The retired admiral whom President Donald Trump wanted to replace Michael Flynn as national security adviser turned down the job, he said Thursday. The Financial Times first reported the news.
Trump offered the position to retired Adm. Robert Harward on Monday, according to Tom Ricks at Foreign Policy. At the time, the former Navy SEAL commander told the president he’d need some time to “think it over.”
“It’s purely a personal issue,” Harward told the Associated Press on Thursday evening. “I’m in a unique position finally after being in the military for 40 years to enjoy some personal time.”
CNN’s Jake Tapper reported on Twitter that a friend of Harward said Harward was reluctant to take the job since the Trump White House seemed so chaotic and called the offer a “s— sandwich.”
The White House did not immediately respond to a request for comment.
Two administration officials confirmed to The Washington Post that Harward was at the top of Trump’s three-person short list to replace Flynn, who abruptly resigned from the role after it became public that he had discussed sanctions with Russia’s ambassador to the US before Trump’s inauguration. Flynn reportedly urged the ambassador, Sergey Kislyak, not to overreact to the latest round of sanctions imposed by the Obama administration, indicating that incoming administration might be more inclined to roll them back.
Harward, who rose to deputy commander of US Central Command before retiring in 2013, wanted to bring in his own staff for an overhaul of the National Security Council, according to Ricks.
One of FT’s sources said Harward was concerned about whether he could carry out such a “housecleaning” of NSC workers, many of whom were loyal to Flynn.
As national security adviser, Harward would have had a close ally in Defense Secretary Jim Mattis, whom he served under at Central Command. He also has NSC experience, having served on the council during the George W. Bush administration.
Retired Army Gen. Keith Kellogg is serving as acting national security adviser. Trump tweeted Friday morning that Kellogg was “very much in play for NSA — as are three others.”
These days, having the guts to do something just means someone is brave enough to take on what seems to be an overwhelming undertaking. Any herculean task could require guts: quitting a job, suing city hall, or voting third party could all require a gut check by today’s standards. In days past, however, a gut check was only required by the soldiers who were about to fight in combat.
Armies in the days of yore – before the 20th Century – faced very different problems than the ones deployed American troops face today. Where we have been known to wince every time we see a runner missing his reflective belt or wonder why I always get the goddamned vegetarian MRE, the Army of the pre-World War I days was more worried about things like clean drinking water, cholera, and dysentery.
In days gone by, if someone asked a soldier if they had the guts to fight the coming day or the next day, it wasn’t just an affirmation of macho willpower, it was a real question of a soldier’s ability to maintain his position and discipline in the ranks instead of running off to the latrine every ten minutes to evacuate his bowels.
The asker’s “gut check” was real – and literal – checking to see if his comrade in arms was suffering from diarrhea or a similar illness of the bowels that would keep him from performing at the front lines. Maintaining the integrity of certain infantry formations used to be integral to the survival of the whole unit.
At the time of the U.S. Civil War, microbes were only just being accepted as cause for disease. In that war, 620,000 men were killed, but disease actually killed two-thirds of those men. A single illness such as measles could wipe out entire units. Battlefield sanitation was the order of the day, but if Civil War troops chose to ignore an order, that would be the one. Latrines were dug near camps, wells, and rivers as horse and mule entrails and manure permeated their camps.
As a result, dysentery was the single greatest killer of Civil War soldiers. Having the guts to fight only meant you were one of very few troops not suffering from the trots.
Over the past few years, public awareness of veteran suicide has increased and, more importantly, people are more aware than ever before of the resources available to help struggling veterans and active-duty service members. However, in the past year, we’ve noticed a disturbing new aspect of the problem — there have been a number of recent suicides among high-profile veterans who stood as beacons of hope for others in the suicide prevention movement.
At the Tragedy Assistance Program for Survivors (TAPS), our Red Team has been reflecting on these losses and their impact on suicide prevention and postvention efforts across the military and veteran community.
The late Pfc. Kevin S. Jacobs, United States Marine Corps infantryman. Pfc. Kevin Jacobs struggled with anxiety, emotional pain, and grief due to his experiences at war. Both he and his brother Bryan Keith Jacobs a veteran U.S. Navy Corpsman suffered from PTSD and emotionally began to drift apart. Kevin’s experiences eventually got the best of him, and on Memorial Day, May 28, 2014, Kevin died by suicide. (Guest Photo by Bryan Keith Jacobs, U.S. Navy Veteran)
If any among us believes that suicide is an act of weakness, we should alter our thinking: even the strongest of us — the fierce tribe of warriors who fight our wars — sometimes die by suicide. A man or woman can be a hero to many, noted for his or her uncommon bravery and unconquerable fighting spirit, and still be at risk. Such a man or woman is a true hero.
