The intensifying trade war between China and the US has caused a massive rift between the countries, but sources say tension is also rising internally among elite members of the Communist Party of China.
Over the past decade, President Xi Jinping has worked diligently to consolidate power and cement his rule over China, claiming control over the country’ military and government and cracking down on all forms of political dissent.
In the process, Chinese propaganda has pushed hard on the portrayal of China as a strong, nationalistic country, with Xi at its core.
Several sources close to the government told Reuters that this aggressive branding had backfired, further provoking the US as it ramps up tariffs in one of the largest trade wars in economic history.
An anonymous government-policy adviser told Reuters of a growing concern among leadership that China’s economic outlook had “become grim” as its relationship with the US deteriorated over trade.
“The evolution from a trade conflict to trade war has made people rethink things,” the policy adviser said.
Chinese President Xi Jinping.
“This is seen as being related to the exaggeration of China’s strength by some Chinese institutions and scholars that have influenced the US perceptions and even domestic views.”
Two additional sources told Reuters that disapproval was being felt among senior government members and that backlash might hit the close Xi aide and chief ideological strategist Wang Huning, who has been widely credited for crafting Xi’s strongman image.
“He’s in trouble for mishandling the propaganda and hyping up China too much,” a source tied to China’s leadership and propaganda system said.
And discontent has echoed through the ranks of China’s Communist veterans.
Sources told the Japanese daily Sankei Shimbun that several party elders including former President Hu Jintao and former Premier Wen Jiabao sent a letter in July 2018 to Communist leadership urging a review of economic and diplomatic policy and noting the party’s tendency toward personality-cult leadership.
A veteran member of the Communist Party who was said to be close to Hu told Sankei Shimbun that signs of waning support for Xi’s “dictatorial regime” had been emerging since June 2018, as Xi’s prominent presence in state propaganda was beginning to diminish. In July 2018, Xi’s name was noticeably absent from the front pages of the state mouthpiece People’s Daily — twice in one week.
In response, China announced 25% tariffs on billion worth of US goods meant to take effect the same day — though critics have suggested China is running out of cards to play as the US imports more Chinese goods than the reverse and can deal far deadlier blows to China’s economy.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
On Feb. 12, 2019, the US and Thailand launched Cobra Gold, one of the largest multi-national exercises in the world.
The annual exercise brings together 29 nations as participants or observers; nine participating countries include the US and Thailand as well as Singapore, Malaysia, Japan, China, India, Indonesia, and South Korea, according to a US Army release.
The exercise, which will end on Feb. 22, 2019, includes a field training exercise, humanitarian and disaster relief components.
One of the most anticipated aspects of the exercise is jungle survival training, when Royal Thai Marines teach their US counterparts how to identify edible foods, including plants and animals.
During the training, US troops have the opportunity to eat scorpions and geckos, and drink snake blood — all skills necessary to survive if one becomes isolated from their unit.
U.S. Marines drink the blood of a king cobra during jungle survival training as part of Cobra Gold 19 at Ban Chan Krem, Kingdom of Thailand.
(U.S. Marine Corps photo by Lance Cpl. Kenny Nunez)
1. These Marines aren’t drinking snake blood just for show.
Jungle training teaches essential skills for survival in a wild, tropical environment.
Marines learn skills from identifying poisonous plants, differentiating between venomous and non-venomous snakes, and finding water sources if they get lost.
One of the instructors interviewed by Marine Staff Sgt. Matthew Bragg said that drinking animal blood is one way to stay hydrated in the absence of another water source.
US Marines cheer on comrades during the highly anticipated jungle survival training during exercise Cobra Gold.
(US Army National Guard photo by Spc. Mary Calkin)
A Royal Thai Marine instructor shows US Marines different types of snakes during jungle survival training.
(US Army National Guard photo by Spc. Mary Calkin)
U.S. Marines watch as Royal Thai Marine instructor shows off a snake during Cobra Gold 19.
(U.S. Army National Guard photo by Spc. Mary Calkin)
Royal Thai Marine Corps instructor passes around freshly cooked meat during Cobra Gold 19.
(U.S. Army National Guard photo by Spc. Mary Calkin)
A US Marine eats a scorpion in jungle survivor training during Cobra Gold 19.
(US Army National Guard photo by Spc. Mary Calkin)
U.S. Marine Lance Cpl. Austin Gassaway eats a plant during jungle survival training as part of Cobra Gold 19.
