This short video by the USASOC PAO features CSM JoAnn Naumann. As a former SOT-A member it was amazing to see another crypto linguist be selected as the Senior Enlisted Advisor to Army Special Operations. She has moved on to US Strategic Command, breaking even more ground for intelligence professionals.
In a memorandum issued Monday, Gen Kenneth Wilsbach authorized the return of colored Morale T-Shirt for wear with utility uniforms on Fridays (at the discretion of the commander). Tied to unit heritage and esprit, this has been an on-again-off-again tradition over the years, based on who was in charge at the time. I’m glad to see it. Hopefully Airmen will get a few more opportunities to show off their unit pride.
Although it doesn’t affect as many, the memo also authorizes Airmen who wear the Flight Duty Uniform to use their callsign and last name on their aircrew nametag.
NATIONAL HARBOR, Md. (AFNS) —
The Space Force is charting a new course for enlisted development, focusing on building “World-Class Master Sergeants” to lead the way. During a recent address at the Air, Space and Cyber Conference, Chief Master Sgt. of the Space Force John Bentivegna outlined a new framework aimed at strengthening leadership and expertise at the core of the service.
Bentivegna emphasized that the future of space operations hinges on empowering exceptional leaders. “Our focus is at the tactical and operational levels, ensuring that our master sergeants are fully prepared to lead across critical mission areas,” he stated.
Master sergeants, with support from senior enlisted, will drive mission execution and foster the development of technical sergeants, sergeants, and specialists. In this model, the Space Force is reimagining the Master Sergeant rank, positioning it not merely as a step within the senior noncommissioned officer tier, but as the pinnacle of enlisted service – a role that embodies mission-focused leadership.
“If we focus on developing the right master sergeants … we’ll naturally have the right talent to create E-8s and E-9s,” Bentivegna explained. “There is a need for meaningful and challenging training to build a strong and cohesive team for the future of the Space Force.”
A key element of this vision is a rigorous training pipeline. The Space Force will implement a demanding Basic Military Training program, designed to push trainees to their limits. Successfully completing this initial training will result in promotion from E-1 to E-2, signaling their readiness. Subsequent specialized skills training will be equally selective, with successful completion resulting in promotion to E-3, demonstrating warfighting competence.
Following specialty training, Guardians transition to operational roles, undergoing qualification training. Certification by their local squadron commander signifies their “combat-mission ready” status, leading to a promotion to E-4. This commitment to combat readiness is a cornerstone of the new framework.
The Space Force is also embracing a “fully-qualified promotion” model. Historically, promotion to E-5 involved sending records of eligible Guardians to a board where each record is scored and only a set percentage are promoted based on merit.
Bentivegna emphasized that promotions shouldn’t be based on competition against others, but on meeting established standards. “Guardians who demonstrate competence through training, experience, and acceptance of greater responsibility will be rewarded through promotion.”
This model focuses on proving skills and preparedness, rather than competing for a limited number of promotions. This year marks a shift toward this model. A 100% opportunity was offered for eligible E-4s to advance to E-5 by meeting established standards rather than being compared against their peers.
Looking ahead, the Space Force aims to further empower commanders. In 2026, the service plans to delegate promotion authority for E-5s to tactical-level commanders, rewarding Guardians for their ability to learn and prove their skills. This initiative emphasizes warfighting competence and proven skills over competition for limited promotion slots.
Master sergeants will be central to the Space Force’s culture of mentorship and leadership. They will lead diverse teams comprised of officers, enlisted, and civilians, managing resources, executing critical missions, and mentoring the next generation of leaders to shape the force’s future success.
As Bentivegna said, “We need Guardian who are subject matter experts, but we also need them to teach, to train, to mentor. So, there is no saying, ‘I will be a technical subject matter expert, I want to do operations, I don’t want to lead.’ There is no such thing, We all lead at our levels. We all have influence over others.”
This framework underscores the Space Force’s commitment to developing highly skilled and effective enlisted leaders. By implementing demanding training programs, modernizing the promotion system, and emphasizing operational excellence, the Space Force seeks to empower its master sergeants to lead and develop the next generation of Guardians, ensuring readiness for future challenges in the space domain.
Secretary of the Air Force Public Affairs
Just published last month, the latest version of TC 3-21.76, Ranger Handbook, supersedes the previous version of 26 April, 2017.
Download you copy here.
ARLINGTON, Va. (AFNS) —
The U.S. Space Force released its first Space Force Manual 36-2905, Human Performance and Readiness, which establishes clear, mission-focused standards to optimize Guardian fitness and readiness.
