There’s an old military saying that goes, “if it’s stupid and it works, it isn’t stupid.” As enlisted personnel rise through the ranks, they tend to encounter more and more questionable practices that somehow made their way into doctrine. This isn’t anything new. Most of the veterans reading this encountered at least one “WTF Moment” in their military careers. Few of these bizarre scenarios will get a troop wounded or worse.
Then there are the tactics that could mean the difference between life and death – and you have to wonder who decided to do things that way and why do they hate their junior enlisted troops so much? These are those tactics.
“Walking Fire” with the Browning Automatic Rifle
When introduced in the closing days of World War I, the Browning Automatic Rifle – or “B-A-R” – was introduced as a means to get American troops across the large, deadly gaps called “no man’s land” between the opposing trenches. The theory was that doughboys would use the BAR in a walking fire movement, slowly walking across the ground while firing the weapon from the hip.
Anyone who’s ever used an automatic weapon has probably figured out by now that slowly sauntering across no man’s land, shooting at anything that moves will run your ammo down before you ever get close to the enemy trench. It’s probably best to stay in your own trench, which is what the Americans ended up doing anyway.
Soviet Anti-Tank Suicide Dogs
The concept seems sound enough. In the 1930s, the USSR trained dogs to wear explosive vests and run under oncoming tanks. In combat, the dogs would then be detonated while near the tank’s soft underbelly. It seems like a good idea, right? Well, when it came time to use the dogs against Nazi tanks in World War II, the Soviets realized that training the dogs with Soviet tanks might have been a bad idea. The USSR’s tanks ran on diesel while the Wehrmacht’s ran on gasoline.
Soviet tank dogs, attracted to the smell of Soviet diesel fuel, ran under Soviet tanks instead of German tanks when unleashed, creating an explosives hazard for the Red Army tanks crews.
Flying Aircraft Carriers
In the interwar years, the U.S. military decided that airpower was indeed the wave of the military’s future, and decided to experiment with a way to get aircraft flying as fast as possible. For this, they developed helium airships that housed hangers to hold a number of different airplanes. It seemed like a good idea in theory, but it turns out the air isn’t as hospitable a place as the seas and flying, helium-borne craft aren’t as stable as a solid, steel ship on the waves.
After the two aircraft carriers the Navy built both crashed, and 75 troops were dead, the military decided to go another way with aircraft.
In World War II, there wasn’t always a metal detector around. Sometimes, troops had to get down and dirty, literally. In areas where land mines were suspected, soldiers would get down on the ground, with their heads and bodies close to the ground and – without any kind of warning or hint of where mines might be, if there were any at all – poke into the ground at a 30-degree angle.
The angle helped avoid tripping the mines because the trigger mechanisms were usually located at the top of the mines. If the terrain was a bit looser, the mines could be raked up by the prodders instead.
We’ve all seen the famous painting, Spirit of ’76. In it, a young Revolutionary War drummer boy is marching alongside two other musicians. The boy is in his Continental Army uniform, looking up to an older drummer who is not in uniform. Another uniformed musician is wounded, but marching and playing the fife.
(Painting by Archibald Willard)
Today, Civil War veteran Archibald Willard’s 1875 painting still evokes patriotism in many Americans. It was, after all, painted on the eve of the United States’ centennial. Willard was the grandson of one of the Green Mountain Boys who, led by legendary patriot Ethan Allen, invaded Canada and captured Fort Ticonderoga during the Revolution. But there are a few errors in the painting: The scene it depicts never happened, the flag in the background wasn’t approved by Congress until much later, and the musicians are not wearing the right uniforms.
None of that really matters, it’s still a painting that resonates with Americans 100 years later. However, questions remain. What did the musicians wear in the Revolution? And why was it a different uniform from their fellow colonials?
In those days, musicians in an army existed to expedite communications on the battlefield. Music was loud enough to be heard over the din of combat and varied enough so that American troops would be able to respond to orders given from battlefield commanders without confusing them for other orders. They could even tell the enemy that the rival commanders wanted a parley. Incredibly (and accurately depicted in the painting), these communications were done by old men and boys who were either too old or too young to fight.
Boys that were younger than age 16 and men older than age 50 were enlisted as musicians. At the time, the average life expectancy for an American colonist was around 36 years, so a man older than 50 was both honored for his longevity and hard to find. Finding them on a dirty, smokey battlefield was just as difficult, so the uniforms they wore needed to be slightly more visible. There was also an economic component involved with the decision.
The regular Continental soldier wore a blue coat with red cuffs. Musicians, on the other hand, wore a red coat with blue cuffs. The red made them stand out on a battlefield where visibility was limited. It also made them stand out to the enemy, so if they were discovered, it was immediately clear that the small figure ahead was a musician — unarmed and not a threat (drummers were considered noncombatants). As an added bonus, the inverted uniforms were made from leftover materials in creating soldiers’ garb.
By the time Ohioan Archibald Willard was serving in the Civil War, musicians were wearing the same uniforms as their armed, regular battle buddies. Their purpose on the battlefields and in camp were the same — and Civil War armies still, by and large, used young boys (some as young as age 9) as drummers and buglers, but many also included full bands, with as many as 68 members in some units.
As battlefield communication methods improved, drums soon gave way to the bugle and, eventually, musicians disappeared from the battlefield altogether. Their role has since been replaced by radio and satellite communications, but for the time that musicians served in their battlefield communications role, the boys and men that filled those ranks were some of the bravest who ever marched with an army.
