Words can’t be expressed how grateful deployed troops are when they receive care packages and letters from back home. A swarm of grown men and women will hover around them just to get whatever goodies they can out of them.
I’ve seen people fight over chocolate that made it through the trip (spoiler alert: there’s a one in a million chance it doesn’t melt on the way over). I’ve seen someone buy a pack of Girl Scout cookies for $50. I still wear a 550-cord band that I got in one of mine because a kid wrote that it’d keep me safe. I’m still here today so technically, you can’t prove the kid wrong.
The letters from the kids are the amazing. The letters fall somewhere between savage as f*ck to random as sh*t. These are some of the best from the Internet.
1. Thank you. Don’t Die
Thanks, kid. I’ll try not to.
2. This ‘Merican AF dragon!
I said consummate ‘v’s!
3. Call Me Maybe
And now we all have that song stuck in our heads… Thanks, Maddie.
4. My mom likes drinking wine
5. You rock more than AC/DC or Metallica, or Red Hot Chili Peppers
Kid knows AC/DC, Metallica, and Chili Peppers, even if he can’t spell them? Yeah. He’s probably going to enlist some day.
6. Thank you for fighting in the war
Don’t know if spelling error or not… But we do whatever it takes to keep our country proud of us!
7 Happy America Nut’s Kream
Meow America, indeed.
8. My Grandpa Bob was in the Navy and now he loves peanuts.
Peanuts. Yes, peanuts. Couldn’t possibly be anything else.
9. You’ll probably never get to see your family again
Thanks for caring, Donovan.
10. My dad said you guys are fighting a bunch of goat f*ckers.
For someone who doesn’t know what a goat f*cker is, Jack has some pretty good spelling and penmanship.
Gen. David L. Goldfein’s four-year tenure as the 21st U.S. Air Force Chief of Staff is coming to an end. As he takes stock of a period marked by ground-breaking achievements, including birth of the U.S. Space Force, the evolution of Joint All Domain Command and Control, and unprecedented challenges like the COVID-19 pandemic, his most poignant – and treasured – memories are the bonds he forged with Airmen while engaging with them around the force over the years.
CSAF 21 Gen David L. Goldfein – The Exit Interview
“Our Airmen are the most incredible, patriotic and disciplined,” he said in a recent interview. “This might be the next greatest generation. Every one of them joined the service while the nation was at war, and their innovative spirit, and willingness to endure hardships to serve in uniform is really inspiring.”
During his frequent travels, Goldfein gained a reputation for seeking out Airmen – often young in their service – to get a better understanding of who they are and to hear their stories. On one occasion in 2019, after meeting all day with air chiefs from more than a dozen nations about space, he struck up a conversation with a young officer. The officer mentioned that he was a second-generation Airman. Without hesitation, Goldfein asked the officer, “You got your phone? Call your dad.” The father and Goldfein had a 10-minute conversation while the startled officer watched.
“I always ask two questions: tell me your story, and what does it mean to be a part of the squadron they are in,” he said. “I’m asking them deeper questions, questions about the culture of the organization. What we want that answer to be is something along the lines of, It means I’m a valued member of this organization, it’s a high-powered team, the Airman to my right and to my left are some of the best Airmen I have ever worked with in my life, and we are doing something really important that is much bigger than myself. If we get that part right, so many other things are going to go right.”
Gen. David. L. Goldfein, the Air Force chief of staff, talks to a group of total force recruiters during the Bluegreen Vacations 500 NASCAR race in Phoenix. The general talked to the recruiters and answered any questions prior to the race. (AIR FORCE PHOTO // MASTER SGT. CHANCE BABIN)
The Air Force Chief of Staff position demands expertise in military doctrine and operations, as well as skill for developing policy, crafting priorities and helping assemble the Air Force’s budget request. It also requires acute political awareness since Goldfein represents the Air Force before Congress, influential think tanks and the public.
Goldfein, 61, is responsible for the organization, training and equipping 685,000 active-duty, Guard, Reserve and civilian personnel serving in the United States and overseas. As Chief of Staff, he also held a seat on the Joint Chiefs of Staff. As he prepares for his 37-year Air Force career to come to an end as the senior uniformed Air Force officer, Goldfein will take with him an approach to the job that was equal parts cerebral and disciplined.
“When I stepped foot on the Air Force Academy campus, only my wildest dreams would’ve ever allowed me to see myself in this seat,” he said. “It truly is the honor of the lifetime to be able to lead the service that has played such an integral part of my life.
Cadet David L. Goldfein and Dawn Goldfein at the the Air Force Academy.
He is a command pilot with more than 4,200 flying hours including combat missions in Operations Desert Shield, Desert Storm, Enduring Freedom, and most famously, Operation Allied Force when, in 1999, he was shot down flying a mission over Kosovo. His rescue only reinforced to him the important role – and valor – of combat search and rescue teams. It is also a reason that the naming this year of the Air Force’s newest combat rescue helicopter, the HH-60W as the “Jolly Green II,” carried special meaning.
“We don’t know, as young leaders, especially as young officers, when a young Airman is going to risk everything to pull us out of bad guy land, or a burning truck or an aircraft….and risk everything to save us,” he said. “All we know is on that day, we better be worthy of their risk. And so it is all about character, and what the nation expects of those who were privileged to serve in uniform.”
