.
Any motion that you do every day has the potential to cause an issue over time.
- If you turn a wrench.
- If you pull a trigger.
- If you type at a keyboard (like me these days).
The most astounding thing about elbow pain is that it has nothing to do with your elbow generally. It’s all about the muscles attached to your elbows. This runs true for almost every injury you can imagine. Our joints are just locations where pain manifests; they aren’t the place where it originates. I talked about this same concept in the knee when it comes to knee pain in the squat.10 Best Self-Treatments for Golfer’s Elbow (Medial Epicondylitis)
Massage helps. It really does. These guys in the above video do a great job of explaining how you can start to rehab an issue.
But, the best pain management protocol is a pain mitigation protocol. Train your way to not only pain-free forearms but build the forearms of a Disney prince at the same time.
Here are three simple exercises you should be doing 2-3 times a week to keep your forearms strong and balance out any imbalances you may be developing from repetitive work.
- Supinated Forearm Curls: 3 sets of 12-15 reps
- Pronated Forearm Curls: 3 sets of 12-15 reps
- Plate Pinch Carries: 3 sets of 20-30 feet
I fully understand that this article is by no means exhaustive. Respond in the comments of this article on Facebook or send me a direct message at firstname.lastname@example.org with your sticking points, comments, or concerns on all things elbow pain.
I’m also making a push to keep the conversation going over at the Mighty Fit Facebook Group. If you haven’t yet joined the group, do so. It’s where I spend the most time answering questions and helping people get the most out of their training.
EDITOR’S NOTE: This op/ed by We Are The Mighty co-founder and CEO David Gale originally appeared on the Hollywood Reporter website on May 22, 2017.
In honor of National Military Appreciation Month in May, I decided to re-watch William Wyler’s 1946 film The Best Years of Our Lives, which follows three WWII servicemen facing the challenges of transitioning to civilian life. The film won seven Academy Awards, including best picture, and proves that a well-told, honest and authentic story is still the most powerful way to instill empathy and provide some understanding of even the most complex emotions and human experiences.
While our military is still a quintessential part of American culture, today’s Hollywood rarely gets it right, often resorting to stereotypes and common tropes to portray veterans as either dysfunctional misfits or larger-than-life heroes. Perhaps this misconception is an expected result when less than 1 percent of our population is currently in uniform. Those who come home to work in the entertainment industry, are more likely to be offered jobs making coffee and copying scripts, than to encounter an employer who authentically appreciates and values the leadership, skills and responsibilities of military service.
While there is a handful of successful vets in this business, most notably Ron Meyer, vice chairman of NBCU, in my 30 years in entertainment, I never met an executive who served in the military and who has responsibility for making important creative decisions. This, even though we have been at war for 16 years and millions of veterans have returned home. While some studios and networks have helpful veteran hiring programs, and nonprofits such as Veterans in Film and Television are there to support veterans who work in this industry, there are few clear paths for vets to move into the creative and executive ranks of the business.
On the contrary, the cast and crew of The Best Years of Our Lives had veterans in nearly every major creative position. Wyler, the director, served in the Army National Guard; actor Fredric March served in the Army; the author of the book on which the film was based, MacKinlay Kantor, was a war correspondent who flew on bombing missions over Europe; Robert Sherwood, the screenwriter, fought with the Royal Highlanders of Canada; and Daniel Mandell, the film’s Academy Award winning editor, served in the Marines. Gregg Toland, the film’s acclaimed cinematographer, was a lieutenant in the Navy’s camera department; he also co-directed with John Ford a documentary about the attack on Pearl Harbor. And, of course, Harold Russell, who won the best supporting actor Oscar, was a WWII veteran and double hand amputee.
War and homecoming are undoubtedly part of the American experience, yet according to a study conducted by the Institute for Veterans and Military Families at Syracuse University, 84 percent of post-9/11 veterans believe that the American public has no understanding of the difficulties facing this current generation of veterans and military families. While we cannot expect the average person to comprehend what it is like to serve in the military, we can expect the media to do more to find and empower the storytellers who have served. Making sure veterans have more opportunities to play meaningful roles in entertainment and media is the best way for us all to begin to have some understanding of our military community and the challenges they face. This will allow us to discover the kind of extraordinary talent this next great generation has to offer. Not only is this good for our veterans, it is good for business; The Best Years of Our Lives was a huge financial success. In a time of perpetual conflict, in which so few are asked to do so much for so many, getting veterans right is also good for our country.
The U.S. Army Corps of Engineers, Baltimore District, has deployed a specially trained debris management team to Hawaii in preparation for anticipated response and recovery efforts for Hurricane Lane, currently a Category 4 storm heading toward the state.
