In the days after the September 11th attacks on the United States and the subsequent invasion of Afghanistan, the Taliban leader known as “Mullah Omar” fled the state he’d helped form after fighting to liberate it from the Soviet Union. The CIA believed he’d fled to Pakistan and the U.S. military issued a reward of $10 million for his capture.
His real hiding place was just three miles from the U.S.’ FOB Wolverine in Siuray. He was never more than 80 miles from Kandahar, the site he fled when the U.S. invaded Afghanistan.
The governing body of the Taliban operated out of Quetta, Pakistan after being forced out of Afghanistan in 2001. Afghanistan’s Defence Ministry, the Pentagon, and the CIA all agreed that until his death in 2013, Mohammed Omar was there with them all. But what international intelligence agencies didn’t know about Omar could fill a warehouse. Very few photos of the man were ever taken, and he let very few people into his inner circle. Foreign intelligence services didn’t even know that Omar had died for two years following his death from Tuberculosis in 2013.
A new report from the Zomia Center, a think tank dedicated to studying ungoverned spaces, says that Omar died just three miles from FOB Wolverine, a base full of hundreds of American troops.
Omar in 1992.
Bette Dam, a Kabul-based journalist, working in Afghanistan between 2009 and 2014, traveled around the country trying to find a more complete picture of Omar. She spoke with friends, relatives, bodyguards, drivers, and other insurgent leaders, many of whom had fled and lived with Omar in the days following the U.S. invasion. Mullah Omar never left Afghanistan. The man who refused to give up Osama bin Laden renounced his leadership of the Taliban and then disappeared.
He found himself in two remote villages, each house close to an American military forward operating base. The first was in Qalat, near FOB Lagman. He hid there for four years, coming close to capture by U.S. troops only twice. The next village was Siuray, three miles from FOB Wolverine. Mullah Omar lived behind a larger family home in the traditional mud hut that is often found in rural Afghanistan. He lived there until his death in 2013.
Omar spent much of his time alone or with his bodyguard, Jabbar Omari, who provided journalist Bette Dam with much of the information she would later corroborate. The Taliban’s leader ate and prayed alone, and even cooked for himself much of the time. The two men were always afraid of being found out and took great pains to stay indoors and speak very softly, if at all. In the evenings, Omar would listen to BBC Pashto while his bodyguard listened to Voice of America’s Dari service on the radio.
Omar never mentioned Osama bin Laden or why he refused to hand the al-Qaeda leader over to the U.S. Even when bin Laden was killed in 2011, Omar didn’t say anything in response, he only ever criticized al-Qaeda’s view of Islam. When Omar died, his bodyguard buried him in the sand without a coffin, though he would later be dug up and given an Islamic funeral at a nondescript location. He died without appointing a successor to the Taliban movement and without leaving a message to his family or followers. He just died.
Fort Jackson, SC is a major hub of military education. The base hosts, Army basic training and AIT, the Adjutant General School, Finance School, Chaplain School, and the Interservice Postal Training Activity. Consequently, hundreds of thousands of people come through the base every year. This year, the base hosted a very special guest and assisted him with research.
Michael B. Jordan spent four days at Fort Jackson to prepare for an upcoming movie role. He was hosted by the base Commanding General, Brig. Gen. Milford Beagle, Jr. “Glad we could show him Army hospitality and the training excellence that we have here,” Brig. Gen. Beagle said.
Jordan previously appeared in the blockbuster hits Creed and Black Panther. Although it is unclear what movie he was preparing for, the actor is appearing in the upcoming action thriller Without Remorse. Based on the Tom Clancy book of the same name, Without Remorse follows a former CIA Navy SEAL who seeks revenge after his wife is killed by a drug lord and finds himself in a larger conspiracy. The book exists in the same universe as Jack Ryan.
Recently, the Tom Clancy film franchise has been in a slump. Although older films based on the late author’s works like The Hunt for Red October and Patriot Games are still widely popular, recent films like The Sum of All Fears and Jack Ryan: Shadow Recruit have been met with mixed reviews. The Tom Clancy name was reinvigorated with the release of Amazon’s television series Jack Ryan. Moreover, the titular main character is played by 13 Hours star John Krasinski. The show has been renews for a third season.
Without Remorse was originally slated to be released by Paramount Pictures. However, in July 2020, the studio began talks with Amazon who seeks to acquire the rights to the film.
The Expedition 55 crew on board the International Space Station has been working hard to prepare for their May 16, 2018 spacewalk, and they’ll still have a lot of difficult work ahead of them when Flight Engineers Ricky Arnold and Drew Feustel head outside the airlock. If you’ve ever wondered what makes spacewalks such a big deal, check out chapter 17 of the new NASA ebook, The International Space Station: Operating an Outpost in the New Frontier. The book, which was written by space station flight directors, is now available to download for free.
