Navy leads the all-time sprint series with Army West Point in sprint football, 42-35-1 (.545), including a 19-14 (.576) mark in Annapolis. Two of the most dominant teams in sprint football history, Army West Point and Navy have won or shared the sprint football title 71 times, including 29 outright by the Mids and 27 by the Black Knights. The league was split into divisions last season with Army West Point winning the North before defeating Penn in the first CSFL Championship game.
Today, starting at 7:00PM EST, the two archrivals clash once again in Annapolis. Navy’s out to continue their dominant streak while Army West Point is bringing their best to try and even the score. Both Army and Navy are coming into the game with a lot of momentum, fresh off of 45-7 victories over Chestnut Hill and Franklin Pierce, respectively.
Though Thomas Edison is known for giving the world a number of fantastic inventions, you’ll always see an asterisk next to patents for which he’s credited. Sure, the history books give him praise for inventing the phonograph and the incandescent lightbulb, but not without mentioning that he had limited involvement with his other 1,093 patents — or worse, acquired them by dubious means.
Edison was no stranger to patent disputes during his lifetime. He’d quickly squash challenges that arose between himself and other inventors, mostly by leveraging his vast wealth and well-crafted public image — with one notable exception: a Navy veteran. Samuel O’Reilly gave Edison a taste of his own medicine and gave the world a device that’s now synonymous with the United States Navy: the electric tattoo machine.
We do know for a fact, however, that he’s responsible for his famous quote: “A sailor without a tattoo is like a ship without grog: not seaworthy.”
(U.S. Navy photo by Seaman Ryan McFarlane)
Samuel O’Reilly was born to impoverished Irish immigrants in Connecticut in 1854. As a teenager, he and two friends were arrested and sentenced to two years of hard labor for burglary. He needed to do something better for himself when he was released, so he enlisted in the Navy.
His time in the Navy was brief, but it was there that he first got introduced to the rich legacy of tattoos. At this time, tattoos were highly stigmatized as being just for drunk and disorderly troops. It was uncommon to see someone who hadn’t served with any ink — but it was even rarer to find a sailor with bare skin. O’Reilly looked past the nonsense and recognized that the tattoos the sailors wore were beautiful pieces of art.
Some reports say he deserted the Navy after a few months; others say he served his time and learned the art of tattooing while in. While it’s unclear which is true, we’re skeptical about the desertion — he was never charged for it and he made a living tattooing other sailors.
Even with everyone traveling the world to see him, one third of all customers were still sailors.
(New York Herald, Dec. 12, 1897)
O’Reilly’s life after service was far from stable. After serving time in prison for a robbery committed by his family members, he finally got around to starting his own tattoo parlor in New York City in 1888.
Meanwhile, Thomas Edison had created a new invention called the “Electric Pen.” The idea behind the machine was that it could punch a hole in multiple pieces of paper so a writer could write on each piece. Needless to say, it never really caught on or worked most of the time, so it was scrapped and forgotten about for around fifteen years.
Samuel O’Reilly saw the potential for this device in use as a quicker alternative to the “hammer and needle” method of tattooing. He adapted the basic idea with a stronger tubular shaft, an ink reservoir, and a fitting for multiple needles. It was patented on Dec. 8, 1891, as the “tattooing machine.” Suddenly, people from the around the world sought him out for new ink.
And sailors have been using his design ever since.
This understandably infuriated Edison, but the design was different enough that it didn’t constitute an infringement of patent. A former-friend-turned-rival of O’Reilly’s, Elmer E. Getchell, also claimed to have created the tattoo machine, and the case was brought to Federal Court.
Getchell backed Edison in the case, claiming that O’Reilly wasn’t responsible for the tattoo machine. The courts determined that since his patent included the ink reservoir, it was vastly different from Edison’s, effectively giving O’Reilly the undisputed claim on the device.
O’Reilly was open about his modification of Edison’s original electric pen, but he still managed to use Edison’s own game against him in the court of law and proved that the tattooing machine, indeed, belonged to him.
Look, not everyone can be a hardcore, red-blooded meat eater. Someone has to man the phones at the big bases and that’s just the job for you. You’re a vital part of the American war machine, and you should be proud of yourself.
But there are some things you’re doing that open you up to a bit of ridicule. Sure, not everyone is going to be a combat arms bubba, embracing the suck and praying they’ll get stomped on by the Army just one more time today. But some of us POGs are taking our personal comfort a little too far and failing to to properly embrace the Army lifestyle.
Here are seven signs that you’re not only a POG but a super POG:
1. You’re more likely to bring your “luggage” than a duffel bag and rucksack
There are some semi-famous photos of this phenomenon that show support soldiers laughing in frustration as they try to roll wheeled bags across the crushed gravel and thick mud of Kandahar and other major bases.
This is a uniquely POG problem, as any infantryman — and most support soldiers worth their salt — know that they’re going to be on unforgiving terrain and that they’ll need their hands free to use their weapon while carrying weight at some point. Both of those factors make rolling bags a ridiculous choice.
2. You actually enjoy collecting command coins
Seriously, what is it about these cheap pieces of unit “swag” that makes them so coveted. I mean, sure, back when those coins could get you free drinks, it made some sense. But now? It’s the military version of crappy tourist trinkets.
Anyone who wants to remember the unit instead of their squad mates was clearly doing the whole “deployment” thing wrong. And challenge coins don’t help you remember your squad; selfies while drunk in the barracks or photos of the whole platoon making stupid faces while pointing their weapons in the air do.
3. You don’t understand why everyone makes such a big deal about MREs (just go to TGI Fridays if you’re tired of them!)
More than once I’ve heard POGs say that MREs aren’t that bad and you can always go to the DFAC or Green Beans or, according to one POG on Kandahar Air Field, down to TGI Friday’s when you’re tired of MREs. And I’m going to need those people to check their POG privilege.
Look, not every base can get an American restaurant. Not every base has a DFAC. A few bases couldn’t even get regular mermite deliveries. Those soldiers, unfortunately, were restricted to MREs and their big brother, UGRs (Unitized Group Rations), both of which have limited, repetitive menus and are not great for one meal, let alone meals for a year.
