Veterans often wonder what to do when they leave the military. Sometimes finding the right job can be tough, but for some, perhaps motor sports may be an option, if not as a career, then as a way to help recover from the invisible wounds of war.
According to Racer.com and USA Today, a number of efforts to encourage veterans to get involved in various types of auto racing have emerged recently. One is MilitaryToMotorsports.com, a venture from Andretti Autosports. The Andrettis are one of the biggest names in the auto-racing world, and this team has won the Indianapolis 500 four times, captured four IndyCar championships, plus two X-Games Gold Medals.
According to the MilitarytoMotorsports.com site, veterans can apply to be anything from a motor transport driver (perfect for folks who drove a HEMTT in their service) to a machinist to hospitality staff to being on a pit crew. In other words, the job you did in the military could have a lot of applications in helping an IndyCar driver win the next Indianapolis 500!
The chairman of Military to Motorsports is Navy veteran David Tilton, whose lengthy career included a tour on the amphibious assault ship USS Saipan (LHA 2) and a tour with the Naval Special Warfare Development Group. He retired after a back injury in 2003, and first became involved with Andretti Autosports in 2015.
“I am very excited to be part of the launch of the Military to Motorsports Program with Andretti Autosport,” said Tilton. “This program will give well-deserved military personnel the opportunity to utilize their skills and discipline, gained during their service, as part of one of the most successful teams in motorsports.”
NASCAR is not being left out, as a number of NASCAR drivers and teams have become involved with Hope for the Warriors, a Veterans Service Organization founded in 2006. According to USA Today, the drivers and team invite veterans like ex-Marine Ryan Harshman, a combat-wounded vet, to races.
“NASCAR events can be very organically therapeutic. If you can challenge somebody’s hesitations by putting them in an environment like that where they’re very excited to be there, it helps. They are distracted from the chaos, but the chaos is actually helping to ease the PTSD and the noise issues and so forth,” Hope for the Warriors President Robin Kelleher told USA Today Sports.
Today, Harshman is working at an outdoor store, and remains involved with the charity.
The heroic airman who helped subdue a terrorist on a high speed train in France last month got some awesome surprises during his visit to the Jimmy Kimmel show on Tuesday.
Airman Spencer Stone, 23, appeared on the show and talked about what happened on Aug. 21, when a terrorist attempted to attack a high speed train traveling from Amsterdam to Paris. Stone, along with his friend Anthony Sadler and Army National Guardsman Alek Skarlatos, subdued the gunman and thwarted a potential massacre.
“I hit the ground with him [and] I was kind of reaching for the gun, I couldn’t find it,” Stone told Jimmy Kimmel. “So I just put him in a rear naked choke just to protect myself … Right away he pulled another handgun, pointed at the back of my head, click, pulled the trigger. It didn’t work either. So God was with me on that one for sure.”
After retelling the story of the train attack, Kimmel noted that Stone was a fan of the Golden State Warriors. “We have a visitor outside who wants to say hello,” Kimmel said, as video cuts to Warriors guard Klay Thompson. He drove up in a Chevy Camaro and made his way to the studio, presenting Stone with a jersey and his hat.
The United States Special Operations Command (SOCOM) oversees the American military units that take on incredibly difficult and unconventional missions.
These units contain some of the most elite warriors in the world.
And though each unit in SOCOM has its own culture, certain approaches are universal.
From their writings and from our interviews with former Navy SEAL commanders Jocko Willink and Leif Babin, former Delta Force commander going by the pseudonym Dalton Fury, and retired Gen. Stanley McChrystal — who led the Joint Special Operations Command (JSOC) branch of SOCOM before leading American forces in the war in Afghanistan — Business Insider noticed recurring lessons on leadership that could apply in any type of career.
We’ve collected those lessons here.
A team’s success falls entirely on its leader
After returning from duty as a SEAL platoon commander in the 2006 battle of Ramadi in Iraq, Leif Babin became a SEAL training instructor. It was during one “Hell Week” of Basic Underwater Demolition/SEAL Training (BUD/S) in 2008 that he saw an incredible example of leadership at work, he wrote in his 2015 book “Extreme Ownership,” cowritten with Jocko Willink.
