Movie fans everywhere rejoiced when Tom Cruise officially announced that a sequel to Top Gun was in the works, as the original remains a beloved classic for its memorable quotes, thrilling action, and, of course, the most badass volleyball sequence in the history of film. Now Top Gun lovers have even more of a reason to get excited, as it was announced early July 2018 that Miles Teller has been cast to play the son of Goose, Maverick’s original flying partner, in the highly anticipated sequel.
On July 3, 2018, Teller confirmed he was pumped about Top Gun 2, linking to an article announcing his casting with the caption: “I feel the need…” For now, it is not entirely clear how prominent of a role Teller will have in the film, though rumors have circulated that Goose’s son will be one of Maverick’s proteges in the new Top Gun.
The USS Little Rock, a US Navy littoral-combat ship commissioned in late December 2017, finally left the port of Montreal late March 2018, more than three months after docking there for a short stop on its maiden voyage.
The Little Rock was commissioned in Buffalo, New York, on Dec. 16, 2017, but its journey to Mayport Naval Station in northeast Florida was delayed when the ship became stuck in Montreal a few days after Christmas. Unusually cold temperatures, icy conditions, and a shortage of tugboats to guide it out of port all contributed to the Little Rock staying in Canada.
The Navy said in January 2018 that the Little Rock would remain in Montreal “until wintry weather conditions improve and the ship is able to safely transit through the St. Lawrence Seaway.”
That stay lasted until 6:15 on the morning of March 31, 2018, port officials told the CBC. Navy spokeswoman Lt. Cmdr. Courtney Hillson confirmed the departure. “Keeping the ship in Montreal until weather conditions improved ensured the safety of the ship and crew,” Hillson told Business Insider.
The Little Rock is expected to reach Florida later in April 2018, making several stops along the way.
The decision to keep the ship at Montreal was made on Jan. 19, 2018. Hillson told Business Insider at the time that the Little Rock’s crew was carrying out routine repair work and focusing “on training, readiness, and certifications.”
(Photo via USS Little Rock Facebook)
The ship was outfitted with temporary heaters and 16 de-icers to prevent ice accumulation on the hull and its roughly 170-person crew given cold-weather clothing in response to the delay, according to the CBC.
“We greatly appreciate the support and hospitality of the city of Montreal, the Montreal Port Authority and the Canadian Coast Guard,” the Little Rock’s commanding officer, Cmdr. Todd Peters, said in a statement. “We are grateful for the opportunity to further enhance our strong partnerships.”
Canadians living near the port complained about constant noise coming from the ship’s generators. The Port of Montreal dimmed lights illuminating the ship and adjustments were made to the soundproofing around the Little Rock’s generators.
The Little Rock was the fifth Freedom-class littoral combat ship to join the US Navy. It is 389 feet long with a draft of 13.5 feet, according to the US Navy. It has a top speed of over 45 knots and displaces about 3,400 tons fully loaded. The ship is scheduled for more training and combat-systems testing in 2018, its commander said in late December 2017.
Littoral combat ships are designed to operate near shore, and their modular design is meant to enable them to perform a variety of surface missions, mainly against small, fast attack craft as well as anti-mine and anti-submarine missions.
The LCS program has struggled with accidents and been criticized for cost overruns. The Navy said in January 2018 that LCS mission modules, designed to allow the ships to perform their three mission types, will enter service in 2019, 2020, and 2021.
Kim Jong Un issued an unprecedented threat directly to President Donald Trump Friday.
In response to the president’s warning at the U.N. that the America will “totally destroy” North Korea if the rogue regime attacked the U.S. or its allies, the North Korean leader threatened to “tame” Trump “with fire,” promising the “highest-level” action against the U.S.
North Korean Foreign Minister Ri Yong-ho clarified exactly what this might mean.
“It could be the most powerful detonation of an H-bomb in the Pacific,” he said, adding that he has “no idea about what actions could be taken as it will be ordered by leader Kim Jong Un.”
Earlier this month, North Korea conducted its sixth and most powerful nuclear test to date, detonating a suspected staged thermonuclear weapon, specifically a hydrogen bomb. The country has twice successfully tested an intercontinental ballistic missile that can reach the U.S., and it North Korean state media has presented images of the warhead. Pyongyang has yet to put everything together and demonstrate its full capabilities though.
It is unclear how North Korea might choose to conduct its next nuclear test, but it could choose to carry out such a test with its new intermediate-range ballistic missile, which it has already fired over Japan twice.
Testing a hydrogen bomb in the Pacific would represent a new kind of North Korean provocation, one unlike anything the world has seen before. Kim is determined to prove that he will not be deterred by Trump. North Korea recently claimed that is close to achieving its nuclear goals, despite international pressure to rein in the aggressive little country.
Somewhere in an Estonian Forest, causal hikers will come across a sea of red star-adorned metallic strips jutting out of the ground. Like some giant shark jaw, the 9,000-foot area is next to a wooded area, covered with what are actually aircraft tail fins, which are really grave markings of Soviet airmen.
Which are all really creepy.
These days, what was once a Warsaw Pact airstrip is now near a NATO-run military installation in Estonia, a former Warsaw Pact signatory. The base, Ämari Air Base, had the name Suurküla under the Soviet Union until 1991. The fins bear the names, and some even bear the likenesses of the pilots, many of whom were probably at the controls of the plane their eternal tail fin came from.
