The increase in rates of sexual misconduct at the military academies detailed in the Defense Department’s annual report of sexual harassment and violence are “frustrating, disheartening, and unacceptable,” the Pentagon’s director of force resiliency said.
Rates of sexual crimes continue to be high, particularly against women, and rates of alcohol abuse by cadets and midshipmen continues to be a concern, Elise P. Van Winkle said.
Navy Rear Adm. Ann M. Burkhardt, the director of DOD’s Sexual Assault Prevention and Response Office; Nate Galbreath, SAPRO’s deputy director; and Ashlea M. Klahr, DOD’s director of health and resilience, briefed Pentagon reporters on the department’s report to Congress.
The survey covers the U.S. Military Academy in West Point, N.Y,; the U.S. Naval Academy in Annapolis, Md., and the U.S. Air Force Academy in Colorado Springs, Colo.
Midshipmen walking to class at the US Naval Academy in Annapolis.
Van Winkle and Burkhardt stressed that addressing sexual harassment and violence at the academies is a leadership problem. Both said solutions require changing the culture at the academies.
“We know it takes time to promote and sustain a culture free from sexual violence,” Van Winkle said. “Our cadets and midshipmen must model the ethical behavior we demand of our future officers. But it is leadership’s responsibility to ensure they have the moral courage to demonstrate this behavior.”
Burkhardt stressed that cadets and midshipmen must promote “a climate of respect, where sexual assault, sexual harassment and other misconduct are not condoned, tolerated or ignored.”
The report noted that the prevalence of unwanted sexual contact increased from the 2016 report, while the rate of cadets and midshipmen choosing to report has remained unchanged.
“Leadership establishes culture,” Burkhardt said. “Leaders enforce standards, and leaders ensure the safety of those entrusted to their care.” The survey shows that cadets and midshipmen have great confidence in senior leaders, but that they have less confidence in their peer leaders, she said. “This is an area we must improve,” the admiral added. “These are our future leaders. We must instill in them the responsibility to intervene and prevent this type of behavior.”
Past initiatives made short-term progress, but that progress could not be sustained. “We are looking at the entire life cycle of our cadets and midshipmen from acceptance into the academies to entrance into the active force,” Van Winkle said.
Basic cadets run on the U.S. Air Force Academy’s terrazzo in Colorado Springs, Colo., July 12, 2017.
(U.S. Air Force photo by Darcie Ibidapo)
Alcohol abuse is clearly a factor in sexual harassment and violence. The survey found that 32 percent of men and 15 percent of women had five or more drinks when drinking. Twenty-five percent of women and 28 percent of men said they had memory loss from their binges, Galbreath said.
The overwhelming majority of cadets and midshipmen understand the special trust placed in them and the responsibility they bear to behave honorably to all. The military must get rid of the bad apples that poison the barrel, Van Winkle said.
“We will not waver in our dedication to eliminate sexual assault from our ranks, nor will we back away from this challenge,” she said. “Our commitment is absolute. While we are disheartened that the strategies we have employed have not achieved the results we had intended, we are not deterred.”
The service academies mirror what is happening in the greater American population. The last time there was a comparable survey for colleges, the service academies were doing better than their civilian counterparts, Van Winkle said.
It’s a fact of life; in war, troops sustain injuries — which can range from mild to severe. If the medics and aid stations can’t fully treat a wound on their own, troops are moved back from the front lines to more-equipped facilities to recover. Exactly how far back depends on how long the wounded service member needs to recover before returning to fighting shape.
The military once used the C-9 Nightingale for medical evacuations. This plane was designed based on the DC-9 airliner and is capable of hauling 40 litter patients. A total of 48 of these planes were built and two remain in service with the Marine Corps today. These planes were, in large part, phased out in the 2000s.
Staff Sgt. Vanessa Potchebski and Staff Sgt. Miguel Rodriguez, both 379th Expeditionary Aeromedical Evacuation Squadron medical technicians, unload medical equipment from a C-130 Hercules after a successful mission to pick up sick patients in Iraq.
(U.S. Air National Guard photo by Master Sgt. Phil Speck)
The current method of aeromedical evacuation involves putting a team of doctors and nurses on whatever cargo plane is available — be it a KC-135 Stratotanker, C-130 Hercules, C-17 Globemaster, or C-5 Galaxy. On one hand, this means that medical crews don’t have to wait for a dedicated plane to arrive — they simply load up and go. On the other hand, it may not be a bad idea to have a dedicated aeromedical evacuation aircraft, one that’s carefully set up to provide care for the wounded.
At the 2018 SeaAirSpace Expo, we learned that a dedicated aeromedical evacuation aircraft may be exactly what’s in store, and the potential contender for this role is a jet most associate with the rich and famous: The Gulfstream. Yes, that’s right, the jet that Leonardo DiCaprio, George Clooney, and other Hollywood A-listers take to Cannes could now be hauling wounded American troops.
The Air Force operates nine C-37s, based on the Gulfstream V business jet.
Versions of the Gulfstream have been in service with the U.S. military for a while as the C-20 and C-37, which are designs based off of civilian Gulfstream aircraft. These jets feature a long range (of at least 4,000 miles, if not more) and are capable of reaching high subsonic speeds. This makes them very useful, especially in critical-care cases.
Currently, the Air Force has seven C-20 (Gulfstream III/IV) and nine C-37 (Gulfstream V) jets in service, mostly for VIP transport. The Navy presently operates the C-37 as well. But if the decision is made to press these jets into service for aeromedical evacuation, the military may see more of this celebrity transport.
We know there’s a big, inter-service rivalry between the Army and the Navy (especially around the time of the annual Army-Navy game), but now the Army is looking to get some anti-ship missiles into service. Has the “Go Army, Beat Navy” slogan gone too far? Well, not exactly. Sure, the Army wants to kill ships, but the United States Navy (and America’s allies) nothing to worry about.
According to reports, the Army is going to be resurrecting an old branch — or at least exploring the possibility in the upcoming RIMPAC 2018 exercise. The Army will be using a truck-mounted Kongsberg Naval Strike Missile to sink a target ship. This Norwegian missile system uses an infra-red seeker, stealth technology, and has a maximum range of over 100 nautical miles.
This would be the functional resurrection of the Army’s old Coastal Artillery Corps. The Coastal Defense Study Group notes that after the Spanish-American War, the Army restructured their artillery from regiments to companies. There was field artillery, which made use of lighter guns, and coastal artillery, which carried the heavy guns.
Back then, the purpose was simple: Protect American harbors and ports from enemies. This was the original purpose of Fort Sumter and other similar establishments. The Fort controlled the harbor at Charleston, South Carolina. In World War I, many Coast Artillery units were sent to the Western Front in order to safeguard the coastal homefront. That war, however, also saw the emergence of technologies that would ultimately cause the dissolution of the Coastal Artillery Corps in 1950: The submarine (which the artillery couldn’t hit) and the airplane (which could reach much further than the guns could).
So, why the comeback? Well, one big issue is that the United States Navy has seen a huge decline in hulls. The Naval Strike Missile, able to hit land targets as well, gives the Army another option outside of the MGM-140/MGM-164 ATACMS family of weapons.
As military spouses, when our husbands or wives announce they finally put in for orders, our minds drift in one direction after we’ve learned possible locations…
Prepping for our PCS
As we have moved from duty station to duty station, our family has collected PCS purges from other families, thrift store finds we needed while waiting for our own household goods to arrive, souvenirs and other mementos, and of course, boxes from three duty stations ago that we’re too afraid to even open and sort through.
Every PCS ends up the same way – we’re stressed out, frustrated about going through our stuff and hoping we’re still under the maximum weight allowance, and then we’re passing our stress, anxieties, and frustration onto our children because we’re now trying to do a million things before the movers arrive.
