Spend any amount of time on or around an Army or Air Force post and you’ll be sure to find a number of beret-wearing service members around you.
Hell, you’re going to be greeted by a blue beret each and every time you get to an Air Force gate (SecFo HUA!) and, if you were on any Army post between 2001 and 2011, you saw black berets everywhere you went, as they were a part of standard Army uniform.
Got it — but what about the less commonly seen berets? The green, the tan, and the maroon?
This is what berets of all colors mean in the Army and Air Force.
Black — U.S. Army
A black beret is worn by all soldiers in service dress unless they are otherwise authorized to wear a different, distinctive beret.
Black — U.S. Air Force Tactical Air Control Party
A black beret is the official headgear of the Air Force TACP. They’re about as operator as you get in the Air Force without becoming pararescue or combat control.
Blue — U.S. Air Force Security Forces
The most common beret across all branches of service as of writing. Security Forces (the Air Force’s version of Military Police) wear the blue beret with every uniform whenever not deployed or in certain training.
Green — U.S. Army Special Forces
This is the cream of the crop of the U.S. Army. The green beret is the single most recognizable sign of a badass.
Grey — U.S. Air Force Survival, Evasion, Resistance, Escape
These guys teach most of the other badasses on this list how to survive in the worst conditions. That definitely qualifies them for their own beret.
Maroon — U.S. Army Airborne
Aside from the Army’s green beret, the maroon beret of Army airborne is one of the easiest to recognize.
These guys drop into any situation with complete operational capability.
Maroon — U.S. Air Force Pararescue
In the Air Force, the maroon beret means something completely different. While being Army Airborne is an amazing distinction, the Air Force Pararescuemen are truly elite.
The introductory course has one of the highest failure rates of all military schools and the ones that do complete it go on to become the kind of guy that you do not want to fight in a bar.
Pewter Grey — U.S. Air Force Special Operations Weather
These guys do weather in the most undesirable conditions. I know that may not sound very operator, but just take a quick look at the training they endure and the types of operations they conduct and you won’t ever question their beret again.
Tan — U.S. Army Rangers
The Army Rangers began wearing tan berets in 2001 when the Army made the black beret the standard headgear for the entire Army.
Prior to that, they owned the black beret.
Scarlet — U.S. Air Force Combat Control
The scarlet beret is the headgear of the U.S. Combat Controller. Their beret is one you’ll rarely see because they’re always on the go, doing what they were trained to do… which is classified.
Being a meal card holder has its benefits. It’s awesome to have the perfect excuse to get out at 1730. It’s food you get to enjoy without having to cook it. All you have do is overlook the fact that the meals are deducted from your pay when you’re assigned a barracks room and the fact that there’s barely any chow left by the time you get there —but outside of those details, it’s great!
That optimism starts to wane, however, after eight months of eating the same seven entrees ad nauseam. Then, one glorious day, the cooks throw you a curve-ball by turning what’s normally a grab-and-go dinner into an elaborate, fine-dining experience.
You’ll rarely hear the lower enlisted complain when they’re about to get something that’s not just decent but actually really good. (In reality, lower enlisted troops would probably complain about being given a brick of gold because it’s “too heavy,” but that’s beside the point).
It might seem like random chance, but there’s a method to the madness.
Also, your chain of command will usually pop in to serve the food on the line. Savor that moment.
(U.S. Marine Corps photo by Sgt. Brian Lautenslager)
No one likes being stuck on-post during a holiday. If your leave form got denied or you just didn’t feel like putting in for a mileage pass, it often means your ass will be stuck on staff duty.
Thankfully, the cooks also get screwed out of block leave and work holidays with us. Even if it’s not a big holiday that revolves around a massive meal (we’re look at you, Thanksgiving), the cooks will still serve something festive.
If you thought Air Force dinging facilities were leagues above the rest during the rest of the year…
(U.S. Air Force photo by Lan Kim)
The lead-up to best-chef competitions
In the service, there’s a competition for cooks in which they’re expected to deliver a gourmet meal to a judge that has the emotionless vile of Gordon Ramsey with the knife-handing ability of a Drill Sergeant.
They don’t want to mess it up and will prepare the only way possible: by practicing. And that practice tastes delicious.
“Can we get you anything else, Specialist? Steak sauce? Another drink? Another three months in this god-forsaken hellhole? How about some cake? We got cake!”
(U.S. Army photo by Staff Sgt. Jason Epperson)
Right before the unit is about to get bad news
It’s basic psychology. If you outright tell the troops that their deployment got extended, they’re going to flip the tables over. If you break it to them gently over a steak-and-lobster dinner that somehow found its way to Afghanistan, they’ll take it slightly better.
This is so common in the military that any time the commander shows up and asks for a crate of ice cream bars for the troops, the Private News Network and Lance Corporal Underground buzz with rumors.
You think they’ll serve the same scrambled eggs that they serve the average boot to the Commandant of the Marines? Hell no. Especially not if they get some kind of warning. That’s you cue to grab food and dash.
(U.S. Marine Corps photo by Sgt. Mallory S. VanderSchans)
When high-ranking officials make the rounds
Not even the cooks are exempt from the dog-and-pony show that comes with a general’s visit. In fact, while the other lower enlisted are scrubbing toilets in bathrooms the general will never realistically visit, the cooks know that the mess hall is the go-to spot to bring the generals to give them a “realistic” view of the unit.
If you’re willing to stomach the off-chance of being dragged into a conversation with a four-star general about “how the commander and first sergeant 100% absolutely always treat you like a real human being and that, oh boy, do you definitely love the unit,” then you’re in for one of the best meals the cooks can offer.
Everyone loves the cooks on Taco Tuesday.
(U.S. Air Force photo by Airman 1st Class Valentina Lopez)
Taco Tuesday (and any other themed meal days)
There’s no way in hell any troop would willingly miss Taco Tuesday at the DFAC. Even if you don’t post flyers about it, troops will magically crawl out of the woodwork if it means they’re getting free tacos.
As much as everyone in the unit uses their cooks as punching bags for jokes, they can deliver some mighty fine meals when they try.