Suurküla was the home of several Sukhoi Su-24 Fencer medium bomber squadrons, from which many of the tail fins originated in some form. Now it’s the home of Estonian and NATO Air Forces whose mission is to monitor activity on the nearby Baltic Sea, as well as a fleet of F-16s from Denmark.
Just because these pilots happen to be buried below the aircraft that likely killed them, don’t think for a minute the Soviet Union’s air forces were nothing to write home about. For a time, the Soviets possessed superior technology and boasted the world’s largest air force. The Baltic States’ air force posture could actually cover much of the country in case of a NATO invasion.
This Estonian air base and the men stationed here contributed a large part to the defense of their countries, the men buried here gave their lives for it. If you ever visit Ämari Air Base, be sure to pour out a sip of vodka for these comrades.
Marines don’t take kindly to being told something is impossible. Thomas Fitzpatrick was that kind of Marine. He landed a single-engine plane right outside of a New York City bar after making a bar bet with another patron.
In fact, the Police Aviation Bureau called it next to impossible, estimating the odds of success at “100,000-to-1.” Shortly before 3 a.m. on Sept. 30, 1956, the “twenty-something” Fitzpatrick hopped in a single-engine plane at New Jersey’s Teterboro School of Aeronautics and took off without lights or a radio.
“Supposedly, he planned on landing on the field at George Washington High School but it wasn’t lit up at night, so he had to land on St. Nicholas instead,” said Jim Clarke in an interview with the New York Times’ Corey Kilgannon. Clarke was a local resident at the time and remembers seeing the plane in the middle of the street.
According to the New York Times, locals called the first landing “a feat of aeronautics.” The owner of the plane did not press charges. Fitzpatrick was given a $100 fine (almost $900 when adjusted for inflation) for violating a city law which forbids landing airplanes on New York City streets. He also lost his pilot’s license. And that was that.
Until Fitzpatrick did it again, two years later.
This time, the Marine veteran stole the plane at 1 a.m. from Teterboro School and landed it at Amsterdam and 187th Street. He stole the second plane because someone at the bar didn’t believe that he stole a plane the first time around.
For the second theft, the judge threw the book at Fitzpatrick, sentencing him to six months confinement.
“Landing on a street with lampposts and cars parked on both sides is a miracle,” said Fred Hartling, whose family was close to Fitzpatrick. “It was a wonder – you had to be a great flier to put that thing down so close to everything.”
Aside from his two skillful drunken landings, Tommy Fitz was also a Purple Heart recipient and earned a Silver Star in Korea.
During a strategic withdrawal, Corporal Fitzpatrick noticed a wounded officer, about 100 yards forward of his position. In attempting a rescue, he and a companion were seriously wounded. Cpl. Fitzpatrick despite severe pain and loss of blood made it back to safety, directed a second successful rescue party, organized and provided covering fire to support the rescue. For this action, he was awarded the Silver Star.
Thomas Fitzpatrick died in 2009 at age 79, survived by his wife of 51 years. As of 2013, the Washington Heights neighborhood still had a drink named for ol’ Tommy Fitz: the Late Night Flight.
Did the VA read anything I submitted to them? Are these outside medical exams a scam? Who is willing to fight for me?
These are all common questions that Joseph Sapien, a Southern California-based Veteran Service Officer and Army vet, encounters on a daily basis. Veteran Service Officers, or “VSOs,” serve as a free resource to help vets properly submit disability claims and steer them to all the benefits of their service.
WATM recently spoke with Sapien on what it’s like serving as a VSO and got some advice from him on how to handle issues veterans face during the process of filing claims with the VA.
1. Where do I find a Veteran Service Officer to help with my claim?
Finding a Veteran Service Officer is as easy as picking up the phone and dialing 888-777-4443 to locate the office nearest you or by visiting the Veterans of Foreign Wars, American Veterans, or the Disabled American Veterans. Visiting a VSO is free of charge. Veterans should refrain from paying out of pocket to any agency claiming to offer them help with their claim. There are veterans services available in all 50 states.
2. Who is willingly to fight for me?
One benefit that a lot of veterans don’t take advantage of is calling up their congressman. Sapien says it’s a good idea for all vets to know who their elected officials are and meet them in person.
“This guy listens and tries to help vets, I have seen him give his time and thoughts on veteran matters, and that impressed me,” Sapien says of his local congressman, Rep. Tony Cárdenas.
3.What are some benefits Veterans don’t know about?
Caregiver program: This program provides monthly stipends to pay for support caregivers along with home and vehicle modifications for those who qualify. Caregivers of eligible veterans are urged to apply through the Caregiver Program website or by calling 855-260-3274.
College fee waiver: This program is set up to waive tuition fees for dependents and possibly for spouses. This is a state-based program. Visit your local VSO for more information.
4.What paperwork should I have before visiting a VSO?
Having the most current medical record on hand is key. If it’s not up-to-date, consider tracking the paperworkdown by getting in touch with your previous commands. Have a good solid copy of your service record on hand as well as your DD-214. The better your records are kept, the fewer bumps in the road. Just remember, filing is a process.
If you’re missing some of the documents, you can request them from archives.gov. It typically takes four to six weeks.
5.What Joe would like you to know
“We need to take care of each other. The only reason our era of veterans are getting better treatment and benefits is due to the Vietnam veterans who fought for our government,” Sapien says. “They fought and kept fighting for what was right, not for what was popular, not for the status quo. It’s our turn to stand. It is our turn to fight for future generations, so when they come home, they will be taken care of better than we are today.”