A second truth is that death by suicide leaves a wake of loss, risk, and regret that is devastating to our community. Many times, I have witnessed and walked with veterans who are cut to the core by this kind of loss. They often say that they “did not see it coming.” In addition to shock and overwhelming grief, they often feel angry that their brother or sister did not reach out to them. Far too often have I heard, “I would have dropped everything to be there if I had only known.”
Soldiers with 2nd Armored Brigade Combat Team, 3rd Infantry Division, behavioral health team, host a Cars Against Suicide Car Show Dec. 1, 2017 at Fort Stewart, Ga. The Cars against Suicide event was hosted by 2nd ABCT in an effort to promote awareness and offer resources to help prevent suicide. (U.S. Army Photo by Spc. Robert Winns)
They also express a deep sense of helplessness, a kind of helplessness that puts them directly at risk for self-destructive actions. And sometimes, when they think of losing a leader among them to suicide, they feel great fear. If this fear had a voice, it might say, “if suicide felt like the only option for a person this strong, what does that mean for me?”
These reactions are the last thing their hero would have wanted them to think and feel.
A family and an entire community can be changed forever based on a decision made in one day of suffocating despair. There is the heroic life lived, but also the death that leaves behind more loss and destruction. How can we make sense of senseless loss?
Based on our work with veterans and military service members over the past ten years, here are 3 things we offer for the community to consider.
3. The tribe is stronger than the power of despair.
To learn to be seamlessly interdependent is to reach the summit of our human potential — it is not a sign of weakness. The lifeblood of those who do battle together is love and trust between those who would lay their lives down for each other.
Connection with the tribe is the protective factor that buffers against despair and disconnection, even in the most extreme situations. This bond of trust is stronger than despair and, when the tribe comes together and locks shields, it has a power that can defeat demons.
2. Balancing legacy and prevention.
Suicidal thinking arises in the context of a perfect storm of events; there’s never just one precipitating event. Self-destructive acts are most often the result of a combination of overwhelming mental anguish, physical pain, a biochemistry altered by chronically poor sleep, and events that create a perception of acute hopelessness. What are we to do if a perfect storm presents itself to us? Here, we can continue to find meaning and hope from the life of a hero and the things that he or she stood for.
While it is important to honor the life lived, it is equally important to balance that message with education, resources, and support around preventing additional suicides. We must think about the message that he or she carried over many years of life, while also understanding the contributing factors of that single, perfect-storm day. What did the person argue for with all of their energies while they were alive? Can their death be used to support the message that was so important during their life? Did this person advocate for turning to one’s tribe, for trusting in one’s community to supply the strength to fight demons? Was this person able to do for themselves what they encouraged in others?
These are the lessons learned on the look back that balance preventing another loss of life with the heroic life lived.
1. Leaders also need the tribe.
Finally, those who stand as a beacon of hope may have some under-appreciated vulnerabilities. Veterans are often driven to find a next mission and derive a great sense of purpose — sometimes even life-saving purpose — from inspiring others to stay in the fight. However, when veterans become caregivers and public examples of strength, there is an additional pressure that is placed on their shoulders as they hold the hope of their brothers and sisters. Veterans have expressed to us that as soon as they became a caregiver of other veterans, they have felt, in some indescribable way, a door is closed to them in terms of seeking help for themselves.
As we work with veteran and military leaders, we have observed that their first instinct is often to isolate in the hope of “getting it together” when their stress feels overwhelming. It runs against their instincts, developed through training and culture, to turn to their tribe when they themselves need support. This does not mean that they do not believe in the value of help-seeking, but may feel shame and guilt when they need it for themselves.
Maybe these leaders and heroes become like a lighthouse, helping keep other people safe, holding strong against the storm. But what happens when the lighthouse itself becomes enveloped by lashing waves and raging seas? How does it signal distress? Who looks out for the lighthouse and how can we make sure that all can turn towards the tribe of those they love and trust to lend them strength to fight their demons? Leaders also need the tribe.
When we’re aware a perfect storm is brewing, one of the best things we can do is connect the person with their tribe and with resources that can help — whether that person is a peer or a leader.
TAPS offers comprehensive, best-practice postvention support services for suicide loss survivors, including the 24/7 Helpline (1-800-959-TAPS), virtual groups and chats for survivors, and on-the-ground events and gatherings.
Veterans and their loved ones can call the Veterans Crisis Line by dialing 1-800-273-8255 and Press 1, chat online, or send a text message to 838255 to receive support 24 hours a day, 7 days a week, 365 days a year.
