The day before Thanksgiving is a time many people spend with family and friends. This year, Marines and Sailors of 2nd Reconnaissance Battalion, 2nd Marine Division decided to spend their time giving back to the local community.
Approximately 200 Marines and Sailors with 2nd Recon and their families participated in a charity ruck march Nov. 27, 2019. The Battalion loaded up their packs with non-perishable food donations and hiked approximately six miles from the Marine Corps Base Camp Lejeune Main Gate to the United Way CHEW! House in Jacksonville, North Carolina.
“Without the support of the community we wouldn’t be able to support this program. In Jacksonville, Marines are the biggest part of our community and for them to be able to give back to the community is huge.” Shelly Kiewge, the community impact director for United Way
“We have a lot to be thankful for,” said Sgt. Maj. Joseph Mendez, the 2nd Recon Sergeant Major. “As Marines, we are guaranteed the basic things like housing and food. It’s important that we realize that not everyone in our local community has that opportunity.”
The event was organized by 2nd Recon to build unit camaraderie through physical training, and donate much needed food items to the Onslow County United Way’s Children Healthy Eating on Weekends program.
“It’s always important to help out the local community,” said Staff Sgt. Joseph DeBlaay the staff non-commissioned officer in charge of 2nd Recon training command. “For us, it lets the community know we’re here and easy to approach when needed.”
U.S. Marine Corps Gunnery Sgt. David Ford the assistant training chief with 2nd Reconnaissance Battalion, 2nd Marine Division reads off the total donations after a charity ruck march.
(U.S. Marine Corps photo by Lance Cpl. Tyler Solak)
The CHEW! Program was created to provide bags packed with healthy food for children in need over the weekend who wouldn’t be fed otherwise. The program helps over 700 school-aged children.
The Marines donated over 3,800 pounds of food to the CHEW! program.
“I want my Marines to understand the importance of this. Not that it’s just a battalion mandated event,” said Staff Sgt. DeBlaay. “I want them to see the importance of why we’re doing this to help out the community and help out those in need.”
This is the second year the battalion has organized this event and plans to continue the tradition in years to come.
“When you join the Marine Corps you do it as a means to help people who traditionally can’t help themselves,” said Lt. Col. Geoff Hoey, battalion commander of 2nd Recon. “Whether it’s people in a different country or helping people here at home who don’t have enough money to put food on the table. It’s inherent to what Marines do — we help people in need.”
This article originally appeared on Marines.mil. Follow @USMC on Twitter.
I was a platoon commander with reserve UDT-22 (Underwater Demolition Team 22) in Little Creek, Virginia in June of 1980. I had been promoted to lieutenant (SEAL) following a previous platoon commander tour with UDT-11. The current platoon had 21 men including my assistant platoon commander and chief petty officer.
We formed the platoon into squads of seven men each; a senior NCO or officer was in charge of each squad. We trained for everything daily. Diving, free fall, and static line parachuting, demolition, beach surveys, shooting, rappelling, and surf work with boats kept us busy. A lot of what we trained to do was carry out common tasks, but we were testing new ideas regularly. The fast rope rappelling method to insert from hovering helicopters was new and fun. The IBS (Inflatable Boat Small) “rubber duck drop” had been perfected recently allowing us to jump our rubber boats with motors from aircraft at night. We were innovators and loving it.
A new task came our way when we were asked to plan a mission to attack the USS Lexington (CV-16) moored pier side in Pensacola, Florida. She was a World War II-vintage Essex Class aircraft carrier that would serve until her decommissioning in 1991. But for now, she was going to be guarded by the famed, and then-classified, dolphins that had been trained to detect or attack swimmers in the water. No one had ever successfully evaded them.
The bottlenose dolphins were outfitted with devices on their heads that could “kill” a swimmer when they slammed into them. The training devices were not dangerous, but the idea of a large mammal swimming out of the dark and bumping aggressively into our wet-suited bodies was downright fearsome. We were expected to die as all others had done in the past. We were to be cannon fodder for the training element that ran this special force of water attack mammals.
There were no previous after-action reports that we could learn from, as all before had failed. Past platoons had tried launching from every direction around the target at once in the hope that one pair might make it in successfully, but this was the dolphins’ backyard and they were very fast and capable. So we began to brainstorm methods that might work. Our solutions focused on what we thought would keep us undetected by one of the most advanced sonar systems in the world — the dolphin.
One pair decided to try paddling on surfboards covered entirely with seaweed in order to look like floating trash. This was appealing to the swimmers as a dolphin attack might just hit the boards instead of their tender underbellies. The other swim pairs decided to make their approach in the rolling surf zone with fins and masks only. No scuba systems had ever worked as the bubbles were too easy to detect. Additionally, the quieter pure oxygen Dragger scuba systems, which produced no bubbles, had likewise already failed since they produced a detectable clicking sound upon inhalation and exhalation. We would also all need to be carrying the magnetic limpet mines that we would use to sink the carrier.
Our window of attack was to be from sunset to dawn. We chose a 0200 attack time in the hope of catching the boat handlers tired and off guard. Another factor that made the event more interesting was that all night the beach would be patrolled by roving guards with night vision scopes and beach capable vehicles. We could not get out of the water undetected. At 0200 we used our motorized launch craft to simulate putting multiple dive pairs in at various places around the target. Our boats had been cruising the area at a safe distance for a few hours, with stops and starts, to confuse the dolphin handlers. During that time, we could hear them giving whistle commands to the dolphins. Our real launches occurred close to shore.Read Next: The US Navy’s Deadly MK6 Attack Dolphin Program
As the seaweed-covered surfboard pair used their fins to move very slowly toward the target, just outside the breaking surf they passed a channel marker pole in the water. Undetected atop the pole was a large pelican. As the pair passed close by, the startled pelican launched noisily in the air and the already very nervous paddlers, fearing a sudden underwater attack, both screamed involuntarily and could be heard easily by all. They did not make it much further before a dolphin suddenly surfaced and squeaked a warning to the waiting handlers who zoomed in and threw simulated grenades at the embarrassed, and now eliminated, attackers. Now they knew we were attacking and one of our pairs was gone.
