Imagine the worst happens. The person you have loved, your service member spouse, dies. Maybe you have been married for ten years. Or maybe you have been married for fifty years. But you navigated the craziness of military life together only to be told you need to forfeit your Survivor Benefit Plan, the money meant to help you survive this time. This was a part of your deceased service member’s well-planned safety net for you, and the government has yanked it away at your most fragile moment.
It’s called the Widow’s Tax. But it’s not a tax.
Learn more about it here. The date on the article: 2016. But you’ll find articles and editorials on this topic for many years. No one has solved the problem beyond slapping band-aids on it.
No one is getting rich off of the government here. We’re talking widows and widowers whose lives could be greatly impacted by losing the up-to-$15,000 a year in payments they should be (but aren’t) receiving. And the widows and widowers behind trying to correct this error, they are only asking that we change it from now forward. They are not asking to get the hundreds of thousands of dollars back that some of them are owed. You read right: widows and widowers fighting for money that is owed to them.
Why hasn’t this problem been solved?
There are about 64,000 surviving spouses who are impacted by the Widow’s Tax. It’s a relatively small group, and that makes solving the offset harder because it can be easily dismissed.
These military spouses didn’t come from a generation of hashtags. They didn’t have the Internet to organize as a group for some time. They were in a Widow’s Fog when it came to sign papers. And, when they learned about this offset, they probably thought it would be quickly remedied because: why would anyone think two programs that are entirely not related would require forfeiting monies for an annuity they paid into for years? It certainly wasn’t mentioned when their spouse paid into it.
According to the Military Officers Association of America (MOAA), a strong supporter of repealing the SBP-DIC offset: No other federal surviving spouse is required to forfeit his or her federal annuity because military service caused his or her sponsor’s death. Additionally, the offset does not apply to surviving military children. Only to the spouse.
Oddly, it also does not apply to widows or widowers who remarry on or after the age of 57.
In fact, the whole situation is odd and why it hasn’t been fixed, that’s the oddest part of all.
These military spouses have been waiting long enough. Now we must all get behind them. #repealwidowstax
This is the call to action!
Call Senators and ask them to cosponsor SA2411 an amendment to the Defense Budget Bill for 2019 with language identical to S.339. This amendment has the same language as S.339. This would eliminate the Widow’s Tax, which is the only insurance one purchases and then is legally prohibited from collecting. This impacts all active duty line of duty deaths and disabled military retirees who purchased SBP, whose SBP is reduced dollar for dollar by DIC, indemnity compensation paid by the VA as a small reparation and to indemnify or hold harmless the government for causing the death.
The US Air Force was forced to terminate an unarmed Minuteman III intercontinental ballistic missile July 31, 2018, in response to an unsafe “anomaly” that emerged during a test, according to Air Force Global Strike Command.
The 30th Space Wing at Vandenberg Air Force Base in California ordered the destruction of the $7 million ICBM early July 31, 2018, eliminating it over the Pacific Ocean. Global Strike Command refused to comment as the incident is under investigation.
Air Force Gen. John Hyten, head of US Strategic Command, described the test as “perfect,” at least until “somewhere in flight, we saw an anomaly.”
“The anomaly was going to create an unsafe flight condition, so we destroyed the rocket before it reached its destination,” he said at the 2018 STRATCOM Symposium on Aug. 1, 2018, according to Military.com. “It was the smart thing to do.”
Tests occur regularly, but failures are much more infrequent. Hyten told his audience that the last failure happened in 2011, with the one before that occurring in 2009.
Explaining that this is a “rare thing that is in the missile business,” Hyten said that “now we have to go figure out what happened.”
An unarmed U.S. Air Force Minuteman III intercontinental ballistic missile launches during an operational test at 1:23 a.m. Pacific Daylight Time Monday, May 14, 2018, at Vandenberg Air Force Base, Calif.
(U.S. Air Force photo by Airman Aubree Milks)
One possibility, and potentially the most likely given the STRATCOM’s chief’s characterization of the incident as the emergence of an “unsafe flight condition,” is that the missile veered off course, forcing a Mission Flight Control Officer’s hand. The motto among the MFCOs is reportedly “track ’em or crack ’em,” according to Popular Mechanics, which sent reporters to observe one of these tests firsthand.
In the initial phase of flight, the MFCO may have only a matter of seconds to make the critical decision to terminate a missile, making that individual the sole decision maker for the weapon’s fate. In the later phases, the officer might act on the consent of his/her superiors.
If the officer detects that the missile will cross any predetermined safety lines, that individual will reportedly “send a function,” causing the missile to crack and spiral into the ocean.
While July 31, 2018’s decision to destroy the ICBM was purportedly “smart,” not every executed self-destruct sequence is intentional.
Human error, specifically the pressing of the wrong button, caused a test of a US missile defense system to end in failure July 2017. A tactical datalink controller on the destroyer USS John Paul Jones accidentally identified an incoming ballistic missile as a friendly system, resulting in the initiation of a self-destruct sequence for the SM-3 interceptor, Defense News reported at the time.
The initial report from the US Missile Defense Agency said that the interceptor missed the target, revealing that the “planned intercept was not achieved.” During a later test in January 2018, an SM-3 Block IIA interceptor fired from an Aegis Ashore missile defense facility in Hawaii also failed to achieve the desired intercept.