Shauna Springer is the Senior Director of TAPS Red Team within the Tragedy Assistance Program for Survivors. Dr. Springer is a licensed psychologist with an undergraduate degree from Harvard University and a Doctoral degree from the University of Florida. Known to many veterans as “Doc Springer,” she has helped hundreds of warriors reconnect with their tribe, strengthen their most important relationships, and build lives that are driven by their deepest values. TAPS Red Team provides training and consultation related to suicide prevention and postvention to clinicians, military leadership, policymakers, and organizations.
China’s defense minister met his Russian counterpart in Moscow on April 3, 2018, to “let the Americans know about the close ties between the armed forces of China and Russia,” according to the Associated Press.
“I am visiting Russia as a new defense minister of China to show the world a high level of development of our bilateral relations and firm determination of our armed forces to strengthen strategic cooperation,” China’s new defense minister, Gen. Wei Fenghe, said, according to CNN.
“The Chinese side has come [to Moscow] to show Americans the close ties between the armed forces of China and Russia … we’ve come to support you.”
The two defense ministers met for the seventh Moscow International Security Conference, according to Russian state owned media outlet TASS.
“To my memory, this is the 1st time in many years that a senior Chinese military leader says [something] like that publicly,” Alexander Gubev, a Senior Fellow and Chair of Russia in Asia-Pacific Program at Carnegie Moscow Center, tweeted on April 4, 2018.
Chinese Foreign Minister Wang Yi and Russian Foreign Minister Sergei Lavrov also met in Moscow on April 5, 2018, where they expressed the same sentiment of a forged “strategic partnership” against a “unipolar” world dominated by the US, the Associated Press reported.
In the last year, Russia and China have held joint naval drills in the South China Sea and the Baltics, as well as joint missile defense drills, according to the AP.
China and Russia have long supported each other’s positions on North Korea and Syria at the United Nations, and Beijing increased its support for Moscow after the West imposed sanctions on Russia for its annexation of Crimea, CNN reported.
I was both excited and anxious the day I got my orders to Minot Air Force Base. I requested to be sent to a nuclear missile base because of the challenges and opportunities the mission presented. Every day, Airmen at Minot and its sister nuclear missile bases operate, maintain, and secure weapons that have an immediate and direct impact on US strategic policy. The thought of leading those Airmen was awesome but also daunting. In the weeks leading up to my first day in Minot, I was concerned with whether I had what it took to be the right leader in my unit. Unsure of what to do, I simply decided that I would approach everything with optimism and enthusiasm.
In time, I found (miraculously) my plan to simply throw my energy and passion into the job actually worked. I had a great relationship with my commander, my airmen appreciated my effort (or at least found their lieutenant’s attitudes novel/humorous), and I worked well with my peers to accomplish the mission. As a reward for my efforts, I was given an extremely unique opportunity that was the highlight of my time at Minot; the nuclear weapons convoy mission.
It was a major change of pace for me. I had my own unique vehicle fleet, command and control systems, specialized weapons, and an entire flight of hand-picked airmen. I also had to take responsibility for my own mission tasking and planning, work independently, and ensure the dozens of different agencies involved in every convoy were working in harmony with each other. But by far the biggest change for me was that I suddenly found myself with a significant degree of authority and responsibility to accomplish a mission that had very real consequences on US strategic policy.
What I humbly share here are the lessons I learned from long, cold days on the road, ensuring the safe and secure transport of the world’s most destructive weapons. They were hard-won lessons delivered to me in the form of long nights, strange situations, and a desire to do right by the most talented and motivated airmen in the Air Force. I hope these lessons help the next round of lieutenant’s taking up the watch in the great, wide north.
Perhaps my biggest lesson, which was taught to me time after time, was the most important thing I could do in any sort of situation was remain calm. Your troops will reflect your attitude. If you panic, they will panic and start making poor decisions. Their panic will be mirrored and then amplified down the chain. But if you remain cool and calm, your troops will try to emulate your attitude even if they are upset internally. When you talk over the radio, speak clearly and calmly. When you give orders, act naturally and with confidence.
Low emotional neuroticism is what you should seek within yourself. This trait does not mean that you have to be an unfeeling robot as that would be just as bad as being an emotionally reactive person. You should figure out what your “trigger moments” are and then seek to balance your emotions in front of your troops. Remember, don’t sweat the small stuff.
2-Learn to Let Go of Control
Many will find this ironic, but one of the keys to successfully moving a nuclear weapon is to actually let go of control. Not control of the weapon of course, but rather control of the programs and processes that surround the mission. I quickly discovered a nuclear weapons convoy had way too many moving pieces to effectively manage on my own. As a result, I had to rely heavily on my NCOs to manage these moving pieces on my behalf. I did this by providing a clear, guiding intent for their programs and squads, and then giving them as much freedom and power as I could to let them achieve that intent.
While it seems like common sense leadership advice to trust your NCOs, it is still very hard to let go of things that you know you will have to answer for if they go wrong. But trust me, it will work out. We have the most talented airmen in the world and they will find great solutions to the unit’s problems, even if it is not the solution you envisioned.