All Guardians are now required to complete a Human Performance Assessment once a year if they are enrolled in the Continuous Fitness Assessment Personalized Readiness Integrated Through Monitoring and Engagement study and twice per year if they are not. The HPA measures muscular strength, muscular endurance and cardiorespiratory fitness on an 80-point scale. Guardians must earn a composite score of 60 or higher to be considered physically ready. One of the HPAs must include a 2-mile run.
To implement the manual, squadrons will establish Unit Fitness Cells staffed by Guardian Resilience Teams. Unit commanders and UFCs will ensure all Guardians complete an initial HPA between Jan. 1 and June 30, 2026. Physical fitness testing will not be required before Jan. 1, 2026, to allow time for UFCs to be established and Guardians to prepare.
“The Space Force human performance standards are mission-driven and tailored to the unique physical and cognitive demands of our Guardians,” said Chief of Space Operations Gen. Chance Saltzman. “The manual reflects our commitment to investing in Guardian health, resilience, and long-term performance, and ensures we’re ready to thrive and win in the most demanding operational environments.”
The manual incorporates human performance standards within the Space Force’s Holistic Health Approach, a science-based model that emphasizes Total Force Fitness across eight domains: physical, financial, spiritual, preventive care, environmental, nutritional, psychological and social. This supports the Secretary of the Air Force’s Culture of Fitness initiative and aligns with the Under Secretary of the Air Force’s efforts to enhance fitness and readiness.
“The Human Performance and Readiness Manual directly supports our commitment to emphasize the Guardian Experience and to execute our mission to deter threats and control the space domain,” said Chief Master Sgt. of the Space Force John Bentivegna. “Our ability to maintain space superiority hinges on the readiness and resilience of our Guardians, who are our most valuable advantage … our Human Weapon System. This manual equips them with the standards and resources necessary to meet the unique physical and cognitive demands of modern space warfare, ensuring they are always prepared to safeguard our nation’s interests.”
The manual retains the existing Space Force body composition program without changes.
SPFMAN 36-2905 reflects the Space Force’s commitment to developing warfighters capable of meeting the demands of modern space warfare through a technology-enabled, persistent readiness system.
View the SPFMAN 36-2905 here.
Secretary of the Air Force Public Affairs
ARLINGTON, Va. (AFNS) —
In support of the Department of the Air Force “Culture of Fitness” initiative, the Air Force unveiled changes to its Physical Fitness Assessment and a new fitness program, which will apply to Total Force Airmen.
Beginning Jan. 1, 2026, the Air Force will pause all PFA testing to facilitate the transition to the updated program. The Air Force will then begin testing Airmen on the new PFA standards on March 1, 2026, with the release and implementation of the revised AFMAN 36-2905.
From March 1, 2026, through Aug. 31, 2026, all fitness tests will be diagnostic to provide Airmen time to adapt to the new standards. Beginning Sept. 1, 2026, the Air Force will resume official, scored testing under the new PFA standards.
“These fitness changes are about having a healthy, ready force prepared to meet today’s mission and the demands of the future fight,” said U.S. Air Force Chief of Staff Gen. David Allvin. “The updated model reflects our high standards for fitness and ensures our Airmen have the tools they need to protect their long-term health.”
The new PFA reimplements the scored body composition component using the current Waist-to-Height Ratio program and introduces a two-mile run. Additionally, service members will be required to take the PFA every six months regardless of their score. The updated scored components, to include body composition, and increased testing frequency introduce a more challenging physical fitness assessment to better gauge the fitness of the force.
The updated PFA features a 100-point scoring system across four categories:
• Cardiorespiratory (50)
• Waist-to-Height Ratio (20)
• Muscle Strength (15)
• Muscle Core Endurance (15)
All alternate exercises for cardiovascular, strength and endurance components remain an option for Airmen during their PFA; however, Airmen will be required to perform a two-mile run during at least one PFA every 365 days; however, Airmen will be required to perform a two-mile run as their cardio component during at least one PFA every 365 days.
Active-Duty members can complete the body composition measurement up to five days before their PFA. Air Force Reserve and Air National Guard members may complete their body composition component during their drill period prior to their PFA. All members retain the option to take their body composition measurement during the PFA, but that is not mandatory.
To better foster a culture of fitness across the force, installation commanders may now direct units to conduct mass testing for PFAs twice per year on the following cycles:
Cycle 1 – September to March
Cycle 2 – March to September
In addition to the PFA updates, the DAF is releasing “The Warfighter’s Fitness Playbook,” which provides guidance to Airmen and Guardians reinforcing the service’s efforts to ensure service members safely, healthily and effectively meet fitness and readiness standards.
