Senior Chief Special Warfare Operator (SEAL) Edward Byers, Jr. has never sought the limelight in the more than 17 years that he’s been in the Navy, but today the eyes of the nation were on him as he received the Medal of Honor from President Obama in a ceremony at the White House.
Byers was part of a SEAL Team Six rescue team sent to rescue an Dilip Joseph, American doctor and aid worker who’d been taken hostage by the Taliban. During the mission, Byers showed extreme courage and warfighting prowess by continuing into a room and shielding the doctor while taking out two insurgents after the SEAL in front of him, Petty Officer 1st Class Nicolas D. Checque, was hit by fire in the doorway.
The justification for the Medal of Honor was based largely on the Joseph’s testimony as captured in his book Kidnapped by the Taliban: A Story of Terror, Hope and Rescue by SEAL Team 6, which was published in 2014. In the book Joseph writes that he was sure his Taliban captors were going to kill him before the SEALs showed up.
The ceremony at the White House was attended by many members of the special operations community as well as other Medal of Honor recipients. Byers family was also present in force. During his remarks President Obama noted that in addition to the SEAL’s immediate family almost 50 members of his extended family were in attendance.
Obama also joked that Byers’ mother first question when she heard her son was receiving the Medal of Honor was, “Can I go to the ceremony?” Focusing on her in the audience the East Room, the president smiled and said, “Yes, mom, you can go.”
Byers has deployed 11 times since 9-11. His previous awards include the Bronze Star and two Purple Hearts. He is the eleventh living recipient of the Medal of Honor since 9-11.
SEAL Team 6, officially known as DEVGRU, which is short for “Development Group,” is a very secretive part of the special operations community used for the Pentagon’s most sensitive missions. DEVGRU came to the public’s attention in 2011 during Operation Geronimo, the mission to take out Osama Bin Laden in Pakistan.
Marrying someone in the military comes with a lot of “stuff.” Some of that stuff is so beautiful – like watching your service member put on their uniform and promising to protect this country – that it takes your breath away. Being married to a soldier, sailor, airman, Marine, Guardsman or Coastie is something that will absolutely enrich your life beyond your wildest dreams. But attached to the beautiful things are some harder parts of the military spouse life.
Walking through the journey of a military spouse comes with challenges. You will be faced with increased responsibilities and continual life changes. From learning the military lingo, acronyms, the ins and outs of Tricare, or managing an overseas PCS, the “opportunities” to learn are endless. But out of all the things to understand and navigate in military life, the most important thing to learn is how to not lose something really, really, important: yourself.
Much of this loss of identity comes initially due to the level of pride felt for your husband or wife’s service to the county. It is a life-changing and awe-inspiring thing to be a part of. Being involved as a military advocate or volunteering your time is an honorable thing, as long as you are doing it for the right reasons. It isn’t altogether uncommon for military spouses to completely lose their voice and sense of self. They get stuck behind their service member’s uniform. The key thing to remember is that you aren’t the one wearing it. They are.
Many military spouses stop going to school, working, or striving toward whatever their dreams were before they said: “I do.” Pair that with deployments and the stress of managing life alone can lead to depression, isolation, and unhappiness. A 2019 study found that 7% of female military spouses meet the criteria for depression, as compared to only 3% of females in the general population. That same study also showed higher rates of addiction to alcohol and binge drinking for military spouses.
For many military spouses, it is hard to recognize who they were before they married their service member. It’s much easier to press pause on your own life and wait for the mission to be complete. But when you do this, you miss so many of life’s opportunities in the process. With this loss of identity comes resentment, which can lead to divorce. The divorced military spouse has a new set of challenges, typically with children to support, no education, and a sparse resume. Now, these spouses have lost something they gave absolutely everything to: their military spouse title. Don’t let this be you.
Your service member will be working toward continual advancement in rank during their military career. You should also be living a life of purpose, intentionality, and advancing in your own growth right along with them. You only get one life, go live it!
Here are 6 ways for military spouses to keep their own identities:
Have the goal conversation before you get married
Be raw and honest with your service member. Lay out your goals for your future and plan for them together. All of them. It is advisable that you write them down and post them somewhere visible – this will be an accountability reminder for both of you.
Prepare to get creative
The military is going to change the path to your goals. Probably more than once, and yeah, it really sucks. Embrace the suck and have a plan b, c, and d. Your goals are worth it. You are worth it.
Don’t ever stop learning
This is the number one mistake military spouses make. If you are in school when you meet your service member, don’t you dare stop going. Also, see above.
Swallow your pride and use the resources
As a military spouse, you will have so much support; say yes to all of the things.
