The US dispatched the USS Harry S. Truman, a massive Nimitz-class aircraft carrier, to a tour of Middle East on April 11, 2018, as tensions between the US, Russia, and Syria reach a boiling point over a pending US strike.
“The strike group, including aircraft carrier USS Harry S. Truman (CVN-75), Carrier Air Wing (CVW) 1, USS Normandy (CG-60), several destroyers of Destroyer Squadron (DESRON) 28 and German frigate FGS Hessen (F 221), is scheduled to conduct operations in the U.S. Navy’s 5th and 6th Fleet areas of responsibility,” a US Navy statement read.
Though the specifics of the deployment haven’t been revealed, the presence of an aircraft carrier in the US Navy’s 5th and 6th fleets will pose a massive challenge to Russia and Syria.
Rear Adm. Eugene Black said at the ship’s departure, “We’re ready for any mission, anywhere, any time … The president can send us wherever he wants, with whatever mission he’s got, and we’re ready to go.”
(U.S. Navy photo by Mass Communication Specialist 3rd Class Kristina Young)
The US previously used navy destroyers when it struck Syria in April 2017. This time, experts expect the strike to be bigger. Russia has threatened to shoot down US missiles and the ships that fire them, but the US has a massive advantage over Russia’s forces, should they try to fight back.
Once the Truman carrier strike group arrives, “the US will be able to clean up the eastern Mediterranean in a conventional fight any day,” Ryan Bohl, a Middle East analyst at the geopolitical consulting firm Stratfor, previously told Business Insider.
Russia, for its part, has not left its navy dormant, and mobilized 11 ships for fear for its safety as the threat of Trump’s strike looms.
The Truman’s strike group should arrive in the region by early May 2018.
In the video below see how the US Navy sailors in Norfolk, Virginia set off the Truman:
Bob Ross might be one of the last names you’d think of when considering all the celebrities that have served. The videos of him “painting a happy little bush in the corner right there” exude calmness and tranquility — exactly the opposite of what you’d expect from a training instructor turned hardened, twenty-year First Sergeant turned retiree, but that’s exactly who he is.
What makes Bob Ross’s story even more awesome to the military community is that nearly every aspect of his hallmark zen was directly inspired by — or intentionally the exact opposite of — his time spent as First Sergeant of the U.S. Air Force Clinic at Eielson AFB, Alaska.
Yep. That’s Alaska alright.
(Bob Ross, “Winter Night,” 1984)
His choice in scenery
As you can imagine, at Eielson AFB, there’s nothing but the Last Frontier for as far as the eye can see. It’s 26 miles from Fairbanks and another thousands before you reach what most consider normal civilization.
While Bob Ross was stationed there, this was his view — and it’s what inspired him to draw. A beautiful backdrop of snow-capped mountains and rivers flowing through verdant woods just needed to be captured somehow. The world needed to see the majesty that he saw.
His style of wet-on-wet oil painting and his use of bigger brushes meant that this masterpiece was made in just 25 minutes.
(Bob Ross, “Mountain Retreat,” 1984)
His quick art style
As the first sergeant of an entire medical facility, he needed to find some sort of distraction from the constant stress. He found his outlet one day at the Anchorage USO Club when he attended an art class. Drawing became his passion and he would often paint during his brief lunch breaks.
Within his hour of break for lunch, he’d have to finish an entire painting — and eat. This time constraint proved handy later on. He was already trained in creating an entire painting within brief, half-hour episodes when it came time to create the show.
His soft voice
Bob Ross served many years as a training instructor and yet found no pleasure in raising his voice to give orders. He swore to himself that when he retired out of the Air Force, he’d never yell again. After twenty years of service, he retired in 1981 and kept his word.
His soft voice was the tune to which many picking up painting as a hobby. As anyone who’s drawn or painted knows, you will often make mistakes while creating art. You’ll crumple the paper up or set fire to the easel because you got one line wrong. But that’s not the Ross way. According to First Sergeant Bob Ross (Ret.), “there are no mistakes. Only happy accidents.”
When they start selling Chia-pets in your likeness because of your wacky hair, no one will let you cut it.
His signature hairdo and beard
Today, he’s known as the man with the poofiest perm and a glorious vet beard, but it wasn’t always this way. In fact, for a long time after his retirement, he kept up a professionally done crew cut and would shave every week. But times were tough for Ross.
He would have to skip a hair cut every other week until, eventually, he started skipping them altogether. All the while, he was trying to get the first version of The Joy of Painting on the air. By the time he was able to support himself through the show and associated art supplies, his ‘fro and beard had become part of his identity. This look stuck with him, no matter how much he wanted to shave it and go back to the crew cut.
Hands down the best “post DD-214” life by a long shot!
(Bob Ross Inc.)
His desire to teach
Deciding to leave the military and start a public access show about painting isn’t part of anyone’s get-rich-quick scheme. He did it because it was one of his proudest moments of being in the Air Force: being an instructor, only now he could do it without raising his voice.
Later on, Bob Ross Inc. paint supplies and books brought in money, but that’s never what mattered most to him — he donated plenty of it away. He was just a veteran who wanted to share his Joy of Painting with the world.
The US Air Force’s $2.2 billion B-2 Spirit bombers, a key component of US nuclear deterrence, are protected from “catastrophic” accidents by a $1.25 part designed by a group of high-school students.
Switch covers designed by the Stealth Panthers robotics team at Knob Noster High School are installed in the cockpits of all operational B-2 bombers at Whiteman Air Force Base, Air Force officials told Stars and Stripes.
The B-2 is one of the most advanced bombers in the world, as its low-observable characteristics render the 172-foot-wide bomber almost invisible to radar, allowing it to slip past enemy defenses and put valuable targets at risk.
A B-2 Spirit bomber taxis on a flightline.
(U.S. Air Force photo by Airman 1st Class Joel Pfiester)
Designed with Soviet air-defense systems in mind, the bomber has been serving since the late 1980s. Recently, a handful of B-2 bombers have been training alongside F-22 Raptors in the Pacific, where China has been expanding its military footprint.
But even the best technology can often be improved.
A B-2 stealth bomber from the 509th Bomb Wing at Whiteman made an emergency landing at an airport in Colorado Springs, Colorado, after an in-flight emergency last fall, Air Force Times reported, saying at the time that the incident was under investigation.
Apparently, the emergency was triggered by the accidental flip of a switch, among other unusual malfunctions.
“The B-2 Spirit cockpit is equipped with state-of-the-art, cutting-edge technology, but is a very cramped space, so something was needed to keep the pilots or other items from bumping into the switches,” Capt. Keenan Kunst told Stars and Stripes.
A B-2 Spirit bomber.
(U.S. Air Force photo by Staff Sgt. Bennie J. Davis III)
There are a series of four switches that are of particular concern. “The consequences could be catastrophic — especially if all four were flipped, in which case, ejection would be the only option,” Kunst told Stars and Stripes. “We recognized the switch posed a certain risk of inadvertent actuation and that we should take action to minimize this risk — no matter how small.”
