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A devastating injury nearly ended her dreams of becoming a pilot. SUMMARY Lt. Col. (Ret.) Jannell MacAulay '98, Ph.D., says the accident was merely the first chapter in a career defined by perseverance, service and leadership. Listen to this inspiring story on Long Blue Leadership.   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN DR. MACAULAY'S TOP 10 LEADERSHIP TAKEAWAYS 1. Choose your hard: You don't escape difficulty in life or leadership, you intentionally pick the hard path that aligns with who you want to become. 2. Let vision — not other people's verdicts — define you by holding a clear internal picture of your future that outvotes external “no's.” 3. Train your mind to eliminate the noise — unhelpful thoughts, doubts and narratives — to stay focused on what truly serves your goals. 4. Aim to harmonize your roles (leader, parent, partner, professional) across seasons of life rather than chasing a perfect work-life balance. 5. Be the calm in the storm by regulating your own stress response so your presence stabilizes your team instead of amplifying chaos. 6. Stop glorifying exhaustion and competitive stress and instead model healthy, high performance built on sleep, focus and quality over quantity. 7. Use simple daily mental skills — like mindfulness reps, the waterfall technique and a mindful minute at transitions — to protect clarity and compassion. 8. Replace “How are you doing?” with “What's going well for you today?” to surface real insight, build hope and better detect those sliding toward hopelessness. 9. Practice present, personalized recognition, because small, intentional gestures of appreciation can forge lifelong trust and loyalty. 10. When you hit a crucible moment and feel unsure you're ready, choose to commit and let the challenge grow you rather than hesitate.   CHAPTERS 00:00:00 – Introduction, Jannell's Academy injury, broken femur, and redefining “no” as possibility 00:05:54 – Her father's influence, early visions of command and flight, and limitless expectations 00:09:26 – “Choose your hard,” setting vision, eliminating noise, and turning barriers into options 00:12:22 – Air Force career breadth, strategy path, and introduction to the Syria chemical weapons mission 00:16:31 – Saying yes to Syria as a mother, family conversations, and the weight of the mission 00:19:00 – Syria as a crucible moment, inner critic vs external “no,” and committing through discomfort 00:22:17 – Identity beyond the uniform, family strain, rare eye disease, and pivot to mental performance work 00:27:06 – What stress really is, burnout, competitive stress culture, and leaders as calm vs storm 00:36:35 – Mindful leadership in action: no-email Fridays, recognition calls, and the “waterfall” technique 00:52:16 – “Breathless,” stories of Syrian mothers, legacy, and final advice to young leaders   ABOUT DR. MACAULAY BIO Lt. Col. (Ret.) Jannell MacAulay, Ph.D. '98, is a combat veteran who served 20 years in the U.S. Air Force, as a pilot, commander, special operations consultant, international diplomat and professionalism instructor. With her innovative leadership style, she was the first leader to introduce mindfulness as a proactive performance strategy within the United States military. Throughout her career she gained experience leading and building teams, designing and implementing complex organizational change, and creating innovative solutions to optimize the human weapon system when operating in rugged and high-stress environments. With over 3,000 flying hours in the C-21, C-130 and KC-10, and extensive education in performance and wellness, she specializes in high-performance under stress with a holistic approach. Dr. MacAulay currently serves as a leadership and human performance consultant for the Department of War, government sector and corporate America. She is the co-founder of Warrior's Edge, a high-performance mindset training program she developed with Pete Carroll of the Seattle Seahawks and high-performance sports psychologist, Dr. Michael Gervais. Dr. MacAulay is a graduate of the U.S. Air Force Academy, has a master's degree in kinesiology from Pennsylvania State University, and a Ph.D. with work in the field of strategic health and human performance. She is a certified wellness educator, yoga instructor and holds a certificate in plant-based nutrition. Dr. MacAulay is a TEDx speaker, military spouse and mother of two.     CONNECT WITH JANNELL LINKEDIN  |  WEBSITE   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT Guest, Lt. Col. (Ret.) Jannell MacAulay, Ph.D. '98  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99    Lt. Col. Naviere Walkewicz 0:00 Leadership begins the moment someone tells you what you can't do, and you decide they don't get to write the rest of your story. Lt. Col. Naviere Walkewicz 0:00 I'm Naviere Walkewicz, Class of '99. Long Blue Leadership starts now. Well, Dr. Janelle McCauley, Class of '98 welcome to Long Blue Leadership. This is an amazing time for us. Excited to have you.   Lt. Col. Jannell MacAulay 0:19 Thank you so much for having me. I know this has been a long time coming, so I'm excited to be here with you to start a conversation.   Lt. Col. Naviere Walkewicz 0:24 Absolutely, you know, I do want to highlight some of the things you've done. It's probably true that the list is shorter for me to say what you haven't done, but pilot, combat veteran, you're a leadership strategist, you're a mother, a wife, author — we'll talk about that later. You know, also really getting into the space of a human performance specialist, a commander, all of these things that you've done and, gosh, 20 years in the Air Force, and now having been out, so excited to talk today. Lt. Col. Jannell MacAulay 0:51 Thank you so much for that amazing introduction. I don't know if I could live up to even what you just said, in some ways. But yeah, I just would love to share with your listeners how amazing the Air Force Academy can be for the potential and the possibilities for someone's future. Col. Naviere Walkewicz 1:07 Absolutely, so let's actually jump into a time early in your cadet days, so we'll tie it right to the Air Force Academy. There was a moment in time where you literally broke your femur. I'm curious, did it break your dreams too, of being a cadet at the time? Col. Jannell MacAulay 1:21 It almost did. And there's a story to that, so I'll go into that a little bit. So, during basic training, I developed a stress fracture. You know, running in combat boots, especially the old black version that we used to run in. Lt. Col. Naviere Walkewicz 1:35 Yes, I remember.   Col. Jannell MacAulay 1:36 Not a good thing for your body. And so I had developed this pain in my right quad to the point where I could not even stand on my right leg to put my left pant leg on, during, you know, as you're rushing to — banging on the doors, we'll be dressed, like, “Open the doors, you will be dressed,” yeah, and I would be, you know, Welcome to the Jungleplaying —   Lt. Col. Naviere Walkewicz 1:55 I remember that.   Col. Jannell MacAulay 1:56 I'm putting up my pants and I'm in pain, and my roommate's like, “What is happening?” Like, “You need to go to the doctor,” and I refused to, at first, of course, right? Push through it, right? And then when I finally went, they were like, “Here's the Ace bandage and some vitamin M, you know, Motrin. And, of course, I didn't know anything different, so I kept going. And then it was three days after basic training had finished, and I was at cheerleading practice, and I was doing a back flip, and my femur, like, literally snapped in half. It sounded like a tree branch. It was — I just collapsed to the floor, and this was before we had cell phones, right? So, if you can imagine, I'm 17 years old, so I hadn't turned 18 yet, and so they couldn't give me any pain medication, you know. The emergency — the ambulances rushing into the emergency room at the Academy hospital, which was not equipped to deal with what just happened to me. So, they sent me up to the Army hospital in Denver at the time, was Fitzsimmons. They couldn't understand why a 17-year-old's femur would just snap, and no one wanted to really address the fact that maybe it was a stress fracture at the time, so they actually told me I had cancer. So, they did — a bone type, a bone type of cancer, and so they did a biopsy on the bone. I lived in traction for 10 days while all my classmates were continuing on with their freshman year. So I was about — they eventually determined that this was not cancer, this was actually stress fracture, and so the two choices they gave me was a cast from my hip to my toe for about six months, or they were going to put a rod and four screws. So a rod the length of my femur, two screws of screws on my knee, two screws in my hip. And then the doctor said, “Either way, you're never flying airplanes,”   Col. Naviere Walkewicz 3:36 And that was your dream?   Col. Jannell MacAulay 3:38 That was my dream. Yes, my uncle had flown Marine 1 for President Reagan, so I grew up watching him fly helicopters in the Marine Corps, fly the President, and just he was the coolest person ever, and I wanted to be just like him. He took me to the air shows, so yes, it was a crushing moment. You know, it was something where I thought I could either let what people were telling me, the doctor saying, “You're never gonna bend your leg like this, you're never gonna be a runner, you're never gonna be a pilot,” and I could let that define me, or I could choose to define myself and what I was going to be capable of, and what the possibilities would be for me in the future. And so it was very hard for 17-, 18-year-olds to process all of this, but my dad used to give, tell me a quote, and it was, “Vision is the art of seeing the invisible,” and he would always tell me, “If you could see it for yourself, you can make it happen,” and so when it came time for being pilot qualified, I actually chose to get all of the metal removed out of my leg, just so that there was no reason for them to not allow me to go to pilot training. And so I went through that, which was — Col. Naviere Walkewicz 4:49 Another surgery, wow. Col. Jannell MacAulay 4:50 Yes. So through all of that, I have learned that was the first experience where I learned a lot about myself and what I was, what I could focus on, how I could set a vision for myself in the future, and how I could start to eliminate the noise — that's what I call it now. I didn't have language for it at the time, but it's eliminate the noise that does not serve us in pursuit of our passions, in pursuit of our dreams. And that was what I had started to do, which it's kind of full circle that that is now my career, to help other people do it. Col. Naviere Walkewicz 5:26 I want to peel that back a little bit. There's so many things. I mean, your dad's quote: “Vision is when you can see the invisible. I think I paraphrased that a bit. One more time.   Col. Jannell MacAulay 5:33 It's actually a Jonathan Swift quote, and that “vision is the art of seeing the invisible.” Col. Naviere Walkewicz 5:39 OK, so were you always that way growing up because you had, you know, your dad in your life sharing that kind of thought with you, or has it been a series of experiences that you've had that have kind of really made you that way? Col. Jannell MacAulay 5:54 So, my dad has always been a very positive role model in the sense of eliminating barriers and dreaming big. So, when I was 7 years old, and I was a ballerina, he used to tell anyone that — and I distinctly remember this as a little girl — he would tell anyone that would listen that I was going to grow up to be a submarine warfare commander or a combat pilot. Col. Naviere Walkewicz 6:16 Oh, wow, not a swan, no ballerina, you know — Col. Jannell MacAulay 6:18 And I would literally be in my tutu, and he would tell strangers at the grocery store, right, “This is my daughter, Jannell, she's gonna grow up and do these amazing things.” And in the '80s, women couldn't do it, right? We weren't there yet, right? We were not allowed to — and so I didn't know that. I didn't grow up thinking that there were barriers on what I could become, and I think that's a, we have this role as parents to help our children see what's possible, because you know they can either be told where the limits are or they could be told where the possibilities exist, and I think my dad did a lot of that for me, and so that I think is a lot of my story is, like, journeying through challenge and trauma to figure out that I didn't have to listen to that voice. I could create a new one, and my dad taught me how to do that, and then I've kind of developed, what I think, are skills and training, because it's hard. It is very hard to do, and so I like that's been what my Ph.D. work and my research has been focused on, is how can I help other people who don't have maybe that those resources or their parents in their life that have taught them those things. How can I give them those tools?   Col. Naviere Walkewicz 7:27 So you were a cadet when you made the decision that you still wanted to be a pilot, and you didn't want there to be anything that said you couldn't, so you made the decision to have the metal removed from your body. As we think about decisions that we have to make in life, that could be dream-opening decisions or dream-closing decisions. How did you come to that decision? And you know what would you share to someone who's at a similar crossroads in their life? Like, how do you navigate? That's a tough decision you made.   Col. Jannell MacAulay 7:54 It was a huge decision. I think part of it is understanding what are you passionate about? Who do you want to become? And not just about what you want to do, what type of person you are. That's a lot of what I think mental skills work is as well, is like, who's the person underneath, because once you figure that out, then the doing follows, right? Like, you could do anything, and I was the type of person underneath it all that did not like to be told no, right? Or I loved it when someone would say, “You can't do that,” right? It's like the challenge is what inspires me and motivates me, and so when they were saying you will not be a pilot, it was like, OK, well, then how do I get to yes? And part of that path was I had to have the metal removed. Now, there were some arguments, like, “Maybe you'll be fine.” I don't want to take the risk, right? I was like, “Nope, I don't want to give anyone an excuse to take something away from me.” That was kind of the mindset at the time. Col. Naviere Walkewicz 9:00 So, I think that really dives into this idea of, you can, when you said yourself: The no in front of you is kind of like, “How do I turn that into a yes?” You know, clear out the noise. How did that play into your life as an Air Force officer? Because I'm sure that you came across a lot of what we're seemingly no's. What did that look like? Col. Jannell MacAulay 9:22 So, here's, but, and this goes back to the Academy as well. I tell young people today, my greatest gift is to tell them, “Choose your hard.”   Col. Naviere Walkewicz 9:34 Choose your hard.   Col. Jannell MacAulay 9:35 Choose your hard, right. Anytime I'm asked to speak to a college, you know, high school audience, like, I do mental skills, but a lot of times the theme is “choose your hard,” because I think people are — young people are always in pursuit of the easy button, and then when they encounter hard, like, “Oh, there's got to be a better way.” The lesson is, it's all hard, right? It's all hard. So, determine what you want to do, or who you want to be more, and how you're going to get there, set the vision, and then navigate through the hard. And I would argue you need to equip yourself with the mental skills to do that, and in pursuit of that, there is going to be no right, there are going to be challenges, and part of it is accepting the challenges instead of being afraid of them, because it is through those challenges that we're actually going to accomplish great things, and we're going to get to reach our dreams and our goals. And I think that that is something I struggled with, but I found a way and a path through it. So, I think that there's always going to be no in your life, and I like to create opportunities, so then I have, I get the choice instead of just having to default to someone else telling me no, like even when I left the Academy, I applied for pilot training for grad school, for physical therapy school. Because I wanted to have opportunities, so then I got to choose which path I wanted in the future, which hard I was going to choose for myself in that moment.   Col. Naviere Walkewicz 11:03 I just — I'm thinking about you, went into the Air Force as a pilot, and you talk about choosing your hard, and you also are a mother. Let's talk about that piece. I think just navigating the and in being a mother and a leader and an Air Force officer and a combat veteran, a pilot, etc. I mean, that's a lot.   Col. Jannell MacAulay 11:23 It is a lot, but I think underneath it all, the person that I am is one who not balances my life but harmonizes it and all the roles that I get to play. I think that's the greatest thing about the Air Force. You list all those things that I've done. I was watching the cadets yesterday, I was one of them, with just a bright future and so much possibility. And under one organization, I got to fly multiple airplanes, I got to go back to school numerous times, study a lot of interesting topics, from my degree in exercise physiology, from Penn State to my Ph.D. in strategy. So I got to study all these different things. I got to work in chemical weapons, which I know we're going to talk about later. I got to fly around the world, I got to lead people all under one team, right, one organization, and that is the greatest thing I think the Air Force can give people if they take those opportunities that are in front of them. Col. Naviere Walkewicz 12:23 Yes. Well, let's, let's jump into a time — you actually brought up Syria. And so let's go there, because I think I would like to hear more about the story, and how it kind of unfolded around the chemical weapons there. Col. Jannell MacAulay 12:36 So, I got sent to — it's post… So I went to the School of Advanced Air and Space Studies — SAASS time, and my husband and I were actually the first married couple to go through SAASS together. And stayed married at the end. There was one other married concept that it were exactly that. There was one other married couple with us at the time, which is really unique, but I took — you know, through SAASS, you get a strategy focus, and you have to go do a strategy job somewhere for your staff to work. OK, and so my husband really wanted to go work at the Pentagon, so he was on the joint staff working on the Israel-Palestine desk for the chairman, and I was like, “What else can I do in DC to keep my family together, that would be interesting?” And there was this job at this little organization called the Defense Threat Reduction Agency, and DTRA, as they're known, is the brain trust for everything weapons of mass destruction, so chemical, biological, nuclear weapons, planning, research, execution of mission, that is all run out of DTRA, and so I was like, “That sounds interesting, I've never done anything in any of this space, but it'll be an easy job,” is what I thought, because I was about to have my second baby, and every time I call them, no one ever answered, like, past 3 o'clock so I'm like, “Great job.” Exactly. Like, I got my staff tour done, and I get to do something new. But I was a fish out of water, you know, like former pilots, like going into this situation, the WMDs. They gave me that job also, because no one wanted it, it was almost asking people who are experienced in the world of chemical weapons to do an impossible task, right, to handle an impossible problem. And so, at the time, nobody really wanted to put their name to it, because there was a no-win. We don't have diplomatic relations with Syria, like this — a bad civil war was happening there with an evil dictator, right? Like, how were we going to solve that problem without any type of relations? And then, you know their proxy of Russia, right? So then it's like we don't even have — we didn't have the greatest relations with them. So when August of 2013 occurred, and Assad used chemical weapons against a civilian population, 1,400 people died almost instantaneously from sarin gas. Sarin gas is one of the most awful chemicals, immediately, right? It's like paralysis. It makes your eyes water, like you become — it's a horrific way to die. And when that happened, my life changed, because all of a sudden it was like, “Oh my gosh, this is real. And, “Who's been studying this problem?” And at the time, it was you and your team. And so we kind of got thrust — I got — I went to London almost immediately to start briefing our international partners on what we had been building and studying, and luckily we had been, for the better part of six months, working on this problem. And then shortly after that, I went to the Hague, because Syria did turn over their chemical weapons to the international community, and there's a whole story behind that. Obviously, we got the Russians