Turkey conducted military tests using a Russian air defense system and an American-made fighter jet on Nov. 25, 2019, in a move US officials described as “concerning.”
Turkish F-16 jets flew over the capital of Ankara as part of a test of the S-400 missile defense system, which the Turkish President Recep Tayyip Erdoğan purchased from Russia for $2.5 billion.
The purchase scuttled plans for Turkey to acquire the latest-generation F-35 Lightning II jet from the US, due to concerns that the Russian anti-aircraft system could exploit the US’s most advanced stealth technology. The purchase effectively nixed plans for Turkey to buy the US’s Patriot missile system.
One US diplomat said there was a chance that Russia had the ability to access Turkey’s S-400 remotely, and use a potential backdoor to observe on NATO allies, according to Defense News.
US lawmakers threatened to mount a campaign to levy sanctions against Turkey after it received delivery of a second battery in August 2019. The 2017 Countering America’s Adversaries Through Sanctions Act allows Trump to sanction Turkey for conducting business with Russia.
It remains unclear if Trump will impose sanctions against Turkey, NATO’s second-largest military after the US. In 2017, Trump described the sanctions act as “seriously flawed” and said he signed it into law “for the sake of national unity.”
“Erdoğan is thumbing his nose at Trump, the US [and] NATO, and crossing another red line on S-400s,” Democratic Sen. Chris Van Hollen of Maryland said on Twitter.
Secretary of State Mike Pompeo on Tuesday told reporters that the tests were “concerning,” but added he remained optimistic on resolving the impasse.
“We are hopeful. We are still talking to the Turks, still trying to figure out our way through this thing,” Pompeo said.
Despite objections on the S-400, President Donald Trump, who met with Erdoğan on Nov. 13, 2019, described his broader conversations with the Turkish president as “wonderful.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Even if you haven’t watched “The Mandalorian” on Disney Plus, you’ve undoubtedly seen all the Baby Yoda memes, fan art, and backordered holiday gifts.
As soon as the adorable green creature appeared on the Disney Plus Star Wars series “The Mandalorian,” everyone — including yours truly — wanted a piece of Baby Yoda. Despite Disney being slow on the uptake for Baby Yoda merch, there are still many great holiday gifts for fans of the fuzzy adult-baby though some are only available for pre-order and will arrive in spring 2020. This means some of the gifts below will an extra surprise when Baby Yoda arrives in the mail.
Here are 11 Baby Yoda gifts for fans of “The Mandalorian”:
In addition to hundreds of classic Disney movies, old shows, and original programming, Disney+ is the only place to see the Child in action. From day one of Disney+, “The Mandalorian” has been a hit both with audience and critics. If they don’t already have Disney+, now’s the time to get it for them.
At a little under four inches in height, this Funko bobblehead of the Child will fit nicely on a desk, bedside table, or even on the front dash of your car. This is available for pre-order right now and is expected to arrive May 13, 2020.
This 10-inch plush toy is a soft and cuddly incarnation of Baby Yoda, and even comes in special packaging that’ll look like the crib from the show. This item is available for pre-order and won’t arrive until April 1, 2020.
They’ll be able to bundle up like Baby Yoda in this cozy sweatshirt. The crew neck and ribbed hems will give them that classic sweatshirt silhouette, but the Baby Yoda print is super topical and relevant for 2019.
America’s troops have very awesome tactical gear, even through all the teething problems that systems like the F-35 Lightning II have had.
That said, all that gear can’t win a war unless you can come up with a good plan.
During a walk-through demonstration given by Lockheed Martin at the 2017 AirSpaceCyber expo held at National Harbor, Maryland, the company explained how the technology and capabilities of mission planning are set to take a huge step forward.
But what’s it like now?
The present state of integrating the air, land, maritime, space, and cyber components in the military was described as a series of stovepipes by Kim Ponders of Lockheed Martin’s famous Skunk Works.
Hiccups with this integration sometimes means that different components go after the same target.
In essence, a JDAM dropped from a F-35 could very well hit an SA-20 command vehicle that was already fried by a cyber attack, and the site then gets hits by Tomahawk cruise missiles, even though the missiles are useless without a command vehicle.
While there are times that overkill can help, there are circumstances — like a target-rich environment or when you are short of munitions — where overkill can be a problem.
In essence, this helps network 4th-generation fighters with the 5th-generation fighters without compromising the stealth of the F-22s and F-35s. During that exercise, the Einstein Box was placed on one of the early successes of the Skunk Works, the U-2 Dragon Lady.
This merging of systems ranging from the F-22 Raptor to destroyers and cruisers equipped with Aegis to the control system for the Tactical Tomahawk cruise missile to the Space-Based Infrared System will eventually make it a lot harder to the bad guys, largely because American (and allied) troops will be able to pass information to each other much faster than before.
By being able to pass the information faster, American troops will be able to rapidly pair platforms with targets. This will help them make the most of their assets on the scene. Lockheed even has teamed up with Raytheon and SRC to design a new JSTARS that could carry out MDC2.
