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Season 3 of the Long Blue Leadership podcast is a wrap! From established national leaders to rising stars, this season features inspiring stories from U.S. Air Force Academy graduates. SUMMARY This season's guests included Dr. Heather Wilson '82, former Secretary of the Air Force; Dr. John Torres '82, NBC News Senior Medical Correspondent; Maj. Gen. Thomas Sherman '95, Vice Superintendent of the U.S. Air Force Academy, and 2nd Lt.  Wyatt Hendrickson '24, NCAA wrestling champion.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK    TAKEAWAYS Leadership is about collecting tools over time. Your identity is not defined by your profession. Intentionality in actions leads to personal growth. Leadership can be practiced at any level. Admitting mistakes quickly is crucial for growth. Respect and loyalty are earned through care. Every moment is an opportunity to make an impact. Legacy is built in real-time interactions. Conversations can unlock deeper insights about leadership. Sharing stories fosters connection and learning.   CHAPTERS 00:00 Celebrating leadership lessons from Season 3 03:07 Insights from Dr. Heather Wilson '82 05:47 Chad Hennings '88 on identity and leadership 08:55 Young leader Wyatt Hendrickson's '24 journey 11:51 Jemal Singleton '99, leading where you are 14:53 Emma Przybyslawski '10 on leadership beyond the uniform 17:49 Dr. John Torres '82, earning respect and loyalty 20:37 Maj. Gen. Thomas P. Sherman '95 on trust, courage, and legacy 23:47 Looking ahead to Season 4   ABOUT OUR HOSTS BIO's LT. COL. (RET.) NAVIERE WALKEWICZ '99 Senior Vice President, Engagement With over two decades in leadership roles, my current focus at the Association of Graduates - U.S. Air Force Academy is fostering a robust network of 50,000+ alumni. This commitment involves igniting a culture of engagement and inclusivity, underpinned by a strong foundation in support of our Air Force Academy. - BIO COPY CREDIT:  LINKEDIN.COM MR. WYATT HORNSBY Senior Vice President, Marketing & Communications | Executive Producer Wyatt Hornsby is passionate about developing marketing and communications talent and cohesive, high-performance teams. He is senior vice president of marketing and communications at the Air Force Academy Foundation and the Association of Graduates. He leads the work of the foundation and alumni association marketing and communications division, while also coordinating with various Air Force Academy offices, including Public Affairs and Strategic Communications. - BIO COPY CREDIT:  LINKEDIN.COM     CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org  Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS Co-Hosts:  Lt. Col. (Ret.) Naviere Walkewicz '99  |  Mr. Wyatt Hornsby   Naviere Walkewicz  00:26 Welcome to our retrospective for Season 3. We're celebrating the first three seasons of the Association & Foundation's premier podcast and the countless leadership lessons shared by some of the most accomplished Air Force Academy grads.   Wyatt Hornsby  00:41 Naviere, in Season 3, we've showcased some amazing stories and takeaways that apply to life, both in and out of the military. From the start, Long Blue Leadership has given listeners an inside look at real experiences, insights and advice from seasoned leaders as well as those just beginning their journeys. These deep dives explore how leaders not only face challenges head on, but also find ways to inspire and empower those around them.   Naviere Walkewicz  01:06 These conversations are amazing. What really sets this podcast apart are how these leadership discussions consistently touch on teamwork, perseverance, humility, excellence and service before self.   Wyatt Hornsby  01:17 Well said, Naviere. And in this edition of Long Blue Leadership, we're gonna respond to a few clips and share our own perspectives related to some of our favorite moments, and we'll also preview what's coming up in Season 4.   Naviere Walkewicz  01:30 Now Wyatt and I would be remiss if we didn't share — listen, we could go on about every guest that's on this podcast, because everyone is remarkable, but we're just going to focus on a few of them. So let's jump right into some of our favorite moments from Season 3.   Wyatt Hornsby  Let's do it.   Naviere Walkewicz  All right. Well, this first clip is someone that you're going to recognize: Dr. Heather Wilson, Class of '82. What an amazing graduate. And you know, when we think about what she's accomplished — she's a Distinguished Graduate, secretary of the Air Force, I mean, going on into Congress — she is a mentor for many. And this particular clip, she actually is referring to someone who's been a mentor for her and being able to make an impact in his life. So let's take a listen.   Dr. Heather Wilson  02:12 My grandfather was an aviator. He was also a mechanic. He could use any tool. I mean, he was just amazing with his hands. And I had learned a new tool in school, and I took out a piece of graph paper, and I drew a curve, and I said, “Grandpa, do you think you could find the area under this curve?” And he said, “Well, I'd probably count up the squares and estimate from there on the graph paper.” And I then I showed him something new, and it was called calculus, and it was the first time in my life that I realized I had a tool that my grandfather didn't have. He had a high school education and had gone into the RAF during the First World War, and he was a great mechanic and a really good man, but I realized that there were opportunities for me that maybe my grandfather never had.   Naviere Walkewicz  03:14 What an amazing conversation with her. What did you think about that comment about the tool?   Wyatt Hornsby  03:19 That's very, very moving. You can see just what her grandfather, what he meant to her, and just to think about those experiences and how they informed and influenced how Dr. Wilson has been a leader to so many in Congress, as secretary of the Air Force and now as president of the University of Texas, El Paso.   Naviere Walkewicz  03:38 Yes. And when you go back to that conversation, I think she talks about tools in a toolbox, and she relates it to her grandfather and her dad, I think, as well. But she talks about the toolbox almost serving as — you never know when you're going to need a tool. So as long as you collect tools over time, they can make a difference. And so she likens them to the people in your life and the people who serve with you and under you and above you. But if you start to recognize the tools that they have, you never know when they're going to make a difference. And in her case, she was actually able to provide a tool like calculus for her grandfather.   Wyatt Hornsby  A great lesson.   Naviere Walkewicz  Yes, yes. So make sure you take a listen on that one.   Wyatt Hornsby  04:15 Well, Naviere, this next conversation I absolutely love — Chad Hennings, Class of 1988, who went on, I believe, to serve in the Gulf War, flew the A-10 before joining the Super Bowl-winning Dallas Cowboys. And I love this conversation. Chad talks in this conversation about who you are isn't necessarily what you do. It comes from who you are from within. I just love this clip. Let's listen to it.   Chad Hennings  04:41 One of the questions that I ask someone who is changing and transitioning in their careers, whether that be from professional athletics or from the military, I ask them, “Who are you?” You know, a lot of times they'll say, “I'm well, I'm Captain so-and-so,” or, “I'm a former F-16 fighter pilot,” or, “I'm a former running back.” I go, “That's what you do. Who are you? What you do does not define who you are.” I mean, that's the thing that I think so many people need to grasp, is that their identity is not based on what they do. It's more of an inner pursuit.   Naviere Walkewicz  05:14 Well, I won't put you on the spotlight and ask you who you are, but I remember that conversation, and it was really quite a reflective one for me, because I remember, as he was sharing those things, I started thinking, “Well, who am I, you know, as a leader, etc.” So that was really meaningful.   Wyatt Hornsby  05:30 Indeed. I mean, all across our lives and careers, we do a lot of different things. We wear a lot of different hats at various points, and I think it's hard, but I think it's so meaningful to really reflect on your own personal values in determining really who you are from within. I just loved how Chad talked about that.   Naviere Walkewicz  05:50 Yes, that was just one of the lessons that he shared. And I think it really kind of goes back to understanding yourself and growing as a leader. So it's certainly a wonderful conversation for those interested. Well, let's take a visit to one of our younger graduates. Most recently, 2024 class, and his name is Wyatt Hendrickson, so another Wyatt here. Some might remember him as Captain America. I think he's been called that lately, in the news, but known for just his accomplishments in the world of wrestling and what he's continuing to go on, hopefully here in the Olympics. But this conversation really is about some real insightful moments that I think he's had as a young leader, that he recognizes the importance of doing things for yourself. And some might first think, “Well, that sounds kind of selfish, right? You know, we're taught to be team members and team players and do things together.” But when we, when we listen to this clip, I think we understand why he talks about doing things for yourself. Let's take a listen.   Wyatt Hendrickson  06:49 As a leader in at the Air Force Academy, I started going to these briefs, and I'm like, “You know, I'm not going to try to have the a bad mindset. I'm not going to show up here, just check a box. I'm going to show up here and try to take something from it.” So what I did, I bring like a notebook or a small little pamphlet, just to write notes. And everything you do, do it with intent. Don't do it because you're afraid of a bad result — you're afraid of something here, there. Do it because you want to do it, and you have to decide you're doing it for yourself.   Naviere Walkewicz  07:18 You know, what I really like about that clip is understanding that you have to do things for yourself and not others. And so I liken it — you know, we are parents, and at one time we are children. And so we probably did things. We do things as parents for your children. When you're a child, you do things because you don't want to make your parents unhappy, or you want to make your teacher proud or your coach proud. And I think he learned early as a leader that if you're going to do something with intent, to do it for yourself. What do you think?   Wyatt Hornsby  07:44 That's right. Being able to invest in yourself so that you can show up for others as well. And so I think when you really consider that, he's really talking about a little bit of service before self within that as well. And I think it's working out well for him. You know, he just pulled off, some say, the biggest upset in NCAA wrestling history. And I agree, we'll hope that he gets to the Olympics. Just what a remarkable young leader and athlete.   Naviere Walkewicz  08:11 Yes, and what an exciting and engaging conversation that I hope you'll take a listen to as well. There were some exciting moments in there that he experienced, I think. You know, with the president and, you know, just kind of reflective moments with his coach, but certainly a conversation that many will be engaged by.   Wyatt Hornsby  08:28 And when we talked to him, his life was very busy, and we just so appreciate him taking time to talk with you, Naviere.   Naviere Walkewicz  Yes, absolutely.   Wyatt Hornsby  All right. Naviere, this next guest I absolutely love — Jemal Singleton, Class of 1999.   Naviere Walkewicz  Gold will shine.   Wyatt Hornsby  That's right, assistant head coach for the Philadelphia Eagles, also coach for running backs for the Eagles. And this was such a great conversation. We were you were able to go to Philadelphia and sit down with Jemal and really hear his story and something — I mean, the conversation was just full of great insights. But one thing that Jemal said that I absolutely loved was, no matter where you are in your life and career, lead where you are. You don't have to have a big team or direct reports, just lead where you are. So let's listen to that clip.   Jemal Singleton  09:17 I think the biggest thing that you can do is lead where you're at, and it doesn't matter where you're at. “Oh, well, I'm not the CEO,” or, “Oh, I'm not the head coach,” or, “Oh, I'm not the commander.” So? Leadership comes in a million different ways. And I truly believe that you know kind of what you do with the little things, is how you do everything. And if, in your position, whatever it may be — maybe nobody even works for you — you can still lead from that position. You can lead from that spot. And I think that's it. Don't be afraid to step out. Don't be afraid to be a leader in your own mind. It's got to start there. At some point, you keep honing those skills and then maybe you are going to grow. And then, hey, you have three people working for you, but you then be a leader at that point. And it's kind of like what I mentioned earlier, about be where your feet are; lead where your feet are at.   Wyatt Hornsby  10:09 What a great insight. And I think that is just so helpful for not only people who are earlier in their career, and maybe they want to be able to grow as a leader. But also for leaders as well, in terms of how they instill in the people who they're privileged to lead, how they can continue to grow and advance.   Naviere Walkewicz  10:30 Yes, what a great life lesson in general. I think sometimes we are so eyes forward on the next thing, that we forget to be our best at the present and the moment. And that was a really, I think, a key message that I took from that was, you know, when he says, lead where you are, you know, be fully present where you are, just like we are right now, reliving, kind of that moment with him. And so what an engaging and amazing conversation with Coach Jemal Singleton. Of course, being a '99 grad, you'd expect that, but, you know?   