These days, Americans are less likely to exclaim “son of a gun” than the more-explicit “son of a b*tch,” but there was a time when “son of a gun” itself was not used in mixed company — and that time was more than 200 years after the age of sail.
It seems the Royal Navy, while not keen on having women aboard its ships, sometimes overlooked the practice. Different times throughout its history saw sailors of the Royal Navy either bring either their wives or lovers aboard ships that might be out at sea for a while. While it wasn’t officially tolerated, there are instances of a ship’s company turning a blind eye to it.
At this point, it’s important that everyone knows I’m talking about prostitutes.
Everyone aboard a ship was counted in the ship’s log back in those days. The log was a detailed account of who was working, who came aboard, who left, who died, etc. It also kept track of who was born aboard one of the King or Queen’s ships. It was uncommon, but it did happen. Women had to get around the world just like anyone else. The Royal Navy kept this count, just like any other ship.
But say there was one of the aforementioned female guests aboard a ship. If that woman just happened to give birth aboard ship, that child would have to be kept in the log. If a child was born with uncertain paternity — that is to say, there were too many possibilities as to who the father could be — the newborn still had to be counted in the log.
Like an old-timey recording of the Maury Show.
If this was the case, the child’s name was recorded as the “son of a gun” — the son of a seaman below decks. Eventually, the common use of the phrase began to refer to any child born aboard a ship, even those of officers accompanied by their wives. Then, it began to refer to any child of a military man, not just the bastard children of sailors.
Some 200-plus years later, it’s used to lovingly refer to a mischievous person or as an expression of awe or esteem. To use an expletive or insult in the same vein, we’ve moved on as a society. Who knows where language will go next?
Defense Secretary Jim Mattis released a statement condemning alleged sharing of nude photos by US military personnel, saying such behavior is “unacceptable and counter to unit cohesion.”
“The purported actions of civilian and military personnel on social media websites, including some associated with the Marines United group and possibly others, represent egregious violations of the fundamental values we uphold at the Department of Defense,” Mattis said, according to a statement obtained by Andrew deGrandpre at Military Times.
Mattis added that the Pentagon was “taking all appropriate action” to investigate any wrongful behavior carried out by active-duty service members.
“Lack of respect for the dignity and humanity of fellow service members of the Department of Defense is unacceptable and counter to unit cohesion,” Mattis said. “We will not excuse or tolerate such behavior if we are to uphold our values and maintain our ability to defeat the enemy on the battlefield.”
Marine Corps Commandant Gen. Robert Neller similarly condemned such behavior on Tuesday, saying in a video, “When I hear allegations of Marines denigrating their fellow Marines, I don’t think such behavior is that of true warriors or warfighters.”
The Pentagon has come under fire from the media and congressional leaders in recent days, especially after Business Insider reported that the scandal that prompted an investigation into hundreds of Marines who were accused of sharing naked photographs of their colleagues in a private Facebook group was found to be much larger than previously thought.
The practice of sharing such photos goes beyond the Marine Corps and one Facebook group. Hundreds of nude photos of female service members from every military branch have been posted to an image-sharing message board that dates back to at least May. A source informed Business Insider of the site’s existence on Tuesday.
The site, called AnonIB, has a dedicated board for military personnel that features dozens of threaded conversations among men, many of whom ask for “wins” — naked photographs — of specific female service members, often identifying the women by name or where they are stationed.
The Army also has options for those who want to serve as commissioned officers. Which option is best depends on your education level, where you want to go to school, and your age or family status.
Enlistees can also join the Army Reserves or Army National Guard directly.
Students at Joint Base Lewis-McChord in Washington state take the Test for Adult Basic Education to improve their general technical score on the Armed Service Vocational Aptitude Battery, Aug. 27, 2010.
(Photo by Spc. Alicia Clark)
First, you’ll need to take the Armed Services Vocational Aptitude Battery, or ASVAB.
The ASVAB is a multiple-choice exam that will help determine what jobs you qualify for in the military. Each service has its own minimum standards, according to Military.com, which provides practice tests for those who want to prepare.
Recruiters gather with high-school students for an education event where they learned about Army operations and procedures, in December 2018.
Otherwise, it’s important to remember a few things when you’re at the office:
You have no obligations until you sign a contract.
Make sure you understand whether the job you want has openings — if not, you may want to consider waiting until it does.
You’ll eventually need to pass a medical exam.
Army Gen. George W. Casey, Jr., the Army’s chief of staff, administers the oath of enlistment to 26 recruits in New York City.
(Army photo by D. Myles Cullen)
Once you decide to enlist, the recruiter will take you to a Military Entrance Processing Station, or MEPS.
If you haven’t taken the ASVAB already, you’ll take one when you get to the MEPS.
If you have, you’ll undergo a medical exam, speak with a counselor about job opportunities and the enlistment contract, and take the enlistment oath.
US Army soldiers from One Station Training Unit low crawl through an obstacle course during their first week of basic training in Fort Benning, Georgia.
(US Army photo by Staff Sgt. Teddy Wade)
Basic Combat Training, has three phases.
After “reception week,” recruits enter Red phase — basic tactical training and Army heritage and tradition are hallmarks of this phase, as is the physical-fitness test. This phase is meant to break down individual recruits’ confidence in order to train them to work as unit during the next phase.
Next, they enter White phase, where they will start to rebuild confidence and learn marksmanship and combat training.
