Podcasts about Air University

In this special presentation, Lt. Gen. Tony Bauernfeind '91, USAFA's 22nd superintendent, shares an inside look into cadet development and answers graduate questions. Hosted by Lt. Col. (Ret.) Naviere Walkewicz '99, this episode dives into the Academy's mission and how it is preparing our nation's future warfighters.   FULL TRANSCRIPT SPEAKERS Guest:  Lt. Gen. Tony Bauernfeind '91  |  Host:  Lt. Col. (Ret.)Navire Walkewicz '99   Naviere Walkewicz This special edition of the Air Force Gradcast is a production of the Long Blue Line Podcast Network, presented by the U.S. Air Force Academy Association & Foundation. I'm your host, Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. We're honored to feature the superintendent of the United States Air Force Academy, Lt. Gen. Tony Bauernfeind, Class of '91. In this presentation, Gen. Bauernfeind will share important updates on current initiatives and developments at our Air Force Academy. Following his remarks, he and I will sit down for a conversation, during which he'll respond to questions submitted by graduates in our alumni community. So now, without further ado, Gen. Bauernfeind. Thank you for being here, sir.   Gen. Bauernfeind Well, Naviere, thank you so much for allowing us to come and share our story of our wonderful Air Force Academy. And thank you as well to the Association of Graduates and the Foundation for all of the incredible support that we receive to develop our future leaders into the warrior leaders that we need on Day 1 in our Air Force and Space Force.   Naviere Walkewicz Yes, sir, we are grateful you're here, and we can't wait to hear what you're able to share with us today, sir, so we can jump ahead if you're ready.   Gen. Bauernfeind Wonderful. So I would like to share with you an updated mission brief of where we are going at the United States Air Force Academy. And during this time, I'd like to share not only our leadership team that's taking on the transformation that has been mandated, but also to update our alumni on our mission, our vision, our priorities and our mission sets, as well as talk about how we are creating warfighters, leaders of character and quality, and critical thinkers, and provide an update of how we are transforming this amazing institution to develop those warrior leaders that we need to keep our adversaries at bay. So as always, I'd like to start all briefings with a little video that highlights what our cadets are doing and our incredible public affairs team and video team put together the following video that shows what our cadets have been doing over the last six months... ...So you can see that our cadets have been absolutely busy over the last few months, and I can attest that this summer is they brought the problems up even more and are bringing even more energy to their training, their education, their development. But let me first talk about the amazing team at the senior leadership levels at the United States Air Force Academy, because we cannot do what we're doing without this incredible team. So first, we're welcoming reader Gen. Nicholas Evans as our new vice superintendent, coming out as the 18th Wing commander at Kadena Air Base, bringing a wonderful operational experience to bear, as well as academic bona fides to be our vice superintendent. Our command chief remains Command Chief John Alsvig and our commandant remains to be Brig. Gen. Marks and Col. Steve Hasstedt is our acting dean as we work to bring a new dean into bear. Ms. Gail Colvin is our stalwart chief of staff, with her wisdom from the Class of '80 that keeps us moving forward. Ms. Jen Block is our executive athletic director. Mr. Nate Pine is our director of athletics, and our brand new wing commander, the 10th Air Base Wing, Col. Ahave Brown. And we all know that nothing happens at USAFA without the 10th Air Base wing providing the foundational support. But also Col. Taylor from the 306 Flying Training Wing, and Col. Silva is our space detachment commander, and it's important that we have all those leaders that are helping us transform USAFA. And to that transformation, we talk about our updated mission statement that was approved last fall. And that updated mission statement is that “USAFA's mission is to forge leaders of character motivated to a lifetime of service and developed to lead our Air Force and Space Force as we fight and win our nation's wars.” And for the alumni, as we went through this mission statement development, we realized that there are many activities we take on at the United States Air Force Academy. There's education, there's training, there's motivation, inspiration, development. And we realized that we are taking the most amazing women and men from all four corners of this United States, and we're bringing them here as raw materials, and we are taking them through high-stress military, academic and athletic programs to forge them into something stronger than what they were when they showed up. And those are the leaders of character. We also wanted to make sure that we highlighted that it's about delivering a lifetime of service to our nation. It doesn't mean that every graduate needs to do 34-plus years in active duty like I'm currently doing, but continue to give back, whether that's in active duty, the Guard the Reserve, to your community in the defense industry, as an elected official or as a key supporter in our alumni networks — keep serving our nation. And then finally, an acknowledgement that we, alongside our teammates at West Point and Annapolis, have a very special mandate that we are developing those warrior leaders that will fight and win our nation's wars. While we hope that we will achieve peace through strength and deter our adversaries, we must always be ready when the nation calls and we will go forward and deliver victory for our nation. So it's important in our mission, but a mission will only take us so far. And the next step is acknowledging that we must have a vision. What is our North Star? And our North Star is we will remain and continue to be the nation's premier service academy. That we're bringing in rigorous, adversary-focused military training, military training that achieves a standard, that achieves a requirement, and not just training for training sake. But also maintain our level as a nationally recognized academic program with highly competitive athletics, and acknowledging that for us to deliver on those four, we must continue to sustain a world-class installation. But more importantly, continue to bring in professional and dedicated permanent party into our faculty. Our coaches, our headquarters, our installation support requires our outstanding permanent party. And so our vision moves us forward. And from our mission and our vision, we have established three key priorities, and those priorities will guide our decision making. But let me take your attention to the bottom first. The bottom is our foundational aspect, that we build all of our aspects upon our service core values of our Air Force and our Space Force of integrity first, service before self, excellence in all we do, courage, character, connection and commitment. And those we build upon further foundationally to acknowledge that we are in the military and all aspects of military operations activities require a strict adherence to standard. What is the task that we are executing? What are the conditions on which we will execute those tasks? And what standards do we expect, especially in high end warfare, where our standards are so tight. We also acknowledge that what is special about us is our Honor Code. It is foundational to our character, and we'll talk more about that as we build upon this. But realizing that the Class of '59 that established our Honor Code. It has been foundational to the development of our leaders of character and quality as a board, and then adding into the fact that leaders who built lethal warfighting teams — they do it from a position of respect and teamwork, that they take their team and they support them, they hold them accountable, but they push them to rise above what they could think they could personally achieve. And how do we build those future leaders that are going to take teammates from all four corners of this United States and make sure every single teammate is seen, heard and valued and can give everything possible to the mission at hand? And that leads us to our priorities. That our priorities are we are here to forge warfighters to win, to inspire leaders of character and quality, and finally, to motivate critical thinkers to adapt, because all three are important. And that takes us to our mission sets, because those three priorities span across everything we do in a cadet's journey at the United States Air Force Academy. And the first is acknowledging the military training aspect. That military training goes beyond just learning how to put a uniform on, just how to march correctly, but also understanding how to operate inside of Air Force and Space Force norms and take on those military training activities that our Air Force and Space Force are taking on right now with Ready Airmen Training and the ability to execute agile combat deployment. And that's activities like being able to shoot, move, communicate, medicate and automate, but also acknowledging that we also must have that world-class academic program that challenges our future leaders not what to think, but how to think, and to do that from a warfighting-focused curriculum that is very STEM focused, but also leans in hard to how we can leverage the incredible intellect that these cadets are bringing in today and unleash them on some of the hardest Air Force and Space Force problems through our research programs as we lean into it. And then finally, as we talk about our competitive athletics, that athletics is a key aspect of the cadet's journey, whether it be through our 30 incredible intercollegiate sports teams, our intramural programs, our physical education programs, or finally our physical fitness tests that demonstrate the warrior ethos that is being expected of a military service academy, and it's important that we look across those. But let me talk about a little further of our priorities from those three lenses. The first is the aspect of warfighters win, of how we're bringing in training such as shoot, move, communicate, medicate and automate. And I've heard some teammates are going, “Why are we doing this ground focused training?” And at the end of the day, it's not ground focused training, it's joint force training. This is where our Air Force is going. That we still need to be able to succeed in the air, space, cyber domains, but we must also deliver excellence in these domains. With shoot, I requested that all of our cadets now become qualified in their long gun, the M4, and their sidearm, the M18, every single year. So now they'll have the confidence of their weapons when they have to go forward into harm's way. The same with move and communicate. Can they understand the aspects of mission command, especially in future fights where we may not have the best connectivity with our highest headquarters? Will they understand commander's intent and still be able to generate the combat power we need to keep our adversaries on their heels? Finally, to medicate. Over the last few decades, we have benefited from the golden hour, where we had such dominance that when we had a teammate isolated or injured, we would have medical care a rescue capability to them inside the hour. Future battlefields will likely not give us that luxury. So we must teach our future leaders those advanced medical capabilities to take care of their injured teammates while they're continuing to generate combat power. And finally, as we have seen from the Iranian wars and the Ukrainian wars, automation is here and part of modern warfare. And so how are we going to bring automation capabilities to our future leaders so they can develop the new TTPs that we are working through. And again, thank you to the Association of Graduates and Foundation, because you all provided the seed funding for our first automation efforts this summer. So thank you so much. And let me dig in a little further on why warfighters win. And from our president and our secretary of defense, it has been very clear that they want us to establish peace through strength, that we must develop our ways in three areas: to restore the warrior ethos, to rebuild our military and to reestablish deterrence. And we have gotten that guidance very clear from our leadership, and we will prepare our future leaders in that mind. And we have added that over the last year by bringing in year round warfighting training. So not only during the summer periods, but also through the academic year, are we asking our future warrior leaders to take on the military mission, the academic mission and the athletic mission as we move forward. And as discussed, it is directly aligned to our Air Force with Ready Airman Training and our agile combat employment. And over the last year, we took our baby steps. We're not where we need to be, but I can tell you I'm proud of how far we've come, because we moved forward with energy and violence through the fall and spring culminating exercises. I'm proud of how far we've come, but now for this year, we're gonna enter into the walk phase, because we have more to go. And with that in mind, there's been conversations of recognition and promotion, and that is tied not only to our leadership development, but also to our warfighting training. And it's an acknowledgement that for every year you at the Air Force Academy, we are purposely developing you and increasing your capabilities. And so we are going to provide the expectations for your year, whether you're four-degree, three-degree, two-degree or first-degree — a firstie — and you must meet those training standards, and if you do not meet the training standards, then we are not going to recognize you for your past work, but if you meet our standards, then we are going to recognize you for the good work and promote you to the next grade. But the ultimate promotion being a Second Lieutenant in our Air Force and Space Force as it goes forward. Over the last year, there are teeth of this. We did have 153 cadets that were not recognized due to not meeting the standards, but we are now providing them the options over the summer and this fall to now meet the standards as we move forward. Also this year, focusing on warfighting, is acknowledging that we must arm the cadets to be the instructors. Last year, we did it very quickly. Now we're going to take advantage of our incredible cadets, just like our cadets do exceptional things — teaching each other how to fly, teaching other each other how to jump during our freefall program — but now we are working through the cadet warfighter instructor course, a beta course, where we will teach cadets to be those instructors inside of our squadrons in the academic year, to take on how to teach, how to shoot, to move, to communicate, automate and medicate. And we are one more week left in our inaugural cadet warfighter instructor course. I know we will learn much from this beta iteration, but I'm excited to see what we learned from this as we go into the academic year and unleash these cadets and train ourselves. We're also very appreciative from the Foundation for the establishment of the Institute for Future Conflict. And the Institute for Future Conflict has been around for a couple of years and has already forced us to focus and think differently. And I would offer to you the reason behind that is because they are focused on our adversaries. So I like to call them our adversary focused disruptors. They are going to bring ideas to bear that force us to change the way we develop our cadets for the future, because they're looking at what our adversaries are doing. And as such, we made the decision to elevate them into Headquarters USAFA, so they can have a wider impact, not only within the dean of faculty, but also within the Cadet Wing and the Athletic Department, so we can ensure that we are bringing those disruptive thoughts and putting them into in place so we prepare our leaders for a very uncertain world, to include bringing realism into the training that our cadets are taking on. We're also acknowledging academically, there's more that we have to do with our intellect. And over the last year, we have added three additional warfighting minors, one on quantum, one on aerospace materials, and we're in the final stages of establishing a warfighting minor on future conflict. Hopefully that we will be able to start providing that to our cadets over the next year, as we went into that so very excited to the growth in our academic options. And then finally, athletically, we're updating our PT standards, and we're adding additional PE courses for our future leaders. Our future leaders — we will increase water survival, especially when we look to the future and the regions where we expect to potentially have conflict, increased water survival is important — as well as increased combatives, and we're still in the final stages of planning of how we can bring a team focused final warfighting capstone physical education course that brings all of that physical education together for a team-focused event for our firsties, but still in the planning stages of that. And as discussed, updating our PT standards to align with our Air Force and our Space Force, with an acknowledgement that simply what we were doing is adding minimums to each of the caveats to ensure that you must pass each individual event while also meeting a score-based event as we move forward. Again, aligning with our Air Force and Space Force. Now, as we transform, it's not just about warfighters to win. It's also about leaders of character and quality. As I like to say, it's developing leaders who do the right thing the right way, even if it's unpopular, because we must have leaders that are willing to stand up and do the right thing for the formation. And we focused on that. We have focused on reinforcing standards and accountability. While initially it was permanent party coming in fairly strong to establish the standards and accountability, what we quickly saw from our amazing future generation was cadets going, “We've got this. We will establish it. We will uphold our standards. We will uphold our accountability.” And to me, that's very important to see that our next generation is taking ownership of that key leadership aspect, to even include honor. As many know, we