On Nov. 15th, Mark Esper was confirmed as Secretary of the Army by a seven vote margin in the U.S. Senate. He was President Trump’s third pick for the position after Vincent Viola, founder of Virtu Financial, and Sen. Mark Green were forced to drop out of the confirmation process before hearings began.
Esper rounds out the final Trump service secretary to be approved by the Senate. Heather Wilson was confirmed as Air Force secretary in May while Richard Spencer was confirmed as Navy secretary in August.
Secretary of Defense James Mattis’ go-to man for the U.S. Army has a long Army history that includes active and reserve duty as well as time in the National Guard.
The ‘Left Hook’ of the First Gulf War
Esper’s military career began after he graduated from the United States Military Academy in 1986. He made the West Point Dean’s List and received the MacArthur Award for Leadership. From there, he became an infantry officer in the 101st Airborne Division (Air Assault).
In 1990, he deployed in support of the first Gulf War, where his battalion, the 3-187th Infantry Battalion, played a vital role in General Norman Schwarzkopf’s “Left Hook.” The idea was to avoid the heavily fortified Iraq-Kuwait border by coming in through Saudi Arabia to cut off the Iraqi Army and Republican Guard divisions still stationed in Kuwait. For his actions in Iraq, Esper received the Bronze Star and his Combat Infantryman Badge, among other awards.
Esper then commanded an airborne unit in Europe before becoming an Army Fellow at the Pentagon. In 1995, he graduated from Harvard with a Master’s degree in Public Administration.
Time in Washington
Esper was promoted to lieutenant colonel before retiring through service in the National Guard and Army Reserve. After two years as the Chief of Staff at The Heritage Foundation, Esper became a senior staffer for the Senate Foreign Relations Committee and the Senate Governmental Affairs Committee.
Between 2002 and 2004, Esper was the Bush Administration’s deputy assistant Secretary of Defense for negotiations policy, nonproliferation, and international agreements, where he was awarded the Department of Defense Distinguished Public Service Medal for his work. From 2004 and 2006, he was the Director for National Security Affairs for the U.S. Senate.
He left the military side of Washington to be the executive vice-president of the non-profit trade group Aerospace Industries Association in 2006, but left to be Senator Fred Thompson’s national policy director during his short 2008 presidential campaign.
Time at Raytheon
Esper went on to become the next vice-president of government relations at Raytheon. Raytheon is the world’s largest manufacturer of guided missiles and currently stands as the third largest defense contractor by defense revenue, earning $22.3 billion — with 93 percent coming from government contracts.
As a lobbyist for Raytheon, he was one of The Hill’s top corporate lobbyists for his “influence on major legislation such as the annual defense policy bill” in both 2015 and 2016.
In 2016, he earned $1.52 million at Raytheon, which includes his salary and bonuses, but does not include his stock options and deferred compensation at the company, worth anywhere from $1.5 million to as much as $6 million.
Esper agreed before his confirmation that he would “recuse himself from matters related to Raytheon that may come before him” but the “deferred compensation” after five years mentioned above from Raytheon may still be a conflict of interest.
According to Breaking Defense, he will most likely become “a soft-spoken wingman to the Army Chief of Staff, Gen. Mark Milley.” Esper’s entire career has been defined by quiet and low-key performance so it would make sense that he would continue to serve as a diligent mediator between Defense Secretary Mattis and General Milley.
In his confirmation hearing before the Senate Armed Services Commitee on Nov. 2, Esper reiterated Milley’s readiness first policy. “My first priority will be readiness — ensuring the total Army is prepared to fight across the full spectrum of conflict. With the Army engaged in over 140 countries around the world, to include combat operations in Afghanistan and Iraq, training rotations to Europe to deter Russia, and forward deployed units in the Pacific defending against a bellicose North Korea, readiness must be our top priority.”
Acting Secretary of Defense Patrick Shanahan, who took over after President Donald Trump accepted the resignation of Jim Mattis, reportedly hates the most expensive weapons system of all time, the F-35.
Shanahan worked for 31 years at Boeing, the F-35 maker Lockheed Martin’s main industry rival, and has reportedly said his old firm would have done a better job on the new stealth fighter.
A former senior Defense Department official told Politico that Shanahan described the F-35 stealth fighter as “f—ed up” and said its maker, Lockheed Martin, “doesn’t know how to run a program.”
While some may suspect Shanahan may be committing an ethical breach by speaking in favor of his former employer, others have also raised concerns with the F-35 program, which will cost taxpayers id=”listicle-2625730090″ trillion over the life of the program.
But instead of simply handing over the construction of the F-35 Joint Strike Fighter, meant as a single stealth fighter/bomber with 3 variants for ground launch, carrier launch, and short or vertical takeoff, others have proposed a radically different approach.