So please, send care packages.
4. You think of jet engines as those things that interrupt your sleep
I know, it’s super annoying when you’re settling into a warm bed on one of the airfields and, just as you drift off, an ear-splitting roar announces that a jet is taking off, filling your belly with adrenaline and guaranteeing that you’ll be awake another hour.
But please remember that those jets are headed to help troops in contact who won’t be getting any sleep until their enemies retreat or are rooted out. A fast, low flyover by a loud jet sometimes gets the job done, and a JDAM strike usually does.
So let the jets fly and invest in a white noise machine. The multiple 120-volt outlets in your room aren’t just for show.
5. You’ve broken in more office chairs than combat boots
Pretty obvious. POGs spend hours per day in office chairs, protecting their boots from any serious work, while infantryman are more likely to be laying out equipment in the motor pool, marching, or conducting field problems, all of which get their boots covered in grease and mud while wearing out the soles and seams.
6. You still handle your rifle like it’s a dead fish or a live snake
While most troops work with their weapons a few times a year and combat arms soldiers are likely to carry it at least a few times a month on some kind of an exercise, true super POGs MIGHT see their M4 or M16 once a year. And many of them are too lazy to even name it. (I miss you, Rachel.)
Because of this, they still treat their weapon as some sort of foreign object, holding it at arms length like it’s a smelly fish that could get them dirty or a live snake that could bite them. Seriously, go cuddle up to the thing and get used to it. It’ll only kill the things you point it at, and only if you learn to actually use it.
7. You’re offended by the word “POG”
Yes, it’s rude for the mean old infantry to call you names, but come on. All military service is important, and it’s perfectly honorable to be a POG (seriously, I wrote a column all about that), but the infantry is usually calling you a POG to tease you or to pat themselves on the back.
And why shouldn’t they? Yes, all service counts, but the burdens of service aren’t shared evenly. While the combat arms guys are likely to sleep in the dirt many nights and are almost assured that they’ll have to engage in combat at some point, the troops who network satellites will rarely experience a day without air conditioning.
Is it too much to let the grunts lob a cheap insult every once in a while?
As a young boy, Henry Reeve served in the Union Army as a drummer during the American Civil War. By the time of his death in 1876, he was 26 years old and fought in more than 400 battles over seven years – against the Spanish.
In 1868, Cuban landowner Carlos Manuel de Céspedes led an uprising against Spanish rule over Cuba. From his estate on the Eastern part of the island, Céspedes freed his slaves and raised an army. He led a resistance against the Spanish Empire that would last ten years and cost Céspedes his life. But the uprising attracted its fair share of foreign volunteers, one of those was a New Yorker named Henry Reeve.
Reeve’s Civil War service left him a virulent abolitionist and the Spanish in Cuba were the most determined abusers of slaves left in the Western Hemisphere. When he heard about the anti-slavery, anti-Spanish uprising, he immediately left for Cuba. He arrived in 1869 but was quickly captured by the Spanish Army, who tried to execute Reeve and his group of volunteers. Reeve escaped and went on to be an integral part of an otherwise-failed uprising that came to be known as Cuba’s First War of Independence.
His units routinely outmatched the Spanish, often overcoming superior Spanish numbers with the boldness and dedication that an American combat veteran brings to any fight. By the time he jumped over an enemy artillery battery to end a battle, he earned a promotion to Brigadier General and was wounded more than 10 times. Reeve soon became known as “Enrique El Americano” and “El Inglesito” — the Little Englishman — and was placed among legendary Cuban freedom fighters Máximo Gómez and Ignacio Agramonte.
Reeve also participated in daring raids, most famously to rescue Cuban freedom fighter and Major General Julio Sanguilly from the Spanish. That battle pitted 36 Cuban riders against more than 120 Spanish troops. Reeve also led exploration columns into the jungle wilderness of Cuba and led vanguards of the rebel army’s 2nd division.
Like Cuba’s version of Baron Wilhelm Von Steuben, Reeve wore his U.S. Army uniform the entire time.
In 1876, Reeve and his staff were ambushed by the Spanish during their fateful invasion of the Western half of the island. He was unable to escape and, rather than being captured and tortured, he took his own life. It would take more than 20 years before Cuba saw independence from Spain, and even then, it required the help of the United States to unhook Spain from its cash cow.
The CEO of the Russian MiG corporation said on Aug. 17, 2018, that work on an experimental design for a MiG-41 fifth-generation interceptor will begin “in the immediate future.”
“No, this is not a mythical project, this is a long-standing project for the MiG and now we are carrying out intensive work under the aegis of the [the United Aircraft Corporation] and will present it to the public soon,” Ilya Tarasenko said, according to TASS, a Russian state-owned media outlet.
Tarasenko, who previously claimed that the MiG-41 would be able to “operate in space,” a highly unlikely prospect, also said that the MiG-41s are expected to start being delivered to the Russia military in the mid-2020s.
But Vasily Kashin, a Russian defense analyst at Moscow’s Higher School of Economics, told The National Interest in 2017 that he thought the MiG-41 wouldn’t fly until the mid-2020s, and wouldn’t be delivered to the Russian Air Force until 2035-2040.
An SR-71B “Blackbird” over the Sierra Nevada Mountains of California in 1994.
“I don’t hold out much hope for an even less proven design concept to make it into series production anytime soon,” Justin Bronk, a combat-aviation expert at the Royal United Services Institute, told Business Insider in an email.
“The Mig-31BM is already a highly capable interceptor platform and there are plans for a second modernisation upgrade of what is a relatively new aircraft for a very specific Russian territorial defence requirement,” Bronk said.
And given that the T-14 Armata tank and Su-57 stealth fighter “have had series production cancelled recently,” Bronk said, “my take is, ‘I’ll believe it when I see it,’ and will remain extremely skeptical until that point.”
But “never say never I suppose,” Bronk added.
Richard L. Aboulafia, Vice President of Analysis at Teal Group, told Business Insider that Tarasenko’s announcement “keeps the idea alive, and you never know, even a chance in a 100 is better than no chance at all.”
“It also, of course, doesn’t hurt in sales campaigns for current generation planes, like the [MiG-29SM],” Aboulafia said. “In other words, people don’t like buying fighter planes from a company with no future.”