Wyatt Hornsby  10:58 We wish him. We wish him all the best. What a run he's on right now. Congrats to the Eagles.   Naviere Walkewicz  11:03 Yes. And if I may just offer this: I did want to extend to the team with the Eagles — I mean, what a world class operation out there, to be able to invite us in and put us in their amazing studio to help us share the story that really goes beyond the football, right? It goes beyond the field and how they're doing things as leaders out there. So thank you so much for that amazing support. We really appreciate it. All right. This next clip, Wyatt, is someone that we know well. She is one of our past AOG board directors, Class of 2010, Emma Przybyslawski, also a Young Alumni Excellence Award winner for us, what a remarkable leader. You know, she served in the Air Force, in the special operations community, but also went on after the uniform to really kind of lead her team and her business. In this particular clip, she's talking about leadership outside of uniform. And I think it's important for our listeners to know that leadership comes in and outside of uniform, and so we want to make sure we highlight that. But this particular clip, she talks about getting to “no” as fast as you can — and that's an odd statement to hear, but I think it's really impactful.   Emma Przybyslawski  12:14 One of my key tenets is having the stomach to say, like, “Oof, this didn't work out the way that I wanted it to,” or, “Maybe we were wrong about that.” Step 1, right? Admitting the problem. Step 2 is then pivot, move on, let it go. Just let it go, and either take some great lessons learned from it — hopefully you do — or just bail on it and like, go on to something different. Get to no as fast as you can. Like, no is an OK answer, but man, let's get there as fast as we can. Because the more time you iterate and waste on bad ideas that you don't know if they're bad yet, that they're going to be, the sooner you can get to no, the better off you are.   Naviere Walkewicz  12:59 I really like that, just because it's so different. I mean, it's a different perspective on being thoughtful. on resources and time and how you actually utilize all that as a leader and when you're making decisions that impact others. I just thought that was really insightful. What'd you get from it?   Wyatt Hornsby  13:16 I agree, and what I hear from that is integrity and discipline. No one likes to admit that they're wrong. It's not the most fun thing in the world, but what I heard Emma say was, “If we got something wrong, just admit it. Get there as quickly as possible, learn and move on.” So I love that leadership insight.   Naviere Walkewicz  13:33 Yes, and when you look through history and you think about, those greats, those innovators — but you know, over time, they failed because they failed to actually move forward or stop something that was no longer working. They just held on so tight. I think as a leader, it's important to recognize that. And her, as you know, such, I think, a young and enthusiastic and, you know, impactful leader realizing that it's an important lesson I think we can all take.   Wyatt Hornsby  13:56 It's easy to see, you know, when we hear Emma talk about leadership, it's easy to see how far she's come in life, and, you know, what she's been able to do.   Naviere Walkewicz  14:05 Yes, so make sure you listen to that. While she does talk about that outside of uniform, she does share some incredible stories while she was in the special operations community. I think our listeners will really enjoy learning some of that too.   Wyatt Hornsby  14:16 All right, Naviere, our next guest, Dr. John Torres, Class of 1982 — and that's a name that many of our listeners and viewers may be familiar with. Chief medical correspondent for NBC News. And I love this conversation. Dr. Torres was able to take time from his schedule and visit with us here in Wecker Hall. And really what he talked about, what I took away from this was that leaders earn respect and loyalty. They take care of their people, and they put their people really before themselves. So let's listen to this clip.   Dr. John Torres  14:47 Watching leaders and how they did things, both when I was here at the Academy and when I was in the Air Force and even through medical school, the doctors that were good and talked to people appropriately. The leaders that were good and they had the men and women following them because they wanted to follow them, versus following them because they had to follow them. And as you know, there's a huge difference there. And I tried to model myself after the ones who had people who followed them because they wanted to follow — they respected them. They earned that respect. They earned that loyalty. And to me, that was always an important thing. And so when I transitioned over to medicine, especially being a flight doc, I wanted them to do the things that medically were important for them because they wanted to, because they trusted me, and they understood that I was looking out for them and not just their career or not just their flying, but looking out for them and their families.   Naviere Walkewicz  15:32 I remember that conversation.   Wyatt Hornsby  15:35 Caring deeply about the person, and not necessarily what they — putting that before what they do.   Naviere Walkewicz  15:41 Exactly. That conversation went on because it was referencing the fact that, as a medical doctor in the service, you know, you had those that really wanted to fly like that was their calling. And when they had a medical issue arise, you know, Dr. Torres, because he led in the way that he did. He created that relationship and that trust, to be able to say, “This is what we're up against,” and, you know, to be able to make a leadership and a professional recommendation, and then that, you know, “I care about you as a person, so I'm gonna ask you to consider this,” even if it might be the hard decision that they'd have to make. And I think that that goes a long way for leaders, because sometimes we have to give bad news to our people.   Wyatt Hornsby  16:21 That's right, and really caring about those who were charged with leading and taking care of their best interests, sometimes having those tough conversations. But when we do that, when we authentically care about our people, they will respect us. They will trust and that's really what he was talking about. Powerful.   Naviere Walkewicz  16:43 I think we could probably both think about examples of leaders in our lives that maybe we didn't get the best news, but we always knew they had our best interests, and we would walk through fire for them.   Wyatt Hornsby  That's right.   Naviere Walkewicz  Yes, what a great conversation with an amazing speaker. You'll have to take a listen to the entire conversation with Dr. Torres, because his was really incredible. And the fact that he actually almost left the Academy, but stayed because of survival training. So you make sure you listen to that. All right. Well, this last clip we're going to visit is, gosh, I still just got goose bumps thinking about the conversation with him. It's a recent conversation with Maj. Gen. Tom P. Sherman, Class of 1995, the current vice superintendent of the Air Force Academy. And I could go on and on about, you know, the way he inspires through his words, but this particular clip, Wyatt, was one where he talks about courage, right? And when he recognized a moment in time. This is from a conversation with his AOC, back when he was a cadet at the Air Force Academy, and he had a moment of clarity.   Wyatt Hornsby  17:45 We've both had the opportunity to see Gen. Sherman speak, and just an incredible speaker and presenter — really gets to know his audience. So let's listen.   Maj. Gen. Thomas P. Sherman  17:57 But I think really where the Foundation came in is where we started to talk about leadership. And you know, what I was asking him to do was to pull my rated recommendation form. So we had just submitted them, and I was asking him to pull my rated recommendation form. I didn't want to compete for it anymore. And so we started to talk about leadership. And he says, “You know, hey, Cadet Sherman, you need to understand that, you know, leadership in this Air Force is being the lead F-16 pilot on a bombing run. You know, putting iron on target.” And that's true. It's a very important part of leadership. It is a very important part of tactical operational leadership in this Air Force. So he's not wrong in that space, but I was looking at it from a different lens, and I was looking at it, I think, on a larger level. And what I don't think he realized is that 30 seconds before I walked into his office, he set me up for success. I just happened to be waiting outside the office, and all of a sudden I looked on his cork board, and somebody, and I don't know who it was, had pinned a note that was written to Airman Magazine by an airman first class. And this airman first class titled this, “I need a leader.” And this A1C felt so strongly about what they were feeling, and I have no idea who this person was, felt so strongly about it that they put pen to paper — and this would have been the fall of 1994 — and sent this into Airman Magazine, and it says, “I need a leader. Commissioning sources: Send us lieutenants that we can look up to that will hold us accountable when we do wrong, that will encourage us when we do well, that will be an example that we can look up to, that will care about us as human beings, because you are not sending them to us now. Air Force: I need a leader.” Like that 30 seconds just before I walked into his office, that changed my life. And it changed my life, because for me, at that moment, what I was getting ready to go ask my AOC to do what I was looking at inside myself like that became my charge.   Wyatt Hornsby  19:57 Naviere, I mean, as a graduate, how does that land with you?   Naviere Walkewicz  20:01 I have chill bumps right now, and it's not because it's cold in here, because it's not. I think you nailed it when you said he's someone who can really kind of inspire through his words. But you know, when I hear him say that, it makes me want to go back through the Academy all over again. I want to do it again to see if I can do it better. Because I want to be a leader for that airman and for anyone else that is serving alongside me, under me, etc. That's what I felt hearing that again.   Wyatt Hornsby  20:33 Yeah, and just from the whole conversation, I mean, that's really, I think that's the essence of Gen. Sherman's career, in my eyes, is that he has done everything he can to deliver or to develop as a leader and to be able to bring out the best in everyone who he has had the opportunity to lead and work with.   Naviere Walkewicz  20:51 One of my favorite moments in that conversation was about, you know, “What do you want your legacy to be?” You know, I think that was some kind of — that was maybe a way that I asked the question, and his answer was so unique, because he said, “You know, I don't really think about legacy, like, down the road.” He says — it's almost like he thinks about it in real time, and I'm paraphrasing, so you'll have to listen to the conversation. But he talked about, like, his legacy is when he makes an impact in every moment. So, like, this, you and I together, if I'm able to make an impact through our conversation, like, that's his legacy. And in off the screen, I didn't get to share this in our conversation, but my son, Arden, he's a cadet now, and when I told him I was going to be doing this podcast with Gen. Sherman, he had nothing but amazing — “Mom, I would walk through fire for him. He's so amazing. He's so inspiring.” And I shared that with Gen. Sherman, I said, “Well, you should know, sir, that you created a legacy with my son,” and it actually brought some emotion to him, and that that's who he is. I think that's who we want to be.   Wyatt Hornsby  21:52 Absolutely a remarkable leader and just an amazing episode. And hope that you all take the time to listen to it.   Naviere Walkewicz  22:00 Yes. So those were our highlights from Season 3. And like I said, we could go on about every one of our guests, because they're so impactful and amazing. And just — we take something from each of them.   Wyatt Hornsby  22:12 We did Naviere, and I want to just take a moment too, just to thank you for doing such a great job in Season 3. And just not asking questions, but just having conversations. And it's just easy to see that this just is kind of like a conversation over coffee, where you're just talking about leadership and really getting a sense of what their journey has been, whether it's been the good or the not so good, but just really finding out who they are authentically. So thank you, Naviere, just for leading those conversations.   Naviere Walkewicz  22:43 It's my great pleasure. I think some of the best work behind the scenes comes from this place of wanting to help share their story in a way that our listeners may not have ever heard before, and almost unlocking within them something that surprises themselves, about themselves, you know what I mean? Where they're actually like, “Wow, I'm sharing this,” and it's almost unlocking this new portal on leadership, on themselves. And so that's kind of how I always approach preparation for a conversation. And my goal is just to leave someone with something that really resonates with them.   Wyatt Hornsby  23:18 Well done, Naviere. And while we're at it, we're going to put Ted, our producer, our amazing producer, on the spot here. Ted, congratulations again on a great Season 3. And what are you — just any reflections that you want to share?   