US Naval aircraft and aircraft from the Chilean Air Force participate in a fly-by adjacent to aircraft carrier USS George Washington.
“The F-35 is very capable in a very specific way,” Harmer said. “The only thing it does that legacy can’t do is stealth.”
The US’s F/A-18, F-15, and F-16 families of fighter aircraft, all Boeing products, bear the name of “legacy” aircraft, as they were designed during the Cold War before in a simpler time for aerial combat.
But Harmer suggested that instead of building the F-35, the US simply should have updated existing aircraft, like the F-15, the F-16, and the F/A-18.
“For a fraction of the cost for F-35 development, we could have updated legacy aircraft and gotten a significant portion of the F-35 capabilities,” Harmer said. The F/A-18 carrier-based fighter, for example, has already undergone extensive reworkings, and the F/A-18 Super Hornet, which is 25% larger than the original F/A-18, has a smaller radar cross-section than its predecessor and is one of the US’s cheaper planes to buy and operate.
F-35 pilots and military experts have told Business Insider that the F-35’s advantages include its advanced array of sensors and ability to network with other platforms. Combined with its stealth design, an F-35 can theoretically achieve a synergy as a sensor/fighter/bomber that operates deep within enemy territory in ways that legacy aircraft never could.
Fully armed Aircraft from the 18th Wing during the no-notice exercise.
(US Air Force photo by Senior Airman John Linzmeier)
But Harmer, and other F-35 detractors including legendary test pilot Chuck Yeager, still think the F-35 was a waste of money. According to Harmer, proven legacy fighters could be retrofit with the advanced avionics and helmet for targeting that fighters out of Russia have long used.
An F-15, the Air Force’s air-superiority fighter, with fifth-generation avionics and targeting capability, still lacks the integrated stealth design of an F-35. Stealth must be worked into the geometry of the plane and simply won’t do as an afterthought. In today’s contested battle spaces, a legacy fighter, no matter how you update it, still lights up brightly and clearly on enemy radar and is therefore less survivable to the pilots — something US military planners have refused to accept.
“The only advantage of the F-35 is to go into highly contested airspace,” Harmer said, adding that the US had “literally never done that.”
Plus, the US already has another fifth-generation aircraft with even better stealth in its inventory: the F-22. In fact, when the US does discuss operations in the world’s most contested airspaces, it’s the F-22 it talks about sending.
(US Air Force photo)
The Pentagon believes in stealth and wants you to too
“There are other, less expensive ways to address highly contested airspace — cruise missiles, standoff weapons, radar jamming,” Harmer said. The F-35 does radar jamming, or electronic warfare, but the same electronic attacks could theoretically be delivered by a cruise missile.
Even Trump publicly weighed abandoning the F-35C, the carrier variant of the jet, for the F/A-18, the US’s current naval fighter/bomber. Ultimately, Trump seems to have landed in favor of the stealth jet, which he now routinely claims is invisible.
Harmer’s view of an alternate path to the F-35 represents a different military philosophy than what the Pentagon has accepted since 2001, when it launched the F-35 program.
But today the F-35’s problems are mostly behind it, and operators of the next-generation aircraft have told Business Insider they’re supremely confident in the plane’s ability to fight and win wars in the toughest airspaces on earth.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Few know mission command better than retired Gen. Carter F. Ham. In the time between his enlistment as an infantryman in 1973 and his retirement as a geographic combatant commander in 2013, Ham experienced the Army from a variety of perspectives, including as the commander of U.S. Army Europe and as the director for operations for the Joint Chiefs of Staff.
As the current president and chief executive officer of the Association of the U.S. Army, Ham continues to make a difference on behalf of the men and women who serve. Here are his insights on mission command as the Army looks to the future.
Q: After having a career that spanned four decades, what does mission command mean to you?
A: When I think of mission command, it is getting the right process by which leaders make decisions to employ their forces from the strategic to tactical levels. It is freedom to act within intent and established parameters, and it’s achieving the right blend of initiative and control.
I’ve thought about this a lot as the Army sometimes has a tendency to rebrand old ideas with new names. The term “mission command” started gaining momentum over “command and control” in the late 2000s, particularly when Gen. Martin Dempsey was at Training and Doctrine Command. A lot of talk within the profession suggested this really wasn’t anything new but, rather, what the Army had always done in terms of mission-type orders and building trust.
General Carter F. Ham.
My sense was that it wasn’t quite the same. The cohort of senior Army officers at the time, myself included, grew up mostly in the Cold War era with very clearly defined boundaries, rear areas, adjacent units, and the like. When that era changed and the Army found itself in highly irregular warfare, leaders recognized command and control wasn’t adequate for the new environment.
