Black Friday is upon us once again. You know what this means, right? Time to break out that old Army Riot Control Training to help you navigate the malls.
What’s that? You think I’m being hyperbolic? If you remove all mentions of weaponry, it’s still fairly consistent. Avoid major hubs of civil unrest at all costs. Ensure your unit never breaks eye contact with each other. Don’t engage if taunted by locals as it’ll escalate the situation further. Utilize “Hearts and Minds” with non-participants caught in the chaos, in this case retail clerks, in an effort to more easily achieve your stated goal. You know, basic stuff that most troops should know.
And there’s even a bit in FM 3-19.15 about using video recordings to prove that you were in the right if a situation escalates. All I’m saying is remember to hold your phone horizontally if someone tries to pick a fight over that Baby Yoda doll, which is what we all truly want for Christmas this year.
(Meme via Army as F*ck)
(Meme via Freedom Hard)
(Meme via US Army WTF Moments Memes)
(Meme via On The Minute Memes)
(Meme via Team Non-Rec)
(Meme via The Salty Soldier)
(Meme via Not CID)
I had a guy in my company get into some dumb sh*t Off-post and was arrested on a Sunday night. Didn’t inform anyone in the unit until early Monday morning until right before PT. First Sergeant, who was typically very hands-on with PT, had to zonk all of us to go handle that dude along with his platoon sergeant.
Come to find out in the smoke pit later, he knew he was in deep sh*t no matter what happened. So he waited until the last second to also try to use his time in lock-up to get out of PT. It worked. It worked so well we all got PT off.
He was normally a complete ate-up piece of hot garbage and no one could stand his ass, but for one glorious moment… He was a true hero.
Our veterans have done a lot for the country over the years. They keep us safe from terror organizations and dictators who would use weapons of mass destruction for selfish politics. They took down Nazi Germany and Imperial Japan. They’ve led singalongs of somewhat inappropriate songs. Wait… what?
That’s right! Recently, a video went viral on Facebook showing Vince Speranza, a World War II paratrooper, leading others along in singing the paratrooper classic, Blood on the Risers, a parody of immortal Battle Hymn of the Republic.
Blood on the Risers is probably most famous from its rendition in the award-winning HBO miniseries, Band of Brothers. This morbidly funny tune is a cautionary tale about what happens when one fails to follow proper exit procedures during an airborne jump. The grim lyrics follow a young, rookie paratrooper who, after his chute fails to deploy, plummets to his death. The extended version, however, goes on to reveal that the singer has a son who would later join the 101st Airborne Division, serve in Iraq and Afghanistan, and be killed in action.
In some ways, it’s very much like the Navy’s Friday Funnies — a way to use humor to get important safety information through to the troops. This is especially important for something so routine as hooking into a static line.
Watch the video below and feel free to join in on the singalong! Don’t worry, the Screaming Eagles have a pretty dark sense of humor — it’s all in good fun.
Five days after Hitler ate a bullet in his bunker in Berlin and two days before Germany would ultimately surrender, American and German troops were fighting together side by side in what has been dubbed World War II’s “strangest battle.”
It was the last days of the war on May 5, 1945 when French prisoners, Austrian resistance fighters, German soldiers, and American tankers all fought in defense of Itter Castle in Austria.
In 1943, the German military turned the small castle into a prison for “high value” prisoners, such as French prime ministers, generals, sports stars, and politicians. By May 4, 1945, with Germany and its military quickly collapsing, the commander of the prison and his guards abandoned their post.
The prisoners were now running the asylum, but they couldn’t just walk out the front door and enjoy their freedom. The Waffen SS, the fanatical paramilitary unit commanded by Heinrich Himmler, had plans to recapture the castle and execute all of the prisoners.
That’s when the prisoners enlisted the help of nearby American troops led by Capt. John ‘Jack’ Lee, local resistance fighters, and yes, even soldiers of the Wehrmacht to defend the castle through the night and early morning of May 5. The book “The Last Battle” by Stephen Harding tells the true tale of what happened next.
