The United States Navy commissioned its newest destroyer, USS Zumwalt (DDG 1000), a few years ago. It’s had a hiccup or two, but make no mistake, this is a very modern naval warship. It has tons of firepower, including two 155mm guns, 20 four-cell Mk 57 vertical-launch systems, and two 30mm guns. But how would it fare against the best surface combatant in the Russian Navy, the Pyotr Velikiy, the last of four Kirov-class battlecruisers?
This sort of ship-versus-ship combat looks one-sided in favor of the Russian ship. The Zumwalt is designed to hit and kill targets on land using BGM-109 Tomahawk cruise missiles and has some self-defense capability with the RIM-162 Evolved Sea Sparrow Missile. The Pyotr Velikiy, on the other hand, was primarily designed for naval anti-air combat, armed with SS-N-19 Shipwreck anti-ship missiles, SA-N-6 Grumble surface-to-air missiles, and a twin 130mm turret.
Looks can be deceiving. While firepower matters in any sort of combat, you need a target for that firepower. The Zumwalt, with its stealth technology, is a very elusive target. Yeah, one or two SS-N-19s could leave it a burning wreck, but they’d need to find it and hit it first. On the other hand, the Kirov’s not that stealthy. Its radars might as well be a big signpost saying, “I’m over here!”
Furthermore, the Zumwalt has a few more anti-ship weapons options. One of which is Vulcano technology, which transforms its 155mm guns into anti-ship missile launchers. This places the Kirov in a world of hurt. Seeing as the Zumwalt can carry 300 rounds for each of its two 155mm guns, that’s a lot of threatening firepower. Furthermore, some advanced versions of the Tomahawk missile can be used as anti-ship munitions. To make matters worse for the Pyotr Velikiy, the Zumwalt is likely able to be upgraded with systems like a ship-launched version of the LRASM.
In short, the real winner of this fight will come down to who can see the enemy ship first and in that department, the Zumwalt has the edge.
If noncommissioned officers are the backbone of the Marine Corps, then lance corporals are the muscles that keep it moving. As all enlisted Marines and warrant officers know — not to mention the Mustang officers who ascended the enlisted ranks before earning a commission — lance corporals hold a special place in the heart of the Corps.
Gone are the days of “Lance Corporal don’t know,” and the “Lance Corporal salute.” Today’s Marine Corps E-3s are smarter, faster, stronger, and more tech savvy than the old salts from years gone by. They are the iGeneration, seemingly raised with a cell-phone fused to their fingers at birth. They are more familiar with Snapchat and Instagram than cable TV and VHS tapes. They are a digital generation, and they fit uniquely and seamlessly with the Marine Corps’ vision of a connected ‘strategic corporal,’ ready to fight and win America’s battles as much with technology and ingenuity as with bullets and pure grit. The bedrock for tomorrow’s Marine leaders is the ability to make sound and ethical decisions in a world flipped on its head during the past two decades.
Enter the “Lance Corporal Leadership and Ethics Seminar.”
The weeklong training is required for all lance corporals vying for a blood-stripe and much-coveted place in the NCO ranks. The Marine Corps’ Enlisted Professional Military Education branch instituted the program in 2014 to “bridge the gap between the initial training pipeline and resident Professional Military Education,” according to the seminar’s Leader Guide. The seminar prepares junior Marines to face the challenges of an evolving, uncertain and dangerous world 19 years into the 21st Century.
Lance Cpl. Antonio C. Deleon, an aircraft ordnance technician with Medium Tiltrotor Squadron 262 (Reinforced), Marine Corps Air Station Futenma, Okinawa, Japan.
(U.S. Marine Corps photo by Lance Cpl. Cameron E. Parks)
“Our lance corporals are the gears that keep this machine moving,” said Sgt. Maj. Edwin A. Mota, the senior enlisted Marine with the 31st Marine Expeditionary Unit in Okinawa, Japan. “The Lance Corporal Seminar is vital to their success this early in their careers. Whether an enlisted Marine stays in for four years or 30, they will never forget the leadership lessons they learned — both good and bad — as a lance corporal.”
Each seminar has a cadre of NCO and staff NCO volunteers who lead small groups through physical training, guided discussions and scenario-based training. The idea is to get lance corporals to think critically, both on and off duty, to help prepare them for a leadership role as a corporal, sergeant and beyond.
Lance Cpl. Celestin Wikenson, an airframer with Marine Medium Tiltrotor Squadron 262 (Reinforced), maintains the skin of a MV-22B Osprey helicopter Marine Corps Air Station Futenma, Okinawa, Japan.
(U.S. Marine Corps photo by Lance Cpl. Cameron E. Parks)
“As a lance corporal in the infantry during the 90s, it was a completely different Marine Corps than it is today,” said Mota. “We took orders and we carried them out without a lot of questions. Our NCOs, staff NCOs and officers didn’t expect us, as lance corporals, to understand the strategic-level significance of our training and operations back then. But today, the Marine Corps cannot afford for our lance corporals to not know how they affect our mission at the tactical, operational, strategic, and diplomatic levels.”
Enlisted PME is a central component for measuring an enlisted Marine’s leadership potential and their fitness for promotion, regardless of rank. The seminar is usually a first term Marine’s introduction to formal military education and sets the tone for future PME courses as NCOs and staff NCOs. The guided discussions and scenario-based training is designed to help junior Marines to think critically before acting instinctively, according to 19 year old Lance Cpl. Dylan Hess, a mass communication specialist with the 31st MEU and a student in a recent seminar.
Lance Cpl. Richard T. Henz, a CH-53E Super Stallion helicopter crewman with 31st Marine Expeditionary Unit sits alongside a CH-53E helicopter at Marine Corps Air Station Futenma, Okinawa, Japan.
