Some military traditions make sense to nearly everyone — little things that show mutual respect, like leaders serving food to their subordinates on holidays or NCOs electing to eat after their guys. Other traditions are odd at first blush, like messing with the new guy or passing through an archway after graduating a class or achieving a higher rank, but civilians can generally understand where they come from.
But then there are the ones that require a lot of explaining to your civilian family members. Every time, these story begins with a, “well, you see. It kinda goes back to…” and more often than not, the explanation just makes them tilt their head in confusion.
At one point, the following traditions may have meant something to one person or a group, but today, the original meaning is buried beneath decades of military bearing and tradition. We mostly just do them because, well, if it ain’t broke — and no one’s getting UCMJ’d for it — why bother stopping?
10. Paratroopers and cherry pies
When you finish going through Army Airborne School, your head will be spinning, filled with all of the information you’ll need to not shatter every bone in your body when you make a landing. You’ll have to master the art of hooking up your static line and perform countless parachute landing falls before you’re even able to get the chance to actually jump out of a perfectly good airplane.
Finally, the moment of truth arrives — you finally get to jump with your unit in the 82nd. Your superiors will recommend that you fill your cargo pockets with Hostess Cherry Pies first. They’ll often say it’s for some reason like, “in case you get hungry when you land” or whatever. Who are you to argue?
When your big moment finally comes and you take in the sights while falling gracefully, you’ll hopefully have your PLFs burnt into the back of your mind as second nature. Everything will happen so fast that you’ll forget those cherry pies in your pants. When you land, you’ll squish all those pies and leave a nice red stain on your uniform.
9. Actual callsigns
In pop culture, callsigns are the coolest things ever. You’ll often see some badass names, like Iceman, Maverick, or Snake used in TV and movies. They’re always just made up because they sound cool and the storytellers don’t really know how the military works.
In reality, callsigns are usually unit designations followed by a number to signify who they are in said unit. So, for example, the commander of the Alpha company “Black Sheep” would be known as “Black Sheep 6,” and the first sergeant of the same unit is “Black Sheep 7.”
If you’re looking for unique callsigns, those are in the aviation world, and they’re typically less cool and more nonsensical. For example, if you eat a Pop-Tart one time in front of another pilot, your callsign is now forever “Pop-Tart.” Good going, Pop-Tart. That’s your callsign until the end of time.
8. The grog bowl
At civilian parties, if there’s a punch bowl, it’ll be centrally placed and it may or may not have some kind of alcohol in it. Whenever the military throws a unit ball, that punch bowl will most certainly have alcohol in it… plus a whole slew of other random things that would make anyone throw up.
Most of the leadership of the unit gets a chance to add one ingredient to the grog bowl (which is a toilet bowl) and offer some kind of nonsense to explain why their chosen ingredient has some kind of significance to the unit.
You can expect classic grog bowl ingredients, like hot sauce, because of the deserts the unit deploys to, ground coffee, because of the long hours the troops works, a cup of salt, because of the sweat that troops give to the cause, and a dirty sock because… reasons?
7. Blood wings and blood stripes
When civilians get promoted or graduate some school, the accomplishment is usually met with a party or a card that’s signed by everyone in the office. That sounds pleasant. Troops, on the other hand, almost always lose a bit of blood over it.
Blood wings and blood stripes are, essentially, the same thing. You get the wings from a school and the stripes from a promotion. Then, everyone takes turn punching it in. It’s technically considered hazing, but the troop receiving the blood wings/stripes usually agrees to it. There (typically) isn’t any malice or hate involved in the ceremony and troops usually walk away with a bit more pride in whoever bled for their new badge/rank.
6. Challenge coin “duels”
There’s nothing really odd about challenge coins in general. It’s basically the same thing as collecting trading cards as a kid, but instead of aiming for a holographic Charizard, you’re aiming for the coolest-looking coin with the most badass backstory.
Usually, officers will keep the coolest coins on their desk in their office to casually gloat about and enlisted troops keep them in some drawer at home, but sh*t gets real when troops take their coins to the bars. The ensuing game basically goes like this:
Troops unsheathe their coolest coin. If you don’t have your coin on you, you buy the drinks. If everyone has a coin, whoever has the “least valuable coin” buys the drinks. Since the “value” is determined by backstory and design — both of which are subjective — this game almost always ends in a shouting match over who has to pick up the tab.
5. ‘Stache contests
In case you haven’t nailed down the common thread between all of these traditions, the military is engaged in a perpetual pissing contest. Troops are in constant contest to see who can do literally anything better than the next guy; to see who is the most macho of the troops. It should come as no surprise that one of the most macho things out there, facial hair, gets quantified into some sort of challenge.
The problem with this is that the military doesn’t allow most versions of facial hair — that is, with the exception of a very thin mustache. A word of warning: The first two weeks of a mustache-off makes every contestant look pathetic.
Mustache contests usually begin at the start of the deployment (presumably, when troops’ wives have less of a say in the matter) and, after a certain point, someone is declared a winner. Yet, the Air Force has unanimously decided to make March their official contest month. Whichever airman grows the best mustache by the end of March wins a high five or whatever.
4. The West Point pillow battle royale
At some point during the first years of the most intense academy for the U.S. Army’s future officers, students are offered a unique way of handling the stresses of simultaneously earning a college education while enduring four years of constant military training. These future warriors, trained in all things warfare with the intention of becoming the Army’s next generation of great leaders, settle things the exact same way as children at slumber parties — with a pillow fight.
As goofy as this sounds, things got serious. Yes. “got” — very much in the past tense, as this tradition was unceremoniously banned in 2015 in response to numerous injuries. Most cadets donned full kevlars and vests and beat the hell out of each other with pillows. More than thirty plebes that year were sent to the hospital for serious injuries, despite the strict no-hard-objects-in-the-pillows rule.
Thankfully, they had PT belts on or this could have gotten even more out of hand.
3. Blasting up the lieutenant’s patrol cap
In the technical terms, a “blasting cap” is a small, sensitive primary explosive device used to detonate a larger, more powerful and less-sensitive secondary explosive. Soldiers in the artillery world take this term literally whenever they welcome a new platoon leader.
When the platoon first goes out for a live-fire exercise with a brand new lieutenant, they’ll take the officer’s patrol cap (either willingly or otherwise) and tape it to the end of the barrel or backplate of a rocket pod. Then, the first round goes off; it’ll take the cap with it. The officer is then expected to retrieve the nearly-burnt-to-a-crisp cap so they can remain in uniform after the ceremony is done.
No one really knows when or where this began, but every artillery officer since then has had to buy a new cap the following day.
2. The sword butt tap at weddings
Most of the traditions on this list are kept within the realm of the military and don’t often affect civilians directly — with the major exception of military weddings. They are one of the most beautiful ways to introduce a new civilian spouse into our world. The troop’s comrades will attend wearing full dress uniforms, each carrying a sword to signify the protection they’ll offer the new spouse, as he or she is now kin.
The new comrades will serve as either groomsmen or bridesmaids and post guard outside of the chapel, or wherever the ceremony is held, and form a beautiful archway with their swords under which the married couple will walk.
Then, whoever is at the very end of the archway on the civilian spouse’s side will give a loving spank with their sword. Not a hard one, mind you, just a nice gentle way of letting them know that they’re now a part of the grander military family.
1. The Court of Neptune
Whenever a Navy vessel crosses a certain point on the globe, all sailors who’ve never done so get to be initiated into an unofficial fraternity of sailors who’ve been there before. The most famous example of these ceremonies is the moment a vessel crosses the Equator at any point in the world.