The 1st Security Force Assistance Brigade deployed in March 2018 to Afghanistan to carry out the inaugural mission for the newly-created SFAB concept. The brigade returned in November 2018, and leaders say their experience there has proven successful what the Army hoped to accomplish with the new kind of training unit.
Army Brig. Gen. Scott Jackson, 1st SFAB commander, spoke May 8, 2019, at the Pentagon as part of an Army Current Operations Engagement Tour. He said the Army’s concept for the new unit — one earmarked exclusively for advise and assist missions — was spot on.
During their nine-month deployment to Afghanistan, Jackson said the 800-person brigade ran 58 advisory teams and partnered with more than 30 Afghan battalions, 15 brigades, multiple regional training centers, a corps headquarters and a capital division headquarters.
“That’s nearly half of the Afghan National Army,” he said. “I believe we could only accomplish our mission and reach these milestones and validate the effectiveness of an SFAB because the Army got it right — the Army issued us the right equipment, and provided us the right training to be successful. But most importantly, we selected the people for this mission . . . the key to our success is the talented, adaptable, and experienced volunteers who served in this brigade.”
Jackson outlined two key lessons learned from the unit’s time in Afghanistan. First, they learned their ability to affect change within those they advise and assist was greater than they thought.
Sgt. 1st Class Jeremiah Velez, center, an advisor with the 1st Security Force Assistance Brigade’s 3rd Squadron, interacts with Afghan Command Sgt. Maj. Abdul Rahman Rangakhil, left, the senior enlisted leader of 1st Kandak, 4th Brigade, 203rd Corps, during a routine fly-to-advise mission at Forward Operating Base Altimur, Afghanistan, Sept. 19, 2018.
(Photo by Sean Kimmons)
“As our Afghan partners began to understand the value of 1st SFAB advisors, they asked us for more,” Jackson said. “So our teams partnered with more and more Afghan units as the deployment progressed.”
Another lesson, he said, was that persistent presence with partners pays off.
“Units with persistent partners made more progress in planning and conducting offensive operations and in integrating organic Afghan enablers like field artillery and the Afghan air force than unpersistent partnered units,” Jackson said.
Those lessons and others were passed to the follow-on unit, the 2nd SFAB, as well as to the Security Force Assistance Command.
Another observation: the Afghan military is doing just fine. They’re in charge of their own operations. And while U.S. presence can provide guidance when needed — and it is asked for — the Afghans were proving successful at doing their own security missions without U.S. soldiers running alongside them. It turns out that just having an SFAB advise and assist presence has emboldened Afghan security to success.
“We saw enormous offensive maneuver generated, and not just at the brigade level,” said Army Lt. Col. Brain Ducote, commander of the 1st Battalion, 1st SFAB. “They weren’t overdependent. They were able to execute offensive operations themselves. It was a huge confidence builder when we were sometimes just present. Even if we didn’t support them, just us being there gave them the confidence to execute on independent offensive operations.”
Confidence is contagious
Ducote said that the confidence moved from brigade level down to battalion, or “kandak” level. Commanders there also began running their own offensive operations, he said.
“They believe in themselves,” the lieutenant colonel said. “The Afghan army has tremendous freedom of maneuver and access to areas where they want to go. If they put their mind to it and they say we’re going to move to this area to clear it . . . they are good at it. And they can do it. Would they, given the choice, want advisors with them? Absolutely. Why not? But let there be no mistake: the Afghans are in the lead, and the Afghans can do this.”
Advisors with the 1st Security Force Assistance Brigade’s 3rd Squadron and their 3rd Infantry Division security element exit UH-60 Black Hawk helicopters during a routine fly-to-advise mission at Forward Operating Base Altimur, Afghanistan, Sept. 19, 2018.
(Photo by Sean Kimmons)
Ducote said Afghan success is evident by their expansion of the footprint they protect, such as in Kunar and Kapisa provinces, for instance.
“[There are] all sorts of provinces where they expanded their footprint and influence,” he said. “And the people absolutely support their security forces.”
Also a critical takeaway from Afghanistan and an indicator of the value of the SFAB mission there is the authenticity of relationships between SFAB advisors and Afghans.
Building real relationships
During their nine months in theater, the 1st SFAB lost two soldiers to insider threats. Army Capt. Gerard T. Spinney, team leader for 1st Battalion, 1st SFAB, said that what happened after the attacks revealed the strength and sincerity of the relationship between Afghan leadership and SFAB leadership.
Army Cpl. Joseph Maciel was working for Spinney in Tarin Kowt District, Afghanistan. He was killed there by an Afghan soldier in July 2018 — a “green on blue” threat.
“His sacrifice will never be forgotten,” Spinney said. “But we still had to continue advising afterward. That day, my partner, a kandak commander . . . wanted to come see me.”
Spinney said the Afghan soldier who had killed Maciel didn’t belong to this commander — but that commander still wanted to meet with him.
Afghan soldiers listen to a map reading class taught by Sgt. 1st Class Christopher Davis, an advisor with 1st Security Force Assistance Brigade, Sept. 18, 2018.
(Photo by Sean Kimmons)
“He was very adamant coming to see me,” Spinney said. “He was angry. He was embarrassed. He was determined to rid [his own] unit of anything like this. And it was sincere. During the deployment he lost many soldiers. I had to sit with him and almost echo the same sympathies. I think the relationship got stronger.”
“You have to be there with them, good times and bad times, successes and failures,” the captain said. “That’s how you build trust, that’s how you show you care. He was there for us that day. Our relationship survived. And I’d say from that point on he wanted to make us feel safer. From that point on we saw differences in security . . . they took care of us because they wanted us there.”
