Podcasts about athletic departments

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

DJ & PK debated if David Booth's $300 million gift will up the ante when it comes to funding sports in college athletics and how it may impact the BYU Cougars and Utah Utes.

Recently National Business Development Manager Mike Cunningham attended the Business of Small College Athletics (BoSCA) Convention in Oak Brook, IL. While there, he captured amazing presentations from Athletic Directors around the country that we thought would bring value to our audience here at the Gill Connections Podcast.We have five BONUS episodes in a row every Thursday starting back on July 24th. We'd love to hear feedback from you to confirm this was a VALUE GIVER to you.In the meantime, if you are a small college administrator, to check out BoSCA as we were thoroughly impressed with the Convention and the Organization as a whole.

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Scott Garrard joined DJ & PK to preview training camp for Bronco Mendenhall and the Utah State Aggies.

On this episode of the SeventySix Capital Sports Leadership Show, Wayne Kimmel interviewed the CEO of DON'T QUIT Sports Nutrition, Mark French. French has created, operated and sold multiple businesses in the consumer goods, sports, media and technology industries. As profiled by Forbes, French is recognized as one of the most successful business disruptors.Previous ventures include MISSION®, The Players' Tribune®, Healthy Together®, as well as entrepreneurial leadership roles with NBC Universal® (Founder of NBC Everywhere). French is the Founder of NLP Ventures, an investor and hands-on operational partner for portfolio companies in the Consumer Goods, Sports, Entertainment, and Technology sectors.Leading consumer PE Firm L Catterton tapped French to join them on the Board of Directors for their portfolio company X2 Performance (a clean, healthy sports energy brand) and take over the CEO role in effort to scale the business. Under French's leadership X2 partnered with Kawhi Leonard, Saquon Barkley and other elite athletes to grow the brands offering and distribution with large retailers including CVS, Subway, AMPM, GNC, etc. Mark recently led the strategic merger of X2 with Keurig Dr Pepper's sports protein brand DON'T QUIT. Under French's leadership DON'T QUIT now features clean / healthy sports beverages for all use occasions and is backed by Keurig Dr Pepper, LA Libations, Madison Square Garden, L Catterton, Sweetwater Private Equity, etc.Over the course of his entrepreneurial career, French has partnered with legendary co-founding athletes and entertainers including Dwyane Wade, Serena Williams, Derek Jeter, Carmelo Anthony, Reggie Bush, Saquon Barkley, Damar Hamlin, DJ Khaled, Kendall Toole and others. Premiere institutional investors including L Catterton, Madison Square Garden, Live Nation, Endeavor, Roc Nation, Nelson Peltz, etc have backed French and his disruptive ventures.As a philanthropist, French received the Lowell B. Mason Award for his commitment and mentorship to at-risk inner-city youth. He was one of 150 delegates selected by Pope Francis for the Global “Sport at the Service of Humanity” Council. French is an alum of Ithaca College, actively involved in the Athletic Department's Advisory Council. He graduated from Harvard's Business of Entertainment, Media, and Sports Executive Program.French's inspiring entrepreneurial story has been featured on CNBC, Forbes, ESPN, Fox Business News, and more. French is often asked to share his entrepreneurial story and teach best practices with corporate giants such as GE, The NFL and more.Mark French:LinkedIn: https://www.linkedin.com/in/mark-french-/

Top 3 Stories of the Day: He's the Flippin' MVP, Travis Hansen joins BYU Athletic Department as Senior Associate Athletic Director, Orem High School Quarterback Tayden Kaawa commits to Alabama.

The entirety of DJ & PK for July 22, 2025: HOUR ONE Former BYU Quarterback Jake Retzlaff is transferring to Tulane Bob Casper recaps The Open Championship Memorable Sports Phrases with PK HOUR TWO What is Trending across the world of sports on July 22, 2025 Question of the Day WIll you be following Jake Retzlaff at Tulane?  HOUR THREE Change is coming in College Sports  Benjamin Allbright, Broncos Insider for KOA Colorado, joined to preview the Denver Broncos season as well as the rest of the AFC West.  Memphis tried to buy their way in to the Big 12. Expansion will happen again, who's next? HOUR FOUR Hans Olsen gives his takeaways from Media Days Slacker Headlines Your Feedback

Chip Scoggins, Ryan Burns and Justin Gaard are back after a short summer break and dive right into the recent news out of Dinkytown regarding the Athletic Department's projected budget deficit and new student fees. The guys also recap Gopher Football's local media day and discuss the first in-depth conversations with new quarterback Drake Lindsey before they give their thoughts on the Big Ten Preseason Poll.

