Technically, there are five branches of service to choose from if you’re thinking about joining the military (including the Coast Guard). There’s a high level of rivalry among branches that can spark a lot of friendly sh*t talking. As veterans, we still love to take cheap shots at one another — but it’s always in good fun.
We’ve said it time-and-time again that the military has a dark sense of humor and we flex those comedic muscles at the other branches as often as possible. Since the U.S. Navy is hands-down the most dominant force to ever patrol the high seas, sailors do things that no other branch can do: kick ass while floating in the middle of nowhere.
The Army and the Air Force can’t compete with the Navy since they have no ships. The Marines can’t conduct business without the Navy navigating them around the world. Lastly, The Coast Guard is a bunch of land-hugging puddle jumpers.
Since we managed to sh*t talk to everyone (in good fun), it’s time to nail each of them, once again, through memes making you reconsider why you didn’t join the Navy instead.
No matter how badass and powerful you might think you are, remember, the U.S. Navy is way freakin’ bigger… and they’re coming for you.
During the Wild West, many towns popped up along the trail and eventually went on to become ghost towns. Military bases, though, have sometimes become “ghost bases” – abandoned and left to rot.
Some of these ghost bases are near cities like the Big Apple. Others, like Johnston Atoll, are pretty far off – a nice getaway spot, if not for the history of being used as a storage center for Agent Orange and other interesting stuff.
The climates can be very different – from the burning sands of Johnston Atoll to the frozen flatlands of North Dakota, where America briefly operated a ballistic-missile defense system known as SAFEGUARD.
One base in Croatia that once was home for almost 50 fighter jets was abandoned during the Yugoslav civil war of 1991 – and the wrecks are mostly used by folks seeking some adventure. That base still gets “official” use for law enforcement training.
A damaged runway at the Zeljava Air Base in Croatia. (Photo from Wikimedia Commons)
You can even check out one abandoned facility that will soon fall into the Pacific. No, not Johnston Atoll (it was a re-claimed coral atoll built over the years long before China did the same thing in the South China Sea), but instead the Devil’s Slide bunker on the California coast. A lack of maintenance and the natural process of erosion will eventually send this coastal-defense bunker tumbling from commanding heights and into the Pacific.
But if you want one “ghost base” that has captured imaginations worldwide, you can go to either the Ukraine or Siberia to see the Duga Radar Array – an early-warning system meant to detect American missiles. Or just pick up the video games “Call of Duty: Black Ops” and “Stalker” to see representations of the array used.
So, take a peek at this video that tells more about these and some other “ghost bases” – and tell us which “ghost base” you would like to know more about.
Later this month, our nation will mark a full calendar year since the COVID-19 pandemic upended the lives of millions of our fellow citizens and people around the world. The U.S. Armed Forces, being a cross-section of America, have not been spared from the effects of the coronavirus. Across the military, COVID-19 has left a deep mark: PCS moves were delayed, school and childcare has been disrupted, promotion ceremonies and weddings have been put off – and, tragically, many lives have been lost.
In addition to the impact of the pandemic, the U.S. has also dealt with domestic unrest, social change, economic struggles not seen in generations, and the start of a new administration. To say that the last 52 weeks have been challenging and historic would be an understatement. However, March 2021 also marks another milestone, and a fresh opportunity to showcase the best of the ideals of selfless service and teamwork that is the foundation of America’s military: the launch of the Army’s Annual Campaign on behalf of Army Emergency Relief (AER).
Most soldiers and their families are familiar with AER, the Army’s own financial assistance organization. Since 1942, AER has been 100% focused on helping soldiers and their families when they face financial challenges. Each year, we support over 40,000 Soldiers with nearly $70 million in grants, zero-interest loans, and educational grants for Army spouses and children. All told, that comes to more than $2 billion in support since our founding, with more than $1 billion of that since 9/11. Chances are, whether you are a single soldier or part of an Army family, you’ve either contacted AER for help yourself or personally know someone that has.
How can AER help? In 2019, we provided $9 million to more than 5,000 soldiers who were impacted by hurricanes, fires, floods, and other natural disasters. Last year, as the COVID-19 pandemic hit our nation hard, we established new relief programs to help Soldiers and their loved ones navigate childcare, remote education, PCS moves, and other critical financial needs caused by the pandemic, including expanded eligibility for U.S. Army Reserve & National Guard Soldiers. Overall, we have more than 30 categories of assistance; whether it’s personal vehicle repair, emergency travel, damage to your house from natural disasters, or funeral expenses caused by the loss of a loved one, we help soldiers deal with life’s unexpected costs. What’s more, all of our financial assistance is provided either as a grant or a zero-interest loan – unlike the payday lenders near Army installations that prey on soldiers, charging up to 36% interest (and sometimes higher) on short-term loans.