The surprise attack on Pearl Harbor wasn’t the only time the Japanese struck U.S. soil during World War II. In response to the Doolittle Raid — the successful penetration of Japanese airspace and the bombing of strategic targets in Tokyo from the allies — the Japanese executed their revenge. The date of the launch was chosen for the birthday of former emperor Meiji, Nov. 3, 1944.
However, instead of using airplanes, the Japanese used fusen bakudan, or balloon bombs, that each carried four incendiaries and a 33-pound, highly explosive anti-personnel fragmentation device. The Fu-Go balloon bombs traveled 7,500 miles along the Pacific Ocean jet stream at altitudes between 20,000 and 40,000 feet. Witnesses described these large, white balloons as “giant jellyfish” floating in the sky. Their main objective was to start forest fires, create security doubts among the civilian populace, and cause upheaval.
The all-black Triple Nickles battalion was ultimately responsible for combating the slow-moving, round balloon bombs, which had no escort or protection and had been spotted by the U.S. Navy patrol off the coast of California only two days after their initial launch. The patrol alerted the FBI, and investigations were conducted to find the origin of these mysterious flammable balloons traveling over the Pacific Northwest and into Canada.
A Japanese Fu-Go balloon with its payload of charges suspended below. Photo by Maj. Thomas Cieslak/3rd Brigade Combat Team, 82nd Airborne Division, courtesy of the U.S. Army.
Paratroopers from the 101st and 82nd Airborne Divisions suffered heavy casualties in the European Theater (ETO) during the Battle of the Bulge and the courageous siege of Bastogne; they were in a desperate need for replacements. The 555th Parachute Infantry Battalion, or the “Triple Nickles” as they became known, trained to fulfill this capacity. However, as with other all-black units of the time, African-American soldiers weren’t treated equally. “We were relegated to serving in menial units such as truck drivers, port companies (loading ships), mess halls (waiting on tables) and guard duty,” wrote Walter Morris, a Triple Nickle veteran.
Although no Triple Nickles completed a combat jump or deployed to Europe, these trendsetters provided another example of how an elite all-black unit could be employed in a combat or peacetime environment. The Triple Nickles participated in a top-secret project fighting forest fires as the U.S. military’s first smoke jumping paratroopers over the Pacific Northwest.
The Triple Nickles, a name derived from the parachute regiment’s designation, was created in the winter of 1943 and consisted of 17 of the original 20-man platoon from the 92nd Infantry (Buffalo) Division. These men were hand-selected to create the first “colored test platoon.” A few months into 1944 saw newly minted paratroopers who completed training jumps at Fort Benning, Georgia. The first all-black parachute infantry battalion in history had formed but were still brand-new and lacked manpower. The paratroopers honed their skills and became experts in small-unit tactics.
Several went to the best schools the U.S. Army had to offer. Some became riggers and jump masters while others learned the metrics in communications, the skills to navigate difficult terrain as pathfinders, and the intricacies in demolitions.
They were the cream of the crop — college graduates, professional athletes, men of high character and extraordinary intellect. One Triple Nickle veteran, “Tiger” Ted Lowry, entered the ring to face world champion boxing legend Joe Louis, who came to Lowry’s base in 1943. He was accompanied by Sugar Ray Robinson — who Muhammad Ali coined as “the king, the master, my idol” — when the duo toured military camps to entertain soldiers. “Stay in the middle of the ring,” Robinson advised Lowry, “don’t let him get you on the ropes.” Lowry already had 70 fights to his name and somehow survived the three-round exhibition with one of the greatest boxers in history.
“You can’t imagine what that did for my ego,” Lowry reflected. “I had just been in the ring with the champion of the world, the greatest fighter in the world, and he was unable to knock me down. My confidence was inflated.” His fighting days halted when he joined the Triple Nickles but resumed when he faced Rocky Marciano, the Brockton, Massachusetts, undefeated heavyweight champion. Not only did he stun Marciano, but he shocked crowds of hometown Italian-Americans by going the distance twice with the Brockton Blockbuster, the only fighter ever to do so.
The men of the 555th Parachute Infantry Regiment march in the New York City Victory Parade on January 12, 1946. Maj. Gen. Jim Gavin ensured the “Triple Nickles” not only marched in the parade, but wore the insignia of the 82nd Airborne Division. Photo by Maj. Thomas Cieslak/3rd Brigade Combat Team, 82nd Airborne Division, courtesy of the U.S. Army.
When World War II was nearing a close and as the Germans were losing ground, the Triple Nickles’ focus shifted from Europe to the homefront. The Triple Nickles were the size of a “reinforced company” but expected to reach battalion size by 1945. The threat from the Japanese balloon bombs was imminent, and they were diverted to Pendleton, Oregon, and Chico, California, under secret orders to the 9th Services Command.
The U.S. Forest Service (USFS) received help from the U.S. Army when 400 paratroopers from the Triple Nickles were tasked with the difficult job. They turned in their rifles, hand grenades, and rucksacks. In that equipment’s place they donned football helmets with wire face masks, equipped 50 feet of nylon rope for lowering themselves from trees, and packed firefighting tools such as axes and handsaws on their person for parachute jumps.
The smoke jumping program was in its sixth firefighting season, but the war dwindled their resources, and the Triple Nickles provided a welcome skillset. Pilots flying C-47s needed no additional training and had prior results in properly managing smokejumper assets in remote regions where fires were often inaccessible by roads. The response and defensive strategy against the Japanese balloon bombs was a little-known secret called Operation Firefly.
Later reports suggested that the Japanese launched over 9,000 helium balloons. Damage from these balloons was rare but noteworthy. One balloon exploded after it hit high-tension power lines that were connected to a plutonium plant in Hanford, Washington. It caused a temporary blackout to the community, and the plutonium plant was ironically responsible for developing the fuel for the atomic bomb dropped over Nagasaki, Japan.
Triple Nickle member Jesse Mayes prepares to jump from a C-47. Photo by Maj. Thomas Cieslak/3rd Brigade Combat Team, 82nd Airborne Division, courtesy of the U.S. Army.