And that’s where a handful of Missouri high schoolers had the answer to this particular problem.
Base leaders already had an established relationship the school, and some of the pilots had been mentoring members of the robotics team. Base personnel presented the issue to the students, and they began developing a solution. Working with pilots in a B-2 simulator, they were able to design and test the suitable switch cover.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
It’s Noadamus again, and I’m here welcome to the magical land of right now. Where the past is done and what it means is open to interpretation, the future is so far away you may never live to see it. Right now is the only moment you are guaranteed. Lightning could strike you down a second from now, a car could wander into your lane an hour from now, but right now, you are alive.
So, you should totally check out your horoscope, because if you are gonna die, you might as well open your mind hole to some wisdom from the stars first. Besides, you’ll probably be fine — this week.
See you soon, and remember, do flutter kicks.
If you find yourself complaining about free food and booze, stop. It’s free. If you don’t like it, don’t eat it. This is a good general rule. Most of the great things we are all blessed with in this life are not of our own making. You’re tall? You can’t take credit for it. You’re naturally creative? It’s a gift. When you take those gifts and develop them and feed them in healthy ways, you should feel both proud and grateful. When your life is perfect, little problems keep you from getting bored and complacent. This week will reminded you to pay attention and review your weaknesses and spend some real time addressing them. It could quite literally save your life this week. So do that PMCS and don’t finger drill it, corporal.
You have so many secrets that they are beginning to escape into other areas of your life. Wouldn’t it be easier to say f*ck it and just be yourself? You claim to be authentic and you are, for the most part, but don’t try so hard. Who cares if your friends don’t like your relationship choices? They don’t even like their own relationship choices. And if you find yourself doing the walk of shame back to the barracks right before morning PT, everybody will know about it before formation anyway. No point in hiding, so hit the shower and get out there, Marine.
This week starts at a steady pace jumps to a sprint by the weekend. You are relentless. Grind everyone to dust with your continuous pace. Keep yourself centered and use this inertia to propel yourself into the future. While everyone around you is spinning, troubles roll right off your back this week. Keep moving this week and your efforts will be soon rewarded. If additional fitness or combatives training presents itself, jump on it. You’ll thank me for it later.
A whole lotta excitement is coming your way in the relationship department, but not all of it is good. As the week starts, your social circle is displeased with your relationship choices, but by the end of the weekend, they will have accepted the idea and everyone will probably party their faces off, which means at least everyone’s doing something together. You have many things happening in the background, and by next week they will demand almost all of your attention.
You might find yourself wondering how your job can be so incredibly rewarding and terribly soul-crushing at the same time. This is the duality of life, which the Cancer sign represents, btw. Things change — constantly — but before you decide to change things on your terms, take a knee, face out, and drink water. Do what needs to be done this week, the rest might resolve itself. Besides, worrying about it only affects the way you feel.
This week is a gift; technically, every moment is a gift, but this week is also a time of advancement. Let me rephrase —this is the time where you do the work that will pay off with incredible success later. Spending all week at the range? That will come to fruition soon. Embarking on a new fitness program? A more functional and aesthetically pleasing form awaits you in the near future. Your home and family life is far from perfect, but it is improving. Be grateful for what you have right now while working for a better future. You’re welcome, Chief. Consider yourself counseled.
While you might not be the most adventurous person out there normally, this week ramps your risk-taking impulses up 11. Admittedly, you are extremely well suited to be victorious at the current moment, but no one wins at everything. So if the reward is not worth the risk, it’s a waste of valuable and limited time. Go kick some ass and have fun doing it; you deserve it.
The politics of power rule your home and family life, which is especially true at the moment. However, in addition to being oppressive and restricting, your familial connections are likely to aid in your investment or earning capacity. The secret to gaining this advantage without being consumed by family melodrama: Assert yourself as a powerful and influential member of the family who wishes to improve and grow the family with said advantage, then go do it.
You want the good news or the bad news first? The good news — finances are improving. The bad news — you are still spending way more money than you are bringing in. Money is meant to be spent, right? Totally, but wasting is different than spending. Your relationship is consuming other areas of your life, which is not a bad thing. Just remember you can’t go along with it now and complain about how your life is no longer your own later.
One of your least favorite things is demanding way too much of your time this week. Yes, it is making you money and providing you with a sense of identity and purpose, but it is also getting in the way of doing whatever you want. Work can be tedious and a job does restrict your freedom, to some degree. But it increases your ability to so many other things you want in your life. So, put on those combat boots and get your ass to formation. Besides, civilians don’t get paid to blow sh*t up. Unless they are in demolitions, or mining, or maybe some other stuff, too…. Just shut up and move out.
Holy intensity, Bat Person! (no trademark infringements here) You are so smoldering right now; just be careful to maintain control over yourself so you don’t explode. Your creativity is ramped up to high this week. I’m not just talking about your much-neglected hobbies. We are talking all creativity. From innovative ideas at work to new moves on the field to your secret poetry (I won’t tell anybody) to creating babies. In this extremely fertile period in your life, remember: Always practice safe poetry.
Listen up, private. The federal income tax system is not a conspiracy to steal the hard earned wealth of the average citizen. Okay, maybe it is a little, but it is also supposed to go to improving and maintaining public services and areas facilities of public use. So, even though you ‘don’t believe in taxes,’ you can still be audited (and just might be this year). So, you should probably review all of those ‘expenses’ you claimed this year.
Military working dogs go through lives of intense national service, trained from near birth to mind human commands and either fight bad guys or hunt for dangerous substances and contraband. But they’re still living creatures, and they are allowed to retire and live out their days after their service is done.
And, since this is the military, there’s a ceremony involved. But when you do retirement ceremonies with healthy, eager dogs, it’s actually a pretty adorable experience.
In this video from Fort Benning, the 904th Military Working Dog Police Detachment held a ceremony to retire two of their working dogs. Max is a Belgian Malinois with 10 years of service and Grisha is a Malinois who had spent four years at Fort Benning. Both dogs received Army Commendation Medals and were slated to live out their days in the civilian world.
Military working dogs serve in a variety of roles. The most visible is likely the dogs trained to detect improvised explosive devices and similar threats like mines and suicide vehicles. These animals are employed across the world, especially at forward bases and combat outposts.
But the military also has dogs that detect drugs to aid law enforcement agencies on military installations, as well as cadaver dogs which are unfortunately required to help find bodies after disasters.
But the animals also serve on the front lines or in raids. Special operators like Navy SEALs now take dogs on some missions to help keep curious onlookers back or even to take direct action against enemy fighters, using their teeth to harm foes or just to pin people down so the SEALs can sort hostages and civilians from fighters in relative safety.
One of the newer ways for animals to serve is in emotional support roles, a job which hearkens back to some of the earliest animals in military units. Animal mascots have been common to military units for centuries, and troops have long looked to the mascots for companionship.