Chapter 17: Extravehicular Activities – Building a Space Station Planning and Training Extravehicular Activity Tasks
On paper, the tasks needed for International Space Station assembly—e.g., driving a bolt, carrying something from one place to another, taking off a cover, plugging in an electrical cord—might not seem too complex. However, conducting such tasks while wearing a spacesuit with pressurized gloves (possibly with one’s feet planted on the end of a long robotic arm), working in microgravity, maneuvering around huge structures while moving massive objects, having time constraints based on spacesuit consumables, and using specialized equipment and tools made these tasks and EVAs challenging.
Tasks such as working with cables or fluid hoses are hand-intensive work—fingers and forearms get quite a workout in pressurized gloves that feel like stiff balloons and resemble oversized garden gloves. Added to these complexities, space “walking” is mostly done with the hands. The astronaut grasps handholds and maneuvers the combination of the Extravehicular Mobility Unity, Simplified Aid for EVA Rescue, tools, and himself or herself around the structure.
The team on the ground has to come up with a choreography and order of events for the EVA, in advance. The flight control team creates the EVA timelines based on a high-level prioritized list of tasks determined by ISS management (e.g., move a specific antenna, install a particular avionics box). The flight controllers start with the top ISS priority task and assesses the other tasks that can fit into the EVA based on multiple factors such as how long the tasks will take based on past experiences, whether both crew members need to work together, task location on the ISS, how much equipment will fit into the airlock, the tools required, crew experience level, and the level of crew effort to complete the task. A task that might fit (but only if the team is efficient) is put on the list as a “get-ahead” task.
Real-time discussions in Mission Control of EVA time remaining, crew fatigue, and suit consumables could allow the get-ahead task to be accomplished in addition to the planned tasks. Some tasks are performed on a “clock”; i.e., if power is removed from an item, it might get cold and need heater power in a matter of hours or sometimes within minutes to prevent damage. While a timeline is still in a draft version, the team conducts testing as required to prove out the operations. The team then trains the crew and refines and/or changes the timeline, sometimes up to the day of the EVA.
Few know mission command better than retired Gen. Carter F. Ham. In the time between his enlistment as an infantryman in 1973 and his retirement as a geographic combatant commander in 2013, Ham experienced the Army from a variety of perspectives, including as the commander of U.S. Army Europe and as the director for operations for the Joint Chiefs of Staff.
As the current president and chief executive officer of the Association of the U.S. Army, Ham continues to make a difference on behalf of the men and women who serve. Here are his insights on mission command as the Army looks to the future.
Q: After having a career that spanned four decades, what does mission command mean to you?
A: When I think of mission command, it is getting the right process by which leaders make decisions to employ their forces from the strategic to tactical levels. It is freedom to act within intent and established parameters, and it’s achieving the right blend of initiative and control.
I’ve thought about this a lot as the Army sometimes has a tendency to rebrand old ideas with new names. The term “mission command” started gaining momentum over “command and control” in the late 2000s, particularly when Gen. Martin Dempsey was at Training and Doctrine Command. A lot of talk within the profession suggested this really wasn’t anything new but, rather, what the Army had always done in terms of mission-type orders and building trust.
General Carter F. Ham.
My sense was that it wasn’t quite the same. The cohort of senior Army officers at the time, myself included, grew up mostly in the Cold War era with very clearly defined boundaries, rear areas, adjacent units, and the like. When that era changed and the Army found itself in highly irregular warfare, leaders recognized command and control wasn’t adequate for the new environment.
The command piece was okay, but the control piece was overly regulated given the circumstances in which the Army was anticipated to operate. It was time for a change, and I think mission command was exactly the right focus. With varying degrees at varying levels, and certainly as circumstances change, we must enable leaders to operate with empowered, disciplined initiative and higher degrees of flexibility.
Q: What were some of the biggest challenges you faced as commander of U.S. Africa Command?
A: Most Americans think of Africa as a single place; it’s not. It is huge; at the very least, Africa is 54 countries with vast geographic differences, linguistic challenges, and economic, cultural, and ethnic diversity. It’s an exceedingly complex area of operations.
When Secretary of Defense Robert Gates told me he intended to recommend the president nominate me for [commanding general of] the Africa Command, I had two feelings simultaneously. First was pure exhilaration: “Holy smokes, you’re going to be a combatant commander! You get your picture hung on the entryway of the Pentagon!”
But instantaneously, the second feeling hit: “You don’t know anything about Africa.” At the time, it was not a part of the world any of us in the military thought much about.
Carter F. Ham as lieutenant colonel commanding U.S. forces in Camp Able Sentry, Macedonia, speaking to Admiral William Owens in 1995.
I was going from a very Europe-centric career — frankly a very comfortable setting for me because I had relationships with many of the senior leaders — to exceeding discomfort in Africa. It was intellectually stimulating, but I just didn’t have that foundational understanding of the area of operations as I did in Europe.
For me, this was mission command in practice at the upper operational and strategic levels. Despite the dispersed nature of U.S. forces, the requirement to work with host-nation forces, and the diversity of missions — ranging from very precise targeted activities and hostage rescue to maritime security, humanitarian assistance, and veterinary teams helping with herds of animals — there was still an expectation from the Secretary of Defense, the chairman of the Joint Chiefs of Staff, and the other service chiefs. They were empowering me to make decisions in this vast and complex area of responsibility.