Hyten said that July 31, 2018’s test failure is exactly why the US tests its systems. “We have to make sure that things work. We learn more from failures than we do successes,” he said, adding that the unsuccessful test does not weaken America’s offensive capabilities.
“I have a full complement of ICBMs on alert,” he explained.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The Pentagon has ordered an independent federal auditor to stop providing the public with key information about US war efforts in Afghanistan, accelerating a clampdown on data, such as the size of the Afghan military and police forces, that indicate how the 16-year-old stalemated war is going.
The crackdown on information comes just months after President Donald Trump announced a new Afghanistan strategy aimed at breaking a battlefield stalemate by accelerating Afghan-led operations against the Taliban and other insurgent groups in the country. Trump railed against the recent string of attacks in Afghanistan, and ruled out any US discussions with the Taliban as part of the effort to seek peace talks between the Afghan government and the insurgents.
The auditing agency, established by Congress and known as the Special Inspector General for Afghanistan Reconstruction, or SIGAR, revealed the new gag order in its latest three-month assessment of conditions in Afghanistan. The restrictions fly in the face of Pentagon assertions over the past year that it was striving to be more transparent about the US war campaigns across Iraq, Syria and Afghanistan.
Over the years, the SIGAR auditing effort has revealed many dubious practices by the US, including instances of contractor fraud. Since January 2016 it had published data on the number of governing districts controlled by Kabul, the number controlled by the Taliban, and the number that are contested.
John F. Sopko, head of the auditing organization, expressed disappointment that the Pentagon had forbidden release of the data on relative control of the governing districts.
“This development is troubling for a number of reasons, not least of which is that this is the first time SIGAR has been specifically instructed not to release information marked ‘unclassified’ to the American taxpayer,” Sopko wrote.
“Aside from that, the number of districts controlled or influenced by the Afghan government had been one of the last remaining publicly available indicators for members of Congress — many of whose staff do not have access to the classified annexes to SIGAR reports — and for the American public of how the 16-year-long US effort to secure Afghanistan is faring,” he added.
In response, the Pentagon said the US-led coalition of NATO and allied nations in Afghanistan made the decision to restrict the public release of the information.
The Defense Department told SIGAR that it doesn’t “have the authority to overrule the classification determination made by NATO Resolute Support,” said Lt. Col. Michael Andrews. He said that similar information was included in the department’s December 2017 semi-annual report to Congress, and the Pentagon encouraged SIGAR to use that data.
The Defense Department report said the Afghan government has control or influence over 60% of the population, while insurgents had control or influence over approximately 10 percent of the population, with the remainder contested.
In November 2017 Gen. John Nicholson described the Afghan government control during remarks to reporters at the Pentagon. He said it remained “roughly the same” as in 2016. “About 64% of the population is controlled by the government, about 24% live in contested areas, and the Taliban control the remaining 12%,” he said. He did not reveal the number of districts held by each side.
Sopko wrote that historically, the number of districts controlled or influenced by the government has been falling since his office began reporting on it, while the number controlled or influenced by the insurgents has been rising — “a fact that should cause even more concern about its disappearance from public disclosure and discussion.”
The war effort has sometimes faded from US public attention, even though the US has invested about $120 billion in reconstructing Afghanistan since 2002.
Sopko said in his report that the Pentagon also classified or otherwise restricted information that his organization had previously reported publicly, including such “fundamental metrics” of the Afghan military and police performance as Afghan casualty figures and most measurements of the battlefield capabilities of the Afghans military.
The chairman of the House Armed Services Committee has introduced a defense bill that would increase the U.S. Army by 45,000 soldiers.
Rep. Mac Thornberry’s version of the fiscal 2017 National Defense Authorization Bill would provide money to add 20,000 soldiers to the active Army’s end-strength, bringing it to 480,000.
The bill would also add 15,000 to the National Guard and 10,000 to the Reserves, resulting in a Guard strength of 350,000 and a Reserve strength of 205,000. The panel was expected to approve the measure on Wednesday.
Under the President Barack Obama’s current proposed defense budget, the Army projects its end-strength to be at a total of 980,000 soldiers by fiscal 2018, including 450,000 for the active force, 335,000 for the Army National Guard and 195,000 for the Army Reserve.
“The Chairman’s Mark halts and begins to reverse the drawdown of military end strength, preserving the active duty Army at 480,000,” according to summary of the proposed bill.
The size of the Army has been a major concern among lawmakers, many of whom have stated that the active force is too small to deal with the growing number of threats facing the U.S.
Army Chief of Staff Gen. Mark Milley has testified that there is a “high-military risk” if the service continues to operate at its current size, but also told lawmakers that growing end-strength without additional funding would lead to a hollow force.
Thornberry’s revised budget earmarks just over $2 billion in additional funding for the troop increase, according to language in the bill. That’s about $2.5 billion short of what the Army would need, according to Army senior leaders that have testified it will cost about $1 billion for every 10,000 soldiers.
“Where possible, Chairman Thornberry’s proposal cuts excessive or wasteful expenditures and rededicates those resources to urgent needs,” according to the bill’s summary. “Even with a vigorous re-prioritization of programs, the Committee was unable to make up essential shortages in the President’s budget and simultaneously provide a full year of contingency funding.