I was in the surf zone concentrating on staying in the froth of the breaking waves. I could hear engine noises as boat-borne handlers zoomed around. Our planning had included two essential concepts: First, we believed that the crashing surf would mask our presence by interfering with the dolphins’ sonar. (They were reported to always avoid breaking surf.) Second, if we could remain undetected by the beach patrols in the fluffy blackness of the rolling surf, we could then get to, and under, the barnacle-covered pier pilings and work our way slowly to the carrier. There were three long piers that jutted out into the harbor to which other boats and craft could tie up. We had been told that the dolphins would not come under the piers and risk their soft skin on the barnacles. We were counting on that.
The swim was exhausting as the surf tried to dash us repeatedly against the shallow bottom while we traversed over 1,000 yards to the pier area. One pair made it safely to the first pier and whispered to each other that perhaps they could save some time and energy by scooting across the open area between piers. They heard no area boats so took a chance by quietly and quickly swimming underwater across the short 30-yard distance between piers. Bad choice. They just managed to cover 20 yards when the dolphins hit them both. Two pairs down.
The two other pairs, including me and my swim buddy, stuck to the plan. We worked under the piers slowly toward the shore, across the gap under the pilings, and up along the next one until we made it past all three piers to the bow of the huge looming carrier. There were guards and vehicles moving above us, but we were invisible in the dark filthy waters under the piers. The carrier sat quietly with a draft of 35-feet. The seawater intakes had been shut down for the exercise, and the ship was entirely on shore power and water.
Four of us made it to the ship and, as briefed, dove down about 20 feet, planted our limpet mines on the metal hull, pulled the time-delayed fuses, and made it back safely under the pier. Separately, and quietly, we retraced our paths back along the pilings and worked back to the nearby surf zone. Once again, we stayed in the rolling, exhausting, noisy surf zone and swam slowly to our extraction point. It took over an hour but we were able to signal, undetected, for pickup by our launch vessels.
The crew was all smiles when it picked us up. Our limpet mines had detonated after the 30-minute time delay producing heavy red smoke that was seen by the pier patrols. Mission accomplished. One carrier sunk or severely damaged.
To this day the dolphin handlers swear we must have cheated!
Have you ever had an idea you thought was solid gold, but when you presented it to your boss or coworkers it fell on deaf ears? Maybe it wasn’t that your idea was bad. Maybe it was you. Hear me out: Sometimes our ideas ARE solid gold, the problem is that we get so wrapped up in the idea itself and it’s ingenuity that we don’t pay attention to delivery.
And delivery can be as important.
But, before we explore delivery, let’s jump into the time machine and look at an idea in history that fell flat on its face when it was initially proposed: hand washing.
In the early 1800s, mothers who had just given birth died at an alarming rate in European hospitals. One in six died from what was at the time known as childbed fever. In 1846, a young 28-year-old Hungarian physician named Ignaz Semmelweis discovered a correlation between mothers catching the disease and direct contact with physicians coming from surgery. He immediately instituted hand washing in his ward and the disease significantly dropped off.
One would think that this innovative young doctor who had a solid gold idea revolutionized medicine across Europe and saved the lives of countless mothers, but he did not. It was another 21 years before British surgeon Joseph Lister published his papers on sterilization and hospitals across the world adopted his methods.
So why wasn’t Semmelweis successful? His delivery sucked. He had a tough uphill battle to fight against a conservative establishment who had its own beliefs and way of doing business. And unfortunately, he refused to play by their rules. He was argumentative and so fanatical in his beliefs that he struggled to get his leadership and peers on board with his new, innovative method.
In addition to a few fun facts we can gain from the story to help prepare us for trivia night at the local pub, we can also learn something about communicating ideas. It isn’t only the idea that matters, but so does our approach. Below are a few factors to take into consideration when dropping your amazing idea on your organization.
Read the room, Karen
Atmospherics are always important, but they are especially important when presenting a new idea to an organization. If you find yourself in a one hour meeting that is closing in on 90 minutes, that is not the time to spring your idea on the group.
It is best to read the room. Are people fidgeting? Did Bill just get chewed out for missing a suspense? Is everyone’s bandwidth wrapped up in another topic? To know these things, you have to get outside your own head and pay attention to everyone else.
Sometimes you may find that you need to hold onto your idea a little bit longer before you present it. You may also find that by reading the room you are better able to adjust your idea or your delivery to increase your chances that it will be taken seriously and not quickly ignored.
Timing, timing, timing
Similar to reading the room, you have to pay attention to the timing of your pitch. The time of day could make the difference between a receptive boss and an angry, dismissive boss. To illustrate this point, most people have a daily or weekly rhythm they follow. Some bosses are more receptive to ideas in the afternoon and not first thing in the morning. Other bosses are more likely to read and respond to your email in the morning after their first cup of coffee. A well-timed email or office drop-in can increase your chances of getting your idea a fighting chance.
Also, since we are talking about timing, if you know the organization is focused on solving a time-sensitive crisis, that is probably not the time to share the neat power point slide you created with your organization’s priorities broken out into percentages of effort. I’m sure it’s a revolutionary slide, but now is not the time. Timing is also about respect. If you respect their time, they are more likely to take the time to listen to your idea.
Keep it short and sweet (and maybe shorter)
When we get excited about an idea, we tend to describe it in great detail, and lose the people we’re talking to along the way. Or we forget to mention important things such as why the idea is valuable in the first place.