The command piece was okay, but the control piece was overly regulated given the circumstances in which the Army was anticipated to operate. It was time for a change, and I think mission command was exactly the right focus. With varying degrees at varying levels, and certainly as circumstances change, we must enable leaders to operate with empowered, disciplined initiative and higher degrees of flexibility.
Q: What were some of the biggest challenges you faced as commander of U.S. Africa Command?
A: Most Americans think of Africa as a single place; it’s not. It is huge; at the very least, Africa is 54 countries with vast geographic differences, linguistic challenges, and economic, cultural, and ethnic diversity. It’s an exceedingly complex area of operations.
When Secretary of Defense Robert Gates told me he intended to recommend the president nominate me for [commanding general of] the Africa Command, I had two feelings simultaneously. First was pure exhilaration: “Holy smokes, you’re going to be a combatant commander! You get your picture hung on the entryway of the Pentagon!”
But instantaneously, the second feeling hit: “You don’t know anything about Africa.” At the time, it was not a part of the world any of us in the military thought much about.
Carter F. Ham as lieutenant colonel commanding U.S. forces in Camp Able Sentry, Macedonia, speaking to Admiral William Owens in 1995.
I was going from a very Europe-centric career — frankly a very comfortable setting for me because I had relationships with many of the senior leaders — to exceeding discomfort in Africa. It was intellectually stimulating, but I just didn’t have that foundational understanding of the area of operations as I did in Europe.
For me, this was mission command in practice at the upper operational and strategic levels. Despite the dispersed nature of U.S. forces, the requirement to work with host-nation forces, and the diversity of missions — ranging from very precise targeted activities and hostage rescue to maritime security, humanitarian assistance, and veterinary teams helping with herds of animals — there was still an expectation from the Secretary of Defense, the chairman of the Joint Chiefs of Staff, and the other service chiefs. They were empowering me to make decisions in this vast and complex area of responsibility.
You can’t do that with a highly structured, highly controlling style of leadership. I had to catch myself sometimes, and my senior enlisted leaders would often remind me, “General, they don’t need you to tell them how many times to turn the screwdriver; they need your intent.”
If you can describe your intent, subordinate leaders will accomplish the mission.
Q: How does mission command need to evolve to maximize readiness for the future operational environment?
A: There is recognition that the Army has to refocus after 15-plus years of irregular warfare and counter-insurgency operations. Gen. [Mark] Milley has it right; we have to get back to preparing for combat operations across all domains against a very capable, state-based adversary. It’s a much more complex environment in which to operate.
The first half of my career was highly structured and very clearly focused on a state-based adversary, the Soviet Union. It was a very dangerous, but also very predictable, period. We knew their doctrine and organizational structure; they knew ours. We knew their equipment and capabilities; they knew ours. Our war plans were incredibly detailed: we knew exactly where we were going to fight and exactly where almost every soldier was going to go in the defense of Western Europe. Control was dominant.
That is not the environment in which the Army will operate in the future. We have to develop leaders who can thrive in the ambiguity that is certain to exist in future combat. Leaders must know how to exercise mission command and make proper decisions without linkages to their higher and adjacent units, or when communications are degraded. That, I think, is the great challenge the Army faces today.
Carter F. Ham speaking to reporters during a press briefing at the Pentagon in October 2005.
Q: Can you discuss the importance of mission command for sustainment formations?
A: I’m not a logistician, but I learned the importance of sustainers early. When I was a division operations officer, I had some great mentoring from my division commander. The simple message was, “The brigades, they’re going to win the fight; you don’t need to spend time mapping things out for them. Your job is to set the conditions for those brigades to operate, and the biggest piece of that is sustainment.”
In the Cold War, sustainment was a complex operation; it’s tenfold more complex today. There are no longer safe rear areas, secure supply routes, or the ability to move “iron mountains” of supplies to the point of need at a moment’s notice.
In my era, sustainment was mostly a math problem: how do you move stuff from point A to point B? Today’s sustainment challenge is much more of an art than it is a science. How will sustainers make sure that dispersed, often separated, units have what they need to fight and win on the future battlefield?
The science is certainly still there; you still have to make sure fuel, water, chow, and ammunition are at the right place at the right time. But now, more than ever, sustainers have to be inside the heads of maneuver commanders, understanding what they want to achieve. That’s where it becomes more of an art, and I think that’s where mission command enters into the realm for sustainment leaders.
Q: How important is training?
A: I’m old enough to have been in the Army before there were combat training centers, and it’s night and day. I was an opposing force guy at the National Training Center in the mid- to late-1980s, and you could see the Army get better. Repetition matters. Complexity matters. The difficulty created in the training base matters.