The last step is Blue phase, during which they will be trained to use weapons like grenades and machine guns and conduct field training and 10- and 15-kilometer marches.
Once they graduate, they will move on to advanced training in their specific job fields.
Cadets enter Michie Stadium for their graduation ceremony at West Point — 936 cadets crossed the stage to join the Long Gray Line in May 2017.
(US Army photo by Michelle Eberhart)
If you’re applying for a ROTC scholarship or admission to the Military Academy at West Point, the process starts online.
You’ll apply for West Point on the academy’s admissions page. Once you submit a questionnaire, you’ll be assigned a candidate number to finish the process.
Requirements to enter the academy are slightly higher than they are to enlist. Competitive SAT or ACT scores are a must, as are a physical-fitness exam and recommendations from teachers or counselors at your high school.
You’ll interview with an academy alumnus and also have to complete a separate application process for a nomination, usually by a senator or congressional representative.
ROTC cadets take a break from Leader Development and Assessment Course training.
(US Army photo)
Reserve Officer Training Corps (ROTC).
ROTC scholarships may be awarded to high-school students who wish to pursue a four-year degree at a civilian college.
The Army’s service obligation after graduation is four years on active duty and four years in the Army Reserves. Under some circumstances, like a lack of active-duty billets, students can go straight into the reserves. (Candidates can also enlist directly into the Army Reserve.)
Officer candidates with Washington National Guard troops disembark a morale flight on a CH-47 Chinook helicopter.
(US National Guard photo by Maj. Matt Baldwin)
Officer Candidate School (OCS).
OCS is meant for enlisted service members or civilians who already hold a four-year degree and want to become a commissioned officer.
On his second deployment to Afghanistan, then-Sgt. Sean Karpf led his squad along a narrow pathway between two streambeds in Kandahar.
Up ahead, about 300 meters, a group of suspicious men scrambled on the rooftop of a building. He and his squad moved in closer to pull security.
As he walked on the pathway, which had been previously cleared, his left boot stepped on a pressure plate. A buried bomb exploded.
In a daze, Krapf remembered looking down at the cloud of smoke. He had ringing in his ears; he could taste the chemicals from the bomb.
“It was just chaos,” he recalled of the June 2012 incident. “I could hear people yelling my name, but I was still stunned at that point and I really did not know what was going on.”
Today, Karpf, 33, wears a prosthetic on his left leg that was later amputated below the knee.
Former Sgt. Sean Karpf, who lost his lower left leg after he stepped on a pressure plate that detonated a buried bomb in Afghanistan, now works as a strength and conditioning associate for the Jacksonville Jaguars.
He can often be seen in the weight room or on the practice field for the Jacksonville Jaguars — his favorite NFL team since he was 10 when they began to play in his hometown.
In his first year as a full-time strength and conditioning associate for the team, Karpf has found a new purpose in life that drives him.
Helping players get ready for each weekly battle on the gridiron against opposing teams reminds Karpf of his days as an Army sergeant.
“I love the preparation that goes into the games,” he said in a phone interview Dec. 18, 2018. “It brings me back to military training.”
Former Sgt. Sean Karpf was a squad leader with the 82nd Airborne Division.
Once the smoke cleared, the squad leader with the 82nd Airborne Division saw his injured leg and began to push himself out of the crater the bomb had left.
A medic put a tourniquet on him and he was placed onto a litter. As a medevac helicopter began to land, the Taliban insurgents fired a machine gun toward it and it lifted back up.
A firefight ensued and Karpf, who was still calling out orders to his squad, said an Army attack helicopter swooped in to make a few gun runs so the other helicopter could pick him up.
Karpf, who had played linebacker for a semipro football team in North Carolina, was about to face the biggest test in his life.
He spent over a year at Walter Reed National Military Medical Center in Bethesda, Maryland, and had more than 20 surgeries.
The following year, he returned to sports. He competed in several swimming and track and field events in the Warrior Games and took home four gold medals.
“When I was working with the physical therapist, I made sure I got in extra work,” he said. “I had that goal in mind and I think it helped with my recovery.”
He also received a presidential send-off at the White House for a four-day bicycle ride that he and other wounded warriors participated in.
To the sergeant’s surprise, then-President Barack Obama spoke of his recovery and training in his speech.
“I didn’t even know that he was going to talk about me,” Karpf said, laughing. “I was sitting there on the bike and he mentioned my name and told the crowd I was competing in Warrior Games. I was like, wow, that was pretty cool.”
Former Sgt. Sean Karpf, left, who lost his lower left leg after he stepped on a pressure plate that detonated a buried bomb in Afghanistan, now works as a strength and conditioning associate for the Jacksonville Jaguars.
Once he left the Army after almost six years, Karpf moved back to Jacksonville. No longer in uniform, depression began to set in and he stopped staying active.
He then started a program through a nonprofit that allowed him to take college courses and do an internship in the local community. He chose his favorite sports team.
At first, he did various office jobs for the Jaguars but then gravitated toward the weight room to help out players.
When his brief internship ended, the father of two was asked to come back to intern for the entire season in 2017.
Following the Jaguars loss to the New England Patriots in the AFC Championship game, Karpf came in for his last time with the team to clean out his locker.
Karpf was asked to report to Tom Coughlin, a two-time Super Bowl-winning head coach who now serves as the Jaguars’ executive vice president of football operations.
