In 2004, the U.S. Army unveiled its new combat uniform, complete with upgrades including wrinkle-free fabric and a digitized camouflage print. The Army Combat Uniform (ACU) had many changes (18, in fact), but one of the troop favorites was the shoulder pocket.
Obviously, pockets themselves weren’t new to military uniforms. The quintessential pant-leg cargo pocket was indispensable in the Korean War; as a result, cargo pockets have adorned military combat uniforms (and military-inspired fashion?) ever since. Pockets on the blouse were utilized during the Vietnam War, and after 9/11, they got fancy even more utilitarian.
“This isn’t about a cosmetic redesign of the uniform,” said Col. John Norwood, the project manager for Clothing and Individual Equipment. “It’s a functionality change of the uniform that will improve the ability of Soldiers to execute their combat mission.”
One of the favored changes was the addition of the shoulder pocket, which replaced the bottom pockets on the jacket after troops realized they couldn’t access the front of their uniform while wearing body armor. The shoulder, however, was a handy location. The pockets were tilted forward and buttons were replaced with zippers for function and comfort in combat.
When investigating new ways of transmitting and communicating information, sometimes it helps to see the light.
This is the idea behind a new technology being investigated by the Research, Development and Engineering Command Soldier Center’s Expeditionary Maneuver Support Directorate, along with its industry partner, VLNComm of Charlottesville, Va.
“It’s a wireless system but instead of using radio frequencies it uses infrared light,” said Frank Murphy, an engineer on EMSD’s System Development and Engineering Team. “It is called LiFi, or light fidelity. It has many advantages.”
Murphy has been investigating ways to utilize the emerging commercially available technology in a tactical environment as the physical characteristics appear to solve many issues facing wired and wireless field command post network systems.
The technology will be used in expeditionary mission commands. EMSD has come up with a concept for using LiFi within any enclosed mission command platform. LiFi eliminates the problems associated with the time-consuming task of running data lines in tactical operation centers and command posts. Moreover, since the technology does not use radio waves, it cannot be detected outside the confines of the mission command platform.
“The technology uses light waves to transmit and receive data between the servers and the user’s computer,” said Melvin Jee, the leader of EMSD’s Command Post Platforms Branch. “As light cannot pass through walls, the enemy cannot detect the signal.”
The transceiver (pictured here) is simply put into a USB port and will then detect the signal and users will be hooked up to the IT network of their command post. Then a Soldier just needs a light shined overhead to have network access.
(Photo is courtesy of the RDECOM Soldier Center Expeditionary Maneuver Support Directorate)
Murphy’s investigation into the technology was inspired in part by Douglas Tamilio, the director of RDECOM Soldier Center, sharing an article about LiFi with RDECOM Soldier Center leadership. Murphy’s investigation was also inspired by the vision of Claudia Quigley, the director of EMSD, and the RDECOM Soldier Center’s ongoing partnership with the 82nd Airborne. The RDECOM Soldier Center and the 82nd Airborne have worked together extensively to find out ways to best meet the needs of warfighters.
Murphy explained that Quigley and other members of the directorate were working with the 82nd Airborne during a field exercise. During the exercise, Murphy noticed that the setup of IT cabling was proving to be a time-consuming and difficult task.
“They had a hard time setting up their IT network, which isn’t usually an NSRDEC area, but we felt that we could address the need,” said Murphy. “Tactical speed is absolutely essential for command post setup. LiFi is potentially faster, easier to install and doesn’t have the security and exposure issues of other technologies. LiFi is un-hackable and untraceable when used within the command post shelter.”
“It’s virtually impossible to find the wavelength the data is being transmitted on, so if LiFi is detected, it’s hard to intercept the data stream,” said Jee.
EMSD is working with industry partners. Murphy explained that the commercially available technology was modified to fit a tactical environment. The technology will affect how soldiers communicate and, thus, carry out a mission.
“A command post of any size is an information processing center,” said Murphy, “They take information from the field whether it comes in from a drone, soldier/squad reports, other personnel in the area, satellite information, information from wheeled vehicles, or from behind the front lines — all this information gets fed to the command post staff. They make a decision and then the information goes right back out. Lives depend on this communication.”
