Master Sgt. Adam Fagan and Staff Sgt. Benjamin Brudnicki earned the nation’s fourth-highest military honor during a ceremony at the Arizona base.
Both men were awarded for carrying out lifesaving rescues during raids against the Taliban.
While assigned to the 64th Expeditionary Rescue Squadron at Kandahar Airfield, Fagan was attached to a combined force of US and Afghan Special Forces for a raid in Helmand Province on March 24, 2019. As the team approached a Taliban compound in Sangin, they were attacked by small-arms fire from a fortified position as well as an improvised explosive device, according to Air Force Magazine.
Fagan was recognized for his actions under fire in helping to save an Afghan commando who was wounded.
“The heavy small-arms fire, coupled with rocket-propelled grenade blasts and multiple [IED] detonations pinned down the Afghan Special Forces team and hindered access to the critically wounded casualty,” Air Force Magazine reported. “Without hesitation and with complete disregard for his own safety, Sgt. Fagan took immediate control of the dire situation and engaged the fortified enemy position, repeatedly exposing himself to heavy fire.”
Two Bronze Stars with valor sit on a table at Davis-Monthan Air Force Base, Arizona, on Oct. 1, 2020. US Air Force Master Sgt. Adam Fagan and Staff Sgt. Benjamin Brudnicki, 48th Rescue Squadron pararescuemen, were presented Bronze Stars with valor for their actions in Afghanistan. Photo by Senior Airman Jacob T. Stephens.
Fagan engaged enemy forces to allow the rest of his team to reach the Afghan commando, who Fagan then treated before calling for a medical evacuation and moving the commando to the helicopter landing zone under small-arms fire and grenade attacks. He also provided cover for the helicopters to land.
“The culmination of Sgt. Fagan’s exceptionally brave actions and speed of patient delivery led to the destruction of an enemy weapons cache, the elimination of five enemy insurgents, and ultimately saved the life of a coalition partner,” the award citation states.
At the ceremony, Fagan attributed his success to his extensive training in calling in and executing medical evacuations.
“I knew what I was physically able to do, I knew I could treat that guy under fire in the dark,” he said at the ceremony.
Brudnicki was also assigned to the 64th Expeditionary Rescue Squadron at Kandahar when he was attached as a medic to a combined force of US and Afghan Special Forces on May 3, 2019, for a counterinsurgency mission in Helmand.
In a village known to be a Taliban stronghold, the commandos breached a compound and were engaged by enemy fighters.
“[Brudnicki] and his team utilized the Taliban’s own kill holes against them with decisive small-arms fire,” according to Air Force Magazine. “At distances of less than 5 feet, he engaged relentlessly with personal weapons and hand grenades, despite their cover being damaged with a rocket that failed to detonate.”
Pararescuemen and Marine force reconnaissance members board a CV-22 Osprey at a training drop zone in Djibouti to conduct free-fall jump operations as part of joint training. Photo by Air Force Staff Sgt. Gregory Brook.
When a civilian was wounded in the fight, Brudnicki braved “effective enemy fire from an adjacent compound” while running through an open courtyard to rescue and stabilize the individual.
When an Afghan commando was severely wounded and pinned down, Brudnicki “rushed to join the fight and engaged the enemy’s fortified position by again crossing the open courtyard and exposing himself to grave danger,” according to the award citation. “He successfully suppressed the enemy, allowing partner force commandos to remove the casualty from the courtyard.”
Brudnicki then set up a collection point for wounded troops and created a plan to transport blood and evacuate people.
“His actions resulted in seven enemies killed in action, including a Taliban commander, and saved the lives of two coalition partners,” the citation states.
“My team leader quickly led the assault as we eliminated the enemy with small arms fire and hand grenades at room distance,” Brudnicki said in an Air Force release. “I treated multiple casualties with advanced medical interventions and helped coordinate exfiltration while my team continued to eliminate the threat.”
Pararescuemen work under the motto “that others may live.”
“It is an honor to be recognized, however, the experience and brotherhood created with my team overseas is the most valuable piece for me,” Brudnicki said. “The Air Force best utilizes its special warfare assets when putting them to work in the joint environment, and I am proud to be a part of that.”
Ryan La Ve puts art on his body to illustrate significant people and moments from his life. He deployed to Iraq as a Military Policeman while serving in the National Guard. He made it back home from the war, but not everyone returned with him.
He took his experiences, his ongoing sleepless nights, his pain and frustration and put them into the artwork adorning his body — a gas mask, a broken robot in need of repair, a spider trapped in its own web.
La Ve’s story is part of a video series presented by We Are The Mighty. War Ink: 11 for 11 features 11 combat veterans from Iraq and Afghanistan using tattoos to tell their stories on and off the battlefield. Each week for the next 11 weeks, a different tattooed veteran will share his or her story.
Do you have a tattoo that tells the story of your war experiences? Post a photo of it at We Are The Mighty’s Facebook page withthe hashtag #WeAreTheMightyInk. WATM will be teeing up the coolest and most intense ones through Veteran’s Day.
Russia is preparing to mount what could be one of its biggest military exercises since the Cold War, a display of power that will be watched warily by NATO against a backdrop of east-west tensions.
Western officials and analysts estimate up to 100,000 military personnel and logistical support troops could participate in the Zapad (West) 17 exercise, which will take place next month in Belarus, Kaliningrad, and Russia itself. Moscow puts the number significantly lower.
The exercise, to be held from Sept. 14-20, comes against a backdrop of strained relations between Russia and the US. Congress recently imposed a fresh round of sanctions on Moscow in response to allegations of interference in the 2016 US election.
The first of the Russian troops are scheduled to arrive in Belarus in mid-August.
Moscow has portrayed Zapad 17 as a regular exercise, held every four years, planned long ago and not a reaction to the latest round of sanctions.
NATO headquarters in Brussels said it had no plans to respond to the maneuvers by deploying more troops along the Russian border.
A NATO official said: “NATO will closely monitor exercise Zapad 17, but we are not planning any large exercises during Zapad 17. Our exercises are planned long in advance and are not related to the Russian exercise.”