“The proposal is designed to restore strength to the force through readiness investments and agility through much needed reforms, while providing a more solid foundation for the next President to address actual national security needs,” it states
The proposal also would increase the strength of the Marine Corps by 3,000 and the Air Force by 4,000.
“Perhaps it is also true every year, that when it comes to overall spending levels for defense, we are presented with only difficult, imperfect options,” Thornberry said in his opening remarks at Wednesday’s committee-wide markup session within the House Armed Services Committee.
“But, the bottom line for me this year is that it is fundamentally wrong to send service members out on missions for which they are not fully prepared or fully supported,” he added. “For that reason, I think that it is essential that we begin to correct the funding shortfalls that have led to a lack of readiness and to a heightened level of risk that we have heard about in testimony and that some of us have also seen for ourselves.”
The bill, currently in its draft form, will have to be passed by both the House and the Senate. Obama could also choose to veto the bill after passage.
The six years of experience and hundreds of hours of flight time needed to become a pilot of the US Air Force’s oldest spy plane are no more, and now trainee pilots will be eligible to take the controls of the venerable Dragon Lady.
The new U-2 First Assignment Companion Trainer, or FACT, program will allow Air Force student pilots to jump directly into the U-2 pipeline and join the 9th Reconnaissance Wing.
“Our focus is modernizing and sustaining the U-2 well into the future to meet the needs of our nation at the speed of relevance,” Air Force Col. Andy Clark, commander of the 9th Reconnaissance Wing, said in a release.
Pilots from Beale Air Force Base go through pre-flight checks on a U-2 at Marine Corps Air Station Miramar, California, Sept. 29, 2018
(Air Force photo by Staff Sgt. Jeffrey Schultze)
The new program is meant to create ” a new reconnaissance career path for young, highly qualified aviators eager to shape the next generation of [reconnaissance] warfighting capabilities,” Clark said. The first selection will be among fall 2018 undergraduate training pilots with the next round coming in about six months.
The change comes as the Air Force seeks to modernize the U-2 airframe and mission, as well as its pilot-acquisition and development process.
Once selected, pilots in the FACT program will go the T-38 pilot instructor training course at Joint Base San Antonio-Randolph in Texas before a permanent change-of-station to Beale Air Force Base in California, where the U-2s are based.
Airmen refuel a U-2 at Beale Air Force Base, California, Aug. 9, 2018.
(Air Force photo by Senior Airman Justin Parsons)
The selectee will then be a T-38 instructor pilot for the next two years, and once they have the requisite experience, they will undergo the standard two-week U-2 pilot interview process.
If hired, they’ll then start Basic Qualification Training.
“The well-established path to the U-2 has proven effective for over 60 years,” Lt. Col. Carl Maymi, commander of the 1st Reconnaissance Squadron, said in a release.
“However, we need access to young, talented officers earlier in their careers. I believe we can do this while still maintaining the integrity of our selection process through the U-2 FACT program.”
A U-2 prepares to land at Al Dhafra Air Base in the United Arab Emirates, Nov. 16, 2017.
(Air National Guard photo by Staff Sgt. Colton Elliott)
‘An art, not a science’
The U-2 entered service during the Eisenhower administration, carrying out covert missions high above enemy territory during the height of the Cold War. The aircraft have been overhauled and the missions have changed in the decades since, but the Dragon Lady remains one of the most unique and challenging aircraft US pilots can fly.
Today’s U-2s are larger than the original versions and are made of slightly lighter material, as less weight translates into more altitude — about one extra foot for each pound shed, according to Wall Street Journal reporter Michael Phillips, who ventured up in a U-2 in 2018, accompanied by Jethro, one of the few pilots who’ve qualified to fly it.
Every six years, each U-2 is totally overhauled by Lockheed Martin, which takes the plane completely apart and goes through “every wire, every connector, every panel,” Jethro told Phillips.
“They’ll X-ray it … make sure there’s no cracks, replace anything that’s broken, put it back together, new coat of paint, and it looks like a brand-new airplane again, and it flies like a brand-new airplane again,” Jethro added.
A U-2 is prepped for takeoff from Bagram Airfield in Afghanistan, June 22, 2018.
(Air Force photo by Staff Sgt. Kristin High)
The long, narrow wings allow the U-2 to quickly lift heavy payloads of cameras and sensors to high altitudes and stay there for extended periods. It’s capable of gathering an array of imagery, including multi-spectral electro-optic, infrared, and synthetic aperture radar products that can be stored aboard or transmitted to the ground.
Some parts of the preparation process are still low-tech, however.
The U-2 has a central fuel tank fed by tanks in each wing. Crews will fill up the wing tanks and then look to see which way the aircraft leans. They they transfer fuel from one side to the other until it balances out.
“So it’s really kind of an art, not a science,” Jethro said.
U-2 pilots work in two-man crews, but the pilots go up in the aircraft alone. Their pre-flight preparations begin with donning a full-pressure suit, like those worn by astronauts, that regulates the pilot’s pressure and temperature.
“If the cockpit lost pressure at 70,000 feet” — the usual cruising altitude — “and I weren’t wearing a space suit, my blood would boil,” Phillips said.
Once suited, pilots head to the aircraft, accompanied by a crew member carrying their oxygen supply.