Vincent “Bud” Whitehead, a U.S. Army counterintelligence officer, used to track and chase the balloons in the air from his plane. In March 1945, a balloon had landed on the ground but didn’t ignite. “They sent a bus up with all of this specially trained personnel, gloves, full contamination suits, masks,” Whitehead said in an interview with the Voices of the Manhattan Project. “I had been walking around on that stuff and they had not told me! They were afraid of bacterial warfare.” Biological and bacterial warfare fears were not exaggerated because it was later revealed that the Japanese had scrapped an operation at the end of the war for weaponizing the bubonic plague.
Another notable tragedy that involved these balloon bombs was the devastation of almost an entire family while they picnicked near the Gearhart Mountain in Bly, Oregon. On May 5, 1945, Reverend Archie Mitchell, his pregnant wife, Elsie, and five children from their Sunday School class were victims of the balloon’s lethality. The children went to investigate the strange object that had floated to the ground, but they got too close and were killed when the balloon did what it was designed to do. Archie Mitchell was the only survivor.
The Triple Nickles went to work to prevent additional American civilian casualties. First Lieutenant Edwin Willis, a brilliant planner and training specialist, put his paratroopers through a three-week crash course to learn proper firefighting knowledge and techniques. Willis received assistance and guidance from USFS smokejumpers and forest rangers as well.
Frank Derry, Parachute Instructor-Rigger, instructing prospective smoke jumper in the use of the “drop rig.” Simulates landing from chute caught in a snag or other obstacles by use of landing rope. Lolo National Forest, Montana. Photo by W.J. Mead, courtesy fo the National Archives and Records Administration.
This course included “demolitions training, tree climbing and techniques for descent if we landed in a tree, handling firefighting equipment, jumping into pocket-sized drop zones studded with rocks and tree stumps, survival in wooded areas, and extensive first-aid training for injuries — particularly broken bones,” said Morris.
Frank Derry, a master civilian parachutist, issued the Triple Nickles his “Derry-chute,” which was known for its maneuverability and steering capabilities. “Snag trees, those were the worst. I didn’t like those dudes at all,” Derry said, referring to the nuisances found in their path. “But landing in the trees was just as soft as landing, better than landing on the ground. The thick trees […] you just come into them like sitting down on a pillow, nothing to it.”
The Triple Nickles were also assisted by demolition experts from the 9th Services Command and USFS rangers. “Learning the touchy business of handling unexploded bombs, as well as how to isolate areas in which a bomb, or suspected bomb, was located,” Morris wrote. The incedinaries and chemicals were an additional pucker factor to their already challenging task.
Then-1st. Sgt. Walter Morris, right, prepares for his first jump with the 555th Parachute Infantry Regiment. Photo by Maj. Thomas Cieslak/3rd Brigade Combat Team, 82nd Airborne Division, courtesy of the U.S. Army.
The Triple Nickles also learned to live off the land and avoid costly mistakes that could derail their mission. “They could walk up the hills like a cat on a snake walk,” Morris wrote, discussing the expertise of USFS rangers. “They taught us how to climb, use an axe, and what vegetation to eat. At the same time, we underwent an orientation program with Forest Service maps. And, above all, our morale and spirit of adventure never sagged in the face of this unusual mission.”
The Triple Nickles became fully operational smokejumpers, but the numbers on how many fires and fire jumps they completed have been skewed over the years. Chuck Sheley, the editor of Smokejumper Magazine, states they completed 460 to 470 jumps on an estimated 15 of 28 forest fires, while they drove or hiked into the other fires. The National 555th Parachute Infantry Association consensus estimates the Triple Nickles answered 36 fire calls with 1,200 individual jumps across seven Western states.
Private First Class Malvin Brown was the only casualty of the Triple Nickles. Brown was a critical component of the team because of his medical expertise. Any injuries, accidents, or potential concerns went through the fire medics. When 15 Triple Nickles paratroopers boarded their C-47 on the morning of Aug. 6, 1945, Brown wasn’t supposed to be there. However, he volunteered to replace another medic who was sick. Hours later he jumped into a fire in Umpqua National Forest in southern Oregon’s Cascade Range and landed in a tree. Moments later he slipped and fell more than 150 feet to the ground below. He died instantly.
Brown’s fellow smokejumpers changed their mission from fighting the fire to bringing home their teammate’s body. After an arduous search in rocky terrain, they located him and carried him more than 3 miles through the backcountry. Their first sign of civilization was a trail, but it took another 12 miles for them to find a road to get help.
The soldiers of the Triple Nickles weren’t respected while they were in service, but their contributions in a long lineage of elite all-black units are remembered as if they were legends. The Triple Nickles disbanded after World War II, but many of the soldiers continued to serve, including Lieutenant Colonel John Cannon, who was a combat medic during the Korean War. John E. Mann served as an Army Special Forces advisor in Vietnam and was awarded the Silver Star, three Bronze Stars, three Legions of Merit, and a Distinguished Flying Cross. Mann served in the military for 33 years and later authored four detective novels.
The answer is yes and no – but that’s a post for another time.
Many currently serving in the military or part of the veteran community felt equal parts excitement and curiosity about the Space Force’s way forward. After all, it’s something that was kicked around for months before any official announcement, which prompted ideas from current servicemembers about uniforms, rank names, and whether there would be a Space Shuttle Door Gunner.
Mulling over the organizational culture of a service that doesn’t exist yet is a good time to remind everyone the U.S. has a number of uniformed services that are oft-overlooked.
The U.S. Military has a great reputation among veterans.
1-5. The military branches
Since the Space Force exists only in our hearts and minds and not yet in uniforms, the existing five branches of the military make up the first five notches on this list. If you’re reading We Are The Mighty (or… if you’ve heard of things like “history”), you’ve probably heard of the Armed Forces of the United States: U.S. Army, U.S. Marine Corps, U.S. Coast Guard, U.S. Navy, and U.S. Air Force.
With the exception of the Coast Guard, which is directed by the Department of Homeland Security during times of peace, the big four are directed by the U.S. Department of Defense. For more information about the history, culture, and people in these branches, check out literally any page on this website.
Vice Admiral Jerome Adams, Surgeon General of the United States.