To avoid this, it is helpful to create an elevator pitch. In his book Brief: Make a Bigger Impact by Saying Less, author and communications expert Joseph McCormack said, “A perfected elevator pitch allows you to convey your message in a short sound byte that inspires and sticks.”
To do this, always start with the bottom line up front — why your idea would benefit the organization in the first place. Include a few key points that support this, and then anticipate any questions your boss or your team may ask about the idea. That is it. They don’t need to know the micro details that you get excited about. This lesson applies to email. You increase your chances of success with a brief email that conveys your idea.
When you want to get a great idea adopted by an organization, it’s important to build an alliance. Returning to the Semmelweis story, he was argumentative and alienated would-be supporters for his hand-washing crusade. I once worked for a boss who said that he was more willing to go with an idea, if more than one leader came to him promoting it. So, whenever any of us had a great idea, we would come together and attempt to sell it to each other so we could bring it forward to the boss as a team. We were always successful in this approach.
Humility plays a key role in building an alliance. When we are humble, more people are willing to help us advance an idea. So, as you build your team, be willing to spread the credit and not make it about you. Work on keeping the focus on the idea and not yourself.
Next time you have a great idea, take a minute. Read the room. Ask yourself if the time is right to present your idea. If it is, develop an elevator pitch that sells your idea to other people. And bring your team along with you. Build an alliance. Channel that humility and remember that it isn’t about you, it’s about the idea.
Video released Jan. 1 appears to show Houthi forces seizing a U.S. Navy unmanned underwater vehicle in waters off the coast of Yemen.
The video, posted by Al Masdar News, shows four men in dive gear holding the underwater drone, identified as a Remus 600 with logos from the manufacturer Hydroid and its parent company, Kongsberg. It also has the name “Smokey” printed on it.
Officials from the U.S. Navy’s 5th Fleet, whose area of responsibility includes the Red Sea, the Strait of Hormuz, and the Persian Gulf, would not confirm to USNI News whether the vehicle belonged to the U.S. or give information about UUV operations in the region.
A U.S. defense official did tell USNI News that the UUV was a passive system the Navy was using as part of a meteorological study. The Al Masdar News post referred to the unmanned vehicle as a “spying device” used for “spying missions” by the Saudi-led coalition that has been fighting in Yemen since 2015.
“It is intended to operate in shallow waters, intended to operate in littoral spaces, and is designed to be pretty autonomous,” Dan Gettinger, the codirector of the Center for the Study of the Drone at Bard College, told USNI News about the REMUS 600. “It might be the most advanced UUV deployed.”
The Remus 600 costs about $1 million before add-ons for specific tasks, Gettinger said, adding that the U.S. Navy’s most common uses for it were mine-clearing missions and intelligence, surveillance, reconnaissance, and target acquisition.
A Kongsberg fact sheet refers to the Remus 600 as “the most versatile member” of the Hydroid family of UUVs and says it can operate in depths of up to 600 meters and can be reconfigured for different payloads. It can travel up to 4.5 knots, and its length can be 9 feet to 18 feet, depending on how it is outfitted. Among its nonmilitary uses are emergency response, marine research, charting, ocean observation, and archaeology.
The Remus 600 has about 20 hours of operational use, Gettinger said, suggesting that it surfaced after a mission and was intercepted before its operator could recover it.
It’s not the first time Houthi rebels claimed to have intercepted U.S. hardware.
In October, rebels said they shot down a U.S. MQ-9 Reaper drone aircraft over the northern outskirts of Sanaa. Footage showed the drone spiraling to the ground in flames and a crowd gathering around the wreckage before Houthi rebels loaded the drone’s remnants onto a pickup truck. U.S. officials confirmed that a drone had been downed.
The U.S. has been carrying out operations in Yemen against ISIS and Al Qaeda in the Arabian Peninsula, but Washington has also been quietly supporting the Saudi-led war in the country. The U.S.’s role has drawn criticism, particularly over civilian casualties. U.S. lawmakers have pursued a bill that would restrict U.S. action in Yemen.
I was both excited and anxious the day I got my orders to Minot Air Force Base. I requested to be sent to a nuclear missile base because of the challenges and opportunities the mission presented. Every day, Airmen at Minot and its sister nuclear missile bases operate, maintain, and secure weapons that have an immediate and direct impact on US strategic policy. The thought of leading those Airmen was awesome but also daunting. In the weeks leading up to my first day in Minot, I was concerned with whether I had what it took to be the right leader in my unit. Unsure of what to do, I simply decided that I would approach everything with optimism and enthusiasm.
In time, I found (miraculously) my plan to simply throw my energy and passion into the job actually worked. I had a great relationship with my commander, my airmen appreciated my effort (or at least found their lieutenant’s attitudes novel/humorous), and I worked well with my peers to accomplish the mission. As a reward for my efforts, I was given an extremely unique opportunity that was the highlight of my time at Minot; the nuclear weapons convoy mission.
It was a major change of pace for me. I had my own unique vehicle fleet, command and control systems, specialized weapons, and an entire flight of hand-picked airmen. I also had to take responsibility for my own mission tasking and planning, work independently, and ensure the dozens of different agencies involved in every convoy were working in harmony with each other. But by far the biggest change for me was that I suddenly found myself with a significant degree of authority and responsibility to accomplish a mission that had very real consequences on US strategic policy.
What I humbly share here are the lessons I learned from long, cold days on the road, ensuring the safe and secure transport of the world’s most destructive weapons. They were hard-won lessons delivered to me in the form of long nights, strange situations, and a desire to do right by the most talented and motivated airmen in the Air Force. I hope these lessons help the next round of lieutenant’s taking up the watch in the great, wide north.