Coughlin decided to take on the former soldier full time.
“I thought this would be a heck of a guy to hire for our strength and conditioning program because of what he brings to the table,” Coughlin said in a recent ESPN video about Karpf. “And also for our players to maybe get to know a young man who had made those kind of sacrifices for his country.”
Former Sgt. Sean Karpf, a strength and conditioning associate for the Jacksonville Jaguars, gave U.S. flags encased in shadow boxes to players who support the local community, including veterans and their families.
(Photo by Alex Brooks)
Being able to be around the game he loves has been therapeutic for Karpf, who has just started on a master’s degree in injury prevention.
“As far as with the [post-traumatic stress disorder], it’s made it easier,” he said.
He also shares a special bond with those on the team, a similar connection he once had with his fellow soldiers.
“You can see a brotherhood, but it’s not as prevalent as in the military,” he said. “But it’s still that team atmosphere and everybody coming together with that same goal in mind.”
As he was preparing to leave after last season’s final game, he gave folded U.S. flags encased in shadow boxes to players who volunteer in the community, some of those efforts helping veterans and their families.
“I did that before I realized that I was coming back,” Karpf said. “It was my way of saying thank you for everything you do in the community.”
As an honor to Karpf, some players even kept the flags on display in their lockers.
“It’s pretty cool going through the locker room and seeing the flags,” he said. “It means a lot to me.”
Tony Stark’s Iron Man suit is cool. But it’s not real.
The Tactical Assault Light Operators Suit was supposed to be a real version to protect America’s special operations forces when going into harm’s way.
The TALOS suit “was chartered to explore and catalyze a revolutionary integration of advanced technology to provide comprehensive ballistic protection, peerless tactical capabilities and ultimately to enhance the strategic effectiveness of the SOF operator of the future,” Army Gen. Joseph L. Votel III, Socom’s commander, said at the National Defense Industries Association’s Special Operations/Low-intensity Conflict Symposium here yesterday.
The joint acquisition task force for the suit was established in November 2013 and banked on breakthrough technology — or technologies — to protect special operators, Votel said. Socom, he said, put together an unprecedented group from industry, academia and government to develop the prototype.
A Holistic System
Future prototype suits have exoskeletons that augment the power of the operators, Votel explained. They will also feature helmets with heads-up display technology. Other future prototypes will feature cooling/heating systems and medical sensors to monitor an operator’s vital signs.
“It’s a holistic system with open systems architecture, so if a new technology rises we can swap it in,” said a joint task force member speaking on background during a recent interview at Socom at MacDill Air Force Base, Florida. “Survivability is our number-one tenet. We have to look not only at the integration of current systems for personal protective equipment, but also to augment the guy’s motion.”
This is serious science with risks and serious trade-offs, and the task force’s main effort this year was to “get as many smart people working on it as possible,” the task force member said.
A rapid prototyping event was held in Tampa from April to June 2014. “The idea of the event was to bring industry , Interagency [and] academia together with special operators to accelerate the development of the technology and accelerate the brainstorming of the ideas for the suit and the project,” said a task force member.
It worked. More than 200 people from a wide range of disciplines answered the open call. “Putting those people in one room enabled cross polinization and an incredible collaborative teamwork atmosphere,” the task force member said.
But the rapid prototyping event was more than simply charting the way ahead of theorizing on how the various parts would fit together, the task force member said. There were 3D computer modeling designers participating, he added.
“People could explore concepts by seeing what it would look like, how it would fit, how it would affect other aspects of the design,” an engineer said. “Usually in [Defense Department] contracting you don’t get that kind of immediate feedback. We could actually have a physical model of what we were thinking about.”
The team went from cutting designs from foam to sculpting it from clay to 3D printing the prototypes. “We were able to try a group of different ideas with the experts in the room,” a task force member said.
The suit sadly didn’t materialize as planned.
Going into the rapid prototyping event, the task force members had ideas of what the problems were going to be and the event confirmed them. “It also pointed to ways we can surmount those challenges and pointed out challenges we really didn’t think would be that tough,” the engineer of the group said.
An untethered power source was a big problem, officials said. The power will be needed to operate the exoskeleton, cool or heat the operator and fuel all the sensors in the suit. “Identifying an untethered power source for extended duration is one leap of technology,” one official said. “It’s something that doesn’t exist in that man-portable size technology. If someone has an arc reactor in their basement, I know how they can make a lot of money.”
The task force looked at novel materials and materials used in different configurations. “If you could make armor that was super, super light and is a leap in technology, that buys down some of our other problems,” an official said. “We wouldn’t need as much power, for example.
“We’re looking to get those leaps of technologies,” he continued. “Those leaps of capabilities to the guys so they can do their jobs better than they do now.”
Suit Sensor Challenges
Another challenge is with the suit’s sensors, officials said. One problem deals with latency — the time between when a sensor detects something and when it is transmitted to the brain. Night-vision goggles are immediate — there is zero-difference from when the sensor picks it up and it hits the eye.
“When I move my head, the picture is with me all the time,” the engineer said. “The problem with current visual solutions right now is when I move my head, it lags and takes a second to catch up.”
Today, even the best prototype sensor solution still creates nausea after being under it for 30 minutes.
The task force never forgets they are developing this suit for real people, for comrades in arms, and they have constant interaction with operators, officials said. “The last thing you want to do is build a suit that nobody wants to get inside,” said one task force member.