Air Force Chief of Staff Gen. David L. Goldfien talks to Chief Master Sgt. of the Air Force Kaleth O. Wright after touring the new HH-60W combat rescue helicopter at the Air Force Association’s Air Warfare Symposium in Orlando, Fla., Feb. 27, 2020. During the event, the HH-60W was given the name “Jolly Green II,” following the legendary tradition of the Vietnam-era HH-3E Jolly Green and HH-53 Super Jolly Green crews who pioneered the combat search and rescue mission. (U.S. AIR FORCE PHOTO // STAFF SGT. JAMES RICHARDSON)
During his four years as Chief of Staff, Goldfein led multiple initiatives to improve and update the Air Force’s warfighting capability: including enhancing the service’s multi-domain capability, pushing to increase the number of operational squadrons to 386 by 2030, and the birth of the Space Force. He played a major role in bringing the F-35s into the fleet, as well the development of the B-21 strike bomber and the T-7A Red Hawk trainer aircraft, among others. The push to 386 was necessary, he said, to build “the Air Force we need” and to reconfigure the force to address China, Russia and other near-peer nations.
He and other Air Force leaders understood that the National Defense Strategy marked the reemergence of the long-term and strategic competition with China and Russia. The Air Force’s goal is to compete, deter, and win this competition by fielding a force that is lethal, resilient, rapidly adapting and integrates seamlessly with the joint force and its allies and partners. Expanding number of squadrons laid the groundwork to enhance the forces preparedness, and in turn will increase the number of fighting units, he explained.
“Today, we are the best Air Force in the world,” he said in 2018. “Our adversaries know it. They have been studying our way of war, and investing in ways to take away those advantages. This is how we stay in front.”
With an increase in fighting units underway, Goldfein led the way on a new, more universal, approach to communicate and fight: not only across all military branches, but between aircraft, operators and commands as well. He was one of the originators of a new, linked and network-centric approach to warfighting known as Joint All Domain Command and Control in which elements from all services from air, land, sea, space and cyber are seamlessly linked to overwhelm and defeat any adversary.
Members of the 6th Special Operations Squadron, perform a training exercise showcasing the capabilities of the Advanced Battle Management System at Duke Field, Fla., Dec. 17, 2019. (U.S. AIR FORCE PHOTO // TECH. SGT. JOSHUA J. GARCIA)
“Victory in future combat will depend less on individual capabilities and more on the integrated strengths of a connected network available for coalition leaders to employ,” he said in 2019. “What I’m talking about is a fully networked force where each platform’s sensors and operators are connected.”
In addition to spearheading the move to Joint All Domain Command and Control operations, Goldfein used his close working relationships with senior leaders, including Department of the Air Force Secretary Barbara Barrett and former Secretaries Heather Wilson and Deborah Lee James, to realize some of the most sweeping changes for the Air Force in recent years.
He focused efforts on maintaining bonds with existing allies and partners while developing new global relationships. In 2019, he became the first Air Force Chief of Staff to visit Vietnam since the end of the Vietnam War.
He pushed the Air Force to embrace “agile basing” and to return to a more expeditionary mindset. Both efforts enhanced flexibility and scalability of units to address threats even in harsh, distant and contested areas. Goldfein drove this mindset by getting the wings to “train like they fight.” He also pushed units to deploy together, rather than deploying as aggregations of individuals rounded up from all over the Air Force.
“The next fight, the one we must prepare for as laid out in the National Defense Strategy, may not have fixed bases, infrastructures and established command and control, with leaders already forward, ready to receive follow-on forces,” he said in 2018. So, it’s time to return to our expeditionary roots. The expeditionary Air Force framework Secretary Peters and Gen. Ryan laid out remains valid today. But, it must be adapted and updated to support the Joint All Domain Command and Control operations of the 21st century.”
After initially being uncertain about the need for a separate Space Force, Goldfein reflected on his journey to a different understanding. He now sees himself as one of the Space Force’s strongest advocates.
Goldfein understood the need to shift the Air Force’s culture to make the service more diverse, he and former Secretary James recognized the benefits of diversity and to address problems connected to racial and criminal justice inequity in his first few years in office. This continued to be a focus when Barrett and Goldfein, for example, recently asked the Air Force Inspector General to examine the service’s promotion and military justice record so inequities can be better identified and addressed.
In early 2020 Goldfein also brought about changes to the Air Force’s official anthem to make the lyrics more inclusive. Goldfein didn’t go many places where he didn’t boast on his “best friend, Dawn” and his daughters and granddaughters. He often explained how they kept him grounded, and helped him appreciate the sacrifice our Air Force families endure. Dawn pushed to make improvements for Air Force families when she chaired the “Key Spouse Conference” and was an advocate for universal licensure. Goldfein actively embraced both.
Air Force Chief of Staff Gen. David L. Goldfein and Chief Master Sgt. of the Air Force Kaleth O. Wright learn about new innovations being made at Minot Air Force Base, North Dakota, May 14, 2020. Airmen at Team Minot, in the midst of a global pandemic, demonstrate the ever adapting ability of the Global Strikers to CSAF General Goldfein and CMSAF Wright during their visit to Minot Air Force Base. (U.S. AIR FORCE PHOTO // AIRMAN 1ST CLASS JESSE JENNY)
Perhaps the single most influential voice over Goldfein’s four years as chief was that of Chief Master Sergeant of the Air Force Kaleth O. Wright. The tight bond between the two men was widely understood and often on display. It also was genuine.
“They don’t come any better than Chief Wright,” Goldfein said recently. “He is one of my closest life-long friends…. He’s the guy that I lean on the most.”