3-Don’t Let Yourself Get Tribal
As stated before, moving a nuclear weapon across North Dakota requires the coordination of dozens of different units and agencies. It is truly a whole-base effort and a fantastic example of the bigger Air Force in action. This kind of mission requires that the various participants act selflessly to become a “team of teams.”
While unit morale and espirit-de-corps are must haves in any military unit, it should never come at the expense of cooperation with other friendly forces or devolve into petty rivalries. Unfortunately, too often leaders tend to destroy the larger picture under the delusion that we they looking out for our tribe. I had an obligation to build relationships with partner units, learn their processes, and make the whole-base effort happen in order for the nuclear convoy mission to succeed. If you always think in terms of “them” versus “us”, you will find it’s only “us” in the fight and no “them” will be coming to save you.
4-Give Your Leadership the Information They Need
Because of the nature of the position, I frequently found myself in meetings and discussions that other lieutenants were not normally allowed to participate in. I was also the subject matter expert for a very high visibility mission, and thus officers and commanders who were much more senior to me looked to me for my honest opinions on issues that affected the convoy. When questions about the risks involved in a particular mission came up, the heads in the room would turn to me to help determine the outcome (a feeling that I never got used to).
When you do find yourself in a situation where senior leaders want your viewpoint, be respectful and honest. It is your responsibility to provide your leadership with truthful answers and to do so in a way that is not antagonistic. At the same time, you must also be willing to accept your leadership’s decisions based on the information you provide. Trust goes both ways. My leadership trusted me to lead the convoy mission and I trusted them to make decisions on those missions that would keep me and my Airmen safe.
5-Embrace Failure and Avoid Fear
I once read in a history class that a popular saying in the old Strategic Air Command was “to err is human, to forgive is not SAC policy.” While that may sound clever and certainly carries the bravado of General Curtis LeMay with it (the founder of SAC and the modern nuclear Air Force), I can tell you that zero forgiveness makes for an abysmal unit culture.
If you refuse to accept failure while learning from it, you will create a unit culture where members are afraid to come forward, speak up, or sound the alarm to major problems. Your troops will hide things from you, and that type of behavior is what gets people hurt or killed. Show your airmen, through both action and words, honest mistakes are forgiven and embraced as a learning opportunity.
During my entire time at Minot, I made it a point to find the bright side of things and enjoy my job. Like any duty station or mission series, Minot had its fair share of challenges. There is no way to sugarcoat the experience of having to walk out into sub-freezing temperatures and still get the work done. Yet when these situations happened, I looked to others to keep a good attitude and make the best of the situation. I was always able to find a reason to laugh or smile(even if icicles started to gather on my face).
You too can find success with something as simple as finding a reason to smile more often or to laugh at stupid, silly things. Staying calm in front of your airmen can have a similar effect to having a happy attitude and can be contagious in a unit.
I am grateful to the proud Defenders of the 91st Missile Security Operations Squadron who were patient with me as I worked to develop the mission, the airmen, and myself. In the face of -20 degree temperatures and a demanding nuclear mission, they chose to follow me in giving their all towards building a lethal, combat-ready team.
Andrew is an Air Force Security Forces officer currently assigned to Buckley Garrison, US Space Force, Colorado. He oversees base security operations for the installation. He loves taking road trips with his wife and dog, snowboarding beautiful mountains, and enjoying great Colorado beer.
Unconventional warfare is necessarily a messy business. It entails finding the enemies of our enemies and convincing them to fight our mutual foes, even if we’re not necessarily friends. It reduces America’s risk in blood, but it also means our national security rests on the shoulders of foreign fighters. In the confusing situations this creates, one top officer in the Afghanistan invasion had three simple questions to cut through the chaos.
U.S. special operators pose with Hamid Karzai during the invasion of Afghanistan. Karzai would go on to be president of Afghanistan.
During the invasion, then-Lt. Col. Mark Rosengard was in command of Task Force Dagger, and he had to greatly expand the unconventional warfare program in the country. So he couldn’t spend days or weeks of time and reams of paper figuring out whether he would trust one potential guerrilla leader or another.
So, according to reporter Sean Naylor in his book Not a Good Day to Die, Rosengard just asked three questions.
First, “Do we have a common goal today, recognizing tomorrow may be different?” Basically, do the militiamen or guerillas want the same outcome as the American forces? Including, do they want to see the same people die?
Next, “Do you have a secure backyard?” Simply, do the local forces have somewhere safe-ish to train? If the forces have to constantly quit training in order to fight off attacks, then they won’t be able to actually train. But if there’s any sort of safe compound in which to get to work, then it’s time to ask the third question.