Military spouse scholarships are everywhere to help you pay for schooling. Don’t be too proud to apply.
Career counseling and resume building assistance will be available to you. Go make your appointment.
Dr. Jill Biden, wife of Vice President Joe Biden, and Navy Adm. Mike Mullen, chairman of the Joint Chiefs of Staff, talk during the kickoff of the Military Spouse Employment Partnership.
Network with other military spouses who are in your wheelhouse. They get it and will help you navigate your journey more successfully. This is one of the military life’s most beautiful blessings; that instant connection with the military community. Life is better with MilSpouse besties.
Want to be a stay at home parent or military spouse? Do it right.
If being in this role makes your heart sing – go for it! Do what sets your soul on fire; do not settle or give up your own personal dreams for your future. If being a stay at home parent or spouse is your jam, go all in. Make sure you own that choice, and you are making yourself happy. No one, not even your uniformed service member, can do that for you.
(Editor’s Note – The following is an updated repost of a story on the USAF School of Aerospace Medicine Epidemiology Reference Laboratory at Wright Patterson Air Force Base in Dayton, Ohio, which was originally published on March 27, 2018. It contains new information on the lab’s mission during the COVID-19 pandemic.)
The United States Air Force School of Aerospace Medicine’s epidemiology laboratory is the Air Force’s sole clinical reference laboratory, and as such, is testing and processing samples of COVID-19 sent from military treatment facilities around the world.
The lab was authorized by the Defense Health Agency to test samples from Department of Defense beneficiaries for COVID-19 in early March, and received its test kit from the Centers of Disease Control and Prevention shortly after.
“The USAFSAM Epi Lab is currently working long hours, testing and processing samples of COVID-19 that are coming in from MTFs globally,” said Col. Theresa Goodman, USAFSAM commander. “If you ask anyone on this team how they’re doing, they’ll tell you they’re fine–that they’re just doing their jobs. But I couldn’t be more proud of them right now — their selfless and tireless dedication to this mission. COVID-19 testing is our primary mission right now and the members of the Epi Lab are my front line to this fight.”
USAFSAM’s epidemiology laboratory, nested in the Air Force Research Laboratory’s 711th Human Performance Wing, has a long history of testing and identifying various infectious respiratory diseases, including those that occur on a regular basis like influenza, and the ones similar to COVID-19 that become a public health issue, spreading globally. Because of this, the team works closely with the CDC and other agencies.
Col. Theresa Goodman
“We have been in operation for approximately 30 years, and therefore involved with many other infectious disease outbreaks, for example SARS,” said Col. Dana Dane, USAFSAM Public Health Department chair.
This laboratory is only authorized to test samples coming in from DoD beneficiaries, but those outside this demographic have the support of their state public health departments for testing purposes. USAFSAM is working closely with public health professionals across the DoD, as well as with the CDC as the situation evolves. Per CDC guidelines, reference laboratories are no longer required to submit samples to the CDC for further testing and final confirmation. If the tests do show as positive, the USAFSAM Epi Lab marks the sample “confirmed positive.”
USAFSAM’s laboratory is not participating in vaccine development. It also is not the type of laboratory where people go to get blood drawn, nasal swabs, etc., like a CompuNet or clinic at a doctor’s office or in a hospital. USAFSAM’s clinical reference lab is set up to receive these samples from military treatment facilities. They run the tests on those samples and log the data.
“We’re all sensitive to those around the world who are grieving losses due to this awful virus as well as to others who are just downright scared. Our hearts go out to you,” said Goodman. “But just know that our epidemiology laboratory here in USAFSAM is waiting at the door 24/7 for any and all samples that come in from our DoD family.
Goodman also stated that the team is lockstep with public health personnel around the world as well as with our partners at the CDC.
“We truly are all in this together,” she said. “Fighting this virus will take all of us doing our part–from those staying at home washing their hands a little more often and checking on neighbors to USAFSAM’s public health team testing samples and getting the data where it needs to go.”
THE DISEASE DETECTIVES (ORIGINAL POST – MARCH 27, 2018 )
After slowly using a blade to cut through thick tape, a technician in a protective gown and glasses opens the flaps of a cardboard box revealing a polystyrene container. As her gloved hands cautiously remove the lid, a wisp of vapor rolls slowly over the edge of the box, clinging to its surface as it descends onto the tabletop.
The technician gingerly reaches through the fog and removes a plastic bag filled with clear vials from the container. This process is repeated over a hundred times each morning as carts filled with boxes of clinical patient specimens arrive at the U.S. Air Force School of Aerospace Medicine’s Epidemiology Laboratory Service at the 711th Human Performance Wing at Wright Patterson Air Force Base, Ohio.