Goldfein and Wright took an active approach together to address resiliency, mental health and the overall culture of the force, often appearing side-by-side with Airmen. The close partnership came into clear view recently in the wake of George Floyd’s death and the national call for racial justice. Goldfein and Wright were prominent in their public calls for reform within the Air Force.
“Something broke loose that day, and what broke loose was there shouldn’t be any resistance to making meaningful changes in our United States Air Force to make sure we celebrate all of us, that we are a force that includes and embraces all of us,” he said. “History is not on our side here. If we follow history, we will be pretty excited for a couple of months and will make some marginal changes, we will feel good about ourselves, and then other things will pop up and this will be pushed to the back burner,” he said, referring to past efforts to address racial and criminal justice inequality. “Let’s prove history wrong this time.”
With a goal of a more inclusive Air Force always in mind, Goldfein made a point to show his appreciation and kinship to the Airmen he was able to meet.
Goldfein concedes that many people and events shaped his tenure. But, aside from his wife Dawn and Wright, none was more influential than his countless interactions with Airmen of all ranks and capabilities across the Air Force. It was shaped as well by a separate and tragic moment, the death of Air Force Master Sgt. John A. Chapman in 2002, and in 2018 when Chapman was awarded the Medal of Honor.
“While I never met John, I feel like I know him because his picture hangs in my office, as it has for the past two years,” Goldfein said in 2018. “… At difficult times and when faced with hard decisions, I can look at that picture and find strength in his strength, and I’m reminded that leading and representing Airmen like John Chapman remains the honor of a lifetime.”
Secretary of the Air Force Heather Wilson, Chief of Staff of the Air Force David L. Goldfein and Chief Master Sergeant of the Air Force Kaleth O. Wright present a plaque to Valerie Nessel, wife of Medal of Honor recipient Tech. Sgt. John Chapman, during the Hall of Heroes Induction Ceremony at the Pentagon, in Arlington, Va., Aug. 23, 2018. Sergeant Chapman was posthumously awarded the Medal of Honor for actions on Takur Ghar mountain in Afghanistan on March 4, 2002, an elite special operations team was ambushed by the enemy and came under heavy fire from multiple directions. Chapman immediately charged an enemy bunker through high-deep snow and killed all enemy occupants. Courageously moving from cover to assault a second machine gun bunker, he was injured by enemy fire. Despite severe wounds, he fought relentlessly, sustaining a violent engagement with multiple enemy personnel before making the ultimate sacrifice. With his last actions he saved the lives of his teammates. (U.S. AIR FORCE PHOTO // STAFF SGT. RUSTY FRANK)
That realization, Goldfein would often say, was his North Star.
As Goldfein’s time as Air Force Chief of staff comes to an end, he feels confident in the selection of the next Air Force Chief of Staff, Gen. Charles Q. Brown Jr.
“I feel closure. I didn’t get everything done, I wanted to get done, but we certainly got a lot done, and I’m feeling so good,” he said. “I’ve been watching Gen. Brown for years, I got to see his intellect, his mind and work. He’s a brilliant, operational and strategic thinker. I’ve seen him interact with Airmen, and he’s just absolutely phenomenal. So, I’m feeling great about this opportunity to hand the Air Force over to a guy that I admire, and a good friend as well.”
It is a day that should always be remembered — and studied.
On Oct. 3, 1993 a large special operations force unit set out to capture a Somali warlord, Mohamed Farrah Aidid, who was causing the deaths of Somali civilians by capturing international food aid and killing international peacekeeping forces who were providing security for the food relief effort. The “routine” combat operation to capture Aidid was drastically changed when one, and then two, Black Hawk helicopters were shot down in a dense urban area of Mogadishu that was swarming with militia. The mission instantly transformed from a capture mission into a multi-pronged rescue filled with tragedy, heroism, bravery, brotherhood, and lessons for the future.
Mogadishu, Somalia on Oct. 3, 1993 is a reminder of the sacrifices of the fallen and wounded U.S. servicemen as well as the unparalleled efforts to reduce the suffering for the Somali people.
Lesson #1: The team is the most important.
As the events unfolded from the planned capture mission into multiple rescue missions, street fighting, medical evacuations, and resupply missions, the military personnel realized they were fighting for each other. A SOF mission planning tenant is that “humans are more important than hardware”. The military understands missions cannot be accomplished without personnel, and business needs to learn that employees matter most.
In business, it is amazingly easy to focus on revenue, profitability, and stock prices, but Oct. 3, 1993 clearly reminds us that it is employees that need to be an overarching focus for a successful business in periods of crisis.
Lesson #2: Stability in success is an illusion.
During the prior raids in Mogadishu, the SOF unit had used a well-rehearsed and well-executed combination of helicopter and ground convoy insertion and extraction tactics that performed well. On Oct. 3, 1993, the various militia in Mogadishu used RPGs in a ground-to-air role instead of the traditional ground-to-ground role. This change in how RPGs were used immediately put at risk the heavy reliance on helicopters when two Black Hawks were shot down using RPGs.
Businesses need to learn that any stability in their product line, pricing, and customer base can vanish overnight when the competition rapidly adapts.
Lesson #3: Building teamwork & relationships before the battle.
Prior to the battle, the SOF forces trained together and many had known each other for years. The times before adversity are the most important because it is during the times of quiet that learning occurs, relationships are built, and methods perfected. It was really all the time before the battle that prevented Oct. 3 in Mogadishu from turning into a tragedy.