had a pretty significant honor violation last year. The bad news is that occurred. The good news is it was the cadets themselves who came forward and said, “This happened, and this is our way forward.” As in all situations, though, anytime you point a finger at somebody, three fingers pointing back at yourself, we realized that institutionally, we had probably lowered the standards too far. We didn't expect enough, and we had parsed the Honor Code. And we made the decision to return to our roots and say, “No, the Honor Code is holistic. It will not be parsed.” But we do acknowledge that these amazing men and women that come from all four corners are coming to us in different stages of their character development, and so the sanctions that come from an honor violation for somebody with us for a few weeks or a couple months may be far different than the sanctions of somebody that are weeks or months out from commissioning and graduation. So ensuring that we have a tiered sanction system to deal with our honor violations. I'm very proud of the ownership that our cadets took with our honor system, and we are reinforcing their efforts as we move forward. We've also pivoted strongly to a four-class system. My observation was is through time at the Air Force Academy, we've ebbed and flowed from a four-class leadership development system to a fourth-class leadership development system. I would offer that we had gone to the point where the majority of training and focus was on the four-degrees, when we are blessed to have these our future leaders for 47 months, and we should be developing them the entire 47 months. And so we have developed the fourth-class leadership system, where for their four-degree year, we will focus them on being good teammates and followers. For the three-degree year, we will focus on them being good frontline engaged supervisors, two-degrees as team leaders and firsties as unit leaders, representing those roles in our Air Force from cadet squadron commander to DO, to executive officer, to A1 through A6 staff positions and flight commander and taking on those responsibilities. And again, just like we talked about work by training, there's assessment mechanisms for each of these that they must meet leadership assessments that will go into whether or not they are recognized and promoted to the next grade, as it moves forward. We executed the first year. Last year, I would offer that it was successful, but we've learned much from the process, and as we go into the second year, I think we're going to be able to go even further with our four-class leadership and development. We've also doubled down on discipline, that standards and accountability are important, and if you fail to meet our standards, then you must be held accountable, not only with punitive aspects, but also with rehabilitative aspects. It's a two-edged pincer movement as we went forward, and from my time at the Academy, I will offer to you, while I may not have enjoyed it at the time, I benefited greatly from both, because it forced me to reflect upon what got me in that situation and how I can take ownership of my own development as we move forward. So that is one of the aspects we return to. And then finally, for our National Character and Leadership Symposium: Let's focus on those character elements that we find through warfighting. And so last fall's was focused on, how are we going to develop warfighters to win? And then for next year, we're going to focus on the courage required to overcome adversity in a warfighting environment. And so I'm very excited as we get the speakers identified for both the fall, a shorter fall iteration, and the normal spring iteration, sharing those speakers with the wider alumni environment. And then finally, talking about those critical thinkers to adapt. I jokingly tell our cadets that, since I was in the '90s, we got to solve all the easy problems, and all that is left are all the wicked hard problems, but we need those critical thinkers to adapt, because they are going to bring the ingenuity, they're going to bring the innovation, and what I've challenged them is they also have to bring the courage to challenge the status quo. Too many times in our military, when we ask why we do something, if the answer is, “We've always done it that way,” then maybe we need to rethink and understand, are there better ways to do it? And I can tell you, our cadets bring that to bear. And so for this year, we're really focused on cadet empowerment and responsibility. Last year with the mandate, we moved very quickly, and we were more directive in nature. And what we heard loud and clear is that cadets hurdled over our expectations. What we heard loud and clear from them was, “We want to control the way forward.” And so how do we empower them more? And how do we make it clear that they are responsible not only for their mission, but their people? And adding to that of spending more time with them with these changes of why are we doing this change, and making sure that they understand the rest of the story. You may not always like the why, but if you have an appreciation of the why, its foundation will be able to execute mission command, because you now understand commander's intent, and you now can go, “I know the why. We can keep moving forward, because we can move forward with that.” We're also focusing on operationalizing all of the United States Air Force Academy, bringing that operational mindset to bear, from whether it would be establishing an A2 directorate in the headquarters and the cadet wing and in all cadet squadrons, and the DA2 director being our intelligence directorate, so that we can start to bring in classified intelligence briefings and give them not only to a permanent party, but to our future leaders. And we started that last January to great success, so that our future leaders can start to understand not only our and our allies capabilities, but our adversary capabilities and how we will conduct our joint warfighting aspects as we move forward. And it's important that we continue to bring in those operational matters so we prepare the cadets of today for the second lieutenants of tomorrow that can seamlessly nest in to how our Air Force and our Space Force operates. And that's a nicer way of saying is some of the USAFA unique things we've done— we probably need to think about how we're doing that in our Air Force and Space Force. We're also doubling down that cadet squadrons are the unit of action, just like it is in our Air Force, that the squadron is the unit of action. And it's tough at USAFA where you may prioritize your IC team, or your major, or your club, but at the end of the day, it's going to be the squadron that succeeds together as a team. And so we are focusing on making sure that we are reinforcing what the cadet squadrons are doing. They are going to go through their military training together. They're going to go through their culminating exercises together, same as recognition and promotion. And that's important as we focus on the four-class system of those teammates, followers, frontline engaged supervisors, team leaders, unit leaders, but also acknowledging that we must empower cadet leaders to own the responsibility of their units. And I recently sat down with cadet squadron commanders and their special staffs and said, “Congratulations, you're the cadet commanders. You are responsible for two things: your mission and your people. It's not just about marching at the front of a formation. It's about executing the mission you've been given, whether that mission be military, academics or athletics, and taking care of your people.” And as such, we have established special staffs inside of each cadet squadron, every wing in the Air Force, most groups and many squadrons have special staff to both support the unit, but more importantly, advise the commander, because the commander is the one who's ultimately responsible for their people. And so we are bringing cadet special staff — which they may not be the subject matter experts in equal opportunity, integrated prevention response, spiritual matters or medical matters. They are there to support the squadron, advise the commander and have that connectivity to our subject matter experts, whether it be our chaplaincy, whether that be our amazing medical group and cadet clinic, our amazing SAPR team and all the helping agencies across USAFA to make sure that we can support all of our cadets going through a high-demand developmental program at the United States Air Force Academy. And the twist on that is again, saying, “Commanders, you are the ones who are responsible.” And now let's give you the tools to be successful as the permanent party are there to advise and oversight, empower our cadets even more. And then the final one is a return to decorum training. We conducted a beta test last year to success, and now we're looking to see how we can bring forward that decorum training for the entirety of the Cadet Wing. I am not this is not a return to the days of wine pairings, you know, but it is an acknowledgement that as an officer in our Air Force and Space Force, when you go to events, you're not only representing yourself, you're representing your team, you're representing your unit. And what are those decorum skills you need to have at events so that you can develop networks with teammates that might be outside your normal operational circle, or how do you ensure how you engage with other teammates so you can learn more about the world you're in? And so it's important that we establish that decorum focus and looking forward to how we can squeeze that in into the complicated lives of all of our cadets as we move forward. And then, just to reinforce on the critical thinking, I've already talked about the three minors we added, but I'm proud to say that we're in close coordination right now with Gen. Tullos at Air University and about to sign the memorandum of understanding where we will start a beta test for offering master's degree classes at the United States Air Force Academy, with the long-term intent of offering master's degrees at United States Air Force Academy under the Air Force Institute of Technology certification. So we have much to learn, but the doorway is open, and I can tell you from looking at so many of our cadets that come in with 20, 30, 40 college credit hours already, I think we have cadets that are ready to take on that journey, and I look forward to giving an update on that after we get through some of our initial how does this work process. So just to summarize: Our mission, our vision, our priorities are delivering what we need. And it's those warrior leaders that are ready on Day 1 in our Air Force and Space Force. And thanks to our amazing team, whether it be in the senior leader team, but more importantly, those incredible permanent party that are working long hours, whether it's in Fairchild Hall, Sijan Hall, Vandenberg Hall, in the tunnels, in the heat plant, in the Child Development Center, down at Clune Arena, out in Jacks Valley — our permanent party are crushing it, and it's important because our nation deserves the best leaders that we can give the 330,000 airmen and guardians that are standing watch for our nation. Thank you.   Naviere Walkewicz Thank you for sharing the mission brief. I think many of us as graduates think we know what happens at the Academy, but you actually sharing what you accomplished in just a year is a bit mind blowing, sir.   Gen. Bauernfeind Thank you. And I, at times, am concerned at how fast we are moving, but I also know that we must move this fast. The adversaries are watching us, and they are choosing when is the right time to test our nation. And so in order to achieve peace through strength, we must display that deterrence, that warfighting ethos, that warfighting capability. So we keep our adversaries waking up every single morning going, “Today is not today to test the United States.”   Naviere Walkewicz Yes, sir, that is right on point. Yes, sir. Well, I would like to thank you in advance for taking on additional questions from our alumni and our graduate community. So if we might start, general, with some of the information across various channels that cuts about to our academics and the Department of Faculty, what would you be willing to share about the civilian workforce reductions and any next to the Academy's academic faculty?   Gen. Bauernfeind First and foremost, the reduction of civilians is not just civilian faculty. It's through all civilians at the United States Air Force Academy, and as we're tracking, throughout the entire Department of Defense. What makes it a little more challenging at the United States Air Force Academy is we have so many different civilian teammates, from firefighters to childcare workers to coaches to headquarters staff, personnel and faculty. And as we lean into the aspect, the conversations about all of our civilian teammates. The first challenge that we faced is historically, the United States Air Force Academy has been over our civilian paid budget, and we've received great support from the Department of Air Force to address our over execution. This year is a little different, and so that has to be a baseline consideration as we understand that— that we have to hire and maintain civilian teammates within the budget that the American public has given us as a lean forward. And to that point, thank you to the Association of Graduates and the Foundation, as well as other Academy-focused foundations that have provided volunteer and funded volunteer support to give us that additional margin of excellence that helps us mitigate this matter. With respect to fiscal year '25, our Air Force is going through a reduction of civilian personnel to the tune of 5,000 billets. Of those 5,000 billets, the portion of the United States Air Force Academy was a part of was a 140 billets. And as we have moved through that reduction of 140 billets, we identified 104 billets as we went through our prioritization that were unencumbered or empty, but lower priority. Unfortunately, there are 36 billets that were encumbered, so someone inside of that billet as we move forward. And the goal with that is to continually work over the coming months of how we can move teammates laterally into open billets, either at the United States Air Force Academy or other locations. So we keep their expertise inside of the greater Air Force, Space Force enterprise, and our A1 team continues to work that aspect. But it's also making sure that we're being very clear with our teammates that when those billets become unfunded, at some point without funding, we're having to pay for that billet via other means. And so it's important for us to have frank conversations with our teammates, to say, “Update your resume. Start looking. At some point this will move forward.” With respect to our faculty members, 16 took advantage of the government's deferred resignation program, which was a well-funded early retirement program which allowed them to leave in the spring under and basically on admin leave and retain their pay to later in the fall/winter timeframe as that moves forward. We also had three that already had planned retirements, so they were moving forward. Unfortunately, we see a hiring freeze so no backfill. But also three whose terms are many of our senior faculty, our term employees, at the end of their term came. And so we have backfilled them with active-duty and Reserve military faculty to keep our academic progress going forward. And thanks to our dean and their team, they are, you know, quickly adjusting, but they are making the changes they need to ensure that we continue to offer the majors that we promised through the Class of '26 and continue to offer the courses as we move forward. For the fall semester, in addition to the three minors we've added, we've also added four additional classes, and there are 10 classes of the 753 in our course of instruction, there are 10 that we will not offer in the fall semester, but we will continue to still move forward.   Naviere Walkewicz Yes, sir, thank you for that. You talked about backfills. Can you talk about some of the most important competencies for those instructors, as they were backfilling these positions right?   Gen. Bauernfeind As I testified to the Senate earlier this spring, the two most important things to me inside of our classroom is: One is subject matter expertise, and we value the subject matter expertise brought to us by our professors, associate professors, our assistant professors, our permanent professors, our senior military faculty, and the depth they provide, initially with a master's degree, but more importantly, those Ph.D.s that were an extreme depth of that subject matter expertise. But also as a military service academy— that operationally relevant experience, how do they apply what they're learning in the classroom into their futures in the Air Force and Space Force, whether that be in labs on operational units and future battlefields, and how they can connect that to the future. And we have many of our civilian faculty are also veterans, who are able to bring that strong connection to bear as it moves forward.   Naviere Walkewicz Yes, sir. Well, you mentioned you were adding a couple a few minors. Have there been any majors that have been removed from the program, and has this affected our accreditation in any way?   Gen. Bauernfeind No, ma'am, no majors have been impacted during this time. Every single year, we go through a curriculum review, and we have a curriculum review committee where we will adjust as we move forward based upon guidance we receive from the Air Force and Space Force, but also what demand signals we're seeing from our cadets. You know what they're signing up for. But that is just an annual aspect to make sure that we have the right instructor core to support the curriculum we need to develop and educate our future leaders what the Air Force and Space Force is expecting. But zero majors have been eliminated from the United States Air Force Academy.   Naviere Walkewicz Thank you, sir for clearing that up.   Gen. Bauernfeind Oh, and accreditation. We're in a good spot with accreditation. We maintain continual conversation with our accrediting bodies, whether it be the Higher Learning Commission or several of the engineering- or STEM-focused accrediting bodies such as ABET, we're still in a good spot. In fact, this year, we just approved our quality initiative, which is a key aspect to sustaining not only our accreditation, but showing that we're continuing to improve ourselves, and that quality initiative will focus strongly on data science, throughout all of our curriculum.   