🎬 Title : commando (2013)
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🔊 Language : Hindi & English
🎭 Genre : #Action #Martialarts
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Commando: A One Man Army is a 2013 Indian Hindi-language action film directed by Dilip Ghosh and produced by Vipul Amrutlal Shah and Reliance Entertainment. It is the first installment of Commando film series. The film features Vidyut Jammwal, Pooja Chopra and Jaideep Ahlawat in the lead roles. Jammwal, who is trained in the Indian martial arts of Kalaripayattu, performs his own stunts and martial arts in the film's action sequences.
Actor Adah Sharma believes that female-centric action films will be the next big thing in the industry.
Times have changed today. All kinds of subjects and stories are being adapted into films. And thankfully, action as a genre is being re-explored with newer nuances, much like Hollywood. Action films are now being specially designed for girls too. This is going to be a big transformation,” says the 1920 and Commando actor.
Trained in Silambam, a weapon-based Indian martial art and Mallakhamb, Sharma says she is ready for more action roles coming her way.
“I have been prepping and training since I was a child. My fitness levels have always been good as I am into a lot of training. Also, I am doing a couple of action films, including an international project, where more action workshops will be held as per the scripts.”
Sharma feels she is comfortable in all kinds of genres and wants to explore more. “I started with a horror movie which is an unusual way to start for a newcomer. But I was never in two minds because I was auditioning for work and knew I had to begin somewhere. Initially, I had to say no to many roles and also faced rejection. But, I think, that is a part of the game and finally, 1920 came my way and here I am today. Till date, I have dabbled with several subjects like horror, action, emotional drama and I think now it’s time for some romantic comedy, be it in Hindi or Telugu,” adds the actor.
Sharma shares that the pandemic would have been tough if she hadn’t had her mother living with her. “Anyone will lose his or her sanity being locked up at home, having no idea when all will be okay. My mother was there with me in that phase. Also, when I was offered a Telugu film Question Mark as soon as the lockdown got over, I said yes, mainly because it was going to provide work to so many daily wage technicians. It was shot in the jungle from start to finish, so the fear of contracting a virus was fairly low.”
Sharma has wrapped four projects including Hindi film Aisa Waisa Pyar, Commando 4 and web series.
02
Running out of gas? You're not alone.
This photo of me on my rusty and dented 1974 Norton Commando was taken a couple of years ago as I took part in The Distinguished Gentlemen’s Ride, a fundraising event that raises money for the Movember Foundation and mens health.
A few months later this same bike suffered a catastrophic mechanical failure that left me stranded in the countryside. A friendly landowner kindly allowed me to leave it overnight in a paddock, returning the next day to collect it. It was then parked in a dark corner of my garage until the COVID lockdown provided the time and space to more closely inspect it. When I eventually tore the bike down to trouble shoot the cause it became quickly evident the internal components were pretty worn. One of the main drive train shafts had fatigued over nearly 50 years of use and eventually snapped under the stress of riding up a long steep hill under acceleration. My bike was tired, run-down and in need of restoration. Not dissimilar to how many of us have been feeling lately.
THE OTHER PANDEMIC
If you’re feeling tired, fatigued, or worn-out, you’re in good company. The evidence is clear that we are amidst a stress pandemic, not just a viral one. This has been driven home for me by many conversations I’ve had with clients, colleagues, and friends as each of us grapples with sustaining ourselves through the various challenges being thrown at us right now, when it feels like we’re labouring up a long steep hill that seemingly never ends.
We’re not alone or unique here in Australia either. Every week I trawl the media and research being released globally by universities, think tanks and research organisations. As I read the various reports and papers, a theme sometimes emerges - a single thread that runs through each of them, tying separate ideas together into a cogent whole.
LEADERSHIP BURNOUT
The big leadership topic that has been emerging recently is leadership burnout and sustainability. It’s perhaps not surprising that if most people are feeling stressed and fatigued by the onslaught of uncertainty and complexity in the world, then leaders will be feeling doubly challenged in their key roles as navigators and mobilisers.
Not only are we being expected to find a way through the mess, but we are also having to energise others to keep going, whilst reaching deep within ourselves to find the resources and resolve to keep forging ahead and put one foot in front of the other.