Babin and his fellow instructors split the SEAL candidates into teams of seven for a string of boat races, which required the teams to run with a 200-pound raft held aloft and then placed into the ocean for a short course. After several races, Boat Crew II was almost guaranteed to win and Boat Crew VI was almost guaranteed to come in last place.
The most senior instructor decided to swap the team leaders of Crews II and VI. To Babin’s surprise, Crew II performed well but never reached first, and Crew VI won nearly every race.
“When the leader of Boat Crew II took charge of Boat Crew VI … [h]e didn’t wait for others to solve his boat crew’s problems,” Babin wrote. “Rather than tolerate their bickering and infighting, he pulled the team together and focused their collective efforts on the single specific goal of winning the race.”
What it all comes down to, Babin writes, is “whether or not your team succeeds or fails is all on you.”
Manage your boss
Dalton Fury spent more than 20 years in the US Army as a Ranger and then as a Delta Force operator.
Fury is the pseudonym he uses for his writing, since his time in Delta Force, one of the most secretive and elite forces in the US, has required him to conceal his true identity.
Fury writes that part of being an effective leader is knowing not only how to instill confidence in your subordinates, but in your superior.
He explains that there are times in special operations where plan A isn’t going exactly as planned, and if the leadership in charge of the mission’s commander gets nervous, the entire thing could turn into a disaster. It’s why, Fury says, leaders need to assure their own leaders in advance that they are prepared for whatever unexpected situations arise.
Mitigate risk as much as possible
Whoever’s in charge can’t waste time excessively contemplating a scenario without making a decision. But when it’s time to make that decision, all risk must be mitigated as much as possible.
Willink and Babin both write about situations in Ramadi in which delaying an attack until every detail about a target was clarified, even when it frustrated other units they were working with, resulted in avoiding tragic friendly fire.
Fury says it is the leader’s responsibility to “see the forest through the trees” and anticipate as many scenarios in a mission as possible, in order to always have a plan ready to go with the least risky choice available.
Have a set of standards that guide decisions
“There are a set of standards that you know are right,”McChrystal told Business Insider. “They may look and feel different at times, but those standards should guide you.”
He said that there was once a time when he was mulling over a weighty decision with a command sergeant major, and he was questioning what his values were telling him was right. They worked over the decision for six months.
“And at the end of that decision, I thought I had consensus, and I announced this decision, and I looked to him for approval and he said, ‘It was the right decision. But you could have made it six months ago.'”
“The reality is we often delay making decisions when we already know the right answer and we’re trying somehow to prevent ourselves from having to make that step because we’re trying to mitigate all the reaction we’ll get to it,” he said. “But sometimes you just have to cut bait and do it.”
He wrote that, “I did my utmost to ensure that everyone below me in the chain of command felt comfortable approaching me with concerns, ideas, thoughts, and even disagreements.”
“That being said,” he added, “my subordinates also knew that if they wanted to complain about the hard work and relentless push to accomplish the mission I expected of them, they best take those thoughts elsewhere.”
As Fury put it: “Play well with others — but remain the alpha.”
Be calm without being robotic
Willink says that while leaders who lose their tempers lose respect, they also can’t establish a relationship with their team if they never expression anger, sadness, or frustration.
“People do not follow robots,” he writes.
For Fury, this comes when a leader is humble. “And at that moment when you apply this secret, realizing you are not one of the action heroes — more Clark Kent than Superman — you have met the first standard for actually leading high-performance teams,” he wrote.
Trust your subordinates
Fury says that in the military, commanders establish relationships with officers they can trust to act on their own and come through in a crisis.
For example, Fury writes, “Year after year, commander to commander, maverick warrior … Jim ‘Serpico’ Reese, a stand-out Ranger and Delta officer, quite possibly would have made [Ulysses S.] Grant appear wanting when it came to working through chaos, calming nerves, and demanding the best out of subordinates.”
It’s this trust in each other that makes elite units so special.
When talking about the Navy SEALs in particular, McChrystal wrote in his book, “Team of Teams,” he said it is their intense, selfless teamwork from the top down that allows them to process any challenge with “near telepathy.”
For Dr. Stephen Gau, an emergency medicine physician at the U.S. Department of Veterans Affairs (VA) Loma Linda Healthcare System, a recent encounter with a veteran confirmed a key benefit of his choice of a VA career: the ability to spend more time with patients.