Even though our mission supports the global Army team, AER receives no funding from taxpayer dollars. Every dollar we provide to those in need is from donations by soldiers (active duty and retired), the American public, and industry partners. That’s where the Annual Campaign comes in— the main goal of the campaign is to raise awareness across the Army Team of AER’s benefits, while offering soldiers the opportunity to support their fellow brothers and sisters in arms by making a donation.
The many difficulties we’ve faced as a nation over the past year has re-emphasized the importance of supporting those who practice selfless sacrifice on behalf of others. That’s why the theme of this year’s Annual Campaign is “A Hand-Up for Soldiers”. Details on the campaign, which kicked off March 1 and runs through May 15, can be found at https://www.armyemergencyrelief.org/campaign. Donations can be made online, through an installation’s AER Officer, or your Unit Campaign Representative.
AER isn’t a giveaway program; it’s a hand-up for soldiers and Army families experiencing temporary financial need. We help soldiers get back on their feet and back in the fight; as the Chief of Staff of the Army, General James C. McConville says, “People First – Winning Matters”. Remember, asking for help is a sign of strength! Let’s work together these next two months and make the 2021 Annual Campaign a success.
Retired Lt. Gen Raymond V. Mason is the Director of Army Emergency Relief. The Army’s Annual Campaign runs from March 1st through May 15th across all installations.
F-22 Raptor fighter jets from Tyndall Air Force Base, Florida, have joined combat air forces from across the nation for the joint, full-spectrum readiness exercise Red Flag 17-3.
Ten F-22s from the 95th Fighter Squadron are joining the exercise alongside Marine Corps F-35B and Air Force F-35A Lightning II joint strike fighters.
This is a first in Red Flag history that both variants of F-35 will take part in the exercise, officials said. The F-35B is the short-takeoff and vertical-landing version of the jet, and the F-35A has conventional takeoff and landing capabilities.
Other aircraft such as B-1 Lancer and B-2 Spirit bombers, E-3 Sentry airborne warning and control aircraft, F-16 Fighting Falcon fighters, and more will also be featured and will each play an important role in the exercise theater, officials said.
The F-22 is designed to project air dominance rapidly and at great distances.
“We’re primarily an escort role,” said Air Force Capt. Brady Amack, 95th Fighter Squadron pilot. “We integrate with other aircraft, whether they’re fourth or fifth generation, and ensure they’re able to execute their mission. The amount of experience we get is huge. There is no other area, really, where we can train with so many different types of aircraft in such a large area.”
Higher Level of Training
By gathering these diverse units together, the exercise facilitates readiness training on a higher level, as each unit rings specific expertise and talents to the table, officials said. Red Flag teaches them to work together as they would in the field, possibly for the first time, before facing an actual threat, they added.
Red Flag 17-3 is exclusively reserved for U.S. military forces, which allows for specific training when coordinating fifth-generation assets, exercise officials noted, adding that Tyndall’s Raptors will be able to learn from working with both F-35 units taking part.
Both aircrafts’ stealth capabilities, advanced avionics, communication and sensory capabilities help augment the capabilities of the other aircraft, Amack said.
“Working with the F-35s brings a different skill set to the fifth-generation world,” he added. “Having a more diverse group of low-observable assets has allowed us to do great things.”
The mission of the Red Flag exercise overall is to maximize the combat readiness and survivability of participants by providing a realistic training environment and a preflight and post-flight training forum that encourages a free exchange of ideas.
The 95th Fighter Squadron benefits by learning how to completely integrate into multi-aircraft units and gaining experience from intense sorties, officials said.
“Since Red Flag 17-3, in particular, is U.S. only, we get to take the opportunity to take things to the next level,” said Air Force Lt. Col. Mark Sadler, 414th Combat Training Squadron commander.
“This Red Flag alone gives us our singular largest fifth-generation footprint, which allows us to learn as we continue to build new ideas. As we look to be innovative and solve problems, we’ll only increase our readiness by getting smarter as a force and as joint warfighters.”