We want Army leaders to be more challenged in their training than they will be in combat. That’s tough to achieve these days, particularly given multi-domain operations. How do you create that cyber, electronic warfare, or geographic complexity leaders will have to deal with? The more we invest in the rigors of our training, the better off we will be. That certainly applies to the sustainment force.
There are tremendous opportunities in the Synthetic Training Environment that allow for repetition and increased difficulty without great expense. At some point you still have to put Army units in the dirt to train, but it’s the most expensive way to do so. There’s so much you can do prior to that point so that units enter that phase at a much higher level. For all of our forces, the Synthetic Training Environment will yield a stronger Army that is able to train at levels we can’t imagine today.
General Carter F. Ham being sworn into office as the Commanding General, U.S. Army Europe by Cairman of the Joint Chief of Staff, Admiral Michael Mullen on Aug. 28, 2008.
Q: Where does integration with our allies and coalition partners fit into mission command?
A: In our guiding documents, including the National Military Strategy and Army vision, we’ve established a recognition that the Army will always operate with allies and partners. The scale will vary from time to time, but we’re always going to do so in some form. As fast as the Army is changing, we have to be careful we don’t leave our allies and partners out of our modernization efforts.
We also have to become increasingly comfortable with the idea of U.S. maneuver forces being sustained by forces of another country and vice versa. This became almost normal for us when our force presence in Iraq and Afghanistan was very high. Now that force levels are significantly lower, junior leaders have less opportunity to interact with our allies and partners. We have to find a way to replicate those kinds of activities in the training base.
Again, I think it is more art than science. Part of the art is making sure each of the partners has responsibility for support, for sustaining, and for direction in a coalition-type operation. That doesn’t happen by accident. Through the exercise of mission command, we want to create leaders who are comfortable in multinational environments.
Q: How are we doing as an Army when it comes to soldier resilience?
A: When I came home from Iraq, I think like many soldiers, I felt incomplete. I felt I had left soldiers behind; I came home and those I had served with were still there. I came to the Pentagon, the five-sided puzzle palace, and my work just didn’t feel very fulfilling. I had this tremendous longing to go back.
As a one-star general at the time, I don’t pretend I was on patrol facing hard combat every day like a squad leader or platoon sergeant. That’s an extraordinary kind of stress I frankly didn’t see on a daily basis. I think for leaders the effect is a little different; it’s a different kind of stress. Particularly for commanders, when you lose soldiers in combat — soldiers who are wounded or killed executing orders you issued — that stays with you.
When I came home, it was my wife who said, “Hey listen, you’ve changed.” That was important. It was recognition that a normal person can’t be exposed to combat and be unchanged. A lot of soldiers go through combat and deal with it very effectively. They’re resilient, they deal with it openly and confront it, and they continue to move forward. But there’s a spectrum, and on the other end are soldiers who have post-traumatic stress or, in more severe cases, traumatic brain injury. I was one of those who needed a little bit of help; mine came from an Army chaplain.
I’ll confess I was outed publicly. It wasn’t me coming forward; it was someone else talking about it. But as a general officer, my sense was [that] many other soldiers were having the same challenges readjusting to a nondeployed environment. If coming forward publicly would encourage one other soldier to get help and to say, “I’m having a tough time,” to his or her spouse, a chaplain, a social worker, a commander, a first sergeant, to somebody — then my speaking out was worthwhile.
I think the Army is once again leading the nation in matters like this. The senior leadership — the Secretary, Chief of Staff, and Sergeant Major of the Army — are coming forward and saying, “Hey, it is strength to step forward and say I need a little bit of help.”
Carter F. Ham listens to a soldier’s comments during a visit to the headquarters of the U.S. Army Civil Affairs and Psychological Operations Command (Airborne), a major subordinate command of the U.S. Army Reserve.
(Photo by Master Sgt. Mark Bell)
That’s what the Army needs. We need soldiers who can take a blow, whether physical or psychological, recover, and be stronger in continuing their mission.
There’s still a lot of work to be done; we shouldn’t kid ourselves that the stigma is gone. We have to keep it as a frontline Army effort and continue to say, “This can make you stronger; and when you’re stronger, our Army is stronger.” But I’m really proud of our efforts thus far.
Q: You’re one of only a few to rise from private to four-star general. What advice do you have for soldiers today?
A: First, recognize I didn’t go from private to four-star overnight; there were just a few intervening steps along the way. When I was enlisted, I rose to the exalted position of being our battalion command sergeant major’s driver. He was, to me, the model of the noncommissioned officer: mission-focused, hard on soldiers, and always fair. He made me a better soldier. And after all these years, it comes back to one question, “Why do you serve?”
