The US Marine Corps plans to arm its forces with a new anti-ship missile that will allow US troops to sink enemy ships from shore-based launchers 100 miles away, a capability the Marines have been chasing with China’s growing navy in mind.
The Corps has decided to spend roughly $48 million on Raytheon’s Naval Strike Missile, a long-range precision strike missile the Navy ordered last year for its littoral combat ships and future frigates, Raytheon announced this week.
The service has made fielding this capability a priority.
“There’s a ground component to the maritime fight. You have to help the ships control sea space. And you can do that from the land,” Commandant of the Marine Corps Gen. Robert Neller told USNI News earlier this year. “We’ve got to be able to attack surface platforms at range.”
Breaking Defense reported in January 2019 that the Marines were considering Lockheed Martin’s Long-Range Anti-Ship Missile, the Naval Strike Missile, and Boeing’s Harpoon as options for the kind of capability the Corps desires as the US military readies itself to defeat a powerful rival like Russia or China.
Army experiments with land-based launch of Naval Strike Missile during RIMPAC 2018.
(David Hogan, AMRDEC WDI)
The Naval Strike Missile, which was manufactured by Norway’s Kongsberg Defence Systems in partnership with Raytheon, carries a 275-pound warhead, has a range of over 100 nautical miles, and can be fired from ships and mobile shore-based launchers.
The Army experimented with a land-based launch of the Naval Strike Missile during last year’s Rim of the Pacific exercise, when the weapon was fired from a truck at a decommissioned ship off Hawaii.
The Marines have yet to select a suitable mobile launch platform, which could be Lockheed’s M142 High Mobility Artillery Rocket System or one of two large, heavy trucks from Oshkosh, Breaking Defense previously reported. The Corps told Military.com two years ago they wanted a launcher that could be easily moved by a V-22 Osprey.
The Corps still has some important experimentation and decision-making to do before the Naval Strike Missile can be effectively fielded from shore-based batteries.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Of the more than 700,000 residents of the capital of the United States, 10,000 of those are actively working in the interests of a foreign power. The city is filled with federal employees, military personnel, contractors, and more who are actively working for the United States government, and some are working to betray its biggest secrets to the highest bidder.
It’s an estimate from the DC-based international spy museum – and it’s an estimate with which the FBI agrees.
If only it were this easy.
“It’s unprecedented — the threat from our foreign adversaries, specifically China on the economic espionage and the espionage front,” Brian Dugan, Assistant Special Agent in Charge for Counterintelligence with the FBI’s Washington Field Office told DC-based WTOP news.
According to the FBI, spies are no longer the stuff of Cold War-era dead drops, foreign embassy personnel, and conversations in remote parks. For much of the modern era, a spy was an undercover diplomat or other embassy staffer. No more. Now you can believe they are students, colleagues, and even that friend of yours who joined your kickball team on the National Mall. Anyone can be a spy.
Ever watch “The Americans”? That sh*t was crazy.
There are 175 foreign embassies and other diplomatic buildings in the DC area. In those work tens of thousands of people with links to foreign powers. This doesn’t even cover the numbers of foreign exchange students, international business people, and visiting professors that come to the city every year – not to mention the number of Americans recruited by spies to act on their government’s behalf (whether they know it or not).
The worst part is that spies these days are so skilled at their craft, we may never realize what they’re doing at all, and if we do, it will be much too late to stop them.
It would be super helpful if they wore their foreign military uniforms all the time.
“Everybody in the espionage business is working undercover. So if they’re in Washington, they’re either in an embassy or they’re a businessman and you can’t tell them apart because they never acknowledge what they’re doing.” said Robert Baer, who was a covert CIA operative for decades. “And they’re good, so they leave no trace of their communications.”
He says the dark web, alone with advanced encryption algorithms means a disciplined, cautious spy may never get caught by the FBI for selling the secrets that come with their everyday work, be it in government, military, defense contractors, or otherwise.
For many Americans, Memorial Day is a three-day weekend that kicks off the summer season with BBQs and parties — and it should be. Gathering with friends and loved ones is a special privilege we are fortunate enough to enjoy.
For many service members, veterans, and Gold Star Families, however, the weekend can carry some sadness. Memorial Day is, after all, a day to remember the fallen men and women who gave their lives in military service.
We all honor those we’ve lost in our own way. For U.S. Marine JP Guhns, it’s through music.
JP is no stranger to We Are The Mighty. He first landed on our radar as a finalist in our Mission: Music talent search. He also has four combat deployments to Iraq and Afghanistan under his belt, which significantly impacted his music.
“I’ve been a victim to suicide, said the Lord’s Prayer as we carried one of my Marine brothers to aid, been heartbroken by life, and prayed to pay the bills. I’ve fought the hard battles. I’ve cried through the nights of memories. Thank God I had friends and family to bring me through,” he shared on the Facebook launch of Good Friends and Whiskey (see video above).
JP isn’t the only veteran who shares military experiences through the arts — and he’s definitely not the only one who has been impacted by the loss of service members’ lives, home or overseas. This Memorial Day, as you enjoy some downtime and celebrate, maybe also take a moment to reflect on the sacrifices of the military, contribute to a veteran non-profit, or support troops like JP by checking out their art and hearing their stories.
In 2017, USAA invited five talented military musicians to Nashville to record at the legendary Ocean Way Studios. JP was one of those artists — and he really made the most of the opportunity. His latest song is both a tribute to the people who have been there for him as well as a message to anyone else out there who needs to know that they are not alone.
“To all my brothers and sisters in arms, rejoice the memories of our fallen, and let’s get back to living again.”
Russian President Vladimir Putin has signed a law that will soften the punishment for some hate crimes amid concerns over prison terms handed down to people for “liking” or reposting memes on the Internet.
The legislation, signed by Putin on Dec. 28, 2018, will remove the possibility of a prison sentence for first-time offenders found to have incited ethnic, religious, and other forms of hatred and discord in public, including in the media or on the Internet.