Perhaps my biggest lesson, which was taught to me time after time, was the most important thing I could do in any sort of situation was remain calm. Your troops will reflect your attitude. If you panic, they will panic and start making poor decisions. Their panic will be mirrored and then amplified down the chain. But if you remain cool and calm, your troops will try to emulate your attitude even if they are upset internally. When you talk over the radio, speak clearly and calmly. When you give orders, act naturally and with confidence.
Low emotional neuroticism is what you should seek within yourself. This trait does not mean that you have to be an unfeeling robot as that would be just as bad as being an emotionally reactive person. You should figure out what your “trigger moments” are and then seek to balance your emotions in front of your troops. Remember, don’t sweat the small stuff.
2-Learn to Let Go of Control
Many will find this ironic, but one of the keys to successfully moving a nuclear weapon is to actually let go of control. Not control of the weapon of course, but rather control of the programs and processes that surround the mission. I quickly discovered a nuclear weapons convoy had way too many moving pieces to effectively manage on my own. As a result, I had to rely heavily on my NCOs to manage these moving pieces on my behalf. I did this by providing a clear, guiding intent for their programs and squads, and then giving them as much freedom and power as I could to let them achieve that intent.
While it seems like common sense leadership advice to trust your NCOs, it is still very hard to let go of things that you know you will have to answer for if they go wrong. But trust me, it will work out. We have the most talented airmen in the world and they will find great solutions to the unit’s problems, even if it is not the solution you envisioned.
3-Don’t Let Yourself Get Tribal
As stated before, moving a nuclear weapon across North Dakota requires the coordination of dozens of different units and agencies. It is truly a whole-base effort and a fantastic example of the bigger Air Force in action. This kind of mission requires that the various participants act selflessly to become a “team of teams.”
While unit morale and espirit-de-corps are must haves in any military unit, it should never come at the expense of cooperation with other friendly forces or devolve into petty rivalries. Unfortunately, too often leaders tend to destroy the larger picture under the delusion that we they looking out for our tribe. I had an obligation to build relationships with partner units, learn their processes, and make the whole-base effort happen in order for the nuclear convoy mission to succeed. If you always think in terms of “them” versus “us”, you will find it’s only “us” in the fight and no “them” will be coming to save you.
4-Give Your Leadership the Information They Need
Because of the nature of the position, I frequently found myself in meetings and discussions that other lieutenants were not normally allowed to participate in. I was also the subject matter expert for a very high visibility mission, and thus officers and commanders who were much more senior to me looked to me for my honest opinions on issues that affected the convoy. When questions about the risks involved in a particular mission came up, the heads in the room would turn to me to help determine the outcome (a feeling that I never got used to).
When you do find yourself in a situation where senior leaders want your viewpoint, be respectful and honest. It is your responsibility to provide your leadership with truthful answers and to do so in a way that is not antagonistic. At the same time, you must also be willing to accept your leadership’s decisions based on the information you provide. Trust goes both ways. My leadership trusted me to lead the convoy mission and I trusted them to make decisions on those missions that would keep me and my Airmen safe.
5-Embrace Failure and Avoid Fear
I once read in a history class that a popular saying in the old Strategic Air Command was “to err is human, to forgive is not SAC policy.” While that may sound clever and certainly carries the bravado of General Curtis LeMay with it (the founder of SAC and the modern nuclear Air Force), I can tell you that zero forgiveness makes for an abysmal unit culture.
If you refuse to accept failure while learning from it, you will create a unit culture where members are afraid to come forward, speak up, or sound the alarm to major problems. Your troops will hide things from you, and that type of behavior is what gets people hurt or killed. Show your airmen, through both action and words, honest mistakes are forgiven and embraced as a learning opportunity.
During my entire time at Minot, I made it a point to find the bright side of things and enjoy my job. Like any duty station or mission series, Minot had its fair share of challenges. There is no way to sugarcoat the experience of having to walk out into sub-freezing temperatures and still get the work done. Yet when these situations happened, I looked to others to keep a good attitude and make the best of the situation. I was always able to find a reason to laugh or smile(even if icicles started to gather on my face).
You too can find success with something as simple as finding a reason to smile more often or to laugh at stupid, silly things. Staying calm in front of your airmen can have a similar effect to having a happy attitude and can be contagious in a unit.
I am grateful to the proud Defenders of the 91st Missile Security Operations Squadron who were patient with me as I worked to develop the mission, the airmen, and myself. In the face of -20 degree temperatures and a demanding nuclear mission, they chose to follow me in giving their all towards building a lethal, combat-ready team.
Andrew is an Air Force Security Forces officer currently assigned to Buckley Garrison, US Space Force, Colorado. He oversees base security operations for the installation. He loves taking road trips with his wife and dog, snowboarding beautiful mountains, and enjoying great Colorado beer.
The submarine thriller “Hunter Killer” (out now on 4K UHD, Blu-ray, DVD and Digital) had a long and complicated journey from book to screen.
Based on the novel “Firing Point” by Navy veteran George Wallace and Don Keith, the Gerard Butler movie was days away from beginning production when Relativity Studios shut down.
After a delay, new director Donovan Marsh joined the project. They regrouped with Summit and made a movie with extensive support from the Pentagon, which envisioned the film as a “Top Gun” for submariners.
Gerard plays Capt. Joe Glass, a maverick who is given command of a sub even though he didn’t go to Annapolis. The Russian president gets kidnapped, and Glass must break the rules to save the world.
Hunter Killer (2018 Movie) Final Trailer – Gerard Butler, Gary Oldman, Common
“Hunter Killer” features an impressive cast that includes Gary Oldman, Common, Linda Cardellini, Toby Stephens and Michael Nyqvist from the original Swedish Lisbeth Salander/Millennium movies
Marsh made the well-regarded South African crime thriller “Avenged,” but “Hunter Killer” is his first big Hollywood movie. He told us about working with the Pentagon, how much of the movie was shot on real submarines, and how you make an action movie on a submarine.
