Get ready for a new A-10 budget fight. Air Force Chief of Staff Gen. David Goldfein wants to fund new initiatives in connectivity, space, combat power projection, and logistics starting in 2021 – to the tune of $30 billion on top of what it is already using. One way to do that, says Todd Harrison, a defense budget analyst at the Center for Strategic and International Studies, is to retire $30 billion worth of legacy aircraft.
That is, get rid of the old stuff to make room for the new.
While getting rid of these aircraft isn’t the only way to make room for the new initiatives and save $30 billion, it is the fastest route to get there, and many of the retirements make sense. Some of the planes’ missions are obsolete, some of the airframes are currently being updated with newer models, and at least one can’t even fly its primary mission due to treaty obligations.
The B-1B is already scheduled for retirement in the 2030s, but retiring the program early could save up to .8 billion. At 32 years old, the Lancers are already struggling with a 50 percent mission-capable rate. It can’t even complete the missions for which it was designed as a nuclear deterrent. The Air Force’s fastest bomber, the one that carries the biggest bomb loads, can’t carry nuclear weapons under the terms of the 1994 START I agreement with Russia.
Also scheduled for retirement in the 2030s, the B-2 Spirit has a mission-capable rate of 61 percent and is scheduled to be replaced by the new B-21 Bomber in the late 2020s. Retiring the B-2 early could save as much as .9 billion.
A-10 Thunderbolt II
The Air Force’s 281 A-10s are mission capable 73 percent of the time and are its primary close-air support craft. The average A-10 is 38 years old, and even though the bulk of the A-10 fleet has just been scheduled to get new wings, canceling the re-winging and retiring the Warthog could save as much as .7 billion.
Retiring the 59 heavy tankers in the U.S. Air Force fleet would save the service billion if they do it before 2024 – when they’re scheduled for retirement anyway. This may create a tanker shortage because the new Boeing KC-46 Pegasus tanker isn’t quite ready for prime time.
RC-135V/W Rivet Joint
This signals intelligence and optical and electronic reconnaissance aircraft is more than 56 years old but still kicking around the Air Force waiting for a yet-undeveloped Advanced Battle Management System to replace its old tech. While retiring it before 2023 would save .5 billion, it would create a gap in electronic and signals intelligence capacity.
E-3 Sentry AWACS
These 39-year-old planes are mission-ready just 66 percent of the time and are undergoing modernization upgrades. If the Air Force scraps its modernization along with the rest of the airframe before 2023, it could save billion.
U-2 Dragon Lady
Getting rid of the 37-year-old U-2 would save some billion for the Air Force. The Air Force could then rely on the much more efficient RQ-4 Global Hawk drone for ISR.
Also waiting for the unknown advanced battle management system, the 16 Joint Surveillance Target Attack Radar aircraft in the Air Force are already scheduled for retirement. But actually retiring the aircraft would save the USAF .7 billion.
The day started like any other Thursday fly day. We briefed, put on our flight gear and stepped to the jets. Startup, taxi, takeoff and departure to the airspace all went as planned.
Upon reaching the outer limits of Salt Lake City airspace, I felt the cabin pressurize, the air conditioning stop and a warning tone annunciate in my headset and on the panoramic cockpit displays.
While maintaining aircraft control and keeping a safe distance from my flight lead, I looked at my Integrated Caution and Warnings, or ICAWs, and saw that I had an “IPP FAIL” warning along with an advisory telling me that I was now using the auxiliary oxygen bottle instead of the Onboard Oxygen Generation System, better known as OBOGS.
In the F-35 Lightning II, loss of the Integrated Power Package, or IPP, means loss of OBOGS, cabin pressurization, cooling functions to many vehicle systems, backup generator power and numerous other functions.
From my emergency procedures training, I knew the first steps in the 11-step checklist were to descend below 17,000 mean sea level, manually turn on the backup oxygen system, bring the throttle to idle for five seconds and actuate the flight control system/engine reset switch. These critical steps made sure I wasn’t exposed to any physiological effects from the cabin depressurizing or losing the OBOGS and hopefully reset the IPP without further troubleshooting.
A US Air Force F-35A from the 421st Fighter Squadron at Hill Air Force Base in Utah, takes off during Operation Rapid Forge at Spangdahlem Air Base, Germany, July 18, 2019
(US Air Force photo by Staff Sgt. Jonathan Snyder)
Unfortunately, these initial actions did not reset the IPP, so I radioed my flight lead to let him know what was happening. He confirmed that I had completed the initial checklist actions, gave me the lead and backed me up in the checklist. I saw no other abnormal indications other than the IPP warning, so I began the process to manually reset the IPP. At this time, there was no urgent need to land, so we maintained our flight plan to the airspace with hopes a successful reset would allow us to continue our mission.
I began the reset procedure, and after a few minutes, the IPP FAIL went away, indicating the jet believed I had a successful reset; however, things did not seem right in the cockpit. The air conditioning seemed weak and I did not feel or see the cabin pressurize as expected. Realizing this, I pushed my power up to military power, or MIL, and within a few seconds got a second IPP FAIL warning.
After the second failure, my flight lead and I concurred that we needed to return to base quickly. It was a warm day in September, and degraded aircraft cooling could be an issue. He took the radios and began coordinating with Salt Lake Center Approach while I finished up with the checklist.
I turned my cabin pressure switch to RAM, or ram air, which allows for outside air cooling for flight critical systems and also turned off my nonessential avionics to reduce the cooling load. We declared an emergency, approach cleared us to our normal recovery pattern and we began to prepare for landing at Hill Air Force Base, Utah.