“LiFi is part of NSRDEC’s plan to provide a fully integrated platform with all of the necessary infrastructure in order for the warfighter to set up his command post,” said Jee. “Just as a house is fully integrated with power, lights, and network cabling — allowing the homeowners to just concentrate on the furnishings — NSRDEC plans to provide a fully functional house, allowing the warfighter and program managers to provide the “furniture.'”
“In a command post, everyone has a job to do and they have their information chain,” said Murphy.
“All these soldiers need network access. With this, you simply shine the light over their head. After you hook the transceiver into the USB port, the transceiver will detect the signal and you will be hooked up to the IT network of your command post. It’s as simple as that. We also hope to have it integrated into the wiring harness for the lighting so we can just roll up the tent and pack it away during a move.”
Murphy emphasized that the NSRDEC project is really a team effort and that several entities at the Natick Soldier Systems Center were important to the development of the technology. He also received “great guidance” from his branch chief, Melvin Jee, and from his team leader, Connie Miles-Patrick, System Development and Engineering Team, as well as the DREN team and people in the Natick Contracting Division.
He also credited the use of the Base Camp Integration Lab, or BCIL, which was created by and is expertly run by, Product Manager Force Sustainment Systems. A first-generation Li-Fi system prototype was recently set up at the BCIL and successfully demonstrated the capability to send and receive data using the BCIL’s IT network.
“The people at the BCIL were incredible,” said Murphy. “They gave us the perfect platform to showcase the tactical capabilities of this device. This project really showcases what Natick is all about. The Natick team dove in with both feet. Great things happen when people believe in each other and in an idea. We all want to help the soldier.”
Murphy believes that LiFi is truly the wave of the future.
“The demand for data inside the command post is only going to continue to increase,” said Murphy, “So data quantity and quality need to improve to meet this demand. This technology can be hooked up permanently in rigid wall mission command platforms, but it can be used anywhere. We will be bringing world-class communications, security, speed, and capability to the frontline soldier. Information in the field is a weapon. This technology will help the warfighter make better decisions and be more effective and lethal in the field. This changes everything in the IT network system. It’s a game changer.”
Alexandre Walewski, born to a Polish countess in 1810, was the acknowledged son of a Polish count who had served the last king of Poland before it was annexed by Russia — but most people who knew the family suspected that he was the son of the countess’s lover, Emperor Napoleon. Napoleon’s illegitimate son later ignored his Polish roots and joined the French Foreign Legion.
Countess Marie Walewska was a beautiful woman who married a much older man, Count Athanasius Walewski, who had a burning desire to see Poland break from the Russian Empire and establish itself as a free land once more. A former chamberlain to the last Polish king, Walewski and many of his contemporaries fervently believed that Napoleon was their best chance at a free Poland.
I mean, she’s pretty if you’re into that “classical beauty” thing.
(Portrait by François Gérard)
So, when the count learned that Napoleon had the hots for his young wife, he encouraged her to go to him. Marie was, by many accounts, pious and initially reluctant. But she eventually became one of Napoleon’s mistresses and, in 1809, became pregnant with what she suspected was an imperial child.
When young Alexandre was born, the rumor mills quickly commented on how much he looked like the French emperor, but Walewski publicly acknowledged the boy as his own, granting the boy the privileges of nobility.
The Russian Army came calling for young Alexandre and he ran away, first to London and then Paris. In France, the royal line was back on the throne but Alexandre was not punished for his father’s reign. King Louis-Philippe sent him back to Poland.
The young Count Alexandre Walewski was considered handsome despite his neckbeard.
(Portrait by the school of George Hayter)
In Poland, Alexandre reached the age of 20 and quickly fell in with an attempted rebellion led primarily by Polish officers at the military academy. The uprising had some early success, and Alexandre was sent to London to be the group’s envoy to England. As it would turn out, he was lucky out of the country when the Russian army crushed the uprising in 1831.
Alexandre married the daughter of an earl that December but she tragically died — not long after the deaths of their two children. In 1834, Alexandre was a widower with no living children, so he decided to go back to France.
Typical French Foreign Legion uniforms in 1830s Algeria.
Once there, he applied for French citizenship, which was granted, and a French commission. Soon, Capt. Alexandre Walewski was serving with the French Foreign Legion in Algeria.
During this period, French forces in Algeria were focused predominantly on driving back the Ottomans and ensuring French control of the country. Alexandre distinguished himself as a light cavalry officer and was eventually awarded the grand cross of the Legion of Honor.