Pilots give the U-2 a traditional pat on the nose, shake hands with each flight crew member, and clamber into the cockpit, where a team of technicians hooks them up to an array of regulators and sensors.
A U-2 pilot prepares to board his aircraft at Bagram Airfield in Afghanistan, June 22, 2018.
(Air Force photo by Staff Sgt. Kristin High)
“I’ve got crew chiefs. I’ve got electricians. I’ve got different civilians for each of the sensors … so there may be 40 people around the aircraft, who are all there just to get you in the air,” Jethro said. “We don’t call it a takeoff. We call it a launch.”
The U-2’s 103-foot wingspan and broad turning radius make it hard to maneuver, and the wings, laden with fuel, are supported by bicycle-like wheels that break away during takeoff.
To help deal with those hazards, the other member of the two-man pilot team trails behind the U-2 at the wheel of a muscle car — like a Pontiac GTO or Tesla Model S — that can keep up with the U-2.
Other U-2 pilots who aren’t flying may be in Beale’s control tower, overseeing their fellow pilots’ missions.
During takeoff, the pilot wrestles with the plane as it gets off the ground.
“As soon as you throw the power up, you’re pushing 18,000 pounds of thrust out of the backend. You have those big, long wings, and it just wants to accelerate so fast,” said one U-2 pilot, identified only as Nova. “You gotta pull it up to about 40 degrees nose high just to keep the airplane within limits, and that is just one of the coolest feelings ever.”
“When you get a chance to look and just see the earth just falling away behind you so quickly, it’s awesome,” he added.
Temporary wheels, called “pogos,” that hold up the wings during takeoff drop away as the plane leaves the ground.
The U-2 ascends to about 70,000 feet for a typical mission. Up there, the curvature of the earth allows pilots to see 270 nautical miles in each direction — a field of vision of about 500 miles. It can map all of Iraq in a single mission.
On the edge of space, the cockpit is silent except for the raspy hiss of the breathing system, which sucks pure oxygen into the pilot’s helmet.
“The air pressure inside the cockpit is the equivalent to standing on top of Mount Everest,” Phillips said.
“Without the oxygen I’d be gasping for breath, and I’d be in danger of getting the bends,” he added, referring to an illness that occurs when dissolved gases enter the bloodstream as the body experiences changes in pressure.
“A lot of times when we get up to altitude, you’ll be able to look down and see the airliners,” Jethro, the pilot, said during the flight.
“And you can see that very gentle curve of the earth from here,” Phillips added, “It’s an extraordinary view.”
“When you get up there and you think, like, ‘What makes these people different from these people?’ And you just don’t see it from up there,” Nova, the other pilot, said. “It’s one world. There’s one planet.”
A U-2 lands at Al Dhafra Air Base in the United Arab Emirates, Nov. 16, 2017.
(Air National Guard photo by Staff Sgt. Colton Elliott)
‘You’re in a small club’
The features that make the U-2 an exceptional high-altitude reconnaissance aircraft make it extremely difficult to land. Pilots have to perform a kind of controlled crash to bring the plane back to earth.
The two sets of wheels built into the plane are set up like bicycle wheels, with one set under the nose and the other under the tail. The massive wings, now relieved of their fuel, make the aircraft hard to control as it comes in.
The cars that saw the plane off zip in as it lands, their drivers giving the pilots a foot-by-foot countdown and alerting them to any problems. The cars can hit 140 mph while chasing an incoming U-2.
Once the plane has slowed down enough, one of the wings droops to the ground. Titanium skid plates on the bottoms of both wings help bring the plane to a full stop, at which point the temporary wheels are reattached. The plane then taxis off the runway.
Back on earth, technicians begin developing the imagery.
A flight can produce 10,500 feet of film, stored on a 250-pound spool, according to Phillips.
The U-2’s wet-film camera produces images that are clearer than digital images, which are analyzed with loupes or microscope-like optics that zoom in on the features captured on the film.
It’s an old-fashioned approach to aerial reconnaissance, Phillips noted. “But it works, and that’s why it’s still around,” one of the airmen overseeing the film-development process added.
After the first two undergraduate pilot training students are picked and enter the FACT program, the assignment process “will be assessed to determine the sustainability of this experimental pilot pipeline,” the Air Force said in its announcement.
For the time being, the Dragon Lady’s pilot corps will be a rare breed.
“A thousand pilots, [there are] way more Super Bowl rings out there. You’re in a small club,” Lt. Col. Matt Nussbaum, 99th Reconnaissance Squadron commander, told Phillips.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
If all 24 hour news networks can have “Breaking News” scrolling across their screens, then this applies.
Most internet fitness gurus are purposely misleading you, because they’re trying to sell you something. They want you to feel bad about yourself, so that you dedicate your whole life to the gym, so that they put more of your money in their pocket.
The truth is that you only need to train enough to get stronger. When your body is getting stronger it is growing, and growth is synonymous with progress.
So how many times a week is it actually necessary to hit the gym?
Contrary to popular belief, it doesn’t actually take much time to gain strength. In fact, three days a week is enough for most people.
I bet you thought you needed to be in the gym 6-7 days a week to see any real gains in strength or size.
Grow. If you aren’t moving forward the world is passing you by.
