Marines are a tribe of warriors, plain and simple. When it comes to warfare, there are very few enemies (if any) that Marines couldn’t match up against. No matter the situation, no matter the circumstance, we give the enemy an absolute run for their money and make them remember why we have the reputation we do. Extra-terrestrial invaders are not exempt from this rule.
Marines don’t care where their enemies come from — whether it’s another continent or another galaxy, these hands are rated “E” for everyone. In fact, some might say we’re pioneers of equality when it comes to kicking asses.
Here’s why Marines would destroy an extra-terrestrial invasion:
1. We make do with less
The Marine Corps budget must be the smallest of all the armed forces. At least, that’s how it seems when you consider how broken everything we use is. Still, we care not. If you pick a fight with us, we’ll use sticks and stones if we must — and don’t even ask what happens when we mount bayonets…
If you think things like plasma weapons and shields will stop Marines from reaping alien souls — you don’t know Marines.
2. We’re experts at unconventional warfare
Do you think Marines like setting ambushes and using explosives to cripple an enemy just before we dump an entire ammunition store into them? If you answered with an enthusiastic “yes,” you’re correct (We would have also accepted “f*ck yeah!”). We love ambushing and we’re great at it.
We’ll make those alien scumbags regret ever coming into orbit.
3. We exhibit savagery on the battlefield
Marines have made a history of striking fear into the hearts of enemies on the battlefield. It doesn’t matter if we’re outnumbered or surrounded — we’ll just shoot our way out of it. Cloud of mustard gas? Pfft, slap that gas mask on and mount your bayonet ’cause we’re storming the trenches.
Even if the aliens defeat humanity overall — they’ll be talking about how scary it was to face off against a battalion of Marines for millennia to come.
4. We’re expert marksmen
Every Marine is trained to be an expert marksman. Even our worst shooters are still substantially better than the average soldier Joe with a gun. Our skill with rifles would sure pay off in a war against alien invaders as their tech might force us to avoid close-quarters engagement.
But our skill with weaponry doesn’t end at the stock of a rifle. If they force us into CQC, we’ll give them a run for their money there, too.
5. We are resilient
No matter what, Marines will not stop fighting. If we’re given a task or a mission, we’ll see it through to the very end. Even if we’re beaten at first, we won’t give up on the mission — or each other. Conquest-driven aliens may have forced other species to their knees, but they won’t find any quit in Marines.
Gene Simmons wants you to be rich and powerful, but it’s not going to be easy. You’re going to have to learn English, wake up early, turn off the TV and study.
“I want to shake you up and tell, you a real harsh truth: The world doesn’t need you,” he says. “The only way you’re going to become rich and powerful is if you stand up on your hind legs. You’re only going to get the respect you demand.”
Simmons, the co-founder and bassist for the rock band Kiss, is brutal in his advice: Women, choose between a career or a family. Guys, get rid of your worthless friends. Above all, don’t listen to the self-esteem movement or be politically correct. Simmons is here to demand that you drop and give him 20.
“I want to be your drill sergeant and piss you off so that you wake up and smell the coffee and go out there and become that rich and powerful person you deserve to be,” he says. “You cannot fail in America.”
Why should you listen to this guy, someone who has spent much of his adult life slathered in scary makeup, in towering platform boots, wagging his tongue onstage and singing songs like “Lick It Up”?
Because he’s also an entrepreneur who came to America with no money and no English. He’s become, he says, a millionaire with a hand in a restaurant franchise, a wealth management services firm and a magazine, among others. “You don’t have enough hours in the day to understand what I do,” he says.
Now Simmons is ready to reveal the principles he’s learned in his book, “On Power,” part guidebook, part self-help manual, with several profiles of people we should admire, like Oprah Winfrey and Warren Buffett. It’s a small book, and that’s on purpose. “You can take it to the pooper with you,” he explains.
Jessica Sindler, his editor, called working with Simmons “without a doubt a memorable experience” and that all the concepts in the book came from him. “They’re based on the way he lives his life and runs his career. He is very much a man who practices what he preaches.”
In person, Simmons is a jokester and a wordsmith who clearly loves attention. He wags his impressive tongue to whoever asks and glad-hands strangers like a politician. He likes to wear a ball cap decorated with a picture of a sack of money that he’s trademarked. He puns outrageously (“Close but no guitar,” he says at one point. “See what I did there?”).
Simmons cheerfully poses for selfies, interrupts conversations and likes to take candid photos of people he encounters who are lost in their phones. “Every once in a while, look up,” he told one startled bystander. Sometimes, he goes too far, as he did recently during a visit to Fox News Channel. He was allegedly crude, taunted staffers and exposed his chest, triggering a network ban.
Simmons has become legendary for leveraging Kiss’s distinctive look and winking cool into everything from reality TV shows to action figures, colognes, keychains, cabernet sauvignon and even a coffin — the Kiss Kasket.
Simmons is a curious mix of things. He’s a hawk on foreign policy, no fan of unions or socialism, but a liberal when it comes to social issues. “You want to get married to a rock? Or change your sex? Go to Mars and become a Martian religious fanatic? I really don’t care,” he says.
He has boasted of his sexual conquests but is a long-married teetotaler who has no patience for illegal drug users. He can quote Kierkegaard and Kant and speaks four languages, but blames the recent global financial meltdown on greedy borrowers.
He believes we’re still basically hunter-gatherers, with men awash with testosterone and only vaguely civilized. He applauds the wave of women these days calling out men for sexual misconduct.