Facing off against the Arabs in Algeria took guts, as these Frenchmen found out when they were stomped at Constantine in 1836.
One of the best parts of the NCAA Basketball Tournament is the cheer of the crowds. The eruptions of joy, the cries of despair, the yelling at the referees, the prayers to the heavens and the cursing at how much money you lost adds to the atmosphere that we call March Madness.
This year, however, the only sounds you will hear might be the squeaking of sneakers, the yelling of a coach and the whistles of the refs.
March Madness is going to be awesome this year! (Via @lucas_hepp)pic.twitter.com/hQpeXOxEt4
Today, the President of the NCAA, Mark Emmert released a statement saying that both the Men’s and Women’s Tournaments would be played without crowds. The reason is the continued spread of COVID-19, the novel coronavirus, throughout the United States. As of this writing there were currently 1,200 people that have been affected in over 41 states, with health officials worried that the virus’ spread will get worse. Thirty one Americans have died so far, and there are hopes that containment and quarantines will keep the death toll down.
Because of the spread of the virus, the NCAA decided that it was best to keep large crowds away from arenas in order keep people safe. However, they are still holding the games with only players, coaches and essential personnel present. While the reduced number of people would mitigate a larger spread, players and coaches traveling from destination to destination still might be at risk of infection.
As far as families of coaches and players, the NCAA will allow limited family to attend games. This will probably include parents, spouses, significant others and kids. One can assume other than referees, there will also be scorekeepers, facility operations personnel, TV and radio broadcast crews among others.
The United States has already seen several cancellations or postponements from Coachella being pushed back until October, SXSW being canceled in Austin and even the venerable Houston Rodeo being shut down.
But the NCAA Tournaments which generate over a billion dollars yearly for schools, conferences, television stations, corporate sponsors and anyone that’s not a player is the biggest event so far impacted by the coronavirus.
The NCAA did have a COVID-19 advisory panel which was monitoring the situation and keeping up to date with the spread of the virus as well as preventive measures taking place around the world.
The move by Italian officials to play Serie-A (Italy’s top soccer league) behind closed doors definitely had to play a big part in this decision. Similar moves have been taking place in the Europa tournament. Here in the United States, as conference tournaments started to be played (some teams’ way to get into the Big Dance), the Ivy league canceled their tournament outright citing fears of spreading the disease.
Referring to the advisory panel, Emmert said that, “Based on their advice and my discussions with the NCAA Board of Governors, I have made the decision to conduct our upcoming championship events, including the Division I men’s and women’s basketball tournaments, with only essential staff and limited family attendance.
“While I understand how disappointing this is for all fans of our sports, my decision is based on the current understanding of how COVID-19 is progressing in the United States. This decision is in the best interest of public health, including that of coaches, administrators, fans and, most importantly, our student-athletes. We recognize the opportunity to compete in an NCAA national championship is an experience of a lifetime for the students and their families. Today, we will move forward and conduct championships consistent with the current information and will continue to monitor and make adjustments as needed.”
The fallout of this decision is sure to send shockwaves throughout the sports community.
As we speak, baseball is in the middle of spring training with Opening Day set for the end of March. NBA and NHL teams are making pushes to the playoffs and are involved in many make or break games. While the NFL is on draft mode, the XFL’s successful first year might take a elbow drop. And depending on how long the virus lingers there is a chance (albeit small) it could have an affect on the Olympics.
From the business side of sports, the impact alone of the NCAA’s decision will be far reaching. Hopefully, the virus is contained soon and the impact on businesses won’t be as bad as many fear. However, it does show us that TV, not attendance is the new factor in how successful sports organizations are. The fact that they will still hold the tournament and televise it without crowds shows the power that TV rights deals have on the sports. We’re just thankful we’ll have something to watch if we’re quarantined.
Instagram has fully dominated the zeitgeist. The “can I get your number?” of years’ past has mutated into the “what’s your IG handle?” of the new era. But you don’t have any need for that anymore. You’re married to a member of the United States armed forces. So here’s a handful of accounts to bring your carpal-tunnel thumb scrolling into the new age with a bit of inspiration for the loved ones of military members.
This account is one of the most popular MILSO (military significant other) accounts on Instagram. ArmyWife101 covers everything from veteran’s issues to perfect care packages to promoting fellow MILSO accounts.