Jackson said that insider threat might have derailed the 1st SFAB mission. In fact, he said, he suspects that was the intent of the enemy that carried out those threats. But it didn’t happen that way, he said.
“It didn’t derail the mission,” Jackson said. “Despite a brief pause maybe, as we reassessed what happened and what we needed to do both on the Afghan side and the American side, in the end our relationship was stronger.”
The SFAB concept was first proposed by Chief of Staff of the Army Gen. Mark A. Milley. And since then, Jackson said, the Army has put a lot of effort into ensuring the success of the SFAB mission. That includes, among other things, training, people and gear.
Ducote said the equipment provided to 1st SFAB was critical to its success in Afghanistan.
Sgt. 1st Class Christopher Davis, an advisor with 1st Security Force Assistance Brigade, teaches a map reading class to Afghan soldiers Sept. 18, 2018.
(Photo by Sean Kimmons)
“These teams are operating at distance, in austere environments,” Ducote said. “In some cases without electricity. We need the right equipment to be able to extend the trust that we give to them, and the trust that we extend to them. We want that to be manifested through the right equipment — communications specifically.”
He said the gear that proved essential to SFAB success included medical, communications and vehicles — and all were adequately provided for by the Army.
“The Army got it right what they gave us,” Ducote said. “We were able to do that mission, at distance.”
Back home now for six months, Jackson said the brigade is back to repairing equipment, replacing teammates and conducting individual and small-unit training to prepare for its next mission. He said their goal is to provide the Army a unit ready for the next deployment, though orders for that next mission have not yet come down.
The advise and assist mission is one the Army has done for years, but it’s something the Army had previously done in an ad hoc fashion. Brigade combat teams, for instance, had in the past been tasked to send some of their own overseas as part of security transition teams or security force assistance teams to conduct training missions with foreign militaries. Sometimes, however, the manner in which these teams were created may not have consistently facilitated the highest quality of preparation.
Sgt. 1st Class Jeremiah Velez, an advisor with the 1st Security Force Assistance Brigade’s 3rd Squadron, flies in a UH-60 Black Hawk helicopter on his way to Forward Operating Base Altimur, Afghanistan, Sept. 19, 2018.
(Photo by Sean Kimmons)
The SFAB units, on the other hand, are exclusively designated to conduct advise and assist missions overseas. And they are extensively trained to conduct those missions before they go. Additionally, the new SFABs mean regular BCTs will no longer need to conduct advise and assist missions.
The Army plans to have one National Guard and five active-duty SFABs. The 1st SFAB stood up at Fort Benning, Georgia, in early 2018. The 2nd SFAB is based at Fort Bragg, North Carolina, but is now deployed to Afghanistan. The 3rd SFAB, based at Fort Hood, Texas, is now gearing up for its own first deployment. The 4th SFAB, based at Fort Carson, Colorado, is standing up, as is the 54th SFAB, a National Guard unit that will be spread across six states. The 5th SFAB, to be based at Joint Base Lewis-McChord, Washington, is still being planned.
“As subsequent SFABs come online, it creates a huge capacity for the rest of the combatant commands in the world,” Jackson said. “I would be confident to say that there are assessments ongoing to see where else you could apply SFABs besides Afghanistan.”
Each year, the United States Armed Forces projects the amount of troops that will exit the service and how many new bodies it needs to fill the gaps in formation. This number is distributed accordingly between the branches and then broken down further for each recruiting station, depending on the location, size of the local population, and typical enlistment rates of each area.
This is, at a very basic level, how recruiter quotas work. If the country is at war, the need for more able-bodied recruits rises to meet the demand. When a war is winding down, as we’re seeing today, you would reasonably expect there to be less pressure on recruiters to send Uncle Sam troops — but there’s not. Not by a long shot.
“Come show off at the pull-up bars for the low, low price of taking a business card!”
(Dept. of the Army photo by Ronald A. Reeves)
The most obvious fault with “recruiter goals,” or the quota policy, is that it makes fulfilling the quota the single most important responsibility of the recruiter. So, recruiters will go out and put their best foot forward in the name of their branch in hopes that it’ll inspire someone to enlist — despite all of the other things they need to be doing.
Recruiters generally love going to county fairs or air shows and having loads of civilians flock to their booth — otherwise, they wouldn’t be recruiters. These events give civilians, some of whom may have never interacted with a service member, a friendly one-on-one that could — maybe, just maybe — inspire them to one day serve their country.
At the end of the day, that’s all recruiters can ultimately do to bring in recruits, sow the seeds of military service. Recruiters can’t put a gun to anyone’s head to make them sign on the dotted line and they have to respect a person’s decision to turn down Uncle Sam’s offer.
By all means, we should commend and praise the recruiters who go above and beyond — but the hammer that’s dropped is unjustly cruel.
(U.S. Air Force photo by Tech. Sgt. Daniel Butterfield)
Still, recruiters are expected to enlist a certain amount of recruits into military service — despite the fact that it’s outside the scope of their responsibilities to direct herds of civilians to their offices. They still have to handle all the day-to-day operations of the recruiting station, the plethora of paperwork required by each new recruit, limiting the stress of and mentoring potential recruits, teaching delayed-entry recruits, and acting like a chauffeur between the recruiting depot and MEPS. You could be the most attentive recruiter the military has ever seen, constantly doing everything in your power to best prepare the recruit for military life, but the only metric that matters in the eyes of Big Recruiting is that one, big number.
To make matters worse, the pool of eligible recruits is dwindling as the criteria for service keeps getting stricter.