This means that in the future, the pilot of a F-35 could detect a radar emission, and other assets (either special operation forces on the ground or a satellite) could very quickly tell that pilot whether the emitter is real or a decoy, how far it is from the van, and the pilot can then address the threat, or be told that another asset will handle it. Rapidly getting that information to everyone will eventually help save the lives of American troops, and that’s a very good thing.
Over the past two decades, the strategic landscape has changed dramatically. While the fundamental nature of war has not changed, the pace of change and modern technology, coupled with shifts in the nature of geopolitical competition, have altered the character of war in the 21st century.
Advancements in space, information systems, cyberspace, electronic warfare, and missile technology have accelerated the speed and complexity of war. As a result, decision space has collapsed, and we can assume that any future conflict will involve all domains and cut across multiple geographic regions.
Today’s strategic landscape is also extraordinarily volatile, and the nation faces threats from an array of state and nonstate actors. Revisionist powers such as China and Russia seek to undermine the credibility of our alliances and limit our ability to project power. North Korea’s efforts to develop a nuclear-capable, intercontinental ballistic missile now threaten the homeland and our allies in the Pacific. Iran routinely destabilizes its neighbors and threatens freedom of navigation while modernizing its maritime, missile, space and cyber capabilities. Violent extremist organizations (VEOs), such as the so-called Islamic State (IS) and al Qaeda, remain a transregional threat to the homeland, our allies and our way of life. These realities are why some have called today’s operating environment the most challenging since World War II.
At the same time, the U.S. military’s long-held competitive advantage has eroded. Our decisive victory in Operation Desert Storm was a wake-up call for our enemies; they observed that our operational source of strength is the ability to project power where and when needed to advance U.S. interests and meet alliance commitments. This spurred dramatic tactical, operational and strategic adaptations and accelerated modernization programs to asymmetrically counter our ability to project power. All the while, budget instability and the challenges of a decades-long campaign against violent extremism adversely affected our own modernization and capability development efforts required to preserve – or in some cases restore – our competitive advantage.
(Air Force photo by Master Sgt. Mark C. Olsen)
Additionally, the Joint Force lacks sufficient capacity to meet combatant command requirements. Over the past 16 years, we made a conscious choice to limit the size of the force to preserve scarce resources necessary for essential investments in immediate upgrades to critical capabilities. And requirements have not abated, as we assumed they would after major combat operations in Iraq and Afghanistan ended. As a result, global demand for forces continues to exceed the inventory.
Finally, as a nation that thinks and acts globally, the United States cannot choose between a force that can address IS and other VEOs and one that can deter and defeat state actors with a full range of capabilities. We require a balanced force that can address the challenges outlined in the recently published National Defense Strategy and has the inherent flexibility to respond to the unexpected.
We must adapt to maintain a competitive advantage
Advances in technology and the changing character of war require that our plans address all-domain, transregional challenges and conflict. In the past, we assumed most crises could be contained to one region. That assumption, in turn, drove regionally focused planning and decision making processes. Today, this assumption no longer holds true. Our planning must adapt to provide a global perspective that views challenges holistically and enables execution of military campaigns with a flexibility and speed that outpaces our adversaries.
We must also be prepared to make decisions at the speed of relevance. While the cost of failure at the outset of conflict has always been high, in past conflicts there were opportunities to absorb costs and recover if something went wrong. Today, that cannot be assumed, and our strategic decision making processes must adapt to keep pace. Senior leaders require routine access to synthesized information and intelligence to ensure their ability to see the fight in real time and seize initiative.
We must manage the force in a manner that allows us to meet day-to-day requirements, while maintaining readiness and the flexibility to respond to major contingencies and the unexpected. To ensure that the Joint Force provides viable options and is in position to execute when called on, our force posture must be optimized to strategic priorities and provide strength, agility and resilience across regions and domains.
To arrest and, in time, reverse the erosion of our competitive advantage, our force development and design processes must deliver a Joint Force capable of competing and winning against any potential adversary. This future force must remain competitive in all domains, deny adversaries’ ability to counter our strengths asymmetrically, and retain the ability to project power at a time and place of our choosing.
Finally, we must further develop leaders capable of thriving at the speed of war – leaders who can adapt to change, drive innovation and thrive in uncertain, chaotic conditions. The nature of war has not changed, and, in a violent clash of wills, it is the human dimension that ultimately determines the success of any campaign.
The “how” of global integration
To address these imperatives, we are adapting our approach to planning, decision-making, force management and force design. These processes are interdependent and mutually reinforcing – intended to drive the changes required to maintain our competitive advantage. Over the past two years, we have made progress in each of these areas, but more work remains.
(DoD photo by Dominique A. Pineiro)
The National Defense Strategy establishes clear priorities for the Department of Defense, and the National Military Strategy is nested within to provide a global framework for the Joint Force to operate across regions, domains and functions. We reoriented the Joint Strategic Capabilities Plan to operationalize the strategy and developed global campaign plans to provide a framework for planning an all-domain, transregional approach to the challenges outlined in the National Defense Strategy. These plans are designed to bring coherence to operations of all functional and geographic combatant commands.
