Hey you guys, so this is a different type of video. I didn't know whether or not I was going to do this or not, but I was watching, I am in the middle of watching Love and Marriage Huntsville. And Kimmy is, while we're watching the show, she finds a lump and come to find out that they did a biopsy and she has stage two breast cancer.  So a little backstory. I've always been very, very hands on and proactive about my health in regards to cancer.  Sorry, I'm being loud.  Six different cancers. Granted, it is a huge traditional southern family. My mom was the youngest of 15 kids. I have over 200 first cousins. I'm not even kidding because my father, my grandfather married several times. My grandmother was having kids with her kids. With that being said, I was like, whoa, and people started getting, and my family started getting cancer at young ages. It didn't matter. I have a cousin who had colon cancer at 20 something and then breast cancer under the age of 50, mid-40s, then stomach cancer, then lung cancer for people who never even smoked.  So with that being said, I really took that serious. My OB-GYN, my OB recommended that I go see a geneticist. When she saw my history of cancer, she recommended that I go see a geneticist. I did that at the time. The lady was mapping it all out. She was writing out. She had to turn the page over because it just due to the extreme nature. And she said, this is a lot. I said, but I'm a big family. She said, it doesn't matter. Even with the family that's large to have 13 plus people to have had cancer in your family is a lot.  And so I started doing that, y'all. That was my goal. So y'all would know that I was on a journey. I had a breast reduction. God, I think it's been about four to five years now. I had a breast reduction. I was a 38 triple D or E. I am now a 38 large C. I'm not even a D, a 38 large C. I've lost 25 pounds since my breast reduction. I am trying to lose 20 more pounds because I just think it's important. I have. So in addition to that, getting my breast reduction and just trying to lose weight and being healthy overall, I went ahead and started to get mammograms at 32. No problem with getting mammograms. At one point, they were recommending it twice a year and I was like, that's a bit much. But because then my insurance only covered once. Okay. And I don't know why that particular doctor was recommending twice a year. The geneticists put me at a higher range of developing cancer due to some autoimmune issues and just everything in general. That has been my life since I was 32. I'm 42 years old. That's 10 years. I've been doing this consistently. No fail. I probably, and I think I didn't do it then when COVID hit. Okay. I went a couple of months ago and when was it? The end of December. Excuse me. No, the beginning of January. Excuse me. The beginning of January, I had my routine mammogram. Yeah.  And it's so funny, but when your breasts are smaller, it's actually harder to have for them to push down with using the plates. It's actually harder when my breast was big. I just put it up there. Go like a pancake and smash it. Hold my breath. Breathe out. It takes less than five minutes of those of you who have never had a screening done. So had it done early January, right? I'm feeling good. Yeah, yeah, yeah. I get a call within a week and they said, your mammogram is abnormal. We need for you to come back in to do another screening and possibly an ultrasound. We don't know if it's scar tissue from your breast reduction or what. When I tell you, I held my breath. It felt like, I know this is so cliche. It felt like everything stood still. And I was like, okay, I'll absolutely do it. And I was like, okay, I think it's okay. So I told my husband, my husband reassured me. I think it's breast tissue. I think you're okay. I told my mama about it. And she's like, yeah, I think it's breast tissue. I think everything is okay. In the midst of all of this, I had a cousin who was diagnosed. I found out that she had pancreatic cancer. Stage 4 pancreatic cancer. She had been battling it off and on for a month, six weeks, y'all, six weeks. The day before my appointment to redo it, the mammogram, she passes away.  No viewings of the body, close casted. I couldn't even go to the funeral. Anyway, so I'm just saying that all of this is going on. So I go to the mammogram, second mammogram, I'm sitting there. This is not covered because the first one's covered. The second one's not. $1,000 out of pocket. No, $800 and something dollars out of pocket. Whatever. She told me if it's an ultrasound, that's not going to additional. It would have been like a little over $1,500 for everything. Whatever. It's my health. There's no value to that. I'm just telling you, this is all that's going on.  And she tells me, she's like, you're going to have to stay here. The tech is telling me, well, excuse me, the nurse is telling me, you're going to have to stay here until the tech can review it. And then once she's reviewed, once she reviews it, they will let you know if we need to forego and proceed with an ultrasound. I said, okay. So I'm fully good. I'm like, okay. Cause I had, you know, I'm a very optimistic person, you guys.  I'm very optimistic, but with everything that's going on, work, stuff going on at JV school, it's starting to get to me. So she comes back and the nurse is like, everything's okay. You don't need to get the ultrasound. I was, I broke down. I said, I said, thank you so much. I said, the reason why I'm just, my emotions is at a heightened level is that I had a cousin that just passed away from cancer. And then to go through this and not know what's happening. Just really, you know, she was like, oh, give me a hug. Let me hug you. So she gave me a hug. I calmed down, gathered myself together, put them on top and love. The reason why I am sharing this is that I want to encourage all of you, especially my black women out there to please take care of yourself.  Make sure that you're getting your pap smear. Do not be afraid to do it. Just go ahead and get it done. This is just something that they never noticed before. Like I said, I've been getting this done since I was 32 years old and they just never, you know, and for what I understand, you can still be, this is from the nurse, that you can still be developing the scar tissue internally for a couple of years after a breast reduction. And that makes sense because my breasts are forever changing. Like it took a full year for them to drop. They are actually getting a little bigger because I'm gaining weight. I need to be monitoring that, but they are getting a little bigger. So I still say, they're probably still a full D. They're a full D, but, you know, I was, went ahead and bit the bullet and had the second ultrasound like I said, I didn't care about the price. I had the second ultrasound within a week, no, within two weeks of the abnormal finding because I don't have time. I have a small child to take care of. I have a family and I have me. Okay. That's also important. So please, please, please, you guys, please go get checked out. Don't be afraid. I do need to put it on my list to continue to do self, what do you call it? Self-examinations. I have a, on my calendar, I have a reminder, but please, please, please, you guys, one out of eight women would be diagnosed with breast cancer. Cancer, in general, affects African-Americans at a more aggressively rate. They don't know why. Doesn't even help. The only way to really help it is early detection. So this is just a announcement PSA. Please go get checked out. Please, please, please. So that is it, you guys. Take care. Bye.