Five personnel — a military officer and four civilians — departed Aug. 22, 2018, for Honolulu to stage assets, along with other personnel from across the Army Corps of Engineers associated with various emergency response capabilities.
“Our team is pre-staging for the storm and proud to assist in the national response to a storm that may cause significant impacts to Hawaii in the coming days,” said Dorie Murphy, chief of emergency management for the Baltimore District. “I’m confident that Baltimore District’s highly competent and experienced debris management team will be a true asset to the larger response mission.”
During contingencies, the Federal Emergency Management Agency can assign the U.S. Army Corps of Engineers a mission to provide debris management assistance. Baltimore District’s debris planning and response team is one of seven specially trained Corps debris teams across the country.
Satellite Views Category 4 Hurricane Lane at Night
Advising Authorities, Removing Debris
Support can involve technical support and advice to local authorities who may not be familiar with removal and disposal processes for large amounts of debris. It also can involve physically carrying out various debris removal activities.
Baltimore District personnel are prepared to support a large debris removal mission in Hawaii, with additional personnel prepared to deploy in the coming days and weeks.
The Baltimore District also is prepared to deploy its mobile communications vehicle, which provides a full spectrum of communications including radio, satellite and cellular capabilities. The vehicle was deployed to Puerto Rico to help jumpstart response and recovery efforts there last fall after Hurricanes Irma and Maria.Baltimore District’s debris experts recently supported debris removal associated with the wildfires in California as well as impacts from Hurricanes Harvey, Irma, and Maria. Of note, the team supported debris removal in New York following Hurricane Sandy, as well as the large and unique debris removal mission after 9/11.
This article originally appeared on the United States Department of Defense. Follow @DeptofDefense on Twitter.
During World War II, the military force aiming to install an Aryan master race over the world found potentially unlikely allies on the subcontinent of India where thousands of soldiers joined the “Free Indian Legion,” fighting on behalf of the Nazis against the Allied Powers from the China-Burma-India Theater to the Atlantic Wall on D-Day.
Hitler’s Indian Regiment
Hitler’s Indian Regiment
India was a British colony during World War II that sent millions of loyal subjects to fight on behalf of King George VI, but the relationship between Britain and India was strained—to say the least—when the war started. India had been agitating for independence from the East India Company and then the British Crown for about a century.
Indian troops serving Great Britain fought valiantly and earned top awards for heroism in the battle against the Axis Powers, but not all Indian leaders thought the fight against fascism should trump the fight for Indian independence. Much like American patriots in the 1770s capitalized on Britain’s fighting with France, some Indian leaders thought Britain’s war with Germany was the perfect time to break away from the crown.
And the Nazis were happy to help. When they began to take Indian troops prisoner in Africa, they offered those men German uniforms, weapons, and training if they would take up arms against the British. The first 27, all seen as potential officers, were pulled out of German POW camps and sent to Germany for training in 1941. These were soon followed by thousands of others to fill out the ranks.
Let’s all agree that, regardless of motives or other accomplishments in your life, the photo of you shaking Hitler’s hand will never look good.
An Indian independence leader, Subhas Chandra Bose, helped start the legion and got serious concessions from Germany on how the troops would be trained, deployed, equipped, paid, and more. Basically, the agreement was that the unit would be trained, paid, and equipped at the same level as any normal German unit.
But, the Indian troops could not be deployed like normal German units. The agreement that formed the unit would limit it to combat deployments focused on overthrowing British control of India. So Germany had to fund the unit like any German force, but they could only use it for Indian independence.
But still, the trade-off was seen as worthwhile by Germany as it struggled with how it would one day root British forces out of the jungles of Asia. This worry would prove well-founded when Britain and India began sending “Chindits” into the jungles to break the logistics chains and defensive lines of Japanese forces.
Soldiers with the Free Indian Legion fight side-by-side with other German soldiers in World War II.
(German Federal Archives)
So the Indian Legion was formed and given a distinctive badge of a leaping tiger. But, in direct contradiction of the agreement, Indian Legion troops would go on to serve almost exclusively in Europe during the war. This wasn’t some dastardly Nazi plot though. It was simply the reality of the battlefield.
Savvy World War II buffs will remember that, while the Axis Powers were triumphantly marching across much of the world in 1941 when the legion was first recruited, it was suffering serious setbacks just a year later.
While the Indian Legion was going through initial recruitment, organization, and training, America joined the war, Polish and French resistance gained strength against Nazi occupiers, England turned back the German tide in the Battle of Britain, and America began limiting and then defeating Japan in the Pacific.
Italy, meanwhile, crumbled under the Allied assault like it was an Olive Garden.