(U.S. Marine Corps photo by Lance Cpl. Kenny Nunez)
Royal Thai Marine shows US Marines what to eat in the jungle during the exercise.
(US Army National Guard photo by Spc. Mary Calkin)
Royal Thai and U.S. Marines learn how to make fire in the jungle during Cobra Gold 19.
(U.S. Army National Guard photo by Spc. Mary Calkin)
9. Marines also learn skills like building fires and alternate ways to stay hydrated.
“I didn’t know that ants are a trace of water. Wherever they’re filing to, they know where the location of water is,” said US Army Spc. Louis Smith.
Smith said that new knowledge is something he’d take back home with him.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Soldiers leaving military service have a lot to prepare for as they transition from active duty to the civilian workforce. Thanks to the Soldier for Life-Transition Assistance Program, this transition can set soldiers up for success through the sometimes tricky process of translating military service and military occupational specialties to civilian workforce skills, resume writing and opportunities to participate in vocational certificate programs.
One program available at Fort Jackson offers service members a chance to trade their Army Combat Uniform for fire retardant bunker gear, equipment regularly used by firefighters to protect them from the intense heat from fires. The program is called Troops to Firefighters, and one Fort Jackson soldier has taken full advantage of what the program has to offer.
“Going through the Soldier for Life program here at Fort Jackson, I had a leader who was looking for information for his wife and he said ‘Hey man, they have a firefighter program here and they pay for it,'” said Staff Sgt. James Hall, Company A, 3rd Battalion, 39th Infantry Regiment. “So I did it.”
Chief Curtis Maffett, vice president of Training Troops to Firefighters speaks to the class during the 911 dispatch operators program, designed to assist veterans, transitioning service members, and family members in becoming nationally certified firefighters and 911 emergency dispatch operators.
(Photo by Ms. LaTrice Langston)
Hall has served on active duty for more than 20 years and is set to retire in August 2019. He, like all separating soldiers, attended a mandatory separation brief where he learned about the Troops to Firefighter program. He said he never thought about becoming a firefighter before the briefing, but he submitted a packet to enroll in the program, and a few weeks later he received the news that he had been accepted.
“I’d been leaning towards becoming an electrician; that’s what my Family business is,” Hall said. “But I really fell in love with firefighting after going to the fire academy.”
With the support of his unit’s chain of command, Hall was placed on permissive temporary duty to attend the South Carolina Fire Academy. After a grueling eight weeks, Hall graduated and returned to his regular duties with his company.
“I thought it was definitely physically challenging,” Hall said. “It’s not the easiest job, but it’s very rewarding.”
Hall said his military training as an infantryman helped prepared him for the physical demands a firefighter faces daily. The weight of the bunker gear is similar to the combat load of body armor and ammunition. He also explained how military structure is equally similar to a firehouse, including the camaraderie and style of training found within most military units.
“I think James is a very good fit to go into the fire service,” said Pete Hines, assistant chief of the Fort Jackson Fire Department. “He is intelligent. He can think. I wish he could stay [here at Fort Jackson].”
Members of the Fort Jackson Fire Department pose in front of two of their fire engines.
(Photo by Ms. Elyssa Vondra)
Hall graduated the fire academy in March 2019 but remains on active duty until he starts his terminal leave at the end of May 2019. With the support of his commander and Hines, Hall was able to keep his newly acquired skills sharp by spending a few days out of the week working for the Fort Jackson Fire Department. There, Hall’s duty day is like the other firefighters. He helps to maintain his personal protective equipment, the fire vehicles, the firehouse and respond to fire calls. Hall was also afforded opportunities to attend additional fire training classes to expand his firefighting certifications that will make him more attractive to prospective fire departments in Texas when Hall moves his Family back home in May 2019.
Hall’s successful completion of the program and his volunteer service with the fire department will allow him to begin seeking employment with a local fire department as soon as he is settled in Texas. Hall said he believes the transition will be a smooth one thanks to the program, support from his Family and support from his chain of command.
“I wouldn’t have been able to do this without the Fort Jackson Fire Department, (the program) and my unit,” Hall said. “Any of these programs that are available, I say take advantage of them while they are here.”