The Joint Force is also improving how it frames decisions for the Secretary of Defense in an all-domain, transregional fight. This begins by developing a common intelligence picture and a shared understanding of global force posture, which then serves as a baseline to test operational plans and concepts through realistic and demanding exercises and wargames. By testing our assumptions and concepts, exercises and wargames provide senior leaders with the “reps-and-sets” necessary to build the implicit communication required to facilitate rapid decision-making in times of crisis.
Our force management processes are evolving to support the objectives laid out in the National Defense Strategy. Setting the globe begins by allocating resources against strategic priorities – optimizing the way we posture capabilities globally to support our strategy, provide strategic flexibility and ensure our ability to respond rapidly to the unexpected. Once the globe is set, we are applying the concept of Dynamic Force Employment to provide proactive and scalable options for priority missions while maintaining readiness to respond to contingencies. In a global environment that demands strategic flexibility and freedom of action, these adaptations enable the Joint Force to seize the initiative rather than react when faced with multiple challenges.
To ensure our competitive advantage, we are implementing a process for force design that provides the secretary with integrated solutions to drive the development of a more lethal force. This process begins by assessing our ability to execute the strategy and compares our capabilities and capacities vis-à-vis our adversaries. Assessment findings shape the development of comprehensive materiel and nonmateriel recommendations that inform the secretary’s priorities for investment, concept development, experimentation and innovation. This approach is designed to provide integrated solutions, across the services, which ensure competitive advantage today and tomorrow.
Finally, we are reinvigorating strategic assessments to support all these efforts. Assessments provide the analytic rigor to inform our ability both to meet the current strategy and to develop a future force that maintains our competitive advantage. A cornerstone of this process is the Chairman’s Risk Assessment, which evaluates our current ability to execute the National Military Strategy and provides a global perspective of risk across the Joint Force. And, in 2016, we published the Joint Military Net Assessment for the first time in 20 years – benchmarking the Joint Force against near-peer adversaries today and comparing our trajectory over the next five years. These assessments are essential to provide an analytic baseline for everything we do, from planning to force management and from exercise development to force design.
There is no preordained right to victory on the battlefield, and today the United States faces an extraordinarily complex and dynamic security environment. To keep pace with the changing character of war, we must globally integrate the way we plan, employ the force, and design the force of the future. If we fail to adapt, the Joint Force will lose the ability to compete.
Vietnam Veterans Day is a way to honor and thank those who fought and contributed to the war, as well as families who lost loved ones that served. While we celebrated all the Vietnam Veterans last week who served, we look to remember some of the most notable ones out of the 2.7 million soldiers who dedicated their time and blood to the Vietnam effort (between November 1, 1955 and May 15, 1975).
Many memorials have been created honoring the Vietnam Veterans, including 58,000 names carved into a black granite wall in Washington, D.C. While we remember those that died, we often forget those who lived, including the 304,000 service members who were wounded, 1,253 soldiers missing in action (MIA), and 2,500 prisoners of war (POWs).
Among these names are ones that are still recognized today, including these 5 memorable Vietnam Veterans:
Famously, Senator John McCain spent five years in the Hoa Loa war prison, where he is said to have been physically and mentally tortured. He was released in 1973 after a ceasefire. For his time, he earned a Distinguished Flying Cross, Silver Star, Bronze Star, and Purple Heart.
McCain is a third-generation Navy member. He served as a pilot, completing several successful missions, before his plane was shot down and he was captured. Though Vietnam officials attempted to trade for his release due to being an admiral’s son, McCain refused and remained in captivity.
Nearly a decade after his release, he joined the House of Representatives via the state of Arizona. In 1996, McCain made a successful bid to the U.S. Senate, and later ran for president, losing to Barack Obama.
Other notable Vietnam Veteran politicians include Colin Powell, who retired from the Army after being injured in Vietnam, and going down in a helicopter crash, and Bob Kerrey, a former Navy SEAL who lost part of his leg in a Vietnam grenade explosion.
Captain Comeback AKA Roger the Dodger was an NFL star quarterback for the Dallas Cowboys who brought home two Super Bowl wins. But before he was making his way in the NFL, Staubach graduated from the Naval Academy and served in the Navy. Upon graduation, he requested a tour in Vietnam, where he spent a year as a supply supervisor.
As the founder and Chairman of FedEx, Fred Smith is a notable businessman. But before he was setting up smart, overnight delivery infrastructure, he was serving as a U.S. Marine. In the late 60s, Smith put in two Vietnam tours where he worked as a forward air controller. He has cited his time in the Marines as helping him to understand and utilize military logistics for FedEx’s future success.
J. Craig Venter
Another incredible Vietnam Veteran is J. Craig Venter, who was the first to sequence the human genome. Venture was drafted to the Navy, where he worked as a hospital orderly. He has said the experience with heavily wounded soldiers and frequent death prompted him to attend school and dedicate his career to medical studies.