The US vice-president, Mike Pence, discussed Zapad 17 during a visit to Estonia in July and raised the possibility of deploying the US Patriot missile defense system in the country. The US may deploy extra troops to eastern Europe during the course of the exercise and delay the planned rotation of others.
The commander of US Army Europe, Lt Gen Ben Hodges, told a press conference in Hungary in July: “Everybody that lives close to the western military district is a little bit worried because they hear about the size of the exercise.”
The Russian armed forces have undergone rapid modernisation over the last decade and Zapad offers them a chance to train en masse.
Moscow blames growing west-east tensions on the expansion of NATO eastwards and in recent years the deployment of more NATO forces in countries bordering Russia. NATO says the increased deployments are in response to the Russian annexation of Crimea in 2013.
Russia has not said how many troops will participate in Zapad 17, but the Russian ambassador to NATO , Aleksander Grushko, said it was not envisioned that any of the maneuvers would involve more than 13,000 troops, the limit at which Russia – under an international agreement – would be obliged to allow military from other countries to observe the exercise.
Russia could, theoretically, divide the exercise into separate parts in order to keep below the 13,000 limit. Western analysts said the last Zapad exercise in 2013 involved an estimated 70,000 military and support personnel, even though Russia informed NATO in the run-up it would not exceed 13,000.
Igor Sutyagin, co-author of Russia’s New Ground Forces, to be officially published on September 20 said, “unfortunately, you can’t trust what the Russians say.” He said, “one hundred thousand is probably exaggerated, but 18,000 is absolutely realistic.”
He did not envisage an attack on the Baltic states, given they are members of NATO . “Well, there are easier ways to commit suicide,” he said. But Putin is a master at doing the unexpected, he said, and Russia could take action elsewhere, such as taking more land in Georgia.
In a joint paper published in May, Col Tomasz Kowalik, a former special assistant to the chairman of NATO’s military committee and a director at the Polish ministry of national defense, and Dominik Jankowski, a senior official at the Polish ministry of foreign affairs, wrote that Russia had ordered 4,000 rail cars to transport its troops to Belarus and estimated that could amount to 30,000 military personnel.
Adding in troops already in place in Belarus and the Russian enclave of Kaliningrad as well as troops arriving by air, it might be the largest Russian exercise since 1991.
NATO said its biggest exercise this year, Trident Javelin 17, running from Nov. 8-17, would involve only 3,000 troops. Trident Javelin 17 is to prepare for next year’s bigger exercise, Trident Juncture 2018, which will involve an estimated 35,000 troops.
The NATO official added: “We have increased our military presence in the eastern part of the alliance in response to Russia’s illegal annexation of Crimea and its military buildup in the region. We have four multinational NATO battle-groups in place in the Baltic states and Poland, a concrete reminder that an attack on one ally is an an attack on all. However, NATO’s force posture is not in reaction to Zapad 17.”
During the Cold War, Zapad was the biggest training exercise of the Soviet Union and involved an estimated 100,000 to 150,000 personnel. After the collapse of the Soviet Union, it was resurrected in 1999 and has been held every four years since.
Leadership is paramount to the success of any army. Leaders not only make life and death decisions but directly control the climate and quality of life of their subordinates.
But what is the real definition of leadership? Field Manual 6-22, Leader Development, defines leadership as “the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.”
We will discuss 12 fundamental leadership principles, as well as several educational and inspirational historical examples. Experienced leaders should already practice these principles; however, I have learned through personal experience never to assume anything. Therefore, we will start the series by examining the first four leadership principles — lead from the front, self-confidence vs. egotism, moral courage, and physical courage.
1. Lead from the front
Taught to lead by example, leaders inspire their soldiers to perform deeds of heroism and sacrifice, which often requires suppression of natural feelings such as fear. Leaders do not encourage their soldiers by saying, “onward,” but rather, “follow me,” the very apropos motto of the U.S. Army Infantry School.
To inspire troops, leaders must instill a pervasive attitude to motivate their troops to advance under withering fire or hold a seemingly untenable position. To accomplish this, leaders must be present at the forward edge of the battle area so their soldiers will follow their example and respect their judgment, leadership ability, and tactical knowledge.
2. Have self-confidence, not egoism
“As I gain in experience, I do not think more of myself but less of others.” -Gen. George S. Patton Jr.
While a platoon of soldiers is wary of going into action with an inexperienced leader, a smart platoon leader can mitigate this problem by seeking instruction and mentorship from the platoon sergeant, a role that noncommissioned officers have embraced since the rise of professional armies.
Any leader worth his stuff has confidence, but excessive egotism is usually indicative of a lack of assurance. A show of bravado in advance of a mission or the face of the enemy is acceptable; however, an abundance of cockiness is liable to portend a horrible day for all concerned. Below are examples of egotism that not only affected the leaders but their troops as well.
Gen. George S. Patton
-Gen. George S. Patton knew a thing or two about projecting confidence. He could change at will and put on his “war face,” followed by a speech, filled with “blood and guts,” to motivate his men.
Patton believed he was the most distinguished soldier who ever lived. He convinced himself that he would never falter through doubt. This faith in himself encouraged his men of the Second American Corps in Africa, and the Third Army in France, to believe they could achieve ultimate victory under his leadership.
3. Moral courage
“It is curious that physical courage should be so common in the world and moral courage so rare.”
Doing the right thing, regardless of the consequences, is moral courage. An outstanding example is Gen. George Washington, whose legacy as the commander of the Continental Army and the first President of the United States remains among the greatest in American history.
Washington was one of the most experienced military leaders in the Thirteen Colonies, having served with the English during the French and Indian War in 1755.
Selected as a delegate to the Continental Congress, he was selected as Commander-in-Chief of the Continental Army in 1775. Although Washington lost most of the battles during the Revolutionary War, he kept the Army together and built a strong coalition with the French when they intervened in the war.
According to historian Gordon Wood, Washington’s most significant act was his resignation as commander of the armies — an act that stunned aristocratic Europe. Many believed Washington could have been a dictator if he had chosen so.
