Chantae McMillian Langhorst is an Army spouse of two years, currently stationed in Georgia while her husband trains to be a helicopter pilot. She’s also a mama to one-year-old Otto, Olympic athlete and just won the coveted title of “Titan” for the central region on NBC’s the Titan Games, hosted by “The Rock” Dwayne Johnson.
She’s just a little busy.
Even before her husband decided to join the Army, Langhorst’s life was already deeply rooted in the military. Both of her parents were in the Army when they met, while stationed overseas in Germany. They would go on to serve and retire after 20 years each. Langhorst shared that she absolutely believes being a military kid helped her become more adaptable and independent. She knows those experiences served her well and helped mold her into the person and competitive athlete that she is today.
Langhorst graduated from Rolla High School in Missouri as a track and field athlete. She was also selected as a Nike All American. She received a scholarship to the University of Nebraska and began competing in the heptathlon. During her time in college, she received the coveted title of All-American five times while competing. After graduating with a bachelor’s degree in art, she was approached by a coach who suggested she continue competing.
This time, in the Olympics.
“One of the best times of my life was learning about myself, how hard I could work and being able to dig deep and figure things out,” said Langhorst. In 2011 while training to compete in the Olympics, she suffered a devastating injury to her patellar-tendon in her knee during a high jump. Although she would never want to go back to that time in her life, Langhorst believes pushing through to heal from that injury to qualify for the Olympics made her a stronger athlete in the end.
Despite that injury, she made the U.S. Olympic team. Although Langhorst didn’t medal, she credits making it to the London 2012 Summer Olympics was one of the greatest achievements of her life.
In 2014, she found herself in Ohio training for the 2016 Olympics. Langhorst became a track and field coach at the University of Dayton. She also met her future husband, who was a sports trainer at the time. In 2015, she was selected for ESPN’s famous body issue. Although she didn’t make it past the trials for the 2016 Olympics, she didn’t give up. Langhorst began exploring the winter Olympics but stopped once she was faced with a surprise.
She was pregnant with little Otto.
Langhorst’s husband had begun the process of joining the Army and knowing that little Otto was on the way, they were even more excited for their new journey. They married in 2018 and he went off to Army training in 2019. After his graduation, they were stationed in Fort Rucker, Alabama, where he began helicopter pilot training. Then, Langhorst received an interesting phone call.
The Titan Games wanted her to try out.
They flew her out to Los Angeles in January of 2020 for a combine. A few days later, she was told she made the cut and would need to get to Atlanta to start filming. For 20 straight days she was involved in competitions twice a day and filming 12 hours a day. Langhorst describes it as an amazing experience but also exhausting. She also shared that there wasn’t much food. “I look so shredded on TV because I was eating like a bird,” she said laughing.
Langhorst became a Titan, swiftly eliminating her competition in the first episode.
“I hope I can inspire people,” she shared. Langhorst said that she understands how easy it is to get lost in being a military spouse and putting the service member’s career before your own. She found herself doing it before that call from The Titan Games. “Spouses need to know that they can still achieve a lot – even with a kid,” she explained. Langhorst said that having Otto gave her more purpose and the fuel to work even harder to make him proud.
These days, Langhorst is training for the Olympics again with the goal of medaling. Even with her super athletic abilities and tunnel vision goals, she’s absolutely human. She loves donuts, although she doesn’t indulge often. Fun fact: She loves training barefoot. Langhorst is also an artist who loves to paint and still searches for four-leaf clovers, something she always did with her dad who passed a few years ago. Now when she finds one, she feels him with her.
Langhorst has come a long way from the young girl who had her goals written on her bedroom ceiling. She hopes that her story of persistence and drive will encourage others to live their purpose. Langhorst has achieved so much in her life already, but she isn’t done yet. She’s just getting started.
To learn more about Langhorst, check out her website. You can also follow her on Instagram and Facebook as she takes you on her journey to the Olympic trials.
The wreckage of the USS Conestoga, a Navy tug that also served as a minesweeper and fleet tender in World War I, was been found off the coast of California 95 years after the ship was lost with all hands. It was found 2,000 miles from where it was presumed lost.
Conestoga was laid down in 1903 in Maryland and launched in Nov. 1904 as a civilian tug. In 1917, the Navy purchased and commissioned the ship for minesweeping duties.
During the war Conestoga served on the East Coast, transporting supplies and guns, escorting convoys to the Caribbean, and taking part in patrols. She carried a 3-inch deck gun to use against enemy ships.
After the war she continued to serve in the Atlantic until she received orders to American Samoa. Unfortunately, the ship would never make it there.
Conestoga underwent alterations and a refit in 1920 in preparation for the long trip to American Samoa, then headed for Mare Island, arriving Feb. 17, 1921 after a stop in San Diego. At Mare Island Conestoga received final repairs and supplies and headed for Pearl Harbor on Mar. 25, the final scheduled stop en route to American Samoa.