You’re from South Africa, a country not known for its Navy. Did you have an interest in military movies or history growing up?
South Africa has two diesel submarines, but only crew for one. One is in dry dock, and they can’t afford to take the other one out. So if I couldn’t love my own Navy, I could love the navies of the movies. Enter “Das Boot,” “Crimson Tide” and “Hunt for Red October.” Three of my favorite films of all time.
Gerard Butler worked on this movie as a producer for many years before it got made. Tell us how you came on board as the director.
The film had a different director and was months from shooting with Relativity. When Relativity came apart, the film was looking for a new home and a new director. I pitched and won the job. When I came on board, Gerard, Oldman and Common were already part of the project.
The Pentagon has been unusually supportive of your “Hunter Killer,” even hosting a press conference with Gerard Butler. What was it like working with the Navy on the movie? Did they have input into the filming since they gave your production so much access to Navy subs?
The Navy was incredible. They welcomed us in Pearl Harbor, sent myself and Gerry out on a real nuclear sub for three days, and showed us behind the scenes in the way that few civilians ever get to see. They gave us access to Navy experts, captains and admirals every step of the way, many of whom were present during filming and who made sure we stayed as realistic as was dramatically possible (and without giving away anything classified!).
The submariners want to know. How much filming did you get to do on real submarines and how much did you recreate on sets?
I had one day in the USS Texas with the real crew They were amazing; I challenge you to pick them out from the actors. I had one afternoon with the Texas at sea for helicopter shots. We nearly crashed the chopper (metal in the transmission!), had to return the next morning to shoot the emergency blow. I had one take and only knew the point they were going to surface within 100 hundred meters. They surfaced in the edge of shot and I quickly reframed!
Michael Nyqvist and Gerard Butler star in “Hunter Killer.”
What roles did practical and CGI effects play in your production?
We had 900+ visual effects shots that took over a year to complete. It was the biggest challenge of my life, and I still feel they could have been much better. To simulate reality is very difficult, and only the most skilled VFX teams with months and months of time can do it.
A submarine commander once told me, “The Army plays rugby. I play chess.” How do you approach a battle movie when you’ve got to depend more on suspense than brute action?
I just flat out prefer suspense to brute action. It’s more interesting. It’s delicious. It’s dramatic. During brute action scenes, I always end up looking at my watch. I wanted HK to create as much tension and suspense as the audience could bear and then release that with action that was quick, sharp and believable.
Gary Oldman, Linda Cardellini and Common in “Hunter Killer.”
Even though the movie portrays American and Russian presidents who are nothing like the real leaders, “Hunter Killer” portrays a contentious relationship between the two countries that didn’t exist even five years ago. Did rising tensions between the U.S. and Russia help you get this movie made?
Tensions between the U.S. and Russian escalated leading up to this film, significantly adding to its relevance. A Russian MiG buzzed a destroyer, and Russian sub activity in American waters and vice versa was on the rise. This played in wonderfully to the plot of the film, which starts with two subs getting into it under the ice.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Hundreds of defectors from Islamic State have massed in Syria’s Idlib province, with many planning to cross the nearby Turkish border and find ways back to the Middle East, North Africa, and Europe.
Several dozen former fighters have already made it across the heavily patrolled frontier to towns and cities in Turkey’s south in recent weeks, the Guardian has confirmed. Four Saudi Arabian extremists arrived in a southern Turkish community in early September after paying smugglers $2,000 each for the perilous journey past border guards who have shot dead scores of infiltrators this year alone.
The exodus of fighters from areas controlled by ISIS to other parts of Syria and Iraq has continued throughout the past year, as the terror group has lost much of its former heartland to a concerted assault by Iraqi troops, forces allied to the Syrian regime and a US-led air coalition in both countries.
However, large numbers of militants and their families are now trying to leave the war-battered states altogether – posing significant challenges to a global intelligence community that, for the most part, views them as a hostile and unmanageable threat, and sees limited scope for their reintegration.
A Saudi national who fled Syria in late August told the Guardian that as many as 300 former ISIS members, many of them Saudis, had established a community north of Idlib city, which is now dominated by the al-Qaeda affiliate, Jabhat al-Nusra.
“Most want to leave, like me,” said the 26-year-old, who called himself Abu Saad. “A lot of them realise that the group they were with tricked them. Others don’t trust Nusra. There are not many who believe that the people that they were with were on the right path.”
Abu Saad said the Saudi nationals, as well some Europeans, Moroccans, and Egyptians, had gathered together as a buffer against al-Nusra, which has exerted its influence across Idlib and the surrounding countryside by toppling its rivals. ISIS has not had an organised presence in the area since early 2014 when it was ousted by a rebel assault that saw its members flee east to the town of al-Bab in the Aleppo hinterland and further into Minbij, Tabqa, Raqqa, and Deir Azzour.
Former members of the group, however, have steadily been returning to Idlib and seeking refuge since late 2015. “That was when I left,” said Abu Saad, speaking days after he arrived in southern Turkey. “Others joined me later, and more are coming now.”
The full scale of the extremist exodus from ISIS-held parts of Iraq and Syria remains unclear, with most of the land it conquered having been recaptured, leaving a divided and demoralized rump with next to nowhere to hide. One of ISIS’s two main centers of power – Mosul in Iraq – fell in February, and the other – Raqqa in Syria – is slipping further into the hands of US-backed Kurdish forces who had already hounded the group from most of Syria’s northeast.
Tens of thousands of ISIS fighters are believed to have been killed in the battle to retain territory it seized from mid-2014, and thousands more homegrown extremists are believed to have returned to their communities.