Created in 1990, the Epi Lab, as it is referred to at USAFSAM, focuses on clinical diagnostic, public health testing and force health screening, performing 5,000 to 8,000 tests six days a week (or about 2.1 million tests a year) for clinics and hospitals treating active duty service members, reservists and National Guard members and their dependents and beneficiaries.
The data collected from these tests not only enables the analysis of disease within the joint force, but is shared with civilian public health agencies contributing to the tracking of diseases, such as influenza and sexually transmitted diseases (STDs), as well as supporting disease prevention efforts, such as the formulation of vaccines.
While the lab receives most of its medical samples from Air Force bases around the world, it also tests specimens sent by Navy and Army hospitals and clinics, totaling more than 200 military medical facilities around the globe.
The Epi Lab’s workload is a result of its efficiency and economics, according to Elizabeth Macias, Ph.D., a clinical microbiologist, and director of the Epi Lab.
Elizabeth Macias, Ph.D., is a clinical microbiologist, and director of the Epidemiology Laboratory Service, also known as the Epi Lab, at the 711th Human Performance Wing’s United States Air Force School of Aerospace Medicine and Public Health at Wright Patterson AFB, Ohio. The lab, which receives between 5,000 and 8,000 samples, six days a week, for analysis, routinely reports results to Department of Defense hospitals and clinics around the world within 48 hours of a sample being shipped to the lab.
“A lot of the testing is very specialized, and in some cases can be very expensive. Many of our Air Force clinics and laboratories are small and don’t have the personnel to do that kind of thing or the funding to get all the specialized instruments that we have,” Macias said. “Our personnel are comprised of military, government civilians and contractor civilians, so we have the expertise and the personnel to handle the workload.”
Nearly 30 people work throughout the morning, removing samples packed in dry ice from their boxes, ensuring the patient information on the specimen tubes and paperwork match the orders on the computer system and then re-labeling them for the lab’s computer system before sending the samples to the appropriate testing departments.
“The laboratory consists of three branches; Customer Support, Immunodiagnostics and Microbiology. Immunodiagnostics and Microbiology perform testing, such as immune status and screening for STDs, like Human Immunodeficiency Virus (HIV), gonorrhea, syphilis and hepatitis and some other serology assays,” said Tech. Sgt. Maryann Caso, noncommissioned officer in charge of the immunodiagnostic section of the Epi Lab.
Just over a year ago, the Epi Lab adopted fourth-generation HIV testing, which enables the lab to detect an HIV infection two weeks sooner after a patient is exposed. This newer technology allows patients to receive treatment and counseling sooner.
There is a constant flow of samples requiring STD screening and immune status testing, as these are gathered as part of the in-processing screening for each new service member. The tests help screen for potentially infectious diseases as well as establish a baseline of antibody types and levels for each new recruit to precisely target which vaccines they need.
“For example, all the new recruits are tested for measles, mumps, and rubella. So if they have antibodies to those diseases then they’re not vaccinated again. This saves the Department of Defense because they don’t waste manpower and money to vaccinate somebody that is already protected against those diseases,” Macias said.
The lab has become more efficient and safer for laboratory technicians after the installation of an automated testing system last year.
Laboratory technicians unpack and log in blood serum, fecal, urine or respiratory samples which arrive from U.S. Air Force hospitals and clinics around the world, as well as some other Department of Defense facilities Jan. 30, 2018. The Epidemiology Laboratory Service, also known as the Epi Lab, at the 711th Human Performance Wing’s United States Air Force School of Aerospace Medicine and Public Health at Wright Patterson AFB, Ohio, receives 100-150 boxes a day, six days a week. The lab, which tests between 5,000 and 8,000 samples daily, is a Department of Defense reference laboratory offering clinical diagnostic, public health, and force health screening and testing.
“The samples come in now and are put on an automated line. It will actually uncap the sample, spin it down, aliquot it (divide the sample into smaller portions for multiple tests) and sort it to whatever section and analyzer it needs for a particular test,” Caso said.
“Before, our techs had to manually uncap the tubes, aliquot the samples and sort them. When you have thousands of samples that you have to uncap and then recap by hand, you get repetitive-motion injuries to the wrist – such as carpal tunnel. The whole idea is to have automated processes and to eliminate or mitigate pre-analytical errors, such as specimen contamination.”
Once tested, the results are automatically returned to the submitting hospital or clinic via computer, unless the system notifies a technician to intervene and manually certify the test result.