Despite recently documented progress in reducing wait times since the Phoenix controversy erupted in 2014, Dr. Gau said his patients often voice concerns about VA care. One of Dr. Gau’s patients, frustrated and frightened after a diagnosis of metastatic cancer, even asked, “Is this going to be another Phoenix?”
Dr. Gau said VA Loma Linda’s relatively low doctor-patient ratio allowed him the time to thoroughly review the veteran’s medical record. He confirmed that follow-up appointments were scheduled and specialty care was coordinated. Dr. Gau discussed the cancer care process and answered the veteran’s many questions.
It was sea change compared with Dr. Gau’s experience in the private sector, and an eye-opener for the patient. “I don’t know if I would have had that kind of time in the community (hospital) — to really talk to a patient and really explain what was going on and relieve his fear,” he said.
Wait times are down, study shows
This anecdote shines a light on how VA’s effort to reduce patient wait times in primary care and other specialty care services — in part through increased access to care — can manifest at the patient level.
Broader data from the Journal of the American Medical Association (JAMA) confirm that service improvements are happening VA-wide. The study, released Jan. 18, 2019, found that, in 2017, VA physicians, including primary care doctors and cardiologists, saw patients 12 days sooner than their private-sector counterparts.
VA Secretary Robert Wilkie said the study results confirm that systematic changes are working. “Since 2014, VA has made a concerted, transparent effort to improve access to care,” he said in a statement.
The study, “Comparison of Wait Times for New Patients Between the Private Sector and United States Department of Veterans Affairs Medical Centers,” looked at VA and private-sector hospital wait-time data across 15 major metropolitan areas. In 2017, average wait times were significantly shorter for VA compared with private hospitals, in primary care, cardiology and dermatology. (Orthopedic wait times were longer for VA in both 2014 and 2017, although they were down during the study period.)
VA Secretary Robert Wilkie.
The study affirmed additional progress in cutting wait times since 2014 cited by Wilkie in December 2018 testimony before a joint session of the House and Senate Veterans Affairs’ committees.
“The average time it took to complete an urgent referral to a VA specialist has decreased from 19.3 days in FY 2014 to 3.2 days in FY 2017 and less than 2 days in FY 2018,” Wilkie testified.
Choose VA to prioritize patient care
Wilkie also credited VA’s workforce for improving services across the board and committed to using the tools of the VA MISSION Act to recruit and retain talented healthcare providers, including additional hiring resources and incentives.
Dr. Gau, who moved to VA from a private sector hospital, said it was the veteran-centric mission and the sizable benefits that ultimately lured him to government service. More time with patients has been an added benefit.
It’s a career choice he doesn’t regret. “I tell you what, it’s been a really positive experience for me,” he said.
Choose VA today
Physicians like Dr. Gau find that choosing a VA career means being able to deliver the highest quality healthcare in a time frame that works for veterans and providers. See if a VA career as a physician is the right choice for you, too.
Ronald Reagan probably helped save a number of lives on the front lines — and not because he was a big hero. In fact, Reagan’s eyesight was so bad, they kept him in the United States. But despite not being fit for front-line duty, Reagan still played his role for Uncle Sam.
While Reagan’s eyesight made him next to useless for combat, he did end up being involved in doing training films, one of which involved recognizing the Mitsubishi A6M Zero. Friendly fire has long been a problem — ask Stonewall Jackson.
In this training film, “Recognition of the Japanese Zero,” Reagan portrayed a young pilot who had just arrived in the Far East. The recognition angle is hammered home, and not just because of the friendly-fire problem.
Reagan’s character studies silhouettes drawn by a wounded pilot who hesitated too long — and found out he was dealing with a Zero the hard way.
Even with the study, Reagan’s character later accidentally fires at a P-40 he misidentifies, greatly angering the other American pilot. However, when he returns, he takes his lumps, but all turns out okay when the other pilots realizes there is a Zero in Reagan’s sights from the gun camera footage.
Reagan’s character explains that he stumbled across the Zero, then after a dogfight (not the proper tactic against the Zero, it should be noted), Reagan’s character shoots down the Zero.
There’s a happy ending as the earlier near-miss is forgotten and the kill is celebrated.
