We’ve all had that item we wanted to buy but maybe couldn’t quite justify or afford, but figured out a way to make it happen. For Air Force veteran David it was a 1971 Rolex Cosmograph Oyster. He appeared on Antiques Roadshow this week to tell his story and to have the watch that he so desperately wanted, but ultimately didn’t wear, appraised.
David entered the Air Force in 1971 with a draft number of seven.
He was stationed in Thailand from 1973-1975. While he was there, he flew on Air America and Continental and noticed that the pilots wore Rolex watches. “I was intrigued,” he told appraiser Peter Planes.
At his next duty station, Planes started scuba diving and found that the Rolex Cosmograph Oyster was a great resource to have underwater. He ordered one from the base exchange in November of 1974. With his ten percent military discount, it cost him 5.97. Making only 0 to 0 per month, that was a big buy. When he got it, it was too beautiful to wear. David put it in a safe deposit box and has kept it there since he bought it, only taking it out a few times to admire it. With all his original paperwork and the watch in pristine condition, David fell on the floor when Planes told him the value of the watch.
See his reaction and how much the watch is worth now:
Richard Arvin Overton was already 35 years old when he fought at Pearl Harbor. Now, 73 years after the end of World War II and his service in the Pacific Theater, the 112-year-old is alive and kicking. Today, the City of Austin and its Mayor, Steve Adler, even came out to wish America’s oldest veteran a happy birthday.
Find out how to live your life like Richard Overton lived his.
Overton is still completely independent — he lives on his own, walks where he wants (albeit with the aid of a cane), and drives where he needs to go. He enjoys cigars, good whiskey, and dating his “lady friend.”
That also happens to be Richard Overton’s big, anti-aging secret, which he shared over a few drinks with We Are The Mighty’s Orvelin Valle during the celebration.
“The secret to life,” Overton says, “is Scotch and cigars.”
You’ll never catch Overton without a pocket full of cigars and, while you might think they’re hazardous to his health and well-being, it seems they’re doing more good than harm. He passes every medical test the doctors (and the DMV) can throw his way.
Although he drives himself because he thinks too many people around his neighborhood drive crazily, he isn’t afraid of anything, even at his advanced age. He even remarked that he feels completely comfortable sleeping with his doors unlocked at night.
“You see a soldier with a gun,” he once told National Geographic (while holding his issued M1 Garand rifle), “you don’t see him turn around and come back this way.”
But that stress-free life starts with a good cigar or twelve. He often smokes a dozen or more per day. He doesn’t inhale, though, saying there’s no point.
“Forget about swallowing it,” Overton says. “There’s no taste to it. It just makes you cough.”
Not inhaling his cigars is what he calls “the healthy way.” This lifestyle also includes a diet of milk, fish, corn, and soup. But the 112-year-old vet also starts his day with about four cups of coffee and ends each by eating butter-pecan ice cream.
And, sometimes, he adds whisky to the mix
He doesn’t spend his money on buying things he doesn’t need and he definitely doesn’t use credit cards. He’s been driving the same truck for decades, which he paid for with cash. Still, it’s a far cry from his first car – a Ford Model T.
To live like America’s oldest veteran, just live a stress-free life. Start with the simple pleasures, like ice cream, whisky, and cigars. If you don’t take his advice, that’s fine. As he says, “that’s your bad luck.”
The gin and tonic is a perennial favorite for a reason. It’s easy to make, easy to drink, and genuinely refreshing, especially on a sweaty summer day. Like most of the world, we love the the classic highball cocktail. Hell, just hearing the word gin, makes us immediately think ‘tonic’. But that reflexive snap of the synapses is something we are trying to correct because a good gin is a wonderfully versatile spirit — great for sipping or crafting a variety of excellent mixed drinks. This is especially true in summer, when the floral notes pair well with the season. So, if you’re tired of the standard G+T, here are six gin cocktails — and the best types of gin to use in them.
1. The Negroni
The Negroni celebrated its 100th birthday this year and we are raising our glass to 100 more years for this venerable cocktail. It’s a serious drink, refreshing, yet bitter and perfect as an aperitif. We like ours with Beefeater thanks to its balanced citrus and juniper notes.
1oz Sweet Vermouth
Add all ingredients to a shaker filled with ice and shake until chilled. Strain into a rocks glass with one large cube of ice and garnish with an orange peel.
The French 75 is a wonderfully refreshing, easy to make cocktail. The pairing of gin and Champagne adds a sparkle to any brunch or a pop to an evening soirée. Plymouth Gin is a staple on our bar and it works well in the 75 thanks to complimentary citrus notes and a spice that plays off the the drink’s sweetness.
3/4oz Lemon Juice
3/4oz Simple Syrup
Add gin, lemon juice and simple syrup to an ice filled shaker. Shake until ice cold and pour into a champagne glass. Top with champagne and garnish with a lemon peel.
Nearly as easy to make as a gin and tonic, the Rickey is a gin highball with a more fun name. Clean and crisp, Tanqueray’s herbal and spicy bouquet is made even more aromatic by the bubbles from the soda.
2oz London Dry Gin
3/4oz Lime juice
Fill a highball with ice, add gin, lime juice and top with soda. Garnish with a lime wheel. For those who like a touch of sweetness, add a dash of simple syrup.
(Flickr photo by Tim Sackton)
4. The Last Word
This once and future crowd-pleaser was prohibition era drink resurrected in the early 2000s. Now on menus at cocktail bars around the country, it’s an easy drink to make at home. While it’s ratio is 1:1:1:1, the gin in the recipe is the star of the show and that’s why we like to use The Botanist, a robust floral Scottish variety that boasts a nice pop of juniper.
1oz Green Chartreuse
1oz Maraschino Liqueur
1oz Fresh Lime Juice
Shake all ingredients with ice until chilled. Strain into a martini glass and garnish with a lime twist and/or a maraschino cherry.
A delicious summer cocktail, the basil gin smash is so easy to drink it can be a little dangerous. It’s also simple to make. Hendrick’s Gin is our go-to when whipping one (or a pitcher) up, as the gin’s cucumber notes play beautifully with the basil.
1oz Fresh Lemon Juice
1/2 – 3/4 oz Simple Syrup
Muddle six to 10 basil leaves with lemon juice and simple syrup in a shaker. Add ice and gin then shake until chilled. Strain into a larger rocks glass filled with ice and garnish with a sprig of basil
(Flickr photo by Alan Levine)
6. The Vesper Martini
We can thank James Bond or at least Ian Fleming for this excellent riff on the traditional martini. It’s definitely booze-forward, so we don’t recommend having more than one unless you’re 007 and your liver isn’t real. The original recipe calls for Gordon’s gin and who are we to argue?
1/2oz Lillet Blanc
Shake all ingredients over ice. Strain into a chilled martini glass and garish with a lemon twist.
This article originally appeared on Fatherly. Follow @FatherlyHQ on Twitter.
Because of Marine Gunnery Sergeant Jimmie Howard’s perseverance and focus, a platoon was able to hang on during one of the Vietnam War’s fiercest battles.
Two years after earning two Purple Hearts and a Silver Star, Jimmie Earl Howard arrived in Vietnam in April 1966, when he was 36 years old. The Burlington, Iowa, native enlisted in the Marine Corps in 1950 after completing a year at the University of Iowa.
Here’s a look back at GySgt Howard’s career and what he and his platoon managed to accomplish.