A US Air Force F-35A, from the 421st Fighter Squadron, Hill Air Force Base, Utah, takes off at Spangdahlem Air Base, Germany, during Operation Rapid Forge, July 16, 2019.
(US Air Force photo by Airman 1st Class Kyle Cope)
As we pointed to our recovery point, another ICAW annunciated, indicating degraded cooling to my flight control system. This ICAW was expected when the IPP failed; however, when I opened the checklist, I initially went to the failed cooling page, which told me to land as soon as possible. I told my flight lead, we pointed directly to the field for a visual straight-in approach, and I began to dump fuel — something I should have considered prior to this point due to still having roughly 13,000 pounds of fuel; well above what I wanted to land with.
We switched to the supervisor of flying, or SOF, frequency and updated him on our plan. The SOF backed us up and made sure we were all on the same checklist. This was when I realized that I needed to reference the degraded cooling checklist, which was right next to the failed cooling checklist. It did not change our game plan, but it was something I could have handled better during the emergency procedure.
As I flew to a 5-mile final, my flight lead told me to focus on flying a good final and adhering to all normal checklists. The last thing either of us wanted was to make an emergency situation worse by flying a bad approach.
At 5-mile final, I put my gear handle down and the gear extended normally. Seconds after putting my gear down, I heard another warning tone and saw another ICAW, this time indicating some serious cooling issues had occurred to my voltage converters, which are critical for several aircraft functions that allow us to land. This ICAW starts a worst-case, 14-minute timer for gear, brake and hook actuation.
I did not have time to reference my checklist since I was already on 5-mile final, so I told my flight lead to confirm checklist steps with the SOF, primarily for immediate concerns and after-landing considerations. The landing was normal, and I elected to taxi clear of the runway and shutdown as soon as possible since I now had multiple cooling issues.
Crew chiefs with the 421st Aircraft Maintenance Unit work on an F35A Lightning II returning to Hill Air Force Base, Utah, after a two-month European deployment, July 31, 2019.
(US Air Force photo by R. Nial Bradshaw)
Overall, IPP FAILs are not common in the F-35, but they do happen from time to time and we train frequently to emergency procedures in simulators to handle them correctly. As a young wingman in a single-seat fighter, I learned — and confirmed — five good lessons that I believe are applicable for any airframe and pilot:
Always maintain your composure and accomplish each phase of flight or emergency procedures one step at a time.
Take your time and maintain control of your aircraft before digging into a checklist.
Use the resources around you to back up your diagnosis and decisions. This will allow you to focus on the highest priority tasks. In this case, I had an awesome flight lead who took the radios and trusted my ability to handle what I was seeing. The supervisor of flying backed me up on checklist management and our game plan, and Salt Lake Approach Control got us where we needed to go in an expedited manner.
Checklist management is critical, especially in a single-seat, single-engine aircraft with hundreds of different checklists. I believe this was something I could have done better as we made our recovery back to Hill AFB.
Once you are on final and prepared to land, focus on making a good approach and landing a bad aircraft, as to not make a bad situation worse. My flight lead did a great job reminding me of that and making sure my mind was in the right place as we approached final.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
However, if you’re an active duty US military member, AmEx will actually waive the annual fee. As reported by US Navy veteran Richard Kerr for The Points Guy, service members must request the benefit by calling the number on the back of the card — it isn’t applied automatically. AmEx uses an automated program to confirm your service, and refunds the annual fee in the form of a statement credit.
This can be particularly useful for military members who find themselves traveling frequently, either as a part of their service or during leave periods — or for traveling spouses and children, who can be added as authorized users. But the card can be incredibly valuable even for non-service members who have to pay the whole fee. Here are some of the benefits that make that the case.
Airport lounge access
Airport lounges are exclusive areas where you can enjoy seats, an internet connection, food, drinks, and sometimes other amenities. Although lounges were traditionally reserved for first class and business class passengers, many are accessible to any traveler who holds either a lounge membership or certain credit cards — and the Platinum Card from American Express offers access to three different kinds of lounge.
The first type is AmEx’s own proprietary lounges, located at eight airports in the United States — and in Hong Kong — with three more US locations set to open in 2019. These chic venues offer an oasis in the middle of the main terminal’s chaos, featuring comfortable seating, complimentary cocktails and food created by award-winning mixologists and chefs, respectively, and other amenities. Access to these lounges is limited to holders of the AmEx Platinum or AmEx Centurion cards.
If you’re flying with Delta and carry a Platinum Card, you can also access any Delta Sky Club lounge. With more than 30 locations, Sky Clubs offer snacks, complimentary soft and alcoholic drinks (with more “premium” drinks available for purchase), fast Wi-Fi, and a place to unwind. Some locations also feature showers.
Finally, the Platinum Card comes with a Priority Pass membership. Priority Pass is a network of more than 1,200 airport lounges around the world. With the membership provided by your Platinum card, you and two guests can access any location (as long as there’s room) to enjoy free snacks, drinks, newspapers and magazines, showers, and more, all separate from the hustle and bustle of the main terminal. If you have an international version of the card, instead of the US version, be sure to double check the guest policy for your card’s Priority Pass benefit. Priority Pass also offers credits at some airport lounges and restaurants.
Membership Rewards points
The Platinum Card earns Membership Rewards points, which are the currency in AmEx’s loyalty program. Points can be exchanged for statement credits or cash back, used to book travel through the AmEx Travel website, or transferred to any of 17 airline and three hotel transfer partners (transferable points are among the most valuable).