But what if I told you that it could be different? What if we didn’t have a million things to sort through? What if our homes were already pretty much prepped for the next PCS, no matter what time of the year it is? When I stumbled across Tidying Up with Marie Kondo on Netflix, I was skeptical. I hadn’t heard of her before and I hadn’t read her books, The Life Changing Magic of Tidying Up and Spark Joy, though I had learned about how people within the Japanese culture often purge any objects within their homes that do not bring them joy on a regular basis.
(Flickr photo by TheMuuj)
Like many other military families, we start sifting through our stuff months in advance of a PCS to get rid of what we don’t want or need anymore, and I wasn’t quite sure that anyone could make it easier than going systematically from room to room, starting with our storage.
And yet, as I watched, I was quickly sucked in because you could actually see the joy she experienced teaching people how to become more tidy, and she even has a system, which she calls the KonMari Method, which is to organize by category rather than by location, and also to tidy the five categories in the home in a specific order:
Komono (Kitchen, Bathroom, Garage, and anything miscellaneous)
According to the KonMari Method, you should hold each item individually and ask if it brings you joy. If it does not spark joy, it should be given to a friend or donated (check out your local installation thrift store information and how to donate!) However, if it is an item that is well used but does not spark joy (I’m sure my garage tools would fall under this), you can keep the item and try to change the way you feel about those items.
If you’ve been holding onto clothes that don’t fit, Marie says you should ask: do those clothes inspire you to work out so that you fit back into them or do they make you dread exercise because you don’t fit into them anymore? Marie also believes that folding your clothes is another way to show love and appreciation to your clothes, and to maximize storage space, she has a method of folding your shirts and pants into thirds so they can stand upright, which is similar to how servicemembers learn how to fold in bootcamp.
So what does it feel like for an item to bring you joy?
Marie says that the item should spark the same feeling as holding a puppy or wearing your favorite outfit, giving you a warm, positive feeling. If you do not get that feeling and it is not something that you use regularly, you should let the item go and thank each item before you donate or give it away.
After you sort through the first three categories by taking everything out and touching each item, the next step is sorting through the Komono category, which includes all of your miscellaneous items (everything in your home that is not clothes, books, and papers (such as legal documents, orders, and military records) as well as the garage and kitchen.
Marie is a huge fan of using boxes to store items that are of like-size as well as sorting items into categories. She recommends standing items up when possible, designating spots for everything, and using tiny boxes in the kitchen to give everything a “home.”
For the final category, Sentimental items, there are many categories – memorabilia, old letters, photos, and even old medals, challenge coins, and uniform items could be considered to have sentimental value. Marie challenges you to store your sentimental items where you can view them, such as putting photos into frames and coffee table albums so that they can be more easily viewed. Military families could utilize shadow boxes for our uniform items and/or medals to display them, and there are also great challenge coin holders available on websites like Etsy.
Can our next PCS move be different?
The best thing about the KonMari Method is that she doesn’t expect you to complete this in a day – you are literally touching every item in your home and purging the items that do not bring you joy. Our family’s goal will be to use the KonMari Method in the spring and late fall so that the next time we need to move, it won’t be such an overwhelming process to purge all of the things we hadn’t been using in the past 2-3 years.
This article originally appeared on Military Spouse. Follow @MilSpouseMag on Twitter.
Bell Helicopters Textron, one of the companies behind the V-22 Osprey and the makers of a proposed Army tilt-rotor, are pitching a new drone for the Navy and Marine Corps that packs tilt-rotor technology into a large drone capable of carrying weapons, sensor platforms, and other payloads into combat.
(Bell Helicopters Textron)
The Bell V-247 Vigilant is to be an unmanned bird capable of operating at ranges of 1,300 nautical miles from its ship or base, carrying 2,000 pounds internally or a 9,000-pound sling load, or spending 12 hours time on station.
Of course, those numbers represent maximum endurance, maximum lift, or maximum range. A more likely mission profile combines all three. Bell says the aircraft will be capable of carrying a 600-pound payload 450 nautical miles for a mission with 8 hours time on station. It can also refuel in flight, further extending ranges and time on target.
(Bell Helicopters Textron)
And, with just two V-247s, a commander could establish 24-hour persistent reconnaissance of a target. That implies a much lower set of maintenance requirements than manned aircraft, since many require more hours of maintenance on the ground than they get in-flight hours.
Best of all, because the wings fold and it doesn’t need space for a crew, the V-247 would fit in about the same amount of space on a ship as a UH-1Y, tight enough for it to land on Navy destroyers, whether to shuttle supplies or to refuel and re-arm for another mission.
(Bell Helicopters Textron)
For armament, Bell highlights its ability to fire air-to-surface missiles, helping Marines on the ground or potentially helping interdict fast boats during a swarm attack on the water.
All in, the design has a lot of the numbers that planners would want to see in a support aircraft. And, because it doesn’t require a pilot, it can do a lot of complicated tasks while reducing the workload of the military’s already strained pilot population. It’s easy to see a role for an aircraft like this in fleet replenishment, in amphibious assault and air support, and in ship-to-shore logistics.
(Bell Helicopters Textron)
But, the Navy and Marine Corps are already on the hook for a large number of V-22 Ospreys. The Marine Corps has made the V-22 one of its most numerous aircraft, flying them across the world. And the Navy is looking to buy 38 V-22s to conduct fleet replenishment missions around the world, ferrying everything from engines to potatoes from warehouses on land to ships at sea.
So, while it would be useful for the Navy to get some smaller, unmanned aircraft to move the smaller packages between ships — especially since V-22 exhaust is so hot and fast-moving that it breaks down ship decks faster than other aircraft — there may not be enough money to go around. But the V-247 might represent a valuable asset for the Marines and Navy. And many of the sea services’ missions for the tilt-rotor would be valuable for the Army as well.
More graphic depictions of the proposed aircraft are available below.
“We may have been a conquered people, but we were not a defeated people, and our warriors will always rise to the call of battle.” – Hopi leader
“The Native American Veterans Memorial is for healing,” monument designer, Cheyenne and Arapaho citizen, peace chief, and Vietnam veteran, Harvey Pratt said. In addition to serving with the 3rd Marine Division in 1963, Pratt worked in law enforcement over 50 years. His career consisted of being a renowned forensic artist and he is now a multimedia artist inspired by his heritage. When asked why he and so many Indians voluntarily join the military, Pratt explained their warrior tradition of defending their people and homeland, despite the history of oppression by the U.S. government.
“God gave this land to the Indians first and so this is Indian country and will always be Indian country. Our blood is spilled all over this country and world, fighting for this country. We will always fight for this land.” Pratt described the design, stating not only could his great-grandfather, Edmund Guerrier, a Sand Creek massacre survivor, recognize its symbolism, so could his children, grandchildren and every member of America’s 573 tribes.
Located at the entrance of the National American Indian Museum in D.C. and surrounded by gardens, a paved, lit path will lead visitors to a large stainless-steel circle mounted on a stone drum fountain. The symbolism of a drum’s beat, reverberating through the rippling water, will be a call for healing across the land. And on ceremonial occasions, the circle’s base will ignite in flame.
Pratt explained how the round design is timeless and in sync with the other features of the memorial, symbolizing the cycle of life and death and nature’s connection with everything. He detailed how the site will also include four benches for visitors to sit and reflect. And spaced according to the four cardinal directions, four lances will point skyward with feathers in the four battle colors of white, yellow, red, and black, as well as battle streamers.
Veterans, family members, tribal leaders, and visitors will have the opportunity to tie their own prayer cloths to these lances.
He concluded, “Although the memorial is for American Indians, ‘war mothers,’ and their families, all vets are welcome to come feel the power and strength and to feel blessed.” Dr. Herman Viola, historian, curator emeritus at the Smithsonian’s National Museum of Natural History, and senior advisor for this memorial, explained the significance of the monument, with Indians serving since the Revolutionary War at a greater percentage than any other ethnic or racial group – currently almost 19 percent.