6. United States Public Health Service Commissioned Corps
This uniformed division of the Public Health Service creates the beautiful utopia of a branch that doesn’t have enlisted people. Because it doesn’t. It consists only of commissioned officers and has zero enlisted ranks – but they do have warrant officers. While the PHS are labeled noncombatants, they can be lent to the Armed Services and they wear Navy or Coast Guard uniforms and hold Navy or Coast Guard ranks.
The U.S. PHS falls under the Department of Health and Human Services and its top officer is the Surgeon General, which is why they’re always wearing a uniform.
NOAA Corps pilots. Considering risk vs. reward, you 100 percent joined the wrong branch.
7. National Oceanic and Atmospheric Administration Commissioned Officer Corps
Or simply called the “NOAA Corps,” as it falls under the National Oceanic and Atmospheric Administration. The NOAA Corps also has no enlisted or warrant ranks and is comprised entirely of commissioned officers. It is also the smallest of all the uniformed services, with just 321 officers, 16 ships, and 10 aircraft, compared to the PHSCC’s 6,000 officers.
They serve alongside DoD, Merchant Marine, NASA, State Department, and other official agencies to support defense requirements and offer expertise on anything from meteorology to geology to oceanography and much, much more. The Corps is a rapid response force, shuttling experts where they need to be in quick succession while supporting peacetime research. They can be incorporated into the Armed Forces during times of war, and so wear Navy and Coast Guard uniforms and rank, by order of the President of the United States.
With so few women in combat arms right now, the services and Defense Department officials really can’t judge how successful the effort has been, Defense Secretary James N. Mattis told cadets at the Virginia Military Institute in Lexington, Virginia, Sept. 25, 2018.
“It’s a very, very tough issue because it goes from some people’s perspective of what kind of society do we want,” the secretary said. “In the event of trouble, you’re sleeping at night in your family home and you are the dad, mom, whatever. And you hear glass break downstairs. Who grabs a baseball bat and gets between the kids’ door and whoever broke in, and who reaches for the phone to call 911? In other words, it goes to the most almost primitive needs of a society to look out for its most vulnerable.”
At heart, this is the issue DoD faces, Mattis told the cadet who asked him what results he had seen. The question for the department comes down to whether it is a strength or a weakness to have women in the close-quarter infantry fight, Mattis said.
Then-Defense Secretary Leon Panetta opened the door by removing the ban on women in combat jobs in 2013. In 2015, then-Defense Secretary Ash Carter directed the services to open all military occupational specialties to women. Currently, 356 women are combat arms soldiers, and 17 women have graduated from the Army’s Ranger School. The Marine Corps has 113 enlisted women and 29 officers in previously restricted specialties. Specifically in infantry, the Marine Corps has 26 enlisted Marines and one officer who are women.
Defense Secretary Jim Mattis.
(DOD photo by Army Sgt. Amber I. Smith)
The secretary said he cannot make a determination about the situation because “so few women have signed up along these lines.”
“We don’t even have data at this time that I can answer your question,” he added.
Part of what drives the question is the culture of close-combat units, the retired Marine Corps general said. “I was never under any illusions at what level of respect my Marines would have for me if I couldn’t run with the fastest of them and look like it didn’t bother me [or] if I couldn’t do as many pullups as the strongest of them,” Mattis said. “It was the unfairness of the infantry. How did the infantry get its name? Infant soldier. Young soldier. Very young soldier. They’re cocky, they’re rambunctious, they’re necessarily macho, and it’s the most primitive — I would say even evil — environment. You can’t even explain it.”
The close-combat fight is war at its most basic, and Mattis cited an Oliver Wendell Holmes Jr. quote when talking to his fellow Civil War veterans: “We have shared the incommunicable experience of war.”
The nation needs to discuss this issue, the secretary said. “The military has got to have officers who look at this with a great deal of objectivity and at the same time remember our natural inclination to have this open to all,” he said. “But we cannot do something that militarily doesn’t make sense.”
The Army chief of staff and Marine Corps commandant are looking at the issue. “This is a policy that I inherited, and so far the cadre is so small we have no data on it,” he said. “We’re hoping to get data soon. There are a few stalwart young ladies who are charging into this, but they are too few. Clearly the jury is out on it, but what we’re trying to do is give it every opportunity to succeed if it can.”
Inscribed on the CIA’s original headquarters in Langley is a passage from the Gospel of St. John: “And ye shall know the truth and the truth shall make you free.” This unofficial Agency motto alludes to the truth and clarity that intelligence provides to decision-makers, similar to the “knowledge is power” mantra.
But what happens when the craft of intelligence is disrupted or diluted by the politics (read: politicians, journalists, sensationalists, etc.) and policymakers it is designed to inform? What happens when it is dismissed, falls upon deaf ears, or is blatantly ignored?
Below is a quick list of the top four issues with intelligence I have encountered as an intelligence professional, along with completely hypothetical examples of how these issues materialize. Armed with this knowledge, you will have four keys to help you better understand the craft of intelligence.
Disclaimer: The concepts here are all 100-percent true — it is the specific examples and stories that have been altered for their sensitive and ongoing nature. And no, this list is not comprehensive.
1. Intelligence is an extension of politics, which suck.
As SOFREP has previously discussed, the purpose of intelligence is to inform decision-making, plain and simple. People or technology gather the information. That information is then processed and analyzed, disseminated to the consumers, and decision-making is informed. For more on how that works, see the Intelligence Cycle.
Roughly paraphrasing Clausewitz here, “War is politics by other means.” Well if war is politics and intelligence is an extension of politics, then intelligence is total political war — or something like that. Point being, the practice of managing intelligence (or information writ large) can oftentimes be a bit of a monstrosity.
I have observed that the problem with intelligence is not that you do not have it — although that oftentimes is the issue. Rather, what is critical is intelligence’s proper management: who to share it with, how to share it, when to share it, etc. These considerations are what I would consider appropriate “coordination” of the information. Not only managing it but providing the necessary context for the information (as an analyst, this is paramount) and emphasizing what must be emphasized. Some do this well, others not at all — even when they should.