When someone creates content with an ulterior motive that I want my audience to then hire me after a certain period of creating content What happens is Resentment can build in the content creator when not enough of the audience has bought their thing This is actually a story that was told by one of my viewers said that she was in a Facebook group It was a free Facebook group But the creator of the Facebook group really had an ulterior motive to use the Facebook group as a way to Sell her program her services, etc Now there's nothing wrong with of course Having a free Facebook group and then maybe some of the people buy your services and products But to have some kind of a plan and ulterior motive to say gosh I've got 500 people thousand people whatever it is even a hundred people in my Facebook group and I'm gonna convert 10% of them to my services after this Free, you know 30-day challenge or whatever a five-day challenge, whatever it is it may be to have that expectation Creates resentment when that expectation isn't met right and that's what happened in this free Facebook group The creator of the group. This is told by a viewer of mine Actually said to to her members to say hey you guys are just consuming my content and not buying my services You know that's not right or if you're not gonna move forward and hire me as a coach. You might as well just leave the group and I Have of course, I'm curious about what your reaction to that would be My reaction of course is one is I I felt bad for the members of the group that that heard that But secondly, I also kind of felt bad for the creator Because she was in suffering. She's suffering that her ulterior expectations her hidden Her hidden motives were not met her goals were not met She wasn't frank with the members of the group saying hey, this is a five-day challenge And my hope is that 10% of you will become my clients, right? And members didn't join for without expectation the members joined because they thought they were getting a free You know 30 day 5 day challenge or whatever it may be free content. That was what was promised And they didn't know they had some kind of hidden contract and then having to have a certain number of people sign up, right? so the bottom line is that Let and if you've been following my content, you know, I I talk about this let's Reframe the purpose of our content not as ooh, I hope I get enough of you buying my services but rather How can I serve and? What a privilege it is that people even watch my videos what a blessing it is that people even join my Facebook group You know, how lucky am I that people are willing to spend their time their precious time that they could be watching a million other different videos Reading so many more other articles being part of any other Facebook group that they are willing to spend their time with me what a privilege it is and When we are able to gather an audience who are paying attention to our content It is it is out of a gratitude that we then create the content to serve them as best as we can And then yes when we feel it is appropriate when we have something to sell We let our audience know that you know I really believe that this is going to be a good service or product for those of you who have been wanting to solve this problem In your life or reach the type of goal fine Share our product or service with our audience, but if our audience doesn't buy The reaction I hope isn't one of resentment, but one of curiosity Curiosity to say huh I thought that the audience would love this because they've been loving content like this And if they aren't buying then I need to find out from my audience what they would buy instead Then to reach out to the audience members and say hey would any of you be willing to talk with me and See how I can better serve you through my business as well as my content so May that be The motive that we approach content with is one of service One of curiosity One of data gathering to say gosh what of all the things I talk about What do my audience most love that I talk about that is such valuable data for you Your audience is such a blessing to you to give you that data The videos they like is giving you data videos They don't like is also as valuable of a data that oh that topic isn't as interesting or the way I framed it wasn't in it Is interesting and then when we make an offering ask them to buy a product service That's it's also data. That's so valuable to us to say did they buy it or not? And if not can I talk with them to see what they would buy instead? let's come from a place of service of of Gratitude that our audience would even pay attention to us and And and and of curiosity to say how can we how can I serve them better through my content and through my product and services? I hope this is helpful always open to your questions and your comments And thank you for being part of my audience and being willing to take your time and spend it with me here in this video


e more apparent to us than the value of being with our partners at all time again persistently we are able to exchange ideas on training share the hardships of training together and continue to build an enduring advantage for both of us in the proficiency we achieve to meet our shared challenges our greatest achievements to date have been with our partners in Mongolia shepherding them through an enhanced training path in preparation for off-continent training in Thailand with our work with their newly activated striker formations and within the Philippines expanding our presence in support of Balakatan and Saliknib in Indonesia last year one of our maneuver advisor teams helped prepare numerous battalion-sized elements of the TNIAD to integrate into supergaruda shield a transformed army to army bilateral exercise into a massive joint and multinational exercise involving over 14 countries in FY23 and 24 going forward we will continue to receive authorizations to train in over 18 locations some precedented and others as a first-time opportunity to develop relationships as we grow our contacts in Oceania and in Southeast Asia again our persistent presence again that word persistent being the key theme to what we do enables us to be user-packed forward edge of campaigning we provide feedback on the progress of our partners better informed needs and desires for security cooperation cases and are able to inform our brigades and battalions on the best way to prepare for a major training event being that nexus to ensure the training event is a valuable rehearsal of interoperability for training audiences there are two things I want you to take away from our contributions to integrated deterrence again it's persistent presence and training it is our foundation of how we contribute to General Flynn's three initiatives to bolster the network of partners and allies in the region to ensure land power is ready to undergird the security architecture we need to de-escalate tensions and return crisis to competition those initiatives being the generation of readiness through JPMRC the application of readiness through campaigning in theater through operation pathways and the third, the sustainment of readiness in theater through the development of joint and interior lines 5th SBAB supports our partners and facilitates their success in intending JPMRC by using our advisors in theater for operation pathways we provide that support in advance of the arrival of conventional forces to countries to conduct operational rehearsals in support of contingencies our value is our ability to liaise with US country teams at the embassy with the inbound leadership and being the key nexus for US and partner forces throughout the rehearsal but let me quickly return to the JPMRC topic that I just discussed the readiness and training proficiency we achieved at JPMRC is intended to be harvested and applied in pathways during the conduct of those same rehearsals in a terrain where crisis or conflict could emerge establishing and having a presence in this terrain helps us deny that advantage from competitors and maligned actors with the departure of forces from pathways we carry on the hard work with partners in developing the concept and training objectives for the next iteration of US forces that arrive and to build joint interior lines is to work the sustainment and logistics needed personnel and equipment to key locations observing US and partner entry law and policy so to arrive training partner units at JPMRC with their equipment facilitating the delivery of pathways units knowing key locations for the storage of equipment and the movement of our