Aboulafia also said that the idea of creating a pure next-generation interceptor is like “living in the past” since surface-to-air missiles “are generally a better way of intercepting things.”
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Over the past decade, the U.S. Army has taken steps to fully integrate women into all positions in its formations. Last month, the Army announced female infantry and armor Soldiers will integrate into the last nine brigade combat teams by the end of the year. In light of these initiatives and the open-mindedness of my leadership, I competed for and served as a light infantry brigade assistant S2 and, more importantly, an infantry battalion S2, a position open to women since 2014.
Gender integration has had its challenges but in my experience, leaders at all levels are trying to embrace this evolution. It is not unusual for a group of officers to experience awkward initial counseling sessions with their maneuver commander wherein the commander overemphasizes their support of female integration directly to the one female officer in the room. Although it may seem uncomfortable for all parties involved, these maneuver officers are still learning and while it may not be perfect, at least they’re trying..
However, even with the best of intentions, military leaders occasionally make decisions that inadvertently segregate women, leading to the unintended consequence of isolating them from their units.. This article addresses how a commander’s simple decision on troop billeting can have an adverse impact, and how commanders and leaders can more successfully lead gender-integrated teams.
The female tent: A flawed good intention
When a unit deploys to a Combat Training Center (CTC), Soldiers are housed in “tent city” while conducting Reception, Staging, Onward movement and Integration (RSOI), Leaders are responsible for allocating tents, ensuring they account for all personnel on the ground. Sometimes as an afterthought, someone asks the question “Where is the female tent?”
The idea that women require their own tent is an antiquated tradition that many senior leaders (and often junior leaders) have yet to break from and likely causes more harm than good . This issue may initially seem benign within the context of integrating women into combat arms units. After all, it’s “just” a tent, it is only temporary, and you only go there to sleep and then show up to the next formation. This issue is about much more than a tent. The decisions leaders make can help or hinder their ability to build a cohesive team that sees beyond gender.
The female tent exists mainly as a safety precaution to protect the female Soldier population. Sexual assault and harassment continues to be a large issue in the military. However, as we look deeper into the effects of gender-segregated tents, we will start to identify how our separate treatment of genders only exacerbates the issue. Studies in the past decade, including one conducted on the Norwegian Army’s Unisex living spaces in 2014, concluded that integrating genders for training and in living quarters increased team cohesion between genders by breaking the “us versus them” mentality, decreased sexual harassment and assault claims, and made gender difference less significant. Instead of training separate teams of male and female Soldiers, the integrated training and living arrangements created teams of Soldiers comprised of men and women.
The segregation of women from their platoon, company, or battalion leads to them missing critical events, and team building and bonding built during times of uncertainty when leaders make decisions and plans change. The female tent creates an additional barrier to communication where a portion of the unit does not receive updates on the evolving operational conditions because men and women are hesitant to enter each other’s tent to get information. Women show up to meetings being caught off guard by changes in the plan that were made among the male officers at 2300 but failed to make it back to the female battalion staff lead because they forgot, they figured it could wait, or it was too inconvenient to send a runner to inform them of the change. This communication barrier creates an overall disadvantage to the commander who now has a population in the formation that is unable to inform the decision-making process and in the end hinders the unit in achieving mission success.
More importantly, the female tent denies female Soldiers equal access to the esprit de corps and cohesiveness building reality of shared accommodation, and often imposes a gender divide on teams. In the end, this causes women to miss the stories told in their team, invitations to the gym, and group meals. They miss the inside jokes and become an outsider in their own unit. They struggle to get to know their unit and their unit struggles to bring them into the fold. It becomes a self-perpetuating cycle of damaging isolation that most women do not want, but are forced to endure.
How do we fight the female tent?
1. Prioritize mission success over comfort. Key to mission success is enabling your commander’s ability to exercise command and control over the formation. The female tent takes women of different ranks across the formation and puts them in one tent geographically separated from their organic teams. We, in turn, hindered multiple leaders’ ability to lead effectively by complicating the flow of communication, reducing ability to receive feedback from a select population, and decreasing the flexibility of a unit to rapidly adapt and execute operations. The female tent becomes more unfeasible as we integrate more women into company commander, executive officer, and platoon leader positions in combat arms formations.
As leaders in charge of planning training events, we need to focus on how to enable mission success. In 2018, my light infantry brigade had one battalion commander, one command sergeant major, two brigade staff primaries, five brigade staff senior NCOs, at least one battalion staff primary officer or NCO per battalion, and five company commanders or first sergeants who were women. That equaled 20 leaders at the company level and above that were integral to the brigade’s success at our CTC rotation. Since then, the number of female leaders in today’s brigade combat team continues to increase.
Focusing on mission success means all leaders are able to be with their Soldiers through all aspects of a training environment. Integrated tents allow leaders to better take care of their Soldiers because they are together in one place where they can monitor the well-being of each Soldier as the unit goes through stressful training exercises. It allows leaders to identify and address sexism issues in their ranks because they can monitor the interactions among all of their Soldiers.In a segregated environment, leaders may not be present when their female Soldiers are harassed while they are isolated in separate areas. Integrated tents build better teams that communicate more effectively, provide feedback to their commanders, and react quicker to rapid changes because they are a cohesive unit that treats everyone as a valued member of the team.
2. Use informal leadership. As described in ADP 6-22 Army Leadership, part of informal leadership is taking the initiative to advise formal leaders on decisions based on previous experience or expertise. Informal leadership takes initiative and some courage, because it usually involves an individual speaking up to leaders who outrank them. In one experience at a CTC exercise, my company leadership was trying to remove the female Soldiers from our unit’s tent because the brigade’s designated female tent did not have enough females in it. A female lieutenant I supervised looked at me with disappointment and asked me if there was anything I could do to stop it. I decided to work with another female captain located in our company to make it clear to our leadership that we did not want to leave our sections to live in a separate tent. The company leadership relented but not without some offhand remarks about how we were an inconvenience.