This article is therefore dedicated to helping each of us continue to do the important work of leadership whilst living life well, to the best of our ability.
THE RISK OF BURNOUT
What catalysed my thinking about the topic of leadership burnout and sustainability was the intersection of my own lived experience, my observation of many clients and a timely conversation with Audrey McGibbon, a highly regarded business psychologist and founder of the Global Leadership Wellbeing Survey. Whilst recording an episode for the Xtraordinary Leaders Podcast we focused on the issue of burnout, given that so many leaders in Australia right now remain in quite acute challenging social and economic conditions. Whilst the Australia Bureau of Statistics reported that 1 in 5 Australians were reporting high levels of psychological stress, Audrey’s research goes further to focus on the impact on leaders. In Pushed to the Brink and Beyond she highlights the immense sustained pressure that many leaders are under, and the devastating effects that it can have on the individuals concerned, as well as their teams and organisations.
This problem is compounded for our better leaders, who typically invest more in leading well and supporting their teams. This leaves them more susceptible to burnout as I wrote in the article Your Better Leaders May be at Risk of Burning Out, sharing the research of psychologist Professor Ian Gellatly from the University of Alberta who found that more engaged leaders can experience much higher levels of stress as they help their teams navigate tough times.
TOP 5 TIPS TO AVOID BUROUT
So, what can we do to help ourselves as leaders, and help each other? Here’s five approaches that I’m taking or recommending to my clients to help them be sustainable right now.
1. Rebalance
Being sustainable is dependent on having the emotional, cognitive, physiological, and spiritual resources to match the demands of the moment. If demands exceed resources, we feel stressed. If that imbalance goes on for too long, we become candidates for burnout. That means as our life circumstances change, we need to rebalance.
There are a range of ways you can do this, and I’ve dedicated a special podcast episode on this topic called Thriving Whilst Leading, which will be released on the Xtraordinary Leaders Podcast next week. Likewise, if you’d like to improve your own balance, we can help you using the Global Leadership Wellbeing Survey, a terrific tool for generating insights into innovations you or your team can make in your daily habits and routines that can help you be more sustainable.
2. Connect
The western archetype of the heroic leader is a real problem because it encourages rugged individualism and stoic solitary suffering, counter to the truckloads of research showing that being emotionally connecting to others, sharing our thoughts and feelings, and seeking others support is central to sustaining ourselves. If you’re caught up in the stress and the mess, you should prioritise identifying the people you trust and deliberately the time to connect.
3. Create
Most of us are in an incredibly reactive state right now, simply responding to and countering whatever the world is throwing at us. We are also meant to create though, not just react. Reacting is often a survival response, demanding and draining.
The act of creation however is regenerative and replenishing, so no wonder experts recommend that prioritising creative pursuits is good for your mental health. It doesn’t matter whether its playing music, gardening, movie making, painting or woodworking, it can help destress and restore ourselves. I’ve just commenced the restoration of my worn-out Commando motorcycle in earnest, however the time spent in the garage is as much about restoring myself as it is about rejuvenating my bike.
4. Transform
I’ve discovered that life tends to repeatedly throw uncomfortable experiences in your face that demand you learn something about yourself. For as long as we resist the learning, the discomfort continues. However, the moment we open up to the experience and find the gift of personal growth that lies within, the tension and discomfort leave and are replaced by understanding and awareness. In my recent podcast episode Growth in a Crisis, I share my thoughts, experiences, and hard-won insights on how to use the current challenges to engage in real personal growth.
5. Support
This is a biggie. Whilst lockdowns and work from home can leave us disconnected and distant from our colleagues and teammates, now is the time to reach out and provide support to others. I was reminded of just how important this is as I finished editing an interview with Col. Lee Ellis, one of the original survivors of the notorious Hanoi Hilton POW camp. Lee, now 78 and still teaching and coaching leadership and teamwork, spoke about the incredibly important role that his fellow officers and teammates played in helping each other get through the hardship of years of torture and brutal treatment.