Coach Doc Haskell hits the KTIK RoePaint.com Studio to talk about Tuesday's news - and what it means for the Boise State athletic department. The Broncos, who compete in a 7,000-square foot downtown arena, have won six national championships and 13 Mountain West titles since 2018.See omnystudio.com/listener for privacy information.

Coach Doc Haskell hits the KTIK RoePaint.com Studio to talk about Tuesday's news - and what it means for the Boise State athletic department. The Broncos, who compete in a 7,000-square foot downtown arena, have won six national championships and 13 Mountain West titles since 2018.See omnystudio.com/listener for privacy information.

Coach Doc Haskell hits the KTIK RoePaint.com Studio to talk about Tuesday's news - and what it means for the Boise State athletic department. The Broncos, who compete in a 7,000-square foot downtown arena, have won six national championships and 13 Mountain West titles since 2018.See omnystudio.com/listener for privacy information.

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Nebraska's Athletic Department Flex + Haliburton Was Playing Injured NOT HurtAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

On this episode of The Jon Gordon Podcast, I sit down with Chad Busick, one of my top certified trainers who lives, breathes and shares the principles of championship teams. Chad interviews me as we do a deep dive into my latest book, The Seven Commitments of a Great Team, the journey that shaped it, and why these lessons matter for everyone looking to build something great together. Chad leads me through an honest exploration of what a true “championship mindset” really means, why it's not about chasing a trophy, but becoming the kind of teammate and leader who lifts up others and shows up with purpose, grit, and positivity, no matter the circumstances. I share parts of my personal journey, including the struggles with negativity that almost cost me my marriage and ultimately pushed me onto this path of teaching positive leadership. We go behind the scenes on the writing of Seven Commitments, touching on the coaches and mentors who inspired me, like the unforgettable Coach Richie Moran (whose words “teammates are forever” are at the heart of this story). Together we break down why valuing each other is the foundation of any great team, how individual goals and a shared mission fuel real success, and why staying positive, together, matters most when adversity strikes. You'll hear why these commitments have already struck a chord with so many coaches and business leaders, how simple frameworks like LIGHT and VALUE can unlock stronger teams, and why I believe this might be my most meaningful work yet. There are practical takeaways and authentic stories for anyone who wants to lead, connect, and get better, whether you're building a winning culture in sports, business, education, or at home. Check out more from Chad! chadbusick.com Chad Busick the VP of Athletics and Workshop Leader with Jon Gordon Companies...He does workshops on Energy Bus, Power of Positive Leadership, Power of a Positive Team and more with Athletic Departments, Coaches, Staff, Student Athletes and Teams across the country.  He has worked with schools including Ole Miss, Arizona St., Boise St., Harvard and many programs at the DI, DII, DIII and NAIA levels.  He is also the host of the Championship Mindset Podcast and author of The Rock Tumbler.   Here's a few additional resources for you… Follow me on Instagram: @JonGordon11 Order my new book 'The 7 Commitments of a Great Team' today! Every week, I send out a free Positive Tip newsletter via email. It's advice for your life, work and team. You can sign up now here and catch up on past newsletters. Join me for my Day of Development! You'll learn proven strategies to develop confidence, improve your leadership and build a connected and committed team. You'll leave with an action plan to supercharge your growth and results. It's time to Create your Positive Advantage. Get details and sign up here. Do you feel called to do more? Would you like to impact more people as a leader, writer, speaker, coach and trainer? Get Jon Gordon Certified if you want to be mentored by me and my team to teach my proven frameworks principles, and programs for businesses, sports, education, healthcare!