“Are you willing to kill people?”
Yeah, that’s not a very complicated one.
Taken together, these three questions would let Rosengard know whether he could get to work with a new commander. Of course, there were additional concerns that he had to keep track of.
Afghan forces in a discussion with a senior weapons sergeant of the U.S. Army’s Special Forces.
For instance, on the first question, you would need to keep track of whether the militias might really turn on you tomorrow. It’s a bad idea to spend too much time training foreign fighters who only have a few days or weeks of loyalty to America left.
But, overall, these three questions match up with American choices in other wars.
Gen. John “BlackJack” Pershing made alliances with Moro tribesmen in the Philippines and hired them as law enforcement officers even though he knew their long-term goals would be different. And President Franklin D. Roosevelt allied America with Russia to destroy Germany, adding the Soviet Union to the Lend-Lease Act of 1941 despite it being clear that the U.S. and Soviet Union would eventually be at loggerheads.
Rosengard’s gambles in Afghanistan largely worked out for the invasion, and U.S. special operators and unconventional forces took large sections of the country in the Winter of 2001, a period in which they had planned to take just a small foothold in the north. The operators and their guerrilla allies also were able to bring Hamid Karzai back to the country to take power, helping cement American control of the country.
But, of course, the issues with Afghan forces in the invasion were quickly felt. Pashtun tribesmen were extremely helpful in taking the country from the Taliban, but their half-hearted attacks at Tora Bora are thought to have been a major contributor to Osama Bin Laden’s escape from that mountain stronghold into Pakistan where he would successfully hide until his death in 2011.
After a four-year legal battle, Matthew Bissonnette, a former member of the elite SEAL Team 6 who participated in the raid that killed Osama bin Laden, has agreed to forfeit to the Justice Department all of the proceeds from “No Easy Day,” his first-person account of the raid written under the pen name “Mark Owen.”
“I acted on the advice of my former attorney, but I now fully recognize that his advice was wrong,” Bissonnette wrote in a formal apology, as reported by NPR. “It was a serious error that I urge others not to repeat.”
“No Easy Day,” co-written by military journalist Kevin Maurer, was the first public account from someone who actually participated in the high-profile raid to kill the al Qaeda leader. That impact was enhanced by the fact that not only did it deal with the killing of the terrorist mastermind, but it was written by a member of SEAL Team 6, the one of the nation’s top special operations units whose methods and techniques are highly classified and seldom written about.
The book was a bestseller, and that as much as anything is what got the author in trouble with the Pentagon. Officials claimed that Bissonnette had violated a non-disclosure agreement he’d signed as a Navy commando and also failed to have the book’s manuscript reviewed by proper authorities before it was published.
“Ironically, Matt didn’t want the book to be about him,” co-author Maurer said in an exclusive interview with WATM. “He always intended for it to be a tribute to his teammates and one that would allow readers to truly understand what SEALs do. It was also supposed to be a nod to the CIA, helicopter pilots, and Rangers — all the elements of these sorts of missions.”
Maurer, who sat down with Bissonnette in Virginia Beach five days a week for a month recording the story before writing it out, said the former SEAL was focused on security.
“He was never cavalier about the details,” Maurer said. “We talked a lot about things we weren’t going to include. It was a conscious decision.”
After experiencing firsthand the hew and cry from veterans — as well as members of the special operations community displeased that one of their own had broken ranks by socializing their tactical world on a grand scale — Maurer said he understood the Justice Department ruling. But he added that “the real travesty is that the money [estimated at more that $6 million according to court documents, as reported by NPR] is now going to the government instead of veteran charities as Matt had always intended.”
Bissonnette’s current lawyer, Robert Luskin, hinted that his client had been made a scapegoat by government officials embarrassed by the information that has come out about the bin Laden raid and other operations in the wake of “No Easy Day” landing on shelves.
“The government has a right to keep its secrets and to enforce procedures that are designed to protect them from inadvertent disclosure,” Luskin said in a statement. “But it is shameful that — of all the people who leaked, talked, whispered and backgrounded about the mission — Matt Bissonnette, who risked his life to make it a success, is the only one to pay a price.”
On April 22, 1915, a stiff wind outside of Ypres helped loose the first systematic poison-gas attack in history.
On a sunny afternoon in April 1915, outside the Belgian city of Ypres, the wind began blowing in the direction the German troops wanted – toward the French lines. German soldiers set up over 5,000 barrels of chlorine gas along their position, and let loose a rolling cloud of thick, yellow death. More than 6,000 French troops died in what was the first systematic use of poison gas on the battlefield. Its effectiveness caught even the Germans off guard. Willi Siebert, a German soldier, noted in his diary, “When we got to the French lines, the trenches were empty, but in a half mile the bodies of French soldiers were everywhere. It was unbelievable.” Just over 99 years later, on June 17, 2014, the Organization for the Prohibition of Chemical Weapons confirmed chlorine gas was used by the Syrian government in an attack on its own people.