4. Physical courage
“There were all kinds of things I was afraid of at first, ranging from grizzly bears to ‘mean’ horses and gun-fighters; but by acting as if I was not afraid, I gradually ceased to be afraid.” -President Theodore Roosevelt
Because the life of a soldier is fraught with danger, courage is a requirement for every military leader. soldiers, who do their duty regardless of fear and risk to life or limb, perform bravery on the battlefield. As a result, there are numerous examples of the American soldiers’ courage.
For instance, during World War II, 2nd Lt. Audie L. Murphy became (at the time) the most decorated soldier in American history. Ironically, he had been turned down for enlistment by the Marines, Navy, and Army paratroopers because of his physique.
On January 26, 1945, at Holtzwihr, Germany, Murphy ordered his men to withdraw from an attack of enemy tanks and infantry. During the withdrawal, he mounted a burning tank destroyer and fired its .50 caliber machine gun for more than an hour, killing 50 Germans, stalling the attack, and forcing the enemy to withdraw. Although wounded, he led his men in a counterattack and was awarded the Medal of Honor for his actions.
As role models, leaders must lead from the front and display courage to motivate their soldiers. However, it is important to maintain an acceptable level of confidence without it turning into excessive egotism. There is no “I” in team and success comes as a result of the soldiers’ trust in their leader and their ability to work together.
5. Foster teamwork
“It’s amazing what you can accomplish if you do not care who gets the credit.” -President Harry S. Truman
When accomplishing the mission, teamwork is more important than personal recognition, thus the famous quote, “There is no ‘I’ in team.” Today’s military often functions in joint operations, which consist of other branches as well as coalition partners. Therefore, an experienced leader cannot favor individuals but must foster cooperation with all team members.
An excellent example of such leadership is General Dwight D. Eisenhower, Supreme Allied Commander, who despite the challenges of making multiple countries’ militaries work together during World War II, built a coalition of U.S., British, French, and Canadian forces.
“I could never face a body of officers without emphasizing one word — teamwork,” he said.
6. Have fitness and energy
“Utterly fearless, full of drive and energy, he was always up front where the battle was fiercest. If his opponent made a mistake, Rommel was on it like a flash.” -Lt. Gen. Sir Brian Horrocks
If leaders follow the principle of leading from the front, then they must be physically fit and energetic to meet the demands of leadership on the battlefield. Leaders who possess such endurance can lead a platoon of hard chargers to fix bayonets and take the high ground.
Former Olympic athlete Gen. George S. Patton advocated for fitness long before it became a standard requirement for the modern day soldier. Assuming command of the I Armored Corps on January 15, 1942, Patton laid out his expectations.
“As officers, we must give leadership in becoming tough, physically and mentally,” he said. “Every man in this command must be able to run a mile in fifteen minutes with a full military pack.”
When an overweight senior officer guffawed, Patton angrily resumed, “I mean every man. Every officer and enlisted man, staff and command, every man will run a mile! We will start in exactly thirty minutes! I will lead!”
7. Be aggressive and bold
“An army of deer led by a lion is more to be feared than an army of lions led by a deer.” -Phillip of Macedonia
A leader must be bold and aggressive. Many of history’s most triumphant generals, such as Frederick the Great and Adm. Horatio Nelson, to name a few, embodied these qualities.
-Frederick the Great
Frederick the Great built his army into the one of the most formidable in history. He was a bold general and used his infantry’s swift maneuvering to confound and crush his enemies. This was the case at three of his most significant victories: the Battle of Hohenfriedberg in 1745 and the battles of Rossbach and Leuthen in 1757.
The Battle of Prague (1757), in which Frederick invaded Bohemia during the Third Silesian War (Seven Years’ War) is a prime example of his audacity. With England as his only ally, he faced Austrian, French, Russian, Saxon, and Swedish forces, and though he came close to defeat many times, he finally won the war.
-Adm. Horatio Nelson
Considered one of the most historically audacious naval leaders, Nelson faced the “Armed Neutrality,” made up of the Russian, Prussian, Danish, and Swedish fleets, at the Battle of Copenhagen in 1801.
The battle started badly for the British and the fleet commander, Adm. Sir Hyde Parker, ordered Nelson to withdraw. Nelson was informed of the signal by one of his officers and angrily responded, “I told you to look out on the Danish Commodore and let me know when he surrendered. Keep your eyes fixed on him.” He then turned to his flag captain, and said, “You know, Foley, I have only one eye. I have a right to be blind sometimes.” He raised the telescope to his blind eye and said, “I really do not see the signal.”
In the end, the British fleet won, thus making the Battle of Copenhagen one of Nelson’s greatest victories.
8. Take care of your soldiers
“The badge of rank that an officer wears on his coat is really a symbol of servitude to his men.” -Maj. Gen. Maxwell D. Taylor
A competent leader preserves combat power by putting his soldiers first and doing the most to improve their situation. You will gain soldiers’ trust by making sure they are well equipped, fed, and rested. Beyond meeting their basic needs, it is also essential to be an advocate and ensure they receive proper recognition for their achievements. The U.S. Army prioritizes this as “the mission, the men, and me.”
One of Alexander the Great’s leadership qualities was the ability to place his men first.
After covering more than 400 miles in 11 days, Alexander and his soldiers were nearly dead from thirst. Some Macedonians had brought back a few bags of water from a distant river, and they offered Alexander a helmet-full. Although his mouth was so dry that he was nearly choking, he gave back the helmet with his thanks and explained that there was not enough for everyone, and if he drank, then the others would faint. When his men saw this, they spurred their horses forward and shouted for him to lead them. With such a king, they said, they would defy any hardships.
Training and caring for your soldiers ultimately leads to unit success. It is crucial to remember there is no “I” in team and even the most well-known leaders, such as Eisenhower, needed to foster teamwork and unit cohesion to accomplish goals that would have been impossible to achieve otherwise. However, to create unity, leaders must have the determination and decisiveness to overcome challenges they and their units experience.
The General Douglas MacArthur Leadership Award.
(U.S. Army photo by Maj. Brett Walker)
9. Be a student of the past
“The only right way of learning the science of war is to read and reread the campaigns of the great captains.” -Napoleon
History offers a wealth of information to those who have the foresight to examine it. In addition to obtaining vital technical and tactical knowledge, soldiers can learn by studying how past leaders performed in the fog of war.