(U.S. Marine Corps photo by Lance Cpl. Cameron E. Parks)
“As a lance corporal, we are expected to follow orders and get the job done, regardless of our job,” said Hess, a native of Vacaville, California who enlisted in September 2017 after graduating from Will C. Wood High School. “During the seminar, we were challenged to rethink our role as junior Marines. In today’s Marine Corps, especially here in Japan, everything we do is a representation of all American’s stationed here and the seminar helped us better understand why the decisions we make, on and off duty, are so important as ambassadors to our hosts here in Okinawa.”
The lessons learned during the seminar will help tomorrow’s leaders refine their leadership ability, according to Hess.
“Today’s generation joins the Marine Corps for many different reasons, but our commitment to the Marine Corps is the same as any other Marine from past generations. Many of the junior Marines today don’t remember 9/11, don’t remember the battles in Iraq and Afghanistan, but we’re still committed to always being prepared for our next battle, and the Lance Corporal Seminar definitely gives us a better understanding of leadership challenges and opportunities as we grow into the NCO ranks.”
This article originally appeared on Marines. Follow @USMC on Twitter.
“Don’t tell medical sh*t!” That’s the advice I got before I went to Marine Corps OCS in the summer of 2011.
“If you tell them you’re jacked up in any way they will DQ you before you even get started.” I wanted to become a Marine, I wanted to be at the school, but I did not want to be there any longer than I needed to be. Fessing up to any old injuries or conditions would be one way to end up in Quantico longer than I wanted or having to come back again next summer.
This was a common trend I witnessed throughout my entire career. Marines hiding injuries and other medical issues so they could keep their job and achieve mission accomplishment.
As it turns out, there is actually some evidence to suggest that this isn’t as stupid as I used to think it was.
Allow me to walk you through the three most common ways people deal with injuries to get a little deeper into this sh*t.
You’re not gonna get out of Fallujah if you can’t get over some chapped lips
(Marine Corps Times)
The mentally weak
We all know “that guy,” the one who always had a chit from medical explaining why they couldn’t PT. This is the guy who would turn chapped lips into a week of light duty on doctor’s orders.
You become more deconditioned than necessary. You get in worse shape than you were previously in. For those of you who are barely scraping by as it is this could be the last nail in your coffin for getting accepted to an elite program or finishing a difficult school.
You develop a fear of movement. If you roll your ankle running on a trail and then you cease running altogether, you will become afraid of the trail that supposedly injured you and of running. This may translate to a shorter or slower stride, which will both cause you to be slower in general. Again, this is not good.
Lastly, you will become less resilient. By folding due to a minor injury your mental toughness takes a major blow. Learning to overcome the small stuff is what gives you the strength to overcome the big sh*t. Resiliency is a muscle that must be trained.
At least get a band-aid you ninny.
The mentally stubborn
The guy who could be bleeding from both ears and keeps on swinging. Dude your brain is bleeding, stop and reassess the situation.
Similarly, this is the person who ignores the doctor’s orders altogether and goes right back to the same activity that caused the injury at the same intensity as before.
When you suffer an injury, even something as simple as a minor ankle roll (I know I keep talking about ankles, but it’s the most common injury among otherwise capable military personnel) you are no longer operating at 100%. That’s okay.
By smartly reducing your training load to an amount that doesn’t cause more pain, you can live to train another day. The stubborn mind doesn’t do this though. Often the stubborn mind increases training volume in order to beat the weakness out of them.
Statistically, this is stupid. If you continue to blast your body into oblivion, you will be of no use to anyone. Knowing when to dial it back is an art that this individual has yet to master.
Don’t take time off from this place, just adjust your training.
When you get injured, you are by definition deconditioned. You are slightly less capable than you were before the injury.
The smartest thing to do is to dial things back as little as possible so that you can still train but aren’t making the issue worse. In this training Goldilocks zone, you risk neither becoming a baby-backed-b*tch like the mentally weak do nor an armless-legless-fool like the stubborn mind does.
Military doctors take the most conservative route possible to hedge their positions. If you continue training and get injured further, the doc may get chewed out or lose their position. BUT if doc says do nothing and you fail out of your school due to missed training days or overall mental weakness…well it’s a lot harder to blame medical personnel for your lack of tenacity.
You know what doc is gonna say, and you can pretty much assume that your SNCO is going to say the exact opposite, choose the more measured approach. This may mean reducing your running pace, lowering the weight on the bar, or slightly modifying the exercise you are training. The less you change things, the easier it will be to get back to where you previously were.
Be as mentally strong as possible without being stupid. Add that to your list of adages to live by.
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In the mid-1990s, U.S. oil company Unocal attempted to secure a gas-pipeline deal with the Taliban, which had seized control of the Afghan capital, Kabul, after a devastating civil war.
It was the United States’ first attempt to forge a partnership with the fundamentalist Taliban regime, which was not recognized by the international community.
Unocal even flew senior Taliban members to Texas in 1997 in an attempt to come to an agreement.
Zalmay Khalilzad, who had served as a State Department official when Ronald Reagan was president, worked as a consultant for the now-defunct company.
Khalilzad, who met with the Taliban members in the city of Houston, publicly voiced support for the radical Islamists at the time. The “Taliban does not practice the anti-U.S. style of fundamentalism practiced by Iran — it is closer to the Saudi model,” Khalilzad wrote in a 1996 op-ed for The Washington Post. “The group upholds a mix of traditional Pashtun values and an orthodox interpretation of Islam.”
Negotiations over the pipeline collapsed in 1998, when Al-Qaeda bombed two U.S. embassies in Africa. By then, the terrorist group, led by Osama bin Laden, had relocated from Sudan to Afghanistan, where it was offered safe harbor by the Taliban.
Suddenly, the Taliban went from a potential U.S. economic partner to an international pariah that was hit by U.S. sanctions and air strikes.
Three years later, the United States invaded Afghanistan and toppled the Taliban regime after Al-Qaeda carried out the September 11, 2001, terrorist attacks in New York City, Washington, D.C., and Pennsylvania that killed nearly 3,000 people.
But now, after waging a deadly, nearly 19-year insurgency that has killed several thousand U.S. troops, the Taliban has regained its status as a potential U.S. partner.