to help with that. And then I got sent to the Hague to work at the Organization for the Prohibition of Chemical Weapons — the OPCW is who has all the inspectors and the teams who helped destroy and inspect the status of these chemical weapons — and so I got sent there to work with them and negotiate directly with the Syrians and the Russians to build the plan. And I remember my boss was like, “You have to go, and I don't know when you're coming back, we need someone over there to be running point on this mission,” and yeah, he sent me, and he said I didn't have to go writing my little kids, Andrew just turned 1, but he said, you know, “We need you, and this is what I picked you for, this mission, and this is what it's for.” So, yeah. Col. Naviere Walkewicz 16:31 Wow, what did you — what went through your mind when you were asked to go, and you had the opportunity to make that decision? What do you mind besides the fact that you have young children? Col. Jannell MacAulay 16:44 Well, of course, like, I think, like most mothers, you never are like, “I still want to leave my kids,” right? I want to go, but I knew it was the right thing to do, because I had the ability to make an impact and a difference, because I knew the mission inside and out. I was the right person at the right time, and I was ready. I distinctly remember I went home to talk to my children. Well, Ally, she was 6 at the time, and I remember talking to her, and I said, 'Mommy has to go away to handle this mission. And what I'm going to do while I'm away is there's some really bad stuff that some really bad people have, and I'm going to work to take that stuff away from them, so that they cannot hurt anyone anymore, and she looks up, and she's, you know, crying. We're both crying, and she said, “Mommy, like a superhero?” And, I just, like, kind of nodded, and she's like, “You can go, Mommy,” like, “You can go.” And it was in that moment that I realized, like, that's why we do these jobs. It was to protect her, to model to her that, like, I can be a mom, I can be a strong mom, and I can also go do things in the service of my country and the service of my nation and it was important for me to go, and then — so that was a driving force, like knowing that my family was going to be OK and supportive, but the other driving force was thinking about the mothers in Syria who lost their children, and thinking, here I was holding mine and they will never get to hold their children anymore. I mean, hundreds of children died and were put in mass graves after this, and mothers didn't get to say goodbye, mothers didn't get to hold their children, and they suffered immensely in those moments. And so I kept thinking about the Syrian mothers, and how if I could do anything to help prevent something like that from happening again, then I had to go, right, I had to do that for them. Col. Naviere Walkewicz 18:44 Would you say that that mission, or that part, that time in your career, was something that was so impactful in your life it changed you, or it maybe shifted your focus on things you were going to do later, or was it just at that time, this is where I need to be doing and making an impact? Col. Jannell MacAulay 19:01 There's a whole story behind it, where we were dismissed, and we came up with the innovative idea of how to solve this problem by destroying these chemical weapons on a boat, ship — sorry, Navy — on a ship in the middle of the Mediterranean. Col. Naviere Walkewicz 19:12 Was that because you were told it couldn't be done that way? Col. Jannell MacAulay 19:14 Yeah, exactly. Col. Naviere Walkewicz 19:15 Oh, interesting. Col. Jannell MacAulay 19:17 We had to actually start a whisper campaign within the Pentagon, and the State Department and the National Security Council to get our idea heard. And eventually, it was. Col. Naviere Walkewicz 19:28 So I'd like to take a little bit of time in that space of when you recognize that need to keep pushing for, right, the choosing your hard. How do you navigate that? What would you recommend to somebody who has been no, no, no, no, no, no, no. How do you work your way through that? Col. Jannell MacAulay 19:45 Well, I would first ask, where is the no coming from? Because if the no is coming from your inner critic, right, I know how to get rid of that and eliminate that, and that is actually what most people — like, that is what prevents most people from doing great things. I like to say that we all have these crucible moments in our life, a moment where we're asked to do something that we really don't think we could do, right? Like, we're kind of like, “Oh my God, deep down you're like, “Oh, I don't think I'm gonna do this. Can I do this?” And in that moment, we have the opportunity to either hesitate or commit. Col. Naviere Walkewicz 20:24 Was Syria your yes? Col. Jannell MacAulay 20:26 It was very much a crucible moment. You could either hesitate and say, “Oh no, I can't do this, it's too big for me,” like, “I can't take this responsibility,” or “I can't make this decision,” or “I can't believe in my idea,” because the voice in your head says so. But sometimes it could even be real people telling you and dismissing you and saying, like, “You can't do this.” So, “Where does the no come from?” is always the first question. And if it's an internal no, you can train your mind to eliminate that noise. Col. Naviere Walkewicz 20:54 Yes. OK, I like that, because then you — it opened up your eyes to the possibilities of who you might connect with that can then help navigate through some of that challenge. Col. Jannell MacAulay 21:03 And here's the reason why we, as humans, love this: What happens when you step into discomfort, right? You're at that moment, that crucible moment, and then you decide to commit, and you step into discomfort, and you navigate through it, and you get to the other side. How does that feel? Col. Naviere Walkewicz 21:18 Amazing. Col. Jannell MacAulay 21:18 Right? You throw your arms up in the air: “I'm a badass! Look at what I just did.” And even you're like, I didn't think I could do that, and I did it. That is what we live for as humans. I don't think people realize that, right? Like, we want those moments, but we don't want the discomfort that comes in getting them. Col. Naviere Walkewicz 21:35 We want to be at the other end, right?   Col. Naviere Walkewicz 21:37 We just want to be at the other end of that, because we love that moment where you throw — so you're not gonna throw your hands up if you're like, “Oh yeah, that was so easy.” Col. Naviere Walkewicz 21:43 That's a good point. Col. Jannell MacAulay 21:44 Right. You wouldn't be like, “I feel so good about it.” I'll come—   Col. Naviere Walkewicz 21:45 We wouldn't share with people if everybody could do it. Col. Jannell MacAulay 21:47 Right? Exactly, so we do love those moments as humans, and I think that is part of what — I teach people how to not be afraid of discomfort, to get more opportunity and more times, more reps of those throw your hands up in the air and be a badass. Right? Like, and that's really what I think it's about, is being ready for that moment, and the more often you're ready for that moment, the more often you step into discomfort, the more throw your hands up in the moments you get.. Col. Naviere Walkewicz 22:18 So, if humans are chasing that, and that feeling of, like, you know, commit, raise your hand, get through it, and you know, kind of bask in like that, that moment, because you loved it so much. There's probably a desire to seek more of those opportunities. How did you navigate your career after that? I know you served 20 years. Was there a point where you're like, “It's time for me to move into this space,” or did you just happen to really decide to commit to this new world of mental performance and toughness? Col. Jannell MacAulay 22:49 So, I, like, most military members, I went through a phase where I got really caught up in my identity as an Air Force officer, Air Force pilot, and it can be scary to leave that identity with the one you've always known, the one that you've been comfortable with, and even though I'm successful in — and even though I do enjoy challenge and discomfort, it was scary, right? It is scary, and I think that, well, first, part of my story was, I don't know that I was necessarily completely ready to leave, but the Air Force was making it really difficult for my family. My husband and I, he was a maintenance officer, pilot, you would think maintenance and pilot, very like cohesive, compatible. We would be able to be stationed together. We spent six years apart, and two of the last three that I was in the Air Force, we did not live together. OK, and that was hard. Our kids are getting older, and I distinctly remember I was in New Jersey, commanding a squadron. My husband was in New Mexico, commanding a group. Note to the Air Force: New Mexico and New Jersey are only close in the alphabet, right? These are not close locations, not at all. And full disclosure, I had the kids with me and an au pair, because I couldn't have done it otherwise. And I remember my husband flew home, you know? He thought he would get in at like 2 a.m. on Friday night and have sleep for 10 a.m. on Sunday morning, right? Get back. I remember we woke up our son, he was four at the time, and he looks up and he goes, “Mom, Dad, you're together,” and I was like, “No, this is not OK.” Like I don't want my children to just wake up or just be grateful when their parents are in the same room, like, that's not what I want for their childhood experience. And so I actually gave up my command six months early, and that was one of the hardest things I've ever done, because I loved being a commander, but I was at a point in my life where I realized my squadron will get another commander who cares so much about them, just like I do, but my kids only have like one mom, yeah, and they had one dad, and they needed us together. And so that was a hard decision, but it did set me like on a trajectory to think about retirement, to think about, you know, what I could do on the outside, and actually it was like divine intervention, I actually lost my pilot qualification. I have a rare eye disease, and so I've gone very blind to my central vision, like 80% blind to my right eye. So I was going to get my pilot qualification taken from me, and so I think that was God's way of saying, “It's time, this is not your path anymore. You have a different gift,” right? Flying was a great gift, leading in the Air Force was a great gift. “There's a different path for you.” And so that's when I retired, and then kind of realized there were so many people that wanted to hear this information. There were so many people that were struggling with this idea of “How do I perform? How do I manage stress? How do I get those badass, like, throw my hands up in air moments?” And I started by working with high-performing teams, the military, first responders, hospital workers, you know. Then COVID hit, and I realized everybody, everybody needs it, stress, like psychological disorders, like they're on the rise, anxiety, and if I knew how to help people, why would I keep that to myself, right? Like, it's just became something I'd be passionate about. Col. Naviere Walkewicz 26:29 Goodness, that's probably something that people don't know just by looking at you, that you actually have an eye disease that you battle through, and I'm curious on when you started into this work, like you said, COVID hit, and you realize everybody needed this. It almost is a bit of, maybe reinvention is not the right word, but you literally change your trajectory completely, even though you had all that schooling. So, my question is, how did you actually, how do you determine who you work with, because the land is so vast of who needs it, you know? I mean, how do you actually do that? Col. Jannell MacAulay 27:06 There's only one of me. It has been hard. My tribe is always the military, and even though I do spend a lot of time in the private sector working with, you know, companies from Amazon, NBC Universal, like, hotel chains, different industries — which I love — anytime a military commander reaches out and says, “We need help,” whether it's burnout, whether it's just not optimizing performance, whether it's stress-management, because if you look at the majority of DOCS today, people are burnout and stressed out, and—   Col. Naviere Walkewicz 27:47 Oh, the organizational climate service.   Col. Jannell MacAulay 27:49 Yes, yes, the climate service. And so most of the time, how do you, how do you manage that as a commander? Because, and here's the thing about stress and burnout: Stress is a perceived emotion. People don't think about it, but the actual what stress is, is your perception as to whether you have the mental resources to meet the demands of a given moment. So, your brain, when you're faced with a stressor, something comes at you, and it's a stimulant, right? And your environment, whether it was like a contentious conversation, traffic, it was like a big decision, like flying a plane in combat, right, whatever that is coming at you, your brain does a like split-second calculation as to whether you have the mental resources to meet the demands of that moment, and if your brain says, “Oh hell no,” it becomes overwhelming, it becomes stress, it be it sends you into this like spiral of like anxiety, which is like — what anxiety actually is, it's your mind's creation of what you think is going to happen in the future. It actually hasn't happened to you. Anxiety is a complete creation of the mind, right? It is. Our minds are fantastic at mental time travel. They will take us in catastrophizing about the future. I like to tell people, the majority of the catastrophes you will experience in your lifetime, they will only happen inside your head, right? They will feel very real, because our minds are fantastic at this time travel. Col. Naviere Walkewicz 29:11 Then it turns physical. Col. Jannell MacAulay 29:12 Yes, then it becomes like part of our physiology. So that's what this is, what leads to chronic stress. It leads to preventive illness that sets in, because we live our lives in this chronic state of stress, and stress again is a perception. So you could also be stimulated by that stressor, and instead of getting overwhelmed, you could say, “Bring it on.” Like, this is a challenge and I've got the resources to meet this moment. It's a choice. Again, I get people, “It's not as simple as that.” It is as simple as that, but it's hard in practice, and most of that is because we have spent 20, 30, 40 years training and wiring our brains for one direction, which is to strat for stress and survival, right. And so when I do ask people to flip it, you can't just flip it over, but these are not soft skills. This is why what I teach is very hard, because you're rewiring your brain. The good news is it's called neuroplasticity. We can rewire our brains, but it does take work and deliberate commitment, and that's why, you know, I see this all the time with spouses. They're like, “I don't see what is the big deal. My wife is freaking out,” or vice versa, like in a cockpit. Like, I'm calm, and I'm like, “Why is my co-pilot freaking out?” It's that perception, and how our brain deals stressors. Col. Naviere Walkewicz 30:27 So, we have a lot of listeners that are leading people. How do you navigate their ability to help others through that, or is it really more dependent on the individual themselves? Like, do you need the individual to do with the work with you, or can you work with the leader and help them navigate that with their folks? Col. Jannell MacAulay 30:46 You can absolutely work with the leader, and as a leader, you can role model the behaviors. So, there's some real science behind this. For example, how often is a leader creating a storm instead of being the calm in the storm, right?   Col. Naviere Walkewicz 31:02 More often than people realize.   Col. Jannell MacAulay 31:03 Right, it really is, and it's almost one of those things where later can be the calm in the storm, right? But when they're not, they embody the stress that then pervades through the organization, right? Like they create that culture, and so if you have a boss that comes in every day stressed out, you have a boss that's not sleeping. I absolutely, this is what drives you crazy about leaders in the Air Force, who will say things like, “I only sleep three, four hours a night,” and like, you are bragging your suboptimal, right, from someone who studies performance and psychology, and like, you are literally telling people, “I am not ready to make decisions on your behalf or be your leader today.” Col. Naviere Walkewicz 31:42 I like how you said that: “You are bragging your suboptimal.” That is right, there, those words, that's fantastic. Col. Jannell MacAuley 31:48 Right, but we — it's part of our culture, right, to even kind of be like proud of it. Col. Naviere Walkewicz 31:51 How much did I actually, you know, keep myself up to get more done? Col. Jannell MacAulay 31:55 Yes, yes. And so here's another example. I'll tell a quick story. I was a commander, sat down Monday morning meeting with my peers, and one guy says, “Oh, I worked all day Sunday on performance reports, like, I have a sick kid at home, so I only got like two hours of sleep, like barely had time to grab coffee, you know, but I'm here to be a badass.” And then the next guy goes, “Well, let me tell you something. I worked Saturday and Sunday on all my performance reports, and, oh, by the way, two sick kids at home, so I didn't sleep last night.” Wow, you know, “I didn't have time to grab coffee, but like, I'm here to be a badass.” And then they turned to me, like, expecting me to one up them on my stress. It's a culture of competitive stress that we live in. And instead, I said, “Well, my husband doesn't live with me. I had to get all my work done last week, so I can spend the weekend with my kids,” but mind you, I had the OSS, the flying squadron, so I had triple the size squadron, “but I got all my work done last week because I was more focused in my work. Then I hung out with my kids, everyone slept great, like no one's sick, we're all good. I've got my yummy green smoothie to start the day,” and instead of anyone at that table saying, “Oh my gosh, how do you do that?” The sentiment was, “Well, she's obviously not working hard now.” That's our culture, like our culture is one of, if you're not stressed, if you're not showing how busy you are, you're not valued, and actually that is not the path to performance. The path to performance is quality over quantity, it's sleeping, it's demonstrating to stay calm, it's making good decisions, it's, you know, so we as leaders can either set that tone that we're in this competitive stress, which then makes our captains not want to be us, like that's a huge problem, right? But if you're the type of leader who stays calm, if you're the type of leader that they see, “Oh, they go home every night on time, they do spend — they do leave early sometimes to go to their kids' soccer game.” That could, should be OK, but it never — I never didn't perform my job right, I was still working hard and doing the things I needed to do every day, I just was more efficient. Here's the stat: We mind-wander half our waking moments. Do you know what that means? Like, we've all read a page in the book, back to the bottom. Yep, don't know what I read. Drove in your car someplace, don't know how I got there. Yep,   Col. Naviere Walkewicz 34:06 Yep, autopilot   Col. Jannell MacAulay 34:06 That's when you have an off-task thought, your brain, your attention system goes off task during an ongoing task or activity. I'm telling my brain to pay attention to driving or reading, it goes elsewhere. It's unintentional, and when our brain does that. t mind-wanders towards stressors, worries, catastrophes, Col. Naviere Walkewicz 39:41 To-do lists.   