Desert Storm Basic Timeline

Desert Storm Basic TimelineA Desert Shield/Desert Storm Basic TimelineHere is a timeline for events that occurred during rechengang Desert Storm in 1990 and Desert Shield, which followed in 1991. Operation Desert Storm 1990 August 2 - Iraq invaded Kuwait.President George Bush condemned Iraqs naked aggression and states that the United States is considering all options. The aircraft carrier CV-62 USS Independence welches moved towards the Persian Gulf.August 6 - Saudi Arabia requested assistance from the United States.August 7 - Operation Desert Shield commenced.The first U.S. forces arrived in Saudi Arabia, consisting of F-15 Eagle fighters from Langley Air Force Base, VA.August 12 - A naval blockade of Iraq began, and all shipments of Iraqi oil halted.An Air Force sergeant became the first fatality of Operation Desert Shield when he was hit by a military truck in Saudi Arabia. August 22 - President George Bush issued an executive order authorizing the first call-up of Selected R eservists to active duty for 90 days.August 23 - Secretary of Defense Dick Cheney authorized call-up of 25,000 Army National Guard personnel and Reservists in combat support and service units.November 8 - President George Bush ordered more U.S. troops to the Gulf.November 12 - Call-up was widened in subsequent authorizations and the period of service was extended to 180 days by executive order. November 29 - United Nations Security Council Resolution 678 was passed, which gave Iraq a withdrawal deadline until 15 January 1991 as well as authorizing all necessary means to uphold and implement Resolution 660 and a diplomatic formulation that authorized the use of force should Iraq failed to comply. Operation Desert Shield1991 January 12 - United States Congress granted President George Bush the necessary authority to wage war to end Iraqs occupation of Kuwait.January 17 - Operation Desert Storm began with an extensive aerial bombing campaign, 3 a.m. (January 16, 7 p.m. Eastern time ).Iraq attacked Israel with seven Scud missiles.U.S. Patriot missile successfully intercepted first Scud, over Dhahran, Saudi Arabia.January 18 - President Bush authorized the call-up of up to 1 million National Guardsmen and Reservist for up to two years. January 19 - DoD announced the deployment of Europe-based Patriot missiles and crews to Israel.January 25 - Sabotage of Kuwait loading pier byIraqi dumped millions of barrels of oil into the Persian Gulf, creating a massive oil slick.January 29 - Iraqis attacked Khafji, Saudi Arabia.January 31 - Iraq captured first U.S. female prisoner of war.February 21 - Award of the National Defense Service Medal was authorized.February 22 - President George Bush issued a 24-hour ultimatum that Iraq must withdraw from Kuwait to avoid the departure of a ground war. February 23 - Iraqis ignited an estimated 700 oil wells in Kuwait.February 24 - Allied ground assault began at 4 a.m. (February 23, 8 p.m. Eastern time).February 25 - Iraqi Scud destr oyed U.S. barracks in Dhahran, killing 28 U.S. military personnel.February 27 - President George Bush declared Kuwait liberated, and suspended all U.S. and allied force offensive operations, exactly 100 hours after the ground battle started and six weeks to the day since air attacks were launched against Iraq.February 28 - Cessation of hostilities declared, 801 a.m. (1201 a.m. Eastern time). March 1 - Cease-fire terms negotiated in Safwan, Iraq.March 13 - Award of the Southwest Asia Service medal was authorized.March 17 - DoD announced first troop redeployment home, that of the 24th Infantry Division, Fort Stewart, GA.April 5 - President Bush announced U.S. relief supply airdrops to Kurdish refugees in Turkey and northern Iraq.April 6 - Iraq officially accepted cease-fire terms.Task Force Provide Comfort formed and deployed.April 7 - U.S. transports delivered 72,000 pounds of supplies in the first of six Operation Provide Comfort missions. April 11 - Cease-fire took effect.April 20 - Construction of the first Provide Comfort tent city began near Zakhu, Iraq.June 7 - United Nations commission assumed responsibility for Kurdish refugees. Information Courtesy of American Forces Information Service, the 1991 Defense Almanac., and CNN 2001 Gulf War Special report.