The task force has given various pieces of technology to operators to test. Recently, operators tested various heads-up displays. They also had user assessment of the first-year exoskeletons. “We had operators from all components strap them on and run through an obstacle course,” one task force member said. “We also did functional movement tests. It gives the operators the chance to come and tell us what they liked and disliked about the prototypes.”
TALOS has a number of civilian uses as well, officials said. Firefighters may find the initial prototype passive load bearing exoskeleton suits handy, as would other people working in extreme environments. The results of tests will be seen not only in the special operations community, but in improved ballistic protection for all service members.
On the wall of the task force building is a countdown calendar. The day of the interview, the number read 877 — the days left before the Mark 5 first prototype suit must be ready for testing.
“We know why we’re doing this,” one member of the task force said. “This is life-saving technology. There are challenges, but the juice is definitely worth the squeeze.” The suit design was eventually declared a bust in 2019. Will a new version be attempted one day? Who knows, but it would be cool if it was!
On May 12, 1862, a gentleman named Robert Smalls was aboard a Confederate transport ship pretending to be doing his normal duties. In reality, he was preparing to take a risk that could cost him his life.
Smalls was a pilot for the Confederate Navy’s military transport, CSS Planter, and picked up four captured Union guns, over 200 rounds of ammunition, and other supplies. The Planter was a lightly armed ship that skirted up and down the coast and down rivers and allowed the Confederate military to move troops, supplies, and ammunition while staying away from the Union blockade that was set up a few miles out to sea. It also laid mines to keep the Union fleet away from the harbor.
When the ship got back to its dock, the three officers on board left Smalls in charge and went to their homes to sleep. They had no reason to think that Smalls or the crew would do anything crazy.
Around 3 a.m. that night, Robert and the crew cast off. Instead of heading for their intended destination, they had to backtrack into the harbor. They made one stop where they onboarded several women and children and started off again. The Planter wasn’t exactly quiet. Literally anyone standing watch would hear and see her coasting along the harbor. Robert knew this from his years of experience piloting the boat.
He put on his captain’s spare uniform and a straw hat that was made to look like his captain’s. Along the way, the Planter passed by several Confederate lookout posts. As they approached each one, Robert would give the passcode and salute in the same mannerism as his captain. By 4:30 a.m., the ship was passing Fort Sumter. The old Union Fort was the site of the beginning of the war and full of Confederate soldiers guarding the harbor against the United States Navy.
As they passed the imposing walls of the Fort, Smalls being as cool as a cucumber, took off his hat and waved it. At the same time, he sounded the ships whistle with the correct number of blows.
A Confederate sentry yelled, “Blow the damned Yankees to hell, or bring one of them in.” Robert simply replied, “Aye Aye” and continued on.
As if the night wasn’t already stressful enough, Robert now headed straight to a Union blockade in a ship flying both the Confederate Stars and Bars as well as the South Carolina State Flag.
He ordered the flags lowered and a white flag raised. But there were two problems. It was still too dark to clearly see, and the morning fog came in pretty thick. It would be a tragedy to come all this way just to be blown out of the water. The Planter headed toward the USS Onward, which by now had taken sight of the ship and prepared its guns to sink it, at first assuming it was trying to attack the blockade.
As the Union shouted warnings at the Planter, they noticed the white flag and its occupants celebrating on the deck while gesturing furiously and cursing at Ft. Sumter.
As the Planter pulled alongside the Onward, the Union captain started looking for the presumed Confederate captain. A man in a Confederate captain uniform came forward, took off his hat, and proclaimed, “Good morning, sir! I’ve brought you some of the old United States guns, sir! That were for Fort Sumter, sir!” Shock registered across the Union sailors’ faces as they finally cast eyes on the Planters “captain.”
Robert Smalls was a slave.
His entire crew was also slaves, and their families were aboard too. A bunch of slaves had just escaped from bondage by stealing a Confederate Naval vessel, and sailing right passed the Rebel’s own eyes!
The Union realized that not only did they get a ship and its cargo, but a trove of valuable intelligence. On board was a book with all the Confederate passcodes as well as a map detailing the layout of mines in Charleston harbor, and Smalls own detailed knowledge of which forts were manned, gunned and their supplies.
As news spread Northward, the press took the story and ran with it. Smalls was an instant celebrity in the North. In the South, there was considerable embarrassment that a slave would be able to steal a naval vessel. Slaves had previously escaped by using hand made canoes and rafts as a means to get to the Union blockade. But to have slaves steal a ship of the Confederate Navy was too much. The three officers who left the ship were court-martialed. They claimed they wanted to spend time with their families, although many suspected they never fathomed that slaves would be smart enough to steal the ship.
They obviously didn’t know their pilot very well.
Robert Smalls was born in Beaufort, South Carolina to a slave mother and her owner. When he was 12, he was loaned out to work in the shipyards of Charleston. The practice was that slaves would work in urban areas in skilled positions, and the master would collect the wages for himself. Slaves in this position would be able to move around the city from their lodging to their place of work. Some even were able to save money on their own. Smalls worked his way up from a longshoreman to being a pilot of boats that traveled up and down the coast. From age 12 to 23, Smalls mastered the art of piloting ships and absorbed everything around him; the harbor, fortifications, passcodes, whistle codes, and when the war started, all the military intelligence he would learn.