F-35B Lightning II aircraft, attached to the F-35B detachment of the “Flying Tigers” of Marine Medium Tiltrotor Squadron (VMM) 262 (Reinforced), are currently in the Indo-Pacific region deployed aboard the amphibious assault ship USS Wasp (LHD 1).
Wasp, flagship of Wasp Amphibious Ready Group, with embarked 31st Marine Expeditionary Unit (MEU), is operating in the region “to enhance interoperability with partners and serve as a ready-response force for any type of contingency.”
F-35B flying in “Third Day of War” configuration.
(US Marine Corps photo)
Images being released these days show the Marines STOVL (Short Take Off Vertical Landing) aircraft in VMFA-121 markings carrying external weapons during blue water ops, a configuration being tested for quite some time and known as CAS (Close Air Support) “Beast Mode” (or “Bomb Truck”).
In particular, the aircraft are loaded with 2x AIM-9X (on the outer pylons) and 4x GBU-12 500-lb LGB (Laser Guided Bombs).
Marines load a Guided Bomb Unit (GBU) 12 onto an F-35B Lightning II aircraft attached to the F-35B detachment of the “Flying Tigers” of Marine Medium Tiltrotor Squadron (VMM) 262 (Reinforced) aboard the amphibious assault ship USS Wasp (LHD 1). Wasp, flagship of Wasp Amphibious Ready Group, with embarked 31st Marine Expeditionary Unit, is operating in the Indo-Pacific region to enhance interoperability with partners and serve as a ready-response force for any type of contingency.
(US Navy photo by Mass Communication Specialist 3rd Class Sean Galbreath)
This configuration involving external loads is also referred to as a “Third Day of War” configuration as opposed to a “First Day of War” one in which the F-35 would carry weapons internally to maintain low radar cross-section and observability from sensors.
As we explained in a previous story: “as a conflict evolves and enemy air defense assets including sensors, air defense missile and gun systems and enemy aircraft are degraded by airstrikes (conducted also by F-35s in “Stealth Mode”) the environment becomes more permissive: in such a scenario the F-35 no longer relies on low-observable capabilities for survivability so it can shift to carrying large external loads.”
LO (Low Observability) is required for penetrating defended airspaces and knocking out defenses at the beginning of a conflict, but after the careful work of surface-to-air missile hunting is done (two, three days, who really knows?), the F-35 is expected to “go beast”.
An F-35B Lightning II aircraft, attached to the F-35B detachment of the “Flying Tigers” of Marine Medium Tiltrotor Squadron (VMM) 262 (Reinforced), lands aboard the amphibious assault ship USS Wasp (LHD 1). Wasp, flagship of Wasp Amphibious Ready Group, with embarked 31st Marine Expeditionary Unit (MEU), is operating in the Indo-Pacific region to enhance interoperability with partners and serve as a ready-response force for any type of contingency.
(US Navy photo by Mass Communication Specialist 1st Class Daniel Barker)
In “Beast Mode“, exploiting the internal weapon bays, the F-35A can carry 2x AIM-9X (external pylons), 2x AIM-120 AMRAAM (internal bomb bay) and 4x GBU-31 2,000-lb (pylons) and 2x GBU-31 PGMs (internal bay). It’s not clear whether the F-35B can launch from a Wasp-class amphibious assault ship in this configuration.
On Sept. 27, 2018, U.S. Marine Corps F-35B jets made their combat debut. U.S. Marine Fighter Attack Squadron 211, the “Wake Island Avengers”, of the 13th Marine Expeditionary Unit, used their F-35B Lighting II Joint Strike Fighters to hit insurgent targets in Afghanistan’s Kandahar Province launching from U.S. Navy Wasp-class amphibious assault ship USS Essex (LHD-2) on station in the Persian Gulf. The aircraft used in the strike were loaded with GBU-32 1000-lb JDAM (Joint Direct Attack Munitions) but were also equipped with the externally mounted GAU-22 25mm gun pod in addition to the weapons in the internal bays. And sported the radar reflectors too.
An F-35B takes off with 2x AIM-9x and 2x GBU-12 LGBs.
(US Navy photo by Mass Communication Specialist 2nd Class Sarah Myers)
Back to the “Beast Mode”, F-35B have launched from the flight deck of amphibious assault ship USS America (LHA 6) with inert 500-pound GBU-12 Paveway II laser-guided test bombs during operational testing and the third phase of developmental testing for the STOVL stealth aircraft conducted by Marine Operational Test and Evaluation Squadron 1 (VMX-1), Marine Fighter Attack Squadron 211 (VMFA-211) and Air Test and Evaluation Squadron 23 (VX-23) in 2016. Still, the ones just released are probably the very first images of the aircraft launching in “Beast Mode” operationally.