After that experience, the female officers made it a point to teach our staff sections how the separation of women into female tents affects women because our male peers honestly did not understand. How could they? In their military career, they never had to be separated from their team because of their gender. The effort we made to stay in the tent was worth it because our section became a more cohesive team and it was a leadership opportunity that enabled us to discuss a gender issue with our male counterparts that they will never experience firsthand. Informal leadership is a powerful tool that leaders can use to prevent segregation in their units, regardless of gender.
3. Be comfortable asking “What’s best for the team?” You may not know all the right answers when it comes to how best to integrate women and that’s okay. It is a learning process for everyone. What Soldiers do not want to hear is what one of my peers told me as he shrugged his shoulders, “We forgot to account for you guys (for bed space). Sorry, I’m infantry.” Instead, leaders should exercise humility and ask their female peers or subordinates for input. More often than not, they have been through these situations multiple times and they will appreciate your willingness to learn about how best you can assist your formation. It is as simple as something an infantry major once said to me, “I’m new to this. Do I need to make special accommodations for you or do you feel comfortable staying with the unit?” Yes, it can feel awkward to ask, but there is a certain amount of respect you gain when you open yourself up to learning how best to ensure everyone feels like a valued member of the team.
If a living situation is poorly planned or seems like it may be an issue, present the options. “We can let you stay in the open bay with the males and everyone will just use their sleeping bags or the latrines to change, or we can cordon off an area in the bay for privacy so that we can keep you with the team.”
4. Keep everyone in the loop. Sometimes it is inevitable to be forced to split your unit into gender-specific tents, especially while traveling through different locations with transient barracks or if the final decision is made above your level. When this happens, it is important to take steps prior to the unit splitting apart to make sure that the isolated personnel stay in the loop. Leaders should develop a clear communication plan and battle rhythm to distribute information. It is imperative to ensure inclusiveness of the isolated population for both work- and social-related events. If a squad goes to eat together, it is the responsibility of that squad and team leader to include the female squad members. If a platoon is tasked for a working party, the platoon sergeant needs to get everyone involved in helping. If the battalion staff needs to talk through some minor decisions, make the effort to get those female staff officers involved. It can be demoralizing to hear the stories of what someone missed because no one bothered to let her know what the unit was doing.
It’s a learning process
Gender integration will continue to be a learning process for the military. To build better integrated teams, units need to train, eat, and sleep in harsh environments together. As leaders, we are responsible for making decisions that enable mission success, providing feedback on gender integration, and remaining open to new ways to improve integration. No part of ADP 6-0 Mission Command and ADP 6-22 Army Leadership suggests that any type of segregation is good for the Army. Segregation of any type creates resentment, isolation, and ultimately an unsafe environment for everyone. Instead, leaders need to focus on building cohesive teams based on mutual trust, and unit integrity through shared hardship is essential to that cohesion. We should be able to reach solutions that allow all Soldiers, regardless of gender, to feel like an equal member of the team and trust that they can depend on each other for anything.
Captain Ashley Barber is a military intelligence officer currently serving in the 10th Mountain Division G2. She has previously served in MI brigades and IBCTs (LI). She completed her KD time in 2/10 IBCT (LI) as the brigade AS2 and the 2-87 Infantry Battalion S2 through iterations of LTP, JRTC, and a deployment to Afghanistan.
Sam Mendes, the Oscar®-winning director of Skyfall, is bringing his World War I epic to the big screen this winter in 1917, the story of two young British soldiers (Game of Thrones‘ Dean-Charles Chapman and Captain Fantastic’s George MacKay) who are given the seemingly impossible mission of saving 1600 Allied men.
“In a race against time, they must cross enemy territory and deliver a message that will stop a deadly attack on hundreds of soldiers—Blake’s own brother among them,” Universal Pictures describes.
Check out the rather Dunkirk-esque trailer right here:
“If you fail, it will be a massacre,” warns Colin Firth, who tasks the young soldiers on their mission. One of them, Blake, has a brother serving in the 2nd Battalion, who are walking into a trap.
“Your orders are to deliver a message calling off tomorrow morning’s attack. If you don’t, we will lose sixteen hundred men, your brother among them,” states Firth.
Mustache March dates back to the Vietnam War, but Cumberbatch knows WW1 troops were the OG stachers.
(Universal Pictures image)
“There is only one way this war ends,” declares Benedict Cumberbatch, another high-ranking officer.. “Last man standing.”
We know, of course, who wins the war, but what is great about war epics is that they show us what it was like for the men who fought them. This trailer shows trench warfare, battlefield attacks, explosions within buildings, and other horrors of the Great War.
Kid, I’m gonna need you to put your helmet back on…
(Universal Pictures image)
Written by Sam Mendes and Krysty Wilson-Cairns (Penny Dreadful), the film is Mendes’ first return to the war genre since 2005’s Jarhead. Shot by Oscar®-winning Roger Deakins (Blade Runner 2049) and edited by another Oscar®-winner, Lee Smith (Dunkirk), the film promises to be a cinematic achievement.
(Universal Pictures image)
1917 will open domestically in limited release on Dec. 25, 2019 and wide on Jan. 10, 2020.
In what is widely considered the best role of his acting career, legendary film and television star Louis Gossett Jr. plays Marine Corps Gunnery Sgt. Emil Foley, a hardcore drill instructor, in the 1982 film An Officer and a Gentleman.
Gossett Jr.’s portrayal of a no-nonsense DI in the film earned him the Academy Award for Best Supporting Actor. If you watch his performance, you’ll quickly see why Oscar came calling. The character is crude and tough on the group of would-be pilots attending a 13-week Naval Aviation Officer Candidate School where he serves as the primary instructor.
Like many great actors who have donned the campaign hat on the silver screen, as DI Foley, Louis Gossett Jr. imparts knowledge on how to survive the daily challenges of life in his own unique way.
Here’s what we can all learn from Gossett Jr.’s Oscar-worthy performance.
Some of the best and most memorable lines of the film come in the early scenes when new recruits line up to hear Gunnery Sergeant Foley talk about what they should expect in the next 13 weeks of training. Foley knocks each person down a couple of pegs by making them understand they are, in fact, not special.
When Foley asks one of the recruits named Della Serra if he was a “college boy,” the character quickly lists his academic accolades, saying he graduated in mathematics with honors.