This was the last time the ship was seen afloat. It was scheduled to arrive Apr. 5 at Pearl Harbor and was erroneously reported to have arrived Apr. 6. On Apr. 26, it was clear that something had happened to the ship and the Navy launched a search.
After the Navy gave up Conestoga as lost, a mystery hung over the fate of the ship for nearly 95 years. But an Aug. 2009 coastal survey by the National Oceanic and Atmospheric Administration spotted a wrecked ship near Southeast Farallon Island. The Farallon Islands form an island chain 30 miles from the San Francisco Coast.
In Sep. 2014, a remotely operated vehicle was used to photograph the site and an Oct. 2015 survey collected more information. Some details of the wreck, including the lack of a 3-inch gun on the deck, made researchers think it wasn’t the Conestoga. When a researcher went through the footage carefully, he spotted the mount for the weapon and a hole where it probably fell through the deck.
The USS Conestoga‘s 3-inch, 50-caliber deck gun. U.S. Naval History and Heritage Command Photograph
The mount, combined with distinct features of the engines and boilers, finally allowed the Navy to say with certainty that they had found their lost ship, 2,000 miles from the original search area.
The ship’s wreckage and the remains of the 56 sailors lost when it sank are now protected by the Sunken Military Craft Act. Officials have said they have no plans to recover the wreckage or otherwise disturb it.
In 1994, U.S. Army Air Corps WWII veteran and former POW Clarence Robert “Bud” Shepherd opened a small warehouse in Burlington, North Carolina, to assist 501 (c) (3) non-profit organizations, like schools, churches, and daycares.
Shepherd refocused his attention on Post-9/11 combat wounded veterans in 2012 by creating the Veteran Toolbox Program. He provided them with free toolboxes to assist with their transition into civilian life. Although Post-9/11 Purple Heart veterans are priority for the program, all veterans can apply.
“I always wanted to do something for veterans, and I came up with the toolbox program,” said Shepherd. “We talked to some tool companies, and they were interested in getting involved. We talked to Stanley and Black and Decker about what we wanted to do and they came back with one word – absolutely! APEX tools, Wooster paint brushes, and Johnson Johnson are also great supporters.”
U.S. Army Air Corps Veteran Bud Shepherd served as a B-17 tail-gunner in WWII and held as a Prisoner of War.
The REAch Veteran Toolbox Program has shipped more than 8,000 toolboxes to veterans, which contains about 0 worth of tools.
“This is the most satisfying thing I’ve ever done in my lifetime,” said the 94-year-old.
Shepherd works six days a week, gets up at 5 a.m., and leaves work at 6 p.m. most days. But he’s no stranger to hard work.
He enlisted in the U.S. Army Air Corps in 1943, when he was 18 years old. He served in the 8th Air Force in England as a tail-gunner on a B-17. Enemy forces shot down his plane six months before the end of WWII. Shepherd was captured and sent to a prisoner of war camp near Berth, Germany.
“Once we got settled down, things went along fairly smooth because there was 9,000 of us, all Air Force people,” Shepherd recalled. “About 7,500 Americans and a few Brits. We were liberated by the Russians and I made my way back home.”
WWII POW Bud Shepherd: Let’s Never Forget Our POWs and MIAs
“We hear from a lot of these guys and their families,” Shepherd said. “Last week we got an e-mail saying ‘You saved my husband’s life. He hasn’t been out of the house in three months but ever since he got his toolbox he’s been out in the garage or the backyard working on something.'”
REAch operates in Graham, North Carolina, but ships the toolboxes across the country.
Tim Shepherd (left) son of Bud Shepherd (right) at the tool room getting 10 boxes ready to ship for the day.
“I go to the VA hospital in Durham, North Carolina, for yearly physicals, but my health is excellent,” he said. “These people down there that I deal with at the VA hospital, they are just good people… In my lifetime, I’ve been blessed, and I enjoy every minute of it.
This article originally appeared on VAntage Point. Follow @DeptVetAffairs on Twitter.
When Ann Mills-Griffiths sent out her regular National League of POW/MIA Families newsletter in September 2018, she included an announcement that Navy Cmdr. James B. Mills, missing in Vietnam since 1966, had been recovered, his remains positively identified by the Pentagon.
She did not mention that he was her own brother.
“DPAA [Defense POW/MIA Accounting Agency] announced on 8/24/18 that CDR James B. Mills, USNR, CA, was accounted for on 8/20/18,” Mills-Griffiths’ simple announcement read.
The newsletter said that the accounting for Mills and another MIA from Vietnam, Air Force Col. Richard A. Kibbey, “brings the number still missing from the Vietnam War down to 1,594.”