There are two primary heroes of this—as I must reiterate, entirely factual—story, both of them straight out of central casting. Jack Lee was the quintessential warrior: smart, aggressive, innovative—and, of course, a cigar-chewing, hard-drinking man who watched out for his troops and was willing to think way, way outside the box when the tactical situation demanded it, as it certainly did once the Waffen-SS started to assault the castle. The other was the much-decorated Wehrmacht officer Major Josef ‘Sepp’ Gangl, who died helping the Americans protect the VIPs. This is the first time that Gangl’s story has been told in English, though he is rightly honored in present-day Austria and Germany as a hero of the anti-Nazi resistance.
As the New York Journal of Books notes in its review of Harding’s work, Army Capt. Lee immediately assumed command of the fight for the castle over its leaders — Capt. Schrader and Maj. Gangl — and they fought against a force of 100 to 150 SS troops in a confusing battle, to say the least.
Over the six-hour battle, the SS managed to destroy the sole American tank of the vastly outnumbered defenders, and Allied ammunition ran extremely low. Fortunately, the Americans were able to call for reinforcements, and once they showed up the SS backed off, according to Donald Lateiner in his review.
Approximately 100 SS troops were taken prisoner, according to the BBC. The only friendly casualty of the battle was Maj. Gangl, who was shot by a sniper. The nearby town of Wörgl later named a street after him in his honor, while Capt. Lee received the Distinguished Service Cross for his bravery in the battle.
When we left off, you were hanging from a pull-up bar trying to get your knees to your chest for the first time since Basic.
Max, in his wisdom, started you out in the gym, which is full of many helpful things, like dumbbells and molecules of air. He wanted you to develop a little stoutness at your center, because he knows what’s coming and you, silly wittle baby, do not. You’re wet behind the ears, is what he’s saying. And that’s not even 5% wet enough to pass the Max Your Body, Season 1 final exam.
Today, you’re either going to sink or survive.
Because it’s all well and good to be fit with both feet planted on firm ground, unbound and wearing comfy, civilian shoes. It’s been years since you were a fetus, so you’ve forgotten what it’s like when there’s water on all sides of you, it’s dark and murky, and it’s up to you to figure out where your next lungful of sweet, sweet air is coming from.
Today, Max would like to remind you of the primordial fluid from whence you swam. And to make it extra memorable, he’s going to bind your feet at the ankles and your hands behind your back.
If you haven’t tapped out at this point, it’s advisable that you tap a buddy to be in charge of Operation You Not Drowning. Everything all nice and secure? Excellent! In you go.
Your mission — and it’s too late to opt out — is to suppress your rational panic and concentrate on using all this handy fitness you’ve been developing to go Full Amphibian while the water rises around you. You. Can. Do. This. For nine months, this was your everything. You used to be the Chuck Norris of tadpoles. Time to make your mother proud.
And if you do start getting the urge to have a big baby meltdown, just remember, there’s a benefit to plunging in with Max.
The benefit is you’ve lost the illusion of control. There’s no turning back. And the alternative to rising to this most fetal of challenges is sinking to the most fatal of depths.
Death, at whatever depth, is dumb. So it’s your choice, baby.
Watch as Max takes your fear and drowns it in a municipal pool, in the video embedded at the top.
When a massive earthquake struck two years ago in Nepal, a sudden coalition formed to help. Service organizations, allied militaries, and others rushed from near and far to dig out survivors and provide help. And some native Gurkha soldiers are still there, lending their expertise to the rebuilding of hundreds of homes.
A total of 8,891 people are thought to have died and another 22,300 injured in the earthquakes on April 25 and May 12, 2015.
Officials released new guidance May 15, 2018, on the Army’s Selective Retention Bonus Program, which includes first-ever bonuses up to $52,000 for those who reenlist for critical Security Forces Assistance Brigade positions.
SRB “kickers” that incentivize Soldiers who reenlist early will also go into effect at the end of May 2018. Details are included in Military Personnel Message 18-156.
Kickers will now only be available to those eligible to reenlist on a long-term basis between 10 and 15 months from their contractual ETS date. A $3,000 kicker will be for a five-year reenlistment, and there is a $6,000 kicker for a six-year enlistment.