Della Serra gets a rude awakening from Foley when the Marine shows him his cane with notches on it. Each notch represents each “college puke” who has dropped on request during his time in the program. Foley suggests Della Serra may be one of those notches and then tells the group that half of them will not make it through the training.
In this powerful scene, DI Foley lets all the recruits know that his authority outweighs their individualism.
Although Mayo has all the skills and physical traits to pass the course, Foley consistently questions Mayo’s strenght of character. Officer Candidate Mayo is an arrogant and self-centered individual only looking out for himself. He’s also quite the hustler, selling inspection-ready boots and belt buckles to his fellow recruits to make a quick buck.
After discovering Mayo’s little racket, Foley gives him a chance to straighten up his act during a weekend-long smoke session. Foley breaks Mayo down physically and emotionally. It’s during this sequence that the audience is treated to the film’s famous scene in which Gere’s character screams, “I got nowhere else to go!” This is the turning point. From here on out, we see a change in Mayo’s character and attitude.
The importance of teamwork
Mayo’s change of attitude is clear when instead of trying to achieve an individual obstacle course record, he goes back to encourage one of his fellow classmates, a young lady named Seeger, as she struggles to get over a 12-foot wall. Thanks to Foley, Mayo learns the true value of teamwork.
Quitting is not the answer
Tensions between the two main characters rise yet again toward the end of the movie. Following the death of his friend, Mayo wants to speak with Foley in private.
After Foley dismisses his request, telling him to get back to work, Mayo gives his DOR. Instead of accepting his resignation, Foley asks to meet Mayo a nearby hanger — where they fight it out. After fists fly, Foley tells Mayo that if he still wants to quit, he can. By that point, Foley knows the recruit has come too far to quit now.
At the end of the movie, the officer candidates earn the rank of ensign. Per tradition, each new officer receives his or her first salute from the instructor and, in turn, each officer hands Foley a silver dollar. When Mayo hands Foley his coin, the Marine places it in his right pocket instead of his left. This act symbolizes respect for Mayo as an exceptional candidate.
“I won’t ever forget you, sergeant,” Mayo says after the salute. You can see Foley start to choke up just a bit when he replies, “I know.” The mutual respect between the two is evident.
Although it’s only a movie, many veterans may have encountered someone in real life who reminds them of DI Foley.
Tell us who made an impact on your life during your time in the military in the comments.
“[Directing has] been a dream of mine for as long as I can remember,” shared Tyler Grey, who self-declares on Instagram as “a geeky kid trapped in the body of a nerdy adult.” For those who know his story, however, he’s got a pretty respectable warrior side, too.
A former Delta Force operator and sniper-qualified Army Ranger, Grey’s military career came to an end when he was “blown up in Sadr City” (his words, not mine), resulting in a medical retirement. His right arm still bears the scars from that attack — but he hasn’t let it keep him from actively supporting the military community.
For the past few years, that has meant portraying Trent Sawyer in front of the camera on SEAL Team while helping to produce and act as a military consultant behind the scenes. With Unbecoming an Officer (Season 3 Episode 10), he finally puts on a very coveted hat: director.
[instagram https://www.instagram.com/p/B5vyuZ1n41t/ expand=1]Tyler Grey on Instagram: “So the episode I directed airs next Wednesday 12/11! Here is a promo for it and excuse me right now for the fact that I will post about it…”
Most veterans agree that watching shows and films about military service can feel frustrating. It’s hard to get the nuances of military culture right — especially when storytellers are focused on either placing heroes on a pedestal or exposing their trauma.
SEAL Team has been a show actively committed to getting it right by hiring veterans as architects for the story. Grey is not the only service member CBS has brought on board. In a particularly poignant Season 2 episode, the show explored veteran suicide, a tragic issue that hits the military community at too-high a rate. The episode was written by former frogman Mark Semos.
[instagram https://www.instagram.com/p/B56ANDwngdU/ expand=1]Tyler Grey on Instagram: “He is another clip from tomorrow nights episode. Sadly it won’t let me post more than a minute but you get the idea. The guy at the…”
Grey’s leadership qualities are clear even from a distance. He’s quick to give his team credit for successes (and quick to accept blame for any shortcomings — even in jest).
He’s also great at balancing the line between Hollywood and reality.
“95% of the time if there is something technically wrong on the show there is a TV or dramatic reason for it,” he clarified in advance of the, I’m sure, flood of comments about unused NODS in an episode.
[instagram https://www.instagram.com/p/B3skAiRn-hP/ expand=1]Tyler Grey on Instagram: “Episode 3 airing tonight at 9/8c. So one thing I’ll mention here that I get asked a lot about in reference to the show is why things aren’t…”
To be clear, directing for television is a highly competitive gig. Throw in stunts, battle scenes, smoke, and special effects and you’ve got a major learning curve for a first-timer.
This is where military training really does bring excellence to the surface. A good leader knows who to turn to for guidance (the NCO or SNCO, always…), how to identify and utilize the strengths of the team, when to be definitive, and when to ask for help.
“On a serious note I hope those who watch it enjoy — a lot of people worked really hard to help this come together,” he shared.
[instagram https://www.instagram.com/p/B50yidLHIrc/ expand=1]Tyler Grey on Instagram: “No idea what I was talking about looking at this picture but I probably didn’t know then either.. Thanks again to the crew, the cast and…”
It’s great to see a huge network recognizing the capabilities of veterans in the filmmaking industry — especially in military terrain. Service members give up years of their creative careers while their civilian colleagues build resumes. During that time, however, vets rack up some marketable skills and experiences that benefit a set.
SEAL Team is one show that is really paving the way for veterans to show what they’re made of. It’s an opportunity, not a right, and the professionals know it. When they do step up, however, it makes the series stronger.
Grey isn’t the only veteran who has directed for the show. U.S. Marine Michael Watkins, who has an impressive television resume that includes The Blacklist, Quantum Leap, and Prison Break, has also taken the helm.