Your requirement is to get stronger. If you aren’t getting stronger in one way or another, you are getting weaker. That’s a fact of life.
Getting stronger doesn’t mean deadlifting 3 times your body weight. That’s just an idealized standard.
Getting stronger simply means being able to do a little more than you used to. Maybe that means one more body weight squat, or 1 lb added to your bench press. Those are both positively trending markers.
You can consider strength gains as your measure in the fight against death. In order to live the most healthy life possible you don’t need to add 30 lbs to your lifts overnight, you just need to add a fraction of a lb each day.
Bodybuilders and competitive strength athletes have no edge over everyone else just because they’re strong. If strength worked like that all the oldest people would be the strongest and biggest, that is clearly not how the world works.
Frequency is a function of volume.
A recent meta-analysis came to the conclusion that the frequency of your workout sessions only really matters if it affects how much weight you move over the course of the week (your total volume).
12 sets of 10 reps of bench press at 100 lbs on Monday and then nothing else the rest of the week is the same as doing 2 sets of 10 reps of bench press at 100 lbs each day Monday to Saturday.
They are both 12,000 lbs moved. That 12,000 lbs is the main predictor of how much stronger you get.
Of course, these two scenarios are extreme ends of the spectrum. There are plenty of much more reasonable ways to break up all of this work.
Not to mention, it would be difficult to ensure that you don’t get too tired to get all the required reps if you try to fit it all in one workout. That’s why we break up our workouts across the whole week.
If you have 4 hours to train one day a week, this might be a good option for you. Most normal people can only carve out 45-90 minutes 3-4 times a week. Luckily that’s plenty of time to get in our total volume.
That’s right, my fine reader, you should choose the frequency of your workouts based on your schedule and then fit in the total volume you require however you see fit.
Just get stronger.
The amount of volume you require is obviously unique to you, and what you are currently doing. As a general rule of thumb:
You want to be training just enough to be getting stronger. No more, no less, this is your minimum effective dose. If you aren’t getting stronger, add more volume, that could mean more weight on the bar, another rep on the last set, more reps on all the sets, or a whole additional set. It depends on you.
If you are working out 2 times a week and getting stronger, in the way in which you want to be getting stronger, then keep training that way until you aren’t getting stronger anymore. Once you plateau start adding volume. Once those 2 workouts start to get too long for you to bear, add a third day.
I’m sure you see how you could continue progressing like this indefinitely.
By simply doing a little more than you were previously doing, you will see gains in strength and performance.
This is why 3 days is enough. You can fit a lot of work into three 60-90 minute gym sessions. Remember to look at the total volume you are doing each week, that’s the real predictor of progress.
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NASA Astronaut and U.S. Army Lt. Col. Anne McClain took to Twitter to share the official training astronauts use for living in confined spaces for long periods of time. Afterall, the International Space Station has been operating for nearly 20 years, giving NASA astronauts and psychologists time to examine human behavior and needs when living and working remotely.
They narrowed the behavior skills down to five general skills called “Expeditionary Behavior,” or “EB” because the military just loves a good acronym.
Built from 1998 to 2001, the International Space Station usually holds crews of between three and six people who will spend about six months there at a time, though mission lengths can vary. During that time, the astronauts perform experiments and spacewalks, maintain the space station, conduct media and education events and test out technology.
Also during this time, they are allocated at least two hours a day for exercise and personal care.
According to NASA, the living and working space in the station is larger than a six-bedroom house (and has six sleeping quarters, two bathrooms, a gym and a 360-degree view bay window). Still, six months in a space bucket with two to five other people can give some perspective to anyone feeling confined.
This is the “GoodEB” that helps astronauts:
4/ Skill 1, Communication:
Def: To talk so you are clearly understood. To listen and
question to understand. Actively listen, pick up on non-verbal cues. Identify,
discuss, then work to resolve conflict.
“Share info/feelings freely. Talk about intentions before taking action. Use good terminology. Discuss when your or others’ actions were not as expected. Debrief after success or conflict. Listen, then restate message to ensure it’s understood. Admit when you’re wrong,” McClain tweeted.
It’s common for humans to have strong emotional responses and act on them before they fully understand them. Honest communication is critical in a confined space or during heightened stress.
6/ Skill 2, Leadership/Followership:
Def: How well a team adapts to new situations. Leader enhances the group’s ability to execute its purpose through positive influence. Follower (aka
subordinate leader) actively contributes to leader’s direction. Establish
environment of trust.
“Accept responsibility. Adjust style to environment. Assign tasks, set goals. Lead by example. Give direction, info, feedback, coaching + encouragement. Ensure teammates have resources. Talk when something isn’t right. Ask questions. Offer solutions, not just problems,” urged McClain.
For anyone confined with family or roommates, it can be an adjustment to share personal space and limited supplies for a prolonged period of time. Shifting to a team dynamic can bring a new perspective to everyone’s roles within the home. If you weren’t already doing this, now is the time to share the household chores, the cooking, the supply runs, and, for many families, the education responsibilities.
8/ Skill 3, Self-Care:
Def: How healthy you are on psychological and physical levels, including hygiene, managing time and personal stuff, getting sleep, and maintaining mood. The ability and willingness to be proactive to stay healthy.