So the Indian Legion, still in Europe for training, was sent to the Netherlands and France to get experience guarding coasts in 1943 until Germany was ready to invade through either the Soviet Union or the Middle East into India. Some Indian Legion members were still on the French coast when the Allies launched the 1944 Operation Overlord, the invasion of Fortress Europe through France.
The Indian Legion saw some combat there, but was quickly pulled from the front lines as the men complained that they would likely be executed as traitors if captured by British forces. The legion continued operations across Nazi-occupied France and Belgium and maintained some presence on the Atlantic Wall.
It suffered a few casualties against French forces, but saw little combat overall until the last of its troops deployed in France were sent to join brethren already in Italy. It was there, in Italy, that the Indian Legion surrendered to the Allies. Indian Legion members generally opted to surrender to American and French forces, but they were handed over to British and Indian forces quickly after capture.
The Indian political climate after the war had little appetite for prosecuting Indians who had worked, albeit with the Nazis, for independence. And most of the soldiers who faced court-martial saw their charges dropped or commuted.
The sister of the North Korean leader on Feb. 9 2018 became the first member of her family to visit South Korea since the 1950-53 Korean War as part of a high-level delegation attending the opening ceremony of the Pyeongchang Winter Olympics.
Arriving on her brother Kim Jong Un’s white private jet for a three-day visit, Kim Yo Jong and the country’s 90-year-old nominal head of state Kim Yong Nam are scheduled to meet with South Korean President Moon Jae-in on Feb. 10 in a luncheon at Seoul’s presidential palace.
Kim Yo-jong shakes hands with President of South Korea, Moon Jae-in during the Opening Ceremony of the PyeongChang 2018 Winter Olympic Games #OlympicTruce #Olympics@pyeongchang2018 pic.twitter.com/l1z3FaAh6X— Olympics (@Olympics) February 9, 2018
Dressed in a black coat, carrying a black shoulder bag, and hit with a barrage of camera flashes, Kim Yo Jong smiled as a group of South Korean officials, including Unification Minister Cho Myoung-gyon, greeted her and the rest of the delegates at a meeting room at Incheon International Airport.
The North Koreans — also including Choe Hwi, chairman of the country’s National Sports Guidance Committee, and Ri Son Gwon, chairman of the North’s agency that deals with inter-Korean affairs — then moved down a floor on an escalator to board a high-speed train to Pyeongchang.
Moon has been trying to use the games as an opportunity to revive meaningful communication with North Korea after a period of diplomatic stalemate and eventually pull it into talks over resolving the international standoff over its nuclear program.
The last time a South Korean president invited North Korean officials to the presidential Blue House was in November 2007, when late liberal President Roh Moo-hyun, the political mentor of Moon, hosted then-North Korean premier Kim Yong Il for a luncheon following a meeting between the countries’ senior officials.
Skeptics say North Korea, which is unlikely to give up its nukes under any deal, is just using the Olympics to poke holes at the U.S.-led international sanctions against the country and buy more time to further advance its strategic weaponry.
The North Korean delegation’s arrival came a day after Kim Jong Un presided over a massive military parade in Pyongyang that was highlighted by the country’s developmental intercontinental ballistic missiles, which in three flight tests last year showed potential ability to reach deep into the U.S. mainland when perfected.
South Korean media have been speculating about whether Kim will send a personal message to Moon through his sister and, if so, whether it would include a proposal for a summit between the two leaders.
Kim Yo Jong, believed to be around 30, is the first member of North Korea’s ruling family to visit the South since the Korean War.
As first vice director of the Central Committee of North Korea’s ruling Workers’ Party, Kim has been an increasingly prominent figure in North Korea’s leadership and is considered one of the few people who has earned her brother’s absolute trust.
Analysts say the North’s decision to send her to the Olympics shows an ambition to break out from diplomatic isolation and pressure by improving relations with the South, which it could use as a bridge for approaching the United States.
By sending a youthful, photogenic person who will undoubtedly attract international attention during the games, North Korea may also be trying to craft a fresher public image and defang any U.S. effort to use the Olympics to highlight the North’s brutal human rights record.
South Korea has yet to announce a confirmed schedule for the North Korean delegates aside from their participation in the opening ceremony and the Feb. 8 luncheon with Moon.
There’s a possibility that they would attend the debut of the first-ever inter-Korean Olympic team at the women’s ice hockey tournament, hours after their meeting with Moon. They could also see a performance by a visiting North Korean art troupe in Seoul before heading back to Pyongyang.
The North has sent nearly 500 people to the Pyeongchang Games, including officials, athletes, artists and also a 230-member state-trained cheering group after the war-separated rivals agreed to a series of conciliatory gestures for the games.