Gen. George Patton was a consummate warrior, known for studying history and acquiring an impressive library of professional military books during his lifetime. At an early age, he chose to become a soldier. His father nurtured him in the classics, as well as the lore of the Patton family, which was composed of military leaders, including two uncles who were Confederate officers killed in battle.
Unfortunately, Patton had dyslexia, a learning disability not well known or diagnosed at the time. He realized, however, that with determination and constant effort, he could pursue military studies and achieve his goal of becoming a great leader.
He understood the military profession required immense technical competence, knowledge of weapons and equipment, tactics and operations, and maneuvers and logistics. Therefore, he expended vast amounts of time and energy in reading and making copious notes in the pages of his books, making him not only familiar with the field and technical manuals of his time, but also knowledgeable about history.
10. Be decisive
“In any moment of decision, the best thing you can do is the right thing, the next best thing is the wrong thing, and the worst thing you can do is nothing.” -President Theodore Roosevelt
In war, lack of decisiveness can have fatal consequences. Once you make up your mind, stick to your decision. Never show yourself to be indecisive.
When Julius Caesar refused to lay down his military command and return to Rome at the end of Gallic Wars, he said, “The die is cast,” thus making it clear that his choice was irrevocable.
In 1805, during the Napoleonic Wars, Napoleon’s empire was threatened by England, Russia, and Austria. During this period, Napoleon was able to compel the Austrian army to surrender without firing a shot through rapid marching and maneuvers.
As a final example, in 1862, at the Battle of Mobile Bay during the American Civil War, Confederate mines blocked Union Adm. David Farragut’s path during an attempt to attack a Confederate Navy squadron to seize three forts guarding the bay entrance. In a decisive statement, Farragut said, “Damn the torpedoes, full speed ahead.”
11. Show determination
“You are never beaten until you admit it.” -Gen. George S. Patton Jr.
A leader must show determination even when others do not. This “never say die” attitude is necessary for your soldiers to be tirelessly persistent during desperate, bleak, or challenging situations.
Brig. Gen. Anthony McAuliffe, acting commander of the 101st Airborne Division during the Battle of the Bulge in World War II, is an excellent example. In December 1944, at Bastogne, Belgium, the Germans sent a demand for his surrender. He responded by saying, “Nuts.”
To articulate the resolve and determination of his countrymen, Winston Churchill, the British Prime Minister, gave a number of inspiring speeches during World War II:
-Blood, Toil, Tears and Sweat
“I would say to the House, as I said to those who have joined this government: I have nothing to offer but blood, toil, tears and sweat. We have before us an ordeal of the most grievous kind. We have before us many, many long months of struggle and of suffering.
You ask, what is our aim? I can answer in one word: Victory. Victory at all costs — victory in spite of all terror — victory, however long and hard the road may be, for without victory, there is no survival.”
-We Shall Fight on the Beaches
“We shall fight in France, we shall fight on the seas and oceans, we shall fight with growing confidence and growing strength in the air. We shall defend our island, whatever the cost may be, we shall fight on the beaches, we shall fight on the landing grounds, we shall fight in the fields and in the streets, we shall fight in the hills; we shall never surrender.”
-Their Finest Hour
“Let us therefore brace ourselves to our duties, and so bear ourselves, that if the British Empire and its Commonwealth last for a thousand years, men will still say, ‘This was their finest hour.'”
12. Be strong of character
“Duty, Honor, Country. Those three hallowed words reverently dictate what you ought to be, what you can be, what you will be.” -Gen. Douglas MacArthur
Gen. of the Army Douglas MacArthur was a historical leader who embodied the definition of strong character. He was a renowned general who won many battles against numerically superior and better-equipped foes and was awarded the Medal of Honor for defending the Philippines during World War II.
MacArthur did not accept anything but the best, even during times of peace, which was evident when he trained the 1927 American Olympic team. With his commanding presence, he pulled together a strong team, retorting, “Americans never quit,” in response to the U.S. boxing team manager who wanted to withdraw from the competition due to an unfair decision.
In his acceptance speech for the Sylvanus Thayer Award, one of the most eloquent expressions of leadership principles ever delivered, MacArthur’s words speak to today’s soldiers, especially NCOs who are “warrior-leaders of strong character”:
“Duty, Honor, Country. Those three hallowed words reverently dictate what you ought to be, what you can be, what you will be … They build your basic character. They mold you for your future roles as the custodians of the Nation’s defense. They make you strong enough to know when you are weak, and brave enough to face yourself when you are afraid.”
It is a tremendous honor, as an NCO, to lead soldiers and along with this honor comes the responsibility to do it well. An ideal Army NCO has a sharp intellect, physical presence, professional competence, high moral character, and serves as a role model. He or she is willing to act decisively, within the intent and purpose of those appointed over them and in the best interest of the organization. They recognize organizations built on mutual trust and confidence accomplish peacetime and wartime missions.
An NCO, who is proficient in some of these 12 principles, but deficient in others, will have a detrimental effect on mission success, morale, and the efficacy of leadership. It is therefore imperative that all leaders build competency in all principles and become well rounded.
The men and women of the U.S. military have made countless sacrifices in the service of our great nation. They deserve the best leadership that we can offer, and it is our sacred duty to give it to them.
The USS Enterprise aircraft carrier (CVN 65), also known as the “Big E,” was decommissioned at Newport News Shipbuilding on Feb. 3 after 55 years of service. Now, the question is: What is the Navy supposed to do with it?
The Navy has been trying to come up with an answer since 2012, when the ship returned to its home port Naval Base Norfolk for the last time, reports DOD Buzz.
Initially, the Navy planned to have the ship towed to Puget Sound Naval Shipyard Intermediate Maintenance Facility in Bremerton, Wash., where the reactors would be removed and the rest of the ship would be recycled, but officials realized the ship is more than the workforce at the shipyard can handle.
The next move was to solicit bids from private commercial recycling operations to properly and effectively dispose of the aircraft carrier’s non-nuclear components, but officials from the Naval Sea Systems Command announced Monday it was canceling its request.
“The Navy has identified that it requires more information to determine the approach for the disposal of CVN 65, including the reactor plans, that is more technically executable, environmentally responsible and is an effective utilization of Navy resources,” explained NAVSEA spokesman William Couch, adding the Navy will be “taking no action at this time.”