“There will always be bad guys, don’t kid yourself. The best thing that’s happening now is the female of the species is standing up collectively and saying, ‘That’s enough.’ Good for women. That should always have been the case.”
His advice to gaining wealth is simple: Start a limited liability partnership in your home, use social media and deduct your costs from taxes. You can keep your old job until the rewards flow in. If they don’t? You can declare bankruptcy and “then you can start again.” (It’s advice not all financial advisers endorse.)
Having a brilliant idea for a business is fine, but outhustling is more important to Simmons. “It doesn’t have to be new or original. It can be a stupid idea,” he says. “Some of the dumbest people have become enormously successful.”
The saying goes, “It’s not what you know, it’s who you know.” Sometimes, however, it’s both. There are times in life when knowing the right person can give you knowledge that can change your outlook. Occasionally, we meet someone interesting who inadvertently gives us rules to live by that can change our lives. Here are seven rules for life I learned from a conversation with a former intelligence officer:
Never take anything for granted or at face value. I get it, this sounds paranoid. Think about it, though, how many times in life have you simply believed what someone told you only to find out later that it was complete and utter BS? How many times have you been hurt because you believed a lie? On the surface, it might sound paranoid, but it can save you a lot of trouble and heartache.
Never tell all you know.
It’s important to not show all your cards. By giving someone almost all you know, but not everything, you then protect yourself. Sometimes it’s okay to hold back a little bit.
Never rely on one source.
This is the same as when someone tells you not to settle on the first car you look at or the first house you view. You should shop around when it comes to major purchases. In the same way, you should do your own research on things. Never simply believe the word of one person. There are always three sides to a story: view one, view two and the truth that lies somewhere in the middle.
Constantly re-evaluate and revise.
The validity and integrity of facts can change, so it is important to constantly re-evaluate a situation, and be ready to revise your stance. If you’re truly paying attention at any given time, you will be able to see these changes and be prepared for them. Sometimes this can mean you have to re-evaluate everything you thought to be true.
Always remain objective.
This is important in so many aspects in life. By remaining objective, your view on any given situation can’t be clouded. If you train yourself to always be objective, then you can enter into any circumstance with a clear head.
Trust no one you’re not absolutely certain is trustworthy.
There are few people in life we can be absolutely certain we can trust. When it comes to anyone else, you should approach everything with a questioning opinion, circling back to the “question everything” rule. Protect yourself by not just assuming everyone you meet is trustworthy.
Rely on your gut.
This might be the most important rule on this list, at least in my opinion. Too often we second guess ourselves, and it’s almost always a mistake. “Rely on your gut feeling, it’s very rarely wrong.” This is true when it comes to test-taking. It’s true when it comes to making decisions. It is especially true when it comes to your judgement of other people. If your gut is telling you something isn’t right, nine times out of ten, it isn’t right. Trust your instincts, they won’t steer you wrong.
Each of these is a rule that those in the intelligence world live by and swear by. They live out these rules both professionally and personally, they aren’t something that can just be turned off. By implementing even part of these rules into your own life, you could quite possibly save yourself pain and heartache in the future. Always be objective. Always be alert. And always, always trust your gut.
President Donald Trump toured the US’s last tank facility on March 20, 2019, in a move to highlight the impact of his soaring defense spending in a politically crucial state.
The Joint Systems Manufacturing Center in Lima, Ohio, has been building Army tanks and armored vehicles since World War II. It nearly shuttered in 2012 under the drastic “sequestration” cuts, but it now produces about 11 tanks a month and employs a growing workforce of 580.
The plant’s assembly line is roaring back under Trump’s defense spending hikes, including $718 billion proposed for fiscal year starting in October 2019.
“In terms of economic security, the Trump defense budget is helping to create good manufacturing jobs at good wages, including in communities like Lima that have fallen behind economically,” Peter Navarro, White House director of trade and manufacturing policy, wrote in a New York Times op-ed. “The revitalized Lima plant will directly employ a little more than 1,000 employees.”
Main entrance to Joint Systems Manufacturing Center. An M1A1 Abrams sits on a display platform to the left of the entrance gates.
Here’s a history of the sprawling tank plant, a still-operating legacy of World War II America’s so-called arsenal of democracy.
World War II
The facility opened in 1942 and soon began to build and test vehicles to be sent to the Pacific and European theaters. It built M-5 Light Tanks and T-26 Pershing tanks, according to the website Global Security. By the end of the war it had processed 100,000 combat vehicles.
The facility is owned by the US Army and operated by a contractor.
An expansion began after the Korean War broke out in 1950. The Army built new structures, including two massive warehouses that each had 115,000 square feet of storage, according to an official history of the site.
Construction fell off sharply after the war and didn’t pick up much during the Vietnam War.
The Army introduced the M-1 Abrams in 1980 and called it a “supertank” that would be faster, better armored, and have more firepower than is predecessors.
The early M-1 Abrams tanks weighed 60 tons, carried a 105 mm cannon, and could speed across fields at 30 mph. The armor used a “new super alloy, composite-material” to protect against rockets and artillery, according to the history.
105-mm M1 Abrams tank of the 11th Armored Cavalry Regiment at Grafenwöhr Training Area in Germany, 1986.
Chrysler Defense began production of the M-1 tanks at Lima in 1979.
In 1980, the first M-1 Abrams rolled out of Lima. It was named “Thunderbolt,” in homage to the name Gen. Creighton Abrams gave to his tanks in World War II, according to Global Security.