Moon, a liberal whose presidential win in May last year ended a decade of conservative rule in Seoul, has always expressed a willingness to reach out to the North. His efforts received a boost when Kim Jong Un in his New Year’s Day speech called for improved ties between the Koreas and expressed willingness to send athletes to Pyeongchang.
This led to a series of talks where the Koreas agreed to have its delegates jointly march during the opening ceremony under a blue-and-white “unification” flag and field a combined team in women’s ice hockey. A North Korean art troupe also performed in Gangneung on Feb. 8 2018 and will perform in Seoul on Feb. 11 2018 before heading back home.
Critics say that South Korea while cooperating with its rival over the Olympics allowed itself to play into the hands of the North which is apparently trying to use the games to weaken sanctions.
South Korea allowed the North to use a 9,700-ton ferry to transport more than 100 artists to perform at the Olympics, treating it as an exemption to maritime sanctions it imposed on its rival, and is now considering whether to accept the North’s request to supply fuel for the ship.
While neither Kim Yo Jong nor Kim Yong Nam are among the North Korean officials blacklisted under U.N. sanctions, the U.S. Treasury Department last year included Kim Yo Jong on its list of blacklisted officials over her position as vice director of the ruling Workers’ Party’s Propaganda and Agitation Department.
The U.N. committee monitoring sanctions against North Korea has proposed granting an exemption for Choe, who has been on the U.N. sanctions blacklist since last June.
When aspiring operators are being screened for selection into Delta Force, a collection of the most elite soldiers in the Army, they have to pass a series of rigorous and challenging tests, including a ruck march that they begin with no announced distance, no announced end time, and no encouragement. If they can complete this grueling ruck march, they will face a selection board and possibly join “The Unit.”
If they fall short, they go home.
Delta Force was pitched and built to be an American version of Britain’s Special Air Service by men like Col. Charles A. Beckwith, a Special Forces leader who had previously served as an exchange officer to the 22 SAS. Originally stood up in 1977, Delta was always focused on counter-terrorism.
Unsurprisingly, Beckwith got the nod to lead the unit he had helped pitch. He looked to the SAS itself for methods to winnow out those who might not be resolute at a key moment in battle, and embraced their stress event: a superhuman ruck march.
It wasn’t an insane distance, just 74 kilometers — or 40 miles. That’s certainly further than most soldiers will ever carry a ruck, but not an eye-watering number.
Col. Charles A. Beckwith, the first commander of Special Forces Operational Detachment-Delta.
(U.S. Army Special Operations Command)
But SAS candidates conducted this training at the end of what were already-grueling weeks of training. And on the day of the final march, they were woken up early to start it.
But the real mind game was not telling the candidates how far they had to go or how far they had already gone. They were just told to ruck march to a set point that could be miles distant. Then, a cadre member at that point would give them a new point, and this would continue until the candidate had marched the full distance.
Beckwith told his superiors that he needed two years to stand up Delta Force, partially because he felt it was necessary to incorporate this and other elements of SAS selection and training into the pipeline, meaning that he would need to recruit hundreds of candidates to get just a few dozen final operators. President Jimmy Carter wanted a new anti-terrorism unit, and senior Army brass were initially loathe to wait two years to give it to him.
According to his book Delta Force: a memoir by the founder of the military’s most secretive special operations, Beckwith had to fight tooth and nail to get enough candidates and time for training, but he still refused to relax the standards. Beckwith successfully argued that, to make a unit as capable or better than the SAS, the Army would have to fill it with men as tough or better.
This couldn’t just be men great at shooting or land navigation or even ruck marching. It had to be those people who would keep pushing, even when it was clearly time to quit.
To make his argument, he pointed to cases where capable men had failed to take appropriate action because, as Beckwith saw it, their resolve had failed. He pointed to the 1972 Olympics in Munich where great German marksmen failed to take out hostage takers early in the terror attack because they simply didn’t pull the trigger.
Beckwith needed guys who could pull the trigger, he knew that the SAS process delivered that, and he didn’t want to risk a change from the SAS mold that might leave Delta with people too reluctant to get the job done during a fight.
And so, the “Long Walk” was born into Army parlance. This is that final ruck march of selection. It’s 40 miles long, it’s conducted on the last day of training when candidates are already physically and mentally completely exhausted, and the rucksacks weigh 70 pounds.
Oh, and there is an unpublished time limit of 20 hours. And candidates can’t march together, each gets their own points and has to walk them alone. And, like in the SAS version, they don’t actually ever know the full course, only their next point.
Members of Special Forces Operational Detachment-Delta guard Gen. Norman Schwarzkopf.