But the numbers of foreign fighters who have survived and are looking to return to their homes have been more difficult to gauge. So too have the true intentions of men who had allied themselves to the world’s most feared terror group during its ascendancy, but claim no further part of it as its reach and influence dwindles.
French officials have said privately that they would rather that nationals who traveled to join ISIS died on battlefields and have no plans to support those who now want to return. Other European states have expressed similar sentiments.
ISIS defectors had at one point been of high interest to intelligence agencies who had made little ground in penetrating the group as it consolidated a hold on swaths of Syria and Iraq and plotted attacks in Europe and beyond.
As the group has capitulated, MI6, the CIA, and France’s DGSE have had increasing access to informants whom they have met within Kurdish controlled areas of Syria’s northeast and in northern Iraq. The increased access to informants with real-time information has left those who fled earlier with less leverage over governments who might otherwise have agreed to talk with them.
“It’s a lot better than it used to be,” said one intelligence official. “We have a more complete picture than we did.”
Abu Saad said he would not return to Saudi Arabia if doing so meant a prison sentence. “A rehabilitation program? Maybe,” he said. “I went to Syria some time in 2012. I went to support the Syrian people and in the first few months I was with the Muhajirin.”
“It wasn’t until early the next year that my unit swore allegiance to ISIS. It was a poisoned flower. It wasn’t what I expected.”
As the group’s fate worsened, tensions increased within its ranks, Abu Saad claimed. Summary executions were carried out on increasingly flimsy pretexts, such as insubordination, or making contact with Syrian opposition groups, he said. Over time, arguments about the ideology and theology also intensified.
“They don’t understand the Tawheed (the oneness of God). They are always arguing about it. I saw no justice with them. I saw cruelty. But how could I disagree? It had such a hierarchy. Everyone has a boss who they are afraid of. And above them all was [ISIS leader Abu Bakr al-Baghdadi.] He was the ultimate authority and no one could argue with him about religious law. If you tried to defy them about anything, you put yourself in danger.”
“My job was to inspect prisons. If there were abuses then I would report on them. One time in Minbij, there was a lady in a cell for 13 days with no toilet and no water for cleaning. She was there because she threatened to kill a man who had killed her husband. There was worse than that though. There were people in prison who had done nothing wrong at all.
“In Idlib, there are around 300 people trying to escape. Many of them are Saudis. Some want to see their families one last time and they say they will accept what’s coming to them. I don’t know any of them who believe in the [Islamic] State. They all ran away for a reason.”
Two US bombers tore through the hotly-contested South China Sea on Oct. 16, 2018, an apparent power play signaling US determination to continue to fly and sail wherever international law allows ahead of a key meeting between US and Chinese defense chiefs Oct. 18, 2018.
A pair of Guam-based US Air Force B-52H Stratofortress heavy long-range bombers “participated in a routine training mission in the vicinity of the South China Sea,” Pacific Air Forces told CNN in a statement, adding that the flights were in support of US Indo-Pacific Command’s Continuous Bomber Presence, a mission focused on deterring regional challengers.
The Pentagon did not specifically identify which islands the aircraft flew by, but open-source flight tracking data suggests they may have been near the Spratly Islands, the location of a recent showdown between a Chinese destroyer and a US warship carrying out a close pass of the islands. During the incident, which occurred late September 2018, a Chinese naval vessel nearly collided with destroyer USS Decatur.
Following that incident, Vice President Mike Pence warned that “we will not stand down.”
“What we don’t want to do is reward aggressive behavior like you saw with the Decatur incident by modifying our behavior,” said Deputy Assistant Secretary of Defense for South and Southeast Asia Joe Felter, according to CNN. “That’s just not going happen. We’re going to continue to exercise our rights under international law and encourage all our partners to do the same.”
The flight was seemingly intended to send a message that the US will not change its behavior in response to Chinese aggression at sea.
The “Chinese have successfully militarized some of these outposts and their behavior’s become more assertive and we’re trying to have an appropriate response,” Assistant Secretary of Defense for Asian and Pacific Security Affairs Randall Schriver told the reporters while traveling abroad with Secretary of Defense Jim Mattis.
Assistant Secretary of Defense for Asian and Pacific Security Affairs Randall Schriver.
China does not see the situation the same way, having previously described bomber overflights in the South China Sea as “provocative.”
China “always respects and upholds the freedom of navigation and overflight enjoyed by other countries under international law,” Chinese Ministry of Foreign Affairs spokesman Lu Kang said at a press briefing Oct. 18, 2018, adding that China “firmly opposes to relevant country’s act to undermine the sovereign and security interests of littoral countries and disrupt regional peace and stability under the pretext of ‘freedom of navigation and overflight.'”
“We will take necessary measures to safeguard our sovereign and security interests,” he warned.
The flight, one of many through the disputed East and South China Seas in recent months, came ahead of a meeting between Mattis and his Chinese counterpart Gen. Wei Fenghe, the Chinese defense minister. The meeting had been previously canceled amid rising tensions over trade, territorial disputes, sanctions, and Taiwan.
Their meeting was described as “straightforward and candid” on Oct. 18, 2018, with Pentagon officials saying that relations with the Chinese military may be stabilizing, according to the Associated Press. The discussions covered numerous topics but focused heavily on tensions in the South China Sea.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
“There’s a very unique bond between infantry soldiers not found in any other [career] in the Army,” Staff. Sgt. Leonard Markley, a recruiter in Toledo, Ohio, whose primary career field is infantry, said in a recent service news release. “It’s us against the world, and we as infantrymen all know about the hardships that come with this [career]: walking countless miles, sleep deprivation and rationed meals.