Naviere Walkewicz Yes, sir. I think that's wonderful. I know a lot of graduates were, you know, maybe didn't have all the information, so I think that's wonderful that you just shared that. Something interesting you talked about your brief was some master's, a beta testing for a master's program, working with AFIT. Can you expand a bit more about that? And then do you see the Academy becoming a five-year institution, or we will stay four years, 47 months?   Gen. Bauernfeind Right now, I believe that we will still stay a 47-month program because our academic program is 47 months; our athletic program is 47 months, and most importantly, our leadership development and military program is 47 months. For the AFIT program, the vision is — these amazing young Americans come in with so much academic credit. Many of them now are part of the Martinson Scholar Program. And thanks to Mr. Martinson's great support, we have a program that can focus on them going even further. What we can offer them now, the majority are taking multiple majors and multiple minors. What if, in the future, you didn't want to do multiple majors or minors, but you want to go and start on your master's degree, which many other institutes of higher learning are offering in a parallel aspect? And so in conversation with Gen. Tullos, how can we start allowing cadets as early as their junior year start taking master's programs and achieve what would be required? Initial assessment is we will have some that can probably achieve it in 47 months, but probably the greater group will need to stay the Academy for maybe six or 12 more months as a second lieutenant to finish up their AFIT courseware. So they would stop their 47-month USAFA program, but continue with their master's program in the classroom in Fairchild and finish out their master's here. Is the vision— and we're working through this. I want to be very clear that this is beta. We have a lot to learn in this. And from my perspective, as I work with the Air Force to get greater support for this, this is going to be a strong cost saver for the Air Force. When our Air Force officers go to get master's degree, as a general rule, they are out of their operational career field for two years as they go to execute their 18-month AFIT program, plus two associated PCSs. Now we show not only a time saving, but a cost savings. And now these second lieutenants are entering, a portion of them, are entering their air force or Space Force with a master's degree. And it is not uncommon for many of our second lieutenants right now to even start their initial training, depending on what training is available until the spring of the next year after they graduate. So I see a strong promise, but we've got a lot of work to do to make it a reality.   Naviere Walkewicz Yes, sir. Well, that's creative and innovative thinking right there. I think that we're very excited to hear more about that, especially as the beta testing moves forward. Sir, maybe we can move into the warfighting realm. Graduates have been very interested in the renewed focus on warfighting that you've taken over the past year. What recent programs or military training taking place at USAFA right now are really supporting this development of the warfighter. Ready to lead on Day 1?   Gen. Bauernfeind So I believe we've always had a strong foundation of warfighting training, whether it be our airmanship programs, our powered flight programs, our jump programs, our special warfare programs and basic cadet training and cadet survival. But we're building upon that, and we're adding to those as great examples. As discussed earlier, if we can fight for the ammunition, we will have every single cadet qualify on both weapons every single year. The Class of '29 for the M18, the pistol, they qualified at a rate at about 65%. For the M4, the long gun, at a rate of 93%. I'm very proud of those numbers, because many of those young men and women— that was the first time they touched a weapon in their lives. And now, if they do it three more times before they graduate, those qualification rates are going to skyrocket, and they're going to have the confidence, when they deploy into harm's way, of their weapons. Additionally, thanks to the great work by the Cadet Wing, we have received 4,000 sets of chemical gear. And so not only in basic training, are they learning how to establish a forward operating base, defend it, but we're going past the days of where we walked into a tent, took our mask off and then dealt with the wonderful fluids that came out of our bodies. But now, going forward, to how are you going to conduct ATSO operations, or the ability to survive and operate in deployed locations with chemical gear on? And we're very proud to partake in some of that training with the basic cadets, and they are really taking to understanding what is required. And then the final aspect is, as discussed, the cadet warfighter instructor course, is acknowledging that to be really good at those items, we need some subject matter expertise. But the subject matter expertise required to lead, train and certify 4,000 cadets every year, we have to rely on cadet leaders, and as discussed, they're in the field as we speak in the inaugural cadet warfighter instructor course. And I look forward to seeing the feedback of how they will come back and do the squadrons. And tying that back to the cadets wanting more ownership of their training — the intent is 12 cadets inside of each cadet squadron that will now take on the responsibility through the academic year of that warfighter training that we will assess in the fall CULEX, and the ultimate assessment in the spring CULEX.   Naviere Walkewicz Sir, it really shows how you're building that expertise within the squadron to support the squadron commander so they really are taking care of their people. I think that's outstanding.   Gen. Bauernfeind And very excited about it.  And I just want to say thank you again, because it was due to the generosity of the Foundation that got us the seed to start the automation, with 29 Group 2, the smaller UAVs, as we see automation and all monitor warfighting, unleashing the cadets on how they're going to use those UAVs to defend their forward operating bases, to understand what's across the ridgeline as they move forward. And very excited to see where the cadets will take us in this, because I'm sure they're gonna be far more innovative than my generation.   Naviere Walkewicz Our generation, sir, yes, sir. Well, you talked about the four-class system and I think that was really relevant for our graduates to hear. How are cadets feeling motivated through this process? And have you seen them evolve over the past year since you started implementing that?   Gen. Bauernfeind I think the first aspect was— it took them time to truly understand what we were laying out as it went forward. And every year we do this, we will get a little more advanced at the end of the day. I think our four-degrees understood it. That was good. It was that they understood what it meant to be a teammate. What it meant to be a teammate, follower, and that was an easier aspect to develop them through. The team leaders at the senior NCO level for the two-degrees and the firsties as unit leaders, they started understanding that. The biggest challenge we saw was with the three-degrees. What does it mean to be a frontline, engaged supervisor? And we have to troop lead them through, “This is what it means to be a frontline, engaged supervisor.” That they are your subordinate. But to take best care of your people, you should know where they're from. You should know about their parents. You should know their dog's name. You should know where their birthday is. You should know when their next chemistry test is, when their next PT test is. And while you may not be able to tutor them on chemistry, you can gather and motivate them for, “Hey, if the PT test is three weeks out, let's go run together. Let's go get on the pull up bar together. Let's, you know, be engaged.” And the more you know your teammates, what I offer to you, whether it be in morning formation, noon meal formation, at the tables at Mitchell Hall, in the halls of your squadron, inside of 30 seconds you're gonna see your teammates, your subordinate, and you're gonna know if they're gonna have a good day or bad day, because you're close enough to know, just quickly, OK, they're gonna have a great day or something's going on. “Let's go take a walk. Let's figure out what's driving you down. And how can I, as a frontline engaged supervisor, start taking barriers out of your way?”   Naviere Walkewicz I mean, I can only imagine that giving them more pride, even now that they understand, “This is how I can be a frontline supervisor,” when you give us very specific examples. Well, if we might shift gears a little bit to admissions and graduation. Since we just had a class join us, and we had a class recently graduate, maybe you can tell us how the Class of '29 how they're faring so far.   Gen. Bauernfeind The Class of '29 are doing great. I am impressed by their professionalism. I'm impressed by their energy. And as you saw, as we just did the recent march back, they were loud and proud. That was really good as it went forward. And for the Class of '29, I'm proud to report that they are faring very well. Just so everybody knows, we had over 9,000 completed applications. We offered 1,411 offers of admission, and 1,112 took the oath on I-Day as it moved forward. We had cadets from every single state and territories of Guam and Puerto Rico, as well as 12 international cadets that joined us. Of those, 117 from Prep School came up the Hill. And then 76 are, you know, part of a prior Long Blue Line as it's coming forward as it goes. Of the Class of '29, 55% were in the top 10% of their class, and 96 were all invited on varsity sports. Right now we are, as coming out of basic training, of 1,095 and during that time, they're still going strong. We did have some teammates that didn't have a full appreciation of what military life was, or may not have been as impassioned about the Academy as their parents, and so we've parted ways with a few small numbers. But during basic training, I can proudly say— we talked about the qualifications on the weapons, but also say they took their very first PFT test, and looking back over the last five years, they, on average, scored 15 points higher than the last five years. And that's a testament to two teams, I would offer to you, well, not only the cadets themselves, who had to do it, but all of our admissions team that's out there saying, “Hey, congratulations, you've been admitted. Start preparing now.” But also our athletic director, athletic department team that was out there giving them good, focused training to prepare them for those physical fitness tests. And they just took PFT No. 2 a couple days ago, and we're accessing the data but all indications are it's trending up.   Naviere Walkewicz No, yes, sir. Those are outstanding numbers. As a country, we're seeing admission rates and the challenge of getting the best of the best into the door, the fact that we had such wonderful numbers coming in, and we're attriting very low, I think it's something we should be proud of.   Gen. Bauernfeind I'm very proud of it, but acknowledge it's a tough— it's a knife fight to get the best of the brightest, and so thanks to Air Education and Training Command and Accessions Command, we are going to try a new marketing contract this year to further make sure that the amazing young Americans throughout all four corners truly understand the opportunity in front of them with the Air Force Academy, and make sure they're aware of it. So I'm excited to see how that marketing campaign goes to even up our numbers, even a little bit more.   Naviere Walkewicz Awesome. Yes, sir. Well, sir, in the realm of athletics, last year, you shared an emphasis for cadet support and participation at more of our athletic events. What have you seen come from that? And what can you share about athletics, intramurals most currently?   Gen. Bauernfeind It's one of our three mission sets: athletics. And it's not just for our IC athletes. I jokingly tell some of the teammates to say, “Tell me about a cadets life.” It's like, well, they have three full time jobs, a military job, an academic job and an athletic job, and they really get a bachelor of science in time management. And that's as we go forward. But I've asked the athletic department, you know, during COVID, our intramural program atrophied, and now we have to see, how can we really enhance our intramurals as it goes forward. But I'm especially also proud of our intercollegiate athletes, 30 intercollegiate programs. When we talk about the blood, sweat, tears, the hard work that our IC athletes representing 25% of the Cadet Wing — they are really jumping in hard. And my expectations as the superintendent is all 30 of those programs earn home field advantage. And so we've recently published an operation order to the team as we look into the fall sports. And the basic synthesis of it is, protect this house. We will come strong to all home events, and we're working through that aspect. And so as a whole, not only will we figure out how to be strong at all of our home events, whether it be, you know, this fall with women's soccer, men's soccer, cross country, water polo, volleyball and, importantly, football. And proud to report here at our AOG that the entire Cadet Wing will be marching onto the football field and protecting this house and our amazing stadium at home games.   Naviere Walkewicz Yes, sir, thank you for that. That's fantastic. Sir, you know, you can't come out of this Air Force Academy, this 18,000 acres of amazing Academy, without seeing some of the changes, whether it's facilities or capabilities. You know, of course, there are two questions we hear often about the chapel in the box. When will the chapel be done? And then also, you know, what about the visitor center? When can we actually get into it?   Gen. Bauernfeind No, those are two great questions, Naviere. First of all, I think that the box has become so routine there that we received a formal request from cadet. So how can we have a — no kidding — drive in movie theater screen? And the request came in at $300,000 so we thought the prudent action was, let's get the chapel done so we can take the box down instead of putting up a new theater. But right now, for our chapel, again, it is an amazing piece of architecture, and to maintain the historical relevance and the hard work that went behind it, it's going to take time. Right now, we're on schedule for 2028 and we are focused on making sure all the involved teams take every single day out and we can find out as soon as possible when we have any sort of deviation, so we can swarm it. And so as such, we hold monthly meetings with IMSC — the Installation Management Sustainment Command — Air Force Civil Engineering Command, the Corps of Engineers, to go through all of our military construction projects so that if something comes up, we are aware of it within days of the issue, and we swarm it together instead of letting issues boil for a long period of time. And so excited to get the chapel back open as such a spiritual icon of the United States Air Force Academy. And spirituality is so important to the holistic leader's readiness— not just physical, mental, social, family, but also spiritual. And I think it will be important for that development. And then to the visitor center. We're on track to open up in May of '26 before the graduation, and excited to finally open that visitor center and share with a much wider audience what all of our alumni and we know of the amazing story behind the Air Force Academy, all the amazing exemplars who have come from our Academy. And I will share with you, I'm excited to get a whole ton of young Americans inside the visitor center so they can start getting excited about being part of the Class of 2032, 2038 and beyond.   Naviere Walkewicz Yes, sir. Well, they say things are worth the wait, good things are worth the wait, and I think the interactive displays that are gonna come with this are really gonna help people understand truly what our cadets go through.     Gen. Bauernfeind Absolutely. And thank you again to the AOG and Foundation. As money got tight, the Foundation came forward and we now have that beautiful glider, you know, in position that shows what all of our cadets are working through.   Naviere Walkewicz Yes, sir. Well, our sole existence is to support the Academy, serve our grads and prserve the heritage. Well, sir, I'm cognizant of your time. We're so grateful you're here today. Mind if I ask you one final question?   Gen. Bauernfeind Please do.   Naviere Walkewicz What's on your mind that you want to leave with our graduates to be thinking about when you think about our Academy and your vision and mission. What can you leave us with?   Gen. Bauernfeind I just want to thank the Long Blue Line. We are 55,000-plus strong. There have been so many of our alumni, every single one of us that have gone through this journey. And we're proud of this institution. And I just say, continue to support this amazing institution. Spread the good word of what our Air Force Academy is, because we want amazing young women, amazing young men that are in your communities, in your churches, at your work centers, to say, “Hey, have you heard about the Air Force Academy? That's the place for you, because our nation deserves the best.” And just a final thanks to the alumni, and as a superintendent, I'm proud to be in this position with my amazing teammates. And any alumni that wants to ask me, “What's the rest of the story?” I am always available. Please hit me up in the hallways, on the Terrazzo, on the field, and I look forward to your conversations.   Naviere Walkewicz This has been a special edition of the Air Force Gradcast. On behalf of the Long Blue Line Podcast Network and the U.S. Air Force Academy Association & Foundation, thank you for joining us. It's been a privilege to hear directly from Lt. Gen. Bauernfeind and to share updates and perspectives relevant to graduates across our Academy community. Thank you for your continued connection, commitment and support of our United States Air Force Academy. I'm Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. Until next time.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