The legislation is the result of a rare climbdown by President Vladimir Putin, who proposed it amid a wave of potentially image-damaging concern over the arrests and imprisonment of Russians for publicly questioning religious dogmas or posting, reporting, or “liking” memes or comments that authorities say incited hatred.
Under the legislation, first-time offenders will face administrative instead of criminal prosecution, meaning they would be fined, do community service, or be jailed for up to 15 days.
Russian President Vladimir Putin.
A person who is deemed to have committed a second, similar offense within a year will then face criminal prosecution and the possibility of two to five years in prison.
But all offenders, including those found guilty for the first time, will still face up to six years in prison if their incitement to hatred involves violence, the threat of violence, the use of their official position, or is committed by a group, the bill says.
Putin proposed the change in early October 2018, following a string of cases in which Russians were charged for publishing material — sometimes satirical or seen by many as harmless — on social networks such as VKontakte and Facebook.
The bill was approved by lawmakers in both chambers of parliament, the State Duma and the Federation Council.
Reaction to the new legislation has been mixed, with Kremlin critics warning that the government will still retain many tools for suppressing dissent and limiting free speech.
On Oct. 2, 2018, Putin signed a law toughening punishment for those who refuse to remove information from the Internet deemed illegal by a court.
Campaigning for Afghanistan’s parliamentary elections kicked off on Sept. 28, 2018, despite a wave of deadly violence across the country and allegations of fraud.
More than 2,500 people, including 418 women, are competing for the 249 seats in Afghanistan’s lower house of parliament, the Wolesi Jirga.
Banners and posters of the candidates could be seen across the capital Kabul and other cities across the country.
The campaign period is set to finish on Oct. 18, 2018, according to a spokesman for the Independent Election Commission of Afghanistan, Mirza Mohammad Haqparast.
The election is scheduled for Oct. 20, 2018.
The rival political parties of President Ashraf Ghani and his Chief Executive Officer Abdullah Abdullah are expected to be among the front-runners in the vote.
Most parliamentary deputies are seeking reelection. But hundreds of political first-timers — including the offspring of former warlords and journalists — are also contesting the vote.
Ashraf Ghani and Abdullah Abdullah.
The election comes amid increased violence by the Taliban and the extremist group Islamic State, which have been staging frequent attacks across the country.
Some 54,000 members of Afghanistan’s security forces will be responsible for protecting polling centers on election day.
More than 2,000 polling centers will be closed for security reasons.
Opposition groups and political parties have demanded biometric machines to be used for transparency and to prevent people from voting more than once.
A deputy to Afghanistan’s Independent Election Commission told RFE/RL’s Radio Free Afghanistan that so far more than 4,000 biometric machines out of 22,000 sets have been delivered to Afghanistan.
Maozollah Dolati said more equipment will be delivered in the coming week.
He said the election body will work to deploy the machines in all voting centers.
“Afghanistan’s Election Commission will work for the elections to be held transparently and without any fraud, even if for some reason the machines won’t be transferred to some of the voting centers,” Dolati added.
It’s amazing how often the media gets worked up about amazing combat actions caught on camera only to find that the incredible “footage” is actually from a video game.
Video games are pretty advanced these days and they, admittedly, look very realistic, but they aren’t that realistic. And the things soldiers do “caught on camera” in the “combat footage” is definitely not realistic.
It’s really astoundingly dumb how often this happens.
1. Russia’s Veterans Day.
Probably the worst time to f*ck this up. When Russian President Vladimir Putin was describing the heroism of Senior Lieutenant Alexander Prokhorenko, Russia’s state media made the worst edit possible. Prokhorenko was calling in airstrikes on ISIS positions near Palmyra, Syria in 2016. When surrounded with no way out, he called the fire onto himself, killing the oncoming ISIS fighters.
Russian state-owned news Channel 1 edited in a clip from a video game combat simulator, called ArmA. The bit is at 2:35 in the video below.
What happened here? There isn’t enough combat footage in Syria so we have to make it up now?
2. Russia “catches” extremist fighters with chemical weapons.
They caught us red-handed giving “extremist” troops truckloads of chemical ammunition — or so they thought. When Russia’s UK embassy tweeted this “damning evidence,” they were quickly outed. They stood by the tweet, though. It’s still up.
I’ll stop harping on Russian media using video game footage when they stop using video game footage.
4. Russia Today’s report on child soldiers in Sudan.
Dammit Russia, you are making this easy. As one former child soldier gives his story about fighting in the country’s civil war, the camera does an entirely unnecessary pan across an image from Metal Gear Solid V: The Phantom Pain.
(It’s not as if there isn’t enough footage of African child soldiers. On RT’s YouTube page, they completely acknowledge it, so why keep it up? Or even use it in the first place?
5. UK news magazine tries to link the IRA to Muammar Gaddafi.
The United Kingdom’s ITV ran a documentary in September 2011, called Gaddafi and the IRA, which the British TV regulator Ofcom later found to be “materially misleading” and “a significant breach of audience trust.” What sparked the Ofcom investigation was footage of a helicopter being shot down by weapons supplied to the Libyan dictator.
What the film labels “IRA film 1988” is actually ArmA 2, a sequel to the game Russia tried to pass off as real in the first item on this list. Nice work, Bohemia Interactive.
6. UN Security Council or UN Space Command?
Admittedly, this isn’t from combat, but it’s really hilarious (and just downright lazy). As the BBC was airing a report on Amnesty International’s real-life criticism of the UN Security Council, the logo of the UN Space Command from the super popular Halo series was used instead of the real UNSC’s logo.
You should know the real UNSC’s logo looks nothing like this… but if you do a Google image search for “UNSC Logo,” you see how some intern got fired in 2012.
Lasers have been a mainstay weapon of science fiction for years. In the real world, lasers haven’t quite reached the operational weapon stage, but have been used for range-finding and guiding weapons like the AGM-123 Skipper, AGM-114 Hellfire, and the Paveway laser-guided bombs. These weapons would home in on a target that was painted with the laser, and were able to hit within ten feet of their aimpoint routinely.