So why did Mills-Griffiths withhold that the latest identification was that of Jimmy, her older brother by just 11 months?
“It would’ve been wildly inappropriate,” she told Military.com in an interview.
In her role as head of a POW/MIA advocacy group, “I’ve never mentioned my brother’s case in any official capacity,” she said.
Fighting for all families
Given her position, in which she works closely with the government on recoveries and policy, Mills-Griffiths said she didn’t like to draw special attention to her brother’s case.
“The other part is we never expected to get my brother accounted for — ever,” she said.
At age 77, Mills-Griffiths said she had no plans to retire from her position at the League, where she currently serves as chairman, just because her brother has been found.
Ann Mills-Griffiths, CEO and Chairman of the Board of Directors for the National League of POW/MIA Families.
She acknowledges that she has been combative, and at times controversial, in pressing various administrations and defense secretaries over the years for a full accounting on the missing.
She has also become a lightning rod for other advocacy groups and what she calls the “nut fringe.”
She has been outspoken in accusing some groups of raising false hopes among the families that their loved ones would come back alive, if only the so-described appeasers and bureaucrats in government would get out of the way.
Mills-Griffiths once had a staff of seven. She now has just one staffer, but she dismissed any suggestion of stepping down as head of the League.
“Why would I do that just because of my brother? I have to keep [DPAA] on the right track,” she said. “I’m still trying to make sure DPAA is informed and going in the right direction.”
Her longevity with the issue has proven invaluable to the government in getting more cooperation from Vietnam, Cambodia and Laos, according to DPAA officials.
Despite Mills-Griffiths’ reticence to give her brother special attention in her official role, he still got a hero’s welcome back home. At California’s Bakersfield High School, where Mills lettered in three sports for the “Drillers” and was active in student government before graduating in 1958, a welcome home event in his honor featured current students.
They paraded on California Avenue in front of the school, sang the national anthem, waved flags and chanted “Once a Driller, Always a Driller,” Bakersfield.com reported.
“This is a very teachable moment, and the kids are embracing it big time,” said history instructor Ken Hooper.
“If he was part of my family, I would want to welcome him home,” senior Kareli Medina said. “He’s a Driller. We are his family.”
“That was amazing,” Mills-Griffiths said of the rally at the school where her late father, E.C. Mills, was once vice principal. “It was really something that they took that up and had that nice patriotic demonstration. Nicely done, guys.”
A “miracle” discovery
For 52 years, the rib bone of an American had been at the bottom of the South China Sea in shallow waters off the North Vietnamese coastal village of Quynh Phuong.
The rib had been there since Sept. 21, 1966, when a Navy F-4B Phantom from Fighter Squadron 21, flying off the carrier Coral Sea on an armed reconnaissance mission to North Vietnam, disappeared from radar without a “Mayday” or contact with other aircraft. The reasons for the disappearance are still unknown.
A U.S. Navy McDonnell F-4B-21-MC Phantom II (BuNo 152218) of Fighter Squadron VF-21 “Free Lancers” flying in Vietnam.
From 1993-2003, Defense Department teams conducted a total of 15 investigations in a fruitless effort to determine what had happened to the aircraft and where it went down.
Everything changed in 2006, when a fisherman from the village snagged something in his net. He pulled up what turned out to be part of a cockpit canopy.
Joint field activities by DPAA’s forensics and scuba teams resumed, including five underwater investigations, the agency said in a release. More parts of the aircraft were pulled up.
In 2011, the Air Force Life Science Equipment Laboratory, now part of DPAA, concluded that the aircraft was the one flown by pilot Capt. James Bauder, then 35, of La Canada, California, and his radar intercept officer, Mills — who would have been 78 on Aug. 31.
In 2017, the recovery teams found bone material. And in June 2018, DPAA determined through DNA analysis that the remains were those of Capt. Bauder.
The teams had found not a trace of Mills’ remains. Mills-Griffiths said the family had long ago accepted that Mills’ remains would never be found, but were grateful that the F-4B had been located and Bauder’s family had been notified.
“None of us ever had any of what folks would call ‘false hopes,'” she said. “What are the chances? It’s not like we knew he was on the ground, it’s not like anybody last saw him alive … Our chances of ever knowing anything specific were not high and we knew that all along.”
Mills-Griffiths said she learned earlier this year that divers were about to go down on the site again.
“If you don’t get it, that’s still the last time I want you to go there,” Mills-Griffiths said she told DPAA.
In June 2018, another DPAA excavation turned up new remains.
“It turned out to be a rib bone, and they were able to get a cut and take a DNA match quickly,” Mills-Griffiths said. “It was a virtual miracle.”
New headstone at Arlington
Cmdr. James Mills, a graduate of the University of California, Berkeley, joined the Navy through the Reserve Officers’ Training Corps. His eyesight wasn’t good enough to become a pilot under the standards of the time, and so he became a backseat Radar Intercept Officer on Phantoms, Mills-Griffiths said.