On February 29, the United States and the Taliban signed an agreement aimed at ending the United States’ longest military action. The deal lays out a timetable for the withdrawal of U.S. troops from Afghanistan in return for various security commitments from the insurgents and a pledge to hold talks over a political settlement with the Afghan government — which it so far has refused to do.
The deal — signed before a bevy of international officials and diplomats in Doha, Qatar — has given the Taliban what it has craved for years: international legitimacy and recognition.
Meanwhile, the agreement has undermined the internationally recognized government in Kabul, which was not a party to the accord.
The architect of the deal was Khalilzad, the U.S. special peace envoy for Afghanistan, who secured a deal following 18 months of grueling negotiations with the militants in Qatar. The Afghan-born Khalilzad had served as the U.S. ambassador to Afghanistan and Iraq in the intervening years since working as a Unocal adviser.
“There’s a 20-year bell curve, from 1998 to 2018, when the Taliban went from partner to peak pariah and now back to partner,” says Ted Callahan, a security expert on Afghanistan. But the “changes that have occurred have been less within the Taliban movement and more based on U.S. instrumentalism and war fatigue.”
The extremist group’s transformation to a potential U.S. ally was considered unthinkable until recently.
During its brutal rule from 1996 to 2001, the Taliban oppressed women, massacred ethnic and religious minorities, and harbored Al-Qaeda.
Since the U.S.-led invasion in 2001, the Taliban has killed tens of thousands of Afghan civilians, fueled the illicit opium trade, and sheltered several terrorist groups.
“U.S. officials are selling the Taliban as a partner when it is anything but,” says Bill Roggio, a senior fellow at a Washington-based think tank, the Foundation for Defense Of Democracies, and editor of the Long War Journal. “This is a fiction made up by U.S. officials who are desperate for a deal that will cover the military withdrawal from Afghanistan.”
Radicalized In Pakistan
The Taliban, which means “students” in Pashto, emerged in 1994 in northwestern Pakistan following the end of the Soviet occupation of Afghanistan.
The predominantly ethnic Pashtun group first appeared in ultraconservative Islamic madrasahs, or religious schools, in Pakistan, where millions of Afghans had fled as refugees. Funded by Saudi Arabia, the madrasahs radicalized thousands of Afghans who joined the mujahedin, the U.S.-backed Islamist rebels who fought the Soviets.
The Taliban first appeared in the southern city of Kandahar, Afghanistan’s second-largest city, in 1994, two years after the mujahedin seized power in the country. Infighting among mujahedin factions fueled a devastating civil war that killed more than 100,000 people in Kabul.
The Taliban promised to restore security and enforce its ultraconservative brand of Islam. It captured Kabul in 1996 and two years later controlled some 90 percent of the country.
Neighboring Pakistan is widely credited with forming the Taliban, an allegation it has long denied. Islamabad was among only three countries — including Saudi Arabia and the United Arab Emirates — to recognize the Taliban regime when it ruled Afghanistan.
The Taliban was led by its spiritual leader, Mullah Mohammad Omar, the reclusive, one-eyed cleric who was a mujahedin. Omar died of natural causes at a hospital in Pakistan in 2013, with the group’s leadership covering up his death for two years. He was believed to be leading the Afghan Taliban insurgency from within Pakistan.
War-weary Afghans initially welcomed the Taliban, which cracked down on corruption and lawlessness and brought stability across much of the country.
But the welcome was short-lived. The religious zealots enforced strict edicts based on their extreme interpretation of Shari’a law — banning TV and music, forcing men to pray and grow beards, making women cover themselves from head to toe, and preventing women and girls from working or going to school.
The Taliban amputated the hands of thieves, publicly flogged people for drinking alcohol, and stoned to death those who engage in adultery. Executions were common.
Besides its notorious treatment of women, the Taliban also attracted international condemnation when in 2001 it demolished the 1,500-year-old Buddhas of Bamiyan, in central Afghanistan, a testament to the country’s pre-Islamic history and a treasured, unique world cultural monument.
‘We Were All Scared’
Orzala Nemat is a leading women’s rights activist in Afghanistan. Under Taliban rule, she risked her life by creating a network of underground girls schools across the country. Classes were held secretly in living rooms, tents, and abandoned buildings. The teachers were often older girls or educated women.
Girls attending the classes would often come in twos to avoid suspicion and carry a Koran, Islam’s holy book, in case they were stopped by the Taliban.
“We were all scared,” says Nemat, who now heads a leading Kabul think tank. “They would probably flog us, put us in prison, and punish us [if we were caught].”
Under the Taliban, Isaq Ahmadi earned a living by playing soccer for one of the dozen teams created and funded by various Taliban leaders in Kabul. While the Taliban banned many sports and other forms of public entertainment, soccer and cricket thrived.
“It was a very difficult and dark time,” he says. “There were no jobs, food shortages, and no public services.”
During Taliban rule, the United Nations said 7.5 million Afghans faced starvation. Even then, the Taliban restricted the presence of aid groups in Afghanistan.
The Taliban regime generated most of its money from Islamic taxes on citizens and handouts from Pakistan, Saudi Arabia, and the United Arab Emirates, its only allies. The Taliban failed to provide basic needs and Kabul lay in tatters after the brutal civil war of 1992-96.
The Taliban attracted the world’s attention after the September 11 attacks on the United States. The regime had harbored bin Laden and other Al-Qaeda leaders responsible for the terrorist attacks. But the Taliban steadfastly refused to hand over Al-Qaeda leaders for prosecution and, in October 2001, the United States invaded Afghanistan.
By December, the Taliban regime was toppled with help from the anti-Taliban Northern Alliance. Most Taliban leaders, including Al-Qaeda founder bin Laden, evaded capture and resettled in Pakistan’s tribal areas and the southwestern city of Quetta, where its leadership is still based.
