Latest news with #82ndAirborne
Yahoo
26-05-2025
- Politics
- Yahoo
What Pete Hegseth Gets Wrong About 'Warfighting'
Defense Secretary Pete Hegseth is fond of talking about the need to focus on 'warfighting.' He wants 'lethality,' bigtime. That sounds tough, so it plays well on Fox News. But let me tell you why it is wrong. The more you know about military operations, the more you understand that you don't want to focus on fighting. That gets people killed — like your kids or grandkids. Why? Well, as General George Patton supposedly said, 'The object of war is not to die for your country but to make the other bastard die for his.' The worst way to go to war is by flinging your people into combat — 'warfighting,' as the tattooed and tough-talking former TV commentator puts it. You don't do frontal assaults against an entrenched and bunkered enemy — as happened on 'D- Day' — because you want to, but because you absolutely have no other choice. Yes, force readiness is great. But the best way to win wars is by helping other countries be ready. You train them, you equip them, you supply them. You conduct joint maneuvers in peacetime with them, so everyone understands each other. Preparing our allies also makes them less susceptible to being overrun by their (and our) enemies. A lesson that the world is learning the hard way in Ukraine. During World War II, the United States didn't prevail by sending troops to die. It won by churning out tanks, trucks, airplanes, ships and ammunition for the Soviets, British and others to use. And to die while using. The three most important aspects to helping allies win wars are producing such goods, getting them where they are needed, and training people to use the stuff you send them. Of these three, training foreign militaries is especially important. They need to know how to use our weaponry and communications equipment. That reduces friction in actual combat, which in turn lessens bad things like 'friendly fire' casualties. It also makes foreign soldiers more effective — especially if we let them fight according to their knowledge of the terrain, instead of trying to turn them into replicas of the 82nd Airborne. I emphasize training because one of Hegseth's early cuts was to the Army's 'security assistance' brigades. One of the absolutely essential skills is to train people such as the Ukrainians in how to interpret intelligence information — what can be gleaned by reconnaissance satellites, for example — and then to convey that information to the front lines as quickly and as accurately as possible in a form that is easy to use. Another Hegseth target is too many officers at big military commands. He wants to 'downsize, consolidate, or close redundant headquarters.' It is easy to mock such staffs in peacetime. It plays well with the masses. But when you get yourself into a real war, you know what is essential? Smart, well-trained staff officers who know how to write, calculate and plan on the fly. A classic example of this was the Casablanca conference of January 1943, at which the American officers were caught short by British preparation. The Brits arrived with rough drafts of a variety of war plans. Indeed, they literally sent a shipload of staff officers to the summit meeting, aboard the HMS Bulolo. Those well-educated, nimble-minded soldiers stood ready to churn out position papers on any subject the Americans raised. In the Casablanca meetings to plan the way forward in the war, the Brits ran circles around the Americans. When U.S. Army staffers said they assumed that American ships would be required to carry 3.6 million tons of supplies to Britain every year, the British, who thoughtfully had brought along a cargo expert, stated that the figure actually was 7 million tons. Out went American ambitions to land in northern Europe that year; in came the British preference to operate that year in the Mediterranean, landing in Sicily and later on the lower Italian mainland. 'We lost our shirts,' one American planner, Brigadier General Albert Wedemeyer, reported to his boss back in Washington after the Casablanca meetings. 'We came, we listened, and we were conquered. . . . They swarmed down on us like locusts, with a plentiful supply of planners and various other assistants.' Educated officers also are necessary to formulate effective strategy that carries out the will of their civilian leaders. Our military is tactically excellent — 'lethal' is the preferred term at the Pentagon these days — but great tactics without an effective strategy are useless, like a Ferrari without a steering wheel. Yes, that might sound boring on the campaign trail or evening news. But remember that knowing how to actually wage war alongside allies is the way to victory. Not this macho nonsense Hegseth is peddling.