My honest opinion? Scrap the negative consequences for not meeting quota but institute minor, but enjoyable benefits that would encourage recruiters to try harder — like a half a day of leave added to their LES for each recruit they bring in or whatever seems more applicable.
(Photo by Dan Desmet, New York District Public Affairs)
All this being said, the quota isn’t entirely without merit. It lets the higher-ups know, at a glance, that a recruiter is keeping their word to the Pentagon. Some might even say that it motivates recruiters to get out there and keep hustling bodies into their office. But the quota has caused much more undue stress than it should.
To put it as bluntly as possible, recruiters are killing themselves for not reaching an arbitrary number, set outside of their control. Recruiters are forced to work longer hours and weekends (up to 15 hours per day, seven days per week in some cases) when crunch time comes. Recently, recruiters were almost denied holiday time — not as in block leave, but spending Christmas morning with their families — because they didn’t meet numbers.
This is nothing new and the stress military recruiters face has been front and center of national discussion for ages now.
The fact is, there’s no simple solution because the numbers still need to be met — but just because it’s not a simple problem doesn’t mean we shouldn’t try to fix it. Perhaps we should shift the focus on strengthening the recruits that willingly walk in the door, or we should bring more troops into recruiting stations to lighten the load of the already-overworked recruiters. Something, anything, needs to be done.
It is completely understandable that the military needs new recruits. Check roger. But we cannot sit idly by without addressing the major stressor that causes recruiters to commit suicide at three times the rate of the rest of the Army — which already has a suicide rating twice of the general population.
Buying a car in today’s world is a necessity. Even the troops who grew up in a city where they never needed anything more than a subway pass will find themselves needing a set of wheels to call their own. Military installations are way too big and timetables are way too tight for a young private to make it around comfortably on foot.
So, be prepared to fork over a bit of your enlistment bonus just to adhere to a standard. Meanwhile, it’s kind of ingrained into military culture to belittle and mock the unfortunate lower enlisted who thinks they’re getting a good deal on a sports car and ends up paying a 28% interest rate over five years.
Instead, shouldn’t we actually, you know, help the poor soul?
(U.S. Army photos by Cpl. Han, Jae Ho and Dean Herrera)
You can’t throw a rock outside of a military installation’s main gate without hitting a sketchy used-car lot that boasts that “E-1 and above” are automatically approved for a loan. Because so many young troops are told they must get a car and have no idea how to do so intelligently, they’ll usually shop at the first stop — often coming away with a car without even taking it for a test drive.
Yes, a young private has few bills to pay — they’re given a barracks room rent-free and their meal card deductions hit their LES instead of their bank account — but too many troops are crippling their credit report right out the gate. A simple bad decision will follow them for life.
This is where their first line supervisor or their non-commissioned officer can step in and spend a Saturday afternoon making sure their troops are taken care of.
“A new set of wheels and this baby will be good as new! But for you, my special friend, I’ll see if I can sweet talk one of the guys to throw in a few air-freshening trees for the rear view.”
(Department of Defense)
Leaders have been around for a while and generally have a good sense of the installation and its surrounding area. Given that an NCO likely has a vehicle, they could talk the rideless private past all of those sketchy spots and take them to a reputable dealership. Depending on your location, this might be an hour-long drive, but it’s still better letting someone fall prey to months of ridiculously high payments.
Next comes the choice of car. The young troop, fresh out of mama’s basement, might see all those numbers in their bank account and fail to piece together that 00 isn’t really all that much to grown adults. Feeling like Mr. Moneybags, the young troop may casually stroll up to the car of their dreams — and it’s kind of up to the NCO to be the reality check.
Hell, NCOs could even pop out a PMCS checklist right then and there. It’ll establish dominance over any crooked salesmen and show you mean business.
(U.S. Army photo by Spc. Wilmarys Roman Rivera)
That new muscle car seems nice, but it’s not the best fit for for someone who gets paid half of federal minimum wage. So, you’ll want to pinch pennies. You might think that used cars are the best option then, but that opens another can of worms if the NCO isn’t careful.
So, here’s a little trick for you: insist that both the troop and the NCO must take the car for a test drive. The troop should be busy deciding if the car is comfortable for them, while the NCO should be looking out for deficiencies. If the car lot is reputable, they’ll always allow you both to ride. If not, you found a solid reason to move on to the next place.
Nipping this in the butt early can also help prevent even more paperwork if that troop has to go through financial aid.
(U.S. Army photo by Sgt. John L. Carkeet IV, 143d ESC)
Finally, we arrive at haggling. A young, dumb idiot willing to throw cash around is a used car salesman’s wet dream. If the troop doesn’t know the actual cost of a car but is willing to sign the papers because “they threw in a free tank of gas,” then they’re about to get screwed. It’s up to the NCO to be the middleman. A well-placed knife hand and serious demeanor could mean the difference of hundreds — if not thousands — of dollars.
Once the troop has found a vehicle that is within their price range, from a dealership that isn’t trying to ripoff service-members, runs excellently, and makes the troop happy, you move on to the paperwork. Read every single line before the troop signs anything. Make sure they never take the “zero-down” offer and advise them to put at least id=”listicle-2607400034″,500 down — regardless of the vehicle. Just that bit can change a horrific 28% interest rate to a reasonable 8% for someone without an established line of credit.
However, what you cannot do is co-sign the lease with them. It doesn’t matter if you trust them to pay the lease of on time or you’re willing to take the hit for your guy. It’s strictly forbidden by the UCMJ to enter a financial agreement of any kind with a direct subordinate.