Flight deck crew members guide an F-35B Lightning II aircraft, attached to the F-35B detachment of the “Flying Tigers” of Marine Medium Tiltrotor Squadron (VMM) 262 (Reinforced), in preparation for flight operations aboard the amphibious assault ship USS Wasp (LHD 1). Wasp, flagship of Wasp Amphibious Ready Group, with embarked 31st Marine Expeditionary Unit (MEU), is operating in the Indo-Pacific region to enhance interoperability with partners and serve as a ready-response force for any type of contingency.
(US Navy photo by Mass Communication Specialist 1st Class Daniel Barker)
According to a Pentagon test office document recently obtained by Bloomberg, “Durability testing data indicates service-life of initial F-35B short-takeoff-vertical landing jets bought by Marine Corps “is well under” expected service life of 8,000 fleet hours; “may be as low as 2,100″ hours.”
This would mean that some of the early F-35B jets would start hitting service life limit in 2026.
This article originally appeared on The Aviationist. Follow @theaviationist on Twitter.
Hardeep Grewal was a 29-year-old Air Force computer operations specialist suffering a mild case of pneumonia when he deployed to Saudi Arabia and a series of other Southwest Asian countries in 2003.
The staff sergeant stayed ill and returned to the United States “looking like a scare crow,” he said. He was diagnosed with asthma, which would require two medications daily for the rest of his life. By December 2004, Grewal was medically discharged with a 10 percent disability rating and a small severance payment.
The Air Force physical evaluation board “lowballed me,” he recalled in a phone conversation on April 25, 2018, from his Northern Virginia home. “They were trying to get rid of people” from a specialty that, after offering an attractive reenlistment bonus, quickly became overmanned.
Grewal promptly applied to the Department of Veterans Affairs for disability compensation and his initial VA rating was set at 30 percent. Full VA payments were delayed until Grewal’s Air Force severance was recouped.
Twelve years later, in August 2016, he got a letter inviting him to have his military disability rating reviewed by a special board Congress created solely to determine whether veterans like him, discharged for conditions rated 20 percent disabling or less from Sept. 11, 2001, to Dec. 31, 2009, were treated fairly.
“I waited like almost two months to apply because I didn’t know if somebody was pulling my leg,” Grewal said. “I talked to a lot of people, including a friend at Langley Air Force Base, to find out if it was legit. He said other service members he knew who had gotten out were saying, ‘Yeah, it’s legit. You can look it up.’ “
Grewal had to wait 18 months but he received his decision letter from the Physical Disability Board of Review (PDBR) in April 2018. It recommends to the Air Force Secretary that Grewal’s discharge with severance pay be recharacterized to permanent disability retirement, effective the date of his prior medical separation.
If, as expected, the Air Force approves a revised disability rating to 30 percent back to December 2004, Grewal will receive retroactive disability retirement, become eligible for TRICARE health insurance and begin to enjoy other privileges of “retiree” status including access to discount shopping on base.
Congress ordered that the PDBR established as part of the 2008 National Defense Authorization Act after a mountain of evidence surfaced that service branches had been low-balling disability ratings given to thousands of service members medically separated over a nine-year period through recent wars.
The PDBR began accepting applications in January 2009. So far only 19,000 veterans have applied from pool of 71,000 known to be eligible for at least a disability rating review. All of them were medically-discharged with disability ratings of 20 percent or less sometime during the qualifying period.
A bump in rating to 30 percent or higher bestows retiree status including a tax-free disability retirement and TRICARE eligibility. And yet only 27 percent of veterans believed eligible for a rating review have applied. Indeed, applications to the PDBR have slowed to a trickle of 40 to 50 per month.
For this column, Greg Johnson, director of the PDRB, provided written responses to two dozen questions on the board’s operations. Overall, he explained, 42 percent of applicants receive a recommendation that their original rating be upgraded. Their service branch has the final say on whether a recommendation is approved but in almost every instance they have been.
To date, 47 percent of Army veterans who applied got a recommendation for upgrade, and 18 percent saw their rating increased to at least 30 percent to qualify for disability retirement.