[instagram https://www.instagram.com/airmantomom/?hl=en expand=1]Amanda (@airmantomom) • Instagram photos and videos
Amanda has a great account for any woman who has transitioned from military to service to motherhood. In addition to having a very current IG profile, she also runs a podcast under the same @—a perfect program to underscore a jog around the block.
[instagram https://www.instagram.com/themilitarywifeandmom/ expand=1]Lauren Tamm (@themilitarywifeandmom) • Instagram photos and videos
Lauren is a military wife and mother of two who documents her life closely for her followers. It gives fellow military spouses a gentle look into the life of someone who can empathize with the struggles and triumphs of someone who is facing life as a military mother. Her shots are artfully composed and sure to crack a smile.
[instagram https://www.instagram.com/reccewife/ expand=1]Kim (@reccewife) • Instagram photos and videos
Kim is a tough ass, salt of the earth, no-nonsense Canadian military spouse. Her sardonic wit gives her profile a bit of an edge and is perfect for anyone who wants a glimpse into the parallel life of a military spouse across our northern border.
[instagram https://www.instagram.com/soldierswifecrazylife/ expand=1]Julie (@soldierswifecrazylife) • Instagram photos and videos
If you want something a bit more personal— Julie has you covered. She’s a military spouse and mother of two who fills her account with personalized messages of support in a non-partisan, playful way. She’s a spoonful of honey on your IG feed.
[instagram https://www.instagram.com/humans_on_the_homefront/ expand=1]Humans on the Homefront (@humans_on_the_homefront) • Instagram photos and videos
This handle is, unfortunately, inactive since 2017 (although the hashtag is alive and well). However, it has 61 posts archived to sort through. Each detailed post tells the stories of the brave men and women who serve our country, as well as the incredible people who love them. Any military spouse, parent, relative, or friend could get a twinkle of inspiration from this account.
[instagram https://www.instagram.com/movingwiththemilitary/?utm_source=ig_embed expand=1]Moving With The Military (@movingwiththemilitary) • Instagram photos and videos
This account is like “Extreme Home Makeover: Military Spouse Edition.” Maria operates the account, which shows makeovers that they do for USOs, military spouses, and a whole other assortment of charitable military work. It’s a breath of positivity on your feed.
Lizann works this account as a super valuable resource to MILSOs everywhere. She creates workshops and masterclasses to give tips and advice to newly minted military spouses dealing with everything from deployment to surviving the holidays at your parents.
[instagram https://www.instagram.com/support_lgbt_military/ expand=1]Support LGBT Military (@support_lgbt_military) • Instagram photos and videos
This is a beautiful account filled with stories, profiles, and (best of all) memes that empower LGBT veterans and service members. The account is highly active and, with over 10K followers, has a massive community with which to interact.
[instagram https://www.instagram.com/thewaitingwarrior/?utm_source=ig_embed expand=1]Michelle Bowler (@thewaitingwarrior) • Instagram photos and videos
Michelle Bowler balances mothering four children with the difficulties of being an “Army wife” at Ft. Campbell. Her IG account’s message is clear—”you are not alone.” Her whole goal is to act as a supportive lens to all MILSO’s and loved ones of first responders. Michelle also has a podcast with 46+ episode of interviews with spouses of all experiences, talking about various parts of military and first responder spouse life.
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.
American and Afghan forces were briefing each other at a forward operating base on March 11, 2013, about that day’s mission when machine gun rounds suddenly rained down on them.
The group immediately looked to see where the shots were coming from. The lone airman in the group, then-Tech. Sgt. Delorean Sheridan, identified the source of the shots, which turned out to be coming from a truck in the base’s motor pool.
The shooter was a new member of the Afghan National Police who had slipped unnoticed to the bed of the truck and taken control of its machine gun.
It was a so-called “green-on-blue attack” — when supposed allies attack friendly forces. Meanwhile, insurgents from outside the base joined what was clearly a coordinated attack, sending more rounds into the grouped-up men. Bullet fragments even struck Sheridan’s body armor.
Sheridan decided that Afghan National Police officer or not, anyone who fired on him from within hand grenade range was conducting a near ambush and it was time to respond with force. He sprinted 25 feet to the truck and fired at his attacker up close and personal.