We get so busy sometimes that we forget this. We talk a lot about what we do; we talk less about what we’re for. Whenever I have the opportunity to talk to young leaders, both enlisted and officers, I ask them to think about the oath they took. It is the bond that ties us together, the shared commitment each one of us made to serve the nation.
In my mind, it’s what makes the Army such a unique organization. I have lots of experience as a joint officer, and I truly value the other services. We have the best Marine Corps, the best Navy, and the best Air Force. But of all the services, I think the Army is uniquely of the people. We’re the biggest and most diverse. I think it’s worthwhile to sit back and say, “What is this Army for, and why is it that more than one million women and men have raised their right hand and said I’m willing to do this?”
Every now and then, take time to think about it. Don’t get consumed by it, but take pause and remember why you chose to serve this nation. I found when I did, it caused me to reflect as a professional soldier and “re-green” myself. For any Army leader — enlisted, officer, or civilian — it’s a worthy endeavor to remember why.
Arpi Dilanian is a strategic analyst in the Army G-4’s Logistics Initiatives Group. She holds a bachelor’s degree from American University and a master’s degree from Rensselaer Polytechnic Institute.
Matthew Howard is a strategic analyst in the Army G-4’s Logistics Initiatives Group. He holds bachelor’s and master’s degrees from Georgetown University.
This article was published in the January-March 2019 issue of Army Sustainment.
It looks like everyone got promoted this month except for you. Tough break. Better luck next year.
But don’t worry, you’ll probably still get all of the new responsibilities as if you were promoted — just with none of the pay. And you’ll probably take over the old responsibilities of that douchebag that did get promoted instead of you because life sucks like that.
Oh well, maybe these memes will cheer you up. If not, there’s always booze.
(Meme via Smokepit Fairytales)
(Meme via The Salty Soldier)
(Meme via Disgruntled Vets)
(Meme via Sh*t My LPO Says)
(Meme via Army as F*ck)
(Meme by WATM)
(Meme via Harambe)
(Meme via Military Memes)
Anyone who’s ever looked at a French history book knows that Phillipe Petain really was the outlier.
And most French people hate him. Not just for surrendering and creating the puppet state of Vichy France, but because he’s the sole reason why French military might is forever mocked.
The Army’s senior logistician told National Guard leaders to ensure their units are ready for the next war, because wherever and whenever it is, it will take the total force to fight and win.
“Place yourself on the battlefield and work left,” Army Materiel Command’s Gen. Gus Perna said via teleconference to more than 400 leaders gathered in Little Rock, Arkansas, for the Army National Guard’s Green Tab Commanders Conference Friday, Jan. 5.
Perna encouraged leaders to rethink the term “readiness.”
“If you get a call tonight, can you drive equipment from your motor pool to a train where it then goes to a port?” Perna asked. “Your equipment arrives at another port, where you offload it and drive into combat.”
Perna told leaders it was their responsibility to ensure their units’ Soldiers, equipment, maintenance, supply and administrative activities were in order.
Rather than focusing on reports and metrics, Perna urged leaders to think of their own organization in terms of its contribution to the total picture.
“I’m asking you to process readiness in a three dimensional way, beyond reporting and statistics. We must understand ourselves, know what our mission is, and understand our training, maintenance, supply and administration,” Perna said.
At the Army Materiel Command, Perna noted he is focusing more on maintenance trends than fleet readiness metrics, warning that fleet readiness reports could be misleading.
“If we have 10 steps to make coffee and accomplish nine, that’s 90 percent,” Perna said. “But are we drinking coffee? The obvious answer is no.”
Perna urged National Guard leaders to do what he is challenging his own leaders to do. “We have to see ourselves, look at things differently and challenge the status quo,” he said.
As the Army Materiel Command builds breadth and depth into the global supply chain, Perna asked for the National Guard leaders’ help as the organization is moving 1.2 million pieces of equipment to better equip units.
Perna acknowledged that the field is experiencing a shortage of equipment on hand. He noted that by shifting 800,000 pieces of equipment, all units across the total Army would be better than 90 percent equipped within the next two years.
When called to do so, Perna urged leaders to send their best equipment, keeping in mind the impact to the Army at large. The lateral transfers, he said, would mitigate shortages of equipment on hand across the force.
When it comes to divesting, Perna also encouraged leaders not to hang on to equipment they don’t need.
“We’re going to aggressively work this,” Perna said. “Don’t hold on to your excess — it’s not for ‘just in case.’ Think of what’s best for the whole Army.”
As the holiday season begins to wind down, people are starting to reflect on their resolutions and goals for the new year. 2020 not only marks the beginning of a New Year, but the start of a new decade! Don’t let the hype get you in a frenzy. Here are 5 tips rocking your 2020 military spouse goals.
