Tag Archives: special operations

America’s Airmen: Special Operations

Air Force Social Media

Around the world and at home, America’s Airmen bring critical airpower capabilities to bear against the most pressing national security challenges. Incredible advances are made every day to strengthen those capabilities through the combined efforts of Airmen and aerospace nation partners.

During the 2015 Air Force Association Air And Space Conference Sept. 14-16, 2015, the America’s Airmen exhibit highlighted core missions of Airmen across the globe in intelligence, surveillance and reconnaissance space and special operations.

The booth put the spotlight on Airmen working in the special operations career fields.

We talked with four Airmen at the exhibit who gave us an inside look at special operations in today’s Air Force. They also showed us some of the amazing gear that helps them keep up their oath – “That others may live.”


Capt. Ben Self, 321st Special Tactics Training Squadron
special tactics officer


Capt. Catherine Roese, 9th Special Operations Squadron pilot


Master Sgt. Jared Pietras, 720th Operations Support Squadron
superintendent, and Senior Airman John Couzens Jr.,
23rd Special Tactics Squadron pararescueman

Never leave an Airman behind

By Airman 1st Class Ryan Callaghan
23d Wing Public Affairs

I showed up at the 71st Rescue Squadron expecting to tag along on a training flight in an HC-130P Combat King: some Airmen were going to be jumping out of the plane, and I was going to take pictures. Airmen were huddled around the operations desk, but the vibe was different today. I could tell something was amiss. There was a visible tension in the air; it reflected on the faces of the pilots and aircrew scrambling to gather details from someone on the other end of a phone.

A seasoned F-15 pilot was on a solo flight to receive a radar upgrade when the pilot communicated an in-flight emergency. A mere 25 minutes later it was confirmed the aircraft had crashed into the remote Deerfield Valley in Virginia.

I had heard about the accident the day before, and I knew there would be a rescue effort, but hadn’t connected the dots. Now it seemed certain, the hubbub was the planning stages of a search and rescue mission.

Continue reading Never leave an Airman behind

‘Sir, tell the TACP thanks,’ Dec. 12, 2012

 

TACPBy Brig. Gen. Jack L. Briggs II
Headquarters, Air Combat Command

On May 13, 2010, an Airman First Class taught me some lessons I’ll never forget. I think of Airman 1st Class Corey Hughes almost every week. His actions on that particular day in May remind me to focus on others first, that heroic leaders exist among us all the time, and doing the right thing takes courage but is worth it.

When troops on the ground in Afghanistan run into trouble, our asymmetric advantage is our ability to bring airpower to bear quickly and accurately. It was no different on May 13. A patrol of soldiers ran into an ambush in eastern Afghanistan, receiving large volumes of enemy mortar, heavy machine gun, rocket propelled grenades and small-arms fire. My formation of two F-15E Strike Eagles was called to support the “Troops in Contact” situation or “TIC.” As we arrived on scene, there were already American wounded.

For the aircraft overhead, our contacts on the ground are young, well trained and brave Airmen embedded with each Army unit; they are called Tactical Air Control Parties (TACP). They are the node between the Army ground commanders and the Airmen providing support overhead. They translate the situation from the ground commander’s perspective, integrate airpower into the plan of maneuver or fires and guide our attacks with amazing precision. That can sound antiseptic and simple on paper, but in the thick of the battle, it is 100 percent adrenaline, noise and concentration as bullets fly.

The fight on the ground was very violent by the time my flight arrived. Our initial contact was with Airman 1st Class Hughes who was yelling into the radio. He had to be loud as he keyed the mic, because his voice was drowned out by the sound of gunfire in the background. His calls were quick and broken, as he stopped to fire his own weapon in between radio calls. At one point he said, “Stand by” and the radio went silent. For the next few minutes, we orbited overhead and waited. Where was he? We called but no answer. Finally, his voice came back. He was out of breath and huffing into his mic, but he calmly gave us the plan to provide a show of force and cover the ingress of helicopters to evacuate the patrol — first the wounded and then the rest of the team. The show of force bought them time and space, and eventually all were extracted safely from a tough situation.

After we landed and debriefed our mission, I headed to the Bagram Craig Joint Theater Hospital. Craig Hospital is one of the advanced coalition hospitals in Afghanistan that receives wounded from the battlefield and stabilizes them prior to their onward movement to more medical care in the US.

I visited regularly to talk with our medical warriors and see how the wounded were doing. On that day, I had a chance to check up on several of the wounded from the very firefight we’d supported only hours before. I spoke to a few of the Soldiers from that fight, told them they were getting the best care in the world and turned to leave, when a shout of “Sir! Sir!” made me stop. I turned to see a shirtless wounded Soldier who was shot in the legs, calling out for my attention. He motioned me back. His eyes reflected his urgency to tell me something. I walked back, closed the curtain behind me, and crouched to get to his level on the bed.

“Sir, tell the TACP thanks,” he urgently requested. I asked what happened. His story explained the mystery from earlier in the day when A1C Hughes went silent on the radio. This Soldier was moving from one position to another during the firefight and was hit in the legs. Unable to move, he took what cover he could. While performing his primary duty of directing air support, Airman 1st Class Hughes noticed that this Soldier could not move on his own, told us to “stand by”, and ran toward him. He picked the Soldier up and fireman-carried him to a covered position. The Soldier said the one thing he would never forget was that while he was being carried several hundred meters through deadly fire he was staring at a patch on the shoulder of his rescuer. The patch read “TACP.” The Soldier didn’t know the Airman’s name nor did he see him again. He just asked that I pass along the thanks somehow.