“Realistically assess own strengths and weaknesses, and their influence on the group. Learn from mistakes. Take action to mitigate stress or negativity (don’t pass on to the group). Be social. Seek feedback. Balance work, rest, and personal time. Be organized,” suggested McClain.
There’s a quote I’ve always liked that says, “Please accept responsibility for the energy you are bringing into this space,” and it feels especially relevant now. We must each stay in touch with ourselves so we can identify rising stress and mitigate it with self-care.
Self-care can be anything from calling a friend to a work-out session from YouTube to releasing expectations of perfection and taking the time to enjoy some relaxation with a book or movie.
10/ Skill 4, Team Care:
Def: How healthy the group is on psychological, physical, and logistical level.
Manage group stress, fatigue, sickness, supplies, resources, workload, etc. Nurture optimal team performance despite challenges.
“Demonstrate patience and respect. Encourage others. Monitor team for signs of stress or fatigue. Encourage participation in team activities. Develop positive relationships. Volunteer for the unpleasant tasks. Offer and accept help. Share the credit; take the blame,” said McClain.
I’ll really highlight one of these tips from McClain: Monitor team for signs of stress or fatigue. Teaching ourselves this skill will intrinsically build compassion and problem-solving into relationship skills, not just now, but going forward. It’s about looking out for each other and anticipating the needs of others. This is a critical skill for any member of the team.12/ Skill 5, Group Living:
Def: How people cooperate and become a team to achieve a
goal. Identify and manage different opinions, cultures, perceptions, skills, and
personalities. Individuals and group demonstrate resiliency in the face of difficulty.
“Cooperate rather than compete. Actively cultivate group culture (use each individual’s culture to build the whole). Respect roles, responsibilities, and workload. Take accountability, give praise freely. Work to ensure positive team attitude. Keep calm in conflict,” suggests McClain.
Parents are learning how to homeschool. Partners are sharing household responsibilities like cooking and cleaning. More people are sick and being cared for by their roommates.
All the while, we are each learning how to restrict our movements while maintaining our health and vitality. The key points throughout NASA’s Expeditionary Behaviors are to take care of each other and ourselves by working together.
And just remember, Scott Kelly set the record for most consecutive days in space by an American by living for 340 days during a one-year mission aboard the International Space Station, proving that humans are pretty remarkable when it comes to adapting to our environment!
If you need any advice on thriving from home, here are a few We Are The Mighty articles that can help:
The year was 1968 when Mike Vining was a senior in high school. According to his answers on his TogetherWeServed Page, Vining heard about the Tet Offensive and wanted to join the military with the expressed purpose of going to Vietnam.
His service afforded him the opportunity to do two things he likes to do, “work with explosives and climb mountains.” He probably never dreamed he would become Sgt. Maj. Mike Vining: the epitome of the modern American soldier…
1. He’s also the internet’s most casually badass meme.
Maybe it’s the kind eyes. Or the nice smile. Maybe it’s his age the large glasses of a bygone era that make him a grandpa-like figure. But the rank on his sleeve, fruit salad on his chest, the EOD and CIB pinned on his jacket, and Army Special Operations Command shoulder patch give all that away.
There’s much more to the story, and now we all know it.
2. He wasn’t just Delta, he was a founding member.
Then-Sgt. 1st Class Mike Vining joined the 1st Special Forces Operational Detachment (Delta) at Fort Bragg in 1978. His first commander was Col. Charlie Beckwith, who started putting together Delta Force the previous year.
According to Vining, an Explosive Ordnance Disposal Specialist who was looking for something “more challenging,” he joined because Delta was looking for people with an EOD background. He spent almost 21 years in Special Forces.
3. His military résumé reads like a history book.
He spent two years in Vietnam as an EOD specialist with the 99th Ordnance Detachment, much of that time spent in combat.
Vining was also in Operation Eagle Claw, the failed attempt to rescue hostages held in Iran. He was aboard EC-130E Bladder Bird #4 when one of the RH-53D helicopters crashed into it.
He was also in the invasion of Grenada, Operation Desert Storm, and Operation Uphold/Restore Democracy in Haiti.
4. It took 15 years to earn his Combat Infantryman Badge.
Though Vining saw plenty of combat in Cambodia and Vietnam, as an EOD Specialist, he wasn’t eligible for a CIB. Delta never got a chance to engage the Iranians at Desert One. So, despite Delta Force’s rigorous training and autonomy, his first combat action came in 1983 during the Richmond Hill Prison assault during Urgent Fury’s invasion of Grenada.
5. He became infantry twenty years into his service.
“In 1988, I transferred from EOD to Infantry. I figured I stood a better chance making Sergeant Major in Infantry, which worked out for me.”
6. His most significant action came just two years into his career.
His tour in Vietnam with the 99th Ordnance Detachment was one of the stand out moments of his time in the Army.
“[It] was the destruction of a cache found in Cambodia called ‘Rock Island East.’ The cache yielded 327 tons of ammunition and supplies, including 932 individual weapons, 85 crew-served weapons, 7,079,694 small arms and machine gun rounds. The cache contained 999 rounds of 85mm artillery shells which are used for the D-44 howitzer as well as the T-34 tank. I was part of a seven-man EOD team that destroyed the cache on 16 May 1970.”