The Troops to Firefighter program is one of many offered to transitioning soldiers. Other programs include lineman, trucking, piping, solar energy and more. To find more information about these programs, contact the Soldier For Life – Transition Assistance Program office at www.sfl-tap.army.mil or 1-800-325-4715.
The U.S. Army Recruitment Command has always struggled to find new and innovative ways to connect with the ever-evolving youth. A poster of Uncle Sam saying he “wants you for the U.S. Army” may have worked wonders for one generation, but in 2002, young adults needed something new. The answer was a video game: America’s Army.
Conceived by Colonel Casey Wardynski, the Army’s Chief Economist and a professor at West Point, the idea was to provide the public with a virtual soldier experience that was engaging, informative, and entertaining. Wardynski felt that the best way to convey this was through the booming video-game market.
America’s Army approached the market in a pretty unique way (by 2002 standards). First of all, it was completely free to play — all it required to get started was an internet connection. The game was developed, published, and distributed entirely within the U.S. Army and was built upon the Unreal Engine.
The next major selling point was the game’s realism. When the first iteration of America’s Army was released, many of its competitors were over-the-top action games, like Grand Theft Auto: Vice City or 007: Nightfire. Others popular titles of the time, like Splinter Cell or Ghost Recon, portrayed the military in a fun but unrealistic manner.
America’s Army went in a different direction. It put a heavy emphasis on little things. The focus was on immersion rather than spectacle. The game’s tutorial, for example, placed you with a virtual Drill Sergeant and gave pointers on real-world weapon etiquette — things more important to real life than to the game itself. The game also focused on the Army’s seven core values.
Realism wasn’t just about details, though — it was about gameplay. For example, being shot in the leg would make your character go limp and slug around. The game even went into great depth regarding practical medical aid lessons, and has since been credited with saving lives after a player remembered skills developed in-game as he approached a horrific car accident.
Above all, the game was enjoyable. It’s hard to find accurate recruitment numbers related to the game as it was released on the first 4th of July following the September 11th attacks, but the game was highly decorated within the gaming community and even earned Computer Gaming World Magazine’s Editor’s Choice Award in 2002.
The AH-64 Apache has become a legendary helicopter — proving to be more than a capable replacement for the AH-1 Cobras in United States Army service, but this gunship almost didn’t see the light of day.
Back in the late 1960s, the Cobra was seen as just a stopgap. The Army ran a competition for an Advanced Aerial Fire Support System and, ultimately, selected Lockheed’s entry, designating it the AH-56 Cheyenne and ordering ten prototypes.
The Cheyenne was not a conventional helicopter. It had a top rotor and a tail rotor, but it also added a pusher propeller. This gave it a top speed of 245 miles per hour, according to MilitaryFactory.com. By comparison, the AH-64 has a top speed of just under 189 miles per hour. The Cheyenne had a single 30mm cannon and could carry BGM-71 TOW missiles, 2.75-inch rockets, and external fuel tanks.
So, why didn’t the Cheyenne become a staple? First, a fatal crash and numerous delays marred the project. Additionally, the Army’s Cheyenne was seen as a violation of the Key West Agreement, causing further friction. Plans to buy 600 Cheyennes were quickly scaled down to 375 as costs climbed.
Ultimately, the Army scrapped the Cheyenne when the Air Force began the A-X project, which eventually lead to fielding the A-10 Thunderbolt II close-air support plane. The Cheyenne was officially cancelled on August 9th, 1972. Eight days later, the Army began the Advanced Attack Helicopter program, which eventually produced the AH-64 Apache.
The Cheyenne hasn’t failed entirely, though. Sikorsky’s S-97 Raider prototype looks like a more advanced version of the Cheyenne. In a real sense, the Cheyenne was almost five decades ahead of its time.
Russia’s Defense Ministry has outlined draft legislation that would allow Russian forces to shoot down civilian passenger planes within the country’s airspace.
The draft document placed on the government’s list of proposed legislation says passenger planes that cross into Russian airspace without authorization and do not answer warning signals or respond to warning shots can be shot down if they are deemed to pose a threat of mass deaths, ecological catastrophe, or an assault on strategic targets.
CBD is an emerging drug derived from the cannabis plant for its ability to reduce anxiety without “getting you high.” As federal restrictions relax, scientists continue to study CBD for its medicinal properties and companies continue to find great ways to administer it.
But does it actually work?
The short answer is: it sure seems to.