On May 17, 1987, a long-range luxury business jet approached the USS Stark, which was on a routine patrol in the Persian Gulf. The Iran-Iraq War was nearing its end, but attacks from both sides were still brutal and frequent. When Stark requested the plane identify itself, it instead fired two Exocet anti-ship missiles, killing 37 sailors and wounding another 21.
Most reports say the Stark was attacked by an Iraqi F-1 Mirage fighter.
The ship’s electronic surveillance systems didn’t see the missiles and neither did the radar, despite both systems being able to track the business jet. The jet made a few quick turns, coming closer with each turn. When it was 30 miles out, it fired and sped away. The second missile hit Stark 30 seconds after the first. The crew had no time to respond.
According to the Navy’s official investigation of the incident,Stark’s crew and officers believed the plane would “benignly pass them by.” The Tactical Action Officer took no action, even though he knew the Mirage fighter they believed the plane to be was capable of firing missiles from 38 miles away. The TAO tried to increase the ships readiness level in the minutes before the first missile hit, but by then it was too late.
There was plenty of blame to go around. The Weapons Control Officer was not at his station, the Fire Control Technician had already left the operations room on personal business, the automatic detector-tracker was off, the fire control radar was on standby, and the Mk-92 fire control radar was not locked onto the attacker until the missiles were already on their way.
The first Exocet penetrated the hull but did not explode, hitting right beneath the bridge. Its unspent fuel sparked a huge fire aboard the ship. The second missile hit the same spot, but this one exploded, blowing a 3×4.6-meter hole in the ship’s hull. Of the 37 sailors who died, 29 were killed immediately, two were lost at sea, and eight more died of their wounds.
Strangely enough, it was an Iranian helicopter and a Saudi Arabian ship that assisted the Navy in rescue and salvage operations.
Stark was still afloat and managed to hobble back to port in nearby Bahrain with the help of destroyers USS Waddell and USS Conyngham, along with the destroyer tender USS Acadia. Captain Glenn Brindel was relieved of command of the Stark, eventually taking non-judicial punishment and retiring early.
Iraq initially claimed the ship violated the war-zone area, but upon seeing the Navy’s evidence to the contrary, relented. They announced they would pursue their own inquiry into the incident and apologized to the United States after President Reagan called an emergency meeting of the National Security Planning Group.
“If this attack was carried out by Iraqi planes, then it ‘would have been the result of confusion by the pilots’,” the Iraqi Foreign Minister told the Guardian. It’s not known what became of the pilot but the Iraqi investigation found he thought the Stark was an Iranian tanker.
Unless you’re married, you better plan on living in the barracks — or prepare to be homeless. Although the idea of sharing a room with two or three other people sounds sh*tty, you can get away with some pretty interesting things if no one hates on you.
Many troops will try and bend the rules as far as they can, just to see what they can get away with.
Since staying in the barracks is like living in a cramped studio apartment, some service members occasionally invite a special someone to stay with them for various periods of time. Although it’s against the rules to allow a civilian to live in the barracks temporarily, you won’t get in trouble for it if they stay hidden in the closet while you’re off at work.
Unless you have plenty of haters around, you can manage to keep your civilian roommate a secret for a while.
2. Collecting BAH.
The barracks are usually run by what we call, “Barrack Sergeants.” If you’re cool with this guy or gal, you might be able to get yourself a free room, even though you’re collecting BAH.
3. Throwing loud parties.
How well someone can get away with throwing loud parties boils down to the number of people who like the person hosting the bash. If the barracks duty is a friend of yours, you can party all freakin’ night long.
4. Running a side-hustle business.
Contrary to popular belief, young enlisted troops can operate a business out of their barracks room. Since nobody pays rent, running a business requires little overhead. Although it sounds like a good idea to make some extra cash, the practice is highly frowned upon.
5. Using unauthorized appliances.
There are a few things you’re not allowed to have in your barracks room, like stoves, candles, and pets. However, some people get away with having appliances that aren’t on that list — if you’re cool.
This is one of the hardest things to pull off in the barracks. Getting your own room is mostly a product of luck or a lot of a**kissing. Someone has to really like you out there — or your command has extra cash to afford private berthing quarters.
It’s peak hurricane season, as Hurricane Dorian has been reminding us.
But Dorian isn’t the only strong storm swirling: Four cyclones churned over the oceans this week. On Sep. 4, 2019, they lined up for a satellite camera.
