The U.S. Navy accepted delivery of two Littoral Combat Ships (LCSs), the future USS Sioux City (LCS 11) and USS Wichita (LCS 13), during a ceremony at the Fincantieri Marinette Marine shipyard on Aug. 22, 2018.
Sioux City and Wichita, respectively, are the 14th and 15th Littoral Combat Ships (LCSs) to be delivered to the Navy and the sixth and seventh of the Freedom variant to join the fleet. These deliveries mark the official transfer of the ships from the shipbuilder, part of a Lockheed Martin-led team, to the U.S. Navy. It is the final milestone prior to commissioning. Both ships will be commissioned in late 2018, Sioux City in Annapolis, Maryland, and Wichita in Jacksonville, Florida.
Regarding the LCS deliveries, Captain Mike Taylor, LCS program manager, said, “The future USS Sioux City is a remarkable ship which will bring tremendous capability to the Fleet. I am excited to join with her crew and celebrate her upcoming commissioning at the home of the U.S. Naval Academy in Annapolis.”
“Today also marks a significant milestone in the life of the future USS Wichita, an exceptional ship which will conduct operations around the globe,” he said. “I look forward to seeing Wichita join her sister ships this winter.”
Capt. Shawn Johnston, commander, LCS Squadron Two, welcomed the ships to the fleet, saying, “The future USS Sioux City is a welcome addition to the East Coast Surface Warfare Division. Both her Blue and Gold crews are ready to put this ship though her paces and prepare the ship to deploy.
An artist rendering of the littoral combat ship USS Sioux City (LCS11).
(U.S. Navy photo illustration by Stan Bailey)
“The future USS Wichita is the first East Coast Mine Warfare Division ship,” he said. “She will have a chance to test some of the latest and greatest mine warfare systems after she completes her remaining combat systems trials.”
Several additional Freedom variant ships are under construction at Fincantieri Marinette Marine. The future USS Billings (LCS 15) is preparing for trials in spring 2019. The future USS Indianapolis (LCS 17) was christened/launched in April 2018. The future USS St. Louis (LCS 19) is scheduled for christening and launch in the fall. The future USS Minneapolis-Saint Paul (LCS 21) is preparing for launch and christening in spring of 2019, while the future USS Cooperstown (LCS 23)’s keel was laid in early August 2018 and is undergoing construction in the shipyard’s erection bays. The future USS Marinette (LCS 25) started fabrication in February 2018, while the future USS Nantucket (LCS 27) is scheduled to begin fabrication in the fall.
LCS is a modular, reconfigurable ship designed to meet validated fleet requirements for surface warfare, anti-submarine warfare and mine countermeasures missions in the littoral region. An interchangeable mission package is embarked on each LCS and provides the primary mission systems in one of these warfare areas. Using an open architecture design, modular weapons, sensor systems and a variety of manned and unmanned vehicles to gain, sustain and exploit littoral maritime supremacy, LCS provides U.S. joint force access to critical theaters.
The LCS class consists of the Freedom variant and Independence variant, designed and built by two industry teams. The Freedom variant team is led by Lockheed Martin (for the odd-numbered hulls, e.g., LCS 1). The Independence variant team is led by Austal USA (for LCS 6 and follow-on even-numbered hulls). Twenty-nine LCSs have been awarded to date, with 15 delivered to the Navy, 11 in various stages of construction and three in pre-production states.
Program Executive Office for Unmanned and Small Combatants is responsible for delivering and sustaining littoral mission capabilities to the fleet. Delivering high-quality warfighting assets while balancing affordability and capability is key to supporting the nation’s maritime strategy.
In a deployed environment, security forces airmen perform a unique mission that differs from their traditional roles at home station. From patrolling the flightline in armored tactical vehicles to providing security for all personnel and Department of Defense assets going to austere locations in Afghanistan, the 455th Expeditionary Security Forces Squadron maintains a vigilant presence at Bagram Airfield, Afghanistan.
Security forces airmen are experts in base defense and provide support to the airfield and mission partners through offensive and defensive postures, quick response force capabilities, and fly away security teams that support C-130 Hercules missions to dangerous locations.
“Our job is to provide mission support and enable safe and secure airfield operations,” said Maj. Joshua Webb, 455th ESFS commander. “We do that by providing different security postures at different points to detect and deter enemies.”
These airmen patrol the flightline in Mine-Resistant Ambush Protected vehicles, commonly known as MRAPs, with a standard heavy weapons kit that allows sustainability in a firefight by protecting them while they defend the airfield.
They are specially trained to have a unique skillset and fundamental understanding of what it means to defend an airfield and the requirements to securely launch airfield operations. Webb said 455th ESFS airmen understand airfield operations and are better equipped to detect and defend against different types of threats in multiple domains.
“They are the first and last line of detection for the premiere counterterrorism wing,” he added.