“Specimens are collected at hospitals and clinics around the world and sent to us,” Macias said. “We receive the boxes within 24 hours and most of the results are completed within 24 hours… So, generally, we get those results back to the submitting clinic within 48 hours from when they are shipped to us, so the docs can then treat their patients appropriately and with a good turnaround time.”
In addition to the immunology testing that is performed in the lab, the Microbiology branch performs testing on bacterial cultures, examines fecal samples for parasites that cause intestinal disease, and performs influenza testing.
The Air Force began an influenza surveillance program in 1976 to collect data about disease and its spread in response to an outbreak of what was called “Bootcamp Flu.” In the close quarters of basic training, the virus spread through many barracks, according to Donald Minnich, technical supervisor for the Virology and manual testing section at the Epi Lab.
Donald Minnich, technical supervisor for the manual testing section, oversees the influenza surveillance program at the Epidemiology Laboratory Service, also known as the Epi Lab, at the 711th Human Performance Wing’s United States Air Force School of Aerospace Medicine and Public Health at Wright Patterson AFB, Ohio.The lab identifies and sequences the genome of influenza samples received from U.S. Air Force hospitals and clinics around the world, as well as other Department of Defense facilities. The data collected on active flu strains contributes about 25 percent of the total data used by the Centers for Disease Control and Prevention to formulate its yearly influenza vaccine.
To combat illness, recruits needed to be regularly monitored, giving birth to Operation Gargle, in which recruits gargled with a solution and spit it back into a specimen cup which was then tested for influenza and other respiratory pathogens.
The Air Force program is now part of the Defense Health Agency’s Global, Laboratory-Based Respiratory Pathogen program which grows, sequences and collects data on influenza, parainfluenza, adenovirus and the Respiratory Syncytial Virus, or RSV.
The flu surveillance program at the Epi Lab has approximately 95 submitting laboratories scattered across the continental United States and the globe, from deployed areas to Europe, Japan and Guam.
In a typical flu season, the surveillance program receives between 5,000 and 6,000 specimens. This year, the Epi Lab has received 5,000 specimens in just the first few months of the flu season, according to Minnich.
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.
Making uniforms for Army Soldiers isn’t just for the big clothing manufacturers anymore. Now, there are others on the job, including 100 Goodwill employees in South Florida. Back in 2018, the Army decided on a new dress uniform. Of course, we all know this change was just one of many that the Army has instituted over the years. The latest iteration of Army uniforms is a vintage style that resembles those of World War II. As of early 2021, they are finally turning from vision into reality. They’re called the Army Green Service Uniforms (AGSU) and they’re coming to a post near you – soon.
But as we all also know buying new uniforms ALL THE TIME can get expensive — like really expensive. A recent trip to Clothing and Sales for a price check showed that outfitting yourself in the Pinks and Greens is going to cost about $650 with alterations. YIKES. So for those of us that don’t want to shell out that kind of dough, here’s an alternative.
Sewing their way into the hearts of US Soldiers
The Goodwill employees in South Florida on the job are honored to be a part of the making of these uniforms. Walter Anderson says he feels like it’s a privilege to participate in the military process in any way he can. He knows Soldiers put their lives in danger for America. So, he’s happy to do what he can to reciprocate their service. In this case, that means sewing their new uniforms.
Goodwill’s vice-president of manufacturing Edward Terris noted that the workers feel a strong connection being able to do their part with something tangible to support the troops. Sewing the uniforms is an additional way to show their patriotism beyond just being a patriotic person.
Giving back to the military just feels good
Terris also brought up the fact that Goodwill hires many people with employment barriers and disabilities. For these populations, having the chance to do work they truly find meaningful is really important in building confidence and feeling pride in what they do. They will be able to walk away from this experience knowing they contributed and made a difference on a national level. Giving back to the US Military, knowing your work is of service to them, is no small feat for anyone.
Their Goodwill is going global
The Goodwill employees of South Florida are in the process of making 1,000 shirts and 300 hats for both the men and women of the US Army. As they finish batches of uniforms, they ship them out across the US. They will complete their sewing work by the end of February 2021.
Russia has positioned a considerable naval armada in the Mediterranean near Syria after accusing the US of plotting a false-flag chemical-weapons attack in rebel-held areas — and it looks as if it’s preparing for war with the US.
A Russian Defense Ministry spokesman, Maj. Gen. Igor Konashenkov, recently said the US had built up its naval forces in the Mediterranean and accused it of “once again preparing major provocations in Syria using poisonous substances to severely destabilize the situation and disrupt the steady dynamics of the ongoing peace process.”