The card earns a whopping 5x points on airfare purchased directly through the airline, as well as flights and prepaid hotels reserved through AmEx Travel. It earns one point for every dollar spent elsewhere.
The Platinum Card comes with a welcome offer of 60,000 Membership Rewards points after you spend ,000 on purchases in the first three months after account opening. The value of the points depends on how you use them, but by transferring them to airline frequent flyer programs, it can be possible to use those welcome points to fly round-trip to Europe, or even one-way in first class.
0 airline fee credit
Every calendar year, the Platinum Card offers a 0 credit toward incidental fees on one airline (that you can choose at the beginning of each year). While it doesn’t cover tickets, it applies to a wide variety of charges and fees, such as checked bags, change fees if you need to change your flight, in-flight food and drinks, fees for traveling with a pet, airport lounge day passes (if you don’t already have complimentary access), and sometimes even things like seat assignments and extra legroom upgrade fees.
Up to 0 in Uber credits
In March, 2017, American Express added this as a new perk to the Platinum Card. The credit works within the US, and is worth up to 0 per year, broken into monthly chunks; each month, you’ll get a credit added to your linked Uber account, with an extra for a total of each December.
(Stock Catalog photo)
If you travel on a regular basis or live anywhere near most cities, this is an easy perk to get value from. You can also put the credits toward UberEats orders.
In addition, your account will be upgraded to Uber VIP status. There aren’t a ton of perks with this, and it’s only available in certain cities, but with Uber VIP, you’ll only be connected to drivers rated 4.8 stars or higher. Uber also says that Uber VIP drivers have “high-quality cars.”
This is a brand new benefit that AmEx added to the Platinum Card in July 2018. US card members can enroll to get up to 0 in statement credits each year in store or online at Saks Fifth Avenue. The credit is broken into two parts, with up to available every six months.
Although many things at Saks are quite pricey, there are plenty of items in the -100 range — and lower — that you can find by browsing the website. Sneakers that are on sale, things like Converse shoes, t-shirts, sweaters, or more. You can learn more about the benefit here.
Elite status at Starwood, Marriott, and Hilton hotels
Elite status at hotels can be incredibly valuable, often including free perks like daily breakfast, room upgrades, early check-in or late check-out, premium internet, lounge access, free nights, points-earning bonuses, and more. Usually, only the top frequent travelers earn status, but with the Platinum Card, you can earn it before you’ve stayed a single night.
The card comes with gold-level elite status at both Hilton and Starwood hotels. Because Starwood is owned by Marriott, the latter matches your status at Starwood. If you stay at hotels even a few nights a year, these benefits can be extremely valuable — especially considering how expensive hotel breakfasts can be.
Global Entry or TSA PreCheck
TSA PreCheck and Global Entry (which comes with PreCheck) are absolute musts for just about any traveler. Once you enroll, you can use special lanes to breeze through airport security — you won’t have to remove shoes and light coats, and you can leave your laptop in your bag. With Global Entry, you can use a fast lane when you return to the US from abroad, which makes clearing immigration and customs easy and quick. The programs cost -0, and American Express will provide a credit for that fee every four years (memberships are valid for five years).
AmEx also Platinum card members access to the AmEx Fine Hotels and Resorts program. When you book participating hotels through AmEx Travel (there are nearly 1,000 worldwide), you’ll enjoy valuable perks including room upgrades, free breakfast, late checkout, free Wi-Fi, and a unique amenity at each hotel, like a credit to use at on-property spas or restaurants.
An exclusive concierge service is available to Platinum cardmembers, too. While the services are complimentary, you’re responsible for paying for any services booked or purchases made on your behalf (don’t worry, the concierge will always ask for approval first). The service can come in helpful for things like getting tickets to shows or making reservations at exclusive restaurants.
The Platinum Card from American Express comes with a high annual fee of 0, but the value of the card’s annual benefits more than outweighs the fee. That’s especially true the first year, when you can earn welcome points.
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This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The U.S. military has a lot of great options when it wants to kill the enemy. Some of the world’s best planes, artillery, and helicopters work with ground pounders to dominate lethal operations.
But when it comes to dealing with crowds, the military wants more options. One of its most promising candidates is the Active Denial Technology system, which focuses a beam of energy to heat the target’s skin 1/64 of an inch deep. It creates a sensation of sudden heat and pain, convincing the target to run.
Former Marine Sergeant Dan Manrique left the Marine Corps in 2007 after a deployment to the Middle East and returned home to Thousand Oaks, in the northwest part of greater Los Angeles, ready to start a new chapter in his life. Like many Marines, Dan loved physical fitness, serving his country, and beer. He struggled to find a community that could offer the same camaraderie and esprit de corps that he felt on a daily basis while in the Corps. That was, until Dan joined a local chapter of Team Red, White & Blue, who affectionately refer to themselves as “Eagles.”
Genevieve Urquidi (Center) Dan Manrique (Right) with fellow Eagles at a Team RWB event.
Dan found his passion within Team RWB’s mission, “to enrich the lives of America’s veterans by connecting them to their community through physical and social activity.” Team RWB brings civilians and veterans together by organizing both volunteer and social events within local communities.
Dan, a lifelong Los Angeles Dodgers fan, quickly bonded with his fellow Eagles while watching his favorite team. One of Dan’s close friends and fellow Team RWB Eagle Genevieve Urquidi recalled to We Are The Mighty about first meeting Dan in 2013,
“My first impression of him was that he was super nice but quiet. Over the next few years, the dynamic of our relationship changed from being teammates to being friends.”