Col. Jannell MacAulay 34:22 To-do lists, exactly. All of those horrible things that then make you more angry and distraught and unhappy, right? So, what if we could get control of that, stop spending so much time in that distraction and be more focused? Well, you do that by not having your phone all the time, you do that by looking at people and actually listening, because this is where leadership comes in. If we're having a conversation and I'm telling you something important, you're my, you're my commander, and I look at you and I'm like, “She's looking at me but not listening.” You can feel that as you can see. And so leaders can be mindful and focused and pay attention. It doesn't take that much, but it takes awareness. That's really what we're training when we train our minds. We are training our awareness. I'm not saying that I am perfect at being focused, I am not perfect at staying calm. The difference is, is when I start to get out of control, I recognize it quickly, and I redirect. When I notice myself not paying attention to our conversation, I redirect very quickly. That's the skill, and that's what we're not teaching enough leaders, I don't think. We're getting there, because I think leaders can set the talent, leaders can set the example, and when I was a commander, I collected data, and we found that, you know, 60, over 60% of the leaders I was interacting with on a daily basis changing their life based on the things I was teaching them, based on the way I was modeling behaviors, and then a greater squadron, it was like 35% and that's — I didn't even teach them anything, I just demonstrated an example. So imagine once you start teaching people how much more those stats will grow and how people's lives will change. Col. Naviere Walkewicz 36:04 Right. well, one of my favorite stories, I think, that you know, and I'm thinking about our leaders that are listening in here as they, as they think about how they can be better leaders. One of the stories you shared previously was actually recognizing someone by calling someone important in their life to share their good news, and it took like two minutes. I think what a wonderful lesson, like being a great leader and championing someone does not have to take a long time, but the impact lasts — could be forever. Do you mind sharing that story? Because I just think that's such a wonderful one. Col. Jannell MacAulay 36:35 I love that story. So, I had an airman who got below-the-zone senior airman, and I used to do a thing where, you know, whether it was a coin or whether it was an award or whether it was just a job all done, and we wanted to celebrate someone in the squadron, you know, you could send someone an email. I hate email, which I did — also as a commander, No- Email Friday. Col. Naviere Walkewicz 36:56 Really?!   Col. Jannell MacAulay 36:56 Did not check my emails on Fridays because I wanted one day where I wasn't chained to my desk, like I was like, in fact, you know how my wing commander found out I was doing No-email Friday? Col. Naviere Walkewicz 37:06 Because they emailed and you didn't email back? Col. Jannell MacAulay 37:08 He got my out-of-office response. Welcome to No-email Friday. “I'm not checking my email today. If you really need to get a hold of me, call me. There's my phone number.”   Col. Naviere Walkewicz 37:15 I love that.   Col. Jannell MacAulay 37:16 So I did that to ensure that I could spend more time with, like, how do you lead people if you don't know them?   Col. Naviere Walkewicz 37:23 Right, you can't.   Col. Jannell MacAulay 37:24 And if you're sitting behind your desk or you're checking emails, like, you can't know people. So I would spend Friday down and about, and we used to do this thing where I would call someone special first for someone, if maybe they had a big event or whatever we were celebrating. So one day, this gentleman got below the zone, and I asked him to pull out his phone, because I used to call people, and people don't answer strange numbers anymore. So that stopped working. I was like, “You pick — pull out your phone, let's call someone special that you pick, and because everyone's gonna answer their kids, right? And I actually talked to, like, spouses, parents, grandparents, aunts, uncles, like brothers, sisters of people, yeah, over the course of my commands, and I asked him to pull out his phone, called his dad. I got to brag on him a little bit, saying, like, “Hey, this is what your son is doing,” and most of the time kids don't even tell their parents what they're doing in the Air Force, so it was an opportunity for that. At the end of the conversation, I remember it just like it was yesterday. The dad said, “I'm so proud of you, I love you, son.” And I looked up, and my airman just had tears streaming down his face, and I was getting choked up, and my airman said, my dad has never said that to me before. So we're busy as leaders, like we are, go, go, go, we are in a competitive stress environment, whether we want to be or not, and I'm just asking leaders to pause, right, and it doesn't have to take a lot of time, right, just pause. Those types of interactions you have with an airman, the next time you need them to work late, the next time you need them to take the hill, the next time you need them to go deploy, or whatever it is, you've built a level of trust that only happens when you're paying attention, and that's what the future fight is about. The future fight is about connecting as human beings and focusing when we're doing those hard and challenging things, and the way we do both of those is by training our attention system. You know, we have to pay attention to each other, and we have to pay attention to our job, so that we can be high performing when it's hard.   Col. Naviere Walkewicz 39:25 This has been excellent. I didn't — wow. Got me… Tears. Eyes are sweating here in the studio. No, this is wonderful. I'm curious, with all the work that you do in helping others, what is something you're doing every day to stay sharp yourself in this space to be better as a leader, what's something you do?   Col. Jannell MacAulay 39:46 I am really big on continuously challenging myself, like I always want to have a goal or something hard in my future, like I think that that, especially as we get older, I think it's really important. And so, on a personal front, I just signed up to run 50 miles.   Col. Naviere Walkewicz 40:04 Oh my goodness.   Col. Jannell MacAulay 40:04 I got five friends to do it with me, so I'm like excited. Yeah, it's not all in one day, it's like you run a 5k, 10k, half-marathon, marathon over the course of four days. Col. Naviere Walkewicz 40:14 And so the longest race at the end. Wow. Col. Jannell MacAulay 40:16 At the end. Yes, that's why it's a big challenge. And so that's my next one. Col. Naviere Walkewicz 40:22 When is that?   Col. Jannell MacAulay 40:23 That is in January. Col. Naviere Walkewicz 40:24 Oh my goodness, so yeah.   Col. Jannell MacAulay 40:25 Just about. And again, for someone who was told you will never be a runner, I think that's also why I want to do it, you know, just to prove to myself that I can, so that's kind of a personal challenge, but on the leadership front, you know, I challenge myself every day. Writing a book was scary, right? You know, when I go and work with each team, whether it's someone in the, you know, like a company or whether it's a military unit, I try to take my time to like customize exactly what they need. It's not just going to be like cookie cutter for everyone, and so that's like my continuous challenge is, can I go into an environment and lead and instruct and educate and train in a way that's meaningful to that group, and that's, you know, what I would, I do for my job, but most importantly, I love this sentiment that you can be everything to someone or you can be someone to everyone. Sometimes in my job I get on a stage, I talk to thousands of people, and I'm someone to a lot of people, right? I can give them a little piece of what I teach, but I also have two young people in my life, my children, that my role to be everything to them is also very important, and so I try to harmonize that the best I can, because it's easy. They get caught up in, like, I'm just gonna go out there and keep sharing this message and forget that there's people closest to me. You know, leadership is about influence, right? Your 3-foot circle, which one of my classmates at the academy, Ronnie Buller, taught me, right? Your 3-foot circle is who you interact with, whether it's your family, your team, your neighbors, your community, and so you have the ability to continuously lead, and that's I want to continuously lead by example and teach people that we need to train their minds. It's not a whoo whoo thing, it's a hard thing that requires deliberate and consistent practice, and it will pay dividends if you give it the focus and time it deserves. Col. Naviere Walkewicz 42:28 I appreciate that you use the word that you like to harmonize things in your life versus balance. I think that's a very distinct difference. It's really impressive. If you could go back in time and talk to Janelle, young Janelle, or maybe it's even just talking to your daughter once you're young girl. What advice would you give her in the space of leadership? Col. Jannell MacAulay 42:48 Well, I would say to choose your hard, and I wish somebody would have imparted that a little bit more on me. I had that sentiment, and I had a lot of grit, and I had a lot of determination, and that's why I did accomplish a lot when I was younger, but it was more difficult than it needed to be. I'm not here to say, like, it makes it easy, it can be easier when correspondingly, like, you're, you're, you have great, you have determination, you're repetitively challenging yourself, that builds mental strength. But if I had known that I could also train my mind in a deliberate way, in parallel, just to make it a little bit easier, and to also find the joy in the journey. There's a picture of me when I got back from a KC-10 deployment, and I'm holding my daughter. She was 15 months, so it was like the first time I had deployed when she was young, and that was a hard deployment. And I remember, like, I look at that picture, and I can see in my face and in my eyes, that I was always already worried about the next thing. Like, instead of being joyful that I was holding my daughter, I was like, in this great moment—   Col. Naviere Walkewicz 44:04 That's what I was expecting you to actually explain, that's crazy. Col. Jannell MacAulay 44:07 I wasn't there, like, my mind was already like, “OK, gotta go again,” like, “When's the next thing?” like, “When is was my next three-week trip that I have to leave her, when is the next thing that I'm gonna miss in her life?” And, you know, we spend a lot of time living our lives, stressful moments, a stressful moment to stressful moment, and I wish that I could have learned earlier to embrace the moments in between, to see them, right? I mind-wandered through many of them, I was just worried, I was catastrophizing. I mean, how many of us spend time in the military? As soon as you get to your first, your next assignment, you're already worried about what your next one is, right? You're like, OK, what do I need to do? Like, like, yes. And you're for me as a joint-spouse couple, there was no protections for us back then. Like, I love that they're finally gone, and I better know, yes, right? I'm so grateful for that, because we did not have those protections. It was like, here's where he's going, here's where you're going, and unless you had a commander or a leader that cared enough to make a phone call, you're going separate ways. And so I wish that somebody would have told me then to stop worrying so much about the next thing and just live more in the moment, I would have saved myself a lot of extra stress, a lot of extra angst, and I would have had more joy. And so that's really what I want for this generation, and that's why I work so hard, and I'm so passionate about this, is because if I could do it again, that's what I would want to remember.   Col. Naviere Walkewicz 45:31 So, with so many listening and watching, this is your opportunity to be, you know, something for many. What is the thing that they might do? A small thing they could do, just in their lives, to be a little bit better in their mental space and their mental capacity or performance.   Col. Jannell MacAulay 45:48 Gosh, I have, like, an 8-hour course.   Col. Naviere Walkewicz 45:51 I know. That's why I was like, “Here's a nugget everybody, pay attention.”   Col. Jannell MacAulay 45:56 OK, I'm going to give you — can I give you three? Which ones to pick? The first one is to start practicing mindfulness, to start doing mental pushups. You cannot layer in productive thinking, you cannot pivot your mind unless you eliminate the noise. Like, that's the first thing you have to do. You have to be able to see the thoughts inside your head and make a conscious choice not to follow them. Because a lot of them are not providing value to you, right? And the skill set that does that is mental pushups, is mindfulness, and it's this idea of the definition of mindfulness is being in the present moment without any emotional reactivity or judgment. Like, just be here now without judgment, that's what it means. And it's a deliberate practice of continuously being here now without judgment, so that when you are in a moment with lots of judgment, you can filter right, and especially that's where greatness comes from. It's not because of a great moment, it's because of what you do in the moments you're given. Second thing is, for leaders, stop asking people, “How are you doing?” I want them to rephrase that question and ask, “What's going well for you today?” And the reason we do that is for those two reasons: The first one is when you ask someone how they're doing, you're gonna get — most people are just gonna give you like, “Busy,” right? “Good,” “Fine,” “Liiving the dream,” whatever, right? But did I, as a leader, get any information from you when you say any of those in response? No. And then what we do as leaders? We get, “How are you doing?” “How are you doing?” “How are you doing?” And then we—   Col. Naviere Walkewicz 47:36 Check the box, check the box, check the box.   Col. Jannell MacAulay 47:37 Yes. And if you happen to have someone who's like, "Oh my gosh, let me tell you,” you're almost like, “Oh my God, good for you.” I didn't mean for you guys to tell me, because that's our cluster again, right? So I want leaders to start asking people what's going well for you, and that does two things. Now I'm going to get information from you based on your answer, and that information is also going to start training your mind and your psychological framework toward optimism and hope, because do you know the biggest problem for leaders today? I think is missing the hopeless people. We think that there's this binary of optimism and pessimism, and so the optimistic people, we can find them easy, and the pessimistic people, we can find them easy too, right? They're usually, I'm usually focused on the pessimism, because they're noisy and they're loud and they're annoying and they're bothering us and they're bothering the whole unit, right? And sometimes we're like, “Oh my gosh, Bob is so negative and angry,” like, “We should worry about Bob.” But the thing is, is that actually Bob's not your worry, because people who are pessimistic understand they're on a sliding scale. A pessimist thinks that there's a genuine belief that things could get worse, but if you believe things can get worse, you know they can also get better, right? Which is what optimism is. I genuinely believe things will get better. So, a pessimist — it's not binary. I want people at leaders to open up the aperture. There's optimism, pessimism, and then there's hopelessness and hope. That's the second thing. And then the last thing is leaders suffer from what I call compassion fatigue. OK, it's a very real thing. How many of us spend all day at work — it's kind of a combination of decision fatigue and compassion fat. You spend all day at work making decisions for other people, you make, you spend all day at work taking other people's problems, and if you're an empathetic person, like you take it on, right? You're like, “Oh my god, feel so bad, like airmen that are struggling with all these things.” Then you go home and someone at home says, “What's for dinner,” and you flip out about what's for dinner, right? And it's like, oh my gosh, where did that come from? Like, I didn't mean to snap, or someone in your — it's very important to you, and your whole life comes to you and needs you, needs your attention, and you're like, I have no more attention to give you, I have no more compassion to offer, because I am done, like I am burnt, so it's a very real thing, and it's not an excuse, I might have given people a label for what's happening, like it's this thing—   Col. Naviere Walkewicz 49:57 I have compassion fatigue. Col. Jannell MacAulay 49:59 Which is very true, and it's a very real thing, and I'm not giving you an excuse, I'm telling you, you need to fix it, and here's how you need to every time, like the whole time you're at work during the day, you need to shed all the mental distress that happens. You need to shed the empathy, right? Your empathetic, the empathy that you use when you're in an interaction with someone builds like extra stress into your. It's actually in your like body, yes? Right? Like, exactly. you take on those physical, and it becomes a physical manifestation. You need to shed that. So, what I have is called a waterfall technique.   Col. Naviere Walkewicz 50:36 Waterfall?   Col. Jannell MacAulay 50:38 So when you're, yeah, yep, so when you're engaging with people, remember we don't want to be distracted and not paying attention. So, put your phone away once you invite someone in your office. I don't have it. It distracts you by 20% if you have it on your body or in your view, right? Just have it put away. So now you're more attentive. Then I'm going to listen to you when you tell me whatever's going on in your life, and I'm going to envision we're at the top of the waterfall. Visualization is very powerful for our minds, so we're going to visualize that waterfall, and I'm talking to you, we're having a conversation, I'm fully present. You might have some stuff going on in your life, like I might have to take a note, I might be OK, follow up, I might give you some mentorship, but when we're done, your problems go down the waterfall, right? Like, we want to feel, “Oh, I'm  their commander.” No, it's still not your problem, right? The problem goes down the waterfall, so then the next person can come in. Now you're at the top of the waterfall again. I'm fully present with my next person that's coming in. I'm paying attention, I'm not thinking about the other conversation. Then when we're done, your problems get to go down the waterfall. It will protect your energy, it will protect your compassion, and so that when you go home, it'll just offer, you know. And then the other technique is before you walk in the door, do a mindful, mindful minute. Col. Naviere Walkewicz 51:48 Mindful minute right there. Col. Jannell MacAulay 51:49 Right. Col. Naviere Walkewicz 51:49 Well, I'm glad you shared three, because I think you know, I think that's what it's about when you're on your leadership journey, and I think leadership is a lifelong journey, and I think anything we can do better, not only to help others but to help ourselves as well, is really important. So, thank you for sharing that. Well, I want, before we close, I want to go into this moment, because you said yourself is a little bit vulnerable, you've written a book. Let's talk about Breathless, and this journey you've now undertaken. Col. Jannell MacAulay 52:17 So, Breathless is the story of mothers, and it's my story. And one of the women that worked on my Syria team with me, she was an Army officer, and we were both mothers of very young children at the time, and we also have two mothers in Syria that are sharing their stories with us, and they lost their children in a chemical attack. And so it's a story of mothers persevering through unimaginable odds, us working breathlessly to solve this problem, and basically having kind of this weight of the world on us to come up with a solution that would work and solve the problem, and then these mothers living in this horrible genocide, right, in this horrible time of a civil war, and under a ruthless dictator, and so they, the only reason why we're able to share their stories is because Assad, right, the liberation happened. Col. Naviere Walkewicz 53:16 I was like, I was going to say they're actually featured in your book. Gotcha. Col. Jannell MacAulay 53:20 Yes, and we originally started writing this book without their stories, and then once Assad fell, like we reached out and we got two mothers to share their story, and one of the mothers, her children were just slightly older than my children, and she lost both of them. The other mother lost her daughter, and her daughter was in prison during the Arab Spring. Her son traded out with her daughter because she was afraid of the conditions and what was going to happen to her daughter in prison. So the brother traded out with his sister, and the mother didn't find out until — her name is Amsaeed — she did not find out that her son Saeed had died, executed with 25 other prisoners before Assad left the country, so she didn't find that out till after liberation, so she lost a son, she lost a daughter, this other mother had two children taken from her, and so the story is about both of our struggles. Sarin literally takes her breath away, and we were working breathlessly, you know, to help them, and just the story of what it means to be a mother, like what a mother's love, what a mother's heart will do. And I just talked to Amsaeed last week, we coordinated a Zoom together, and I got to hear her story firsthand. She got to meet me and understand my story, and it was very evident to me that she said something that was very pertinent. She , “The world has a short memory, and people have probably already forgotten about Syria,” right? Like, oh yeah, something with chemical weapons, bad dictator, like it's another part of the world. And so part of writing this book also is to keep her story alive, to not let the awful things that happened to these women, I mean, to the whole community of Syrians, right, civilians, but especially the mothers who had to not even get to bury their children, and to help their stories surviv