Radioactivity, which is still a factor even after defueling, makes disposal difficult, but there are several options on the table right now.
The Navy could turn the USS Enterprise over to a commercial company for partial or full recycling. The former would involve the disposal of the non-nuclear components; the latter, however, would require the dismantling of the eight defueled reactor plants.
Another option is to place the carrier in “intermediate-term storage for a number of years” and put off recycling the ship. The Navy is still searching for a suitable location.
Environmental impact studies are being carried out for the various options.
“The Navy is taking these steps to ensure CVN 65 is recycled in a cost-effective and environmentally responsible manner,” Couch said. “Given the complexities of the issues involved in recycling CVN 65, the Navy remains committed to a fully open and public process for conducting the first-ever disposal of a nuclear-powered aircraft carrier.”
The USS Enterprise is a ship in a class of its own. It completed its last deployment in 2012 after sailing 81,000 miles over a 238-day deployment to the Persian Gulf.
Content created by The Daily Caller News Foundation is available without charge to any eligible news publisher that can provide a large audience. For licensing opportunities of our original content, please contact firstname.lastname@example.org.
A former Boeing official who was subpoeaned to testify about his role in the development of the 737 Max has refused to provide documents sought by federal prosecutors, according to the Seattle Times, citing his Fifth Amendment right against forcible self-incrimination.
Mark Forkner who was Boeing’s chief technical pilot on the 737 Max project during the development of the plane, was responding to a grand jury subpoena. The US Justice Department is investigating two fatal crashes of the Boeing jet, and is looking into the design and certification of the plane, according to a person familiar with the matter cited by the Seattle Times.
The Fifth Amendment provides a legal right that can be invoked by a person in order to avoid testifying under oath. Because the amendment is used to avoid being put in a situation where one would have to testify about something that would be self-incriminating, it can sometimes be seen by outsiders as an implicit admission of guilt, although that is not always the case.
It is less common to invoke the Fifth to resist a subpoena for documents or evidence. According to legal experts, its use by Forkner could simply suggest a legal manuever between Boeing’s attorneys and prosecutors.
Forkner left Boeing in 2018, according to his LinkedIn page, and is currently a first officer flying for Southwest Airlines.
The Justice Department’s investigation into the two crashes, which occurred Oct. 29, 2018, in Indonesia, and March 10, 2019, in Ethiopia, is a wide-ranging exploration into the development of the plane. The investigation has also grown to include records related to the production of a different plane — the 787 — at Boeing’s Charleston, South Carolina plant, although it is not clear whether those records have anything to do with the 737 Max.
Preliminary reports into the two crashes that led to the grounding — Lion Air Flight 610 and Ethiopian Airlines Flight 302 — indicate that an automated system erroneously engaged and forced the planes’ noses to point down due to a problem with the design of the system’s software. Pilots were unable to regain control of the aircraft.
The system engaged because it could be activated by a single sensor reading — in both crashes, the sensors are suspected of having failed, sending erroneous data to the flight computer and, without a redundant check in place, triggering the automated system.
Grounded Boeing 737 MAX 8 aircraft in China following the crash of Ethiopian Airlines Flight 302.
The automated system, the Maneuvering Characteristics Augmentation System (MCAS), was designed to compensate for the fact that the 737 Max has larger engines than previous 737 generations. The larger engines could cause the plane’s nose to tip upward, leading to a stall — in that situation, MCAS could automatically point the nose downward to negate the effect of the engine size.
The plane has been grounded worldwide since the days following the second crash, as Boeing prepared a software fix to prevent similar incidents. The fix is expected to be approved, and the planes back in the air, by the end of this year or early 2020.
During the certification process, Forkner recommended that MCAS not be included in the pilots manual, according to previous reporting, since it was intended to operate in the background as part of the flight-control system, according to previous reporting.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
At a recent event, Russian Defense Minister Sergei Shoigu said that a division of troops would be stationed in Chukotka, Russia’s far-east region, just slightly more than 50 miles from Alaska.
“There are plans to form a coastal defense division in 2018 on the Chukotka operational direction,” said Shoigu.
He said that the deployment was “to ensure control of the closed sea zones of the Kuril Islands and the Bering Strait, cover the routes of Pacific Fleet forces’ deployment in the Far Eastern and Northern sea zones, and increase the combat viability of naval strategic nuclear forces.”
Attorney General Jeff Sessions announced a new transnational organized-crime task force on Oct. 15, 2018, furthering a crackdown on crime that he said has been a Trump administration priority since Day 1.
“The same day I was sworn in as attorney general, President Trump ordered me to disrupt and dismantle these groups,” Sessions said in remarks delivered in Washington, DC.
The Justice Department, following Trump’s lead, has intensified its efforts against the transnational gang MS-13, which started in the US and is now based in Central America. Sessions designated the group a priority for the department’s Organized Crime Drug Enforcement Task Force, which he said had been able to hit it “from all angles.”
Sessions directed that task force, as well as Justice Department officials, the FBI, and the Drug Enforcement Administration to name the top transnational criminal groups threatening the US. Subcommittees within the new task force will focus on the five groups named by those officials.
“I have ordered each of these subcommittees to provide me with specific recommendations within 90 days on the best ways to prosecute these groups and ultimately take them off of our streets,” Sessions said.
Below, you can see the five groups on which the Justice Department’s new task force will focus.
The gang started among migrants from Central America, El Salvador in particular, who fled civil wars in the 1970s and 1980s. Many of them ended up in Southern California, where, without family networks or other connections, they gravitated toward gangs.
Deportations returned many members to their home countries in the 1990s and 2000s, where the gang blossomed in the post-conflict environment.
The gang’s influence has since spread throughout the region, including to the US, where it often carries out extortion, robberies, and other crimes in areas with large migrant communities, like the Washington, DC, suburbs or Suffolk County on Long Island.
Though MS-13 members have committed particularly heinous crimes, experts have said the Trump administration misunderstands the reach and power the gang.
