Podcasts about bct

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        

In this episode of Mind Yo' Life, we welcome Steve Versaw—musician, songwriter, venue manager, and the current Executive Director of Bloomington's iconic Buskirk-Chumley Theater. Before taking the reins at BCT, Steve was keeping time and writing tunes with the beloved indie-rock band The M's. Known for their warm, gritty sound and infectious energy, The M's became a staple of the Chicago music scene in the early 2000s. Steve co-wrote and performed on fan favorites like “Plan of the Man” and “Shawnee Dupree,” tracks that still hold up as alt-rock gems. Raised in Kalamazoo, Michigan, and a proud Western Michigan University alum, Steve's journey has taken him through the creative pockets of Portland, the hustle of Chicago, and now to the cultural heartbeat of Bloomington. Along the way, he's built a life steeped in rhythm, collaboration, and community impact. In this episode, we talk about music, management, and Midwest roots. Steve reflects on his touring days, his shift into arts leadership, and how he's helping shape the next chapter for one of Indiana's most historic theaters. And just to keep him honest—we put him through the Steve Versaw Quiz to find out if he really knows the man behind the mic. Spoiler alert: it gets fun. Grab your coffee and join us for a relaxed, insightful conversation that spans stages, cities, and songs—all with that signature Mind Yo' Life vibe.   https://buskirkchumley.org/   Podcast Studio Sponsor Podcast Sponsor   Podcast Sponsor JF WALKER INVESTMENTS 812-327-0889

Description: In episode 49 of the Dirt Logistician, GM26 (CPT Leggett) interviews the 206th Maintenance Surge Team (MST) Platoon leader, 1LT Wilcox,  Automotive Warrant Officer, CW2 Morgan, and Maintenance Surge Team Platoon Sergeant, SFC Tapia, following the end of the rotation.   Key Topics Include: MST integration into the BCT's fight Execution of TLPS Lessons learned from rotation 24-11

We've hit a milestone - and it's all thanks to you! In this special bonus episode, host Steve Roe takes you behind the scenes of BatChat: from the podcast's beginnings in 2018 to the present day. Discover how the show came to be created, what goes into producing each episode, and enjoy a previously unreleased gem from one of our most loved guests: Dr Bob Stebbings.What's Inside:

En el nombre de Cristo, no puedo creer que por vez número cien mil tengo que repasar el affair Chaves-Baruch pero esto es como la temporada 2 de Severance. Tres años después de la primera ¿quién diablos se acuerda de todo lo que pasó? Ni modo, aquí vamos, versión ultra-resumida dejando muuuuchos elementos paralelos o secundarios por fuera. 

FEATURED GUESTS: Christine Brooks, PhD is a Professor and the Chair of the Expressive Arts Coaching and Community Building program at California Institute of Integral Studies. Her research interests include adult development, intentional childlessness, qualitative research methods, and transformative processes in coaching. She is a consultant and coach with expertise in social and emotional intelligence, identity development tools such as the enneagram, and leadership and executive presence. When not traveling the roads of the United States to experience the profound variety of people, creativity, landscapes, and regional food ways, she lives in Florida. Shoshana Simons, PhD, RDT is Professor and former Program Chair of CIIS's MA in Counseling Psychology, Expressive Arts Concentration. She is a drama therapist, voice actor and arts-based coach & consultant. She is also adjunct faculty at the Northwest Creative & Expressive Arts Institute, Seattle, WA, offering a Certificate in NarrARTive Expressive Arts in Coaching. Shoshana has 35+ years of experience in community-building in many settings including with children and adults in the fields of play, education, antiracism, counseling psychology, organizational development, and community work. Dr. Mimi Savage is an associate professor and core faculty member in the Master's of Counseling Psychology with Expressive Arts program at CIIS in SF. She has an extensive background in acute milieus and has researched adopted young women and boys from foster care using narrative inquiry, arts based and participatory research on the topic of intersectionality and self identity. She is a founding faculty member of UCLArts and Healing in Los Angeles--now called Integrative Arts and Healing Initiative. She is a registered drama therapist and board certified trainer and mentors an international student body for professionals interested in drama therapy certification at her own school--So Cal Drama Therapy Center. She is now also core faculty for a new program she is helping to launch at CIIS which is Expressive Arts Coaching and Community Building. She is in the process of editing her book for Taylor & Francis/Routledge due next year called The Future of Black Creative Art Therapists: Practice, Pedagogy and Preservation.LISTEN & LEARN:What does a Master's in Expressive Arts Coaching & Community Building consist of?What is Coaching & Community Building?What is the Scholar-Artist-Practitioner model of pedagogy used in this program?The integration of theory and neuroscience that grounds the program. Brook's definition of loneliness as the perception of social isolation and why community is an integral aspect of healing work. The stipend discount offered for the inaugural cohort in the program. RESOURCES MENTIONED ON THE SHOW:https://www.ciis.edu/academics/department-expressive-arts-coaching-community-buildingThe CIIS Expressive Arts Coaching & Community Building Launch Party April 23rd @ 11:30AM PT https://www.ciis.edu/events/launch-party-new-ma-expressive-arts-coaching-community-buildingChristine Brooks, PhD LinkedIn www.linkedin.com/in/sofchristinebrooks Shoshana Simons, PhD, RDT CIIS contact https://www.ciis.edu/profiles/shoshana-simonsShoshana's Narrative Expressive Arts Coaching certificate program https://seattlearttherapy.org/narrartive-expressive-arts-coaching-certificate/ Shoshana's LinkedIn https://www.linkedin.com/in/shoshana-simons-b029a34/Mimi Savage, PhD, RDT, BCT contact msavage@ciis.eduMimi's SoCaldramatherapycenter http://www.socaldramatherapycenter.com/Mimi's LinkedIn https://www.linkedin.com/in/mimi-savage-phd-rdt-bct-b0179931/Need support in creating your practice email me for a consult: creativeclinician@gmail.com