Helicopters have long been valuable to the military for a bevy of reasons — perhaps most importantly because they expand where you can put troops down. For these versatile aircraft, landing zones can be just about any clearing that a helicopter can fit.
Sometimes, however, the best option may not be to land the helicopter at all. Why? For one thing, when a helicopter is touching down to drop off troops, it’s vulnerable. As it hovers in place, it is, for all intents and purposes, a sitting duck. So, when it’s time to put boots on the ground, a bird is sometimes better off delivering paratroopers.
The CH-47 Chinook is a very good fit for that mission. Boeing notes that this helicopter has a mission radius of 200 nautical miles, far enough to get some Rangers or Green Berets well behind enemy lines. A single helicopter can hold up to 55 troops (or 12 tons of cargo). And, to top it all off, its rear ramp is similar to those on the C-130 and C-17, both planes used by paratroopers
U.S. Army Paratroopers assigned to 173rd Airborne Brigade, along with British, French, Spanish and Italian Paratroopers, board a 12th Combat Aviation Brigade CH-47 Chinook helicopter for an airborne operation at Juliet Drop Zone in Pordenone, Aviano, Italy.
(U.S Army photo by Graigg Faggionato)
One reason this is so valuable is that America has a lot of Chinooks. Between CH-47D/F and MH-47G helicopters, the United States Army has 483 Chinooks on hand with another 40 on order, making for a grand total of 523 airframes. By comparison, the United States Air Force has a total of 204 C-130H and 115 C-130J airframes on hand, with another 62 C-130Js on order. These accompany 60 MC-130H/Js on hand with another 43 on order. That’s a total of 484 C-130s.
For those unfamiliar with the whole “math” thing, 523 is greater than 484.
From a C-130? No, these paratroopers came from a Chinook.
(U.S Army photo by Graigg Faggionato)
But how does one make a successful jump from a Chinook? Well, it’s actually not much different than jumping from a fixed-wing plane. Normal paratroopers will hook up a static line that will automatically open their parachutes. Free-fall parachutists can just run out the back ramp (again, just as you would from a fixed-wing plane).
Watch the video to below to see troops from the 173rd Airborne Brigade carry out some practice jumps from a Chinook!
Serving in the military requires us to be in top physical shape so we spend long hours carrying heavy equipment and kicking down the bad guy’s door. Being physically fit ensures that we can take the fight to the enemy and outlast them in any combat situation. It’s one of our strongest battlefield advantages.
Unfortunately, when we transition out the service, many of us trade out those brutal workouts in favor of spending more time relaxing on the couch. Those six-pack abs we used to sport at the beach have now gone AWOL. In fact,
“Veterans have a 70-percent higher chance of developing obesity than the general public,” Army veteran and fitness expert Jennifer Campbell says.
One reason for this statistic is the dramatic change in a veteran’s daily routine once they’re out of service. Where once a troop was expected to gear up and get out there for PT every morning, there’s no such demand on a veteran. This huge shift away from daily activity makes an equally huge impact on a veteran’s body. And, after reaching a certain point of inactivity, a lot of veterans just give up on their physique. Unfortunately, we’re not taught how to properly step back into the routine and achieve that lean look you had while serving.
Let’s fix that. Here are a few simple few steps that will ease you back into maintaining a healthy lifestyle.
Ease back in it
We’ve seen it time-and-time again: Amateur gymgoers start hitting the weights hard right out of the gate and, by the next day, they’re so freaking sore they stop altogether. Mentally, we want to hit the ground running and make a big impact, but slow and steady wins this race.
Start out with something relatively low-impact and gradually work your way up. It’s just that simple.
We’re not superhuman, even if we tell ourselves otherwise. Setting achievable goals, like losing a few pounds over a couple of weeks, is a surefire way to boost your morale. Continually update your goals based on the ones you’ve already smashed.
Track your calories today and cut a few hundred of them tomorrow
We love to eat good food. Let’s face it, who doesn’t enjoy chowing down on a delicious piece of cake or a juicy cheeseburger? Unfortunately, those foods are super high in calories. So, we challenge you to record all the calories you’ve eaten today, and, by this time tomorrow, cut the number down by a few hundred.
At the end of the day, losing weight and getting in shape is about achieving a calorie deficit. You must expend more calories than you take in.
Senior Master Sgt. Lawrence Greebon, Airey Non-Commissioned Officer Academy Director of Education, performs a crunch in the correct form according to the new Physical Training standards while participating in a new-standards PT test
(Photo by Airman 1st Class Veronica McMahon)
Conduct a PFT
While serving, your fitness was tested by measuring how fast you ran and how many sit-ups and push-ups you could perform in two-minutes (pull-ups if you were in the Marine Corps). Now that you’re out, consider re-testing yourself to better understand where your strength and endurance is at now.
You might not score as high as you once did, but it’ll give you a solid goal to work toward.
Once you’re back on track, things get easier.
The hardest part of any fitness program is getting started. As we stated earlier, many people start out strong and quit after a few workout sessions. No one said working out was easy — because it’s not — but there is a light at the end of the long dark tunnel.
After you get into the groove of hitting the weights and slimming down, you’ll start to notice results. Then, hopefully, what you see in the mirror will inspire you to move forward and continue achieving your fitness goals.
Iran has debuted a new, locally built long-range missile system as it continues its defiant stance against the United States amid heightened tensions between the two countries.
Iranian President Hassan Rohani said in a speech on Aug. 22, 2019, during the unveiling of the mobile air-to-surface missile system that since Iran’s “enemies don’t accept logic, we cannot respond with logic.”