Officially, it’s called the “Crossing the Line” ceremony, but sailors know it as “the Court of Neptune.” The uninitiated (known as “slimy polliwogs”) must bow before King Neptune (as portrayed by the ship’s captain) and entertain his queen, Davy Jones, the Royal Baby, and his dignitaries (portrayed by other high ranking members of the crew) with a talent show.
Regardless of how the young sailors perform, they’re found guilty of being polliwogs and must answer for their crimes. They’re “punished” by eating an extremely spicy or disgusting breakfast and are forced kiss the Royal Baby’s greasy belly. Only then can they have their slimy polliwoginess washed in seawater to finally become trusty shellbacks.
Follow any of that? Neither did any of us other slimy polliwogs…
Navy SEAL James Hatch was on a mission to find Bowe Bergdahl in Afghanistan in 2009. It would be his last. After 26 years in the Navy, he was seriously wounded and eventually left the military. Since then, he has done a number of interesting things, but he is now set for the next iteration of his life – the Ivy League.
Hatch was wounded in Afghanistan while looking for Bow Bergdahl. The wound ended his career.
If you didn’t quite catch how long Hatch had been in the Navy before Bergdahl walked off his post, his 26 years as a Navy SEAL and dog handler before leaving the service in 2009 makes Hatch a 52-year-old freshman today. But as daunting as the first day in a new school can be, Hatch is unlikely to be deterred by social anxiety. If anything the former special operator sees it as another challenge to be handled.
“My experience in academia is somewhat limited, at best,” he told NBC News. “But I want to learn, and I feel this can make me a better person. I also feel my life experience, maybe with my maturity — which my wife would say is laughable — I think I can help some of the young people out.”
James Hatch and his service dog, Mina at Yale.
Hatch joined the military right after high school instead of going to college. He joined the Navy and became a SEAL spending his career serving in some of the most dangerous and topical areas in the world. After leaving the military in 2009 four years shy of a 30-year career, he suffered from depression like many separating vets. Drinking, drugs, and attempted suicide became the norm. But Hatch sought help and is now turning everything around. Aside from joining the ranks of the Ivy League elite, he also runs Spikes K-9 Fund, a non-profit that pays for healthcare and protective gear for police and military working dogs.
He got into the school through the Eli Whitney Students Program at Yale. The Eli Whitney program is for students with “extraordinary backgrounds” who have had their educational journeys interrupted for some reason. Hatch seems to be the perfect fit for such a program. On top of that, the GI Bill, scholarships, and Yale itself will cover the costs of his tuition.
“He brings just an incredibly different perspective,” the Director of Admissions for the Eli Whitney Students Program told NBC. “We don’t have anyone here that is like Jimmy and just his life and professional experiences will add tremendously to the Yale classroom, to the Yale community.”
In particular, his fellow Yale students will see Hatch in class with his service dog, Mina – whom they already love.
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.
The Army has doubled the amount of parental leave available to fathers and other secondary caregivers of newborn infants with a policy that also provides more leave flexibility for mothers.
Secretary of the Army Mark T. Esper signed a directive Jan. 23, 2019, that increases parental leave from 10 to 21 days for soldiers who are designated secondary caregivers of infants. The new policy makes the Army’s parental leave comparable to that of other services and in compliance with the 2017 National Defense Authorization Act.
Mothers will now be granted six weeks of convalescent leave directly after giving birth and can be granted another six weeks of leave as primary caregiver to bond with their infant anytime up to a year after birth.
“We want soldiers and their families to take full advantage of this benefit,” said retired Col. Larry Lock, chief of Compensation and Entitlements, Army G-1. He said parental leave is a readiness issue that ensures mothers have the time they need to get back in shape while it also takes care of families.
A soldier shares a high-five with his daughter.
The new policy is retroactive to Dec. 23, 2016 — the date the NDAA legislation was signed for fiscal year 2017.
In other words, soldiers who took only 10 days of paternal leave over the past couple of years can apply to take an additional 11 days of “uncredited” leave as a secondary caregiver.
An alternative would be to reinstate 11 days of annual leave if that time was spent with their infant.
Eligible soldiers need to complete a Department of the Army Form 4187 and submit it to their commanders for consideration regarding the retroactive parental leave.
Fathers can also be designated as primary caregivers and granted six weeks or 42 days of parental leave, according to the new policy. However, only one parent can be designated as primary caregiver, Lock pointed out.
If a mother needs to return to work and cannot take the six weeks of leave to care for an infant, then the father could be designated as primary caregiver, he said. However, if the mother has already taken 12 weeks of maternal leave, that option is not available.
Sgt. 1st Class Michael Lewis, a motor sergeant assigned to the 232nd Engineer Company, 94th Engineer Battalion, plays with his daughter.
(Photo by U.S. Army Staff Sgt. Heather A. Denby)
Until now, mothers could receive up to 12 weeks of maternity leave, which had to be taken immediately following childbirth. Now, only the six weeks of convalescent leave needs to be taken following discharge from the hospital. The second six weeks of primary caregiver leave can be taken anytime up to a year from giving birth, but must be taken in one block.
In the case of retroactive primary caregiver leave, it can be taken up to 18 months from a birth.
This provides soldiers more flexibility, Lock said.
The new directive applies to soldiers on active duty, including those performing Active Guard and Reserve duty as AGRs or full-time National Guard duty for a period in excess of 12 months.
Summing up the new policy, Lock said the Military Parental Leave Program, or MPLP, now offers three separate types of parental leave: maternity convalescent leave, primary caregiver leave, and secondary caregiver leave.
Mothers who decide to be secondary caregivers are eligible for the convalescent leave and the 21 days for a total of up to nine weeks.
Parents who adopt are also eligible for the primary or secondary caregiver leave.
The new policy is explained in Army Directive 2019-05, which is in effect until an updated Army Regulation 600-8-10 is issued.
Sometimes, the greatest source of frustration is your fellow recruits. They tend to do stupid sh*t and the great lengths they go to keep their own hands clean may result in everyone else’s getting dirty.
Boot camp is absolute hell when you first arrive and, by the time you leave, you’ll think the whole thing was a joke. After graduation, you’ll be so overwhelmed with joy due to the fact that you’re leaving your drill instructors behind that you may forget about the bullsh*t you had to endure because of fellow recruits.
Consider this a reminder.
No one wants to get smoked
When you get to boot camp and you finally meet your drill instructors, they make it abundantly clear who is in charge, what the rules are, and what happens when someone breaks those rules. Their favorite method of disciplining recruits is to take them to a sandpit and make them do push-ups, mountain climbers, crunches, etc., until they (the drill instructors) get tired. The fear of such retribution can turn even the most stalwart into a snitch.
Everyone is out for themselves
The fear of getting into any sort of trouble often causes recruits to be selfish. They don’t want to be associated with the turd in the platoon and can get smoked just for being friends with them.
Everyone is a liar
Recruits want to avoid the quarterdeck or an extra watch during the night, so they learn to lie their asses off. The sad part is that drill instructors will know you’re lying and you’ll be seeing the quarterdeck anyway.
Chances are, you’ll get caught.
They want to get away with stuff
Even though the rules are very clearly laid out for every recruit, they still want to find ways around them. For this reason, they’ll sell someone out in order to achieve their goal — going as far as hiding their candy wrappers underneath your pillow.