She is one of 8 women named on the Vietnam Memorial Wall in Washington D.C.
Annie Ruth Graham
Though little info exists on female service members of Vietnam, there were hundreds of nurses, news researchers and more who put their efforts to the war. This includes Annie Ruth Graham, a Lieutenant Colonel who served in World War II and Korea, before lending her nursing expertise to Vietnam. She died from natural causes during the war.
These are only a few names who helped offer their time and efforts to the Vietnam War. For more on their service, or to read about other veterans, check out the National Archives website.
Military service often requires duty in noisy environments that can cause hearing loss and it doesn’t just happen during combat operations at deployed locations far from home station.
From flight line operations to firearms qualification ranges, aircraft maintenance back shops, vehicle repair shops, civil engineering shops, or even Air Force Research laboratories where innovative and agile technologies are born, noise brings the potential of hearing loss if proper personal protective hearing equipment is not available or utilized.
“In fact, Veterans Administration records show that auditory conditions such as hearing loss and tinnitus are the number one and number two most prevalent disability claim in the VA,” said Dr. Tanisha Hammill, research coordination branch lead at the Department of Defense Hearing Center of Excellence in San Antonio. “In terms of number of claims, this is the most prevalent injury among our veterans, so there is an obvious need to focus on reducing those injuries among our service members,” she said.
In 2009, the Congressionally-mandated HCE was stood up to combat hearing and balance disorders. As part of the HCE, the Collaborative Auditory & Vestibular Research Network, or CAVRN was formed to bring together researchers with an auditory research focus to discuss current research efforts across the DoD and VA enterprises, providing unique opportunities for collaboration, Hammill said.
Annual CAVRN meetings are held at federal facilities and are hosted by member organizations, and in 2018, the annual meeting was held April 24-26 and was hosted by the 711th Human Performance Wing’s Airman Systems Directorate, Warfighter Interface Division, Battlespace Acoustics Branch; the United States Air Force School of Aerospace Medicine, and the Naval Medical Research Unit – Dayton.
Air Force Brig. Gen. Mark Koeniger, 711th HPW commander, welcomed the CAVRN meeting attendees and cited numerous opportunities for collaboration with the 711 HPW.
(U.S. Air Force photo by Richard Eldridge)
“As you go forward, the Human Performance Wing wants to be part of what you all do to help Soldiers, Sailors, Airmen, and Marines maintain their hearing so that hopefully in the future, hearing loss ceases to be the number one disability.
“The Air Force Chief of Staff’s focus areas converge on a singular vision – to create healthy squadrons full of resilient and credible warfighters primed to excel in multi-domain warfare,” he told them. “Certainly, nobody can do their job, or at least they would have a very difficult time doing their job if they couldn’t hear well.”
Hearing is a critical sense and is required for all service members to effectively communicate within dynamic and often chaotic environments.
“The ability to hear and communicate is critical to the safety of each warrior and their unit, and is central to command and control, and mission accomplishment,” Hammill said.
The CAVRN aims to foster knowledge sharing and facilitate greater communication, coordination, awareness, and transparency between community members.
“The CAVRN promotes collaboration, translation, and best practices that influence auditory-vestibular readiness, care, and quality of life for warfighters and veterans,” added Hammill.
Hammill stated that as she toured the 711 HPW, she thought about all the tremendous crossover opportunities between auditory research and so many other disciplines within human performance. “We are a very interdisciplinary team and that’s a big part of our growth – to discover and reach out to these other teams who are somehow focused on auditory or balance disorders,” she said.
“When you bring these folks together, they end up having very meaningful conversations, they are able to incorporate perspectives of their colleagues, who are subject matter experts across the DoD and VA and incorporate their perspectives and really make smarter projects and make more multiservice projects.”
Hammill explained that the CAVRN is built on a translational model, including bench scientists, clinician scientists, funding program managers, and public health experts, adding, “The whole scope from idea to application to practice, all in the same room so they can plan everything out together right up front.”
“This is a complex issue. Losing your hearing is not a part of doing business in military service and there are a lot of smart people working diligently to come up with better solutions to protect their hearing, both from a personal protective equipment stance, but also efforts in noise reductions and efforts in communication enhancement while making sure they’re able to do their job and have a reasonable quality of life after service,” Hammill said.
This article originally appeared on Health.mil. Follow @MilitaryHealth on Twitter.
There’s an old saying in the military: “rank has its privileges.” This is often quoted as a boss bullies their subordinate in a game of “Rock, Paper, Rank.” But a leader worth their salt won’t use their rank to coerce their troops, they’ll use it to help them.
Of course, a leader shouldn’t always bend over backwards to appease the troops below them. Instead, they should use their power and position to offer a helping hand to the men and women that depend on them. Here’s how:
Doesn’t mean you can protect them from everything. They’re still in the military, after all.
(Photo by Sgt. Timothy Lenzo)
Being an “avalanche shield”
There’s another quote that’s often said in jest — “sh*t rolls down hill.” Meaning, a tiny snowball-sized problem from up top will continue roll down the ranks until it’s an avalanche-sized turd that knocks the lower enlisted silly. Fantastic leaders will try to keep most of the problems away from their troops so they can continue to focus on training.