“When the enemy launches a missile against us, we cannot give a speech and say: ‘Mr. Rocket, please do not hit our country and our innocent people. Rocket-launching sir, if you can please hit a button and self-destruct the missile in mid-air,'” Rohani added in the speech from Tehran.
Rohani’s speech and the missile system are the latest volley in a war of words between Tehran and Washington that many worry will escalate into armed conflict.
The United States withdrew from a 2015 international accord to limit Iran’s nuclear ambitions and instead reimposed sanctions on the country.
The ministers of foreign affairs and other officials from the P5+1 countries, the European Union and Iran while announcing the framework of a Comprehensive agreement on the Iranian nuclear program, April 2015.
Iran’s economy has suffered under the sanctions, which target its oil and financial sectors.
Iran’s oil production has plummeted to 300,000 barrels a day or less while its economy will shrink by 6 percent this year, the International Monetary Fund projects. Unemployment remains high, at 12 percent.
A series of recent attacks on international ships, which the United States has blamed on Iran, and the seizure of a British tanker, have added to volatility in the region and on the global shipping industry.
Iran shot down a U.S. military surveillance drone in the Persian Gulf with a surface-to-air missile in June 2019. It says the drone was over its territory, but the United States says it was in international airspace.
Despite the increased rhetoric and animosity, Tehran maintains that it does not seek confrontation with Washington that U.S. moves against it are tantamount to bullying.
“Will there be a war in the…Gulf? I can tell you that we will not start the war…but we will defend ourselves,” Iran’s Foreign Minister Javad Zarif said on Aug. 22, 2019, at the Norwegian Institute of International Affairs.
Lt. Gen. Brian T. Kelly is the deputy chief of staff for manpower, personnel and services, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. He serves as the senior Air Force officer responsible for comprehensive plans and policies covering all life cycles of military and civilian personnel management, which includes military and civilian end strength management, education and training, compensation, resource allocation and the worldwide U.S. Air Force services program.
During an interview with Airman Magazine, Kelly discussed his mission and the Air Force’s responsibilities of managing talent, identifying toxic leadership and the role of emotional intelligence in readiness and lethality.
Airman Magazine: As the AF/A1 (manpower and personnel), what are your priorities for 2020?
Maj. Gen. Kelly: There are lots of things going on, but there are three big priorities. Number one, it’s exciting times and we’ve got to help and make sure we have a successful stand up of the United States Space Force and our resource allocation team will have a big role to help and make sure we get that on track.
Number two for us, we’ve got to ensure that we continue to make sure the right number of the right types and the right skill sets of Airman exists in our Air Force. So, the size and shape of the force has to be what it needs to be in order for us to meet our requirements in the National Defense Strategy.
Number three for us is we want to continue to transform and work on our talent management system so we can make sure we’re attracting, recruiting, developing and retaining the Airmen we need to do what the country needs to do. So those will be our three big priorities for 2020
Airman Magazine: Can you talk about the Air Force’s philosophy on managing talent and why it’s important?
Maj. Gen. Kelly: First and foremost, we’ve got to recognize that we’ve got some incredible talent in the United States Air Force and in our Space Force that we are standing up as well. But, it’s an all-volunteer force and so the talent management system we have has to be able to recognize that we’ve got to have a system that is attractive for people to be in. It also has to be agile to meet our requirements as requirements and threats change. It’s got to know what’s going on with those requirements that are out there. The talent management system has to understand – what does the talent market look like? What does the market for talent in the United States look like? And if you have an all-volunteer force, how do you become an attractive employer? How do you make sure that you are an employer of choice? If people have a way to choose between going to work for Google or coming to work for the United States Air Force or United States Space Force? The talent management system has a role to play in that and so that’s what we’re trying to do.
The Ground-Based Electro-Optical Deep Space Surveillance System is responsible for tracking thousands of objects in space. The telescopes fall under the 21st Space Wing and is positioned at White Sands Missile Range, New Mexico. Here, 216 photos captured over a 90 minute period are layered over one another, making the star trails come to life.
Airman Magazine: Have there been any changes to your talent management philosophy, and what drove those changes?
Maj. Gen. Kelly: I’d say a talent management system always has to evolve as requirements change, as threats change, as the talent market pool of eligible people changes and as skill sets change. And then there’s technology. You know, when I first came into the Air Force in 1989, the technology then was not what it is in 2020, right? And so, whether it’s artificial intelligence, machine learning, all these different things have changed the way we look at our talent management system. It’s also changed how we communicate with our Airman and how we’re able to get information out and how we’re able to get feedback. All these things have led to and sort of influence the changes in the talent management system from when I first came in to where we are now.
I would say to you the system today is driving to be more agile than it was before. It was a one size fits all discussion before, but now it’s trying to be more agile and it’s certainly more collaborative. I hope the system is becoming more transparent so that all of our Airmen understand what’s going on and that they have a say in what happens to them in the talent management system and they have an insight to what happens.
Airman Magazine: What has changed throughout your career pertaining to talent management and your leadership development?
Maj. Gen. Kelly: We (Air Force leadership) always talk about situational leadership and being able to adjust your leadership styles and that has to continually happen. We’ve seen the advent of different leadership styles needed for the population of the all-volunteer force we have today and one of the key things I think we need to touch on is our leaders need to have the right balance of emotional intelligence to be successful. So, what does that mean? I would start by saying, emotional intelligence is first and foremost the skill set to know yourself, to understand your own behaviors and to control your own emotions so that you then can have good interpersonal relationships and be able to lead others. And that’s the important part for us and I think we’ve become more cognizant and we’re trying to understand and teach that in ways that will make our leaders more effective.