The film is also notable in that it revealed to American pilots that the United States had acquired a Zero that had crashed in the Aleutians. The so-called Akutan Zero was considered one of the great intelligence coups in the Pacific Theater, arguably second only to the American code-breaking effort.
So, see a future President of the United States help teach American pilots how to recognize the Zero in the video below.
The U.S. Army‘s acquisitions chief said recently that the military needs to make a major technological breakthrough in speed if combat forces are to maintain their edge on future battlefields.
“What is it that we could do that would be the same as ‘own the night?’ ” said Bruce Jette, assistant secretary of the Army for acquisitions, logistics and technology, referring to the service’s breakthrough in night-vision technology. “And I’ll tell you, the thing that keeps coming is speed.”
Speaking at the National Defense Industrial Association’s Science Technology Symposium and Showcase, he recalled an experience he had in the early 1980s as a tank commander during a force-on-force training exercise at Fort Carson, Colorado.
“I was coming up over this ridgeline, and the other guy is coming up over the other ridgeline. I saw him, he saw me,” Jette said.
Each tank started rotating its turret toward the other.
“It was like quick draw: Who is going to get in line with the other guy first?” Jette said, describing how it all came down to “the rate at which the turret turned.”
The Russians are experimenting with robotic turrets that use algorithms to speed up decision-making in combat, he said. Images appear on a flat screen inside the tank, and “the computer goes, ‘I think that is a tank.’
An M1A2 SEP Abrams from 116th Cavalry Brigade Combat Team, Idaho Army National Guard (middle) and a M1134 Anti-Tank Guided Missile Vehicle from 1st Squadron, 14th Infantry Regiment, 3rd Stryker Brigade Combat Team, Joint Base Lewis-McChord, Wash., return from waging mock battle against one another during an eXportable Combat Training Capability exercise, at Orchard Combat Training Center, south of Boise, Idaho, Aug. 14, 2014.
(U.S. Army photo by Staff Sgt. Chris McCullough)
“They have [pictures] of our tanks and vehicles in their computer, and the computer looks at them and puts little boxes around them and, depending on how far away they are and depending on what orientation they are in, the computer has an algorithm that says, ‘Shoot that one first, that one second and that one third,’ ” Jette said.
This reduces the number of steps the gunner must go through before engaging targets.
“I need your ideas on how to put ourselves way past what these guys are onto,” Jette said, addressing an audience of industry representatives. “How can we be faster? How can we be better?”
He added, “One of the reasons we are not doing that yet is we are not going to mistake an ice cream truck for a tank. Our probability of target detection and identification has to be extremely high. Our thresholds would have to be higher; we would have to be better, we would have to be faster. Speed is going to be critically important.”
This article originally appeared on Military.com. Follow @militarydotcom on Twitter.
Speaking at a Center for a New American Security conference on Monday, the US Chief of Naval Operations, Adm. John Richardson, explained why China’s DF-21D “carrier killer” antiship ballistic missile isn’t all it’s cracked up to be.
The DF-21D, an indigenously created, precision-guided missile capable of sinking a US aircraft carrier with a single shot, has a phenomenal range of up to 810 nautical miles, while US carriers’ longest-range missiles can travel only about 550 miles away.
“I think there is this long-range precision-strike capability, certainly,” Richardson acknowledged. But “A2/AD [anti-access/area-denial] is sort of an aspiration. In actual execution, it’s much more difficult.”
“The combination of ubiquitous ISR, long-range precision-strike weapons takes that to another level and demands a response,” said Richardson, adding that China’s extension into the Pacific created a “suite of capabilities” that were of “pressing concern.”
But the US Navy won’t be defeated or deterred by figures on paper.
“In the cleanest form, the uninterrupted, frictionless plane, you have the ability to sense a target much more capably and quickly around the world, you’ve got the ability, then, to transmit that information back to a weapon system that can reach out at a fairly long range and it is precision-guided … You’re talking about hundreds of miles now, so that raises a challenge.”
“Our response would be to inject a lot of friction into that system at every step of the way [and] look to make that much more difficult,” he continued.
Richardson was clear that China’s purported capabilities were only speculations.
“What you see often is a display of ‘Here’s this launcher, here’s a circle with a radius of 700 miles, and it’s solid-color black inside’ … And that’s just not the reality of the situation,” he said.