He was a lieutenant junior grade when his plane went missing on his second tour off Vietnam.
Navy Cmdr. James B. Mills.
He flew off the carrier Midway on his first tour. He did not have a spouse or children.
Mills-Griffiths said her brother had volunteered to return “so that other radar officers who had wives and kids wouldn’t have to go back.”
“He was not an optimist” about the war, as were so many others who served at the time, she said. “He believed in what he was doing, even though he didn’t believe in the way the war was being run.”
Mills-Griffiths said she can’t remember how many times she’s been to Vietnam and the region.
“I stopped counting at 32,” she said.
In that time, the Vietnamese officials she first knew as junior officers and diplomats have come into leadership positions, she said.
Her brother already has a place at Arlington National Cemetery. The headstone over an empty grave for James B. Mills simply reads “In Memory.”
DPAA officials said that Mills’ name also is listed on the National Vietnam Veterans Memorial in Washington, D.C.
“A rosette will be placed next to his name to indicate he has been accounted for,” DPAA said.
Mills-Griffiths said a ceremony for the burial of her brother’s remains will be held at Arlington on June 24 2019. The headstone will be replaced with a traditional one listing his name, rank, date of birth and date of death on Sept. 21, 1966.
National POW/MIA Recognition Day will be observed on Friday, Sept. 21, 2018.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
The Air Force has confirmed that an American pilot from the California Air National Guard was killed during a familiarization flight with a Ukrainian pilot in a Su-27UB fighter aircraft on October 16 during the Clear Skies 2018 exercise, an event orchestrated to allow Ukraine to better incorporate its forces with eight NATO militaries.
The U.S. service member involved in the crash was a member of the 144th Fighter Wing, California Air National Guard, Fresno, California. The Airman was taking part in a single-aircraft familiarization flight with a Ukrainian counterpart. No other aircraft were involved in the incident. The identity of the service member is being withheld for 24 hours pending next of kin notification.
The Ukrainian pilot was also killed in the crash.
“This is a sad day for the United States and Ukraine,” Maj. Gen. Clay Garrison, California ANG commander and Clear Skies exercise director, said in a statement. “Our deepest condolences go out to the family, friends, and fellow Airmen of both the U.S. Airman and Ukrainian aviator who were killed in the incident.”
A Su-27B aircraft flies during Open Skies 2018 in Ukraine.
(U.S. Air National Guard)
The aircraft crash took place at 5 p.m. local time in Ukraine, and appears to have involved a Su-27UB, a two-seater combat trainer/fighter jet. A statement from the Ukrainian General Staff gave the first indication of what had occurred.
“We regret to inform that, according to the rescue team, the bodies of two pilots have been discovered: one is a serviceman of the Ukrainian Air Force, the other is a member of the US National Guard,” it said.
The exercise focused on air sovereignty, air interdiction, air-to-ground integration, air mobility operations, aeromedical evacuation, cyberdefense, and personnel recovery. It takes place as Ukraine is increasing its military capabilities and continuing hostilities from a Russian-backed separatist movement has claimed lives in its eastern regions.
Airmen from the 815th and 327th Airlift Squadrons provided airlift and airdrop support for the Army’s exercise Arctic Anvil, Oct. 1-6, 2019.
Arctic Anvil is a joint, multi-national, force-on-force culminating training exercise at Camp Shelby Joint Forces Training Center, Mississippi, that runs throughout the month of October.
“The 815th (AS), along with the 327th Airlift Squadron, had the pleasure of supporting the (4th Brigade Combat Team, Airborne, 25th Infantry Division) for the exercise Arctic Anvil by providing personnel and equipment airdrop as well as short-field, air-land operations,” said Lt. Col. Mark Suckow, 815th AS pilot. “We were able to airdrop 400 paratroopers and equipment Wednesday night and 20 bundles of supplies Sunday into Camp Shelby.”
The 815th AS is an Air Force Reserve Command tactical airlift unit assigned to the 403rd Wing. The unit transports supplies, equipment and personnel into a theater of operation. The 403rd Wing maintains 20 C-130J Super Hercules aircraft, 10 of which are flown by the 815th AS.
Maj. Nick Foreman (left) and Maj. Chris Bean, 815th Airlift Squadron pilots, fly a C-130J Super Hercules aircraft toward Gulfport Combat Readiness Training Center, Miss., Oct. 2, 2019.
(U.S. Air Force photo by Tech. Sgt. Christopher Carranza)
“We had the opportunity to provide three aircrews and two C-130Js to help execute the mass airlift and airdrop,” Col. Dan Collister, 913th Airlift Group deputy commander said. The 327th AS is a unit of the 913th AG based out of Little Rock Air Force Base, Arkansas, and is an associate unit of the 19th Airlift Wing, an active duty unit equipped with C-130J aircraft.