When he was 17, Smalls married a slave that worked in a local hotel. By the time of his escape at 23, he had a family that he was worried about. He was conscripted into the Confederate Navy, but he knew with the war going the way it was at the time there was a chance the Rebels could win. He also was under constant duress that his wife and kids would be sold at a whim, never to be seen again. He knew at some point he had to do something, and on the morning of May 13, he sailed his way into history.
You would think at this point, with his family and his freedom that Smalls would be content to just relax and enjoy his celebrity status.
Robert Smalls had only just begun to fight.
Smalls traveled to D.C. as part of an effort to convince Secretary of War, Edwin Stanton, and through him, President Abraham Lincoln, of the need to allow blacks to serve in the United States military. Smalls own daring escape was one of the examples used, and soon after, Lincoln allowed units to be formed consisting of escaped slaves and freedmen.
Smalls then became a civilian contractor in the Navy. The captured Planter was valuable because of its shallow draft and his combination of pilot skills and knowledge of mine placements made Smalls a valuable commodity. He later was transferred to the Army when ships like the Planter were deemed more suitable for Army operations. He ended up seeing action in 17 Civil War engagements.
In one engagement, the Planter came under heavy Confederate fire. The Captain of the ship ran from the pilothouse down to the coal room expecting the ship to be captured. Smalls, knowing that black crew members would be killed if captured, decided that surrender wasn’t exactly in his best interest. He took control of the ship and piloted the Planter through a heavy barrage and into safety. For this action, General Quincy Adams Gilmore gave him the rank of captain, making him the first African American to command a U.S. ship. (After the war, the military contested the rank saying it wasn’t a true military rank. Smalls fought them on this, and eventually earned the pension of a Navy captain).
In 1864, Smalls was then picked to be one of the freedmen delegates to the Republican National Convention. It was to be held in Philadelphia that year. While in Philadelphia, an incident happened that would motivate Robert Smalls for the rest of his life. While on a trolley car, he was ordered to give up his seat to a white man and move. He instead got off and protested his treatment as a war hero. The city was embarrassed, and local politicians began a concentrated effort to desegregate public transportation in Philadelphia. They succeeded in 1867.
After the war, Smalls returned to Beaufort. He purchased the home of his old master, which was seized during the war. He allowed his old masters family to live on the premises while he started out on his new life. One of the first things he did was learn to read and write. Intelligence had already been seen in Smalls, but he knew he could do more.
And he did.
He opened a store, started a railway, and began a newspaper. He also invested heavily in economic development projects in Charleston. Smalls spoke with a Gullah accent, and this made his extremely popular with local African Americans as he was one of them but had become very successful. Smalls took the opportunity to get involved in politics.
Smalls was a die-hard Republican once saying it was…”the party of Lincoln…which unshackled the necks of four million human beings” and “I ask that every colored man in the North who has a vote to cast would cast that vote for the regular Republican Party and thus bury the Democratic Party so deep that there will not be seen even a bubble coming from the spot where the burial took place.”
Smalls knew that post-war, newly freed slaves would bear the wrath of Southern Democrats and got heavily involved in politics. He first served in the South Carolina State Legislature from 1868 to 1874.
In 1874, he took his talents to Washington D.C. as a newly elected member of the House of Representatives. He served until 1887. Along the way, his career was hampered by Southern Democrats’ furious efforts to gerrymander districts, stop African Americans from voting, remove Federal troops from the South, and personal assaults. His career effectively came to an end when he was accused by Democrats of taking a bribe (a charge he was later pardoned for).
After his national career was over, Smalls remained active as a community leader. He most famously stopped two African American men from being lynched. He died in 1915 at the age of 75.
On his tombstone was a quote from his political career.
“My race needs no special defense, for the past history of them in this country proves them to be the equal of any people anywhere. All they need is an equal chance in the battle of life.”
For the 2017 Army-Navy Game, the Army’s jerseys celebrated the 10th Mountain Division (Light Infantry), the predecessor to the current 10th Mountain Division. Even with the spotlight on one of the most versatile units of WWII, many people don’t understand the bad-assery of the “Pando Commandos.”
After witnessing ski-mounted Finnish soldiers successfully take on and destroy two Soviet tank divisions, founder of the National Ski Patrol, Charles Minot “Minnie” Dole saw for the need ski troops in the U.S. Army. After much convincing of the Department of Defense, the 10th Light Division (Alpine) was formed from the combinations of the 85th, 86th, and 87th Infantry Regiments assembled, 9,200ft above sea level, at Camp Hale in Pando, Colorado on July 13, 1943.
The goal here was to train a rugged, mountain soldier, acclimated to the harsh mountain tops of the Alps and the frigid north of Scandinavia. Soldiers needed to be trained in both skiing and ice climbing. The 10th Light Division (Alpine) was soon ready to fight and was re-designated as the as the 10th Mountain Division, complete with unique tab and official unit patch.
Meanwhile, the Germans had just set up defenses across the Alps, making travel from the south nearly impossible — a perfect task for the Pando Commandos.
The Germans at Riva Ridge on Mount Belvedere assumed that the near 1,500-ft vertical cliff would be impossible to scale and scarcely manned the position. The 10th Mountain, under the cover of night, blizzard, and complete silence, made the climb and assaulted the Germans as they slept. It was a complete success. The surprise attack grabbed the attention of Germans, who tried to make seven counterattacks to reclaim the peak. None were successful.