June 13, 1966: Staff Sgt. Howard’s platoon, which includes just 15 other Marines and two Navy hospital corpsmen from C Company, 1st Reconnaissance Battalion, 1st Marine Division, are helicoptered inside enemy-controlled Hiep Duc Valley in northern Southern Vietnam. Their landing point, Nui Vu Hill, is a 1,500-foot observation point. Known on military maps as Hill 488, it would quickly become rechristened as “Howard’s Hill.”
June 15, 1900: An Army SF team reports that a 300-person North Vietnamese Army battalion is moving toward Hill 488. Darkness is falling, and there’s no time to alert Howard or pull out the platoon.
2100: American personnel shoot a Viet Cong scout just 12 feet from their position, provoking a fire barrage that wounds one Marine. Howard pulls her men into a tight circle just 20 yards in diameter.
A lull in the firefight is short-lived. The NVA returns with reinforced lines that attack Howard and his unit with gunfire, grenades, mortars, and machine guns. Howard moves in between his young Marines, encouraging them, redirecting when necessary, and helping them pinpoint their targets. Despite his advice, every single Marine and both Navy corpsmen are wounded. Two are killed in fierce hand-to-hand combat. The enemy falls back – temporarily.
Howard uses the fall back to radio Lt. Col. Arthur J. Sullivan at nearby Chu Lai. He tells Sullivan, “You have to get us out of here.”
But there was no rescue force that could reach Howard and his men that night.
From deep in the valley comes the voice of the enemy. “Marines, you die in an hour.”
One young Marine looks at Howard and asks if he can respond. Howard tells him to yell anything you like. Soon, the entire platoon is shouting at the enemy with the worst schoolyard taunts. Later Howard would recall that when his unit started laughing at the enemy, something shifted for the NVA soldiers. “I think it had a chilling effect on them,” he recalled.
For five hours, the NVA alternates between small probes and full-on assaults of the entrenched platoon. Howard is hit in the back with grenade fragments and can’t move his legs. He continues to drag himself around the perimeter to encourage his platoon and distribute ammunition.
Soon the grenade supply is gone, so Howard issues one of the most basic military strategies – he tells his Marines to throw rocks at the enemy. The NVA mistake the sound of rocks as grenades and inadvertently expose themselves to single-shot fire.
At 0300, the radio dies. Commanders in Chu Lai fear that Howard and his Marines are gone. Three hours later, Howard sounds Reveille, as if his unit hadn’t been in a firefight all night. Demoralized, the NVA troops begin to fall back.
Dawn comes to the valley, and that’s when, finally, the helicopters start to arrive. By now, the surviving Marines have only eight rounds of ammunition between them, and they’re still under sporadic fire. Howard waves off the first of the rescue aircraft, and one gets shot down. It takes another five hours for a full relief force to fight its way from the hill’s base to where Howard and his Marines are on top. When the rescue arrives, just three Marines can walk without assistance. Six out of the 18 are dead.
Three Marines and one corpsman are awarded Navy Crosses, and 13 Marines receive Silver Stars. A year later, Howard received the Medal of Honor. The ceremony is attended by eleven of the surviving Marines.
Howard retired from the Marines in 1977 after serving 27 years in the Marine Corps. He died on Nov. 12, 1993. In 1998, Navy Secretary John H. Dalton named one of three Arleigh Burke-class guided-missile destroyers USS Howard in honor of GySgt. Howard and his courage in Vietnam.
When Gen. Stanley McChrystal began working on his memoir after retiring as a four-star general in 2010, he realized that his perception of himself as a leader was different from reality. In the past eight years, he’s had time to reflect on his career and the notion of leadership itself.
During that long career, McChrystal led America and its allies in the Afghanistan War before retiring as a four-star general in 2010. He revolutionized the Joint Special Operations Command. And he’s best known for taking out the leader of al-Qaeda in Iraq.
He’s now the managing partner of the leadership-consulting firm the McChrystal Group, and he’s the lead author of “Leaders: Myth and Reality.”
In an interview for Business Insider’s podcast “This Is Success,” he breaks down what he learned from key points in his life, including how recently revisiting the legacy of the Confederate general Robert E. Lee helped him realize it was time to redefine leadership.
Listen to the full episode here:
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Stanley McChrystal: By the time we finished this book, we really arrived at this conclusion that leadership isn’t what we think it is, and it never has been. It’s much more complex. It’s not two-dimensional. And for me, one of the representative incidents is my relationship with Robert E. Lee. I grew up, figuratively speaking, with Robert E. Lee.
Rich Feloni: You grew up in Virginia.
McChrystal: I grew up in Northern Virginia, not far from his boyhood home, and I went to Washington-Lee High School. And when I turned 17, I went to West Point, as Robert E. Lee had done, and when you go to West Point, you don’t escape Robert E. Lee. I lived in Lee Barracks. There were paintings of Robert E. Lee. And while every other leader at West Point is famous, he’s special.
And then when I got older and I was retired and I had this picture that my wife had given me 40 years before. My wife had paid for it when I was a second lieutenant, and I hung it proudly at every set of quarters we ever had, because for me it represented “This is what I believe in.” When someone came into my quarters, they’d see, “Oh, Robert E. Lee. Those are the values that he believes in.” And I was proud of that.
Then, after Charlottesville, in late spring of 2017, my wife, Annie — we’d been married 40 years at the time — she goes, “I think you ought to get rid of that picture.” And my first response was, “You gave it to me, honey. I could never get rid of that?” And she says, “No.” And I said, “Well, why?” And she says, “I think it’s communicating something you don’t think it is.” And I said, “What do you mean? He was a general officer. He just did his thing. He was a military guy, not a politician or something.” She said, “You may think that, but people in our home may not think that, and they may think you’re trying to communicate something deeper, white supremacy and all those things. So one morning, I took it down and literally threw it away. And it was a pretty emotional moment for me.
And then as we started writing this book, and we had already begun the initial work, I realized I couldn’t write a book about leadership unless I wrote about Robert E. Lee. And I knew that was dangerous, because Robert E. Lee had become a controversial character. There’s a part of American society that is just passionate in his defense, part of it that is passionate against him, and everybody’s going to weigh in. But you know, I’d grown up with Robert E. Lee, both as a person in my mind, but also as an ideal. And just recently, I walked down, just to walk the distance between his childhood home and the slave-trading house in Alexandria, Virginia, which was the second-busiest slave-trading house in the United States. And this is where northern African-Americans were bought. Some freed men were captured, but others were bought from farms that weren’t profitable and shipped to the deep South, where cotton was so profitable. And so it was right in front of him. It was 10 blocks from his home. You don’t hide from the fact that this very ugly thing is a reality. And he spent the next four years defending it. And so there’s this contradiction. Here’s a guy who in some ways, is so admirable. His soldiers loved him
Feloni: From a military perspective.
When McChrystal attended West Point in the ’70s, Confederate general Robert E. Lee had transcended his connection to the Confederate cause, and had become a symbol of military discipline and honor.
(The Library of Congress)
Feloni: Yeah, but it would have to be removing from the context of basically a traitor to his country, ignoring that and kind of replacing it with a myth.
McChrystal: That’s right, and I couldn’t.
Feloni: And were you not aware of that link that people could make when you had that painting in your quarters?
McChrystal: Here’s the point. On one level, yes I was. On another level, what I did was I just said, “Yeah, but.” And I think a lot of people, with Robert E. Lee, go, “Yeah, but.” And the real point of the book is, everybody is a complex person like that. Every memory of every leader that we profiled and everyone we could think, may not have that clear a contradiction, but they all have them. And we as followers, we as observers, we have to make a decision on how we look at those, how we process that, because if we’re looking for the perfect person, woman or man, we can wait forever. They’re not coming.