Soldiers who reenlist under the NCO Career Status Program must also meet the term length requirement for the corresponding kicker amount.
Soldiers with less than 10 months from their ETS date can still take advantage of a kicker before May 31, 2018, when the new policy rolls out.
“I highly encourage Soldiers and command teams to seek out their servicing Career Counselor to understand how this bonus message change will affect their unit and their Soldiers,” said Sgt. Maj. Mark A. Thompson, the Senior Army Career Counselor.
Some Soldiers stationed at Fort Bliss will also be eligible for an SRB bonus to remain at the Texas installation. The stabilization bonus will be the Army’s first one in years for a specific location, Thompson said.
Based off critical shortages in the military occupational specialties of 11B, 13B and 88M at Fort Bliss, those Soldiers could receive a bonus.
“The Army has a cost savings for not having to move somebody if they reenlist for stabilization,” he said. “So we’re passing on that cost savings to the bonus even if it’s not the same pot of money, but that’s the mentality behind it.”
The message also includes bonuses for Soldiers who possess critical skills. For example, a 12R interior electrician who has a parachutist badge may qualify for more money to reenlist.
(Photo by Pfc. Melissa Parrish)
“If they are not Airborne qualified in an Airborne position, or reenlisting to move into an Airborne position they don’t get a bonus,” Thompson said. “If they are, they do.”
Bonuses are also on the way for Soldiers interested in joining SFAB units. These will be on top of the $5,000 assignment incentive pay already in place for those who volunteer to go into the Army’s new train, advise and assist units.
“The bonus is for those very critical MOSs that the Army needs,” the sergeant major said.
Those MOSs include 25L/S, 92Y, 35F/M/N/P as well as positions in the 11, 12 and 13 career field series.
Many of those jobs will be able to receive Tier 8 bonuses. A staff sergeant or sergeant first class eligible for a Tier 8 bonus, for instance, could earn $46,000 to reenlist for five or more years. A potential $6,000 kicker would then leave that Soldier with $52,000 in hand, on top of the $5,000 assignment incentive pay.
The money spent on bonuses helps the Army get a return on its investment for the time spent on molding well-trained Soldiers, Thompson said.
“If they are in an MOS that the Army deems as critical, we want them to stay in longer,” he said.
From January 2018 to June 2020, I served in key development positions as a battalion operations officer, battalion executive officer, and brigade executive officer. My key development time was the hardest I have ever worked in my life. Fortunately, I had great teammates, worked for wonderful bosses, had the opportunity to coach and mentor junior officers and NCOs, and formed lifelong bonds I will cherish for the rest of my life. Despite being part of a great team, stress took its toll, and by the end I was something of a wreck; my personal life was strained, I was mentally and physically exhausted, and, to add insult to injury, I had also gained about ten pounds.
Fortunately, my next assignment was one that advertised a much slower pace and exposure to parts of the Army I had never seen. Needless to say, I arrived excited. I would get to spend time with my family, refocus on my fitness, and get my life together while preparing for my future. However, myriad self-imposed expectations and a constant drive for excellence became destructive. I was still waking up at 0530 every day to go to the gym, do PT, and get to work early. Falling back on old habits, I once again found myself checking emails and responding to every single text or call at all hours of the day.
Despite a desire to recover, I continued to run at the same pace I had for the last two and a half years. My drive never turned off. I continued to redline and found myself once again breaking down. I thought I had slowed down, but I never truly began the recovery process.
Merriam-Webster defines “recover” as “to bring back to normal position or condition,” and The American Psychology Association defines “recovery time” as “the time required for a physiological process to return to a baseline state after it has been altered by the response to a stimulus.” The common element in each definition is a change in state. The drive for excellence during a demanding period is counterproductive, or even harmful, during recovery. We must give ourselves permission to power down, throttle back, and take time to heal. Not giving ourselves permission to slow down can impede recovery, multiply the damage incurred during a high demand period, and cause lasting negative impacts to our physical, emotional, relational, and spiritual well-being.