A C-17 Globemaster III taxis to its parking spot Bagram Airfield, Afghanistan, Sept. 25, 2012.
(U.S. Air Force phot by Capt. Raymond Geoffroy)
As well as being fully capable of responding to any threat on the flightline, these airmen are trained fly away security teams, or FAST, members who provide security for personnel and equipment transiting through the region to austere locations.
“Being part of the fly away security team means these guys get more training in close quarters combat and are able to provide a flight deck denial capability,” Webb said. “We aren’t dealing with the same mission as at a home station where they do various bits of law enforcement.”
Master Sgt. Paul Vibar, 455th ESFS FAST noncommissioned officer in charge, said he enjoys the excitement of being on FAST missions and his team’s role in securing DoD assets.
“It’s about protecting people and aircraft, which is especially important in this environment,” said Vibar, who deployed from the 255th Security Forces Squadron at Anderson Air Force Base, Guam. “You never know what we’re going to find at some of these locations, so we always need to be prepared.”
Despite long hours patrolling and shift work, Webb said morale remains high because his team knows they are contributing to a worthy cause.
“Here it is nothing but mission, nothing but defense, and they find a lot of value in that,” Webb said.
Security forces airmen enable safe airfield operations and the safety of personnel at Bagram, but also back home.
“The mission we do here enables the men and women back home to be safe and secure,” Webb said. “We take the fight to the enemy and our role in that is to keep the aircraft and base personnel safe so they can perform their mission.”
Webb said he is proud of the work his airmen do each day and knows they believe in the mission.
“The expertise and mindset these airmen display on a day to day basis is unique, and that’s what allows us to adapt and overcome any issues we may encounter and mount a proper defense in the face of adversity,” he added. “I believe in my team and this mission with my whole heart.”
Although any memorial that properly honors the sacrifices of those who serve the nation is worthy of respect, some resonate with veterans more than others. Here are 7 that are popular because of what they represent and how they represent it:
The Korean War Veterans Memorial features 19 sculptures of men on patrol with all branches represented. A wall of academy black granite runs by the statues and reflects their images, turning the 19 into a group of 38. The number 38 refers to the number of months America fought in the war and the 38th parallel where the war began and ended.
The juniper branches and granite strips on the ground symbolize the rice paddies of Korea and the billowing ponchos call back to the bitter weather on the Korean Peninsula. There is also a Pool of Remembrance, an honor roll, and a dedication stone. The stone reads:
Our nation honors her sons and daughters
who answered the call to defend a country
they never knew and a people they never met
5. Vietnam Veterans Memorial Wall
“The Wall” is one of the simplest and most striking war memorials. The Vietnam Veterans Memorial Wall lists the over 58,000 American casualties of the Vietnam War by name in the order which they died. The black granite reflects visitors’ faces as they read the names, encouraging reflection and contemplation.
Because many Vietnam vets felt The Wall wasn’t enough, another statue was added to the grounds in 1984. “The Three Soldiers” statue represents the soldiers and Marines who fought in the war and is positioned so that the three men depicted in the sculpture appear to gaze on the names inscribed on the Vietnam Veterans Memorial Wall.
6. Vietnam Veterans Memorial of San Antonio
The Vietnam Veteran’s Memorial of San Antonio depicts an actual scene witnessed by Austin Deuel, an artist and Marine Corps veteran of Vietnam. It shows a radio operator looking up for an incoming Medevac helo during fighting on Hill 881 South on Apr. 30, 1967.
About 11,000 American women were stationed in Vietnam during the war there, serving primarily as nurses but also in communications, intelligence, and other specialties. The Vietnam Women’s Memorial was created to honor their sacrifice and to promote understanding of their role in providing care and comfort for the wounded.
The idea of limiting warfare and its effects on soldiers and civilians have roots that can be traced back to the American Civil War. Shortly before issuing the Emancipation Proclamation, President Abraham Lincoln issued the Lieber Code. Named for a Prussian professor from South Carolina, Lieber was a former Prussian soldier in the Napoleonic Wars, wounded at the Battle of Waterloo. He aimed to convince the Union to adjust its battlefield conduct to bring a sharper end to the war, and thus, slavery.
On April 24, 1863, President Lincoln issued the finished code as Instructions for the Government of Armies of the United States in the Field, General Order No. 100. The code featured 157 articles in 10 sections and covered everything from martial law to the treatment of deserters, women, prisoners of war, partisans, scouts, spies and captured messengers.
Prisoner exchanges, flags of truce, battlefield looting, and assassinations were also covered. Most importantly, the code governed the treatment of POWs, treatment of rebels, and the respect for human life (especially those of slaves and former slaves fighting for the Union).