Many troops don’t even realize how lucky they are to not deal with the repercussions caused by the actions of some joker in a completely different unit. A good leader knows their troops and knows that they can be trusted.
Doughnuts and coffee are also a cheap and efficient morale boosters.
(Photo by Lance Cpl. Paul Peterson)
Offering to pay for little things
It’s in bad form to refer to or think of fellow troops by their pay grade instead of their rank — but that doesn’t change the fact that the platoon sergeant is making more than the FNG.
The leader doesn’t need to buy everything for their troops, or even that much. But picking something up from the gas station once in a while can’t hurt.
They’re a leader’s troop in both the bad times and the good.
(Photo by Sgt. Justin M. Smith)
Defending troops from peers and superiors
No leader wants to get the phone call or text informing them that their subordinate screwed up. If they’re going to be NJP’d, a good leader should act as a pseudo-lawyer between them and the commander.
The subordinate could be dead-to-rights wrong and could be a constant problem for the unit, but it’s still up to a good leader to try and showcase the tiniest bit of good in them to make sure their punishment isn’t unjust.
Just don’t be a dick to supply. If you’re on their good side, you can get some really awesome stuff that “fell off the truck.”
(Photo by Keith Hayes)
On paper, the commander and senior enlisted are in charge of a unit — but it’s the supply guy who really has the most power.
A good leader can procure whatever they need from supply if it’s going to benefit the troops. This can range from lost gear replacements to better gear to better training aids. It’s all for the greater good, so long as you’re not bullying supply.
And don’t be a dick to the training room guys, either. The reason they’re not always expedient is because they deal with a load of crap, too.
(Photo by Sgt. Shantelle Campbell)
Speeding up paperwork
Just like with supply, rank can also give you more oomph when you’re trying to get paperwork done.
Pvt. Snuffy may not be able to get a word in as they try to get a leave packet approved, but they’ll listen to you.
Giving a hand with menial tasks goes a long way.
(Photo by Bill Orndorff)
Turning down peers to work with their troops
If a leader is of a high enough rank, they can tell others that “all hands” means “allhands.” Nothing earns a troop’s respect faster than an NCO or officer sweating as much as the lowest private.
The one constant among all of the great leaders that I have had the honor to serve under is that they all would much rather get dirty with their troops than brown-nose the higher-ups.
The only things more badass than these quotes were the actions that followed them.
1. “Just hold the phone and I’ll let you talk to one of the bastards!” – Maj. Audie Murphy, U.S. Army
In January 1945, while fighting to reduce the Colmar Pocket, then-Lt. Audie Murphy led the depleted B Company, 15th Infantry Regiment in an attack on the town of Holtzwihr. The attack quickly ran into stiff resistance from German armor and infantry. Lt. Murphy ordered his men to withdraw while he held his position to continue to call in artillery on the advancing Germans. The Germans were nearly on top of him, but he continued to call for fire. Fearful of firing on their own soldier, headquarters asked Murphy how close the enemy was, to which he replied: “Just hold the phone and I’ll let you talk to one of the bastards!” During the same engagement, Lt. Murphy mounted a burning tank destroyer and drove off the Germans with its .50 caliber machine gun and continued artillery fire. He received the Medal of Honor for his actions.
2. “I have not yet begun to fight!” – John Paul Jones, U.S. Navy
When John Paul Jones sailed the USS Bonhomme Richard against the HMS Serapis in 1779, he was already famous in the Continental Navy for his daring in the capture of the HMS Drake. Although outgunned by the Serapis, Jones attempted to run alongside and lash the ships together, thus negating the advantage. The Bonhomme Richard took a beating, which prompted the British captain to offer to allow Jones to surrender. His reply would echo in eternity: “I have not yet begun to fight!” And he hadn’t – after more brutal fighting, with Jones’ ship sinking and his flag shot away, the British captain called out if he had struck his colors. Jones shouted back “I may sink, but I will never strike!” After receiving assistance from another ship, the Americans captured the Serapis. Unfortunately, the Bonhomme Richard was beyond salvage and sank.
3. “Come on you sons of bitches, do you want to live forever?!” – Sgt. Maj. Dan Daly, USMC
Then-1st Sgt Dan Daly was leading the 73rd Machine Gun Company at the Battle of Belleau Wood. He already had two Medals of Honor and cemented his place in Marine Corps history by then. Always tough and tenacious in the face of the enemy, Daly inspired his men to charge the Germans by jumping up and yelling “Come on you sons of bitches, do you want to live forever?!” The Marines attacked the woods six times before the Germans fell back. Daly was awarded a Navy Cross for his actions during the battle.