The ‘Great Man Theory’ of leadership is a myth
Feloni: Yeah. Well, when you’re looking at that and kind of leading into your thesis here, what is the way that we define leaders and leadership, and what is wrong with that, and what were you looking to correct?
McChrystal: I wrote my memoirs starting in 2010, and I thought that it would be fairly straightforward, because I was there, so I knew what happened. And I’d be the star of the show. The spotlight would be on me. And yet, when we went to do … I had a young person helping me that was brilliant. We went to do the research. We did a whole bunch of interviews, and we went to things that I had been very much a part of and given credit for. We found that I would make a decision and issue some order and there would be an outcome. And I thought, “OK, my order produced that outcome.” And in reality, we found that there’s a myriad of actions that other people are doing, or factors impinging on it, that actually affected the outcome much more than I did.
Feloni: So you didn’t realize this until you were writing your memoirs?
McChrystal: No, I mean, you get to this point in life because you sort of believe the Great Man Theory. You sort of believe that the leader is central to everything. And then when I get this, it’s very humbling, and I realize, leaders matter, just not like we think they do. And as we put in the book, it’s also the way we study leadership. We study biographies, which puts the person at the center. And so the spotlight tends to stay on them, and everything else tends to be a bit in shadows. You very rarely see a statue of a team. You see a few, but usually there’s a person on the pedestal. But in reality, a team, and sometimes a very large team, made it happen or didn’t make it happen. And yet, it’s hard to explain that.
Feloni: In this book, you picked a very interesting collection of profiles, and you even included the al-Qaeda leader that you defeated in Iraq, Abu Musab Al-Zarqawi. So what can you learn about leadership from studying someone that you morally oppose, even on an extreme example. This was your enemy. What do you gain from studying that?
McChrystal: Well, we didn’t just oppose him — we killed him.
As the head of Joint Special Operations Command, McChrystal hunted down and assassinated al-Qaeda in Iraq leader Abu Musab al-Zarqawi. McChrystal got inside Zarqawi’s head during the hunt.
McChrystal: I stood over his body right after we killed him. So for about two and a half years, we fought a bitter fight against this guy. And Abu Musab al-Zarqawi had come from a tough town in Jordan, very little education, got involved in crime and things like that in his youth. But then what happened was he realized that if he showed self-discipline to exhibit the conviction of his Islamic beliefs, if he did that overtly, if he became a zealot other people were attracted to him. He was living up to what he said and was demanding that they do. Later, when he became the leader of al-Qaeda in Iraq, he led the same way; he wore all black, looked like a terrorist leader. He actually killed himself — he was the person who held the knife when they beheaded Nicholas Berg. A gruesome thing to do, but what he’s showing people is our cause is so important, I’m willing to do something that we all know is horrific. And so he would lead around the battlefield courageously. And so what he did was he was able to bring forth people to follow his very extreme part of Islam, when most of them really didn’t. The Iraqi Sunni population were not naturally adherents to al-Qaeda, but he was able to produce such a sense of leadership and zealous beliefs that they followed. He became the godfather of ISIS.
Feloni: Yeah, and so by looking at this was, are you saying that to benefit your own leadership you had to get in the mind of him and understand that?
McChrystal: Well, the first thing you have to do is understand him. Your first desire is to demonize him, but the reality is, I had to respect him. He led very effectively, very, and if you really get down and put the lens another way, he believed and he fought for what he believed in. And who’s to say we were right and he was wrong?
Feloni: And that was something that you were thinking when you were in Iraq?
McChrystal: Not initially. Initially, you just say, “We’re just gonna get this guy.” And then after a while you watch him lead and you realize not only is he a worthy opponent — he’s making me better — but you’re also going after someone who truly believes. Who do you want to hang out with, who do you want to go to dinner with? You want somebody who believes what they’re doing. Now, his techniques I didn’t agree with. In many ways he was a psychopath. But I know a lot of people for whom I have less respect than I do for Abu Musab al-Zarqawi.
Feloni: Interesting. When you were having the collection of people in this book, what were you looking for? Because in some ways you were saying that taking a look at profiles of individuals is the opposite of what you wanted to do. Because if you elevate someone above the context that they’re in, it’s counterproductive, but you’re proving that through elevating people so how do you navigate that?
McChrystal: Yeah, that’s an absolutely great point, and we actually didn’t realize that at the beginning of the book. We started writing and we said, “Hey, we are almost running in absolutely opposite directions of what we’re proposing.” You can write a theoretical book on leadership, and there will be a small community of people who read it. We learn through stories, all of us do, and we learn through stories of people. We picked these 13 diverse people and we had these six genres, we had founders, we had geniuses, we had power brokers, we had Coco Chanel, we had Boss Tweed, we have Martin Luther, we have Dr. Martin Luther King Jr., we have Harriet Tubman. We wanted something that would be universal, give us a wide look at different kinds of leaders and context. We wanted diversity in sex, we wanted diversity in nationality, we have a Chinese admiral from the 15th century. And so we thought that if you could bring it wide like that you can draw the universal lessons out, that we couldn’t do if we just took politicians or soldiers or something.
Lessons from success and failure in war
Feloni:Yeah, now I want to talk about these lessons with the lens of your career as well. You became known for the approach that you took to join Special Operations Command, re-imaging the approach to Special Operations, particularly in Iraq, which led to the death of Zarqawi. And so when you had such transformations at JSOC, what was that like coming into a role where you had to adapt on the fly but every change, every risk that you took had lives in the balance?
McChrystal: Well, it was frightening, but it was very, very important. I had grown up essentially in joint Special Operations Command and the Rangers and then on the staff. I was very familiar with this very elite counterterrorist force. And this force was, you’ve seen it in movies, bearded guys with big knuckles and fancy weapons and these surly arrogant attitudes and that’s pretty accurate but the hearts of lions. But we very insular, we were designed to do counter-hijacking, hostage rescue, precise raids, and so we were almost in an insular part of the military and no one else interacted much with us. We would be directed to do certain missions and we loved that because we didn’t have to be affected by the big military bureaucracy. And then in Iraq what happened is, starting in 2003, really after the invasion, we ran into a problem that was bigger and more complex than we’d ever faced before, and that was al-Qaeda in Iraq. And we found that very narrow insulated way of operating before, tribal way, it didn’t work because you had to have this synergy of a real team and at first we almost were in denial because we’re so good at what we do.
We said, “Well, we’ll just do what we do and everybody else will figure everything else out.” But that wasn’t going to work. Really starting in early 2004 we came to a collective understanding that we were losing, and we were likely to lose if we didn’t change. Now we had no idea how to change, there wasn’t a road map, I wasn’t the visionary leader to provide that. And so what we said was, “Well, we will do anything but this. Now we’ll change.” And because I didn’t have this vision or clear blueprint to put in front of the organization, I essentially put it out to the team. I said, “We’re going to start changing to whatever works, so what we do that works we’ll do more of, what we do that doesn’t work we’ll stop.” And that freed the organization to constantly adapt. We’re able to modify, adapt ourselves and constantly change without the limitations of a doctrine that says, “You can’t do that.”
U.S. Army General Stanley McChrystal in his official portrait as head of ISAF.
Our doctrine became, “If it’s stupid and it works, it ain’t stupid and we’ll push it.” And as it came it started to change the way we thought about leadership. When I took over I was approving every mission because I’m the commander and I found there’s no way you can be fast enough, so my role changed. I went from being the micro-manager, the centralized director, to being a commander who creates this ecosystem in which this group of really talented people figure it out. And my goal was to keep the ecosystem going, grow it with new participants and keep everyone supported and inspired.