“Our research found that MS-13 is hardly a lucrative network of criminal masterminds,” Steven Dudley, a senior fellow at the Center for Latin American and Latino Studies at American University, wrote in early 2018. “Instead, it is a loose coalition of young, often formerly incarcerated men operating hand to mouth across a vast geographic territory.”
The Jalisco New Generation cartel, or CJNG
The Mexican organized-crime group CJNG is the youngest group on the list compiled by the Justice Department. It is believed to have sprung from one faction of the Sinaloa cartel, which is also on the list, around 2010.
Based in the southwest state of Jalisco, the CJNG has grown rapidly since then, expanding throughout the country. It often violently forces out competitors and has corrupted numerous law-enforcement officials.
It has focused on synthetic drugs like crystal meth, and it has helped push up homicide rates along Mexico’s Pacific coast, fighting for control of ports needed to bring in precursor chemicals needed to make those drugs. The CJNG has expanded into other criminal enterprises; in some parts of Mexico it is believed to be fighting for a piece of the lucrative oil-theft trade.
Perhaps the group’s most high-profile crime was shooting down a Mexican army helicopter over Jalisco in May 2015. The shoot-down killed six soldiers, who were among 15 people killed in wave of violence in the state that day. (Mexican authorities said in 2018 they caught the suspects responsible for bringing down the helicopter.)
In the years since, the CJNG and its leader, Nemesio Oseguera Cervantes, aka “El Mencho,” have become high-profile targets. The capture of a number of CJNG financial operators, including the wife of “El Mencho,” in recent years likely indicates Mexican authorities are trying to go after the gang’s money. (Though the wife was released on bail in September 2018.)
The group also appears to be facing competition at home. A group called the Nueva Plaza cartel, believed to be led by a one-time confidant of Oseguera, is thought to be challenging it on its home turf in Guadalajara, with backing from groups like the Sinaloa cartel.
Mexican drug lord Joaquin “El Chapo” Guzman is escorted by soldiers in Ciudad Juarez, Mexico, as he is extradited to New York, January 19, 2017.
(Mexico’s Attorney General’s Office)
The Sinaloa cartel
Over the past two decades, the Sinaloa cartel has risen to the top of Mexico’s narco hierarchy, operating throughout the country and around the world, linking coca fields in South America and drug labs in Mexico to consumers in the US, Europe, and parts of Asia.
Formed in the western state of the same name, the Sinaloa cartel emerged in the 1990s, after the breakup of the powerful Guadalajara cartel. Led by cartel chief Joaquin “El Chapo” Guzman, the Sinaloa cartel muscled rivals out of valuable territories, including cities bordering the US.
In the process, the cartel helped stoke dizzying bloodshed in Mexico, making its cities some of the most violent in the world.
The cartel’s outlook has been cloudy since Guzman’s January 2016 arrest, which came about six months after he broke out of jail for the second time. Rumors of a looming third breakout appeared to be snuffed out in January 2017, when Mexican officials whisked him to New York and turned him over to the US.
Since then, the Sinaloa cartel appeared ready to crack up. Guzman’s sons and presumed heirs to the cartel were kidnapped by rivals in late 2016, and in early 2017 they were challenged by Guzman’s former right-hand man and his son.
But Ismael “El Mayo” Zambada, a shadowy cartel chieftain who helped form the group with Guzman and is backing Guzman’s sons, appears to have reestablished some of the cartel’s “cohesion” and avoided a major fracture.
The Sinaloa cartel is better understood as an alliance of factions rather than a hierarchical cartel — a organizational structure that is believed to give it some resiliency in the face of law-enforcement pressure.
The Gulf clan, or the Gulf cartel, was long one of Mexico’s most powerful criminal groups moving cocaine from South America to the US and meting out shocking violence along the way.
Gulf cartel’s formation can be traced to the mid-1980s in northeast Mexico, where criminal elements and officialdom have long intertwined. Around that time, it began cutting deals with Colombian traffickers and soon vaulted from a relatively small-time marijuana and heroin business to a billion-dollar cocaine smuggling operation.
The cartel also corrupted government officials, federal and local police forces, and attorneys general. In the late 1990s, it also began developing a military wing, recruiting former Mexican special-forces soldiers to help form a group of enforcers known as the Zetas.
The Gulf cartel and the Zetas began to split in the late 2000s, sparking inter- and intra-cartel fighting that still makes northeast Mexico one of the country’s most violent regions.
In recent years, the Gulf cartel has “lost strength and has experienced rapid turnover in leadership,” the DEA said in its 2017 National Drug Threat Assessment. But the group remains influential in northeast Mexico, moving drugs into South Texas and controlling distribution hubs in US cities like Houston and Atlanta.
Hezbollah posters in the aftermath of the 2006 Lebanon War.
Hezbollah, or the “Party of God,” is the only group on the Justice Department’s list with its origins outside the Western Hemisphere.
It emerged after Israel’s 1982 invasion and occupation of southern Lebanon, which came amid a civil war in the latter country that ran from 1975 to 1990.
A Shiite Muslim political party and militant group, Hezbollah receives significant support from Iran and has fought with Iran in Syria to support that country’s dictator, Bashar Assad.
That campaign has improved Hezbollah’s operational capabilities and added to its weapons stockpiles, now believed to include weapons like guided missiles, armed drones, and anti-tank missiles.
Israel has launched strikes in Syria to deter Iran and Hezbollah and has increased its readiness to counter Hezbollah and Iranian action there. Hezbollah’s growing role in Lebanon and its expanding military capabilities have led experts to warn a future war between it and Israel could be bigger and more violent that the 2006 Lebanon War.
The US, which considers Hezbollah a terrorist organization, has pushed Lebanon to cut Hezbollah’s access to its financial sector.
The group has also been active in the US and the Western Hemisphere for some time, though its focus there is believed to be on money laundering.
People in the region with links to the group are almost all considered not to be active members but rather “associates,” though at least one man has been accused of conducting surveillance in the US in support of potential Hezbollah attacks.
The US has also accused numerous Venezuelan officials of links to Hezbollah, including through an alleged black-market scheme to sell passports. Though some intelligence officials have said those allegations are overstated.