Talking stocks, and the SPACE X IPO, what does Matt, former broker from GP think? Interesting talk, Open for Business with Randal at Advanced Air, good deals, get your maintenance, change your filters...what about protecting against surges and more?

Send us Fan MailThe Nuremberg trials, though not perfect, represented in many ways an epic achievement in justice for crimes against humanity.  However, a darker and lesser-known element of the trials is what happened to the convicted Nazis after ward.The overwhelming majority of sentences were never fully carried out and almost all those convicted at Nuremberg and in its subsequent trials especially were out of prison by 1958.In this episode, I talk with Robert Hutchinson about his fascinating work on the US policy of releasing Nazi criminals from prison.Robert W. Hutchinson is an Associate Professor of Strategy and Security Studies at the US Air Force School of Advanced Air and Space Studies. Hutchinson, Robert W. After Nuremberg: American Clemency for Nazi War Criminals (2022)Follow on Twitter @holocaustpod.Email the podcast at holocausthistorypod@gmail.comThe Holocaust History Podcast homepage is hereYou can find a complete reading list with books by our guests and also their suggestions here.

The Cognitive Crucible is a forum that presents different perspectives and emerging thought leadership related to the information environment. The opinions expressed by guests are their own, and do not necessarily reflect the views of or endorsement by the Information Professionals Association. During this episode, Andrew Whiskeyman discusses his co-authored article: The Emergence of Cognitive Intelligence (COGINT) as a New Military Intelligence Collection Discipline. "COGINT" is the systematic mapping, safeguarding, and operational exploitation of decision-making architectures in the contemporary cognitive battle space. Topics include: understanding and protecting human decision-making processes from adversarial tactics, adversarial exploitation of technology and societal divisions to manipulate public opinion, and underscoring the vital need for critical thinking. Recording Date: 22 January 2026 Research Question: Andrew Whiskeyman suggests an interested student or researcher examine: When is a conspiracy theory no longer a theory? How does one build a culture of civil discourse and disagreement? Of mobs and men: how does individual behavior and decision relate to group dynamics? AI and human trust/decision dynamics. Resources: Cognitive Crucible Podcast Episodes Mentioned #62 Jonathan Rauch on the Constitution of Knowledge #119 Katherine Carman on Truth Decay #153 Andy Whiskeyman and Mike Berger on the Importance of Dedicated Resources The Emergence of Cognitive Intelligence (COGINT) as a New Military Intelligence Collection Discipline by Jorge Conde and Andy Whiskeyman S. Rept. 119-39 - National Defense Authorization Act (NDAA) for Fiscal Year 2026 dated 15 July 2025 Salt Typhoon The Everlasting Man: A Guide to G.K. Chesterton's Masterpiece by Dale Ahlquist Aristotle's Rhetoric The Structure of Scientific Revolutions by Thomas Kuhn Warhead: How the brain shapes war and war shapes the brain by Nicholas Wright Link to full show notes and resources Guest Bio:  Dr. Andrew Whiskeyman, COL (ret.), is the co-founder and CEO of JASSA Professional Services, which provides consulting and subject matter expertise on strategy, technology, predictive analysis, and people. He also teaches, writes, researches, and lectures internationally on the topics of information warfare, cognitive security, emerging technology, and strategic foresight. He is a Goodpaster Scholar, a non-resident senior fellow with the Global National Security Institute (GNSI) and former board member of the Information Professionals Association (IPA). Dr. Whiskeyman adjuncts with Catholic Polytechnic University, Syracuse University's Maxwell School of Citizenship and Public Affairs, and the US Air Force's Air War College. He is a former Chair of the Cyber Strategy Department at the National Defense University's College of Information and Cyberspace (CIC) where he taught and researched on the nexus of information and national security. He previously served for 28 years in the US Army and deployed multiple times in support of combat operations. His final military assignment was as the Chief of the Information Operations Division (J39) within the U.S. Central Command (CENTCOM) Operations Directorate J3 located at Macdill AFB, Florida. His previous assignment was as the Chief of Strategy for the CENTCOM Joint Cyber Center (JCC).  His first assignment was to Misawa AB, Japan as an enlisted military intelligence Soldier. He then went to officer candidate school (OCS) and commissioned into the basic branch of Air Defense Artillery. In 2007, he transitioned to the Information Operations functional area (FA30). He has deployed five times: Kosovo (KFOR 3B - 2001/02), Afghanistan (3 times - 2004, 2006/07, and 2012/13), and Iraq (2008/09). He also has numerous shorter trips into the Middle East theater of operations including return trips to Iraq and Afghanistan. He is a graduate (and plank owner) of the Marine Corps Expeditionary Warfare School (EWS - 2004), Air Command and Staff College (ACSC 2011 in residence), and the School of Advanced Air and Space Studies (SAASS XXI - 2012). He is the first Soldier with the Advanced Strategic Planning and Policy Program (ASP3) to earn his PhD (Military Strategy, Air University 2015). He is the recipient of multiple military awards including the Defense Superior Service Medal and the Bronze Star, and he was awarded France's Chevalier de L'Ordre du National Mérite. He is also active in the Tampa Bay community. He is the founder of the local Tampa Bay GK Chesterton Society, leads an Exodus 90 fraternity, served as a past Grand Knight for the Servant of God Vincent Capodanno Council 14495 (Knights of Columbus), created and teaches two Apologetics Courses for Homeschool students, and is a mentor with the Tepeyac Leadership Institute. He is married (over 30 years) with four children, two grandchildren, two dogs, and a turtle. About: The Information Professionals Association (IPA) is a non-profit organization dedicated to exploring the role of information activities, such as influence and cognitive security, within the national security sector and helping to bridge the divide between operations and research. Its goal is to increase interdisciplinary collaboration between scholars and practitioners and policymakers with an interest in this domain. For more information, please contact us at communications@information-professionals.org. Or, connect directly with The Cognitive Crucible podcast host, John Bicknell, on LinkedIn. Disclosure: As an Amazon Associate, 1) IPA earns from qualifying purchases, 2) IPA gets commissions for purchases made through links in this post.