Well, laser weapons that do the damage themselves, as opposed to being mere guidance systems, are getting closer to reality. Earlier this year, the Army tested a laser weapon on the AH-64 Apache attack helicopter. The Navy had a laser on the afloat staging base USS Ponce (AFSB(I) 15, ex-LPD 15), which was in the Persian Gulf. Lockheed’s ATHENA laser was tested last month on five MQM-170C drones. Now, Lockheed has a tactical concept to put a laser weapon system of the H-60 airframe.
The concept system in question is the High Energy Fiber Laser. This is a self-contained pallet system that can make existing H-60s that could equip them with up to a 30-kilowatt laser. That’s the same level of firepower (or is laser-power the better word?) as the ATHENA. That sounds very impressive, and a big step forward. How is this done?
According to information Lockheed provided after a request made at the Association of the United States Army expo in Washington, D.C., the High Energy Fiber Laser is actually a self-contained pallet that can be installed or removed from a H-60 airframe. With the HEFL system on board, the H-60 could defensively counter small threats, including rockets, artillery, mortars, or small UAV.
The introduction of laser weapons on an operation scale is still years away, so for now, zapping annoying Iranian drones and speedboats that harass U.S. Navy forces is still in the realm of science fiction. But that science fiction is coming closer to being science fact.
The Air Force physical training uniform issued in the mid-2000s was never really beloved by anyone in the Air Force. The shorts were sized four times too small, the plastic-like fabric made a racket while running, and the moisture-wicking shirts seem glued on after absorbing even the slightest sweat. They were only a marginal improvement over their all-cotton, all-gray predecessors.
Well, it’s looking like all of that could be gone in the near future. A new PT uniform may be on the way.
New half-zips, compression technology, and optional designs are just a few of the new features that reflect recent innovations in popular sportswear. As for the shorts, the new ones will have two length options: standard and runner.
The alleged new Air Force PT uniform options.
(Air Force LCMC)
The above is supposedly a slide from an Air Force Life Cycle Management Center presentation, dated Nov. 20, 2018. This is in line with comments made by Chief Master Sergeant of the Air Force Kaleth Wright, who, just a few months ago, said the service had a new PT uniform in the works.
As you can see in the diagrams above, the new design is much more versatile and modern. Each iteration of the uniform has several options in terms of size and color. The addition of compression pants and shirts is a big step up from the simpler track pants or shorts options of the previous uniforms.
The header slide from the new PT uniform presentation.
(Air Force LCMC)
The slides first made an appearance on the Air Force-themed Facebook humor page Air Force amn/nco/snco and have since found their way to a report in Air Force Times. Airmen regularly privately submit such information to the Air Force amn/nco/snco Facebook page, which says the slides are legit. The same Facebook page broke the story of the Air Force move to its new Operational Camouflage Pattern combat battle uniforms.
The new uniforms will maintain the same gray-blue color schemes but could come with better material features, like improved moisture-wicking material and shorts that don’t feel like swim trunks.
Chief Wright previously estimated the Air Force would release the new PT uniforms in mid-to-late 2019.
Preparing for the abs portion of your PT test might trick you into thinking you have a six pack, but those workouts are potentially getting you into worse shape. Stop taking ab selfies in the gym mirror and listen up.
“Core exercises” are a part of every service’s PT test, whether it’s crunches, sit-ups, or what the Navy inexplicably calls, “curls-ups.”
This is a curl-up… right?
If you’ve carefully read the procedural guidelines for your service’s PT test, you already know how easy it is to cheat on these ab exercises. Or maybe you’re just really bad at counting…
…8, 9, 10, 17, 18, 36, 74… Teamwork at its finest.
Even if you’re not a cheater, the abdominal portion of the PT test is still only testing your ability to do that one hyper-specific movement, not your overall core strength. Strength is specific to how you train, and how you train should be specific to what you do (you know, like your job). What job in the military are any of these exercises specific to? Those crunches will make you able to sh*t really fast and keep your breaks short and your NCO happy, but it won’t make you stronger.
The Navy PRT guidelines state that, “the curl-up, when performed properly, can help develop abdominal strength and endurance, which are important factors in preventing low-back injuries.”
Nice view, okay smell…
While ab strength definitely protects the spine, the curl-up is far from targeting the actual core muscles needed for that job. The abdominals have many functions, and only one of them is flexion of the spine.
Flexion: that’s the one where you flex your abs, and your spine makes the same shape as Gollum’s.
That’s right — stretch it out.
The other functions of the abs include but are not limited to, breathing, coughing, sneezing, stabilizing, and maintaining posture.
External obliques help pull the chest downward to increase pressure in your abdomen, which is important for the Valsalva maneuver. Divers, pilots, and people who move heavy weight couldn’t survive without them.
The transverse abdominis is the deep, corset-like muscle that provides stability and postural support for the spine. Without it, you would rupture a spinal disk every time you farted.
The rectus abdominis is the sexy one. The rectus abdominis’ primary function is to flex your trunk. It also happens to be the only one really tested in any PT test.
An exercise program that only tests one function of the abs leaves a huge gap in both knowledge and functionality for both you and your service of choice.
Judging from your PT scores alone, no one can tell if your body is actually structurally sound. So, the next time you go to dig a fighting hole, load a torpedo, or crank a wrench may just be the time that your weak back and tight rectus abdominis conspire against your spine, even if you scored among the best.
In order to have full spinal protection, you need to ensure you are working all the muscles of your core, from front to back. That includes the erector spinae. These are the muscles that are growing weak while you crunch your way to some non-specific lower back pain.
Having a strong rectus abdominis and weak erector spinae creates the kind of postural imbalance that causes back pain and loss of mobility and, as a service member, if you can’t hold up your body, you’re about as useful as a poopy-flavored lollipop.
Since you only have to do curl-ups for your PT test, why bother ensuring your low back muscles are equally as strong as your abs? Having a strong lower back isn’t going to get you promoted faster. But low back pain is the most common type of pain in existence today. 84% of humans have reported that, at one point in their life, they experienced back pain of some kind.