At the time, skiing was mostly a college thing. As a result, their division had more degrees and were smarter than anyone else — a fact most 10th Mountain guys would happily tell you today. (Image via Boston Globe)
Today, the legacy continues on as the 10th Mountain still trains in the icy hell known as Fort Drum. The high-altitude training is perfectly suited for the mountains of Afghanistan.
For families, late summer is the season of new beginnings. School is back in swing. Work ramps back up. New routines start to solidify. This year is, um, different. With the pandemic still in full swing, many parents are working from home and many children are home, too, be they learning remotely or too young to attend school. Trying to work from home while the house is full is difficult. Gone are the structures of the office; here to stay are distractions, distractions, and more distractions. The balancing act isn’t new for parents. It is, however, more intense. And it takes a toll. After all, you’re trying to do both jobs simultaneously, and likely thinking you’re doing neither one especially well.
“You feel both pressures at the same time, and that’s why you lose your shit,” says Danna Greenberg, professor of organizational behavior at Babson College and co-author ofMaternal Optimism.
In such a situation, it’s easy to lose your temper with your kids. You don’t want to, but it’s easy to feel like they’re the car in front of you and you’re 10 minutes late. “When you see your kids as obstacles, it creates a lot of stress,” says Art Markman, professor of psychology at University of Texas at Austin and author of Bringing Your Brain to Work.
To work from home with kids and keep your focus and your cool, you need to reframe your outlook and do what you can to reduce stress and feel like you’re getting work done within limited windows of time. You know some basics: exercise, sleep, get some sun, eat well. But you also need some back-pocket tactics Here are 32 strategies to help you do just that. Will they work for everyone or solve every problem that occurs? God no. But we hope some of them make the new normal a bit easier.
Work From Home: 35 Tips to Help Parents
1. Lowering expectations can feel like weakness, but the truth is you have less time for your work day. Trying to accomplish everything just amps up the stress. Start the day by creating a to-do list of no more than two items that you want to accomplish. It will keep you focused amid all the random stuff that’s going to be thrown at you, Greenberg says. 2. Think about a trait you want to pass down to your kids. Write that on a note and stick it on your computer as your guide, says Beth Kurland, clinical psychologist and author ofThe Transformative Power of 10 Minutes. Look at this to remind yourself of the end goal and what’s really important. 3. Around noon, take a 15-minute walk. You get up and out of the house, and the pace gets your heart and endorphins pumping, says Kathleen Martin Ginis, professor of health and exercise sciences at The University of British Columbia 4. Let your colleagues know what you’re juggling. Say, “Tuesdays and Fridays my kids are at home for school,” or, “Noon is a busy time around here.” And then let them know when you’ll be back online. People tend to be more understanding now, but they don’t automatically know your situation. You have to tell them, Greenberg says. 5. When you receive an assignment with a deadline, ask “What’s the latest I can get it to you?” Sounds obvious, but it’s amazing how many people don’t ask. Once armed with this knowledge, you can work smarter, not harder.
6. Freaking out a bit? Breathwork is your best friend, as it helps you focus on the moment. Before answering the phone, sending an email, or screaming at the kids, take three deep breaths to build in a reset and stop yourself from catastrophizing, says Sharon Salzberg, co-founder of the Insight Meditation Society and author ofReal Change. 7. Do your best to make sure the kids don’t claim your workspace for any variation of playing, that they know that this space is Dad’s “office”. This sounds harsher than it is, especially in a house teeming with small children, but you’re doing it already: You already don’t let kids play in the garage, or near the oven, or in the fireplace. Set a rule early that your space is a Lego-free zone, and enjoy fewer boundary-related discussions later. 8. Learn to love Google Calendar and set up a shared family calendar. Pages can be color-coated for each person in the house, so kids, even if they can’t read, can see, “Red blocks = Do Not Disturb Dad”. 9. Predictability in each day is good. If you can schedule regular calls at the same time, even better. Your kids will then know that, say between 11 and 2 is together time. “People know what’s coming,” Pamela Davis-Kean, professor of psychology at University of Michigan, told us. “It puts a structure on unstructured time, and it makes people feel more comfortable.” 10. Remember to eat lunch. It’s pretty easy to just power through the day and not stop. But eating lunch — and taking a break while doing so — is crucial to staying balanced.