Politico
26-05-2025
- Politics
- Politico
What Pete Hegseth Gets Wrong About ‘Warfighting'
Defense Secretary Pete Hegseth is fond of talking about the need to focus on 'warfighting.' He wants 'lethality,' bigtime. That sounds tough, so it plays well on Fox News. But let me tell you why it is wrong. The more you know about military operations, the more you understand that you don't want to focus on fighting. That gets people killed — like your kids or grandkids. Why? Well, as General George Patton supposedly said, 'The object of war is not to die for your country but to make the other bastard die for his.' The worst way to go to war is by flinging your people into combat — 'warfighting,' as the tattooed and tough-talking former TV commentator puts it. You don't do frontal assaults against an entrenched and bunkered enemy — as happened on 'D- Day' — because you want to, but because you absolutely have no other choice. Yes, force readiness is great. But the best way to win wars is by helping other countries be ready. You train them, you equip them, you supply them. You conduct joint maneuvers in peacetime with them, so everyone understands each other. Preparing our allies also makes them less susceptible to being overrun by their (and our) enemies. A lesson that the world is learning the hard way in Ukraine. During World War II, the United States didn't prevail by sending troops to die. It won by churning out tanks, trucks, airplanes, ships and ammunition for the Soviets, British and others to use. And to die while using. The three most important aspects to helping allies win wars are producing such goods, getting them where they are needed, and training people to use the stuff you send them. Of these three, training foreign militaries is especially important. They need to know how to use our weaponry and communications equipment. That reduces friction in actual combat, which in turn lessens bad things like 'friendly fire' casualties. It also makes foreign soldiers more effective — especially if we let them fight according to their knowledge of the terrain, instead of trying to turn them into replicas of the 82nd Airborne. I emphasize training because one of Hegseth's early cuts was to the Army's 'security assistance' brigades. One of the absolutely essential skills is to train people such as the Ukrainians in how to interpret intelligence information — what can be gleaned by reconnaissance satellites, for example — and then to convey that information to the front lines as quickly and as accurately as possible in a form that is easy to use. Another Hegseth target is too many officers at big military commands. He wants to 'downsize, consolidate, or close redundant headquarters.' It is easy to mock such staffs in peacetime. It plays well with the masses. But when you get yourself into a real war, you know what is essential? Smart, well-trained staff officers who know how to write, calculate and plan on the fly. A classic example of this was the Casablanca conference of January 1943, at which the American officers were caught short by British preparation. The Brits arrived with rough drafts of a variety of war plans. Indeed, they literally sent a shipload of staff officers to the summit meeting, aboard the HMS Bulolo. Those well-educated, nimble-minded soldiers stood ready to churn out position papers on any subject the Americans raised. In the Casablanca meetings to plan the way forward in the war, the Brits ran circles around the Americans. When U.S. Army staffers said they assumed that American ships would be required to carry 3.6 million tons of supplies to Britain every year, the British, who thoughtfully had brought along a cargo expert, stated that the figure actually was 7 million tons. Out went American ambitions to land in northern Europe that year; in came the British preference to operate that year in the Mediterranean, landing in Sicily and later on the lower Italian mainland. 'We lost our shirts,' one American planner, Brigadier General Albert Wedemeyer, reported to his boss back in Washington after the Casablanca meetings. 'We came, we listened, and we were conquered. . . . They swarmed down on us like locusts, with a plentiful supply of planners and various other assistants.' Educated officers also are necessary to formulate effective strategy that carries out the will of their civilian leaders. Our military is tactically excellent — 'lethal' is the preferred term at the Pentagon these days — but great tactics without an effective strategy are useless, like a Ferrari without a steering wheel. Yes, that might sound boring on the campaign trail or evening news. But remember that knowing how to actually wage war alongside allies is the way to victory. Not this macho nonsense Hegseth is peddling.