For the Navy Department, which includes Sailors and Marines, 34 percent of applicants received upgrade recommendations and 17 percent gained retiree status. For Air Force applicants the approval rate also has been 34 percent, but 21 percent airmen got a revised rating high enough to qualify for disability retirement.
The top three medical conditions triggering favorable recommendations are mental health issues, including post-traumatic stress, back ailments and arthritis.
As Grewal learned, decisions are not made quickly. The current wait, on average, is eight to 12 months, Johnson said. But that is faster than the 18-to-24-month wait that was routine in earlier years.
Also, veterans need not fear that a new review will result in a rating downgrade. The law establishing the PDBR doesn’t allow for it.
Once received, applications are scanned into the PDBR data base and the board requests from the service branch a copy of their physical evaluation board case file. Also, PDBR retrieves from VA the veteran’s treatment records and all documents associated with a VA disability rating decision.
After paperwork is gathered, a PDBR panel of one medical officer and two non-medical officers, military or civilian, reviews the original rating decision. All panelists are the rank of colonel or lieutenant colonel (for Navy, captain or commander) or their civilian equivalents. The board has 34 voting members plus support staff, which is more than PDBR had in its early years, Johnson said.
The wait for a decision is long because of the time it takes to retrieve records, the thoroughness of the review and the complexity of the cases, Johnson said.
About 70 percent of applicants have been Army, 20 percent Navy or Marine Corps veterans, 10 percent Air Force and less than one percent Coast Guard.
PDBR notification letters have been sent to eligible veterans at last-known addresses at least twice and include applications and pre-stamped return envelopes. Grewal said he had moved four times since leaving service which might be why he never heard of the board before the notification letter reach him in 2016.
At some point Congress could set a deadline for the board to cease operations but it hasn’t yet. The board advises veterans, however, to apply as soon as they can. The longer they wait, it notes on its website, “the more difficult it may be to gather required medical evidence from your VA rating process, your service treatment record or other in-service sources [needed] to assess your claim.”
If an eligible veteran is incapacitated or deceased, a surviving spouse, next of kin or legal representative also can request the PDBR review.
This article originally appeared on Military.com. Follow @military.com on Twitter.
The number of civilians dying in Afghanistan’s protracted 16-year war dropped slightly during the first three months of this year, the United Nations reported April 27, but in a surprising twist more women and children are among the dead and wounded than in previous casualty reports.
The report blamed the hike in casualties among women and children on aerial attacks. According to U.N. figures, there were 148 casualties from aerial bombings in the first three months of this year compared to 29 last year. Casualties from unexploded ordnance, which seemed to claim mostly children, was also up slightly.
“It is civilians, with increasing numbers of women and children, who far too often bear the brunt of the conflict,” said Tadamichi Yamamoto, the Secretary-General’s Special Representative for Afghanistan in a release.
Although there was a four percent overall drop in casualties during the first three months of the year, the U.N. suggested the drop may be the result of Afghan civilians fleeing their homes. According to the report there is an unprecedented number of Afghans displaced by war living inside the country. There are another 1.5 million Afghans living as refugees in neighboring Pakistan.
The U.N. blamed 62 percent of the civilian casualties on insurgents while ordinary Afghans caught in the crossfire accounted for nearly 35 percent of all casualties.
Both the Taliban and the Islamic State group are present in Afghanistan. They are fighting each other and Afghanistan’s security forces.
Earlier this week, a half dozen Taliban attacked an army base in northern Afghanistan in one of the worst attacks against the security forces, killing as many as 140 soldiers.
Meanwhile, the U.S. has about 9,800 troops in Afghanistan. NATO ended its combat mission in the country in 2014, and the primary role of U.S. troops is now to assist and train, though increasingly the U.S. has been called in by Afghan Security Forces for support.
The report accused anti-government elements, without specifying Taliban or the Islamic State group, of intentionally targeting civilians.
“During an armed conflict, the intentional killing and injuring of civilians is a war crime,” Yamamoto said in the release. “Anti-Government Elements must stop this deplorable practice and everybody must apply- and respect – the definition of ‘civilian’ provided by international humanitarian law.”
President George H.W. Bush occupied the White House during tumultuous times, conducting military operations in Panama and the Persian Gulf and grappling with the dissolution of the Soviet Union in just four years.
But that doesn’t mean we can’t have a little fun, he told the CIA officers tasked with briefing him each day.