[instagram https://www.instagram.com/p/B5Y6jdAnTGg/ expand=1]Tyler Grey on Instagram: “Tonight’s episode directed by Marine Veteran Michael Watkins. So this one was rough as we lost our location that all the action was based…”
From its consultants to its writers and directors to its cast and, yes, even down to its three-line co-stars, SEAL Team gives members of the military community the opportunity to excel after service.
[instagram https://www.instagram.com/p/B4vYabMHtdo/ expand=1]Tyler Grey on Instagram: “Define irony: Working on a military show, as a veteran, on Veterans Day. Just kidding I appreciate the opportunity and truly love this…”
There was only one foreign customer for the advanced F-14 Tomcat fighter during its heyday: Iran. The Shah chose to buy 80 Tomcats instead of the F-15 Eagle – and it was a good investment. Even after Imperial Iran gave way to the Islamic Republic of Iran after the 1979 revolution, the Iranian Air Force was still stacked with some of the best Tomcat pilots in the world.
And the U.S. doesn’t want any of them in the air again ever.
Iran is the United States’ ex-girlfriend that we just can’t stop thinking about. After the Islamic Revolution, the U.S. could just not leave Iran alone. A major sticking point for the United States was that our ex still had 30 of our best fighter aircraft, and they were using it to great effect against our new boo, Iraq, in the Iran-Iraq War. The Iranian Air Force was so skilled in the Iran-Iraq War that a lone tomcat could clear the skies of enemy aircraft without firing a shot. Many of the successful downings of Tomcats were at the hands of ground-based SAM batteries… Iranian SAM batteries.
Watching Iranian Tomcats fly is like watching your ex wearing the ring you bought her that she won’t give back.
But the United States eventually gets better stuff, no matter how iconic Top Gun is. Since the Tomcat, we’ve had the major advances in fighter technology that led us to develop the F-22 and F-35 fighters, technology so amazing it might seem like magic to some. So it made sense to retire our fleet of F-14s in 2007, given that we had an air superiority fighter that had the radar cross-section of a bumblebee and could take out enemy planes before it could physically see them. When Iran got wind of its retirement, you could practically hear the CEO of Northrop Grumman’s tummy growling at the idea of parts sales.
But nope. This was 2007 and Iran was still firmly placed in President George W. Bush’s “Axis of Evil,” along with North Korea. The idea of selling Iran rare F-14 parts, so it didn’t have to cannibalize its own F-14 inventory was preposterous. It was this concern that led the Pentagon to shred every last leftover F-14 Tomcat.
Kinda like this, except with millions of dollars worth of metal and avionics.
Did the United States have to take a million plane and reduce it to scrap metal just so Iran couldn’t repair its aging fleet? No, according to many national security experts, it did not. They said the move was more symbolic than practical. F-14 parts were considered sensitive equipment just for this reason, so the U.S. ended all parts sales to anyone, not just Iran, for fear that Iran might get them eventually. But that doesn’t matter, there isn’t much Iran could do with their F-14s if they were airworthy.
“Those planes as they age are maybe the equivalent of Chevrolets in Cuba. They become relics of a past era,” said Larry C. Johnson, a former deputy chief of counterterrorism at the State Department in President George H.W. Bush’s administration. “Even if they can put them in the air, they are going to face more advanced weapons systems.”
Goose is rolling around in his grave.
The decision to destroy all the surplus Tomcats was the defense equivalent of taking the house and the car despite not needing or wanting either – a purely spiteful move that makes Tomcat fans wish they would have just donated to museums.
Master Sergeant George Hand US Army (ret) was a member of the 1st Special Forces Operational Detachment-Delta, The Delta Force. He is now a master photographer, cartoonist, and storyteller.
Eyes roll at the sight of yet another transition story. We all get it; it’s hard to transition from military to civilian life. I have read many a story myself and note positively that everyone brings up a new eureka moment for me that I didn’t experience myself, but that I totally get. My transition story doesn’t boast any novel epiphany though it does come from the aspect of a career SMU pipe-hitter.
“You’re not on the pods anymore, Geo… you need to get off the pods and throttle back a bit. I mean not a bit but a whole, whole lot!” explained my boss, Conan, also from my same SMU in Fort Bragg, NC.
Pods refer to the two benches on the exterior of the MH-6 Little Bird helicopter on which two men on each side of the aircraft can ride into an assault scenario. To many of us, riding the pods into an assault objective hanging on with one arm and lighting up targets on the ground with the other arm was the penultimate of brash aggression and acute excitement of living life on the very edge.
(A complex brown-water insertion of a Klepper kayak. Photo courtesy of the author)
“SMUs will always be around, because no amount of technology will ever replace raw unadulterated aggression.” (SMU Squadron Commander)
I stood tall in my new office cubicle at my new job as a civilian, having just separated from the Service. My job/title was Project Manager. This was my new life, this square. “This is going to be great!” I pallidly promised my psyche. I fervently thanked the creator for the “shower door” on my cube that I could slide closed to prove to the world that I was not really there.
It was plastic, but it was translucent rather than transparent; that is, you could see through it, but only gross shapes rather than defined detail like… a shower door does. If a body were to remain very quiet and still, nobody could detect your presence in the cube. This thing I did fancy.
Carol from HR then stood in my open doorway in her blue office dress to welcome me and list the ground rules — the corporate culture of life in office cube city. She recited those edicts as they appeared chiseled in granite:
• “No, singing or playing of music;
• no cooking food;
• avoid speaker phones
• watch your voice volume
• deal with gas in the restroom
• always knock before entering a cubicle
• no “prairie-dogging”
In fact, whatever it is you find yourself doing in your cube for the moment just stop it!
“Er… no prairie-dogging? Yeah, so… what might prairie dogging be?” I posed.
“Well Mr. Hand, prairie dogging involves the poking of ones head over the top of one’s cubicle walls and… and looking around!” Blue-dressed Carol from HR became a blurred and indistinct pattern from the other side of my show door as I closed it in her incredulous face.
“Well, I never… I AM NOT FINISHED MR. HAND!”
I popped one’s head up over the top of one’s cubicle and explained: “Yes, yes you are finished, Ms. Carol from HR… and please watch your voice volume — TSK!”
Within the hour my shower door flew open and there stood Conan, face awash with concern.