Origins and evolution
In 1918, a German chemist named Fritz Haber won the Nobel Prize in chemistry for a method of extracting ammonia from the nitrogen in the atmosphere. The process made ammonia abundant and easily available. Haber’s discovery revolutionized agriculture, with some calling it the most significant technological discovery of the 20th century – supporting half of the world’s food base.
Haber was also a staunch German patriot who quickly joined the war effort at the outbreak of World War I. He was insistent on using weaponized gases, despite objections from some army commanders about their brutality, and treaties prohibiting their use. He personally oversaw the first use of chlorine gas at the front lines at Ypres. The next morning, he set out for the eastern front to deploy gas against the Russian army.
Chemical weapons quickly became a mainstay of warfare, public condemnation notwithstanding. They were employed by the militaries of Italy, Russia, Spain, and Japan, among others.
Timeline: chemical weapons use
During the Cold War, the United States and the U.S.S.R. made major advances in chemical-weapons technology. Their breakthroughs were accompanied by innovations in nuclear-weapons technology. It was during this period that the third generation of chemical weapons was invented: nerve agents.
Within a century of their devastating debut at Ypres, chemical weapons have increased in lethality a thousandfold.
Use in Syria’s Civil War
Organization For The Prohibition Of Chemical Weapons (background, locations, types of weapons, stockpiles, number of weapons destroyed)
United Nations Human Rights Council (Independent International Commission of Inquiry on the Syrian Arab Republic)
National Institutes Of Health (effects, history, and lethality)
Smithsonian Institute (history)
Violations Documentation Center in Syria (fatalities)
Human Rights Watch (types of weapons, attack locations)
Rifles, grenades, and heavy machinery are the weapons of war, but there’s another, subtle and powerful form of warfare. Images, words, films, and even songs engage the hearts and minds of citizens to support wars.
The following posters are examples of persuasion used in the past to sway public opinion and sustain war efforts.
1. Fear is a powerful motivator. After all, it’s either them or us.
2. Nothing like a woman and child in imminent danger to jump-start our natural protective instincts.
3. This poster draws on the similarity of a child’s college fund.
4. Events like the massacre at Lidice gave Nazis a reputation for their brutality. This poster is a reminder of the atrocities that await should they invade American cities.
5. Posters like the one below alerted citizens to the presence of enemy spies lurking in everyday society. These posters reminded well-meaning citizens of the consequences careless talk may cause, such as compromising national security and troop safety.
6. “Uncle Sam” was extensively used during World War II. He was a fighter, a laborer, a recruiter and more.
7. “Avenge Pearl Harbor” was a popular cry after the surprise attack on Dec. 7, 1941.
8. Posters like the one below encouraged continued support for the war.
9. Humor was also used in propaganda posters.
10. But direct and emotional messages were more effective.
11. World War II took place during the golden era of comic books, which lasted from the late 1930s to the early 1950s. This poster made in the popular comic book style was a sure fire way to promote a message.
US Army aviators have been putting the new Joint Air-to-Ground Missile through its paces, as the program works its way to its next milestone, a low-rate initial production decision.
The JAGM is meant to provide precision standoff-strike capability to target high-value fixed and moving targets, both armored and unarmored, even in poor weather conditions. It will replace several air-launched missiles, including the AGM-114 Hellfire, which has seen extensive use in the campaign against ISIS in Iraq and Syria.
The versatility and simplicity of the new missile won high marks from pilots testing it.
“Before, we had to put a lot of thought into, ‘What do I need?’ As soon as I launch, I don’t get to come back and change out my missiles,” said Chief Warrant Officer 5 John Bilton, the first nonexperimental test pilot to fire the missile late 2017. “In combat, you don’t want to encounter a target you need to hit and not have on-board the right missile for the job.”
The JAGM combines semi-active laser guidance, like that used on the Hellfire II, and millimeter-wave radar, like that used by the Longbow Hellfire, into a single system. Paired with a Hellfire Romeo warhead, motor, and flight-control system, the new missile is designed to hit vehicles and personnel in the open. A programmable delay feature allows it penetrate buildings or vehicles before detonating.
The JAGM is an Army program, but it has joint requirements for the Navy and Marine Corps. Lockheed Martin won the engineering and manufacturing development contract in summer 2015. Army and Marine Corps attack helicopters will be the first to see it, though it could eventually make its way on to any aircraft that fires Hellfires, such as unmanned vehicles like the MQ-9 Reaper drone.