As we move into the modern discussions of the national defense strategy, we’re in wars of cognition and wars of thinking, wars of understanding and wars of information and so we have to be able to develop and lead our skills in that same direction.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base, Middle River, Md., June 3, 2017.
Airman Magazine: You’ve previously said “We must be responsive to the Air Force’s needs, must be agile with our talent, focused on rewarding Airmen on performance and be transparent on how the system works.” What’s the plan to meet those attributes for a talent management system?
Maj. Gen. Kelly: I think those four attributes are where we’re trying to drive and trying to make sure our talent management system is so let me cover those a little bit and I’ll tell you how our strategy fits against that.
So, first and foremost the talent management system has to deliver and has to be responsive to the requirements of the organization. I mentioned for 2020 one of our priorities is to have the right size and shape of the force and that’s what it’s about, whatever the Air Force requires us to be, whatever the Space Force will require, the talent management system has to be responsive and it has to be agile for responding to new technologies, new threats, but it’s also going to be agile for individual Airman.
We are a military organization, but we have to understand agility and we want performance to shine. We want people’s performance to be the deciding factor in our meritocracy, if you will, for when we decide who gets promoted, who gets what key jobs.
Those Airmen who distinguish themselves by performance, that performance needs to be driven forward and incentivized and rewarded.
Lastly, I think it’s important to make sure with the communication within our force that we are transparent, open in what we do and simple.
All the things that we’ve been doing on the officer side, enlisted side and civilian side are sort of wrapped around those areas.
I’ll give you some examples, on our enlisted side, we made a change in our senior noncommissioned officer’s promotion selection process where we no longer use testing as part of that process. We did that to drive and empower performance, where performance becomes the driving factor for us being able to select our senior noncommissioned officers and it’s no longer test taking or some other skill set that might have been augmenting that decision. Now, it’s performance based.
On the officer side, we recently went to new developmental categories for our line of the Air Force system, the same system that we had in place since 1947 and we made some changes. Those changes were to help us with development to become more agile, to drive our agility and drive our responsiveness.
We had to recognize not all officers need to develop in the same way. The way that we develop and the opportunities we have for our pilots are different than what we have for our space operators, were different than what we have for our cyber operators, our support personnel, like my career field and so we had to develop the agility if you will, to be able to develop in different ways so that we can maximize everybody’s potential, while at the same time driving ourselves to be more responsive to requirements.
We can help ourselves develop the right size, the right shape and the right skill sets we need to meet the requirements for the Air Force. So, all the things we’ve been doing are all really designed around those four attributes to build the talent management system that we need.
Airman Magazine: How does the AF identify leadership potential?
Maj. Gen. Kelly: There are lots of ways to identify potential throughout someone’s career to recognize different traits and characteristics. I think there’s testing factors. I think there’s observation factors. Certainly, there’s evaluation factors at some point in time you are observed in different time phases, different jobs. You look at how did they do? How did they respond? We try to identify those people who have the skill sets to be leaders.
One of the important things we’re working on is, can we get better in identifying who’s going to be a good leader? Is it just the born characteristic or can you actually teach it and develop it and go forward? We (Air Force) say you can teach leadership, develop it and be better at it. So, we’re working on how to identify it more accurately early. It’s not just to screen people out, because I think people often think you’re trying to identify who’s not a good leader, so that you can screen them out. There’s part of that, but it’s even more important to identify where people have some shortcomings in their leadership capabilities so that we can help them and give them an opportunity to develop into the leaders we need, because we need a lot of leaders in our Air Force.
Airman Magazine: Revolutionary changes to how officers are developed and selected for promotion have been made, like the creation of developmental categories and transitioning from Below the Zone to merit-based timing for promotions. How will this help with officer development and getting the right people in key leadership positions?
Maj. Gen. Kelly: Sometimes the Air Force had the tendency in the past to rush some of our folks through key developmental opportunities and not fully immerse them and give them a chance to learn all the competencies and all the experiences they needed. At the same time, when we did that, we added the below the zone piece that gave us a chance to incentivize performance. What we’ve transformed that to now is with merit-based promotion, I can still incentivize performance, I can give people a chance to let their performance shine and let their performance advance them among their peers, but at the same time, I make sure I balance that with the developmental time that’s needed to truly get the skill sets that we’re going to require.
Airman Magazine: Can enlisted personnel expect similar changes to their promotion system in the near future?
Maj. Gen. Kelly: We made some adjustments and changes to our enlisted system, even prior to the work and transformation that we’re doing the officer system. I think you’ll see similar things. When we talk about, what do we value as an Air Force and how we’re going to evaluate you, for the officer corps, we talk about now four things. We talk about how do you execute your mission? Whatever mission you are assigned to do. How do you lead people? Whether that’s an informal way where you’re actually a supervisor or a squadron commander or even informal as part of a squadron or group. How do you manage the resources you’ve been put in charge of? Whether they be dollars and equipment or even Airmen’s time? You know Airmen’s time is a resource. And then how do you improve whatever unit you’ve been put in charge of? Those four factors are probably pretty familiar to a lot of people. Those are the same four factors we use to evaluate units, that’s the unit effectiveness inspection, the UEI that our inspector general uses to evaluate. So we said, look, let’s line those up. Let’s have those four factors be the same way we evaluate performance in our officers. I think we’re going to see the enlisted system transition towards those same four factors. Let’s evaluate our airmen as a whole on those four factors. How do I execute my mission? How do I lead people? How do I manage resources? And what did I do to improve whatever unit I’m assigned to? So, I think you’ll see commonalities. I think they’ll also be some differences. It won’t be exactly the same system because we look for different things from our officer enlisted corps. I don’t think we want them to be exactly the same to accomplish the things that we need, but there’s going to be a lot of overlap and I think there is already a lot of overlap and you’ll see some more.