“If the Soldier cannot recover properly from the acute training load…then the training load will accumulate and not be absorbed. The continued volume and intensity of the workload becomes chronic. This failure to properly progress the workload increases risk of underperformance…” FM 7-22, pg 4-7, “Physiology”
In 1908, psychologists Robert M. Yerkes and John Dillingham Dodson demonstrated an empirical relationship between stress and performance, known as the Yerkes-Dodson Law. The law dictates that performance increases with physical and mental stress, but only to a point. When stress becomes too great, or endures for too long, performance begins to decrease. This relationship is often depicted by a bell curve:
While not explicitly mentioned, the Yerkes-Dodson Law can be found throughout the new FM 7-22, Holistic Health and Fitness. FM 7-22 mentions recovery, or some variant of, 623 times. Clearly, the Army recognizes recovery is a requirement, and not just for physical fitness. In addition to physical recovery, FM 7-22 explicitly mentions mental, spiritual, nutrition, and sleep dimensions. However, despite encapsulating a recovery requirement in the Holistic Health and Fitness program, the OPTEMPO within many BCTs remains unsustainably high, impeding any progress made with the publication of the new doctrine.
“Soldiers’ roles and jobs change, complicating the requirements for sustained character and psychological training across a Soldier’s lifecycle. …Therefore, commanders must consider this doctrine as providing best solutions and messaging for the collective mental health of the unit—procedures and tactics that allow Soldiers to prepare for, thrive in, and recover from the ordinary and extraordinary stressors that might degrade readiness.” FM 7-22, pg 9-1, “Mental Readiness”
FM 7-22 and other like programs are a much-needed step in the right direction, providing comprehensive doctrine and tangible steps individuals and leaders can take. However, they fail to address the cultural aspects at the root of the recovery problem. In my experience, some unit cultures, particularly divisional units, value work for the sake of work, not work for the sake of output. A Soldier who completes their assigned tasks on time, or even tasks beyond their assigned workload, but leaves at a reasonable hour is often seen as less committed or lazy. However, a Soldier who comes in early and stays late is seen as hard working and dedicated, despite producing little to no value for the organization.
When leaders tie value to input instead of output, they risk creating a culture where how hard and how long one works is equally, and sometimes more, important than what one produces. Worse, those cultures often also associate work length and effort to commitment and dedication to the organization. In these environments, it matters less what one does, as long as you do it for as long and as hard as you can. One of the most important things a person can do in these cultures is to be seen as “really getting after it”, regardless of what “it” is or whether “it” truly advances the organization or not.
This is not to say performance and output go unnoticed in these cases. Poor performers are eventually identified and rated accordingly. However, cultural norms allow average performers to “muscle through it” by putting in long hours, yet be viewed as equal to or more valued than the high performing individuals who complete their work on time while maintaining a healthy work-life balance.
These cultural norms manifest themselves at both operational and institutional levels. Many commanders consider it acceptable to text, call, or email about non-emergent work at night, over weekends, and during leave periods. This naturally creates pressure for subordinates to respond, regardless of the time of day. It is routine for Soldiers to avoid behavioral counseling or therapy because they fear admitting they need help will harm their career. Over my 15 year career, I have routinely observed Soldiers at all ranks lose leave because the high OPTEMPO consistently produces a pressing requirement. Finally, there is the phenomenon of “waiting on the word”, where Soldiers will wait around for hours until the commander leaves, despite not having any assigned tasks to accomplish, just in case the boss needs something or has a question.
At the institutional level, the issue manifests in how assignments are viewed and managed. I’ve seen many raise an eyebrow when an individual seeks a job that isn’t viewed as “hard charging.” Instead, the expectation is that careerists who want to advance and eventually command must seek the hard jobs and “keep rowing.” Human Resources Command considers these high pressure nominative or competitive broadening assignments career enhancing, meaning that they increase one’s chance for promotion or CSL selection.
Based on this, why would someone who wants to promote and command select slower paced broadening jobs to round out the professional skill set and allow them and their family to recover when the Army has already told them that choice does not make them the most competitive? As a result, many Soldiers, especially those on track for early promotion or with high potential for CSL selection, will move from serving two years in high stress, key development billets to equally high pressure nominative or competitive broadening billets to maximize promotion and selection chances.