forces back and forth over the IDL requires continuous management by sustainment experts to leverage every piece of military and civilian assets and the security of our equipment this effort ensures that there is institutional knowledge and habits being built into our formations to overcome the unusual tyranny of distance unique to the Pacific so that we can deliver on our commitments to support our friends in times of crisis and conflict this is a lot of work for all of us and the land power Pacific family to work on but our perseverance and commitment to our allies and partners ensures they know we have a willingness to prepare and to share the burden if we face our worst day in the region I leave you with this that today there are over 135th SFAB advisors in the Pacific at this time and many more from our sister brigades are currently doing that hard work I mentioned synergizing the training for JPMRC applying readiness during pathways and building joint interior lines all to put us in positions of advantage to be a partner of choice and to build trust with nations so that our competitors are denied that same space and disincentivize from employing coercive methods there is nothing more important than our ability to partner and live side by side with our friends and constantly train doing those daily rehearsals for crisis and conflict to maintain the stability of a free and open Indo-Pacific thank you for your time Mahalo Nino Loa we have time to take a couple of questions I am a member of industry I work for a small business we do language translation let me ask a softball question how do you see industry helping the SFAB mission moving forward I think that speaks to the question of what general Flynn talks about the three components of interoperability human technical and procedural and so us being on the ground with our partners and allies and understanding the various numbers of equipment numbers of ways that we need to be interoperable with them and our US equipment I think that is the window in which we could explore understanding where we could develop and pursue industry solutions to close that gap between ourselves and that partner that we need to as we bring them over to JPMRC as we train with them as we understand that there is some technological gap that we need to close that we could solve with a commercial solution so us knowing that is vital but we can only know that going back to the same talking points I delivered in my narrative here and that only comes about from us being with them day by day week by week, month by month and persistently training with them to understand that if we are only there episodically if we only touch them once a year twice a year, three times a year we may begin to know that in terms of what industry solutions we need to pursue but I would be skeptical if we could develop a solution that could actually stick over time because we would just not have that awareness and understanding about what they needed, what we needed to make that connection and how fast we needed to make that to facilitate additional training and rehearsals Jesse Stone with industry, I'm wondering what kind of steps are being taken to encourage interoperability from a communications perspective with partner forces Right now, again I would say that it's in the conduct of certain training exercises that we're conducting stateside with partner and allies that we know in which they can't bring their communications equipment that they're limited in bringing that for a variety of reasons so again it's our recommendation to them and it's our recommendation to our allies and partners to take on concepts and ideas about how they can potentially close that gap to attend those same training events in the future I appreciate you all attending and I hope to see you all again in the future So, thank you This is the non-commissioned officer and shoulder programs director It is pleased to welcome you to the senior enlisted leader form at the Association of United States Armies Lampak Symposium and Exhibition The theme for our forum today is the role of the non-commissioned officer core in land power across the Indo-Pacific I'd like to remind our audience to please silence your cell phones and also start thinking about what questions you have for our guests today We'll have an incredible panel and we'll start with a fireside chat prior to that panel I'd also like to express a warm welcome to our international peers and to name a few of our senior non-commissioned officers from our fellow militaries across the Pacific we have Warn Officer Flemingham from Australia Thieves Sar Major Lee from Taiwan Warn Officer Fatihah from Tonga Warn Officer Tedrai from Fiji and Chief Warn Officer Carney from the United States United Kingdom I almost messed that one up Well, he's here enough He's here enough Thank you for being here We appreciate and as you heard the boss say in his opening remarks that we will never do this alone and we fight with our coalition partners across the Pacific to bring unity and peace and defend our honor of our countries I'd like to open this up by having our senior listed forum begin with a fireside chat followed by a panel consisting of a very diverse group of senior non-commissioned officers and let me begin by welcoming our distinguished guests for the first person that's formed today Sergeant Major of the Army Michael Grinsen SMA If you know me I'm always off script I do want to recognize, I don't think we missed the Singapore Sergeant Major of the Army so thank you for being here too Well Sergeant Major, welcome It's always good to have you here at the Association United States Army and you've blessed our presence on many occasions We joke all the time so ever since the first time I came here and SMA took over, we couldn't have a forum with ACFT We are not going to talk about ACFT today Well I'm sure maybe the question won't come up and you'll have to but we're going to talk about the role of the non-commissioned officer and SMA I'd like to turn the floor over to you for a few open comments and to address a group before we get into a fireside chat and just a reminder, your questions both the microphone and we have Miss Christine in the back, she has question cards if you'd like a question card just please raise your hand she'll get those filled out and we'll go on and approach those to ask you SMA questions at the conclusion of our chat SMA I'm really excited to be here you know, especially as I got just a few more months left in the seat and before I even start I have to tell this story because you already introduced him as the Sergeant Major of the Army Paul and this may come out later Paul is a good friend and has been to my house but unfortunately for Paul he's like I'm like, sure but Sergeant Simmons is coming with us and she's a really good runner to run 10 miles and I think General Potter was outside the house and she walks up and Paul walks up and shakes her hand and he goes, hi I'm the Sergeant Major of the Army and she's like, I don't think that's you but with those opening comments and how you build trust and just having wonderful group of individuals that I've worked with throughout my career and I've got many fond memories of different NCOs and different countries and building those relationships where we have these wonderful stories I think that's what it really means to be in the military and that's what's great about having this forum you can invite those people to your house and you'll build some relationships over time and it does take time and when I look about around the room you have just this great wealth of knowledge and so that panel after this is going to be phenomenal so I'm really excited to be here and I can't wait to talk about this topic and I'm really proud to be with you today. Well thank you Esaman, we appreciate you having with us so Sergeant Major you have experience in the Pacific previously Sergeant Major here we'll talk about that the role of the non-commissioned officer in land power in the Indo-Pacific how can senior enlisted leaders enable mission command across Pacific when it's geographically spread how do we do that? That's a very interesting question when you talk about mission command number one I do want to caution everybody you're not the commander and I really put that I usually tell all U.S. Sergeant majors to start with that you enable mission command you're not the commander you don't have those roles and authorities and when I look at my time as First Corps how do I enable mission command well you can be an enabler you just gotta be out there where is the