Feloni: When you’re saying that when you had to take big risks with these changes, that there was a level of fear involved. Were you mitigating that fear by learning to trust the people that you were working with?
McChrystal: Yeah, and you have to — sometimes you can’t completely mitigate it. In an organization like JSOC, when you take casualties it’s deeply emotional because it’s not like new privates coming in, you get a new private. It takes about a decade to build an operator, everybody’s the godparent of other operator’s kids, you know. And so when you lose people, you lose people who’ve been around a long time, it took a long time, so it’s very emotional. T.E. Lawrence talked about the ripples in a pond.
Feloni: That’s “Lawrence of Arabia.”
McChrystal: That’s right, “Lawrence of Arabia.” He talked about when you lost one of the better ones, it was like ripples because it went out into their families and whatnot. Every casualty was much more costly and therefore you had to try to minimize them. And so as we went into this risk period there was a lot of uncertainty and I couldn’t, I don’t have the wisdom or courage or any of that to bear all that together, so we had a team and we supported each other.
Feloni: Distribute that.
McChrystal: Yeah, exactly.
Feloni: Yeah, and in terms of looking at something continuing after you leave, so you led the US-led coalition in the war in Afghanistan. That was eight years ago when you left; the war is still going. How does that look to you, because, for example, I could speak to a CEO who left a company and they can comment and be, like, “Oh, here’s what worked and what didn’t.” But as we were talking about, the stakes are just so much different in war. How do you process that?
McChrystal: You can process it in a lot of ways. You could take a strict business sense you could say, “Well, it hasn’t succeeded thus far, so it’s a bad investment.” And then I can also look and see that as of 2001 when we entered Afghanistan there were no females in school under the Taliban. There weren’t that many young males in school and now we’ve had almost 17 years of young ladies going to school, young men and so we’ve got a different young generation in Afghanistan. And 4.4 million Afghans voted this week and it wasn’t a presidential election. Is the glass half full, is it half empty, is there a hole in it? The answer is yes to all of those. There’s deep corruption, there’s huge problems inside the country, but in many ways I think that rather than say, “OK, it’s a failure,” I’d say it’s a complex problem, one of which you work on over a long period. I know I would not subscribe now to thousands of American troops or unlimited amounts of money, but I wouldn’t recommend walking away. I think our partnership with the Afghan people and the signal we send to other countries in the region is important. And if we think about the world as a completely connected place now, not just by information technology but culturally, I think the ability to have relationships, to demonstrate our willingness to be a part of things is more important than ever. It was critical really right after the Second World War, we gave both Asia through Japan and Europe enough cohesion to grow back. It doesn’t feel as easy or as good in Afghanistan but I would tell you, I look at the world through that lens is how I come at it.
Feloni: In “Leaders,” your memoir, it’s giving you a chance to be introspective of your own career. And on the nature of leaving the military when it came in this much publicized, there was a Rolling Stone article that reporter Michael Hastings portrayed you as a renegade general and that ended up leaving your position. How do you process that now, looking back at your role since it’s been eight years?
McChrystal: Yeah, I mean, there are a lot of ways that maybe I could or should. The first thing is it happened, and I didn’t think that the article was truly reflective of my team. It was about me and my team and the runaway general and that is obviously not a good title. And so on the one hand I thought that that wasn’t fair; on the other hand I’m responsible and we have this negative article about a senior general shows up on the president of the United States’ desk. And it’s my job not to put articles like that on the president’s desk, so I offered my resignation. President Obama accepted it, and I don’t have any problem with it because I’m responsible whether I did something wrong or not. I’m responsible, and as I told the president that day, “I’m happy to stay in command or resign, whatever is best for the mission.”
Now that’s phase one, and I feel very good about that decision. I’m not happy it happened, but I feel good about that. Then you have a moment when you have a failure like that in your life and you get to make a decision. You’re either going to relitigate that for the rest of your life and I could be a retired bitter general, I could be whatever, the CEO got fired or whatever or not. And my wife helped me through this more than anything, because as I tell people, “She lives like she drives, without using the rear-view mirror.” And so we made the decision, she helped me. “We’re going to focus completely on the future.” We made the decision, she helped me. “We’re going to focus completely on the future. There is no point in being bitter because nobody cares but you.” So I decided to look forward, I decided to think about, “What can I do now?” Now, that’s easier said than done. Every day there’s some hurt.
Feloni: Even now?
McChrystal: Occasionally. Not every day, but occasionally something will come up. Last week, Rolling Stone queried if I wanted to do another interview. The answer was no.
Feloni: That seems like … yeah.
McChrystal: Yeah. I kind of went, “Really?” But the reality is, it always kind of comes back up, and you have to remake that decision on a constant basis. But it gets easier over time because you start to see how healthy that is. I would argue that every one or your listeners is going to fail. They’re going to fail in a marriage, they’re going to fail in a business, they’re going to fail at something for which they are responsible. And they’ve got to make the decision, “OK, what’s the rest of your life going to be like?” Because you can’t change what’s already happened. The only thing you can change is what happens in the future. So I tell people, “For God’s sakes, don’t screw up the rest of your life because of something that happened there.” And if you make the right decision, to lean forward, I’ve been extraordinarily satisfied and happy with that.
McChrystal in Afghanistan.
(U.S. Air Force photo by Tech. Sgt. Francisco V. Govea II)
Feloni: And if you were to write a biographical profile for yourself in “Leaders,” what would the theme of your leadership style be, and what would be the reality versus the myth of it?
McChrystal: It would be evolution. One of the things we see in some of these leaders is they didn’t evolve. Walt Disney was this extraordinary animator, and with a small team he was exceptional. When the team got big, he didn’t adapt well, and his brother basically had to run it, and he focused on projects. Mine was a journey … I was a very different leader as a lieutenant colonel than I was as a company commander captain. I was very centralized when I was young. I started to loosen up, by the time I was a general officer I was, I think, completely different. I was much more decentralized. So I think the theme of a profile of me would be the evolution of that.
Now, the myth is the opposite; the myth is the counterterrorist leader who killed Abu Musab al-Zarqawi. I went out, wrestled him to the ground, buried to the waist, and that’s total B.S. At times do I like the myth because people go, “Wow, look at him!”? Yeah, it’s kind of cool, you never want to go, “No, that’s not true.” But it’s not true. The reality is that I built a team. Ultimately I’m more proud of enabling the team that I would be of wrestling to his death. But it still feels kind of cool when people say that. [laughs]
Feloni: So it’s the evolution of you as someone who is a very centralized commander to decentralizing.
McChrystal: Yeah, and thinking about it entirely differently.
Applying these lessons to the workplace
Feloni: And we’ve been talking about leadership on a grand scale, but you’re also the head of the McChrystal Group, which works with businesses on leadership development. So after having worked with a bunch of different industries, often on much smaller scales, what would you say are some of the most common mistakes a new leader makes?
McChrystal: I think often a new leader comes in and wants to prove themselves, because they’ve been hired, typically they’ve been given a role and a fair amount of money, and so they think they’ve got to prove themselves. There’s a reticence to say, “I don’t know.” There’s a reticence to look at the team and say “What should we do?” and to have the team do it. Because you’re worried about your own credibility. I think leaders actually, if they’re willing to, I’m not saying take a subordinate role, they’re responsible, but take a much more inclusive role, a much more role in which you ask people to help lead, actually works much better. Some of the best I’ve ever seen that have particularly been in jobs awhile have reached that, and it’s magic to see.