The Lieber Code was the foundation text for the Hague Conventions of 1899 and 1907. Although many of the provisions of the Hague Conventions were subsequently violated during World War I, the conventions still stand as the standard for modern day arms limitation and battlefield conduct agreements.
Subsequent arms agreements include the Geneva Conventions of 1925 and 1949, The 1979 Convention on Certain Conventional Weapons, the 1993 Chemical Weapons Convention, the 1997 Ottawa Treaty, and the 2008 Convention on Cluster Munitions, to name a few.
After more than 150 years of arms control treaties, countries have invented, used, and then banned weapons designed to choke, maim, and otherwise kill warfighters in an inhumane fashion (as ironic as that sounds).
1. Poisonous Gases
There are five types of chemical agent banned for use in warfare. Blood agents are toxic and fast acting. They’re absorbed into the blood (hence the name) and cause a long, violent death, usually from respiratory failure. Phosegene Gas and Hydrogen Cyanide are two kinds of blood agent. Next are blister agents that cause severe chemical burns on the skin and eyes. Blister agents like Mustard Gas can be fatal if ingested or inhaled.
Nerve agents like VX and Sarin gases break down the neurotransmitters that make organs function. They can be inhaled or absorbed through the skin. Victims slowly lose control of their bodily functions, their limbs start jerking involuntarily, and death comes from respiratory failure. A choking agent impedes the victim’s ability to breathe, causing a buildup of fluid in the lungs, and eventually death by drowning. Phosgene gas can also be considered a choking agent. A final type in nettle agents. Nettle agents irritate the skin, but do not cause blisters.
2. Non-Detectable Fragments
The Convention on Certain Conventional Weapons bans the use of non-metallic fragment in war because they can’t be found by using X-rays. The fragments are said to cause unnecessary suffering. Surgeons have to go through the body by hand looking for these fragments
While plastic itself isn’t prohibited in weapons production, using plastic as the primary effect is.
3. Land Mines
The failure of a total ban of anti-personnel mines in the 1979 Convention on Certain Conventional Weapons led to the Ottawa Treaty, which did. This treaty doesn’t cover anti-tank mines, booby traps, and remote mines.
Say goodbye to everyone’s Goldeneye N64 fun.
Previous treaties have demanded the anti-personnel mines be able to be remotely deactivated, to shut down after a certain time period, or to be removed by the implementing party once the conflict ends.
4. Incendiary Weapons
The use of weapons designed just to burn or set fire to large areas which may be full of civilians are also prohibited. The ban covers actual flame, heat or chemical reactions, so this limits the use of flamethrowers, napalm, and white phosphorus. You can still use a flamethrower, you just can’t use it near civilians, which, on today’s battlefield, might be a tall order.
Napalm is that the substance itself isn’t banned as a weapon, but using it on anything other than a concentrated area where the enemy is using foliage as concealment is banned.
5. Blinding Laser Weapons
This covers any laser designed to cause permanent blindness, but it does say that if the laser in question just happens to cause blindness, you can’t be held responsible for that.
6. “Expanding” Ordnance
Technically, this covers “bullets which expand or flatten easily in the human body,” which were developed by the British in India at the time of the Hague Convention in 1899. The delegates to the St. Petersburg Declaration of 1868 wanted to limit warfare to only the combatants. They reasoned that if weapons were deadlier, there would be less suffering. Since exploding bullets under 400 grams would only kill one man and that ordinary bullets would do, why create exploding ones?
Today, this prohibition covers hollow-point bullets, which are designed to remain in the body and limit collateral damage.
7. Poisoned Bullets
In the earliest known arms agreement, the Holy Roman Empire and France agreed not to use poisoned bullets on each other. At the time, troops stored bullets in unclean planes, like corpses. It would be another 100+ years before the idea of germs spreading disease caught on in the medical world, so the infections caused by these bullets were a serious hazard to injured troops.
8. Cluster Bombs
A cluster bomb releases a number of projectiles on impact to injure or damage personnel and vehicles. The 2008 Convention on Cluster Munitions banned these for two reasons. First, they have wide area effects and are unable to distinguish between civilians and combatants. Second, cluster munitions leave behind large numbers of dangerous unexploded ordnance.
9. Biological Weapons
The 1972 Biological Weapons Convention was the first treaty to completely ban a whole class of weapons. It prohibits the development, production, and stockpiling of biological and toxin weapons, though has no governing body to enforce compliance.
Biological weapons are some of the oldest weapons of mass destruction known to have been used by man. The Mongols tossed rotting bodies over the city walls at the 1343 Siege of Caffa, spreading disease and infection throughout the city.
The US government and Hollywood have always been close. Washington DC has long been a source of intriguing plots for filmmakers and LA has been a generous provider of glamour and glitz to the political class.
But just how dependant are these two centres of American influence? Scrutiny of previously hidden documents reveals that the answer is: very.