General Dynamics Land Systems bought Chrysler Defense in 1982. The plant became the sole US tank factory in when the Detroit Arsenal Tank Plant closed in 1996.
The deep sequestration budget cuts nearly shuttered the plant in 2012, and tank production languished under the Obama administration, which oversaw counter-insurgency wars in Iraq and Afghanistan, where a large force of tanks wasn’t needed.
In 2017, the Joint Systems Manufacturing Center was producing about one upgraded M-1 tank a month; a year later it was producing about 11, according to the Los Angeles Times.
Two factors have seen the Lima’s tank plant roar back to life: Trump’s massive defense-spending hikes and the US’s assessment that rivalries with China and Russia are now the country’s foremost threat.
Deterring a major power like them may rely on the US Army fielding the upgraded, 80-ton Abrams tanks now rolling off Lima’s assembly lines.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
It’s Armistice Day, November 11th, in the nation’s capital. It is a brisk day at Arlington National Cemetery. Dignitaries stand silently on the third anniversary of the ending of World War I, watching as a single white casket is lowered into a marbled tomb. In attendance is President Calvin Coolidge, former President Woodrow Wilson, Supreme Court Justice (as well as former President) William Howard Taft, Chief Plenty Coups, and hundreds of dedicated United States servicemen. As the casket settles on its final resting place in the tomb, upon a thin layer of French soil, three salvos are fired. A bugler plays taps and, with the final note, comes a 21 gun salute. The smoke clears and eyes dry as the Unknown Soldier from World War I is laid to rest; the first unknown soldier to be officially honored in this manner in American history.
The United States’ allies in World War I, France and Britain, were the first countries to practice the concept of burying an “unknown soldier.” World War I was, at the time, the most destructive global war in human history. A staggering 37 million people (about 1 in 48) were killed, wounded, captured, or missing in action across both sides in what was called “The War to End All Wars.” (Interestingly, around this same time, the Spanish Flu killed between 50-100 million people and infected around a half a billion around the globe, roughly 1 in 4 humans.)
Even before the end of the war, the idea of finding a way to properly commemorate the lost, missing, or unable-to-be-identified French soldiers who died fighting for their country was conceived. Around November 1916, a full two years before the war ended, the city of Rennes in France performed a ceremony to honor those local citizens who were lost and unable to be found. Upon hearing of this ceremony, three years later, France’s Prime Minister approved a tomb dedicated to France’s unknown soldier to be installed in Paris. He originally proposed that the tomb be placed in the Pantheon, with other French historical figures like Victor Hugo and Voltaire (the latter of which made his fortune by rigging the lottery). However, veterans organizations wanted a location that was reserved solely for the Unknown Solider. They agreed upon a tomb under the Arc de Triomphe, originally completed in 1836 to commemorate other lost French military members.
The tomb of the unknown soldier, Paris, France. (Photo by Jérome BLUM)
With the help of a 21-year-old French baker turned “valiant” soldier named August Thin, a representative unknown soldier was settled upon. On November 11, 1920, his casket was pulled down the streets of Paris, before settling under the Arc de Triomphe, where he was laid to rest. To this day, the tomb is still there with a torch by its side, rekindled every night at 6:30 PM.
That same day, two hundred eighty-five miles away in London, Great Britain was holding a similar ceremony. “The Tomb of the Unknown Warrior,” as it is called in London, is housed at Westminster Abbey. It is the only tombstone in the Abbey that it is forbidden to walk upon, and bears this inscription, “Beneath this stone rest the body of a British warrior unknown by name or rank brought from France to lie among the most illustrious of the land and buried here on Armistice Day 11 Nov: 1920.”
Many countries worldwide adopted this symbol of commemoration, including the United States of America. In December 1920, Congressmen Hamilton Fish Jr. of New York introduced in Congress a resolution that asked for a return of an unknown American soldier from France for proper ceremonial burial in a to-be-constructed tomb at the Memorial Amphitheater in Arlington National Cemetery. The measure was approved a few months later for a “simple structure” that would eventually serve as a basis for a more elaborate monument. Originally set for Memorial Day in 1921, the date was pushed back when it was noted that many of the unknown soldiers in France were being investigated and may be identified, rendering them no longer qualified to be the unknown soldier. The date was then changed to Armistice Day, 1921.
An important qualification to be selected as the “unknown soldier” is, of course, that the soldier is truly unknown, for they are meant to symbolize any soldier. Thus, there could be no ID on the body, no personal records of the deceased, no family identifications, and no information anywhere at all about who this person was. It also meant that certain precautions needed to be taken to make sure the selected would never be identified. For example, in France, when eight bodies were exhumed from eight different battlefields, they mixed up the coffins to make sure no one knew who came from where.
When August Thin, the young soldier who was given the honor of selecting the Unknown Soldier, walked around the caskets and delicately placed flowers upon one of them, he legitimately had no idea who he was choosing. In Britain, six bodies were chosen from six different battlefields. Not told of any order to the bodies, Brigadier L.J. Wyatt closed his eyes and walked among the coffins. Silently, his hand rested on one — the Unknown Warrior.
In America, the process was even more ceremonious. Four unknown Americans were exhumed from their French cemeteries, taken to Germany, and then switched from case to case, so not even the pallbearers knew which casket they were carrying. The honor of choosing exactly which casket was then given to Sgt. Edward F. Younger of Headquarters Company, 2d Battalion, 50th Infantry, American Forces in Germany. Placing one rose on top of the chosen casket, the Unknown Soldier was selected and sent to the U.S. on the ship Olympia. Later, that rose would be buried with the casket.