By 2005, the Taliban had reorganized and unleashed a deadly insurgency against foreign troops and the new democratically elected government in Kabul. Despite U.S.-led surges in troops and an escalation in air strikes, international and Afghan forces were unable to stop the Taliban from extending its influence in the vast countryside.
The Taliban enjoyed safe havens and backing from Pakistan, a claim Islamabad has denied. The insurgency was also funded by the billions of dollars the group made from the illicit opium trade.
Today, the militants control or contest more territory — around half of the country — than at any other time since 2001.
Meanwhile, the Kabul government is unpopular, corrupt, bitterly divided, and heavily dependent on foreign assistance. Government forces have suffered devastatingly high numbers of casualties against the Taliban.
Negotiating An End To War
In the fall of 2010, U.S. officials secretly met a young Taliban representative outside the southern German city of Munich. It was the first time the Taliban and the United States showed they were open to talks over a negotiated end to the war.
But in the intervening years, meaningful U.S.-Taliban talks failed to take off, hampered by mutual distrust, missed opportunities, protests by the Afghan government, and the deaths of two successive Taliban leaders.
For years, U.S. policy was to facilitate an Afghan-led, Afghan-owned peace process between the Kabul government and the Taliban. But with the Taliban refusing to negotiate with state officials — whom they view as illegitimate — the peace process was deadlocked.
Controversially, U.S. policy changed in 2018 when Khalilzad was appointed as special envoy for peace and he opened direct negotiations with the Taliban in Qatar without the presence of the Afghan government. Eighteen months later, the sides signed the landmark deal aimed at ending the war.
“The U.S. has been sidelining the Afghan government for years, first by refusing to allow it to be involved with negotiations, then by signing the deal without the Afghan government as a partner,” Roggio says.
“The Taliban maintains the Afghan government is merely a ‘puppet’ of the U.S,” he adds. “The U.S. has done everything in its power to prove this point.”
Road Map For Afghanistan
The prospect of the Taliban returning to the fold as part of a future power-sharing agreement has fueled angst among Afghans, many of whom consider the militants to be terrorists and remember the strict, backward societal rules they enforced when they were in power.
More than 85 percent of Afghans have no sympathy for the Taliban, according to the Asia Foundation’s 2019 survey. Urban respondents (88.6 percent) were more inclined than rural respondents (83.9 percent) to have no sympathy for the militants.
But the Taliban’s adherence to ultraconservative Islam and the Pashtun tribal code has struck a chord with some currently living under the movement’s thumb in rural Afghanistan, which has borne the brunt of the war and where life has improved little. But those ideas are largely alien in major urban centers that have witnessed major social, economic, and democratic gains over the past 18 years.
“The main difference is that the Taliban of today, like Afghans generally, are more worldly in terms of their exposure to media, their increased engagement with various international actors and, at least for the leadership, the greater wealth they command, both individually and as a movement,” Callahan says.
But the Taliban’s “fundamental approach to governing, which is very maximalist and involves the imposition of a uniform moral order, stands in stark contrast to the more liberal norms that have evolved since 2001, mainly in urban areas.”
Since the fall of the Taliban in 2001, millions of girls have gone to school and continue to study, women have joined the workforce in meaningful numbers, and dozens of women are members of parliament and work in the government or diplomatic corps.
Afghanistan also has a thriving independent media scene in an area of the world where press freedoms are severely limited. Under the Taliban, all forms of independently reported news were banned.
There was only state-owned radio, the Taliban’s Voice of Sharia, which was dominated by calls to prayer and religious teachings.
The independent media have come under constant attack and pressure from the Taliban and Islamic State militants, which have killed dozens of reporters. The attacks have made Afghanistan one of the deadliest countries in the world for journalists.
The Taliban has been projecting itself as a more moderate force, pledging not to monopolize power in Afghanistan. But few believe that the militants have changed.
“There is little difference between the Taliban of 1994 and the Taliban of today,” Roggio says. “If anything, the group has become more sophisticated in its communications and negotiations. Its ideology has not changed. Its leadership has naturally changed with the deaths of its leaders [over the years], but this hasn’t changed how it operates.”
The Taliban has said it will protect women’s rights, but only if they don’t violate Islam or Afghan values, suggesting it will curtail some of the fragile freedoms gained by women in the past two decades.
Many Afghan women fear that their rights enshrined in the constitution will be given away as part of a peace settlement with the Taliban. The constitution guarantees the same rights to women as men, although in practice women still face heavy discrimination in society, particularly in rural areas.
But the Taliban has demanded a new constitution based on “Islamic principles,” prompting concern among Afghan rights campaigners. As an Islamic republic, Afghanistan’s laws and constitution are based on Islam, although there are more liberal and democratic elements within it.
Farahnaz Forotan launched an online campaign, #MyRedLine, in March 2018. Hundreds of thousands of Afghan women have joined the campaign to speak about the freedoms and rights they are not willing to give up in the name of peace with the Taliban.
Forotan, a journalist, says she wanted to let Afghan decision-makers know that peace cannot be achieved at the expense of the rights and freedoms of the country’s women.
“Almost everything has changed from that time,” she says, referring to Taliban rule. “We have made a lot of progress. We have a civil society, an independent press, and freedoms. People are more aware of their social and political rights.”
Many Afghans support a negotiated end to the decades-old war in Afghanistan, but not at any price.
“I support the peace process with the Taliban, but only if women’s freedoms are safeguarded,” says Ekram, a high-school student from the northern city of Mazar-e Sharif, a relatively peaceful and prosperous region near the border with Tajikistan, Uzbekistan, and Turkmenistan.
“Under no circumstances do we want a peace deal that sacrifices our freedoms and democracy,” Ekram says. “That wouldn’t be peace at all.”
Amazon Prime is pushing their new show, Jack Ryan, based on the Tom Clancy character that has saved Britain’s queen, hunted Russian subs, and interrupted terrorist plots across the world in both novels and movies from the ’80s to today.
The character is a mainstay of the the thriller world — an American James Bond — which is why it’s so great that Amazon cast comedy icon John Krasinski in the role.