They want less work
The desire to skate starts in boot camp when a person realizes just how difficult it is to be in the military. In the search for less work, a recruit might take on certain jobs, such as scribe duties, to assign others watch at night and “accidentally” forget to put their name on the roster.
They just want to go home
Let’s face it — everyone hates every second they spend at boot camp, away from their families and private toilets. So, some recruits will lose the motivation to finish training and start acting like idiots. Guess who’s ultimately punished for being their rack-mate?
At the end of the day, you’re all after the same goal of earning your place, but that doesn’t mean everyone wants to take the honorable route to get there.
Hopefully, if the jokers do make it, they’ll learn how to do things the right way by the time they hit the Fleet Marine Force.
Ashley Keller was frustrated. Why was every prenatal workout she found on YouTube too slow or beyond extreme and not safe for her baby?
The triathlete Army officer was no stranger to fitness. Upon her graduation from West Point, she was offered the opportunity to train for the Olympics, but turned it down to pursue serving her country in a traditional way.
“My husband Luke got his mid-tour leave from a year long deployment and a government paid ticket to anywhere in the world,” Keller explained. “He sacrificed that ticket on a flight to West Point, New York to support my graduation from the Academy. We got married two days later, honeymooned to Costa Rica and he flew back to Iraq and I headed to Fort Leonardwood for Engineer Officer Basic Training. The Army then gave me a choice: go be a platoon leader like I had spent the last four years at West Point preparing to do or be sponsored by the Army to train at the World Class Athlete Center in Colorado for the next triathlon Olympics. [Training in Colorado] would mean not serving our country as I hoped to do, and it would post me across the country from Fort Bragg, where my new husband was stationed. I also knew one injury in triathlon [training] could foil all Olympic prospects and didn’t want to sacrifice my marriage for it.”
Keller had forfeited her Olympic dreams in favor of service, but never sacrificed her love of sport, representing the U.S. Army in NBC’s Spartan: Ultimate Team Challenge and competing in the notoriously grueling Ironman races. When she became pregnant with her first baby, Keller longed for workouts that were challenging, yet effective.
“So I got certified and nerded out on scholarly articles about training,” Keller says. “I’d rush home over lunch breaks, change out of my Army uniform, and record ten to fifteen minute prenatal workouts with a cheap camera propped up on index cards on my countertop. I thought there might be some women out there who also wanted more challenging prenatal workouts.”
As it turns out, there were quite a few women. Keller quickly built a community of online followers and her passion for fitness and educating women online grew. After five and a half years of active duty service and a deployment to Afghanistan, she separated from the Army to pursue fitness full time and GlowBodyPT was born.
Today, Keller has an online following of more than 40,000 on social media and offers free workout videos on her Youtube channel, as well as customized plans through her website, featuring specialized workouts for prenatal and post-pregnancy.
“A couple of months ago I launched my newest and favorite plan to date: The 10 Minute Plan,” Keller said. “It was a year in the making while my husband was deployed, raising a newborn and running GlowBodyPT.”
When asked why specifically targeting the mom community is so important, Keller smiled knowingly.
“Fitness does more than just make your body look good, it transforms how you feel about yourself,” she said. “Fitness empowers you to have patience, more energy and more drive, to pour into your marriage and your kids. Staged workout videos in white studios don’t resonate with me. When you follow my workout videos it’s like working out with a friend in your living room who says it how it is, teaches you how to train and makes the best use of every single minute of your time, because I know you don’t have time to waste.”
5 MIGHTY QUESTIONS
What piece of advice would you give to fellow military spouses?
Put yourself out there to make a couple of good friends every time you move. I tell my friends, “You are my people!” Give them your number and let them know, sincerely, you are here for them day or night no matter what they need. Follow through. Having your tribe and fueling those relationships is what makes the military community what it is.
What is your life motto?
God, use me for your purpose.
What inspires you about the military community?
Only military families know the sacrifices we make as service members and spouses. How it feels to wonder if your spouse got back safe from a mission. Wondering if everybody is okay when there is a communications blackout. Missed holidays and birthdays. Lonely nights. Phone calls as you try to make conversation without talking about sensitive information related to your spouse’s everyday life. Consoling crying children who miss Daddy. I love the military community because there is a shared sense of respect, reverence, family and sacrifice.
What has been your toughest professional challenge?
I got my front teeth knocked out, elbow broken, wrist casted, stitches across my lips, chin and both palms during a Half Ironman bike crash a couple of years ago. The top four athletes racing all got rushed to the ER. The injuries lasted for months and I didn’t get permanent teeth for over a year. My husband was away at a military school when the crash happened and I came home the next day to two kids, one of which I was potty training and the other who put on my socks for me the next morning because it hurt to move my hands.
What’s your superpower?
I actually care about every single woman who does my plans, and her progress. Bigger companies just don’t have the capacity to pour into others at this level.
After months of tedious searching, top U.S. Army leaders on July 13, 2018, announced that Austin, Texas, will be the location of its new Futures Command, which will lead the service’s ambitious modernization effort.
Army Secretary Mark Esper, surrounded by other key leaders, said that Army Futures Command will “establish unity of command and unity of effort by consolidating the Army’s entire modernization process under one roof. It will turn ideas into action through experimenting, prototyping, testing.”
Esper told defense reporters at the Pentagon on July 13, 2018, that the Army chose Austin for a variety of reasons.
“Not only did it possess the talent, entrepreneurial spirit and access to key partners we are seeking, but also because it offers the quality of life our people desire and the cost of living they can afford,” he said.
The announcement comes after the Army scoured the country searching for major cities with the right combination of an innovative industrial presence and academia willing to work with the service in creating its force of the future.
M1A2 Abrams Main Battle Tank
The effort began three months ago with a list of 30 cities, which was quickly narrowed down to 15. Austin was selected from a short list of five, beating out Boston, Minneapolis, Philadelphia and Raleigh, North Carolina.
The Army announced its plan to build a future force in October 2018. It named six modernization priorities: long-range precision fires, next-generation combat vehicle, future vertical lift, a mobile network, air and missile defense, and soldier lethality. For each priority, special cross-functional teams of experts have been assembled to pursue change for the service.
If all goes as planned, the Army’s new priorities will ultimately lead to the replacement of all of its “Big Five” combat platforms from the Cold War with modern platforms and equipment. These systems include the M1 Abrams tank, Bradley fighting vehicle, Black Hawk helicopter, Apache attack helicopter, and Patriot air defense system.
This article originally appeared on Military.com. Follow @military.com on Twitter.
A Coast Guard member became the second woman in its history to receive the Silver Lifesaving Medal.
Petty Officer 2nd Class Victoria Vanderhaden, a boatswain’s mate at Coast Guard Sector Mobile, received the medal for saving two swimmers off the coast of Long Island Sound, New York.
Vanderhaden received the medal in July. Photo courtesy of Facebook.
“It was 2018 and I had just moved to New York and was trying to hit every beach in the area. I hadn’t been to Fire Island yet but heard the sunset there was amazing. I have the surf report app on my phone and it said it was going to be six feet. There were people and beach deer everywhere. … But I saw two guys pretty far out in the water and it was like a washing machine out there [with the waves],” Vanderhaden said.
She says she slowly grew more alarmed as she watched and heard someone on the shore yelling “ayúdenme.” Although she couldn’t understand the Spanish word, Vanderhaden sensed something was wrong. Turning to the couple next to her, she asked if they knew what that word meant. They did: Help me.
Turning to the couple next to her, she asked if they knew what that word meant. They did: Help me.