Dr. Matthew Stafford, a retired U.S. Air Force officer and distinguished academic, has spent his career shaping leaders, building innovative education programs, and defending American values—both in uniform and in the classroom. With six academic degrees and nearly 30 years of service—including roles like Chief Learning Officer for Air Education and Training Command, Vice President of Academic Affairs at Air University, and Dean of Faculty at the Federal Executive Institute—Dr. Stafford has helped guide military and civilian professionals across the globe. Now based in Dyersburg, Tennessee, he continues to share his expertise with the public. In this episode, you'll hear about his unlikely path from “lousy student” to Ph.D., his views on civic engagement in today's America, and why he believes small-town conversations may hold the key to big national challenges. Dr. Stafford is presenting a free, four-part community education series titled “U.S. Values and the Constitution” at McIver's Grant Public Library in Dyersburg, where he will explore the philosophical and historical foundations of American democracy. The series will be held each Thursday evening from September 11 to October 2, 2025, and requires advance registration.

Episode Summary: This week we're taking a deep dive into deterrence, specifically deterring China from using force in space. Air University's China Aerospace Studies Institute (CASI), in partnership with the Center for Naval Analysis (CNA), just released a new report exploring this topic. Results suggest that the U.S. security establishment has serious room for growth. Their experts analyzed ten different factors that assessed how the U.S. can deter China, but only two were rated in a favorable light. The rest need more development. While conflict in space is not inevitable, the folks at CNA and CASI found that we've got a long way to go when it comes to boosting our ability to deter conflict on orbit. To help us understand the report, its findings, and its recommendations, Charles Galbreath and Jennifer Reeves of the Mitchel Institute chat with Dr. Kevin Pollpeter of CASI, plus Dr. April Herlevi and Elizabeth Barrett of CNA. Credits: Host: Douglas Birkey, Executive Director, The Mitchell Institute for Aerospace Studies Producer: Shane Thin  Executive Producer: Douglas Birkey Guest: Charles Galbreath, Senior Resident Fellow for Space Studies, The Mitchell Institute Spacepower Advantage Center of Excellence (MI-SPACE) Guest: Jennifer "Boots" Reeves, Senior Resident Fellow for Space Studies, The Mitchell Institute Spacepower Advantage Center of Excellence (MI-SPACE) Guest: Dr. Kevin Pollpeter, Director of Research, China Aerospace Studies Institute (CASI) Guest: Dr. April Herlevi, Senior Research Scientist, Center for Naval Analysis Guest: Elizabeth Barrett, Project Manager, China & Indo-Pacific Security Affairs, Center for Naval Analysis Read: Deterring China's Use of Force in the Space Domain Links: Subscribe to our Youtube Channel: https://bit.ly/3GbA5Of Website: https://mitchellaerospacepower.org/ X: https://x.com/MitchellStudies Facebook: https://www.facebook.com/Mitchell.Institute.Aerospace LinkedIn: https://bit.ly/3nzBisb Instagram: https://www.instagram.com/mitchellstudies/ #MitchellStudies #AerospaceAdvantage #China #Space

Lt. Gen. Andrea Tullos joined Ryan at WOTR HQ to talk about her experience and insights into professional military education, both for the joint force and especially the Air Force. She shares what Air University, which she commands, has been doing to optimize its mission for competition with China, the pacing threat, and a high intensity fight where sanctuary areas are scarce if they exist at all. Tullos also explains how Air University and the LeMay Center feed into Agile Combat Employment — the Air Force's vision for rapid, dispersed deployment of combat power to increase survivability and adaptability —  as well as Air University's plan for "agile learning." "We as an Air Force, owe you education and training, and so we should be pouring into you episodically and consistently throughout your career. And some of it should be on-demand. We have unbelievably talented, inquisitive learners coming in the door and they shouldn't have to wait to get access to content until they have a certain number of years in service or time in grade. They should be able to go online and access that content at the point of need."

EXPOSED! In December 1994, the Chief of Staff of the United States Air Force (CSAF) tasked Air University to conduct a study to identify the concepts, capabilities and technologies the United States would require to remain the dominant air and space force beyond the first quarter of the 21st century. The study was called Air Force 2025, or 2025 for short. The Commander of Air University (AU), the project chair, directed the formation of a study team composed of students and faculty from the Air University's Air War College (AWC) and Air Command and Staff College (ACSC); scientists and technologists from the Air Force Institute of Technology (AFIT), located at Wright-Patterson AFB, OH; and selected academic and business leaders in the civilian community across the nation. The AU team network included the Joint Staff; the staffs of unified commands; agencies with the Department of Defense, the Central Intelligence Agency, and the Defense Intelligence Agency; and all the services. Collectively, this diverse group served as a "think tank" to identify the innovative, high-leverage technologies and systems that will enable the United States to continue to set the standard for excellence in air and space power well into the 21st century. Link to archived Air Force 2025 documents | April 29th, 1997: https://web.archive.org/web/19970429013311/http://www.au.af.mil/au/2025/

Are you managing or truly leading your team? What can military leadership teach us about running a successful business?In this episode of The Business Ownership Podcast I interviewed Dr. Anthony Simmons.  He is the founder and owner of Sixth Gear Consulting, LLC, which is a leadership performance consulting practice that instructs leaders on how to lead through bridging People and Technology. Dr. Anthony L. Simmons is a retired Navy Captain who served 28 years as a Surface Warfare Officer. His Navy experience includes four at-sea commands: a Patrol Coastal, two AEGIS Destroyers and a Destroyer Squadron. Ashore, he developed human resource strategies at the Bureau of Naval Personnel and the Pentagon on staffs of the Chairman of the Joint Chiefs of Staff and the Chief of Naval Operations as a Strategic Planner and Resource Officer. Dr. Simmons has worked in the Maritime Defense Sector supporting Small Business Innovation Research for the Office of Naval Research. Additionally, he has done business development, program management, and test and systems engineering. He holds a doctorate degree in Strategic Leadership from Regent University, a M.S. in Mechanical Engineering from Naval Postgraduate School, a M.A. in Military Operational Art and Science from Air University, and a bachelor's degree in Robotics from Austin Peay State University. Dr. Simmons grew up in the rural, working-class town of Goodwater, AL where he graduated from Goodwater High School in 1985 as Valedictorian, was honored as an All-State Football Player, and earned a full football scholarship to Austin Peay. Dr. Simmons is a member of Austin Peay Governors Military Hall of Fame Class of 2023.Want to build a culture of trust and performance? Learn how. Check this out!Show Links: Dr. Anthony L. Simmons on LinkedIn: https://www.linkedin.com/in/anthony-simmons/Sixth Gear Consulting Website: https://sixthgearconsulting.com/Phone number: 901 219 9906Book a call with Michelle: https://go.appointmentcore.com/book/IcFD4cGJoin our Facebook group for business owners to get help or help other business owners!The Business Ownership Group - Secrets to Scaling: https://www.facebook.com/groups/businessownershipsecretstoscalingLooking to scale your business? Get free gifts here to help you on your way: https://www.awarenessstrategies.com/

In Today's episode of the CBL Podcast, William Wolfe is joined by Nick Spencer, Director of Public Policy for The Family Foundation of Kentucky, and Daniel Strand, Professor of Ethics at the Air War College, to discuss Vice President JD Vance's recent comments on Christian principles, "ordo amoris," and the poor reactions from liberals and woke theologians.  Nick Spencer serves as the Director of Policy for The Family Foundation, a nonprofit organization that stands for Kentucky families and the biblical values that make them strong by advocating for God-honoring public policy in the Commonwealth. Following completion of his B.A. and Master of Divinity degrees, he held the role of Associate Pastor at Southern Baptist churches in Missouri and Ohio. Before joining The Family Foundation, he worked for First Liberty Institute in Washington, DC. He is also a Ph.D. candidate in Christian Ethics and Public Theology at Southern Seminary where his research focuses on the role of the family in the Church's political and cultural engagement. Learn more about Nick Spencer's work: https://www.kentuckyfamily.org/team/nick-spencer/  https://www.x.com/nspencer513  Daniel Strand is Assistant Professor of Ethics at the Air War College and Ethics Chair for Air University. He is the author of the forthcoming Gods of the Nations (Cambridge University Press), a study of Augustine's political theology in City of God. His views are his own and do not represent those of the US Government. Learn more about Daniel Strand's work at: https://www.airuniversity.af.edu/AWC/Article-Display/Article/2518368/department-of-leadership-and-warfighting/  https://americanreformer.org/author/daniel-strand/    ––––––   Follow Center for Baptist Leadership across Social Media: X / Twitter – https://twitter.com/BaptistLeaders Facebook – https://www.facebook.com/people/Center-For-Baptist-Leadership/61556762144277/ Rumble – https://rumble.com/c/c-6157089 YouTube – https://www.youtube.com/@CenterforBaptistLeadership Website – https://centerforbaptistleadership.org/   To book William for media appearances or speaking engagements, please contact him at media@centerfor­baptistleadership.org.   Follow Us on Twitter: William Wolfe - https://twitter.com/William_E_Wolfe Richard Henry - https://twitter.com/RThenry83    Renew the SBC from within and defend the SBC from those who seek its destruction, donate today: https://centerforbaptistleadership.org/donate/   The Center for Baptist Leadership Podcast is powered by American Reformer, recorded remotely in the United States by William Wolfe, and edited by Jared Cummings. Subscribe to the Center for Baptist Leadership Podcast: Distribute our RSS Feed – https://centerforbaptistleadership.podbean.com/ Apple Podcasts – https://podcasts.apple.com/us/podcast/center-for-baptist-leadership/id1743074575 Spotify – https://open.spotify.com/show/0npXohTYKWYmWLsHkalF9t Amazon Music // Audible – https://music.amazon.com/podcasts/9ababbdd-6c6b-4ab9-b21a-eed951e1e67b BoomPlay – https://www.boomplaymusic.com/podcasts/96624 TuneIn – Coming Soon iHeartRadio – https://iheart.com/podcast/170321203 Listen Notes – https://www.listennotes.com/podcasts/center-for-baptist-leadership-center-for-3liUZaE_Tnq/ Pandora – Coming Soon PlayerFM – https://player.fm/series/3570081 Podchaser – https://www.podchaser.com/podcasts/the-center-for-baptist-leaders-5696654 YouTube Podcasts – https://www.youtube.com/playlist?list=PLFMvfuzJKMICA7wi3CXvQxdNtA_lqDFV

I know it sounds serious, but if you know us, you know that we'll have fun and get the job done. This series started last year with the National War College. Here's the link in case you missed it:https://www.buzzsprout.com/477379/episodes/12750181About a year later, we looked at the Naval War College. Here's that link:https://www.buzzsprout.com/477379/episodes/14801094And one more link; Sensei Derek mentions the word Osu (spelled many different ways). We did a short on the meaning. Here's the linkhttps://www.buzzsprout.com/477379/episodes/1979593We appreciate all of you. If you have a spare moment and a spare buck, click the link below to support the show. Thanks!Support the showThanks so much for listening and sharing the podcast with friends. Reach us all over the web. Facebook and twitter are simply wildcatdojo. However, insta is wildcatdojo conversations. (There's a story there.)On YouTube (where we are now airing some of our older episodes - complete with a slideshow that I tweak constantly) https://www.youtube.com/@wildcatdojo9869/podcastsAnd for our webpage, where you can also find all the episodes and see some info about the dojo: http://wildcatdojo.com/025-6/podcast.html . And of course, we love it when you support our sponsor Honor Athletics. Here is their link:https://honor-athletics.com/Thank you for listening.