Dan Manrique (Bottom Left) enjoys a beer with his fellow Eagles.
As a member of Team RWB, Dan thrived in a group that allowed him to both serve his community with volunteer work and also build lasting friendships. Dan soon took his desire to serve one step farther by helping other veterans find the same renewed sense of purpose that he discovered as an Eagle. Dan worked passionately with homeless and other veterans in need within the Los Angeles area. Members of Team RWB often volunteer on weekends and after a long day of community service Dan loved to come together with his friends for his other passion, craft beer.
Soon Dan’s fellow Eagles encouraged and inspired him to follow his own dream of starting a business that would echo the things Dan loved in life, service and beer. In 2015, Dan launched a craft beer company with his close friend, Tim O’Brien, creatively named the O’Brique Brewing Company, with the goal of “making great beer that follows and builds upon the lessons of the military…service, camaraderie, and causes greater than ourselves.”
Fellow Eagles carry their favorite pictures of Dan Manrique during the honor run.
While he continued to build his business, Dan, the epitome of a Marine NCO, soon worked his way up from volunteer to full-time staff member with Team RWB. As a Pacific Region Program Manager, Dan dedicated himself to building up the Team RWB community in Southern California by planning group activities, such as, volunteer work, attending Dodger games, outdoor events, and, of course, beer tastings.
Laura Werber, a member of the Team RWB board of directors and Los Angeles Eagle told We Are the Mighty about her friend Dan,
“One of my favorite memories of Dan is his leading a “squat challenge” on the summit of Mt Baldy. On those hikes, we chatted about our mutual love of craft beer and his aspirations to run his own brewery. I took pride in Dan’s progress on his business, as I sampled the fruits of his labor, admired the website he had produced, and listened to his plans to launch his business.”
Sadly, last week, Dan and 11 others, including a Sheriff’s officer, were killed in the Thousand Oaks shooting at the Borderline bar. In the wake of this tragedy, members of the Los Angeles veterans community and Team RWB came together to honor their fallen friend.
Friends and fellow Eagles gather in honor of Dan Manrique
On Saturday night, also the 243rd birthday of the United States Marine Corps, members of Team RWB gathered together and raised their glasses to Dan Manrique. Friends and fellow veterans shared stories about the positive impact Dan had on their lives. Then, in the early morning of this Veterans Day, over 100 members of the community organizedan Honor Run along the Santa Monica beaches in Dan’s memory.
Fellow Marine veteran and close friend Rudy Andrade, who participated in both events, told We Are The Mighty, about the feeling of community Dan inspired in others,
“I felt the loss but I also felt the support of everyone who came to honor Dan. He is gone but the love he shared with us continues.”
As Dan’s fellow Eagles said their goodbyes, many of his friends and fellow veterans reflected on how he would have enjoyed their final salute. Tim O’Brien, Dan’s business partner, has renewed his commitment to keep the brewery running,
“It will be part of Dan’s legacy. He wanted a beer that serves. A brewery that contributes to causes and the community veteran-owned, so we’re going to keep it going.”
Dan’s funeral service will be held later this week with many of his fellow Eagles coming from across the country to pay respects to their fallen friend. In lieu of flowers, please consider making a donation to Team RWB in Dan’s memory.
U.S. Army Reserve Lt. Col. Lisa Jaster was 37 years old when she attended Ranger School. While the average age of attendees in the course ranges in the early 20s, that didn’t deter her, and in October of 2015 she graduated from the course.
She was the first woman in the U.S. Army Reserve to do so.
Four years later, her advice to others is simple.
“You have to be ‘all-in,'” said Jaster. “Be willing to give everything you have for the school and maintain your integrity. The first week is published therefore you know what to expect and how to succeed. Once you’ve passed the physical entrance exam (RAP week), you will need to have the mental toughness to push through conditions that could beat a lesser person down.”
“Do not let ‘quit’ in,” she continued. “That means once you allow quitting into your mind as an option, it will move in, live there, steal your motivation, and eventually defeat you from within.”
Maj. Lisa Jaster in late 2015, after her graduation from Ranger School that previous October.
(Courtesy of Lt. Col. Lisa Jaster)
The all-in attitude that Jaster says is the key to success for Ranger school has also been tantamount to accomplishments in other aspects of her life. As a citizen soldier, she demonstrates that one can serve their country while continuing to have a civilian career.
In the past three years, Jaster has been a senior project engineer with Shell Oil Co. before becoming the director of civil engineering for MS Engineering. She also has become a professional speaker with Leading Authorities, holding engagements across the country.
In the Army Reserve, she has been a battalion executive officer, an engineering team lead supporting the Iraqi Security Forces during Operation Inherent Resolve, and is now the brigade executive officer for the 420th Engineer Brigade, 416th Theater Engineer Command.
Throughout all of her experiences, her definition of leadership and what is expected of leaders has one constant: be consistent in your words and actions, and set the example for others to follow. This definition has served her well in both her military and civilian life.
“Everyone needs to be led as an individual, and each individual brings something to the fight as long as they are vested in the end state,” said Jaster. “A leader is someone who inspires those around them to be better versions of themselves.
U.S. Army Reserve Lt. Col. Lisa Jaster, executive officer, 420th Engineer Brigade, poses with her family after promotion from Maj. to Lt. Col. Jaster graduated from Ranger School in 2015, the first female officer in the Reserve to do so.
(Photo by Capt. Daniel Johnson)
“Traditionally,” she continued. “I have said that consistency is the most important aspect of leadership to ensure subordinates can perform in the absence of guidance,” After Ranger School, I have created the three Cs – Consistency, Communication and Competence. There are a lot of other aspects to being an effective leader, but these are necessary starting blocks.”