We can now show that the relationship between US national security and Hollywood is much deeper and more political than anyone has ever acknowledged.
It is a matter of public record that the Pentagon has had an Entertainment Liaison Office since 1948. The Central Intelligence Agency (CIA) established a similar position in 1996. Although it was known that they sometimes request script changes in exchange for advice, permission to use locations, and equipment like aircraft carriers, each appeared to have passive, and largely apolitical roles.
When we include individual episodes for long running shows like 24, Homeland, and NCIS, as well as the influence of other major organizations like the FBI and White House, we can establish unequivocally for the first time that the national security state has supported thousands of hours of entertainment.
For its part, the CIA has assisted in 60 film and television shows since its formation in 1947. This is a much lower figure than the DoD’s but its role has nonetheless been significant.
The CIA put considerable effort into dissuading representations of its very existence throughout the 1940s and 1950s. This meant it was entirely absent from cinematic and televisual culture until a fleeting image of a partially obscured plaque in Alfred Hitchcock’s North By Northwest in 1959, as historian Simon Willmetts revealed in 2016.
When the CIA established an entertainment liaison office in 1996, it made up for lost time, most emphatically on the Al Pacino film The Recruit and the Osama bin Laden assassination movie Zero Dark Thirty. Leaked private memos published by our colleague Tricia Jenkins in 2016, and other memos published in 2013 by the mainstream media, indicate that each of these productions were heavily influenced by government officials. Both heightened or inflated real-world threats and dampened down government malfeasance.
One of the most surprising alterations, though, we found in an unpublished interview regarding the comedy Meet the Parents. The CIA admitted that it had asked Robert De Niro’s character not possess an intimidating array of agency torture manuals.
Nor should we see the clandestine services as simply passive, naive or ineffectual during the counterculture years or its aftermath. They were still able to derail a Marlon Brando picture about the Iran-Contra scandal (in which the US illegally sold arms to Iran) by establishing a front company run by Colonel Oliver North to outbid Brando for the rights, journalist Nicholas Shou recently claimed.
The (CIA) director’s cut
The national security state has a profound, sometimes petty, impact on what Hollywood conveys politically. On Hulk, the DoD requested “pretty radical” script alterations, according to its script notes we obtained through Freedom of Information. These included disassociating the military from the gruesome laboratories that created “a monster” and changing the codename of the operation to capture the Hulk from “Ranch Hand” to “Angry Man”. Ranch Hand had been the name of a real chemical warfare programme during the Vietnam war.
In making the alien movie Contact, the Pentagon “negotiated civilianization of almost all military parts”, according to the database we acquired. It removed a scene in the original script where the military worries that an alien civilization will destroy Earth with a “doomsday machine”, a view dismissed by Jodie Foster’s character as “paranoia right out of the Cold War”.
(Flickr photo by Meredith P.)
The role of the national security state in shaping screen entertainment has been underestimated and its examination long concentrated in remarkably few hands. The trickle of recent books have pushed back but only fractionally and tentatively. An earlier breakthrough occurred at the turn of the century when historians identified successful attempts in the 1950s by a senior individual at the Paramount film studio to promote narratives favorable to a CIA contact known only as “Owen”.
The new FOI documents give a much better sense of the sheer scale of state activities in the entertainment industry, which we present alongside dozens of fresh cases studies. But we still do not know the specific impact of the government on a substantial portion of films and shows. The American Navy’s Marine Corps alone admitted to us that there are 90 boxes of relevant material in its archive. The government has seemed especially careful to avoid writing down details of actual changes made to scripts in the 21st century.
State officials have described Washington DC and Hollywood as being “sprung from the same DNA” and the capital as being “Hollywood for ugly people”. That ugly DNA has embedded far and wide. It seems the two cities on opposite sides of the United States are closer than we ever thought.
Early in the morning, before the sun even had a chance to break the Oklahoma horizon and spread its rays, the soldiers assigned to the Fort Sill Artillery Half Section here are already at work mucking stalls, grooming horses, and training for their next event.
The Half Section is a special ceremonial unit responsible for carrying on the traditions of horse-drawn artillery from the era of World War I and was established at Fort Sill in 1963.
Throughout the year, the unit attends numerous ceremonies, parades, rodeos, and other events in historically accurate attire, preserving the proud history of the field artillery.
“The soldiers I receive at the Half Section do more than just shovel manure,” said Gerald Stuck, chief of the Fort Sill Artillery Half Section. “They learn in depth about the role field artillery has played in our history. They pay tribute to the soldiers who came before them by wearing nearly the same uniforms they wore. They study up on the wars and conflicts that shaped us as an Army, so when presented questions by onlookers they can answer with confidence.”
Sgt. Robert O’Steen, Half Section noncommissioned officer in charge, saddles up and rides Valcourt. Soldiers must first pass a 30-day trial period, which includes a bareback riding test.