What you can do is cattle prod your troop into making the payment every month. Yeah, it won’t be pleasant for them to be reminded every month to do it, but their financial security is at stake. They’ll thank you once they realize that you helped them out immensely.
You’re stuck at home. You’ve watched everything interesting on Netflix, and it’s only been a week. It might be time to do some of those projects you always knew you should but have been putting off… and off… and off… If you can accomplish all of these, you’ll come out of this time of lockdown with a much more organized life and a clearer head.
1. Get your documents in order
Put all of your family’s essential documents in one place. This includes marriage licenses, birth certificates, passports, social security cards, medical files, car titles, a copy of your LES and orders, the deed to your house and insurance documents. Do you have a will? If not, now is a good time to do one, either online or virtually with a lawyer. Make sure you have all the insurance you need – not just auto and health insurance, but pet insurance, disability insurance, cell phone insurance, and flood insurance. Also insure your wedding and engagement rings. These are the ones people typically overlook.
2. Photograph your house
Take a photo of everything in your house for insurance purposes. Make sure you have a photo of each room, and all of your valuables. If you have a prized book collection, photograph the titles – you’ll want to remember what they all are if you have to replace them. Keep the photos on the cloud and on a USB that you keep in your safe.
3. Clean your car
Now is the perfect time to clean your car! Like, really clean it. Take everything out – all the car seats, trash, reusable shopping bags, first aid kit, etc. Wipe down everything with a leather or car cleaner. Vacuum everything – get into the nooks and crannies. Clean the inside of the glass and all the crevices of the vents. Then tackle the outside of the car. Get a full tank of gas. You’ll feel SO much better.
4. Go over your finances
First, if you don’t have a budget, make one. It’s especially important now to stick to one and to know what you’re spending (and not spending). If you’re married, do this as a couple. Next, go over all of your bank accounts and make sure both you and your spouse know how to access all funds and what the passwords are (so military spouses don’t know the passwords to pay their bills until a deployment happens). Go over all of your investment accounts. If you have kids, consider setting up a 529 for them. If you haven’t yet, set up an IRA or Roth IRA. Put contributions on auto-debit if you tend to forget. Another tip to consider is splitting your savings accounts into different accounts. For example, have one for “vacation,” one for “auto tax (which usually is billed all at once every year), one for “utilities” or any quarterly bills, one for “auto maintenance fund,” etc. This will make it easier to see what you have in each.
5. Get rid of stuff
Go through every room and every closet and see what you have that you can either sell online, donate or save for a garage sale this summer (hopefully we’ll be able to have these this summer). This will help free up some extra cash if you need it, and it will also help you see what you have and what you don’t use. You’ll be surprised what you find. Commit to doing one room of the house each week.
6. Home improvement projects
Now is the perfect time to tackle those home improvement projects you’ve always wanted to do. Change out the hardware in your doors and outlets – it will make a big difference. Paint. Change out light fixtures. Replace your faucet or backsplash. Paint your front door. These are simple fixes that have big impact.
7. Make a list of grocery staples and meals
Write down all of the things you regularly buy at the grocery store – this will make your life so much easier when you’re shopping. Identify a place in your fridge or pantry for each of these items and always put them there; that way, you can see when you’re out. Also, put together a list of five to ten meals and recipes your make regularly. That’s the first step to meal planning, which is the first step to a much more organized dinner life.
8. Back up your files
Make sure all of your computer files are backed up. Clean out any unnecessary computer programs. Print out your favorite photos and put them in an album too, which will give you extra security.
9. Zero-out your inbox
This may be the most difficult, but it’s so important for your productivity. If you have thousands of emails (too many to sort through), I recommend creating a folder called “Emails until January 2020” and putting them all in there. Then create either work folders or folders for your person emails like “Online orders,” “Kids school,” “House,” “Military,” etc. Go through the last several months and start a new system of filing everything away (or deleting it) once you read it.
10. Talk about your future
Talk about your goals for the future with your spouse, or, if youre single, journal about them. Where do you see yourself in five years? In twenty? What is the one thing you’ve always wanted to do? What is that trip you always wanted to take? If you identify what’s important to you now, you can do the steps necessary to get there.
The axiom we know as “Murphy’s Law” today has been kicking around for centuries. Instances of similar phrases can be found as early as 1877, and even George Orwell (himself a veteran of the Spanish Civil War) used it in his diaries. But when something truly catches on, it’s kept alive for posterity – and that’s how “Murphy’s Law” is remembered nowadays.
What was once quoted as, “It is found that anything that can go wrong at sea generally does go wrong sooner or later.” Is now – forever – the much snappier “Whatever can go wrong, will.” But who was the Murphy whose name is now synonymous with accidents and mishaps?
A strapping young man, that’s who.
Edward Aloysius Murphy was a West Point graduate, Army Air Forces veteran of World War II and an Air Force officer. Later in life, he would continue his work with the Air Force in testing experimental vehicles. This, of course, required a degree of delicacy; not only because building rocket sleds is as incredibly dangerous as testing them, but also because testing them requires exact parameters to record exact results.
*Rocket* Science. DAB.
Seriously, after World War II, Murphy became the research and development officer at Wright-Patterson Air Force Base’s Air Development Center, where they conducted rocket sled tests. A rocket sled is exactly what it sounds like: a chair, a rocket, all on a sled-like slab on which someone sits. And is then propelled forward. In order to remind his crews to plan for the worst-case scenario in every experiment, he began telling them “whatever can go wrong, will.”