Jaster approaches her personal life with the same care as her professional one. A dual military couple, she and her husband, Marine Corps Lt. Col. Allan Jaster, have two children. Their support of each other and their children has been a critical factor in their accomplishments.
“Balancing the Citizen (employee, mom, wife, sister, daughter, and individual) with the soldier is very complicated,” said Jaster. “I used to try to silo both aspects of who I am but found that so much bleeds over from one job to the other that I need to be fluid with those lines.
“What that means,” continued Jaster. “Is that Army conference calls can happen during cheer practice, and I might need to review proposals for work while I am in the field with the Army. It means being open and honest with my spouse, my military boss, and my civilian supervisor about what I can handle and what might be coming up. Having a strong support team with regards to extended family, friends and hired help is critical to ensure nothing at home drops.”
Jaster does not want her Ranger School experience to define her. Since her completion of the course, she has advised to not identify soldiers and civilians by their race, sex or creed, but their skills, attributes and performance.
She created the hashtag #deletetheadjective for social media to emphasize her message, and throughout all of her speaking engagements, she has consistently stated the best teams are those with the highest level of competencies, not just a group identity. Being in the Army Reserve has allowed her to serve her country while creating awareness, and discussion, of the topic.
U.S. Army Reserve Lt. Col. Lisa Jaster, executive officer, 420th Engineer Brigade, receives a new patrol cap from her family signifying her promotion from Maj. to Lt. Col.
(Photo by Capt. Daniel Johnson)
“Ranger school was just part of my path,” said Jaster. “It was not an end state. I have a larger public voice because of graduating from Ranger School. My true failure or success is what I decide to do with that voice. If I can live by the Ranger Creed and set an example which brings our community together for a smooth gender integration, then that is the goal I am striving for.”
Looking forward to the future, Jaster continues to strive for excellence. Whether in uniform or out, she has used her previous accomplishments to continue to fuel her drive to succeed and set the example for others to follow. Her discipline and dedication to her family, civilian profession, and military career is a standard she refuses to let falter.
“Ranger School does not make me a good or a bad officer,” said Jaster. “It does mean there are certain external expectations of me that were previously only self-imposed. This gives me an additional drive to continue to train martial arts, strength, endurance and tactics, even when time constraints make it difficult and my current job doesn’t require it.
“I am looking forward to being a battalion commander,” she continued. “After battalion command, I am not sure what the Army holds, but I plan to stay in uniform as long as I can.”
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.
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.
On a flight line shrouded in a constant haze and tortured by Thailand’s relentless sun, the sounds of jet engines and jungle birds fill the ears of Staff Sgt. Travis Davis, 8th Aircraft Maintenance Squadron crew chief; a best friend to any 35th Fighter Squadron pilot who puts their trust in crew chiefs like Davis every time they fly.
While executing U.S. Indo-Pacific Command objectives and U.S. Pacific Air Forces priorities at Korat Royal Thai Air Force Base, Davis and 114 other maintainers from the 8th Fighter Wing, Kunsan Air Base, South Korea, are operating and will redeploy 12 F-16 Fighting Falcons loaded with full-scale-heavy-weight-munitions supporting exercise Cobra Gold 2019. Cobra Gold is a Thai-U.S. co-sponsored exercise that promotes regional partnerships to advance security cooperation in the Indo-Pacific region and is one of the longest-running international exercises.
Behind the Scenes: Air Force Crew Chief Prepping F-16 for Launch
Staff Sgt. Travis Davis, 8th Aircraft Maintenance Squadron crew chief, inspects an F-16 brake during exercise Cobra Gold 2019 at Korat Royal Thai Air Force Base, Thailand, Feb. 19, 2019.
(U.S. Air Force photo by Senior Airman Savannah L. Waters)
Davis and other maintainers quickly adapted to operating in a hot and humid environment alongside their Royal Thai Air Force partners, and as the sun shines, they’re reminded of the winter conditions of home-station.
“I like my job, but there are people who don’t necessarily enjoy it due to extreme cold or hot weather conditions,” Davis said. “Especially when we are busy and breaks are hard to come by, but the mission comes first.”
Davis advises fellow crew chiefs in maintaining, servicing and inspecting the F-16s. His inspector role ensures 8th AMXS Airmen are equipped with the proper tools and skill sets to get the job done as safely and efficiently as possible, while keeping those who fly the jets reassured that they’re sitting in a well taken care of and lethal jet.
“As a crew chief, you need to keep your head on a swivel, and make sure to pay attention to what you’re doing,” Davis said. “You have someone else’s life in your hands, and mistakes can quickly escalate into a life or death situation. We can always replace parts here and there, but we can’t replace a person.”
Staff Sgt. Travis Davis, 8th Aircraft Maintenance Squadron crew chief, gives the 35th Fighter Squadron’s “Push It Up!” sign during exercise Cobra Gold 2019 at Korat Royal Thai Air Force Base, Thailand, Feb. 19, 2019.
(U.S. Air Force photo by Senior Airman Savannah L. Waters)
Consistency is very important, Davis said, and a mistake on a crew chief’s part creates the potential for loss, whether it’s a million aircraft or a precious life.
With no U.S. aircraft maintenance support, Davis and other 8th AMXS maintainers learned to operate in conditions that are similar to a bare base during Cobra Gold 19. Weapons, avionics, and other maintenance specialists assisted crew chiefs in launching aircraft by aiding as a “B man,” and egress technicians supplemented crash and recovery teams to build F-16 tires.