Feloni: And on the flip side of that, should people who are followers, should they see leadership in a new light, maybe their relationship to their boss, their boss’ boss?
McChrystal: Yeah, think about it — how many times have we sat back and you’ve got either a new leader or your leader in the auditorium, in the room, and they’re saying, “OK, here’s what we’re going to do,” and you’re sitting back kind of the smart-ass, going, “This is stupid, that won’t work, boom, boom, boom.” Rear up on your hind legs and bark, and maybe we’ll think about doing it. Leaders have a role, but the followers have a huge role, huge responsibility. Huge responsibility in doing their part, but also shaping the leader. You see the leader making a mistake and you don’t say something to them? You fail in your job. And then when you see them fail and you get smug and you go, “Yeah, I thought that she was never that good, he was never that good,” shame on you. Because you own part of that, and in reality when it’s firing time they had to fire all of you.
Feloni: So not only should we not put figures of the past on pedestals. We shouldn’t do that with our own bosses.
McChrystal: Absolutely, and bosses shouldn’t put themselves on pedestals either. There are a few who keep wanting to step up there, and then … I think it’s much better for the leader to stay away from the pedestal.
Feloni: And at this point, how do you personally define success?
McChrystal: It’s the team I’m part of. I’ve got this company that’s now 100 people, it’s grown, and I’m not critical to the business, except my name’s on the door. I show up occasionally, and they’re very nice to me and whatnot, but the reality is the work gets done by the team, and I take the greatest pride in the world when I sit in one of our meetings and I’m not saying much, and it’s happening. They’re just doing things, they’re pulling, they’re saying we’re going to go in this direction, and nobody looks to me to say, “Can we go in that direction or should we?” And they’re not being discourteous. They know that that’s not the best thing to do. If they turn to me or somebody else to let the old gray beard do it, it’s too slow. It’s often not the right answer. So I am really happiest when I see that, and it gives you great pride.
Feloni: So success to you, would it be having a non-integral role among your team?
McChrystal: No — I want to be integral to it, I want to feel like a part of it, but I don’t want to feel like the critical cog. I don’t want to feel like the keystone to the arch. I want the company, the organization, to be confident in themselves. If I got hit by a car, they’d say, “We’re going to miss Stan, but guess what? In his honor, we’re going to move forward and we are going to do X, X, X.” That’s when I really feel best about things. Or they don’t even tell me about things they’re doing, and suddenly we’re doing very well on a project and I hear about it, and I go, “Wow, that’s good — when did we do that?” They say so and so, I say, “Well, why didn’t I know?” They say, “Well, you didn’t need to know. It’s not important.” And they’re right.
Feloni: Is there a piece of advice that you would give to someone who wants to have a career like yours? It doesn’t necessarily have to be military — it could be a sense of leadership.
McChrystal: When I think about the two things that I hope leaders have, first is empathy. Understanding that if you’re sitting on the other side of the table you have a different perspective, and they might be right. So just being able to put yourself in their shoes. Doesn’t mean you agree with them, doesn’t mean you approve, but being able to see it is really important. And then the second part is self-discipline. Because most of us know what we ought to do as leaders. We know what we shouldn’t do. It’s having the self-discipline to do those things, because you’re leading all the time. You’re leading by example all the time — it’s a good example or a bad example. It’s not just the leadership in your job; it’s an extraordinary responsibility. I had a battalion commander whose battalion I joined, and he had just left when I got there. But all the lieutenants are wearing their T-shirts backwards. And I’m going, “All right, what’s going on here? Did they get up after drinking all night or something?” And the battalion commander had done that because it showed less skin when you’re out there in the field and the enemy couldn’t see the white skin and shoot you. I didn’t think that was that smart an idea, but the fact that just because he wore his T-shirts backwards, his whole cohort of young lieutenants was doing it.
Feloni: He didn’t tell them to.
McChrystal: I don’t think he told them to. I got there right after he’d left, so it was kind of like this clinical thing. I got there ‘ “Why have they got their T-shirts backwards?” And this guy had done that. Just the power you find that if you are charismatic and whatnot, anything you do, how you treat people, how you think about things, the little things, you’ll start to see it mimicked by people through your organization, and there’s great power in that. And you’ve got to be careful with it.
Feloni: Thank you, general.
McChrystal: It’s been my honor. Thank you.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
Secretary of Defense James Mattis can only raise troop numbers in Afghanistan by approximately 3,900 before having to further consult the the White House, a memo obtained July 6 by The Wall Street Journal revealed.
The memo casts further light on President Donald Trump’s June 2017 decision to allow Mattis to set troop levels in Afghanistan. The decision follows months of deliberations by the White House on the Trump administration’s path forward in Afghanistan.
Mattis is reportedly mulling sending his maximum allotted number of 4,000 more troops, but has publicly insisted that any troop increases will be paired with a broader political strategy to force reconciliation with the Taliban movement, saying “we’re not looking at a purely military strategy.” Reconciliation would entail the Taliban dropping their armed insurrection against the Afghan government and joining the political process.
“We’re talking now about putting what we call NATO air support, down at the brigade level, so when they are in contact, the high ground is now going to be owned by the Afghans. It’s a fundamental change to how we bring our … real superiority in terms of air support to help them. In other words, we’re not talking about putting our troops on the front line,” Mattis explained in mid-June regarding forthcoming changes to the Afghan review.
Both CENTCOM commander Gen. Joseph Votel and US Forces Afghanistan commander Gen. John Nicholson have said that they need a few thousand more troops to more effectively train, advise, and assist the Afghan forces. Nicholson indicated before Congress that more troops would allow him to deploy troops closer to the front lines, and embed advisors at lower levels of the chain of command within the Afghan forces.
Mattis is expected to bring his final proposal for the way forward in Afghanistan in mid-July. In the meantime, the US effort in Afghanistan is not going well. The Afghan National Security Forces are beset by corruption and suffering devastating losses, and it is unclear what additional advisors can realistically do to turn the army into an autonomous fighting force.
The US Special Inspector General for Afghan Reconstruction noted in late April that the security force’s casualties continue to be “shockingly high.” The report highlighted that 807 Afghan troops were killed in just the first six weeks of 2017, and that nearly 35 percent of the force chooses not to re-enlist each year.
You’ve seen the colorful patches that adorn the shoulders of the uniforms worn by high-profile officers. Whether they’re on Colin Powell, H. R. McMaster, or some other Army or Marine general, these patches stand out. They represent the units these officers served with — but who designed them?
Believe it or not, nobody in the military did. Well, no active-duty member of the military, to be precise. Instead, the designing of unit patches has been the work of 32 civilians out of Fort Belvoir, near Alexandria, Virginia, at The Institute of Heraldry, U.S. Army. This agency, often called TIOH, has been around since 1960, but military units have been using distinctive patches, flags, and symbols since 1775.
The Institute of Heraldry, U.S. Army has its own coat of arms.
After World War I saw an explosion in unit patches, the Army got serious about creating an official program to sort it all out. The Quartermaster General began handling the design of unit patches in 1924. Then came World War II. Not only did every division get a patch, it seemed every regiment, fighter squadron, and bomber squadron wanted one, too (remember, the Air Force didn’t break away from the Army until 1947). In 1957, Congress tacked on more responsibility, putting the Army in charge of designing the seals and flags for every federal agency.
Finally, in 1960, TIOH was formed, and placed under the Adjutant General’s Office. Several decades and reorganizations later, the institute now operates under the Office of the Administrative Assistant to the Secretary of the Army.