I spent the next few days tracking the TACP down and that’s when I met Airman 1st Class Hughes and heard his story first hand. I told him when our F-15E formation checked in we heard the shooting in the background of every radio call. I described how we listened to his clipped calls to us, his calm call to us to “stand by” and then how there were minutes of silence, leaving us concerned as to what was happening. I told him we then heard him breathlessly get back on the radio as he called for our show of force.

“What was going on down there?” I asked. He told me how some of the wounded were near his position and he was going back and forth, under heavy fire, to check on them, give them water and help them out the best he could until MEDEVAC arrived. Corey said he saw a Soldier who could not move on his own and immediately went to pick him up and carry him to safety. Airman 1st Class Hughes then retraced his steps through the enemy fire to get back to his position and continue to call in our effects. What immediately caught my attention was Airman 1st Class Hughes’ tone of voice. He clearly believed his actions weren’t anything special and others would do the same if in that situation.

I often consider the lessons Airman 1st Class Corey Hughes taught that day. His actions inspire us to put others first, understanding there can be a cost. His example affirms that there are brave leaders all around us willing to step forward when it counts, despite the risks. He reminds me that both success and courage are defined by doing what is right, even as the bullets fly. Like the wounded Soldier, I also want to tell the TACP, A1C Hughes, “thanks.”

Photo: Senior Airman Dustin Harris, left, and 1st Lt. John Day, center, discuss radio frequencies with a Soldier assigned to the 82nd Airborne Division during an exercise in frequency hopping at Fort Bragg, N.C. Frequency hopping is changing regular frequencies during transmission, a radio operation technique that ensures secrecy and protects against communication channel jamming. Day and Harris are tactical air control party members with the 14th Air Support Operations Squadron. (U.S. Air Force graphic by Robin Meredith/Photo by Airman 1st Class Alexander Riedel)

Success through leadership

 

Master Sgt. Christopher Riffle

By Master Sgt. Christopher Riffle
27th Special Operations Security Forces Squadron


Having served 18 years in the Air Force, I’ve been blessed with the opportunity to learn from and work beside some of the greatest leaders the military has ever seen. I do not claim to be a subject matter expert on leadership, nor do I consider myself to be a great leader. However, I know enough about the subject to share my thoughts on how great leadership can result in a successful unit.

The Air Force defines leadership as the art of influencing and directing people to accomplish the mission. This very difficult task can be accomplished if leaders at every level keep two very important elements in mind, successfully completing the mission, and taking care of their people.

Great leaders know the importance of their unit’s personnel and their role in mission success. Gen. Curtis E. Lemay, former Air Force Chief of Staff stated, “No matter how well you apply the art of leadership, no matter how strong your unit or how high the morale of your men, if your leadership is not directed completely toward the mission, your leadership has failed.”

I’ve always believed that this meant that, as a leader, if I was taking care of my Airmen and their needs it would ensure that the unit’s mission would be successful.

All Airmen are able to be leaders regardless of position or rank. Leadership isn’t something everyone is born with; it’s learned and developed.

How we develop ourselves and our Airmen will determine if we’ll ever truly become effective leaders. It’s important that we continue to add to our leadership toolkit by seeking professional military education, on-the-job training and professional development.

A great leader will ensure that his or her subordinates are given the opportunities to learn leadership traits through deliberate development. It’s through these experiences that we gain the qualities it takes to be a great leader.

Although there are many leadership qualities to speak of, there are a few that I have seen make lasting impacts on personnel and units across my career.

I believe enthusiasm is the most contagious of all. Throughout time the most successful leaders have demonstrated enthusiasm for the mission and their people. A leader’s enthusiasm is contagious and will spread through a unit to motivate others to adjust to the unit’s needs.

As leaders we must demonstrate a commitment to the Air Force, our unit’s mission, and our subordinates. If we do this, our Airmen will want to follow us.

As leaders we must do not only what we ask our Airmen to do, but also more. We must be credible at all times. Remember that we all are on parade and must avoid showing stress when dealing with challenging situations.

Communication is a two-way process. Listen to what your people are saying, because they often have great ideas. Share the importance of the mission and its impact on national interests. A well-informed Airman recognizes the importance of his or her job and will be more effective.

Leaders are responsible for the unit’s mission; if it fails we must accept the consequences. Accountability is also essential. Reward a job well done and hold those who fail to meet the established standards accountable.

Throughout my time here at Cannon, I have witnessed the many successes the 27th Special Operations Wing has accomplished.

I believe this is a direct correlation to the great leadership we have developed. These are Air Commandos at all levels, not just senior officers or NCOs but Airmen as well, those who want this wing to be successful not for personal gain, but because it is expected.

I challenge you to find leadership opportunities that will provide you with additional professional development. Make time to take advantage of educational opportunities at Cannon. Taking these actions will ensure the wing continues to develop leaders needed for its continued success.

Photo: U.S. Air Force Master Sgt. Christopher Riffle, 27th Special Operations Security Forces Squadron first sergeant, takes a proud stance just outside the Security Forces building at Cannon Air Force Base, N.M., March 21, 2012. (U.S. Air Force photo by Master Sgt. Carlotta Holley)