Vanderhaden immediately headed to the water, instructing people to call the police and the nearby Coast Guard station. She took off her shoes, sweater and started swimming. The rip current was so strong, it pulled her to the first man pretty quickly. Since the other man in the water was in more trouble being further out, she let the first know she’d be back for him and to try to stay afloat.
“When I got to the next guy, he was freaking out and climbing on me a lot. I was propping him up on my knee, holding him and telling him it was going to be okay. I don’t even know if he could understand me. Finally, he calmed down and I started swimming with him, pulling and pushing him. Then, we got to the second guy and that’s when things got hard,” Vanderhaden said.
When she reached the second man in the water, he began grabbing at her in obvious terror. Managing him while also keeping the other man and herself above water was a struggle. It took about 10 minutes just to calm them down.
“I started pushing one and pulling the other. I couldn’t see the beach because it had gotten dark and the waves were so high. We finally made it to shore and then the guys were hugging me and thanking me,” Vanderhaden said.
She found out later they were in the water almost 45 minutes.
Once she finished giving her statement to the police, she called her senior chief who was the OIC of her assigned duty station. Vanderhaden just briefly told them she had to talk to police but didn’t go into detail of what happened.
The police thought she was assigned to Coast Guard Station Fire Island but she was actually part of Coast Guard Station Eatons Neck. For about a week, they couldn’t figure out who she was and the sector jokingly started referring to her as the “Ghost Coastie.” It wasn’t until her mom happened to overhear some of the story that the dots finally got connected back to Vanderhaden.
“It was about a week before anyone knew it was me,” Vanderhaden said with a laugh.
Roughly two years later, she received the Silver Lifesaving Medal, with the presenting officer being a familiar face: her father. Vanderhaden’s father, Master Chief Petty Officer of the Coast Guard Jason M. Vanderhaden, is the top senior enlisted leader for the Coast Guard. Her brother currently serves too.
“For me, the other military branches making fun of us is one thing but I feel people [the public] think we are just police officers on the water. But it’s so much more than that,” she said.
Petty Officer 2nd Class Victoria Vanderhaden with her parents. Courtesy photo.
Vanderhaden’s father has served since 1988, making the culture of the Coast Guard all she’s ever known. She was asked if she thinks she would have jumped in to rescue the men if she hadn’t been a coastie.
“That’s a difficult question, because I don’t know anything but the Coast Guard. In my world and for all of people I live with and work around — all of us would do the same thing,” she said.
Then she added a recent conversation she had with a retired Coast Guard master chief who told her that some people think and some people do. He then said, the people who join the Coast Guard do.
It looks like the list for the Army’s senior enlisted promotions got pushed out — which is fantastic news for everyone who got picked up. Congratulations! You worked hard and it’s paying off.
To the rest of you, my condolences. But let me be clear here: I’m not pitying the NCOs — oh no, they’ll get their time to shine (or get RCPed for staying in at the same rank, whichever comes first). My heart aches for the soldiers beneath the NCOs that didn’t make the list. Get ready for a world of hurt because your platoon sergeant is about to take their frustrations out on you.
Earlier this month, Trump announced he was removing American troops from northern Syria, causing Turkey to invade the region, which may explain why it was a Turkish news outlet that got to the scene first to take the drone video.
When he reached the end of the tunnel, Trump said the most wanted terrorist in the world ignited the suicide vest, killing himself and all three of the children.
The explosion caused the tunnel to cave in, so US forces weren’t able to completely remove Baghdadi’s body. But they got enough of it to conduct DNA testing to confirm that the man was indeed the head of ISIS.
US forces stayed on the scene for about two hours, recovering highly sensitive information on the group.
This article originally appeared on Business Insider. Follow @BusinessInsider on Twitter.
In October 2018, Airman Magazine sat down for a conversation with Maj. Gen. Robert J. Skinner, Twenty-fourth Air Force commander; Air Forces Cyber commander and Joint Force Headquarters-Cyber commander, Joint Base San Antonio-Lackland, Texas. He is responsible for providing Air Force component and combatant commanders with trained and ready cyber forces to plan, direct and execute global cyberspace operations.
Airman Magazine: In July, the Twenty-fourth AF moved from Air Force Space Command to Air Combat Command. At the same time you moved from AFSPC to ACC. What are the reasons for that restructuring?
Maj. Gen. Skinner: This allows Gen. Raymond, as the Air Force Space Command commander, to truly focus on space operations. The other thing is this brings cyber within Air Combat Command, which has intelligence, surveillance and reconnaissance; command and control and the air domain. Bringing all these forces together under one four-star MAJCOM (major command) commander, Gen. Holmes, allows him some more flexibility to be able to present forces across the spectrum of operations.
The networks for those operations need to be resilient and they need to be protected. When you bring together the ISR, cyber, information operations, electronic warfare and command and control, that’s a lot under one hat. But it allows us greater integration as we move forward. At the end of the day, this is about multi-domain operations and the more we can bring those together, the more successful we’ll be.
Airman Magazine: How are your responsibilities divided between your three commands? It seems that just the information technology portion alone would be a huge demand on your resources.
Maj. Gen. Skinner: Cyber operations have four or five different lines of effort. One is to actually build the networks, build the applications and build the systems.
Another is to operate and maintain the networks, but also secure and protect them from vulnerability to adversaries. We also defend networks for our maneuver forces and then we have full spectrum operations, which is on the offensive side.
We also have combat communications airmen and engineering installation airmen who extend the network out to a multitude of places, whether that’s tactical basing or at the forward battle edge.
With that said, information technology is still a key part of the cyberspace domain and we are moving forward in the Enterprise IT as a service. We are going to utilize things industry does very well as a commodity type of action activity.
We are going to leverage what industry does great, providing some services and network infrastructure, and re-mission our airmen to do core Air Force missions on the defensive and offensive side, while providing assurance for the many missions the Air Force presents to the combatant commanders on the joint side.
The bottom line is we’re in the cyber operations business — information technology, networks, both operating and defending — and we provide full spectrum operations in this thing we call the cyberspace domain.
Tech. Sgt. Wyatt Bloom uses a spectrum analyzer to check television broadcast network routers at the Defense Media Activity, Fort Meade, Md., July 18, 2012. Bloom is a cyber-transport technician assigned to DMA.
Airman Magazine: Would you explain your duties as commander of the Air Force component at Cyber Command? How is that different from the hat you wear as commander of Twenty-fourth AF and Air Force Cyber?
Maj. Gen. Skinner: This could actually be a dissertation. To break it down a little bit, the Twenty-fourth AF is where we organize, train and equip our airmen. The perfect example is we have an organization down at Hurlburt Field — they train almost every cyber professional. Now we do a lot more than that, but that’s one example of the Twenty-fourth AF piece.
In the Air Force cyber piece, I am charged by the Air Force to present forces to Gen. Paul Nakasone, the U.S. Cyber Command commander, for his missions and functions as the combatant commander.
We provide offensive forces and defensive forces, DODIN (Department of Defense Information Networks) ops cyber professionals and ISR professionals to Gen. Nakasone, so he can perform his mission.
Then the third area is the Joint Force Headquarters side. That’s where Gen. Nakasone has asked us to align to three different combatant commanders to provide additional joint support for their missions.
We have planning elements that are aligned to these three combatant commanders, as well as some cyber teams supporting the commanders’ efforts in defense of the mission. Our teams are able to deploy and employ forces against a particular adversary at the time and place of the combatant command commanders’ choosing.