The military is not exempt from this statistic. I’ve known 19-year-old LCpls with “chronic” back pain. This type of highly preventable injury crushes combat readiness.
“Hey, Devildog! Get up! We still have 6 klicks to the objective!” “I can’t Sergeant, my L3 is throbbing! I have chronic back pain.” “Didn’t you get a 300 on your PFT? You’re supposed to be in shape!”
So, following the clues, not only does the PT test not prove that you can function adequately to conduct your job, it inadvertently causes you to injure your back by becoming hyper-focused on your front.
This takes REAL core strength.
Try these “core exercises” instead: squats, deadlifts, lunges, and farmers’ carries. These exercises load your core the way it is designed to work: with all core and back muscles engaged equally and totally.
Lt. Gen. Brian T. Kelly is the deputy chief of staff for manpower, personnel and services, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. He serves as the senior Air Force officer responsible for comprehensive plans and policies covering all life cycles of military and civilian personnel management, which includes military and civilian end strength management, education and training, compensation, resource allocation and the worldwide U.S. Air Force services program.
During an interview with Airman Magazine, Kelly discussed his mission and the Air Force’s responsibilities of managing talent, identifying toxic leadership and the role of emotional intelligence in readiness and lethality.
Airman Magazine: As the AF/A1 (manpower and personnel), what are your priorities for 2020?
Maj. Gen. Kelly: There are lots of things going on, but there are three big priorities. Number one, it’s exciting times and we’ve got to help and make sure we have a successful stand up of the United States Space Force and our resource allocation team will have a big role to help and make sure we get that on track.
Number two for us, we’ve got to ensure that we continue to make sure the right number of the right types and the right skill sets of Airman exists in our Air Force. So, the size and shape of the force has to be what it needs to be in order for us to meet our requirements in the National Defense Strategy.
Number three for us is we want to continue to transform and work on our talent management system so we can make sure we’re attracting, recruiting, developing and retaining the Airmen we need to do what the country needs to do. So those will be our three big priorities for 2020
Airman Magazine: Can you talk about the Air Force’s philosophy on managing talent and why it’s important?
Maj. Gen. Kelly: First and foremost, we’ve got to recognize that we’ve got some incredible talent in the United States Air Force and in our Space Force that we are standing up as well. But, it’s an all-volunteer force and so the talent management system we have has to be able to recognize that we’ve got to have a system that is attractive for people to be in. It also has to be agile to meet our requirements as requirements and threats change. It’s got to know what’s going on with those requirements that are out there. The talent management system has to understand – what does the talent market look like? What does the market for talent in the United States look like? And if you have an all-volunteer force, how do you become an attractive employer? How do you make sure that you are an employer of choice? If people have a way to choose between going to work for Google or coming to work for the United States Air Force or United States Space Force? The talent management system has a role to play in that and so that’s what we’re trying to do.
The Ground-Based Electro-Optical Deep Space Surveillance System is responsible for tracking thousands of objects in space. The telescopes fall under the 21st Space Wing and is positioned at White Sands Missile Range, New Mexico. Here, 216 photos captured over a 90 minute period are layered over one another, making the star trails come to life.
Airman Magazine: Have there been any changes to your talent management philosophy, and what drove those changes?
Maj. Gen. Kelly: I’d say a talent management system always has to evolve as requirements change, as threats change, as the talent market pool of eligible people changes and as skill sets change. And then there’s technology. You know, when I first came into the Air Force in 1989, the technology then was not what it is in 2020, right? And so, whether it’s artificial intelligence, machine learning, all these different things have changed the way we look at our talent management system. It’s also changed how we communicate with our Airman and how we’re able to get information out and how we’re able to get feedback. All these things have led to and sort of influence the changes in the talent management system from when I first came in to where we are now.
I would say to you the system today is driving to be more agile than it was before. It was a one size fits all discussion before, but now it’s trying to be more agile and it’s certainly more collaborative. I hope the system is becoming more transparent so that all of our Airmen understand what’s going on and that they have a say in what happens to them in the talent management system and they have an insight to what happens.
Airman Magazine: What has changed throughout your career pertaining to talent management and your leadership development?
Maj. Gen. Kelly: We (Air Force leadership) always talk about situational leadership and being able to adjust your leadership styles and that has to continually happen. We’ve seen the advent of different leadership styles needed for the population of the all-volunteer force we have today and one of the key things I think we need to touch on is our leaders need to have the right balance of emotional intelligence to be successful. So, what does that mean? I would start by saying, emotional intelligence is first and foremost the skill set to know yourself, to understand your own behaviors and to control your own emotions so that you then can have good interpersonal relationships and be able to lead others. And that’s the important part for us and I think we’ve become more cognizant and we’re trying to understand and teach that in ways that will make our leaders more effective.
As we move into the modern discussions of the national defense strategy, we’re in wars of cognition and wars of thinking, wars of understanding and wars of information and so we have to be able to develop and lead our skills in that same direction.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base, Middle River, Md., June 3, 2017.
Airman Magazine: You’ve previously said “We must be responsive to the Air Force’s needs, must be agile with our talent, focused on rewarding Airmen on performance and be transparent on how the system works.” What’s the plan to meet those attributes for a talent management system?
Maj. Gen. Kelly: I think those four attributes are where we’re trying to drive and trying to make sure our talent management system is so let me cover those a little bit and I’ll tell you how our strategy fits against that.
So, first and foremost the talent management system has to deliver and has to be responsive to the requirements of the organization. I mentioned for 2020 one of our priorities is to have the right size and shape of the force and that’s what it’s about, whatever the Air Force requires us to be, whatever the Space Force will require, the talent management system has to be responsive and it has to be agile for responding to new technologies, new threats, but it’s also going to be agile for individual Airman.
We are a military organization, but we have to understand agility and we want performance to shine. We want people’s performance to be the deciding factor in our meritocracy, if you will, for when we decide who gets promoted, who gets what key jobs.