Regular maintenance, inspections, refueling, launch and recovery is a lot of work, said Davis, but combining hands-on efforts across the 8th MXG enabled smoother transitions throughout the exercise.
“Cross utilization of maintainers of different (Air Force specialty codes) and roles is a true embodiment of maintainers making the mission happen,” said Capt. Su Johnson, 35th Aircraft Maintenance Unit officer in charge. Without (the) Wolf Pack maintainers’ pride and aggressive attitude to succeed, exercise Cobra Gold would not have been successful.”
Davis has averaged about 50 work hours a week, overseeing maintenance operations and inspections so pilots are able to conduct training without delay or complications.
“I’m thankful for the many opportunities this career has given me the last 10 years,” Davis said. “It makes you really appreciate the job, even on the tougher days. During deployments and exercises such as Cobra Gold, you really get to see the bigger picture, and how your work contributes to and impacts the mission.”
Few British politicians are as controversial as former Prime Minister Margaret Thatcher. Still, it was incumbent upon foreign governments to protect her when she traveled abroad. When preparing to visit Japan for an economic summit, Thatcher received the strangest offer for protection – Japan wanted to protect the Iron Lady with a team of twenty “Karate Ladies.”
It may sound like a silly offer, but at the heart of it, the Japanese were doing their best to accommodate Thatcher on the basis of her gender. In June 1979, the British Prime Minister was due to visit Tokyo for an economic summit and Thatcher had just won the post of Prime Minister – the first woman in the United Kingdom’s history to hold the position. She beat out the male Labour candidate James Callaghan just one month prior. The Japanese public were interested in Maggie Thatcher’s status as Britain’s premier working mother.
Thatcher was not interested in attending the conference as a woman, but rather wanted to attend as the Prime Minister of the United Kingdom.
“If other delegation leaders, for example are each being assigned 20 karate gentlemen, the Prime Minister would have no objection to this; but she does not wish to be singled out. She has not had in the past, and does not have now, any female Special Branch officers.”
Thatcher with Japanese Crown Prince Akihito.
Sir John Hunt, Thatcher’s Cabinet Secretary, raised the issue with his Japanese counterpart when discussing the Prime Minister’s security detail.
“Sir John said that Mrs. Thatcher will attend the summit as prime minister and not as a woman per se and he was sure that she would not want these ladies; press reaction in particular would be unacceptable.”
The bodyguard force was supposedly made up of 20 or so all-female bodyguards who were trained in unarmed combat, among other skills. Thatcher’s objection wasn’t to the offer of a security detail, but rather the idea of an all-female unit. They wanted to avoid the embarrassment of even getting such an offer, but the offer reached the British press anyway. Thatcher attended the 1979 summit, where no Karate Ladies were present or required.
During WWII, women were tasked with an overwhelming number of expectations. In many cases, it was females who were left to fill jobs of manual labor. With so many soldiers fighting in the war, there was a huge void in the workforce. Women filled in, taking over jobs that were once only suitable for men to do. However, for military spouses, the expectations were far different. With a husband at war — or at least in the military in a time of war — women were expected to hold down the home, and then some.
Compared to today’s norms, however, spouses of the 1930s and 40s had far different tasks assigned to them. Take a look at what it was like to be a spouse during WWII and how their expectations differ from military spouses today.
You served as a wife and mother
In all public cases during WWII, military spouses were females. That meant women married to a male service member, the most common enlistment and commission circumstances at the time. While women could serve in the military, it was simply less common than it is today.
Then, the woman was expected to work in her own home. Not in a home office, but as a mother and wife. Her roles were to cook for her family, clean the home, and ensure the kids had when they needed. And for the cherry on top, she was expected to dress up and look nice while doing it. Heels and all.
You wrote long, detailed letters
If your spouse was at war, this meant the only form of communication was the written word — delivered via snail mail. Letters took weeks to land at their intended destination, and soldiers relied on long, hand-written letters to update them on everyday events and their family’s well-being. It was the spouse’s job to inform her husband and let him know how the family was doing. It was often frowned upon to write too much bad news and to keep soldiers’ morale up through descriptive, positive words.
You got married young
With soldiers who were likely to be shipped off soon after graduation, couples often married early. Highschool sweethearts rushed to the alter in order to wed before their man was shipped to war. This also meant young pregnancies, and young widows who were left alone if their spouse was killed at war.
You might be a “war bride”
War bride is a term describing women who met American men during their time overseas and got married. It’s estimated that 20,000 Germans and 15,000 Australians were brought to the United States during WWII after they married a soldier and transitioned to being an American citizen. There was also an influx in brides from France, Italy, Luxembourg, the Philippines, Japan, and China.
You had multiple children
It was common for military spouses to have many children during the war for several reasons. One, women were more likely to get pregnant when their husband was home on leave — whether they were trying or threw caution to the wind — stats support this, including the baby boom. In addition, Army families received more money if they had more children. With the passing of the Servicemen’s Dependents Allowances Act, families earned $40 for the first child and $10 for each subsequent kid.
You ran a tight ship
Military spouses were expect to keep their homes in tip-top shape. From a home that was clean at all times, to home cooked meals, to having snacks and coffee at the ready for unexpected guests, military spouses were essentially profesional hostesses during WWII. She often served her husband and other male guests who might have been visiting.
Chances are standards laxed some while the husband was at war, but records don’t differentiate either way.