You are an intelligence professional working to counter various extremist threats to U.S. interests in Beirut, Lebanon. It’s not a nice place, so there’s plenty of nefarious activity and you’re gainfully employed. You receive information that a local Hezbollah cell has imminent plans to conduct a suicide attack at a popular south Beirut café that’s frequented by American citizens, other Westerners, and even a few foreign dignitaries. You’ve got a timeline, a method of attack, and maybe even some perpetrator names if you’re lucky. Because you’re a professional, you’ve done your homework and know that what you see is legitimate. It’s now your duty to get the machine in gear. You’ve got credible threat information that must be rapidly disseminated so the proper warnings can be issued, the appropriate authorities can be notified, and the would-be attackers thwarted.
But hold on there. One simply cannot hit “Forward All” and pass this information to 100 of your closest friends and neighborhood-friendly consumers. Forget the mass dissemination technique, however strong. How about just sending it to a handful of people? Better, but still not ideal.
Try this on for size: Send it to one or two overworked and undermanned bureaucrats who demand complete control over the information (i.e. no further sharing or exchanges until they’ve “worked the issue”). They then sit on it for an excruciating period of time, hold an extensive meeting about it with their closest friends at their (not-quite-earliest) convenience, and finally reluctantly pass it out to a limited audience with various caveats that downplay the significance of what you assessed to be time-sensitive and credible information. Never mind that you are intimately familiar with the threat and the environment and confident in your analytical abilities.
As stated above, there is always a time and place for appropriate coordination and processes for managing the information received. However, the caveat is that such management should not be completely sidetracked by politics. Give the information to those who need it, and inform the decision-making of those who have the power to alter the environment and ultimately save lives. It does not take a comms blackout, a strongly worded email, a committee, hours of deliberation, and lackluster dilution downplaying the credibility of the threat to share the information.
2. Information-sharing in the intelligence business is key.
Most people are familiar with the “need to know” principle, wherein if you do not have a legitimate requirement in your mission to know the information, you do not need to know it or even have access to it in the first place. But what about the need to share?
“The need to share” principle stems from the aftermath of 9/11 when the U.S. intelligence community decided it needed to do a better job of ensuring communication amongst the entities responsible for our national security. It spurred the creation of the Office of the Director of National Intelligence, among others, whose sole purpose in life is to facilitate interagency analysis and operations.
This example is less clear, but hopefully still gets the message across. You are back in Beirut. A certain Lebanese government official has decided to get in bed with an ISIL-affiliated extremist group planning to target the restaurant of a ritzy hotel frequented by French expats in Beirut, as some kind of follow-up to the Charlie Hebdo attack in Paris. This government official has worked extensively to pass information regarding French activity at the restaurant to his extremist contact. He has had access to the information as a Lebanese government official and resident of northern Lebanon, an area where ISIL maintains an active presence. The attack is only in the conceptual stages at this time, but the one fact remains: the government official is in bed with the wrong crowd and must be stopped.
The ever-vigilant professional, you learn of this government official’s treachery and seek to notify those working at the U.S. embassy of his ongoing activity so that they may appropriately handle the issue through diplomatic channels. You have a legitimate need to share this information with appropriate contacts and eagerly share it with your supervisor so that it may gain higher-level visibility. After doing so, you are instructed not to share your findings with anyone else.
“Why?” you ask. Well, for one, it is being handled at higher levels, or so it is claimed. This is a downward-directed order to let the issue die. Second, further disclosure of any such information — through appropriate channels or not –regarding the government official could negatively impact U.S. relations with the Lebanese government, something the politicians are not willing nor ready to manage at this time. So you let the issue slide and do not ask questions because you trust it is being handled at the appropriate level.
You later learn that not only was the issue not handled, but that widespread orders were issued to not discuss, mention, or allude to the treachery of the Lebanese government official once it became “public” knowledge in high-level leadership circles. Lower-level U.S. and Lebanese officials continue to maintain interaction with this official, completely unaware of his treachery. Relationships continue to develop, all the while ignoring the fact of his true allegiances.
Given the issue was deemed too sensitive to address nation-to-nation, it has now become an unspoken afterthought, one that is known by various parties on both sides, but not to those to whom it matters most. The issue remains unaddressed and unknown second- and third-order implications develop as time passes.
If something must be said, and there are indisputable facts to support it, say it. Do not hide behind careerism, fear of reprisal, or — again — politics. The truth, however uncomfortable, is best digested as soon as the information is available to be shared (and under the right and appropriate circumstances).
3. Sometimes people go “native.”
The term going “native” is applied to a situation where individuals take on some or all of the cultural traits of those around them. The term is most often mentioned in relation to people visiting or residing in foreign countries. Think Colonel Kurtz from “Apocalypse Now” or the character Kurtz from the “Heart of Darkness,” only less insidious and without the rivers. In intelligence, someone goes native when they blatantly ignore or otherwise disregard the body of information that refutes that which they have been provided by a source. I use the term “native” very loosely here, but it best transmits the concept.
You have a friend who is employed by the U.S. embassy in a position of some importance, a position that requires him to frequently travel to liaise with Lebanese security forces operating in the Bekaa Valley of Lebanon. Given your friend’s consistent contact with Lebanese forces in a turbulent region, you receive frequent updates from him on the situation in the Valley. These updates are fairly accurate given your friend’s access to the Lebanese forces, but clearly possess some bias given the single source of his information and its limited perspective.
One day, you learn of an incident that transpired when a female American aid worker narrowly escaped a kidnapping attempt while working at a children’s school for refugees near the Syrian border. Having seen the information the aid worker had provided to various U.S. embassy personnel, who debriefed her when she reported the kidnapping attempt, you are aware of every minute detail the professional debriefers were able to obtain from her and associated witnesses.
When inquiring as to the details of this kidnapping attempt with your friend, the information he provides greatly conflicts with that of the debrief and witness statements. Your friend dutifully informs you the information you possess is incorrect and proceeds to identify all the reasons why. Citing his sources in the Lebanese security forces, your friend directly refutes, point by point, the official and agreed-upon information provided firsthand to the embassy personnel. Try as you might, your friend completely discounts this information and places his faith in his Lebanese contacts, contacts that were not there, and did not even possess secondhand access to the information or associated incident. Your friend has gone native.