Those Airmen who distinguish themselves by performance, that performance needs to be driven forward and incentivized and rewarded.
Lastly, I think it’s important to make sure with the communication within our force that we are transparent, open in what we do and simple.
All the things that we’ve been doing on the officer side, enlisted side and civilian side are sort of wrapped around those areas.
I’ll give you some examples, on our enlisted side, we made a change in our senior noncommissioned officer’s promotion selection process where we no longer use testing as part of that process. We did that to drive and empower performance, where performance becomes the driving factor for us being able to select our senior noncommissioned officers and it’s no longer test taking or some other skill set that might have been augmenting that decision. Now, it’s performance based.
On the officer side, we recently went to new developmental categories for our line of the Air Force system, the same system that we had in place since 1947 and we made some changes. Those changes were to help us with development to become more agile, to drive our agility and drive our responsiveness.
We had to recognize not all officers need to develop in the same way. The way that we develop and the opportunities we have for our pilots are different than what we have for our space operators, were different than what we have for our cyber operators, our support personnel, like my career field and so we had to develop the agility if you will, to be able to develop in different ways so that we can maximize everybody’s potential, while at the same time driving ourselves to be more responsive to requirements.
We can help ourselves develop the right size, the right shape and the right skill sets we need to meet the requirements for the Air Force. So, all the things we’ve been doing are all really designed around those four attributes to build the talent management system that we need.
Airman Magazine: How does the AF identify leadership potential?
Maj. Gen. Kelly: There are lots of ways to identify potential throughout someone’s career to recognize different traits and characteristics. I think there’s testing factors. I think there’s observation factors. Certainly, there’s evaluation factors at some point in time you are observed in different time phases, different jobs. You look at how did they do? How did they respond? We try to identify those people who have the skill sets to be leaders.
One of the important things we’re working on is, can we get better in identifying who’s going to be a good leader? Is it just the born characteristic or can you actually teach it and develop it and go forward? We (Air Force) say you can teach leadership, develop it and be better at it. So, we’re working on how to identify it more accurately early. It’s not just to screen people out, because I think people often think you’re trying to identify who’s not a good leader, so that you can screen them out. There’s part of that, but it’s even more important to identify where people have some shortcomings in their leadership capabilities so that we can help them and give them an opportunity to develop into the leaders we need, because we need a lot of leaders in our Air Force.
Airman Magazine: Revolutionary changes to how officers are developed and selected for promotion have been made, like the creation of developmental categories and transitioning from Below the Zone to merit-based timing for promotions. How will this help with officer development and getting the right people in key leadership positions?
Maj. Gen. Kelly: Sometimes the Air Force had the tendency in the past to rush some of our folks through key developmental opportunities and not fully immerse them and give them a chance to learn all the competencies and all the experiences they needed. At the same time, when we did that, we added the below the zone piece that gave us a chance to incentivize performance. What we’ve transformed that to now is with merit-based promotion, I can still incentivize performance, I can give people a chance to let their performance shine and let their performance advance them among their peers, but at the same time, I make sure I balance that with the developmental time that’s needed to truly get the skill sets that we’re going to require.
Airman Magazine: Can enlisted personnel expect similar changes to their promotion system in the near future?
Maj. Gen. Kelly: We made some adjustments and changes to our enlisted system, even prior to the work and transformation that we’re doing the officer system. I think you’ll see similar things. When we talk about, what do we value as an Air Force and how we’re going to evaluate you, for the officer corps, we talk about now four things. We talk about how do you execute your mission? Whatever mission you are assigned to do. How do you lead people? Whether that’s an informal way where you’re actually a supervisor or a squadron commander or even informal as part of a squadron or group. How do you manage the resources you’ve been put in charge of? Whether they be dollars and equipment or even Airmen’s time? You know Airmen’s time is a resource. And then how do you improve whatever unit you’ve been put in charge of? Those four factors are probably pretty familiar to a lot of people. Those are the same four factors we use to evaluate units, that’s the unit effectiveness inspection, the UEI that our inspector general uses to evaluate. So we said, look, let’s line those up. Let’s have those four factors be the same way we evaluate performance in our officers. I think we’re going to see the enlisted system transition towards those same four factors. Let’s evaluate our airmen as a whole on those four factors. How do I execute my mission? How do I lead people? How do I manage resources? And what did I do to improve whatever unit I’m assigned to? So, I think you’ll see commonalities. I think they’ll also be some differences. It won’t be exactly the same system because we look for different things from our officer enlisted corps. I don’t think we want them to be exactly the same to accomplish the things that we need, but there’s going to be a lot of overlap and I think there is already a lot of overlap and you’ll see some more.
Air Force Basic Military Training trainees work to complete an obstacle during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated environment.
Airman Magazine: Toxic has been this year’s buzzword. Do you think the Air Force has a toxic leader problem or is it something different that can be fixed?
Maj. Gen. Kelly: I agree with you toxic gets used a lot and I’m not always sure everybody has a framework of what toxic leadership means, because the term gets used in a lot of different ways. Sometimes it’s really appropriate and other times I’m left wondering if people understand what they refer to as toxic.
The Air Force is working on developing a definition of toxic leadership, so we can all understand.
I would say in a working definition right now on toxic leadership for us is a series of adverse behaviors that have an adverse impact on the unit or individuals. So, it’s not a one time series of negative behaviors, but it’s a continuous series of negative behaviors, that an individual would manifest that has a negative impact on a unit or on individuals, that’s toxic leadership for us.
I think that exists in our force from time to time, and it’s sometimes it’s a result of individuals who don’t have all the leadership tool sets that they need to handle the situations that they’ve been put in.
We are working to identify early what people’s shortcomings might be and give them an insight to that. It’s not to not allow them to become commanders, although that will be part of the discussion, but if we identify them in the right ways, can we give people the ways to develop and overcome those shortcomings?
There’s a fantastic course down at the Air University called the Leadership Development Course or LDC, the course sprung out of Gen. Goldfein’s work in revitalizing squadrons. They’re working to teach emotional intelligence and to teach understanding of interpersonal relationships and understanding how to lead in a positive way and inspiring way without having to revert to any of those adverse behaviors that might be characterized or seen as toxic.