This episode covers how Taiwan applies lessons from the Ukraine War to prepare for a potential invasion from the People's Republic of China.  Guest Biographies April A. Herlevi is a Senior Research Scientist in CNA's China Studies program. She is an expert on the People's Republic of China (PRC) foreign and security policy, economic statecraft for technology acquisition, and the increasing role of PRC commercial, economic, and military actors globally. Dr. Pollpeter is the Director of Research at the Air University's China Aerospace Studies Institute (CASI). Kevin Pollpeter is an internationally recognized expert on China's space program and has been widely published on national security issues related to China. Before joining CASI he was the Senior Research Scientist at CNA. He previously served as the deputy director of a project on innovation and technology in China for the University of California's Institute on Global Conflict and Cooperation.  Further Reading CNA Report: Taiwan Lessons Learned  from the Russia-Ukraine War CNA's Innovation Incubator

This "Doing Tech Better in Government" podcast, hosted by Brian Fox from Omni Federal and supported by ATARC, explores the innovative strides being made in government technology. This episode features Dr. Bill DeMarco, Director of Innovation at the Air University Innovation Accelerator (AUIX), part of the U.S. Air Force's Air University. Bill shares insights on fostering innovation in military education, bridging ideas from students and commanders, and developing prototypes to modernize digital and operational capabilities within the Air Force.

On today's episode of The Executive Appeal Podcast join Alex D. Tremble (CEO of GPS Leadership Solutions & #KeynoteSpeaker) and Timothy Horn, Director, Integrated Talent Management as they discuss expertise on balancing information and intentionality in leadership and decision-making. Tune in to learn how to navigate complexity with purpose and clarity from a seasoned talent management professional.Guest BioTim currently serves as the Director, Integrated Talent Management at QinetiQ US. Tim began his career in the Air Force as a communications systems operator but soon was selected as an Airman Leadership School instructor, teaching first-line supervisors how to lead and develop their subordinates. He would ultimately be promoted to serve as the Chief of Enlisted Developmental Education, managing professional military education for 250,000+ members of the Air Force and finally, Command Chief Master Sergeant for Air University, providing strategic advice to the Commander on human capital management and mission execution. After leaving the Air Force in 2019 he started his current leadership journey at what is now QinetiQ US. His passion for leadership and professional development led him to move to the corporate office where he's been leading those efforts for the company. That includes everything from running our flagship mentorship program to executive development... and anything that fits into the leadership and learning and development portfolio.

Special Guest: Dr. Herman “Arch” Archibald – Military Veteran, Vice President and Chief Information Officer at Navy-Marine Corps Relief Society   Points Covered: ·       The history of the Navy-Marine Corps Relief Society (NMCRS) ·       The purpose and mission of NMCRS ·       NMCRS clients ·       Role as VP/CIO for NMCRS ·       Contact or donate to NMCRS   Biography Dr Herman “Arch” Archibald is Vice President and Chief Information Officer at Navy-Marine Corps Relief Society, a non-profit military aid society dedicated to assisting Sailors, Marines and their families. Prior to joining the Society, he was a partner at Catapult Growth Partner and the Chief Growth Officer at Giesler LLC. In these roles, he advised small and midsize business owners on federal programs and federal contract opportunities to accelerate revenue growth. Additionally, he served as the Director for Overseas Operations at Perpecta Enterprises Solutions LLC supporting the Department of Navy Next Generation Enterprise Network contract for the Navy and Marine Corps Intranet.   His 37-year U.S. Navy career culminated in serving as commanding officer, Naval Computer and Telecommunications Area Master Station Pacific in Wahiawa Hawaii. His command provided IT, cyber security, satellite communications and system engineering support to naval, joint and coalition forces operating in the Pacific Theater. As an experienced Navy and Joint Chief Information Officer, Director of IT Operations and Chief Governance and Strategist, Arch has led high performing teams across the globe, managing innovation solutions for globally distributed networks and organizations in complex and dynamic environments.   A native of Aliceville, Alabama and resident of Pensacola, Florida, Arch holds a Master of Science in Computer Information Systems from the University of Phoenix, a Master of Strategic Studies from the Air War College, Air University, a Bachelor of Science degree in Liberal Studies and Management from Regent College and Associate of Science in Electronic Communications Management from Georgia Military College.     Website www.nmcrs.org   Brought to you by the J.C. Cooley Foundation, "Equipping the Youth of Today for the Challenges of Tomorrow."#ItsYourLife #Talkshow #Podcast #Radio #nmcrs.orgSupport the show: http://www.cooleyfoundation.org/See omnystudio.com/listener for privacy information.

Ever wondered what it's like to go from piloting Predator drones in the Air Force to flying cargo under the stars? Jonathan Songer shares an epic journey of resilience, high-stakes decisions, and surprising lessons learned from life in the sky. From unconventional career moves to his unique take on mentorship, this conversation will change how you view the aviation world. Tune in and get ready to see flying from a whole new perspective!     WHAT YOU'LL LEARN FROM THIS EPISODE Strategies for navigating challenging work schedules as a pilot Life adjustments to make your dream of flying a reality Unique challenges of flying in non-radar airspace and the adrenaline rush of low-level cargo runs What it's like to fly just above the ground with complex maneuvers in tight airspaces How Jonathan transitioned from Air Force drones to a 737 cockpit     RESOURCES/LINKS MENTIONED The Citadel JetBlue OBAP Ace Academy Delta Professional SkyWest Airlines Envoy Air     ABOUT JONATHAN SONGER Jonathan is a Boeing 737 First Officer with Kalitta Charters II, a Part 121 Supplemental Airline Carrier. With over 1,600 hours in crewed aircraft and 4,000 hours in remotely piloted aircraft, Jonathan is an expert in flight safety, aviation decision-making, and crew resource management. He previously served as a subject matter expert in unmanned systems and as the Senior Manager for Advanced Air Mobility with MassDOT Aeronautics and MassAutonomy. Jonathan's experience in the defense industry includes working with medium-altitude, long-endurance unmanned aircraft as an instructor, evaluator/check airman, and lead pilot. He also served in the United States Air Force as an Air Mobility pilot on the KC-135 Stratotanker and as a Squadron Commander and Director of Operations for MQ-1 and MQ-9 remotely piloted aircraft. During his tenure in the USAF, he was Chief of Unmanned Intelligence Systems at US Air Forces Central Command. Jonathan holds an Airline Transport Pilot (ATP) Certificate and an FAA Part 107 Remote Pilot Certificate. He earned a B.S. in Physics from The Citadel and an M.S. in Military Operations from Air University.     CONNECT WITH JONATHAN LinkedIn: Jonathan Songer     CONNECT WITH US Are you ready to take your preparation to the next level? Don't wait until it's too late. Use the promo code “R4P” and save 10% on all our services. Check us out at www.spitfireelite.com!   If you want to recommend someone to guest on the show, email Nik at podcast@spitfireelite.com, and if you need a professional pilot resume, go to www.spitfireelite.com/podcast/ for FREE templates!   SPONSOR Are you a pilot just coming out of the military and looking for the perfect second home for your family? Look no further! Reach out to Marty and his team by visiting www.tridenthomeloans.com to get the best VA loans available anywhere in the US. If you're a professional pilot looking for a great financial planning partner for your retirement, tax, and investment, go to www.tpope.ceterainvestors.com/contact or call ‭704-717-8900 x120‬ to schedule a consultation appointment with Timothy P. Pope, CFP®. Be ready for takeoff anytime with 3D-stretch, stain-repellent, and wrinkle-free aviation uniforms by Flight Uniforms. Just go to www.flightuniform.com and type the code SPITFIREPOD20 to get a special 20% discount on your first order.  

Matt Hince brings over 20 years of leadership experience from his time in the Air Force, specializing in cyber mission teams. As a training supervisor, he has played a pivotal role in developing the next generation of cyber professionals. Recognized for his expertise in leading red team drills and conducting tabletop exercises, Matt has provided crucial real-world simulations to enhance cybersecurity readiness. He holds a Bachelor's degree in Russian and French from Texas A&M University, as well as a Master's degree in Military Operational Art & Science from Air University. To get in touch with Matt, reach out to him on this website: https://www.psyoptik.com/ Keeping it Real Estate is brought to you by Granite Towers Equity Group, helping investors create passive income through multifamily real estate. To get in touch with the founders of Granite Towers, Mike Roeder and Dan Brisse, visit https://www.granitetowersequitygroup.com/contact

In this episode of DISINFORMATION WARS, host Ilan Berman speaks with Col. Peter Garretson, AFPC Senior Fellow in Defense Studies and former chief futurist for the U.S. Air Force, regarding China's recent strides forward in space internet, and what it might mean for the unfolding “great power competition” between Washington and Beijing.   BIO: Peter Garretson is a Senior Fellow in Defense Studies at the American Foreign Policy Council and a strategy consultant who focuses on space and defense. He is the coauthor of Scramble for the Skies: The Great Power Competition to Control the Resources of Outer Space and the host of AFPC's Space Strategy Podcast. Prior to joining AFPC, Col. Garretson spent over a decade as a transformational strategist for the Department of the Air Force, where he served as a strategy and policy advisor for the Chief of Staff of the Air Force, as Division Chief of Irregular Warfare Strategy Plans and Policy, and as the Chief of the Future Technology Branch of Air Force Strategic Planning. As an instructor of Joint Warfare at Air University, he laid critical foundations for the future of American and allied spacepower, initiating the Schriever Scholars (America's premier program to develop space strategists), the Space Horizons Task Force (America's think tank for space), and developing the rationale for a U.S. Space Force.  He taught courses in war theory, joint planning, and national security implications of artificial intelligence. MATERIALS REFERENCED IN THIS EPISODE: — Richard M. Harrison and Peter Garretson, The Next Space Race: A Blueprint for American Primacy (Praeger Security International, 2023), https://www.amazon.com/Next-Space-Race-Blueprint-International/dp/1440880808/ref=sr_1_1?crid=UFE24YXJ64RY&dib=eyJ2IjoiMSJ9.U5jc8fFfd3tUDF3jfbDynL9Nuq9BLl_DkRXTRmNuvtM76WLNhBJZaoe0LEhH22OR8D_kBygP0ixcMFkPOGTkc1oBimuINW2JB20AeEYleaWJNzMgO-S-zrz2EEtnDy1NnoxVCNxzUTBDnCNN0Peg2OjrzjVZtN3LlliApM3LuFnUTGrhiRdcBHpx1sf6ahlcExyjdN2OH56fXcxfoyN4tLDnSrzVpGoyQvZ1JgxF0Dw.XqO3ZsBLh237M-t_eWtecmX8EF7h1Jfrq6IyoMNBlrg&dib_tag=se&keywords=the+next+space+race&qid=1725217225&sprefix=the+next+space+race%2Caps%2C89&sr=8-1.  — Peter Garretson and Richard M. Harrison, “Reacting to Major Space Events at or Below Geostationary Orbit - After Action Report 1,” AFPC Special Report, July 5, 2024, https://www.afpc.org/publications/special-reports/reacting-to-major-space-events-at-or-below-geostationary-obit-after-action-report-1. 

Episode Summary: In episode 197 of the Aerospace Advantage, Mission Command: Leveraging the American Cognitive Advantage, Heather “Lucky” Penney chats with Lt Col Fritz “Plugger” Glojek, recent fellow at the Mitchell Institute, and Lt Col Nicholas “Badger” Underwood of Air University's LeMay Center about how we can best empower Airmen to fly and fight. Conflict in the Western Pacific will challenge US Command and Control. Despite significant effort and progress with efforts like Combined Joint All-Domain Command and Control and the Advanced Battle Management System, China will exploit the electromagnetic spectrum to contest, degrade, and deny communication. Mission Command—a philosophy of leadership that empowers Airmen to operate in uncertain, complex, and rapidly changing environments through trust, shared awareness, and an understanding of commander's intent—offers resilience to the physical command and control structure. Without a numerical advantage or a technological advantage, Americans will need to exploit their cognitive advantage and continue to make decisions when temporarily disconnected from their leaders. We discuss the necessity of mission command in a complex, dispersed, multi-domain fight in the Western Pacific. Credits: Host: Heather “Lucky” Penney, Senior Resident Fellow, The Mitchell Institute for Aerospace Studies Producer: Shane Thin Executive Producer: Douglas Birkey Guest: Lt Col Fritz “Plugger” Glojek, Air Force Fellow, The Mitchell Institute for Aerospace Studies Guest: Lt Col Nicholas “Badger” Underwood, LeMay Center for Doctrine Development and Education, Air University Links: Subscribe to our Youtube Channel: https://bit.ly/3GbA5Of Website: https://mitchellaerospacepower.org/ Twitter: https://twitter.com/MitchellStudies Facebook: https://www.facebook.com/Mitchell.Institute.Aerospace LinkedIn: https://bit.ly/3nzBisb Instagram: https://www.instagram.com/mitchellstudies/ #MitchellStudies #AerospaceAdvantage #aerospace #leadership #AirForce Thank you for your continued support!