Listen! Rome wasn’t built in a day. Your enthusiasm to do it all is admirable, but DO NOT set yourself up for failure. Apply the SMART Goals method in your plans for 2020. You want to ensure your goals are specific, measurable, attainable, realistic, and time-based. What does that mean? Don’t just set a goal to start a million-dollar business. Instead, set a goal to start an online virtual assistant business by Second Quarter 2020. First Quarter, you will have established your LLC, EIN, and business bank account. By the end of Second Quarter, your business will be operating with a goal of at least ten new clients. This example is more realistic and you can actually see if you are meeting your benchmarks for success.
You can write your goals in your planner, but why not get creative? Vision Board or Vision Mapping Parties are a great way to have fun while creating a visual representation of your goals. Vision Board parties are a fun and interactive way to celebrate the coming year. All you need is poster board, old magazines, scissors, glue, and other decorative items to make your board unique. Cut out pictures or words from magazines that represent what you want to accomplish for 2020. Kids can also create their own vision board. While enjoying snacks and drinks, reflect over the past year. Did you meet your 2019 goals? How can you do things differently? What worked for you? What didn’t work?
Goals can sometimes feel overwhelming, especially when looking at the end game. Try deconstructing your goal by working backwards. What are the steps needed to meet your overall goal or vision? How can you focus on smaller tasks to better track your progress? If you have a goal of saving ,000 for a family vacation, don’t let the number intimidate you. Break it down into more manageable parts. How much would you need to save each quarter, each month, each week? What does that look like? Does it mean you pack your lunch more during the week or downgrade to a lower cable package? Saving per week may be less scary than ,000 per year, but the outcome is the same.
This person can be your spouse, best friend, or anyone in your circle that is willing to hold you accountable. Sometimes it’s best to find someone who is also looking for the same type of accountability for themselves. This would be something similar to a Battle Buddy in the Army or Wingman in the Air Force. Your partner will help you stay focused, remind you to keep going, and be an overall support for you.
Don’t be so hard on yourself. The purpose of having clear goals and intentions is so you’re not stressed. If you don’t quite meet all of your goals, it’s okay. Celebrate your wins along the way for additional encouragement. This is where you can really lean on your accountability partner. You may have to adjust some things throughout the year. Take the lessons learned and implement that into your vision to improve your likelihood of success.
This article originally appeared on Military Spouse. Follow @MilSpouseMag on Twitter.
The upcoming Army Combat Fitness Test is intended to improve soldier readiness, transform the Army’s fitness culture, reduce preventable injuries, and enhance mental toughness and stamina.
But the new test leaves one question: How do soldiers train safely?
First Sgt. Daniel Ramirez, the first sergeant for Headquarters and Headquarters Detachment, First Army, answered this question for his soldiers by partnering with a local functional fitness gym. He and fifteen other soldiers of the Detachment recently attended a four-day, in-depth class at Foundation in East Moline, Illinois on proper techniques for lifting, squatting, and other exercises essential to safe completion of the ACFT. The goal of the workshop was to “Train the Trainer,” enabling First Army personnel to be subject-matter experts in advising their teammates on safe and efficient methods of exercise.
“We want to get everyone on the same page technique-wise so we can prevent injuries,” said Ramirez. The Foundation coaches, Ramirez said, were ideal instructors, due to their knowledge and experience.
Soldiers of First Army practice lifting techniques and proper lifting posture at Foundation in East Moline, Illinois.
Command Sgt. Maj. Todd Sims, Command Sgt. Maj. First Army, also attended the training. He agreed with the idea of partnering with fitness professionals to learn the fundamentals.
“It’s crucial to have a better understanding of what we are asking our soldiers to do,” explained Sims. “By working with professionals in this, it’s only going to build our knowledge base when we go back and train the rest of the team.”
Brandon Bartz, Co-Owner of Foundation in East Moline, Illinois, observes Soldiers of First Army practicing their technique that will be used during the standing power throw of the Army Combat Fitness test.
Brandon Bartz and Josiah Lorentzen, owners of the Foundation, instructed the soldiers in the proper exercise techniques.
“We just want to help the soldiers get ready for the new test,” explained Bartz. “We just want all of you to be able to train effectively and safely.”
In addition to developing First Army’s philosophy as a team of Fit Army Professionals and preparing for the fitness test, the event also strengthened ties to the local community and the Rock Island Arsenal.
Josiah Lorentzen and Brandon Bartz, Owners of Foundation, in East Moline, Illinois, demonstrate the proper dead lift technique to First Army Soldiers.
“It’s awesome to work these soldiers, said Lorentzen. “They are close to home, so we love getting to work with them whenever we can.”
The Army Combat Fitness Test becomes an official for record test staring in October of 2020.