Ted Robertson  23:33 Loving watching Naviere grow and glow as a host — she's just my favorite person ever to work with, and thank all of you. This doesn't happen without a whole team committing time and resources and effort, eyes, ears, ideas. It doesn't happen without this group effort. It's a wonderful, wonderful place to be in. Speaking of places to be, you're going to talk about this a little later. Some listener feedback coming up next that Wyatt is going to tell you about. But we have the gift of a new studio that you're some of you are seeing for the first time inside of our new building that we can't wait for many of you to see. So thank you both for everything you do, your support, your encouragement and giving me this couple of minutes to share my thoughts with all of you.   Naviere Walkewicz  Thanks, Ted.   Wyatt Hornsby  24:23 Yeah. Thank you, Ted, again, great work, and we're just we're very grateful for all the heart and soul you put into Long Blue Leadership.   Naviere Walkewicz  24:31 Well, up next, Wyatt has some listener feedback to share with you, but before we do that, I'd like to take a moment and thank you for listening to Long Blue Leadership. This podcast publishes the first and third Tuesdays of the month in both audio and video, and is available on all your favorite podcast apps. Be sure to watch or listen to all episodes of Long Blue Leadership at longblueleadership.org. Once more, that's longblueleadership.org   Wyatt Hornsby  24:58 And a note I saw from Allison D. in reference to Naviere's conversation, particularly with Emma Przybyslawski. And this highlights how hard Naviere has worked and how well she has done as host of Long Blue Leadership. And I'll start with Allison's note to Naviere, and then I'd like to add some thoughts of my own. From Allison: “Just wanted to do a quick shout out to let you know that I've been listening to your interview with Emma P. and I thought you did a phenomenal job. Emma's willingness to share her perspective in experiences in such an authentic way was a testament to her. But I also wanted you to know that while I was actively listening to her responses, I was also blown away by your ability to follow up with each response with an insightful and natural follow up question. My brain was still digesting her last response, and I don't know how you were able to digest and formulate such an interesting follow up question in such a short amount of time. Well done, Naviere.”   Naviere Walkewicz  25:58 I remember that comment. What a special moment to get that from Allison. Thanks for sharing that, Wyatt.   Wyatt Hornsby  26:05 Our pleasure, and thank you again, Naviere, for doing such a great job as our host.   Naviere Walkewicz  26:10 Well, Wyatt, let's talk about Season 4. It's coming out. Yes, some new things. Do you want to talk about kind of where we're in right now? What to expect?   Wyatt Hornsby  26:17 We're going to be having 13 episodes. Ten are going to be Long Blue Leadership, and then two are going to be really developmental focus, special presentations. Can't wait for that. And then, of course, we'll wrap up Season 4 with a retrospective, Naviere.   Naviere Walkewicz  26:31 Oh gosh, it's going to be amazing. I think what we've learned from the past seasons are people really enjoy hearing the stories from graduates that they can connect with — some transformational moments in their lives. But really excited. We kicked it off here at the end of Season 3 will be coming from our new studio here in Wecker Hall, so they'll get to see the studio and really hear the stories from our graduates. Those are really influential and key leaders in their fields.   Wyatt Hornsby  26:56 I can't wait. And some of our guests — they'll include academics, warfighters, general officers, business leaders, scholars, diplomats, entrepreneurs, policymakers and others.   Naviere Walkewicz  27:08 Yes, and you mentioned it, that kind of leadership. Those two special episodes on leadership, this focus on leadership, we're actually going to go to experts in a field. Maybe they're published authors, but they are going to be some real experts that help our graduates and our listeners hone in on their leadership development. So it's really going to give them some tactical and tangible things that they can do to improve on their own leadership.   Wyatt Hornsby  27:30 I can't wait Naviere, an exciting new feature on leadership as we just continue to elevate our game. It's going to be really great.   Naviere Walkewicz  27:37 It's going to be great. It's going to — that focus on leadership will kick off in October with our second one in December. Wyatt and I want to thank you for joining us today. We can't wait to share the fourth season of Long Blue Leadership with you. Starting this September, you can expect more compelling stories from outstanding Air Force Academy graduates. We like to keep the podcast conversations thoughtful and aimed at telling our guests stories as we explore their personal leadership journeys, their philosophies and their styles. Season 4 promises to engage, inspire and empower. Whether you're an aspiring, emerging or seasoned leader, visit longblueleadership.org for more episodes and past seasons, or nominate a guest or send us your feedback at socialmedia@usafa.org. Long Blue Leadership is available on all your favorites podcast apps.   Wyatt Hornsby  28:30 And Naviere, this was such a great conversation, and I want to encourage you, if you've listened to these episodes or you've watched and you were particularly inspired, please share across your social media channels, share with your friends and colleagues and family members, because we really want these conversations to be for anyone who's interested in developing as a leader, regardless of what career pursuit they've taken.   Naviere Walkewicz  28:54 We like to say “like, subscribe and share.” There you go. Well, I'm Naviere Walkewicz.   Wyatt Hornsby  And I'm Wyatt Hornsby.   Naviere Walkewicz  Until next time.   KEYWORDS Leadership, Air Force Academy, mentorship, personal growth, teamwork, perseverance, service, identity, respect, legacy.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

What does it take to lead at every level and shape the leaders of tomorrow? SUMMARY Long Blue Line podcast host, Lt. Col. (Ret.) Naviere Walkewicz '99 sat with Maj. Gen. Thomas P. Sherman '95, the U.S. Air Force Academy's vice superintendent, for a deep dive into leadership, humanity and building a world-class service academy. This episode is packed with wisdom for aspiring, emerging, and seasoned leaders alike.   SHARE LINKEDIN  |  FACEBOOK   GEN. SHERMAN'S TOP 10 LEADERSHIP TAKEAWAYS  - Leadership is a human experience - focus on connecting with and caring about people.  - Love what you do and love the people you lead; passion inspires others to follow you.  - Embrace failures and challenges as opportunities for personal growth and development.  - Set the right culture and values within your team to build trust and mutual support.  - Be present and engaged with your team, understanding their motivations and experiences.  - Leadership is about more than rank or position - it's about earning genuine trust and respect.  - Invest time in understanding different generations, cultural nuances, and individual perspectives.  - Balance professional excellence with personal growth and life experiences.  - Support your team's development by providing encouragement and holding them accountable.  - Your legacy is built through individual interactions and the positive impact you have on people's lives.   CHAPTERS 00:00 Introduction to Major General Thomas P. Sherman 01:29 Choosing Leadership Over Flying 07:23 The Impact of Mentorship and Values 12:46 Heritage and Evolution of Security Forces 17:43 Personal Growth in Aviano, Italy 24:17 The Importance of Work-Life Balance 29:50 Culminating Command Experience at Bagram 42:25 The Role of Family in Leadership 51:29 Continuous Self-Improvement as a Leader 56:27 Embracing Failure as a Growth Opportunity 01:00:06 Legacy and the Impact of Leadership   ABOUT GEN. SHERMAN BIO Maj. Gen. Thomas P. Sherman is the Vice Superintendent of the U.S. Air Force Academy in Colorado Springs, CO. He is serving as the chief operations officer to the Superintendent and overseeing the Academy's blend of military training, academics, athletics, and character development for cadets. Gen. Sherman commissioned in 1995 from the Academy with a Bachelor of Science in Political Science. He built a distinguished career as a security forces officer. He's held command at nearly every level. His key assignments include leadership of the 88th Air Base Wing at Wright-Patterson AFB and critical staff positions at the Pentagon. In May 2024, Gen. Sherman was tapped to serve as the Academy's Vice Superintendent   CONNECT WITH GEN. SHERMAN LINKEDIN     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS       TRANSCRIPT SPEAKERS Guest, Maj. Gen. Thomas P. Sherman '95  |  Host, Lt. Col. (ret.) Naviere Walkewicz '99   Naviere Walkewicz  00:00 Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99 today. I'm joined by a leader whose career has taken him from the flight line to the halls of Congress and now back to the very institution that launched it all. Maj. Gen. Thomas P. Sherman currently serves as vice superintendent of the Air Force Academy, where he plays a critical role in guiding the development of our future officers and ensuring the Academy remains a world class institution for leadership, character and Day 1 readiness to win the future fight. A 1995 Academy graduate, Gen. Sherman has spent nearly three decades serving in key operational, strategic and command roles. He's led at every level, from squadron to wing command, and his assignments have included everything from nuclear security enterprise to homeland defense, policy development at the Pentagon, and legislative affairs at the highest levels of the Department of the Air Force. Prior to his role as vice superintendent, Gen. Sherman served in the Office of the Deputy Secretary of Defense, where he was a principal military assistant leading policy integration across joint staff, interagency services and combatant commands. He's perhaps best known in command circles for leading the 88th Air Base wing at Wright Patterson Air Force Base in Ohio, one of the largest and most complex wings in the Air Force, with a focus on people first, leadership and mission excellence. Gen. Sherman, welcome to Long Blue Leadership. We're so glad you're here too.   MAJ. GEN. SHERMAN  01:32 It is great to be here. Thank you.   Naviere Walkewicz  01:33 We're excited and we're going to dive right in, because I think what is so special for our listeners is really hearing these moments that have changed your life. I'd like to start at the Academy. You turned down a pilot slot. You were rated, but said no.   MAJ. GEN. SHERMAN  01:48 Well, actually it was a little bit before that. You know, it's kind of interesting, because that was the draw that brought me here, is I just had this incredible passion to want to fly, and I love flying, and I truly enjoyed it, especially through all the different airmanship programs and things like and things like that we had here. The experiences were fantastic. But, you know, as I was starting to learn more about myself going through the Academy, I was starting to feel my heart getting pulled in a direction of wanting to really lead people and really spend a lot of time working with the enlisted. And I think that came from a couple different areas. I think it was some really unique exposure that I got during my ops Air Force time, which I went to Ramstein Air Base in Germany, during ops, and just had our action officer that worked this, I think just did a phenomenal job. And I really started getting pulled to what was then called security police. That is actually when Laurie and I got together and started dating, because Laurie is here in Colorado Springs, but she grew up as an Air Force brat. My father-in-law is a retired Chief Master Sgt., and so there was a lot of mentorship that was taking place around dining room table when I was a young cadet. And I think one of the things that her parents really taught me was just the value of the enlisted force, and so I was feeling my heart really getting pulled. And so obviously, there's a conundrum. There's a conundrum on what were the root desires that brought me here — what were the things that I was learning as a cadet, my joy of flying, and also, particularly the culture at that time, was that that was really the job that you needed to aspire to be, that was the expectation of cadets. And so then to really kind of run counter to that strong current was really kind of a unique, you know, almost unnavigated area, right? And so to really kind of take the story out to its next level is that I'd really gotten to a point where talking with people there — we hadn't had the AMT program, but there were these NCOs that were kind of tangentially attached to cadet squadrons. And so I got a chance to talk to one of the master sergeants that was there who was a maintainer by background. And I was kind of pouring my heart out to him on, you know, what had I been talking to him with my now in-laws, about where was my heart pulling me? And so he said, ‘Give me just a second.' And he picked up the phone, and he called my AOC and he goes, ‘Hey, you're gonna be there for a little while.' And this was a Friday afternoon. He said, ‘I got a cadet that needs to come talk to you.' And he hangs up the phone and he goes, ‘Now you go tell your AOC what you just told me.' And so I ended up going to my AOCs office that day, and we had about a two-hour conversation about this. I sat down and really, kind of took the time to explain to him what was I feeling, And obviously, I really try to see the best in people. And so I think from a noble place, he was doing his best to convince me that I was making a grave mistake. And went on to talk to me about what his concerns were, the career field that I was looking at, things along those lines. And we can save that conversation for another time, but