Arriving on the shores of America, the casket was taken to the Capitol, where it was laid out under the rotunda. President Warren G. Harding and the first lady, Florence, paid their respects, with Mrs. Harding laying a wreath she made herself upon the casket. After visits from many notables and military, a vigil was kept overnight. The next day, the rotunda was opened up for public viewing. It was reported that nearly 100,000 people came to commemorate the Unknown Soldier.
Around 10 AM on Nov. 11, the funeral procession began, passing by the White House, the Key Bridge, and the construction of the Lincoln Memorial (which would be finished six months later). Arriving at Arlington National Cemetery and the Memorial Amphitheater, the ceremony began rather quickly. In fact, it was reported that the President, who was traveling by car, got stuck in a traffic jam on the way there and would have been late if it wasn’t for his driver’s quick decision to cut through a field.
The beginning of the ceremony featured the singing of the National Anthem, a bugler, and two minutes of silence. Then, President Harding spoke, paying tribute to the Unknown Soldier and asking for the end to all wars. He then placed a Medal of Honor upon the casket. Congressman Fish followed with laying a wreath at the tomb. Next, Chief Plenty Coups, Chief of the Crow Nation, laid his war bonnet and coup stick. Finally, the casket was lowered into the crypt as the saluting battery fired three shots. Taps was played with a 21 gun salute at the end. The ceremony for America’s first Unknown Soldier was finished.
Many elements for this ceremony were repeated in 1956, when President Eisenhower made arrangements for unknown soldiers to be selected from World War II and the Korean War. In 1984, President Reagan presided over the ceremony for the Unknown Soldier for the Vietnam War. Acting as next in kin, he accepted the flag presented at the end of the ceremony. In 1998, a mini-controversy occurred when, through DNA testing, it was discovered that the remains of the Unknown Soldier from Vietnam was Air Force 1st Lt. Michael Joseph Blassie, who was shot down near An Loc, Vietnam, in 1972. Due to this, it was decided that the crypt that once held his remains would remain vacant with only this inscription, “Honoring and Keeping Faith with America’s Missing Servicemen, 1958-1975.”
Today, the Tomb of the Unknown Soldier in America is under ceremonious guard 24/7, with the changing of the guard happening up to 48 times a day. It is truly one America’s most somber, affecting, and patriotic memorials.
Everyone lies in the military. From the newest privates to the saltiest of generals — we’ve all done it.
Studies show that by the time a child reaches the age of three, they know how to tell a fib. Although white lies are considered harmless, others can screw with peoples’ heads.
Since the military is a structured environment, young troops depend on their senior enlisted leaders for not only career guidance but personnel management. You can’t go home on leave or sometimes liberty without getting their signature (depending on the branch).
Keep in mind many first sergeants won’t even know your name without looking at your name tape. So they might not even care if they lie to your face. However, others may care and want to earn your respect — but that won’t stop them from lying.
So check out a few ways in which you might catch your first sergeant in a fib.
1. Look for a momentary head jerk or tilt
First sergeants don’t know everything, even though they may want you to think they do. According to lie expert Richard Wisemen, liars tend to retract, jerk or tilt their head during specific parts of their reply. If they jerk their heads while listening, that doesn’t technically mean they’re lying because they need to be speaking.
If they jerk their heads while listening, it doesn’t technically mean they’re lying because they need to be speaking.
This muscle jerk is considered a form a user uncertainty.
The old fashion head tilt. It’s universally not a good sign. (Image via Giphy)
2. Watch their blinking
Everyone human on the planet blinks to lubricate their eyeballs. The average person blinks their eyelids 15-20 times per minute at nearly a consistent rate.
Lie experts suggest people who fib tend to change the rate of their blinking, slowing it down then increasing nearly eight times faster than norml. So to my E-4 mafia, if your first sergeant blinks too much, your request is denied.
Pretty inconsistent. (Image via Giphy)
3. Repeating their words
Since the military is about maintaining high levels of discipline, people often tend to over-speak or repeat the question you just asked them to buy themselves time. This act allows your brain to generate its next words carefully.
So the next time you ask your first sergeant for special liberty and it takes them an hour to explain why you can’t — they’re probably lying.
So, I guess it’s a no. (Image via Giphy)
4. Point towards the exit
We don’t mean that they literally point their index finger toward the exit, but many times when liars are in a situation they want to get out of, they tend to steer their bodies toward the nearest exit.
Yup, she’s lying. (Image via Giphy)
5. Breathing changes
In many cases, when someone is lying to you, their breathing habits increase as their stress levels elevate. Troops should watch how many times their first sergeant inhales and exhales. If the rate increases, it could be an indication they aren’t telling you the truth.
We think we just caught her in a lie. (Image via Giphy)
Body language tells us more than what the speaker is usually saying. In many cases, when a liar is lying, the lie creates a level of anxiety. So you may notice your higher ups overly correct their uniforms or put their hands in their pockets trying to relieve that stress.
If they do that, you can bust them for lying and for stowing their hands in a place that they’re not supposed too.
Next time you speak to anyone in your command, look for these “tells” to see if they’re telling you the truth.
North Korea is ready for both dialogue and war, state-run news agency KCNA said Feb. 19, 2018.
In an op-ed, KCNA said the US is trying to derail inter-Korean relations by keeping military options on the table.
“It is obviously an expression of a hideous attempt to block the improvement of inter-Korean relations and again coil up the military tension on the Korean peninsula,” KCNA said.