Ask yourself a question: when is the last time you took a four-day pass? Why do so many leaders overvalue work for the sake of work or disparage those who require recovery? Why do career managers often discourage people from picking jobs where they can rehabilitate an injury, be home every night for dinner, and build memories with their families? Resting our muscles after lifting weights enables muscle tissue growth, in turn allowing us to lift more the next time. Similarly, resting our minds, bodies, and families after a hard push in a key development billet enables us, and our families, to push hard again in the next big job.
“Recovery: The period of four to eight weeks when the Soldier begins to prepare for the primary mission. It is characterized by low workloads and general adaptation and recuperation.”, FM 7-22, pg Glossary-8
Recovery is a physiological necessity. This is an immutable fact that both high performers and the institutional Army recognize on an intellectual level. Still, both struggle with recovery, conceptually and in implementation. Fixing this problem requires action at the individual, unit, and Army levels; it also requires senior leaders to lead from the front in execution.
We can take three steps to improve the recovery process. First, we must give ourselves PERMISSION to recover. We must acknowledge it is permissible to perform below peak output all the time, and throttling down is both healthy and necessary. Second, we must recognize recovery is a process that takes TIME. These issues cannot be fixed over a long weekend. The length of the recovery period is tied to the length and intensity of the high demand period. Finally, we must be DELIBERATE about our recovery. We must budget time and resources for recovery the same as we would a training exercise. Like training, we must also avoid things that distract or pull us away from our recovery efforts.
At the cultural level we must shift how we view recovery. The Army’s Holistic Health and Fitness program is an amazing start and does a lot to cement recovery concepts into our doctrine. However, it requires leaders at every level to embrace it and put it into practice in tangible ways. First, effectively managing organizational capacity increases efficiency and enables routine working hours. Working late nights and weekends may be required to accomplish some missions, but those should be the exception, not the expectation.
Second, senior leaders at all levels must change their messaging and lead by example. How can they expect subordinates to truly recover if they are not willing to stop sending emails on the weekend, leave the office on time, unplug and actually take leave, or see a doctor when sick or injured? If board guidance and selection continue to weight high pressure operational assignments over broad experience, then what incentive is there to change the mold? Senior leaders must live the reforms for them to take root. Leaders at all levels must make it clear that long work hours, lost leave, and weekend emails are not a badge of honor, nor will they be viewed in a positive light.
In addition, we must embrace a concept of active recovery while in high stress, high demand jobs. When I was a battalion operations officer, my commander made a point to leave the office at 1730 each day. Even better, he chased everyone out, including myself, the command sergeant major, battalion executive officer, company commanders, and first sergeants. Making a habit to leave on time, being present for the little league game, or turning off the phone for date night are examples of “recovery in contact” that allow for some respite while enabling continued performance in a high demand job.
Finally, our culture must re-examine how it views assignments. Slower paced assignments should not be derogatively viewed as “taking a knee,” but rather rounding out areas in an individual’s professional development. Instead of pushing Soldiers from one high-pressure assignment to another, branch managers and senior leaders should encourage a greater diversity in assignments, not just in the operating force, but the generating force as well. Not only does the slower pace allow the individual and the family to recover, but the breadth of experience will benefit the Soldier in their next critical assignment.
Recovery can be uncomfortable. Over my 15-year career, the Army has trained and conditioned me to go farther, push harder, and move faster in everything I do. There was a metric for everything and if you didn’t perform better than before there was more work to do until you did. Trying to break this mindset is hard. In fact, forcing yourself to slow down and recover in many ways is more difficult than simply continuing to push the pace. However, we must remember one unalterable fact: what got you here, will not get you there. Maintaining the habits that made you successful in a high demand job will not make you successful while executing recovery.
Recovery is necessary. Recovery is a process. Recovery is healthy. While it may feel uncomfortable to power down, do less, and not push to our limits, we must realize this is a mental trap. Our personal growth happens as we consolidate gains, reflect, and rest during our recovery periods. By changing how we view recovery and taking a more deliberate approach in its execution, we can maximize our recovery, capitalize on our growth, and be ready to perform at our peak when called to do so.