But the Pentagon on Aug. 28, 2018, denied any such buildup, calling Russia’s claims “nothing more than propaganda” and warning that the US military was not “unprepared to respond should the president direct such an action,” CNN’s Ryan Browne reported. Business Insider reviewed monitors of Mediterranean maritime traffic and found only one US Navy destroyer reported in the area.
International investigators have linked Syria’s government to more than 100 chemical attacks since the beginning of Syria’s civil war, and Russia has frequently made debunked claims about the existence or perpetrators of chemical attacks in Syria.
Anna Borshchevskaya, an expert on Russian foreign policy at the Washington Institute for Near East Policy, told Business Insider that Moscow was alleging a US false flag possibly to help support a weak Syrian government in cracking down on one of the last rebel strongholds, crackdowns for which chemical attacks have become a weapon of choice.
“Using chemical weapons terrorizes civilians, so raising fear serves one purpose: It is especially demoralizing those who oppose” Syrian President Bashar Assad, Borshchevskaya told Business Insider, adding that Assad may look to chemical weapons because his conventional military has weakened over seven years of conflict.
Since President Donald Trump took office, the US has twice struck Syria in response to what it called incontrovertible evidence of chemical attacks on civilians. Trump’s White House has warned that any further chemical attacks attributed to the Syrian government would be met with more strikes.
Russian Akula-class submarine Vepr (K-157).
Looks like war
This time, Russia looks as if it’s up to more than simply conducting a public-relations battle with the US. Russia’s navy buildup around Syria represents the biggest since Moscow kicked off its intervention in Syria with its sole aircraft carrier in 2015.
But even with its massive naval presence, Moscow doesn’t stand a chance of stopping any US attack in Syria, Omar Lamrani, a military analyst at the geopolitical-consulting firm Stratfor, told Business Insider.
“Physically, the Russians really can’t do anything to stop that strike,” Lamrani said. “If the US comes in and launches cruise missiles” — as it has in past strikes — “the Russians have to be ideally positioned to defend against them, still won’t shoot down all of them, and will risk being seen as engaging the US,” which might cause US ships to attack them.
Lamrani said that in all previous US strikes in Syria, the US has taken pains to avoid killing Russian forces and escalating a conflict with Syria to a conflict between the world’s two greatest nuclear powers — “not because the US cannot wipe out the flotilla of vessels if they want to,” he said, but because the US wouldn’t risk sparking World War III with Russia over the Syrian government’s gassing of its civilians.
“To be frank,” Lamrani said, “the US has absolute dominance” in the Mediterranean, and Russia’s ships wouldn’t matter.
If Russian ships were to engage the US, “the US would use its overwhelming airpower in the region, and every single Russian vessel on the surface will turn into a hulk in a very short time,” Lamrani said.
So instead of an epic naval and aerial clash, expect Russia to stick to its real weapon for modern war: propaganda.
The US would most likely avoid striking Syria’s most important targets, as Russian forces integrated there raise the risk of escalation, and Russia would most likely then describe the limited US strike as a failure, as it has before.
According to a report from BreakingDefense.com, the situation’s gone from a bad deficit of 1,500 pilots this summer, to an ugly shortage of 2,000 pilots. To combat this shortage, the Air Force formed an Aircrew Crisis Task Force, upped flight pay to as much as $1,800 a month, and increased bonuses as high as $35,000 — all with no luck.
It should be noted that when increased flight pay was announced, the hike wasn’t to take effect until Oct. 1, so we could still see the impact of this change. Still, there are other factors that have been weighing heavily on airmen.
“Surge has become the new normal,” Secretary of the Air Force Heather Wilson said. “Less than one percent of Americans serve in uniform and protect the rest of us, and they’re carrying a heavy burden. We are burning out our people because we are too small for what the nation is asking of us.” A lack of budget is also causing problems, Wilson said.
“The fiscal 2018 continuing resolution is actually delaying our efforts to increase the readiness of the force, and risk accumulates over time,” Wilson said Nov. 9, during the State of the Air Force address. “We are stretching the force to the limit, and we need to start turning the corner on readiness.”
To illustrate the situation, WATM noted in February that at the end of the Cold War, the Air Force had 134 fighter squadrons — a total that has declined to 55 today. The Air Force is not the only service affected by a lack of personnel and budget. In June of 2016, the Marine Corps had to pull a number of F/A-18 Hornets out of the boneyard to address an airframe shortage.
With the growing tensions and the many threats that North Korea poses, it’s a safe bet that there is a desire to keep an eye on North Korean dictator Kim Jong Un.