I think really where the foundation came in is where we started to talk about leadership. And you know, what I was asking him to do was to pull my rated recommendation form, so we had just submitted them, and I was asking him to pull my rated recommendation form. I didn't want to compete for it anymore. And so we started to talk about leadership. And he says, ‘Hey, Cadet Sherman, you need to understand that leadership in this Air Force is being the lead F-16 pilot on a bombing run, you know, putting iron on target.' And that's true. It's a very important part of leadership. It is a very important part of tactical operational leadership in this Air Force. So he's not wrong in that space. But I was looking at it from a different lens, and I was looking at it, I think, on a larger level. And what I don't think he realized is that 30 seconds before I walked into his office, he set me up for success. I just happened to be waiting outside the office, and all of a sudden, I looked on his cork board, and somebody, and I don't know who it was, had pinned a note that was written to Airman Magazineby an airman first class. And this airman first class titled this, “I need a leader.” And this A1C felt so strongly about what they were feeling — and I have no idea who this person was — felt so strongly about it that they put pen to paper, and this would have been the fall of 1994, and sent this into Airman Magazine, and it says, “I need a leader.” Commissioning sources. ‘Send us lieutenants that we can look up to that will hold us accountable when we do wrong, that will encourage us when we do well, that will be an example that we can look up to, that will care about us as human beings, because you are not sending them to us now. Air Force, I need a leader.' Like that 30 seconds just before I walked into his office — that changed my life, and it changed my life, because for me, at that moment, what I was getting ready to go ask my AOC to do, what I was looking at inside myself, that became my charge. And so as we spoke, you know, 20-year-old Cadet First Class Sherman — I might have been a 21-year-old at the time — Cadet First Class Sherman pushed back on my AOC, and I said, ‘Sir, I disagree.' I said, ‘I want to be that guy. I want to be that guy that that A1c is asking for on your cork board outside, because that's leadership in this Air Force.' And so, to his credit, he said, ‘Hey, I want you to go think about this over the weekend. You know, think about what you're doing. Come back to me on Monday. No questions asked. I'll pull it if you want me to.' And I left there, and I remember feeling like, not like a weight had been lifted off my shoulder, but I almost felt like this sense of like, ‘Now I've got my purpose,' because that little article has shaped me my entire career, and I mean to this day, and at a scale. You know, as a lieutenant, my scale is this big on what I'm affecting to help do and be what that A1C needs to a wing commander. I always keep it in the back of my head, and after all of these years, I am still thinking about, Am I doing right by that A1C that 31 years ago, felt so strongly about something that they wrote a note to Airman Magazine, and that became my charge.   Naviere Walkewicz  08:09 That is incredibly powerful. I'm a little bit without words, because I'm thinking about, first off, being brave enough to disagree with an AOC. I mean, I think that takes courage in showing your leadership there. Were you always like that? Have you always been someone that is steadfast in a decision and being able to kind of speak out?   MAJ. GEN. SHERMAN  08:30 So I get that from my parents. And, you know, I grew up in Corona, California. My mom and dad are amazing people. And we didn't grow up with a lot of money, and we grew up from a pretty meager background, and my mom and dad had made a decision early on in their marriage, when they had my sister and I, that my mom was going to focus to make sure that Nancy and I got an education, and my dad was going to work as many jobs as he had to to put food on the table. And sometimes my dad was holding down three jobs to make sure that we had nutritious food to eat, and my mom was working miracles to make sure that we were fed well, but that also that she was dedicated and had the time to volunteer for things like PTA, being involved as a class volunteer, making sure that we were involved in things and had exposure to things that what they did was they also instilled in me this really strong blue collar work ethic. And it was this aspect of, if I just roll up my sleeves and put in the work, anything is possible. And so on that line, this young kid growing up with a West Coast father and an East Coast mother, and just this, really neat family background that things for me, that I believed in I would go after with all of my heart and soul. And so I found out about the Academy when I was 12 years old. And so, you know, when I at 12 years — we were going to a community event there in Corona, and there was an officer recruiter — Capt. Craig. was her name — and we started talking. She says, ‘Hey, did anybody talk to you about the Air Force Academy?' And I said, ‘No, this sounds great.' So from there, I just made this decision as a 12-year-old, and I worked all the way through junior high and high school to get here, because to go to your point like, ‘I made a decision, I'm gonna see this thing through.'   Naviere Walkewicz  10:30 Whoa. OK, so you knew you were going to the Academy before you graduated high school.   MAJ. GEN. SHERMAN  10:35 Yes, in my mind, there was no other option.   Naviere Walkewicz  10:39 And so anyone in your family serve, or were you the first one in your family to serve?   MAJ. GEN. SHERMAN  10:43 So I am the first officer and career member of the family. My dad was drafted and went to Vietnam in 1967 and stayed through Tet of 1968. I had an uncle, Harry Lee Schmidt, who was a C-47 loadmaster in World War II and Korea, and my grandfather was actually a part of the initial kind of what was the foundation of the OSS and the Navy doing beach recon on beaches in the South Pacific, prior to island hopping campaign and island landings. And so there was this real heritage of service, right? Just not career service. But even then, as a kid, I always had in my mind, ‘OK, one way or another, I'm going to serve, and if I do an enlistment and then go to college afterwards —' but I had this idea that, ‘OK, I'm going to serve,' and then all of a sudden, this became this amazing conduit that got me here, right?   Naviere Walkewicz  11:38 And they also had ties to aviation. How did they feel about your decision, your family?   MAJ. GEN. SHERMAN  11:43 It was interesting, because they knew how passionate I was about aviation growing up. I mean, we did not miss an air show at March Air Force Base, the Chino air show, which was planes of fame, which was all historic aircraft. I volunteered as a high school student to work there, and we helped restore airplanes with me and my friends. You know, it was interesting, because my parents were very supportive in ‘OK, where's your heart leading you? And, what makes you feel so strongly about this?' Because when I first talked to him on the phone, I called him from Ramstein Air Base and said, ‘Hey, I think I know what I want to do in the Air Force. I want to go to security police. And my mom was like, ‘What's that? And, so, as time went by and I explained it, I think my parents probably all along knew that that was probably going to be a very good fit. And then after commissioning and at my first assignment, I think that they were certain of it, right? Yeah, they were absolutely certain.   Naviere Walkewicz  12:37 That is amazing. Well, I want to dive into this profession a bit, because it's interesting. You know, you've mentioned, when you came in, it was security police, and, security forces and you hear people saying defenders and peacekeepers. So there's this lineage and this heritage. Can you maybe talk a little bit about that and then maybe lead us into that next transformational moment that you might have had in this role?   MAJ. GEN. SHERMAN  12:58 OK, I'm very proud of the fact that, you know, I am part of an ever decreasing group of folks that came in when we were still security police, and that was really still the peacekeeper days, because this was all kind of the follow on on the Cold War. The peacekeepers were our cold warriors and that was a huge part. Our defenders came in and really, that name started to really grow in 1997 when the name changed from security police to security forces, and we were actually going back to some of our heritage that was in Operation Safeside, which was the combat security police squadrons in Vietnam. So when you think about the courage that was displayed during the Tet Offensive at places like Tan Son Nhat that those were safe side warriors that were a part of these combat security police squadrons. And so the very — part of the lineage of the very beret, and flash that we have is actually a tip of the hat to the lighter blue berets, and that flash with the Falcon and the crossed runways that goes back, actually, to our Safeside heritage days. The beret goes back even farther than that. It goes back to Strategic Air Command, Elite Guard back in the 1950s. So it's this great lineage. And so, you know, for me, part of it was like when I got my first beret, wow, that meant something to me. And then, you know, as we then kind of transformed along the way, and this amazing career field grew, and the aspects of this air based ground defense, which was really, I would say, was kind of the draw that got me into wanting to go into security police, was I really liked this idea of, ‘How do we do base defense?' The law enforcement side was intriguing to me, but it was based defense that just had me just had me captivated.   Naviere Walkewicz  14:44 And was that something that you found out early in your career? After you graduate the Academy, you're now in security police. Is that when you kind of realized, ‘This is where I want to go in, air, base, ground defense.'?   MAJ. GEN. SHERMAN  14:54 It even happened at ops. So as we were spending time with the security police squadron, I ended up spending time with a captain who was heading up the Elite Guard, and there was an interaction we had as I was doing a ride along. He's like, ‘Hey, you need to come see me.' And so I went and met up with him, and he took me around and introduced me to all of his airmen that were part of the guard. He knew something all about them. And then we went to his office and talked, and he had gone to Ranger School and Airborne and things like that, and said, ‘Hey, like, the future of the career field is actually us looking to the past.' And really kind of got me fired up on what we call back then, air base ground defense. So when I got to McChord — McChord Air Force Base was my first duty station. And the great thing about going to AMC first is it AMC is a mobility — I mean, it is all about mobility and the operations associated with it. And so the first thing that that my task was as the second lieutenant in that squadron was, I was the air base ground defense flight commander. So that was, I mean — we would go out to Fort Lewis, and we would bivouac for days. And I had, you know, a 44 person team that was a base defense sector. I had specialized K-9 units heavy weapons. And back in those days, we had 81mm mortar teams and fire direction centers that we would set up. So I just got completely on board with the air base defense piece. And so that was that was very passionate for me, which then made the next step to Korea an absolutely logical next location, going to the wolf pack at Kunsan, not only getting a chance to then stand up Gwangju as a part of the first Air Expeditionary Unit to go back to Korea since the Korean War, but then doing the mobile reserve aspect of it. And it was just a great assignment.   Naviere Walkewicz  16:40 Wow. So you were right in from the very beginning. You got kind of just into it all.   MAJ. GEN. SHERMAN  16:45 So when we go back, when you were talking to me about, ‘Hey, when you make your mind up...' So I had this five-year plan built out. And, you know, my five-year plan was ‘OK, I'm gonna do my first assignment at the first opportunity to PCS. I need to go remote. I need to go to Korea. And then, OK, how can I get another overseas assignment after that? And then what do I need?' So the thought was, “Let me get to as many match comms as I can, as fast as I can in my career, and use that as a place — OK, because I want to build my experience base out. Because even as a lieutenant and young captain, I didn't want to come across as a one-trick pony. So my thought was, “Let me just get as much as I could under my belt early on.' And so after I left Kunsan, I ended up going to Aviano Air Base in Italy, which, for me, when you look at like those moments in life that are transformational, this was transformational on a different level. You know, some assignments you go to are very much professional growth assignments. This assignment, for me, was very much a personal growth assignment.   Naviere Walkewicz  17:52 OK, so tell me more.   