(Photo by Dustin D. Biven)
In addition to performing at events, soldiers assigned to the Half Section are also entrusted with looking after and caring for several horses, each with their own unique personality.
“When I say the horses have their own personality, I mean it,” laughed Sgt. Robert O’Steen, Half Section noncommissioned officer in charge, who’s assigned to the 15th Transportation Company, 100th Brigade Support Battalion. “We have our playful horses, our uptight ones, and even an alpha. It’s up to us to learn and adapt our behavior to each horse specifically to build that connection needed and earn their trust.”
A Soldier assigned to the Fort Sill Artillery Half Section buffs up a Half Section belt buckle getting it ceremonially shiny.
(Photo by Sgt. Dustin D. Biven)
O’Steen went on to say that although the horses are not assigned to specific Soldiers, they always seem to pair with a soldier with a similar personality.
The Half Section is a yearlong additional tasking that places soldiers on orders to the section and provides soldiers from all over Fort Sill an opportunity to develop not just as soldiers, but as leaders.
Sgt. Robert O’Steen, Fort Sill Artillery Half Section noncommissioned officer in charge, harnesses up his horse, Valcourt, in preparation for a ceremony June 25, 2019.
(Photo by Sgt. Dustin D. Biven)
“I’ve learned a lot here at the Half Section,” said Spc. Randy Rogers, a soldier assigned to 1st Battalion, 14th Field Artillery. “Not only have I had a chance to build upon my leadership abilities by being placed in charge of training soldiers and rehearsing for events, but I’ve also been fortunate enough to learn trades like leather working and how to take care of the horses by (Mr. Stuck).”
Soldiers selected for the Artillery Half Section serve a one-year tour at Fort Sill, Okla., providing them professional development and enhanced leadership skills, along with the opportunity to serve beside some magnificent horses.
(Photo by Sgt. Dustin D. Biven)
Once soldiers have completed their time at the Half Section, they bring back to their units a years’ worth of unique experiences that could greatly improve upon their professional development and leadership potential as well as the soldiers they may mentor and train.
Soldiers assigned to the Fort Sill Artillery Half Section spend time polishing and preparing the French 75mm field gun in preparation for a ceremony June 25, 2019.
(Photo by Sgt. Dustin D. Biven)
So the next time you find yourself on Fort Sill, be sure to take the time to visit the soldiers and horses of the Fort Sill Artillery Half Section and learn more about the history of the artillery within the Army and how, with help from our four-legged friends, we became the world’s most lethal fighting force.
Anyone can get in movie-star shape. All it requires is working out every day for two to four hours, skipping carbs, hiring trainers, and having a Hollywood studio foot the bill and then pay handsomely for your time. It’s how Ryan Reynolds and his superhero peers look the way they do on the big screen. That’s not to say their workouts aren’t impressive. They’re typically the kind of upper-body-heavy exercise routines that only someone who does this for a living could finish. Because of this, they’re worth following.
Take the workout that Reynolds was tackling while filming “Deadpool 2.” When he enlisted celebrity trainer Don Saladino to create a routine that would build muscle, add definition, and improve overall fitness, he got what he asked for. Saladino designed a variety of circuit-style workouts that covered most major muscle groups with a focus on the upper body. While he didn’t report how often he worked out, let’s just say he ended up looking like a pretty unrealistic dad of two in the end. Mission accomplished.
What does this have to do with us mere mortals? Well, the workouts Reynolds did are pretty great for full-body strength and agility because (little known fact) Reynolds does a lot of his own stunt moves. But, yeah, it’s too hard. We get that. Which is why we took the principles from one of the sample workouts he shared with Men’s Health, and dumbed it down for us regular dads. Here’s your streamlined version, with moves modified to fit the schedule and skills of everyday dads.
(Twentieth Century Fox Film Corporation)
Reynolds’ version: 15 minutes of stretching, foam rolling, and deep breathing.
Your version: Your time is precious, so you can do this 3 minutes. Stand with feet wide apart. Reach arms overhead, inhale deeply. Exhale and release, bending your knees and allowing your torso to fall forward so that your hands rest on the floor. From here, bend your right knee deeply, shift weight to right side, and move into a side lunge. Hold as you breathe in and out. Shift weight to left side and repeat. Return to center, straighten your back and legs and raise arms out the side. Twist right, then left, five times. Relax — you’re ready to go.
Move #1: Kettlebell swing
This full-body move works your arms, back, glutes, and quads. Start standing with feet hip-width apart. Hold the handle of a kettlebell with both hands, arms straight in front of your body. Bend your knees into a squat, and let the kettlebell drift back between your legs, keeping your back straight. With a single movement, push through your heels and explosively return to a standing position, allowing the kettlebell to swing forward so it reaches chest height as you do. That’s one rep.