Reading and analysis of Kyle Anzalone's recent article published at The Libertarian Institute.  

Listen to the article with analysis from the author:  The US is positioning its most advanced missile interceptors in the Middle East to prepare for a major war with Iran.  According to the Wall Street Journal, the US is moving THAAD and Patriot interceptors into the Middle East. The air defenses will be sent to bases where US troops are stationed in Jordan, Kuwait, Bahrain, Saudi Arabia, and Qatar. The White House views the advanced missile defense systems as necessary if President Donald Trump wants to launch a large-scale attack on Iran.  Trump has ordered a significant military buildup in the Middle East, including an aircraft carrier strike group and fighter jets. Many of the warships carry additional interceptors, and fighter jets can shoot down Iranian drones.  The deployments have put thousands of additional American troops within range of Iranian weapons. There are over 5,000 sailors on the aircraft carrier, 300-350 soldiers on each of the eight destroyers in the region, and 100 troops for each THAAD system.  Trump is reportedly considering a range of options for creating regime change in Iran, including an oil blockade and strikes targeting high-level officials in Tehran. According to the WSJ, the President wants a “decisive attack” on Iran.  Drop Stie News reports speaking with US officials who said the White House informed its Arab allies that a war with Iran could begin at any time. Israeli Chief of Staff Eyal Zamir said on Sunday he does not believe a US attack is imminent, but will happen within two months.  Zamir's remarks followed a meeting with Chairman of the Joint Chiefs of Staff General Dan Caine in the Pentagon on Friday.  Trump renewed the threat to attack Iran on Sunday. He told reporters, “We have the biggest and strongest ships there, very close. They'll be ready within days. I hope we make a deal. If we don't make a deal, we'll find out.” Trump has threatened to attack Iran over its nuclear and missile programs. Additional he said he may strike Iran for cracking down on demonstrators.  However, a large-scale attack on the Islamic Republic will likely lead to Iran launching retaliatory strikes on US bases in the region and Israel. Prime Minister Benjamin Netanyahu warned Trump against attacking Iran earlier this month because Israel was unprepared for the fallout.  Former CIA officer and torture program whistleblower John Kiriakou said he spoke with multiple, well-paced, Arab princes who explained that Israel was urging Trump to exercise caution in dealing with Iran as Tel Aviv was still in the process of replenishing its stockpile of missile interceptors.  Israel used a significant portion of its Iron Dome and Arrow interceptors during its war with Iran in June. Tel Aviv relied heavily on American interceptors to supplement its missile defenses.

The Cognitive Crucible is a forum that presents different perspectives and emerging thought leadership related to the information environment. The opinions expressed by guests are their own, and do not necessarily reflect the views of or endorsement by the Information Professionals Association. During this episode, Andrew Whiskeyman discusses his co-authored article: The Emergence of Cognitive Intelligence (COGINT) as a New Military Intelligence Collection Discipline. "COGINT" is the systematic mapping, safeguarding, and operational exploitation of decision-making architectures in the contemporary cognitive battle space. Topics include: understanding and protecting human decision-making processes from adversarial tactics, adversarial exploitation of technology and societal divisions to manipulate public opinion, and underscoring the vital need for critical thinking. Recording Date: 22 January 2026 Research Question: Andrew Whiskeyman suggests an interested student or researcher examine: When is a conspiracy theory no longer a theory? How does one build a culture of civil discourse and disagreement? Of mobs and men: how does individual behavior and decision relate to group dynamics? AI and human trust/decision dynamics. Resources: Cognitive Crucible Podcast Episodes Mentioned #62 Jonathan Rauch on the Constitution of Knowledge #119 Katherine Carman on Truth Decay #153 Andy Whiskeyman and Mike Berger on the Importance of Dedicated Resources The Emergence of Cognitive Intelligence (COGINT) as a New Military Intelligence Collection Discipline by Jorge Conde and Andy Whiskeyman S. Rept. 119-39 - National Defense Authorization Act (NDAA) for Fiscal Year 2026 dated 15 July 2025 Salt Typhoon The Everlasting Man: A Guide to G.K. Chesterton's Masterpiece by Dale Ahlquist Aristotle's Rhetoric The Structure of Scientific Revolutions by Thomas Kuhn Warhead: How the brain shapes war and war shapes the brain by Nicholas Wright Link to full show notes and resources Guest Bio:  Dr. Andrew Whiskeyman, COL (ret.), is the co-founder and CEO of JASSA Professional Services, which provides consulting and subject matter expertise on strategy, technology, predictive analysis, and people. He also teaches, writes, researches, and lectures internationally on the topics of information warfare, cognitive security, emerging technology, and strategic foresight. He is a Goodpaster Scholar, a non-resident senior fellow with the Global National Security Institute (GNSI) and former board member of the Information Professionals Association (IPA). Dr. Whiskeyman adjuncts with Catholic Polytechnic University, Syracuse University's Maxwell School of Citizenship and Public Affairs, and the US Air Force's Air War College. He is a former Chair of the Cyber Strategy Department at the National Defense University's College of Information and Cyberspace (CIC) where he taught and researched on the nexus of information and national security. He previously served for 28 years in the US Army and deployed multiple times in support of combat operations. His final military assignment was as the Chief of the Information Operations Division (J39) within the U.S. Central Command (CENTCOM) Operations Directorate J3 located at Macdill AFB, Florida. His previous assignment was as the Chief of Strategy for the CENTCOM Joint Cyber Center (JCC).  His first assignment was to Misawa AB, Japan as an enlisted military intelligence Soldier. He then went to officer candidate school (OCS) and commissioned into the basic branch of Air Defense Artillery. In 2007, he transitioned to the Information Operations functional area (FA30). He has deployed five times: Kosovo (KFOR 3B - 2001/02), Afghanistan (3 times - 2004, 2006/07, and 2012/13), and Iraq (2008/09). He also has numerous shorter trips into the Middle East theater of operations including return trips to Iraq and Afghanistan. He is a graduate (and plank owner) of the Marine Corps Expeditionary Warfare School (EWS - 2004), Air Command and Staff College (ACSC 2011 in residence), and the School of Advanced Air and Space Studies (SAASS XXI - 2012). He is the first Soldier with the Advanced Strategic Planning and Policy Program (ASP3) to earn his PhD (Military Strategy, Air University 2015). He is the recipient of multiple military awards including the Defense Superior Service Medal and the Bronze Star, and he was awarded France's Chevalier de L'Ordre du National Mérite. He is also active in the Tampa Bay community. He is the founder of the local Tampa Bay GK Chesterton Society, leads an Exodus 90 fraternity, served as a past Grand Knight for the Servant of God Vincent Capodanno Council 14495 (Knights of Columbus), created and teaches two Apologetics Courses for Homeschool students, and is a mentor with the Tepeyac Leadership Institute. He is married (over 30 years) with four children, two grandchildren, two dogs, and a turtle. About: The Information Professionals Association (IPA) is a non-profit organization dedicated to exploring the role of information activities, such as influence and cognitive security, within the national security sector and helping to bridge the divide between operations and research. Its goal is to increase interdisciplinary collaboration between scholars and practitioners and policymakers with an interest in this domain. For more information, please contact us at communications@information-professionals.org. Or, connect directly with The Cognitive Crucible podcast host, John Bicknell, on LinkedIn. Disclosure: As an Amazon Associate, 1) IPA earns from qualifying purchases, 2) IPA gets commissions for purchases made through links in this post.