MAJ. GEN. SHERMAN  17:55 I mean, when you think about it, four years at USAFA, very uniquely focused on a plate that is overflowing with things that you need to get done. So you are, you're focused on, you know, everything from grades to military training to all of those things. And then I get to my first base, and I am just working, and I'm volunteering for everything, and we have got a heavy ops tempo of exercises and things like that. And my leadership was fantastic, because they were throwing me into every opportunity I could. And then, boom, I go to Korea, and that is a unique warfighting focused — and at Kunsan especially was heavily warfighting focused. So now all of a sudden I am spending really, when you think about it, the last almost seven years being uniquely focused on mission, right? And so I get to Aviano Air Base, Italy, and the first thing that happens is Operation Allied Force kicks off. So I get there in January, boom. Allied Force kicks off. I think it was in end of February, beginning of March. And wow, what? Again, what an amazing, mission focused experience. And then after we finished up Allied Force and the base returned back to more of its steady-state standpoint, it was the Italians that took me under their wings, that because I made a specific choice, because I grew up — my mom's side of the family are all Italian immigrants — and I was always at my Nonnie and Papa's house, and there was just a lot of that growing up, which is that whole, like, you know, West Coast dad, East Coast mom thing, but I didn't know, you know, my mom and her brothers never spoke Italian. And there was a lot of that, that thought back in those days that, you know, ‘Hey, we're here to be American, so we're going to learn English, and we're not going to speak, you know, the language that we came from,' right? And so my mom and her brothers really never learned to speak Italian. And so my thought was, ‘Gosh, I grew up with this as such a strong part of my childhood that I need to put myself in a position where I can learn the language and start to kind of get an appreciation on the culture. Together.' And so I specifically — and really lucked out on a location, but I was about 20 kilometers away from Aviano. I was in an amazing town. I was the only American living in the complex that I was in. So I was like, ‘If I'm going to learn, I need to just dive in the way that you do, in the way that I do, and just start learning.' And so I ended up kind of building this support group of Italian families that all kind of took me under their wings.   Naviere Walkewicz  20:27 Wait, I have to ask you a question, because back when you're at the Academy, you said you spoke to your now in-laws. So was Laurie not a part of this?   MAJ. GEN. SHERMAN  20:35 So Laurie and I, right. So that's an important part of the story. Laurie and I dated for two years while I was a cadet, and when I was in tech school, her and I made the very difficult decision — and as painful it was — to part ways, so her and I actually parted ways for a few years. I was single at the time. Laurie was still here in Colorado Springs, and I was getting a lot of assignments under my belt, which, to be honest with you, you know, in retrospect, it was very fortunate, because I may not have made the same assignment choices had I been married at the time. And because I wasn't married, there were no other variables that I needed to factor in, other than personal experience goals, right, that I wanted to play into, and so I could just put down whatever assignment I wanted, and that allowed me the opportunity to just focus on job. And while Laurie and I stayed in touch, and I stayed in touch with her parents over the years, I was in Aviano, and her and I were not together at that point,   Naviere Walkewicz  21:39 That makes sense. I was like, why were you alone in Italy?   MAJ. GEN. SHERMAN  21:43 It's a fair question. But I also think that being single in that environment allowed me — and that's where I think it helped me develop as a person. And so there are a lot of, I think, really wonderful things that happened during that time, and that was because I was so uniquely mission focused. It was these, this amazing group of Italian friends together, that really kind of taught me about there, there's a time to relax, you know, there's a time to work, there's a time to relax, and there's also a real human need to enjoy life and enjoy time together, which is quintessentially Italian. And so, as my pool of this, these amazing people — that  by the way, for the last 25 years, we've been going to visit. It's the same families that took me under their wings when I was a lieutenant, are the same families that were all tuning in as we were doing a live stream of me pinning on my second star. And so I've never been stationed anywhere else in my career where I felt more at home. And so I think this sense of like, ‘Wow. This like independently as my own person, this feels like home.' And as time went by and I started to get an appreciation for actually things that were a part of my childhood. Because, you know, we would have these long, huge meals, we would spend four or five hours at the table as a family. And for me, this was all normal. Well, that was also a part of kind of normal Italian life and normal Italian culture. You're not going out to dinner with your friends unless you're investing at least three hours at the restaurant. But for me, this was all — this felt normal to me. And so it was about, you know, you don't need to eat your food in five minutes.   Naviere Walkewicz  So contrary to USAFA, by the way.   MAJ. GEN. SHERMAN You know, you don't need to chew no more than seven times and swallow. So it was about experiencing that, and learning even just some things that became personal passions. Like, you know, how wine is made and why wine pairing matters, and how is this process? And so all of a sudden, this personal experience — and I think growing as a human being was taking place there, and I was maturing as a human being because I had gotten all of this phenomenal job experience under my belt, but this was where I was growing as a human being. And you know what's interesting, as time has gone by, I have noticed just how impactful that time was, because there are things that I've noticed, even as a senior officer, that I feel very strongly about, that I don't think I felt as strongly about as a junior officer, and it was because of that experience, and it was the aspect of when people are on leave, let's let them take leave. There is a part of the human experience that you need to enjoy time with people that you care about, because what it does is you're not slacking off from work. You're not leaving everybody hanging. What's happening is that, because you're taking some time to just enjoy life with people you care about, when you come back, the restorative effects that have taken place because you simply breathe and you enjoyed what it was that you were doing and whatever your passion was, you know, unencumbered, you could enjoy that. And we all realize that there are times, especially as you get into positions of authority, that, hey, they're going to need to call you periodically. But what was interesting is that, especially, I mean, I'll give an example as a wing commander. As a wing commander, despite realizing how important that mission is and how big Wright-Patt was, we, Laurie and I took leave, and we took two weeks of leave, and we went back to Italia and visited our friends and enjoyed life, because the culture helps us to slow down. But what it also did is I gave my staff some parameters. ‘Hey, here are the things that I think are important, like on a scale of one to 10. Here are the things that I think are an eight. So an eight or higher, call me. Don't text me.' I said, ‘Physically call me, because I will answer the phone knowing it's for — and then you have my undivided attention.' But what it also does is it means that my vice wing commander who is there, that I am empowering my vice wing commander and showing to everybody else I trust this leader to lead this wing in my absence. And if it's something that really needs my involvement, they'll get a hold of me. But I think our junior leaders need to see that at the senior most levels, that I can physically trust and emotionally trust my vice, my deputy, to hold things down while I'm gone, and that I'm not irreplaceable, and that if I did my job as a leader, I set the conditions that allowed the wing to thrive in my absence, and didn't mean that the wing had to hang on every decision I made or every word that I said, that I set the conditions that allowed them to be successful and fostered the leadership that allowed them to lead in my absence. And I felt great while I was gone, because I knew the people that we had there, and I knew the investment that we made in them. So that was kind of a long, you know, trip around this…   Naviere Walkewicz  27:26 I mean, I think it was so powerful that you kind of learned that about yourself in Italy. And then would you say that there was anyone that you saw emulating that? Or was it just something over time, you developed this realization that you need to enjoy life and you need to allow people the space to do so.   MAJ. GEN. SHERMAN  27:43 So I would say the people that I was emulating in that aspect were a lot of the families that were there. I have been fortunate that I have worked for some commanders who, at different times in their life felt the same way. Conversely, I also worked for commanders that did not feel the same way. And, you know, an interesting case in point on something that on an experience I had in a command bill and after I had left Aviano — this is when Laurie and I were back together; we were married at this point. I had a group commander that was frustrated about me taking leave and called me every day at 1500; every day at 1500 I got a telephone call. And you know what that does is now all of a sudden, you're eating lunch, and the clock is getting closer to 1500 and you start to get that knot in your stomach and you're like, ‘OK, what are we going to talk about today?' And so, unfortunately you don't see some of the same appreciation for that across the board. So how do we deal with it? The best thing that we deal with it is that that's where the buck stops. We don't pass it down to our people. So after I got the call from him, I didn't call back to the squadron. I got the call from him. We went through the call, we answered the questions, and I didn't then immediately turn around and call back to my ops officer who was running the Squadron at the time, and say, XYZ. And we just left it there, because at that point in time, the bucks got to stop it at that point. So I think that that's kind of the, you know, the alpha and the omega of learning and then also having your own personal resilience and courage to say, ‘I accept that the buck stops here, and I'm not going to let this roll downhill to my people.'   Naviere Walkewicz  29:41 That's an excellent leadership lesson, because I was going to ask you, ‘What does that look like, and how would you how would you handle that?' And so you went right into that. Thank you so much for that. So what has it been like leading security forces — defenders? What's it been like? Has there been a moment in time where — a particular assignment or something's really stuck into your mind or into your heart, because it's just really affected you?   MAJ. GEN. SHERMAN  30:05 Absolutely. I will tell you, as we go back, as we were kind of talking about decisions that you make in your youth, and that critical decision that I made in the fall of '94 I mean, I have worked with some of the most amazing people I've worked in my life. I have gotten a chance to go to places I never thought that I would see. And so, when you kind of roll up, I would say it was my final squadron command, and I would say that that was a real culminating squadron command. So I commanded four squadrons, and we command early, and we command often, and there's a lot of responsibility that that's placed on us as young officers to command as a young officer. And so having the opportunity to command two times as a captain, or one time, you know, as a major-select, then as a major, then as a lieutenant colonel. So that culminating command would have been Bagram Airfield in Afghanistan in May of 2012 to May of 2013 and you know, it was interesting because all of my previous squadron commands had all been vested in either the contingency response or the kind of combat contingency environments. And it was almost like all of those were leading me to this moment. So let me just kind of set the conditions on what Bagram was like at that point in time. We had grown the squadron to about a 1,200-person squadron, huge squadron. And what we were also responsible for is we had taken over battle space ownership from the Army. So the Air Force was controlling 220 square miles of battle space throughout Parwan province, which is a huge. I mean, it's twice the size of Washington, D.C., if you want to try to give a comparison, more or less is fair to look at that level as just a huge amount of terrain in which our airmen were responsible from everything from humanitarian operations and goodwill outreach to engagements to literal kinetic action and combat in the battle space. And so a part of this culmination was, was an environment where as the defense force commander — as that squadron commander to them as a lieutenant colonel at that point — I mean how we are weaving ourselves into their lives, and how we are working with their section commanders, and how we're working and managing the value of our perimeter defenses with our teams that were going outside of the wire doing legitimate patrolling and engagement and things along those lines, was huge. And I think that that is an example. And when you look in the rearview mirror to say, ‘Gosh, now this, a lot of this makes sense, like all of these assignments, whether by design or whether by fate, somehow gave me an experience that at this moment, I needed it most.' And I think, as I talk, we've really enjoyed being here with the cadets and talking to them about, how does a leader really develop trust, and how does trust really manifest itself? And so, through the time that we were there, and the engagement as their leader — not just the leader who's just simply circulating, because that's important, but they also need to see your decision making and your strategic thought. And how do you react under pressure? How are you reacting as we've got incoming in, and what do you do being the person in the joint defense operations center, helping to manage that, and how are you both taking care of people, and how are you managing mission? And they see