You can’t do that with a highly structured, highly controlling style of leadership. I had to catch myself sometimes, and my senior enlisted leaders would often remind me, “General, they don’t need you to tell them how many times to turn the screwdriver; they need your intent.”
If you can describe your intent, subordinate leaders will accomplish the mission.
Q: How does mission command need to evolve to maximize readiness for the future operational environment?
A: There is recognition that the Army has to refocus after 15-plus years of irregular warfare and counter-insurgency operations. Gen. [Mark] Milley has it right; we have to get back to preparing for combat operations across all domains against a very capable, state-based adversary. It’s a much more complex environment in which to operate.
The first half of my career was highly structured and very clearly focused on a state-based adversary, the Soviet Union. It was a very dangerous, but also very predictable, period. We knew their doctrine and organizational structure; they knew ours. We knew their equipment and capabilities; they knew ours. Our war plans were incredibly detailed: we knew exactly where we were going to fight and exactly where almost every soldier was going to go in the defense of Western Europe. Control was dominant.
That is not the environment in which the Army will operate in the future. We have to develop leaders who can thrive in the ambiguity that is certain to exist in future combat. Leaders must know how to exercise mission command and make proper decisions without linkages to their higher and adjacent units, or when communications are degraded. That, I think, is the great challenge the Army faces today.
Carter F. Ham speaking to reporters during a press briefing at the Pentagon in October 2005.
Q: Can you discuss the importance of mission command for sustainment formations?
A: I’m not a logistician, but I learned the importance of sustainers early. When I was a division operations officer, I had some great mentoring from my division commander. The simple message was, “The brigades, they’re going to win the fight; you don’t need to spend time mapping things out for them. Your job is to set the conditions for those brigades to operate, and the biggest piece of that is sustainment.”
In the Cold War, sustainment was a complex operation; it’s tenfold more complex today. There are no longer safe rear areas, secure supply routes, or the ability to move “iron mountains” of supplies to the point of need at a moment’s notice.
In my era, sustainment was mostly a math problem: how do you move stuff from point A to point B? Today’s sustainment challenge is much more of an art than it is a science. How will sustainers make sure that dispersed, often separated, units have what they need to fight and win on the future battlefield?
The science is certainly still there; you still have to make sure fuel, water, chow, and ammunition are at the right place at the right time. But now, more than ever, sustainers have to be inside the heads of maneuver commanders, understanding what they want to achieve. That’s where it becomes more of an art, and I think that’s where mission command enters into the realm for sustainment leaders.
Q: How important is training?
A: I’m old enough to have been in the Army before there were combat training centers, and it’s night and day. I was an opposing force guy at the National Training Center in the mid- to late-1980s, and you could see the Army get better. Repetition matters. Complexity matters. The difficulty created in the training base matters.
We want Army leaders to be more challenged in their training than they will be in combat. That’s tough to achieve these days, particularly given multi-domain operations. How do you create that cyber, electronic warfare, or geographic complexity leaders will have to deal with? The more we invest in the rigors of our training, the better off we will be. That certainly applies to the sustainment force.
There are tremendous opportunities in the Synthetic Training Environment that allow for repetition and increased difficulty without great expense. At some point you still have to put Army units in the dirt to train, but it’s the most expensive way to do so. There’s so much you can do prior to that point so that units enter that phase at a much higher level. For all of our forces, the Synthetic Training Environment will yield a stronger Army that is able to train at levels we can’t imagine today.
General Carter F. Ham being sworn into office as the Commanding General, U.S. Army Europe by Cairman of the Joint Chief of Staff, Admiral Michael Mullen on Aug. 28, 2008.
Q: Where does integration with our allies and coalition partners fit into mission command?
A: In our guiding documents, including the National Military Strategy and Army vision, we’ve established a recognition that the Army will always operate with allies and partners. The scale will vary from time to time, but we’re always going to do so in some form. As fast as the Army is changing, we have to be careful we don’t leave our allies and partners out of our modernization efforts.
We also have to become increasingly comfortable with the idea of U.S. maneuver forces being sustained by forces of another country and vice versa. This became almost normal for us when our force presence in Iraq and Afghanistan was very high. Now that force levels are significantly lower, junior leaders have less opportunity to interact with our allies and partners. We have to find a way to replicate those kinds of activities in the training base.
Again, I think it is more art than science. Part of the art is making sure each of the partners has responsibility for support, for sustaining, and for direction in a coalition-type operation. That doesn’t happen by accident. Through the exercise of mission command, we want to create leaders who are comfortable in multinational environments.
Q: How are we doing as an Army when it comes to soldier resilience?
A: When I came home from Iraq, I think like many soldiers, I felt incomplete. I felt I had left soldiers behind; I came home and those I had served with were still there. I came to the Pentagon, the five-sided puzzle palace, and my work just didn’t feel very fulfilling. I had this tremendous longing to go back.