Viola described their history of service. American Indians are “fiercely patriotic,” he said. They have been at “the forefront of our nation’s military conflicts despite the fact that until WWII many tribal people were not citizens and could not vote in their own country.” For example, “Though not liable for the draft during the Great War, of the “10,000 Native Americans who served in the Army and the 2,000 who served in the Navy… three out of four were volunteers.” And “World War II witnessed an even more remarkable wave of American Indian patriotism… All told, 10 percent of the country’s Native population of 350,000.” This included one third of able-bodied men, ages 18-50, as well as 800 women.
“In fact, had all eligible Americans in the United States enlisted in the same proportion as did tribal people there would have been no need for a draft,” Viola said. “It is an exemplary record of military service that continues to this day.” Viola ended by relaying the words of a Hopi leader speaking on the importance of appreciating the sacrifices made by Indians and their families. He said “The fact American Indians are fighting for this great country of ours needs to be recognized. We may have been a conquered people, but we were not a defeated people, and our warriors will always rise to the call of battle.’”
Czech Foreign Legionnaire and airman Vachlav Bozdech and his French wingman, Pierre Duval, were shot down over no man’s land between France and the invading German Army in 1940. After the crash, Bozdech dragged the wounded Duval into a nearby house. Its tenants were nowhere to be found, having evacuated the house of all they could carry — which did not include their German Shepherd puppy.
Despite having just walked away from a plane crash and running from oncoming enemy troops, the Czech and French airmen stopped to feed the puppy a bit of candy from their coats and melt some snow to give it a drink. As the night wore on, the two men decided they would make a break for the French lines, but without the dog.
Almost as soon as they left, the puppy began to howl. Duval and Bozdech decided they would have to kill the dog before he gave away their positions to the Nazis. Cue Sarah McLachlan.
No, Bozdech did not kill the pup. The other method of getting the dog to be quiet was as simple as the Czech putting the puppy in his coat and bringing him along — which he did.
As the downed airmen made their way to the French lines, German flares lit up the night sky, turning their darkness cover into the light of day. The three booked it to the nearest tree line, running into some fresh troops. Luckily they were French, a search party sent to look for the downed airmen. When they all arrived back at their home airbase, Duval went to the infirmary while Bozdech took the dog back to the barracks of the exiled Czech airmen. The Czech named him Antis after their favorite Czech aircraft.
Or just “Ant” for short.
Stiff upper lip, pup.
Antis slept in the barracks with Bozdech and the Czechs as World War II got into full swing. The Nazis rolled on France at max blitzkrieg, destroying most of the planes at Saint-Dizier, their home base. But Bozdech still went up to meet the Luftwaffe in air combat, only this time, Ant went with him. He was the perfect back-seater. He didn’t even flinch as the Czech fired dual .50-caliber machine guns at the oncoming Me-100.
Eventually, the airmen were forced to flee from France and make their way through neutral Spain to Gibraltar, where they could fight the Nazis from Britain. But their evacuation ship wouldn’t allow dogs. No problem – Ant remained on shore as the Czech boarded the ship. After it departed, the dog swam 100 yards or more to the ship. The Czechs hoisted him up and made a space for him to sleep below decks.
Antis’ Dickin Medal.
The pair made it to the UK after a few close calls. Bozdech flew with the RAF’s Czech Squadron near Liverpool for much of the war – with Antis flying some 30 missions with his best friend. The loyal pup even helped look for survivors of an air raid, despite his own injuries. After the war, Vachlav Bozdech returned to his home country, but he didn’t get to stay long. In 1948, the Czech government began cracking down on anyone who fought with the Western Allies during the war. Bozdech found himself escaping across another border with Ant, this time into West Germany.
Antis was later awarded the Dickin Medal, the highest award for gallantry bestowed upon an animal in service. Vaclav and Antis eventually became British subjects and Ant lived to the ripe old age of 14.
The former top American commander in South Korea on Thursday said the Trump administration must be ready to launch a pre-emptive strike on North Korea before it tests a long-range missile capable of hitting the U.S. mainland.
“I don’t think any talking, any diplomacy, is going to convince Kim Jong-un to change,” retired Army Gen. Walter Sharp said of the North Korean leader in suggesting the possibility of a pre-emptive strike to eliminate the nuclear threat.
Should North Korea put a missile such as the three-stage Taepodong 2 on the launchpad, and the U.S. was unsure whether it carried a satellite or a nuclear warhead, the missile should be destroyed, said Sharp, the former commander of U..S. Forces-Korea and the United Nations Command from 2008 to 2011.
The U.S. also must be ready to respond with overwhelming force if North Korea retaliated, Sharp said. “If [Kim] responds back after we take one of these missiles out,” he should know “that there is a lot more coming his way, something he will fear,” Sharp said.
“I think we’re to that point that we need to have that capability. I am to that point,” he said, adding that the U.S. could not risk relying solely on anti-missile defenses to counter North Korean long-range missiles.
Sharp spoke at a panel discussion on challenges from North Korea at an all-day forum sponsored by the Center for Strategic and International Studies in Washington, D.C., on the national security issues that will confront President-elect Donald Trump.
Others on the panel, while sharing Sharp’s concerns about the North Korean nuclear threat, worried about the aftermath of a pre-emptive strike. Despite North Korea’s nuclear tests, “there is potential in diplomacy,” said Christine Wormuth, the former undersecretary of defense for policy in the Obama administration.
“I’m concerned about pre-emptive action on the launchpad,” Wormuth said. “What does Kim Jong-un do in response? I worry quite a bit about our ability to sort of manage a potential retaliation.”
During the campaign, Trump called Kim Jong-un a “bad dude” and a “maniac,” but also said he might be willing to meet with Kim over a hamburger to defuse tensions on the peninsula.
The panel discussion came a day after the U.N. Security Council imposed new sanctions on North Korea aimed at cutting its export revenues. The latest sanctions were in response to the country’s fifth and largest underground nuclear weapons test, which occurred in September.
The 15-member council unanimously adopted a resolution to slash North Korea’s exports of coal — its main export item — by about 60 percent and also imposed a ban on its export of copper, nickel, silver and zinc.
Samantha Power, the U.S. ambassador to the United Nations, said that the sanctions would cost North Korea about $800 million annually.
“No resolution in New York will likely, tomorrow, persuade Pyongyang to cease its relentless pursuit of nuclear weapons, but this resolution imposes unprecedented costs,” she said.
In a statement, North Korea’s Foreign Ministry said the sanctions would have no effect on the regime’s pursuit of nuclear weapons and delivery systems.
“There will be no greater miscalculation than to think that Obama and his henchmen can use the cowardly sanctions racket to try to force us to give up our nuclear armament policy or undermine our nuclear power status,” the statement said.
Congratulations! You’ve decided to soar above the earth in your new career as an airline pilot! Being a pilot is a challenging yet rewarding vocation. If you love the thrill of flight, travel and working as a team it’s a great job to pursue. There’s only one thing stopping you.
Money. Let’s first look at what you’re getting for that hard earned cheddar.
You must earn several certifications. Too much time between practice flights can cause you to regress. It’s not just the cost of your training, it’s the cost of time building. In order to obtain your ATP or Airline Transport Pilot license you must have a certain number of hours in several different categories. You must also have a total of 1500 hours of flight time. This can be reduced down to 1250 if you have an approved associate’s degree, 1000 with an approved bachelor’s and 750 if you’re a prior military pilot. I’ll come back to the college aspect soon with info on how that can help you save money.
Next you must decide how to pay for it. You could use savings, take out a loan or go on game show! If that’s not an option (be honest, have you even auditioned for Jeopardy?) read on.