While your friend clearly has the access to obtain and provide relatively accurate information regarding the security situation in the Bekaa Valley, his information only comes from the one source to which he has access. Your friend runs the risk of going “native,” and becoming too reliant on that one source. While it is undoubtedly a valuable one, his reference and adherence to the single source of the Lebanese security forces is one that must be taken into account.
This holds true especially if it conflicts with information provided firsthand by members involved in the incident, and obtained by qualified professionals who have gathered such information previously in their lengthy careers. Use all sources: do not refute that which comes from a better source, even when it conflicts with your prized single source. Do not go native.
4. People flat-out ignore the truth.
The final problem I have witnessed is when credible intelligence is completely disregarded by various persons — and ones in leadership positions, especially. Never mind that the information was deemed credible by multiple entities, or that said entities had already implemented various changes in response to the information. This disregard can happen even if there have been multiple warnings, both verbally and in writing, (thus invalidating any claims of ignorance) regarding the intelligence’s importance.
While intelligence can appear alarmist at times, if not presented accurately or appropriately (and with the right amount of emphasis and context), it is designed to properly inform decision-making. Intelligence removes the veil of doubt and the unknown and provides you with the truth. So listen to it and the recommendation that comes with it.
You are back in south Beirut. The threat you have been tracking, regarding imminent plans by a local Hezbollah cell to conduct a suicide attack at a south Beirut café, must be actioned upon. The proper notifications are made. The U.S. embassy is made cognizant of the information and it releases a security notice to all American citizens in Lebanon to avoid the target in question, and travel to various south Beirut neighborhoods is restricted. The threat information has been passed to the appropriate decision-makers and the right people are now aware that they should avoid the café. As a professional, you have done your due diligence and can hope the Lebanese authorities will move quickly to disrupt the plot. You can rest easy, having fulfilled your duty.
But then you learn that one of the decision-makers, one who was informed numerous times of this specific threat information, has allowed various personnel under his office to travel through various south Beirut neighborhoods. Not only that, but two groups of his personnel have even visited — on two separate occasions — the very same café that is being actively targeted. You want to provide the benefit of the doubt: perhaps the decision-maker was simply unaware of the ongoing attack plans or was not notified of the travel restrictions. Unfortunately for him, plausible deniability does not work in this scenario. When questioned as to why his personnel made these visits, the decision-maker claimed he was unaware that the threat notification or travel restrictions were permanent measures, and thought that they only lasted for the day they were issued.
When a decision-maker provides a weak and transparent excuse as to why he knowingly authorized the travel of his personnel to a specific location that is being actively targeted by terrorists (something he was aware of), he knowingly places the lives of his personnel at risk. He completely disregards all of the hard work that was performed in order to provide the intelligence to him in a timely and accurate manner to boot.
Intelligence is not contrived. It is a dynamic product and continuous effort. Listen to what intelligence is saying. Do not disregard it or claim ignorance of it after it has been provided to you. Use it as the tool it is designed to be.
Kim Jong Un doesn’t take well to being dissed. Remember how North Korea threatened Sony over The Interview? Though, one has to like the fact that in that film, Kim became a firework to the tune of Katy Perry’s Firework.
So, here are some of the ways Kim knocks off those who dissed him. This dissing can take the form of trying to steal a propaganda poster (which lead to a fatal prison stay), possessing the Bible, or even having American or South Korean films in your possession. So, how might Kim do the deed?
Here are some of the ways he’s offed those who angered him in the past:
Everyone’s starving in North Korea. That includes man’s best friend. Kim Jong Un, though, is reportedly more than willing to feed dogs. Guess he’s trying to spin himself as an animal lover with this method.
6. Anti-Aircraft Guns
This is probably the most notorious method. Kim is known to have used this method on one high-ranking official by the name of Ri Jong Jin who fell asleep during a meeting where the North Korean dictator was giving a speech. He and another official who suggested policy changes were blown to smithereens at Kim’s orders.
Kim Jong Un used this deadly nerve agent earlier this year to kill his half-brother, who was seen as a threat. This hit took place in Kuala Lampur, showing that North Korea’s dictator can find a way to kill people he wants dead – even when they flee the hellhole that is North Korea. What’s really awful is how persistent VX is.
4. Machine Guns
Kim Jong Un has also used regular ol’ machine guns on enemies. One reported instance was on an ex-girlfriend, although she later turned up alive. He did use this method to knock off the engineers and architects who designed and built a 23-story building that collapsed and killed 500 people, though.
3. Burned with Flamethrowers
Flamethrowers are considered some of the scariest weapons when wielded in war. Kim Jong Un turned them into a very nasty method of execution for an official who was running a protection racket.
2. Blown up with a Mortar
When Kim Jong Un wants you to mourn, you’d better mourn. One high-ranking official in the North Korean military was busted “drinking and carousing” after Kim Jong Il died in 2011. He got the death penalty, which was carried out by making him stand still while a mortar was fired, obliterating him.
When Kim Jong Un executed his uncle, his aunt was understandably upset. Kim. Though, wasn’t very consoling to his bereaved aunt, and had her poisoned in May 2014.
Yeah, Kim Jong Un can be real nasty when he wants you to go. So, either don’t cross the Pyongyang Psycho, or if you do…make it really worth it.
As tensions between the U.S., North Korea, and South Korea reach a fever pitch, military planners in Seoul are considering turning one of their small Dokdo-class helicopter carriers into an F-35B carrier.
“The military top brass have recently discussed whether they can introduce a small number of F-35B fighters” to new South Korean helicopter carrier ships, a military source told South Korea’s Yonhap News Agency.
South Korea operates a small but capable navy featuring a single 14,000 ton helicopter carrier known as the ROKs Dokdo. Seoul is planning to build an additional two ships of this type, with the next expected to be ready in 2020.