A recent preclinical study strongly supports CBD as a treatment for generalized anxiety disorder, panic disorder, social anxiety disorder, obsessive-compulsive disorder and post-traumatic stress disorder. Studies are limited due to past federal restrictions, but so far the anecdotal evidence looks convincing.
What is CBD?
Cannabis (most commonly known as marijuana) has three major components: cannabinoids, terpenoids and flavonoids. The two major components of marijuana cannabinoids are tetrahydrocannabinol (THC) and cannabidiol (CBD). While THC has a psychoactive effect, doctors and scientists have been able to procure CBD by itself, which is non-psychoactive (in other words, it won’t get you “high”) and has many promising medicinal properties that treat symptoms of chronic pain or anxiety.
In a survey conducted in 2017, 40% of cannabis users reportedly found CBD to be more effective than prescribed anti-anxiety medications. It should be noted that CBD can reduce the symptoms of anxiety, but like any medication, it should be used along with practical methods to treat the sources of anxiety (such as therapy, wellness and fitness programs).
How to use CBD
There are many ways to enjoy CBD — and many different doses. Because it does not produce a psychoactive effect, you may be able to use a small dose of a tincture under your tongue for quick relief without compromising your concentration or if you have work you want to accomplish.
Maybe it’s the end of the work day and you want to relax for the evening. A CBD bath bomb can give you a larger dose absorbed by the skin at a slower rate for a dreamy evening. A CBD lotion can be part of your morning routine to calm your muscles and start your day off right.
CBD is an emerging medicinal offering with many different possible applications: liquids, capsules, edibles and topicals. Each one will result in a different experience. Furthermore, the strength of the dose is measured by miligrams and should be experimented with slowly (for example, I enjoy beverages with 10-25mg of CBD, but my evening bath bomb might have 100-200mg).
Overall, if you are seeking a way to help manage anxiety, talk with your health care provider about whether it’s safe to try CBD (remember, it is a drug — it can affect other medications you are taking), and then begin to experiment with different applications and doses slowly.
Soon after graduating high school, Harvey “Barney” Barnum, Jr. joined the Marine Corp Platoon Leaders Course, where he learned various military infantry tactics. Once Barnum earned his degree, he was given an officer’s commission in the Marine Corps Reserves and sent to the gritty jungles of Vietnam in 1965.
On December 18, Barnum and the rest of the Marines were patrolling in the Quảng Tín Province of South Vietnam. Unbeknownst to Barnum and his men, as the Marines moved deep into the enemy territory, they were walking into a vicious trap. The Vietnamese troops had dug themselves into the nearby terrain and waiting as nearly three companies of Marines walked by, headed toward a small village.
Then, a firefight broke out, first striking the Marine’s rear position and moving to the front of the patrol as the grunts entered the enemy-infested village. What happened next, no first-timer would ever expect.
The initial attack severely injured the company commander and the radio operator. This deadly wave was Barnum’s first taste of real combat — and his training kicked in immediately. He went and retrieved the radio, calling for heavy fire support.
Barnum also dashed out of his position to recover the company commander and move him to safety. Moments later, Barnum’s commanding officer died in his arms. With all the men looking for guidance, the young Marine knew it was up to him to assume control and direct a counterattack.
After passing out orders, the Marines laid a curtain of gunfire onto the trench line from which the enemy had so much success earlier. Barnum picked up a rocket launcher and fired it three times at the enemy position. That was the signal the attack Hueys needed.
After running out of rockets, the Marine officer directed the Hueys above towards targets to nail — and that’s just what they did. This airborne attack freed up some terrain, allowing the wounded and the dead to be transported out. Although still surrounded by enemy troops, Barnum choreographed each squad as they moved from the hot zone.
In roughly 45 minutes, the men found safety.
1st Lt. Harvey “Barney” Barnum, Jr. was presented with the Medal of Honor on February 27, 1967, surrounded by his fellow Marines at the barracks.
One thousand service members from around the U.S. are set to call Tyndall Air Force Base’s “Tent City” their temporary home while supporting base recovery efforts.
In just over two weeks since Hurricane Michael made landfall along the base’s coastline, a blend of civil engineering airmen have worked around the clock and successfully brought basic necessities to the installation, which was heavily damaged in the storm.