During more than five decades of operational service, the Boeing B-52 heavy bomber has been the backbone of the strike capability of the U.S. Air Force. Its long range, ability to operate at high altitudes and capability to carry nuclear or precision-guided conventional ordnance to any point on the globe, has made it a key component of nuclear deterrence and U.S. National Security Strategy.
Development and design
Born of specifications for a new heavy bomber presented by Air Materiel Command in 1945, the first iteration of what would become the B-522, was the Boeing 464-40 created in 1946. This airframe was powered by turboprop engines, as jet engines were not yet seen as reliable or fuel efficient enough for long-range missions.
As development continued through the end of the decade, the project became the keystone for the fledgling U.S. Air Force’s Strategic Air Command under the direction of Gen. Curtis LeMay. At his insistence, the XB-52 and YB-52, which had more operational equipment, featured 35-degree swept wings with eight Westinghouse turbojet engines.
The YB-52 first took flight in April 1952 and subsequent ground and flight testing lead the Air Force to order 282 of the new heavy bombers, beginning with the delivery of three B-52As and 10 B-52Bs by 1954.
(U.S. Air Force photo)
During the rollout ceremony, Air Force Chief of Staff Gen. Nathan Twining described the B-52 as “the long-rifle of the air age.”
The B-52 has since received many upgrades to communications, electronics, computing and avionics on the flight deck, as well as engines, fuel capacity and the weapons bay. These upgrades enable the B-52H to integrate into the new digital battlefield and precisely deliver a large array of weapons, from conventional, nuclear and smart bombs to conventional or nuclear cruise missiles, on targets anywhere in the world.The use of aerial refueling gives the B-52 a range limited only by crew endurance.
Further development included a reconnaissance variant, as well as a model used as a launch platform for 93 NASA X-15 missions to explore the boundaries of space. A B-52H is currently used for launching other research vehicles by NASA’s Dryden Flight Research Center in California.
A total of 744 B-52s were built with the last, a B-52H, delivered in October 1962.
(U.S. Air Force photo)
In a conventional conflict, the B-52 can perform strategic attack, close-air support, air interdiction, offensive counter-air, and maritime operations.
Throughout the Cold War, B-52s were a cornerstone of the Nuclear Triad, which was comprised of nuclear missile submarines, Intercontinental Ballistic Missiles and bombers capable of delivering nuclear bombs.
(U.S. Air Force graphic by Maureen Stewart)
Throughout the Cold War B-52s were continuously airborne on alert patrols armed with nuclear weapons should hostilities erupt with the Soviet Union. These missions ended in 1991.
During the Vietnam War, beginning with Operations Arc Light and Rolling Thunder in 1965 and concluding with Operations Linebacker and Linebacker II in 1972, B-52s carried out various bombing campaigns.
(U.S. Air Force photo)
During Operation Desert Storm in 1991, B-52s flew over 1500 sorties and delivered 40 percent of all the weapons dropped by coalition forces. They struck wide-area troop concentrations, fixed installations and bunkers, and decimated the morale of Iraq’s Republican Guard.
They also bombed targets in Yugoslavia during Operation Allied Force in 1999 and Operations Enduring Freedom in Afghanistan in 2001 and Iraqi Freedom in 2003, providing close air support through the use of precision guided munitions. They have most recently engaged in missions against ISIL targets in Syria as part of Operation Inherent Resolve.
All B-52s can be equipped with electro-optical viewing sensors, a forward-looking infrared (FLIR) and advanced targeting pods to augment targeting, battle assessment, and flight safety, further improving its combat ability, day or night and in varying weather conditions utilizing a variety of standoff weapons, such as laser-guided bombs, conventional bombs, and GPS-guided weapons.
(U.S. Air Force photo by Tech. Sgt. Austin M. May)
Did you know?
The B-52 is capable of dropping or launching the widest array of weapons in the U.S. inventory, including gravity bombs, cluster bombs, precision guided missiles and joint direct attack munitions.
Current engineering analyses show the B-52’s life span to extend beyond the year 2040.
B-52s also assist the Navy in ocean surveillance.
The lower deck crew of the B-52, the navigator and radar navigator, eject downward.
In 1972, a B-52 tail-gunner, Albert Moore, shot down a MiG-21 over Vietnam. It was the last recorded bomber-gunner to shoot down an enemy aircraft.
After the collapse of the Soviet Union in 1991, 365 B-52s were destroyed under the Strategic Arms Reduction Treaty. The aircraft were stripped of usable parts, chopped into five pieces with a 13,000 pound steel blade and sold for scrap at 12 cents per pound.
(Photo by Senior Airman Curt Beach)
General characteristics – (source: AF.MIL)
Primary function: Heavy bomber
Contractor: Boeing Military Airplane Co.
Power plant: Eight Pratt & Whitney engines TF33-P-3/103 turbofan
Thrust: Each engine up to 17,000 pounds
Wingspan: 185 feet (56.4 meters)
Length: 159 feet, 4 inches (48.5 meters)
Height: 40 feet, 8 inches (12.4 meters)
Weight: Approximately 185,000 pounds (83,250 kilograms)
Maximum takeoff weight: 488,000 pounds (219,600 kilograms)
Fuel capacity: 312,197 pounds (141,610 kilograms)
Payload: 70,000 pounds (31,500 kilograms)
Speed: 650 miles per hour (Mach 0.84)
Range: 8,800 miles (7,652 nautical miles)
Ceiling: 50,000 feet (15,151.5 meters)
Armament: Approximately 70,000 pounds (31,500 kilograms) mixed ordnance: bombs, mines and missiles. (Modified to carry air-launched cruise missiles)
Crew: five (aircraft commander, pilot, radar navigator, navigator and electronic warfare officer)
Unit cost: $84 million (fiscal 2012 constant dollars)
Several Naval Academy alumni have asked the alumni association to rescind an award planned for former U.S. Sen. James Webb because of his decades-old essay questioning the decision to admit women into military service academies.
Webb, who also served as Secretary of the Navy, wrote the 7,000-word essay “Women Can’t Fight” for Washingtonian Magazine in 1979.
“There is a place for women in our military, but not in combat. And their presence at institutions dedicated to the preparation of men for combat command is poisoning that preparation,” Webb wrote.
He called the dormitory Bancroft Hall “a horny woman’s dream” and quoted former male alumni arguing that attending the academy is “scarring many women in ways they may not comprehend for years.”
The essay has been described by several alumni as a “manifesto” that potentially empowered male midshipmen to harass their female counterparts.
Retired Navy Cmdr. Laureen Miklos, a 1981 graduate, wrote in an email that the decision by the Naval Academy Alumni Association to give its Distinguished Graduate Award to Webb was “a hit to the gut.” She taught at the academy from 1998 to 2001 and described Webb’s essay as a “living document” still referenced by mids.
Miklos wrote the Annapolis-based association, arguing Webb’s essay validated those who thought women didn’t belong at the academy. She recalled an upperclassmen ordering a female classmate during her time at the academy to stand at attention at meals and shout “I am not a horny woman, Sir.”