Taylor Lyons of The Baltimore Sun joins Fear the Podcast this week to discuss his recent reporting that Ja'Kobi Gillespie is headed to mediation with Blueprint Sports, the collective handling Maryland's NIL dealings. Blueprint says his contract became void once he transferred, Gillespie says that clause does not exist in his contract. Lyons fills us in on the details of that situation but also sheds some light on the drama with Maryland's Athletic Department in the final days of Kevin Willard and Damon Evans. Willard has been on a media tour lately trying to save face about his departure and some of those details contradict what Lyons has heard from others close to the situation. Get all the latest Terps news at InsideMDSports.com! 0:00 - Intro 0:40 - Ja'Kobi Gillespie's contract dispute details 7:10 - Byron Gillespie says Maryland may not have enough NIL to pay players 9:10 - Kevin Willard's comments about leaving Maryland 16:30 - Willard - Damon Evans relationship 18:12 - Breakdown of the timeline of Willard leaving 22:30 - Maryland Basketball's structural NIL issues 25:45 - Thoughts from Boosters on state of the program 28:55 - Private Donor Lounge situation To learn more about listener data and our privacy practices visit: https://www.audacyinc.com/privacy-policy Learn more about your ad choices. Visit https://podcastchoices.com/adchoices

How will Athletic Departments Handle Revenue Sharing Across Programs? - June 11th, 5:30 p.m.Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Ben Criddle talks BYU sports every weekday from 2 to 6 pm.Today's Co-Hosts: Ben Criddle (@criddlebenjamin)Subscribe to the Cougar Sports with Ben Criddle podcast:Apple Podcasts: https://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676

I'm delighted to welcome back licensed clinical psychologist and sport psychologist, Dr Scott Goldman in this week's episode. Scott started out at the University of Arizona where was one of the first embedded sport psychologists in an athletic department. He has since served as a clinical and performance psychologist for the University of Michigan and Saint Louis' Athletic Departments. Scott also helped co-author the best practices for the NCAA and was part of their first mental health task force.   Scott has worked as sport psychologist for the Miami Dolphins and Detroit Lions NFL teams and NBA teams Washington Wizards, and currently the Golden State Warriors.   Scott is also the owner/developer of a test called the The Athletic Intelligence Quotient (AIQ) which measures intelligence that is most relevant to athletic performance. The test is used across all 5 major leagues in the US as well as in other countries around the world. Scott is heavily involved in the NFL Scouting Combine and we speak about the psychology involved in the selection process.

The guys listen to some cuts from James Smith introductory press conference and share their thoughts on the hire.

When it comes to girls' sports in interscholastic athletics, on the surface it appears they have equal opportunties compared to boys. In reality, there may be small things beneath the surface that communicate something different to the girls in an athletic department. Authors Dr. Tim Green and Dr. Allison Kelley talk in-depth about this topic in an article in the Summer 2025 IAA. Join us as we discuss the article and more together! Follow us on: Bluesky || Twitter || Facebook || Instagram || LinkedIn Music Track: Stadium Rock by Pufino Source: freetouse.com/music Copyright Free Background Music

North Carolina is one of our Favorite States and today we visit with Brian Carver, CMAA who is the AD at Enka H.S. in Ashville. Brian graduated from Enka and now he leads their Athletic Department and he shares his journey plus some Best Practices on The Educational AD Podcast!

Ben Criddle talks BYU sports every weekday from 2 to 6 pm.Today's Co-Hosts: Ben Criddle (@criddlebenjamin)Subscribe to the Cougar Sports with Ben Criddle podcast:Apple Podcasts: https://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676

Oregon State had a chance to lead in the NIL era. And said no.Beavs Legend Steve Johnson returns to share his inside story of a groundbreaking proposal to elevate OSU Men's Basketball through alumni engagement, academic partnerships, and a modern, sustainable NIL strategy. Backed by the College of Business, it was a chance to lead with vision.Instead, the Athletic Department walked away.We break down every layer of this story, especially the jaw-dropping moment a Deputy AD allegedly said in a meeting with Johnson: “No one will remember you in 15 years… even if you're Gary Payton.”This one's for every fan who's asked: What the hell is going on in Corvallis?#GoBeavs #OregonState #NIL #CollegeBasketball #SteveJohnson

Ben Criddle talks BYU sports every weekday from 2 to 6 pm.Today's Co-Hosts: Ben Criddle (@criddlebenjamin)Subscribe to the Cougar Sports with Ben Criddle podcast:Apple Podcasts: https://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676