that. And so I would say that the development of that level of trust, especially in an environment where you are literally dealing with high costs, is huge. And so I think there was one, situation that really rests on my heart that and I don't talk about this to give validation, but I think I talk about it on it's about how people connect, and why do I feel so strongly that leadership is a human experience, like this is a what we are doing as a human experience. And so I was retiring my chief. So I was asked by my chief at Bagram — this was some years later. He's out of the 105th Base Defense Squadron out of the New York Air National Guard, and him and I were a phenomenal team there. Dave Pritchard and I just made a great team. And so he was retiring, and asked me to come back and do his retirement. So we had done the retirement ceremony. We were at the VFW afterwards, having his after-party and so forth. And so I had gone into the bathroom for a comfort break and washed my hands and things like that. And I noticed, as I was kind of moving towards the bathroom, there was kind of a young man who was kind of floating. You know, floating around. And so I came out of the restroom as I was finished, and he was waiting there at the exit of the restroom for me, and kind of, you know, got in front of me, and he stood there, and he looked at me, and he goes, ‘Hey, sir, I just, I needed to let you know this, that I was one of the airmen in one of your patrols that got hit by an IED, and he said, your investment in us, and the words that you used and when you came to talk to us, and the faith that you had in us gave me the courage to go back outside of the wire when you asked us to go back outside.' And so why that rests so heavy is when you think about what, what is the what is the con? The consequence there is that somebody believed in you so much that when you spoke to them and said the word, they were going to go back out and do it again, in spite of what had just happened to you. And I don't think there is any stronger level of trust that you can ask from somebody than to have one of those moments. And so that moment just resides very, very heavy on my soul, because I think it puts into real, tangible context, what is the responsibility of leadership? What is your responsibility of leadership?   Naviere Walkewicz  36:42 I'm letting that sit a little bit, because I can't even imagine the amount of feeling that you had first for him, the courage to share that with you. Because I'm sure that he really wanted to share that. I'm curious if you can remember perhaps, what he might have been referring to, like what you were sharing with the men and women there.   MAJ. GEN. SHERMAN  37:02 So, you know, it was also a part of things that, in times after Bagram have really been used for me as a senior leader on why I reinforced the importance of values. And, this was one particular incident there that really comes to mind is, and I use this when I when I talk to people, because I again, it's the consequence, and it's why our responsibility as leaders to set the right conditions and culture and all of that is so incredibly valuable. And so I talked to people about a story about we had had a situation where we had some real destabilization in the battle space. There was a particular village that we were having some unique challenges with, and we were doing a lot of kind of battlefield shaping, and we were doing some particular village engagement, and the engagement just wasn't happening. And so we were now kind of starting to escalate our interaction with the village a little bit more and as we were doing that, we were now going to start doing more shaping operations. So it just so happens that one of these nights —this was in the late fall, early winter of 2012 — and we were sending one of our patrols outside to do some shaping and engagement operation there. But this was in the evening. This was a different aspect that we were working for this particular mission. And so mounted up that the airmen are ready to go. They're pushing outside, they're right on time, and everything is going according to plan, and they are getting close to what we call the objective rally point. So that was where they were going to rally up before they actually moved into the village after that. And so everything was going according to plan. And the only thing they needed to do before they got to the objective rally point was really kind of go down a small gully over a rise, and then they meet at their objective rally point at that point. And so teams are moving out. First truck over the rise, getting to the point. Second truck over, everything's going fine. Third truck over, fourth truck after that, BOOM, off goes the IED. And what had happened is, they were waiting for this opportunity, and they knew exactly what to do. And that is, if you hit the last truck in the movement, you've got three trucks that are gone ahead of time, and now we've got folks in a very precarious situation. And so what I talk to people about, when we talk about conditions and the real impact that a leader has, is I'll talk to them about who was in that truck, who was in that MRAP that we were sending down at that point in time. And inside that MRAP was the face of America. And the explosion was significant, and it did some considerable damage. It threw the engine out of it, penetrated the hole, ripped one of the doors off the side in the front. And so, you know, the truck commander was National Guard from, actually from Tennessee, and he had gotten injured, broken an arm because that door had peeled back. And as the door peeled back, his arm got caught and broke his arm. The driver, Asian American coming out of the state of California, active duty. He had injuries to his legs because of the penetration of the hole. We had a gunner up in the turret, African American female from the New York Air National Guard. She had a broken pelvis at the time, and she just stayed on the gun the entire time despite her injuries. We had our radio operator. European American female coming from the Midwest. She was actually Air Force Reserve. She had a case of TBI from the explosion, and she was still making calls on the radio. We had two of our riflemen in the back, both came from Hispanic heritage, one of them from Puerto Rican heritage, one of them from Mexican heritage. They were very fortunate that while they got tossed around the back and had some minor TBI issues, they were more or less bumps and bruises, and they were all by themselves. Yeah, because they were all alone, they were in the middle of Afghanistan, they had just gotten hit. And so for me, what's so important about that story is that if we did not set the right culture and the right values and the right expectations and be in a leader by example, and they were harassing each other on Bagram, and they were assaulting each other on Bagram, and they weren't respecting each other on Bagram, and they didn't care about each other on Bagram, they would have died out there that night. But they treated each other like a family, and they cared about each other like a family, and they took care of each other like a family that night, and they lived and they all came home. So for me, if we're going to talk about what is the true consequence of leadership — and I use consequence deliberately, because oftentimes that's used in a pejorative manner — but this is the true result of your actions, that if you don't set those conditions, then you are legitimately putting your people at risk. And so that whole experience at Bagram, and in so many ways that we all carry our scars and our bruises and things like that. I wouldn't trade that experience for the world, but that was tough. And I often describe it as a tale of two cities. You know, it was the best of times. It was the worst of times.   Naviere Walkewicz  42:34 I think a lot of times, when leaders go through experiences like that, they have some more fortunate than others, but a support network. And I would guess it would be your family. How has your family played a role in these moments in your life, in helping you as a leader?   MAJ. GEN. SHERMAN  42:54 So I will say it's primarily my wife. I have got this wonderful support of parents and my in-laws and so forth. And what's been truly fortunate is how close I am with my in-laws. Because when Laurie and I were dating while I was a cadet, anytime I had an overnight or weekend pass, I was over at her mom and dad's house and so I think that being married to somebody that has truly known you from the beginning, you know, where, whether we got a training weekend going on, or something like that, or I'm working first BCT or whatnot, that Laurie was a unique part of all of these things. And I would say that it has been incredibly heartwarming to watch her interact with the cadets here, because it's fun, because her and I do everything together. And so as we're going to events, I'll have a group of cadets that I'm talking to, and then I'll look over and Laurie's surrounded by a group of cadets who are asking her just very insightful questions about our experiences together, and ‘Was it tough sending them away on deployments?' Or how, you know, in those tough times, ‘How do you how do you keep your marriage together?' Just really insightful questions to ask, but she has just been so central to everything that I do. And so going back a little bit and talking about, like the strength of our relationship and how much that helps, we actually needed to have that breakup period as horribly painful as that was, and wow, was I carrying a torch for her all of those years. I mean, I remember, you know, as time was going by, I would talk to my mom, and I'd be like, ‘Mom, I just wish that Laurie could see the man that I become.' But we needed that time because oftentimes, and what we found in ourselves, we didn't know it at the time, because you're living in your environment and you can't see it, right? Is that in youth, things are often absolutes. And you often will get to a place where you're starting your marriage, your relationship is growing. And if you start to talk about marriage, there are things that we have found were absolutes for us. You know, certain things that we did, how we practiced our faith. Did we open up presents on Christmas Eve or Christmas Day, but the expectation was somebody was going to have to give up their particular tradition to conform to the tradition of one of the spouses. And in your youth, that seems reasonable, and I think we needed that time to be apart, having had that time together at such an important time in each of our lives here. But we needed that time apart, because I think we needed that frame of reference as we grew as people into adults. Grew as young adults. And now all of a sudden here I'm getting multiple assignments, and now being thrust into leadership positions with accountability and authority, and then coming back to that, all of a sudden, you're realizing, ‘Gosh, the world just isn't always in absolutes. And maybe a marriage doesn't have to be zero sum, but maybe a marriage can be positive sum.' And do we really have to make somebody give up something that is important to them, that is a part of their identity? Because somehow you feel like you have to conform your marriage into one side or the other. And so, I think for us that was that was so incredibly important. So to kind of get to that story is that, you know, I left Aviano and I went to Al Dhafra. I was in Al Dhafra actually for September 11. It was my first squadron command, but it was a squadron command I wasn't expecting, because I came there as a chief of security forces for about a 70-person security forces flight as a part of the 763rd Expeditionary Air Refueling Squadron at Al Dhafra. And then all of a sudden, 9/11 happens, and we went from about 400 people on Al Dhafra to about 4,000. And you know, U-2s came in, ISR platforms came in. Everything changed. And all of a sudden, this 70-person security forces flight that I had grew into about a 350-person security forces squadron. And AFSET said, ‘Hey, Sherman, you built it, you keep it, and we'll replace you with a major when you leave.' And I was a six-year captain, and so then finishing up that assignment, and I got picked up for — there was a point to that story — but it was about coming back, is that, hey, I got these new, unique experiences that grew me under my belt. And then I came back to do an AFIT program at Cal State San Bernardino. And that was the moment that brought Laurie and I back together.   Naviere Walkewicz  In what way?   