Webb plans to be be present Friday when the association holds its Distinguished Graduate Award Ceremony. The award is given to alumni who have “personal character which epitomizes the traits we expect in our officer corps” and have made “significant contributions” as officers or leaders in industry or government.
Webb, who graduated from the academy in 1968, served as a rifle platoon and company commander during the Vietnam War. He earned the Navy Cross for “extraordinary heroism” and two Purple Hearts for injuries that ended his active-duty career.
Webb released a statement to The Capital on March 27, 2017, saying he wrote a “strongly argumentative magazine article” during the intense national debate of women serving in combat.
“Clearly, if I had been a more mature individual, there are things that I would not have said in that magazine article,” he wrote in the statement. “To the extent that this article subjected women at the academy or the armed forces to undue hardship, I remain profoundly sorry.”
But Webb, who ran a brief campaign for the presidency as a Democrat in 2016, said he doesn’t regret debating the “long-term process of properly assimilating women” into the military. He said he is “deeply proud” of the contributions he made as Secretary of the Navy and a senator from Virginia. He cited the Navy-wide study he commission as secretary, which he said “opened up more positions to women than any secretary in history.”
Retired Adm. Robert Natter, chairman of the Board of Trustees for the association, said in a statement that Webb’s most recent comments “reflect how his views have evolved since that article 38 years ago.” Natter said Webb was selected by an independent selection chaired by retired Adm. Mike Mullen, a classmate of Webb’s and a former chairman of the Joint Chiefs of Staff.
“His many years of service are a matter of very public record, and on that entire record he was selected as a Distinguished Graduate,” Natter wrote.
Retired Capt. Jack Reape, a 1984 graduate, said an upperclassmen handed him a copy of the essay as a plebe. Reape said he and his classmates didn’t “support the women at the academy” during his time but that has since apologized to several of his female classmates.
Reape said he doesn’t see the point of taking the award from Webb because he “couldn’t name anyone else on that list.” He also said the award doesn’t have a big impact.
“He wouldn’t have been on my list of people,” Reape said. “We were in the Navy, we’re used to things not going to our way and pressing on. It’s the way it goes.”
Kelly Henry, a 1984 graduate, also wrote the association with criticism of the award. Henry said Webb’s essay was highly-circulated while she was in Annapolis and it caused “harm” to many of her classmates.
“The women will tell you that article was like throwing gasoline on the fire,” she said.
Henry said she was one of the “lucky” ones during her time at the academy and was in a company that welcomed the female mids. She said she was surprised to see Webb honored with the award, since 2016 marked the 40th year of women attending the Naval Academy.
She attended the academy’s celebration in the fall.
“At that celebration I felt we were embraced in the community,” Henry said. “We are no longer seen as something that tainted it, but now to see this? It completely takes away that feeling.”
Other 2017 Distinguished Graduates
—Retired Adm. Harry D. Train II ’49 — Train served as NATO supreme allied commander Atlantic and was also commander of the U.S. Atlantic Fleet from 1978 to 1982. He retired in 1982 and became involved in civic affairs in Hampton Roads, Virginia.
— Milledge A. “Mitch” Hart ’56 — Hart is the founder/co-founder of seven companies. After serving as a Marine in Oklahoma and Okinawa, he worked with alumnus Ross Perot to found Electronic Data Systems, a information technology equipment and services company. He later co-founded Home Depot, which became the second-largest retailer in the country.
—Retired Vice Adm. Cutler Dawson ’70 — Dawson is president and CEO of the Navy Federal Credit Union and was in the Navy for about 35 years. Under Dawson, the Enterprise Battle Group conducted strikes for Operation Desert Fox in the Arabian Gulf and Operation Allied for in the Adriatic Sea. He retired from the military in 2004 and became president of the Vienna, Virginia-based credit union.
—Retired Adm. Eric T. Olson ’73 — Olson is the former commander of the U.S. Special Operations Command. He’s the first Navy SEAL to reach three- and four-star rank and the first naval officer to lead Special Operations Command. He retired in 2011 after serving for 38 years. After retiring, he founded ETO Group, an independent national security consulting firm.
Life in military barracks is similar to that of college dorms, except there’s way more streaking while wearing glow belts — or nothing at all. But life in those studio-sized rooms isn’t all that it’s cracked up to be, especially when you share an open floor plan with three or four other people.
Like life in college dorm rooms, barracks life comes with tons of rules set by the higher command that every troop, at one time or another, ends up violating.
So, check out five rules that troops break all the time while living in the barracks.
Most military bases have designated areas to puff a cigarette called, “smoke pits.” These areas are commonly found far away from the barracks and can be a pain in the ass to get to when you’re wasted at 0300 on a Saturday morning. Most troops decide to light up a smoke and conceal the red fiery tips, so the roving duty (who is probably also smoking) doesn’t spot them.
It can get annoying if you get caught, so consider quitting.
When a service member links up with someone they’re attracted to, it’s highly doubtful that they’re going to stymie the flow of hormones long enough to have their partner report to the duty and sign in. It’s just easier to sneak them in.
3. Running a business out of your room
Let’s face it, members of the E-4 Mafia don’t make a whole lot of money. Because of this financial hardship, young troops develop side hustles, like cutting hair or becoming a tattoo artist. We do it even though we’re not supposed to — f*ck it.
North Korea may be planning one of the most powerful nuclear explosions in history, if the nation’s foreign minister is to be believed.
Ri Yong Ho, the foreign minister of the isolated nation, reportedly told journalists that North Korean leader Kim Jong Un is considering such a test blast.
“It could be the most powerful detonation of an H-bomb in the Pacific,” Yong Ho told reporters at the United Nations in New York on Thursday, according to a story by South Korea’s Yonhap News Agency. “We have no idea about what actions could be taken as it will be ordered by leader Kim Jong Un.”
The suggestion came in response to bellicose rhetoric exchanged between US President Donald Trump and Jong Un.
In a speech before the United Nations General Assembly on Tuesday, Trump called Jong Un a suicidal “rocket man” and threatened to “totally destroy” North Korea if the US is “forced to defend itself or its allies.” Jong Un allegedly responded with a written statement, in which he called Trump a “mentally deranged US dotard” and said that “a frightened dog barks louder.”
Many experts have denounced Trump’s speech, suggesting his words could provoke Jong Un to take dramatic action.
“Trump is basically creating audience costs for Kim to back down,” Jeffrey Lewis, director of the East Asia Nonproliferation Program at the Middlebury Institute of International Studies at Monterey, told Vox. “If you dare Kim, it creates pressure for him to respond with his own provocation.”
North Korea has set off several powerful nuclear test blasts in recent years, but they all occurred deep inside a mountain. A nuclear explosion in the air, on the ground, underwater, or in space has not happened in decades.
If the nation sets off an above-ground nuclear explosion — and the most powerful ever detonated in the Pacific — the Cold War’s rich history of test blasts suggests what might happen.