Dust Bunnies Bob Seger turns 80 Baseball team desperately needs an alpha

Kentucky's athletic department has officially changed to an LLC, per the Associated Press. Kentucky is hoping that doing so will allow them to become "nimbler" in raising money.Sponsored by Midwest BankOur Sponsors:* Check out Hims: https://hims.com/EARLYBREAKAdvertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Celebrating Baylor Scheierman's first NBA start, the latest incident at Texas A&M, and what it means for Trev Alberts (the guy who runs that Athletic Department)

Thomas and Kevin join up to discuss Track & Field's opening to the outdoor campaign, Baseball's series win over Michigan, and Oregon's Athletic Department annual financial report. Learn more about your ad choices. Visit megaphone.fm/adchoices

As the new world of college sports gets closer, there are big questions facing every program. On today's Morning Pitt, we're looking at the five biggest questions facing Pitt's Athletic Department - and how the Panthers can survive in a changing landscape.

April 8, 2025: Hour 1 full Geoff opens the show discussing the National Title game before then discussing which school feels the best about their Athletic Department. Geoff discusses whether the lack of success in the portal is troubling for Tiger basketball, the Grizzlies playoff scenarios, Mel Kiper's latest Mock Draft and more headlines. 2961 Tue, 08 Apr 2025 15:33:03 +0000 wlVJParWLvPMfW2tUcV3REyitwL0uQvT sports The Geoff Calkins Show sports April 8, 2025: Hour 1 Weekdays 9am-11am on 92.9 ESPN - Geoff Calkins is currently the lead columnist for /The Daily Memphian/ and -- after 17 years of entertaining and challenging Memphians in print, on the radio and on TV -- a fixture in the Memphis community.    2024 © 2021 Audacy, Inc. Sports False https://player.amperwavepodcasting.com?feed-link=https%3A%2F%2Frss.ampe

Answering the question of which school in the country is the best athletic department in the country. Connor thinks Florida might be the "easiest place to win in the country". You send in your suggestions.

We're talking with Jeff Sullivan on how you as an athletic administrator can advocate for more resources! What does that practically look like? How long can advocating for resources take? How can you explain to leadership why athletics should be funded? We discuss these questions and more. Make sure to read Jeff's article in the Spring 2025 IAA! Follow us on: Bluesky || Twitter || Facebook || Instagram || LinkedIn Music Track: Stadium Rock by Pufino Source: freetouse.com/music Copyright Free Background Music

Maryland athletic department is a messSee omnystudio.com/listener for privacy information.

We see a masterclass in deflection that leads into a conversation about how Athletic Departments will split the revenue among their sports, especially schools who don't have any football programs.

Robby & Joe chat about the landscape of March Madness with just a few more weeks of regular season play. How are colleges seeing their athletic departments allocating funds to each sport? Joe complains about the college football playoff format. 

We got all 5 guys with us this week to discuss the hiring of Kevin Wilson, deep diving into OU's recent Athletic Department profitability numbers, and discussing a tin hat theory that the OKC Thunder's success may be detrimental to OU athletics. 

Ben Criddle talks BYU sports every weekday from 2 to 6 pm.Today's Co-Hosts: Ben Criddle (@criddlebenjamin)Subscribe to the Cougar Sports with Ben Criddle podcast:Apple Podcasts: https://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676 Stitcherhttps://www.stitcher.com/podcast/espn960sports/cougar-bytes

While Ohio State's Athletic Department reported being in the red after winning the National Title, Texas, who made the semifinals, reports they cashed in. 