The shoulder patch for the 101st Airborne Division — The Screaming Eagles — reflects that division’s name and heritage.
Through it all, as new units have formed and old ones have faded away, TIOH has helped keep the history alive through their intricate, symbolic design work.
Wars are violent, brutal, and bloody. The Crusades were no exception, just one more in a long line of useless, stupid wars that people now romanticize for some reason.
The lasting legacy of the Crusades is used to support international terrorism against the West, to explain the relationship between the Christian and Muslim worlds in poorly-researched history papers, and is used as a meme on the internet by people who are “proud to be an infidel.”
With the Crusades, there was no good guy or bad guy. The truth is that European power was on the rise at the end of the first millennium. Christendom was finally able to respond to the Islamic wars of expansion that rose from the founding and spread of Islam in the Middle East.
But even with all that money and power, the Christian kings of Europe were still stupid, inbred products of the Middle Ages. The Islamic powers in the Middle East were struggling against each other for regional dominance.
The two were bound to butt heads.
Muslim armies and Christian armies could be equally brutal. I mean it when I say there is no good guy or bad guy. Between one and three million people died in the Crusades – one percent of the world’s population at the time. It doesn’t matter who started it, after nine crusades (only the first and sixth being anything close to a “success”), these wars were ridiculously destructive, even for medieval combat.
Eventually, the Crusaders were expelled from the Holy Land. And when you really read the history, it makes you wonder how they were able to stay so long.
1. Crusaders weren’t the best strategists.
In 1187, the Islamic leader, Saladin, tricked the Crusader Armies into leaving their fortified position (and their water source) in what is, today, the deserts of Israel by attacking an out-of-the-way fortress near Tiberias. After a brief war council, the Crusaders decided to march on Saladin’s army.
In an open field.
After crossing a desert.
Did I mention they left their water source to walk nine miles in full armor?
They were so thirsty, their lines broke as the knights made for the nearby springs. That’s where Saladin slaughtered them. He began his campaign to recapture Jerusalem the next day, which he did, three months later.
Arguably the greatest victory for the Crusaders came at Ascalon, after the fall of Jerusalem in 1099. The Crusaders caught the Muslims by surprise, but were still outflanked by an Egyptian army that was actually ready to fight. Luckily, the Crusaders had heavy cavalry the Muslims did not.
By 20th century standards, murdering six million Jewish people makes you history’s greatest monster, and rightfully so. To this day, no one can seriously name their child “Adolf” without subjecting it to a lifetime of sideways glances.
During the First Crusade, God supposedly sent German knights an “enchanted goose” to follow. That goose had a totally different agenda. It led them to a Jewish neighborhood, which the knights immediately slaughtered. There were anti-Jewish massacres at cities like Worms, Mainz, Metz, Prague, Ratisbon, and others. Confused about why these are still European cities? Me too. The Crusaders hadn’t even left Europe before they decided to murder Jews.
The Crusade against the Cathars amounted to a genocide. The fun doesn’t stop there. During the Fourth Crusade, Crusaders hitched a ride to Palestine on Venetian ships but ended up not being able to pay Venice for the sealift. Instead of paying them, the Venetians used the Crusader armies to sack Zadar, a city in modern Croatia. They sacked the city and its Christian population fled to the countryside.
Then, they practically broke the seat of power held by Orthodox Christians in the Byzantine Empire, which brings me to…
4. Christianity lost a lot of power because of Crusaders.
When the Fourth Crusade sacked Constantinople, the capital of the Eastern Christian Byzantine Empire, the empire never recovered. By 1453, Ottoman Muslim armies were banging away at the walls and gates of the city.
Crusaders toppled the Byzantine Emperor Alexius III and when his brother tried to submit to the Pope, he was killed in a coup. It caused the Crusaders to declare war and sack the city — during Easter — murdering a lot of Christian inhabitants and destroying much of the fabled city. Which might have been Venice’s 95-year-old, blind leader’s plan the whole time.
When the Muslim Ottoman Turks took Constantinople, the last Christian empire in the Middle East was gone. Good job, Crusaders.
Muslim armies offered to give control of Jerusalem back to the Crusaders during the Fifth Crusade in exchange for the city of Damietta in Egypt. But the Crusaders refused, so the Muslims took both cities.
5. They lost a lot of important relics.
Legend says that when the Fatimid Caliph wanted to destroy Jerusalem’s Church of the Holy Sepulchre, the supposed site of Jesus’ crucifixion and resurrection, Christians hid the True Cross that held his body. The Crusaders, geniuses they were, carried it into battle.
And, of course, lost it to Saladin at the Battle of Hattin.
On top of that, Europeans, in general, were just obsessed with holy relics during the era. So, things like the buried remains of Catholic saints and items associated with those saints were stolen en masse, many never to be seen again.
6. A lot of them just gave up.
When Frederick Barbarossa died after marching his horse into a damn river (before he could even get to the Third Crusade), many of his knights committed suicide, believing God abandoned them. Others turned around and went home.
That’s not even the end of it.
When Mehmet II conquered Constantinople, Pope Pius II tried to buy him out instead of fighting him. In exchange for Mehmet converting to Christianity, the Pope offered to “appoint you the emperor of the Greeks and the Orient… All Christians will honor you and make you the arbiter of their quarrels… Many will submit to you voluntarily, appear before your judgment seat, and pay taxes to you. It will be given to you to quell tyrants, to support the good, and combat the wicked. And the Roman Church will not oppose you.”
But these weren’t the knights and heavy infantry we’ve come to know. These were people inspired by the idea of taking up the cross — mostly conscripted, illiterate peasants. By the time they reached the Middle East, Peter already abandoned them and Turkish spies lured them out of their camp, into a valley, where the Turks just massacred them.
8. Crusaders literally ate babies.
Not only were they bad at strategy, Crusaders (like most armies of the time, to be honest) were also bad at logistics — you know, the getting of stuff to the fight. Stuff like food.
A contingent of French knights pillaged, raped, murdered, and tortured people across the Byzantine lands, a decidedly Christian empire. In the countryside near Nicea, they turned to eating the peasants as well, reportedly roasting babies on spikes. When German knights found out, they started doing the same thing.
But they did the same thing to the Muslims, too. After capturing Maara in 1098, they discovered the city they just laid siege to for a few weeks had no food. Big surprise.
North Korea publicly unveiled a special operations unit for the first time during a military parade marking the Day of the Sun, the anniversary of the birth of North Korean founder Kim Il Sung, reports Yonhap News Agency.
The soldiers were armed with grenade launchers and presented with night-vision goggles on their helmets.
“Once Supreme Commander Kim Jong-un issues the order, they will charge with resolve to thrust a sword through the enemy’s heart like lighting,” a North Korean broadcaster said.
The North Korean special operations forces marched across Kim Il Sung Square in Pyongyang behind the Navy, Air Force, and other strategic forces. The new unit is believed to be led by North Korean Col. Gen. Kim Yong-bok.
North Korea’s special operations forces could be used to counter allied pre-emptive strike plans. Special operations troops recently drilled in preparation for a possible strike on an enemy missile base, the Korean Central News Agency reported. The force also practiced combating enemy commandos.
U.S. and South Korean reports have suggested that allied war plans include the possibility of “decapitation strikes” designed to eliminate the North Korean leadership. South Korea reported that this year’s Key Resolve and Foal Eagle drills included exercises focused on “incapacitating North Korean leadership.”