This was especially true when they decided that 18 Gs was probably not the most a human could withstand and set out to test the limitations of G-forces on the human body. One Air Force officer, John Stapp, proved that humans could take at least 35 Gs and that anyone who passed out after 18 probably shouldn’t be in his Air Force. Murphy was designing new sensor setups to measure everything that would happen on these sled runs. One day, something went wrong.
Here’s Stapp’s face as he becomes the fastest man ever, in what is essentially an open-top rocket convertible. Man, the Air Force used to be fun.
The details of the snafu that caused Murphy to remind his crews to check every detail are disputed. All we need to know is that something went wrong and Stapp’s test run did not acquire any sensor data. Basically, Stapp put his life on the line for funsies, because other than a rocket boom, nothing else was recorded. Upon realizing this, Murphy apparently yelled at an assistant, “whatever can go wrong, will.”
And it became their mantra. Then it became everyone’s mantra when Stapp told a group of reporters at a press conference that they keep fatalities at zero because everyone on their team repeats “Murphy’s Law” to prevent any oversights or mishaps. Once the press got hold of it, that was it. Murphy’s Law is now enshrined in everyone’s lexicon, not just the military’s.
Kadena Air Base, Japan (AFNS) — Providing the base and various other units on the island with cryogenic products – whether it be in a liquid or gaseous form – is the plant’s priority.
“We produce the liquid oxygen and the liquid nitrogen here for our organizations across the island to make sure they get the product they need to make the mission happen,” said Tech. Sgt. Mark Pannell, 18th Logistics Readiness Squadron assistant noncommissioned office in charge of cryogenic productions.
The production plant provides services for a range of reasons, whether it be for pilots or patients, the plant handles it all and can also be the difference in life or death in some instances.
“We manufacture liquid oxygen and liquid nitrogen for various organizations to use…Breathable oxygen at high altitudes for aircraft, liquid nitrogen to fill tires for the aircraft so they don’t explode if they hit the ground too hard and the hospital has various uses for oxygen and nitrogen as you could imagine…It’s important,” said Senior Airman Christopher Tallan, 18th LRS cryogenic production operator.
While other bases have to purchase their liquid oxygen and nitrogen from external providers, Kadena Air Base is able to support the mission directly as well as save money.
A beaker of liquid oxygen sits filled July 27, 2018, at Kadena Air Base, Japan.
(U.S. Air Force photo by Staff Sgt. Jessica H. Smith)
“I don’t like to solely rely on other people because I know if we do it ourselves, it’s going to be done the right way and I think this is really valuable for the Air Force because we’re always looking for new and innovative ways to save money,” Pannell said. “We should really strive to be innovative and this is something I push down to my Airmen – to be innovative and think of new ways to do things.”
With innovation comes plenty of learning opportunities – and growing pains.
“It’s been challenging at times because everyone is learning a new plant,” Pannell explained. “We have to learn the ins and outs; everyone here is growing.”
Providing these services can prove to be rather complex. From separation of atmospheric air to expansion and cooling, the job is chemically impossible to do without machines.
The machine – production plant – typically runs one week at a time for 24 hours a day and enables the production of about 50 gallons an hour.
While the machine is doing its job, the rest of the team is ensuring it works properly.
“We have to do hourly checks to make sure nothing is malfunctioning,” Tallan said. “We’re responsible for knowing what’s supposed to be going on. With such a big plant and so many pipes, we have to make sure that nothing is in a pipe that shouldn’t be in it, and make sure things are at the right temperature in the pipes they’re supposed to be in.”
With such a unique and vital mission role, working at the only operational cryogenic production plant in the Air Force seems to be a great source of pride and inspiration for those in the career field.
Senior Airmen Michael Hall and Christopher Tallan, both 18th Logistics Readiness Squadron cryogenic production operators, prepare to fill a cart with liquid oxygen July 27, 2018, at Kadena Air Base, Japan.
(U.S. Air Force photo by Staff Sgt. Jessica H. Smith)
“I love my job; I love coming to work. I work in a cryogenic facility – it’s insane,” Tallan laughed. “I always thought about the cryo guys and how badly I wanted to go for one day and see…It’s different when every single day you’re holding a sample of liquid oxygen and you can feel it boil inside the beaker…I love it.
Along with the job being cool – literally and figuratively – it also demonstrates the importance of smart investment and innovation with promises of bettering the success of the Air Force mission as a whole.
“I take it as a personal challenge to myself and my team to do our best and actually show higher leadership that this is a legitimate plant and it could benefit not just Pacific Air Force, but other areas – especially overseas,” Pannell said.
Featured image: Senior Airman Michael Hall, 18th Logistics Readiness Squadron cryogenic production operator, fill a cart with liquid oxygen July 27, 2018, at Kadena Air Base, Japan.
“I am an American fighting in the forces which guard my country and our way of life. I am prepared to give my life in their defense.” Article One of the Code of Conduct for members of the armed forces of the United States
Service members are prepared to die in the line of duty and unfortunately, especially during times of war, too many do make that ultimate sacrifice. It is a reality that the armed forces take very seriously — both on a personal level, as those left behind mourn the loss of their brothers and sisters in arms, and on a professional level, as the Department of Defense strives to provide comfort to the bereaved families.
One of the most important military duties is to provide a death notification to the deceased’s next of kin.
It is a duty that is carried out with the utmost respect, and, like anything else in the military, it is overseen with official guidance. Each branch has its own manual with specific procedures (the Marine Corps Casualty Assistance Program manual, for example, is 182 pages long — no stone is left unturned), but they are all serve the same purpose: to provide guidance about casualty reporting, notification, mortuary affairs, and military funeral honors, benefits, and entitlements assistance and all administrative requirements.