Using the country’s official name, Democratic People’s Republic of Korea, the article also said, “the DPRK is fully ready for both dialogue and war,” and that it would be “naive and foolhardy” for the US to “hurt” North Korea.
The statement came shortly after US Secretary of State Rex Tillerson told 60 Minutes he would continue diplomatic efforts with North Korea “until that first bomb drops.”
“We don’t know precisely how much time is left on the clock,” Tillerson said on Feb. 18, adding that the US will keep up its policy of maximum pressure until Pyongyang tells him they are ready to talk.
Tillerson’s messaging reiterated that of Vice President Mike Pence, who told The Washington Post the US approach is one of “maximum pressure and engagement at the same time.”
North Korea’s latest statement seemed to be directly responding to these two interviews, saying the vice president and secretary of state are “vying with each other to build a world of public opinion.”
Pyongyang also seemed particularly aggrieved by the US State Department’s change to its travel advisory January 2018. Travelers to North Korea are now warned to draft a will, designate a power of attorney and discuss funeral plans with loved ones before their visit.
“The Trump group spouted jargons that tourists should write a will before making a trip to the DPRK. If the U.S. dares to ignite a war against the DPRK, there will be left no one to keep a written will and bury a coffin,” KCNA said.
The siege of Mosul and targeted killings of chemical weapons experts in US-led coalition airstrikes have significantly degraded the Islamic State’s production capability, although the group likely retains expertise to produce small batches of sulfur mustard and chlorine agents, a London-based analysis group said on June 13th.
In a new report, IHS Markit said there has been a major reduction in IS’ use of chemical weapons outside the northern Iraqi city. It has recorded one alleged use of chemical weapons by the group in Syria this year, as opposed to 13 allegations in the previous six months. All other recorded allegations of IS using chemical agents in 2017 have been in Iraq — nine of them inside Mosul and one in Diyala province, it said.
“The operation to isolate and recapture the Iraqi city of Mosul coincides with a massive reduction in Islamic State chemical weapons use in Syria,” said Columb Strack, senior Middle East analyst at IHS Markit.
“This suggests that the group has not established any further chemical weapons production sites outside Mosul, although it is likely that some specialists were evacuated to Syria and retain the expertise.”
IS has lost more than half the territory it once controlled in Iraq. It’s now fighting to defend a cluster of western neighborhoods in Mosul, Iraq’s second-largest city. Mosul is the last major urban area held by the group in Iraq, and is believed to be at the heart of its efforts to produce chemical weapons.
IHS Markit says the militant group has been accused of using chemical weapons at least 71 times since July 2014 in Iraq and Syria. Most of these involved either the use of chlorine or sulfur mustard agents, delivered with mortars, rockets, and IEDs.
It warned, however, that the extremist group likely retains the capability to produce small batches of low quality chlorine and sulfur mustard agents elsewhere. It could use such agents to enhance the psychological impact of suicide car bombings in urban areas or in terrorist attacks abroad.
‘Tis the season for the giving of gifts. ‘Tis also the season of FOMUG (Fear Of Messed Up Gifting). We get it. It’s hard out there for an elf. Team WATM would like to offer you some guidance.
~ Modern Day Charm Jewelry from the Sisters of the Tactical Pants* ~
The Dellavalle sisters, whose origin story is pleasingly similar to that of another of our favorite vetrepreneur sister acts, founded Stella Valle together after Paige graduated from West Point and Ashley finished her five year stint in the Army. They hold it down for the feminine in both military and business affairs.
Though neither had any experience in jewelry design or manufacturing, much less the business of fashion, they bootstrapped their own line of charms and accessories, eventually scoring successful trunk shows at Bloomingdale’s and Henri Bendel. In 2013, on the strength of their early sales (and their Army-forged determination), they took their act to Shark Tank, walking away from that encounter with a joint deal with Mark Cuban and Lori Greiner.
At the heart of the Stella Valle aesthetic is the push-pull between warrior values and womanhood. There’s is a very feminine version of a soldier’s civilian transition story. They strive to make jewelry that honors what they accomplished in the military, even as it allows them reclaim the feminine freedom their service helped to protect. Their stackable charm bracelets are designed to help you spell out your own individual story and wear it proudly.
You have, by some miracle, managed to secure the ongoing attentions of a woman who is both cooler than you in every way and is willing, saint-like, to put up with your foolishness. And yes, if you read that and thoughtwe must be talking about your mother, that means we are talking about your mother. Stack some Stella Valle charm bracelets and use them to send her a communique about how you feel about the light she brings to your life.
Because any woman who loves you has to be a warrior.
The 2017 We Are The Mighty Holiday Gift Guide is sponsored by Propper, a tactical apparel and gear company dedicated to equipping those who commit their lives to serving others. All views are our own.
Speaking of Propper, they’re giving away twelve tactical packs filled with gear from our Holiday Gift Guide. Click this link to enter.
During the famous rescue of navigator “Bat 21 Bravo,” a U.S. and a Vietnamese Navy SEAL took the lead role in a dangerous operation behind enemy lines during the Vietnam War, rescuing two aviators with no friendly losses despite running into enemy patrols and positions during the 11-day ordeal.
Numerous attempts to destroy North Vietnamese resistance from the air and rescue the downed aviators by helicopter failed, causing 14 American deaths and additional casualties before air rescue was outlawed for the men.
(U.S. Air Force)
While the rescue was widely popularized in a movie and book, both named Bat 21, the stories told were written before the events were declassified, so they were highly fictionalized to ensure that no sensitive information was inadvertently released.