Air Force Basic Military Training trainees work to complete an obstacle during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated environment.
Airman Magazine: Toxic has been this year’s buzzword. Do you think the Air Force has a toxic leader problem or is it something different that can be fixed?
Maj. Gen. Kelly: I agree with you toxic gets used a lot and I’m not always sure everybody has a framework of what toxic leadership means, because the term gets used in a lot of different ways. Sometimes it’s really appropriate and other times I’m left wondering if people understand what they refer to as toxic.
The Air Force is working on developing a definition of toxic leadership, so we can all understand.
I would say in a working definition right now on toxic leadership for us is a series of adverse behaviors that have an adverse impact on the unit or individuals. So, it’s not a one time series of negative behaviors, but it’s a continuous series of negative behaviors, that an individual would manifest that has a negative impact on a unit or on individuals, that’s toxic leadership for us.
I think that exists in our force from time to time, and it’s sometimes it’s a result of individuals who don’t have all the leadership tool sets that they need to handle the situations that they’ve been put in.
We are working to identify early what people’s shortcomings might be and give them an insight to that. It’s not to not allow them to become commanders, although that will be part of the discussion, but if we identify them in the right ways, can we give people the ways to develop and overcome those shortcomings?
There’s a fantastic course down at the Air University called the Leadership Development Course or LDC, the course sprung out of Gen. Goldfein’s work in revitalizing squadrons. They’re working to teach emotional intelligence and to teach understanding of interpersonal relationships and understanding how to lead in a positive way and inspiring way without having to revert to any of those adverse behaviors that might be characterized or seen as toxic.
I’m excited about that work. I wish that was available when I was going to go be a squadron commander. I learned a lot of things from watching other people. And luckily, I had some really good role models, but I would have loved to have some of that training and insight, so I could have known more about myself to help myself and to lead my organization in a better way.
Airman Magazine: Can you explain how changes in the talent management system might combat toxic leadership? Do you believe these changes will benefit all officers, regardless of when they peak in their careers?
Maj. Gen. Kelly: It starts with developing people the right way. The talent management system is going to identify short shortcomings in and where you’re missing a skill set, and hopefully give people a chance to correct course going forward. If I’m evaluating you on how you execute the mission, how you lead people and I’m grading that in the in the environment that we’re talking about it will help combat toxic leadership traits.
We’re driving the talent management system to reward the right behaviors in terms of leading people so that those people who are leading people in an inspirational way, in a positive way, are going to be the right people that we reward and move forward.
As a military organization we have some tough things to do. We’re going to ask people to go in harm’s way and put themselves in harm’s way from time to time. Positive leadership doesn’t mean it’s easy; it’s demanding. There are high standards and there needs to be high standards. We need to be a high standard, high performing organization, but we can do it in a positive way so that the leadership we get out is inspiring and caring leadership and that’s what we’re looking for.
Airman Magazine: What is your definition of emotional intelligence and what role does it play in the development of our leaders and what role has it had in your career?
Maj. Gen. Kelly: I think emotional intelligence is the ability first and foremost, to know yourself, your emotions and to control your emotions. So that you can use that understanding to have better interpersonal relationships and have a better understanding of others and your interaction with others.
When I first came into the Air Force, I don’t think I ever heard this terminology. I think it was there, we just didn’t know what it was. We used to talk about your ability to communicate effectively speaking, writing, leading, different things that we would focus on as leadership attributes. The idea of being able to understand yourself and understand others was always there. I just don’t know that we were as sophisticated and understood exactly what it meant. Labeling it as emotional intelligence and consciously understanding how to train it and how to get better at it and that’s where we’re going now, which is really exciting.
We have this great strength in our Air Force. We have people from all kinds of diverse backgrounds and ways of thinking. It’s difficult for you to lead diverse groups of people to be a high performing organization if you can’t understand and recognize where people are coming from or understanding yourself.
Air Force Basic Military Training trainees walk across a completed obstacle of bridge making during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated deployed environment.
Airman Magazine: Air University is developing an augmented reality exercise helping young officers shape their ability to interact effectively in social situations and to recognize and manage their emotions. How could programs like this have helped you in your career?
Maj. Gen. Kelly: I would have loved to have some of those programs and the idea of what they’re doing right now at the leadership development course at our air university is fantastic, because it’s a free training gym without any worries or any risk of failure.
You can train in a virtual training gym in what most of us learned from our actual experiences, whether it was purposeful or just un-purposeful trial and error. If I did something it didn’t work very well, if it didn’t feel so good, I learned and tried to do better. I modeled myself around the people I was lucky enough to observe and gain mentorship from. Now to have a place for us to try things, to fail and learn and learn about yourself in the process so that you have a much better opportunity to apply that in your interactions in a leadership role. Knowing what already works and doesn’t work for you, that’s a really powerful concept.