Now, Funny or Die has done what we’ve all been thinking — they cut together the Jack Ryan commercial and scenes from The Office, pitting America’s top analyst-turned-spy against the criminal genius of Dwight Schrute, the socially awkward and pretentious beet farmer who’s always hatching some failed scheme to teach his office mates a moral lesson.
Jim (left) feigns working at his desk as Dwight (center) looks at what he believes to be a gift-wrapped desk. Spoiler: The desk is actually gone completely. Jim made a fake frame for the wrapping and the whole thing collapses when Dwight tries to sit down.
Dwight is best known by his self-appointed job title: Assistant to the Regional Manager. Abbreviated, of course, as the Ass. Man.
He labors for years to outmaneuver Jim Halpert, now Jim Ryan, in a series of escalating pranks, from disappearing desks to fake spy taps to false faxes from the future. Apparently, Dwight is not putting up with it any longer.
Check out the hilarious video mashup below and get a look at more sinister Dwight Schrute.
Jack Ryan debuted August 31, but has already been been renewed for a second season. In the first season, Ryan notices irregularities in bank transactions and eventually finds evidence of a growing terrorist threat against the U.S., leading him across the world in a quest to hunt down the leaders and prevent the attack.
The show brings Michael Bay and John Krasinski back together. The men had previously worked together on 13 Hours: The Secret Soldiers of Benghazi, a dramatization of the horrible events at the U.S. embassy in Libya in 2012. 13 Hours was probably the most well-known example of Krasinski’s pivot from comedy to action.
After years of playing Jim Halpert in The Office and performing other comedic roles, Krasinski has been branching out, directing movies and focusing on action roles.
Screengrab from “Air Force 2030 — Call to Action” video
The U.S. Air Force has quietly built and flown a brand-new aircraft prototype that could become its next-generation fighter, the service’s top acquisition official announced Tuesday.
Dr. Will Roper, assistant secretary of the Air Force for acquisition, technology and logistics, revealed during the virtual 2020 Air, Space and Cyber conference that the new aircraft is part of the Next Generation Air Dominance (NGAD) program, which defies the traditional categorization of a single platform, featuring a network of advanced fighter aircraft, sensors and weapons in a growing and unpredictable threat environment.
“NGAD right now is designing, assembling, testing in the digital world — exploring things that would have cost time and money to wait for physical world results,” he said. “NGAD has come so far that the full-scale flight demonstrator has already flown in the physical world.”
During a roundtable with reporters, Roper declined to give specifics on the project, except that the craft was created using digital engineering, which allows the service to bypass the regular manufacturing process for parts and gives developers more flexibility to design and change blueprints. The service announced Monday that any weapon made using digital concepts will have an “e-” prefix in an effort to showcase these innovative processes.
The new aircraft has “broken a lot of records and is showing digital engineering isn’t a fluke,” Roper said. He declined to comment on whether the defense industry has taken part in the endeavor.
While he touted the expedited process of digital methods, “we don’t want our adversaries to know what they are,” Roper added.
The news comes four years after the Air Force laid out initial plans for what its future fighter jets might look like.
The Air Force hopes to move fast on its futuristic projects. Roper last year debuted the Digital Century Series acquisition model, with the goal of using interconnectable, agile software and competitive technology prototyping to put together a combat-ready fighter jet in an estimated five years’ time. The service recently finished a business case analysis on the model’s validity, according to Defense News.
The Navy last month revealed that it has established its own NGAD program office in an effort to speed up the fielding of a new fighter prior to the 2030s, according to USNI News. But plans and discussions with industry are in the very early stages, USNI said.
The Air Force has proven it can accelerate and manufacture aircraft: The first “Century Series” aircraft initiative debuted in the 1950s and produced fighter-bomber variants such as the F-100 Super Sabre, which took roughly two and a half years to develop.
While many envision a futuristic manned fighter as a successor to today’s fifth-generation platforms, Roper has said the NGAD program could include fighters and autonomous drones fighting side-by-side.
For example, the autonomous Skyborg — which aims to pair artificial intelligence with a human piloting a fighter jet — is intended for reusable unmanned aerial vehicles in a manned-unmanned teaming mission; the drones are considered “attritable,” or cheap enough that they can be destroyed without significant cost.
In July, the service chose Boeing Co., General Atomics Aeronautical Systems Inc., Kratos Unmanned Aerial Systems Inc. and Northrop Grumman Systems Corp. to move forward on the Skyborg program.
Working in a hotel is no joke – those jobs are hard. Think about how hard you worked in basic training under the latrine queen, using a dirty sock to dust the day room, and how clean the barracks had to be to pass a drill sergeant’s inspection. Even if you’re looking to work in management, Hilton hotels host hundreds of thousands of event every year. It’s suddenly your job to manage that. Wherever you’re working in a hotel, it takes grit, organization, and attention to detail.
Do those traits sound familiar? They do to Hilton Hotels.
And to Hilton founder Conrad Hilton, a World War I veteran who served in France.
This might be part of the reason Hilton is all aboard with the mission of hiring 20,000 veterans by 2020. That is a good chunk of the hotel brand’s overall employees. As a matter of fact, when Hilton completes its most current mission, hires from the military-veteran community will comprise more than 17 percent of the company’s overall workforce. It first launched the initiative to hire 10,000 vets and spouses by 2020 but upon completing that mission two years early, Hilton set the goal to hire an additional 20,000 in the same time frame. That’s an astonishing dedication to the community of veterans.
It’s part of an initiative named Operation: Opportunity. The company and its CEO Chris Nassetta believes in what they call “the military skill set.” The hotel chain believes veterans bring incredible assets to their team and are affecting the company culture for the better as a result. So it makes sense for Hilton to hire as many veterans as possible. These skills include discipline, organization, problem solving, and teamwork.
Yeah, vets might know a little something about all that.
The company says hiring veterans is not only the right thing, but is also helping the company achieve its own goals.
