Just as important, the Marines changed the expectations that I had for myself. In boot camp, the thought of climbing the thirty-foot rope inspired terror; by the end of my first year, I could climb the rope using only one arm. Before I enlisted, I had never run a mile continuously. On my last physical fitness test, I ran three of them in nineteen minutes. It was in the Marine Corps where I first ordered grown men to do a job and watched them listen; where I learned that leadership depended far more on earning the respect of your subordinates than on bossing them around; where I discovered how to earn that respect; and where I saw that men and women of different social classes and races could work as a team and bond like family. It was the Marine Corps that first gave me an opportunity to truly fail, made me take that opportunity, and then, when I did fail, gave me another chance anyway.
When you work in public affairs, the most senior marines serve as liaisons with the press. The press is the holy grail of Marine Corps public affairs: the biggest audience and the highest stakes. Our media officer at Cherry Point was a captain who, for reasons I never understood, quickly fell out of favor with the base’s senior brass. Though he was a captain—eight pay grades higher than I was—because of the wars in Iraq and Afghanistan, there was no ready replacement when he got the ax. So my boss told me that for the next nine months (until my service ended) I would be the media relations officer for one of the largest military bases on the East Coast.
By then I’d grown accustomed to the sometimes random nature of Marine Corps assignments. This was something else entirely. As a friend joked, I had a face for radio, and I wasn’t prepared for live TV interviews about happenings on base. The Marine Corps threw me to the wolves. I struggled a bit at first—allowing some photographers to take photos of a classified aircraft; speaking out of turn at a meeting with senior officers—and I got my ass chewed. My boss, Shawn Haney, explained what I needed to do to correct myself. We discussed how to build relationships with the press, how to stay on message, and how to manage my time. I got better, and when hundreds of thousands flocked to our base for a biannual air show, our media relations worked so well that I earned a commendation medal.
The experience taught me a valuable lesson: that I could do it. I could work twenty-hour days when I had to. I could speak clearly and confidently with TV cameras shoved in my face. I could stand in a room with majors, colonels, and generals and hold my own. I could do a captain’s job even when I feared I couldn’t.
For all my grandma’s efforts, for all of her “You can do anything; don’t be like those fuckers who think the deck is stacked against them” diatribes, the message had only partially set in before I enlisted. Surrounding me was another message: that I and the people like me weren’t good enough; that the reason Middletown produced zero Ivy League graduates was some genetic or character defect. I couldn’t possibly see how destructive that mentality was until I escaped it. The Marine Corps replaced it with something else, something that loathes excuses. “Giving it my all” was a catchphrase, something heard in health or gym class. When I first ran three miles, mildly impressed with my mediocre twenty-five-minute time, a terrifying senior drill instructor greeted me at the finish line: “If you’re not puking, you’re lazy! Stop being fucking lazy!” He then ordered me to sprint between him and a tree repeatedly. Just as I felt I might pass out, he relented. I was heaving, barely able to catch my breath. “That’s how you should feel at the end of every run!” he yelled. In the Marines, giving it your all was a way of life.
I’m not saying ability doesn’t matter. It certainly helps. But there’s something powerful about realizing that you’ve undersold yourself—that somehow your mind confused lack of effort for inability. This is why, whenever people ask me what I’d most like to change about the white working class, I say, “The feeling that our choices don’t matter.” The Marine Corps excised that feeling like a surgeon does a tumor.
A few days after my twenty-third birthday, I hopped into the first major purchase I’d ever made—an old Honda Civic—grabbed my discharge papers, and drove one last time from Cherry Point, North Carolina, to Middletown, Ohio. During my four years in the Marines, I had seen, in Haiti, a level of poverty I never knew existed. I witnessed the fiery aftermath of an airplane crash into a residential neighborhood. I had watched Mamaw die and then gone to war a few months later. I had befriended a former crack dealer who turned out to be the hardest-working marine I knew.
When I joined the Marine Corps, I did so in part because I wasn’t ready for adulthood. I didn’t know how to balance a checkbook, much less how to complete the financial aid forms for college. Now I knew exactly what I wanted out of my life and how to get there. And in three weeks, I’d start classes at Ohio State.
Chapter 11
I arrived for orientation at Ohio State in early September 2007, and I couldn’t have been more excited. I remember every little detail about that day: lunch at Chipotle, the first time Lindsay had ever eaten there; the walk from the orientation building to the south campus house that would soon be my Columbus home; the beautiful weather. I met with a guidance counselor who talked me through my first college schedule, which put me in class only four days per week, never before nine thirty in the morning. After the Marine Corps and its five thirty A.M. wake-ups, I couldn’t believe my good fortune.
Ohio State’s main campus in Columbus is about a hundred miles away from Middletown, meaning it was close enough for weekend visits to my family. For the first time in a few years, I could drop in on Middletown whenever I felt like it. And while Havelock (the North Carolina city closest to my Marine Corps base) was not too different from Middletown, Columbus felt like an urban paradise. It was (and remains) one of the fastest-growing cities in the country, powered in large part by the bustling university that was now my home. OSU grads were starting businesses, historic buildings were being converted into new restaurants and bars, and even the worst neighborhoods seemed to be undergoing significant revitalization. Not long after I moved to Columbus, one of my best friends began working as the promotions director for a local radio station, so I always knew what was happening around town and always had an in to the city’s best events, from local festivals to VIP seating for the annual fireworks show.
In many ways, college was very familiar. I made a lot of new friends, but virtually all of them were from southwest Ohio. My six roommates included five graduates of Middletown High School and one graduate of Edgewood High School in nearby Trenton. They were a little younger (the Marine Corps had aged me past the age of the typical freshman), but I knew most of them from back home. My closest friends had already graduated or were about to, but many stayed in Columbus after graduation. Though I didn’t know it, I was witnessing a phenomenon that social scientists call “brain drain”—people who are able to leave struggling cities often do, and when they find a new home with educational and work opportunities, they stay there. Years later, I looked at my wedding party of six groomsmen and realized that every single one of them had, like me, grown up in a small Ohio town before leaving for Ohio State. To a man, all of them had found careers outside of their hometowns, and none of them had any interest in ever going back.