Finally, while the first classes conducted the Long Walk at Fort Bragg, North Carolina, later iterations had to conduct the exercise in the mountains of West Virginia, adding to the pain and exhaustion.
Even men like future Lt. Gen. Jerry Boykin, who came to the course after the existence and general distance of the Long Walk were known, talked about how mentally challenging the uncertainty would be. He lost 15 pounds in the tough training that led to the march, and then he struggled on the actual event.
In his book, Never Surrender: A Soldier’s Journey to the Crossroads of Faith and Freedom, Boykin says that he was exhausted by the 8-hour mark. Having started before dawn, he would still have to walk deep into the night with his heavy ruck to be successful, praying that every point was his last.
But the next point wasn’t the last. Nor was the one after that, or the one after that. The cadre assigning the points cannot cheerlead for the candidate, nor can they tell the candidate if they’re doing well or if they’re marching too fast. Either the candidate pushes themself to extreme physical and mental limits and succeeds without help or encouragement, or they don’t.
In Boykin’s class of 109, only about 25 people even made it to the Long Walk, and plenty more washed out during that test. Freezing in the weather and exhausted from the weight, terrain, and distance, Boykin did make it to the end of the course. But, interestingly, even completing the prior training and the Long Walk does not guarantee a slot in Delta. Instead, soldiers still have to pass a selection board, so some people train for months or years, are marched to exhaustion every day for a month during training, have to complete the Long Walk, and then they get turned away by the board, are not admitted, and don’t become capital “O” Operators.
Delta Force has undoubtedly made America more lethal and more flexible when it comes to missions, but there are strict standards that ensure that only the most fit soldiers can compete in this space. And the Long Walk forces everyone but the most tenacious out.
It’s no secret that military recruitment numbers have been on the decline in recent years. There’re many factors that play into this, but one of the main reasons is eligibility. According to Tim Kennedy, however, the military isn’t out of luck just yet. And his solution doesn’t (and none should ever) involve lowering the standards.
On a recent appearance on the Joe Rogan Experience Podcast, Kennedy discussed, at great depth, the problems that plague recruiting depots, specifically recruitment within the Special Forces community. There simply aren’t enough able-bodied recruits. Obesity remains the leading disqualifying factor among young Americans.
(Photo by Pfc. Kelcey Seymour)
Recruits need to be able to meet physical requirements. While basic training and boot camp help slim down prospective troops, recruits must join up at a trainable level — after all, a drill sergeant isn’t a miracle worker.
“It’s harder to get into the military than it is to get into college,” says Kennedy. “You can’t go into the military if you smoke weed. You can’t go into the military if you have bad eyes. You can’t go into the military if you’re diabetic,” and the list goes on. “You can go to college if you have all those things.”
(Photo by Airman 1st Class Alyssa M. Akers)
Those factors above disqualify, off the bat, roughly 71 percent of young adults. Then, when you factor in the willingness to join among the remaining 29 percent, you’re stuck with the headache-inducing task of bringing in just 182,000 new troops this year. “The perception of the military is way less of an issue than us just having a qualified population of viable candidates to chose from.”
The obvious solution is to tell young adults to get healthy. But, as anyone who has had any sort of interaction with young adults can tell you, you’d be better off asking a brick wall to do something. Being unfit for service is a cultural problem that no amount of snazzy recruitment videos can fix.
Kennedy’s suggestion makes far more sense — and it was how he was brought into the military: selectively recruiting physically fit student athletes. Convincing a small subset of students to join is a much easier task than convincing the youth at large to slim down.
(Photo by Airman 1st Class Adam R. Shanks)
Back in Tim Kennedy’s high school wrestling days, he was approached by an Army Special Forces recruiter in a really bad suit. All it took was for the recruiter to show up and say, “hey guys, ever thought about Army Special Forces?” He handed Kennedy the card and took off.
That’s all it took to snag the most-beloved Green Beret of our generation.
To watch the rest of The Joe Rogan Experience Podcast, check out the video below.
Most people hate meetings –especially with large groups.
Sure, meetings are a great opportunity to get business done in the military, but many of the meetings I have attended and personally ran were squandered opportunities. I hate thinking about the hours of productivity lost sitting in meetings. Sometimes this was because of how they were structured; at other times, the people who called the meeting had no idea what they wanted to get out of it in the first place.
In my experience, most meetings fail because many of the participants don’t come to the meeting prepared, fail to read the room and end up sucking the productivity out of the room before any real work can get done. Yes. I’m pointing fingers, but one of them is pointing toward a mirror.