MAJ. GEN. SHERMAN And so, I had a health scare. Nobody knows what it was. We never figured it out. Doctors never figured it out. But it was one of those things, like, all of a sudden, I shotgun something out to everybody I knew. I said, ‘Hey, doctors are a little bit concerned, you know, keep me in your thoughts.' And so Laurie, Laurie is like, ‘Holy cow, you can't just send a one liner and leave it at that.' So she called my mom and dad and said, ‘What's his phone number?' And so it started to turn into ‘Hey, give me all of your test results after you get it back.' Then pretty soon we're talking a couple times a week, and then pretty soon we're talking every other day, and then we are talking every day. And the beauty of this was that we already knew each other, so we already knew what everybody's favorite color was — by the way, Laurie's is purple. We knew what music each other liked. We knew things about each other. And some of the things that actually drew us together when we were dating here was, you know, we had things like some common family traditions, like, you know, Italian fish on Christmas Eve and sitting around the table for hours and stuff like that were all things that we had in common. So we already knew that about each other. Now, her and I on the phone, we're getting into some real, like substantive discussions, children, faith. How do you how you raise children? How do you know, what are we going to do for different traditions? What happens if I have to take a remote; what does that mean? And so we were getting into these really, deep conversations. And, you know, I would come back from either class or then when I PCs to the security forces center out at Lackland, you know, I would come home from work, and this was in the old flip phone days where you had a battery that came off the back. So I would have one battery in the charger, and then I would have an earbud in, and I'd have the phone in my pocket. Yeah, and I'd come home and to call her, and we would just go throughout the evening. So I'm ironing BDUs at the time, shining my boots and stuff like that, and so, and we were just talking. And then we were just kind of like living life together. And, after that point, it became very clear that those two young people who sincerely cared about each other, now, each of us grew up and had experiences in a place that allowed us to really appreciate each other and really love each other. And you know, we were married just a little over a year after that. And it has been phenomenal, her support. And I think one of the great testaments to that was, 10 days after we got married, I went to Baghdad, but she's like, ‘I grew up in the Air Force. I know how this works. We're gonna move the house. I'll get the house put together.' And she's also a professional in her own right, which is great. So she was working in a legal office here as a paralegal and legal assistant here in Colorado Springs, and has been a GS employee for the last 18-plus years. So what's great is she, too has her own aspect of service. What I love about it is that in the jobs that she's in and then the jobs that I'm in, we can talk shop, and then we cannot talk shop, right? And so she's the first person I go to if I have to ask a question, she's the first person that I'll go to say, ‘Hey, did I do that right? Or do I need to backtrack on that a little bit?' Because she knows me, and she knows me completely, and that level of trust and love and faith that we have for each other has truly enabled me to be able to serve our airmen on a level that I don't think would have been possible without her.   Naviere Walkewicz  51:59 Would you say that she's had a role in your development as a leader, in the way that you lead.   MAJ. GEN. SHERMAN  52:05 Oh, absolutely, absolutely, because, and I love it, because her experience as a brat and her dad as a chief gives her a very unique lens to look through. And so the advice that she gives me she can give me from her teenage self in some way, you know, from that experience, watching how her dad interacted with something or knowing her aspect about this. And then as she's developed professionally, working on the E-Ring at the Pentagon a couple different times, working for very senior leaders, knows how to navigate that space. So then I'll go to her for advice, like, ‘Hey, how did your boss handle something like this?' ‘Well, let me tell you what, how we work through this...' And so I would absolutely say that that Laurie has uniquely influenced and helped me to become the best version of myself that I can be.   Naviere Walkewicz  53:03 Wow. Well, I want to ask you a little bit about developing yourself as well, because one of the questions we like to ask is, what are you doing every day to make yourself a better leader? Can you share what that might be?   MAJ. GEN. SHERMAN  53:17 I've said it a couple times during this: I truly believe that leadership is a human experience, so for me, it's about the interaction. And so oftentimes, advice that I've given to people — like there are amazing resources abound that can help people, give people leadership perspectives, and we can either learn it from history, or we can learn it through study. We can learn it through analysis. We can learn it through books. And I've always talked to people about use the external tools that help to grow you, but make sure that you're using it to influence the personality that you already have. Because oftentimes what happens is, is that people will have this really strong desire to say, “OK, I want to make sure that I do this right. And so in doing this right, let me make sure I've got my checklist, and so I'm going to greet them, I'm going to ask them how their family is, I'm going to ask them if the kid did all right in the baseball game. And I'm going to go through my checklist, and if I do that, I fulfill my leadership obligation.' Now not everybody does, and I'm making generalities on but, but I think that there can oftentimes be the allure that when you are focusing on what may be the theory or the principle of the day, and not using it to supplement and grow and mature your personality, that there is a strong allure to want to wholesale replicate what it was that you learned, and you're doing it in a noble place. It's not nefarious. It's being done in a noble, genuine place. But there's that allure to say, ‘OK, good, I really like what I've learned. I'm going to do these things and step through.' And so why I talk so much about the experience, and why I talk so much about the interaction, is that the more that you know the people that you may be influencing by just simply being there and understanding what that means. It means you're eternalizing the value of your presence. You're listening to their stories, and you're understanding for them, what are the things that are motivating them? What are the things that they value? Because each generation, each environment, each condition is going to require something a little bit different from you, and if you don't take the time to understand your environment or generation or cultural nuances or things like that on where you're at, then you are missing that opportunity to develop trust, where they start to believe in you as a person, and not just the rank and position that you hold, because they'll do the right thing for the rank and position that you hold. That's the caliber of people that we have in this Air Force of ours. They'll do the right thing. But if you transcend that in the fact that they believe in you wholeheartedly and trust you, oftentimes with their own lives, it means that you've invested something into them, where they truly know that you care. And that goes back to that A1C on the cork board that said, ‘I need somebody who cares about me as a person.'   Naviere Walkewicz  56:41 You know, as I think about what you've experienced through your career and the lessons you've learned, both professionally and personally, what would you say to yourself back then that you should be doing back then to get to where you're at now? Because we have listeners that are like, ‘What can I start planting today, that will bloom down the road?'   MAJ. GEN. SHERMAN  57:03 Absolutely. And so I think if I was to go back and put my arm around Cadet First Class Sherman, I think what I would do is — because it is, it is oftentimes easy to look in the crystal clear mirror of hindsight, right? But I think instead, what I would do is I would put my arm around him and say, ‘Keep following your heart and let the failures happen, because the failures are going to grow and let the stumbles happen and enjoy the triumphs with people and be appreciative for what got you there.' And I think it would be more of the encouragement of like, ‘You have laid out a path for you take the path wherever it goes, the joy, the pain, the triumph, the failure, all of those things, because all of that helps to develop the leader.' And oftentimes you want to go back and say, gosh, if I was going to talk to my previous self, then I would say, ‘Ah, don't do that one thing,' right? But I'm looking at it saying that if I didn't do that one thing, then I'm not sure that I would be where I'm at at a time to make sure I didn't do that thing at a moment that was incredibly catastrophic. And so while we have this desire to want to prevent ourselves from the failure, I think that what we have to do is say you're going to fail and you need to fail, and it's going to sound — relish in the failure, because it is often emotionally troubling, especially those of us that come here because we are Type A perfectionist, and that's part of the draw of coming to this amazing place. Is there a certain personality traits that help us to be successful here, but not all of those personality traits make us uniquely successful in all situations outside, and so you've got to have that failure at some point in time. And the failure that you can get up and say, ‘OK, I did this. This happened. My soul is bruised. My ego is bruised. I may have to take a little bit of accountability for this. OK, now I need to have the courage to take the next step forward again.' Because I could easily retreat back to a safe place, and I could become risk averse, and all that does is hurt the people around you. OK. I have to have the courage to breathe and take the step again and get back in there. So I would tell my — I don't think I would want to prevent myself from doing anything. I think even the growth that took place while Laurie and I were apart — and, like I said, that torch that I carried for her — I think if I had whispered in my ear and said, ‘Hey, just relax, you're gonna marry her.' I think I needed that torch, because that in my own mind and my own emotion was me needing to become a better man, and so I think I needed to go through — like, sometimes you need the struggle, and sometimes the things that are most valuable are the things that you had to go through the struggle for, right? And I think that's where my blue collar ethics background comes in. It's like, I'm just going to roll up my sleeves and I'm going to work through the struggle.   Naviere Walkewicz  1:00:36 Wow. Well, we took a look back. I just want to ask you a question forward. So do you think about legacy? And what do you want your legacy to be? Is that something that plays in your mind as you wake up each morning or go to lead people?   MAJ. GEN. SHERMAN  1:00:50 I think the way that I look at it is, I look at it in a in a different aspect, and the way that I look at it is in a very confined point to point. It's not about what is going to be Tom Sherman's legacy when he retires someday, but was that interaction that I had with somebody to give them some encouraging words when they fell down, did that matter to them at that moment? Because there are people for me in my failures that were commanders, that were leaders, that were mentors, that were senior enlisted, that, you know, grabbed that lieutenant by the arm and helped to lift me up. And their memories are etched in my fabric. And so I think that it's about that individual event that your legacy will live in the people in which you made a difference to them.   Naviere Walkewicz  1:01:49 Well, I'll share with you, I was telling my son — he's a cadet, a third-class cadet, actually, now he's about to be a C2C — that I was doing this podcast with you, and he said, ‘What an incredible leader, Mom, he motivates me. He's so inspiring.' So your legacy is already through my son—   MAJ. GEN. SHERMAN  1:02:05 Thank you! That means — thank you so much for sharing.   Naviere Walkewicz  1:02:10 —that you really made an impact. So we're going to get to your final thoughts here in a little bit. But before we do, I want to make sure that you know our podcasts publish on every second Tuesday of the month, and you can certainly listen to Gen. Sherman in any of our other podcasts on longblueleadership.org. So Gen. Sherman, what would you like to leave our listeners with today? This has been incredible, by the way. Thank you.   MAJ. GEN. SHERMAN  1:02:32 I have truly enjoyed this, and it's just been — it was just wonderful having the conversation with you, and it's in real honor to be a part of this. I truly believe in what you're doing here.   Naviere Walkewicz  1:02:43 Thank you. It's my pleasure to help share your story and help inspire others. And is there anything we might leave with our listeners that that they can part with tonight?   MAJ. GEN. SHERMAN  1:02:51 I think, for me, you need to love what you do and love I think, is one of the most powerful words in language. And I don't just say the English language. I say in language because of the strength behind the meaning and how wide the meaning can be impactful. If you love what you do, people will feel that your very presence will make a difference. They'll feel that if you love what you do, then you're being, you know, internally, inspired by the love that you have for what you're being a part of, right? If you love and care about your people, they will follow you to the ends of the Earth, because they know the passion that you have and the belief that you have in them. So I think that as we go back to these things, we oftentimes look at the terms of courage and love may seem diametrically opposed, and I would attest that you can be most courageous and that your courage will be most effective only when it's buttressed by the love that you have in what you do and who you do it with.   Naviere Walkewicz  1:04:08 Thank you, sir, for that. Thank you for being on Long Blue Leadership.   MAJ. GEN. SHERMAN  1:04:11 Absolutely. Thank you. This was a wonderful time. It was a real honor.   Naviere Walkewicz  1:04:14 Thank you. Well, until next time, I'm Naviere Walkewicz. We'll see you on Long Blue Leadership.     KEYWORDS Leadership, Air Force Academy, Major General Thomas P. Sherman, mentorship, personal growth, security forces, work-life balance, family support, continuous improvement, legacy       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation        

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Artificial Intelligence will be integral to the armed forces in the next fight, but what is it? In this episode of The Debrief, Capt. Michael Kanaan, Director of Operations at the U.S. Air Force Artificial Intelligence Accelerator at MIT and Andrew Kemendo, formerly of Kessel Run, are here to explain.