Veteran Readiness and Employment or VR&E
This program was previously called Vocational Rehab and it does what it says. It helps vets with a VA disability prepare for a new job. That job cannot make your current disability worse but pulling out the tray table at 39,000 feet and enjoying a nice lunch isn’t too hard on the old body. You’ll need to fill out lots of paperwork and meet with a counselor to map your career objectives. RTAGers have used this program to obtain everything from initial flight training for enlisted vets to actual type ratings for airliners like the Boeing 737. It all depends on you and your counselor, and this can make the process tricky. Most VR&E counselors are not pilots, so you’ll need to come into your meeting prepared. Again, join the RTAG Nation to learn more. Check out this website for more info.
Workforce Innovation and Opportunity Act
Here’s another sleeper most vets miss entirely, as do their flight schools. WIOA is a federally funded program that helps get Americans into high quality jobs. Your flight school must apply to be an approved partner and you’ll again fill out a mountain of paperwork, take some nongraded skills tests and meet with a counselor. WIOA actually paid for my Commercial Single Engine Land and my Instrument Airplane certifications. It also paid for my checkride fees, gas money and other expenses. The flight schools get paid the money directly so it’s pretty hassle free. Like all things, make sure the check has cleared before you train, or you could end up paying out of pocket. You’ll also have to agree to a year of follow up calls ensuring you’re still employed. A small price to pay and it’s actually a great opportunity for you to extoll the virtues of allowing veterans to use this funding to the assigned counselors. Your spouse is even eligible in some cases. The couple that trains together, stays together.
This is the easiest one for motivated pilots but it’s the hardest one for lazy pilots! Scholarships for training exist within local communities and regions, you’ll just have to find them. Check with every aviation and veteran focused organization in your area. For example, many RTAGers are now training through “Campbell Strong” near Fort Campbell, KY. In fact, if you’re a Screaming Eagle or stationed nearby visit this website for more info right now.
You can also find great info about the millions of dollars in flight training scholarships available to you through Aviation Scholarships and their website or social media platforms. They’re an exhaustive source of info and will save you hours of research. Here’s the page to visit.
Aviation Workforce Development Grants
This is a new program and the exact details are still forthcoming. The FAA has money to help encourage new pilots, but they can’t provide scholarships or any form of financial assistance directly to individual applicants. However, flight schools and charities that are approved may offer scholarship opportunities as a funded activity. So, tell your flight school to do some research. It could be lucrative for both the school and for you. If you’re interested in direct scholarships, the FAA also has a page to help you. Click on this link to start your research.
Each military service operates their own credentialing program, and like all things, they vary widely in scope and eligibility requirements. Many Army RTAGers are using this program to pay for $4000 of training annually, while other services can limit the amount further. The best way to learn more is to contact your local transition services office. If your flight school isn’t aware of this, they are losing serious money. Point them in the right direction. If they won’t try to get approved it might be time to factor that into your choice of flight schools. Just search for COOL and your service to find the link!
The Bartering System
Remember that sketchy shop owner in Afghanistan? The one with the Macedonian, British, Soviet and now American merch? Ever cut a deal on something they were selling? You’re already an experienced international trader. Use your skill. Turn wrenches in exchange for flight time. Redesign their website. Get some training for free or cheap. How? What else could you offer a school?
Knowledge. Here’s two programs they probably haven’t heard of.
How about a paid internship? DoD SkillBridge allows you to spend several months training for your new career with an approved business. You can’t be paid, the internship must lead to a possible job and you must get permission from your command. You’ll still draw full pay and benefits from the military, and this is all before you sign out on transition or terminal leave from the service. This is designed to help you find work and avoid ending up on unemployment, as the military would end up paying for those benefits. What would 90 days of free labor mean to your new boss? They’ll be shocked to find out how amazing an opportunity they’ve been missing when they go to this website and find out more.
How about tax credits? The Work Opportunity Tax Credit can help businesses receive credit for hiring veterans who have disabilities. As the name implies, getting this money involves dealing with taxes and it’s a lot of work, lol! That being said, vets could potentially earn employers up to $9600 in credit by hiring you. That could easily pay for a CFI for a budding E2A RTAGer. Have them visit this page for more deets.
Notice that I listed your “GI Bill” last because it should be your last resort. Yes Virginia, you really can use the educational benefits you’ve earned to train for a career as a pilot, however, in most cases, you must obtain your Private Pilot’s License first.
That is unless you are attending an approved degree producing program…
Programs like the one Mercer Community College administers with their flight school partner Infinity Flight Group. In fact, they even have a specialized “Enlisted to Airline” program just for veterans. Non-pilot veterans who were officers are eligible too. Many colleges offer training through flight affiliates and those may not cover the PPL. If you do the work, you could complete your commercial certificate with little to no cost out of pocket, just as many RTAGers E2A have done. So yes, vets can get their PPL for free!
Do your research before you commit to anything. Ask questions on RTAG Nation. Understanding all the different types of flight schools and certification options you have is crucial to your success. More info can be found via this link and the many RTAG Nation social media platforms.
If you’ve been taking notes you now see that you can get the training for free if you work hard at it. With everything paid for you can use the GI Bill for the one thing that really benefits RTAGers.. getting a backup career in case you lose your medical or say, a pandemic crushes the industry. Yeah, like that’s ever gonna happen.. The GI Bill is a great way to finish your course of study on your overnights as that bright eyed, yet underpaid first officer, all while supplementing your abysmal first year airline pay with that sweet online military housing allowance.
But Erik, what about RTPs and First Officer bonuses? Are they coming back?
You’re better off waiting for Godot (what, right over your head?).
OK, then you’re better of waiting for Han Solo to be rescued at the end of Episode VI. It’s not going to happen for a while but as Han said, “They’ll be another time.” Thanks to RTAG though, you’re much, much better off doing it yourself anyway. If you put forth the same effort in your search as it took me to compile and write this article then I can promise that you will not pay a dime for your training.
Remember that, this is YOUR training. Do not wait for someone else to hold your hand. Get out there and make it happen. Don’t wait for an RTP or First Officer bonus to rematerialize. Airlines go out of business. They don’t pay their bills when they do. You and your school will be stuck holding the bill. Since you’ll be trained guess who’s going to win that fight? Starting over in aviation is already a serious commitment fraught with stress and pitfalls you haven’t even imagined yet. Adding financial debt to the mix is just plain dumb, especially when it will take most of the recovery for you to be trained anyway. Get it done now. Be ready for the eventual recovery. Until then, remember our motto at RTAG…
After losing Frank Levingston, who died at the age of 110 last week, the veteran community now has another supercentenarian: World War II vet Richard Overton now assumes the title of oldest living American military veteran, just in time for his own 110th birthday.
Overton was born in Bastrop County on May 11th, 1906. He lives in Austin, Texas. According to his wikipedia page, he enlisted in the Army at 36 years old on September 3, 1942. He was a corporal in an all-black 1887th Engineer Aviation Battalion in the South Pacific and made stops in Hawaii, Guam, Palau and Iwo Jima.
Overton retired from the Arm
y as Sergeant in 1945 and moved to East Austin, Texas. He worked at local furniture stores and then took a position with the Texas Department of the Treasury. He has lived in the same home – which he bought for $4,000 – for 71 years. He was married twice, and did not have children. He outlived all of his 10 siblings – and wives.
A documentary, Mr. Overton, has been produced on his life and profiles his daily routine, thoughts on longevity, and military service. According to the film’s Facebook page, it will be available at the Short Film Corner Cannes Court Metrage for the duration of the Cannes Film Festival, which starts today.
The candid combat vet has been interviewed numerous times. Here’s what he had to say on a variety of subjects:
“War’s nothing to be into,” said Overton in a 2013 interview with USA Today. “You don’t want to go into the war if you don’t have to. But I had to go. I enjoyed it after I’d went and came back, but I didn’t enjoy it when I was over there. I had to do things I didn’t want to do.”
“They tried to kill me in the Army, but God wouldn’t let ’em. I stayed for nearly five years and I didn’t get a scratch on me.”