Our job within Twenty-fourth AF, AF Cyber JFHQC and Cyber Command, is to be ready at a moment’s notice to protect our systems and defend the networks and defend the core missions of our military and our joint war fighters. Then deter, disrupt and degrade an enemy’s ability to perform those functions against us. Part of that goes into making sure that we have persistent engagement, a persistent presence, and a persistent innovation as we continue to move forward.
Airman Magazine: Across the Air Force, joint force, partner agencies and nations, do cyber operations equate to kinetic operations or is that a completely different animal?
Maj. Gen. Skinner: I would say it is not a completely different animal. To be successful in cyber operations and have cyberspace superiority at the time and place of our choosing, we need a team of teams that is internal to the Air Force.
Every single airman in our Air Force needs to be a cyber sentinel. We need every airman to be very conscious of cyber security, cyber hygiene and things that are going on within the cyberspace domain.
We have branched out and are part of several joint organizations that perform functions and missions within the cyber domain. The National Security Agency is a huge partner with us as we perform these missions, as well as the Central Intelligence Agency, Defense Information Systems Agency and Department of Homeland Security — a lot of different agencies across the board.
We are also great partners with commercial industry and academia because we’re all in the same field and in the same cyber domain.
Within Twenty-fourth AF, we have a United Kingdom representative and an Australian liaison officer, but most of our allies and partners are really up at the Cyber Command level. We leverage those partners through U.S. Cyber Command, NATO and other organizations.
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.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What is it that makes your cyber airmen “cyber warriors”?
Maj. Gen. Skinner: Our airmen are absolutely warriors. We have teams in the fight operating constantly: 7 days a week, 365 days a year, Christmas and New Year’s.
If you’ve heard Gen. Nakasone speak recently you’ve heard him say we’re no longer solely responding to network intrusions, we have cyber forces persistently engaged against state and non-state adversaries, actively identifying and countering threats in the cyber domain.
This achieves several benefits at once: first and foremost, it gives us control over the cyber terrain that serves as the foundation for superiority in cyberspace. It also keeps our operators ready and their skills honed and imposes cost on the adversary so they can no longer operate freely without repercussion. There’s already a massive demand signal for our cyber operators that will only increase, so we have to ensure we’re fielding proficient, ready and lethal operators at scale.
Because of this, we are investing not only the readiness of our mission, but also in the readiness of our people. This means examining everything within our scope of control, including the effect the operational tempo of our 24/7/365 mission has on our operators.
Just like you see within the (remotely piloted aircraft) field, cyber can mean long periods away from the sunlight and abnormal sleep hours, and that can absolutely have an effect on people. Any leader will tell you—if you take care of the people, they will take care of the mission.
Airman Magazine: What part does the total force play in cyber operations and defense?
Maj. Gen. Skinner: I will tell you, we could not do our job on a day-to-day basis without the total force. The majority of the forces within Twenty-fourth AF are guard and reserve components.
Our engineering installation mission is 85 to 90 percent within the guard. More than 50 percent of our combat communications capability, which extends and expands our capabilities to the tactical edge, is in the guard. We have guard organizations up in Washington. We have some in Rhode Island. We have some here in Texas. I will tell you they provide great day-to-day work.
What’s even more important is the expertise that they bring from their civilian jobs. We have vice presidents of some corporations who are part of our total force as well. Bringing that expertise, leadership, things that the public is good at and things that industry is focused on benefits the military and vice versa. They take lessons learned from the military and take it to their company. So it’s a great yin-yang relationship.
Whether it’s an offensive operation or a defensive operation or even DODIN ops, there has to be a tight tie between all of those as we move forward because the defense learns from the offense and the offense learns from the defense. DODIN ops learn from defense to figure it out where we need to be resilient, where some of our mission critical assets are and how to defend them.
All the computer networks, email, applications and systems in the cyberspace domain are what we call the Department of Defense Information Networks. There are pay applications that we have in the Air Force that are part of DODIN. If you get paid electronically within the Air Force that’s part of the DoD information network.
Airman Magazine: Is it an advantage that those reserve and National Guard personnel tend to have long histories with one unit?
Maj. Gen. Skinner: I would say sometimes it’s an advantage and sometimes it’s not. In some places having continuity is good. I would say having too much continuity isn’t necessarily good in cyber because you want some fresh blood, some fresh ideas.
Airman Magazine: Would a technical track for active-duty cyber operators benefit the force?
Maj. Gen. Skinner: Similar to other domains and weapon systems, we have to be proficient to be effective. Since cyber is a technical domain we do need technical expertise.
However as our people gain that expertise and increase in rank and responsibility, we need them to be leaders and lead teams to success while still maintaining credibility in their profession. We, ACC and Headquarters Air Force are working closely together to determine what the right “path to greatness” will look like, in order to build a force that generates maximum lethality.
Cyber warfare operators assigned to the 275th Cyber Operations Squadron of the 175th Cyberspace Operations Group of the Maryland Air National Guard configure a threat intelligence feed for daily watch in the Hunter’s Den at Warfield Air National Guard Base.
(Photo by J.M. Eddins Jr.)
Airman Magazine: As cyber tools and methods seem to change constantly, ow can the acquisitions process be altered to make sure the Air Force has the best technologies and practices in the cyber domain?
Maj. Gen. Skinner: The Air Force and DoD leadership are laser-like focused on our ability to acquire things in a more agile, fast and relevant way. We have leveraging other authorities, like 804 authorities, to bring on the future faster and to bring innovation faster.
As an Air Force we are becoming more of a software force than a hardware force. The ability to bring the new wave of agile software development operations, DevOps, is going to be key in maintaining our superiority and operating within the enemy’s OODA loop (time it takes to observe, orient, decide, and act).
We’re bringing in individuals who understand the old waterfall model is not the right model because by the time that you set the requirements and start developing to those requirements, the environment, threats and priorities have changed.
If you’re spending weeks, months and years identifying and defining hundreds or thousands of requirements, you definitely can’t meet those requirements in a timely manner. So leverage industry, leverage developers who are innovative, define the left and right limits or requirements.
So you get a three to five-page requirements document, which is much better than a 100 to 200-page document. Let them innovate and come back with a solution and in a much more timely manner—days and weeks versus months and years. Then you iterate and you continue to iterate on that minimum viable product.
Then also leverage some of those techniques to buy the right hardware in a timely fashion and focus on the approval top rate process, to reduce the amount of time to approve either software or hardware for connecting to the network. I know that Dr. Roper, Air Force Acquisition and the chief and secretary are very focused on bringing the future faster.
Airman Magazine: The Air Force is considering launching a cyber rapid capabilities office. How would that benefit the Twenty-fourth AF and the cyber community as a whole?
Maj. Gen. Skinner: The traditional slow-and-steady acquisition model is great for buying a fleet of fifth-generation aircraft, but it isn’t ideal for cyberspace where the landscape is changing constantly and where the state-of-the-art is available to anyone interested in buying. We need to get faster.
The DNA of the Air Force RCO brings agility and flexibility, which drives down timelines and increases capability. Right now we can’t say what form a cyber RCO would take, but will benefit us by getting the right capabilities and weapons at the right time to our operators. We need to respond to malicious cyber activity with greater speed and tempo employing a calculated, “spectrum of risk” framework which is properly delegated at echelon to enable responsible and responsive cyberspace operations in support of assigned missions.
The concept of Fusion Warfare gathers all intelligence, surveillance and reconnaissance data across all Air Force platforms into the “combat cloud” through and autonomous process where it’s analyzed and combined to create a real time big picture for commanders.