Col. Daniel Collister, 913th Airlift Group deputy commander and pilot, conducts a pre-mission brief with loadmasters, Army jumpmasters and Army safety crew prior to takeoff during the joint forces exercise Arctic Anvil at Gulfport Combat Readiness Training Center, Miss., Oct. 1-6, 2019.
(U.S. Air Force photo by Jessica L. Kendziorek)
“Our primary mission at the 913th is to provide combat-ready airmen, tactical airlift and agile combat support. Participating in a joint exercise such as this is a great way for our Reserve Citizen airmen to hone their skills and get experience working hand-in-hand with partner units and sister services,” Collister said.
More than 3,000 soldiers of the 4/25th ICBT (ABN), based out of Joint Base Elmendorf-Richardson, Alaska, are participating in the exercise.
4th Brigade Combat Team (Airborne), 25th Infantry Division, Soldiers stationed at Joint Base Elmendorf-Richardson, Alaska, board a C-130J flown by the 327th Airlift Squadron during the joint forces training exercise Arctic Anvil at Gulfport Combat Readiness Training Center, Miss., Oct. 1-6, 2019.
(U.S. Air Force photo by Jessica L. Kendziorek)
“At Camp Shelby, our paratroopers have completed a mass tactical airborne operation followed by force-on-force exercises culminating with combined live-fire training that will prepare us for the brigade’s upcoming joint readiness training exercise in January,” said Army Col. Christopher Landers, 4/25th IBCT (ABN) commander. “Camp Shelby and the state of Mississippi have provided a remarkable training opportunity, that without their significant support, would not have been possible.”
A C-130J Super Hercules aircraft sits on the flightline at Gulfport Combat Readiness Training Center, Miss. Oct. 1, 2019.
(U.S. Air Force photo by Tech. Sgt. Christopher Carranza)
In addition to the 4/25th ICBT (ABN), soldiers from the 177th Combat Sustainment Support Brigade, the 3rd Royal Canadian Regiment and airmen from various units collaborated for the exercise.
Airmen from the 403rd Wing, 319th Airlift Group, 321st Contingency Response Squadron and 81st Training Wing supported the Air Force’s role in Arctic Anvil. Airmen from the 81st Logistics Readiness Squadron and Operations Support Flight contributed to the exercise with ground vehicle transportation and airspace support for the soldiers who were rigging their supplies for airdrop.
The 815th Airlift Squadron completes an airdrop of container delivery systems during the Army joint forces exercise Arctic Anvil.
(U.S. Air Force photo by Master Sgt. Jessica L. Kendziorek)
“I am proud of our crews for this exercise,” Suckow said. “They executed the mission as planned and helped us to meet our objectives. Time over target for airdrop and air-land operations were executed flawlessly. The air-land portion into the (landing zone) was completed in less than minimal time from landing to takeoff. Having the opportunity to work with thousands of soldiers in a large scale exercise like this is very beneficial training for us, it prepares us for real world operations.”
The US Army is preparing to send hundreds of soldiers to fight the deadly wildfires raging in 11 states across the Western US.
Two hundred active-duty soldiers from the 7th Infantry Division’s 14th Brigade Engineer Battalion at Joint Base Lewis McChord in Washington state will be mobilized to assist in ongoing firefighting efforts, according to a statement from US Army North, which provides operational control for ground forces deployed in support missions during national disasters.
Pvt. 1st Class Jon Wallace, 3rd Platoon, 570th Sapper Company, 14th Engineer Battalion, 555th Engineer Brigade uses a fire extinguisher to put out a tire fire. The fire department offers classes to Army units to ensure that they are well trained in putting out mine resistant ambush protective vehicle fires during convoy operations.
The Army unit will be sent out as early as this weekend after a couple of days of training. The soldiers will be organized into teams of 20 members and deployed to combat fires in an unspecified area. The deployment location will be determined based on which area is in greatest need of assistance, a US Army North spokeswoman told Business Insider.
The 14th Brigade Engineer Battalion reportedly specializes in construction and demolition, skills that the unit has used in Iraq and Afghanistan, according to Fox News. The soldiers will be “working side by side with civilian firefighters,” as well as experienced firefighting personnel from the wildlands fire management agencies, US Army North explained to BI, adding that the soldiers will be involved in activities like clearing brush or constructing fire breaks.
Prior to deployment, soldiers will learn fire terminology, fire behavior, and fire safety. They will also be issued personal protective gear, such as boots that will not melt on the fire line, masks, and so on. Once on the fire line, the soldiers will be given tools — axes, chainsaws, etc.