7. Vining is still active in the veteran community.
Now fully retired, he travels with his wife much of the time. He writes about military and naval history, polar expeditions, and mountaineering postal history. He and his wife have a very active outdoor life of hiking, backpacking, rock and mountain climbing, biking, and skiing.
He is also a life member of the VFW, and a member of the National EOD Association and Vietnam EOD Veterans Chapter. He is also the historian for the National Army EOD Memorial at Eglin Air Force Base.
8. He would do it all over again. And recommends you do, too.
Vining calls his experience “rewarding” and recommends the military as a career to those who recently joined the Army.
“Military service has given me the opportunity to do all the things I like to do: Work with explosives and climb mountains. I have gotten a chance to work with some of the finest people in the military.”
Mike Vining’s awards and decorations are too numerous to list here. Check them out and read about his experiences in his own words on his public TogetherWeServed profile.
British soldiers from the Grenadier Guard shared a video on Twitter showing the excruciating consequences to not having adequate battlefield awareness during training.
In the video, a gaggle of soldiers equipped with SA80 rifles are seen carrying a troop on a litter during a simulated mock casualty evacuation, when one of the soldiers inadvertently walks into a sharp broken branch protruding from the ground.
A groan can be heard as onlookers, including the soldiers providing security, look toward the soldier, who falls backward.
“Maintaining your 360-degree battlefield awareness is essential in the jungle,” the Guard said in the tweet. “You never know what it has in store for you next.”
A British Army spokesperson told Business Insider the soldier in the video was “absolutely fine.”
“Just dented pride,” the spokesperson said. “But he won’t be standing at attention for a while.”
The Grenadier Guards‘ roots dates to 1656, and it’s one of the oldest regiments in the British army.
Soldiers from the Guard have participated in all of the country’s major wars, including current fighting in Afghanistan. In addition to conventional war-fighting capabilities, the Guard says it uses unconventional equipment, such as quad bikes, to mobilize quickly.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The UN International Criminal Tribunal for the former Yugoslavia (ICTY) will hand down its verdict on Nov. 22 in the five-year war crimes trial of Bosnian Serb wartime commander Ratko Mladic.
Mladic’s trial is the last at the ICTY, which was established at The Hague in 1993 to prosecute crimes committed in the Balkan wars of the early 1990s. He is accused of 11 counts of genocide, crimes against humanity, and war crimes.
General Ratko Mladić during UN-mediated talks at Sarajevo airport in 1993. (Image Wiki)
Mladic, 75, is charged with ordering artillery attacks on civilians in the Bosnian capital, Sarajevo, and for organizing the summary execution of some 8,000 Muslim Bosniak men and boys in Srebrenica in July 1995, one of the more shocking events of the bloody Bosnian war.
Prosecutors say Mladic’s soldiers pushed past Dutch UN peacekeepers before separating the males for execution and putting the elderly, women, and children on buses and trucks to Bosniak-controlled territory.
In 2007, the ICTY that ruled the massacre was genocide carried out by Bosnian Serb forces.
Walter Reed National Medical Center announced this week a plan to expand a partnership between the National Endowment for the Arts (NEA) and the Defense Department that focuses on creative art therapy for service members, veterans, and family members.
The “Creative Forces: NEA Military Healing Arts Network” focuses on art therapy such as writing, painting, and singing to help service members address and deal with post-traumatic stress and traumatic brain injury.
It’s currently offered at Walter Reed in Maryland and Fort Belvoir, Virginia.
“Post-traumatic stress disorder and traumatic brain injury are notoriously complex conditions to treat,” the NEA chairman Jane Chu said, noting that day long workshops don’t dig deep enough into the issues surrounding PTS and TBI.
Understanding that, the National Intrepid Center of Excellence decided to add a therapeutic writing program to its already existing creative art therapy program. That program now incorporates visual arts and music therapy.
The program, which received an additional $1.98 million funding in fiscal year 2016, has plans to expand to Marine Corps Bases Camp Pendleton and Camp Lejeune; Madigan Army Medical Center in Tacoma, Washington; Joint Base Elmendorf-Richardson in Anchorage, Alaska; and Fort Hood in Killeen, Texas.
The NEA and DoD have enough funding to open those and five other sites around the country in 2017, the Pentagon says.
Readiness, diversity, location, population density and leadership were all taken into consideration when determining where to open expansion clinics, Chu said. Leadership is “critical to the success of our work together,” Chu explained, adding that the expansion will also work with a network of community based nonprofit organizations.
The goal with the expansion, according to Chu, is to develop a web of resources and tools to help local organizations and communities as they work with the military community among them.
Chu reports that, through the program, veterans are better able to manage stress.
“We’re seeing such transformational results in our service members and our expansion plans have come as a result of them saying that they want this program to be closer to their communities as they make a transition back into civilian life,” Chu explained. “This is a way to help service members and veterans … understand the dignity that they already have and so much deserve.”
During his 20 years as a SEAL, Willink writes that he realized that, “Just as discipline and freedom are opposing forces that must be balanced, leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities between one extreme and another.” By being aware of these seeming contradictions, a leader can “more easily balance the opposing forces and lead with maximum effectiveness.”
Here are the 12 main dichotomies of leadership Willink identifies as traits every effective leader should have.
‘A leader must lead but also be ready to follow.’