“The KPA will deal deadly blows without prior warning any time as long as the operation means and troops of the U.S. and South Korean puppet forces involved in the ‘special operation’ and ‘preemptive attack’ targeting the [Democratic Republic of Korea] remain deployed in and around South Korea,” the North Korean military warned in late March.
The North also unveiled several new missiles, intercontinental ballistic missile models, during the parade.
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Forget three square meals a day. Fasting may be the ultimate recipe for long-term health.
This is a piece of advice that cultures and religions around the world have been taking for centuries.
In recent years, a version of this practice called intermittent fasting, where people skip eating anywhere from several hours to several days in a row, has started taking off. Hugh Jackman once said he only eats for a strict 8 hours each day, and Silicon Valley biohackers are embracing a 36-hour water-only “Monk fast,” as they call it, which some perform once a week.
Another popular version of the plan, the 5:2 fast, lets people eat normally most of the week, but then requires a strict limit of around 500 calories per day on the remaining 2 days.
There’s clear evidence that fasting, when done right, can reduce a person’s chances of developing long-term health issues like diabetes, heart disease, and multiple sclerosis (MS). And it helps some people lose weight, too.
Dr. Miriam Merad, director of the Precision Immunology Institute at Mount Sinai School of Medicine, said the typical modern diet of constant eating is making our immune system cells work overtime, and it’s not good for long term health. Her team’s small study (in both people and mice) out in the journal Cell today provides some of the first essential clues about why letting our guts spend many hours of the day without food can do a body good.
(Photo by Toa Heftiba)
Eating food turns on inflammatory cells in the body
The reason why fasting is good for us has to do with a type of immune cell called a monocyte, which our bodies typically release to fight off infections and wounds.
Monocytes are inflammatory, and the white blood cells can cluster to heal the body when we’re injured. But any time we eat food, monocytes are also standing guard in case we ingest any threatening microorganisms. This is especially true when we eat (and drink) sugar. Monocytes also accumulate in fat tissue, contributing to chronic disease.
Merad’s new study provides some of the first evidence that intermittent fasting can help calm these inflammatory cells, making them less active. By taking blood samples from 12 healthy adults who were asked to fast for 19 hours in a day (and performing similar experiments with similar results on mice, too), Merad’s team of scientists discovered that the subjects’ circulating monocyte levels were astonishingly low while fasting.
“That scared us, because we thought maybe when you diet like this, if you have an infection, this monocyte won’t be able to react to it,” Merad said. This turned out not to be the case.
Her hunch is that by being well-fed every day, we are creating a perfect storm of inflammatory monocytes running on overdrive in the body, setting people up for chronic diseases like diabetes, heart disease, and liver issues, especially if we run on lots of sugar.
When we fast, though, we deprive our bodies of glycogen, a simple energy source that often comes from carbohydrates like sugar.
“Usually the number of monocytes that we have circulating is pretty high because, in America especially, we eat all the time, Merad said. “We snack. I don’t know whether you snack, I snack all the time.”
Don’t start a fasting plan without expert advice
Merad cautions that her study should not serve as dietary advice on its own.
“All fasting has to be done in discussion with a dietitian, with a nutritionist, with your general practitioner,” she said.
She said it’s important to understand the difference between fasting and starving, which can cause long-term brain damage or even be deadly. People who are particularly sensitive to glucose levels (like diabetics) and other at-risk groups, including pregnant women, likely should not fast.
Fasting is not 100% safe for anyone when taken to extremes.
“If you start fasting for too long you destroy your immune system,” Merad said. “You become very susceptible to infection. So fasting is not a trivial thing. It’s good to fast, but you cannot starve yourself.”
Fasting has so many health benefits, they’re hard to count
Researchers have known for a long time that caloric restriction is tied to a host of health benefits. Periodic fasting can help people steer clear of long-term health problems like diabetes, high cholesterol, and obesity. It can also can boost the production of a protein that strengthens connections in the brain and serve as an antidepressant. Some scientists even think fasting can help people live to a ripe old age by keeping cells healthy and youthful longer.
Merad now tries to eat dinner a few hours earlier than she used to, and she said other researchers in her lab (as well as her husband) are also experimenting with their own versions of intermittent fasting plans, like skipping breakfast.
“Often we eat because we want some social time with family and friends, but do we need to eat three times a day?” she asked. “Maybe eating two times a day would be entirely sufficient and very beneficial, in fact, in terms of health.”
This article originally appeared on Insider. Follow @thisisinsider on Twitter.
If someone were to ask me what the best advice is for someone buying a home, I would have to say “educate yourself.” I realize that sounds vague, but there is SO MUCH information, more importantly, incorrect information, out there and every family situation is unique. I’m hard-pressed to say what is most important, but breaking barriers to getting started would be first. Unfortunately, I see a lot of myths repeated on a daily basis, sometimes from fellow mortgage professionals! I will continue to share digestible pieces of information, but first, need to get these common myths out of the way, so no military family is deterred from getting started:
There is no debt-to-income ratio cap.
The VA’s deciding factor on whether or not you can afford a loan is based on “residual income” (p.57), meaning how much money is left over every month after your debt obligations are met. This is a formula based on loan amount, geographic location and family size; it’s not always a one-size-fits-all answer. Some lenders have “overlays,” which are additional requirements that reach beyond what the VA themselves require, which is why the DTI myth is still floating around. The big takeaway here is that if you’re told by one lender your DTI is too high, they might have extra requirements on top of what the VA states, and you should SHOP AROUND! Not all lenders are created equal.
The VA has one residency requirement (pp.12-13), that you intend to make the home your primary residence and occupy “within a reasonable period of time” – usually deemed as 60 days. A spouse or dependent child can fulfill this residency requirement, but no other family member. I continuously see the myth of “one year,” circulated, but it is simply a myth. Last-minute moves and orders happen; the VA knows that, and according to their guidelines, you are not tied to live in any home for any period of time that doesn’t work for your family – period.
County loan limits still apply for multiples.
The Blue Water Navy Vietnam Veterans Act Sec.6(a)(1)(C)(ii) that went into effect January 2020 lifted the VA county loan cap for how much money you can borrow with down, but that’s only if you have full entitlement available. A borrower can have multiple VA loans out at once, but if any entitlement is currently used, the county loan limits DO apply for bonus entitlements. You may be subject to a downpayment requirement if you exceed your remaining entitlement available.
Work history – what counts?
I repeatedly see posts in social media about a service member transitioning, receiving a new job (or job offer), and they don’t think they can qualify for a loan until two years into the job. This is totally false! Military active duty counts towards work history. The VA allows future employment income to be counted if the lender can verify a non-contingent job offer, including start date and salary. Documented retirement and disability pay also count towards qualifying income, but GI bill benefits do not.
Social media can give instant access to other people’s experiences, but some of the answers to your VA loan questions can only be found in a licensed professional. Make sure you’re talking to a lender that is passionate about educating you and your family, allowing you to make smart financial decisions. Not all financial institutions lend “by-the-book,” so ask more than one lender if something doesn’t feel right, or you’re not satisfied with the answer. An ounce of prevention, in this case, is certainly worth well more than a pound of cure!
Comprised of more than 100 islands in the East China Sea, Okinawa is one of Japan’s 47 prefectures with a population of 1.44 million people (as of May 2018).
A year-round warm climate and overall tropical landscape, Okinawa is considered a leading resort destination and home to multiple U.S. military installations. Here are five ways to explore the archipelago.
Eat and drink
There is no shortage of places to enjoy good food in Okinawa and nearly every type of international cuisine is represented.