“Woah, now that is a great, big, fat, bulbous-assed no-go here in cube city—entering without knocking… tremendous transgression, Conan!” I warned.
“There was a complaint about you from HR, geo…”
We talked. Conan was right, and there was no dispelling that. I apologized and thanked him. We shook hands as we always did when we parted or met. So with a crappy first morning behind me, I vowed to make the best of the rest. I headed to the break room for a cup of coffee to calm myself down.
(Low-profile office cubicles offer no substantial privacy)
I embraced the notion that there might be nobody in the break room, but my crest fell for there were a man and woman seated at a table enjoying lunch. The noon hour had crept up on me though I scarce remarked. I held my breath and went about for that cup of Joe.
Men are great around just each other, but they get stupid and inclined to comport themselves like jackasses whenever a woman is around too. This fellow saw that I was engaged in an action that was somewhat contrary to break room policy, and he began:
“Excuuuuse me there, partner… but you’re not supposed to…”
“SHUT UP; SHUT THE PHUQ UP, PARTNER!!” I delivered to the man without even turning to look at him, not fully knowing from whence my outburst came.
“I’m screwed!” I thought, “I didn’t check the volume of my voice!” unable to sort through the gravity of which coffee offense I had committed just then. It was not the volume that was the greater offense, rather the content of my delivery.
The woman left the break room immediately at a cantor. Partner remained for the mandatory tough-guy extra seconds, me leaning against the counter, staring at him all the while sipping my incorrect procedurally-obtained break room coffee. He then sauntered out with backless bravado.
My shower door flew open without a knock. Once more, I reeled at Conan’s blatant disregard for cube rules. I endured the pod speech strewn with constant “I’m sorry, Conan” interrupts. This time his speech contained a threat annex to it. I needed to take that seriously. We two shook hands, as we always did when we parted or met.
A few months ago I was riding on the pods doing 90 MPH hanging on with one arm like a rodeo rider, spitting jacketed lead at targets on the ground, sprinting from the touched-down chopper at full speed smashing through doors and lighting up all contents… now I was born again into a world where the penultimate cringe comes from the shrimp platter at the buffet not being chilled down to the proper 54-degrees (Fahrenheit).
I had to turn this thing around, but wasn’t sure how. I accepted my plight with this eight-word phrase, one that I came to lean on in countless occasions: “We’ll just have to figure it out tomorrow.” And so it went for the next 16 years there at that same job.
I didn’t have to re-invent myself as I feared, but I did develop a set of guidelines that would steer my path over the next more than a decade and a half. There were the company rules, and then there were my rules. My rules were better than the company rules. They were simple. Though I never formally wrote them down, I can list them still for the most part:
1. Don’t ever tell anybody what the real rules are
2. Don’t ever hurt anybody in the company or customer base
3. Don’t ever damage any company or customer property
4. Don’t ever wear corduroy pants on a day you might have to run many miles.
5. Don’t ever allow yourself to be stuck in a position with a boss who sucks.
6. Don’t ever cheat entering time into your pay invoice
7. Never litter
8. Never threaten another employee within earshot of a witness
9. Remotely bury any items that could get you fired or that you just don’t want to deal with
10. Never reveal the locations of buried items
11. Eventually, return all clandestinely-acquired tools and equipment
12. (most important of all rules) ALWAYS WORK ALONE!
(The author on left and teammate on right, lift off with an MH-6 for more gun runs, not giving one-tenth of a rat’s ass about the temperature of the shrimp platter.
(Photo courtesy of SMU Operator MSG Gaetano Cutino, KIA)
The U.S. Army will continue with its Modular Handgun System effort despite heavy criticism from the service’s own chief of staff who called it too bureaucratic and costly for a low-tech item such as a pistol.
Army acquisition leaders recently attended a high-level meeting with Chief of Staff Gen. Mark Milley to determine what to do about the Modular Handgun System, or MHS, effort — keep as is, restructure or cancel it and start over, according to an Army acquisition official, who asked to remain anonymous because he is not authorized to speak to the media.
“The decision was to stay the course with MHS,” the official said.
This will likely ease a lot of worry from gun-makers competing in the effort since Milley has made no secret about his contempt for service’s effort to replace the current M9 9mm pistol.
The general has used recent public appearances to chastise a bureaucratic acquisition system for making it overly complicated to field equipment in a timely manner, citing the service’s MHS effort as a prime example.
But behind the scenes, Milley moved beyond criticism. His office recently asked the Army Special Operations Command’s G-8 office, which oversees fielding of equipment, if there is room for the Army to join its pistol contract to buy Glock 19s, according to another Military.com source who asked to remain anonymous because he is not authorized to speak to the media.
The compact Model 19 is one of Glock’s most popular handguns. New Glock 19s retail for $500-$600 each. USASOC is currently paying a base price of about $320 for each Glock 19, the source said.
With that price, the Army would pay about $91.8 million if the service were to buy 287,000 pistols, the quantity requirement outlined in the MHS effort, which is currently set to cost at least $350 million.
“The thing no one is talking about is the can of worms the chief has opened,” the Army acquisition said.
“I think it is good that the Army leadership is taking a bigger role in acquisition. On the other hand, there are huge risks when people like the chief have wrong or incomplete information, or jump into the middle of an active competition, the source said. “There are certain things one does not do, unless one is willing to live with the consequences.”
In this case, consequences mean the possibility of protests or lawsuits by gun makers participating in the MHS completion.
“Enough companies have submitted bids for there to be a good MHS competition,” the acquisition official said. “No one is saying how many that is or who they are. If they include the larger companies … it increases the prospects for litigation because they have the requisite resources, and that is what they do.”
Milley’s stance on MHS continues to draw attention from Congress.
Sen. Joni Ernst, a Republican from Iowa, questioned senior Army officials about it at an April 5 hearing of the Senate Armed Services Committee’s Airland Subcommittee hearing.
“This has been a real big issue,” she said. “Why is it so difficult for the Army to buy a basic item like a pistol?”
Lt. Gen. John M. Murray, deputy chief of staff of the Army’s office for programs, or G-8, agreed that the service has been down a “torturous path” on the handgun program.