4 Rules the Most Successful Leaders Live By

4 Rules the Most Successful Leaders Live By4 Rules the Most Successful Leaders Live ByThe old adage states that rules are meant to be broken. And, in fact, many of todays fruchtwein revered leaders echo this time-tested mantra Sir Richard Branson once uttered the sage advice, You dont learn to walk by following rules. You learn by doing, and by falling over. But while the rule-breaking approach certainly lends itself to disruptive ideas, innovative thinking, and challenging the status quo, dont let the bravado fool you Leaders do follow rules- just bedrngnis always the rules taught in Management 101. Below are a few out-of-the-box guidelines that some of the most famous leaders in recent history swear by- and how you can incorporate them into your own life.Rule 1 Dont Waste Brain Power on TrivialitiesWhen it comes to leadership style in the most literal sense, Mark Zuckerberg is famous for his, lets call it, dorm room chic fashion choices. His grey hoodie is an inextricable part of h is public persona. Steve Jobs is aleidher iconic figure whos famous for a signature ensemble Even Jobs LEGO character dons the black turtleneck. Theres a well-documented reason why some successful leaders wear the same thing every day, and its notlage because theyre making a thinly veiled statement about corporate fashion Its to avoid decision fatigue, or the mental paralysis that results from information overload. The theory posits that your brain has a limited amount of decision-making power, so using it for trivial things- like your daily outfit or how to cook your eggs in the morning- is ultimately wasteful of a finite resource.While were not advocating tossing out every wardrobe item thats not on the grey scale, there is a valuable takeaway here Prioritizing decisions is a crucial element of successful leadership. Look for opportunities in your own life to cut out or delegate choices that you dont need to make- it can be key for reducing decision fatigue and freeing up extra br ain space for matters that matter.Rule 2 Fail, Fail AgainGrowth through failure is one of the most prevalent themes touted by modern leaders. James Dyson, for example, famously tested 5,127 prototypes of his revolutionary vacuum cleaner before releasing the version that finally went to market. Airbnb faced numerous VC rejections before finally successfully securing funding. Google Glass was probably one of the most famous failures out there. I could go on and on. If you think about it (or do a little research), youll find that nearly every notable company has experienced spectacular failure at some point on the way. Thats because if youre taking the risks required to do big things, things are bound to not work out as planned from time to time. Or, as author and speaker Ken Robinson says, If youre not prepared to be wrong, youll never come up with anything original.So how can you use failure to propel you forward like the great leaders of our time, rather than letting it get you down ? In their book The Other F Word How Smart Leaders, Teams, and Entrepreneurs Put Failure to Work, John Danner and Mark Coopersmith suggest this Expect that disasters will happen and plan for the worst of them ahead of time aim to recognize failure early and respond as its happening and if everything falls apart, analyze what went wrong and put those lessons into everything you do moving forward. And, wed add, make aya you take care of yourself along the way and surround yourself with colleagues and comrades youre certain will have your back in a slump.Want to Grow Into a Leader? Check Out Open Roles at UnileverRule 3 Always Ask for CriticismOn the path to successful leadership, feedback walks right next to failure. Not only is it important to never stop iterating, but its also crucial to seek honest feedback from consumers, colleagues, and your own team members.In a 2013 TED talk, Elon Musk advised about the importance of seeking negative feedback, particularly from those closest to you and your business. Really pay attention to negative feedback, and solicit it, particularly from friends, he says. This may sound like simple advice, but hardly anyone does that, and its incredibly helpful. Bill Gates backs him up, suggesting leaders pay close attention to any negative points of feedback from users or customers Your most unhappy customers are your greatest source of learning, he once famously advised. Wed note that this also applies to unhappy teammates, bosses, or anyone else you work closely with. While its never fun to face your shortcomings, its important to take them seriously (but not personally) if you want to move forward. First things first, figure how much of the feedback is a fact or an opinion. While both may be worth addressing, this simple distinction is important. If need be, ask more questions of the person giving you feedback to really try to understand the crux of the problem. Then, start creating a plan to solve it, working with a trusted frie nd or advisor if you need some help understanding how to move forward. And, of course, make sure to also remind yourself what youre doing well along the way, to help keep your spirits upRule 4 Have Confidence to Ask for What You NeedPeople often think successful leaders have gotten to the top by throwing themselves into their work, sacrificing their life for long hours at the office, and always being available. And while, yes, for some this is true, more often leaders are able to succeed because they are thoughtful about what they need to make all aspects of their lives work- and arent afraid to ask for it. Sheryl Sandberg is one of the most famous proponents of this rule, and one of the disciples of Sandbergs philosophy is Stacy Brown-Philpot, CEO of TaskRabbit. Brown-Philpots list of accomplishments is lengthy her resume includes names like Goldman Sachs and Google, and shes the founder of the Black Googler Network, a cornerstone of the companys revamped diversity efforts. But, in her Lean In story, she shares that some of her successful decisions came not because she threw her life to the side, but because she figured out what she would need to balance everything. Never be afraid to ask for what you need to make your whole life- not just your work life- work for you, she shares.Asking for the things you need to maintain work-life balance, as well as asking for support from employees, colleagues, and trusted confidants is paramount for successful leaders to avoid burnout and, ultimately, be better at what they do. So, if you think a weekly work-from-home day, the opportunity to leave the office a little earlier to pick up your kids, or something similar would make you a more balanced person and, in turn, a better professional, dont be afraid to approach your boss and see if a flexible arrangement can be worked out. Becoming a leader isnt easy, but the good news is, those whove come before have left a playbook thats worth paying attention to. Begin to follow ansicht rules, and youll likely get closer to success than you ever imagined. Photo of woman in city courtesy of d3sign/Getty Images.