The best thing about supporting each other is that not only is it good for others to know that we are enough to connect, enquire and listen (r u ok?) it is also tremendously good for ourselves. Personally, I have found that the moment I turn my interest and concern outwards towards the wellbeing of others, my own wellbeing improves immediately. Maybe it’s because it forces me to be less focused on my own worries and anxieties. Or perhaps it’s also because it’s much more aligned to the deeper purpose that my life and work is oriented around. Then again, it may just be because we are social animals, deeply programmed by hundreds of thousands of years of evolution to connect with and support each other.
Whatever the reason, it’s important that we support each other in the mess.
Which means that whilst I’ve learned an enormous amount over the last decade about fixing and restoring classic motorcycles, I still frequently call upon the skills of expert mechanics and engineers to help me solve the more knotty and difficult problems I encounter. In a similar way I’d like to think that I and the team at Xtraordinary Leaders are a bit like these highly experienced and well-equipped mechanics - we have many tools and techniques that can help you respond, learn, and grow productively in response to the challenges of life and leadership.
So please, if I or any member of the team can be of support to you, your own team, or your leaders please reach out. We’d love to help.
If you liked this article you can click the like or share button below. You can also follow Gerard to get access to new articles as they are published.
ABOUT THE AUTHOR
Gerard Penna is a leadership advisor and coach to billionaires, CEOs, boards and senior leaders, working in diverse settings from desert mining camps to hi tech start-ups, and sky-scraping boardrooms. Gerard is the author of the book Xtraordinary; The Art and Science of Remarkable Leadership, host of the Xtraordinary Leaders Podcast and Founder of Xtraordinary Leaders, a training company deeply committed to lifting the bar on leadership and leadership development.
03
This Air Force commando called in 688,000 pounds of bombs in one battle
The name Joe O’Keefe might not ring a bell for you, but he may be one of the deadliest men to have ever lived. Over the course of five days in 2001, the Air Force combat controller called in hundreds of airstrikes and 688,000 pounds (344 tons) of bombs on a valley in Afghanistan filled with Al Qaeda fighters.
The tonnage, more than twice that of the Statue of Liberty, still stands as the most dropped by “a single CCT, or anyone else, during an engagement in the history of airborne warfare,” wrote retired Air Force special operations officer Dan Schilling in his book “Alone at Dawn: Medal of Honor Recipient John Chapman and the Untold Story of the World’s Deadliest Special Operations Force.”
Combat controllers are special operations airmen whose job is to bring in air support and coordinate air traffic for other special operations troops such as Navy SEALs, Army Special Forces, British SAS, or, in O’Keefe’s case, a CIA team sneaking into the mountains surrounding the cave complex of Tora Bora, on Afghanistan’s eastern border with Pakistan.
It had been less than three months since the terrorist attacks of Sept. 11, 2001, and the CIA team was part of a larger effort to capture or kill Osama bin Laden, the founder of Al Qaeda, the group which carried out the attacks. The Americans heard that bin Laden was in Tora Bora, and it was up to O’Keefe, a Delta Force operator named Dan, and two CIA officers to scout it out.
“The chief of base looks over me and my two counterparts and says ‘isn’t this what you do?’” O’Keefe recalled CIA station chief Gary Bernsten asking him and a few other special operators. “We’re like ‘fuck yeah, every day and twice on Sunday.’”
This Air Force commando called in 688,000 pounds of bombs in one battleAfter growing up in Colorado, Joe O’Keefe joined the Air Force in 1983 and went into the combat controller field in 1987 because he “wanted to do more.” (Photo courtesy Joe O’Keefe)
On Dec. 3, 2001, the small team made their way into the mountains surrounding Tora Bora with the help of the Northern Alliance, a group of anti-Taliban fighters allied with the U.S. When they clambered out of the Northern Alliance truck, clad in Afghan garb and hats and wielding AK-47s, they then had to climb through the thin, cold alpine air to higher ground where they could set up an observation post.
From there, the team could see caves, trenches, spider holes and bunkers dotting the Milawa Valley of the White Mountains. O’Keefe estimated there were hundreds, if not a thousand enemy fighters there, against just four Americans. Luckily, they had the element of surprise.
“We had snuck into their back door,” O’Keefe said. Tora Bora was a stronghold that the Taliban had used back in the Soviet invasion during the 1970s and 1980s, so “they never thought the Americans could come to them there,” he recalled.