(Photo by Airman 1st Class Kevin Sommer Giron)
Airman Magazine: What effect will advances in big data research have on cyber operations?
Maj. Gen. Skinner: Data is the game changer in our business. If I own the data battle space, then I will definitely be within the OODA loop of the adversary. Being able to leverage quantum computing, artificial intelligence and analysis of big data platforms is really the future of our mission.
There is so much data out there in today’s environment there is no way that you can get through all of it (manually). So you may miss a key data point that would help you make a decision. In a future conflict, being able to have the right data at the right time analyzed at the right tempo is key to success.
We’re putting a lot of effort into better understanding the data, not just from cyber standpoint, but also in logistics, in intelligence and even in personnel. The more we can analyze the data, the better that we can perform education and training, perform timely logistics, perform ISR operations. Every single Air Force core mission is reliant on data to be more effective, more efficient and more successful.
Airman Magazine: Can you talk about Hack the Air Force and its value to the force?
Maj. Gen. Skinner: The first Hack the Air Force iteration was in late 2017, after the successful Hack the Pentagon initiative by Defense Digital Services. When the first hackathon sprint kicked off it took less than a minute for a hacker to find a valid vulnerability. By the end, over 200 holes in our boundary had been patched—and that was just the first iteration.
Hack the Air Force gets after two important focus areas: first, it builds capacity for the Air Force by leveraging expertise from a multitude of places, and second, it leverages innovative thinking to find vulnerabilities we otherwise might not uncover.
Take, for example, the person who won the first hackathon sprint, a 17-year-old high school student from Chicago. Maybe his path won’t lead him to the Air Force, but we were still able to use his talents to make ourselves more resilient. To me that’s a win.
Quynh Tran, right, a Raytheon Corporation software engineer, talks with Capt. Nick Lundin, Product Management lead, about a software coding project May 30, 2018 at Kessel Run, a program within the Defense Innovation Unit Experimental, a United States Department of Defense organization, in Boston.
(Photo by J.M. Eddins Jr.)
Airman Magazine: What lessons can be learned from commercial companies about practices that enable those fresh ideas to come forward?
Maj. Gen. Skinner: There are a lot of great lessons learned from Silicon Valley and I would offer Silicon Valley has also learned from the Department of Defense.
As I’ve said many times over my 33-year career to date, if I came into the military today, compared with a talent level of the individuals that we have now, I would not be as successful as I have been.
The talent today is amazing and our job as senior leaders is how do we unleash that talent? How do we have the right policies and the right directives leveraging the right acquisition authorities and unleash this talent on the hard problems that our force and our nation face today.
The key is getting the right people in the room to determine how best to provide solutions, whether it’s software development, hardware acquisition or cyberspace operations. It’s getting the right people in the room and getting through the bureaucracy, pushing the bureaucracy to the side and being able to unleash the talent.
Airman Magazine: How can, especially when it comes to the cyber domain, the Air Force compete with civilian industry to attract more STEM (science, technology, engineering and math) talent?
Maj. Gen. Skinner: There was always a competition between academia, research labs, commercial industry and the military. We as a military cannot compete from a dollar standpoint.
But where we can compete is with the great things you can do within the DoD, that you probably can’t do within the commercial world. We have great missions coming from the research we’re doing.
Some of the operations we’re doing on a day-to-day basis, you can’t do that on the commercial side. We have opportunities for individuals at a variety of levels to perform things they couldn’t do outside of the military. That’s our calling card.
Airman Magazine: Peer and near-peer competitors have been going to school on us since World War II; how do we offset that advantage?
Maj. Gen. Skinner: I would say every threat is an opportunity. While we have been focused over the last 10 to 15 years on the violent extremist, the latest National Defense Strategy, National Security Strategy and National Cyber Strategy outline strategic competition, peer competitors, and has turned the focus there.
You’ll hear a lot about readiness. Readiness is very important to our chief, very important to our secretary and very important to the secretary of defense. We need to make sure that we have a lethal force. In order to do that, you need to have a ready force.
In order to be ready, you need to have a disciplined force. Especially when there is strategic competition out there and adversaries who on a day-to-day basis are performing actions and operations that are probably right below the level of conflict.
But, I would not want to go and do a mission against a threat with anyone else but the airmen we have in our service today. Our airmen, with our joint partners in the other services, still have the most critical, credible and lethal force in the world.
Airmen with the 68th Network Warfare Squadron monitor Air Force communications to analyze disclosures of critical information and perform data loss prevention at Joint Base San Antonio-Lackland, Texas, Oct. 25, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: You talked about having a disciplined force in order to be lethal. What constitutes discipline in the cyber world?
Maj. Gen. Skinner: Discipline is key. I’m not talking about discipline from a uniform code of military justice aspect. This is discipline in processes, discipline in procedures and discipline in command and control. We spent a lot of time going back and trying to figure out what happened on something because there was an undisciplined tactic, technique, procedure or process. We’re trying to leverage discipline to make our force more effective and more capable and build capacity.
Then we come to a readiness standpoint. Readiness, as you know, is made up of personnel, equipment, procedures and training. We are continually leveraging our innovative airmen to improve the training they receive, how we purchase equipment, how we educate our airmen.
Part of all this is proficiency. Proficiency against a violent extremist organization is much different than proficiency against strategic competitors. Our focus continues to be how to maintain and improve the readiness and proficiency against strategic competitors.
We are also leveraging our airmen and technology to be more efficient and more effective.
Leveraging artificial intelligence can decrease the amount of time that our airmen spend doing manual work so they can focus on the higher end discussions of cognitive actions and activities.
For example, manually looking through thousands of pages of data takes a very long time. We have airmen who are leveraging technology, whether it’s using keywords or bringing a couple of technologies together, that can take those thousands of documents and run through them in minutes versus hours, days or weeks.
Then taking what the technology has given you and put the human eye on it — are there any other needles in the haystack?
That’s what our airmen are doing on a day-to-day basis. Whether it’s from a data collection standpoint, whether it’s from a cyber operation standpoint, whether it’s looking through logs to see if we have an adversary presence on our networks. Looking through logs to make sure that our user experience is where it needs to be on a daily basis, but leveraging technology to reduce the amount of manual steps.
Airman Magazine: With a kinetic weapon, the effects are apparent and there is an inherent process to be able to determine origin, intent and purpose. The very nature of cyber is to hide the hand that dealt the cards. What kind of challenges does determining attribution pose for a commander?
Maj. Gen. Skinner: So attribution is a very significant challenge. There are not as well defined international norms in the cyberspace domain and therefore a multitude of nations and multitude of criminals and the multitude of other individuals are continuing to push the limits.
It is often very apparent in the other domains, from an effect or an outcome, who the actors are. In the cyber domain, you can have the same type of effects in as in other domains, but it is harder to determine the source, which is really important when you start talking about multi-domain operations.
Cyber is a critical enabler while also a critical operation because cyber can be both supporting and supported within multi-domain operations. As we continue to refine our operations, to refine our tactics, techniques and procedures, we will continue to get better at understanding attribution, understanding the outcomes, and making sure that we refine and define those outcomes and bound the outcomes to meet our mission objectives.
As cyber continues to get more profound and more pronounced in the day-to-day operations, attribution is going to become that much harder.
U.S. Air Force Maj. Gen. Robert Skinner, then Deputy Commander of Air Force Space Command, speaks at the 2018 Rocky Mountain Cyberspace Symposium in Colorado Springs, Colorado, March 6, 2018.