Master Sgt. Angela Duran, 49th Civil Engineering Squadron team lead, arrived on Tyndall AFB Oct. 13, 2018, just a few days after the storm hit. She and her team of 27 from Holloman AFB, New Mexico, landed in a C-17 Globemaster III filled with equipment.
“When we came in, we had to build our tents first to house us,” she said. “We didn’t really have anything. We brought everything with us so we were able to start tent city.”
The team has since grown to 41, and what started as a 60-tent project has now expanded to 80.
“We put up the first 60 in three and a half days,” said Master Sgt. Jeremie Wilson, 49th CES team lead. “The new 20 will be done in two days.”
Tents aren’t their only task. They have also put in latrines, showering facilities and air conditioning units for the tents – bringing comfort to the city’s inhabitants.
Airmen from the 23rd Civil Engineering Squadron, Moody Air Force Base, Ga., and the 635th Material Maintenance Squadron, Holloman AFB, N.M., add to the dozens of housing tents they have helped construct on Tyndall AFB, Fla., Oct. 25, 2018.
“It is so rewarding to see people actually be able to go in and use the showers and have a climatized environment to sleep in after their hard day of work,” Wilson said. “They are able to come home, a deployed home, and have some kind of normality.”
Being able to help is especially important to Wilson, who is from New Orleans.
“When Katrina hit, I was deploying and a lot people did a lot of great things for my community and family,” he said. “It feels good to be paying it back, since I have been on the other side.”
For the other members of the team who may not have such strong emotional ties, the work is still rewarding, Wilson said..
“It can be trying work and repetitive,” Wilson said. “They are constantly counting parts and operationally checking equipment, but they are getting the opportunity to actually see the equipment working and being used for a purpose. Everyone is taking a lot of pride in that.”
Duran echoed his sentiment.
“They enjoy it,” she said. “They get to say, ‘this is what we do and what we do it for and we are helping these people out.’ They are getting fulfillment and satisfaction. For some, it is their first time putting training to work.”
September 2018’s “two-plus-two” meeting of defense and diplomatic leaders in New Delhi will seek to deepen cooperation between India and the United States and bolster programs and policies to maintain the free and independent Indo-Pacific region that has been in place since World War II, the assistant secretary of defense for Asian and Pacific security affairs said on Aug. 29, 2018.
Randall G. Schriver spoke with Ashley J. Tellins at the Carnegie Endowment for International Peace about the ground-breaking meeting scheduled Sept. 6 and 7, 2018, between Secretary of State Mike Pompeo and Defense Secretary James N. Mattis and their Indian counterparts, External Affairs Minister Sushma Swaraj and Defense Minister Nirmala Sitharaman.
It is the first such meeting between the nations.
The outreach to India – the largest democracy in the world – is the outgrowth of more than 20 years of diplomacy reaching back to the Clinton administration, Schriver said. At its heart is ensuring conditions for a free and independent region.
“We believe countries should have complete sovereign control of their countries, to make decisions from capital free from coercion [and] free from undue pressure. We also mean free, open and reciprocal trade relationships,” he said. “By ‘open,’ we’re talking about open areas for commerce, for navigation, for broad participation in the life of the region commercially and economically.”
American and Indian airmen learn from each other on Andersen Air Force Base, Guam, July 23, 2018. Defense and diplomatic leaders from both countries will meet in New Dehli in September 2018 to discuss opportunities for cooperation.
(Air Force photo by Airman 1st Class Gerald R. Willis)
Schriver talked about “operationalizing” the areas of convergence between the two nations. Some of these areas will be in defense, some will be economic, and others will be political, he said, noting that the principals will discuss this at the meeting.
China is the elephant in the room. Though U.S. policy is not aimed at any specific nation, Schriver said, “China is demonstrating that they have a different aspiration for the Indo-Pacific region. This manifests in their economic strategy, the Belt and Road Initiative, their militarization of the South China Sea, a lot of the coercive approaches to the politics of others.” The Belt and Road Initiative is Chinese investment in infrastructure projects in countries that lie between China and Europe.
The United States would prefer China buy into the current rules-based international system, the assistant secretary said.
At the meeting, officials will examine how and where the United States and India can work together, Schriver said, adding that he sees both countries’ efforts complementing each other in some nations of the region and closer cooperation on the security side.
“We’ve seen exercises – not just bilateral India-U.S. exercises, but multilateral exercises,” he said. “Obviously, you exercise for a reason. You exercise to improve the readiness and training of your own forces, but you think about contingencies, you think about real-world possibilities.”