But the true story is more amazing. Air Force Lt. Col. Iceal Hambleton was forced to eject over Vietnam on April 2, 1972, triggering a mad dash by the U.S. to recover him before he was captured. Then, multiple rescue attempts went sideways in the first week. Seven more aircraft were lost, 14 Americans were killed, two were captured, and a new aviator was missing behind enemy lines. The theater commander forbid more helicopter extractions and the SEALs were ordered up.
A U.S. Navy SEAL, Lt. j.g. Tom Norris, led the mission alongside a Vietnamese Sea Commando team with its own lieutenant team leader.
An Air Force composite photo shows the tough terrain that the downed aviators had to cross to reach the river in hopes of rescue in April 1972.
(U.S. Air Force)
The men started by swimming their way up the river as the two targets of their rescue were directed to move to the river and start floating down. The aviators were given coded directions that combined landmarks from their home states and their hobbies. Clark was rescued on April 10, but Hambleton had trouble reaching the river.
Hambleton finally reached the river on the night of April 11, but the SEAL command post, meanwhile, had come under artillery barrage and two of the Vietnamese commandos had to be evacuated. The rest of the team was increasingly hesitant to risk their necks for American service members.
An April 11 rescue attempt with four members failed, and two of the Vietnamese commandos were obviously too frightened to continue.
Viet Cong irregulars move through a river in shallow boats like the one used by U.S. and Vietnamese commandos during the rescue of Air Force Lt. Col. Iceal Hambleton in April 1972.
They were forced to pass NVA position after position, taking fire at each point and trying to keep their wounded, sick, and delirious package alive. Norris was forced to call in multiple airstrikes, and the Air Force dropped smoke bombs after their explosives to create a screen for the SEALs to maneuver behind.
Air Force Lt. Col. Iceal Hambleton after his rescue.
(U.S. Air Force)
Finally, the three men made it back to friendly lines and were able to get Hambleton to medical care. For their efforts, both the Vietnamese and the U.S. SEAL would be awarded medals for valor.
Nguyen was ineligible for the Medal of Honor because he was not an American service member. He was admitted to U.S. SEAL schools following the ordeal, though, and graduated the underwater demolition team course and the SEAL advanced course. He later became an American citizen.
A new initiative from BAE Defense Systems wants to create a system for “growing” drones in vats in a next-generation version of 3-D printing.
The process would be very quick, allowing military planners to manufacture new drones only weeks after a design is approved. That would allow custom aircraft to be grown for many major operations.
If the Air Force needed to get bombers past next-generation Russian air defenses, they could print drones specifically designed to trick or destroy the new sensors. If a group of troops was cut off in World War III’s version of the Battle of the Bulge, the Army could resupply them with custom-designed drones carrying fuel, batteries, ammo, and more. Different designs could even be grown for each payload.
The drones would grow their own electronics and airframes, though key parts may need to be manufactured the old fashioned way and plugged into new drone designs. BAE’s video shows a freshly grown aircraft receiving a final part, possibly a power source or sensor payload, on an assembly line after the craft leaves its vat and dries.
The 3-D printer that would be used, dubbed the “Chemputer” and trademarked by BAE, could potentially even recycle some of its waste and use environmentally friendly materials.
Since each aircraft is being custom built for specific missions or niche mission types, they can be highly specialized. One vat could print an aircraft optimized for speed that needs to outrun enemy missiles while the one next to it needs to act as a radio relay and has been optimized for loiter time.
The project is headed by University of Glasgow Regius Professor Lee Cronin. Cronin acknowledges that roadblocks exist to getting the Chemputer up and running, but thinks his team is ready to overcome them.
“This is a very exciting time in the development of chemistry,” Cronin said. “We have been developing routes to digitize synthetic and materials chemistry and at some point in the future hope to assemble complex objects in a machine from the bottom up, or with minimal human assistance. Creating small aircraft would be very challenging but I’m confident that creative thinking and convergent digital technologies will eventually lead to the digital programming of complex chemical and material systems.”
Footage released as part of a documentary about life aboard a British warship shows an incident in which 17 Russian warplanes swarmed the Royal Navy destroyer HMS Duncan as it sailed near Crimea in the Black Sea earlier this year.
Russia intervened in Ukraine and annexed Crimea in early 2014, and tensions between Russia and other countries in the West have been elevated since then, particularly in the Black Sea region and eastern Europe.
The Duncan’s transit near Crimea, sailing just 30 miles from the peninsula, is the closest any British navy ship has come to Crimea since Moscow annexed it.
SNMG2 exited the Black Sea after that tour on May 20. (An international treaty limits which warships from countries that do not border the Black Sea can enter it and restricts them to 21 days there.)
Commodore Mike Utley, who was leading the NATO group from the Duncan at the time, said in the clip that the British ship was “probably the only maritime asset that has seen a raid of that magnitude in the last 25 years.”
“To me it felt unprecedented,” said Cmdr. Eleanor Stack, the Duncan’s captain. “There were more aircraft than we have seen in a long time.”
The clip posted by Sky News shows the Duncan’s crew reacting as call signs and bearings are issued for Russian jets as they appear on radar.”
Our long-range radars are picking up air contact. The air team are trying to work out what type of aircraft that contact is and whether or not that contact poses any threat,” a British sailor in the Duncan’s command center explains.
“The assumption is that they are Russian, because they’re coming from Russian airspace and from a Russian point of origin,” another crew member says.
The herd of Russian jets flying out of Crimea — a mix of fighters and fighter-bombers — zoomed over the Duncan, sometimes as low as a few hundred feet, alarming crew members trying to determine whether they were there to attack or just intimidate.