This video (a work of fiction, from Army Wives) does a decent job depicting a respectful death notification (though, unless the information was classified, the notification officer would have provided the next of kin — in this case, the deceased soldier’s mother— some details about the cause of death).
There are specific instructions for notifying the next of kin about injuries or even desertion, but this article will cover the procedure for death notifications. Each branch is different, but this is what they have in common:
Notification of death, duty status whereabouts unknown, or missing will be carried out in person to the primary next of kin and secondary next of kin. They will wear a formal uniform as stipulated by their branch guidelines (for the Marine Corps, it is the Service Alpha uniform; for the Air Force, it is the Service Dress; etc.).
The notification team is composed of a field grade officer of equal or higher grade than the member about whom they are making notification (for this article, we’ll use the term ‘notification officer’ but the duty title varies among branches), and at least one other person; if possible, the additional people should be a chaplain and medical personnel capable of delivering assistance to the next of kin. Notification should not be delayed in order to find the latter two, however.
A person with a close relationship to the deceased may be invited, as well as a public affairs representative if there are indications of a high level of media interest and the presence of media is likely.
Death notification should be accomplished within 8 hours of learning of the casualty incident, and between the hours of 0500-0000.
Respecting the next of kin’s dignity and privacy are very important. If they are not home or cannot be found, the notification team may discreetly attempt to locate them or await their return. If the team is still unable to locate the next of kin, the notification officer will contact their branch personnel department for instruction.
Upon arrival at the home of the next of kin, the notification officer will ask for permission to enter. It is recommended that the next of kin be seated prior to delivering the news.
Before the notification officer delivers the notification, they will verbally confirm the identity of the next of kin by asking for their full name. The notification officer will introduce himself and the team. The notification officer will then articulate — as naturally as possible — something close to the following:
“The Commandant of the Marine Corps has entrusted me to express his deep regret that your (relationship), John (died/was killed in action) in (place of incident (city/state or country) on (date). (State the circumstances.) The Commandant extends his deepest sympathy to you and your family in your loss.”
The notification team also verifies information about death gratuity, movement of the deceased, and other active duty service members in the family (who must be properly notified as well). The notification officer will arrange a second visit, usually 24 hours later, to discuss mortuary affairs and funeral honors.
The team watches for signs of medical distress, and usually stays with the next of kin until another adult can accompany them.
In military speak, the purpose of this program is to provide “prompt and accurate reporting, dignified and humane notification, and efficient, thorough, and compassionate assistance to the next of kin and/or those designated to receive benefits/entitlements.”
Adhering to guidelines can also help prevent confusion or, in a worst case scenario, legal issues. Formal procedures also help protect family from scams that take advantage of deployed service members (yes — that’s a thing, and it’s particularly atrocious).
Earlier this summer, Chinese and Indian border forces fought a shootout in Ladakh, in the Galwan River Valley, along India’s disputed border with China. On Jun. 15, 2020, India’s armed forces managed to push Chinese advances back across the disputed border, but not before both sides took heavy losses for such a skirmish.
The Indian military says it lost 20 soldiers in the fighting, while China won’t admit how many it lost (U.S. intelligence estimates as many as 34). Among those was 23-year-old Gurtej Singh from Punjab.
He had only been in the military for less than two years, according to India’s Femina Magazine – but joining was his lifelong goal. In December 2018, he was able to join the 3 Punjab Ghatak Platoon, Sikh Regiment. And it was 3 Punjab Ghatak Platoon that was called up to aid the Indian Bihar Regiment when it came under heavy fire from the Communist Chinese troops.
Gurtej SIngh was coming to the rescue of his fellow soldiers. And he was about to do some incredible damage.
Once on the scene, Singh was armed only with his issued kirpan knife. Four Chinese soldiers were on him almost instantly, Indian officials told Femina. Two of them tried to pin him down as he swung his knife at the other two. The scuffle soon veered toward a steep cliff face. Singh lost his balance and slipped, throwing all four enemies off the cliff – and falling himself.
He was able to stop his freefall with the help of rocks on the cliff face. Injured in the head and neck, he returned to the scene, rewrapped his turban, and started wrecking the Chinese soldiers with his knife. In a move that would make American Chosin Reservoir veterans proud, Singh stabbed seven more Chinese soldiers one-by-one.
Until he was stabbed from behind, leaving him mortally wounded. Singh would die there, but not before turning around and taking out his own killer first.
Gurtej Singh: 12, Chinese People’s Liberation Army: 1.
Singh’s remains were returned to his family in Punjab and he was laid to rest in the Sikh tradition with full military honors.
Xi Jinping, who was not reached for comment, probably hopes there was only one Gurtej Singh.
In November 1978, 909 members of a fanatical cult died — killing themselves and their children using a cyanide and Valium-laced grape drink — to make a political statement: they would die on their own terms in a “revolutionary suicide.” It would be the largest single loss of civilian life until the September 11th terror attacks.
The People’s Temple, as the cult was called, was founded by Jim Jones, a former monkey salesman and self-ordained minister in 1950s Indianapolis. He later moved the church to California. There, the size of the cult grew to around 20,000.
With that growth, Jones became a public figure and fled to the South American country of Guyana to escape the negative press surrounding the People’s Temple. Jones faced accusations of financial fraud and child abuse and sought to escape what he thought was the persecution from U.S. intelligence agencies.
More than 1,000 members went with him.