I’m excited about that work. I wish that was available when I was going to go be a squadron commander. I learned a lot of things from watching other people. And luckily, I had some really good role models, but I would have loved to have some of that training and insight, so I could have known more about myself to help myself and to lead my organization in a better way.
Airman Magazine: Can you explain how changes in the talent management system might combat toxic leadership? Do you believe these changes will benefit all officers, regardless of when they peak in their careers?
Maj. Gen. Kelly: It starts with developing people the right way. The talent management system is going to identify short shortcomings in and where you’re missing a skill set, and hopefully give people a chance to correct course going forward. If I’m evaluating you on how you execute the mission, how you lead people and I’m grading that in the in the environment that we’re talking about it will help combat toxic leadership traits.
We’re driving the talent management system to reward the right behaviors in terms of leading people so that those people who are leading people in an inspirational way, in a positive way, are going to be the right people that we reward and move forward.
As a military organization we have some tough things to do. We’re going to ask people to go in harm’s way and put themselves in harm’s way from time to time. Positive leadership doesn’t mean it’s easy; it’s demanding. There are high standards and there needs to be high standards. We need to be a high standard, high performing organization, but we can do it in a positive way so that the leadership we get out is inspiring and caring leadership and that’s what we’re looking for.
Airman Magazine: What is your definition of emotional intelligence and what role does it play in the development of our leaders and what role has it had in your career?
Maj. Gen. Kelly: I think emotional intelligence is the ability first and foremost, to know yourself, your emotions and to control your emotions. So that you can use that understanding to have better interpersonal relationships and have a better understanding of others and your interaction with others.
When I first came into the Air Force, I don’t think I ever heard this terminology. I think it was there, we just didn’t know what it was. We used to talk about your ability to communicate effectively speaking, writing, leading, different things that we would focus on as leadership attributes. The idea of being able to understand yourself and understand others was always there. I just don’t know that we were as sophisticated and understood exactly what it meant. Labeling it as emotional intelligence and consciously understanding how to train it and how to get better at it and that’s where we’re going now, which is really exciting.
We have this great strength in our Air Force. We have people from all kinds of diverse backgrounds and ways of thinking. It’s difficult for you to lead diverse groups of people to be a high performing organization if you can’t understand and recognize where people are coming from or understanding yourself.
Air Force Basic Military Training trainees walk across a completed obstacle of bridge making during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated deployed environment.
Airman Magazine: Air University is developing an augmented reality exercise helping young officers shape their ability to interact effectively in social situations and to recognize and manage their emotions. How could programs like this have helped you in your career?
Maj. Gen. Kelly: I would have loved to have some of those programs and the idea of what they’re doing right now at the leadership development course at our air university is fantastic, because it’s a free training gym without any worries or any risk of failure.
You can train in a virtual training gym in what most of us learned from our actual experiences, whether it was purposeful or just un-purposeful trial and error. If I did something it didn’t work very well, if it didn’t feel so good, I learned and tried to do better. I modeled myself around the people I was lucky enough to observe and gain mentorship from. Now to have a place for us to try things, to fail and learn and learn about yourself in the process so that you have a much better opportunity to apply that in your interactions in a leadership role. Knowing what already works and doesn’t work for you, that’s a really powerful concept.
Airman Magazine: The Chief of Staff talks about the power of Failing Forward, not just with programs and ideas, but also with individuals. Can recall a specific time when you failed or took a calculated risk and failed which ultimately propelled you forward, either personally or in a specific mission?
Maj. Gen. Kelly: First, I failed a bunch of times. It wasn’t just once I failed, I failed quite often and I make mistakes a lot. I think all of us do. First and foremost, I think as an Airmen and leaders, we all have to recognize and understand that.
I can recall when I was a captain and I had a program I was in charge of, I was sort of a section chief of a program. And I had I had a three-star general stand in front of me, asking me questions. I was really excited about my program and I was really proud and convinced that everything I was saying was true. In the middle of me explaining, the general kept asking me questions and I felt like I could never get my answer out. So, I think I said, “Sir, if you’d let me finish, I’ll be able to tell you,” to which he turned and looked at me and said, “You don’t understand the questions I’m asking. You need to listen before you respond.” I felt like a big failure. It was a dressing down in front of everybody, but he was right. I was so sure that I knew what I was doing that I wasn’t listening. I was already thinking about my answer before he finished his questions.
It hurt for a couple of weeks, I had a little sore spot in my brain and my soul. But, you know, it made me understand that I needed to listen better and to know that I wasn’t going to be the only one with good ideas. It served me well as I went forward. I was lucky that particular general took it well and didn’t use it as a permanent failure experience for me.
Airman Magazine: What did that experience teach you or influence how guided other Airmen through failures?
Maj. Gen. Kelly: It made me double down on the idea that failure is not the end. You can recover from failure and that failure is probably a good thing periodically. If we never fail, we probably don’t push the envelope far enough forward to be better than what we can be.
That certainly influenced me to say, look, others around you are going to fail, how you respond to their failures and what you do with their failures is going to help shape them. So, I make sure they get the same opportunities I had to learn and grow. That’s really what became important for me out of that situation.
There’s been other times when I failed and that’s okay. I know we pushed the envelope and we got to where we needed to be and it didn’t quite work out, but we enjoyed the experience. It wasn’t very enjoyable for me when I had that first experience, but there have been other cases since then.
Airman Magazine: We have an intelligent force of high achievers who are afraid to fail and tend to try and solve problems on their own and believe failure can be a career killer. How do we move to a fail forward culture? Are the days of the one mistake Air Force behind us?
Maj. Gen. Kelly: I challenge that assertion. I don’t think we have a force of people who are afraid to fail or are risk averse. We are really blessed to have great talented Americans volunteer to come serve in our United States Air Force and in our Space Force. When we get them and they have that enthusiasm and they’re being innovative and they’re going forward and they’re failing, how we react to their failure will tell us whether they’re going to be risk averse or not.