Maj. Gen. Edward W. Thomas Jr., commander of Air Force Recruiting Service discusses the need for, and benefits of, diversity within the U.S. Air Force and Space Force, recruiting during a pandemic and the integration of recruiting across the total force.

Did you know that within AFLCMC there is a group of dedicated professionals who focus on securing cyber resiliency for our warfighters? Do you know who your cyber focus team members are? And what does cyber resiliency and security even mean?ou know that within AFLCMC there is a group of dedicated professionals who focus on securing cyber resiliency for our warfighters? Do you know who your cyber focus team members are? And what does cyber resiliency and security even mean? In this episode we talk with three members of the CROWS team: Joe Bradley is the director of the Cyber Resiliency Office for Weapon Systems, Steve Stolly is the CROWS training and education team lead and Lloyd Martin is a member if the CROWS mitigation project team. During our discussion the cyber experts explain what cyber resiliency means and how the CROWS team is working to stay ahead of the ever-evolving threats in cyberspace. Their vital work ensures that when a weapon system is needed to accomplish a mission objective it is cyber resilient and cyber secure. For an in depth look at the CROWS mission check out a recent article in the May addition of Airman Magazine at https://airman.dodlive.mil/2020/05/18/ For more information on all things related to AFLCMC visit our website at: https://www.aflcmc.af.mil. Follow and like us on our social media channels for the latest information and news from programs across the center. LinkedIn: https://linkedin.com/company/aflcmcofficial Twitter: @AFLCMCofficial Facebook: https://www.facebook.com/AFLCMCofficial Instagram: @aflcmcofficial YouTube: https://www.youtube.com/channel/UCzpbkmBDlq05aBqPYvcze3A For an in depth look at the CROWS mission check out a recent article in the May addition of Airman Magazine at https://airman.dodlive.mil/2020/05/18/ If you have questions about the CROWS team you can reach out to them at crows@us.af.mil

Airman Magazine interview with John W. Henderson, Assistant Secretary of the Air Force for Installations, Environment and Energy.

At Altitude podcast of Airman's interview with Maj. Gen. Mark E. Smith, national commander of the Civil Air Patrol, covering the CAP's history and current missions supporting national, state and local agencies, as well as it's role as the United States Air Force Auxiliary.

In early 2019, Airman interviewed Dr. Will Roper, the assistant secretary of the Air Force for Acquisition, Technology and Logistics. Dr. Roper discussed how reforming the acquisition process is foundational to building the Air Force we need to maintain dominance in the battlespace today and tomorrow.

Airman's interview with Dr. Will Roper, the assistant secretary of the Air Force for Acquisition, Technology and Logistics. Dr. Roper discusses how reforming the acquisition process is foundational to building the Air Force we need to maintain dominance today and tomorrow.

Kessel Run is the Software Capability Development Division within the Air Force Life Cycle Management Center's Program Executive Office - Digital, with a mission to “continuously deliver war-winning software our Airmen love.” On this episode we speak with Tory Cuff, former Agile Acquisitions Branch Chief at Kessel Run. Cuff discusses how Kessel Run is different than other program offices in the Air Force. She goes into detail about the types of challenges the team has faced in doing things differently and how industry has responded to working in a non-traditional Department of Defense environment. This episode is not just for teams that acquire information technology. Cuff talks about lessons learned at Kessel Run and how other acquisition teams can apply those concepts to their organizations. Acronyms in this episode: GEOINT – geospatial intelligence DEVOPS – development and operations OT – Other Transaction DoD – Department of Defense AFMC – Air Force Materiel Command Learn more about Kessel run through a video put out by Airman Magazine (https://vimeo.com/296877646) and another article and video from Defense Acquisition University (https://www.dau.mil/training/career-development/program-management/blog/PE-Kessel-Run-Smuggling-Innovation-into-the-DoD). If you would like to share feedback on the podcast, please submit via thecontractingexperience@gmail.com.

Today's story: Air Force Chief of Staff General David Goldfein discusses concepts of Multi Domain Command and Control, one of his key priorities. Also, follow Airman Magazine on Twitter for Air Force news and stories.

  This week, I got to chat with stroke survivor Dan Oosterhous, former pilot, current US Air Force Academy Tennis Coach, and 2-time stroke survivor. Dan's story is one of seeing a problem and trying to fix it. During his rehab, he worked closely with the therapists, always pushing for more. He asked questions, asked for additional resources to learn more about anatomy and physiology, and generally focused on what was going on with his body and how he could get better. [bctt tweet="'I got on the internet on my tablet and just typed in some of the symptoms I was having and the first thing that came up was stroke. And it took me 6 hours to realize that's what was going on.' -- @DOosterhous #stroke" username="CurrentlyBill"] Aside from it being an important element of his recovery, I found that when I am more engaged in my recovery and ask a lot of questions, my therapists are more engaged, too. What I hear when I listen back to this week's episode is how much Dan's problem-solving drive helped him get to where he is today.   Who is Dan Oosterhous?   After a day spent coaching the men's tennis team at the United States Air Force Academy in 2013, Dan Oosterhous suffered two brain stem strokes that resulted in a substantial loss of function in his left arm and leg.  Since then, Dan has made significant strides in his recovery, owing much to the support of his three children, Emma, Anna, and Andrew, and the rehabilitative power of competition.  Dan has fueled his recovery through opportunities in adaptive sports as a member of the 2014 Air Force Wounded Warrior team and a member of the 2014 and 2016 USA Invictus Games team.  Dan has earned medals in swimming at the 2014 Warrior Games and in cycling at the 2016 Invictus Games.  In 2014, he received USAFA’s General Mal Wakin Character and Leadership Award for his inspirational work with cadets and resiliency during recovery. A native of Texarkana, Texas, Dan graduated from USAFA in 1993 and remains one of the best tennis players in the team’s history.  Dan ranks fifth on the all-time list for most wins at #1 singles and second on the career list at #1 doubles.  He was selected to the all-conference team all four years and received the team’s Most Valuable Player award three times.  During his 21-year Air Force career, Dan accumulated over 3,100 hours as an instructor pilot in three aircraft: the C-5, C-21 and T-53. After retiring early from the Air Force as a pilot due to his stroke he continues to serve as the Men's Tennis coach, doing it all with one good arm and one good leg. He loves sharing his message about the importance of a positive attitude in recovery.   Hack of the Week Dan's hack is to use your tone. Just because an effected limb doesn't work right, doesn't mean it gets a free pass. Make it work for you. With some creative thinking you can wrap things around the fist or use it to brace things or help with your shoes. Too often we assume that since it doesn't work like a hand used to work, that means it can't do anything, but that's not the case. Think about creative non-hand ways you can work with the tone in your hand to accomplish your goals.   Links Dan Oosterhous on Twitter https://twitter.com/DOosterhous Dan Oosterhous Email oosterhousd@yahoo.com US Air Force Academy Athletics https://goairforcefalcons.com/ US Air Force Academy Men's Tennis https://goairforcefalcons.com/index.aspx?path=mten Invictus Games https://www.invictusgames2018.org/games-hq/sports/ US Air Force Wounded Warriors https://www.woundedwarrior.af.mil/ Dan Oosterhous in Airman Magazine http://airman.dodlive.mil/2015/11/23/one-step-forward/   Where do we go from here? Do you have experience with the Wounded Warrior Program or the Invictus Games? Let us know in the comments below. Check out Strokecast on Facebook for more videos and content. Just visit facebook.com/strokecast. If you listen to Strokecast on an Apple device, please give us a rating or review in the Apple Podcasts store. Don't get best…get better.  

On this look around the Air Force the U-2 surpasses the 30,000 flight-hour barrier, this month’s edition of Airman Magazine covers the Joint Communications Support Element, and the USO is looking for service member of the year nominees. Hosted by SSgt Traci Keller.

Vietnam vet continues his communication with his wife, long after war.