Of course, the DPRK strongman isn’t going to be obliging and tell us what he is up to. According to FoxNews.com, the Air Force is keeping an eye on him – and one of the planes that help do this is quite an old design, even if it has a lot of new wrinkles.
Osan Air Base is best known as the home base of the 51st Fighter Wing, which has a squadron of F-16C/D Fighting Falcons and a squadron of A-10 Thunderbolts. But Osan also is home to a permanent detachment from the 9th Reconnaissance Wing, the 5th Reconnaissance Squadron, which operates the Lockheed U-2S, known as the Dragon Lady.
Yeah, you heard that right. Even in an era where we have Predators, Reapers, and the RQ-170 Sentinels, among other planes, the 1950s-vintage U-2 is still a crucial asset for the United States Air Force.
In fact, according to GlobalSecurity.org, one variant of the U-2, the TR-1, was in production in the 1980s. The TR-1s and U-2Rs were re-manufactured into the U-2S in the 1990s. The TR-1 was notable in that it swapped out cameras for side-looking radar, and it was eventually called a U-2 in the 1990s.
An Air Force fact sheet notes that the U-2S is capable of reaching altitudes in excess of 70,000 feet and it has a range of over 6,090 nautical miles. In short, this plane is one high-altitude all-seeing eye. The planes are reportedly capable of mid-air refueling, but having a single seat means that pilot endurance is often a bigger factor than a lack of fuel.
The Air Force fast sheet notes that the U-2 can carry infrared cameras, optical cameras, a radar, a signals intelligence package, and even a communications package.
The U-2 has proven that it is a very versatile plane. The Air Force is considering a replacement, but that may prove to be a tricky task. While plans calls for the plane to be retired in 2019, a 2014 Lockheed release makes a compelling case for the U-2 to stick around, noting it has as much as 35 years of life left on its airframes.
That’s a long time to get any proposed replacement right.
While I still have a few years left, I am on the tail end of my military career. I have been fortunate enough to spend most of my time in uniform supporting Special Operations Forces. I have done a wide range of work. I’ve done everything from working out of safe houses to sitting behind a desk doing policy work to ensure the guys down range were covered. Because nothing happens without paperwork.
During my time I have learned a lot about the community and what it takes to do well in it. Over the years, I have made mistakes and I have reached milestones, and both situations taught me valuable lessons along the way. If I had to pass on knowledge to a new support personnel, these are the things I would tell my potential future replacements:
1) Know your place, and be proud of it.
When you very first get to the community, don’t overestimate your worth. I have seen more than a few well-qualified support personnel get fired from SF commands because they forgot they weren’t Operators. If an SF command has taken the time to screen you, hire you, and then provide you additional training based on your MOS/Rate it’s because they needed your specific skillset, and they considered you ahead of your peers. Be proud of that, because it means the SOF community needed your skillset in order for them to accomplish the mission.
And don’t treat your conventional counterparts like sh–. You may very well need them one day. In fact, you probably will.
2) The Q Course doesn’t produce seasoned SF Operators.
I realize that statement should be fairly obvious, but coming into the community, I didn’t quite grasp that. I assumed all Operators were seasoned Veterans and were professional at everything they did. I also assumed that all the support personnel were seasoned as well. It took me years to fully understand that an Operator has to grow into that seasoned and professional warrior.
At some point you will inevitably hear something like, “What do you know, you’re not an Operator!” You need to remember several things when you run into this. First, check yourself, and make sure you didn’t just put your foot in your mouth. If you didn’t, and you are confident about what you are talking about, don’t back down (remember, you were hired for your specific skillset).
The next thing is you need to remember is to not take it personally. And finally, you need to consider if this is an Operator who has been around and understands the role of the support folks, or if this is a new Operator that still learning what role you play in helping accomplish their mission.
This may have been my hardest lesson at the early stages of my career.
3) Find someone senior and make them your mentor.
There is always that one support person. The one that has been in the command forever, and almost seems bitter about it, yet the leadership always comes to them for advice. The Operators don’t give them a hard time when they need something from them, because they’ve proven their worth time and time again.
More than likely, they’ve been there since they were a junior NCO, and is now a senior NCO complete with the crusty attitude. Get on their good side and make them your mentor (whether they know it or not). There is a reason they has been there forever and a reason they have survived. Find out what it took, and imitate their work ethics. But maybe not the attitude, not yet anyway. Get some years in first and earn your “crustiness.”
4) Always put the mission first.
Like any of us in uniform, we all want to advance. We want more responsibility and we want to take on leadership roles. At some point, you will face a decision where you have to make a choice between the mission and something administrative pertaining to your career, or someone else’s.