Reynolds’ version: 5 reps with as heavy a weight as possible.
Your version: You can nearly keep up here! Make it 3 reps with a 25-pound weight.
Move #2: Front squat
Start standing, feet hip-width apart and toes slightly turned out. Hold a barbell with both hand (palms facing forward and tilted upward) just below your chin. Bend knees and allow your hips to drift back as if you were sitting in a chair. Keep back straight. Aim to get your quads parallel to the floor, but stop lowering as soon as you feel your form begin to slip. Return to standing to complete one rep.
Reynolds’ version: 5 reps with a heavy weight (about 85% of a max load)
Dad’s version: Keep it at 5 reps, but skip the weight altogether and go for air squats. Focus on the form — that’s what really matters here.
Lie back on a flat bench, holding the barbell above your chest with an overhand grip, arms straight. Keep hands shoulder-width apart. Bend elbows, keeping them close by your sides, and lower bar to chest height, then straighten again.
Reynolds’ version: 5 reps with a weight that is probably more than you can lift, placing hands close together to increase difficulty.
Dad’s version: Let’s go with 3 reps using a weight that’s about 75% of your max load (roughly around 150 if you’re a 200-pound guy, although it’s a wide range). Place hands slightly wider than shoulder-width to help with bar stability — even wider if you’re new-ish to the move.
Move #4: Pull-up
Stand in front of the pull-up bar and grab it with an overhand grip. Keeping your back straight and eyes focused on the wall just above eye level, bend arms as you hoist your chin over the bar, then straighten back down.
Reynolds’ version: 5 reps maintaining a plank position with his body (i.e. board-straight) and fully extending arms with every lowering.
Your version: Stick with the 5 reps, but use an assist. See that resistance band? Tie it around the bar so it creates a long loop. Place your feet inside the loop, allowing band to stretch as you lower your body, then add support as you lift yourself up. Another alternative: Perform reverse pull-ups by gently jumping off the floor to begin in a contracted position, chin above the bar, then feel the burn as you lower yourself down to the floor.
Reynolds did various versions of the weighted walk in his workout to prep for “Deadpool 2” — it’s one of the most efficient ways to build overall strength and tone your muscles. You can choose between a suitcase carry (carry dumbbells or kettlebells down by your sides), overhead carry (raise the weight directly over your head, arm straight, doing one arm at a time as you walk), or bottom-up carry (bend your arm at a 90 degree angle in front of you and carry the kettlebell upside-down by its handle so that the weighted endpoints up into the air). In all cases, focus on good form.
Reynolds’ version: 5 reps of 75-foot carries with a weight that is 35-40 pounds.
Your version: Challenge yourself here with 3 reps of 50-foot carries. Still, don’t go too heavy. Start with 25 pounds and work up from there.
Rest and repeat
Reynolds’ Version: No rest for Merc with a Mouth. Do this circuit five times in a row.
Your version. Take 30 seconds between reps and 5 minutes between sets. You’ve earned it. Start by hitting this circuit twice and work your way up from there (capping at four).
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
Ed Timperlake was VA assistant secretary for Public and Intergovernmental Affairs from 1989 to 1992, and served in the U.S. Marine Corps as a fighter pilot and squadron commander.
One of the little-known facts of the wars in Afghanistan and Iraq is that the nature of combat wounds has changed dramatically.
For most of human history, the most common combat wound was a piercing injury. Primitive spears, the Roman gladius, medieval lances and bullets all create piercing wounds, and battlefield medicine was largely focused on treating these types of injuries.
As an assistant secretary for the U.S. Department of Veterans Affairs during the George H. W. Bush administration, I saw up close how VA health care responded to the after-effects of these combat wounds. But in the years since, veteran care reflects an entirely new and complex type of injury.
Most of these troops have returned to duty, but one of the most common and least seen aspects of these injuries is hearing loss. The auditory sense is highly vulnerable to explosive mechanisms and, unlike most of the human body, many tissues associated with hearing do not regenerate themselves. When they are destroyed, they are destroyed forever. Tinnitus, otherwise known as ringing in the ears, while less serious than absolute hearing loss, is still harmful in the long term and is pervasive among troops serving in Afghanistan and Iraq.
Hearing loss is personal for my family. One of my nieces was born with significant hearing loss, and another is pursuing her doctorate at Gallaudet University, developing better ways to accurately test and address hearing loss. My own hearing has been degraded due to military noise. I can never forget the roar that reverberated through my head the first time I was catapulted from the deck of an aircraft carrier. As a young Marine Corps fighter pilot, the “scramble orders” I and my squadron mates received in response to threats from Cuban MiGs resulted in ear-shattering experiences with every sortie, for months at a time.