In addition to allowing the aircrew to fire from outside the range of defense systems, the new missile is designed to protect them with a terminal-guidance capability, which allows the aircraft to leave the area after firing. The aircrew can switch the missile’s guidance between the semi-active laser or a radio frequency within seconds.
“Using a SAL missile, the last six seconds of the missile flight is the most critical to keep your laser sight on target,” said Michael Kennedy, an experimental test pilot with the Aviation Flight Test Directorate at Redstone Test Center.
“If you’re getting shot at and your line of sight goes off the target, your missile misses,” Kennedy added. “JAGM can start off using the laser, then transition to the radar portion and still hit the target if the crew has to use evasive maneuvers.”
“The ability to not have to put the laser directly on the target and let the adversary know that you are about to kill him is a tremendous benefit,” said Al Maes, an aviation weapons technical adviser for the Training and Doctrine Command’s Capability Manager Recon Attack.
“Once you have the missile off the rail and encounter smoke or dust or fog, a regular laser missile could lose that target,” Maes said in an Army release. “With JAGM, I have a pretty good guarantee that I am going to kill that target with a single missile instead of multiple missile shots.”
In May 2016, a JAGM was successfully tested from an unmanned aircraft, hitting a truck going roughly 20 mph at a distance of about five miles at a testing area in Utah. In December, an Apache successfully tested a JAGM off the coast of Florida, hitting a boat from about 2.5 miles away, using both laser and radar sensors for guidance. The Navy also successfully tested the missile from an AH-1Z attack helicopter in December at a site in Maryland.
Overall, as of September 2017, the Army had done two successful ground launches and 20 successful test launches from an Apache, according to a report from the Pentagon’s Director of Operational Test and Evaluation, which covered fiscal year 2017.
Eighteen of those 20 air-launch tests hit their intended targets under test conditions. Four of those launches included a live warhead — one of which failed to detonate. The DOTE report says that failure analysis is currently underway to find the root cause.
The report also said testing showed that Apache targeting systems “occasionally generate erroneous target velocities that are passed to the missile without cueing the gunner of the errors.” Initial cybersecurity testing on the missile found what the DOTE report called a Category 1 vulnerability: “A trained and knowledgeable cyber analyst could gain access to the missile-guidance software.”
The JAGM program plans to test-fire 48 more missiles to support its Milestone C goal in fiscal year 2019, which begins in October 2018. Operational tests are complete, but developmental testing, including new software to support the JAGM’s use on the Apache, will continue at Yuma Proving Ground in Arizona.
Imagine being at your regular guard shift and your relief commander comes in and accidentally stabs you in the foot. Most of us would have trouble walking and go to the hospital. We certainly wouldn’t finish our shift.
But we aren’t The Old Guard.
A video taken by a visitor to the Tomb of the Unknowns at Arlington National Cemetery captured a bayonet mishap – the last thing anyone wants to hear after the word “bayonet.”
The Old Guard – soldiers from the U.S. Army’s 3rd Infantry guard the Tomb of the Unknowns 24 hours a day, seven days a week, in any weather and even the middle of a hurricane.
Every half hour, the guard, called a Tomb Guard Sentinel, is changed. the changing begins with a white glove inspection of the outgoing guard’s rifle.
A video captured by YouTube user H Helman shows the Tomb Guard Commander accidentally losing his grip on the rifle and putting the bayonet through the guard’s foot.
The look on the guard’s face never changes. There’s clearly a shock to the system as the bayonet slides home, but all you ever see from the guard is a very slight wince.
The Old Guard is trained and drilled meticulously to maintain their professionalism, military bearing, and discipline. Accidents and outbursts from the Sentinels are extremely rare. As a matter of fact, if you weren’t watching this incident closely, you may even miss what happened.
Instead of running away, being carted off, or even being relieved, the Sentinel who was stabbed carried on with his shift. He marched back and forth along his route, blood oozing from his foot as he walked.
Neither he, the commander, nor the other Sentinels ever missed a beat. They sharply finished their watch. This kind of discipline is the reason 90 percent of the soldiers who try to guard the Tomb of the Unknowns wash out of training.
Few generals have had the lasting impact that Gen. George S. Patton has had.
Patton, who commanded the US’s 7th Army in Europe and the Mediterranean during World War II, is perhaps just as well known for his amazing insight into what makes for excellent and successful leadership.
Here’s a few of our favorites quotes from America’s “Ol’ Blood and Guts.”
“Do everything you ask of those you command.”
Sgt. Maj. Scott T. Pile speaks to 11th Marine Expeditionary Unit Marines and sailors embarked aboard the amphibious assault ship USS Makin Island parked pierside at Naval Base San Diego Aug. 9. | US Marine Corps
“No good decision was ever made in a swivel chair.”
US Marine Corps
“Any man who thinks he’s indispensable, ain’t.”