Hezbollah-linked actors in the region’s “activities have largely been involved in logistics support, providing funds back to Lebanon to Hezbollah itself,” Adm. Kurt Tidd, the former head of US Southern Command, told the Senate in early 2016.
The threat to the US
“Transnational Criminal Organizations — whether they are gangs, drug trafficking cartels or terrorist groups — are a scourge,” Deputy Attorney General Rod Rosenstein, who will lead the new task force, said alongside Sessions on Oct. 15, 2018. “They sow violence and sell poisonous drugs. They bribe public officials and fuel corruption. They terrorize law-abiding citizens.”
While the groups named are responsible for violence and criminal activity in the US and the region, experts have differed with the Trump administration’s assessment of them.
While the gang’s members have committed heinous acts in the US, their crimes mostly target immigrant communities. Though the group’s members in the US have contact with leaders in Central America, the organization itself is decentralized and largely involved in crimes like extortion, drug possession, and homicide, as it isn’t powerful or organized enough for transnational drug-trafficking.
“The cartels use gang members. They use individuals that are living here in the United States to basically do the distribution and the logistics here in the United States,” Mike Vigil, former director of international operations for the DEA, told Business Insider in 2017.
Even as violence in Mexican border cities has risen over the past decade, violence in US cities next to them has been below-average. And incidents of cartel-related violence in the US have usually been limited to people with ties to the cartels (though there have been cases of mistaken identity).
Hezbollah is also active in the US, but it appears largely focused on fraud and money laundering. Throughout the region, the group’s activities appear limited to financial and logistical support for the organization based in Lebanon.
Intelligence officials have also disputed assertions by US politicians that the Venezuelan government is collaborating with Hezbollah and other militant groups.
“The whole Hezbollah line has been distorted for political purposes by the more extreme elements of the US right wing,” a former CIA senior official told Reuters in early 2018.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Yes, they learn the basics in Boot Camp and Basic Training. Yes, they’ll acquire a general understanding of their MOS while in advanced training. But that’s just it — bare-minimum knowledge. Don’t expect those under your command to be experts in everything straight out the gate. After all, if someone doesn’t know or understand a specific task relevant to their career, there’s no one to blame but you.
This is the idea behind “hip-pocket training.” Sometime throughout the day, an NCO should give a class on a specific topic. No PowerPoint slides copied from someone else, no reading from a book — the NCO should be the subject matter expert in whatever they’re teaching. If not, there’s no shame in asking someone else who is to “assist” in training.
7. Weapons familiarity
Every grunt and every POG should know how to properly use their weapon system, not just “pull this here, it goes bang, and that thing over there drops.” They should know every inch of their weapon. What every piece does and how it works with other pieces. Troops should know how to properly maintain it and what to do if a malfunction occurs. There’s plenty more you can do other than dime drills.
If you don’t know what a dime drill is: lay in the prone position with a rifle and have someone place either a washer or a dime at the end of the barrel. The objective it to practice pulling the trigger without jerking the weapon to the left or right, but steadily enough to keep a constant grouping of shots.
Just as there are countless classes you can host on weapons training, there are countless you can teach on medical. How to treat and dress combat injuries, how to respond to casualties of various weather conditions (hot weather, cold weather, etc.), and how to prepare a troop to properly hand off the injured to professionals — these are all life-saving skills. They don’t need to be field surgeons, but there’s no excuse for not knowing how to bring someone to proper care.
One such class could be on how to properly extract a casualty under fire. For maximum effect, train as you fight — in gear. Practice all means available, from over the shoulder carries to drags. If even the smallest person in your team can find suitable means of extracting the largest person, you’re golden.
While the average troop may not need to touch a radio, if the worst comes to worst, they’ll need to know. Troops who can properly use a radio and not talk on it like it’s a freaking cellphone are invaluable on the battlefield. Teach the basics of setting up a radio, proper etiquette while talking, and the common requests, like calling for fire or a nine-line MEDEVAC.
If the radio operator can’t get on the hand-mic or is injured, someone else will need to operate it. The Medical Evacuation will need to know the most important five things before they can set out. They are: The location of the injured, the frequency to reach the radio operator, the precedence and number of the injured, if any special equipment is needed, and number of patients who need a litter or can walk. The mnemonic device most commonly used to remember this is, “Low Flying Pilots Eat Nachos.”
The best part about wilderness survival training is that, by definition, it’s supposed to be about not having the proper tools. Whether you train the troop in how to survive outside in a desert or how to survive the backwoods of your military installation, these are tips that can also be applied off-duty when civilians ask to go camping.
A quick and easy skill to learn is how to build a debris hut. You could use a poncho, but you can make a basic structure with just three sturdy sticks as a base and some branches for insulation.
Above all, the troop must know the skills required by their specific MOS. But, as what everyone who has ever deployed can tell you, you’ll always do more. Even if you believe that you and your troops have the most cushioned position in the safest place, they should know their battle drills. Specifically, Battle Drill 2: react to contact.
BD2 is the breakdown of what you should do after an enemy engages you. Immediately — before they have time to think — troops should be able to identify what makes great cover from wherever the enemy is. It should be second nature that they should stack on a concrete wall and await the next orders. The rest of BD2 falls on the leader’s shoulders.
Continuing on the theme of “things you weren’t trained to do but do anyways,” we have: other people’s tasks. Your troops should be self-reliant to the point that they don’t need the people from the other platoon to hold their hands through everything. A great way to do this is to find another NCO from another section and make a deal. You help teach their troops this time, they help you teach next time.
This doesn’t have to be between the squad or platoon levels. If you have a buddy in another battalion or brigade who has a wildly different MOS from you, ask them to help break the monotony of daily training. Everyone has something to offer. Even if they’re grunts and you’re far from it, you can still pick up a few things here and there.
Troops need to know the shoulders of the giants upon which they stand. Every military installation has names of great troops, famous battles, and historic locations written on nearly every building and street. If you’re a 101st Airborne soldier stationed at Fort Campbell, you should be able to give details on the significance behind the name “Market Garden Road” whenever you run it in the morning.
Japan’s TV Asahi reports that about 200 North Koreans have died in a tunnel collapse at a nuclear test site in Punggye-ri, in North Korea’s northeast.