“You put a taste of whiskey in your coffee in the morning, and it’s like medicine,” he advised Cigar Aficianado in 2015. He later told local paper My Statesman that he also uses it to sleep: “at night when I go to bed, I put two tablespoons in my 7 Up. It makes you sleep soundly.”
“You don’t ever leave a bullet under the trigger. Leave it empty. You got to clean your gun every day. You got to keep that barrel clean, because you got to use it every day.” (Watch his interview with Guns.com here)
He had his first cigar at 18, and has been a regular ever since. Cigar Aficianado observed “he prefers them mild and on the smaller side—he doesn’t enjoy the fat cigar trend, doesn’t like a cigar that’s too big to hold comfortably in your mouth.”
“I don’t inhale them,” Overton said. “It’s the good taste. Cigars are my friend,” he added. “They keep me company.”
“You’ve got to stir around a lot—your muscles get dry, your blood gets slow,” he told Cigar Aficianado last year. “You need to get up and move around. If your muscles get sluggish, it slows your blood down.”
Meeting President Obama in 2013:
“When I come back, everybody wants to know what he said. But I ain’t said one word. I ain’t no tattletale and I don’t talk tales.” he told My Statesman.
“And everywhere I go now, somebody know me,” he says. “Every time I go to a store, somebody say, ‘I seen you on TV.’ I say, ‘No, you didn’t.’ ‘Yes I did, too,’ they say.”
“I feel good,” Richard Overton told NBC News. “A little old, but I’m getting around like everybody else.”
In early 1942, things were finally starting to look up for the Allies in Europe. After the Miracle at Dunkirk, the British managed to regroup and deploy their forces elsewhere. The Blitz was over, and the English home islands were safe from invasion (for the time being). Most importantly, the Americans were in the war on the Allied side. The time was right to hit Nazi Germany where it hurt while making the North Atlantic just a little safer for the Royal Navy to operate.
The British set out to destroy the shipyards at St. Nazaire, France.
An aerial view of the target.
The French port as St. Nazaire held one of the largest drydocks in the world. The legendary battleship Bismarck was on its way to St. Nazaire when the Royal Navy caught up to her and sunk her. Few other docks could accommodate ships of that scale. So to avoid unnecessary civilian casualties, the British decided to destroy them with a daring commando raid. There was just one problem, the Special Operations Executive believed the mission would require more explosives than they could reasonably carry into the dock.
And all the Navy ships that could destroy the facility were too heavy to get into the Loire Estuary. So instead of using people or guns to destroy the complex, they decided to essentially make one giant floating bomb.
The British needed to destroy the facility’s dock, the water pumping machinery, and any U-boats or other shipping in the area. To get the men and explosives close enough to the facility and have enough to actually do the job, the SOE decided to strip a Royal Navy destroyer, making it light enough to slip into the estuary and up the River Loire. After stripping it for weight, the ship would be packed with explosives. The plan was for the commandos to board smaller ships and disembark. Once in the facility, they would set explosives elsewhere in the complex, then blow them up.
All of them, including the giant ship bomb.
The convoy of two destroyers and 16 smaller craft left England and set sail for France on the afternoon of March 26, 1942. After capturing two French fishing boats, they all arrived off the coast of St. Nazaire around 9 p.m. and made their way into the port under a German naval ensign. That’s when the RAF began making a bombing run that was supposed to distract the German defenders, but it only served to make the Germans more suspicious. By the time the flotilla of English ships was coming in range of the target, they were challenged by the German navy.
In an instant, all the defenders’ searchlights and guns were pointed at the ships. The Germans began to rake the ship with incessant fire, even after the British surrendered. The German fire only increased, so now the British began to shoot back. The HMS Campbeltown, the ship that was laden with explosives, increased her speed.
At 1:30 a.m. the Campbeltown rammed the gates of the dockyard facility, driving the hull into the gate. The commandos finally disembarked as 5,000 German defenders scrambled to make sense of what was happening. Two assault teams, five demolition teams, and a mortar group all spread out into the complex. They moved quickly to take out the various workings of the drydock and the ships there, and they were largely successful, but the effort was not without casualties. The Germans managed to kill many of the raiders.
By this time, escaping back to the ships was not an option. The commando teams’ new orders were to escape back to England however they could and to only surrender if they ran out of ammunition. Most of them did. They attempted to piecemeal an escape to a nearby old town and into the outlying woods. They were quickly surrounded and captured by the Germans. Only five managed to make it back to Spain and thus, England.
The Campbeltown wreck was still in the dry dock months later.
The Campbeltown didn’t explode right away. It remained lodged in the drydock gates for more than 24 hours as the Germans tried to make sense of the Allied raid. At noon on March 28, 1942, the charges exploded, completely destroying the drydock, along with two tankers moored there. It killed 360 Germans and knocked the drydock out for the remainder of World War II.
Some 169 British troops died in the effort, along with 215 taken prisoner. The Nazis lost two tugs, two tankers, and the drydock in this daring raid but the more strategic importance of the raid was less than welcome. Hitler began to double his efforts to fortify the Western coast of France. By the time D-Day came around in 1944, the new fortifications would cost the Allies dearly.
When Gen. Stanley McChrystal began working on his memoir after retiring as a four-star general in 2010, he realized that his perception of himself as a leader was different from reality. In the past eight years, he’s had time to reflect on his career and the notion of leadership itself.
During that long career, McChrystal led America and its allies in the Afghanistan War before retiring as a four-star general in 2010. He revolutionized the Joint Special Operations Command. And he’s best known for taking out the leader of al-Qaeda in Iraq.
He’s now the managing partner of the leadership-consulting firm the McChrystal Group, and he’s the lead author of “Leaders: Myth and Reality.”
In an interview for Business Insider’s podcast “This Is Success,” he breaks down what he learned from key points in his life, including how recently revisiting the legacy of the Confederate general Robert E. Lee helped him realize it was time to redefine leadership.
Listen to the full episode here:
Subscribe to “This is Success” on Apple Podcasts, Google Play, or your favorite podcast app. Check out previous episodes with:
Stanley McChrystal: By the time we finished this book, we really arrived at this conclusion that leadership isn’t what we think it is, and it never has been. It’s much more complex. It’s not two-dimensional. And for me, one of the representative incidents is my relationship with Robert E. Lee. I grew up, figuratively speaking, with Robert E. Lee.
Rich Feloni: You grew up in Virginia.
McChrystal: I grew up in Northern Virginia, not far from his boyhood home, and I went to Washington-Lee High School. And when I turned 17, I went to West Point, as Robert E. Lee had done, and when you go to West Point, you don’t escape Robert E. Lee. I lived in Lee Barracks. There were paintings of Robert E. Lee. And while every other leader at West Point is famous, he’s special.
And then when I got older and I was retired and I had this picture that my wife had given me 40 years before. My wife had paid for it when I was a second lieutenant, and I hung it proudly at every set of quarters we ever had, because for me it represented “This is what I believe in.” When someone came into my quarters, they’d see, “Oh, Robert E. Lee. Those are the values that he believes in.” And I was proud of that.
Then, after Charlottesville, in late spring of 2017, my wife, Annie — we’d been married 40 years at the time — she goes, “I think you ought to get rid of that picture.” And my first response was, “You gave it to me, honey. I could never get rid of that?” And she says, “No.” And I said, “Well, why?” And she says, “I think it’s communicating something you don’t think it is.” And I said, “What do you mean? He was a general officer. He just did his thing. He was a military guy, not a politician or something.” She said, “You may think that, but people in our home may not think that, and they may think you’re trying to communicate something deeper, white supremacy and all those things. So one morning, I took it down and literally threw it away. And it was a pretty emotional moment for me.