(Photo by Dave Grim)
Airman Magazine: How do you convince people that cyber and space have become foundational to everything that the Air Force, and our society as a whole, does on a daily basis?
Maj. Gen. Skinner: I’ll give you a perfect example, the Global Positioning System is operated by Air Force Space Command: not only for the nation, but the whole world. The U.S. Air Force supplies and supports the system and satellites that enable the GPS navigation we use in our cars and on our phones every day, millions of times around the world.
It also provides timing. Every financial transaction is supported by the GPS system. So when you purchase something and put your credit card into that reader, there’s a timing aspect that is being supported by GPS. So the Air Force is supporting billions of activities and actions all the time.
Airman Magazine: The chief of staff and secretary have made it a priority to push command level decisions down to the lowest level possible. How is that manifested in your command?
Maj. Gen. Skinner: Its not only because the chief and the secretary say they want it done. We have the greatest airmen in the world and we have the greatest commanders in the world—pushing authorities and responsibility down to the lowest level really enables them to unleash the talent around them and enables us to unleash their talent.
You don’t need higher headquarters micromanaging and directing things on a daily basis. Our commanders are boarded. We have a tradition of great commanders in our Air Force and we need to let them run. We need to let them determine how best to run their organizations and how best to be effective. The more that we can push decision authority down, the more bureaucracy we can eliminate and the more agile, lethal and effective we can be as an Air Force.
From a higher headquarters level and higher commander level, our responsibility is to give the left and right limits to those organizations and then let them run.
If we are in a conflict, especially against a peer competitor, the amount of time it would take to micromanage our tactical-level units would not allow us to be inside the OODA loop of our adversary.
We need to allow our commanders, in peacetime, to train like they are going to fight. To have that authority to perform the mission as they see fit. With more guidance, directives and limitations to that commander, there’s going to be some negative learning, first and foremost, but secondly, the safety of our airmen will be put in jeopardy.
Participants in the joint, multinational exercise Cyber Guard 2016 work through a training scenario during the nine-day event in Suffolk, Va., on June 16, 2016.
(Photo by Petty Officer 2nd Class Jesse A. Hyatt)
Airman Magazine: As commander of Joint Force Headquarters Cyber, you’re responsible for cyber affects in campaign plans from U.S. Central Command to U.S. Transportation Command. How does that integration take place?
Maj. Gen. Skinner: Aligned to each of those combatant commanders we have an element called the Cyber Operations Integrated Planning Element. We are just now standing those up and they are at the combatant commanders’ headquarters.
They’re kind of our picture window into that combatant commander to enable cyber operations planning to be part of their overall plan. Each combatant commander has either a function or a region they’re responsible for and they have what we call a scheme of maneuver, which is either day-to-day or in conflict. It is the commander’s plan of how to ensure sure we are successful in that campaign.
These planning elements are aligned there so we can be part of that plan and make sure that cyber isn’t just bolted on, but integrated into that plan. Cyber will be one of the first options that are available to that combatant commander below the level of conflict to make sure that we are meeting our objectives.
Airman Magazine: How do you get everyone with a piece of the huge cyber puzzle speaking the same language? How do you communicate capabilities and vulnerabilities to leadership, agency partners and airmen who are not cyber experts?
Maj. Gen. Skinner: I would say today we have the best understanding and the best alignment from the cyber domain standpoint that we’ve ever had with all the strategy documents – the National Defense Strategy, which is underneath the National Security Strategy, the National Cyber Policy and Strategy, the DoD Cyber Strategy and the Cyber Posture Review.
All of these documents are perfectly aligned and it’s a great understanding of the capabilities that we provide, but also the importance of cyber to the multi-domain operations. The education is continual, but I offer that our Air Force leadership understands the cyber domain. They understand how important the cyber domain is to multi-domain operations.
We continue to educate the entire forest. We’re continuing the education process of all of our airmen, from the highest level to the most junior airman and the joint community, but from a joint standpoint and a national standpoint cyber is more understood than it ever has been.
Proposed content viewing page on the Cyber Education Hub, which is being developed at the Center for Cyberspace Research in the Air Force Institute of Technology, Wright-Patterson Air Force Base, Ohio.
(AFIT CCR photo)
Airman Magazine: Do you see the Continuum of Learning concept and applications like the Cyber Learning Hub being developed by the Center for Cyberspace Research, Air Force Cyber College and U.S Air Force Academy’s CyberWorx, as aiding in that effort?
Maj. Gen. Skinner: There are a lot of great opportunities with that as cyber continues to be more and more integrated into the day-to-day operations.
We currently have the Air Force Warfare Center where we bring a lot of different mission systems together, integrate them, exercise and train and cyber is a significant part of that.
From an education standpoint we send people to the Air Force Institute of Technology. They not only have general education classes, but we they have Cyber 100, Cyber 200, Cyber 300 and Cyber 400 courses.
We have the 39th Information Operations Squadron, which does our cyber training. Keesler Air Force Base has a lot of our cyber courses. Just as Gen. Raymond over the last year has been working with Air University to make sure we have more space in our professional military education, we’re doing the same thing from a cyber standpoint.
We’re working with Gen. Cotton at Air University and Gen. Kwast at Air Education and Training Command to make sure that we continue to improve the amount of cyber and relevant topics in cyber education in basic military training through professional military education and to highlight cyber, both from a professional and a personal standpoint, because it impacts every part of your life.
Airman Magazine: In that vein, what would you like every airman to be aware of in their daily connectivity?
Maj. Gen. Skinner: One of the biggest vectors that our adversaries use to get into our networks is email. It’s called spear phishing. You can get those at your home and at the office. We continue to educate that you should know who the sender of an email is, that you do not click on links that you’re not certain are good links. If it looks too good to be true, it probably is.
If you get an email offering a free vacation, there’s probably not a free vacation. That’s probably someone trying to gain access to your personal information or gain access into our Air Force systems to cause havoc and disrupt our ability to do our missions.
Additionally, be aware that our adversaries can put different pieces of unclassified information together, which in the aggregate actually become classified. So you always have to be careful when you’re outside of work, or even inside work, of what you talk about in the open.
You have to monitor your computer systems. Make sure your systems are patched, especially at home, because that is the quickest way for an adversary to exploit your system. Some vulnerabilities have been out there for years. We find that both on the commercial side and the government side — there are systems out there that have not been patched in a long time, even though a patch has been out there.
We’re continuing to leverage technology to make that a little easier, to make sure that we’re updating and protecting all those systems.
Maj. Gen. Robert J. Skinner, Commander, 24th Air Force; Commander, Air Forces Cyber and Commander, Joint Force Headquarters-Cyber is photographed at his headquarters at Joint Base San Antonio-Lackland, Texas, Oct. 26, 2018.
(Photo by J.M. Eddins Jr.)
Airman Magazine: The Air Force places a premium on building leaders. What twists and turns has your career taken that culminated in command of the Twenty-fourth AF?
Maj. Gen. Skinner: I’ve had multiple mentors who have taken a special interest in my career. They have said you need to go to this position. I questioned it. I didn’t understand it. But it turns out that developed a place in my leadership that was not refined well enough. We spend a lot of time and energy on managing our talent. What differentiates us from other nations and other militaries is our airmen, whether officer, enlisted or civilian.
Our Airmen are our most precious asset. It is our solemn duty to professionally develop our airmen to the best extent possible. We take special interest in placing them where they professionally develop, while making sure our missions continue to be successful.