Colonel Frank Wendling '82 is a retired U.S. Marine Corps officer and Naval Aviator with a distinguished 29-year career. Commissioned in 1989, he became a CH-53E helicopter pilot in 1992 and served in multiple operational, instructional, and command roles, including deployments with the 26th MEU, combat service during Operation Iraqi Freedom, and command of Marine Heavy Helicopter Squadron 463. He held senior planning and joint leadership positions across the Pacific and Korea, commanded the Marine Corps Embassy Security Group worldwide, and later served in senior education and training oversight roles. A graduate of the Air Command and Staff College, School of Advanced Air and Space Studies, and Naval War College, he earned multiple master's degrees and accumulated over 3,675 flight hours. Highly decorated for his service, he retired in 2018, transitioned into private-sector leadership, and now works as a keynote speaker.

Open phones on recall, Venezuela and other issues, Open for Business with Randal Lee from Advanced Air, D62 quiz, more emails of the day.

Michael Letts joins me from InvestUSA and he works to help get ballistic vest to police. Discussion on thwarted Islamic attack in Michigan. Open for Business, Randal from Advanced Air. Open phones, emails of the day

General Tom Bussiere, the commander of Air Force Global Strike Command, discusses the modernization of the nuclear triad, including the challenges and progress of the Sentinel system, updates on the B-21 program, and the importance of long-range stand-off capabilities. He emphasizes the need for support and understanding of the nuclear enterprise and shares insights on recent operations and future goals. Gen. Thomas A. Bussiere is Commander, Air Force Global Strike Command and Commander, Air Forces Strategic - Air, U.S. Strategic Command, Barksdale Air Force Base, Louisiana. AFGSC provides strategic deterrence, global strike capability, and combat support to USSTRATCOM and other geographic combatant commands. The command is comprised of more than 33,700 professionals operating at two numbered air forces; 12 active duty, Air National Guard, and Air Force Reserve wings; and the Joint Global Strike Operations Center. Weapons systems assigned to AFGSC include all U.S. Air Force intercontinental ballistic missiles and bomber aircraft, UH-1N helicopters, E-4B National Airborne Operations Center aircraft, and the U.S. Air Force NC3 weapons system. Gen. Bussiere is a 1985 distinguished graduate of Air Force ROTC from Norwich University. He has held a variety of flying, staff and command assignments including the Deputy Director for Nuclear, Homeland Defense and Current Operations, Joint Staff; Inspector General, Headquarters, AFGSC; Advanced Programs Division, Headquarters, Air Combat Command and duty as the Deputy Chief of Staff, Multi-National Force-Iraq, Camp Victory, Baghdad. He commanded the 325th Bomb Squadron, 13th Bomb Squadron, 509th Operations Group and the 509th Bomb Wing at Whiteman AFB, Missouri. He also served as the Commander, Alaskan Command, United States Northern Command; Commander, Eleventh Air Force, Pacific Air Forces; and Commander, Alaskan North American Aerospace Defense Command Region, Joint Base Elmendorf-Richardson, Alaska; Commander, Eighth Air Force; Commander, Joint-Global Strike Operations Center, Barksdale AFB, Louisiana, and Commander, Joint Functional Component for Global Strike; Commander, Task Force 204, U.S. Strategic Command, Offutt AFB, Nebraska. Gen. Bussiere is a graduate of the School of Advanced Air and Space Studies and the U.S. Army War College Advanced Strategic Arts Program. Prior to his current position, Gen. Bussiere served as Deputy Commander, USSTRATCOM. Gen. Bussiere is a command pilot with more than 3,400 hours in the T-38 Talon, F-15C Eagle, B-2A Spirit, B-1B Lancer and F-22 Raptor. He led F-15C combat missions during operations Southern Watch and Vigilant Warrior and B-2 combat missions during operations Allied Force and Iraqi Freedom. Socials:Follow on Twitter at @NucleCastFollow on LinkedIn: https://linkedin.com/company/nuclecastpodcastSubscribe RSS Feed: https://rss.com/podcasts/nuclecast-podcast/Rate: https://podcasts.apple.com/us/podcast/nuclecast/id1644921278Email comments and topic/guest suggestions to NucleCast@anwadeter.org

John Leake, author of Vaccines: Mythology, Ideology, and Reality. Good talk, partnered with Dr. Peter McCullogh on this. Open phones then Open For Business with Randal from Advanced Air.

Pet care costs are rising—but Idlewire Pet Care in South Ogden (801-479-3000) is keeping quality pet boarding affordable. They now offer hospital-grade air purification for dogs at no extra cost. Peace of mind for you, clean air for your pup. Learn more: https://idlewire.com/pet-lodging Idlewire Pet Care City: South Ogden Address: 5583 Harrison Blvd Website: https://idlewire.com/ Phone: +1 801 479 3000 Email: info@idlewire.com

Kevin Starrett joins me from Oregon Firearms Federation. We talk about the lack of GOP fight against the Democrats in Salem, no denial of quorum in the works. Kevin explains why it failed last time, and later Open For Business with Randal fm Advanced Air.

Leah Vukmir from National Taxpayers Union with more on why HB 2385 in Oregon needs opposed. Supposed to help poor people get pharma drugs cheap, but bad, bad, policy. Open for Business with Randal at Advanced Air, emails of the day and more.

Historia Jared Knott, author of a 2nd version of TINY BLUNDERS, BiG DISASTERS. Open for Business with Randal at Advanced Air, the latest deals, how tariffs might affect the industry and other news.

Calls in reaction to education topic then Capt. William E. Simpson from Wild Horse Fire Brigade - Wildfire and the problem with lack of deer, elk. Open for Business with Randal from Advanced Air and some open talk later.

Rob Schlapfer from the Oregon Education Project - working to take the woke out of OR education, we talk the miserable stats in the school, a meeting for Saturday, how you can get involved. Open for Business, hot deals, staying warm Advanced Air and Randal

Open phones for Wheels Up Wednesday, Open for Business with Randal from Advanced Air, special deals and tech tips and more. Additional open phones wrap the show.

The International Space Station will be decommissioned in 2030 and crash down into the Pacific Ocean, ending more than three decades of international cooperation. Launched in the wake of the Cold War, the ISS is seen as a triumph of global diplomacy between the US, Russia and other nations. Its demise will mark the end of an era.Nasa has awarded contracts to commercial companies to develop potential successors to the ISS, and maintain a U.S. presence in low earth orbit. Meanwhile Russia and India have said they plan to launch their own individual stations, and China has already got its own space station, Tiangong. As the era of the International Space Station nears its end, this week on The Inquiry, we're asking ‘What happens after the International Space Station?' Presenter: Tanya Beckett Producer: Matt Toulson Researcher: Kirsteen Knight Editor: Tara McDermott Technical Operator: Ben HoughtonContributors: Jennifer Levasseur, Museum Curator at the Smithsonian Institution's National Air and Space Museum, Washington D.C., USMark McCaughrean, former Senior Advisor for Science & Exploration at the European Space Agency and astronomer at the Max Planck Institute for Astronomy, Heidelberg, GermanyMai'a Cross, Professor of political science at Northeastern University, and director for the Center for International Affairs and World Cultures, Massachusetts, USWendy Whitman Cobb, Professor of strategy and security studies at the School of Advanced Air and Space Studies, Alabama, USCREDIT: State of the Union address, 1984; Courtesy Ronald Reagan Presidential Library

Open phones, many reactions to the ROC recovery center talk, people and their struggles with addictions, experiences, Open for Business, Advanced Air and Randal is on with the latest buys.

Two NASA astronauts named Butch Wilmore and Suni Williams, are currently stuck in space. The pair launched in the Boeing Starliner earlier this year.  Malfunctions have delayed their return from what was originally meant to be an 8 day trip to the International Space Station. Now, they may not be back on Earth until February. And – most galling for Boeing: They may have to hitch a ride with its competitor, SpaceX. So, what exactly happened with Boeing's new spacecraft? And what will it take to get the Boeing Starliner back on Earth? Guests: Jim Hermanson, Professor of Aeronautics and Astronautics at the University of Washington Dr. Wendy N. Whitman Cobb, Professor of Strategy and Security Studies at the School of Advanced Air and Space Studies  Relevant links: AP News: Could 2 NASA astronauts be stuck at the space station until next year? Here's what to know The Conversation: Boeing's Starliner launches toward the International Space Station − an important milestone for commercial spaceflight See omnystudio.com/listener for privacy information.

Mark Seligman, HD3 Democrat state rep candidate. Mark is not a fan of the Lily Morgan sponsored petition to recall Jo County Commissioner John West commented so at Gold Hill city meeting. Open for business, great tips and money-saving with Advanced Air!

In this episode, Dean "GOGS" Valentini takes us on his journey from accidental career choices to intentional financial freedom. Learn how his disciplined mindset and resilience have guided him through numerous challenges, and gain insights on how you can achieve financial freedom and success in your own career.   Key takeaways to listen for What is the role of a flight test engineer in the US Air Force? Benefits of having a clear vision and goals in achieving financial freedom Challenges and rewards of transitioning from military to civilian life Strategies for maintaining motivation and resilience in the face of failure The value of accountability and intentionality in personal growth and career success   Resources U.S. Air Force Test Pilot School BiggerPockets VA Home Loan Program The House Hacking Strategy by Craig Curelop | Paperback, Hardcover, and Kindle Vivid Vision by Cameron Herold | Paperback, Hardcover, and Kindle SpaceX Empire Test Pilots School Lockheed Martin  Raytheon Technologies Northrop Grumman   About Dean "GOGS" Valentini Dean "GOGS" Valentini is a Computer Engineer and Experimental Flight Test Engineer with the United States Air Force. He currently serves as Chief of Test for a rapid acquisition squadron in Denver, Colorado. Leading a team of test professionals, he manages the planning and execution of diverse programs, delivering urgent solutions for the warfighter in weeks.   A graduate of the USAF Test Pilot School, Dean has eight years of experience in both Developmental and Operational Tests. He holds a B.S. in Computer Engineering and an M.S. in Electrical Engineering from the University of Rhode Island. His notable project involved the first-ever flight test of an advanced machine-learning algorithm for RF systems.   In his personal time, Dean is a health and fitness enthusiast, passionate about leadership and growth, and a blockchain and gaming nerd. He is also an aspiring real estate investor, avid outdoorsman, and traveler, often accompanied by his Australian Shepherd mix, Bulleit.   Connect with Dean LinkedIn: Dean "GOGS" Valentini   Connect with Us Website: Angel Flight West LinkedIn: Alan Underwood  YouTube: Plane Success Instagram: @thealanunderwood Facebook: Alan Underwood

Open phones on various topics to start and an Open for Business from Advanced Air, only 80 bucks gets you a second opinion on a repair today...big credits available on new units and more.

Jackson County for all...the Democrat-pushed charter changes. We discuss the scheme with Mr. X, friend of the show and researcher. Open for Business follows with Randal at Advanced Air and we talk the deals, regulation pushing up prices, act quickly.