As a one-star general at the time, I don’t pretend I was on patrol facing hard combat every day like a squad leader or platoon sergeant. That’s an extraordinary kind of stress I frankly didn’t see on a daily basis. I think for leaders the effect is a little different; it’s a different kind of stress. Particularly for commanders, when you lose soldiers in combat — soldiers who are wounded or killed executing orders you issued — that stays with you.
When I came home, it was my wife who said, “Hey listen, you’ve changed.” That was important. It was recognition that a normal person can’t be exposed to combat and be unchanged. A lot of soldiers go through combat and deal with it very effectively. They’re resilient, they deal with it openly and confront it, and they continue to move forward. But there’s a spectrum, and on the other end are soldiers who have post-traumatic stress or, in more severe cases, traumatic brain injury. I was one of those who needed a little bit of help; mine came from an Army chaplain.
I’ll confess I was outed publicly. It wasn’t me coming forward; it was someone else talking about it. But as a general officer, my sense was [that] many other soldiers were having the same challenges readjusting to a nondeployed environment. If coming forward publicly would encourage one other soldier to get help and to say, “I’m having a tough time,” to his or her spouse, a chaplain, a social worker, a commander, a first sergeant, to somebody — then my speaking out was worthwhile.
I think the Army is once again leading the nation in matters like this. The senior leadership — the Secretary, Chief of Staff, and Sergeant Major of the Army — are coming forward and saying, “Hey, it is strength to step forward and say I need a little bit of help.”
Carter F. Ham listens to a soldier’s comments during a visit to the headquarters of the U.S. Army Civil Affairs and Psychological Operations Command (Airborne), a major subordinate command of the U.S. Army Reserve.
(Photo by Master Sgt. Mark Bell)
That’s what the Army needs. We need soldiers who can take a blow, whether physical or psychological, recover, and be stronger in continuing their mission.
There’s still a lot of work to be done; we shouldn’t kid ourselves that the stigma is gone. We have to keep it as a frontline Army effort and continue to say, “This can make you stronger; and when you’re stronger, our Army is stronger.” But I’m really proud of our efforts thus far.
Q: You’re one of only a few to rise from private to four-star general. What advice do you have for soldiers today?
A: First, recognize I didn’t go from private to four-star overnight; there were just a few intervening steps along the way. When I was enlisted, I rose to the exalted position of being our battalion command sergeant major’s driver. He was, to me, the model of the noncommissioned officer: mission-focused, hard on soldiers, and always fair. He made me a better soldier. And after all these years, it comes back to one question, “Why do you serve?”
We get so busy sometimes that we forget this. We talk a lot about what we do; we talk less about what we’re for. Whenever I have the opportunity to talk to young leaders, both enlisted and officers, I ask them to think about the oath they took. It is the bond that ties us together, the shared commitment each one of us made to serve the nation.
In my mind, it’s what makes the Army such a unique organization. I have lots of experience as a joint officer, and I truly value the other services. We have the best Marine Corps, the best Navy, and the best Air Force. But of all the services, I think the Army is uniquely of the people. We’re the biggest and most diverse. I think it’s worthwhile to sit back and say, “What is this Army for, and why is it that more than one million women and men have raised their right hand and said I’m willing to do this?”
Every now and then, take time to think about it. Don’t get consumed by it, but take pause and remember why you chose to serve this nation. I found when I did, it caused me to reflect as a professional soldier and “re-green” myself. For any Army leader — enlisted, officer, or civilian — it’s a worthy endeavor to remember why.
Arpi Dilanian is a strategic analyst in the Army G-4’s Logistics Initiatives Group. She holds a bachelor’s degree from American University and a master’s degree from Rensselaer Polytechnic Institute.
Matthew Howard is a strategic analyst in the Army G-4’s Logistics Initiatives Group. He holds bachelor’s and master’s degrees from Georgetown University.
This article was published in the January-March 2019 issue of Army Sustainment.
The Marine Corps infantry is a place where a boots’ dreams go to die. A fresh private first class or lance corporal might arrive at the Fleet Marine Force with loads of ambition only to have it ripped to shreds as the stark realization that they might never reach the rank of Corporal sinks in.
Today, we offer advice for lower-enlisted Infantry Marines on how to succeed in everyday tasks — the rank will come soon enough.
Keep in mind the following 6 ways to be successful in the Marine infantry:
6. Get a haircut.
Yes, we know this one is difficult when you’re out of range of the barber for weeks at a time, but when you finally can get a haircut, get something respectable that won’t result in an ass-chewing from your platoon sergeant.
5. Keep a clean uniform for garrison.
Higher-ups will preach until the day of their retirement that there is no such thing as “field cammies,” but grunts know otherwise — have a uniform set aside for when you’re in the rear that is always clean.
Likewise, make sure that the uniforms you have for the field and deployments are as clean and pristine as possible, but don’t worry about keeping them that way.
4. Know yourself and seek self-improvement.
This is one of the 7 Marine Corps leadership principles, but it applies to all areas Marine infantry. Know your faults and always work towards improving them.