“You have to try Coco’s Curry House, Arashi, Pizza In The Sky, Yoshi Hachi, Sea Garden, Gen, Thai In The Sky and Little Cactus,” KT Genta, a Navy spouse who was previously stationed in Okinawa shared.
Craving a good cup of coffee? Stop into Patisserie Porushe, and be sure to order a croissant to go with it.
The traditional spirit of Okinawa is Awamori, which dates back to the dynastic era, and is made by combining water, test and rice malt with korokoji mold and steamed rice. Get a free tour and tasting at Chuko Distillery.
Historical sites and landmarks
The history of Okinawa is robust — from dynasties to American rule — and the various historical site and landmarks throughout the prefecture tell the region’s story. Be sure to visit:
Okinawa Peace Memorial Park– Located on Mabuni Hill, Peace Memorial Park was a heated battleground during WWII.
Japanese Naval Underground Headquarters – During WWII, Japanese forces constructed an elaborate series of underground tunnels that were used as military headquarters.
Katsuren Castle Ruins – Just a couple in-ruin walls remain at this UNESCO World Heritage Site.
The Tower of Himeyuri – The emotional monument honors the Himeyuri medical corps of female students who perished in WWII.
Ikema Ohashi Bridge– A 4,675 ft. bridge with panoramic views of the ocean, it connects the islands Miyako-jima to Ikema-jima and was formerly the longest bridge in Okinawa.
Beaches and water sports
Trademarked by cerulean shaded waters, Okinawa’s beaches are world-renowned for enjoying a sun-soaked day on the sand or diving in to admire the marine life. Both public and private beaches pepper the coastline, and with hundreds of beaches to choose from across the main and more remote islands, there is a stretch of sand for everyone to enjoy.
Northern Okinawa Island – Uppama Beach, Kanucha Beach, Ie Beach
Central Okinawa Island – Zanpa Beach, Ikei Beach
Southern Okinawa Island – Aharen Beach, Nishibama Beach
Not only does Okinawa offer residents and visitors pristine beaches, the underwater views are attractive for avid divers and snorkelers. Top spots include Manza Dream Hole, Zamami Island and Kabira Bay.
Okinawa is a destination with deep-rooted cultural history, thus a strong appreciation for traditional and performing arts.
Yachimun – The Okinawan name for pottery is Yachimun and can be traced back to more than 800 years.
Bashofu – Made from the fibers of a Japanese banana-like tree call the Basho, Bashofu is a thin textile that is woven and dyed to make into garments.
Sanshin – The literal translation of Sanshin is “three strings” and is a musical instrument that looks a bit like a banjo.
“There is so much to do,” Genta said. “Head to Cocoks for pedicures, hike Hiji Falls, explore Bise Village, which is a peaceful seaside town with sand roads lined with Fukuhi trees, or just drive and get lost. There are so many hidden gems on the island.”
Other must-see spots include Churmai Aquarium, Pineapple Park, Orion Beer Factory, Urashima Dinner Theater, Kokusai Street and Fukushu-en Garden.
This is just a small sampling of ways to explore Okinawa. It’s important to note that one could live their entire life in Japan’s tropical oasis and not see or do everything, so be sure to make the most of your time and have fun!
It’s safe to say that the vast majority of troops and veterans today have seen the 1997 film, Starship Troopers. It’s an expertly crafted film and its tasteful use of special effects (for late 90s, anyway) was beyond astounding.
The film is terrific in its own right, but Robert A. Heinlein’s novel, upon which the movie is (loosely) based, elevated the science fiction genre and has a place on nearly every single required reading list created by the United States military. If you’re a young private in the Marines or a battalion commander in the Army, you will be asked to read this classic — and this is why.
In case you were wondering, these were the Skinnies. 10,000 of them were killed with only one human death.
Technically speaking, the film was originally based off an unrelated script for a film called Bug Hunt at Outpost Nine until the production team realized that it only had a passing resemblance to the novel. This lead to many of the significant differences between the two and a drastic change of tone.
The adaptation of the original script to film lead to more of a statement on how propaganda affects the troops fighting in a war in a satirical manner. The novel, however, uses the Bugs as a stand-in character for some nameless enemy to focus in on the novel’s theme of the mindset of a soldier fighting a seemingly unstoppable force.
This is immediately made clear in the first paragraph of the novel.
“I always get the shakes before a drop. I’ve had the injections, of course, and hypnotic preparation, and
it stands to reason that I can’t really be afraid. The ship’s psychiatrist has checked my brain waves and
asked me silly questions while I was asleep and he tells me that it isn’t fear, it isn’t anything important —
it’s just like the trembling of an eager race horse in the starting gate.
I couldn’t say about that; I’ve never been a race horse. But the fact is: I’m scared silly, every time.”
Contrary to what you’d expect if you’ve only watched the film, they’re actually fighting a different alien than the Arachnids (at first.) The first enemies were called “skinnies” and were essentially just tall, lanky, human-like aliens that didn’t really cause a threat to the humans. Their entire Army is easily wiped out by just a single platoon but the prospect of war still frightened Johnny Rico, the stories protagonist.
Hate to break it to anyone expecting giant bug battles in the novel…but it’s fairly light on the fight scenes.
After the battle, the story flashes back to Rico’s time as a civilian before the Mobile Infantry. The idea of “service equals citizenship” had a different meaning in the novel. Despite the world being under the unified “Terran Federation,” the military and its veterans were treated as a higher caste than non-military people. You literally had to join the military to become a citizen.
This hyperbole was just as relevant in 1950’s society (as it is today in the military community). Despite the fact that signing up is a fantastic way to get benefits in our world, and definitely in the novel’s world, military service is often discouraged and looked down on — as demonstrated through Rico’s father.
The novel spends a lot of time in boot camp for the Mobile Infantry. It shows the deeper motivations about what it takes to be in the military — mainly the forced brotherhood, the “one team, one fight” mentality, and the loss of personal identity that comes with service. Which eventually leads to the “Bug War” when the Arachnids destroy Rico’s home city of Buenos Aires.
The novel also misattributes the quote “Come on, you ape, do you want to live forever” to an unknown platoon sergeant in 1918 — as if it wasn’t the greatest thing ever spoken by the greatest enlisted Marine of all time, Sgt. Maj. Dan Daly.
The troops are overzealous and believe they can handle it. Despite Rico being the only one personally affected by the attack, he’s also one of the only ones not to refer to the Arachnids as “bugs,” which was highly implied to have racial undertones. He instead keeps a level facade while remaining terrified. The first chapter happens around here. This is the exact mindset of many troops right before they’re sent to deploy.
When the Mobile Infantry arrives on Klendathu, it’s a complete disaster — the exact opposite of the battle with the skinnies. The Arachnids were massive and though the humans had the firepower, it was no match for the unstoppable numbers of their enemy.
Rico finally gets his chance to fight the Arachnids with the Rasczak’s Roughnecks. He and his men capture a Brain Bug and begin learning more about the “bug” society. It mirrored their own except the Warriors were the lowest caste fighting for an apathetic queen. Rico learns that aimlessly tossing troops at the problem would only result in more and more deaths.
The novel ends with a coda of the first chapter as Rico is about to make his drop onto Klendathu with confidence. He does this because he learned the value of military strategy — the one thing the Arachnids lacked.
Starship Troopers makes heavy parallels between the Mobile Infantry and Arachnids. It’s often incorrectly believed by casual readers, or those without knowledge of the military, that the novel promotes fascism and militarism — it doesn’t.
If anything, the novel explores the psyche of the troops as they head off into combat — it just utilizes an extreme science fiction setting to do it.