Of course, surprise was not the only thing on their side: they also had the might of dozens of the best pilots in the world flying overhead in some of the most advanced airborne killing machines known to man. O’Keefe’s menu of destructive options included B-1 and B-52 bombers, F-16, F-15, F-14 and F/A-18 fighter jets; and at least one Predator drone. The aircraft were equipped with precision-guided JDAMs, Maverick missiles, 500-pound Mark 82 bombs, 20mm cannons, and a 15,000-pound BLU-82, one of the largest conventional weapons ever used.
“I’m always thankful I was on this team and not their team,” O’Keefe said, “because the advantage was severely tilted in our favor.”
This Air Force commando called in 688,000 pounds of bombs in one battleU.S. Air Force F-15E Strike Eagles drop 2,000-pound Joint Direct Attack Munitions on a cave in eastern Afghanistan on Nov. 26, 2009. (Michael B. Keller/U.S. Air Force)
There was a reason the CCT and his team had so much firepower. During their mission, a friendly fire incident took place elsewhere in Afghanistan. The incident prompted military leadership to put a temporary ban on U.S. aircraft bombing other parts of the country. However, they made an exception for O’Keefe, who, as a CCT, was extremely well-trained in calling in airstrikes and keeping air traffic organized. O’Keefe was also surrounded by enemy fighters, close to Osama bin Laden, and without any friendly forces nearby, which meant the risk of friendly fire was very low.
As a result, nearly every aircraft with weapons in Afghanistan was sent to Victor Bravo two, the callsign O’Keefe and his team were using, Schilling wrote in his book. In fact, some pilots volunteered to do it, said O’Keefe, who had one ear tuned to the Airborne Warning and Control System (AWACS) aircraft flying overhead.
“I heard fighters checking in with AWACs over my tactical radio and AWACs was like ‘we want you to go over to this callsign,’ and the pilots were like, ‘negative, negative, we want to go do Victor Bravo two,’” the CCT recalled. “We were doing it. Business was good. And I’m sounding pretty macho right now but at the time it was a tenuous situation.”
Still, even with all that back-up, O’Keefe was just one man in a small team of four surrounded by enemy fighters. His pulse was racing as he sent in his first strike, a two-ship formation of F-14s armed with 2,000-pound GBU-10 bombs, to destroy an Al Qaeda bunker.
“My heart was pounding. I can see the AQ guys right out in front of us,” O’Keefe said in Schilling’s book. “I cleared them hot and the bomb dropped right in the position.”
This Air Force commando called in 688,000 pounds of bombs in one battleJoe O’Keefe, other operators and Afghan allies in Afghanistan. O’Keefe is the one standing at the tail end of the donkey. (Photo courtesy Joe O’Keefe) ‘That’s what combat controllers are great at’
There was no time to celebrate. While the smoke was still lingering over the destroyed enemy bunker, O’Keefe was already on the radio to line up the next attack. It’s a demanding task. Combat controllers are trained to not only guide in ordnance, but also to keep the aircraft overhead from running into each other, all while keeping track of what’s happening on the ground.
“I’ve got multiple radio nets going simultaneously: one for friendly forces on the ground, a satellite for AWACS, and a tactical frequency for speaking with bombers and fighters,” O’Keefe said.
To make things more complicated, airplanes arrived on station with a wide range of ordnance and fuel left in their tanks. A Navy F/A-18 fighter jet with Maverick missiles coming all the way from an aircraft carrier in the Persian Gulf may have only 11 minutes of playtime and be good for hitting enemy armor, O’Keefe said. Meanwhile, a B-52 bomber loitering overhead may have airburst bombs that can kill plenty of people out in the open, but not when they are hunkered down in a bunker.
To organize his airspace, the CCT stacked his jets up in thousand-foot intervals above him. At one point, he had 21 stacks reaching up into the skies.
“If I needed a specific weapon, they would come out of this stack, basically like chutes and ladders,” he said. “They would be flying in an orbit at their prescribed altitude, then come out to this initial point, then fly to that specific target. Once we were assured they were aimed at the right target, we would clear them hot.”