The GOES 16 satellite, operated by that National Oceanic and Atmospheric Administration (NOAA) with help from NASA, captured the above image of the Western Hemisphere on Sep. 4, 2019. It shows Hurricane Juliette, Tropical Storm Fernand, Hurricane Dorian, and Tropical Storm Gabrielle lined up across the globe.
At the time the photo was taken, Juliette in the East Pacific and Dorian in the Atlantic were Category 2 hurricanes. Fernand and Gabrielle were tropical storms with sustained wind speeds 45 mph and 50 mph, respectively.
Labeled image of the chain of tropical cyclones lined up across the Western Hemisphere on Sep. 4, 2019.
The image shows 2 hurricanes and 2 tropical storms
Dorian made a record-tying landfall in the northwestern Bahamas on Sep.1, 2019, as a Category 5 hurricane with 185-mph sustained winds. It ground to a halt on Sep. 2, 2019, flooding islands with a wall of water up to 23 feet high, ripping buildings apart with wind gusts as strong as 220 mph, and killing at least 23 people.
In the NOAA image, Dorian can be seen traveling north along Florida’s east coast, towards Georgia and the Carolinas. Since then, it has brought heavy rains and flash floods, lashed the southeastern US coast with powerful winds, caused tornadoes, and even caused bricks of cocaine to wash up on a beach. One man was reported dead in North Carolina after falling off a ladder while preparing for the storm.
Tropical Storm Fernand, meanwhile had just made landfall over northeastern Mexico at the time of this satellite image. The storm caused heavy rainfall, with a threat of flash flooding and mudslides, but it has since dissipated.
Hurricane Juliette has stuck to the open ocean in the East Pacific, and is expected to weaken over the next few days.
Tropical Storm Gabrielle has wandered harmlessly through the open Atlantic, and on Sep. 5, 2019, was “struggling to maintain thunderstorms near its center,” the National Hurricane Center (NHC) reported.
Hurricane Dorian moves slowly past Grand Bahama Island on Sep. 2, 2019.
An above-average hurricane season in the Atlantic
NOAA recently revised its forecast for this year’s Atlantic hurricane season — it now projects a 45% chance that this year will see above-average activity. That could mean five to nine hurricanes in the Atlantic, with two to four of those expected storms becoming major hurricanes (defined as Category 3 or above, with winds greater than 110 miles per hour).
On average, the Atlantic sees six hurricanes in a season, with three developing into major hurricanes (defined as Category 3 or above). Hurricane season peaks in August through October, with especially high activity around September 10. The season ends November 30.
Hurricane category numbers don’t necessarily indicate the full destructive power of a storm, however, as they’re based solely on wind speeds. In Hurricane Dorian’s case, the storm has traveled slowly, so its effects have been prolonged.
Slower, wetter storms like this are becoming more common as the planet warms. Over the past 70 years or so, the speed of hurricanes and tropical storms has slowed about 10% on average, a 2018 study found.
Dorian is now the fifth hurricane to reach Category 5 over the past four hurricane seasons in the North Atlantic. In the last 95 years, there have been only 35 Category 5 hurricanes in the North Atlantic, so this frequency of strong storms is far above average.
This article originally appeared on Insider. Follow @thisisinsider on Twitter.
Twitter and news outlets came alive with spotty, unconfirmed news reports of an incident in Saudi Arabia that some sources were describing as a possible “coup attempt.” There has been no official verification of significant or organized action in the region and no reports have surfaced as of 00:30 Riyadh time on the BBC World News, but the volume of Twitter reports and private messages received by this reporter seem to indicate an incident of some significance.
Saudi Arabia has been so far successful in avoiding inclusion in the “Arab Spring” revolts that have toppled governments across the Middle East and began in Tunisia in 2010. Since then Tunisia, Libya, Yemen, Egypt, Syria and Bahrain have been subject to either government coups or coup attempts. The attempts at overthrowing the Syrian government have resulted in one of the bloodiest conflicts in the history of the region now in its seventh year.
As the minutes have passed during the last hour the volume of traffic about Saudi Arabia on Twitter has increased, but the region’s top Twitter reporter, @SamiAlJaber, has reported nothing specific about a “coup attempt”.