“Even when I see another infantryman walking by, I have respect for him and have his back, because we are brothers through all our hardships,” he added.
To qualify for the infantry, applicants must score a minimum of 87 on the combat line score of the Armed Forces Qualification Test and pass the Occupational Physical Assessment Test at the heavy level, according to the release.
Recruits attend a 22-week Infantry One Station Unit Training at Fort Benning, Georgia. During training, they will list their specific infantry job preferences, although assignments are determined by the needs of the Army. Upon graduation, soldiers are assigned as either an infantryman (11B) or an indirect fire infantryman (11C), the release states.
“The Infantry has instilled a work ethic in me that is noticeably different than my peers,” Markley said. “This work ethic and discipline will set me apart wherever I go after the military. It is the premier career for leadership and management development skills. I can go anywhere and be a successful manager in any civilian field.”
Until recently, Army recruiters were offering bonuses of up to ,000 for a six-year enlistment in the infantry. The Army began paying out hefty bonuses for infantry recruits in May 2019 to meet a shortfall of about 3,300 infantry training seats by the end of fiscal 2019. It was part of a sweeping new recruiting strategy launched at the beginning of fiscal 2019, after the service missed its fiscal 2018 goal.
At a parade touting Beijing’s massive military might on the 90th anniversary of the founding of the People’s Liberation Army, China rolled out it’s newest intercontinental ballistic missile, the DF-31AG.
Another upgrade to the survivability and lethality of the missile comes from the truck that carries it. Like the DF-31, it’s mobile and therefore can evade attacking forces, hide, and fire from surprising locations. But unlike the previous model, the DF-31AG can actually go off road, further complicating any plans to neutralize China’s nuclear might.
Watch the rollout of the DF-31AG below:
China’s new DF-31AG intercontinental missiles make public debut at military parade in Zhurihe base in Inner Mongolia pic.twitter.com/PaTeQp4TPN
If noncommissioned officers are the backbone of the Marine Corps, then lance corporals are the muscles that keep it moving. As all enlisted Marines and warrant officers know — not to mention the Mustang officers who ascended the enlisted ranks before earning a commission — lance corporals hold a special place in the heart of the Corps.
Gone are the days of “Lance Corporal don’t know,” and the “Lance Corporal salute.” Today’s Marine Corps E-3s are smarter, faster, stronger, and more tech savvy than the old salts from years gone by. They are the iGeneration, seemingly raised with a cell-phone fused to their fingers at birth. They are more familiar with Snapchat and Instagram than cable TV and VHS tapes. They are a digital generation, and they fit uniquely and seamlessly with the Marine Corps’ vision of a connected ‘strategic corporal,’ ready to fight and win America’s battles as much with technology and ingenuity as with bullets and pure grit. The bedrock for tomorrow’s Marine leaders is the ability to make sound and ethical decisions in a world flipped on its head during the past two decades.
Enter the “Lance Corporal Leadership and Ethics Seminar.”
The weeklong training is required for all lance corporals vying for a blood-stripe and much-coveted place in the NCO ranks. The Marine Corps’ Enlisted Professional Military Education branch instituted the program in 2014 to “bridge the gap between the initial training pipeline and resident Professional Military Education,” according to the seminar’s Leader Guide. The seminar prepares junior Marines to face the challenges of an evolving, uncertain and dangerous world 19 years into the 21st Century.
Lance Cpl. Antonio C. Deleon, an aircraft ordnance technician with Medium Tiltrotor Squadron 262 (Reinforced), Marine Corps Air Station Futenma, Okinawa, Japan.
(U.S. Marine Corps photo by Lance Cpl. Cameron E. Parks)
“Our lance corporals are the gears that keep this machine moving,” said Sgt. Maj. Edwin A. Mota, the senior enlisted Marine with the 31st Marine Expeditionary Unit in Okinawa, Japan. “The Lance Corporal Seminar is vital to their success this early in their careers. Whether an enlisted Marine stays in for four years or 30, they will never forget the leadership lessons they learned — both good and bad — as a lance corporal.”
Each seminar has a cadre of NCO and staff NCO volunteers who lead small groups through physical training, guided discussions and scenario-based training. The idea is to get lance corporals to think critically, both on and off duty, to help prepare them for a leadership role as a corporal, sergeant and beyond.
Lance Cpl. Celestin Wikenson, an airframer with Marine Medium Tiltrotor Squadron 262 (Reinforced), maintains the skin of a MV-22B Osprey helicopter Marine Corps Air Station Futenma, Okinawa, Japan.
(U.S. Marine Corps photo by Lance Cpl. Cameron E. Parks)
“As a lance corporal in the infantry during the 90s, it was a completely different Marine Corps than it is today,” said Mota. “We took orders and we carried them out without a lot of questions. Our NCOs, staff NCOs and officers didn’t expect us, as lance corporals, to understand the strategic-level significance of our training and operations back then. But today, the Marine Corps cannot afford for our lance corporals to not know how they affect our mission at the tactical, operational, strategic, and diplomatic levels.”
Enlisted PME is a central component for measuring an enlisted Marine’s leadership potential and their fitness for promotion, regardless of rank. The seminar is usually a first term Marine’s introduction to formal military education and sets the tone for future PME courses as NCOs and staff NCOs. The guided discussions and scenario-based training is designed to help junior Marines to think critically before acting instinctively, according to 19 year old Lance Cpl. Dylan Hess, a mass communication specialist with the 31st MEU and a student in a recent seminar.
Lance Cpl. Richard T. Henz, a CH-53E Super Stallion helicopter crewman with 31st Marine Expeditionary Unit sits alongside a CH-53E helicopter at Marine Corps Air Station Futenma, Okinawa, Japan.