As vice president and president, Bush took special interest in the intelligence he was provided and in the personnel who provided it, according to a remembrance in the most recent edition of the CIA’s Studies in Intelligence journal, written by its managing editor, Andres Vaart, a 30-year CIA veteran.
In a 1995 article in the journal, one of Bush’s briefers, Charles A. Peters, recounts how, on Jan. 21, 1989, the day after his inauguration, Bush injected levity into one of the more severe daily tasks the president takes on.
“When the President had finished reading, he turned to me and said with deadly seriousness, ‘I’m quite satisfied with the intelligence support, but there is one area in which you’ll just have to do better.’ The [director of Central Intelligence, William Webster] visibly stiffened,” Peters wrote, according to Vaart.
Chief Justice William Rehnquist administering the oath of office to President George H. W. Bush during Inaugural ceremonies at the United States Capitol. Jan. 20, 1989.
(Library of Congress)
“‘The Office of Comic Relief,’ the new President went on, ‘will have to step up its output.’ With an equally straight face I promised the President we would give it our best shot,” Peters wrote. “As we were leaving the Oval Office, I wasted no time in reassuring the Director that this was a lighthearted exchange typical of President Bush, and that the DCI did not have to search out an Office of Comic Relief and authorize a major shakeup.”
The CIA staffers compiling the PDB included a “Sign of the Times” section, which included amusing or unusual anecdotes meant to lighten otherwise heavy reading.
“Libyan intelligence chief recently passed message via Belgians laying out case for better relations with US and expressing desire to cooperate against terrorism… even suggested he would like to contribute to your re-election campaign,” one January 1992 entry read, according to Peters.
“French company says it has won contract to export vodka to Russia… deal apparently stems from shortage of bottles and bottling equipment… no word on whether Paris taking Russian wine in return,” a July 1992 entry read.
US President George H. W. Bush and Soviet President Mikhail Gorbachev.
(George Bush Presidential Library and Museum)
Bush’s single term stretched over the final days of the Soviet Union, possibly giving CIA staffers the opportunity to draw on their cache of Soviet jokes to liven up the daily briefing.
Bush’s briefs also included updates about his counterparts. From time to time, Vaart writes, Bush would call one of those leaders to chat about something interesting they were doing.
For staffers working on the President’s Daily Brief between 1981 and 1993, during Bush’s time in office, “no labor was too intense to produce the needed story and no hours were too many or too late to make certain we … made it good and got it right,” Vaart writes.
“This may have been true with later presidents,” Vaart adds, “but what stood out with President Bush was that we … knew well that the effort was truly appreciated.”
“We also saw through those interactions, as though at first hand, the humor and personality of a man who deeply cared about the people who served him,” he writes.
Bush’s mirth was widely recounted in the days after his death on Nov. 30, 2018. Friends and colleagues remembered his enthusiasm for jokes — at his expense, like when he invited Dana Carvey to the White House to impersonate him after his 1992 electoral defeat, and at the expense of others, like the “award” he gave aides who fell asleep during meetings, named after national-security adviser and frequent dozer Brent Scowcroft.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
During his 20 years as a SEAL, Willink writes that he realized that, “Just as discipline and freedom are opposing forces that must be balanced, leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities between one extreme and another.” By being aware of these seeming contradictions, a leader can “more easily balance the opposing forces and lead with maximum effectiveness.”
Here are the 12 main dichotomies of leadership Willink identifies as traits every effective leader should have.
‘A leader must lead but also be ready to follow.’
Willink says a common misconception the public has about the military is that subordinates mindlessly follow every order they’re given. In certain situations, subordinates may have access to information their superiors don’t, or have an insight that would result in a more effective plan than the one their boss proposed.
“Good leaders must welcome this, putting aside ego and personal agendas to ensure that the team has the greatest chance of accomplishing its strategic goals,” Willink writes.
‘A leader must be aggressive but not overbearing.’
As a SEAL officer, Willink needed to be aggressive (“Some may even accuse me of hyperagression,” he says) but he differentiated being a powerful presence to his SEAL team from being an intimidating figure.
He writes that, “I did my utmost to ensure that everyone below me in the chain of command felt comfortable approaching me with concerns, ideas, thoughts, and even disagreements.”
“That being said,” he adds, “my subordinates also knew that if they wanted to complain about the hard work and relentless push to accomplish the mission I expected of them, they best take those thoughts elsewhere.”
‘A leader must be calm but not robotic.’