But the F-35’s Marine variant, the F-35B, isn’t a regular plane. It can takeoff almost vertically and also land straight down. With minor adjustments to the already-planned aircraft building — mainly strengthening the runway material to withstand the friction and heat of jet engines landing — South Korea’s small helicopter carriers could become potent F-35B carriers.
South Korea already plans to buy 40 F-35As, the Air Force variant that takes off and lands on runways like a normal plane. The F-35B would be a new addition that would require additional planning and infrastructure.
Should South Korea decide to make the leap into the aircraft-carrier club, they would end up as a potent sea power and with a plane that’s capable of taking down ballistic missile launches. With its advanced sensors and networking ability, the F-35 could provide a massive boost to South Korea’s already impressive naval capabilities.
Additionally, the presence of stealth aircraft in South Korea presents a nightmare scenario for Kim Jong Un, whose country’s rudimentary defenses and radars can’t hope to spot advanced aircraft like the F-35.
The US built the F-35 to penetrate the most heavily guarded airspaces on earth and to fool the most advanced anti-aircraft systems for decades to come. Built to counter superpowers like China and Russia, the F-35 could handily overpower anything North Korea could throw at it.
If during the 154th anniversary of the Battle of Gettysburg, you watched the superb 1993 movie that starred Martin Sheen, Sam Elliot, Jeff Daniels, and Tom Berenger, you probably noticed something that may not have made a lot of sense at a couple of points in the movie.
Perhaps the best-known instance is at the 3:55:09 mark of the Extended Edition of “Gettysburg” (available at Amazon.com) where an artillery round takes out a group of Confederate troops, including the soldier holding the flag.
The troops re-organize to fill the gap, but one of the troops picks up the flag and drops his rifle. That’s right – that soldier has taken his gun out of the fight!
Sounds completely crazy, right? What the heck is going through someone’s mind that they would take their gun out of the fight in the middle of the Civil War’s bloodiest battle? I can just hear Gunny Hartman shouting, “What is your major malfunction?”
Well, in 1863, war was much different. There were no radios. Messages were delivered by junior aides – essentially acting as runners with messages back and forth. Blue Force Tracker was 140 years into the future. But there was still the need to tell whose units were friendly, which were okay to shoot at, and where the heck all of them were.
The answer back then was to have each regiment have a specialized flag – or “colors.” So, now everyone – from the commanding general to the lowest private knows which unit was where. This was important, as the Minnesota Historical Society noted, since it meant troops could rally behind them for a charge, or to fall back.
That meant whoever held the colors had to have a lot of guts. He was out in the open, and he was a target. During some fighting on the first day of Gettysburg, one Confederate regiment had 10 different color bearers in 10 minutes, and lost 14 color bearers that day. The Union regiment opposite them lost at least three of their own.
The colors had such importance that many a Medal of Honor citation involved either capturing an enemy unit’s colors, or saving the colors of a soldier’s own unit. Given that importance, it is not surprising then, that in 1863, a soldier’s logical response when a color bearer was hit would be to drop his gun and pick up the colors.
I recently spoke with a recruiter from my current company and he mentioned the wide gap in quality of resumes he received from veteran applicants.
Here are eight tips to bolster your transition success. You do not need to take it as gospel, but these tips work:
1) Do not lie, omit, or embellish.
I once read honesty is being truthful with others while integrity is being truthful with yourself. Integrity and honesty are paramount in a resume. Do not say you were the Battalion Operations Officer when you were only the Assistant. The difference is large and will come out in the interview.
Do not omit certain military additional duties either. Unit Movement Officer, for example, is a powerful resume bullet, especially if you’re applying for positions in logistics, supply chain, or purchasing.
2) Do not de-militarize your resume.
We cannot bridge the military-civilian divide if we diminish what we’ve done during service. People going from Wall Street to manufacturing do not change their previous official positions on a resume, so you should not either.
You were not a “Mid-level Logistics Coordinator” — I “logistics coordinate” every time I do a DITY move. Sheesh. You were a “Battalion Logistics Officer (S-4),” responsible for millions dollars worth of equipment, travel funding, and other logistics needs for a high operational tempo military unit of 500-800 people.
Put quantifiable performance measures (e.g. coordinated redeployment of 800 people and associated equipment without loss; received a commendation for the exceptional performance of my team) and any recruiter will see the worthiness of your work. The interviewer will ask pointed questions so you can showcase your talents and they will learn more about the military rank structure and terminology.
3) Do showcase your talents.
If you briefed the Under Secretary of the Army or a General Officer, put that down. Your yearly efficiency reports are replete with this information. Try this format: Cause (redeployment), Action (coordinated), Effect (no loss), Reward (commendation).
4) Do review your resume and have someone else review it.
Bad grammar, misspelled words, or omitted words are resume killers. Use spell check on the computer, then print it out and go to town with a red-ink pen. This is the type of stuff a mentor is more than willing to do for you.
5) Do put your awards down, especially valor awards or awards for long-term meritorious service.
Simply put: Bronze Star with Valor device = Yes
MacArthur Leadership Award = Yes
Army Service Ribbon = No.
Items like a Physical Fitness Award or the Mechanics Badge should be left off unless they are relevant to the job you are seeking.
6) Do not list specific military skills, unless you’re applying for certain contracting, federal, or law enforcement jobs.
Simply put, again: CDL or foreign language proficiency = Yes
HMMWV training or marksmanship badges = No.
7) Do list your references in this way: one superior, one peer, and one subordinate.
Imagine the power of a corporate recruiter finding that your Battalion Commander, the captain you shared a hallway with, and one of your NCOs all speak highly of you.
The combination of their views can speak wonders. Let it work for you. It shows you are a good employee, a team player, and a leader all at once. If you can only list two, list the superior and the subordinate.
8) Do make your resume a living document.
Customize it as needed for various jobs, and highlight different points accordingly. “Leadership in a high-stress environment” creates a stable framework to delve deeper into what you have accomplished. Focus on tangible, specific, quantifiable, and consistent results.
Do not think for a second that your military service will not get you the job you want. Leadership under high-stress situations comes in many forms, in training and in combat. Sell yourself. Win.