Airman Magazine: The Chief of Staff talks about the power of Failing Forward, not just with programs and ideas, but also with individuals. Can recall a specific time when you failed or took a calculated risk and failed which ultimately propelled you forward, either personally or in a specific mission?
Maj. Gen. Kelly: First, I failed a bunch of times. It wasn’t just once I failed, I failed quite often and I make mistakes a lot. I think all of us do. First and foremost, I think as an Airmen and leaders, we all have to recognize and understand that.
I can recall when I was a captain and I had a program I was in charge of, I was sort of a section chief of a program. And I had I had a three-star general stand in front of me, asking me questions. I was really excited about my program and I was really proud and convinced that everything I was saying was true. In the middle of me explaining, the general kept asking me questions and I felt like I could never get my answer out. So, I think I said, “Sir, if you’d let me finish, I’ll be able to tell you,” to which he turned and looked at me and said, “You don’t understand the questions I’m asking. You need to listen before you respond.” I felt like a big failure. It was a dressing down in front of everybody, but he was right. I was so sure that I knew what I was doing that I wasn’t listening. I was already thinking about my answer before he finished his questions.
It hurt for a couple of weeks, I had a little sore spot in my brain and my soul. But, you know, it made me understand that I needed to listen better and to know that I wasn’t going to be the only one with good ideas. It served me well as I went forward. I was lucky that particular general took it well and didn’t use it as a permanent failure experience for me.
Airman Magazine: What did that experience teach you or influence how guided other Airmen through failures?
Maj. Gen. Kelly: It made me double down on the idea that failure is not the end. You can recover from failure and that failure is probably a good thing periodically. If we never fail, we probably don’t push the envelope far enough forward to be better than what we can be.
That certainly influenced me to say, look, others around you are going to fail, how you respond to their failures and what you do with their failures is going to help shape them. So, I make sure they get the same opportunities I had to learn and grow. That’s really what became important for me out of that situation.
There’s been other times when I failed and that’s okay. I know we pushed the envelope and we got to where we needed to be and it didn’t quite work out, but we enjoyed the experience. It wasn’t very enjoyable for me when I had that first experience, but there have been other cases since then.
Airman Magazine: We have an intelligent force of high achievers who are afraid to fail and tend to try and solve problems on their own and believe failure can be a career killer. How do we move to a fail forward culture? Are the days of the one mistake Air Force behind us?
Maj. Gen. Kelly: I challenge that assertion. I don’t think we have a force of people who are afraid to fail or are risk averse. We are really blessed to have great talented Americans volunteer to come serve in our United States Air Force and in our Space Force. When we get them and they have that enthusiasm and they’re being innovative and they’re going forward and they’re failing, how we react to their failure will tell us whether they’re going to be risk averse or not.
If little mistakes are treated the same way as crimes or large mistakes, then I think you’re going to get a risk averse force. Periodically, we’ve probably had ourselves there. I don’t think we’re one mistake Air Force, I think we’re pretty mature in understanding that. But at the same token, I think we’re a force that says you have to learn from the mistakes you’ve made. Repeated failures or repeated mistakes for the same things isn’t something we can have. Because eventually, those repeated mistakes are going to translate to actual combat and an actual battlefield.
Airman Magazine: Is there anything else you’d like to add?
Maj. Gen. Kelly: It’s an exciting time for the Air Force. This idea that we have to make the force as a whole raise our acumen if you will, on what does it mean to be an Airman? What does it mean to be in the United States Air Force or United States Space Force? How do we build better leaders? How do we build a more lethal force for what is going to be required in the future? It’s an exciting time for us. I believe there’s lots of good thinking going on, there’s some great innovation and it’s a time to make a difference, so I’m excited to be part of it.
North Korea fired a missile over Japan’s Hokkaido province in the early morning hours of August 29, and the early figures coming out from the launch indicate it could have been a warm up for similar action toward the US territory of Guam.
North Korea has expressed vitriolic anger over US and South Korean war games throughout the month of August. It culminated in the announcement of a plan to fire missiles toward Guam, where the US keeps nuclear-capable bombers and some 7,000 military personnel.
The launch August 29 overflew Japan and traveled almost 1,700 miles before crashing down into the sea, hitting a high point of about 340 miles over land. Japan has previously said it would shoot down any missiles headed toward its territory, but this one simply flew over. The missile launch coincides with the completion of Northern Viper, a joint US-Japanese military drill in Hokkaido.
Specifically, North Korea threatened to fire four Hwasong-12 missiles over Japan into the waters just about 20 miles short of Guam.
Experts contacted by Business Insider said it would be unlikely that North Korea could pull off such a feat with a missile that has only been tested once successfully. Furthermore, doubts remain about North Korea’s ability to create a warhead that can survive reentering the Earth’s atmosphere.
But even if the launch ends up having been another missile, or not intended to sure up capabilities headed for a shot toward Guam, the violation of Japan’s sovereign air space will likely demand a response. And US and Japanese policymakers may look to shoot down further tests if they travel the same route.
Unless there is a lead-lined refrigerator lying around, we’re guessing none of you reading this would be too keen on standing at ground zero of a nuclear blast. But it turns out this is exactly what six men chose to do with their afternoon in July of 1957 — five of them even volunteered, with the sixth not told what he’d be ordered to do that day until he showed up to work… So who were these men, why were they there, and what happened after?