In early September, North Korea conducted its most powerful nuclear test there, detonating a nuclear device under a mountain. Experts have said it was a hydrogen bomb about 10 times as powerful as the first atomic bombs dropped on Japan at the close of World War II.
Satellite imagery has revealed that the mountain above the test site has since suffered a series of landslides and seismic aftershocks thought to have resulted from the blast.
North Korean sources told TV Asahi that a tunnel collapsed on 100 workers and that an additional 100 who went in to rescue them also died under the unstable mountain.
Using the slider below, you can see the affects of the test detonations, especially along the mountain ridges:
The tunnels in and out of the test site had been damaged, and the workers may have been clearing or repairing them to resume nuclear testing.
If the test site is compromised, hazardous radioactive material left over from the blast may seep out.
If that debris were to reach China, Beijing would see that as an attack on its country, Jenny Town, the assistant director of the US-Korea Institute and a managing editor at 38 North, previously told Business Insider.
Army Private John R. McKinney was resting after a shift on guard duty in the Luzon area of the Philippines in May 1945 when his position was attacked by some 100 Japanese soldiers at a full run. McKinney, who was part of his unit’s perimeter defense, was cut in the ear with an enemy saber as he rested in his tent that night.
As the other men in McKinney’s machine gun squad worked to get the weapon ready, McKinney grabbed his service rifle and beat his attacker with it. He then shot another enemy soldier who tried to interrupt that beating.
Unfortunately, one of the machine gunners was injured in the attack and the other tried to carry him to safety. Private McKinney was now alone – and ten Japanese infantrymen were turning the machine gun around. McKinney jumped into the gun’s position and shot seven of those ten enemy troops at point blank range. He then clubbed the three others with the butt of his rifle.
Unfortunately for him, when McKinney took control of the machine gun, he found the weapon was inoperative. And there were more Japanese troops coming – a lot more. They were lobbing grenades and mortar shells onto his position. So, he did what any combat-hardened Army private would do: he switched positions.
His new position had ammo in it. Lots of ammo.
For 36 minutes, McKinney reloaded his service rifle and repeatedly picked up others as waves of oncoming Japanese troops attempted to swarm and overrun him. He fired almost nonstop into the charge. When he couldn’t fire anymore, he flipped his rifle around and began to club them to death or engage in brutal hand-to-hand combat.
When all was said and done, 40 Japanese soldiers of the 100 who attacked McKinney lay dead, including the two mortarmen… who were 45 yards away. He protected the fellow members of his company as they slept, killing one enemy soldier every 56 seconds for the duration of the attack.
Not only did he repel the Japanese assault, but he was still alive and in complete control of the area. John R. McKinney died in 1997, at the ripe old age of 76.
Going to war is not about the ideologies of the left or the right, it’s about becoming a man.
“I’m a journalist,” said Sebastian Junger – Oscar-nominated documentarian and best-selling author – in an interview with War is Boring. “I don’t put any political agenda into my work. I think the right wing tends to idolize soldiers – you can’t talk about them critically in any way. The left wing went from vilifying them in Vietnam to seeing them as victims of a military-industrial complex.”
For young men, however, war is much simpler than a political agenda. Modern society doesn’t describe what manhood is and much less, what it requires. Joining the military fills that void by finding a peer group and purpose to their lives, according to War is Boring.
This generation has a track record for delaying the rituals of adulthood. They’re taking longer to finish school, achieve financial independence, marry and have children, compared with their parent’s generation, according to a New York Times article about millennials. Perhaps it’s a financial decision as the article explains, after all, we did just go through the great recession, or it’s young men devising their own rites of passage.
Junger tells War is Boring that tribal societies have clear rituals and expectations of adulthood:
There’s a lot of initiation rites for young men around the world that involve torturing young men,” he explains. “So that young man can then demonstrate that he’s willing to undergo an enormous amount of pain in order to achieve adult status.
They could actually live untested lives, if left to their own devices,” Junger says. But “they don’t want 30-year-old males wondering about their manhood.”
But initiation rites help define the line between childhood and the adult world, and they define what manhood is. “We don’t have anything like that,” Junger says. “But I think it’s wired in us. It’s certainly wired into our language when we talk about, ‘C’mon, be a man about it,’ or ‘Man up.'”
The way Junger sees it, young men choose to fight, “Okay, if I go to war, surely I’ll come back a man.” When he asked why they joined, the common response was the terrorist attacks on 9/11, military family tradition, and the thought of becoming a man. Check out the full article on War is Boring.
Sebastian Junger is famous for his award-winning chronicle of the war in Afghanistan in the documentary films Restrepo
(2014), and his book WarWAR
(2010). Here’s the official trailer for Korengal:
The destruction of King’s Landing on the penultimate episode of Game of Thrones came as a shock to fans of the show who didn’t see Daenerys’s dark turn coming. It apparently wasn’t a shock to the people behind The Simpsons, as a two-year-old episode of the show seems to have predicted how Daenerys and Drogon would torch the city.
Soon after the episode ended, people on Twitter posted a clip from the season 29 premiere, “The Serfsons.” In the final scene of that episode, the family watches a dragon burn their village from atop the wall of a castle.
“Look the dragon is burning our village!” Bart says, and the show cuts to a long shot of the hovering dragon spitting fire down below. It’s a shot that looks just like one from “The Bells,” a shot of Drogon spitting fire on the people of King’s Landing. He is observed by Cersei in a tower in the Red Keep, a vantage point similar to the Simpsons’ that makes the shot composition eerily similar.
This isn’t the first time The Simpsons has “predicted” something that later came true. The most famous example probably comes from “Bart to the Future,” a flash-forward episode from 2000 in which Lisa, the president of the United States, says “We inherited quite the budget crunch from President Trump.”
The show has also had a knack for predicting Super Bowls, with three different picks proving correct over the years.
A season 10 episode also showed the 20th Century Fox logo with “A Divison of Walt Disney Co” written underneath it. That one aired two full decades before Disney actually acquired Fox.
And while all of these predictions likely add up to a series of coincidences, we won’t exactly be surprised if the next week’s Thrones finale features a shyster coming into King’s Landing and convincing Cersei that building a monorail to Bravos is a good idea.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.