Business needs to realize that during the “good” times, business needs to take a very hard look at products, implement solid employee training programs, value customers, and develop broad product and service lines to begin improving business results before the competition acts.
Lesson #4: Difficult training triumphs over adversity.
The SOF in the Battle of Mogadishu were Rangers, Special Operations Aviation, the legendary “Delta” Force, and other military units. These groups are some of the most highly-trained military forces in the world. The central point for business (that the military realizes) is that you may never fully know when you will enter your most challenging point, which is why constant, difficult training is vital to success.
Business leaders must understand that constant, challenging, up-to-date and difficult training is the only way to remain constantly prepared for challenges that you cannot fully anticipate.
Lesson #5: Success in one area does not mean success in another.
In 1993, the U.S. military was supreme in the world. It had been a central player in forcing the Soviet Union to abandon communism for democratic reforms. In the Middle East, Operation Desert Storm built a strong coalition that destroyed the regional military power, Iraq, in less than a week of conventional ground combat.
The unexpected challenge for the U.S. military in Mogadishu was that the militia forces were an exceptionally effective, and highly untraditional, military force adept at fighting in the dense, confusing urban terrain of a major city. The lesson for business is that just because you are strong in one product category or one market does not mean that you will be strong in others.
Lesson #6: Lower level leaders with initiative bring success.
Encouraging and developing leaders with initiative is one of the hallmarks of SOF. A great deal of the success that US forces experienced in Mogadishu came from lower level leaders who understood that the initial plan had to be modified, observed what needed to be done, and then took multiple successful actions to ensure that the follow on plan was successful. The lesson for business is that few product launches or new business initiatives succeed exactly according to plan.
Business needs to encourage the development of trained, bright, and focused leaders and instill them with a spirit of initiative, so they seek out problems when initial plans fail to deliver success at the end. Initiative is one of the most powerful forces in employees.
Lesson #7: Learn, reshape your operations, and prepare for the next fight.
Finally, SOF never rest in examining their mistakes and creating new methods, tactics, and equipment to ensure success in the future. The Battle of Mogadishu continues to be relentlessly studied and examined by the very people that fought the battle to improve for the future.
Oct. 3, 1993 brought about a renewed focus on urban fighting, new medical technology to halt bleeding faster, and renewed focus on fighting as a combined force of air and ground teams working together. Business needs to adopt the military process of an after-action review, or debrief, to learn how to make every operation a study for future improvement. An effective team never rests in their desire to be even greater.
The business challenges of COVID-19 continue to demonstrate that life and business are transforming in unpredictable and dynamic ways. When a business focuses on their team, expects and plans for instability, builds teamwork, trains their employees, understands the strategic relevance of prior success, builds employee initiative, and constantly learns how to be better that organization is prepared to succeed in a world of chaos and challenge.
Back in the days before DVRs and movies on demand, what television networks aired really mattered. If something wasn’t on television, you didn’t watch it. If something really, really good was on, everyone was watching it. This was why ABC started the tradition of showing Saving Private Ryan every Veterans Day for nearly five years. It was really good, and everyone watched it.
Then one Super Bowl night, Janet Jackson’s privates changed the cultural landscape of the United States.
None of us were prepared for what was about to happen.
It goes without saying (but I’m going to anyway) that Saving Private Ryan is easily one of the best – if not the best – war films ever made. Its realism is unmatched, and the Omaha Beach landings are so realistic, actual World War II veterans called it the most realistic they’d ever seen, it caused post-traumatic stress-related episodes in theaters, and the VA had to set up a hotline just for vets who were shook by the film.
Saving Private Ryan influenced every World War II film that came after it and sparked a resurgence in Americans’ waning interest in World War II and highlighted the declining numbers of surviving World War II veterans. So it makes sense that the ABC television network would decide to show the film every year on Veterans Day, uncut and with limited commercial interruptions. The profanity and combat scenes were left in their entirety on network television. All that changed after 2004.
There are people in the post-9/11 U.S. that think this is the worst thing that ever happened to America.
On February 1st, 2004, Super Bowl XXXVIII saw the New England Patriots defeat the upstart Carolina Panthers. But no one remembers the score of the game because all anyone could talk about for the next decade was Janet Jackson’s right nipple. During the halftime show, a young Justin Timberlake joined Jackson on stage. At the end of their performance and the halftime show itself, Timberlake ripped off part of Jackson’s outfit, revealing her right breast to the millions of people who were watching for roughly half a second.
The backlash was immediate. The FCC tried to give CBS the largest fine it ever handed down. Jackson’s music was blacklisted from TV and radio worldwide, and the phrase “wardrobe malfunction” entered the American lexicon. More than that, politicians used the controversy to attempt to curtail material deemed inappropriate for general consumption on network television. Even Congress jumped on board. Watch New Mexico Representative and future Air Force Secretary Heather Wilson practically break down in tears over a half-second of Janet Jackson’s nipple.
Victims of the knee-jerk veer toward self-censorship included daytime soap operas, Bono, Howard Stern, the Victoria’s Secret Fashion Show, and more. By Veterans Day 2004, nine months later, the backlash had still not died down, and when it came time to show Saving Private Ryan in its traditional Veterans Day primetime slot, ABC affiliates began to balk. When the uncut version of the film began to air, a large chunk of ABC stations opted not to show the film – even though the Walt Disney Company offered to pay any FCC fines incurred by airing it.