If little mistakes are treated the same way as crimes or large mistakes, then I think you’re going to get a risk averse force. Periodically, we’ve probably had ourselves there. I don’t think we’re one mistake Air Force, I think we’re pretty mature in understanding that. But at the same token, I think we’re a force that says you have to learn from the mistakes you’ve made. Repeated failures or repeated mistakes for the same things isn’t something we can have. Because eventually, those repeated mistakes are going to translate to actual combat and an actual battlefield.
Airman Magazine: Is there anything else you’d like to add?
Maj. Gen. Kelly: It’s an exciting time for the Air Force. This idea that we have to make the force as a whole raise our acumen if you will, on what does it mean to be an Airman? What does it mean to be in the United States Air Force or United States Space Force? How do we build better leaders? How do we build a more lethal force for what is going to be required in the future? It’s an exciting time for us. I believe there’s lots of good thinking going on, there’s some great innovation and it’s a time to make a difference, so I’m excited to be part of it.
The Marine Corps is adopting a new precision sniper rifle to increase the lethality and combat effectiveness of scout snipers on the battlefield.
The Mk13 Mod 7 Sniper Rifle is a bolt-action rifle that offers an increased range of fire and accuracy when compared to current and legacy systems. It includes a long-action receiver, stainless steel barrel, and an extended rail interface system for a mounted scope and night vision optic.
The Mk13 is scheduled for fielding in late 2018 and throughout 2019. Units receiving the Mk13 include infantry and reconnaissance battalions and scout sniper schoolhouses. This weapon is already the primary sniper rifle used by Marine Corps Forces Special Operations Command, or MARSOC.
Fielding the Mk13 ensures the Corps has commonality in its equipment set and Marine scout snipers have the same level of capability as North Atlantic Treaty Organization forces, said Master Sgt. Shawn Hughes from III MEF.
“When the Mk13 Mod 7 is fielded, it will be the primary sniper rifle in the Marine Corps,” said Lt. Col. Paul Gillikin, Infantry Weapons team lead at Marine Corps Systems Command. “The M40A6 will remain in the schoolhouses and operating forces as an alternate sniper rifle primarily used for training. The M110 and M107 will also remain as additional weapons within the scout sniper equipment set.”
The Marine Corps identified a materiel capability gap in the maximum effective ranges of its current sniper rifles. After a comparative assessment was conducted, it was clear that the Mk13 dramatically improved scout sniper capabilities in terms of range and terminal effects.
The 3rd Battalion, 5th Marines Scout Sniper Platoon used the weapon for over a year (including during a deployment) in support of the 2025 Sea Dragon Exercise. Feedback from MCSC’s assessment, MARSOC’s operational use, and 3/5’s testing of the weapon system led to its procurement of the Mk13 for the Corps.
The Mk13 increases scout snipers’ range by roughly 300 meters and will use the .300 Winchester Magnum caliber round, a heavier grain projectile with faster muzzle velocity — characteristics that align Marine sniper capability with the U.S. Army and Special Operations Command.
“The .300 Winchester Magnum round will perform better than the current 7.62 NATO ammo in flight, increasing the Marine Sniper’s first round probability of hit,” said Chief Warrant Officer 3 Tony Palzkill, Battalion Gunner for Infantry Training Battalion. “This upgrade is an incredible win and will allow snipers to engage targets at greater distances.”
The Mk13 will also be fielded with an enhanced day optic that provides greater magnification range and an improved reticle.
“This sniper rifle will allow Marines to reengage targets faster with precise long-range fire while staying concealed at all times,” said Sgt. Randy Robles, Quantico Scout Sniper School instructor and MCSC liaison.
“The new day optic allows for positive identification of enemies at greater distances, and it has a grid-style reticle that allows for rapid reengagement without having to dial adjustments or ‘hold’ without a reference point,” he said. “With this type of weapon in the fleet, we will increase our lethality and be able to conceal our location because we are creating a buffer between us and the enemy.”
MCSC completed New Equipment Training for the Mk13 with a cross section of Marines from active-duty, Reserve and training units in early April 2018.
“The snipers seemed to really appreciate the new capabilities that come with this rifle and optic,” said project officer Capt. Frank Coppola. “After the first day on the range, they were sold.”
In a time where technology, ammunition and small arms weapon systems are advancing at an increasingly rapid rate, it is extremely important to ensure the Marine Corps is at the forefront of procuring and fielding new and improved weapon systems to the operating forces, said Gillikin.
“Doing this enables the Corps to maintain the advantage over its enemies on the battlefield, as well as to secure its trusted position as the rapid crisis response force for the United States,” he said.
A total of four clergymen-turned-soldiers rose to the rank of general during the American Civil War. Three of these four holy men would fight for the Confederacy. The “gallant preacher soldier” of the Confederate Army of Tennessee proved to be the ablest military commander of the bunch, and arguably lived the most remarkable life.
Mark Perrin Lowrey was born in 1828 and grew up in Tennessee, one of 11 children. His father passed away at an early age, leaving the Lowrey family “with little means.” The widowed Mrs. Lowrey relocated the family to Mississippi in 1845. Mark embarked on an endless hunt to pull his family out of poverty beginning in his adolescent years, dirtying his hands to make a dime at the expense of his education.
At the age of 19, Mark Lowrey joined the Second Mississippi Volunteer Regiment as a private with thoughts of finding laurels on the battlefield in Mexico. His service in the Mexican-American War was far from glorious and rewarding. He contracted a nasty case of measles and was bedridden for weeks. His regiment never had a chance to see active service before the war ended. At a minimum, he at least gained a “taste of military discipline and tactics” that would serve him well a decade or so later.
After the war, Lowrey found work as a brick mason. He provided room and board to a local teacher in his home, who in exchange helped to advance his meager education. He impressed and later married the daughter of a wealthy farmer in 1849 at the age of 21. Most likely under the influence of his new bride, Lowrey “yielded to the call of my church,” abandoning his dogged pursuit of wealth. He took his religious vocation a step further when he entered the Baptist ministry in 1853 and “never indulged a moment’s thought of turning from the old calling to make money.”