“Operation: Opportunity is a shining example of the convergence of doing something that is good for society, good for our business, and good for our culture,” says CEO Chris Nassetta.
Hilton has a long history of supporting veterans, dating back to founder and Army vet Conrad Hilton’s postwar years. The elder Hilton had a knack for hiring vets after World War II, giving Korean War veterans and their families free nights (and spending money!) at some of his most popular hotels. Even during Vietnam, troops could get a free RR stay at the Hiltons in Hawaii.
The decision to hire veterans picks up where Conrad’s legacy left off, ensuring veterans have sustainable employment in a growing industry with one of the world’s top hospitality brands. Hilton is even supporting a number of veteran-related non-profits, no more appropriate than the Military Influencer Conference.
These days, Hilton may not be able to give veterans their own Hilton to run, but they do provide opportunity and training to run their own businesses through donating to events like the Military Influencer Conference. If you’re interested in starting your own business and don’t know where to begin, the Military Influencer Conferences are the perfect place to start. There, you can network with other veteran entrepreneurs while listening to the best speakers and panels the military-veteran community of entrepreneurs can muster. Visit the Military Influencer Conference website for more information.
There are plenty of weapons systems that ground troops want in support of high-risk missions, but few are as beloved as the A-10. The “Warthog” can fly low, take an amazing amount of punishment, and unleash absolute devastation on enemy forces with rockets, bombs, and its famous 30mm cannon.
The A-10 earned this reputation under fire. Here are five times that A-10 Warthogs saved the day for troops in contact and pilots lost behind enemy lines:
1. An A-10 coordinates support of a high-value target capture mission with no notice
Capt. Scott Campbell and his flight were enjoying a no-fly day when the word came in that a senior al-Qaeda officer had been spotted. In less than an hour, the pilots had thrown a hasty plan together and gotten into the air.
Campbell and the A-10 pilots provided direct fires in support of ground forces and deconflicted the flight paths of F-14s and F/A-18s on the mission while also feeding reconnaissance information to the troops conducting the capture. When the target was secured, the A-10s escorted the helicopters home to end the 8-hour, no-notice mission.
2. Warthogs shut down Taliban attacks against a besieged Special Forces team
An Army Special Forces team stumbled into a Taliban ambush and called for help from Apaches and A-10s. Capt. Aaron M. Palan was on his fourth mission in the deployment and flew his jet into the fray, sending four GPS-guided munitions, three white phosphorous rockets, and 1,150 30mm cannon rounds into the camouflaged and fortified enemy positions.
3. A pilot destroys Iraqi forces while rescuing a downed pilot
During Operation Desert Storm an F-14 pilot was shot down by Iraqi forces. Air Force Capt. Paul T. Johnson was flight lead for two A-10s sent to conduct search and rescue, the first time the A-10 completed this type of mission in combat.
Johnson flew the plane deeper into enemy territory than it had ever gone and dropped to 500 feet to spot the isolated American. He spent over three hours searching and destroyed an Iraqi missile site before spotting the pilot and killing an Iraqi truck that was approaching the pilot. The rescue was ultimately successful.
4. Pilots use their own A-10s as bait for enemy air defenses to save a downed pilot
After an American pilot was shot down over Serbia on Mar 27, 1999, Capt. John A. Cherrey led a flight of A-10s to find and rescue him. Cherrey and his flight had to proceed directly through Serbian air defenses and fly over surface-to-air missile batteries to reach the crash site.
The flight dealt with constant jamming, bad weather, and enemy aircraft to reach the pilot. When the pilot was found close to Serbian air defenses, Cherrey and his flight flew circles over other areas in the air defense ring to distract enemy radar from the real pick-up location. The choppers were able to pick up the isolated pilot and everyone headed home alive thanks to the A-10s.
5. A quick-thinking A-10 pilot prevented a fratricide during a frantic, joint forces mission
While the A-10s deserve credit for covering the ground troops and Apaches, their single greatest contribution was when the A-10 flight lead called for an abort of the first B-1 bombing run. The flight lead had heard the ground controller pass the target coordinates to the B-1 and had realized, working mostly from memory, that the numbers were actually the coordinates of the Marines. The lead then walked the controller through how to get the proper coordinates, working again from memory.
With so many diets out there to choose from, it’s hard to find one that you’ll feel comfortable with. To help with this, most diets are designed to allow at least one “cheat meal” outside of their plans.
A world where chocolate is not allowed is one few people actually want to live in, so taking a break from a rigid meal plan is a helpful way to be rewarded for dietary disciplined. However, these meals still need to have some structure to them.
There are common mistakes not many people know about — even when “cheating.” You might be wondering how that’s possible because you’re already cheating, but you can really mess up your diet and stack up those unwanted calories quicker than you think.
So we compiled a list of the common ways those sneaky calories work themselves onto the plate.
He’s trying to run off all those tasty milk bones.
People love food. That said, when they begin to enjoy a delicious meal, it can be easy to forget that each bite can take them past their maximum calorie threshold for the day. Eating out while maintaining a fat-burning diet is tough enough because of the variety available — but even worse, you don’t know exactly what is going into those meals.
A cheeseburger at a fast food restaurant usually contains more calories than ones you might make at home just from the added ingredients.
Those numbers quickly add up and the next thing you know, you’re cursing at yourself when you’re not making the progress you were hoping for. Be selective with your “cheat meals” so they don’t punish you later. As The Rock says, “Don’t cheat yourself. Treat yourself.”
The internet is full of people who claim to know every aspect of health and fitness just get you to subscribe to their YouTube channel or like their Facebook page. If you want to support them, that’s entirely up to you. Now, when these so-called “experts” deliver their advice on how you should be dieting, they are generally explaining themselves to a broader audience and not directly to you.
Some fitness personalities will tell you that “in order to get big, you need to eat big.” Unfortunately, that might not be the most beneficial diet plan for you. Eating a high-calorie diet that is meant to bulk you up also runs the risk of making you gain weight based on your metabolism rate and genetics.