Randy Sharp of the American Family Association, said that Ryan’s language — the f-word is used at least 20 times — is not suitable for children watching at 8 p.m. “It may be OK on the battlefield, but it’s not OK on the public airwaves during prime-time broadcast hours.”
Instead of seeing the greatest, most realistic war movie on Veterans Day, some people instead saw Return to Mayberry, a made-for-TV movie based on the Andy Griffith Show, where Andy, Opie, and Barney Fife solve the mystery of a local lake monster.
There was no fallout from airing Saving Private Ryan – at least, not from the Federal government. The end result was that ABC no longer shows the film every Veterans Day. At a time when the United States was fighting two wars – Afghanistan and Iraq – and still reeling from the aftermath of the 9/11 attacks, a half-second of what is now the world’s most famous nipple was enough to distract the country from nearly everything else.
Master Sergeant George Hand US Army (ret) was a member of the 1st Special Forces Operational Detachment-Delta, The Delta Force. He is a now a master photographer, cartoonist and storyteller.
There is a saying among the airborne forces (words to the effect): “The sky, even more so than the land or the sea, is terribly unforgiving to even the slightest mistake.”
I have been in ground combat units, airborne units both low and high-altitude operational in nature, and have extensive experience in both maritime undersea and surface operations. I agree that airborne operations are likely more dangerous than those maritime, but I insist that the land is by far the safest of all; in fact, I’m conducting a fairly safe land operation right this very minute!
Combat diving puts one in many claustrophobic situations. I happen to be mildly claustrophobic; I think a great percentage of us are, but I also happen to be clinically horrified of heights to the point of near incapacitation. For me, therefore, parachute training was the most stressful. That notwithstanding, I have ~800 parachute jumps to boast of.
While I know of many deaths, near deaths, and injuries from parachute operations (mostly broken limbs from landing and spinal injuries from hard parachute openings), I also have personal experience with two fatalities just in the basic training course for Special Forces underwater operations. In both cases the deaths were attributed to heart attacks. I should mention that the Army’s diving school is one of the most stressful, mentally and physically, in the world.
One of the concerns in airborne operations are early or late exits from the jump aircraft. As you may know, paratroopers try to land in a pre-designated area of land know as a Drop Zone (DZ) that is largely devoid of structures and obstacles like trees and communications lines. Therefore urban areas are avoided and deserts make for great DZs indeed. High altitude jumpers with highly maneuverable parachutes fancy the motto: “The whole world is a Drop Zone.”
In a jump aircraft, the pilot turns over control of the jump to the Jump Master in charge by way of a simple pair of lights located at the jump doors; one is red and the other green. Minutes from the DZ, the pilot will illuminate the red light indicating “no jump”. Once the pilot feels he is safely over the DZ, he will illuminate the green light indicating “safe for jump.”
(Sweet shot of a paratrooper just out the jump door with the green “Go” light illuminated.)
Paratroopers exiting on a red light is considered a major safety violation and is not tolerated across the community. Each incident warrants some measure of investigation to determine fault and safety conditions at the time. Such was the case of Red Light Randy.
Delta does very few if any low-level static lines drops, favoring the greater potential of drops from altitudes of 12,500 feet Above Ground Level (AGL) and above. Red Light Randy had a mission for which a low-level drop was needed, so he set out for a couple of rehearsal jumps prior to the mission.
The practice jumps went well, but on the night of the actual mission, the pilot failed to put the red light to green once over the DZ. Randy had positive visual recognition of his DZ reception party below, but had no jump authority. Frustrated at the sight of his DZ wasting away below him, he stuffed his team out the door with a frustrated enthusiasm. At a point along the exit the green light finally came on.
(A low-level drop has a much greater penchant to keep men less dispersed ever ground than a high-level drop.)
There was never a decent explanation given by the pilot for the late green light that caused Randy, the last to exit, to come down in some modest scrub past the far edge of the drop zone. There were no injuries or loss of equipment, and Randy and his men enjoyed a mission success for the night.
The Air Force reported the “incident” as an early exit on a red light, but the swift and efficient investigation that ensued determined that the pilot gave a late green, threatening a separation in Randy’s team. In combat it is not the prerogative to circle back and drop the rest of the team, so inevitably the loss of so many men of Randy’s team would have monumentally jeopardized mission success.
So the early red light incident was over… or was it? The “potential ball-breaking” alarm sounded. The details of the event were rocketed off to me, and I got to work straight away producing the feature cartoon:
The drop aircraft is depicted still on departure field runway with Randy announcing the command to jump, The first man exits only to splat face-down on the tarmac. Early exit on red for Red Light Randy!
Scott Kim first escaped North Korea at the age of 17 in 2001. At the time, he and his mother only wanted to get across the border to China so they could eat hot meals. Growing up during North Korea’s deadly famine in the late ’90s, Kim had spent much of his childhood starving.
Today, Kim owns a business trading automobile and railway parts in South Korea. He is currently working on an English-language memoir about his experiences with the help of Teach North Korean Refugees (TNKR), a volunteer-run organization in Seoul helping defectors develop English skills.
But it was a long and dangerous six years in and out of China and North Korea before he got to Seoul.
Most North Koreans defect by crossing North Korea’s northern border to China via the Tumen or Yalu rivers. Then they must smuggle their way across China’s vast expanse to its southern border with Laos or Vietnam. From there, they cross into Thailand or Cambodia and go to the South Korean embassy to ask for help. It’s a journey that can cost up to $5,000, which must be paid to “brokers” in each country to arrange the escape.