Pastor Lowrey was “quietly pursuing” his theological studies when the Civil War erupted in 1861. He attempted to remain neutral in the war that tore friends and families apart and fueled many to rash behavior stating, “In political questions I took no part, as I did not think it became a minister of the gospel to engage in the heated discussions that then prevailed throughout the country, and naturally led to the indulgence of immoderate feelings and passions.” The influential pastor found it nearly impossible to avoid the topic of secession since “there was no neutral ground to occupy” in his home state of Mississippi. Many parishioners of his community petitioned him to make speeches related to fighting for the independence of their state, while at the same time serving in his customary role as a spiritual guide and instructor.
Despite his neutral position on secession and his vow to non-violence, Pastor Lowrey was urged to accept a field command in the Confederate Army, owing to his Mexican War experience and social position within his community. “All felt that every man who could bear arms should rise up and stand between his home and the enemy, and he who would not do so was deemed unworthy to be called a Mississippian. Churches felt they had no use for pastors then – fighting men were in demand,” Lowrey afterward evoked. He was elected captain then colonel by a vote from a sixty-day regiment in 1861. He reluctantly hung up his clergyman’s jacket and donned the uniform of a Confederate officer. The thought of his home state being overrun by an invading army was the final shove that led him to modify his stance of neutrality explaining that, “The thought of sitting still until the enemy would overrun my home and family was more than I could bear.”
His regiment was discharged after sixty days without seeing any fighting, and Lowrey anticipated a peaceful return to his congregation. The clamor for his service was initiated for a second time when the call for a new regiment surfaced following the Battle of Fort Donelson, and those he commanded from disbanded sixty-day regiment “begged me to go with them.” He was elected colonel of the 32nd Mississippi Infantry Regiment and led the regiment at the Battle of Perryville on October of 1862. He was wounded in the left arm but refused to leave the field. He fully recuperated eight weeks later and rejoined his regiment, fighting at the Battle of Murfreesboro. He received a promotion to brigadier general in October of 1863 after hard fighting in the Battle of Chickamauga, winning the commendation of his division commander, the fabled Patrick Cleburne.
The “Christian warrior” still practiced his religious profession while in camp and encouraged the soldiers under his command to embrace Jesus as their savior. He led passionate sermons and was rumored in one instance to have baptized 50 men in two weeks in a nearby creek. He was a superb orator and natural leader of men, and also proved to be an efficient soldier who transformed into a “stern, determined, and unfaltering” commander on the battlefield. He was one of the four brigade commanders Major General Pat Cleburne praised in his division declaring that “four better officers are not in the service of the Confederacy,” and had the notoriety of being the only general of the division who was not killed or severely wounded during the war. St. Michael was certainly looking over him.
The high-water mark of Lowrey’s military career came at Ringgold Gap in 1863. There his 1,330-man brigade and the remainder of Cleburne’s division fought a rearguard action against a Union corps in a bid to save Braxton Bragg’s fleeing army in the aftermath of the Confederate defeat at the Battle of Missionary Ridge. His brigade stabilized the Confederate right wing inspired by his bold exploits. General Cleburne noted in one dispatch after the battle that “My thanks are due to General Lowrey for the coolness and skill which he exhibited in forming his line…without a doubt saved the right of this army.” His brigade afterward received official thanks from the Confederate Congress.
Lowrey afterward fought in the Atlanta Campaign and at the Battles of Franklin and Nashville. He barely avoided death in Nashville from the bullet of a Union sharpshooter. The bullet killed an unassuming soldier instead of the preacher general. Disenchanted with the war, he resigned in March of 1865 and returned to his religious vocation, declaring that he would rather be remembered “as a Christian and a minister of the gospel than as a soldier.” He established the Blue Mountain Female College in 1873 and died in February of 1885 from a heart attack.
Lowrey was a rare case of a clergyman taking up a rifle to defend his flock, when necessary, against the wolves.
For almost two decades, drone strikes have been the hassle-free, war crime tolerant way to sever the heads of any kind of terror cells operating against the United States in the war on terror. There’s just one big problem with that: Hellfire missiles make a big boom, and when that boom is misplaced, a lot of people die – innocent people. And that just creates more terrorists. Lockheed-Martin has finally created a weapon designed to minimize civilian casualties while taking out the bad guys with pinpoint accuracy.
Actually, knife-point accuracy.
Imagine this hellfire missile, but instead of explosives, it’s filled with pop-out blades.
The Hellfire missile is a staple of drones, helicopters, and fixed-wing aircraft throughout the U.S. military arsenal. The laser-guided, tank-busting workhorse is great for use on a conventional battlefield but not so great when used for surgical strikes.
The term “surgical strike” gets a whole new meaning with the Hellfire R9X projectile, which, according to the Wall Street Journal, has no explosives, but rather it drops 100 pounds of metal blades into a target, which includes long blades that deploy from the missile’s body right before impact. The shards hit with such force that they cut through concrete and sheet metal.
A U.S. airstrike using a Hellfire RX9 to kill al-Qaeda deputy leader Abu Khayr al-Masri in Syria in 2017. Above is the result of the surgical strike.
(New Jersey Office of Homeland Security and Preparedness)
Also called “The Flying Ginsu” by the people who developed the missile, they say it’s the equivalent of dropping an anvil on a terrorist’s head, minimizing the damage to people and property in the vicinity of the weapon’s detonation. Since the weapon has no explosive effect, it is also sometimes referred to as “the ninja bomb.”
So far, the weapon has only been deployed around a half-dozen times, in Libya, Syria, Iraq, Yemen, and Somalia. It was the weapon of choice to kill a number of al-Qaeda operatives, including Jamal al-Badawi, the bomber behind the USS Cole attack in 2000 and it was the back-up plan to kill Osama bin Laden in his Pakistan compound.