There’s no doubt about it. Steven Spielberg’s 1998 war epic, Saving Private Ryan, was a masterpiece in every aspect of filmmaking. It won five of the eleven Academy Awards for which it was nominated. The immense scale of the invasion of Normandy was expertly recreated for film in a way that hasn’t been replicated since — and likely never will be.
Despite the massive war that characterizes the film, the movie’s primary conflict wasn’t between warring nations, but rather between Tom Hanks’ character, Captain Miller, and his duty to return Pfc. Ryan (as played by Matt Damon), who refuses to leave behind the brothers with whom he’d fought so far.
The film, being the masterpiece that it is, wraps the story up nicely, leaving few loose ends, but there’s that ever-burning question in Hollywood — how do you make that special lightning strike twice? How can you create another story surrounding the incomparable D-Day and find just as much success?
The truth is, simply, that you can’t. The story has already been perfectly told by one of the finest filmmakers in Hollywood at just the right moment. But that doesn’t mean that the story has necessarily ended…
What made this scene so great wasn’t the million put into it — it was Tom Hank’s reaction to everything happening around him.
As stated by Jack Knight of War History Online, there is serious interest in following-up Saving Private Ryan by continuing the story of the Rangers at D-Day and the mission that occurred at Pointe du Hoc. What made the beach landing scene so spectacular wasn’t the battle itself, but rather how the battle was seen — through Capt. Miller’s eyes.
The audience felt the immense gravity of war in a truly human way. In one moment, we’re listening to a guy joke on the landing craft; one second later, his blood is splattered on Miller’s face. This is the essence of what made Saving Private Ryan so great. World War II was just the backdrop to a more personal story, but the sheer, raw horrors of war were still very much present.
The audience saw the enemy in the distance, but the focus was entirely on the Capt. Miller. Any spiritual successor (or direct sequels) should keep that in mind.
It’s a grim reality, but it’s comforting in it’s own way.
Such a sequel, a movie that follows someone’s personal life after a major conflict, has been dreamt up before. One film, known as “the greatest war film never made,” that was to explore this theme was to be called The Way Back.
The 1955 film To Hell and Back was an amazing anomaly. It was the World War II experience of Audie Murphy, based on the autobiography of the same name that was written by Audie Murphy and David McClure, starring Audie Murphy himself. But this wasn’t the only film the war hero wanted to make. Everyone wanted to see his heroic stand on the back of the Sherman, but he never got the finances for the script that told the story of what happened after he was bestowed the Medal of Honor.
He struggled daily with post-traumatic stress. His family life was, to put it lightly, troubled. He turned to drugs and alcohol to cope with the pain. He even famously locked himself in a dirty motel room to kick his morphine addiction. He was lost in a world that wanted “him,” but not the real him. But he knew countless children looked up to him, so he put one foot in front of the other with a forced smile on his face.
This movie, were it ever made, would’ve been a powerful piece. Audie Murphy, arguably the greatest soldier to ever don a uniform, would’ve told everyone that not everything is fine when the war’s over. There’s a pain there that nobody can see, but many of us feel.
It’s not like there are too many war films out there specifically made for Post 9/11 vets. The bar is set kinda low…
War films are a dime a dozen in Hollywood and rarely will they have any impact on the public because they’re just action scenes after action scenes until the credits roll. If Hollywood really wanted a powerful message to send to the world, they could make a grounded story following the life of one of the Rangers after D-Day. Use Saving Private Ryan’s personal approach and make it about one soldier. They could keep the action scenes, but make them a background to the story of just surviving. Then, as Act II rolls around, shift the story to show how a returning soldier survives this world he left behind to fight in D-Day.
Hollywood could have their cake and eat it to while also sending a powerful message to the countless returning veterans of the Post-9/11 wars, telling them that they’re not alone.
The Second World War gave us all a lot of crazy ideas that turned out to be really great things for the United States and, after a few years, the world. It gave us microwaves, the mass production of penicillin, and, later, Batman.
The idea all started in California, already a central hub of America’s most creative types. Those creative minds were focused on repelling what seemed like an imminent invasion of Japanese troops at the time, and no idea was deemed too crazy at the brainstorming sessions — as long as it meant pushing Japan back into the Pacific Ocean when the time came. Major Malcolm Wheeler-Nicholson of the California State Guard came up with the idea of “Bat-Men,” modified paratroopers who could avoid enemy ground fire by gliding through the air and into the coming fight.
Major Nicholson conceived the idea while watching free-jumpers at air shows who used wingsuits to control their descent before opening their parachutes. He enlisted (not literally) the aid of a famous wing suit jumper named Mickey Morgan to spearhead the new paratrooper unit idea.
The Major, as he came to be called, was a U.S. Army cavalryman who served under Gen. John J. Pershing during the Punitive Expedition in Mexico and fighting Moros in the Philippines. During World War I, he was sent on diplomatic and intelligence missions in Siberia, documenting the movements of Russian and Japanese troops.
Nicholson had a long history of publishing, writing his first two books in the 1920s. During the Great Depression, he realized that with so many people out of work, books were just out of reach of most people, so he devised a way to sell printed material at an affordable price: the comic book.
Before World War II, Nicholson founded one of the first-ever comic book companies, called National Allied Publications in 1934. With titles like Fun Comics and New Fun Comics, Nicholson published an entirely new concept in comics. Rather than reprinting funnies from daily newspapers, he introduced new characters and continuing storylines. In 1935, the Major hired Jerry Siegel and Joe Shuster, who sent him the concept of a superpowered hero on butcher paper – it was the blueprint for Superman.
Later on, National Allied Publications would morph into what we know today as DC Comics. The company’s first sensational character came in Detective Comics #27, featuring the new character, Batman.
It looks like the list for the Army’s senior enlisted promotions got pushed out — which is fantastic news for everyone who got picked up. Congratulations! You worked hard and it’s paying off.
To the rest of you, my condolences. But let me be clear here: I’m not pitying the NCOs — oh no, they’ll get their time to shine (or get RCPed for staying in at the same rank, whichever comes first). My heart aches for the soldiers beneath the NCOs that didn’t make the list. Get ready for a world of hurt because your platoon sergeant is about to take their frustrations out on you.