Today's Story: A Comprehensive Fitness Initiative

Hailing from Goodwater, Alabama where he graduated Valedictorian and an all-state football player, Dr. Anthony Simmons is a retired navy captain who served twenty-eight years as a surface warfare officer where he commanded three ships and a destroyer squadron. He also worked in human resources and in the Pentagon on the staffs of the chairman of the Joint Chiefs and naval operations as a strategic planner and resource officer. He is the author of the book, Championing Organization Wellness: a thorough and enlightening guide to help leaders to coach and train future leaders. Anthony holds a doctorate degree in Strategic Leadership from Regent University, a master's in mechanical engineering from Naval Postgraduate School, a master's in military operational art and science from Air University, and a bachelor's degree in robotics from Austin Peay State University. He is a member of Austin Peay's Military Hall of Fame Class of 2023. He is founder and president of Sixth Gear Consulting, LLC. Click here to purchase Championing Organizational Wellness.   Learn more about your ad choices. Visit megaphone.fm/adchoices

Daniel Strand, Professor of Ethics at the Air War College, talks with Josh and Timon about his recent article at American Reformer on America's global (and domestic) empire, foreign policy since the Cold War, and Augustine's City of God.    Read Daniel's Article on American Reformer: https://americanreformer.org/2023/10/providence-and-empire/   #AmericanReformer #ForeignPolicy #News #CurrentEvents #AmericanEmpire #ColdWar #Augustine #CityOfGod   Daniel Strand is Assistant Professor of Ethics at the Air War College and Ethics Chair for Air University. He is the author of the forthcoming Gods of the Nations (Cambridge University Press), a study of Augustine's political theology in City of God. His views are his own and do not represent those of the US Government.   Learn more about Daniel Strand's work: https://americanreformer.org/author/daniel-strand/ https://twitter.com/ddfstrand   ––––––   Follow American Reformer across Social Media: X / Twitter – https://www.twitter.com/amreformer Facebook – https://www.facebook.com/AmericanReformer/ Website – https://americanreformer.org/   Promote a vigorous Christian approach to the cultural challenges of our day, by donating to The American Reformer: https://americanreformer.org/donate/   Follow Us on Twitter: Josh Abbotoy – https://twitter.com/Byzness Timon Cline – https://twitter.com/tlloydcline   The American Reformer Podcast is  hosted by Josh Abbotoy and Timon Cline, recorded remotely in the United States, and edited by Jared Cummings.   Subscribe to our Podcast, "The American Reformer" Get our RSS Feed – https://americanreformerpodcast.podbean.com/ Apple Podcasts – https://podcasts.apple.com/us/podcast/the-american-reformer-podcast/id1677193347 Spotify – https://open.spotify.com/show/1V2dH5vhfogPIv0X8ux9Gm?si=a19db9dc271c4ce5

Drysdale “Dale” H. Hernandez is the Chief Learning Officer (CLO) for Headquarters Air Force Global Strike Command where he serves as the Chief, Force Development Division in the Directorate of Manpower and Personnel. In this position he serves as the primary advisor to the MAJCOM Commander on all Learning Strategy issues. His A1D Division plans, develops, and directs advisory and support services for command-wide Professional Development.In this episode, Colonel retired Hernandez discusses the importance of education in Air Force Global Strike Command and the efforts made to develop and educate strikers. Global Strike Command was created in 2009 to address the atrophy of nuclear expertise in the Air Force. The command offers over 20 courses and has invested over $23 million in the development of strikers. The education programs aim to build courageous problem solvers capable of critical thinking and problem-solving. The command also focuses on leadership development and strategic stability through a credible long-range strike force.Mr. Hernandez was raised in El Paso, Texas and was commissioned in 1991 as a graduate of The University of Texas at El Paso's Air Force ROTC program. His Masters-level education includes degrees in Human Resources Management and Administration from Webster's University, Military Operational Arts and Science from Air University, and Strategic Studies from the Army War College. Mr. Hernandez began his professional career in 1992 as the Chief of Social Actions at Griffiss AFB, NY. His Air Force career included multiple deployments, staff positions at Headquarters Air Mobility Command, Headquarters U.S. Air Forces in Europe and U.S. Air Forces in Africa, Headquarters U.S. Air Force and The Joint Staff. He has served as the 48th Mission Support Squadron Commander at RAF Lakenheath, United Kingdom and as the 52d Mission Support Group Commander at Spangdahlem Air Base, Germany. 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

Dr. Anthony L. Simmons is a retired Navy Captain who served 28 years as a Surface Warfare Officer. His Navy experience includes four at-sea commands: a Patrol Coastal, two AEGIS Destroyers and a Destroyer Squadron. Ashore, he developed human resource strategies at the Bureau of Naval Personnel and the Pentagon on staffs of the Chairman of the Joint Chiefs of Staff and the Chief of Naval Operations as a Strategic Planner and Resource Officer. Dr. Simmons has worked in the Maritime Defense Sector supporting Small Business Innovation Research for the Office of Naval Research. Additionally, he has done business development, program management, and test and systems engineering. He holds a doctorate degree in Strategic Leadership from Regent University, a M.S. in Mechanical Engineering from Naval Postgraduate School, a M.A. in Military Operational Art and Science from Air University, and a bachelor's degree in Robotics from Austin Peay State University. Dr. Simmons grew up in the rural, working-class town of Goodwater, AL where he graduated from Goodwater High School in 1985 as Valedictorian, was honored as an All-State Football Player, and earned a full football scholarship to Austin Peay. Dr. Simmons is a member of Austin Peay Governors Military Hall of Fame Class of 2023. He is the founder and owner of Sixth Gear Consulting, LLC, which is a leadership performance consulting practice that instructs leaders on how to lead through bridging People and Technology. anthonysimmons@sixthgearconsulting.com Also, try Magic Mind at an amazing discount at www.magicmind.com/janbetterself and use code Magic Mind for up to 75% off a 3 month subscription or 20% off a one time purchase. --- Send in a voice message: https://podcasters.spotify.com/pod/show/betterself/message Support this podcast: https://podcasters.spotify.com/pod/show/betterself/support

Andy talks about the complexities and goals of China's cognitive warfare program with Josh Baughman, an analyst at the China Aerospace Studies Institute at Air University. 

Today's Story: Space Force Education

Dr. Rebecca Grant is a national security analyst and the President of IRIS Independent Research. IRIS is a small, woman-owned business that specializes in defense and aerospace research and consulting. Initially, Rebecca began her professional career with RAND in Santa Monica, California. Likewise, she also worked at Pentagon for three years as the Air Staff on the Secretary of the Air Force and Chief of Staff of the Air Force. Apart from that, Rebecca is a guest speaker on airpower and technology at different venues from active-duty Air Force units to Wall Street investors. She has also lectured at the USAF's Air University and for the air forces of the United Kingdom, the Netherlands, Italy, Turkey, and Australia. On top of that, Rebecca has made television appearances as an expert on national security for FOX News, CNN, MSNBC, Fox Business, and OANN. She has also written over 100 articles for Air Force Magazine. Topics discussed include: China and their place in today's world, the war in Ukraine, North Korea, Israel's war in Gaza, Iran and the Middle East. And Much Much More...

"It's been Quite A Banner Year For China Militarily, Commercially, Scientifically In Space" This episode looks at China's effective year in space, in the civil, commercial, and military space sectors. Laura Winter covers the most important technology and policy developments and what to look out for in 2024 with Namrata Goswami, an independent scholar on space policy and great power politics and co-author of the book “Scramble for the Skies”; and Brendan Mulvaney, Director of the Air University's China Aerospace Studies Institute.

Ryan was happy to welcome back Lt. Gen. Brian Robinson and Lt. Gen. Andrea Tullos onto the show. These Air Force leaders lead Air Education and Training Command and Air University, respectively, the latter of which is a major component of the former. As such, they work together all the time (and aren't dueling, but fun title right?). In this episode, they speak to Ryan about what they and their teams are doing to ensure the U.S. Air Force is trained at the highest level possible in order to ensure readiness. Robinson was on the show last year about related topics. And this is Tullos' third appearance on the show, and she has also appeared on Unspent Rounds.

Today's Story: Increasing In-Residence Attendance

On this episode of the Defense & Aerospace Report Strategy Series, sponsored by General Atomics Aeronautical Systems, Dr Brendan Mulvaney, the director of the US Air Force's China Aerospace Studies Institute at Air University at Maxwell Air Force Base, Ala., and inaugural director of the Marine Corps Commandant's Red Team, discusses the “problematic” capabilities China is developing and demonstrating, whether Beijing is growing more dangerous as its economy falters, if there's a “window” of danger, Beijing's view of its adversaries and the importance of understanding the “century of humiliation,” how to counter China, building alliances and partnerships, the reality that China has enough capability to weather technological sanctions and more with Defense & Aerospace Report Editor Vago Muradian.

James McCue is a career helicopter pilot having performed all three USAF rotary wing missions; nuclear security, combat search and rescue, continuity of government. He has earned his undergraduate degree in Mechanical Engineering and masters studies with the Air Force Institute of Technology, Emby Riddle, Missouri State University, and a fellowship with the National Defense University's C-WMD program.He has been working at the Defense Threat Reduction Agency for the last four years supporting nuclear wargames, nuclear doctrine development, is a Fellow at the National Institute for Deterrence Studies, and is a visiting professor with the Defense Nuclear Weapons School where he lectures in that institution's Nuclear Policy course. He has published through Air University and Naval Postgraduate School on matters of physical security of nuclear weapons as well as deterrence at the edge of conventional and nuclear conflict.Here is a link to his latest work: https://www.airuniversity.af.edu/Portals/10/AEtherJournal/Journals/Volume-2_Number-2/McCue.pdf?source=GovDEPISODE NOTES:Follow NucleCast on Twitter at @NucleCastEmail comments and story suggestions to NucleCast@anwadeter.orgSubscribe to NucleCast podcastRate the show

China: More Weird Reports of Disappearances And Departures Weird reports of “disappearances and departures” from China's People's Liberation Army's Rocket Forces, Venezuela signs up to the China-led Moon station, and more out China on space and defense in this week's episode. Laura Winter speaks with Chris Stone, Senior Fellow for Space Deterrence-National Institute for Deterrence Studies and author of the book “Reversing the Tao: A Framework for Credible Space Deterrence”; and Brendan Mulvaney, Director of the Air University's China Aerospace Studies Institute.

Guest host Andrew Moulton, former Superintendent for Educational Technology at the Barnes Center for Enlisted Education at Air University, speaks with MSgt Ja'Keith Robinson, First Sergeant at the 552nd Operations Support Squadron at Tinker Air Force Base, Oklahama. MSgt Robinson shares his insights on how the U.S. invests in the enlisted corps through basic professional military education.

Major Frank W. Perry, Jr. is the Chief, Helicopter Operations Division, Twentieth Air Force. In this position Major Perry advises the Commander, Twentieth Air Force on operational and administrative issues for the Air Force's sole Helicopter Group. He leads planning, coordination, and Operational Plan support for three operational helicopter squadrons, integrating USSTRATCOM and USNORTHCOM missions for over 400 personnel.Prior to this assignment, Major Perry was a student at Air Command and Staff College in Air University. There he performed studies as part of the Russia Research Task Force, garnering the Thomas “Dutch” Miller Award for most relevant research in his field.Major Perry enlisted in the Air Force as a Ground Radio Technician in 2004, receiving his commission through Officer Training School in 2009. Following graduation, he has served in a variety of operational assignments as a UH-1N instructor pilot, and subsequently as a Mi-17 instructor and evaluator pilot. Major Perry has deployed in support of Operations IRAQI FREEDOM, ENDURING FREEDOM, and FREEDOM'S SENTINEL.EPISODE NOTES:Follow NucleCast on Twitter at @NucleCastEmail comments and guest nominations to NucleCast@anwadeter.orgSubscribe to NucleCast podcastRate the show on Apple Podcasts

Today's Story: CCAF is Back

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.