4. “I’m the 82nd Airborne and this is as far as the bastards are going.” – Pvt. 1st Class Martin, U.S. Army
As Christmas 1944 approached, the American forces in the Ardennes Forest were still in disarray and struggling to hold back the German onslaught. Versions of the story vary, but what is known is that retreating armor came upon a lone infantryman of the 325th Glider Infantry Regiment digging a foxhole. He was scruffy, dirty, and battle-hardened. When he realized the retreating armor were looking for a safe place, he told them, “Well buddy, just pull that vehicle behind me. I’m the 82nd Airborne and this is as far as the bastards are going.” They would indeed hold the line before driving the Germans back over the next several weeks.
5. “You’ll never get a Purple Heart hiding in a foxhole! Follow me!” – Col. Henry P. Crowe, USMC
Henry Crowe is known in the Marine Corps for his time as a Marine Gunner and his exploits in combat. He first displayed his gallantry at Guadalcanal while leading the Regimental Weapons Company of the 8th Marines. While engaged in fierce fighting with the Japanese, then-Capt. Crowe leaped up and yelled “Goddammit, you’ll never get a Purple Heart hiding in a foxhole! Follow me!” before leading a charge against Japanese positions. He received a Silver Star and Purple Heart for his actions on Guadalcanal and later a Navy Cross for his actions on Tarawa.
6. “Retreat, Hell!” – A number of American badasses who were told to retreat
Americans troops hate to retreat and traditionally respond with “Retreat, Hell!” when told that they should. Here are three of the most badass examples:
Maj. Lloyd W. Williams, USMC
The Battle of Belleau Wood had no shortage of hardcore Marines making a name for the Corps (literally, the moniker ‘Devil Dog’ is attributed to the battle) and then-Capt. Lloyd Williams set the tone from day one. As the French were falling back in the face of a German assault, they came across a Marine officer of the 5th Marine Regiment advancing on Belleau Wood. A frantic French officer advised the American that they must retreat. Not one to shy away from a fight, Capt. Williams responded “Retreat, Hell! We just got here!” Capt. Williams was killed in the fighting nine days later but posthumously received the Distinguished Service Cross and a promotion to Major.
Col. Rueben H. Tucker, U.S. Army
After the initial assault landings at Salerno in September 1943, the Allied beachhead was in a precarious position. The 504th Parachute Infantry Regiment conducted a combat jump to reinforce allied lines and moved out to the high ground at Altavilla to shore up the line. When a strong German counterattack threatened to dislodge the paratroopers, Gen. Dawley, VI Corps commander, called Col. Tucker and ordered his withdrawal. He vehemently replied “Retreat, Hell! Send me my 3rd Battalion!” 3/504 went in support and the regiment held the line.
Gen. Oliver P. Smith, USMC
The Battle of Chosin Reservoir is a story of incredible toughness and tenacity by American forces, particularly the 1st Marine Division. Chesty Puller had his own memorable quotes during the battle, but it was 1st Marine Division commander Oliver P. Smith who reiterated American resolve and refusal to retreat when he said “Retreat, Hell! We’re just advancing in a different direction!” And he meant it – the 1st Marine Division broke through the encirclement and fought its way to evacuation at Hungnam.
Every student of history knows that the British won the Battle of Britain in August and September of 1940, and that the Spitfire played a key role. But why was that the case?
The answer is stunningly ironic, and it requires us to look at what both the Spitfire and the Bf 109 were supposed to do.
(Yes, I said Bf 109. Believe it or not, calling Willy Messerschmidt’s signature design a Me 109 isn’t accurate. Messerschmidt worked for the Bavarian Aircraft Works, or Bayerische Flugzeugwerke. Now, Messerschmidt bought the company in 1938, but planes designed before the purchase, like the Bf 109, kept the old designation.)
So, with that out of the way, let’s look at the Bf 109 and Spitfire.
Both planes were really designed to fulfill the same mission profile: that of a short-range interceptor.
The Spitfire Mk VB had a top speed of 370 miles per hour, could climb 2,600 feet per minute, and had a combat radius of 470 miles. The Bf 109G had a top speed of 398 miles per hour, a range of 621 miles with a drop tank, and could climb 3,345 feet per minute.
In 1940, the Germans needed a plane to escort their bombers, and the Bf 109 was their only option. They tried the Bf 110, a twin-engine plane with long range and heavy firepower. The problem was, the Bf 110 was easily killed by the more maneuverable Spitfires, so the Bf 109 found itself pressed into service.
But even with a drop tank, the Bf 109 just didn’t have the endurance to be a good bomber escort.
The Spitfire was also plagued with short endurance, but during the Battle of Britain — and even over Dunkirk earlier in the summer of 1940 — it was fulfilling its role as a short-range interceptor.
In essence, it was doing what it was designed to do. The Bf 109 was also a short-range interceptor…but it was pressed into service as a bomber escort, and it just couldn’t hack it.
When the United States entered the war, one thing they were truly successful at was coming up with the perfect escort fighter, the P-51 Mustang. You could say they had learned from Nazi Germany’s mistake.
There are a lot of reasons for soldiers to visit sick call. Sure, there are a lot of skaters among the ranks of U.S. troops, but most of the military is looking to stay away from doctors and stay in the fight — especially while deployed. No officer exemplifies this more than Gen. David Petraeus, who was shot in the chest due to a negligent discharge.