The jets came so close that electronics systems they carried could have been affected by the Duncan’s radar, potentially causing a crash.
Upon departing, one of the Russian pilots sent the Duncan a brief message — “Good luck, guys” — which one of the Duncan’s crew members interpreted as a final rattle of the saber.
Utley scoffed at the show of force. “I think their tactics are naive,” he said. “What they don’t know is how capable the ship is.”
A Russian Su-27 fighter jet intercepts a US Navy EP-3 Aries reconnaissance plane over the Black Sea in January.
(U.S. Navy Screenshot via YouTube)
“When you see that much activity, I think it reinforces the nature of what people expect at the moment and why there is a challenge from Russia,” Utley added.
“They had 17 aircraft. We’ve got 48 missiles. I think we’re going to win that one,” a lieutenant commander in the Duncan’s command center said in the clip.
The Russian jets departed without incident, but earlier in the deployment the British ship scrambled its Merlin Mk2 helicopter to track down a Russian spy ship detected by the Duncan’s radar.
British Defense Secretary Gavin Williamson praised the Duncan’s crew members, saying they “epitomized the nation we are going to be as we exit the EU — a truly global Britain.”
“As NATO flagship, she has faced down brazen Russian hostility in the Black Sea with jets buzzing overhead, been stalked by Russian spy ships and played a vital role protecting NATO allies during the British, American and French strikes against Syrian chemical weapons facilities,” Williamson said of the Duncan.
Tensions between Russia and Western countries have led to close encounters on and above the Black Sea.
In July, British fighter jets in Romania were scrambled to intercept a Russian fighter that flew close to NATO airspace over the sea.
Earlier this month, in the second close encounter publicized this year, a Russian jet flew close to a US Navy reconnaissance plane over the Black Sea and suddenly banked right, forcing the US aircraft to fly through turbulence.
Over the past decade, the U.S. Army has taken steps to fully integrate women into all positions in its formations. Last month, the Army announced female infantry and armor Soldiers will integrate into the last nine brigade combat teams by the end of the year. In light of these initiatives and the open-mindedness of my leadership, I competed for and served as a light infantry brigade assistant S2 and, more importantly, an infantry battalion S2, a position open to women since 2014.
Gender integration has had its challenges but in my experience, leaders at all levels are trying to embrace this evolution. It is not unusual for a group of officers to experience awkward initial counseling sessions with their maneuver commander wherein the commander overemphasizes their support of female integration directly to the one female officer in the room. Although it may seem uncomfortable for all parties involved, these maneuver officers are still learning and while it may not be perfect, at least they’re trying..
However, even with the best of intentions, military leaders occasionally make decisions that inadvertently segregate women, leading to the unintended consequence of isolating them from their units.. This article addresses how a commander’s simple decision on troop billeting can have an adverse impact, and how commanders and leaders can more successfully lead gender-integrated teams.
The female tent: A flawed good intention
When a unit deploys to a Combat Training Center (CTC), Soldiers are housed in “tent city” while conducting Reception, Staging, Onward movement and Integration (RSOI), Leaders are responsible for allocating tents, ensuring they account for all personnel on the ground. Sometimes as an afterthought, someone asks the question “Where is the female tent?”
The idea that women require their own tent is an antiquated tradition that many senior leaders (and often junior leaders) have yet to break from and likely causes more harm than good . This issue may initially seem benign within the context of integrating women into combat arms units. After all, it’s “just” a tent, it is only temporary, and you only go there to sleep and then show up to the next formation. This issue is about much more than a tent. The decisions leaders make can help or hinder their ability to build a cohesive team that sees beyond gender.
The female tent exists mainly as a safety precaution to protect the female Soldier population. Sexual assault and harassment continues to be a large issue in the military. However, as we look deeper into the effects of gender-segregated tents, we will start to identify how our separate treatment of genders only exacerbates the issue. Studies in the past decade, including one conducted on the Norwegian Army’s Unisex living spaces in 2014, concluded that integrating genders for training and in living quarters increased team cohesion between genders by breaking the “us versus them” mentality, decreased sexual harassment and assault claims, and made gender difference less significant. Instead of training separate teams of male and female Soldiers, the integrated training and living arrangements created teams of Soldiers comprised of men and women.
The segregation of women from their platoon, company, or battalion leads to them missing critical events, and team building and bonding built during times of uncertainty when leaders make decisions and plans change. The female tent creates an additional barrier to communication where a portion of the unit does not receive updates on the evolving operational conditions because men and women are hesitant to enter each other’s tent to get information. Women show up to meetings being caught off guard by changes in the plan that were made among the male officers at 2300 but failed to make it back to the female battalion staff lead because they forgot, they figured it could wait, or it was too inconvenient to send a runner to inform them of the change. This communication barrier creates an overall disadvantage to the commander who now has a population in the formation that is unable to inform the decision-making process and in the end hinders the unit in achieving mission success.
More importantly, the female tent denies female Soldiers equal access to the esprit de corps and cohesiveness building reality of shared accommodation, and often imposes a gender divide on teams. In the end, this causes women to miss the stories told in their team, invitations to the gym, and group meals. They miss the inside jokes and become an outsider in their own unit. They struggle to get to know their unit and their unit struggles to bring them into the fold. It becomes a self-perpetuating cycle of damaging isolation that most women do not want, but are forced to endure.
How do we fight the female tent?