Photos from the operation at Tora Bora in Afghanistan showing the impact of airstrikes O’Keefe called in. (Photo courtesy Joe O’Keefe)
Calling in an airstrike may have the effect of Zeus throwing down a thunderbolt, but the process of doing it is less dramatic. To call in a strike, combat controllers use what’s called a nine-line: nine standardized lines of information that relay where the target is, how the aircraft should get there, what the target looks like, its elevation, how it will be marked, where friendlies are located, and other things of that nature. One of the choices CCTs have to make is what type of ordnance to use, and O’Keefe soon learned which ones worked best.
“That’s where we started to develop tactics to get bad guys out of the caves,” he said.
For example, JDAMs have three types of fuses: airburst, where the bomb detonates midair; point detonation, where it explodes upon contact with something; and delayed, where it detonates shortly afterwards. O’Keefe figured out the right time to cut the delayed fuse so that the JDAM cut through a mountain and detonated inside the cave.
“If you’re hiding in the cave entrance and the bomb goes off above and around you, you’ll feel some impact, some pressure, but you probably won’t get hit by the shrapnel, which is the desired effect,” he said. “We started using the JDAMs to route those guys out of the caves.”
Though delayed-fuse JDAMs worked best with caves, the Maverick missile worked well for destroying enemy armor. The enemy fighters in Milawa Valley had access to BMP armored troop carriers and T-62 tanks, one of which started rolling towards O’Keefe’s position with its gun leveled right at them. Luckily, the CCT had a B-52 on station, which O’Keefe used to drop a bomb on the tank, knocking the treads off and half-burying it in dirt. But it wasn’t dead yet.
“All of a sudden this thing starts rocking back and forth trying to get out of this buried position,” the CCT recalled. “So we’re like ‘holy shit, this guy’s like Jason from the damn horror movies.’ He’s not giving up.”
This Air Force commando called in 688,000 pounds of bombs in one battleSailors assigned to Patrol Squadron (VP) 40’s Ordnance Division, perform a stray voltage check on an AGM-65F Maverick missile on a P-3 Orion aircraft, Oct. 22, 2017 (U.S. Navy Photo by Mass Communication Specialist 3rd Class Jakoeb Vandahlen/Released)
The Americans needed something more powerful, so they brought in a F/A-18 jet with a Maverick missile. Though O’Keefe had never trained with the weapon, he was impressed with the results.
“It comes off the rail and goes supersonic. You get a sonic boom, it hits that tank and there was nothing left of that thing,” he said. “It was so violent, there was nothing left bigger than your car door. It just decimated it.”
‘We’re professional soldiers’
When O’Keefe and his team first arrived in the mountains, they thought they would only stay for a one-night peek at the valley. But when they saw hundreds of enemy fighters, Gary Bernsten, the CIA station chief, told them to start dropping bombs for as long as possible. The result was a total of five nearly non-stop days of calling in airstrikes, clearing out enemy positions, moving deeper into the mountains, then doing it all over again.
“They would stack up rocks into bunkers and we would systematically remove those for them,” O’Keefe said. “We went over 72 hours where we were either moving or fighting, daylight to night, daylight to night.”
Some sights stood out amidst the destruction. The CCT remembered calling in an airstrike from a B-52 on a cave entrance from which a DShK — a Soviet-era heavy machine gun — had been firing at him, silencing it forever. He remembered wiping a group of seven enemy fighters off the face of the Earth with a 500-pound bomb; and he remembered the way the airstrikes reduced the trees to firewood. But despite their god-like power of destruction, O’Keefe and his team never felt a god complex.
“We were hiding, so never once did we woo-hoo or high-five each other,” the CCT said. “Part of what’s being in a special mission unit is these are mature operators. Everybody’s at least 30-something years old, married, we’ve got kids. You know, we’re professional soldiers.”
This Air Force commando called in 688,000 pounds of bombs in one battleJoe O’Keefe, other operators and Afghan allies in Afghanistan. O’Keefe is standing second to right. (Photo courtesy Joe O’Keefe)
That sort of professionalism helps in a demanding operation like Tora Bora. For supplies, O’Keefe had only a one-quart Nalgene water bottle, one Meal-Ready-to-Eat and a couple spare batteries for his radios. The CCT in particular had to stay awake nearly the entire time because he was the only one on the team trained to call in so many airstrikes and coordinate the crowded airspace. But somehow he never felt fatigued.