Jasmine Paul is an award-winning children's book author, Certified Financial Education Instructor, and speaker focused on making wealth fun! Her first book, A Boy, a Budget, and a Dream, selected as the core curriculum by Harvard University's Read Labs in over 100 NC elementary schools, was named Parents.com Top 10 Best Books to Teach Kids about Money, selected in the 2022 "Thinking Money for All Kids: Diverse and Inclusive Reads to Teach Young People about Money" American Library Association in collaboration with the FINRA Investor Education Foundation, and has helped readers save over $5K. She has taught workshops and engagements for the Taco Bell Foundation, La Vida Scholars, Oakland/Berkley YWCA, Caesar Rodney School District, St. Louis Public School District, Tampa Bay Startup Week, and more.Jasmine also served as a Senior Finance Manager and Major for the largest education and recruiting organization in the Air Force in San Antonio, TX.   She was responsible for the execution of over $3.2 Billion budgets which supported Air Force Recruiting Services, Air University, two Numbered Air Forces, 25 wings, and 13 installations. She graduated with a Bachelor of Arts in Communications and a Master of Science in Entrepreneurship. She is a Society of Children's Book Writers and Illustrators member and a member of Alpha Kappa Alpha Sorority, Inc. She received the Young Women of Tomorrow Award from the Great Falls, MT YWCA, the Volunteer of the Year Award from Malmstrom AFB, MT, and the Senior Company Grade Officer of the Year from Dover AFB, DE. Jasmine was also named a leading advocate by the National Financial Educators Council. Her goal is to inspire money conversations early and often. 

This week Microsoft reported that the Chinese hacking group penetrated Guam's telecommunications systems. Because of the U.S. territory's location and military bases, telecommunications there means a mix of platforms that includes space. Laura Winter speaks with Chris Stone, Senior Fellow for Space Deterrence-National Institute for Deterrence Studies and author of the book “Reversing the Tao: A Framework for Credible Space Deterrence”; and Brendan Mulvaney, Director of the Air University's China Aerospace Studies Institute.

Chief Master Sgt. Stefan Blazier, Air University command chief, sits down with Chief Master Sgt. Lee Hoover, 42nd Air Base Wing command chief, and discusses Hoover's decision to join the military, highlights and favorite assignments during his career, why he stayed in the Air Force, and the importance of family and loving them today.

Dr. Blank is an internationally recognized expert on Russian foreign and defense policies and international relations across the former Soviet Union. He is also a leading expert on European and Asian security, including energy issues.Since 2020 he has been a Senior Fellow at the Foreign Policy Research Institute. In 2020-21 he also was a Senior Expert for Russia at the U.S. Institute of Peace and Senior Fellow at the American Foreign Policy Council. From 1989-2013 he was a Professor of Russian National Security Studies at the Strategic Studies Institute of the U.S. Army War College in Pennsylvania.Dr. Blank has consulted for the CIA, major think tanks and foundations, chaired major international conferences in the USA and abroad In Florence, Prague, and London, and has been a commentator on foreign affairs in the media in the United States and abroad. He has also advised major corporations on investing in Russia and is a consultant for the Gerson Lehrmann Group.He has published over 1300 articles and monographs on Soviet/Russian, U.S., Asian, and European military and foreign policies, including publishing or editing 15 books, testified frequently before Congress on Russia, China, and Central Asia for business, government, and professional think tanks here and abroad on these issues. He has also appeared on CNN, BBC, Deutsche Welle, CNBC Asia, and is a regular guest on VOA.Prior to his appointment at the Army War College in 1989 Dr. Blank was Associate Professor for Soviet Studies at the Center for Aerospace Doctrine, Research, and Education of Air University at Maxwell AFB. He also held the position of 1980-86: Assistant Professor of Russian History, University of Texas, San Antonio, 1980-86, and Visiting Assistant Professor of Russian history, University of California, Riverside, 1979-80.

Today's Story: Operational Pause Update

Our guest today is former journalist and now historian Vanya Eftimova Bellinger. Vanya is Assistant Professor of Strategy and Policy Development at the US Naval War College in Newport, Rhode Island. She previously served as an assistant professor at Air University's Global College of Professional Military Education and a visiting assistant professor at the US Army War College. Vanya received her BA in Public Relations and Communications at Sofia University, St. Kliment Ohridski, in Sofia, Bulgaria, and her MA in Military History at Norwich University in Northfield, Vermont. She recently defended her dissertation for the PhD in History at King's College, London. But before all that, Wanya spent twenty years as a journalist for Bulgarian and German media, including stints with Economedia and Bulgarian National Television, as well as a journalism fellowship at the Free University of Berlin. Vanya is the author of Marie von Clausewitz: The Woman Behind the Making of On War (Oxford University Press). Her Journal of Military History article, “The Other Clausewitz: Findings from the Newly Discovered Correspondence between Marie and Carl von Clausewitz'” was awarded the Society for Military History's Moncado Prize. She recently published “Lieber and Clausewitz: The Understanding of Modern War and the Theoretical Origins of General Orders No. 100” in the Journal of Civil War Era and “When Resources Drive Strategy: Understanding Clausewitz/Corbett's War Limited by Contingent” in Military Strategy Magazine. Vanya sits on the Military Strategy Magazine's Editorial Advisory Panel and frequently contributes to War on the Rocks and The Strategy Bridge. Vanya's journalism experience makes her an energetic go-getter. We'll talk about growing up with ‘technical intelligentsia” parents in Bulgaria, the fame of being on a Bulgarian Sunday morning news program, working in the German archives, Bulgarian moussaka, and the band Ostava, plus a little Clausewitz. Join us for a fun and fascinating chat with Vanya Bellinger! And Check out our new @MHPTPodcast Swag Store! Rec.: 03/13/2023

Caleb Vaden is the Senior Enlisted Leader & advisor for the Air University's International Affairs and International Officer School, headquartered at Maxwell Air Force Base, Alabama. He serves as the senior enlisted advisor to the Director of International Affairs and to the Commandant of the International Officer School on matters influencing worldwide engagements, reinforcing the United States' strong and adaptive global relationships, focusing on strategic integrated deterrence. He also advises on readiness, morale, welfare, training, discipline, effectiveutilization, professional development, force structure and deployments for all enlisted and officer personnel. He leads this highly specialized team to accomplish a strategic, national level organizational mission; Coauthors organizational strategy and mission statements, and lines of effort; Translates senior level intent; Directs human resource development & performance reviews; Leads organizational change through lean & six sigma processes; Advises Commander (CEO) on senior leadership adjustments, legal & environmental concerns; Check his book here: BOOT Leadership https://a.co/d/fSdpl2B His LinkedIn here: https://www.linkedin.com/in/caleb-vaden-3165ab53 And his podcast here: https://open.spotify.com/show/2lMRjJOfOApyQPpGhfYqrj?si=kGyTO-7qRpqecJwv8WPfyg

Dan Hawkins from the Air Education and Training Command public affairs team spoke virtually with Mr. Harold Ward, director of the Air Force Culture and Language Center at Air University, discussing how language, regional expertise and culture education helps the Air Force to fly, fight and win by enabling the agile combat employment concept, commonly referred to as ACE.