1. Prioritize mission success over comfort. Key to mission success is enabling your commander’s ability to exercise command and control over the formation. The female tent takes women of different ranks across the formation and puts them in one tent geographically separated from their organic teams. We, in turn, hindered multiple leaders’ ability to lead effectively by complicating the flow of communication, reducing ability to receive feedback from a select population, and decreasing the flexibility of a unit to rapidly adapt and execute operations. The female tent becomes more unfeasible as we integrate more women into company commander, executive officer, and platoon leader positions in combat arms formations.
As leaders in charge of planning training events, we need to focus on how to enable mission success. In 2018, my light infantry brigade had one battalion commander, one command sergeant major, two brigade staff primaries, five brigade staff senior NCOs, at least one battalion staff primary officer or NCO per battalion, and five company commanders or first sergeants who were women. That equaled 20 leaders at the company level and above that were integral to the brigade’s success at our CTC rotation. Since then, the number of female leaders in today’s brigade combat team continues to increase.
Focusing on mission success means all leaders are able to be with their Soldiers through all aspects of a training environment. Integrated tents allow leaders to better take care of their Soldiers because they are together in one place where they can monitor the well-being of each Soldier as the unit goes through stressful training exercises. It allows leaders to identify and address sexism issues in their ranks because they can monitor the interactions among all of their Soldiers.In a segregated environment, leaders may not be present when their female Soldiers are harassed while they are isolated in separate areas. Integrated tents build better teams that communicate more effectively, provide feedback to their commanders, and react quicker to rapid changes because they are a cohesive unit that treats everyone as a valued member of the team.
2. Use informal leadership. As described in ADP 6-22 Army Leadership, part of informal leadership is taking the initiative to advise formal leaders on decisions based on previous experience or expertise. Informal leadership takes initiative and some courage, because it usually involves an individual speaking up to leaders who outrank them. In one experience at a CTC exercise, my company leadership was trying to remove the female Soldiers from our unit’s tent because the brigade’s designated female tent did not have enough females in it. A female lieutenant I supervised looked at me with disappointment and asked me if there was anything I could do to stop it. I decided to work with another female captain located in our company to make it clear to our leadership that we did not want to leave our sections to live in a separate tent. The company leadership relented but not without some offhand remarks about how we were an inconvenience.
After that experience, the female officers made it a point to teach our staff sections how the separation of women into female tents affects women because our male peers honestly did not understand. How could they? In their military career, they never had to be separated from their team because of their gender. The effort we made to stay in the tent was worth it because our section became a more cohesive team and it was a leadership opportunity that enabled us to discuss a gender issue with our male counterparts that they will never experience firsthand. Informal leadership is a powerful tool that leaders can use to prevent segregation in their units, regardless of gender.
3. Be comfortable asking “What’s best for the team?” You may not know all the right answers when it comes to how best to integrate women and that’s okay. It is a learning process for everyone. What Soldiers do not want to hear is what one of my peers told me as he shrugged his shoulders, “We forgot to account for you guys (for bed space). Sorry, I’m infantry.” Instead, leaders should exercise humility and ask their female peers or subordinates for input. More often than not, they have been through these situations multiple times and they will appreciate your willingness to learn about how best you can assist your formation. It is as simple as something an infantry major once said to me, “I’m new to this. Do I need to make special accommodations for you or do you feel comfortable staying with the unit?” Yes, it can feel awkward to ask, but there is a certain amount of respect you gain when you open yourself up to learning how best to ensure everyone feels like a valued member of the team.
If a living situation is poorly planned or seems like it may be an issue, present the options. “We can let you stay in the open bay with the males and everyone will just use their sleeping bags or the latrines to change, or we can cordon off an area in the bay for privacy so that we can keep you with the team.”
4. Keep everyone in the loop. Sometimes it is inevitable to be forced to split your unit into gender-specific tents, especially while traveling through different locations with transient barracks or if the final decision is made above your level. When this happens, it is important to take steps prior to the unit splitting apart to make sure that the isolated personnel stay in the loop. Leaders should develop a clear communication plan and battle rhythm to distribute information. It is imperative to ensure inclusiveness of the isolated population for both work- and social-related events. If a squad goes to eat together, it is the responsibility of that squad and team leader to include the female squad members. If a platoon is tasked for a working party, the platoon sergeant needs to get everyone involved in helping. If the battalion staff needs to talk through some minor decisions, make the effort to get those female staff officers involved. It can be demoralizing to hear the stories of what someone missed because no one bothered to let her know what the unit was doing.
It’s a learning process
Gender integration will continue to be a learning process for the military. To build better integrated teams, units need to train, eat, and sleep in harsh environments together. As leaders, we are responsible for making decisions that enable mission success, providing feedback on gender integration, and remaining open to new ways to improve integration. No part of ADP 6-0 Mission Command and ADP 6-22 Army Leadership suggests that any type of segregation is good for the Army. Segregation of any type creates resentment, isolation, and ultimately an unsafe environment for everyone. Instead, leaders need to focus on building cohesive teams based on mutual trust, and unit integrity through shared hardship is essential to that cohesion. We should be able to reach solutions that allow all Soldiers, regardless of gender, to feel like an equal member of the team and trust that they can depend on each other for anything.
Captain Ashley Barber is a military intelligence officer currently serving in the 10th Mountain Division G2. She has previously served in MI brigades and IBCTs (LI). She completed her KD time in 2/10 IBCT (LI) as the brigade AS2 and the 2-87 Infantry Battalion S2 through iterations of LTP, JRTC, and a deployment to Afghanistan.