“An official Riyadh district police spokesman said that at about 19:50 p.m. on April 21, 2018, a security screening point in the Al-Khuzama district of Riyadh noticed a small, remote-controlled recreational aircraft (drone) flying without being authorized to do so, which required security personnel at the security point to deal with it in accordance with their orders and instructions in this regard,” the official Saudi Press Agency reported according to Newsweek.
The following traffic was monitored in the aftermath of the reported gunfire. It might be completely unrelated to the alleged attempted coup, still it’s worth of note, considered that according to flight tracking authority @CivMilAir the GL4 has always shadowed the Crown Prince’s UK, USA, France tours.
For instance, the same aircraft, registration HZ-MS4B was part of the fleet that supported the Crown Prince of Saudi Arabia Mohammad bin Salman during his U.S. tour. Here’s a tweet dating back to a couple of weeks ago:
Concern about unrest in the country have been top of mind in the region for several years but the existing government has, to date, been mostly successful in moderating large, overt attempt at leadership change.
This article originally appeared on The Aviationist. Follow @theaviationist on Twitter.
Eligible veterans can submit a 1040X Amended U.S. Individual Tax Return for their reimbursement of taxes paid on their disability severance payment.
Army Lt. Col. David Dulaney, executive director for the Armed Forces Tax Council, said the Defense Department has identified more than 130,000 veterans who may be eligible for the refund.
According to the DoD’s press release:
“The deadline to file for the refund is one year from the date of the Defense Department notice, or three years after the due date for filing the original return for the year the disability severance payment was made, or two years after the tax was paid for the year the disability severance payment was made, according to the IRS.”
The IRS will accept a simplified method of filing for the refund, in which veterans claim a standard refund based on the year they received their disability severance payment. The standard refund amounts are as follows:
Tax years 1991 – 2005: id=”listicle-2587881382″,7590
Tax years 2006 – 2010: ,400
Tax years 2011 – 2016: ,200
The disability severance payment is not subject to federal income tax when a veteran meets the following criteria:
“The veteran has a combat-related injury or illness as determined by his or her military service at separation that resulted directly from armed conflict; took place while the member was engaged in extra-hazardous service; took place under conditions simulating war, including training exercises such as maneuvers; or was caused by an instrumentality of war.”
“The veteran is receiving disability compensation from the Department of Veterans Affairs or has received notification from VA approving such compensation.”
Combat-Injured Veterans Tax Fairness Act of 2016
The Combat-Injured Veterans Tax Fairness Act of 2016 is the solution to eligible veterans being wrongly taxed on their severance payment. The bill asked the Department of Defense to examine disability severance payments that occurred after Jan. 17, 1991, that were included as taxable income.
Even if a veteran did not receive a letter from the Defense Department, they may still be eligible for a refund. Veterans who may be eligible can visit the IRS website and search “combat injured veterans” for further information.
Estates or surviving spouses can file a claim on behalf of a veteran who is now deceased.
This article originally appeared on G.I. Jobs. Follow @GIJobsMagazine on Twitter.
During World War II, sitting in aircraft hangars at Birmingham, England, were millions of undelivered pieces of mail and packages. Those U.S. service members in Europe took notice that no mail was being delivered and Army officials reported that a lack of reliable mail was hurting morale. It was predicted that it would take six months to clear the backlog in England, but who was up for the task?
In November 1944, African-American women — 824 enlisted and thirty-one officers — were recruited from the Women’s Army Corps, the Army Service Forces, and the Army Air Forces to form the 6888th Central Postal Directory Battalion, or the “Six Triple Eight.” The first and only all-female African-American battalion to be deployed overseas during World War II was organized into a Headquarters Company, for administrative and service support, and four postal directory companies — A, B, C, and D — commanded by either a captain or a first lieutenant. The battalion would be commanded by Maj. Charity Edna Adams Earley, the first African American woman to achieve the rank of lieutenant colonel in the U.S. Army.
Retired Master Sgt. Elizabeth Helm-Frazier touches the bust made in the likeness of battalion commander Lt. Col. Charity Adams on the monument honoring the all-female, all-African-American 6888th Central Postal Directory Battalion Nov. 29, 2018 in the Buffalo Soldier Commemorative Area, Fort Leavenworth, Kan. Helm-Frazier, of Md., said she knows how important mail is to service members, and she joined the project team to help get the monument funded so that future generations will know that women in uniform also helped guarantee freedom.