Jones and his cult founded Jonestown, an agricultural cooperative on 4,000 acres of poor soil and limited access to fresh water. Temple members worked long days and were punished for disobeying Jones’ orders. They were allowed limited contact with friends and family. Jones even confiscated their passports.
Toward the end of the Jonestown experiment, Jones became inceasingly paranoid as his mental state broke down. Congressman Leo Ryan came to Jonestown to investigate allegations that his contituents’ loved ones were actually hostages there. People’s Temple members asked to return home with the Congressman, who took them back to his plane.
That’s when tragedy struck.
After arriving at the airstrip that took Congressman Ryan to the People’s Temple collective, Jones’ armed thugs gunned down the contingent, along with members of the press and some of the defectors. At the same time, Jones was distributing the poisoned punch (which was actually Flavor-Aid, not Kool-Aid, as the saying goes) to the cult members.
An aerial view of the bodies of the victims of the Jonestown tragedy. U.S. Army personnel from Fort Bragg, North Carolina (NC), are placing the remains into body bags. (Photo by: Staff Sgt. Jose L. Sanchez, Nov. 20, 1978.)
There is evidence that those who didn’t want to imbibe were forced to drink the punch. Jones himself was found dead with a bullet in his head, among the other 900+ bodies.
Within hours of learning about Congressman Ryan’s death, the U.S. State Department received assistance from the 437th Military Airlift Wing at Charleston Air Force Base, South Carolina. Charleston C-141 Starlifters led what would be “the most unusual airlift operation since the Berlin Airlift.”
Col. Bruce M. Durvine, vice commander of the 39th Aerospace Rescue and Recovery Wing, and members of the 55th Aerospace Rescue and Recovery Squadron carry boxes of plastic body bags to an HH-53 Jolly Green Giant helicopter for use in the evacuation of bodies from Jonestown. (Photo by: Staff Sgt. Jose L. Sanchez, Jonestown, Nov. 20, 1978.)
Air Force Combat Controllers were the first American forces on the ground, securing the airstrip area, providing security, and operating the airspace. The Starlifters had to be staged more than 150 miles away from the dirt airstrip where Ryan’s body was found because they were too large for the field.
The military Aeromedical Evacuation Team repatriated eight wounded survivors from the area. It wasn’t until November 20th that Guyanan Defense Forces could reach the Jonestown Compound. The small contingent was overwhelmed by what they found there and asked the Americans to take over.
A U.S. Air Force HH-53 Jolly Green Giant helicopter from the 55th Aerospace Rescue and Recovery Squadron stands by to assist in the removal of the remains of the victims of the Jonestown tragedy. (Photo by: Staff Sgt. Jose L. Sanchez, Georgetown, Nov. 20, 1978.)
Jonestown victims’ bodies were to be airlifted to Dover Air Force Base, but first they had to be moved by three HH-53 Jolly Green Giant helicopters to the Starlifter staging area. There were so many bodies, the Air Force ran out of remains transfer cases.
U.S. Army UH-1 Iroquois helicopters are loaded aboard a C-141 Starlifter aircraft for transport back to their home base in the Canal Zone. The helicopters were used during humanitarian relief efforts following the Jonestown tragedy. (Photo by: Staff Sgt. Jose L. Sanchez, Georgetown, Nov. 20, 1978.)
“Stacked like cordwood,” the bodies were in an advanced state of decomposition. It took 30 helicopter sorties carrying 30 bodies each to get the remains to the Starlifters for transport. Each C-141 could handle 81 remains cases — as long as they were stacked on pallets.
The stench of death in the helicopters was so bad, they were deemed medically unsafe. Task Force personnel who handled the bodies burned their clothing on the runway at the end of the mission.
U.S. military personnel place a body bag containing the remains of the victims of the Jonestown tragedy in a coffin for transport to Dover Air Force Base, Delaware. (Photo by: Staff Sgt. Pedro J. Gonzalez, Georgetown, Nov. 20, 1978.)
Jeff Brailey, the Army medic who entered Jonestown, wrote a book about his experience, “The Ghosts of November.”
Saudi Arabia’s state media on Aug 6, 2018, tweeted a graphic appearing to show an Air Canada airliner heading toward the Toronto skyline in a way that recalled the September 11, 2001, terrorist hijackings of airliners that struck the Twin Towers and the Pentagon.
The graphic warned of “Sticking one’s nose where it doesn’t belong!” and included the text: “As the Arabic saying goes: ‘He who interferes with what doesn’t concern him finds what doesn’t please him.'”
Last week, Global Affairs Canada tweeted that it was “gravely concerned” about a new wave of arrests in the kingdom targeting women’s rights activists and urged their immediate release. Saudi Arabia has expelled Canada’s ambassador and frozen all new trade and investment with Ottawa in response to the criticism.
The tweet came from @Infographic_ksa, an account that had just hours earlier tweeted another graphic titled “Death to the dictator” featuring an image of the supreme leader of Iran, Saudi Arabia’s main regional rival.
Saudi Arabia has long stood accused of funding radical Muslim Imams around the world and spreading a violent ideology called Wahhabism. Under the leadership of its new young ruler, Mohammad bin Salman, Saudi Arabia has undertaken several sweeping reforms looking to reduce the funding for and spread of radical ideology as well as to elevate human rights.
But a surge of arrests appearing to target prominent women’s rights activists who previously campaigned to abolish Saudi Arabia’s ban on driving for women has caused international alarm and prompted the tweet from Canada.
The Saudi account deleted the tweet featuring the graphic with the plane and later reuploaded one without the airliner pictured.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.