The substance of the meeting will be discussions about regional and global issues, but there will also be concrete outcomes, Shriver said.
“We’re working on a set of enabling agreements,” he said. “Collectively, what they will allow us to do is have secure communications, protect technology, protect information. Getting those agreements in place will allow security assistance cooperation to go forward, allow us to exercise and train in more meaningful ways. I think we are going to expand the scope of some of our exercises – increase the complexity and elements that will participate.”
Schriver said discussions also will look at the situations in Russia, Afghanistan, Iran and Pakistan.
Featured image: Secretary of Defense Jim Mattis meets with Defence Minister Nirmala Sitharaman in New Delhi on Sept. 26, 2017.
Turkish President Recip Tayyip Erdogan continued his move to secure his increasingly Islamist regime in the wake of the failed coup from this past weekend. Among those arrested in the crackdown is the commander of Incirlik Air Base, where the United States Air Force’s 39th Air Base Wing is based.
During the coup, Turkish F-16s reportedly had Erdogan’s plane in their sights, and harassed it, but they did not shoot it down. The Federal Aviation Administration has extended the ban on flights to and from Turkey through September 1, a sign that this crisis is expected to continue for weeks at the very least.
According to one media report, Turkish state media claimed that former air force commander Akin Ozturk had confessed to planning the coup, but in an appearance before a prosecutor, Ozturk denied any involvement. Erdogan has banned all “public servants” from leaving Turkey – an attempt to ensure that none of those who plotted the coup escape. The Turkish President is also stating that he will approve the reinstatement of the death penalty, abolished in 2004, should the Turkish legislature approve it. Such approval may well happen given the fact that Erdogan’s party has control of the Turkish Parliament. The European Union has stated that any use of capital punishment will end any chances of Turkey entering that body.
Erdogan has also begun a series of purges, with the total number of police, judges, and military personnel being suspended or detained totaling at least 14,000. Many of those were supporters of Fethullah Gulen, a former ally of Erdogan’s until they fell out over a 2013 corruption investigation. The BBC reported that Erdogan helped the Gulen supporters get jobs in the police prior to the end of their alliance.
On the diplomatic front, the United States and Turkey are heading towards a falling out. Erdogan has said that Turkey may need to “reconsider” its friendship with the United States. The Turkish president is also continuing to demand the extradition of Gulen, an influential cleric who supports education, religious tolerance, democracy, and is, by all appearances, a genuinely moderate Moslem. In response, Secretary of State John Kerry is saying that the North Atlantic Treaty Organization could expel Turkey. Gulen has raised the possibility that Erdogan staged the coup himself to justify the purges. One European Union commissioner speculated that Erdogan’s regime may have had lists of people to arrest prepared beforehand, a claim that was dismissed by Turkish Foreign minister Mevlut Cavusoglu.
The arrest of the commander of Incirlik Air Base came after the officer’s request for asylum from the United States was denied. Tweets from Americans stationed at Incirlik vouched for the officer, who was taken into custody, and who is likely to be imprisoned, if not killed. Reports have surfaced that Turkish police and prosecutors are searching the air base, where the Federation of American Scientists believe that a number of B61 gravity bombs are stored.
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.
Richard Overton just celebrated his 112th birthday in his hometown of Austin, Texas. Unbeknownst to him, identity thieves were using his compromised bank account to purchase savings bonds through TreasuryDirect. Despite his well-known affinity for whiskey and cigars, the supercentenarian and World War II vet still requires round-the-clock care that costs up to $15,000 per month.
“What the hell are these debits?” Volma recalled thinking. Overton’s bank and TreasuryDirect are aware of the transactions are are taking appropriate measures.
Overton is a staple of the Austin community, a well-known personality who receives well-wishers from around the city on his birthday every year. He is featured on one of the city’s murals depicting influential African-American and Latino personalities. On his latest birthday, he received a visit Austin mayor, Steve Adler.
The 112-year-old is reasonably famous, especially among locals and much of his personal information is available online — though not his bank account and social security numbers. The drained account is separate from a GoFundMe account the family uses to raise money for Overton’s care.
His GoFundMe account keeps Overton in his home and away from having to live in a nursing home. Born in 1906, he has outlived all his closest relatives and requires $480 a day for his constant care.