(Prudence Siebert, Fort Leavenworth Lamp)
Upon arriving in Birmingham after their initial training at Fort Oglethorpe, Georgia, the 6888th’s mission seemed simple: clear the backlog of mail bags that filled hangars from floor to ceiling. However, many of the letters and packages were addressed simply to “Junior,” “Buster,” or to soldiers who shared common names such as “Robert Smith.” Also, the hangars themselves were poorly lit, unheated, and cold and damp, with rats making their homes in packages of stale cookies and cakes. The women wore long underwear and extra layers of clothing underneath their uniforms in order to stay warm. The lighting was poor due to the windows being blacked out to prevent light from escaping and alerting enemy aircraft of their location during nighttime air raids. The late Staff Sgt. Millie L. Dunn Veasey stated that there were buzz bombs that came down. “You could see them, and then you didn’t know where they were going to land,” she said. “You had to go get into a shelter. Just drop everything, and just run.”
Members of the 6888th sorting mail.
(The National Archives)
With World War II raging on, the soldiers of the 6888th were given six months to sort and deliver the mail — they did it in three months. The women divided into three eight-hour shifts and worked seven days a week to sort and redirect an average of sixty-five thousand pieces of mail per day, totaling nearly seven million pieces in Birmingham alone. The mail clerks used special locator cards that contained soldiers’ names, unit numbers, and serial numbers to help ensure proper delivery; they also had the duty of returning mail addressed to those service members who had died. The women developed the motto “No mail, low morale,” as they were providing the support of linking service members with their loved ones back home.
Following their three months in Birmingham, the members of the 6888th were deployed to Rouen, France, to clear two to three years of backed up mail. And again, the women completed the task in just three months. While deployed to Paris, they faced new challenges: the theft of packages and items from packages to supply the populace.
French civilians and soldiers from the 6888th sort mail in the spring of 1945.
(U.S. Army Womens Museum)
The battalion was transferred home and disbanded at Fort Dix, New Jersey, in 1946. There was no ceremony, no parades, no public appreciation, and no official recognition for all their accomplishments.
Though there have been exhibits and educational programs about the 6888th, public events honoring the women of the battalion have been few. One of the most prominent events was a ceremony by the Women in Military Service for America Memorial at Arlington National Ceremony. Veterans received certificates, letters of appreciation from the secretary of the Army and the Army chief of staff, lapel pins, and decals. The most recent event to honor the 6888th was the Nov. 30, 2018 dedication of a monument located at the Buffalo Soldier Commemorative Area on Fort Leavenworth, Kansas. Five surviving members of the battalion attended: Pvt. Maybelle Rutland Tanner Campbell, Pfc. Elizabeth Barker Johnson, Cpl. Lena Derriecott Bell King, Pvt. Anna Mae Wilson Robertson, and Pfc. Deloris Ruddock.
Veterans who served during World War II with the 6888th, (left to right) Pvt. Anna Mae Wilson Robertson, Pfc. Elizabeth Barker Johnson, Pfc. Deloris Ruddock, Pvt. Maybelle Rutland Tanner Campbell, and Cpl. Lena Derriecott Bell King gather around the monument honoring the battalion Nov. 29, 2018 the day before a ceremony dedicating the monument at the Buffalo Soldier Commemorative Area, Fort Leavenworth, Kan. The women, all in their nineties, are five of seven known surviving members.
(Prudence Siebert, Fort Leavenworth Lamp)
Carlton Philpot, Buffalo Soldier Monument Committee chair and project director, said that the goal of this monument is to “make it unique enough that no one will have to look for it when they come into the park.” With the names of five hundred battalion members and a 25-inch bronze bust of its leader, Lt. Col. Charity Adams Earley, the monument is truly unique. It joins monuments dedicated to Gen. Colin Powell, 2nd Lt. Henry Flipper, the 555th Parachute Infantry Division, the Buffalo Soldier, and others in the Circle of Firsts and the Walkway of Units at the Buffalo Soldier Commemorative Area. As Earley’s son, Stanley, said, “My mother was always enormously proud of the Six Triple Eight. This monument is a statement of the responsibility, determination, and honor, and it is a gift from the recent past addressed to the future.”
Kansas Sen. Jerry Moran said, “When we unveil this monument, what we are really saying is this: Thank you for your service. We respect you and we love you.”