Willink says that while leaders who lose their tempers lose respect, they also can’t establish a relationship with their team if they never expression anger, sadness, or frustration.
“People do not follow robots,” he writes.
‘A leader must be confident but never cocky.’
Leaders should behave with confidence and instill it in their team members.
“But when it goes too far, overconfidence causes complacency and arrogance, which ultimately set the team up for failure,” Willink writes.
‘A leader must be brave but not foolhardy.’
Whoever’s in charge can’t waste time excessively contemplating a scenario without making a decision. But when it’s time to make that decision, all risk must be as mitigated as possible.
Willink and Babin both write about situations in Ramadi in which delaying an attack until every detail about a target was clarified, even when it frustrated other units they were working with, resulted in avoiding tragic friendly fire.
‘A leader must have a competitive spirit but also be a gracious loser.’
“They must drive competition and push themselves and their teams to perform at the highest level,” Willink writes. “But they must never put their own drive for personal success ahead of overall mission success for the greater team.”
This means that when something does not go according to plan, leaders must set aside their egos and take ownership of the failure before moving forward.
‘A leader must be attentive to details but not obsessed with them.’
The most effective leaders learn how to quickly determine which of their team’s tasks need to be monitored in order for them to progress smoothly, “but cannot get sucked into the details and lose track of the bigger picture,” Willink writes.
‘A leader must be strong but likewise have endurance, not only physically but mentally.’
Leaders need to push themselves and their teams while also recognizing their limits, in order to achieve a suitable pace and avoid burnout.
‘A leader must be humble but not passive; quiet but not silent.’
The best leaders keep their egos in check and their minds open to others, and admit when they’re wrong.
“But a leader must be able to speak up when it matters,” Willink writes. “They must be able to stand up for the team and respectfully push back against a decision, order, or direction that could negatively impact overall mission success.”
‘A leader must be close with subordinates but not too close.’
“The best leaders understand the motivations of their team members and know their people — their lives and their families,” Willink writes. “But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself.”
“Leaders must never get so close that the team forgets who is in charge.”
‘A leader must exercise Extreme Ownership. Simultaneously, that leader must employ Decentralized Command.’
“Extreme Ownership” is the fundamental concept of Willink and Babin’s leadership philosophy. It means that for any team or organization, “all responsibility for success and failure rests with the leader,” Willink writes. Even when leaders are not directly responsible for all outcomes, it was their method of communication and guidance, or lack thereof, that led to the results.
That doesn’t mean, however, that leaders should micromanage. It’s why the concept of decentralized command that Willink and Babin used in the battlefield, in which they trusted that their junior officers were able to handle certain tasks without being monitored, translates so well to the business world.
‘A leader has nothing to prove but everything to prove.’
“Since the team understands that the leader is de facto in charge, in that respect, a leader has nothing to prove,” Willink writes. “But in another respect, a leader has everything to prove: Every member of the team must develop the trust and confidence that their leader will exercise good judgment, remain calm, and make the right decisions when it matters most.”
And the only way that can be achieved is through leading by example every day.
When you think of six-shooters, the classic .38 Smith & Wesson Special revolver comes to mind, as made famous by classic cop shows, like Adam-12, Dragnet, and CHiPs, and countless Westerns. But there was one six-shooter that packed a lot more punch than the cowboys’ gun of choice.
The six-shooter in question was the M50 Ontos — and it certainly wasn’t a revolver. This tracked vehicle packed six M40 106mm recoilless rifles. It was intended to serve a tank-killer for use by light infantry and airborne units when it entered service in 1955, facing off against the then-new Soviet T-55 main battle tank. Like a revolver, it was meant to quickly end a fight.
Six M40 106mm recoilless rifles gave the Ontos one heck of a first salvo,
The Ontos had a crew of three — a driver, gunner, and commander. It held a total of 24 rounds, 6 loaded and 18 in reserve, for its massive guns. The vehicle ended up being used primarily by the Marine Corps — not the Army airborne units for which it was originally intended.
This system proved very potent in Vietnam. Its six recoilless rifles could do a lot to knock infantry back — and the North Vietnamese and Viet Cong found that out the hard way. The Ontos also carried a pair of .50-caliber spotting rifles to improve accuracy and had a World War II-era .30-caliber M1919 machine gun attached (the same used by grunts in WWII).
A Marine escapes the cramped confines of his M50 Ontos to catch a break.