3. Train in your off-time.
This one goes with point #4. Once you recognize your deficiencies, train in your off-time to fix them. If you’re not the strongest grunt, go to the gym. If you’re feeling underread, pick up a book.
2. Stay humble.
Just as you should never stop learning your trade, never see yourself as the best. Don’t believe you’re done improving because you’re not — and you never will be. Even after you’ve been praised and earned awards, maintain some humility. Be confident, but don’t be arrogant.
Testifying before the House Armed Services Committee, John Sopko, special inspector general for Afghanistan Reconstruction, said the Defense Department spent $94 million on a proprietary camouflage pattern — known as HyperStealth Spec4ce Forest — for Afghan army forces “without determining the pattern’s effectiveness in Afghanistan compared to other available patterns.”
The effort resulted in $28 million in excess costs to the US taxpayer and, if unmodified, Sopko said, this procurement “will needlessly cost the taxpayer an additional $72 million over the next 10 years.”
Sopko’s investigation also found that the Combined Security Transition Command-Afghanistan, or CSTC-A, could not identify the total amount of direct assistance spent on Afghan uniforms — nor could it account for the total amount of uniforms actually purchased due to poor oversight and poor recordkeeping.
“These problems, Madam Chairwoman, are serious. They are so serious that we started a criminal investigation related to the procurement of the [Afghan National Army] uniforms,” Sopko told the committee.
As a result of the investigation, he added, “I am going to announce today that we believe it is prudent to review all of CSTC-A’s contracts related to the procurement of organizational clothing and individual equipment in Afghanistan.”
The investigation’s embarrassing findings recently prompted Defense Secretary Jim Mattis to scold the Pentagon bureaucracy, describing the episode as emblematic of an attitude in the Pentagon that allows poor spending decisions to be excused, overlooked, or minimized.
Rep. Vicky Hartzler, the Missouri Republican chairwoman for the Oversight and Investigations subcommittee, asked how the forest camouflage pattern was selected over other more economical patterns that are owned by the Defense Department.
Sopko said Afghanistan’s minister of defense was never shown any Defense Department-owned camouflage patterns.
“He was basically shown only the patterns owned by one company,” Sopko said. “The only options we gave the minister of defense were the proprietary patterns. The bigger problem is no one ever did an assessment as to what type of camouflage is best in Afghanistan.
“Basically, what we were told by CSTC-A, and we are researching this right now, is the minister of defense liked this color, so he picked it,” he said.
Peter Velz, director for Afghanistan Resources and Transition for the Office of the Secretary of Defense for Policy, agreed with Sopko’s report, saying that a “DoD organization with expertise in military uniforms should conduct an analysis of whether there might be a more cost-effective uniform design and camouflage pattern that meets operational requirements.”
“We believe this is the best way to determine the merits of the report’s claim that DoD may have spent as much as $28 million over 10 years on uniforms that may be inappropriate for Afghanistan’s operational environment,” Velz said.
The appropriate Pentagon experts have begun developing a plan for the study, which is expected to begin in the coming weeks, he added.
It’s unclear if Velz’ office is aware that the US Army conducted an exhaustive camouflage study, which featured an operational evaluation of multiple camouflage patterns — including HyperStealth, in Afghanistan. The effort resulted in the Army selecting Crye Precision’s MultiCam pattern in 2010 as the service’s official pattern for Afghanistan.
Since then, the Army has adopted its new Operational Camouflage Pattern, a government-owned pattern that closely resembles MultiCam.
Rep. Seth Moulton, D-Mass., asked what else the subcommittee can do to help prevent these types of mishandled contracts.
Sopko said that holding these types of hearing is important, but so is making sure “tough, hard questions are asked.”
“One question you could ask, and I think the full committee should ask, is how many people identified by my office, by the DoD office, or by [the Government Accountability Office] have actually lost their jobs because of wasting taxpayers’ dollars,” Sopko said.
“Send that letter to the Department of Defense … I bet you no one. We identify these problems; no one is held accountable,” he said.
We brought you the best COVID-19 memes on the internet… and just when we thought we couldn’t make any more memes, or laugh at them for that matter, we realized the absurdity of trying to homeschool and work and exist and teach and cook and Zoom and do it all for the foreseeable future.
May the odds be ever in your favor, homeschooling parents. We’re sending you all our virtual vibes. And drink of choice.
1. I dunno
Fake it ’til you make it, bud.
2. All the options
Sometimes there are no good options.
3. Scribble scrabble
Wear masks. But maybe not outside at recess. But maybe at recess. But not if you’re eating at your desk. But what if you’re eating at recess?
4. Hold your breath
You’ll probably only lose your voice though if the kids stay home.
5. Poor Billy Madison
Nah, just put on Hamilton.
6. Screen time
To be fair, Netflix has some great educational programs. I mean how else would you teach business practices other than letting your kids watch Narcos?
7. Schedules are important
7:00: Kids console crying parents.
No really, everything is fine!
9. 90s kids
To be fair, Zack Morris practically babysat us.
Hilarious but DO NOT TRY THIS AT HOME!