“I will guarantee you [Gen. Milley] is involved with the testing, requirements and source selection, when we get to that point, in every intimate detail,” Murray said, describing how he has had “several very long and painful meetings with him in the past week or two and dug into how we got where we are and how do we fix this.”
The Army launched its long-awaited XM17 MHS competition in late August to replace its Cold War-era M9 9mm pistol. One of the major goals of the effort is to adopt a pistol chambered for a more potent round than the current 9mm. The U.S. military replaced the .45-caliber 1911 pistol with the M9 in 1985 and began using the 9mm NATO round at that time.
Gun-makers had until Feb. 12 to submit proposals to the Army.
The request for proposal calls on gun-makers to submit packages that include full-size and compact versions of their handgun as well as hundreds of thousands of rounds for testing.
One of Milley’s biggest criticisms of MHS is that the testing program is scheduled to last two years and cost $17 million.
In a break from tradition, the Army is also requiring competing firms to prove that they are capable of delivering millions of rounds of pistol ammunition per month in addition to delivering thousands of new handguns per month, according to the request.
The competition will also evaluate expanding or fragmenting ammunition, such as hollow-point bullets, that have been used by law enforcement agencies for years. The Army’s draft solicitation cited a new Defense Department policy that allows for the use of “special purpose ammunition.”
No, we’re not talking about automated, unsolicited emails trying to sell you fat-burning pills or hair-loss recovery foam. The original Spam is a brand of precooked canned meat product made by the Hormel Foods Corporation. Today, there are 15 varieties of Spam sold in 41 countries and trademarked in over 100. It has transcended social classes and become an integral part of culinary cultures worldwide. So how did this canned luncheon meat product become a worldwide phenomenon? It’s due in large part to American GIs and WWII.
Introduced by Hormel in 1937, Spam aimed to increase the sale of pork shoulder, an unpopular cut of meat. Its name is the result of a contest won by Ken Daigneau, the brother of a Hormel executive. Hormel claims that the true meaning of the Spam name “is known by only a small circle of former Hormel Food executives,” however it is commonly accepted that it’s an abbreviation of spiced ham.
A World War II-era can of Spam (Photo by Hormel Foods Corporation)
During WWII, delivering fresh meat to frontline troops was an extremely difficult task. Spam offered the military a canned solution that didn’t require refrigeration and possessed an extremely long shelf life. As Spam became an integral part of the GI diet, troops gave the meat a variety of nicknames like “ham that didn’t pass its physical,” “meatloaf without basic training,” and “Special Army Meat.” The grease from the luncheon meat was used to lubricate weapons and waterproof boots, and the empty cans could be filled with rocks and strung from wire perimeters as intruder alarms. By the end of the war, the military had purchased over 150 million pounds of Spam. For reference, a can of Spam today weighs 12 ounces.
Sgt. Arnold Bourdreau eating canned corned beef in Italy in 1945 (National Archives photo)
Troops across all theaters of the war brought Spam with them as a convenient and preserved meat ration. As a result of the war and the following occupations, Spam was introduced to European and Asian countries where it was quickly assimilated into local diets.
In the UK, Spam’s popularity grew out of necessity as the result of rationing. Prime Minister Margaret Thatcher remembered Spam as “a wartime delicacy”. The canned luncheon meat has been adopted into various British recipes like Spam Yorkshire Breakfast, Spamish Omelette, Spam Hash and Spam Fritters.
Spam Fritters with chips and peas (Photo from SpamBrand.com.au)
Spam was also included as a part of Allied aid to the post-war Soviet Union. Strict food rations made meat even more scarce there than in Britain. “Without Spam we wouldn’t have been able to feed our army,” Soviet Premier Nikita Khrushchev declared in his memoir.
East Asian countries also adopted Spam as a result of rationing and the scarcity of meat. In Hong Kong, the canned meat was incorporated into local dishes like macaroni with fried egg, ramen and chicken soup. Spam was ingrained so deeply in Okinawan culture that it is used in traditional onigiri (rice balls or triangles usually wrapped in seaweed) and is used in the traditional dish chanpurū. In Korea, Spam’s popularity rose out of the Korean War. As fish became scarce, Spam was used as a replacement in kimbap (rice and vegetable seaweed rolls). The cans of luncheon meat were also used by U.S. troops to trade for goods, services and even information around their bases. Today, Korea is second only by the United States in Spam production and consumption.
Spam Classis Kimbap (Photo from Spam.com)
In Southeast Asia, Spam is most popular in the Philippines. Following WWII, Spam became a cultural symbol on the islands. It is most commonly eaten in Spamsilog, a twist on a traditional Filipino breakfast composed of rice (usually garlic fried rice), a sunny-side up egg, and a meat dish. Though Spam is commonly sliced and fried, it is also used in sandwiches, burgers and spaghetti. In the Philippines, Spam transcends social class and is extremely popular across all walks of life. There are at least 10 varieties of Spam sold in the Philippines that mimic the flavors of traditional meats. It’s estimated that 1.25 million kilos of Spam is sold annually in the Philippines. After Tropical Storm Ketsana in 2009, Hormel Foods donated over 30,000 pounds of Spam to the Philippine Red Cross.
Spamsilog is a breakfast dish that’s acceptable at any time of day (Photo from ThePeachKitchen.com)
In the United States, Spam is especially popular in Hawaii whose residents have the highest per capita consumption in the country. Spam is used most heavily in Spam musubi where a slice is placed on top of rice and wrapped in a band of nori seaweed. The Hawaiian market also features exclusive Spam variants like Honey Spam, Spam with Bacon, and Hot and Spicy Spam. Spam is even served in local McDonald’s and Burger King chains. Every spring, Oahu hosts an annual Spam festival called Waikiki Spam Jam where local chefs and restaurants compete to make new spam-themed dishes which are then sold at the street fair.
A selection of Spam variants at Waikiki Spam Jam (Photo by This Week Hawaii)
Although it is seen by some as a food of poverty or hard times due to its affordability and long shelf life, Spam’s popularity around the world is undeniable. Thanks in large part to the GIs that brought it with them, Spam was able to fill food gaps in countries ravaged by war and evolve into a dietary staple and cultural icon.