“In combat you’re there to do your job: there are people trying to kill you, the adrenaline is flowing,” he said. “I had no issue staying up, I never felt tired. Somehow, magically my batteries never died, which blows me away because batteries are susceptible to die in the first 12 hours.
“I don’t want to get too corny here, but it’s almost like we were being very well looked after,” he added. “Like somebody had this in mind that we were going to be protected. It was bizarre.”
It also helped that the combat controller had three highly trained and experienced operators with him.
“I’m not the only show in town,” he said. “These guys helped defend me, they were pointing out targets, they were helping me with the terrain sketch … I couldn’t have done what I was doing without the teammates who were with me.”
Luckily, the small team would not be alone forever. After a few days, a Green Beret team with another CCT showed up and got into position on the other side of the valley. O’Keefe and the other CCT, Bill White, divided the terrain between them and kept hitting enemy positions, trying to nail Osama bin Laden. But though they killed hundreds of his followers, they could not reach the man himself.
“The CIA had pinpointed the Al Qaeda leader’s transmitter only 1.8 kilometers in front” of O’Keefe’s position, Schilling wrote. “But that was as close as the ill-equipped team got.”
More photos from the operation at Tora Bora in Afghanistan showing the impact of airstrikes O’Keefe called in. (Photo courtesy Joe O’Keefe)
On Dec. 8, after dropping 688,000 pounds of bombs on the enemy, O’Keefe and his team were exfiltrated to Jalalabad. Delta Force soldiers continued to hunt bin Laden, but O’Keefe’s part in the fight was over. It must have been a weight off his shoulders knowing he’d done his best.
“It was humbling and an immense responsibility simultaneously,” the CCT said. “We were doing what we were doing, and on the backside, we were hearing from Gary Bernsten, saying ‘hey keep it up the president’s getting sit-reps on this minute by minute.”
Did he have regrets about not getting Bin Laden? Not really.
“I don’t think much about ‘should I have done more.’ I thought we had done it, I was like ‘we did it.’” O’Keefe said. “We killed a lot of people. Hundreds of people. They had chosen their course, we had chosen ours, that’s the nature of it. I hope someday we get to heaven and get to be forgiven.”
‘That’s how I look back on it.’
O’Keefe went on to do a few more missions in Afghanistan before being sent to Iraq, where he took part in the 2003 invasion. After that, he coordinated air support on clandestine missions in the Arabian Gulf, and while he shot a few Hellfire missiles off Predator drones, O’Keefe never called in nearly as many airstrikes as he did that day in 2002.
“A lot of it was just the duration,” he said. “Typically special operations missions are really short,” rather than an entire week.
This Air Force commando called in 688,000 pounds of bombs in one battleJoe O’Keefe and other service members take a photo with Vice President Dick Cheney. O’Keefe is standing in the back row wearing a suit and tie. (Photo courtesy Joe O’Keefe)
O’Keefe retired from the Air Force in 2004, and he went on to work in cybersecurity for the Department of Homeland Security. But that battle in Tora Bora still comes up from time to time. In particular, O’Keefe said high school kids in the U.S. Air Force Academy wrestling camp, where he taught a leadership class, would often ask how he reconciles what he did that week with his faith as a Christian.
“I used to say that the Bible is full of verses that talk about smiting your enemy. And I believe I did it with honor and integrity,” said O’Keefe. “The country called, and I was the right guy at the right place at the right time. I did it as effectively as I could and I will bear with that feeling.”
Looking back to that moment when they climbed atop that mountain range at Tora Bora, O’Keefe stressed that the terror attacks of Sept. 11, 2001 were still fresh in their minds, as was their mission: to hunt down those responsible.
“Sept. 11 is fresh, and these Al-Qaeda types were the ones that figured it out,” O’Keefe added. “So it’s like ‘oh, Bin Laden is right there?’ I didn’t need any motivation to do it.”
In the end, he was an airman in a fight with a job to do.
“I’m no different than any other combat controller,” he added. “Looking back on it, I was thankful to be the guy who just happened to be there … I was with the best guys I could ever possibly be with, and that’s how I look back on it.”
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