commander do you always have to sit right there with the commander you're probably not enabling mission command if you're sitting right next to your boss especially in the Pacific it's so large so diverse so many other places you enable that in my personal opinion is sometimes you gotta be where your boss isn't what are those things that you can see that he or she can't see and the higher you go the harder this gets be honest with you the chief he just spent all over the Pacific he'll see things he'll talk to certain people I'm gonna talk to different groups enable the command it's not by talking to the same people it's by talking to different groups well he's gonna talk to the chief of defense or who's running the Philippine army or whatever it is in that country and I'm gonna talk to the soldiers and when he talks about if you've heard the chief talk about he'll talk about capabilities and then at the end he talks about will and when I go out and I'm looking at soldiers from whatever country I'll probably be looking for do they have the will to fight and that's how I would enable my boss it's not because I'm gonna sit there and go everywhere they go I'm gonna go out and I'm gonna check on our soldiers do they have the will to do exactly what we've asked them to do that's on one side and on the other side same thing with any country do they have the capabilities at the junior level but also do we think they have the will to fight because that's come up a lot in Ukraine do they have the will so that's how you enable it you take the commander's intent and see what they're trying to do in that operation and then go to a different level and say hey is that really what's happening at the lower echelons because what's happening up here and what's being said is going to be what's happening at the ground troops and that's what's great about sort of majors you can go see that and that's just my opinion about that's one way to enable it you've got a lot of other people to help you do that and then having a network of within the U.S. Army you've got 8th Army I think Rob Cobb, I've seen him Sean Carnes and how do you talk to them if you can't be there and you get that feedback and you trust they're actually telling you they've seen the ground troops in those areas so there's two ways you personally by being out there in a different level but it's also by enabling the sort of majors in those locations and what are they seeing absolutely this morning General Flamon in the open forum talked about trust and how important those relationships are especially a very diverse geographic area so how do we what does trust mean for a senior anti-op population and how do we operationalize yeah well that's a really good question I actually had it in a leader forum just a few minutes ago and the actual question was how do you do trust in a bilateral agreement and then how do you do trust in a multilateral agreement and what I said is leader or not the larger that group gets the harder it is I think with trust it's time so that's to really answer your question to operationalize it and I just use our group once a month we're on a team's call the five eyes and I'm not trying to say that's all important but if I say that's a hundred do we have the same conversations so the larger that group the harder the trust is to build that deep relationship that comes with trust because Paul and I have known each other the longest and if Moo was here same thing if Moo called me from New Zealand right now and said I need you to do this if I had to buy my own play ticket I would go do it I mean a wonderful person that's the kind of trust you want and I think the larger that group gets the harder it is you want to kind of keep it a small tight group and say hey no matter what when they call I'm going to be there and that's how you kind of start to operationalize it and we kind of figured it out I think it was COVID I think GAV started it by the way and he said hey let's get on this phone call we can't travel anymore how do we build keep those relationships up and we saw that we couldn't fly and see each other so we started the team's call and that's kind of how we operationalized how do we keep that open communication and so when you need some help and what we found is that we all have the same problems Jim's a little bit more unique up again sometimes he's like we did this and we're learning a lot from them hopefully we don't do that but what I'm saying is you find ways to connect when you're talking about trust it takes time and that's the biggest thing how I would say to operationalize trust across a group of bodies of water and countries it takes time and then how do you find ways to connect routinely not once a year at Yama Secura not once a year at Lampak it's those routine test points and I think when you get those test points with those in your area you'll start to build trust it's unique that as you mentioned you talk about bringing all the team together you all have the same challenges and soldiers are really universally across the land are the same but being able to share some of the solutions to those challenges in those forums I think helps build the trust and understanding that your your partners are both sharing the same experiences and the same successes and know that they have each other's back that's what you talked about at your level now as a Sergeant Major of the Army but I want to capitalize on your experiences the I Corps or the first Corps Sergeant Major as the I Corps Sergeant Major or first Corps Sergeant Major corrective meetings I don't say bad things about 4th ID but can you explain what it looked like from your position as the first Corps Sergeant Major and then has it changed from then till now yeah we were really good back then I don't know what's going on now they're probably doing much better now well I tell you yeah it has changed dramatically you know I'll kind of tie this together but you know at the time you know at the time when I was in the first Corps we still had the other two Corps rotating in and out of Iraq so my time as first Corps you know we kept doing these exercises we tried to figure out this thing called pathways at the time you know I think it was General Brooks I think came in and said hey let's call all these little exercises one big thing and tie them together so we were trying to figure out what pathways was you know and how that was we had to revise all of the exercises and we called it a series of pathways so that was you know it's an infancy at the time but again we still have this other Army thing going on called Iraq and these Corpses rotating in and out still had Afghanistan and then we had these exercises so even though we said hey this is you know this is the number one challenge this is the pacing challenge in China and how do we put our resources in we kept as an Army we kept being pulled away to these other things so at the time I had a deep connection and hopefully he still does with the forces command that's usually the supplier for all those things outside of the end of the Pacific but all the missions were still there and you know you're still doing Balakutan, Talisman saver all those exercises but it was kind of overshadowed by what the oh kidding we're fighting and people are dying kind of moment and now fast forward like how does it change well it changed a lot well let's just see and believe it or not it was your when Russia invaded Ukraine in my opinion that was like hey wait a minute these things actually could this could or could this actually happen in our theater I mean would China actually do the same thing in Taiwan and that's my opinion is that Talisman has changed it's like well wait a minute you know believe it or not that European theater in my personal opinion shaped more emphasis over here or do we have the ammunition ready to go if this happens here do we have this or do the Taiwanese have the will that we've seen in the Ukrainian Army so we really started to look in this Indo-Pacific and you know 1st Corps was like hey what's 1st Corps doing not that they forgot about me when I was 1st Corps but it really has all our attention because that's the Pacific and then are we putting the resources there and you've seen what we've already done I mean just look we've renamed the Levitt Airborne the division and we give them people to actually have a division you know and most people don't realize that I think they had 50 people in the Air Quarters it's like I'm not sure how that's a division but now they have more people we assigned it we're giving them the right equipment to fight in the Pacific