The best way to monitor your weight gain is to count the calories going in versus the ones you’re able to burn throughout the day. Refrain from weighing yourself every day because the number can fluctuate based on the amount of water you retain. Jumping on a scale every few weeks will give you a more accurate reading of your progress.
There are approximately 206 calories in a cup of white rice, 231 in a whole chicken breast, and 45 in a cup of steamed vegetables. That equals 482 calories. Although the meal is healthy, it is nearly one-fourth of a 2,000 calorie per day meal plan. The various snacks and meals you’re eating in a day can add up real quick, so plan accordingly.
(Also, why are you eating white rice? Complex carbohydrates only!)
Starting a new diet can yield quick results. You might start seeing physical improvements right away as you embark on this fitness journey. But if you cut too many calories, you won’t be able to sustain that progress.
If you drastically cut calories, that notable fat loss will come to a halt when your body begins to protect itself from the food decrease you placed on it.
It will go from burning stored fat to only using the food you just ate for energy. Cutting calories should be a gradual process, not one you rapidly jump in to.
In Army Special Forces parlance, an A-Team is not a fictional squad featuring Mr. T – it’s a real thing. An Operation Detachment-A Team is made of 12 operators, each with a different specialty (but is of course cross-trained to another), to form the core team that makes up the Green Berets.
Greg Stube, a former Green Beret, believes anyone is capable of operating at the Green Berets’ level. His new book shows you how to build an A-Team in your own life to achieve your goals.
Stube enlisted in the Army infantry in 1988. Just four years later, he was reclassing as a Special Force Medical Sergeant. As a Green Beret, his training went much, much further. He learned surgery, dentistry, and veterinary medicine. He also went to dive school and SERE school, and became a master parachutist. Like every Green Beret, he became fluent in a foreign language – his language was Russian.
He was ready to conquer anything. He would have to be in the coming years.
Listen to our interview with Greg Stube on the Mandatory Fun podcast:
His career spanned 23 years and included the end of the Cold War, the Gulf War, and the start of the Global War on Terror. During Operation Medusa in Afghanistan in 2006, Stube and his Green Beret team were outnumbered in the Battle of Sperwan Ghar – a week-long battle against the Taliban. Stube took a hit from a powerful IED, was shot numerous times, and was even on fire. He suffered wounds to his lower body and even nearly lost a leg. But after 17 surgeries in 18 months, Greg Stube miraculously recovered.
In that time, he learned that applying the way Green Berets are taught to accomplish a mission by any means necessary to his personal life he really could overcome any obstacle and any situation. His new book, Conquer Anything: A Green Beret’s Guide to Building Your A-Team, is a leadership book designed to help anyone use that mentality to achieve their personal and professional goals.
Stube’s newest mission is to share what he’s learned and to help make other people’s life a little better through his experiences.
“This is my attempt, from my life and career, to sum up the things I’ve done and witnessed in peace, conflict, and healing,” Stube says. “I just want people to know it’s not reserved for the military or a special forces team. Everything we learn and refine in those desperate situations can be used without all the pressure – without the life and death risk.”
Conquer Anything: A Green Beret’s Guide to Building Your A-Team is available on Amazon and will soon be available as an audiobook download on Audible, read by the author himself.
Audible: For you, the listeners of the Mandatory Fun podcast, Audible is offering a free audiobook download with a free 30-day trial to give you the opportunity to check out some of the books and authors featured on Mandatory Fun. To download your free audiobook today go to audibletrial.com/MandatoryFun.
Airmen from Joint Base Charleston and Little Rock Air Force Base, Arkansas, supported Battalion Mass Tactical Week at Pope Army Airfield, North Carolina, Aug. 18-23, 2019.
BMTW is a joint exercise designed to enhance servicemembers’ abilities by practicing contingency operations in a controlled environment. The exercise incorporated three Air Force C-130J Super Hercules, three Air Force C-17 Globemaster IIIs and Army paratroopers assigned to the 82nd Airborne Division at Fort Bragg, North Carolina. The exercise allowed all parties to quickly complete training tasks, such as personnel drops and cargo air drops, to better prepare joint forces to operate during global mobility missions.
“We do these types of exercises quarterly throughout the year,” said Lt. Col. Justin Warner, 437th Operations Support Group director of operations and the BMTW air mission commander. “The goal of the BMTW is to have a joint collaboration between the Air Force and the Army. We want not just C-17s, but also other airframes to take part in the same formations to support the Army in whatever their specific scheme of maneuvers may entail. This is a great training opportunity for airlift loadmasters and pilots to see and understand Army procedures, tactics and how they’re organized.”
An Air Force C-17 Globemaster III airdrops equipment onto a landing zone during Battalion Mass Tactical Week at Fort Bragg, N.C., Aug. 20, 2019.
(U.S. Air Force photo by Senior Airman Cody R. Miller)
Starting in 1917, the 82nd Airborne Division’s mission has evolved to strategically deploy, conduct forcible entry parachute assault and secure key objectives in support of U.S. national interests within 18 hours of notification. However, without the help of transport aircraft, the 82nd Airborne wouldn’t be able to execute this mission and get where they need to go. Air Force assets like the C-130J and C-17 allow for soldiers to safely get to their drop points and complete the mission.
While working with the 82nd airborne soldiers, airmen were able to complete training tasks with a focus on joint operations, readiness and interagency operability.
“Any type of repetition to help us stay proficient and current helps aircrew,” said Air Force Staff Sgt. Justin Hampton, a 16th Airlift Squadron loadmaster. “We could be deployed in a matter of weeks or days so training like this really helps us prepare for anything we might face while in a deployed environment. Coming out to work with Army is great because we get to learn their way of doing things and how to work in a joint environment.”
Air Force Capt. Peter Callo, a 621st Mobility Support Operations Squadron air mobility liaison officer from Joint Base McGuire-Dix-Lakehurst, N.J., inspects communications equipment during Battalion Mass Tactical Week at Fort Bragg, N.C., Aug. 20, 2019.