“You’ve got this highly maneuverable force that has a suite of capabilities that the force can bring to bear to inject uncertainty,” Richardson continued.
Richardson also went on to address the dual aircraft carrier deployments in the Pacific and the Mediterranean, saying that the deployments afforded a rare opportunity for “high-end war fighting and training,” as carrier groups rarely get to train with each other in realistic, not just theoretical, situations.
The Navy is revamping its Mk 45 deck-mounted 5-inch guns to enhance near-term combat performance while also exploring long-range, hypervelocity projectiles for the guns in the future.
The Office of Naval Research is currently conducting a Future Naval Capabilities program to mature hypervelocity projectile technologies that support range extension of 5-inch gun capabilities, Colleen O’Rourke, Naval Sea Systems Command spokeswoman, told Warrior Maven.
“This effort could potentially transition to a development program; initial studies are being assessed,” she added.
Upgraded Mk 45 guns can, when fired from Navy cruisers and destroyers, not only attack surface and land targets but also, as technology evolves, increasingly attack enemy drones, helicopters, or even incoming enemy missiles.
In existence since the 70s, Navy 5-inch gun weapons can be used to attack enemy targets or lay down suppressive fire so that maritime forces can better maneuver or reposition while in battle.
However, current 5-inch guns, called Mk 45, have a maximum effective range of up to 13 or 15 miles, and the current rounds are unguided and lack precision, so many rounds need to be fired in order to ensure that targets are destroyed.
Updates to the Mk 45 Mod 4 configuration, awarded to BAE Systems by the Navy, include a structurally strengthened gun mount and more advanced electronics.
“With its stronger mount, the gun can achieve 50 percent higher firing energy, allowing munitions or projectiles to travel faster and farther. Its new fully digitized control system also provides significantly greater computing power and features a touch-screen user interface,” a BAE Systems statement said.
Meanwhile, Navy officials say the future-oriented program is leveraging commercial electronics miniaturization and computational performance increases to develop a common guided projectile for use in current 5-inch guns and future high-velocity gun systems. The HVP effort will seek to increase range and accuracy of the 5-Inch Gun Weapon System in support of multiple mission areas, service developers told Warrior.
Developed initially for an Electromagnetic Rail Gun next-generation weapon, a Hyper Velocity Projectile, or HVP, is now being examined for a range of additional applications. The HVP can travel at speeds up to 2,000 meters per second when fired from a Rail Gun, a speed which is about three times that of most existing weapons.
The rate of fire is 10-rounds per minute. Also, due to its ability to reach speeds of up to 5,600 miles per hour, the hypervelocity projectile is engineered as a kinetic energy warhead, meaning no explosives are necessary.
Development of the HVP projectile can take place apart from its use in an actual Rail Gun, as is the case with efforts to adapt it to Navy 5-inch guns.
While the precise speed, range and rate of fire for a HVP fired from Navy 5-inch guns may still be a work in progress, the use of the projectile brings the possibility of a number of unprecedented combat advantages.
Using a HVP for 5-inch guns such as an increased ability to quickly attack long range targets. The speed of the HVP could naturally give Commanders a better opportunity to make real-time, combat-relevant decisions by virtue of being able to hit targets farther away at faster speeds. The projectile could be fired for both offensive and defensive missions, attacking enemy anti-ship missiles, land targets or ships.
A kinetic energy hypervelocity warhead also lowers the cost and the logistics burden of the weapon, Navy developers explained.
Although it has the ability to intercept cruise missiles, the hypervelocity projectile can be stored in large numbers on ships. Unlike other larger missile systems designed for similar missions, the hypervelocity projectile costs only $25,000 per round, officials said.
The HVP effort is in keeping with existing Pentagon strategy which aims to harness promising emerging technologies and integrate them with existing weapons systems; the concept is designed to take advantage of next-generation weapons technology on a faster timeframe by connecting them with existing systems, instead of waiting years for a developmental program to mature. This concept informed former Defense Secretary Ash Carter’s creation of the Strategic Capabilities Office.
In fact, the SCO has also test firing the HVP from an Army Howitzer to leverage the technical and combat advantage of the projectile in near term operational scenarios.