and that's how it's changed it's not just us saying it's the Prairie Theater we are putting a lot of resources from the Department Army there and more so than I think we have when I was the 1st Corps Sergeant Major I just want to remind our audience to start thinking about your questions I'm only going to ask a few more I'm not going to totally take over the conversation here because I want to involve your questions to the SMA we have them for a limited amount of time today but before we get to the audience SMA a couple more you talked greatly about trust at echelon but for all the non-commissioned officers who are not here today that are from being televised in or on the internet and seeing this later on is how important is it for our junior non-commissioned officers and our soldiers who work on these pathway missions throughout the theater to build trust at echelon for them yes normally it's extremely important I mean it's I would say it's the secret sauce in our Army this thing called trust and there's two types of trust and normally we miss one so normally when you hear this word called trust it's usually from I would say higher to lower it's like oh you got to trust me you know you're a patoon sergeant tell the first sergeant why are you down here go away just trust and then the other part though is the one most people forget about is the trust from subordinate to higher so you have to trust that my battalion my battalion commander when given all the right information are going to make the appropriate decision and sometimes we don't think like oh you know in the example I gave the forum was I had a brigade sergeant major and I said I needed a staff sergeant for tasking and he said I don't have any staff sergeants it's like you don't have any staff sergeants in your old attack I knew that's not true right so I saw I see your man but what I talked about was that he didn't trust me if he laid out all the reasons why I shouldn't pick his unit to take that staff sergeant he didn't have the trust in me to make the right decision and it was up to me as the brigade to fix that not him I had to say here's how do we do this but going back to what I said is about the secret sauce in our army and now I just speak to the US NGOs in the room we have great authority because our officers trust us never lose that trust it is fleeting and could go in a second and we are great only because our officers say you have all this authority and then go do that you know in the United States Army I run the nominate program I think the vice might actually sign the paperwork at some point I know he does but but I run it that is trust and that goes from the surveys the army all the way down to the sergeant if we don't trust our NCOs to be good squad leaders they are not going to be squad leaders if we don't trust that the first sergeant could be a good first sergeant and he can't do what they are being asked to do our officers aren't going to trust us so every being of our culture in the United States Army that is foundational to our NCO corps starts at the base of trust you take that away you do not have a strong NCO corps because they don't trust that you're going to do the mission no matter what so I think that's the it is you know vitally important to who we are as a United States Army especially with our NCOs and we were talking about this in the other room also about this trust and I said well a lot of times NCOs in the United States Army in my opinion talk to the wrong people we love to talk to each other same thing in the room we're all in the same room we're all NCOs and I said if you really want to start a program in a different country we should start by talking to the leaders the officers of that country and said do you trust your mission without you being there and if you don't want that then you can go out and talk to the NCOs to your boo in the face but if they don't want that in my personal opinion been around the world if the officers from that country don't trust their NCOs you're just going to be banging your head against the wall I don't know what to say that's been my personal experience but the good news is there are a lot of countries that do ask us you know I just remind us in the United States Army that this trust isn't forever you got to earn that every day you can't screw that up but then in the greater picture of the countries make sure that their officers that's what they want for their army if they don't then you work within the means of what you got but in my opinion it all starts with trust very powerful message I know you focused a lot on our army but that's a universal message for our coalition partners because it's uniquely the same in every army I mean trust has to exist at echelon in order for an organization to work I think the most powerful thing you mentioned is that it's not achieved it's sustained you got to work on it all the time I'm going to go off the subject of our Indo-Pacific focus here for a minute just because we always have the opportunity to have the SMA on the stage and I know that there's a lot of questions out there that may not apply to our theme today but you mentioned SMA and unfortunately we only have you for a few more months as our Sergeant of the Army unfortunate or fortunate I don't know I think unfortunately we were blessed as he's like get rid of that we were blessed to have your leadership but what's your focus as you continue to drive towards the end of this mission everything there's a long list and I want to be clear I don't have a running tally and a list that ends when I'm the Sergeant of the Army I've said this multiple times I'll keep saying it to the end if the Army stops or there's something that I was doing that ends with me I should never have been doing it in the first place if it's not good for the Army I should not have been doing it so that's who I 100% believe that and the second thing is if Mike Weimer isn't better than I am I have failed to do my job if there is any dip in our Army because I leave I have failed as a leader in the United States Army so I have a lot of things I'd like to achieve what's great about Army if I'm doing what's right then those things are going to get accomplished whether I'm there or not we set it on a path to get those things done and yeah there's a lot of stuff I'd like to get that done but for everything that we've worked on if it just ends it goes away and stops because I'm there then I honestly I believe that I should never have been doing it but there's some simple things I want to really complete the Army Body Composition Program and get that finished we got the 540 Army Directive so I doubt we're trying to get some other things we're trying to bring back Land Nav in our basic leader course I'm waiting to rephrase that we're bringing back Land Nav in our basic leader course it's going to happen it's already started so it's coming I don't know why we took it out you took it out it's your fault so somebody has to be claimed in this group well you gave me great comfort with your statement my success was better than me so there you go there you go so there's a lot of things bringing some training back in our basic leader course some not training taking them back to the field we're going to bring little things like sleeping back in the field some of those a little bit more lethality back into the basic leader course but I've got a laundry list of stuff that we talk about all the time there's just a couple I just keep going like even on the modernization I know we've got Brian Hester here we just shot the 6.8 rifle the next generation squad rifle it is really good you know I usually wear glasses when I'm shooting long range when I can shoot the 300 meter target every time and it's really simple you've got the right rifle it's really good so what's coming out just not from a perspective of what we're doing in the NCO Corps but some of the lethality from an AFC perspective on soldier lethality is really looking good so I'm really excited about all that excellent all right let's go out to our audience SMA and again Christine she has comment cards if you don't want to walk up to microphone you can grab one of those from her she will bring them up to me or please grab the microphone and I'll tell you it always stands true the first person asked to question these forms is usually the best looking smartest person in the room and I know we're not going to be failed today on that aspect so who has the first question for the Sarmator of the Army today I think every room needs like a day pass the best look in yeah there you go can you take like two steps