“The Warfighter’s Fitness Playbook” is an adaptive and agile resource for Airmen and Guardians for implementing fitness and lifestyle management programs to include sleep and nutritional tips, and exercise and fitness guidance.
This toolkit emphasizes how physical fitness is essential for service members to meet and exceed the demands for airpower through strength and stamina and provides a comprehensive guide for Airmen to reach and maintain a high level of physical fitness.
This change augments the DAF’s approach to fitness, building a more ready and resilient force by empowering Airmen to prioritize their health and encourage excellent performance.
AFMAN 36-2905, “The Warfighter’s Fitness Playbook” and updated PFA scoring components can be found at www.afpc.af.mil/Career-Management/Fitness-Program.
Secretary of the Air Force Public Affairs
ARLINGTON, VA — The Irregular Warfare Center (IWC) announced the publication of the first edition of its flagship journal, PRISM: The Journal of Complex Operations, Sept. 15, 2025. The journal, Vol. 11, No. 1, 2025, marks the inaugural issue under the sole ownership of the IWC after its acquisition from the National Defense University.
Dedicated to advancing the theory and practice of irregular warfare (IW), hybrid threats, and complex statecraft, this peer-reviewed journal aims to provide a conduit between the IW community and a broader public audience. The acquisition fits the Center’s Congressional mandate to coordinate IW activities across the government and with allies.
In an interview, IWC Director Dr. Dennis Walters praised the Center’s relationship with the National Defense University. He highlighted that the university had to divest on it for their own reasons; leadership saw it as an opportunity for the IWC.
“Folks in the Center were very adamant that we should move to take over the journal,” said Walters. “I did talk to the leadership team to make an informed decision to take that [PRISM] over. I knew immediately I wanted to do it, but we needed to really consider the opportunity costs for the organization.”
The journal’s mission is “to provide unique insight for current and future national security leaders on emerging security challenges beyond the strictly military domain”.
“What I want to accomplish is really to provide a venue for other scholars and experts to expose their opinions,” said Walters. “Because, as you know, I’ve been doing this for a long time, and there are so many intelligent views on this problem around the world. That’s really what I want to accomplish with this, to continue with the same level of writing and research that our audience has had over the years but really give an opportunity to the global community to offer perspectives.”
The new issue, titled “Strategic Statecraft in a Fragmented World,” features a collection of six articles and three book reviews. The articles focus on assessing resistance within China, decentralized democratic state-building with evidence from the United Nations Trust Territory of the Pacific Islands, and strategizing lawfare as a key irregular war modality. They also include an analysis of Slovenian independence and its resistance operating concept and the effects of information operations and how they can undermine strategic objectives.
The editors and IWC contractors, Dr. Kevin D. Stringer, Dr. Joshua Hastey, and Dr. Sandor Fabian, worked diligently to assemble the issue in the spirit of the journal’s “illustrious past”. A letter from the editors states they remain “steadfast in our commitment to publishing rigorous, innovative scholarship” and invite contributions from military professionals, scholars, and experts to submit their research for future issues.
“It is a great honor and privilege to contribute to the publication of PRISM because it has been an impactful voice for both scholars and policy makers and has produced many important articles across many years of its existence,” said Dr. Sandor Fabian, Deputy Regional Advisor for Europe and Africa, Associate Editor PRISM, IWC Contractor. “To be able to publish our first issue under IWC has been a result of real teamwork. IWC leadership provided clear expectations and guidance related to the rigor and quality they wanted this journal to represent.”
According to Fabian, the three associate editors created an efficient process and worked diligently to create a product that can not only represent the IWC brand but can become a must read for all who are interested in this very specific topic within security studies and national defense.
PRISM is the official U.S. Department of War (DOW) edition of the journal, though the opinions expressed within are those of the contributors and do not necessarily reflect the views of the DOW or any other U.S. federal agency.
Reaching out to thought leaders from the national and international security policymaker, practitioner, and academic communities, the quarterly publication has established a reputation for offering keen insight into the evolving global threat environment. To date, PRISM has published more than 40 issues, 400 articles, 40 interviews and 80 book reviews in a 13-year span.
“Attention in the COC!”
The gentle ripple of hushed conversation and rustling papers in the expeditionary command operation center completely subsided in response to the watch chief’s baritone voice. Heads snapped from computer monitors to the sound of his voice, and pens scrawled shorthand notes, recording his description of enemy signal interference.