Welcome to the Pinkleton Pull-Aside Podcast. On this podcast, let's step aside from our busy lives to have fun, fascinating life giving conversation with inspiring authors, pastors, sports personalities and other influencers, leaders and followers. Sit back, grab some coffee, or head down the road and let's get the good and the gold from today's guest. Our host is Jeff Pinkleton, Executive Director of the Gathering of the Miami Valley, where their mission is to connect men to men, and men to God. You can reach Jeff at GatheringMV.org or find him on Facebook at The Gathering of the Miami Valley.Mark Whitworth was introduced as Asbury University's first-ever Vice President for Intercollegiate Athletics on March 29, 2018. In 2020, his role in the AU administration was expanded to include University Communications. Under Whitworth's leadership Asbury has experienced significant growth, most notably becoming a member of NCAA Division III in 2021. A 1984 Asbury graduate and former member of the university's board of trustees, Whitworth served on the SEC staff for 27 years before becoming Chief Operating Officer at Knight Eady (a sports marketing and event management firm) in 2016. Whitworth previously served as Associate Commissioner for External Affairs. In that role, he was the SEC's day-to-day contact for ESPN, working closely with the national cable network to coordinate coverage of more than 420 SEC events per year across multiple distribution platforms.  Prior to joining the SEC, Whitworth served on the Athletic Department staff at the University of Tennessee from 1984-1988. While at UT, he earned a master's degree in Sports Administration. Whitworth received a bachelor's degree from Asbury University in 1984 and was a member of the baseball team. He was appointed to the Board of Trustees at his alma mater in 2009 and was a recipient of the 2014 “A Award” given annually to alumni who have achieved distinction professionally and demonstrated loyalty to Asbury.  He is married to the former Tyanne James of Winchester, Ky, who is an Asbury graduate. They have a son (Tyler) and a daughter (Mary Kathryn) who is also an Asbury graduate.

Tanya Vogel has had quite a career in athletics and she's kind of just getting started with her impact and influence in not just athletics, but beyond it as well. She's been a distinguished leader in collegiate athletics for nearly 3 decades. Recently, she concluded her tenure as the Director of Athletics at George Washington University; she served in that position for 7 years. Her journey at GW began in 1992 as a student and All-American soccer player. She's in GW's hall of fame and she earned multiple degrees at GW including a BS, and MS, and an MBA. So, Tanya is a learner, which is going to be the core of today's conversation; she loves to learn, she loves to grow. Additionally, she was recognized for her playing career becoming the first women's soccer player to be inducted into the GW athletic hall of fame in 2002. She became their head coach at the age of 25. So, Tanya at GW is certainly an icon and somebody that the Athletic Department for a long time has looked to for leadership as a player, as a coach, and as an athletic director. In that athletic director capacity, she cultivated a culture of excellence resulting in 19 conference championships and a cumulative GPA of 3.62 among student athletes. One of the things that's going to be abundantly clear in today's conversation is that Tanya is a competitor; she loves to win, and she cares deeply about human beings and developing them and cultivating them and pouring into student athletes. She's a recognized national figure; she's served on key NCAA committees and chaired the Atlantic 10 Athletic Director's Council. She's also a graduate of the Georgetown Transformational Leadership Coaching Program and she's an ICF certified coach. We'll talk a little bit about her journey to becoming an executive coach, and I may have actually played a small part in that journey and maybe a spark to have her explore that journey. In addition to her coaching practice, she serves as a consultant for the Pictor Group, which helps her continue her commitment to leadership and organizational development, specifically within the athletic world. So, Tanya is a competitor, she's a leader, she's a coach, she's been essentially the CEO of an athletic department (that's what the role of an athletic director is), and she has seen just about everything when it comes to collegiate athletics. So, this is a conversation about culture, this is a conversation about leadership, this is a conversation about mindset, and most of all it's a conversation of two friends chopping it up and chatting about what they're passionate about, which is people. Tanya had a number of amazing insights during our conversation. Some of them include: “I don't make too many decisions without processing, without thinking through things” (8:05). “I felt like I took [George Washington athletics] about as far as I could take it” (10:00). “I feel like comfort and discomfort overlap” (12:35). “I'm comfortable in discomfort, and I can be uncomfortable in comfort” (13:35). “Our competitive advantage is going to be seen in how we treat one another” (14:55). “Culture is people” (22:30). “It can't just be high fives and I love you” (25:30). “Confidence and motivation come from within” (27:30). “Just be insanely curious” (28:05). “I work really hard to gather the data and do the research” (32:10). “When you're a head coach, you're not going to be liked” (34:20). “Leadership is not about being liked” (34:40). “Every job I've gotten is by somebody that's known me” (40:30). “Be great where you're at” (42:05). “Mentors play a huge role in our growth and development, but advocates are key [too]” (47:15). “Genuinely, most people want to feel useful” (55:55). “I have this burning desire to go into the grave still learning; I just want to do that forever” (1:01:45). “94% of women in the C-Suite have competed in athletics” (1:08:55). Additionally, you can find the Ripple Impact website here and connect with Tanya on LinkedIn. Thank you so much to Tanya for coming on the podcast! I wrote a book called “Shift Your Mind” that was released in October of 2020, and you can order it on Amazon and Barnes and Noble. Additionally, I have launched a company called Strong Skills, and I encourage you to check out our new website https://www.strongskills.co/. If you liked this episode and/or any others, please follow me on Twitter: @brianlevenson or Instagram: @Intentional_Performers. Thanks for listening.