forward because you're like behind a column or whatever I prefer not to use them for the audience but SMA one of my questions is we talked about resourcing for the Indo-Pacific and the role of the NCO a challenge I found here over the last two years is getting that senior NCO leadership I have spoke to HRC as well as our senior leaders but it's not the number of senior NCOs it's more of the EFMP process and my recommendation was if we could do the screening prior to the selection so what's been happening is for example I have a unit in Japan that is one of six master's arms and about to be zero of six with that though we've had some people come on the gains for inbound but they fall off because they don't meet the EFMP criteria some of the challenges are because we go through other services unlike Army then they don't meet the criteria so when we talk about the Pacific being a priority theater and bringing resources here and the things we can do to improve the manning and being able for the selection process especially with ASCII M and EFMP okay I think there are like eight parts to that question I think just give me a thumbs up if I answer them all I guess because you did talk about the exceptional family member program and talent this actually came up at the pre-command course is we could do that screening but some people don't want us to and I'll be very clear is that maybe you are selected to be a battalion command team in the Indo-Pacific and your family doesn't pass the screen you may want that assignment and that's actually what came up it's like well if I screen you all out that might be your dream job I always wanted to do that my family will stay because I always wanted to be in this I want to be in Hawaii in that unit as a battalion commander, first sergeant whatever it is so this actually came up do we just screen everybody out nope you can't go your family can't attend there so that's a caution we have is that's why we put people on assignment and then we do kind of do the screening what we have to do as an Army is do better and faster at the screening so we have the enterprise exceptional family member program what we're trying to do is that people haven't put their families into the program it's on the internet it's a web based you can go ahead and apply and they will wait until they're on assignment and that slows it down so on the EFMP side I would say it's a caution that we don't screen out it's more of a screen that you can go to the assignment because some people may I always wanted to go to that assignment and then on the other side all the resources in the Indo-Pacific to do everything that's hard is that most people think the Army has unlimited phones we don't right so we have to put things in certain places and sometimes we can't give everything to everyone everywhere and that's probably normally what happens on depends on where you go and a priority assignment is I can't build a hospital everywhere you go so we're going to have to make that a restricted assignment now as for talent you're our major well if it's in Korea both of our majors are right there we have to make sure that we incentivize those priority assignments so you do have talent in folks there we've talked about this in some of our solution summits and our Manning especially when we look at Indo-Pacific or Korea actually specifically when we're looking at first-artens we said we're going to have more first-artens come out of the Sarmajus Academy so maybe didn't make all the master sergeants in the Sarmajus Academy excited but we wanted to train them to be Sarmajus but we didn't have a requirement to fill those Sarmajus positions so we reprioritize that if they're going to we want to have a higher number of Sarmajus Academy they may not be selected for Sarmajus one of them to go be first-artens and we put them over in Korea so giving them a really talented seasoned master sergeant for some of those jobs that are in the Indo-Pacific and that's how we're looking at talent but it's usually working with either the UCERPAC, ATHARMY Jackie Loves in the back so it depends on who you're looking for and that's how we look at talent so just the last part we have personnel that want to come to, for example, Japan but because they don't meet the screening so kind of like what you were saying about command teams so there are seniors that are selecting it and getting on assignment but then other services are doing the screening and they're not meeting the criteria even if they're willing to leave their family back so that's what we're trying to figure out a piece and my battalion serge major there is working with the Navy facility there to ask those questions to see if we as the Army can screen them so they are able to fulfill that assignment and we have the senior population we need. Okay, well that's fair I think what you're talking about is it's not really screening it I think it's called that weird thing called leadership that's kind of how I see this is that there's a senior serge major he's around here somewhere I might even talk about him he was told that he couldn't go on that assignment for exceptional family member and that was inside I think he might have been at Joint Base I said okay it took a little leadership to make a phone call so when you're looking at talent and if you feel like this is the right person and we even found in this case they have the facilities and we needed to apply leadership and I'll caution you all is that on a grander scale sometimes we have this thing called policy and we don't apply leadership with it and I call that nothing so you can write all the policies you want and if you don't have a leader that's willing to take an action on the policy you'd actually do nothing so when I found that you want to make up for if you got a person that really good person is the right fit going to the right location apply some leadership and we'll get them to the right spot SMA we do have one written question from the audience that I didn't stage this and I proponed with a joke saying that we've never had a forum without talking about ACFT are you kidding me we're talking about it so I got asked this question I thought this is trust into a pacific I should give credit to the author of the question you got to ask a question right after this that's right, Lieutenant Colonel Mackenzie says is there any chance we can do the two mile run up front, the first event so you can get his legs warmed up before he has to do all the drags and things like that no you want more than that? no I think we have for all the right reasons is the reason we extended the time was because you do five events before you get to the sixth event being the run so it's designed to test endurance and if you reverse that and believe it or not that was the same thing with the old APFC you're not allowed to do the run and push up sit ups because your hip flexors on the sit up were actually stressed and that's why you had to do sit ups the first and then do the run so the science is a little bit behind it not just the Sarmadian Army told you no or you can go with that you have two choices, A there was some science about it or B I just told you no final question Sarmadian Army so within the structure of the army we really kind of put a focus on what you talked about with leadership and trust and making soldiers into leaders but the simple fact is not every soldier is a leader and with the technical structure of how we're going forward with a lot of our forces we've experienced a lot of loss of soldiers to the contracting side for the technical side of what we need for cyberspace, EW things like that and as the lead for information advantage that's really impacting how we conduct business running on the contracting force has the army at your level or have you thought about looking at a more specialized function of NCOs that maybe aren't leaders just like some lieutenant colonels will never be battalion commanders and they're great staff officers there are some NCOs that are not great leaders but are fantastic at the more technical side of what we need in the army and how we progress for land power here in the Pacific that's actually a really good question and yes I've thought about it a lot like that and we used to have a spec I think it went to seven, I maybe even went eight I'm not sure so we had that model, we got rid of it and we're not going to go back to that but the way I answer it is yes kind of but it really tied to pay we had some highly technical folks and what I'd like to see in the future is that you come in and you do get this highly specialized skill and