A year ago, Joe Martel found himself in a rut. His company, Advanced Air Conditioning and Heating in Cedar Park, TX, was doing well, but Joe knew it could be doing better. Personally, he was feeling unfulfilled, as well. He called his CertainPath coach to leave the organization. That one, simple conversation changed the trajectory of the business and rekindled Joe's personal ambition.During this interview, Joe will share the details of that conversation. And he will explain the incredible changes he made to Advanced Air Conditioning and Heating over the next eight months. It spurred tremendous growth. Sales jumped from $1.6MM to (at the time of this interview) a projected $2.4MM+, and profits jumped from 8% to 13%.Over the course of this interview, Joe talks about…· How a rebrand, including truck wraps, has stimulated calls.· What his new mindset is when approaching the business.· How his focus on gross margin has helped stimulate his top and bottom line growth· Why training is so important to his company.· How often he meets with his CertainPath coach and why.· How he's attracting top talent from outside the industry.· And so much more!Show NotesThe Successful Contractor Podcast is a part of the CertainPath family. CertainPath builds successful home service businesses—and has for 25 years. We do it by providing contractors with a proven path to success, professional coaching, software solutions, and a member community of 1,100+ strong. Doubling your sales, with a 20% net profit, and an inspiring company culture is ALL possible. Let us show you the way.With CertainPath, Success is Made Certain. Visit www.mycertainpath.com for more information.FOLLOW CERTAINPATH: Facebook: https://www.facebook.com/CertainPath Linkedin: https://www.linkedin.com/company/certainpath Instagram: https://www.instagram.com/certainpath/Thank you to our sponsors:Dynamic Air Quality Solutions - Since 1982, Dynamic has been the leader in designing, manufacturing, and distributing IAQ products to the commercial and residential markets through authorized HVAC contractors. CertainPath members receive the exclusive value add Clean Air Defense System private label to drive your brand in the market you serve. Our commitment starts with support. We provide you with World Class Industry Leading technical and communications training, face to face and online. Become a Clean Air Defense System Indoor Air Quality partner and dominate your market! Visit CleanAirDefenseSystem.com for more information.Synchrony – Ever wonder how to calculate your true cost of financing and how to fit the price of financing into your business and pricing for products and services? In Synchrony's new and improved Toolbox website you can easily calculate your Cost of Credit, view educational videos and learn more about Synchrony's digital tools. Simply to go toolbox.syf.com to explore and learn more.Minuteman Press-Des Peres. Minuteman Press-Des Peres is your preferred print, marketing, and direct mail service provider, helping CertainPath members grow their business since 2001. Through their knowledge and experience with the programs, you will receive a fast turnaround and satisfaction guarantee on price guides, inspection forms, club materials and much more. In addition to specializing in your proprietary tools, Minuteman Press-Des Peres also provides custom design services, templates, and a wide range of promotional items to help you market your residential business. Like you, they are committed to your success! Minuteman Press-Des Peres is the ONLY Minuteman location affiliated with the CertainPath Partner network, providing member rebates & discounts. Contact Denise today for more information at 877-203-4769, ext 301.

Open phones - Is strengthening the county the way to prevail against the intrusions? That and other topics during the open phone segment, Open for Business, Randal from Advanced Air with all the latest, open phones and emails to wrap.

Market update with Ron Gordon (sign up for his AI event tomorrow - 541-734-0070) Open phones on the issues of the day, Open for Business with John and Randal from Advanced Air...big rebates and savings and more.

Welcome to the latest episode in a special series of the Resoundingly Human podcast, recorded in person at the 2023 INFORMS Annual Meeting in Phoenix. For this episode I am joined by Hamsa Balakrishnan with MIT. Hamsa is delivering the keynote session, “Advanced Air Mobility: Are We There Yet?” and she is joining me today to explore this topic.

In this episode, US Air Force Lieutenant Colonel Alex Moon joins me to talk about some interesting family connections to World War II history and we talk about the bombers and bomber crews in the European Theater, the unique challenges these young men faced with their very dangerous missions, and there is a lot of overlap between these stories and the ones told in earlier episodes with Jane Gulliford Lowes (ep. 20, A Day in the Life of an RAF Bomber Crew), Dr. Luke Truxal's episode on Schweinfurt and Regensburg (ep. 79), and the previous episode with Dr. Rich Muller (ep. 80) who served as Lt.Col. Moon's thesis supervisor at the School of Advanced Air and Space Studies (SAASS). There will also be some overlap with the next two episodes (ep. 82) featuring Dr. John Curatola and (ep. 83) Graham Cross. Links Grin 'n Bear It: The Effects of Strategic Decisions on Eighth Air Force Bomber Crews from October 1943 to February 1944 by Alex Moon (https://aul.primo.exlibrisgroup.com/discovery/delivery/01AUL_INST:AUL/1295444870006836) --- Send in a voice message: https://podcasters.spotify.com/pod/show/mother-of-tanks/message

In this episode, Dr. Rich Muller talks about the aerial defense of Germany during World War II, and how the German Luftwaffe was supplied, manned, attrited and replenished / reconstituted throughout the war and what that meant for the Allies and Allied Air Forces, We also talk a bit about the School of Advanced Air and Space Studies, SAASS, which is the US Air Force's version of SAMS (the School of Advanced Military Studies) in the Army and SAW (the School of Advanced Warfighting) in the Marine Corps. Links The Luftwaffe Over Germany: Defense of the Reich by Donald Caldwell and Richard Muller (https://www.amazon.com/Luftwaffe-Over-Germany-Defense-Reich/dp/1848327412) --- Send in a voice message: https://podcasters.spotify.com/pod/show/mother-of-tanks/message

In 2018, I was invited to be a speaker at a conference in the Midwest. Before I got on the stage to present my keynote, the session before me was talking about a new concept that I remember briefly hearing about as a student at Embry-Riddle, Advance Air Mobility (AAM). The speaker mentioned how AAM is the future of aviation, and that it will revolutionize air travel as we know it. AAM is known as the development, integration, and utilization of new airborne transportation systems, typically involving electric vertical takeoff and landing (eVTOL) aircraft, drones, and other innovative aerial vehicles. These systems are designed to operate in urban, suburban, and rural environments. Since that conference in 2018, so many developments have transpired in this sector. Key Features of the AAM sectors include; eVTOLs: These are aircraft that can take off and land vertically like a helicopter but transition to forward flight like a plane, predominantly powered by electric propulsion.Urban Air Mobility (UAM): A subset of AAM focusing on urban environments. UAM seeks to alleviate ground traffic congestion by taking advantage of the airspace above cities.Decentralized Infrastructure: Instead of large central airports, AAM emphasizes smaller vertiports or landing pads scattered throughout urban and suburban areas.Autonomous Operations: While initial operations may have human pilots, the goal for many AAM solutions is to eventually operate autonomously, which will require advanced autonomous flight systems and robust air traffic management solutions. The AAM sector on a global scale was valued at $8.2 billion in 2022. It is expected to grow at a Compound Annual Growth Rate (CAGR) of 20% by 2032 with a valuation to reach about $68.1 billion. Furthermore, investments in AAM have reached $4.8 billion in 2021, with new innovative companies launching each year in pursuit of the next successful eVTOL to hit the market. Specifically, there are over 200 companies globally in the race to develop eVTOL aircraft. The primary driver in the AAM sector is the Urban Air Mobility market which is projected to rise from 3.8 billion to 38.5 billion by 2030. In terms of women in this sector, McKinsey & Company shared on its blog this year how women are advancing in Future Air Mobility (FAM). Here are a few key points the blog shared. Sustainable aviation saw the biggest improvement in gender diversity, with the number of women and nonbinary people increasing from 13 percent to 18 percent.Other segments, including manned advanced air mobility/eVTOL vehicles and small drones, showed smaller gains.Companies that develop supersonic and hypersonic technology regressed, with the number of women and nonbinary people falling from 23 percent to 20 percent, although the small sample size means that the departure of a few senior leaders could sway the numbers in a meaningful way.Among regions, North America has the most diverse leadership teams in both gender (20 percent female or nonbinary) and ethnic diversity—defined as the non-majority group in a company's home country (18 percent).Technical roles have seen the biggest increase in diversity for both genders (going from 5 percent to 14 percent female or nonbinary) and people from ethnic minorities (going from 12 percent to 16 percent).Despite this progress, women and nonbinary people remain significantly underrepresented in technical roles at FAM companies, as they are in many other industries. Our special guest who will launch us into season five of the AVIATE with Shaesta podcast is Elan Head, a familiar voice in AAM. Elan is an award-winning journalist specializing in aviation and technology. Head currently serves as the Senior Editor at The Air Current and continues to be a respected journalist in the industry covering several developments and breaking news in AAM. Elan is a Commercial Helicopter Pilot and an FAA Gold Seal flight instructor with helicopter and instrument helicopter ratings. Elan joins us to share her unexpected start in aviation and how she turned her passion for flight and journalism into a career that she truly enjoys.

Ron GOrdon has the financial news, Election Integrity expert Dr. Douglas Frank...interesting talk on where it has gone wrong, and how can we actually start running our elections locally? Open for business with Randal at Advanced Air, your calls, more.

Ron Gordon has the latest market news, Michael ONeill with the Landmark Legal Foundation explains the impeachment inquiry ins and outs,, Open for Business today with Randal from Advanced Air...we talk importance of maintenance, repair or replace??

Philip Butterworth-Hayes is publisher and editor of Unmanned Airspace.info, the world's first internet-based information portal dedicated to the global community of UTM and C-UAS system providers and operators.  The site provides daily news on UTM and C-UAS development and deployments, alongside a glossary of system providers and current plans of states and agencies to deploy systems worldwide. Philip has extensive experience as a consultant and writer specializing in air traffic management, aviation safety, military and civil aviation issues. He was formerly Managing Editor of Jane's Transport Press and editor of Jane's Airport Review, Jane's World Airlines, Jane's Defense Industries and Jane's Aircraft Component Manufacturers. He has been the Director of Communications and Strategy at the Civil Air Navigation Services Organization in Amsterdam and is currently the editor of Skyway, the official journal of EUROCONTROL, the European Organization for the Safety of Air Navigation. He is the editorial director of PMI Media Limited, specialist contract publishers for the defense and aerospace industries, whose clients have included the European Defense Agency and Airbus Defense and Space. He is also a regular contributor on ATM and aviation safety issues to global broadcast and print media, including the BBC, CNN and the Wall Street Journal. In this episode of the Drone Radio Show, Philip highlights five trends shaping urban air mobility today and he talks about some of the communities that are leading the way in air mobility.

As we prepare to kick off Season 4, by popular demand and return of the favor today Brian interviews Bill! Bill Allison is Professor of History and former chair of the Department of History at Georgia Southern University. He started his academic career as an assistant professor at the University of St. Francis (Indiana) and then spent several years at Weber State University. Bill earned a BA and MA in History at East Texas State University and took his PhD at Bowling Green State University, where he started as a diplomatic historian before embracing military history. He has done several stints in professional military education, first as a Visiting Professor in the Department of Strategy and International Security at the USAF Air War Colle,ge followed by a Distinguished Professorship in Military History at the USAF School for Advanced Air and Space Studies. From 2012-2014, he was General Harold K. Johnson Visiting Chair in Military History at the US Army War College. Bill is the author of several books, including My Lai: An American Atrocity in the Vietnam War (Johns Hopkins), Military Justice in Vietnam: The Rule of Law in an American War (University Press of Kansas), and The Gulf War, 1990-1991 (Palgrave). His first book, American Diplomats in Russia: Case Studies in Orphan Diplomacy, 1916-1919 (Praeger) was published in 1997. He is co-author with Janet Valentine and the late Jeffrey Grey of American Military History: A Survey from Colonial Times to the Present (Routledge), which is now in its third edition. Bill's professional service is a sign of his dedication to our profession. He is a former Trustee and Vice-President of the Society for Military History and was awarded the Society's Edwin Simmons Award for Distinguished Service in 2019. He has served on the editorial board of the Journal of Military History and is series editor for Routledge's Critical Moments in American History Series and Modern War Studies at the University Press of Kansas. In 2014, he was awarded the Department of the Army's Meritorious Public Service Medal. In June 2023, Bill served as the Program Director at the Society for Military History Summer Seminar in Military History, held at the National WWII Museum in New Orleans, and he is a current member of the Department of the Army's Historical Advisory Subcommittee. Join us for a fun and interesting chat with one of the co-hosts of Military Historians are People, Too! We'll talk growing up in East Texas, Vietnam, music, guitars, blocked algebra memories, reinventing yourself, and Rudy's BBQ in Texas! Rec.: 08/18/2023

Part two of the conversation with Dr. Glen Gumaer working toward a class action suit against the City of Medford re the Red LIght Camera. Open for business with Randal from Advanced Air...is your HVAC really faily in the heat? Maybe not@

Ron Gordon has the financial news report and then open phone calls and topics followed by Randal from Advanced Air in Open for Business