You relied on one another
With a spouse overseas and plenty of children to handle all on your own, women made due by relying on one another for help. Most notably, they traded babysitting services, taking kids while the other mother could run errands, or even while working a part-time job. Military spouses made fast friends and trusted the next woman with her kids.
You had to wait — long waits
In WWII, you didn’t know how long your husband would be gone … or when (and if) he would come home. For the spouse, that meant waiting, and more waiting. Waiting for letters, hopping a service member didn’t knock on your door, and more waiting for your beloved to come home. In fact, some soldiers were gone for multiple years, until the end of the war, when they were allowed to return home.
You didn’t talk about the war
In most cases, wives had no idea what their husbands were dealing with, or any specifics of the war. They didn’t talk about specifics because they didn’t have any. Without the ability to talk on the phone, details were left to letters — which were read and scanned for any key details. In fact, they might not even know where their loved one was stationed at the time. This certainly kept the mystery alive, but left women unable to speculate about the nitty-gritty stuff.
You might’ve traveled to see your husband
As soldiers prepared to ship off, they were moved from town to town to complete different trainings, receive medical care, etc. However, there was a population of women who left alongside them in order to sneak time away with their spouse. Known as “wandering wives,” these were usually a younger, childless crowd who were able to pack up and move from town to town.
Military spouse norms have come a long way in the last several decades. And while these stereotypes weren’t a rule, they were expectations that were followed by many women of the time.
The US military, together with its industry partners, makes some of the finest weapons in the world, but the programs that produce them rarely run as smoothly as intended.
Some of the most problematic of the military’s recent projects belong to the US Navy.
The big problem for the Navy is that the service, just as other branches of the military have in the past, has rushed to develop platforms before the required technologies were ready, Bryan Clark, a naval affairs expert, told Business Insider, pointing to the new Zumwalt-class destroyers and the Ford-class supercarriers.
“We still have technology that is not fully mature even though the ship has been delivered,” he said, advising the service to slow things down and mature the technology rather than build an entire platform around an idea.
This issue is not unique to the Navy though. The Army is rethinking innovation at the newly-established Army Futures Command in the wake of past development failures, such as the Comanche helicopter or Crusader self-propelled artillery.
Here are 5 troubled projects the US military is desperately trying to get sorted right now.
(U.S. Navy photo by Chief Mass Communication Specialist Shannon E. Renfroe)
1. F-35 Lightning II Joint Strike Fighter
“The F-35 program and cost is out of control,” then-President-elect Donald Trump tweeted on Dec. 12, 2016.
US Air Force Lt. Gen Chris Bogdan briefed Trump on the F-35 program a week later. The presentation highlighted the program’s “troubled past,” which includes premature production problems, ballooning costs, delivery delays, and numerous technical challenges, among other issues, The Drive reported.
The Air Force presentation concluded that it is “difficult to overcome a troubled past, but [the] program is improving.” Still problems persist.
The Pentagon’s latest operational testing and evaluation assessment noted continued reliability and availability issues. And, according to Bloomberg, the lifetime program cost for the world’s most expensive weapons program has grown to id=”listicle-2638634792″.196 trillion.
Acting Secretary of Defense Patrick Shanahan has colorfully described the F-35 program as “f—ed up.”
USS Zumwalt (DDG-1000)
2. Zumwalt-class destroyer
The US Navy has invested two decades and tens of billions of dollars into the development of these advanced warships, which lack working guns and a clear mission.
The two 155mm guns of the Advanced Gun System are incredibly expensive to fire. One Long-Range Land Attack Projectile costs around id=”listicle-2638634792″ million. Procurement was shut down two years ago, leaving the Zumwalt without any ammunition.
The guns never provided the desired range anyway, so now the Navy is talking about possibly scrapping the guns entirely.
The Zumwalt has also struggled with engine and electrical problems, as well as a potential loss of stealth capabilities due to the use of cost-saving bolt-on components.
While the Navy had planned to field more than 30 Zumwalt-class destroyers, the service now plans for only three.
The USS Independence, a Littoral Combat Ship.
(U.S. Navy photo by Chief Mass Communication Specialist Shannon Renfroe)
3. Littoral Combat Ship
The Littoral Combat Ship (LCS), sometimes referred to as the “Little Crappy Ship,” has suffered from uncontrolled cost overruns, delivery delays, and various mechanical problems.
The Navy has pumped around billion over roughly 20 years into this project, which was started to create an inexpensive vessel that was small, fast, and capable of handling a variety of missions in coastal waterways.
The LCS was specifically designed to carry out anti-submarine warfare, mine countermeasure, and surface warfare missions in contested littoral waters, but there have been a lot of problems with the modular mission packages designed to be loaded aboard.
There are also concerns that the ships are not survivable in high-intensity conflict and that they are not sufficiently armed to perform their missions, according to the most recent Department of Defense operational testing and evaluation assessment.
While the Navy initially aimed to build a fleet of 55 ships, the LCS order has since been reduced to 35. The Navy, which has struggled to deploy the ships it already has, is currently looking at new missile frigates to replace the LCS.
USS Gerald R. Ford
(United States Navy)
4. Ford-class aircraft carrier
The billion USS Gerald R. Ford aircraft carrier continues to suffer from a variety of problems even as the Navy moves forward with plans to build more Ford-class supercarriers.
The Ford was expected to be delivered to the fleet this summer, but delivery has been delayed until at least October due to persistent problems with the weapons elevators and the propulsion system.
This is not the first time the powerful ship has been delayed.
This massive flattop has also had problems with the basic requirements of an aircraft carrier, launching and recovering planes. The most recent Department of Defense assessment called attention to the “poor or unknown reliability of systems critical for flight operations.”