you may have steps in there so you could say hey you're a 17 Charlie a cyber warrior you may not need to be the server age of the army but you may want to be really good in your field and can we incentivize that through some pay and I just want to remind everybody in the room that nobody in the army or DOD controls your pay scale so that is what matters and I'm not influencing I'm just informing is that if there were a recommendation is how we would look at how we incentivize those through pay so that you get somebody who's highly technical but wants to stay but we can still somehow incentivize them through some pay scale so we just took away the rank and just made them a specialist and let them stay longer but they're really good they're really sought after so that's how we really have to resolve this problem and it's not just by changing the NCOs I think if you make a sergeant I don't see a need to make it spec 5 just make him a sergeant give him a little bit of leadership the lieutenant colonel doesn't have a different rank still look like a lieutenant colonel but they may not be in charge of that but there needs to be a pay incentive that goes along with that with the technical skills and that's what all services have been looking at and that's when Sergeant Major Marine Corps Chief Mass Sergeant Bass you know the McPon we've all kind of read and the way to go after that it's called the quadrennial defense review military compensation and hopefully it comes out of that is a recommendation to fix the skill okay well ladies and gentlemen we were blessed to have you here for just a few moments ladies here on the island because we've got a large organization out here that's working with our coalition partners to defend the freedoms and protect the liberties of both us and our coalition partners so SMA thanks for blessed us for your time let's give the 16th SMA a big round of applause now don't go away we're going to take a short break as SMA departs and we're going to set up for our panel which is next so please take a couple minute break in place as we get set for our second part of the senior NCO form our knocker's officer panel


Trying to fake good dude. I'm gonna end.  What is this shit? Oh Shit, dude, you can't do it. It can't be done. I kill him so bad Good luck, bro. There you go, mate.  Who would have got killed by guards?  I Taught her well, but Jesus Is this sword any good chat?  I Don't think he's coming back. Maybe his dog stole his food or something feel badly. He'll never know that I saved him That's a sad thing. He'll never know. Oh my god No full aggro Dude, how are you so fast? I'm gonna fall down.  Oh Not even close boys wasn't even close.  No That's it. That's my man.  I just walked on it and it didn't exist.  Can we get a rez boys? I feel like we cleared a lot of the pack. I feel like we did a good job I feel like Rez is on the cards. They're easy Rez But uh, yeah, I mean you can't really can't really drop PI I think PI is if you're gonna be a healer and just necessary Oh, they're nice Where are they from? Oh? He's had an idea boys No, he hasn't it's just the gong. It's just gong flame Just good old-fashioned gong flame boys. Don't worry about it. Don't worry about it. Wait It's been clicked dude.    Oh my god, I feel like We get over Yeah, I'm gonna get over this wall. I'm gonna get up there. I'm gonna do it chat I'm gonna do it.     I have levitate. That's why oh my god I'm just like completely. What about the two that went GM make up. They make it down there. No, I can know I still can't What is this lens dude?  Oh my god, dude Does he want to fight is the question? Are we fighting Gandalf are we doing this?  Does he want to jam? No, he's going for the mob. Okay, don't want to jam iron up there. Oh my gosh, right there. It's just beautiful It's a pleasure to watch but don't tell anyone chat


Hi, I'm so excited that you're starting this journey, so I wanted to introduce you to Dustin. He's been doing this for a long time. He's got the knowledge and the background. And I think he's going to help us get, I know he's going to help us get on the right track. So a couple questions for Dustin. Awesome. So Dustin, as they're getting started, what are a few things that they should do that's going to prepare them and get the best benefits. Awesome. Welcome. Congratulations for starting. And I have been doing this for a long time. I've been coaching for over 20 years, but also more importantly with prove it and training to prove it for over eight years. I've seen a lot. And I want to help you get the best experience possible. So the first thing that you want to do is we have to assess where we're starting from and majority of people coming for fat loss. We have to keep in mind that most likely they've tried to lose, you've tried to lose weight before or did other diets or other things in the past. And a lot of those things set us up to be unhealthy to start. So the most important thing is we want to get healthy as we're burning body fat or if you're an anti-aging anything else, same thing, we want to get healthy first. So the first thing we want to prepare for is, and I know that a lot of you live in like Carson City or Nevada or California. The reason why that matters is the area we live in is really important because our bodies are we're in an environment like a desert or a drier climate. All those things are going to matter to how do we get started in this journey.  I know if you're just watching this, you probably just ordered you want to drink them over 30 minutes. Some of you, if you're more sensitive, if you've been through a lot in your life, we might start with a half a pack. So I like to do is make a full serving up in the morning. I might only drink half of it, save the other half for the afternoon. And so what we're doing is we're just slowly introducing ketones into your system so that your body can start receiving them. As your body is going to receive them, your body is going to start to shift and changes. You might notice your bowel shifting and changing, your hydration level shift and changing. So what we're trying to do is introduce them to you in an appropriate manner. Some of you might be more aggressive. You're like, I'm going to go into two a day or I'm going to do this long fast. We might start you out a little slower, mostly because of the region that you live in. The other thing I want you to do is getting started in this is really set your goal. This will be the last thing you ever have to do if you're really committed to it because it is about health. Ketones are vital for your longevity. They're vital for your brain. They're vital for your heart and your muscle system. And so what we need to do is take the product consistently and then find a lifestyle. So a lot of you might be thinking, yeah, do a ketogenic diet, not going to recommend that. What we're going to do is to start becoming more responsible in our eating, start being heart-conscious, start being recognizing better food choices and allowing the product to be the hero instead of you changing everything in your diet overnight. And then over time, you're going to evolve your diet with our program. So that's really what we want to do to get started. So Dustin, is there a couple of tips in that dehydration that they can do? Absolutely because a few things around dehydration is one, the water choices we have. And I bring this up because in your area, hydration is a problem, mostly because it's desert-based climate. You start looking at most of Nevada. You start looking at Southern California, Arizona, parts of New Mexico. It's a desert. And a lot of people don't even realize it because it's like you see green around because we water everything. But it is truly a desert. So dehydration is, most people are already dehydrated coming in. And that's something that's important because ketones are a natural diuretic. It's one of the reasons why people feel better because they actually release a lot of excessive fluid that their body doesn't want. We call it sludgy fluid. Your body might release it. You might notice you pee more. But because of that, we need to amplify hydration. So a few tips I want people to start right now today. Don't wait. Start putting some sea salt. I like real sea salt or you can do Celtic sea salt or pink Himalayan sea salt. Start putting it in your water. It will actually help improve hydration. This is something because of where you live you should probably always do anyway. And that's any water source. I don't care where you water from. I want you to use that. And then if you haven't ordered your electrolytes