Next week is the Fourth of July and there’s countless celebrations planned all around the country. Of course, there’s the fireworks and the air shows, but we can’t forget about all the military parades. Speaking from personal experience, military parades for the general public are the worst.
You get there five hours in advance and your NCO is hounding you not to even make the slightest wrong move. Then when you’re actually marching in formation through the designated route, there’s always going to be those people in the crowds that try to jump to the “join” the formation.
I get it, if it’s a kid – I’ll smile down at them, tell them they’re getting it (regardless if they are or not) and keep moving. My problem is when the douche bag bros hop in the back and say some sh*t like “I’m just like you guys!” If this was just a one time thing, I would chalk it up as a bad encounter. But this happened three different times to me outside two different Army posts.
Anyways, here’s some memes while I wrap myself in my DD-214 blanket to forget about douchey civilians.
A U.S. destroyer reportedly put China’s extensive claims to the South China Sea to the test October 10th.
The Arleigh Burke-class guided-missile destroyer USS Chafee challenged China’s “excessive maritime claims” near the Paracel Islands by sailing close to but not within 12 nautical miles of the Chinese-occupied territories, Reuters introduced, citing multiple U.S. officials.
The Trump administration conducted two other freedom-of-navigation operations in May and August, challenging China’s claims to the Spratly and Paracel Islands. The Arleigh Burke-class guided-missile destroyer USS Dewey sailed within 12 nautical miles of Mischief Reef in the Spratly Islands in May, and the USS John McCain followed suit a few months later.
The U.S. has also conducted bomber overflights in the South China Sea, putting additional pressure on China.
The latest operation comes at a time when President Donald Trump is urging China to rein in North Korea to ensure stability on the peninsula. While China calls for dialogue, the president has made it clear that now is not the time for talk.
Many in the Trump administration have acknowledged that while North Korea is a serious short-term threat, China remains the greatest challenge to U.S. hegemony in the world.
Firefighters battle a fire aboard the US Navy amphibious assault ship USS Bonhomme Richard (U.S. Navy photo by Lt. John J. Mike)
A devastating fire continues to spread throughout the US Navy amphibious assault ship USS Bonhomme Richard, a US Navy official revealed in an update Monday, over 24 hours after the ship burst into flames.
Rear Adm. Philip Sobeck, the commander of Expeditionary Strike Group 3, told reporters that the fire, which is believed to have originated in the lower vehicle storage area, has damaged the superstructure, collapsed the masts, and spread to the bow.
Sobeck said at the moment it is believed that there are two decks standing between a fire as hot as 1,000 degrees in some places and about 1 million gallons of fuel, but he said that while the risk of the fire reaching the fuel was “absolutely a concern,” the response team would “make sure” the fire does not reach the fuel.
With all the water that has been dumped onto the ship, the Bonhomme Richard is listing on its side. Navy helicopters alone have dumped 415 buckets of water on the ship.
And a total of 57 people, including 34 sailors and 23 civilians, have suffered injuries, such as smoke inhalation and heat exhaustion. Five remain in the hospital.
He added: “We’re just going to get right back at it once we get this thing contained and put out.”
On Monday, he reiterated that he remained hopeful.
There are more than 400 sailors battling the blaze aboard the Bonhomme Richard. “We’re doing everything we can,” the admiral said, adding that the Navy responders would “make every effort to save the ship.”
Firefighters battle a fire aboard the US Navy amphibious assault ship USS Bonhomme Richard (U.S. Navy photo by Mass Communication Specialist 3rd Class Christina Ross)
‘Hell in a very small space’
The ongoing fight aboard the ship is intense. “Shipboard fires are enormously hard to fight,” retired Adm. James Stavridis, a former NATO commander, wrote on Twitter Monday.
“Having been through a couple, I can tell you they are hell in a very small space,” he said. With temperatures as high as they are in some places on the ship, sailors are rotating in and out on 15-minute firefighting shifts.
The specific cause of the fire is unknown and will likely remain unknown until the fire can be extinguished.
The ship was undergoing maintenance at Naval Base San Diego when the fire ignited.
“At least some, if not all of, the major firefighting systems are tagged out for maintenance,” retired US Navy Capt. Earle Yerger, the former commander of the amphibious assault ship USS Bataan, told Insider. Sobeck confirmed that the Halon fire-suppression system was not active.
Furthermore, “in the yards, you have multiple cables, wires, and hoses running straight through passageways,” he said. “As a result, you can’t close the fire doors. Once [the fire] got seeded and got going, there is no way to contain it. It was like a chimney all the way up to the island.”
Yerger added that limited manning may have also hindered the crew’s early ability to fight the fire, saying that had the ship been at sea with a full crew, they would have likely had it under control in less than an hour. At the time of the fire, there were only 160 people on the ship.