(U.S. Air Force photo by Senior Airman Cody R. Miller)
BMTW implemented a mixed formation with the C-130Js and C-17s to target small drop zones in a restricted and austere environment, challenging the expertise of the mission planners and those executing the mission. Despite challenges of weather, timelines and effective communication, participants continued to be flexible and resilient to successfully complete BMTW.
“A mission is only as good as the plan that’s been developed for it,” Warner said. “The planners that have worked here to learn both Army and Air Force terminology and understand how both branches communicate have greatly enhanced our ability to get us to that next level of training and execution.”
Exercises like BMTW are held regularly to keep airmen current and up-to-date on current joint tactics. This specific BMTW was to prepare participants for the upcoming Exercise Mobility Guardian 2019, Air Mobility Command’s premier, large-scale mobility exercise. Mobility Guardian, which is scheduled for Sept. 8–28, 2019, provides a realistic training environment for more than 2,500 airmen to hone their skills with joint and international partners and keep a competitive edge in future conflicts.
You may have noticed a select few Marines and sailors walking around in their uniforms with a green rope wrapped around their left arm — it’s not just for decoration.
That green rope is called a “French Fourragere,” and it was awarded to the members of the 5th and 6th Marine Regiments for their heroic actions during the Battle of Belleau Wood from the French government in WWI.
This rite of passage extends to Marines who serve in those respected units today to commemorate their brothers in that historic battle.
The Fourragere is authorized on all service uniforms, and dress coats or jackets where medals or ribbons are prescribed.
During the bloody summer months of 1918, the Marines and the Germans fiercely fought one another just northwest of the Paris-to-Metz road. For weeks, German Gen. Erich Ludendorff had his troops attack U.S. forces with artillery, machine guns, and deadly gas.
Although the Marines sustained thousands of casualties during the skirmish, the infantrymen charged their opposition through the wooded area with fixed bayonets.
It’s reported the French urged the Marines to turn back, but the grunts proceeded onward frequently engaging the enemy in hand-to-hand combat.
By June 26, 1918, the war-hardened Marines confirmed that they secured the woods from German forces and took many prisoners.
And the French Fourragere reminds Leathernecks in this storied units of their World War I bravery.
The new Ford-class supercarriers are being delivered to the US Navy without the ability to deploy with the service’s new stealth fighters, and lawmakers have decided to put a stop to it.
It’s very difficult to get something like an aircraft carrier cheaply and quickly and have it work well. In the case of the Ford-class carriers, the Navy program is facing cost overruns, delivery delays, and missing capabilities.
The Navy has been accepting unfinished aircraft carriers that are lacking critical capabilities, such as the ability to deploy with fifth-generation fighters.
The service has been planning to complete the necessary work after delivery to skirt the caps imposed by Congress to keep costs from soaring, USNI News reported this week. The workaround ultimately results in higher costs in the long run.
The U.S. Navy aircraft carrier USS Gerald R. Ford.
(U.S. Navy photo by Mass Communication Specialist 2nd Class Ridge Leoni)
The USS Gerald R. Ford (CVN-78), which should be delivered back to the fleet this fall, currently lacks the ability to deploy with F-35s, and the USS John F. Kennedy (CVN-79), which is still in the works, will not be able to deploy with F-35s either, at least not upon initial delivery.
That’s a big problem for Congress.
“CVN-79 will not be able to deploy with F-35s when it’s delivered to the Navy,” a congressional staffer said this week, telling reporters that it’s “unacceptable to our members that the newest carriers can’t deploy with the newest aircraft.”
The Navy argues that while the newest carriers may not be ready to carry F-35s upon delivery due to the need for additional modifications, none of which require significant redesigns to the ship, they will be ready to go by the time the air wing is stood up and the carrier-based F-35Cs are ready for operational deployment aboard the Navy’s new flattops.
An F-35C Lightning II carrier variant joint strike fighter conducts a touch and go landing.
(U.S. Navy photo by Mass Communication Specialist Eli K. Buguey)
The “F-35C modifications for CVN-78 and CVN-79 are currently scheduled for a future post-delivery modernization maintenance period that will occur prior to the planned F-35C operations on those carriers,” Captain Daniel Hernandez, a spokesman for the Navy acquisitions chief, told Business Insider.
The two follow-on Ford-class carriers, CVN-80 and 81, “will be constructed with those modifications made during construction and will not require a post-delivery modification,” he further explained.
Congress isn’t having it
Lawmakers, however, are not satisfied with the Navy’s plans.
The House Armed Services Committee’s Subcommittee on Seapower and Projection Forces has included a line in the Fiscal Year 2020 National Defense Authorization Act, which is still ongoing legislation, requiring that the USS John F. Kennedy be capable of deploying with F-35s before the Navy takes delivery of the new carrier.
Artist impression of the aircraft carrier John F. Kennedy.
(U.S. Navy photo illustration courtesy of Newport News Shipbuilding)
Experts agree that it’s time for action.
“I think it’s a good idea to drive the Navy to make the ship more complete when it’s delivered because that’s a problem that’s getting worse, not better,” Bryan Clark, a defense expert and former Navy officer, told Business Insider, explaining that Congress will need to provide financial relief as changes to the service’s current approach to aircraft carrier development will likely result in higher upfront costs.
Lawmakers have proposed amending the cost caps on the new supercarriers, a change the Navy welcomes.
“The Navy supports the lifting of cost caps on CVN78 – CVN81 so that it can take full advantage of opportunities to deliver capability earlier and more rapidly incorporate new requirements into the ship baseline,” Hernandez told Business Insider.
The new legislative measures could address a serious problem for the Navy that truthfully extends well beyond the ability of its new carriers to carry F-35s.
With the USS Gerald R. Ford, the Navy has faced challenges with the electromagnetic aircraft launch system and the arresting gear for recovering planes, the propulsion system, and the advanced weapons elevators, basically everything required for an effective next-generation aircraft carrier.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.