11. Create a signal to use when you’re busy and can’t be interrupted. Maybe it’s as simple as a finger to the lips or a thumbs down. All that matters is that you’ve explained it to mean, “I can’t answer you right now, but I will when I’m free.” Then when you are, follow through on that promise. They’ll learn to trust your word and that can also lessen the stress, Davis-Kean said. Afterwards, go big on praise. Tell them, “You handled that well,” or “Great question but not the kind to disturb me with.” You want to be flexible but still teach boundaries. 12. If you still have the rocking chair from the baby days, sit in it every so often. It’s purpose is to calm down upset people, says Toby Israel, design psychologist and author ofSome Place Like Home. 13. Have a big meeting? Say at the outset that you have young kids who might interrupt a call or meeting. You’re likely dealing with other parents; empathy is on full, and being direct with your team or whomever you’re speaking with can alleviate the worry. “That will regulate your own emotions,” Kimberly Cuevas, associate professor of psychological sciences at University of Connecticut told us. And when an interruption happens, you’ll start on calm and have a better shot at remaining there. 14. Give yourself five minutes to “reset” every hour. One way to manage stress throughout the work day is set an alarm on your phone for every hour. This is your reminder to stand up from your work, take a deep breath, and focus on yourself, Katherine Bihlmeier, a life coach who specializes in mental health, recommended. “It stops you from getting caught up in the stress cycle, trying to be available for everyone and feeling completely exhausted in the end.” 15. Without water cooler conversation or other in-office randomness, you need a distraction. A suggestion: weed your garden. It’s physical, repetitive, which is meditative, and, at the end, you have a pile of accomplishment. Do it for 15 minutes at the beginning or end of the day Then…
16. . …plant some vegetables with your kids. They get an outdoor project and learn that even in the worst times, stuff still grows, says Toby Israel, design psychologist and author ofSome Place Like Home. 17. Make a cup of tea. A step-by-step process focuses your head. Engaging multiple senses – the warm cup, the smell, the taste – does it even more, Salzberg says. 18. Store paperwork vertically. This eliminates schoolwork piles, and the endless searching and leafing through that a pile creates. Flip a crate or bin onto its side and use it as storage, recommends Crystal Sabalaske, professional organizer in Bucks County, Pennsylvania and mother of two. 19. When you return to your desk after attending to kid-chaos or handling a frustrating call, you need quick release. A good move: do a set of push-ups until failure. 20. Have all project materials in one desktop folder to minimize surfing and screwing off.
21. Bring the kids into your office; have them fill in ledgers, search for images, whatever feels like helping you. They learn to play independently, and you’ve removed the mystery, shrinking their need to make noise to get you to come out, Markman says. 22. Bad day? Botched a meeting? Lost it with the kids? Remember to go a bit easier on yourself. A good tactic, per Markman.: When you’re beating yourself up, imagine a buddy of yours made the same mistake. How would you respond to them? Now respond to yourself with the same compassion. 23. Speaking of your buddy: Call them regularly if you can swing it, says Mike Ghaffary, general partner at Canvas Ventures and father of two. You can vent, share dumb stories, but always ask, “How are you?,” This helps relax you, sure. But it’s also beneficial because helping someone gives you a sense of control and can get you into the present as effectively as breathing or meditation, Salzberg says. 24. Every once in a while, do a walking work call. You’re away from distractions and walls, allowing you to focus and think big. Ghaffary recommends to scope out the route and call a friend, testing out reception, sound (no wind) and privacy, using that no-surprise way every time. 25. Use 15 free minutes to bang out five email replies not to start the three-day project, says Adam Mansbach, author ofGo The F*#K to Sleep and father of three. Why? It’s better to feel accomplished in 15 minutes than add another new task to a growing list.
26. If you really need privacy, and you have an office door, then shut it. Add another layer of protection by putting a stop sign on it, a good visual for those who can’t ready yet. 27. And make sure you and your spouse always knock to build the habit and send the message that this is a family that knocks on closed doors, says Peter Ames Carlin, author ofSonic Boomand father of three. 28. Give each child some chunk of alone, uninterrupted time every day. It could be 15, 20, 30 minutes, the number isn’t so important; what is, however, is that they get to be the focus. “It fills their tank,” Kurland says. And when they can look forward to it, it’s easier for them to tolerate hearing you say, “I’m working now.” 29. Keep a closet filled with extra school supplies, so when the kids can’t find something, they go there, not to you, Sabalaske says. 30. Feeling distracted? Do the 3-3-3 exercise: Notice three things you see; three you hear; three you feel to pull you back into the moment. Do it with the kids, too.
31. When things are on tilt, talk to your kids like a robot, pirate, or Sir Topham Hatt. You’re in character and that character doesn’t yell. 32. Think of the history books. They’ll describe the pandemic’s devastation but not that you didn’t get enough work done. The context, per Markman, cuts you some slack. 33. Establish a B work location for when there’s a Zoom call or you just need new scenery, Sabalaske says. If it’s the back of your closet, so be it. But having a trusted backup is clutch when things are hectic and you need to make that meeting. 34. When you lose it, tell yourself, “I’ll just start over.” Keep repeating it; eventually it will become a belief and habit, Salzberg says. 35. And then apologize to your kids with, “I’m sorry. This is what I meant to say. This is what I want next time.” They see imperfection is okay and you’re out of the mistake. 36. Accept that not everything will go smoothly. Take a deep breath, do the best you can, and remember what’s really important.
Vice President Mike Pence swore in Air Force Gen. John W. “Jay” Raymond as the highest-ranking military leader of the newly created U.S. Space Force in a ceremony that recognized the arrival of the nation’s newest military branch.
Raymond was formally designated the first chief of space operations in a formal ceremony sponsored by the White House and held at the Eisenhower Executive Office Building. It came less than a month after the Space Force, by law, became the sixth independent branch of the U.S. military, marking the first time since 1947 that a new military branch had been created.
“The first decision the president made after establishing the Space Force was deciding who should be its first leader,” Pence said. “I was around when the President made that decision and I can tell you, he never hesitated. He knew right away there was no one more qualified or more prepared from a lifetime of service than General Jay Raymond to serve as the first leader of the Space Force.”
Gen. John W. “Jay” Raymond addresses the audience in the Executive Eisenhower Office Building Washington after being sworn in as the first chief of space operations by Vice President Mike Pence, Jan 14, 2020.