Fox News
23-05-2025
- Politics
- Fox News
Defense secretary announces pay raises for Army paratroopers: 'We have you and your families in mind'
In a speech Thursday in North Carolina to soldiers of the 82nd Airborne Division, Secretary of Defense Pete Hegseth pledged to restore what he called the U.S. military's "warrior ethos" and announced pay raises for paratroopers. Speaking during All American Week at Fort Bragg, Hegseth laid out President Donald Trump's vision focused on combat readiness, merit-based standards, and investment in the American warfighter. "We're going to bring it back to the basics," Hegseth said. "We're going to restore the warrior ethos… and we are across our formations, a standard that's set here every single day." According to the Department of Defense, Hegseth used the occasion to announce an increase in hazardous duty incentive pay, known as jump pay. It will rise from $150 to $200 per month for paratroopers, and for the first time, jumpmasters will receive an additional $150 on top of their existing pay. "For the first time in 25 years… we are increasing jump pay," Hegseth said. "Not only are we increasing jump pay, but… jumpmasters… are going to receive an additional $150 a month in incentive pay." He added: "Here's to our paratroopers, our jumpmasters, who do the difficult things in difficult places that most Americans can never imagine." Hegseth told the crowd that troops remain the focus of every major Pentagon decision. "Inside the corridors of the Pentagon, you are on our minds, with the decisions we make in budgets, in planning, in deployments, in orders, in reorganizations. We have you and your families in mind." In his remarks, Hegseth shared a core defense strategy promoted by Trump: prioritize readiness, reject identity politics, and reassert American deterrence. "We will focus on readiness, on training, on warfighting, on accountability, on standards. Black, white, male, female, doesn't matter. We're going to be colorblind and merit-based warfighters just like you are here in the 82nd." This return to fundamentals, Hegseth argued is necessary to rebuild the force and deter growing global threats. "President Trump is committed to historic investments inside our formations. Our promise to you is that when the 82nd Airborne is deployed… you will be equipped better than any other fighting force in the world." Drawing a contrast with prior administrations, Hegseth referenced global instability, including the war in Ukraine, the Oct. 7 terrorist attack on Israel, and the U.S. withdrawal from Afghanistan. "Unfortunately, for a number of years, the world watched and wondered where American leadership and American strength was," he said. "By putting America first, we will reestablish peace through strength." Hegseth closed by honoring the legacy and future of the 82nd. "Like those who came before you, you keep showing the world the stuff you're made of. Because we know you are ready for the important work that lies ahead." The Army office of Public Affairs did not immediately return Fox News Digital's request for comment.
Forbes
21-05-2025
- General
- Forbes
Momentum Is Built: Lessons From General Bernard Banks' New Study Of How ‘Mo' Can Aid Leadership
Bertie Banks Long before he became one of America's foremost leadership experts, Bernie Banks was learning life-and-death lessons about momentum—not in a classroom or boardroom, but in combat as harsh and unforgiving as the Persian Gulf heat. It was August 1990. Operation Desert Shield had begun, and Banks, then a young officer serving with the 82nd Airborne Division, was among the first boots on the ground in Saudi Arabia. He and his fellow paratroopers were given one mission: prepare for war. 'We were engaged in nothing but training activities designed to prepare for the initiation of hostilities with the Iraqi army,' Banks recalled. 'We just prepared over and over and over again.' Those words—prepare over and over and over again—are at the heart of every high-performing organization. Whether it's on the battlefield, in the locker room, or inside a Fortune 500 boardroom, sustained excellence is built on relentless preparation and a deep understanding of momentum. That relentless preparation paid off. When Operation Desert Storm began in January 1991, Banks and his unit were ready—more than ready. 