At least this kid has on pants.
12. Wishes for fishes
Pour all your money into the fountains, people.
Make sure your kids have a red stapler…
We’ll never forget 2020. As much as we’d like to.
Be careful what you make fun of!
There’s that growth mindset…
Nothing to see here.
Where’s Jenny when you need her?
Homeschooling parents: Really putting the “win” in wine.
It’s been a long five months. No judgement here, Marge.
21. Tiger King
We wanted to love it. We really did.
But to be fair… who does?
Well at least your kids will learn something about science as they watch you age…
Whether you’re sending your kids back in person in full PPE or prepping for virtual learning, we’re wishing all of your kids (and all of our teachers!) a great school year… and fast internet, well-lit makeshift classrooms and lots of patience. Here’s to you, parents and educators!
Sergeant Major of the Army Michael Grinston announced a historic new temporary promotion policy for soldiers. The policy is designed to expand on the Army’s ongoing commitment to supporting its soldiers.
“Today I am pleased to announce a new promotion policy that helps us to continue to put people first,” Grinston shared on a press call. Beginning with the January 2021 promotion month, soldiers unable to complete the Army’s required Professional Military Education courses to qualify for advancement to sergeant, all the way through sergeant major, due to pregnancy, deployment or those enrolled in a non-resident sergeant major course will be temporarily advanced to the next rank.
Through research, the Army recognizes that the requirements for advancement to higher rank negatively impacts women in particular. Grinston shared that female soldiers would routinely speak to him about the struggle and difficulty of determining when to start a family in order to not negatively impact their career. Female soldiers are unable to complete the physical training portion of leadership school required due to pregnancy or being postpartum, often putting them behind their male counterparts in career advancement.
Deployed soldiers were also falling behind their peers in advancement opportunities. Grinston explained that Army units overseas were declining to send soldiers to the required PME courses due to operational needs within combat zones. Around 300 soldiers requested exceptions in 2019 in order to advance to the next rank. Although the number may seem small, Grinston shared that it would be much higher if the Army ever had to significantly increase their numbers to meet combat needs.
When developing the policy, leadership wanted to ensure that those attending either sergeant major course could advance on time, regardless of how they took it. It was discovered that those attending the nonresident sergeant major course tended to finish their course later, missing the deadline for meeting requirements for promotion on time. This left qualified soldiers waiting a year to advance to the next rank despite completing the required schooling. The new policy avoids that.
Command Sergeant Major Kenyatta Gaskins was also on the call with members of the press and addressed questions on whether soldiers being temporarily promoted were actually ready to advance. “Those soldiers have already demonstrated that they have the potential to perform at the next higher level. They have been recommended for promotion by their commanders,” he explained. “I don’t believe we are blindly promoting individuals. These are well deserved promotions of soldiers who’ve demonstrated the ability to perform at the next higher level.”
The temporary promotion policy applies not only to active duty Army but also those in the Army Reserves and Army National Guard. As long as soldiers are otherwise qualified and meet the conditions outlined, they will be advanced beginning January 1, 2020.
Those temporarily advanced to the next rank will have a set amount of time to complete their PME courses or they will revert back to their previous rank. Should they be reverted back due to not completing PME, they will not be required to pay back the received increase in pay due to temporary advancement. Active soldiers returning from deployment will have one year to complete their PME course and active female soldiers will have two years from the end of their postpartum profile. Those in the Army Reserves or Army National Guard will have three years.
The temporary promotion is allowable only once in a soldier’s career.
“I believe none of these scenarios – starting a family, deploying to a combat zone or selection to the nonresident sergeant major course should be a reason a soldier’s career should be delayed,” Grinston explained. “These temporary promotions support the Army’s ‘people first’ strategy.”
The first trailer for “Top Gun: Maverick” dropped July 18, 2019, at Comic-Con in San Diego and in case there was ever any doubt, Tom Cruise proves that even at 57, he is still one of the most badass action stars on the planet.
We learn little about the actual plot but the trailer is able to give viewers a clear idea of the tone of the sequel, as the titular fighter pilot appears to be as talented, fearless, and reckless as he was when we last saw him over 33 years ago. As one of his superior officers — played by Ed Harris — lists off Maverick’s career accomplishments, we see Maverick has not lost his need for speed, as he flies through a desert at full-throttle before ascending up to the sky at nearly a 90-degree angle.
However, it is also made clear that Maverick’s loose canon persona has likely cost him in his career, as Harris’ character notes “you can’t get a promotion, won’t retire, and, despite your best efforts, you refuse to die.” Perhaps Maverick’s love for the sky has kept him from creating a successful five-year plan? Or maybe he just isn’t interested in getting a fancy title if it means giving up his seat in the cockpit. Only time will tell.