For me, meetings have been trial and error experiences, and it took me about 16 years before I came to the realization that I’ve been part of the problem. Below are three lessons I’ve learned over the years:
1. Don’t shoot from the hip and have your top lines ready.
I’ve gone to way too many meetings unprepared, not sure of what I wanted to contribute prior to walking into the room. I don’t recommend ever bringing a script, but definitely figure out your topline message ahead of time. Your topline message is the idea that you want the boss or other people in the room to take with them when they walk away from the table. Once you figure this out, write down 3-4 key points that support your message and talk through them.
Even if you have your topline ready and your supporting points in hand, step back and ask, “So what?” If we identify a threat, what are we doing about it? If we identify a risk, how are we mitigating it? By asking, “so what” we not only ensure what we’re communicating is relevant to the listener, and not wasting our time or theirs, but we also ensure that we’re not presenting problems without solutions to our leaders.
2. Don’t go too deep.
I might know 1000 details on the topic I’m briefing in a meeting, but you have to ask yourself: Is it helpful? Maybe not. Therefore, it helps to know what is “above the line” or “below the line” in communication. Above the line is all the information the leader needs to know to make a decision or form a judgment about a topic. Below the line are all the details that aren’t necessary. These two characterizations change as you rise in the organization.
What’s above the line for a battalion commander is (hopefully) different than what’s above the line for a division commander. I’ve lost the attention of many leaders by mixing the two and going into too much detail in meetings, wasting minutes and confusing my messages.
3. Listen. Read the room. Adjust as needed.
I can’t tell you how many times I failed to pay attention and either covered an issue that was already addressed or tried to push through with my prepared briefing even though I knew time was running out (because the major talking ahead of me wasn’t prepared and went into excruciating detail on his topic).
Nothing will take the energy out of a meeting faster than when someone fails to read the room. Even when I’ve sat there with my notecards and top lines ready to go, I’ve learned that I need to continue to edit based on the atmospherics in the room. Is the boss fidgeting in his chair? Did someone bring up a topic that dampened the mood of everyone else, therefore your good idea will fall on deaf ears? These are a few areas that we need to read when in meetings and adjust accordingly. Maybe my three-minute briefing can be shortened to one minute for the sake of everyone’s sanity.
One last thing. Don’t ever walk away from a meeting without understanding the due-outs and the next steps on the topics discussed. If you do, then the meeting was a waste. If there’s time at the end or before everyone leaves, do a quick check and make sure you heard and understood your obligations.
Meetings don’t have to be wasted time. We all have a responsibility to play a part. We need to come prepared, maybe even rehearse, so we aren’t reading a piece of paper. We need to understand what’s important to the people in the room and not show off our brilliance on a topic. And finally, we need to actually pay attention, read the room and adjust our contribution to the meeting as needed. I will probably never utter the words, “I can’t wait for this meeting,” but at least I can play my part not to make it a wasted opportunity.
British Prime Minister Theresa May accused Russia of carrying out a nerve agent attack on UK soil against a former spy — and Moscow’s response has been extremely aggressive, with veiled nuclear and death threats.
After blowing a UK-imposed deadline to answer for the attack, which UK experts assess used a Russian-made chemical weapon, a Russian foreign ministry spokesman warned the UK not to threaten nuclear powers.
The UK also possesses nuclear weapons, but Russia has more firepower and newer nuclear systems than any other nation and has frequently taken to threatening its neighbors and bragging about its capability to end life on Earth.
Additionally, Russian state TV broadcaster Kirill Kleimenov went on Russia’s popular Channel One to make veiled threats and insinuations that politically motivated murders in Britain would continue.
“The profession of a traitor is one of the most dangerous in the world,” Kleimenov said. “It’s very rare that those who had chosen it have lived in peace until a ripe old age.”
Outside of military threats, Russia has said it would respond in kind if the UK moves to expel Russian diplomats or scraps the media license for RT, a Russian-funded media organization.
“Not a single British media outlet will work in our country if they shut down Russia Today,” Russian Foreign Ministry spokeswoman Maria Zakharova said in response. International news outlets in Russia already operate under heavy scrutiny and cannot spread their news freely to the Russian people.
If Britain chooses to acknowledge the attack as having been carried out by Russia on its own soil, it can invoke Article 5 within NATO and trigger a response, possibly war, from the 29-member alliance.
But Russia stands accused of killing 15 former spies on UK soil, and experts tell Business Insider it’s unlikely the UK will go to war over the nerve agent attack.
The US Navy challenged China’s vast claims to the South China Sea on August 10, Navy officials revealed.