Inscription stone marking the border of China and North Korea in Jilin
Paying $5,000 to make it to South Korea or the United States was far out of reach for Kim and his mother. Instead, he and his mother lived as undocumented immigrants and worked as farm laborers. But one year after escaping North Korea, Kim’s neighbor reported his status to the police, who brought him and his mother back to North Korea. Kim was taken to a detention center, where authorities determine where to send defectors next.
“When we reached the detention center in North Korea, we lost all our rights as human beings,” Kim told Business Insider. “We were treated like animals, literally. We had to crawl on the floor to move from place to place.”
Kim was put in a cell with 20 other defectors. There was one toilet in the corner and no space to lie down. Day and night, the defectors sat on the ground.
“It was our punishment because we were sinners. I don’t know why we were sinners,” he said.
When he or other defectors were told to down the corridor to the warden’s office, they were made to crawl on their hands and feet. Officers beat them with gloves and sticks as they went.
An estimated 100,000 North Koreans or more currently live in detention centers, political prisons, or labor camps where they endure hard labor, torture, and starvation.
Kim’s description of his experience comes amid President Donald Trump’s summit with North Korean leader Kim Jong Un, who has been accused of killing his own people. But when asked about the North Korean dictator’s human rights violations, Trump appeared to be an apologist for the dictator’s actions.
The first time Kim was caught, he got lucky.
Despite the fact that one of North Korea’s biggest reeducation camps is in Chongori, near his hometown in Musan, Kim was sent to a center further south. Because no one knew him — and internet and phone service was nonexistent at the time — he was able to lie about his age. He told the guards he was only 15 years old and had been in China looking for his mother.
Rather than send him to one of the country’s brutal labor camps or political camps, he was sent to a medical center for orphaned children. Shortly after arriving, he escaped and went back to China, where he got work as a farm laborer near Helong, a city in northeastern China.
“Everyday, I planted, farmed, logged on the mountain. Corn, beans, potatoes,” he said. “Life was better because I was not starving. I could eat and be full at meals. It was enough food for me … At the time I left North Korea, I was starving.”
Kim was caught a second time when he visited a friend in China looking for his mother. A neighbor again reported him to the police. The second time he was sent back to North Korea, he wasn’t so lucky. He was sent to the concentration camp near his hometown. From there he was sent to a labor camp, where he chopped down trees on a mountain for months.
He escaped one day when he realized that all his fellow laborers were at the top of the mountain chopping while he was at the bottom. He ran away as fast as he could until he found a train that he could take him north to cross the border with China again.
After some time in China, he was caught a third time and sent to a camp for political prisoners — the worst place to be sent, as imprisonment there is interminable. He escaped the camp by bribing the authorities through a broker, who helped him make it across the border with China a final time.
After six years, Kim reunited with his mother and made it to South Korea
In China, he went back to work to pay off his debt to the broker. One day, he got a call from a North Korean woman from Musan who told him that he had to come visit his mother. She was dying of cancer. For the first time in many years, the two saw each other.
“When I opened the door of my mother’s house, I froze, and couldn’t say anything, because my mother looked incredibly different,” he said. “There was no fat on her, and her whole body looked like a triangle, I just went outside and cried for a long time and came back again, and I embraced my mother and we cried together.”
Several days later, a friend of his mother offered his mother the opportunity to escape to South Korea via Laos and Cambodia. A broker was taking a group through; they had an extra space.
Unable to walk, Kim’s mother told Kim he had to go and become educated. Once he was settled, she said, he could bring her and help others in need. He decided to go.
The night before Kim and the group of defectors were to cross the border into Laos, he received a call telling him that his mother had died. The man on the phone said he had to come back for the funeral.
“After hanging up, I couldn’t say anything, I just cried all night. I really, really wanted to go back, but I thought that if I go back there, I couldn’t do anything for her,” he said. “I decided to go to South Korea, believing that my mother would agree with my decision.”
In 2007, six years after he first escaped, Kim finally made it to South Korea.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The US Marine Corps continues to grapple with hazing at its storied recruit training center at Parris Island in South Carolina, where the service punished at least eight drill instructors and a number of officers for abusive behavior last year, the Washington Post reported May 15, 2019, citing multiple internal investigations.
The incidents uncovered by the Post involved female drill instructors in the 4th Recruit Training Battalion mistreating female recruits. Battalion drill instructors reportedly humiliated, physically assaulted, and even endangered recruits.
These incidents come despite the Corps’ best efforts to curb these unacceptable and dangerous practices.
In one situation, a drill instructor allegedly made a recruit put “feces soiled underwear” on her head.
The DI acknowledged the incident but stressed that the dirty underwear, which the recruit reportedly left under her bed, did not contain any feces. “I was speaking hypothetically and failed to handle the situation with a clear mind through frustration,” the drill instructor said, according to documents obtained by the Post. “I was not trying to embarrass the recruit and more so wanted her to understand why and how it wasn’t acceptable.
Recruits stand in formation during their initial drill evaluation Feb. 10, 2014, at Marine Corps Recruit Depot Parris Island.
(U.S. Marine Corps photo by Cpl. Octavia Davis)
That incident, which occurred in May 2018, sparked an investigation, one that came on the heels of another investigation following reports that a drill instructor had “roughed up,” as the Post described it, several recruits, even going so far as to threaten to break one of their necks.