One of my favorite mentors gave me this piece of advice: “Always put the mission first and everything else will fall into place”. What he essentially meant was that if I was doing what I was supposed to do, the senior leadership would recognize it and take care of me when the time came.
5) Bad news doesn’t get better with time.
This applies to all communities but I think this really hits home in the SOF community. If you mess up, don’t try to hide it, fix it on the sly, and hope no one notices. Own your mistake, tell the people you need to tell. It’s okay to make mistakes. Learn from it and move on with it.
As Admiral McRaven moved through the SOF commands, one of the things he used to put out to the mid-level leadership was for them to allow their people to make mistakes. He said he didn’t want his people to be too afraid to take chances for fear of being punished if they failed. If you find something innovative, don’t be afraid to try new things. Just make sure you have a good plan and that you communicate with your teammates.
6) Your rank doesn’t make your idea better.
One of my favorite things about the SOF community is that good ideas usually don’t wear rank. Listen to your people! If your junior folks have an idea, it may be worth listening to. It may not, but take the time to listen. That one time you do it and it works, you may make a huge impact on your troops’ morale.
7) Always be in good shape.
You ever see that one fat support person that all the Operators asked for advice from? No? That’s because it never happened. Your primary concern should be your job and how well you do it, and your secondary concern should be your physical shape. No Operator wants to hear from a fat, out-of-breath body.
If you can’t take care of yourself, how can they have any faith you will take care of them as they head out the door? I’m not saying you need to be a triathlete or even keep up with the Operators at the gym, but I am saying that the Operators need to feel comfortable that you can keep up if or when they take you out of the wire.
Walking the show floor of the 2017 Interservice/Industry Training, Simulation and Education Conference, Vice Chief of Naval Operations Adm. Bill Moran saw a lot of fast-developing technology that impressed him.
He didn’t see the one thing he wants, even though it’s a technology that first appeared in 1974, “where you walk into a room and you were in a virtual environment and you could do almost anything,” Moran said Dec. 27 during a panel discussion at the conference, known by the acronym I/ITSEC.
Never mind that this virtual room made its debut on “Star Trek: The Animated Series.”
“I want a holodeck,” Moran said, referring to the room where Star Trek characters are able to interact with virtual, holographic environments, people and objects. “And we’re kind of getting there. You put on some [virtual reality] goggles downstairs [on the show floor], I tried on a few of those, and since I was here a couple years ago, it is fascinating how quickly that is becoming a reality.
“Now, if we could just get rid of the goggles and just have a room.”
Neither did Moran find what he asked industry leaders for two years ago at the 2015 I/ITSEC-a Conex shipping container where a trainee can walk inside and have training scenarios rendered on virtual reality panels.
“Torpedo room, engine room, bridge room,” he said. “It knows when you were there last, it knows how effective you were, what you’re performance levels were, how much experience you have, and it starts to test you.”
“That same box could take a team-bridge team, combat team, maintenance team-that has to do a project together, and it could set up the scenario virtually,” Moran continued. “That’s the holodeck of the future, that’s what we need. I challenged some folks in here two years ago, and everybody ran off and wanted to get there. I’ve only been on maybe 10 percent of that floor, but I haven’t found a holodeck or the Conex box yet.”
Still, despite the lack of holodecks or virtual-reality shipping containers, Moran was encouraged by the progress he did find on the floor of the convention.
“It’s just amazing how fast things are moving,” he said.
Naval Aviation took “the baby step into this world of live-virtual-constructive” last year with the opening of the Air Defense Strike Group Facility at Naval Air Station Fallon, Nevada, said Rear Adm. Daniel Cheever, commander, Naval Aviation Warfighting Development Center.
The ADSGF currently houses integrated simulators for the F/A-18E-F Super Hornet, EA-18G Growler, E-2 Hawkeye and AEGIS air defense system but Cheever said it will eventually comprise all Navy aviation simulators, integrated and connected so that they can communicate securely with outside locations.
During its development in the late 1960s, the C-5 Galaxy was more than $2 billion over budget – more than $7 billion in today’s dollars, and well more than the cost of the F-35 Joint Strike Fighter. The troubled program nearly broke the back of its developer, the Lockheed Corporation, and was the subject of House and Senate investigations once Congress found out about it. Enter A. Ernest Fitzgerald, once Deputy Assistant Secretary of the Air Force for Management Systems, suddenly reduced to managing a bowling alley in Thailand before being dismissed altogether.
The reason for his dismissal was the disclosure of secret material… to the U.S. Congress. Eventually, he would be reinstated and, for the rest of his tenure in the Defense Department, he would be known as the “Most Hated Person in the Air Force.”