ChatGPT is the artificial intelligence talk of the town, and Jan and Jim have experimented with it for a few months and share the questions they asked it, and the responses ChatGPT provided. They discuss how ChatGPT can be a game-changer for leaders to spend more time doing what they do best - develop relationships and exercise judgment. Listen in for how AI can be a new tool in your toolbox, and its potential as a leadership enhancer.  https://bit.ly/TLP-348   Key Takeaways   [1:38] Jan and Jim give a big shoutout to their friend Greg Hinc of County Cork, Ireland. He wrote that he started listening to The Leadership Podcast at about Episode 150, then he went back and listened to them all. He comments on their social media posts. He's talked a lot about how much he's learned and gained from it, which means a lot to Jan and Jim. There's a little gift coming to Greg. [2:34] If you have listened to every episode like Greg, then Jan and Jim would love to hear from you, as well. [4:07] Jim's friend, Jim Mirochnik of Halock Security Labs, introduced him three months ago to ChatGPT, an artificial intelligence chatbot. After five minutes of interaction, Jim was as excited as when he first learned of the world wide web in 1992. Jim asked ChatGPT a variety of questions and he got back usually well-written answers. [5:33] To test ChatGPT on a task a human probably couldn't do quickly, Jim asked it, “Write a Java computer program that will take the input of two people's names and an adjective describing their relationship and create a poem written in Iambic Pentameter.” Within seconds, it wrote a Java program that was pretty close to being exactly what Jim had asked for. [6:17] Jim clarified his question and ChatGPT gave him a better result. Then Jim asked it to write the program in Python and it instantly supplied the Python code on half a sheet. It gave a more concise answer than a human coder might have given and it was good code. [7:01] Jim and Jan share some questions he asked and the answers from ChatGPT from about three months ago. [7:14] Q. Write a 500-word essay on leadership. The answer came in about 35 seconds and it was amazing. Then Jim asked, “How many words is that essay?” It said 532. Jim asked why it went over. It said leadership is a complex topic and hard to explain. [7:54] This morning Jim asked it the same question: Write a 500-word essay on leadership. ChatGPT has gotten a lot busier, with more users. The response today took six minutes. It was very well written again and similar to the first response but it was much more concise at 372 words. ChatGPT is having a deep impact on university students and the way they study. It is a fantastically useful and powerful tool. [8:53] Jan hears people afraid that ChatGPT will take their job. He recently demoed ChatGPT to a CEO. When the CEO asked, Why are there silos developing in my organization? It gave these answers: Lack of communication/collaboration, competition for resources, different goals and priorities, silos created by structure, or resistance to change. That gave Jan and his client five things to explore together. [10:56] If you only had pliers before, now you have a vice grip. What sticks out for Jan is that he has to ask it very good questions and then, exercise his judgment and decide what to look at. [11:27] What Jan did with his CEO client was look at different goals and priorities. They have a retreat planned where each attendee will bring a list of five important priorities and will make sure everyone is clear on roles and responsibilities and where there is overlap. Jan — not ChatGPT — will facilitate the discussion. Jan sees it as an awesome tool. [12:03] Some people get better and quicker responses than others when searching on Google because they know how to ask questions the right way for good search results. That skill is super important with ChatGPT. You get better by practicing and using it. [12:45] There are some things that it can do quickly that might take weeks for a human to do. Jim asked, What are the top five themes articulated in The Leadership Podcast? [13:41] ChatGPT answered, “As an AI language model, I don't have personal opinions but I can provide you with an overview of some of the most commonly discussed themes on The Leadership Podcast, based on the content available on their website and podcast. Here are five possible themes: Leadership …, personal development, team dynamics, innovation and disruption, business and industry insights.” [14:27] ChatGPT took about a minute to make that analysis. It had indexed and searched the entire site for The Leadership Podcast, so it knows about it. Jim had asked it the same question two months ago before it was able to search websites. Now it can. Its functionality is increasing at a geometric pace. [15:16] ChatGPT is a fun, powerful tool, and its answers are exceptionally well done. Another question was, Can you measure leadership? It came up with a similar answer to a discussion with guest Sarah Wirth - The Leadership Podcast Episode 351. [16:28] Jan asked ChatGPT When I interview Jim Vaselopulos from Rafti Advisors for my podcast, what should I ask him? ChatGPT responded, “As a business strategist and leaders consultant, Jim is able to provide valuable insights on various topics related to business management leadership. Here are some questions to ask during the interview. …” [16:51] “ … How has the COVID-19 pandemic impacted business strategies in leadership and how can organizations adapt to these changes?”, “Can you share a memorable experience from your career that taught you an important lesson about leadership?”, “What inspired you to become a strategist and leadership consultant?” [17:22] “Can you share a particularly successful project you had with a client and what made it successful?” These are good generic questions. They provide a good starting point. Jim cites Atomic Habits, by James Clear. If you want to run, start by putting your shoes on. Then you generally follow through. ChatGPT is a tool to help you jumpstart a report or analysis. It can help you get moving. [18:53] Jan is working with an organization with five good values that has not articulated its values into observable behaviors. One of the values is accountability. Jan asked ChatGPT, What three observable behaviors would you assign to the value of accountability? ChatGPT's response was, “Honesty and transparency, reliability and follow through, adaptability and continuous improvement.” [19:26] Under “continuous improvement,” ChatGPT added, “They take feedback constructively, they recognize mistakes or failures can be opportunities for growth and learning, they're willing to adjust their approach …” Jan asked if you, the listeners, know what the values mean in your organization? Don't follow a robot blindly, but ChatGPT gives a great starting point for a discussion on values. [20:25] Jan says, oftentimes, those [company] values are ambiguous, the culture is by default, and the values and standards cannot be upheld because there's no agreement on what they mean. There's no common vocabulary. That's something every organization could do today. Look at your values and agree on behaviors to associate with them. Can we be more clear on what we want our folks to do? [21:12] Three years ago, Jim and Jan were asked to go out to the Air University in Montgomery, Alabama. They gave a speech summarizing The Leadership Podcast and the guests they had interviewed and the overarching theme they could find. One of the themes that still continues since then was curiosity. The most successful leaders had the trait of being curious. ChatGPT didn't come up with that! [21:59] The Leadership Podcast is about curiosity. Learning to use a tool like ChatGPT is about being curious. What are you curious about? [22:28] Jan asked When I interview Jan Rutherford from Self-reliant Leadership for my podcast, what should I ask him? ChatGPT responded “Can you tell us a bit about your background, how you became interested in self-reliant leadership?” and “What are the key traits and characteristics of self-reliant leaders?” It didn't ask a single COVID-19 question, ask about stories or mention entrepreneurs. [23:06] ChatGPT had picked up on those topics on Jim's website, not on Jan's. There were relevant questions for each Jan and Jim from their websites. [23:18] Another question for Jan was “Are there any common misconceptions or misunderstandings about self-reliant leadership that you would like to clear up?” That's a good question. During this episode, Jan and Jim were curious, tested their assumptions, and learned something! [23:40] Curiosity is such an important theme. ChatGPT is a vehicle to supercharge your curiosity and enlighten yourself in ways that you couldn't without reading books that you may not have time to read. [24:27] Simon Sinek was a guest on the show and they asked him, “Where does personal responsibility and a sense of real duty to each other start to play a role, especially now (during the pandemic)?” So Jan asked ChatGPT that question. [24:42] ChatGPT had interesting answers, ending with “To foster a sense of personal responsibility and a duty to each other, it's important to prioritize empathy, compassion, and kindness. We can start by listening to and understanding the needs and concerns of others, being willing to make personal sacrifices for the greater good, and taking action to support our communities in meaningful ways.” [25:09] Jan plays Simon's answer: “Trust is a two-way street. Just think of any relationship: friendship, marriage, or anything. Trust is always two ways. In a business context, where there's formal hierarchy, it is the leader's responsibility to create the environment in which trust can exist.” [25:41] (Simon continues) “To build a circle of safety and create an environment in which people feel safe to raise their hand and say, ‘I made a mistake,' or ‘I need help,' or ‘I don't understand,' without any fear of humiliation or retribution. Without any fear that they'll be on some shortlist by the end of the year. However, it's everyone's responsibility to step into that circle of safety.” [25:59] (Simon continues) “Compare it to a personal relationship. It's very important for at least one person in the relationship to start to create an environment in which the other person feels safe to express themselves or be themselves. But it's still the responsibility of the other person to take that risk to express themselves or be themselves.” [26:16] (Simon concludes) “It's the same in business. It's all fine and good for us to create the environment but people have to take the risk and say, ‘Hey boss, I need help,' or ‘I made a mistake,' and to realize that there's no humiliation or blowback if you do that. In fact, you get his support.” [26:36] The ChatGPT is not about to replace Simon Sinek. He's wonderful to listen to, he's articulate. He hit on a lot of the same themes that were in ChatGPT's answer. Jan finds that interesting. We know this AI today is going to be exponentially better. In less than a year, it may use a voice and cadence to come close to Simon Sinek. Leaders and business people now have another tool in their toolbox. [27:39] We're still going to need to build relationships; we're still going to need to be able to exercise judgment. If curiosity is a value in your organization, what does that mean? Are we teaching people to ask better questions and to listen better? Or are we saying go to Toastmasters to learn to be a great speaker and articulate? The emphasis has been on using our mouths instead of our ears! [28:10] To do a school term paper, you come up with an outline and then flesh it out. In practical business, people don't start with an outline. Powerpoint is the closest thing to an outline for presentations. Make one good point instead of five average points. Two good points and seven bad ones ruin a presentation. ChatGPT can help you sharpen your point and get at it. [29:38] What are the keys to having difficult conversations? ChatGPT answered with seven bullet points taking up three-quarters of a page. Jim lists the bullet points: “Prepare, choose, listen actively, be clear and direct, focus on the issue, offer solutions and options, and follow up.” The supporting information is spot-on. It doesn't have too many extra words or fluff statements. [30:23] What are the most common mistakes people make when delegating? “Not delegating at all, over-delegating, poor communication, micro-managing, lack of follow-up, not providing sufficient resources, and taking credit.” You have to recognize the efforts and achievements of the person you delegated to. [31:27] For as scary as this new technology can be, we need to adopt it, embrace it, and understand that it's going to affect all of us in some way, shape, or form. Whether you realize it or not, your employees are using it! Jim shares a client story about it. [32:14] Jan just had a conversation about trust. He cites past guest Margaret Heffernan: Social capital is what happens between people; that relationship. You want to work with people you like, people you respect, and people you trust. Trust takes time and everybody's busy. [33:28] Jan refers to Lisa McLeod, a sales thought leader, who says “If you can't understand how you're making people's lives better, you can't sell anything.” It would be so sad to go to work, with whatever tools you use, and not think at the end, “How am I making people's lives better?” See the interview here: https://selfreliantleadership.com/blog/2021/05/06/lisa-mcleod-on-selling-with-noble-purpose/.  [34:10] Jim asked a young salesman what his value proposition was. The salesman listed the product features but Jim wanted to know how the salesman was making his customer's life better. Jim tells a friend's story about the pressure-washing cheerleader who lifted his low spirit with kindness and joy. [36:55] Past guest Barry Schwartz told about cancer-ward janitors who weren't there to clean messes but to provide a better experience for patients. That floor had the best cancer-survival rates because of the janitors who brought them kindness and preserved their dignity. [37:39] Jan recalls how past guest Christophe Morin of SalesBrain uses props. As a prop, Jan holds up an insulated mug his wife got him for Valentine's Day. Jan asks ChatGPT How does a coffee mug that stays warm improve someone's life? “A mug that stays warm can be a convenient addition to a person's daily routine. They can take their time enjoying their drink without having to worry about it getting cold.” [38:53] ChatGPT also says that drinking a hot beverage has been linked to various health benefits, such as improving digestion, boosting metabolism, and reducing the risk of certain diseases. “With a mug that stays warm, one can ensure they're consuming their hot beverage at the optimal temperature to reap these benefits.” Our business is selling something. Do we understand how it improves someone's life? [39:20] Is ChatGPT a menace? It might be. Is it something that can improve our life? Jan thinks it will be able to speed up things. It will get us to a point where creating an outline or coming up with some ideas, we'll let somebody else do that and we'll focus on the things that only we can do; exercise judgment, cut and paste, modify, edit, or think, and step back. It will help us get better at asking questions. [40:11] What Jan hopes ChatGPT does is allow us to spend more time with each other and improve the relationships we have between people, not on a computer all the time. [40:54] Jim asked ChatGPT to write the Darley ad, and it did! Jim reads the ad. [41:37] Microsoft is incorporating ChatGPT into Bing. [41:51] Jan and Jim would love to hear your feedback on this episode and on ChatGPT. How are you using it? This is a game-changer. Comment on LinkedIn or on Facebook or comment on the episode page. Jan and Jim will respond. [42:28] Closing quote: Remember, “Talent hits a target no one else can hit; Genius hits a target no one else can see.” — Arthur Schopenhauer   Quotable Quotes from ChatGPT “As an AI language model, I don't have personal opinions but I can provide you with an overview of some of the most commonly discussed themes on The Leadership Podcast, based on the content available on their website and podcast. Here are five possible themes: Leadership … , personal development, team dynamics, innovation and disruption, business and industry insights.” “As a business strategist and leaders consultant, Jim is able to provide valuable insights on various topics related to business management leadership. Here are some questions to ask during the interview.” “To foster a sense of personal responsibility and a duty to each other, it's important to prioritize empathy, compassion, and kindness. We can start by listening to and understanding the needs and concerns of others, being willing to make personal sacrifices for the greater good, and taking action to support our communities in meaningful ways.” “[Before a difficult conversation], prepare, choose, listen actively, be clear and direct, focus on the issue, offer solutions and options, and follow up..” “[Mistakes when delegating are] not delegating at all, over-delegating, poor communication, micro-managing, lack of follow-up, not providing sufficient resources, and taking credit.” Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Rafti Advisors. LLC Self-Reliant Leadership. LLC ChatGPT Jim Mirochnik Halock Security Labs Skynet Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones, by James Clear Air University, Maxwell AFB, Montgomery, Alabama Sara Wirth Simon Sinek Toastmasters Margaret Heffernan Lisa McLeod Barry Schwartz Christophe Morin SalesBrain Microsoft

As the one-year anniversary of Ukraine's war with Russia approached this week, President Biden made a surprise visit to Ukraine, and gave a rousing speech in Warsaw, doubling down on America's commitment to supporting Ukraine. The same day, President Putin gave his State of the Nation speech in Moscow, promising to double down on Russia's attacks on Ukraine with fresh troops and a new major offensive/ But this war may soon become more complicated still, because according to our Secretary of State Antony Blinken China is considering providing arms to Russia, and China's leader Xi Jinping is preparing to visit Moscow for a summit with Putin soon. As all of this fast-developing news comes at us against the backdrop of the slow grind of this war, and the inescapable realization is that this may be a long war. And as Russia pummels Ukrainian cities, civilians and infrastructure, the realization is setting in that far from decisive battles, this may become a war of attrition! Clearly, Mr. Putin believes that he can bring Ukraine to its knees by basically attrition warfare. In this episode, you'll discover that, historically speaking, he is not alone - many autocracies and democracies engaged in attrition warfare with similar beliefs. Their successes and failures all depended on how they choreographed their resources, politics, peoples, and combined arms warfare. But when does an armed conflict transition from decisive strategies and swift battles into long-drawn wars, in which attrition becomes the strategy? Has human history experienced more decisive wars or more wars of attrition? What is a prime example of attrition warfare? And what military strategies have had to be adopted for these long, grinding wars - these wars of attrition? To better understand attrition warfare, I spoke with Dr. Sebastian Lukasik, a professor in the Department of Leadership and Research Development at Air Command and Staff College, in Air University, which is a professional military education university system of the United States Air Force, where Dr. Lukasik is the director of the ACSC In-Residence Electives Program. To learn more about Dr. Lukasik, you can visit his academic homepage. In addition, below are links to two fascinating episodes: S2E16: Russian Reforms, Rebellions & Revolutions, Dr. Mark Steinberg S3E6: History of Tank Warfare, Dr. Alaric Searle 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.

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

The B-21 Raider is a new Air Force superweapon - a stealth bomber that has taken the Northrop Grumman close to a decade to develop on time and under budget. But the US Air Force has been shrinking its bomber fleet since the collapse of the USSR - the Soviet Union. So why develop the B-21 Raider now? Why embark on a huge and highly costly new bomber project now? To dig deeper into this history, I spoke with Dr. Melvin Deaile. He is the Director of the School of Advanced Nuclear and Deterrence Studies, and an Associate Professor in the Department of International Studies at Air University's Air Command and Staff College. Dr. Deaile teaches classes on nuclear deterrence, nuclear strategy, joint warfighting, and classical military thought. He is a retired Air Force Colonel, where he served two tours in the B-52 Stratofortress and a tour in the B-2 Spirit. He has flown combat operations as part of Operations DESERT STORM and OPERATION ENDURING FREEDOM, including a record-setting 44.3-hour combat mission, and deployed in support of Operation IRAQI FREEDOM. He is the recipient of the Distinguished Flying Cross and a distinguished graduate of the USAF Weapon School. Dr. Deailerecently published his first book, Always at War, which chronicles the development of SAC's organizational culture under Gen Curtis LeMay. Of course, we discuss that book in this episode. To learn more about Dr. Deaile, you can visit his academic homepage. And here is an Amazon link to his latest book, Always at War, which we discuss in this episode. In addition, below are links to two other fascinating episodes: S2E8: History of Wars in Ukraine, Dr. David Stone S2E5: Who Are Ukrainians?, Dr. Catherine Wanner 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.

Ryan recently traveled to Air University at Maxwell Air Force Base where he was joined by three of the many big thinkers teaching servicemembers down there: Andy Akins, Anna Batta, and Mark Conversino. They covered the risk of nuclear war over Ukraine, the prospects for negotiations, why so many struggle with strategic empathy, and efforts to learn lessons from this war, which often stumble when we fail to learn lessons about ourselves.

During a visit to Maxwell Air Force Base, Ryan had a chance to visit with Lt. Gen. Andrea Tullos, the president and commander of Air University. We spoke about her career, how she ended up commanding the lead agent for Air Force education, producing practitioners in the art and science of air-minded warfare, the addition of more wargaming at Air University, and preparing the Air Force for an era of strategic competition. She ends with a call for military personnel to engage in professional and public debate.

How do terrorist organizations and other nonstate armed groups finance their activities? And just as importantly, how can the United States and its allies counter those streams of money? Those questions are the focus of this episode. Our guests are Dr. Margaret Sankey, research coordinator at Air University's Office of Sponsored Programs, and John Cassara, a twenty-six-year of various federal intelligence and law enforcement agencies whose career focused on anti–money laundering and terrorist financing. They address both of these overarching questions before offering insight on interagency cooperation and tracking the money pushed into combat zones or to partner forces.