The US Navy conducted the third freedom-of-navigation operation under President Donald Trump in the South China Sea on August 10. The Arleigh Burke-class guided-missile destroyer USS John McCain (DDG-56) sailed within 12 nautical miles of Mischief Reef in the Spratly Island chain, according to Fox News.
A Navy P-8 reconnaissance and surveillance aircraft reportedly flew nearby.
The Arleigh Burke-class guided-missile destroyer USS Dewey sailed past Mischief Reef in late May. The Arleigh Burke-class guided-missile destroyer USS Stethem sailed near Triton Island, part of the Paracel Islands, in July.
Over the past year, China has been increasing its military presence in the South China Sea. China has been constructing military outposts in both the Paracels and the Spratlys and equipping them with armaments to protect its claims to the region, discredited by an international tribunal last year, through force.
China has constructed airstrips and hangars and protected harbors for the air and naval units in the Paracel Islands. The military has even deployed surface-to-air missiles. In the Spratly Islands, China has built airstrips and reinforced hangars, possible missile silos, and point defense systems.
The Chinese military has actually armed all seven of its military outposts in the Spratlys, strengthening its stranglehold on the disputed territories.
While the Trump administration was initially hesitant to rile China, which the president believed was an essential ally in addressing the North Korean nuclear crisis, Beijing’s hesitancy to act on the Korean Peninsula has led the administration to target China’s strategic interests.
In addition to freedom-of-navigation operations, the US has also conducted bomber overflights in the South China Sea.
Jocko Willink is the retired commander of the most highly decorated special operations unit of the Iraq War: US Navy SEAL Team Three Task Unit Bruiser, which served in the 2006 Battle of Ramadi.
In his new book “Extreme Ownership: How US Navy SEALs Lead and Win,” co-written with his former platoon commander Leif Babin, he and Babin explain the lessons learned in combat that they’ve taught to corporate clients for the past four years in their leadership consultancy firm Echelon Front.
During his 20 years as a SEAL, Willink writes that he realized that, “Just as discipline and freedom are opposing forces that must be balanced, leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities between one extreme and another.” By being aware of these seeming contradictions, a leader can “more easily balance the opposing forces and lead with maximum effectiveness.”
Here are the 12 main dichotomies of leadership Willink identifies as traits every effective leader should have.
‘A leader must lead but also be ready to follow.’
Willink says a common misconception the public has about the military is that subordinates mindlessly follow every order they’re given. In certain situations, subordinates may have access to information their superiors don’t, or have an insight that would result in a more effective plan than the one their boss proposed.
“Good leaders must welcome this, putting aside ego and personal agendas to ensure that the team has the greatest chance of accomplishing its strategic goals,” Willink writes.
‘A leader must be aggressive but not overbearing.’
As a SEAL officer, Willink needed to be aggressive (“Some may even accuse me of hyperagression,” he says) but he differentiated being a powerful presence to his SEAL team from being an intimidating figure.
He writes that, “I did my utmost to ensure that everyone below me in the chain of command felt comfortable approaching me with concerns, ideas, thoughts, and even disagreements.”
“That being said,” he adds, “my subordinates also knew that if they wanted to complain about the hard work and relentless push to accomplish the mission I expected of them, they best take those thoughts elsewhere.”
‘A leader must be calm but not robotic.’
Willink says that while leaders who lose their tempers lose respect, they also can’t establish a relationship with their team if they never expression anger, sadness, or frustration.
“People do not follow robots,” he writes.
‘A leader must be confident but never cocky.’
Leaders should behave with confidence and instill it in their team members.
“But when it goes too far, overconfidence causes complacency and arrogance, which ultimately set the team up for failure,” Willink writes.
‘A leader must be brave but not foolhardy.’
Whoever’s in charge can’t waste time excessively contemplating a scenario without making a decision. But when it’s time to make that decision, all risk must be as mitigated as possible.
Willink and Babin both write about situations in Ramadi in which delaying an attack until every detail about a target was clarified, even when it frustrated other units they were working with, resulted in avoiding tragic friendly fire.
‘A leader must have a competitive spirit but also be a gracious loser.’
“They must drive competition and push themselves and their teams to perform at the highest level,” Willink writes. “But they must never put their own drive for personal success ahead of overall mission success for the greater team.”
This means that when something does not go according to plan, leaders must set aside their egos and take ownership of the failure before moving forward.
‘A leader must be attentive to details but not obsessed with them.’
The most effective leaders learn how to quickly determine which of their team’s tasks need to be monitored in order for them to progress smoothly, “but cannot get sucked into the details and lose track of the bigger picture,” Willink writes.
‘A leader must be strong but likewise have endurance, not only physically but mentally.’
Leaders need to push themselves and their teams while also recognizing their limits, in order to achieve a suitable pace and avoid burnout.