with your first order, get them on in your smart ship and start using improvements electrolytes. They're designed to help amplify hydration, especially in these areas where dehydration is really a common problem. We don't see these problems in Florida. We see them on the West Coast, especially the Southwest. So start hydrating or drink more water. Now, Paul, I will tell you one tip that I'm going to have for you is if you're drinking a lot of bottled water from like Costco or wherever for your buying bottled water from, most of those water sources are not that good. Most of them outside of maybe Fuji and maybe Evelyn or some very specific spring waters. Most of it is just tap water that's been filtered. So it's not really super good water. And so you still want to use the electrolytes and the minerals on top of that. And I would say at least get 100 ounces of water a day on average for most people. And you want to start that before the product arrives because we need to get your hydration up now. Now, once you get the product, we want to start now so you can get hydrated well. Okay, so we're going to start hydrating and then our products will be here. What do we expect the first three to five days? So on the first three to five days, what you're going to expect is just starting to recognizing that you're using the product and start recognizing your life that you're trying to live. So we know that it takes somewhere between six, well, six weeks, about 40 to 60 days to get the full effect. Within 10 days, people start to notice a more energy because ketones have to absorb. It takes time. The more health problems you have or the more fat diet you've done, the longer it's going to take to get your body going again, right? The more healthy you are, often it's a little faster unless you're dehydrated. So the first three to five days, we just want to take it slow because some people have, we know about 95% of Americans have GI complications. Their GI health isn't that great. Bacteria is down. Things are down. So the ketones want to heal the body and the GI tract. So what we want to do is start slow. But we also want to recognize that if you're an extremist and you want to go to extreme dieting, we want to take that slow too, especially in the region that you live in. So what I mean by that is I don't want you to go high fat, low carb, right away. I just want you to start being carb conscious. I want you to have at least two meals a day. Don't go to write, don't don't go right down to one meal a day because you're not that hungry. So I want you to start taking that slow because your bowels might be changing. You might get some flushing experiences. That's not uncommon, but it's not common either. Meaning that most people don't have that experience, but some people can. And that tells me that that person maybe has GI underlying GI challenges and has for a long time. That tells me that person's been eating a lot of processed foods that haven't been super good for their body or not foods that don't don't have don't drive a lot of good bacteria. So these are things that we're going to want to improve on, like maybe it's a Greek yogurt or maybe it's high fiber vegetables. All these things help with the GI tract to help heal and get healthy. So we want to start working towards those things. Remember, this is about health, especially if you want to lose weight, you got to get healthy so that you can maintain the weight loss that you do accomplish. Okay, so most of us are going to want fat loss results to what should we expect and see anything different in our dry area here that we would not see. Yeah, so when it comes to fat loss, the whooshing effect can happen. So you get sometimes with the dry areas, you might get retention of fluid. So you might notice swelling, not very uncommon, but it can happen. What that happens is your body's, we call it intercellular hydration can happen. And so when your body's trying to metabolize fat, a lot of things are going inside of it and water is extremely important in that process. So sometimes what happens is cells can kind of, they gain fluid, but then what happens it whooshes out. So you start peeing all night long, or you start maybe your bowel shifting a little bit and then that all subsides and this isn't uncommon. If you do that, any, especially if you try to change your diet excessively, if you're going from, you know, two meals, if you're going from three, four or five meals a day, eating processed food to eating cleaner, eating healthier, you're going to notice that also, no matter if you're drinking our product or not, our product just accelerates everything to a health standard. So you might notice that you get a little bit more retention. If you retain water, most likely your potassium levels are low. So we want to use our Myloplex, more avocado, bell peppers, things like that will help with potassium levels. People think bananas, bell peppers and avocados are going to be a better source for most of you. And then of course using the Myloplex to help with hydration. What will happen is that eventually settle itself out and you won't ever have that problem again.   It's trying to maintain hydration, right? So when your body dumps, it dumps it all into your bowels, so then your body has to eliminate. And that's not uncommon, but once your hydration is level settled, you just don't see those anymore. It's very subtle that you might ever see something like that over time. Great. Well, thank you, Dustin. This has been really good for us. I feel like everybody is going to be more successful and I'm looking forward to seeing all the results. So thank you. And with one thing, I'm just going to say this, y'all, been doing this for 20 plus years. I've watched people like Mel completely change your life. Lynn completely change your life. Matt completely changes life.  But just keep in mind is that this is about improving your overall health journey and the science behind heat ketones is extraordinary. You can look from former chairman of NASA, top researchers in the world. They've been studying this. And so when your body's going through this process, you're going to get a lot of positive benefits over time. But you might notice your body's trying to figure things out. Always look at how do you improve you? It's telling you something that you got to get better at. And it could be hydration. It could be at sleep. It could be through nutrition. And if you're willing to listen and learn from that, that'll compound the improvement and it'll change your life forever and ever and ever. And so I always encourage people take this opportunity to learn you and learn how your body works. This isn't a quick fix your body, quick weight loss thing. This is about longevity and health to transform your life forever. And that's what so many people have now done around the world that have committed to what we do in all of our programs. So I just want to share that. Thank you. I think that last two minutes, everybody needs to remember this is going to be a journey. I mean, we're going off the cuff now, y'all. We were talking about what we're going to say. We're going off the cuff now because there's new medications that are being released regularly. I mean, I literally haven't been exposed to all of these programs out there. I was on a cult lady that was put on a medical-based diet. She was basically starved, lost 80 pounds. And for the life of her, she feels miserable. She's gaining it all back. Life is just tough. Well, they didn't treat her health. They just treated the scale. And it pleased her for eight months, right? It pleased her for a year. But then now we have to go back and fix all the problems that were created from it. Her metabolism slowed down. We have to go out and heal her and get her healthy. So her body isn't transforming quickly because she's so unhealthy from it. And that was actually a medical-based diet. And at the time, maybe it was necessary, but it wasn't a long-term solution to her ultimate goals. And I always say this, if weight loss is your goal or anti-aging is your goal, it's not about getting there. It's about getting there and learning how to live the life to maintain it. And that life can't be the same life that got you where you were. It has to change. So it might be more activity. It might be better sleep. It might be mindset. It might be nutrition. It's got to be a combination of all those. Ketones are just the catalysts that help amplify your health while you're going through that so you don't have to be perfect every day so that you can mess up and not fall back to the beginning. So...