US Army Photo
“As long as man exists, there will be war.”
US Marine Corps
“Do more than is required of you.”
“Take calculated risks.”
US Marine Corps
“Do not make excuses, whether it’s your fault or not.”
Drill Instructor Sgt. Jonathan B. Reeves inspects and disciplines recruits with Platoon 1085, Charlie Company, 1st Recruit Training Battalion, at Marine Corps Recruit Depot Parris Island, South Carolina. | US Marine Corps
“Fame never yet found a man who waited to be found.”
US Air Force
“A pint of sweat will save a gallon of blood.”
“You’re never beaten until you admit it.”
Sgt. William Wickett, 2nd Radio Battalion, performs a rescue drill during the Marine Corps Instructor of Water Survival Course at Marine Corps Base Camp Johnson, N.C., March 5, 2013. | US Marine Corps
“It’s the unconquerable soul of man, and not the nature of the weapon he uses, that ensures victory.”
“Genius comes from the ability to pay attention to the smallest detail.”
US Marine Corps
“Do your duty as you see it and damn the consequences.”
A US Marine with the 13th Marine Expeditionary Unit (MEU), Battalion Landing Team, Alpha Company 1/4, throws a training grenade during a live fire and movement grenade training exercise at Arta Range, Djibouti, Feb. 18, 2014. | US Marine Corps
“It’s better to fight for something in life than to die for nothing.”
US Marine Corps
“Success is how you bounce on the bottom.”
US Marines and Sailors competed in the 2015 Commanding General’s Cup Mud Run at Camp Pendleton, California, June 12, 2015. | US Marine Corps
“Know what you know, and know what you don’t know.”
“Never make a decision too early or too late.”
US Marine Corps
“No one is thinking if everyone is thinking alike.”
US Marine Lance Cpl. Michael Farris, an Artillery Cannoneer assigned to 1st Battalion, 12th Marine Regiment, Alpha Battery, carries a round back to his gun to resupply before a fire mission aboard Pohakuloa Training Are, Hawaii, Sept. 5, 2014. | US Marine Corps
Fitness. The word conjures mental images of tight lycra clothing, 5K finish lines, and overcrowded rooms filled with clanking weights and the pungent odor of sweat. Fitness, however, is much simpler than what is being sold to you. Fitness is health, plain and simple — the pursuit of which is a lifetime endeavor.
The concept of improving fitness almost always focuses directly on the improvement of the physical body. However, mental and spiritual health play equally important parts in the equation. Setting the proper intention — the purpose of one’s physical pursuit is as important, if not more so, than the physical movement itself.
When it comes to fitness, goals are paramount. There are three simple questions you need to ask yourself:
Where do I want to be?
Where am I currently?
What is the healthiest path from No. 2 to No. 1?
(Photo by Marty Skovlund, Jr./Coffee, or Die Magazine)
Your goals are your own. They should not exist for anyone else, and should be clearly identified so a path to achievement can be established. Let’s say your goal is to squat 200 pounds. Why? How does that number improve your quality of life? Numerical goals are not wrong so long as you can identify the reason. For example, if you aspire to be an EMT who will regularly need to hoist a 200-pound person, the goal serves you well.
Take an honest, comprehensive look at your current fitness level. Avoid self-criticism and identify the areas which can use the most improvement. Can you push and pull your body weight through various planes of movement repetitively and with ease? Does each of your joints flex and extend to an appropriate degree without pain? I know blood pressure and cholesterol levels aren’t as sexy to consider as what your abs look like, but they are undeniably factors that will sooner inhibit your quality of life than any aesthetic variance will.
Identify your weakness, then attack it with verve. Experienced triathletes know this concept well. For those with a strong swim and a weak run, it is much more enjoyable to practice swimming. This does little to improve race results or fitness in general though. That weakness may be flexibility, balance, or elevated levels of stress.
Knowing where you are and where you want to be doesn’t mean anything without establishing a reasonable path from one to the other. This is the angle of the ladder you will climb to your goal. Time plays a crucial factor in this. If your goal is to squat that 200 pounds but you currently have physical difficulty getting off the couch, the goal is still achievable when the proper number of rungs are implemented at appropriate intervals.
Does the pursuit of your goal require detriment to other aspects of your health? If your goal is to complete a marathon for the sake of doing so and your training plan omits components of strength, power, speed, or agility, you may get to the finish line a little faster — but you are ultimately working against your own fitness.
If you can identify where you currently are and where you want to be but are unsure how to get from one to the other, fear not. In the coming weeks and months, I will address pertinent aspects of fitness programming, equipment, and ideology. Wherever you may be, let’s improve our fitness — and our quality of life, together.
This article originally appeared on Coffee or Die. Follow @CoffeeOrDieMag on Twitter.