And then as we started writing this book, and we had already begun the initial work, I realized I couldn’t write a book about leadership unless I wrote about Robert E. Lee. And I knew that was dangerous, because Robert E. Lee had become a controversial character. There’s a part of American society that is just passionate in his defense, part of it that is passionate against him, and everybody’s going to weigh in. But you know, I’d grown up with Robert E. Lee, both as a person in my mind, but also as an ideal. And just recently, I walked down, just to walk the distance between his childhood home and the slave-trading house in Alexandria, Virginia, which was the second-busiest slave-trading house in the United States. And this is where northern African-Americans were bought. Some freed men were captured, but others were bought from farms that weren’t profitable and shipped to the deep South, where cotton was so profitable. And so it was right in front of him. It was 10 blocks from his home. You don’t hide from the fact that this very ugly thing is a reality. And he spent the next four years defending it. And so there’s this contradiction. Here’s a guy who in some ways, is so admirable. His soldiers loved him
Feloni: From a military perspective.
When McChrystal attended West Point in the ’70s, Confederate general Robert E. Lee had transcended his connection to the Confederate cause, and had become a symbol of military discipline and honor.
(The Library of Congress)
Feloni: Yeah, but it would have to be removing from the context of basically a traitor to his country, ignoring that and kind of replacing it with a myth.
McChrystal: That’s right, and I couldn’t.
Feloni: And were you not aware of that link that people could make when you had that painting in your quarters?
McChrystal: Here’s the point. On one level, yes I was. On another level, what I did was I just said, “Yeah, but.” And I think a lot of people, with Robert E. Lee, go, “Yeah, but.” And the real point of the book is, everybody is a complex person like that. Every memory of every leader that we profiled and everyone we could think, may not have that clear a contradiction, but they all have them. And we as followers, we as observers, we have to make a decision on how we look at those, how we process that, because if we’re looking for the perfect person, woman or man, we can wait forever. They’re not coming.
The ‘Great Man Theory’ of leadership is a myth
Feloni: Yeah. Well, when you’re looking at that and kind of leading into your thesis here, what is the way that we define leaders and leadership, and what is wrong with that, and what were you looking to correct?
McChrystal: I wrote my memoirs starting in 2010, and I thought that it would be fairly straightforward, because I was there, so I knew what happened. And I’d be the star of the show. The spotlight would be on me. And yet, when we went to do … I had a young person helping me that was brilliant. We went to do the research. We did a whole bunch of interviews, and we went to things that I had been very much a part of and given credit for. We found that I would make a decision and issue some order and there would be an outcome. And I thought, “OK, my order produced that outcome.” And in reality, we found that there’s a myriad of actions that other people are doing, or factors impinging on it, that actually affected the outcome much more than I did.
Feloni: So you didn’t realize this until you were writing your memoirs?
McChrystal: No, I mean, you get to this point in life because you sort of believe the Great Man Theory. You sort of believe that the leader is central to everything. And then when I get this, it’s very humbling, and I realize, leaders matter, just not like we think they do. And as we put in the book, it’s also the way we study leadership. We study biographies, which puts the person at the center. And so the spotlight tends to stay on them, and everything else tends to be a bit in shadows. You very rarely see a statue of a team. You see a few, but usually there’s a person on the pedestal. But in reality, a team, and sometimes a very large team, made it happen or didn’t make it happen. And yet, it’s hard to explain that.
Feloni: In this book, you picked a very interesting collection of profiles, and you even included the al-Qaeda leader that you defeated in Iraq, Abu Musab Al-Zarqawi. So what can you learn about leadership from studying someone that you morally oppose, even on an extreme example. This was your enemy. What do you gain from studying that?
McChrystal: Well, we didn’t just oppose him — we killed him.
As the head of Joint Special Operations Command, McChrystal hunted down and assassinated al-Qaeda in Iraq leader Abu Musab al-Zarqawi. McChrystal got inside Zarqawi’s head during the hunt.
McChrystal: I stood over his body right after we killed him. So for about two and a half years, we fought a bitter fight against this guy. And Abu Musab al-Zarqawi had come from a tough town in Jordan, very little education, got involved in crime and things like that in his youth. But then what happened was he realized that if he showed self-discipline to exhibit the conviction of his Islamic beliefs, if he did that overtly, if he became a zealot other people were attracted to him. He was living up to what he said and was demanding that they do. Later, when he became the leader of al-Qaeda in Iraq, he led the same way; he wore all black, looked like a terrorist leader. He actually killed himself — he was the person who held the knife when they beheaded Nicholas Berg. A gruesome thing to do, but what he’s showing people is our cause is so important, I’m willing to do something that we all know is horrific. And so he would lead around the battlefield courageously. And so what he did was he was able to bring forth people to follow his very extreme part of Islam, when most of them really didn’t. The Iraqi Sunni population were not naturally adherents to al-Qaeda, but he was able to produce such a sense of leadership and zealous beliefs that they followed. He became the godfather of ISIS.
Feloni: Yeah, and so by looking at this was, are you saying that to benefit your own leadership you had to get in the mind of him and understand that?
McChrystal: Well, the first thing you have to do is understand him. Your first desire is to demonize him, but the reality is, I had to respect him. He led very effectively, very, and if you really get down and put the lens another way, he believed and he fought for what he believed in. And who’s to say we were right and he was wrong?
Feloni: And that was something that you were thinking when you were in Iraq?
McChrystal: Not initially. Initially, you just say, “We’re just gonna get this guy.” And then after a while you watch him lead and you realize not only is he a worthy opponent — he’s making me better — but you’re also going after someone who truly believes. Who do you want to hang out with, who do you want to go to dinner with? You want somebody who believes what they’re doing. Now, his techniques I didn’t agree with. In many ways he was a psychopath. But I know a lot of people for whom I have less respect than I do for Abu Musab al-Zarqawi.
Feloni: Interesting. When you were having the collection of people in this book, what were you looking for? Because in some ways you were saying that taking a look at profiles of individuals is the opposite of what you wanted to do. Because if you elevate someone above the context that they’re in, it’s counterproductive, but you’re proving that through elevating people so how do you navigate that?
McChrystal: Yeah, that’s an absolutely great point, and we actually didn’t realize that at the beginning of the book. We started writing and we said, “Hey, we are almost running in absolutely opposite directions of what we’re proposing.” You can write a theoretical book on leadership, and there will be a small community of people who read it. We learn through stories, all of us do, and we learn through stories of people. We picked these 13 diverse people and we had these six genres, we had founders, we had geniuses, we had power brokers, we had Coco Chanel, we had Boss Tweed, we have Martin Luther, we have Dr. Martin Luther King Jr., we have Harriet Tubman. We wanted something that would be universal, give us a wide look at different kinds of leaders and context. We wanted diversity in sex, we wanted diversity in nationality, we have a Chinese admiral from the 15th century. And so we thought that if you could bring it wide like that you can draw the universal lessons out, that we couldn’t do if we just took politicians or soldiers or something.
Lessons from success and failure in war
Feloni:Yeah, now I want to talk about these lessons with the lens of your career as well. You became known for the approach that you took to join Special Operations Command, re-imaging the approach to Special Operations, particularly in Iraq, which led to the death of Zarqawi. And so when you had such transformations at JSOC, what was that like coming into a role where you had to adapt on the fly but every change, every risk that you took had lives in the balance?
McChrystal: Well, it was frightening, but it was very, very important. I had grown up essentially in joint Special Operations Command and the Rangers and then on the staff. I was very familiar with this very elite counterterrorist force. And this force was, you’ve seen it in movies, bearded guys with big knuckles and fancy weapons and these surly arrogant attitudes and that’s pretty accurate but the hearts of lions. But we very insular, we were designed to do counter-hijacking, hostage rescue, precise raids, and so we were almost in an insular part of the military and no one else interacted much with us. We would be directed to do certain missions and we loved that because we didn’t have to be affected by the big military bureaucracy. And then in Iraq what happened is, starting in 2003, really after the invasion, we ran into a problem that was bigger and more complex than we’d ever faced before, and that was al-Qaeda in Iraq. And we found that very narrow insulated way of operating before, tribal way, it didn’t work because you had to have this synergy of a real team and at first we almost were in denial because we’re so good at what we do.