(U.S. Marine Corps photo by Lance Cpl. Cameron E. Parks)
“As a lance corporal, we are expected to follow orders and get the job done, regardless of our job,” said Hess, a native of Vacaville, California who enlisted in September 2017 after graduating from Will C. Wood High School. “During the seminar, we were challenged to rethink our role as junior Marines. In today’s Marine Corps, especially here in Japan, everything we do is a representation of all American’s stationed here and the seminar helped us better understand why the decisions we make, on and off duty, are so important as ambassadors to our hosts here in Okinawa.”
The lessons learned during the seminar will help tomorrow’s leaders refine their leadership ability, according to Hess.
“Today’s generation joins the Marine Corps for many different reasons, but our commitment to the Marine Corps is the same as any other Marine from past generations. Many of the junior Marines today don’t remember 9/11, don’t remember the battles in Iraq and Afghanistan, but we’re still committed to always being prepared for our next battle, and the Lance Corporal Seminar definitely gives us a better understanding of leadership challenges and opportunities as we grow into the NCO ranks.”
This article originally appeared on Marines. Follow @USMC on Twitter.
An internal US Navy review concluded that the service and its various industry partners are “under cyber siege” from Chinese hackers who are building Beijing’s military capabilities while eroding the US’s advantage, The Wall Street Journal reported March 12, 2019.
Chinese hackers have repeatedly hit the Navy, defense contractors, and even universities that partner with the service.
“We are under siege,” a senior Navy official told The Journal. “People think it’s much like a deadly virus — if we don’t do anything, we could die.”
Breaches have been “numerous,” according to the review. While China is identified as the primary threat, hackers from Russia and Iran have also been causing their share of trouble.
Sailors stand watch in the Fleet Operations Center at the headquarters of US Fleet Cyber Command/US 10th Fleet, Dec. 14, 2017.
(US Navy Photo by Mass Communication Specialist Samuel Souvannason)
Secretary of the Navy Richard Spencer launched the recently concluded review in October 2018, warning that “attacks on our networks are not new, but attempts to steal critical information are increasing in both severity and sophistication.”
“We must act decisively to fully understand both the nature of these attacks and how to prevent further loss of vital military information,” he added.
In one high-profile incident lin 2018, Chinese government hackers stole important data on US Navy undersea-warfare programs from an unidentified contractor. Among the stolen information were plans for a new supersonic anti-ship missile, The Washington Post reported in June 2018, citing US officials.
That and a second breach led Navy leadership to order the review.
The Journal described the findings of the internal Navy cybersecurity review as “dire,” adding that the report “depicts a branch of the armed forces under relentless cyberattack by foreign adversaries and struggling in its response to the scale and sophistication of the problem.”
The Navy and the Pentagon reportedly “have only a limited understanding of the actual totality of losses that are occurring,” meaning the situation could be even worse than the Navy fears.
Last week, The Journal reported that Chinese hackers have targeted more than two dozen universities in the US and elsewhere in an attempt to steal military secrets, particularly those related to maritime technology.
(US Navy Photo)
The Navy is not the only US military service branch in China’s crosshairs.
Adm. Philip Davidson, head of US Indo-Pacific Command, told the Senate Armed Services Committee in April 2018 that Beijing is snatching anything not nailed down — “stealing technology in just about every domain and trying to use it to their advantage,” Stars and Stripes reported.
A US defense official previously told The Journal that China was targeting America’s “weak underbelly,” saying that cybersecurity breaches are “an asymmetric way to engage the United States without ever having to fire a round.”
China has repeatedly denied engaging in cyberattacks against the US or other countries.
This article originally appeared onBusiness Insider. Follow @BusinessInsider on Twitter.
China’s increasingly powerful navy launched its most advanced domestically produced destroyer on June 28, at a time of rising competition with other naval powers such as the United States, Japan, and India.
The first 10,000-ton Type 055 entered the water at Shanghai’s Jiangnan Shipyard on June 28, the navy said in a news release.
It said the ship is equipped with the latest air, missile, ship, and submarine defense systems. China is believed to be planning to launch four of the ships.
“The launch of this ship signifies that our nation’s development of destroyers has reached a new stage,” the release said.
A photo on the Chinese Navy’s website showed multicolored streamers being shot out of tubes while sailors and shipyard workers stood dockside next to a massive Chinese flag. It said chief of the People’s Liberation Army’s General Armaments Department Zhang Youxia presided over the ceremony, in which a bottle of champagne was broken over the ship’s bow.
The Type 055 is significantly larger than China’s other modern destroyer, the Type 052, representing the rising sophistication of China’s defense industries. Once heavily dependent on foreign technology, China in April launched its first aircraft carrier built entirely on its own, based on an earlier Ukrainian model.
In terms of displacement, it is roughly equivalent to the Arleigh Burke class of destroyer.
China’s navy is undergoing an ambitious expansion and is projected to have a total of 265-273 warships, submarines, and logistics vessels by 2020, according to the Washington, D.C.-based Center for Naval Analysis. That compares with 275 deployable battle force ships presently in the US Navy, China’s primary rival in the Asia Pacific, although the once-yawning gap between the two is narrowing rapidly.
China says it needs a powerful navy to defend its 14,500 kilometers (9,010 miles) of coastline, as well as its crucial maritime shipping routes.
However, it also appears increasingly willing to challenge actions by the US — long the region’s pre-eminent military power — especially in the South China Sea, which China claims virtually in its entirety.
Beijing has also long nurtured resentment against Japan over its past invasion of China, and their dispute over a group of tiny, uninhabited islands in the East China Sea has at times threatened to break out into open confrontation.
India, meanwhile, also shares a disputed border with China and has grown increasingly concerned over the Chinese navy’s growing presence in the Indian Ocean, facilitated in part by Beijing’s close alliance with New Delhi’s arch rival Pakistan.