'Once the operation actually began,' Banks said, 'we were so well prepared and we had such a concrete understanding of the objectives we must ensure and do correctly... the next 96 hours, we simply overwhelmed what was one of the largest standing armies in the world.' New York, NY - CIRCA 1991: Desert Storm Ticker Tape Parade in Lower Broadway circa 1991 in New York ... More City. (Photo by PL Gould/IMAGES/Getty Images) That's momentum, and when it's unleashed with clarity, purpose, and preparation, it becomes a tidal wave—something Banks knows very well. Now a retired brigadier general, former chair of West Point's Department of Behavioral Sciences & Leadership, and current Director of the Doerr Institute for New Leaders at Rice University, Banks has co-authored a powerful new book: The New Science of Momentum: How the Best Coaches and Leaders Build Fire from a Single Spark. In this groundbreaking work, Banks distills decades of military wisdom, academic research, and executive coaching into a model that any leader—military, sports, political or corporate—can use to build and sustain momentum inside their teams. 'Seizing the initiative is all about the establishment of positive momentum,' Banks said in a recent interview. 'We do a variety of things that are all focused on ensuring that we can dictate the terms of the engagement with our competitor or adversary. We prepare to seize the initiative. We plan through a variety of contingencies. We run drills to say, how would we respond if things don't go well? But it's always about, how do we seize the initiative? How do we retain it? How do we build upon it? And if we lose it, how do we get it back?' For leaders serious about performance, that's not theory—that's a playbook. What makes Banks' insights so compelling is their universal relevance. His book draws from more than 250 interviews and thousands of survey responses to identify what ignites and sustains momentum inside high-performing organizations. It answers critical questions: Banks has put his theories into action—leading teams from 10 to 3,000, shaping cadets at West Point, and now preparing the next generation of changemakers at Rice. From all his experience and studies, he has come to the conclusion that momentum is never random. It's the result of meticulous preparation, intentional leadership, and the ability to transform potential into performance. 'You should be running scenarios in advance,' Banks advised. 'So that you know—if this transpires, here's how we'll is the key. When people found themselves in a situation that was less than favorable, they really hammered down on, 'How do we do our basics well?'' How we turn adversity into opportunity separates elite performers from the rest. 'Leaders transform potential into performance,' Banks said. 'Understanding how to get things moving in the right direction at the required pace is essential.' Simply put, the best don't wait for momentum. They manufacture it. Mike Cangi, co-founder and CEO of FareRx and a Forbes Council member, echoed this idea in a recent article, arguing that leaders often focus too much on outcomes and not enough on inputs. 'When we obsess over results,' Cangi wrote, 'the goal feels too big, and we can lose motivation. Instead, focus on small, consistent habits that lead to success.' That's a lesson worth embedding in your culture: results are just the byproduct of rhythm. Get the rhythm right, and the results will follow. Despite all the research, theory, and accolades, Banks still returns in his mind to those early days in uniform—the desert heat, the endless drills, the unwavering belief that preparation would shape the outcome. "I saw the value of preparation as a young commissioned officer because of the outcomes we achieved during that operation,' he reflected. 'And it stuck with me forever that preparation matters and that leaders ensure that the right things transpire at the right times.' The greatest CEOs, coaches, and captains know that fire doesn't just appear. Momentum's built, one spark at a time, and when you understand how to ignite it, it becomes your most powerful strategic weapon.
BBC News
17-05-2025
- BBC News
Walks on former paratroopers base in Lincolnshire to mark D-Day
Guided walks are being offered at a former World War Two airfield to mark the anniversary of the D-Day North Witham in Lincolnshire was home to US paratroopers who were some of the first to land in France ahead of the main invasion on 6 June is now the Forestry England-owned Twyford Wood near walks are part of South Kesteven District Council's Soldiers from the Sky project, which tells the stories of thousands of Allied airborne troops who trained and flew on mission from Lincolnshire. Visitors will be taken around the still intact runways where soldiers from the US Army's 101st and 82nd Airborne Divisions departed on the night of 5 June to be dropped behind German crossed the English Channel at a height of 50ft (15m) to avoid enemy radar on their way to mission was to set up radio beacons and visual markers to guide the main invasion walks are free but need to be booked in advance will be held on 5 June, 12 June and 19 June starting at 17:30 BST and lasting about two and a half to highlights from Lincolnshire on BBC Sounds, watch the latest episode of Look North or tell us about a story you think we should be covering here.