Willink says a common misconception the public has about the military is that subordinates mindlessly follow every order they’re given. In certain situations, subordinates may have access to information their superiors don’t, or have an insight that would result in a more effective plan than the one their boss proposed.
“Good leaders must welcome this, putting aside ego and personal agendas to ensure that the team has the greatest chance of accomplishing its strategic goals,” Willink writes.
‘A leader must be aggressive but not overbearing.’
As a SEAL officer, Willink needed to be aggressive (“Some may even accuse me of hyperagression,” he says) but he differentiated being a powerful presence to his SEAL team from being an intimidating figure.
He writes that, “I did my utmost to ensure that everyone below me in the chain of command felt comfortable approaching me with concerns, ideas, thoughts, and even disagreements.”
“That being said,” he adds, “my subordinates also knew that if they wanted to complain about the hard work and relentless push to accomplish the mission I expected of them, they best take those thoughts elsewhere.”
‘A leader must be calm but not robotic.’
Willink says that while leaders who lose their tempers lose respect, they also can’t establish a relationship with their team if they never expression anger, sadness, or frustration.
“People do not follow robots,” he writes.
‘A leader must be confident but never cocky.’
Leaders should behave with confidence and instill it in their team members.
“But when it goes too far, overconfidence causes complacency and arrogance, which ultimately set the team up for failure,” Willink writes.
‘A leader must be brave but not foolhardy.’
Whoever’s in charge can’t waste time excessively contemplating a scenario without making a decision. But when it’s time to make that decision, all risk must be as mitigated as possible.
Willink and Babin both write about situations in Ramadi in which delaying an attack until every detail about a target was clarified, even when it frustrated other units they were working with, resulted in avoiding tragic friendly fire.
‘A leader must have a competitive spirit but also be a gracious loser.’
“They must drive competition and push themselves and their teams to perform at the highest level,” Willink writes. “But they must never put their own drive for personal success ahead of overall mission success for the greater team.”
This means that when something does not go according to plan, leaders must set aside their egos and take ownership of the failure before moving forward.
‘A leader must be attentive to details but not obsessed with them.’
The most effective leaders learn how to quickly determine which of their team’s tasks need to be monitored in order for them to progress smoothly, “but cannot get sucked into the details and lose track of the bigger picture,” Willink writes.
‘A leader must be strong but likewise have endurance, not only physically but mentally.’
Leaders need to push themselves and their teams while also recognizing their limits, in order to achieve a suitable pace and avoid burnout.
‘A leader must be humble but not passive; quiet but not silent.’
The best leaders keep their egos in check and their minds open to others, and admit when they’re wrong.
“But a leader must be able to speak up when it matters,” Willink writes. “They must be able to stand up for the team and respectfully push back against a decision, order, or direction that could negatively impact overall mission success.”
‘A leader must be close with subordinates but not too close.’
“The best leaders understand the motivations of their team members and know their people — their lives and their families,” Willink writes. “But a leader must never grow so close to subordinates that one member of the team becomes more important than another, or more important than the mission itself.”
“Leaders must never get so close that the team forgets who is in charge.”
‘A leader must exercise Extreme Ownership. Simultaneously, that leader must employ Decentralized Command.’
“Extreme Ownership” is the fundamental concept of Willink and Babin’s leadership philosophy. It means that for any team or organization, “all responsibility for success and failure rests with the leader,” Willink writes. Even when leaders are not directly responsible for all outcomes, it was their method of communication and guidance, or lack thereof, that led to the results.
That doesn’t mean, however, that leaders should micromanage. It’s why the concept of decentralized command that Willink and Babin used in the battlefield, in which they trusted that their junior officers were able to handle certain tasks without being monitored, translates so well to the business world.
‘A leader has nothing to prove but everything to prove.’
“Since the team understands that the leader is de facto in charge, in that respect, a leader has nothing to prove,” Willink writes. “But in another respect, a leader has everything to prove: Every member of the team must develop the trust and confidence that their leader will exercise good judgment, remain calm, and make the right decisions when it matters most.”
And the only way that can be achieved is through leading by example every day.
A US military commander said on Aug. 31 that Islamic State leader Abu Bakr al-Baghdadi is probably still alive and hiding in the Euphrates River valley between Iraq and Syria.
“We’re looking for him every day. I don’t think he’s dead,” Lieutenant General Stephen Townsend, commander of the counter-IS coalition, said in a conference call with reporters.
Townsend said he didn’t “have a clue” where Baghdadi is precisely, but he believes the reclusive extremist leader may have fled with other IS militants to the river valley region after IS lost control of its former bastions in Mosul, Tal Afar, and parts of Raqqa.
US Army Lt. Gen. Stephen Townsend, Combined Joint Task Force – Operation Inherent Resolve commanding general, speaks with Airmen, Marines, and coalition personnel thanking them for the many contributions in support of OIR during an all-call. USAF photo by Tech Sgt. Andy M. Kin.
“The last stand of ISIS will be in the Middle Euphrates River Valley,” Townsend said, using another well-known acronym for the extremist group. “When we find him, I think we’ll just try to kill him first. It’s probably not worth all the trouble to try and capture him.”
“I’ve seen no convincing evidence, intelligence, or open-source or other rumor or otherwise that he’s dead,” said Townsend. “There are also some indicators in intelligence channels that he’s still alive.”