“[Directing has] been a dream of mine for as long as I can remember,” shared Tyler Grey, who self-declares on Instagram as “a geeky kid trapped in the body of a nerdy adult.” For those who know his story, however, he’s got a pretty respectable warrior side, too.
A former Delta Force operator and sniper-qualified Army Ranger, Grey’s military career came to an end when he was “blown up in Sadr City” (his words, not mine), resulting in a medical retirement. His right arm still bears the scars from that attack — but he hasn’t let it keep him from actively supporting the military community.
For the past few years, that has meant portraying Trent Sawyer in front of the camera on SEAL Team while helping to produce and act as a military consultant behind the scenes. With Unbecoming an Officer (Season 3 Episode 10), he finally puts on a very coveted hat: director.
[instagram https://www.instagram.com/p/B5vyuZ1n41t/ expand=1]Tyler Grey on Instagram: “So the episode I directed airs next Wednesday 12/11! Here is a promo for it and excuse me right now for the fact that I will post about it…”
Most veterans agree that watching shows and films about military service can feel frustrating. It’s hard to get the nuances of military culture right — especially when storytellers are focused on either placing heroes on a pedestal or exposing their trauma.
SEAL Team has been a show actively committed to getting it right by hiring veterans as architects for the story. Grey is not the only service member CBS has brought on board. In a particularly poignant Season 2 episode, the show explored veteran suicide, a tragic issue that hits the military community at too-high a rate. The episode was written by former frogman Mark Semos.
[instagram https://www.instagram.com/p/B56ANDwngdU/ expand=1]Tyler Grey on Instagram: “He is another clip from tomorrow nights episode. Sadly it won’t let me post more than a minute but you get the idea. The guy at the…”
Grey’s leadership qualities are clear even from a distance. He’s quick to give his team credit for successes (and quick to accept blame for any shortcomings — even in jest).
He’s also great at balancing the line between Hollywood and reality.
“95% of the time if there is something technically wrong on the show there is a TV or dramatic reason for it,” he clarified in advance of the, I’m sure, flood of comments about unused NODS in an episode.
[instagram https://www.instagram.com/p/B3skAiRn-hP/ expand=1]Tyler Grey on Instagram: “Episode 3 airing tonight at 9/8c. So one thing I’ll mention here that I get asked a lot about in reference to the show is why things aren’t…”
To be clear, directing for television is a highly competitive gig. Throw in stunts, battle scenes, smoke, and special effects and you’ve got a major learning curve for a first-timer.
This is where military training really does bring excellence to the surface. A good leader knows who to turn to for guidance (the NCO or SNCO, always…), how to identify and utilize the strengths of the team, when to be definitive, and when to ask for help.
“On a serious note I hope those who watch it enjoy — a lot of people worked really hard to help this come together,” he shared.
[instagram https://www.instagram.com/p/B50yidLHIrc/ expand=1]Tyler Grey on Instagram: “No idea what I was talking about looking at this picture but I probably didn’t know then either.. Thanks again to the crew, the cast and…”
It’s great to see a huge network recognizing the capabilities of veterans in the filmmaking industry — especially in military terrain. Service members give up years of their creative careers while their civilian colleagues build resumes. During that time, however, vets rack up some marketable skills and experiences that benefit a set.
SEAL Team is one show that is really paving the way for veterans to show what they’re made of. It’s an opportunity, not a right, and the professionals know it. When they do step up, however, it makes the series stronger.
Grey isn’t the only veteran who has directed for the show. U.S. Marine Michael Watkins, who has an impressive television resume that includes The Blacklist, Quantum Leap, and Prison Break, has also taken the helm.
[instagram https://www.instagram.com/p/B5Y6jdAnTGg/ expand=1]Tyler Grey on Instagram: “Tonight’s episode directed by Marine Veteran Michael Watkins. So this one was rough as we lost our location that all the action was based…”
From its consultants to its writers and directors to its cast and, yes, even down to its three-line co-stars, SEAL Team gives members of the military community the opportunity to excel after service.
[instagram https://www.instagram.com/p/B4vYabMHtdo/ expand=1]Tyler Grey on Instagram: “Define irony: Working on a military show, as a veteran, on Veterans Day. Just kidding I appreciate the opportunity and truly love this…”
North Korea hasn’t fired a missile for 60 days, but that may have more to do with its own winter training cycle than with Pyongyang easing off on provocations.