The doctors were not thrilled at the prospect of letting then-Lt. Col. Petraeus walk out of the hospital. Just days before, the colonel was participating in a live-fire exercise at Fort Campbell, KY when a soldier under his command tripped. The fall caused the soldier to fire his M-16 rifle, hitting Petraeus in the chest.
Of course, Lt. Col. Petraeus survived.
“Ooh, good attempt, Private Dipsh*t. If you had tried that at the range, you might have a sharpshooter badge.”
“I remember standing for a moment and then going down to my knees and slumping to the ground,” said Petraeus. “The next I recall was being worried about the effect on the unit and delaying training. So I instructed the leaders to just prop me up against a tree with a canteen.”
Then, like a true soldier, he instructed medics not to cut off his load-bearing equipment because it took him so long to get it together and put it on. Medics then tended to his wound just like it says in the Soldier’s Manual. They then airlifted him to Blanchfield Army Community Hospital where doctors were forced to tend to his wounds without anesthesia. He was later rushed to Vanderbilt University Medical Center for more care.
Petraeus couldn’t just languish in the hospital for months at a time. He was the commander of the Iron Rakkasans, not the Wet Paper Bag Rakkasans. He may not look like it at first glance, but the decorated Army officer is tough as nails and is willing to prove it. That’s exactly how he was able to leave the hospital soon after.
“Come at me, son. My life has its own Konami Code.”
The surgeon that operated on David Petraeus that day in Nashville would later go on to work with Petraeus as a General. Republican Senate Majority Leader Bill Frist helped save the young officer’s life and later took testimony from the general on how he intended to train Iraqi troops.
Before that, however, Lt. Col. Petraeus needed to get out of the hospital. To prove to his civilian doctors that he was fine and ready for duty, Petraeus did 50 pushups without resting – just days after taking a 5.56 round to the chest from 40 meters and then undergoing surgery to repair the damage.
“(It) feels like a combination of the most enormous blow imaginable and being hit in the back with a massive hammer from the force of bullet exiting the body,” Petraeus told The Leaf-Chronicle. “I was very fortunate that the bullet did not sever an artery… I was also very fortunate that the bullet hit over the ‘A’ in ‘Petraeus’ rather than the ‘A’ in ‘U.S. Army.’“
Ohio is home for Hillary O’Connor Mueri. She was born in Parma and moved to Painesville at three years old. She’s a graduate of Ohio State University and entered the Navy as a Buckeye ROTC midshipman in 1996.
To her, it made perfect sense to run for Congress at home, in Ohio’s 14th Congressional District. And she believes she has the perfect resume for it.
“This is where I’m from,” she told Military.com. “This is where I call home. My parents still live in the house I grew up in.”
Hillary O’Connor Mueri
But running in her home district also opens her up to intense media scrutiny in front of her lifelong friends and family. With the election still nine months away, she’s already seen her opponent and his allies come out hard against her in local media. Like many veterans, she presses on, confident in her abilities. She never thought this would be easy, she says.
“Growing up, I always thought that politics was something wealthy people did. So it was never, you know, an ambition of mine,” she explains. “And I think we really need to change that narrative. We need to make the House for the people again, to make this something that everyone can aspire to.”
That aspiration is just one reason Mueri, a lawyer and former naval flight officer, decided to run for Congress. She felt a desire to serve early in her adult life, while studying aviation engineering. She wanted to use her love for all things aircraft to serve her country, especially after realizing she’d rather be flying planes than building them, she says.
Her grandfathers were both in the Navy, but they died before she was born. Still, the tradition of service, and the Navy in particular, resonated with Mueri. For her, landing on aircraft carriers meant she could always fly on the cutting edge of aviation technology.
“Tomcats forever. First love,” she says. “All the other aircraft have amazing characteristics, but there’s something about the F-14 that’s just gonna stick with me.”
Her career took her to train in Pensacola and to the carrier Theodore Roosevelt. In 2003, she flew Strike Coordination and Reconnaissance missions supporting ground troops in northern Iraq from the Roosevelt. She later became an instructor at what was then the Naval Strike and Air Warfare Center’s (now known as Naval Aviation Warfighting Development Center) Strike school at Nevada’s Naval Air Station Fallon.
She left the Navy in 2007 with the rank of Lieutenant after getting engaged to her future husband, Simon Mueri. When he was transferred to San Diego, she went too. While there, she struggled with finding meaningful work as a civilian and decided to go to law school. Graduating in 2010, she was hired by the prestigious firm of Perkins Coie in Los Angeles.
Eventually, it was time to move home to be near her family in Ohio. But running for office wasn’t her first thought. She saw an ad for Emily’s List, a reproductive rights organization that supports women running for office. There was something about the idea of running that stuck with Mueri the same way the Tomcat did.
“Watching how chaotic our government has gotten, how it turned from service and lawmaking into partisan bickering, I couldn’t sit on the sidelines anymore,” she said. “In the military, we talk about the Constitution and how service is so valuable. I want to bring that back to the House. The House of Representatives is the people’s house, and I want to be able to affect real change for everyday people.”