Saying that General William T. Sherman was unforgiving to his enemies is the understatement of the 19th-Century. The man who burned Georgia to the ground was as tough as they come and in the South, he earned a reputation for being particularly evil, even though the truth is much further than the Confederates would have you believe.
One such exaggeration is how Sherman used Confederate prisoners of war to clear a confederate minefield near Sandersville, Ga. during his infamous “March to the Sea.” Sherman is remembered to have seen one of his soldiers lose a leg to a land mine. In a rage, he tells a prisoner to deliver a message to Confederate leaders in Georgia: he is going to use POWs to clear every minefield in Georgia as he walked to Savannah, no matter how many it took to clear the mines.
To read this, one would think Sherman is going to send a mass of men into a minefield to clear mines by setting them off, killing and maiming the POWs in the process. After all, this is the man known for saying, “War is cruel. The crueler it is, the sooner it will be over.”
This context would have you believe Sherman is the Confederacy’s Attila the Hun, relentlessly destroying everything in his path with zero compassion. And while Sherman may have destroyed a lot of what he found in Georgia, he also fed citizens from his army’s stores and allowed emancipated slaves to follow his army as it marched from Atlanta to Savannah. Sherman was very dedicated to the laws of war, even if he was pushing the envelope of those laws. He even challenged his critics to “see the books” of those laws for themselves.
As for the POWs clearing mines, he did use the Confederates to clear minefields. His order was more than rushing them into the middle of the field to be blown up, however. His logic was that those troops had buried those mines near Sandersville and they should be the ones to dig them up. He did the same thing outside of Savannah later in the campaign.
Bowe Bergdahl was Pfc. Bergdahl when he walked off his post in Paktika Province, Afghanistan, and was captured by the Taliban. Five years later, however, when the White House exchanged five Taliban detainees for his release, he was Sgt. Bergdahl.
According to the Department of Defense, prisoners of war and those under missing status continue to be considered for promotion along with their contemporaries. They must be considered for promotion to the next highest grade when they become eligible.
For enlisted, it is based on time in grade and time in service. The eligibility for officers is based on the date of rank in their current grade.
A notable story is of then-Cmdr. James Stockdale. When he was captured and sent to the Hanoi Hilton, he was the most senior POW and so was the ranking officer among the prisoners there. When Lt. Col. ‘Robbie’ Risner was also captured, he outranked Stockdale by time in grade.
Later, a newly captured naval pilot informed Stockdale of his promotion to captain, he assumed command again.
This continues for prisoners of war but stops for those on missing status when they are presumed dead under Title 37 of the U.S. Code, section 555.
This happened with 1st Lt. John Leslie Ryder. His aircraft, nicknamed “Bird Dog,” went missing during a visual reconnaissance flight during the Vietnam War on June 9, 1970.
During the flight, the crew failed to report in by radio and calls were not answered. The search could not be mounted until the next day. The search continued until the 19th to no avail. A year to the day later, Lt. Ryder was promoted to captain.
Payment is also changed from regular enlistments. Instead of being involved in DFAS, the payment is authorized by Congress and made directly through the Secretary of the Treasury, tax-free. Any earnings, leave and money, are still given to the individual at their appropriate rank and are held until return.
There is also no limit on leave accrual, meaning it is well deserved for the returning service member to take all of the leave at two and-a-half days per month.
Pairing athletes with military veterans just makes sense. Both have a team mentality, dedication to their uniform and all the meaning associated with it, and — most importantly — a deep connection to their fellow teammates. It may (or may not) surprise some to learn that making film and television is very much a team sport as well. The cast and crew have to operate in tandem and rely on one another for success. Physical fitness is also a very important aspect to all three lifestyles.
So, it makes sense that movie stars are getting into the latest social media trend: push-ups for veterans.
In 2015, FOX NFL insider Jay Glazer created the nonprofit Merging Vets and Players to match separated combat veterans and former professional athletes to help the vets deal with transitioning out of their old team — the U.S. military — and into civilian life. He wanted to show that the country cared about what happens to them when the uniform comes off, that the skills they picked up in service to the United States are still applicable in their new lives, and that professional athletes could help show them their true potential.