Why atmospheric nuclear tests are dangerous
The US, Russia, China, and other countries have set off more than 2,000 nuclear test blasts since 1945.
More than 500 of these explosions occurred on soil, in space, on barges, or underwater. But most of these happened early in the Cold War — before the risks to innocent people and the environment were well-understood. (Nearly all countries now ban nuclear testing.)
Only a fraction of a nuclear weapon’s core is turned into energy during an explosion; the rest is irradiated, melted, and turned into fine particles. This creates a small amount of fallout that can be lofted into the atmosphere and spread around.
But the risk of fallout vastly increases when a blast occurs close to the ground or water. There, a nuclear explosion can suck up dirt, debris, water, and other materials, creating many tons of radioactive fallout — and this material rises high into the atmosphere, where it drifts for hundreds of miles.
Yong Ho did not specify where or how high North Korea’s hypothetical Pacific “H-bomb” test might occur. However, the foreign minister did reportedly suggest it could be the most powerful ever detonated in the Pacific.
If this is not a matter of imprecise wording, such a blast would exceed the US’ strongest-ever nuclear test explosion.
On March 1, 1954, the US military set off the “Shrimp” thermonuclear device on a platform in the Bikini Atoll in the Marshall Islands (about 2,300 miles southeast of Japan and 2,700 miles southwest of Hawaii).
This was part of the US military’s Castle Bravo test series, and the blast was equivalent to exploding 15 million tons of TNT, or roughly 1,000 times as powerful the US attack on Hiroshima that inflicted some 150,000 casualties.
While the military considered Shrimp and Bravo a success, its repercussions were disastrous. Researchers underestimated the device’s explosive power by nearly three-fold — and many were nearly killed when an artificial earthquake shook their concrete observation bunker 20 miles away.
“About ten seconds after Shrimp exploded, the underground bunker seemed to be moving. But that didn’t make any sense. The concrete bunker was anchored to the island, and the walls were three feet thick.
“‘Is this building moving or am I getting dizzy?’ another scientist asked. ‘My God, it is,’ O’Keefe said. ‘It’s moving!’
“O’Keefe began to feel nauseated, as though he were seasick, and held on to a workbench as objects slid around the room. The bunker was rolling and shaking, he later recalled, ‘like it was resting on a bowl of jelly.’ The shock wave from the explosion, traveling through the ground, had reached them faster than the blast wave passing through the air.”
The scientists ultimately escaped alive, but Marshall Islanders located 100 miles from the blast were not so lucky.
Shrimp’s four-mile-wide fireball destroyed about 200 billion tons of Bikini Atoll coral reef, turning much of it into radioactive fallout that spread all over the world. The worst of it sprinkled over atolls to the east, killing many people by causing radiation sickness.
Today, the 250-foot-deep, 1-mile-wide crater left by the blast is visible from space.
If North Korea decides to blow up a hydrogen or thermonuclear device — and the most powerful in the Pacific — we could only hope it is not close to the ground.
Missile or no missile?
All of these scenarios assume North Korea sets off a thermonuclear device in a controlled way — via airplane, barge, balloon, or some kind of stationary platform.
But the risk to people also largely depends on whether or not North Korea launches a nuclear warhead on an intercontinental ballistic missile or a shorter-range rocket, such as one launched from a submarine.
If successful, such a missile test would show North Korea has miniaturized its weapons. And if the blast appears to be caused by a hydrogen bomb, it would show North Korea could pull off a devastating thermonuclear strike on US soil.
But missiles are prone to failure in multiple ways, especially those in early development. A North Korean ICBM tipped with a nuclear warhead might miss its target by a significant distance, or explode en route. This could lead to detonation in an unintended place and altitude.
This is especially true if the missile has no self-destruct capability — ICBMs maintained by the US don’t. In that case, only hacking the missile’s software in mid-air, or destroying it with another weapon, could stop the launch.
“The stakes and heat in this conflict have not been this high since the Korean War,” Tristan Webb, a senior analyst for NK News, said in a story published by the outlet on Friday. “Kim Jong Un said in July that the … showdown was entering its final phase. He appears psychologically prepared for conflict.”
These veterans served in different branches and different conflicts, but one thing unites them — their love of music.
We Are The Mighty and USAA flew the Mission: Music finalists to the world-famous Ocean Way Studio in Nashville for a recording session where we took the opportunity to chat about the music that influenced them along the way.
U.S. Marine JP Guhns likened songs to little checkmarks — little memories — along his military career, while husband and wife duo Home Bru brought up how music connected them to their family.
Meanwhile, Steve Schneider of Jericho Hill related to Thrice’s “Stare at the Sun,” a tune about looking for something to believe in. Many veterans can relate to the feeling of questioning what they’re fighting for, and for this soldier, music helped him come up with an answer.
“There are days in the military where you might not have a whole lot to do, but they’re gonna find stuff for you to do,” laughed U.S. Navy veteran McClain Potter as he explained why “Everyday is Exactly The Same” from Nine Inch Nails is on his Battle Mix.
Lt. Gen. Brian T. Kelly is the deputy chief of staff for manpower, personnel and services, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. He serves as the senior Air Force officer responsible for comprehensive plans and policies covering all life cycles of military and civilian personnel management, which includes military and civilian end strength management, education and training, compensation, resource allocation and the worldwide U.S. Air Force services program.
During an interview with Airman Magazine, Kelly discussed his mission and the Air Force’s responsibilities of managing talent, identifying toxic leadership and the role of emotional intelligence in readiness and lethality.
Airman Magazine: As the AF/A1 (manpower and personnel), what are your priorities for 2020?
Maj. Gen. Kelly: There are lots of things going on, but there are three big priorities. Number one, it’s exciting times and we’ve got to help and make sure we have a successful stand up of the United States Space Force and our resource allocation team will have a big role to help and make sure we get that on track.
Number two for us, we’ve got to ensure that we continue to make sure the right number of the right types and the right skill sets of Airman exists in our Air Force. So, the size and shape of the force has to be what it needs to be in order for us to meet our requirements in the National Defense Strategy.
Number three for us is we want to continue to transform and work on our talent management system so we can make sure we’re attracting, recruiting, developing and retaining the Airmen we need to do what the country needs to do. So those will be our three big priorities for 2020
Airman Magazine: Can you talk about the Air Force’s philosophy on managing talent and why it’s important?
Maj. Gen. Kelly: First and foremost, we’ve got to recognize that we’ve got some incredible talent in the United States Air Force and in our Space Force that we are standing up as well. But, it’s an all-volunteer force and so the talent management system we have has to be able to recognize that we’ve got to have a system that is attractive for people to be in. It also has to be agile to meet our requirements as requirements and threats change. It’s got to know what’s going on with those requirements that are out there. The talent management system has to understand – what does the talent market look like? What does the market for talent in the United States look like? And if you have an all-volunteer force, how do you become an attractive employer? How do you make sure that you are an employer of choice? If people have a way to choose between going to work for Google or coming to work for the United States Air Force or United States Space Force? The talent management system has a role to play in that and so that’s what we’re trying to do.