Today, more than 1.25 million veterans suffer from hearing loss, with nearly two million suffering from tinnitus. Combined, they represent the top two service-connected disabilities addressed by the VA. To its credit, the VA is doing a good job of addressing the problem with hearing conservation programs and high-tech hearing aids.
But the Defense Department is playing catch-up on the issue. After having issued faulty hearing protection to active-duty forces over the past decade, leading to countless cases of unnecessary hearing loss, the Pentagon is now testing several different styles of hearing protection for troops in the field, and confidence is high that the next generation of combat hearing protection will represent a substantial improvement.
Once these troops muster out of uniform and transition to veteran status, a large part of the challenge in helping these vets with hearing loss is technological. Low-cost hearing aids that simply amplify sound do little good, often making background noise too loud to provide any meaningful improvement in hearing conversation, music and other audible intelligence.
The private sector is making good progress on developing and improving this technology with Bluetooth capabilities and even fitness trackers, offering hope to veterans with hearing loss as they re-acclimate to civilian life.
The prospects for better hearing protection and improved service to veterans with hearing loss and tinnitus is encouraging. But we have to keep our eye on the ball to make sure our warfighters get the combat gear they need, and that veterans receive the care they earned through their sacrifice.
President Donald Trump said June 12, 2018, that North Korea has committed to returning the remains of the missing from the Korean War, giving hope to the families of more than 7,800 service members that they will finally get a full accounting.
Trump said North Korean leader Kim Jong-un agreed to the “immediate repatriation” in a last-minute deal reached at their historic summit in Singapore.
The issue of the missing-in-action had had been pressed on him by the families, and he went into the matter in “great detail” with Kim during their discussions, Trump said at a news conference before leaving Singapore.
“I must have had just countless calls and letters and Tweets, anything you can do — they want the remains of their sons back,” he said of the families.
“They want the remains of their fathers, and mothers, and all of the people that got caught into that really brutal war, which took place, to a large extent, in North Korea,” Trump said. “And I asked for it today, and we got it. That was a very last minute. The remains will be coming back. They’re going to start that process immediately.”
(U.S. Army Korea Media Center official Korean War online video archive)
“But so many people, even during the campaign, they’d say, ‘Is there any way you can work with North Korea to get the remains of my son back or my father back?’ So many people asked me this question,” he said.
“And, you know, I said, ‘Look, we don’t get along too well with that particular group of people.’ But now we do. And he agreed to that so quickly and so nice — it was really a very nice thing, and he understands it. He understands it,” Trump said of Kim.
The joint statement signed by Trump and Kim stated: “The United States and the DPRK [Democratic People’s Republic of Korea] commit to recovering POW/MIA remains, including the immediate repatriation of those already identified.”
The general statement on “immediate repatriation” could refer to remains North Korea already has in storage but were never returned after joint recovery efforts were suspended in 2005 amid the political impasse over North Korean provocations and advances in its missile and nuclear programs.
“We must have hope that this agreement will finally bring peace to the peninsula and help bring closure to thousands of families of missing American servicemen from the Korean War,” Keith Harman, national commander of the VFW, said in a statement. “Now the hard work to bring the initiative to fruition begins.”
A joint declaration after the first meeting between a U.S. president and a North Korean leader called the summit “an epochal event of great significance in overcoming decades of tensions and hostilities between the two countries and for the opening up of a new future.”
South Korean President Moon Jae-in, whose efforts were crucial in bringing Trump and Kim together, said there would be no turning back on an agreement that held out the prospect for lasting peace on the peninsula.
“Building upon the agreement reached today, we will take a new path going forward. Leaving dark days of war and conflict behind, we will write a new chapter of peace and cooperation. We will be there together with North Korea along the way,” Moon said in a statement.
On June 6, 2018, South Korea’s Memorial Day, Moon said the return of the remains of missing Americans and the estimated 120,000 South Koreans also missing from the 1950-53 war was a top priority for the Trump-Kim summit.
“When the South-North relations improve, we will push first for the recovery of remains in the Demilitarized Zone,” the 154-mile-long, 2.5-mile-wide area separating the two Koreas, Moon said.
According to the Defense Department’s POW/MIA Accounting Agency, more than 7,800 Americans have not been accounted for from the war, and about 5,300 of that total are believed to have been lost in battle in North Korea or buried at prisoner-of-war camps.
Past recovery efforts have centered on the area around the Chosin reservoir, scene of a horrific battle in the winter of 1950 in which Marine and Army units fought against encirclement by Chinese forces.
This article originally appeared on Military.com. Follow @military.com on Twitter.
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.
Christopher Roybal, one of the 59 people who died in the horrific shooting on the Las Vegas Strip on Sunday night, posted a harrowing message on his Facebook account, months before his death.
The public Facebook post, dated July 18, began with the ominous question that many war-time veterans dread: “‘What’s it like being shot at?'”