President Donald Trump has repeatedly criticized, occasionally at inappropriate times, the new electromagnetic catapults, which still don’t work correctly. Just as he was critical of the rising F-35 costs, Trump has also frequently slammed the ballooning costs of the Ford-class carriers.
An artist rendering of a railgun aboard a US Navy surface vessel.
5. Electromagnetic naval railgun
The problem with the railgun was that the Navy began pouring time and money into research and development without really considering whether or not the weapon was a worthwhile investment militarily.
The railgun, which the Navy has invested more than a decade and over 0 million in developing, suffers from rate of fire limitations, significant energy demands, and other troubling technological problems that make this weapon a poor replacement for existing guns or missile systems.
“It’s not useful military technology,” Clark previously told Business Insider. “You are better off spending that money on missiles and vertical launch system cells than you are on a railgun.”
Chief of Naval Operations Adm. John Richardson described the railgun project as a lesson in what not to do during a talk earlier this year. When asked about the program, the best answer he could offer was: “It’s going somewhere, hopefully.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
You’d be hard-pressed to find a combat Marine or Soldier who doesn’t have wear-and-tear injuries from their deployments and training. U.S. Marine veteran Scot Knutson is no different, but it was during his tenure in Explosive Ordinance Disposal where he received his most significant injuries.
In 2012, blast exposure from IEDs gave Knutson a concussion and traumatic brain injury (TBI), spinal stenosis (compression in the spine), and pulmonary edema caused by trauma to the lungs. When he returned home from his deployment in 2013, he was placed on a non-deployment status to heal — and he was given Oxycodone for the pain.
Like many veterans, Knutson developed an opioid addiction until he was finally hospitalized in 2017 after an overdose.
He received a 30-day in-patient treatment program followed by a 60-day out-patient program to help detox, but he credits THC and CBD products for helping him remain off narcotics ever since.
CBD Treatment Program
“Start low. Start slow.” That’s the advice Knutson has for anyone looking into medicinal cannabis to help treat pain and PTSD. As a Federal Schedule 1 controlled substance, many doctors are prohibited from recommending CBD or THC to patients.
As states begin to decriminalize marijuana, more and more people are gaining access to medicinal strains, but anyone who has jumped right in to an edible knows they can be potent.
When Knutson began his CBD program, he’d been prescribed Ambien for sleep and Prazosin for PTSD-related nightmares. With proper timing and dosage of CBD, along with occasional microdosing of THC, Knutson no longer needed the Ambien for sleep (though the Prazosin, which is non habit-forming and a non-narcotic, continues to help with nightmares, a common side-effect of PTSD).
There really is a difference between the marijuana trips of 70s and the use of medicinal cannabis today. For Knutson, THC in the form of a liquid deliverable (for example, in a sparkling water) will begin to treat pain in 10 minutes. The same dose (5-10mg) in an edible might take 1-2 hours to provide relief.
As for vaping or smoking, Knutson avoids them altogether to protect his lungs.
Knutson Brothers – (Left) Scot, retired Marine and Keef VP of Operations, (Middle) Kelly, co-founder, (Right) Erik, co-founder and CEO.
The Cannabis Industry
Knutson’s transition into a career in the cannabis industry was a slow one. His brother started a cannabis company in 2010 (ironically around the time Knutson was getting his Top Secret clearance background check…) but it wasn’t until after he separated from the Marine Corps in 2014 that he decided to join the industry professionally.
He now helps lead a thriving and award-winning cannabis company, Keef Brands, which is designed with the health-conscious consumer in mind. Through his company, he’s been able to help place other veterans into jobs and security positions within the industry.
When I asked how the Department of Veterans Affairs can better accommodate the needs of veterans, Knutson was pretty straight-forward: “Cannabis needs to come out of the shadows and be talked about so there can be education about how to properly use it. It’d be helpful if the VA would be able to talk about it with veterans so they could receive the treatment they need — and also so they can prevent abuse.”
Nov. 11, 2018, marks the 100th anniversary of the end of hostilities during World War I. On the 11th hour of the 11th day of November 1918, the guns that caused such destruction fell silent, ending what to that time was the most bloody conflict humanity had ever fought.
To mark this solemn occasion, the United States WWI Centennial Commission is calling on Americans across the nation to toll bells at 11 a.m. on Nov. 11, 2018, in remembrance of those who served during that conflict.
The tolling of bells is a traditional expression of honor and remembrance. WWICC’s “Bells of Peace” initiative is a national event to honor the 4.5 million Americans who served in uniform, the 116,516 Americans who died and more than 200,000 who were wounded in what was referred to as the Great War.
USS Tampa, prior to the First World War.
(US Navy photo)
During the “war to end all wars,” the Coast Guard served as part of the Navy, with many cutters taking part in combat with the nation’s enemies. The Coast Guard, too, paid dearly. The USS Tampa sunk after being attacked by a German U-Boat, with all 130 souls aboard, including 111 Coast Guardsmen, 4 Navy members and 15 British passengers. 11 Coast Guardsmen from the USS Seneca also perished during a rescue attempt off the coast of France while 70 others were lost to drowning, disease and collisions, among other causes.
To honor those whom we lost, the Coast Guard, in concert with our Navy shipmates, ask commands and members to toll their bells 21 times — the highest honor afforded by U.S. naval tradition. Please honor and remember those that have gone before us, especially those who gave their lives to preserve the freedoms we have, by ringing a bell 21 times.
You may find more information about the event here.