The Ground-Based Electro-Optical Deep Space Surveillance System is responsible for tracking thousands of objects in space. The telescopes fall under the 21st Space Wing and is positioned at White Sands Missile Range, New Mexico. Here, 216 photos captured over a 90 minute period are layered over one another, making the star trails come to life.
Airman Magazine: Have there been any changes to your talent management philosophy, and what drove those changes?
Maj. Gen. Kelly: I’d say a talent management system always has to evolve as requirements change, as threats change, as the talent market pool of eligible people changes and as skill sets change. And then there’s technology. You know, when I first came into the Air Force in 1989, the technology then was not what it is in 2020, right? And so, whether it’s artificial intelligence, machine learning, all these different things have changed the way we look at our talent management system. It’s also changed how we communicate with our Airman and how we’re able to get information out and how we’re able to get feedback. All these things have led to and sort of influence the changes in the talent management system from when I first came in to where we are now.
I would say to you the system today is driving to be more agile than it was before. It was a one size fits all discussion before, but now it’s trying to be more agile and it’s certainly more collaborative. I hope the system is becoming more transparent so that all of our Airmen understand what’s going on and that they have a say in what happens to them in the talent management system and they have an insight to what happens.
Airman Magazine: What has changed throughout your career pertaining to talent management and your leadership development?
Maj. Gen. Kelly: We (Air Force leadership) always talk about situational leadership and being able to adjust your leadership styles and that has to continually happen. We’ve seen the advent of different leadership styles needed for the population of the all-volunteer force we have today and one of the key things I think we need to touch on is our leaders need to have the right balance of emotional intelligence to be successful. So, what does that mean? I would start by saying, emotional intelligence is first and foremost the skill set to know yourself, to understand your own behaviors and to control your own emotions so that you then can have good interpersonal relationships and be able to lead others. And that’s the important part for us and I think we’ve become more cognizant and we’re trying to understand and teach that in ways that will make our leaders more effective.
As we move into the modern discussions of the national defense strategy, we’re in wars of cognition and wars of thinking, wars of understanding and wars of information and so we have to be able to develop and lead our skills in that same direction.
Capt. Taiwan Veney, cyber warfare operations officer, watches members of the 175th Cyberspace Operations Group, from left, Capt. Adelia McClain, Staff Sgt. Wendell Myler, Senior Airman Paul Pearson and Staff Sgt. Thacious Freeman, analyze log files and provide a cyber threat update utilizing a Kibana visualization on the large data wall in the Hunter’s Den at Warfield Air National Guard Base, Middle River, Md., June 3, 2017.
Airman Magazine: You’ve previously said “We must be responsive to the Air Force’s needs, must be agile with our talent, focused on rewarding Airmen on performance and be transparent on how the system works.” What’s the plan to meet those attributes for a talent management system?
Maj. Gen. Kelly: I think those four attributes are where we’re trying to drive and trying to make sure our talent management system is so let me cover those a little bit and I’ll tell you how our strategy fits against that.
So, first and foremost the talent management system has to deliver and has to be responsive to the requirements of the organization. I mentioned for 2020 one of our priorities is to have the right size and shape of the force and that’s what it’s about, whatever the Air Force requires us to be, whatever the Space Force will require, the talent management system has to be responsive and it has to be agile for responding to new technologies, new threats, but it’s also going to be agile for individual Airman.
We are a military organization, but we have to understand agility and we want performance to shine. We want people’s performance to be the deciding factor in our meritocracy, if you will, for when we decide who gets promoted, who gets what key jobs.
Those Airmen who distinguish themselves by performance, that performance needs to be driven forward and incentivized and rewarded.
Lastly, I think it’s important to make sure with the communication within our force that we are transparent, open in what we do and simple.
All the things that we’ve been doing on the officer side, enlisted side and civilian side are sort of wrapped around those areas.
I’ll give you some examples, on our enlisted side, we made a change in our senior noncommissioned officer’s promotion selection process where we no longer use testing as part of that process. We did that to drive and empower performance, where performance becomes the driving factor for us being able to select our senior noncommissioned officers and it’s no longer test taking or some other skill set that might have been augmenting that decision. Now, it’s performance based.
On the officer side, we recently went to new developmental categories for our line of the Air Force system, the same system that we had in place since 1947 and we made some changes. Those changes were to help us with development to become more agile, to drive our agility and drive our responsiveness.
We had to recognize not all officers need to develop in the same way. The way that we develop and the opportunities we have for our pilots are different than what we have for our space operators, were different than what we have for our cyber operators, our support personnel, like my career field and so we had to develop the agility if you will, to be able to develop in different ways so that we can maximize everybody’s potential, while at the same time driving ourselves to be more responsive to requirements.
We can help ourselves develop the right size, the right shape and the right skill sets we need to meet the requirements for the Air Force. So, all the things we’ve been doing are all really designed around those four attributes to build the talent management system that we need.
Airman Magazine: How does the AF identify leadership potential?
Maj. Gen. Kelly: There are lots of ways to identify potential throughout someone’s career to recognize different traits and characteristics. I think there’s testing factors. I think there’s observation factors. Certainly, there’s evaluation factors at some point in time you are observed in different time phases, different jobs. You look at how did they do? How did they respond? We try to identify those people who have the skill sets to be leaders.
One of the important things we’re working on is, can we get better in identifying who’s going to be a good leader? Is it just the born characteristic or can you actually teach it and develop it and go forward? We (Air Force) say you can teach leadership, develop it and be better at it. So, we’re working on how to identify it more accurately early. It’s not just to screen people out, because I think people often think you’re trying to identify who’s not a good leader, so that you can screen them out. There’s part of that, but it’s even more important to identify where people have some shortcomings in their leadership capabilities so that we can help them and give them an opportunity to develop into the leaders we need, because we need a lot of leaders in our Air Force.
Airman Magazine: Revolutionary changes to how officers are developed and selected for promotion have been made, like the creation of developmental categories and transitioning from Below the Zone to merit-based timing for promotions. How will this help with officer development and getting the right people in key leadership positions?
Maj. Gen. Kelly: Sometimes the Air Force had the tendency in the past to rush some of our folks through key developmental opportunities and not fully immerse them and give them a chance to learn all the competencies and all the experiences they needed. At the same time, when we did that, we added the below the zone piece that gave us a chance to incentivize performance. What we’ve transformed that to now is with merit-based promotion, I can still incentivize performance, I can give people a chance to let their performance shine and let their performance advance them among their peers, but at the same time, I make sure I balance that with the developmental time that’s needed to truly get the skill sets that we’re going to require.
Airman Magazine: Can enlisted personnel expect similar changes to their promotion system in the near future?