We said, “Well, we’ll just do what we do and everybody else will figure everything else out.” But that wasn’t going to work. Really starting in early 2004 we came to a collective understanding that we were losing, and we were likely to lose if we didn’t change. Now we had no idea how to change, there wasn’t a road map, I wasn’t the visionary leader to provide that. And so what we said was, “Well, we will do anything but this. Now we’ll change.” And because I didn’t have this vision or clear blueprint to put in front of the organization, I essentially put it out to the team. I said, “We’re going to start changing to whatever works, so what we do that works we’ll do more of, what we do that doesn’t work we’ll stop.” And that freed the organization to constantly adapt. We’re able to modify, adapt ourselves and constantly change without the limitations of a doctrine that says, “You can’t do that.”
U.S. Army General Stanley McChrystal in his official portrait as head of ISAF.
Our doctrine became, “If it’s stupid and it works, it ain’t stupid and we’ll push it.” And as it came it started to change the way we thought about leadership. When I took over I was approving every mission because I’m the commander and I found there’s no way you can be fast enough, so my role changed. I went from being the micro-manager, the centralized director, to being a commander who creates this ecosystem in which this group of really talented people figure it out. And my goal was to keep the ecosystem going, grow it with new participants and keep everyone supported and inspired.
Feloni: When you’re saying that when you had to take big risks with these changes, that there was a level of fear involved. Were you mitigating that fear by learning to trust the people that you were working with?
McChrystal: Yeah, and you have to — sometimes you can’t completely mitigate it. In an organization like JSOC, when you take casualties it’s deeply emotional because it’s not like new privates coming in, you get a new private. It takes about a decade to build an operator, everybody’s the godparent of other operator’s kids, you know. And so when you lose people, you lose people who’ve been around a long time, it took a long time, so it’s very emotional. T.E. Lawrence talked about the ripples in a pond.
Feloni: That’s “Lawrence of Arabia.”
McChrystal: That’s right, “Lawrence of Arabia.” He talked about when you lost one of the better ones, it was like ripples because it went out into their families and whatnot. Every casualty was much more costly and therefore you had to try to minimize them. And so as we went into this risk period there was a lot of uncertainty and I couldn’t, I don’t have the wisdom or courage or any of that to bear all that together, so we had a team and we supported each other.
Feloni: Distribute that.
McChrystal: Yeah, exactly.
Feloni: Yeah, and in terms of looking at something continuing after you leave, so you led the US-led coalition in the war in Afghanistan. That was eight years ago when you left; the war is still going. How does that look to you, because, for example, I could speak to a CEO who left a company and they can comment and be, like, “Oh, here’s what worked and what didn’t.” But as we were talking about, the stakes are just so much different in war. How do you process that?
McChrystal: You can process it in a lot of ways. You could take a strict business sense you could say, “Well, it hasn’t succeeded thus far, so it’s a bad investment.” And then I can also look and see that as of 2001 when we entered Afghanistan there were no females in school under the Taliban. There weren’t that many young males in school and now we’ve had almost 17 years of young ladies going to school, young men and so we’ve got a different young generation in Afghanistan. And 4.4 million Afghans voted this week and it wasn’t a presidential election. Is the glass half full, is it half empty, is there a hole in it? The answer is yes to all of those. There’s deep corruption, there’s huge problems inside the country, but in many ways I think that rather than say, “OK, it’s a failure,” I’d say it’s a complex problem, one of which you work on over a long period. I know I would not subscribe now to thousands of American troops or unlimited amounts of money, but I wouldn’t recommend walking away. I think our partnership with the Afghan people and the signal we send to other countries in the region is important. And if we think about the world as a completely connected place now, not just by information technology but culturally, I think the ability to have relationships, to demonstrate our willingness to be a part of things is more important than ever. It was critical really right after the Second World War, we gave both Asia through Japan and Europe enough cohesion to grow back. It doesn’t feel as easy or as good in Afghanistan but I would tell you, I look at the world through that lens is how I come at it.
Feloni: In “Leaders,” your memoir, it’s giving you a chance to be introspective of your own career. And on the nature of leaving the military when it came in this much publicized, there was a Rolling Stone article that reporter Michael Hastings portrayed you as a renegade general and that ended up leaving your position. How do you process that now, looking back at your role since it’s been eight years?
McChrystal: Yeah, I mean, there are a lot of ways that maybe I could or should. The first thing is it happened, and I didn’t think that the article was truly reflective of my team. It was about me and my team and the runaway general and that is obviously not a good title. And so on the one hand I thought that that wasn’t fair; on the other hand I’m responsible and we have this negative article about a senior general shows up on the president of the United States’ desk. And it’s my job not to put articles like that on the president’s desk, so I offered my resignation. President Obama accepted it, and I don’t have any problem with it because I’m responsible whether I did something wrong or not. I’m responsible, and as I told the president that day, “I’m happy to stay in command or resign, whatever is best for the mission.”
Now that’s phase one, and I feel very good about that decision. I’m not happy it happened, but I feel good about that. Then you have a moment when you have a failure like that in your life and you get to make a decision. You’re either going to relitigate that for the rest of your life and I could be a retired bitter general, I could be whatever, the CEO got fired or whatever or not. And my wife helped me through this more than anything, because as I tell people, “She lives like she drives, without using the rear-view mirror.” And so we made the decision, she helped me. “We’re going to focus completely on the future.” We made the decision, she helped me. “We’re going to focus completely on the future. There is no point in being bitter because nobody cares but you.” So I decided to look forward, I decided to think about, “What can I do now?” Now, that’s easier said than done. Every day there’s some hurt.
Feloni: Even now?
McChrystal: Occasionally. Not every day, but occasionally something will come up. Last week, Rolling Stone queried if I wanted to do another interview. The answer was no.
Feloni: That seems like … yeah.
McChrystal: Yeah. I kind of went, “Really?” But the reality is, it always kind of comes back up, and you have to remake that decision on a constant basis. But it gets easier over time because you start to see how healthy that is. I would argue that every one or your listeners is going to fail. They’re going to fail in a marriage, they’re going to fail in a business, they’re going to fail at something for which they are responsible. And they’ve got to make the decision, “OK, what’s the rest of your life going to be like?” Because you can’t change what’s already happened. The only thing you can change is what happens in the future. So I tell people, “For God’s sakes, don’t screw up the rest of your life because of something that happened there.” And if you make the right decision, to lean forward, I’ve been extraordinarily satisfied and happy with that.
McChrystal in Afghanistan.
(U.S. Air Force photo by Tech. Sgt. Francisco V. Govea II)
Feloni: And if you were to write a biographical profile for yourself in “Leaders,” what would the theme of your leadership style be, and what would be the reality versus the myth of it?
McChrystal: It would be evolution. One of the things we see in some of these leaders is they didn’t evolve. Walt Disney was this extraordinary animator, and with a small team he was exceptional. When the team got big, he didn’t adapt well, and his brother basically had to run it, and he focused on projects. Mine was a journey … I was a very different leader as a lieutenant colonel than I was as a company commander captain. I was very centralized when I was young. I started to loosen up, by the time I was a general officer I was, I think, completely different. I was much more decentralized. So I think the theme of a profile of me would be the evolution of that.
Now, the myth is the opposite; the myth is the counterterrorist leader who killed Abu Musab al-Zarqawi. I went out, wrestled him to the ground, buried to the waist, and that’s total B.S. At times do I like the myth because people go, “Wow, look at him!”? Yeah, it’s kind of cool, you never want to go, “No, that’s not true.” But it’s not true. The reality is that I built a team. Ultimately I’m more proud of enabling the team that I would be of wrestling to his death. But it still feels kind of cool when people say that. [laughs]
Feloni: So it’s the evolution of you as someone who is a very centralized commander to decentralizing.