Since Kim Jong Un took power in late 2011, only five of the isolated nation’s 85 rocket launches have taken place in the October-December quarter, according to The James Martin Center for Nonproliferation Studies’ North Korea Missile Test Database.
The Korean People’s Army regularly enters its training cycle every winter “and getting ready for it involves a calm before the storm,” said Van Jackson, a strategy fellow at the Center for Strategic Studies at Victoria University of Wellington.
“Fall is the harvest season, and a lot of military labor is dedicated to agricultural output when not in war mode; inefficient, but it’s the nature of the North Korean system,” said Jackson, a former U.S. Department of Defense adviser. “It’s a routine, recurring pattern, which means we should expect a surge in provocations in the early months next year.”
North Korea’s last launch was on Sept. 15, when the isolated state fired its second missile over Japan in as many months. That missile flew far enough to put the U.S. territory of Guam in range.
Joseph Yun, the United States’ top North Korean official, was reported by The Washington Post as saying on Oct. 30 that if the regime halted nuclear and missile testing for about 60 days, it would be the signal Washington needs to resume direct dialogue with Pyongyang. Secretary of State Rex Tillerson on Nov. 10 denied the U.S. had any such window.
Yun arrived in South Korea on Nov. 14, a visit that comes as hopes rise for an easing of tensions on the peninsula in the wake of U.S. President Donald Trump’s visit and a lull in missile testing.
Yun, the U.S. special representative for North Korea policy, will meet with South Korean and international officials, according to the U.S. State Department, although there is no indication his visit will include talks with the North.
Seoul’s Foreign Ministry said Yun is scheduled for talks with his South Korean counterpart, Lee Do-hoon, on Nov. 17 on the sidelines of an international conference on disarmament, jointly hosted by the ministry and the United Nations on the resort island of Jeju.
South Korea-born Yun has been at the heart of reported direct diplomacy in recent months with the Kim regime.
Using the so-called New York channel, he has been in contact with diplomats at Pyongyang’s United Nations mission, a senior State Department official said earlier this month.
Even as Trump called talks a waste of time, Yun has quietly tried to lower the temperature in a dangerous nuclear standoff in which each side shows little interest in compromise.
In a speech to the Council on Foreign Relations on Oct. 30, Yun reportedly said that if the North halts nuclear and missile tests for about 60 days, it would be a sign that Washington needs to seek a restart of dialogue with Pyongyang.
Some analysts say it is too early to read much into the break in testing, which is the longest lull so far this year.
And there is no sign that the behind-the-scenes communications have improved a relationship vexed by North Korea’s nuclear and missile tests as well as Trump’s heated statements.
During his visit to Seoul last week, Trump warned North Korea he was prepared to use the full range of U.S. military power to stop any attack, but in a more conciliatory appeal than ever before he urged Pyongyang to “make a deal” to end the nuclear standoff.
Trump also urged North Korea to “do the right thing” and added that: “I do see some movement,” though he declined to elaborate.
While his comments seemed to reassure many in South Korea, North Korea’s Foreign Ministry called Trump a “destroyer of the world peace and stability,” and said his “reckless remarks” only made the regime more committed to building up its nuclear force.
Trump muddied the water later on his Asia visit by Tweeting that North Korean leader Kim had insulted him by calling him “old” and said he would never call Kim “short and fat.”
He also said “it would be very, very nice” if he and Kim became friends.
“It is indeed noteworthy that the president, at several junctures, seemed to open the door to negotiations with North Korea,” said David Pressman, a partner at the law firm Boies Schiller Flexner who helped lead North Korea sanctions negotiations as ambassador to the United Nations under former President Barack Obama.
“However, it is entirely unclear if the president’s suggestions are reflective of a strategic shift or merely reflective of what the last person he happened to speak with about North Korea said before the president made those comments.”
A Russian destroyer and a US Navy cruiser nearly collided at sea on June 7, 2019. Videos released by the Navy appear to show Russian sailors sunbathing shirtless on the back of their warship during this close encounter.
The Russian destroyer Admiral Vinogradov engaged in “unsafe and unprofessional” behavior by sailing dangerously close to the US Navy Ticonderoga-class cruiser USS Chancellorsville, the US 7th Fleet said in a statement accompanied by photos and videos of the incident.