‘A leader must be humble but not passive; quiet but not silent.’
The best leaders keep their egos in check and their minds open to others, and admit when they’re wrong.
“But a leader must be able to speak up when it matters,” Willink writes. “They must be able to stand up for the team and respectfully push back against a decision, order, or direction that could negatively impact overall mission success.”
‘A leader must be close with subordinates but not too close.’
“The best leaders understand the motivations of their team members and know their people — their lives and their families,” Willink writes. “But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself.”
“Leaders must never get so close that the team forgets who is in charge.”
‘A leader must exercise Extreme Ownership. Simultaneously, that leader must employ Decentralized Command.’
“Extreme Ownership” is the fundamental concept of Willink and Babin’s leadership philosophy. It means that for any team or organization, “all responsibility for success and failure rests with the leader,” Willink writes. Even when leaders are not directly responsible for all outcomes, it was their method of communication and guidance, or lack thereof, that led to the results.
That doesn’t mean, however, that leaders should micromanage. It’s why the concept of decentralized command that Willink and Babin used in the battlefield, in which they trusted that their junior officers were able to handle certain tasks without being monitored, translates so well to the business world.
‘A leader has nothing to prove but everything to prove.’
“Since the team understands that the leader is de facto in charge, in that respect, a leader has nothing to prove,” Willink writes. “But in another respect, a leader has everything to prove: Every member of the team must develop the trust and confidence that their leader will exercise good judgment, remain calm, and make the right decisions when it matters most.”
And the only way that can be achieved is through leading by example every day.
Every job has its unexpected perks. Even being a Marine Corps aviator in World War II had some unexpected benefits. This is because Marines make do, as the saying goes, and are used to making the most out of whatever Uncle Sam provides them to get the mission done. They will even make miracles happen when it’s not part of the mission.
That’s just what Marines do, even when it comes to ice cream.
You read that right.
Everyone loves ice cream and I state that firm belief as someone who has been lactose intolerant his entire life. Marines these days give the Air Force a lot of smack for (almost) always having sweet treats present wherever there’s an Air Force dining facility. But let’s be real, after a few days, weeks, or however long being deprived of even the simplest luxury, a bit of ice cream goes a long way. Marine aviators in the Pacific Theater thought so, too.
The United States captured the island of Peleliu from Imperial Japan after more than two months of hard fighting toward the end of 1944. Marines on Peleliu were within striking distance of the enemy, but since there was no real threat at the time, they were not on combat patrols or supporting operations elsewhere in the theater. The Marines were getting bored and if you’ve ever made it past basic training in any branch of the military, you know there are few things more inventive or more dangerous than bored Marines.
The crew of the USS Lexington raided the ice cream stores after being torpedoed by the Japanese in 1942. That’s not a joke.
One squadron commander, J. Hunter Reinburg, figured he could probably raise morale among his men if he could fix one of his F4U Corsair fighter-bombers to become a high-altitude ice cream maker. It wouldn’t be that hard. His crews cut the ends off a drop tank, created a side access panel, and strung a .50-caliber ammo can in the panel. He instructed the mess sergeant to fill the ammo can with canned milk and cocoa powder. All he had to do was get it cold enough to freeze – no problem for a high-altitude fighter.
There was something to Reinburg’s thinking. Ice cream has long been a staple of American morale. During the years of Prohibition, ice cream and soda jerks replaced bar nuts and bartenders for many Americans. Ice creams were marketed toward helping people cope with suffering during the Great Depression. When World War II broke out, other countries banned ice cream to enforce sugar rations — but not the United States. Americans loved the sweet treat so much the U.S. military even planned to build a floating ice cream factory and tow it into the Pacific Theater.
For Marines stranded on a hot island with no fresh food and no refrigeration, high-altitude ice cream was a great idea.
I need to get me one of those old-time ice cream makers.
Army Air Corps bombers had been making the sweet treat in the same way for years, flying at frigid high altitudes while the hum and vibrations from the engine churned the milk and sugar into frozen ice cream. For the Marines, the first run was a disaster. Reinburg circled the island at 33,000 feet for 35 minutes. When he landed, the mixture was still liquid. But Marines don’t give up so easily.
The second run saw ammo cans bolted onto the underside of wings to keep the ice cream base far from the hot engines. The mixture froze, but didn’t have the creamy texture the men wanted so badly. The third run was the most inventive of all. This time Marines rigged the ammo cans themselves with propellers which turned a screw inside the ammo cans, churning the ice cream as it froze.
This time the ice cream was perfect. The only hitch was they forgot to let the Operations Officer, a Colonel, have a ration of ice cream.