(U.S. Air Force photo by Airman 1st Class Donald C. Knechtel)
“More than 127 wildfires are burning on about 1.6 million acres in California, Oregon, Washington, Idaho, Utah, Nevada, Montana, Wyoming, Colorado, Arizona and Alaska,” according to a statement from the National Interagency Fire Center in Boise, Idaho also announcing the deployment of US soldiers to combat the wildfires out west.
At least nine people have died in the wildfires spreading across the Western US, according to CBS News. President Donald Trumpdeclared the situation in California a “major disaster” Sunday, making it easier for local residents to secure access to much-needed government aid.
In many cases, the state National Guard units are already assisting state and federal agencies working tirelessly to put out the devastating wildfires. The US Army soldiers being sent to lend support are expected to be deployed for at least 30 days. The deployment could be cut short if necessary or extended, as long as doing so does not interfere with higher priority Department of Defense missions.
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.
A training camp used by the Islamic State of Iraq and Syria, also known as ISIS, was destroyed by a pair of stealth bombers today.
According to a report by FoxNews.com, two B-2A Spirit bombers attacked the training camp about 30 miles from Sirte. At least 85 members of the terrorist group are believed to have been killed in the mission, which involved the bombers dropping a total of 108 500-pound bombs. Unmanned aerial vehicles also took part in the attack, using AGM-114 Hellfire missiles to kill surviving terrorists.
FoxNews.com noted that the bombers were refueled five times as they flew to and from Whiteman Air Force Base.
“This action was authorized by the President as an extension of the successful operation the U.S. military conducted last year to support Libyan forces in freeing Sirte from ISIL control,” Pentagon Press Secretary Peter Cook said in a statement released after the attack. “The ISIL terrorists targeted included individuals who fled to the remote desert camps from Sirte in order to reorganize, and they posed a security threat to Libya, the region, and U.S. national interests.”
The use of B-2 bombers might come as a surprise as F-15E Strike Eagles from the 48th Fighter Wing at Lakenheath Air Base had been used in the past. The Navy had the guided missile destroyers USS Porter (DDG 78) and USS Donald Cook (DDG 75) in the region as well. Last year, Marine Cobras from a Marine Expeditionary Unit took part in operations against ISIS in the country.
FoxNews.com reported that this was the first action the B-2s had seen since 2011. One possible reason was the presence of the Russian aircraft carrier Admiral Kuznetsov. The carrier reportedly hosted a Libyan warlord who the Russians are backing to run the war-torn country. The carrier and its escorts, including a Kirov-class battlecruiser, have substantial air-defense assets, including Su-33 Flankers, MiG-29K fighters, and SA-N-6 surface-to-air missiles.
CIA Director Mike Pompeo said Jan. 23 that North Korea is moving “ever closer” to putting Americans at risk and that he believes leader Kim Jong Un won’t rest until he’s able to threaten multiple nuclear attacks against the U.S. at the same time.
“North Korea is ever closer to being able to hold America at risk,” Pompeo said at the American Enterprise Institute, a conservative-leaning think tank in Washington. “I want everyone to understand that we are working diligently to make sure that, a year from now, I can still tell you that they are several months away from having that capacity.”
Speaking after one year on the job, Pompeo also said the CIA believes Kim would not only use nuclear weapons to stay in power, but to threaten to reunify the divided Korean Peninsula under his totalitarian regime. The quest for reunification is disputed by some North Korean experts who see Kim’s nuclear program as primarily a means of retaining power and don’t think he would threaten or forcibly try to take over South Korea.
Pompeo said North Korea’s nuclear weapons program has developed at a “very rapid clip,” but that Kim is hoping for an arsenal of nuclear weapons — “not one, not a showpiece, not something to drive on a parade route.”
He wants the ability to deliver nuclear weapons from multiple missiles fired simultaneously. “That increases the risk to America,” Pompeo said. It’s unclear how well the United States could defend against multiple missiles fired from North Korea at the same time.
Pompeo also warned that North Korea could sell nuclear-weapon and ballistic-missile technology and research to other countries, including Iran, which could set off a nuclear arms race.
Asked whether Iran could use its existing agreements with Pyongyang to advance its own nuclear-weapons program, Pompeo called it “a real risk” and admitted that the CIA could miss such transfers of information. “So if someone asks me as the senior intelligence leader of the CIA, can you guarantee this [would be uncovered], I would say absolutely not.”
Despite his warning, Pompeo doesn’t think a North Korean attack on the United States is imminent. He said the Trump administration is “laser-focused” on achieving a diplomatic solution to the nuclear standoff.
Americans should know that it is working to prepare a series of options so the president has the “full range of possibilities” to address the threat.
He wouldn’t address the question of whether there are military options available to the US that don’t risk an escalation into nuclear war with North Korea.
“There is much effort all across the U.S. government to ensure that Americans don’t have to feel at risk,” Pompeo said.