This article originally appeared on Airman Magazine. Follow @AirmanMagazine on Twitter.
When people think of traveling 1,000 miles it often conjures thoughts of long, uncomfortable drives with kids shouting “are we there yet?” or perhaps of long lines waiting to get through airport security.
But what it almost certainly does not evoke is the thought of running those 1,000 miles.
The mere idea of running such a distance would seem crazy to most people. But it seemed like a great idea to Lt. Col. Daniel R. Hanson, Task Force Guardian Arizona Joint Staff, Arizona Army National Guard, and he decided to set out to accomplish it in one year.
For Hanson running 1,000 miles in a year was a chance to strive for a goal that would stretch his physical and mental limits.
“I believe if you are not setting goals that stretch you, you’re probably not setting those goals high enough,” said Hanson.
To reach for such a goal, Hanson would take the lessons he learned while attending the Senior War College.
Lt. Col. Daniel R. Hanson, Task Force Guardian Joint Staff, Arizona Army National Guard, stands with the shoes and race bib he wore when running the Revel Mt. Lemmon Marathon, along with the medal he earned for completing the race held in Tucson, Ariz. on Nov. 02, 2019.
(Photo by Sgt. Nicholas Moyte)
“In 2017 I accepted admission into the Senior War College,” said Hanson. “I had seen several of my friends and leaders come out of the school wrecked. It is very hard to keep a balanced life in that, and so I decided when I accepted Senior Service College that I was going to make sure I kept all my fitness’s in check.”
For Hanson, this simply means focusing on establishing and maintaining a balance between all aspects of his life.
“Try not to be over-focused,” said Hanson. “If our goals support other goals, all of our fitness’s, I think that we find that we have a much better experience in getting to those goals and accomplishing them.”
Running 1,000 miles in a year is difficult in the best of circumstances, but it would be nearly impossible without the support of his wife. Fortunately for Hanson, his wife was right beside him providing support, balance, and often a training partner.
“In my case, my spouse is very involved in my military life, and she’s very involved in my spiritual life, and she’s very involved in my physical life,” said Hanson. “We’d go places and we’d run together. We’d go places and we’d hike together. We find ways to make physical fitness not separate from each other.”
Lt. Col. Daniel R. Hanson, Task Force Guardian Arizona Joint Staff, Arizona Army National Guard, gestures to the camera as he runs the Revel Mt. Lemon marathon in Tucson, Ariz. on Nov. 02, 2019.
(Photo by Sgt. Nicholas Moyte)
Hanson also had the support of his Army Family to help bolster his efforts.
“I know my team out here, they would make sure that I would hydrate,” said Hanson. “They would make sure that I ate properly. They would support me and motivate me.”
As he approached the homestretch of his journey, the idea of running a marathon to complete his 1,000 miles began to gain traction in his mind. He also saw it as an opportunity to take another shot at a goal he had once reached for but fell short of grasping.
“I did a marathon in 2004 and I did not reach my goal of doing a less than 3 hour and 30-minute marathon,” said Hanson. “But this one here, as I was running I was kind of watching my splits and in the back of my mind, I knew I had not met my goal in 2004. I started to mention to my wife that my splits are getting close to Boston times.”
Hanson decided to complete his journey and pursue his secondary goal at the Revel Mt. Lemmon marathon held in Tucson, Ariz. on Nov. 02, 2019. As the marathon progressed, he knew he would complete his 1,000 miles and felt confident he would finally achieve the goal that eluded him in 2004.
“I would say I was pretty doggone focused,” said Hanson. “Certainly you’re feeling discomfort, but up until the point I started having debilitating cramps, I fully felt I was going to be able to accomplish my goal.”
Lt. Col. Daniel R. Hanson, Task Force Guardian Joint Staff, Arizona Army National Guard, returns the salute of Capt. Aaron Thacker, Public Affairs Officer In Charge, Arizona National Guard, at Papago Park Military Reservation in Phoenix, Ariz. on Nov. 07, 2019.
(Photo by Sgt. Nicholas Moyte)
Hanson would complete the marathon and reach 1,000 miles. However, despite his spirit willing him to keep going, his body would rebel and he would fall short of his secondary goal of a sub 3 hour and 25-minute marathon. He would cross the finish line with a time of 3 hours and 40 minutes, which would place him in the top 23% of all finishers.
“So, my goal was to be under 3 hours and 25 minutes,” said Hanson. “I think I was on pace to be under until mile 23. Somewhere in the 23rd is when the cramping started and I lost my pace.”
Failure to reach a goal, even if not the primary goal, is often enough for many people to avoid striving for difficult goals in the future. For Lt. Col. Hanson it is simply a confirmation that he is setting goals that will continually push him to expand his own limits.
“Not meeting a goal is a disappointment, but it’s only a setback,” said Hanson. “It’s a mentality thing. Although I felt like I failed, it’s just setting goals for yourself that are relevant to yourself that push you to the next level.”
And that disappointment is not enough to stop Hanson, it is just more motivation to keep chasing his white rabbit.
“There is a marathon here in Phoenix/Mesa in February,” said Hanson with a grin. “I think I can get it next time. I just need to tweak a couple of things.”
It’s Monday, you’re staring down another week of work and need some convincing that there’s reason to feel anything but dread. Enter: the work joke. Having an arsenal of funny but clean, work-appropriate jokes at your disposal can be handy for lightening the mood and boosting morale when the stress of work (and childcare, and the pandemic, and and…) sets in. Work jokes are even handier in the era of Zoom, where social awkwardness reigns and a corny joke can take the edge off. Even, and especially, in a pandemic, creating brief, good moments in your day can help everyone’s mood. Here are some of the best.
1. A conference call is the best way to get a dozen people to say bye 300 times.
2. To err is human. To blame it on someone else shows management potential.
3. Why did the scarecrow get promoted? Because he was out standing in his field!
4. All I ask is a chance to prove that money can’t make me happy.4.
5. Why do I drink coffee? It always me to do stupid things faster and with more energy.
6. You know what they say about a clean desk. It’s a sure sign of a cluttered desk drawer.
7. Why did she quit her job at the helium factory? She refused to be talked to in that voice.
8. What did the employee do when the boss said to have a good day? Went home.
9. What does a mathematician say when something goes wrong? Figures!
10. What did one ocean say to the other? Nothing, they just waved.
11. The first five days after the weekend are the hardest.
12. I get plenty of exercise at work: jumping to conclusions, pushing my luck and dodging deadlines.
13. Q: Why did the can crusher quit his job?
A: Because it was soda pressing.
14. Whoever stole my copy of Microsoft Office, I will find you! You have my word!
15. I gave up my seat to a blind person on the bus. And that’s how I lost my job as a bus driver.
16. My teachers told me I’d never amount to much because I procrastinate so much. I told them, “Just you wait!”
17. Our computers went down at work today, so we had to do everything manually. It took me 20 minutes to shuffle the cards for Solitaire.
18. When I got to work this morning, my boss stormed up to me and said, “You missed work yesterday, didn’t you?” I said, “No, not particularly.”
19. Why does Snoop Dogg use an umbrella? Fo drizzle.
20. Why are chemists great at solving problems? Because they have all of the solutions!
21. Why did the developer go broke? Because he used up all his cache.
22. Have you heard about the guy who stole the calendar? He got 12 months!
23. Why don’t scientists trust atoms? They make up everything.
24. What does the world’s top dentist get? A little plaque.