Glazer was soon joined by Nate Boyer, a U.S. Army Special Forces veteran and player for both the Texas Longhorns and Seattle Seahawks who is very active in the veteran community. He believes the two worlds have a lot in common.
“Both war fighters and football players need something to fight for once the uniform comes off, and your service to country or time on the field is over,” Boyer says. “Without real purpose for the man on your right and left, it can be easy to feel lost.”
With Glazer’s access to the world of the NFL and its players combined with Boyer’s impeccable credentials in the military-veteran community and unique knowledge of the struggles returning veterans face, the nonprofit offers peer support between the athletes and veterans, as well as physical training and challenges at locations across America.
One of those challenges recently caught on with another group: movie stars. Glazer challenged all the members of his elite LA-based training center, Unbreakable Performance, to a 25 push-up challenge. For every member who publicly posts their 25 push-ups, TV personality and NFL alum Michael Strahan will donate fitness equipment to Merging Vets and Players. It immediately got a response.
Chris Pratt, star of Guardians of the Galaxy and Jurassic World was challenged by Strahan specifically. He answered the call, then challenged Jack Ryan star, John Krasinski, who challenged both Captain America Chris Evans and The Rock to pump out 25 for Merging Vets and Players.
They both did their 25. In the days that followed, Pratt’s Guardians of the Galaxy co-star Dave Bautista answered the call, as did Caleb Shaw, and Sylvester Stallone. Recently challenged stars include Mark Walhberg, LeBron James, and even Snoop Dogg.
The 25 push-up challenge didn’t stop with celebrities, though. Veterans who follow Merging Vets and Players, as well as MVP alumni, are also posting their 25 push-up challenge videos on Instagram and Twitter.
During World War II, the British and Germans had some epic tank battles — perhaps the most notable at the African battle of El Alamein.
Germany had some of the finest tanks, but British designs weren’t slouches – and some were modifications of American designs that added firepower (like the Sherman Firefly).
Fast forward to today and the matchups are about the same. Germany has the Leopard 2 main battle tank, while the United Kingdom has the Challenger 2. The two tanks reflect the difference in the preferred tactics of the Germans and British, even though both have 120mm main guns.
The German gun is a 120mm smoothbore cannon, Early versions of the Leopard 2 had the same gun used on the M1A1 and M1A2 Abrams main battle tank. The Brits, though, installed a gun 25 percent longer on the Leopard 2A6. The British have gone with a rifled 120mm gun known as the L30 for the Challenger 2. This is a marked improvement over the L11A5 used on the Challenger 1, which set the record for the longest kill shot against another tank.
The Germans have chosen mobility, and the Leopard 2 can go 45 miles per hour with a maximum range of 342 miles. The Challenger only reaches 37 miles per hour, and has a range of 280 miles. That said, the Challenger is very well-protected, and its gun makes it one of the toughest tanks in a defensive role.
In essence, it is likely that the winner of a fight between a Challenger and a Leopard will come down to which tank is able to use its strengths. The tank that is thrown off its game, on the other hand, will likely be heading back to a repair yard.
During the Korean War, the North American F-86 Sabre helped the United States keep control of the skies. As aviation historian Joe Baugher notes, the Sabre shot down at least 792 MiG-15s during the conflict (another 118 were scored as “probable” kills). MiGs, on the other hand, had only 78 kills against the Sabre.
That’s about a 10.15-to-1 ratio. If you include the probable kills, that ratio climbs to 11.67-to-1. That’s a pretty decisive edge for the Sabre. So, why was the F-86 so dominant?
First, many American F-86 pilots were World War II vets. Among the better-known dual-war pilots were James Jabara (15 kills in Korea, 1.5 in World War II), Francis Gabreski (6 kills in Korea, 28.5 in World War II), and John W. Mitchell (11 kills in World War II, 4 in Korea. He also lead the mission that killed Isoroku Yamamoto). Pilot quality matters — just ask Japan.