“We saw what happened in Hawaii. It is an imperative — an American, national imperative — that we as an intelligence agency deliver the information to our senior leaders such that they can resolve this issue in a way that works for the American people.”
Earlier this month, a false alarm that a ballistic missile was headed for Hawaii sent the islands into a panic, with people abandoning cars and preparing to flee their homes until officials said the cellphone alert was a mistake.
Three B-2 Spirits and approximately 200 airmen completed their first deployment to Joint Base Pearl Harbor-Hickam, Hawaii, in support of the U.S. Strategic Command’s Bomber Task Force deployment, Aug. 15 through Sept. 27, 2018.
Although bombers regularly rotate throughout the Indo-Pacific, this marked the first deployment of B-2 Spirits to JB Pearl Harbor-Hickam.
“The B-2 Spirits’ first deployment to (Joint Base Pearl Harbor-Hickam) highlights its strategic flexibility to project power from anywhere in the world,” said Maj. Gen. Stephen Williams, director of air and cyberspace operations, Headquarters Pacific Air Forces. “The B-2s conducted routine air operations and integrated capabilities with key regional partners, which helped ensure a free and open Indo-Pacific. The U.S. routinely and visibly demonstrates commitment to our allies and partners through global employment and integration of our military forces.”
Despite the deployment taking place in the middle of hurricane season, the B-2 pilots accomplished hundreds of local and long-duration sorties and regional training. Each mission focused on displaying the bomber’s flexible global-strike capability and the United States’ commitment to supporting global security.
One of the key integrations involved the B-2s and F-22 Raptors assigned to the 199th Fighter Squadron, a unit of the 154th Wing under the Hawaii Air National Guard. Like the B-2, the F-22 is virtually invisible to threats. This makes them the perfect match for escorting the stealth bomber and providing situational awareness. The training helped polish the cohesion between the pilots.
“The Bomber Task Force is a total-force integration deployment,” said Lt. Col. Nicholas Adcock, Air Force Global Strike 393rd Bomber Squadron commander. “Our active-duty and guard members worked seamlessly together with their counterparts here in Hawaii to determine the best way for the B-2 to operate from this location in the future.”
A B-2 Spirit deployed from Whiteman Air Force Base, Mo., to Joint Base Pearl Harbor-Hickam, Hawaii, in support of the U.S. Strategic Command’s Bomber Task Force deployment is parked on the flightline Sept. 26, 2018.
(U.S. Air Force photo by Staff Sgt. Danielle Quilla)
The 154th Wing also supported the B-2 with the 203rd Air Refueling Squadron’s KC-135 Stratotankers. Although the B-2 is capable of flying approximately 6,000 miles without refueling, the KC-135s provided aerial refueling for long-duration missions.
“The training with the Hawaii Air National Guard was invaluable,” Adcock said. “Together we refined and exercised multiple tactics that are crucial to the Indo-Pacific Command area of responsibility.”
In addition to air operations, the deployment also focused on hot-pit refueling. During this technique, the pilots land and continue to run the B-2’s engines while fuels distribution technicians refuel the aircraft. The pilots are immediately able to take off again with a full tank and maximize the amount of time they are in the air versus on the ground. One B-2 conducted hot-pit refueling at Wake Island, a coral limestone atoll in the mid-Pacific, west of Honolulu, Sept. 14, 2018.
Finally, weapons load crews exercised loading BDU-50s, inert 500 pound non-explosive practice bombs, into B-2 bomb bays on the JB Pearl Harbor-Hickam flightline.
“This weapons load is the first stepping stone to loading live munitions from this location,” said Master Sgt. Nicholas Lewis, 393rd Aircraft Maintenance Unit weapons section chief. “Furthermore, it provides pilots and load crews valuable training necessary to accomplish future BTF missions.”
From air to ground support, the first Bomber Task Force deployment to Hawaii has allowed each member to determine what it would take to operate the B-2 from JB Pearl Harbor-Hickam and execute strategic deterrence, global strike, and combat support at any time.
“I am very proud of every airman that was a member of the 393rd Expeditionary Bomb Squadron,” Adcock said. “We flew to a forward operating location that the B-2 had never operated out of and overcame numerous challenges.”
I have a secret to confess: I started a GORUCK club for selfish reasons.
There’s a perfectly good GORUCK club at GRHQ, only 4 miles from my home, and yet earlier this year I founded the GORUCK Mother Ruckers to serve my needs. And by needs I mean not getting into a car with my children unless I have to while maximizing time spent moving outdoors, with the option to bring my wards.
As luck would have it, turns out that my needs are also the needs of others in my community. And by community I mean local moms in my neighborhood.
This is where we meet up, on a street corner that’s a stone’s throw from everyone’s homes. Easy, convenient, just ruck up and step out your front door.