The C-5 Galaxy carries almost anything in the world but almost sunk Lockheed and the US Air Force.
Fitzgerald not only divulged the information to Congress, but he also testified before a Senate subcommittee on the subject of government waste, specifically targeting the C-5A program. He knew that just by testifying before the committee, he would be the subject of reprisals by his peers and his superiors. The program was years behind schedule and costing the government billions in its development. Lockheed, the civilian agency working on the program, even needed a bailout from the government to keep the C-5 program from taking the company down with it.
The expected reprisal was swift and harsh. Fitzgerald, a civil servant since 1965, lost his tenure, then lost his Pentagon position. He was transferred to managing chow halls and bowling alleys in Thailand before his job was eliminated completely. The entire process took less than a year and was approved by President Nixon himself.
“Get rid of that son of a b*tch.” – President Richard Nixon on Ernest Fitzgerald. No joke.
The C-5 Galaxy program was just the beginning for the man who preferred the term “truth teller” to “whistleblower.” His testimony to Congress was repaid in full by the Civil Service Commission when they forced the Pentagon to restore Fitzgerald. The man was shut out from oversight of weapons development, but secrets are hard to keep in the Pentagon. He continued to inform Congress about cost overruns and inefficiencies.
When Boeing overcharged the government for cruise missiles, Fitzgerald was there. When the Air Force paid 6.55 for plastic stool caps that cost 34 cents to produce, Fitzgerald told the world. He was even invited to show the American taxpayers on Late Night With David Letterman. Eventually, he was the go-to guy for whistleblowers in the Pentagon who wanted to leak info about fraud, waste, and abuse.
U.S. Army Col. Andrew R. Morgan, M.D., will launch from the Baikonur Cosmodrome in Kazakhstan, aboard a Soyuz (Union) MS-13 spacecraft on July 20, 2019, at 12:28 p.m. Eastern Daylight Time for a nine-month mission aboard the International Space Station.
“Twenty-five years ago I made the decision to serve my country as a military officer. I view my nine-month mission to the space station as a continuation of that service, not just to my country, but the entire international community.” Morgan said. “Service to others will keep me focused and motivated while I’m away from my family, living and working on board the International Space Station to successfully complete our mission.”
Morgan, who will be the first Army physician in space, is a board-certified Army emergency physician with a sub-specialty certification in primary care sports medicine. During his time aboard the space station Morgan will participate with his crew mates and others to facilitate numerous medical and technological experiments and tasks, as well as a number of planned high-profile space walks.
U.S. Army Col. Andrew R. Morgan, M.D.
(Photo by Ronald Bailey)
His mission, Expeditions 60, 61 and 62, would make the longest single-mission spaceflight for an Army astronaut and be among the longest ever for an American astronaut when complete.
Morgan will launch with his crew mates from Baikonur Cosmodrome’s famous “Gagarin’s Start” launch pad. Known as LC-1/5, the pad is the same location where the world’s first artificial satellite “Sputnik 1” launched in 1957 as well as the first human in space, Russian Cosmonaut Yuri Gagarin, in 1961.
Morgan’s crew is also launching on the 50th anniversary of the Apollo XI lunar landing which he considers a significant and meaningful way to commemorate the accomplishment for all humanity.
“An international crew launching to an International Space Station on the 50th anniversary of what was the apex of the space race — it’s an interesting contrast.” Morgan said. “The Expedition 60 crew is honored to commemorate Apollo XI’s historic accomplishment for the world with our launch, and proudly bear the torch for the next generation of space exploration.”
U.S. Army Col. Andrew R. Morgan, M.D.
(Photo by Ronald Bailey)
Still serving as an active duty Army officer, Morgan was selected as an astronaut candidate in June 2013, completing the training in July 2015. Prior to his selection as an astronaut candidate he served as a commissioned Army medical corps officer with the U.S. Special Operations Command, including tours in Iraq and Afghanistan.
Morgan considers New Castle, Pennsylvania, his hometown. He earned a Bachelor of Science in environmental engineering at the U.S. Military Academy, West Point, New York, in 1998, and received his Doctorate in Medicine from the Uniformed Services University of the Health Sciences, Bethesda, Maryland, in 2002.
“I am a soldier, a military physician, and a NASA astronaut, in that order. I’m a soldier first, and the military trained me to be a leader of character, dedicated to taking care of people,” Morgan said. “Every quality that’s made me a successful astronaut is a product of my military training: from my academic degrees to my operational skills. While I regularly draw on the technical skills and specialized training I learned in the military, it’s my leadership experiences that I rely on the most.”