Second, the F-86’s armament was better for the air-superiority mission. The F-86 packed six M3 .50-caliber machine guns. These were faster-firing versions of the M2 machine guns used on the North American P-51 Mustang. By comparison, the MiG-15 had two NR-23 23mm cannon and one N-37 37mm cannon. This was designed to kill a lumbering bomber, not to deal with a fast, maneuvering fighter. Having the right tool for the job matters.
This series of four pictures taken from gun camera film shows the beginning of the end of a Russian-built MiG in an air battle high over North Korea. The “kill” was recorded by the camera in a U.S. Air Force F-86 “Sabre” jet flown by 2nd Lt James L. Thompson, a member of the 51st Fighter Interceptor Wing who was credited with the destruction. (USAF photo)
Third, the F-86 had a new, crucial piece of technology: the AN/APG-30, a radar gunsight. This made aiming the weapons much easier for the Sabre pilots. It used to be that a pilot (or anyone firing at an enemy plane) needed to judge angle and deflection on their own. With the AN/APG-30, the radar handled all that. All a pilot needed to do was to put the enemy plane in the center of his gunsight, squeeze the trigger, and bam, the MiG becomes a “good MiG.” Making it easier to put lead on-target matters.
In short, the F-86 came in with three big advantages over the MiG-15. Those advantages helped the Sabre keep South Korea free from Communist domination.
The 24th Marine Expeditionary Unit conducted an amphibious landing in Alvund, Norway, Oct. 29, 2018, during Exercise Trident Juncture 18. The exercise allowed the MEU to rehearse their amphibious and expeditionary capabilities in a unique environment in support of partner nations.
Norway is a NATO Ally and hosted this year’s exercise which provided challenging terrain and weather for the participating Marines. Training in challenging conditions helps acclimate the forces to the elements and enhances their combat readiness.
The amphibious landing consisted of a surface assault and an air assault to display the MEU’s ability to rapidly project combat power ashore. Battalion Landing Team 2nd Battalion, 2nd Marine Division arrived ashore with roughly 700 Marines, 12 Amphibious Assault Vehicles, six Light Armored Vehicles, and 21 High Mobility Multipurpose Wheeled Vehicles, all designed to increase the lethality of the infantry Marines. Marines arrived at the beach landing site and transitioned to follow on operations at subsequent objectives around Alvund. All operations were conducted within the exercise scenario against mock enemy forces which required the Marines to make decisions in real time.
Marines establish a bivouac location during Trident Juncture 18 on Alvund Beach, Oct. 29, 2018 after being delivered ashore from USS Iwo Jima.
“We came to the North Atlantic looking for a challenge and Trident Juncture delivered; throughout the exercise the environment forced us to be flexible and adaptive,” said Maj. Anthony Bariletti, the 24th MEU operations officer.
“It is the adaptability that makes Marine Expeditionary Units such a lethal crisis response force. As Marines, we gain our lethality from the ability to operate as part of a naval integrated team. The ability to conduct amphibious operations in the premier core competency of our service and this exercise provided an outstanding opportunity for the 24th MEU to hone its skills and prepare for combat as a forward deployed, sea-based Marine Air-Ground Task Force.”
A landing craft air cushion lands on Alvund Beach, Norway during an amphibious landing in support of Trident Juncture 18, Oct. 29, 2018.
Throughout the training exercise, the MEU was able to provide strategic speed and agility while operating in international waters and retaining flexibility in support of NATO Allies and partners. Trident Juncture allowed the Marines to operate from the sea with their Navy counterparts and increase interoperability. The success of Trident Juncture will lead to more combat-ready forces capable of proficiently supporting combat operations and humanitarian activities across the globe.
A Marine guides vehicles off of a landing craft air cushion during an amphibious landing in support of Trident Juncture 18 on Alvund Beach, Norway, Oct. 29, 2018.
(U.S. Marine Corps photo by Lance Cpl. Margaret Gale)
“I’m extremely proud of how hard the Marines and sailors have been working throughout the exercise,” said Sgt. Maj. Christopher Garza, the 24th MEU sergeant major.
“They have endured the challenging cold weather conditions and long work days. It’s great to come together and display our capabilities as a MEU and the Marines and sailors are the ones who make it happen. All the training and preparation they put in has paid off and my hat’s off to them on a job well done up to this point.”