After receiving the report, corporals and sergeants of the 9th Communication Battalion’s newly established intelligence department swiftly analyzed it and initiated an assessment that would be routed to the operations officer. The report indicated interference from an adversary’s nearby electronic warfare training exercise. The Marines sprang into action and applied pre-coordinated frequency protocols, maintaining the integrity of their communications and preventing their location from being revealed, thus preserving the mission.
This fictional scenario highlights a different kind of challenge Marines face today: not one of firepower or physical maneuver, but of connectivity and communication in a contested information environment, which is increasingly characterized by jamming, malware, and cyberattacks. These attacks, which have become a growing concern of military planners throughout the world, threaten communications and can lead to the isolation of forward elements. Marine tacticians say the potentially high tempo and wide range of simultaneous attacks in the information environment require decentralization of information operations.
As part of this transition to decentralization, the battalion, based at Marine Corps Base Camp Pendleton, California, stood up an intelligence staff section in July 2025. The creation of the intelligence section makes the battalion more tactically responsive to threats in the information environment. The intelligence section now proactively monitors the electromagnetic spectrum for potential interference, analyzes adversary abilities related to electronic warfare and cyberattacks, develops threat assessments tailored to communication assets, and provides real-time intelligence updates to commanders and subordinate units. This is a significant shift from the past, when Marine Corps communication battalions relied upon Marine Corps Forces Cyberspace Command (MARFORCYBER) to fulfill these functions.
“Historically it was very reactive,” stated Capt. Brock Turner, the company commander of 9th Communication Battalion. “A malicious actor would attempt to gain access to our networks, and we would then receive feedback from MARFORCYBER. Now we are putting in measures to ensure that we strengthen posture based upon examination of adversarial tactics, techniques, and procedures.”
2nd Lieutenant Aaron Hern, an intelligence officer with 9th Communication Battalion, I Marine Expeditionary Force Information Group, explained the reason for the change.
“Our integration into the battalion is crucial in supporting the Battalion Commander’s decision-making in support of all domain operations, with impacts on communication units of action,” he said. “My signal intelligence capabilities of signature management and electronic warfare aid the planning process and employment of communications capabilities.”
The decentralization of information warfare follows a precedent set by U.S. Marine Corps Gen. Charles C. Krulak, the 31st commandant of the Marine Corps, who emphasized the importance of small unit leadership through his conceptualization of the “Strategic Corporal,” a noncommissioned officer whose tactical decisions on a three-block battlefield could have strategic, international consequences. Krulak understood and embraced the possibility of junior leaders being isolated in geographically dispersed locations and having to make important, time-sensitive decisions on the spot. His philosophy placed confidence in junior leaders to do so and emphasized tough training to prepare them for the task.
Krulak articulated his vision in “The Strategic Corporal: Leadership in the Three-Block War”, which appeared in the January 1999 edition of Marines Magazine. Although his article, which was written while the internet was still emerging, focuses on war on land and in the air rather than in the information environment, the information warriors of 9th Communication Battalion say it’s just as applicable to information operations today.
“We are directly supporting leadership decision making cycles by providing intelligence reporting,” said Sgt. Gabriel Tuazon, an intelligence specialist with 9th Communication Battalion.
During a training exercise at Camp Pendleton in August 2025, 9th Communication Battalion incorporated its new intelligence capability into the task of establishing and maintaining communications while dealing with a variety of notional threats to their networks. The training exercise provided a realistic environment for Marines to hone the skills necessary to identify threats and develop innovative solutions to overcome adversary actions.
Cpl. Tobias Laskowski, a transmission system operator with 9th Communication Battalion, provided a general description of the battalion’s activity during the exercise. He explained that this exercise provided an opportunity for the Marines to train on less familiar radio waveforms, which allows for communication to continue in the event of enemy disruption to primary channels.
“When the enemy uses their electronic warfare assets to jam us and disrupt our communication, we can keep communicating with whatever echelon we need to talk to,” Laskowski said.
Tuazon said the battalion 9th Communication Battalion is adapting to the new challenges of a rapidly changing battlespace by embracing a decentralized approach and empowering Marines to operate as strategic corporals. He envisions broad application of the information warfare tactics now being employed at the battalion.
“I definitely see this integration model being a standard across the Marine Corps as other communication battalion S-2s (intelligence sections) can support their operations,” said Tuazon.
Story by Sgt Sean Potter
I MEF Information Group