Maj. Gen. Kelly: We made some adjustments and changes to our enlisted system, even prior to the work and transformation that we’re doing the officer system. I think you’ll see similar things. When we talk about, what do we value as an Air Force and how we’re going to evaluate you, for the officer corps, we talk about now four things. We talk about how do you execute your mission? Whatever mission you are assigned to do. How do you lead people? Whether that’s an informal way where you’re actually a supervisor or a squadron commander or even informal as part of a squadron or group. How do you manage the resources you’ve been put in charge of? Whether they be dollars and equipment or even Airmen’s time? You know Airmen’s time is a resource. And then how do you improve whatever unit you’ve been put in charge of? Those four factors are probably pretty familiar to a lot of people. Those are the same four factors we use to evaluate units, that’s the unit effectiveness inspection, the UEI that our inspector general uses to evaluate. So we said, look, let’s line those up. Let’s have those four factors be the same way we evaluate performance in our officers. I think we’re going to see the enlisted system transition towards those same four factors. Let’s evaluate our airmen as a whole on those four factors. How do I execute my mission? How do I lead people? How do I manage resources? And what did I do to improve whatever unit I’m assigned to? So, I think you’ll see commonalities. I think they’ll also be some differences. It won’t be exactly the same system because we look for different things from our officer enlisted corps. I don’t think we want them to be exactly the same to accomplish the things that we need, but there’s going to be a lot of overlap and I think there is already a lot of overlap and you’ll see some more.
Air Force Basic Military Training trainees work to complete an obstacle during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated environment.
Airman Magazine: Toxic has been this year’s buzzword. Do you think the Air Force has a toxic leader problem or is it something different that can be fixed?
Maj. Gen. Kelly: I agree with you toxic gets used a lot and I’m not always sure everybody has a framework of what toxic leadership means, because the term gets used in a lot of different ways. Sometimes it’s really appropriate and other times I’m left wondering if people understand what they refer to as toxic.
The Air Force is working on developing a definition of toxic leadership, so we can all understand.
I would say in a working definition right now on toxic leadership for us is a series of adverse behaviors that have an adverse impact on the unit or individuals. So, it’s not a one time series of negative behaviors, but it’s a continuous series of negative behaviors, that an individual would manifest that has a negative impact on a unit or on individuals, that’s toxic leadership for us.
I think that exists in our force from time to time, and it’s sometimes it’s a result of individuals who don’t have all the leadership tool sets that they need to handle the situations that they’ve been put in.
We are working to identify early what people’s shortcomings might be and give them an insight to that. It’s not to not allow them to become commanders, although that will be part of the discussion, but if we identify them in the right ways, can we give people the ways to develop and overcome those shortcomings?
There’s a fantastic course down at the Air University called the Leadership Development Course or LDC, the course sprung out of Gen. Goldfein’s work in revitalizing squadrons. They’re working to teach emotional intelligence and to teach understanding of interpersonal relationships and understanding how to lead in a positive way and inspiring way without having to revert to any of those adverse behaviors that might be characterized or seen as toxic.
I’m excited about that work. I wish that was available when I was going to go be a squadron commander. I learned a lot of things from watching other people. And luckily, I had some really good role models, but I would have loved to have some of that training and insight, so I could have known more about myself to help myself and to lead my organization in a better way.
Airman Magazine: Can you explain how changes in the talent management system might combat toxic leadership? Do you believe these changes will benefit all officers, regardless of when they peak in their careers?
Maj. Gen. Kelly: It starts with developing people the right way. The talent management system is going to identify short shortcomings in and where you’re missing a skill set, and hopefully give people a chance to correct course going forward. If I’m evaluating you on how you execute the mission, how you lead people and I’m grading that in the in the environment that we’re talking about it will help combat toxic leadership traits.
We’re driving the talent management system to reward the right behaviors in terms of leading people so that those people who are leading people in an inspirational way, in a positive way, are going to be the right people that we reward and move forward.
As a military organization we have some tough things to do. We’re going to ask people to go in harm’s way and put themselves in harm’s way from time to time. Positive leadership doesn’t mean it’s easy; it’s demanding. There are high standards and there needs to be high standards. We need to be a high standard, high performing organization, but we can do it in a positive way so that the leadership we get out is inspiring and caring leadership and that’s what we’re looking for.
Airman Magazine: What is your definition of emotional intelligence and what role does it play in the development of our leaders and what role has it had in your career?
Maj. Gen. Kelly: I think emotional intelligence is the ability first and foremost, to know yourself, your emotions and to control your emotions. So that you can use that understanding to have better interpersonal relationships and have a better understanding of others and your interaction with others.
When I first came into the Air Force, I don’t think I ever heard this terminology. I think it was there, we just didn’t know what it was. We used to talk about your ability to communicate effectively speaking, writing, leading, different things that we would focus on as leadership attributes. The idea of being able to understand yourself and understand others was always there. I just don’t know that we were as sophisticated and understood exactly what it meant. Labeling it as emotional intelligence and consciously understanding how to train it and how to get better at it and that’s where we’re going now, which is really exciting.
We have this great strength in our Air Force. We have people from all kinds of diverse backgrounds and ways of thinking. It’s difficult for you to lead diverse groups of people to be a high performing organization if you can’t understand and recognize where people are coming from or understanding yourself.
Air Force Basic Military Training trainees walk across a completed obstacle of bridge making during the Basic Expeditionary Airman Skills Training, a weeklong training simulation at Air Force Basic Military Training (AFBMT). The BEAST is where trainees get to put everything they’ve learned about combat skills into practice in a simulated deployed environment.
Airman Magazine: Air University is developing an augmented reality exercise helping young officers shape their ability to interact effectively in social situations and to recognize and manage their emotions. How could programs like this have helped you in your career?
Maj. Gen. Kelly: I would have loved to have some of those programs and the idea of what they’re doing right now at the leadership development course at our air university is fantastic, because it’s a free training gym without any worries or any risk of failure.
You can train in a virtual training gym in what most of us learned from our actual experiences, whether it was purposeful or just un-purposeful trial and error. If I did something it didn’t work very well, if it didn’t feel so good, I learned and tried to do better. I modeled myself around the people I was lucky enough to observe and gain mentorship from. Now to have a place for us to try things, to fail and learn and learn about yourself in the process so that you have a much better opportunity to apply that in your interactions in a leadership role. Knowing what already works and doesn’t work for you, that’s a really powerful concept.
Airman Magazine: The Chief of Staff talks about the power of Failing Forward, not just with programs and ideas, but also with individuals. Can recall a specific time when you failed or took a calculated risk and failed which ultimately propelled you forward, either personally or in a specific mission?
Maj. Gen. Kelly: First, I failed a bunch of times. It wasn’t just once I failed, I failed quite often and I make mistakes a lot. I think all of us do. First and foremost, I think as an Airmen and leaders, we all have to recognize and understand that.