Connecting personal and work values 3 steps to more fulfillment

Connecting personal and work values 3 steps to more fulfillmentConnecting personal and work values 3 steps to more fulfillmentWhat are values and why are they important? Because values are basic assumptions, we are often bedrngnis aware of our individual truths. We tend to focus on what society, social media, and external forces say they should be such as being the best, looking good, or wealth.Given that7 in 10 Americansuse social media to engage in news content and connect with one another, its no surprise that our values are hard to find amidst messages inundated with perfection, abundance, and popularity. However, values are not presumptions, but rather subtle and implicit.Values are who you are in your life today, not who you would like to be or who you think you should be.They define what is most important to us and form the basis for what we will and will not do.As acareer coach for young professionals, I regularly consult with clients who are starting their first jobs and tra nsitioning into new careers and one of my favorite exercises to do with clients is to have them identify their core values. Many go into it with a preconceived idea of what they think their tenets should be, but walk away with an aha, this isreallywho I am moment. My aha moment came to me with my own career coach when, I discovered that my number one value is human connection. By ignoring my core value, I had lost my livelihood and sense of self-actualization in my job that was analytical and data-driven. In that moment, I knew that I had to make a change becausewhen your work and behavior match your values, life is fulfilling.If you are feeling dissatisfied at work and having trouble understanding why, I would suggest checking in with yourself to identify your core values and assess whether they complement those of your employer. Below are three steps to help create alignment between values and work1. Take time to identify your personal core valuesWhile I recommend working with a c oach to help dig and name your principles, below are some key questions to start asking yourselfDescribe your peak experience. What were you doing? What values were being implemented?Think of a time you were frustrated or angry what was happening? What values were being suppressed?When making your most significant decisions, what are the fundamentals you base them on?What is one thing you would like to be remembered for when you die?What things, if taken away from you, would make life unbearable?Review your answers and observe themes to determine your top values. What are crucial to your life and constitute your primary way of being? How are your personal principles practiced in your work today?2. Familiarize yourself with your organizations valuesThis may be less straight-forward for you to identify, but do your best to speak the truth to your experience.An organizations values set the tone forworkplace cultureand pinpoint what the company cares about.Research suggests that compani es with an authentic set of values that are consistent with employees values havegreater team coherence and productivity. If your company does not have a published list, ask your boss or manager, or reflect on your personal experience. Some questions that help define company values areWhat matters most to your firm?Where does your company invest its resources?When has your organization felt most alive?Review your answers and observe themes to determine top values. What represents the main actions your firm will stand by? Which values are vital to your work environment?3. Create an action planAre you practicing your personal values in your work? Are your personal values consistent with your organizations values? If not, identify the disconnect and create an action plan. Ignoring the issue can create tension and resentment. If challenge is a personal truth that is not being carried out day-to-day, find a way to honor it. If your personal values are misaligned with your organizations v alues, either (1) choose to work in an environment with greater alignment or (2) see the disconnect as an opportunity to further develop into your own leadership and help the company evolve. Be bold andcommunicate with your boss or managementabout where you see and potential for firm to progress. With this, you will have a new understanding of companys willingness to revolutionize or stay stagnant.- - - Bottom line when your values are honored each day, life is fulfilling. Find time to identify your personal and organizations values and create an action plan to find congruence.Elizabeth Smithburg is a career coach who helps professionals gain clarity on their goals, values, and strengths and provides guidance on how to make goals actionable and real.After spending nearly a decade pushing to climb the corporate ladder out of fear of change or failure, she knows the anxiety surrounding questions like, What do you want to be when you grow up? or, What is your life purpose? Through he r own coach, she found her natural gift of helping people realize their dreams through the human connection. She believes (i) in data and is committed to giving you quantifiable results, (ii) that your untapped natural strengths are more powerful than correcting your weaknesses, and (iii) that your greatest investment is an investment in yourself.Currently, she is completing her certification to become a Certified Professional Co-Active Coach through Coaches Training Institute. She holds a BA in Economics from Middlebury College and lives in Chicago with her husband, Tommy and dog, Rocky.This articlefirst appeared on Kununu.