“A question people ask because it’s something that less that 1% of our American population will ever experience,” Roybal’s post said. “Especially one on a daily basis. My response has always been the same, not one filled with a sense of pride or ego, but an answer filled with truth and genuine fear/anger.”
Based on photos, the 28-year-old US Navy veteran appeared to have served in Kandahar, Afghanistan, with the 25th Infantry Division, a US Army division that has seen heavy fighting in both Iraq and Afghanistan.
Roybal then goes on describing his first firefight and the lingering effects that appeared to resonate — long after his return home:
“Finishing up what was supposed to be a quick 4-hour foot patrol, I remember placing my hand on the [armored vehicle] and telling [“Bella”] how well she did. Hearing the most distinct sounds of a whip cracking and pinging of metal off of the vehicle I just had my hand resting on is something that most see in movies.
I remember that first day, not sure how to feel. It was never fear, to be honest, mass confusion. Sensory overload…followed by the most amount of natural adrenaline that could never be duplicated through a needle. I was excited, angry and manic. Ready to take on what became normal everyday life in the months to follow. Taking on the fight head on, grabbing the figurative “Bull by the horns”.
Unfortunately, as the fights continue and as they as increase in numbers and violence, that excitement fades and the anger is all that’s left. The anger stays, long after your friends have died, the lives you’ve taken are buried and your boots are placed neatly in a box in some storage unit. Still covered in the dirt you’ve refused to wash off for fear of forgetting the most raw emotions you as a human being will ever feel again.”
So far, his post has received nearly 900 likes.
“What’s it like to be shot at? It’s a nightmare no amount of drugs, no amount of therapy and no amount of drunk talks with your war veteran buddies will ever be able to escape,” Roybal’s post said. “Cheers boys.”
Roybal was at the country music festival celebrating his birthday with his mother, Debby Allen, when he was shot in the chest. The two were separated amid the chaos, according to KABC.
Although a fireman was present after Roybal was shot, he was unable to revive him due to the sustained rate of fire from the shooter, Allen said.
“He saw Christopher take his last breath,” Allen said.
“Today is the saddest day of my life,” Allen wrote in a Facebook post. “My son Christopher Roybal was murdered last night in Las Vegas. My heart is broken in a billion pieces.”
If you’ve had difficulty recovering from combat trauma, Captain Danny Maher, USMC (Ret), and best friend, Sergeant Ryan Loya, USMC have a prescription: camping, karaoke, and going on a 22-mile hike in your underwear.
Really? Let’s back up.
Ryan’s comrade in arms Sgt. Jeremy Sears committed suicide on Oct. 6, 2014 and six months later, Danny’s good friend L.Cpl. Artem Lazukin took his own life on March 29, 2015. Both men suffered from combat PTSD.
The loss of these two brave souls was profound, but in typical military style, Ryan and Danny decided to go to work. The conclusion that they came to: hanging out with guys who have experienced war and having a good belly laugh in the face of adversity is damn fine medicine.
What started as the “Silkies Hike, 22, with 22, for the 22”, a 22-mile hike for vets on July 25, 2015, has become a nationwide community 20,000 strong. The number 22 is significant because it is estimated that 22 vets commit suicide each day in the US.
Sporting official Irreverent Warriors “ranger panties”, these guys go on excursions that take them out into nature (or sometimes right through the city) where they can goof off, bond, and get a little respite from the demands of civilian life.
To get a sense of just how outrageous these guys are, check out this video:
While the event is high-spirited, the goal is a serious one: to let other vets know that they are not alone, that help is available, and that suicide is not the answer. It also helps spread awareness among the civilian population to ensure these brave men and women get the support they need.
The US Department of Veterans Affairs estimates that PTSD affects 31% of veterans and there is a substantial link between combat injuries, PTSD and suicide.
There are many things you can do if you experience PTSD symptoms, which include:
Reliving the trauma
As one vet put it, “You forget how to have fun.”
The first step in conquering PTSD is knowing that there is no way to think your way out of it. It’s actually your body’s sophisticated method of protecting you, a response known as “fight, flight, or freeze”. It’s got nothing to do with bravery and everything to do with having a fully functioning parasympathetic nervous system.
Though we have made remarkable headway as a nation in understanding the threat of PTSD and its relationship to suicide, often, family members do not grasp the effects combat has on our minds and bodies. What starts off as a legitimate medical condition can spiral out and destabilize the dynamics of our homes.
The Irreverent Warriors are not just a good group of guys willing to help and have fun, they also partner with other military-friendly organizations that supply vets with much-needed services, everything from buying a home to starting a business.
Brotherly love and humor is not the cure-all for PTSD, but it can go a long way in speeding up the healing process and preventing tragedy. If you or a veteran family member is exhibiting symptoms of PTSD, reach out to the big-hearted guys at Irreverent Warriors.