I can recall when I was a captain and I had a program I was in charge of, I was sort of a section chief of a program. And I had I had a three-star general stand in front of me, asking me questions. I was really excited about my program and I was really proud and convinced that everything I was saying was true. In the middle of me explaining, the general kept asking me questions and I felt like I could never get my answer out. So, I think I said, “Sir, if you’d let me finish, I’ll be able to tell you,” to which he turned and looked at me and said, “You don’t understand the questions I’m asking. You need to listen before you respond.” I felt like a big failure. It was a dressing down in front of everybody, but he was right. I was so sure that I knew what I was doing that I wasn’t listening. I was already thinking about my answer before he finished his questions.
It hurt for a couple of weeks, I had a little sore spot in my brain and my soul. But, you know, it made me understand that I needed to listen better and to know that I wasn’t going to be the only one with good ideas. It served me well as I went forward. I was lucky that particular general took it well and didn’t use it as a permanent failure experience for me.
Airman Magazine: What did that experience teach you or influence how guided other Airmen through failures?
Maj. Gen. Kelly: It made me double down on the idea that failure is not the end. You can recover from failure and that failure is probably a good thing periodically. If we never fail, we probably don’t push the envelope far enough forward to be better than what we can be.
That certainly influenced me to say, look, others around you are going to fail, how you respond to their failures and what you do with their failures is going to help shape them. So, I make sure they get the same opportunities I had to learn and grow. That’s really what became important for me out of that situation.
There’s been other times when I failed and that’s okay. I know we pushed the envelope and we got to where we needed to be and it didn’t quite work out, but we enjoyed the experience. It wasn’t very enjoyable for me when I had that first experience, but there have been other cases since then.
Airman Magazine: We have an intelligent force of high achievers who are afraid to fail and tend to try and solve problems on their own and believe failure can be a career killer. How do we move to a fail forward culture? Are the days of the one mistake Air Force behind us?
Maj. Gen. Kelly: I challenge that assertion. I don’t think we have a force of people who are afraid to fail or are risk averse. We are really blessed to have great talented Americans volunteer to come serve in our United States Air Force and in our Space Force. When we get them and they have that enthusiasm and they’re being innovative and they’re going forward and they’re failing, how we react to their failure will tell us whether they’re going to be risk averse or not.
If little mistakes are treated the same way as crimes or large mistakes, then I think you’re going to get a risk averse force. Periodically, we’ve probably had ourselves there. I don’t think we’re one mistake Air Force, I think we’re pretty mature in understanding that. But at the same token, I think we’re a force that says you have to learn from the mistakes you’ve made. Repeated failures or repeated mistakes for the same things isn’t something we can have. Because eventually, those repeated mistakes are going to translate to actual combat and an actual battlefield.
Airman Magazine: Is there anything else you’d like to add?
Maj. Gen. Kelly: It’s an exciting time for the Air Force. This idea that we have to make the force as a whole raise our acumen if you will, on what does it mean to be an Airman? What does it mean to be in the United States Air Force or United States Space Force? How do we build better leaders? How do we build a more lethal force for what is going to be required in the future? It’s an exciting time for us. I believe there’s lots of good thinking going on, there’s some great innovation and it’s a time to make a difference, so I’m excited to be part of it.
You need to be motivated to get and stay in shape. Whether that inspiration is rooted in making money, being attractive, or simply maintaining good health, everyone needs a reason to continue to push themselves to their physical limits.
Unfortunately, more than half of those who start a workout routine will give up on it in just a matter of weeks. We’ve seen it hundreds of times: On January 1st, the gym is packed. On January 14th, that surge of newcomers has completely tapered off. This is especially troubling because, according to Army veteran and fitness expert Jennifer Campbell, “veterans have a 70 percent higher chance of developing obesity than the general public.”
So, to help our fellow brothers- and sisters-in-arms find the motivation they need to build, complete, and maintain a routine, we put together a collection of videos that will get you hyped on your journey of returning to military shape.
This U.S. Army veteran is considered by many to be the godfather of the YouTube fitness community. His commanding presence has motivated a countless number of veterans to get back in the gym. He’s out to inspire self-confidence and help you put 100% effort into every workout.
Remember, you are your biggest critic — overcome self-doubt.
This wrestler-turned-actor is known for his roles in military films, like The Marine and The Wall. When Cena isn’t killing bad guys on the silver screen, you can usually find him at Hard Nock’s Gym, where he constantly trains his body to reach its full potential.
Cena gains motivation his failures. He continuously strives to beat the obstacles that once defeated him.
For all of our sisters looking to get into shape, we present to you Cassandra Martin, one of the prime figures in the world of female bodybuilding. Her strong work ethic and constant drive to be better than she was yesterday shows as she battles each rep to the very end.
Martin’s strength and strict workout routines motivate countless aspiring women and men on their journeys to reach their fitness goals.
Known for his outstanding charm and sense of humor, Dwayne “The Rock” Johnson has motivated countless people of all ages to make goals and smash through them. Johnson’s constant workout routines are what enable him to do some insane stunts for his films. His amazing career and top-tier physique remind us that hard work does pay off.
It’s no secret that Mark Wahlberg is a staunch military supporter — he’s visited troops all over the world in his downtime. Although he’s not a young as he once was, Wahlberg continues to hit the gym and prove that age doesn’t mean sh*t — it’s all about your drive.
US ‘Hurricane Hunter’ aircraft have been flying in and out of Hurricane Dorian, capturing wild photos of a storm that devastated the Bahamas and appears to be heading toward the US.
Dorian, one of the most powerful Atlantic storms in history, has been downgraded from a Category 5 storm to a Category 2, as winds have decreased to around 110 mph from their earlier 185 mph, but this hurricane remains a cause for concern.
The U.S. Air Force Reserve Hurricane Hunters fly in the eye of Hurricane Dorian, Aug. 31, 2019.
(U.S. Air Force photo by Staff Sgt. Diana Cossaboom)
The 53rd Weather Reconnaissance Squadron, an Air Force Reserve unit located at Keesler Air Force Base, Mississippi., gathered weather information during a mission into Hurricane Dorian Sep. 2, 2019.
(U.S. Air Force photo by Tech. Sgt. Christopher Carranza)
The 53rd Weather Reconnaissance Squadron, an Air Force Reserve unit located at Keesler Air Force Base, Mississippi., gathered weather information during a mission into Hurricane Dorian Sep. 2, 2019.
(U.S. Air Force photo by U.S. Navy Midshipman First Class Julia Von Fecht)
The 53rd Weather Reconnaissance Squadron shared this photo from a mission on Sept. 1, 2019.
(U.S. Air Force photo)
“We’ve made it back home to Keesler Air Force Base,” the squadron tweeted on Sept. 1, 2019.
(U.S. Air Force photo)
This image shows the “stadium effect” seen from the eye of the hurricane.
This image shows another view of the “stadium effect” seen inside Hurricane Dorian.
While Hurricane Dorian is not as strong as it was, it is still considered a very dangerous storm. The National Hurricane Center, a division of NOAA, sent out a notification Sep. 3, 2019, explaining that the storm may actually be getting worse given its growing size.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.