Another thing that’s really great about our GORUCK club – and all GORUCK clubs for that matter – is that you only need a party of 2. Sure, it’s better with more folks and we take the more the merrier approach when it comes to people. We call it GORUCK Mother Ruckers not to be exclusive but because our GORUCK club is run by moms. It’s also cool to bring your kids, pets, and significant others (in no particular order) or just yourself if you happen to have lucked into some free alone time. Nothing reminds you how grateful you are to have a few moments of peace from your children than being next to another parent’s screaming kid.
Before kids, we used to workout more, sleep in more, and do less with that free time we never fully appreciated. Time is our most valuable resource, then and even more so now. We don’t have time to waste by stress-driving to make that gym or pilates class whenever the stars align for all kids to be healthy or cooperative. Somewhere floating in cyberspace is a graveyard of forgotten or unredeemed exercise classes that moms like me have decided just aren’t worth the hassle.
And yet we know deep down that we as moms and as humans need to prioritize our physical and mental health. My friend Amy said it best the other day, that “women tend to have a lot of pulls and tugs on their time.” In her career as a cardiologist, she sees that “the health of women, in terms of the time to go do physical activity and exercise, gets deprioritized to the very end of the list, after checking off everything else we need to do for everyone else. There is also a social isolation, that you end up being so busy caring for folks around you and having your nose to the grindstone, that the idea that you’re gonna just kinda go hammer it out in the gym or on an exercise machine at home, sometimes just can be lonely.”
This is the not so lonely hearts club. After some sniffing and snack stealing attempts, we ruck south on our weekly pilgrimage in search of smoothies, fresh air, and cute pups of course.
There once was a time when I ran a lot, in high school and in college and even for years after that, my favorite runs were with others or on my own to keep the cardio streak going. I still love running but dislike how fast my base erodes from an inconsistent life schedule. I also have a harder time finding someone to run with me when those unpredictable moments of freedom pop up. For some reason, probably having to do with that erodible base, when I ask my friends to go on a run with me, I don’t get a great response.
When I say, let’s go for a ruck and you can bring whoever you want and you pick the weight, I get more yesses. With rucking, the barrier for entry is lower and more accessible on many levels. On the level of not requiring a babysitter and also on being a scalable workout. We might move at kid pace but there are plenty of extra coupon carry opportunities along the way.
And so we ruck on, boats against the current, borne back ceaselessly into the past. Or just to the last street for a missing shoe.
At last we reach the halfway point and it’s time to refuel the restless natives. These are before smoothie faces.
And these are post smoothie smiles.
Sometimes the term selfish gets a bad rap, especially if by being selfish you really are trying to set yourself up for success to take care of others who need you, day after day, to be your best or close to it. It’s pretty empowering to prioritize yourself to the top of the list and then watch your fellow moms do the same: we can do it, better together, as neighbors and friends and parents and people.
So what’s stopping you from joining a GORUCK club or starting your own?
This article originally appeared on GORUCK. Follow @GORUCK on Instagram.
Running is, hands down, one of the best aerobic exercises you can perform to burn fat, get in shape, and maintain an overall healthier lifestyle. So it makes sense that, on any given day, countless Americans either walk into the gym and jump on a treadmill or take to the great outdoors and break a sweat on the street — but what difference does it make?
Is it just a matter of personal preference or are those running on treadmills getting a different workout from those getting some fresh air? For all those who’ve wondered what scientists have to say on the matter, we’ve got you covered.
According to a study performed by Exeter University, running outdoors exerts more energy than doing the same indoors. However, putting a treadmill at just one percent incline makes it is nearly equal to running on uneven city streets.
In terms of speed, researchers have concluded that treadmills actually slow down gym-goers on average. While on the machine, your pace is set to a constant. As it turns out, most runner actually underestimate their speed and set their treadmill to a more relaxed pace. This results in individuals not challenging themselves enough — which makes for fewer calories burned.
By contrast, those who ran outside ran faster and went on for longer. Some theorize that people go further and faster when outdoors because of the relative difficultly in measuring time, speed, and distance. Sure, you can track your progress while on the street, but watching the seconds tick upward allows you to accurately track (and stop at) the half-hour mark.
When outdoors, instead of constantly watching the clock, we let our minds wander. Instead, we spend our attention on examining the sidewalk for cracks, people watching, and admiring the outdoors. This outside focus puts fatigue to the wayside, allowing us to push ourselves further.
Based on these studies, it seems pretty obvious that running outside provides the most benefit, health-wise — but it doesn’t come without some minor risks. On a scenic jog, you’re more likely to encounter uneven or unstable surfaces, which means you’re more likely to fall and, potentially, injure yourself. Additionally, you’re exposed to the elements when you run outside — which could contribute to overheating on a sunny day.
Wherever you decide to get your aerobic exercise, just remember it’s important to change up how long, how far, and how hard you run throughout the week — keep your body guessing.