As the Cold War began heating up and the U.S. and Soviets were each attempting to set a record for money spent stock piling thousands of weapons not intended to be used, the general public were getting a little nervous about both the testing of said weapons and what would happen if one of the two super powers decided to take things to the next level, particularly as rockets and missiles tipped with nukes started to become a thing. Despite assertions that there was nothing inherently dangerous about a rocket with a nuclear warhead detonating directly above you, the citizens of the United States weren’t buying it.
Putting their money where their mouths were, Colonel Arthur Oldfield of the Continental Air Defense Command decided to prove the assertion, ordering to have just this sort of thing filmed happening. This particular test, named John, was a part of the five month long Operation Plumbbob series of nuclear tests.
(National Nuclear Security Administration)
Besides the men involved with John, these tests also included over 18,000 other members of the military being put in relatively close proximity to nuclear blasts, with the point being to determine how troops would react in battle with nukes detonating nearby. The tests also included over a thousand pigs being used to study the biological effects of the detonations when the subjects were much closer to the blasts than officials were comfortable putting humans. (Squeal piggy!!!)
The five men who volunteered to insert themselves into John were Colonel Sidney Bruce, Lt. Colonel Frank P. Ball, Major Norman “Bodie” Bodinger, Major John Hughes, and Colonel Donald Lutrell. The sixth individual was a cameraman named Akira “George” Yoshitake — simultaneously the only one who did not volunteer for the gig and the only one who had a job to do during the blast. His job, of course, was to capture the entire event for a nice little propaganda film to demonstrate that these nuclear tipped rockets were perfectly safe to use in air combat scenarios above populated regions.
And so it was that on July 19, 1957, the five exceptionally brave men and one cameraman, no doubt re-evaluating his career choices and decision making paradigm, found themselves standing around 70 miles northwest of Las Vegas as the crow flies, or about 100 miles by road, in the Yucca Flats in the Area 10 Test Site. Next to them was a sign that read “Ground Zero. Population 5”, casually disregarding the key contributions of Yoshitake, which has been a theme for the few hundred filmmakers who were so critical to these nuclear tests and data gathering, yet have been largely ignored by history.
Soon enough an F-28 jet flew overhead, shooting a Genie rocket equipped with a 1.5 kiloton W25 nuclear warhead. This was actually the first test of a live nuclear tipped Genie rocket, but, thankfully for the men, the unguided rocket did not malfunction and instead flew straight for about two and a half miles at a height of around Flight Level 180 (about 18,000 feet or about 5.5 km). It then detonated almost directly above them.
Said Major Bodey as it happened, “We felt a heat pulse. A very bright light. A fireball it is red. The sky looks black about it. It is boiling above us. It is rapidly losing its color…”
Then a massive blast sound could be heard, at which point Bodey stated, “There is the ground wave! It is over folks, It happened! The mounds are vibrating. It is tremendous! Directly above our heads! It is a huge fireball. … Wasn’t that a perfect, perfect shot.”
Seemingly remembering the whole thing was to be a propaganda film showing it was just good family fun to stand under a nuclear blast, Colonel Bruce then stated, “My only regrets right now are that everyone couldn’t have been out here at ground zero with us.” Shortly thereafter he no doubt thanked the Academy and noted he felt humbled to be there.
You might at this point be thinking that while the blast itself didn’t do them any harm, other than maybe a stubborn case of tinnitus — the little talked about silent killer associated with nuclear blasts — surely these men must have been exposed to copious amounts of ionizing radiation. But this turns out not to have been the case. It was later determined they were exposed to negligible amounts of such radiation. In fact, less than the pilot of the F-89 jet and significantly less than the pilots ordered to fly through the region of atmosphere the blast occurred at a mere ten minutes later.
A formation of three F-89Ds.
(US Air Force photo)
The blast occurring reasonably high in the atmosphere also ensured that no ground materials were sucked up, thus no large cloud of radioactive particles was present. And as for the radioactive materials from the bomb and any dust already in the atmosphere nearby, these would have spread out quite widely before coming down.
Ironically, however, while the whole thing was meant to show the safety of such nuclear rockets detonating high over head, radioactive particles from these tests frequently settled on nearby towns, even as far away as Utah. As you might expect from this, the U.S. government has paid a pretty penny, to the tune of around a billion dollars to date, to the inhabitants of these regions who later had health problems possibly related to being exposed to high amounts of ionizing radiation during the tests.
All this said, it is noted that every one of these six brave men did later in life get cancer at one point or another. However, it’s not thought this test in particularly probably contributed much to that. All of them were involved in a number of nuclear tests, many of which saw them exposed to far more ionizing radiation, with the cumulative effect of it all probably also not helping matters.
In the end, Major Hughes lived to the age of 71, dying of cancer in 1990. Lt. Col. Ball lived until 2003, dying at the ripe old age of 83 of cancer. Colonel Bruce actually made it to 86, dying in 2005 of, you guessed it, cancer. Major Bodinger also died of cancer, we believe in February of 1997, though it’s not clear here as his grave is not listed in the U.S. Department of Veteran Affairs grave site locator. But we found a grave in Oklahoma for someone that appears to match up with what we know about Bodie. Next up, Colonel Lutrell at one point got colon cancer, though it isn’t clear whether this is what he died of. Whatever the case, he seems to have shuffled off this mortal coil in 2014 at the age of 91. As for the cameraman George Yoshitake, while he did have to battle stomach cancer to do it, he lived to 84, dying in 2013 of a stroke.
This article originally appeared on Today I Found Out. Follow @TodayIFoundOut on Twitter.