Top Gun: Maverick – Official Trailer (2020) – Paramount Pictures
The rest of the trailer is a lays on the nostalgia pretty thick while giving us brief glimpses of new characters. We see Maverick donning his signature aviators and leather jacket and he even hops on his motorcycle to ride alongside a couple of fighter planes. While Harris is the only new cast member featured prominently in the trailer, we do get to see a few new faces, including Jon Hamm, Monica Barbaro, and Glen Powell as one of the new hotshot pilots playing some shirtless volleyball. The cast also features Val Kilmer returning to reprise his role as Ice Man, Maverick’s frenemy, and Miles Teller, who will be playing the son of Maverick’s deceased co-pilot Goose.
The sequel reportedly focuses on Maverick returning to Top Gun as an instructor, where he trains a group of young pilots, including Goose’s son. But, thankfully, the debut trailer lets viewers know that the film will still feature plenty of Cruise in the sky, which should not come as a surprise to anyone who has followed his career over the past three decades. We can’t wait to see Maverick back in action.
“Top Gun: Maverick” come to theaters on June 26, 2020.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
Swelling, redness around the wound, and nausea are just a few of the symptoms of getting bit by a freakin’ snake. There are two types of venom that affect humans in different, deadly ways.
The first is called hemotoxic venom, which is common among vipers. This type of toxin is incredibly painful and destroys human tissue quickly. The second type is called neurotoxic venom, which is found in both cobras and coral snakes. This agent paralyzes muscles and slows down breathing rates.
There are a lot of dumb urban myths out there about how to treat a snake bite, like sucking out the poison or applying a tourniquet to the affected limb. If you want to make a full recovery, take some tips from the experts.
Don’t freak out
We know getting bit by a snake can be quite traumatizing, but the challenge is to not allow your heart rate to increase. The faster your heart beats, the quicker the potentially dangerous venom can spread throughout your body. So keep as calm as possible.
This also means you don’t want to rush to get as the hyperactivity will only elevate your heart rate.
Wash the area with soap and water
Washing the area right afterward will help kill off the majority of the bacteria and other organisms that were in the snake’s mouth before the bite occurred. Let’s face it, snakes don’t go to the dentist too often.
However, don’t submerge the wound in water or apply ice. Hand washing will cleanse the wound enough, and ice won’t tissue swelling caused by the venom.
The mighty King Cobra snake.
(Photo by Dr. Anand Titus and Geeta N Pereira)
Take a photo of the snake
Don’t ever try catching the snake for identification purposes. Since we live in the modern world where technology is basically everywhere, pull out your camera phone and snap a photo. This will help the medical professionals understand what type of anti-venom you’ll need if that situation takes a negative turn.
Many snakes run-ins are harmless as most species aren’t venomous, but have anticoagulant properties within the snake’s saliva which can cause further bleeding.
Seek medical attention
Although seeking medical quickly is vital, we don’t run to find the help you need that will just increase your heart rate. However, some bite victims have wanted days before getting the care they needed and suffer nasty tissue damage as a result.
Check out Tech Insider‘s video below to find out what to do after suffering a snake bite.
President Donald Trump placed the Medal of Honor around the neck of retired Sgt. Maj. John Canley on Oct. 17, 2018. But, for the Vietnam War hero, it has always been about his Marines.
On Jan. 31, 1968, Canley and about 140 members of Alpha Company, 1st Battalion, 1st Marines, were charged with taking back Hue City at the start of the Tet Offensive. When their commanding officer was seriously injured, Canley, the company gunnery sergeant at the time, took control and led his men through what would become one of the bloodiest battles during the Vietnam War.
Their actions would serve as an important turning point in the conflict.
As Canley, now 80, and his men made their way into the city, enemy fighters “attacked them with machine guns, mortars, rockets and everything else they had,” Trump said.
“By the end of the day, John and his company of less than 150 Marines had pushed into the city held by at least 6,000 communist fighters,” he continued. “In the days that followed, John led his company through the fog and rain and in house-to-house, very vicious, very hard combat.
“He assaulted enemy strongholds, killed enemy fighters and, with deadly accuracy, did everything he had to do.”
President Donald Trump presents the Medal of Honor to retired Marine Corps Sgt. Maj. John Canley during an East Room ceremony at the White House on Oct. 17, 2018.
That included braving machine-gun fire multiple times in order to reach and move wounded Marines to safety, all while ignoring injuries of his own.
After five long days of fighting, Canley joined Sgt. Alfredo Gonzalez in charging a schoolhouse that had become a strategic stronghold for the communist fighters. The pair faced heavy machine-gun fire, but forged ahead with rocket launchers, driving the enemy from their position.
“The enemy didn’t know what the hell happened,” Trump said.
Gonzalez, who was killed, would be posthumously awarded the Medal of Honor. Canley continued leading his Marines into the schoolhouse, where room-by-room they faced close-quarters combat until they were able to take it back from enemy control.
“John raced straight into enemy fire over and over again, saving numerous American lives and defeating a large group of enemy fighters,” Trump said. “But John wasn’t done yet.”
Despite sustaining serious injuries, he continued facing down the enemy in the days to come, the president added, personally saving the lives of 20 Marines in a display of “unmatched bravery.”
For his actions and leadership, he received the Navy Cross, his service’s second-highest award for bravery. But Canley’s Marines didn’t think that was enough.