The Cognitive Crucible is a forum that presents different perspectives and emerging thought leadership related to the information environment. The opinions expressed by guests are their own, and do not necessarily reflect the views of or endorsement by the Information Professionals Association. During this episode, Dr. Andy Whiskeyman and Dr. Mike Berger return to the podcast to discuss the importance of adequately resourcing operations in the information environment (OIE) activities. Financial disparities beget capability disparities and ultimately information effects disparities. To solve the problem, Mike Berger recommends leaders start with a mindset shift. Andy Whiskeyman believes that leaders need to modify expectations related to information effects; Andy also believes there's an organizational component to solving the problem. Resources: Cognitive Crucible Podcast Episodes Mentioned #139 Austin Branch and Andy Whiskeyman on Phoenix Challenge London #137 Vic Garcia and Mike Berger on Information Operations and Intelligence #151 Daniel Runde on Chinese Soft Power #150 Jill Goldenziel on China and the Philippines Axis of Disinformation: Propaganda from Iran, Russia, and China on COVID-19 by Andy Whiskeyman and Mike Berger Analogies at War: Korea, Munich, Dien Bien Phu, and the Vietnam Decisions of 1965 by Yuen Foong Khong Link to full show notes and resources https://information-professionals.org/episode/cognitive-crucible-episode-153 Guest Bio:  Dr. Andrew Whiskeyman, COL USA(ret.), CHEP is an associate professor at the National Defense University's College of Information and Cyberspace where he teaches and researches on the topics of leadership, disruptive technology, information warfare, deception, and strategic foresight. He is a professor of practice with the University of Maryland (UMD)'s Applied Research Laboratory for Intelligence and Security (ARLIS), where is helps coordinate the Phoenix Challenge Series of international Information conferences.  He has lectured internationally on the use of information as an element of power. He is also the CEO and co-founder of JASSA Professional Services, providing expert advice on organizational leadership, strategic foresight, and disruptive innovation.  Prior to his retirement from Active Duty, he served as the Chief of the Information Operations Division (J39) within the U.S. Central Command (CENTCOM) Operations Directorate J3 located at Macdill AFB, Florida.   His penultimate assignment was as the Chief of Cyber Strategy for the CENTCOM Joint Cyber Center (JCC). COL Whiskeyman served as an active-duty Army officer for over 28 years. His first assignment was to Misawa AB, Japan as an enlisted military intelligence Soldier. He then went to Officer Candidate School (OCS) and commissioned into the basic branch of Air Defense Artillery. In 2007, he transitioned to the Information Operations functional area (FA30). He has deployed five times: Kosovo (KFOR 3B - 2001/02), Afghanistan (3 times - 2004, 2006/07, and 2012/13), and Iraq (2008/09). He also has numerous shorter trips into the Middle East theater of operations including return trips to Iraq and Afghanistan.  He is a graduate (and plank owner) of the Marine Corps Expeditionary Warfare School (EWS - 2004), Air Command and Staff College (ACSC - 2011 in residence), and the School of Advanced Air and Space Studies (SAASS XXI - 2012). He is the first Soldier with the Advanced Strategic Planning and Policy Program (ASP3) to earn his PhD (Military Strategy, Air University 2015). In the community, he has been active in Parish ministry for over 15 years, he is a past Grand Knight with the Knights of Columbus, and has started and led multiple Exodus fraternities (in person and virtual) for the past 5 years. He is a co-founder of the Tampa Bay Catholic Business Forum. He has been married for over 28 years and has four children, three dogs, and a turtle. Dr. Mike Berger is Chief of Research for the Information Warfare organizational unit (OU) in Peraton's Cyber Mission Sector. In this capacity, he serves as the lead for analysis and assessments for the Operational Planning, Implementation, and Assessment Services (OPIAS) contract—the largest information warfare support contract in the US Government (USG). Dr. Berger oversees primary source research, personnel, and operational assessments supporting information operations (IO) / irregular warfare (IW) activities across OPIAS's supported Geographic Combatant Commands (GCCs) and USG agencies. Through the course of his work, Dr. Berger has established and successfully managed the most expansive foreign audience opinion research portfolio in the Department of Defense, including over 700,000 survey interviews, 600 focus groups, and 2,000 elite interviews in a variety of sensitive locations across the globe. A central focus of his research includes illuminating the current challenges faced by America and its partners in the information environment. Dr. Berger holds a PhD in International Relations from the University of St. Andrews (Scotland, United Kingdom). He enjoys establishing new research projects, leveraging new technologies to enhance data analysis, and developing operational assessment teams in support of forward deployed warfighters. About: The Information Professionals Association (IPA) is a non-profit organization dedicated to exploring the role of information activities, such as influence and cognitive security, within the national security sector and helping to bridge the divide between operations and research. Its goal is to increase interdisciplinary collaboration between scholars and practitioners and policymakers with an interest in this domain. For more information, please contact us at communications@information-professionals.org. Or, connect directly with The Cognitive Crucible podcast host, John Bicknell, on LinkedIn. Disclosure: As an Amazon Associate, 1) IPA earns from qualifying purchases, 2) IPA gets commissions for purchases made through links in this post.

Ron Gordon from Edward Jones has the market update, Scott Shepard from the Free Enterprise Project - they are going after Target wokey-pokey via shareholder action. Open for Business with Randal from Advanced Air, too.

The American non-profit is dedicated to educate and advocate for the broadest public benefit through the AAM ecosystem globally. In this episode, Dan talks more about his background and he came to be involved in the industry, before sharing more details about the AAM Institute, the value non-profits can bring to the AAM space and what him and the team have in store for later this year.

Market action from Ron Gordon at Edward Jones, Jac Co Clerk Chris Walker responds to Sen Linthicum concerns about election records, open phones, open for Business with Randal at Advanced Air.

Although China won't admit it, its huge balloon hovering over the United States, in plain view of ordinary Americans, was a huge geopolitical blunder. To boot, that we shot it down and were able to confirm it was equipped with spying equipment, which negated their claim that it was just a weather balloon, internationally undermined their credibility. But we have had our own share of blunders. First, we sent reconnaissance balloons over the Soviet Union, until they told us to stop it. Second, our "weather" plane (no doubt similar to China's "weather" balloon), was shot down over the Soviet Union. This is the infamous story of the U-2 spy plane, which became a major embarrassment for the Eisenhower administration. To get the full U-2 story and much more about aerial reconnaissance, I spoke with Dr. Tim Schultz, Associate Dean of Academics at the US Naval War College. Prior to this, Dr. Schultz served as the Dean of the United State Air Force School of Advanced Air and Space Studies. And prior to his teaching career, he was a U-2 pilot. Dr. Schultz is a retired colonel of the United States Air Force and was the Commander of the 1st Expeditionary Reconnaissance Squadron, which is a U-2 combat squadron. He is the author of Air Power in the Age of Primacy: Air Warfare since the Cold War - a 2021 book; and also The Problem with Pilots: How Physicians, Engineers, and Airpower Enthusiasts Redefined Flight - a 2018 book. To learn more about Dr. Schultz, you can visit his academic homepage. In addition, below are links to two fascinating episodes: S3E2: U.S. Stealth Bombers & Air Superiority, Dr. Melvin Deaile S2E36: China's Leaders: Overreaction & Overreach, Dr. Susan Shirk I hope you enjoy these episodes. Adel Host of the History Behind News podcast HIGHLIGHTS: get future episode highlights in your inbox. SUPPORT: please click here and join our other supporters in the news peeler community. Thank you.

Many Americans were taken by surprise when a whole new branch of the military - the U.S. Space Force - was launched during the Trump administration. But this branch of the military wasn't created on a whim, and its mission is more complicated than you might expect. On this episode, we unpack the history of the militarization of space, the creation of the Space Force, and ask the question: is it here to stay? Our guest is Dr. Wendy Whitman Cobb, Associate Professor of Strategy and Security Studies at US Air Force School of Advanced Air and Space Studies.CLICK HERE TO DONATE TO CIVICS 101 - WE CAN'T MAKE THE SHOW WITHOUT LISTENERS LIKE YOU!

Eric and Eliot welcome John Maurer, Professor of Strategy and Security Studies at the School of Advanced Air and Space Studies at Air University in Alabama and author of Competitive Arms Control, Nixon, Kissinger and SALT, 1969-1972 (Yale University Press, 2022). They discuss the competitive and cooperative approaches to arms control, interagency deliberations and conflicts in the Nixon Administration, the motivations and policies of Richard Nixon, Henry Kissinger, and especially Secretary of Defense Melvin Laird. They also talk about the action-reaction model of the arms races and the role of arms control in providing arms race stability and crisis stability to the superpower nuclear arms competition. They conclude with a discussion about how the Nixon Administration's experience with arms control illuminates the subsequent history of Cold War arms control, as well as how that history augurs for the future of arms control in the very different circumstances of today's great power competition. Shield of the Republic is a Bulwark podcast co-sponsored by the Miller Center of Public Affairs at the University of Virginia. Email us with your feedback at shieldoftherepublic@gmail.com. Competitive Arms Control: Nixon, Kissinger, and SALT, 1969-1972 (https://www.amazon.com/Competitive-Arms-Control-Kissinger-1969-1972/dp/0300247559) Book Review Roundtable: Cult of the Irrelevant by John Maurer, et al (https://tnsr.org/roundtable/book-review-roundtable-cult-of-the-irrelevant/) John Maurer in War on the Rocks (https://warontherocks.com/author/john-maurer/) Learn more about your ad choices. Visit podcastchoices.com/adchoices

Eric and Eliot welcome John Maurer, Professor of Strategy and Security Studies at the School of Advanced Air and Space Studies at Air University in Alabama and author of Competitive Arms Control, Nixon, Kissinger and SALT, 1969-1972 (Yale University Press, 2022). They discuss the competitive and cooperative approaches to arms control, interagency deliberations and conflicts in the Nixon Administration, the motivations and policies of Richard Nixon, Henry Kissinger, and especially Secretary of Defense Melvin Laird. They also talk about the action-reaction model of the arms races and the role of arms control in providing arms race stability and crisis stability to the superpower nuclear arms competition. They conclude with a discussion about how the Nixon Administration's experience with arms control illuminates the subsequent history of Cold War arms control, as well as how that history augurs for the future of arms control in the very different circumstances of today's great power competition. Shield of the Republic is a Bulwark podcast co-sponsored by the Miller Center of Public Affairs at the University of Virginia. Email us with your feedback at shieldoftherepublic@gmail.com. Competitive Arms Control: Nixon, Kissinger, and SALT, 1969-1972 (https://www.amazon.com/Competitive-Arms-Control-Kissinger-1969-1972/dp/0300247559) Book Review Roundtable: Cult of the Irrelevant by John Maurer, et al (https://tnsr.org/roundtable/book-review-roundtable-cult-of-the-irrelevant/) John Maurer in War on the Rocks (https://warontherocks.com/author/john-maurer/) Learn more about your ad choices. Visit podcastchoices.com/adchoices

Brigadier General Jason M. Rueschhoff is the Commander, 56th Fighter Wing, Luke Air Force Base, Arizona. The wing's mission is to train the world's greatest fighter pilots and combat ready Airmen. As part of Air Education and Training Command, and home to 26 squadrons with both F-16 Fighting Falcon and F-35A Lightning II aircraft, the 56th FW is the largest fighter wing in the Air Force and graduates more than 105 F-35 pilots, 188 F-16 pilots and 300 air control professionals annually. Additionally, the 56th FW oversees the Gila Bend Air Force Auxiliary Field and is steward of the Barry M. Goldwater Range, a military training range spanning more than 1 million acres of Sonoran desert. General Rueschhoff earned his commission and Bachelor of Science degree from the United States Air Force Academy in 1997.  He holds three Masters Degrees; one in Military Operational Art and Science, one in Airpower Art and Science, and one in Strategic Studies.  General Rueschhoff has commanded at the squadron, group and wing level. General Rueschhoff is a graduate of the School of Advanced Air and Space Studies and of the United States Air Force Weapons School.  He is a command pilot with over 2,800 hours in the F-35A, A-10A/C and AH 64-E, including 267 combat hours.  He has flown in Operations SOUTHERN WATCH, ENDURING FREEDOM, and IRAQI FREEDOM and conducted contingency planning in Operations TOMODACHI, FREEDOM's SENTINEL, and INHERENT RESOLVE.***Follow the Greg Krino Show here...GregKrino.comYouTubeInstagramFacebookTwitterLinkedInIf you enjoyed the podcast, please leave a 5-star rating and friendly comment on your podcast app. It takes only a minute, and it really helps convince popular guests to join me.If you have comments or ideas for the show, please contact me at gregkrinoshow@gmail.com.

Flames and destruction in the Ukrainian capital after Russia unleashes its heaviest air strikes since the invasion. A key adviser to President Volodymyr Zelensky joins to discuss the implications for the war. Also, new images and emails undercut former President Trump's attempts to blame the federal government for the classified documents found at Mar-a-Lago. Plus, a state of emergency is now in effect in New York City as officials struggle to house thousands of migrants bussed by Republicans.To learn more about how CNN protects listener privacy, visit cnn.com/privacy

President Biden is vowing to send advanced air defense systems to Ukraine after Russia's Vladimir Putin unleashed a widespread and deadly barrage of missiles on civilian targets and infrastructure sites in cities across the entire country. We've heard analysts say Putin has backed himself into a corner. So is this him trying to bomb his way out? And police in Savannah, Georgia say they're not ruling anything or anybody out as the search for missing toddler Quinton Smith enters the sixth day. We have the latest on the search for answers.