(Photo by Andy Morataya, Air Force)
The Space Force was established Dec. 20 when President Donald J. Trump signed the National Defense Authorization Act. He also appointed Raymond to lead the Space Force. Although directed by its own military leadership, the Space Force is nested within the Department of the Air Force.
Raymond noted the historic nature of the moment. “Not only is this historical; it’s critical,” he said. “That is not lost on me or the outstanding Americans who serve with me.”
The Space Force’s overarching responsibility is training, equipping and organizing a cadre of space professionals who protect U.S. and allied interests in space while also providing space capabilities to the joint force. The Space Force’s mandate includes developing military space professionals, acquiring military space systems, refining military doctrine for space power, and organizing space forces for use by combatant commands.
A major reason for creating the Space Force is the importance of space for both national security and everyday life. It is the backbone that allows for instant communication worldwide, precision navigation and global commerce. The U.S. Space Force will ensure the country’s continued leadership in space, Raymond said. Equally important, he added, is avoiding conflict in space.
“We want to deter that conflict from happening,” he said. “The best way I know how to do that is through a position of strength.”
Among those attending the ceremony were Defense Secretary Dr. Mark T. Esper, Deputy Defense Secretary of Defense David L. Norquist, Air Force Secretary Barbara Barrett, Air Force Chief of Staff Gen. David L. Goldfein and Air Force Gen. John E. Hyten, vice chairman of the Joint Chiefs of Staff, as well as Adm. Charles Ray, vice commandant of the Coast Guard; Navy Adm. Michael Gilday, chief of naval operations; and Air Force Gen. Joseph L. Lengyel, chief of the National Guard Bureau.
Faculty members and cadets at the U.S. Air Force Academy wait to receive “first contact” from the cadet-designed FalconSAT-6 satellite after its successful launch into space, Dec. 3, 2018.
(Photo by Joshua Armstrong, Air Force)
“We are moving forward with alacrity and in accordance with presidential direction, the law, and DOD guidance,” Barrett said about the establishment of the new U.S. Space Force. “Directing this effort is the incomparably qualified leader, General ‘Jay’ Raymond. As a career space officer, he’s the perfect person to guide this lean, agile, vital Space Force.”
Raymond was the natural choice for the job. He is the commander of the U.S. Space Command; the nation’s unified command for space.
Before his new role, Raymond was the commander of Air Force Space Command, which carried the nation’s primary military focus on space, managing a constellation of satellites, developing policy and programs and training frontline space operators. Air Force Space Command was redesignated as the U.S. Space Force under the recently passed NDAA.
More broadly, the Space Force is responsible for maintaining the United States’ space superiority, even as space becomes more crowded and contested. The NDAA, which created the Space Force, also directs that the Space Force “shall provide the freedom of operation in, from, and to space, while providing prompt and sustained space operations.”
(Charles Pope is assigned to the Secretary of the Air Force Office of Public Affairs. Air Force Maj. Will Russell contributed to this report.)
The Pentagon’s top leaders said Thursday they can see a “light at the end of the tunnel” of the COVID-19 pandemic and stressed that the U.S. military remains a force in readiness, with fewer than 2,000 cases out of more than two million troops available to support contingency operations.
During an internet broadcast Thursday morning, Chairman of the Joint Chiefs of Staff Gen. Mark Milley warned adversaries that it would be a “terrible, tragic mistake if they thought that … [they] can take advantage of any opportunities … at a time of crisis.”
“The U.S. military is very, very capable to conduct whatever operations are necessary to defend the American people,” Milley said. “We will adapt ourselves to operating in a COVID-19 environment. We are already doing that.”
As of Thursday, 1,898 service members had confirmed cases of COVID-19, including 389 soldiers, 367 airmen, 164 Marines, 597 sailors and 381 National Guard members.
Given that the Defense Department has 2.3 million troops, including the National Guard and reserve components, the services are “ready today and will be ready tomorrow,” Milley said.
“I’m absolutely confident that we are very ready to handle any mission that comes our way,” added Defense Secretary Mark Esper during the broadcast. “Why is that? It’s because our commanders and NCOs have taken measures to protect our members.”
Less than .09 percent of U.S. forces have confirmed COVID-19 infections, and nearly all are “mild or moderate” cases, according to Esper. Sixty-four service members have been hospitalized for the coronavirus.
By contrast, .13 percent of the U.S. population have confirmed cases of the illness.
“We also have far, far, far smaller numbers of hospitalizations. …. I attribute that to the measures we took very early on, going all the way back to 3 February when we issued our first guidance to the field in regard to health protection,” Esper said.
According to Esper and Milley, the DoD has more than 50,000 service members responding to the COVID-19 pandemic. This includes 29,400 National Guard members, as well as 17,000 members of the U.S. Army Corps of Engineers and thousands of military medical personnel.
Air Force Gen. John Hyten, vice chairman of the Joint Chiefs, said Thursday that many of the military medical personnel are now serving in civilian hospitals, filling in for staff members who have become ill or need rest — especially in hard-hit areas like New York City.
The strategy is a switch from the initial intent for military health professionals to treat patients transported to field hospitals such as the Javits Center in New York, he said.
“We have thousands of reservists — medical professionals — deployed all over the country from their normal lives at home to the middle of New York City, in hours or days, leaving their families, leaving their homes, running toward the trouble,” Hyten said.