While Sobeck has expressed optimism the ship could be saved, Yerger said the ship was likely too far gone.
“You’re not going to fix it,” he told Insider, adding that the ship’s future probably involved being towed out and sunk to a “deep point in the ocean.”
“Build a new America-class and call it a day. This ship is 23 years old. You’d be better off to start fresh,” he said, referring to the newer amphibs replacing the Wasp-class vessels. “Just let it go.”
If you’re unfamiliar with Howard Schultz, he is the billionaire former CEO and Chairman of Starbucks Coffee, among other entities, and he and his family are on a mission to unlock the potential of every single American – especially veterans. So they’ve taken it upon themselves to fund some of the most powerful, potent veterans programs in the country.
Remember the rumor that Starbucks hated vets and the military from a couple years ago? That was false. In a big way.
The Schultz Family Foundation believes Post-9/11 veterans are returning to civilian life with an enormous store of untapped potential and a reservoir of diverse skills sets that could be the future of the country. Part of its mission is to ensure that every separating service member and their spouse can find a job if they want one. The Schultz Family Foundation makes investments in returning troops in every step of the transition process, from before they ever leave the uniform all the way to navigating post-service benefits.
Once out of uniform, the foundation supports programs and organizations that not only promote finding a job based on skills or learning new skills to get a new career, but also programs that are not typical of a post-military career. These careers include community development, supporting fellow veterans, and of course, entrepreneurship.
Nick Sullivan is an eight-year Army veteran who works with the Schultz Family through the Mission Continues.
Whether working for or donating to causes that directly help veterans or ones that support vets in other ways, The Schultz Family Foundation has likely touched the lives of most Post-9/11 veterans who have separated from the military in the past ten years. Whether through Hire Heroes USA, the Mission Continues, Blue Star Families or Onward to Opportunity, the Schultz Family has been there for vets. Now the Schultz Family Foundation is supporting the Military Influencer Conference.
If you’re interested in starting your own business and don’t know where to begin, the Military Influencer Conferences are the perfect place to start. There, you can network with other veteran entrepreneurs while listening to the best speakers and panels the military-veteran community of entrepreneurs can muster. Visit the Military Influencer Conference website for more information.
Maybe starting your own business isn’t your thing. Veterans looking for support can visit the Schultz Family Foundation website for veterans and click on the “get help” button to join a community of thousands who did the same – and are happy they did.
China’s first domestically made aircraft carrier began sea trials on May 13, 2018.
The Type 001A carrier left its port in the northeastern city of Dalian is undergoing tests of its power system, according to state-run media outlet Xinhua. Further tests are expected to check radar and communication systems as well a leakage.
The ship, which is conventionally powered, has reportedly had weapons and other systems fitted since it was launched in 2017. It is expected to enter service later in 2018, a year ahead of schedule.
China’s first carrier, Liaoning, was a second-hand ship purchased in 1998 from Ukraine. The new ship is an upgrade to the Soviet-era carrier and will be able to carry 35 aircraft.
The China Shipbuilding Industry Corporation previously confirmed that a nuclear-powered aircraft carrier is being developed and expected by 2025.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
The military and veteran community made their voices heard when it was announced in November that the newly established 1st Security Force Assistance Brigade would be wearing olive green berets similar to the rifle green of the Special Forces. To reaffirm what was said when it was proposed, Army Chief of Staff Gen. Mark Milley told the Army Times that it is his responsibility, saying,
If anyone’s angry, take their anger out on me, not [the 1st SFAB].
While the 1st SFAB and Special Forces’ missions would overlap on tasks like Foreign Internal Defense and Security Force Assistance, changes have been made to the beret, the flash, and the unit insignia. The beret is now a “muddy brown” in reference to the moniker given to leaders who “get their boots muddy” with their troops.
From one veteran to another, and you’re entitled to your own opinions, but don’t hate the troops that were assigned to the 1st SFAB. Gen. Milley can handle the backlash — the troops were just assigned to the unit. (Photo from U.S. Army)
The flash and unit insignia are in reference to the Military Assistance Command — Vietnam and the Military Assistance Advisory Group, predecessors to the 1st SFAB. One complaint surrounding the brigade’s uniform is the ‘Advisor’ tab. Clarification has been made that it is simply a unit tab and not a skill tab.
On Feb. 8, 2018, the 1st SFAB held it’s activation ceremony at the National Infantry Museum and the heraldry has been made official. The SFAB’s mission is to stand ready to deploy in support of national security objective and to train, assist, advise, and accompany our allies. Their first deployment is already set for the coming spring to advise Afghan National Security Forces and the unique uniforms are meant to easily distinguish them from other American troops in the eyes of foreign troops.