U.S. Deputy Secretary of Defense inducts U.S. Marine Corps Sgt. Maj. (Ret.) John L. Canley into the Hall of Heroes during a ceremony at the Pentagon in Washington, D.C., on Oct. 18, 2018, after being awarded the Medal of Honor by the President.
(DoD photo by U.S. Army Sgt. Amber I. Smith)
They spent the past 13 years gathering interviews, first-person accounts and other materials needed to see their company gunny’s award upgraded to the only one they thought he deserved: the Medal of Honor. It was denied 10 times, but they persisted.
“For me personally, it was an act of love,” said former Pfc. John Ligato, one of Canley’s Marines and a retired FBI agent who led the fight to see the medal upgraded. Ligato attended Oct. 17, 2018’s Medal of Honor ceremony and said all he could do was sit back and smile.
The event brought dozens more Marines who fought alongside Canley and Gold Star family members who lost loved ones in the fight to Washington, D.C. Ligato said it gave the Marines and their families a chance to reconnect — including several who don’t typically attend reunions due to their injuries or post-traumatic stress.
Throughout the festivities meant to honor one man, Canley continues giving all the credit to his Marines, Ligato said. It’s “all he wants to talk about.”
“You have one of the most heroic people in our nation’s history who’s not only courageous and humble,” Ligato said, “but understands that the Marine Corps is not ‘I.’ It’s ‘we.’ “
Canley is the 300th Marine to receive the nation’s highest valor award for heroism on the battlefield. Seeing the retired sergeant major receive the Medal of Honor in his dress blues is something that should make every Vietnam veteran and every Marine proud, Ligato said.
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
The United States Space Force, America’s newest military branch, will begin accepting applications from Air Force personnel to join the Space Force as early as May 1. Enlisted and commissioned Air Force personnel that are eligible to apply for transfer can expect to receive an e-mail from the Air Force Personnel Center early next month to announce the opening of the application process.
What is the Space Force?
The United States Space Force is a newly established military branch dedicated to the defense of America’s orbital assets and eventually even offensive space-based operations.
The United States maintains a massive satellite infrastructure relied on all over the world for everything from navigation to communications to early missile warnings. However, as former Air Force Secretary Heather Wilson put it, “We built a glass house before the invention of stones.”
In recent years, nations like Russia and China (each with their own space-based military branches) have rapidly developed weapons designed to interfere with or destroy American satellites. Some of the primary responsibilities of the Space Force currently are tracking orbital bodies (including satellites and debris), mitigating threats to America’s orbital assets, and developing a new infrastructure around “hardening” American satellites or rapidly replacing any that become compromised.
The Space Force has inherited these responsibilities from the Air Force Space Command, making the Air Force personnel tasked with operating that command great candidates for transfer to the new branch.
What Military Occupational Specialties are eligible to join the Space Force?
In all, 16 MOS’s from the Air Force have been listed as essential to the Space Force and therefore eligible for transfer. Of these occupational specialties, two are considered the most coveted by the new branch: space operations (13S) and space systems operations (1C6).
However, Airmen in any of the following occupational specialties are eligible to apply for transfer to the Space Force:
What if I’m being transferred to the Space Force but wish to stay in the Air Force?
If you are in a career field that is being transferred to the Space Force but do not wish to transfer out of the Air Force, you’ll have a few options. The Air Force recommends that you work with your existing chain of command to explore options available to you, such as retraining for a new occupational specialty, transferring to the guard or reserve, or applying for separation or retirement.
In the mean time, you will continue to be assigned to the Air Force but may be assigned roles that support the Space Force until the transition is completed sometime in 2022.
Can I join the Space Force if I’m in the Air Force Reserve or Guard?
Currently, no. If you are already assigned to the support space operations alongside the Space Force, you will currently remain in your Air Force Reserve or Guard unit. Officials are currently trying to assess how best to manage guard and reserve assignments to the Space Force, and things may change eventually.
What if I think I’m eligible for the Space Force but I don’t receive an e-mail telling me how to apply?
If you have one of the occupational specialties listed above but you don’t receive an e-mail from the Air Force Personnel Center telling you that you’re eligible to request a transfer, you are advised to engage with your chain of command and then to contact either the Total Force Service Center or the Air Force Personnel Center.
What if I want to apply for transfer to the Space Force but I’m in a branch other than in the Air Force?
Currently, there is no new established process to request a transfer from the Army, Navy, or Marines, but that will likely change in the future. The Space Force is establishing a foundation for the branch through military personnel already trained for space operations, which is why the focus has been placed on the Air Force.
“There is a general authority for all members of other services to always ask to cross-commission; that’s an authority that already exists,” Gen. David “DT” Thompson, vice commander of Space Force, said. “But before [the Space Force] actively engages with the Army and the Navy, we need to make sure through the secretary of defense, through the joint chiefs of staff and through the leaders of the services … how we’re going to take that approach, and who should be eligible to be directly asked or not.
“That’s work [that still needs] to be done,” he said.