McChrystal: Yeah, and thinking about it entirely differently.
Applying these lessons to the workplace
Feloni: And we’ve been talking about leadership on a grand scale, but you’re also the head of the McChrystal Group, which works with businesses on leadership development. So after having worked with a bunch of different industries, often on much smaller scales, what would you say are some of the most common mistakes a new leader makes?
McChrystal: I think often a new leader comes in and wants to prove themselves, because they’ve been hired, typically they’ve been given a role and a fair amount of money, and so they think they’ve got to prove themselves. There’s a reticence to say, “I don’t know.” There’s a reticence to look at the team and say “What should we do?” and to have the team do it. Because you’re worried about your own credibility. I think leaders actually, if they’re willing to, I’m not saying take a subordinate role, they’re responsible, but take a much more inclusive role, a much more role in which you ask people to help lead, actually works much better. Some of the best I’ve ever seen that have particularly been in jobs awhile have reached that, and it’s magic to see.
Feloni: And on the flip side of that, should people who are followers, should they see leadership in a new light, maybe their relationship to their boss, their boss’ boss?
McChrystal: Yeah, think about it — how many times have we sat back and you’ve got either a new leader or your leader in the auditorium, in the room, and they’re saying, “OK, here’s what we’re going to do,” and you’re sitting back kind of the smart-ass, going, “This is stupid, that won’t work, boom, boom, boom.” Rear up on your hind legs and bark, and maybe we’ll think about doing it. Leaders have a role, but the followers have a huge role, huge responsibility. Huge responsibility in doing their part, but also shaping the leader. You see the leader making a mistake and you don’t say something to them? You fail in your job. And then when you see them fail and you get smug and you go, “Yeah, I thought that she was never that good, he was never that good,” shame on you. Because you own part of that, and in reality when it’s firing time they had to fire all of you.
Feloni: So not only should we not put figures of the past on pedestals. We shouldn’t do that with our own bosses.
McChrystal: Absolutely, and bosses shouldn’t put themselves on pedestals either. There are a few who keep wanting to step up there, and then … I think it’s much better for the leader to stay away from the pedestal.
Feloni: And at this point, how do you personally define success?
McChrystal: It’s the team I’m part of. I’ve got this company that’s now 100 people, it’s grown, and I’m not critical to the business, except my name’s on the door. I show up occasionally, and they’re very nice to me and whatnot, but the reality is the work gets done by the team, and I take the greatest pride in the world when I sit in one of our meetings and I’m not saying much, and it’s happening. They’re just doing things, they’re pulling, they’re saying we’re going to go in this direction, and nobody looks to me to say, “Can we go in that direction or should we?” And they’re not being discourteous. They know that that’s not the best thing to do. If they turn to me or somebody else to let the old gray beard do it, it’s too slow. It’s often not the right answer. So I am really happiest when I see that, and it gives you great pride.
Feloni: So success to you, would it be having a non-integral role among your team?
McChrystal: No — I want to be integral to it, I want to feel like a part of it, but I don’t want to feel like the critical cog. I don’t want to feel like the keystone to the arch. I want the company, the organization, to be confident in themselves. If I got hit by a car, they’d say, “We’re going to miss Stan, but guess what? In his honor, we’re going to move forward and we are going to do X, X, X.” That’s when I really feel best about things. Or they don’t even tell me about things they’re doing, and suddenly we’re doing very well on a project and I hear about it, and I go, “Wow, that’s good — when did we do that?” They say so and so, I say, “Well, why didn’t I know?” They say, “Well, you didn’t need to know. It’s not important.” And they’re right.
Feloni: Is there a piece of advice that you would give to someone who wants to have a career like yours? It doesn’t necessarily have to be military — it could be a sense of leadership.
McChrystal: When I think about the two things that I hope leaders have, first is empathy. Understanding that if you’re sitting on the other side of the table you have a different perspective, and they might be right. So just being able to put yourself in their shoes. Doesn’t mean you agree with them, doesn’t mean you approve, but being able to see it is really important. And then the second part is self-discipline. Because most of us know what we ought to do as leaders. We know what we shouldn’t do. It’s having the self-discipline to do those things, because you’re leading all the time. You’re leading by example all the time — it’s a good example or a bad example. It’s not just the leadership in your job; it’s an extraordinary responsibility. I had a battalion commander whose battalion I joined, and he had just left when I got there. But all the lieutenants are wearing their T-shirts backwards. And I’m going, “All right, what’s going on here? Did they get up after drinking all night or something?” And the battalion commander had done that because it showed less skin when you’re out there in the field and the enemy couldn’t see the white skin and shoot you. I didn’t think that was that smart an idea, but the fact that just because he wore his T-shirts backwards, his whole cohort of young lieutenants was doing it.
Feloni: He didn’t tell them to.
McChrystal: I don’t think he told them to. I got there right after he’d left, so it was kind of like this clinical thing. I got there ‘ “Why have they got their T-shirts backwards?” And this guy had done that. Just the power you find that if you are charismatic and whatnot, anything you do, how you treat people, how you think about things, the little things, you’ll start to see it mimicked by people through your organization, and there’s great power in that. And you’ve got to be careful with it.
Feloni: Thank you, general.
McChrystal: It’s been my honor. Thank you.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
In August, 1914, British troops were in full retreat from the World War I Battle of Mons in Northern France. The Germans chasing them were far greater in number, and the men were desperate. In a turn of good luck, they happened to pass a celebrated old battle site that turned the tide of their retreat, in an almost supernatural way – and that’s exactly how it was remembered.
The Battle of Mons went as well for the Brits as could be expected. It was the first test of the British Expeditionary Force in continental Europe. They fought hard, and the Germans paid dearly for their advance. But the French Fifth Army gave way to the Germans, and the British could not hold the line on their own. An orderly battle turned into a two-week rout that would end with the epic Battle of the Marne – but not unless the BEF could escape the oncoming Germans. They retreated south as orderly as possible.
On their way, they passed the site of the famous medieval Battle of Agincourt, where King Henry V’s English longbowmen devastated a French Army that outnumbered the English with estimates as high as 6-to-1. The retreating British troops of 1914 were on the run from a numerically superior German force when legend says a British soldier said a prayer to Saint George that changed the outcome of their retreat.
St. George, the Christian dragon slayer.
George was a Roman Praetorian Guard for Emperor Diocletian, and was executed for not recanting his professed Christian faith centuries before the emperor converted the empire to Christianity. He is probably the most prominent of all soldier-saints. So, when a retreating British soldier asked St. George for help, it makes sense for the men of the retreating army to believe he may have intervened when the Germans suddenly broke off their pursuit.
After the battle, men present during the fighting chalked the sudden turn of events up to a number of supernatural explanations, each more awe-inspiring than the next. In the most prevalent retelling, the prayer to St. George caused an army of spectral English bowmen to appear, which both frightened and slaughtered the pursuing Germans.
Looks like St. George needs to train his angels a bit.
The claims of the English soldiers were grounded by a fictional short story called “The Bowmen” written by Arthur Machen after the battle. In the book, angelic archers appear after a British soldier prays for help from St. George. Led by the patron saint of England, a thousand archers appeared and mowed down the enemy. Afterward, the German generals determined the BEF must be using a new gas weapon, as there were no wounds on the dead German troops.
Machen’s story was a fabrication, of course, based on a different story by Rudyard Kipling. That one was set in Afghanistan. But veterans of the Battle of Mons soon began to claim they were eyewitness to the spectral event. In each retelling, the story changes: German soldiers are found with arrow wounds, the ghost army was actually a team of angels in the form of medieval knights and led by St. George, or the BEF was able to retreat into a wall of clouds.
World War I Ex Machina.
The Angels of Mons very quickly entered the lore and legends of the First World War, joined there by stories of ghouls living in No Man’s Land, crucified Canadian soldiers, and the end of the war by Christmas.