The Ontos was retired in 1970, largely because while it looked mean as hell and packed a punch, it had a few severe drawbacks. One of the biggest being that the crew had to exit the vehicle in order to reload the big guns — which sounds like a quick way to shorten your life expectancy. Then again, if you’ve tried to reload a revolver, you know that process can take a while. In that sense, the Ontos was very much a true six-shooter.
Learn more about this unique powerhouse in the video below.
Military working dogs go through lives of intense national service, trained from near birth to mind human commands and either fight bad guys or hunt for dangerous substances and contraband. But they’re still living creatures, and they are allowed to retire and live out their days after their service is done.
And, since this is the military, there’s a ceremony involved. But when you do retirement ceremonies with healthy, eager dogs, it’s actually a pretty adorable experience.
In this video from Fort Benning, the 904th Military Working Dog Police Detachment held a ceremony to retire two of their working dogs. Max is a Belgian Malinois with 10 years of service and Grisha is a Malinois who had spent four years at Fort Benning. Both dogs received Army Commendation Medals and were slated to live out their days in the civilian world.
Military working dogs serve in a variety of roles. The most visible is likely the dogs trained to detect improvised explosive devices and similar threats like mines and suicide vehicles. These animals are employed across the world, especially at forward bases and combat outposts.
But the military also has dogs that detect drugs to aid law enforcement agencies on military installations, as well as cadaver dogs which are unfortunately required to help find bodies after disasters.
But the animals also serve on the front lines or in raids. Special operators like Navy SEALs now take dogs on some missions to help keep curious onlookers back or even to take direct action against enemy fighters, using their teeth to harm foes or just to pin people down so the SEALs can sort hostages and civilians from fighters in relative safety.
One of the newer ways for animals to serve is in emotional support roles, a job which hearkens back to some of the earliest animals in military units. Animal mascots have been common to military units for centuries, and troops have long looked to the mascots for companionship.
The Pentagon has confirmed that a U.S. servicemember was killed in Nangarhar Achin Province, Afghanistan, though officials declined to release any more details, including the casualty’s name and branch.
Some media outlets are reporting that the he was a special operations commando.
The commander of U.S. troops in Afghanistan Gen. John W. Nicholson confirmed that the servicemember was killed during a raid on ISIS fighters with Afghan special forces by a roadside bomb that detonated during a patrol.
“On behalf of all of U.S. Forces – Afghanistan, we are heartbroken by this loss and we extend our deepest sympathies to the families and friends of the service member,” Nicholson said. “Despite this tragic event, we remain committed to defeating the terrorists of the Islamic State, Khorasan Province and helping our Afghan partners defend their nation.”
Do you love beer? Do you love money? Are you a military veteran who owns a business? Would you like to improve your business strategy and learn from experts through mentoring in essential business disciplines, such as social media, sales and distribution, marketing, and package design?
If you answered yes to any or all of these questions, then listen up. The StreetShares Foundation is teaming up with Sam Adams Brewing the American Dream to provide the military and veteran-community with access to capital and mentoring through StreetShares’ Veteran Small Business Awards.
The StreetShares’ Veteran Small Business Award will provide $100,000 in business grants to the chosen recipient in addition to educational resources and support. By connecting you with experts and hosting speed-coaching events all across the country, StreetShares gets to help you, a veteran and entrepreneur, succeed!
To apply, submit a video pitch and short application to the StreetShares Foundation website. In your application, be sure to include a business idea, how you’d use reward funds, how your product or service fits your target market, team and company history, and how your business impacts the military and veteran community.
The StreetShares Foundation was launched on Veterans Day, 2016, with the goal of educating, inspiring, and supporting veteran business owners across America. The Foundation is run by veterans and is based just outside of our nation’s capital.
“Research shows military veterans give back to their communities in powerful ways. But studies also show this special breed of entrepreneurs need coaching and better mentor networks,” said StreetShares Foundation Board Member, Mark L. Rockefeller. “Our partnership with Sam Adams Brewing the American Dream addresses these needs head-on. Together, we’ll provide community-impact veteran business owners with free coaching, mentoring, and grants to put their dreams in motion.”
Sam Adams Brewing the American Dream is a philanthropic program that embodies Sam Adams’ pursuit for greatness by providing food and beverage startups with real-world business advice. Since 2008, they’ve provided coaching and loans to over 40 breweries across the country totaling more than id=”listicle-2557006807″ million.