I'm delighted to speak with Dr Jim Taylor this week. Jim is an internationally recognised authority on the psychology of performance, sport, and parenting. Jim has worked with professional, Olympic, collegiate, and junior-elite athletes in skiing, cycling, triathlon, tennis, track and field, swimming, football, golf, baseball, and many other sports.  Jim received his Bachelor's degree from Middlebury College and earned his Master's degree and Ph.D. in Psychology from the University of Colorado. He is a former Associate professor in the School of Psychology at Nova University in Ft. Lauderdale and a former Clinical Associate Professor in the Graduate School of Professional Psychology at the University of Denver. Jim has been a consultant for the United States and Japanese Ski Teams, the United States Tennis Association, and USA Triathlon, and has worked with professional and world-class athletes in multiple sports. He has been invited to lecture by the Olympic Committees of Spain, France, Poland, and the U.S., and has consulted with the Athletic Departments at Stanford University and the University of California, Berkeley. Jim has published more than 1000 articles in scholarly and popular publications, and has given more than 1000 workshops and presentations throughout North and South America, Europe, and the Middle East. He is the author of 19 books and the co-editor of five textbooks. His books have been translated into 10 languages. A former world-ranked alpine ski racer, Jim is also a 2nd degree black belt, certified instructor, and tournament fighter in karate, marathon runner, Ironman triathlete, 2x national triathlon champion, and 3x World Championships medallist.

This week on Inside Southern Miss Athletics, John Cox, the Voice of the Golden Eagles is joined by Jeff Mason, the Associate Athletics Director for Revenue Generation who joined the Athletic Department last spring. Also stopping by to visit are men's golf coach Eddie Brescher to talk about a number of topics including the brand new Giddis Golf Center located at the Hattiesburg Country Club and Ryan Lee, the Assistant Athletic Director of Compliance.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Colorado Buffaloes athletic director Rick George addressed the media in the Champions Center on Tuesday.

Season eight of the Rhoden Fellows' Podcast continues during the academic year. Half of “Thee Six” -- aka “Team KJ” -- discuss whether athletic departments at HBCUs should raise ticket prices to pay their athletes. Learn more about your ad choices. Visit podcastchoices.com/adchoices

This Week On The Nation: Chris and Austin recap Saturdays win over Kent State. Also, welcome in Chancellor Donde Plowman who shares what it's been like over the last few years going through the transition within the Athletic Department. Later in the show the guys welcome special guest, Barry Trammel who covers Oklahoma and get his take on the upcoming matchup in Norman!See omnystudio.com/listener for privacy information.

A full discussion on the aftermath following the sudden resignation of former Rutgers athletic director Pat Hobbs. Topics include reporting by NJ Advance Media that multiple investigations are underway, Governor Murphy getting involved, many reasons Hobbs fell short of his lofty goal and how Rutgers fans, alums and supporters are left dealing with the same old story once again.

Ben Criddle talks BYU sports every weekday from 3 to 7 pm.Today's Co-Hosts: Ben Criddle (@criddlebenjamin)Subscribe to the Cougar Sports with Ben Criddle podcast:Apple Podcastshttps://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676

In these ‘Moment' episodes, I'll be selecting my favorite moments from previous episodes of Mind Bully Podcast.  In this episode, Norense shares a personal story of how his first live episode went at Texas Tech. Listen to the full episode here:  EP 106 When Your Expectations Don't Meet Your Reality https://podcasters.spotify.com/pod/show/noodiase/episodes/106--When-Your-Expectations-Dont-Meet-Your-Reality-e2e2cjk

Ben Criddle talks BYU sports every weekday from 3 to 7 pm.Today's Co-Hosts: Ben Criddle (@criddlebenjamin)Subscribe to the Cougar Sports with Ben Criddle podcast:Apple Podcastshttps://itunes.apple.com/us/podcast/cougar-sports-with-ben-criddle/id99676