Another reported case involved a drill instructor forcing female recruits to repeatedly suffer the effects of CS tear gas in a chamber. While the facility is normally used to introduce recruits to the effects tear gas, recruits are typically only required to enter the chamber once.
In total, the Post discovered more than 20 incidents of hazing and abuse at Parris Island and the Marine Corps’ West Coast recruit training center in California over the past seven years.
Marine recruits get gassed inside chamber during chemical defense training on Parris Island.
(U.S. Marine Coprs photo by Cpl. Octavia Davis)
By the far the most serious incident involved former Gunnery Sgt. Joseph Felix, who was sentenced to 10 years in prison after abusing recruits at Parris Island. He was accused of physically assaulting recruits, as well as targeting Muslims like 20-year-old Pakistani-American recruit Raheel Siddiqui, who fell to his death after Felix physically struck the young man in a 2016 altercation.
And abuse goes well beyond the scope of the recently uncovered investigations. In 2012, a recruit had to get skin grafts due to chemical burns suffered after a drill instructor forced him to train in unsafe conditions. The instructor, former Sgt. Jeffrey VanDyke, was sentenced to a year in military prison in 2014 for abusive behavior, cruelty, and mistreating recruits.
The senior officer in charge of Parris Island, Brig. Gen. James Glynn, stressed to the Post, that while problems do occur, there are more than 600 Marines serving as drill instructors and 98 percent of them do their jobs without incident.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
To paraphrase Forrest Gump, military surplus gear is like a box of chocolates — you never know what’s inside until you open it up and look.
For one lucky buyer, Nick Mead, who owns a tank-driving experience business in the United Kingdom, a $38,000 purchase of a Chinese-built Type 69 main battle tank off of eBay was a bargain, since he scored $2,592,010 of gold that had been hidden in the vehicle’s diesel tank! That represents a net profit of over $2.55 million.
According to militaryfactory.com, a battle-ready Type 69 main battle tank is armed with a 100mm gun, a 7.62mm machine gun, and can be equipped with a 12.7mm machine gun. The tank has a crew of four. Over 4,700 of these tanks were produced by China.
But this tank, while produced by China, was exported to Saddam Hussein’s regime. Saddam bought as many as 2,500 Type 59 and Type 69 tanks. While many were destroyed during Operation Desert Storm, this one survived the BRRRRRT!
The tank is believed to have also taken part in the original invasion of Kuwait. During the occupation of that country, Iraqi forces looted just about everything that wasn’t blasted apart. That included gold and other valuables.
Mead discovered the gold when checking out the tank after he’d been told by the tank’s previous owner that he’s discovered some machine-gun ammo on board. Mead then discovered the gold hidden in the fuel tank.
Currently the five bars of gold, each weighing about 12 pounds, are in police custody as they try to trace the original owners.
Quoting a source familiar with the North Korean military, the newspaper’s China-based correspondent reported North Korea may be placing finishing touches on the missile, and could test the weapon soon.
The fuselage of the Pukuguksong-3 is slimmer than the Pukguksong-1, and up to two of the missiles can be deployed to a newly built submarine, the source said.
North Korea successfully tested the Pukuguksong-1 in August 2016. In February 2017, the regime tested the Pukguksong-2, an upgraded SLBM.
North Korea launched what it claimed to be an intercontinental ballistic missile, the Hwasong-15, and released images of the launch on Nov. 29.
Images of Kim included the leader by the gigantic rocket.
Michael Duistman, an analyst with the Center for Nonproliferation Studies said the size of the Hwasong-15 signifies a new stage in North Korea’s nuclear development.
“Only a few countries can produce missiles of this size, and North Korea just joined the club,” the analyst said, according to the BBC.
The size of the missile’s nose cone indicates it could carry a “super-large heavy” nuclear warhead, according to the report.
You’ve got your DD-214 in hand, you’ve taken off the uniform for the last time, and you’ve likely set fire to the road as you head off to a new life beyond service. A new life, however, usually means a new job.
School is probably the most pressing thing on your radar but, eventually, you’re going back to work. You’ve been through some pretty gnarly stuff and you’ll be an incredible asset wherever you land. There are, however, some habits you may have picked up during your time in uniform that will not translate into the civilian workforce. Some of it is because, yes, “snowflakes” abound, but some of it just doesn’t quite fit in your new world.
Below are seven things you should never do at your new, post-service job.
Depending on what you did in service, this may not be a thing for you. If you were a shift worker, however, you know that leaving things in the fridge (marked or not) is a roll of the dice.
The bigger the fridge, the lower your odds. I, personally, hated that, but it is definitely a thing. Your new job likely won’t care that you thought Etta Mae’s meatloaf smelled too delicious to pass up.
Also, people do this kind of stuff:
2. Be sarcastic
Yes, sarcasm is a tool. It is the release of the slow-burning rage that builds within the often misunderstood. It’s also a great way to be viewed as an asshole at your new gig.
Sure, in the military, when you’re outranked by someone much younger than you, you’re instinctually trained to react sarcastically. In the civilian world, that same kind of disconnect can be jarring for the already-adjusting veteran. It’s a tough pill to swallow, but even if your manager looks like a pimple-nosed teen, keep that sarcasm pent up.
Pictured: Veteran’s involuntary response when asked if they’ve ever shot a gun (Image from Hemdale Film Corporation’s Vampire’s Kiss).