Part of that dedication to service is why she thinks more veterans should run for office. She believes veterans have a “country first, mission first” outlook that drives them from day to day, regardless of political party.
“It’s about identifying what needs to get done and getting it done,” she said. “So you learn how to work as a team and ignore the distinctions between you. I think having more veterans with that perspective focused on the greater good, instead of about the petty day-to-day things, we’re going to be able to really accomplish a lot that is solely for the benefit of the country.”
But it isn’t easy. Running for office is almost a 24/7 job, with nearly limitless pulls on the candidate’s attention. Being a veteran is also good preparation for those problems, she says. The 24/7 mentality is strong with most military members, and the demands of military life are great practice for balancing priorities. What most veterans probably aren’t prepared for is suddenly being in the spotlight.
“Suddenly, you have to realize that there will be a larger amount of attention paid to what you do, as opposed to going about your everyday life,” Mueri said. “That takes some getting used to.”
In her situation, allegations were made by the Ohio Republican Party that, while she was transitioning to civilian life and moving from Nevada to California in 2008, she requested an absentee ballot from the state of Ohio and voted in two primary elections.
“You’re very exposed,” she said. “It’s shocking to see that sort of thing sprung on you. In the end, you have to let it roll off your back and keep moving forward as long as you have the truth on your side. And I do, so I just have to carry on being myself.”
The Army used to have a powder chock full of electrolytes to add to water for rehydration. But there was a problem.
“It was terrible — tasted so bad that nobody would use it,” said Gregory Sumerlin, senior director of Government Military Accounts for DripDrop ORS (Oral Rehydration Solutions).
Enter DripDrop, with packets of lemon-, cherry- and watermelon-flavored powders that were on display Tuesday at the Association of the U.S. Army’s annual convention in Washington.
Sumerlin said the packets, which cost about $1.82 a piece, have been used by the Army for about four years. The other services also have shown interest, he said.
Medics in Afghanistan and Iraq have carried a supply of the packets, and troops also can keep a few stuffed in their packs, he said.
According to DripDrop’s website, the powders have “proven to hydrate better and faster than water or sports drinks, and are comparable to IV therapy.”
“By solving the taste problem, DripDrop ORS has made the most highly effective oral hydration solution known to medical science, practical for use by anyone who finds themselves with a hydration need where water and sports drinks just aren’t enough,” the site says.
The packets contain a balanced amount of electrolytes, including sodium citrate, potassium citrate, chloride, magnesium citrate, zinc aspartate and sugars to provide what DripDrop called “a fast-acting, performance-enhancing hydration solution.”
The product also has an endorsement from Bob Weir, co-founder of the Grateful Dead:
“There is no better test of a hydration drink’s effectiveness than a summer tour. If I didn’t have DripDrop, I’d have to rethink about how I would go about performing a 3.5-hour show.”
The U.S. Space Force‘s first commercial has a message for its new troops and potential recruits: “Maybe your purpose on this planet isn’t on this planet.”
It’s the closing line in the 30-second commercial, which gives viewers a glimpse into what a Space Force job might look like. That could mean protecting U.S. satellites in ground operations centers, overseeing rocket launches to deploy satellites in orbit, or perhaps recovering the super-secret X-37B Orbital Test Vehicle, according to the imagery seen in the video.
“Some people look to the stars and ask, ‘What if?’ Our job is to have an answer,” the commercial states as a young man sporting a fresh haircut looks up toward the stars.
“We would have to imagine what will be imagined, plan for what’s possible while there’s still impossible. Maybe you weren’t put here just to ask the questions. Maybe you were put here to be the answer,” it says.
The commercial is the first promotional video for the new service, an effort to attract recruits to join the military’s sixth branch.
The opening of applications means the eventual, “physical act of [commissioning] into the U.S. Space Force,” Gen. David “DT” Thompson, vice commander of Space Force, said April 23. Enlisted members would re-enlist directly into the Space Force, he said during a webinar, hosted by Space News.
“The window for airmen to volunteer to transfer to the USSF opened on Friday, May 1, and we have already received several hundred applications,” a Space Force official told Military.com on Wednesday.
The commercial also closely follows the full trailer for Steve Carell’s new Netflix comedy “Space Force” set to premiere on the streaming service May 29.
Sitting alongside Air Force Secretary Barbara Barrett during a webinar Wednesday, Gen. John “Jay” Raymond, chief of space operations and head of U.S. Space Command, remarked on Carell’s upcoming show.
“The one piece of advice that I would give to Steve Carell is to get a haircut,” Raymond said during the chat, hosted by the Space Foundation. “He’s looking a little too shaggy if he wants to play the Space Force chief.”
Barrett added, “It seems to me that it’s just further evidence that space is where things are happening. Whether it’s Netflix or in the United States Pentagon, space is where things are happening.”
Speaking about the commercial, Barrett said she hopes it will inspire “Americans to find their purpose in the nation’s newest service.”