The Russians accused the American vessel of acting improperly, arguing that the USS Chancellorsville abruptly changed course and cut across the path of the destroyer.
(1/2) USS Chancellorsville Avoids Collision with Russian Destroyer Udaloy I DD 572
Amid the back and forth over who is to blame for the latest US-Russia confrontation, eagle-eyed observers took note of something peculiar in the videos released by the Navy — what appears to be Russian sailors sunbathing shirtless, if not naked, as one appears to be, on the helicopter pad.
NPR reported the unusual Russian behavior in an article discussing the showdown between the Russian and US warships.
“In an odd sight, the videos show several Russian service members seemed to be sunbathing on an aft platform aboard the destroyer as it nears the American warship,” the writer observed.
While Department of Defense and Navy officials noted the behavior, none were willing to speculate on the record about what exactly the Russians were doing or why.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The hotline was the subject of the 2014 Academy Award-winning documentary “Crisis Hotline: Veterans Press 1,” which profiles several Veterans’ Crisis Line counselors who work the 24-hour service to provide support and guidance to active and retired servicemen dealing with emotional, physical and financial troubles.
“We substantiated allegations that some calls routed to backup crisis centers were answered by voicemail, and callers did not always receive immediate assistance,” said a VA report filed in February 2016.
The VA estimates every sixth call is going to the backup center, where callers listen to Muzak while they wait for an operator. The VA has no information on how long the callers wait or how many give up because the backup centers are not monitored by the Department of Veterans Affairs.
Since the suicide hotline was created in 2007, it has received more than two million calls and intervened on 53,000 separate occasions. The new report recommends obtaining and analyzing data on hold times, implementing call monitoring for the crisis line staff, more rigorous training with a rigorous quality assurance process.
Are you PCSing soon? Or is a PCS in the works? While it can be hard to tell exactly when you might be leaving before hard orders are issued, in the military world, it’s pretty much a given that you will be leaving. If not anytime soon, then soon after that.
It’s just a part of the lifestyle.
Why it’s a Potential Setback
As a military spouse who works as a civilian (but tied to military schedules and locations in “normal” careers), PCSing can throw a wrench right into your plans. Before you can promote, before you can achieve seniority … or just as you get settled, it’s time to move. That means finding another job, and wondering if you’ll have your frequent moves held against you.
But how do you tell your current job you’re PCSing? And when?
Look at Your Work Relationship
This is a tricky situation; there are horror stories of spouses suddenly being laid off once orders arrived. Don’t fall victim to this scheme. Consider the type of relationship you have with your current company and let it guide you. Do you get along well? Is there a hostile corporate environment where the competition is high?
Technically, you do not owe anymore more than two weeks of notice before you leave. But in most scenarios, it’s courteous to let your employer know when you’ll be leaving town 1) so they can start looking for a replacement and 2) you can be a part of the training process. OR secret option 3) you can start working with them on a remote position setup.
If you have a good relationship with work and get orders well in advance, tell them. Talk about possibilities for staying on, and what the change might look like. However, if you’re genuinely worried about getting the boot, keep mum. Your work is not owed any personal information, especially when you fear that sharing will hurt your income.
Staying on Remote
A growing option among military spouses is the ability to work for a single company remotely. With easier online access and accountability, telecommuting is not only viable as a long term career, it’s cost effective.
Bring up this move to your boss; go in with a plan so they aren’t worried about logistics. Talk about your hours, your workload, and how you’d love to stay on with them well into the future. Help your chances by including stats on remote work, platforms that can help keep everyone on track, and even savings that are in it for the company but not paying for an additional office seat.
Of course, the biggest perk to working as a remote employee is that your company gets to keep you. They don’t have to train a new worker or start over with brand nuances or expertise. Play up your specialties for a solid sell.
How To Drop the News
There doesn’t need to be anything formal about sharing military orders. A simple, “Hey we’re moving to Texas!” Or “Colorado will be seeing us soon.” Remember to drop in all the hard details, as well as the ones you don’t yet have. For instance, when you’re moving, how long you’ll be there, what it means for your availability, and any specific report times.
There can be light at the end of the tunnel by letting your current job know you’re moving, and when. Consider current working relationships and how that can plan into future moves for all involved, including the possibility of remote work.