3. Respond with aggression… to anything
Aggression is a great thing to have in a lot of military settings. Being aggressive and swift to act is what’s expected from pretty much the whole military.
At your new job? Not so much.
Sure, aggression is still useful and can get you through a lot of doors, but it can also rub a lot of people the wrong way. Try to dial it back a few levels whenever possible — and call it, ‘assertiveness.’
4. Begin any email with, “per my last email”
We all know that whatever follows is intended to politely tell the recipient to go f*ck or unf*ck themselves. That’s probably not going to go over very well here.
5. Initiate a “smoke session”
In the civilian world, this is literally abuse. It isn’t only a fireable offense, but depending on where you are and how they want to play it, you could end up having to talk to the other boys in blue. You’re definitely going to have a find a new way to motivate whatever subordinates you have.
6. Tell any jokes you heard while serving
They just won’t get it. At all. They’ll laugh, uncomfortably, and then you’ll slowly stop receiving invites for post-work drinks from everyone but that other veteran in the office.
The Defense Department and Boeing Co. are negotiating a $3.3 billion, multi-year contract for 275 AH-64E Apache helicopters, according to news reports.
Negotiations began after the Office of the Secretary of Defense last month approved the Army‘s proposed procurement plan, Col. Jeffrey Hager, the Army’s Apache program manager, told Inside Defense on Monday at the annual Association of the United States Army conference in Washington, D.C.
A signed agreement between Boeing and the Army is expected sometime in early 2017, barring legislative hiccups.
Both the House and Senate versions of the fiscal 2017 National Defense Authorization Act have accepted a multi-year proposal, but a single bill — with the president’s seal of approval — has not yet been approved.
Lawmakers are increasingly reviewing multi-year deals to ensure they produce savings on procurement and production programs.
The Apache proposal, for example, was approved by Shay Assad, the director of defense pricing in the Pentagon’s acquisition directorate, Inside Defense said. Thanks to a profile in Politico in April, Assad earned a reputation as a Robin Hood of sorts after identifying hundreds of millions of dollars in savings by more closely scrutinizing costs charged by contractors.
Pentagon spokesman Mark Wright told the news outlet that Assad led contract negotiations for multi-year deals on the Apache helicopter, C-17 Globemaster transport plane and F/A-18 fighter jet “that returned in excess of $500M to the taxpayers.”
If given the green light, a multi-year Apache contract could save $1 billion over five years, according to a House Armed Services Committee fact sheet.
Serving in the military can be very rewarding personally and professionally, but a lot of potential recruits want to know which jobs make the most cash. The military pay tables are here, but in the meantime, here are seven of the most lucrative military jobs for new enlistees:
1. Army Military Working Dog Handler
Military working dog handlers train and work with dogs that specialize in finding explosives, drugs, or other potential threats to military personnel or law and order. They train for 18 weeks after the Army’s 10-week basic combat training.
Starting annual salary: $18,561.96 plus benefits.
2. Air Force Histopathology Specialist
Histopathology specialists in the U.S. Air Force prepare diseased tissue samples for microscopic examination, aiding doctors in the diagnosis of dangerous diseases.
Starting annual salary: $18,561.96 plus benefits
3. Marine Corps Engineer
Engineering Marines build and repair buildings, roads, and power supplies and assist the infantry by breaching enemy obstacles. There are different schools for different engineering specialties including Basic Combat Engineer Course, the Engineer Equipment Operator Course, and the Basic Metal Workers Course.
Starting annual salary: $18,561.96 plus benefits
4. Navy Mass Communications Specialist
Mass Communications Specialists tell the Navy story through photography, writing, illustration, and graphic design. They educate the public and document the Navy’s achievements.
Starting annual salary: $18,561.96 plus benefits
5. Army Paralegal Specialist
Paralegal Specialists assist lawyers and unit command teams by advising on criminal law, international law, civil/administrative law, contract law, and fiscal law. The are experts in legal terminology, the preparation of legal documents, and the judicial process.
Starting annual salary: $18,561.96 plus benefits
6. Air Force Firefighter
Firefighters in the Air Force have to combat everything from building fires to burning jets to forest fires. They operate primarily on Air Force bases but may also be stationed at other branches installations or be called on to assist civilian fire departments.
Starting annual salary: $18,561.96 plus benefits
7. Marine Corps Light Armored Vehicle Crewman
Light armored vehicles support the Marine Corps mission by carrying communications equipment, Marines, and mobile electronic warfare platforms. The heart of the LAV mission is the LAV crewman, who drives, maintains, and operates these awesome vehicles.
Expensive brass gongs and bells are being stolen from navigational buoys off the coast of Maine, and the Coast Guard is asking for help to track down whoever is pilfering them.
The sounding devices are used by ships and sailors to navigate, especially in low-visibility conditions. The sounding devices are attached to buoys and “play a vital role in the safe passage of ships and mariners,” the Coast Guard said in a release.
Six buoys have been hit over the past six months, according to Lt. Chellsey Phillips, spokeswoman for the South Portland Coast Guard Station.
Anyone with information that leads to a conviction could get up to half the value of the fine imposed, the Coast Guard said.
This is not the first time the Coast Guard has had to address the public about its buoys in New England.
In April 2017, the Coast Guard in Rhode Island asked people to stop shooting at buoys there. At the time, one Coast Guard crew found a buoy that had been peppered with 20 bullet holes and sunk, creating a navigation hazard.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.