FEATURED GUESTS: Dr. Mimi Savage is an associate professor and core faculty member in the Master's of Counseling Psychology with Expressive Arts program at CIIS in SF. She has an extensive background in acute milieus and has researched adopted young women and boys from foster care using narrative inquiry, arts based and participatory research on the topic of intersectionality and self identity. She is a founding faculty member of UCLArts and Healing in Los Angeles--now called Integrative Arts and Healing Initiative. She is a registered drama therapist and board certified trainer and mentors an international student body for professionals interested in drama therapy certification at her own school--So Cal Drama Therapy Center. She is now also core faculty for a new program she is helping to launch at CIIS which is Expressive Arts Coaching and Community Building. She is in the process of editing her book for Taylor & Francis/Routledge due next year called The Future of Black Creative Art Therapists: Practice, Pedagogy and Preservation.LISTEN & LEARN:What is narrative inquiry?What is the Personal Public Services Announcement™ (PPSA) method? The importance of identity work when engaging with adolescents. The value of contributing to the field through the use of writing. How to use the PPSA as a tool in participatory arts-based research. Mimi's upcoming book, "The Future of Black Creative Arts Therapists: Pedagogy and Preservation," due in 2026 by Taylor & Francis/Routledge. RESOURCES MENTIONED ON THE SHOW:Mimi's Session at the Midwest Expressive Therapies Summit - Re-Storying Self-Identity Through Drama, Writing & Masks: Creating Personal Public Service Announcements ™ on May 3, 2025 from 10:00 AM-5:30 PMCTIn this day-long three-part master class, participants will have the opportunity to learn the Personal Public Service Announcement™ (PPSA) method, an arts-based approach that was originally developed to generate narrative data using drama therapy techniques with adopted young women in foster care. To introduce this novel format, past peer-reviewed research will be discussed from the empirical-based inquiry. For the majority of our time together, however, participants will be invited to work collaboratively and in embodied ways to create their own PPSAs using a number of expressive arts tools, including creative writing, digital apps, and mask-making. In particular, participants will discover the theory, processes, and outcome of this restorative way of doing participatory research within narrative inquiry. Synthesizing personal explorations to enhance emotional or clinical development — then creatively reconstructing that information and affect into PPSAs with the intent to re-story and restore self-identity while being witnessed — can be very effective in treatment, as well.PLEASE NOTE: Participants' knowledge of qualitative research tenets and methods will be beneficial. The ability to access your narratives without concern about retraumatization will be key to maintaining safety in this session. The Future of Black Creative Art Therapists: Practice, Pedagogy and Preservation will be available for preorder on https://www.routledge.com/ April 2026. Mimi Savage, PhD, RDT, BCT contact msavage@ciis.eduMimi's SoCaldramatherapycenter http://www.socaldramatherapycenter.com/Mimi's LinkedIn https://www.linkedin.com/in/mimi-savage-phd-rdt-bct-b0179931/Need support in creating your practice Email me for a consult: creativeclinician@gmail.com

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Dr. Randal Pinkett. He has established himself as an entrepreneur, innovator, speaker, author, media personality and DEI expert who is leading the way in business, technology and equity for all. He is the co-founder, chairman and CEO of BCT Partners, a global, multimillion-dollar research, training, consulting, technology, and data analytics firm whose mission is to leverage diversity, insights and innovation to transform lives, accelerate equity and create lasting change. The company has been recognized by Forbes as one of America’s Best Management Consulting Firms, Ernst & Young as EY Entrepreneur of the Year, Manage HR Magazine as a Top 10 Firm for Diversity & Inclusion, the Black Enterprise BE100s list of the nation’s largest Black-owned businesses, and the Inc. 5000 list of the fastest-growing private companies in America.Dr. Pinkett is an expert in several areas relating to emerging technologies, “big data” analytics, social innovation, culture, diversity, equity and inclusion (DEI), and is a regular contributor on MSNBC, CNN, and Fox Business News. An international public speaker, he is the author or co-author of several books including Black Faces in High Places, Black Faces in White Places, Data-Driven DEI, Campus CEO, and No-Money Down CEO. He holds five degrees including: a B.S. in Electrical Engineering from Rutgers University; a M.S. in Computer Science from the University of Oxford in England; and a M.S. in Electrical Engineering, MBA, and Ph.D. from MIT. Most notably, he was the first and only African American to receive the prestigious Rhodes Scholarship at Rutgers University; he was inducted to the Academic All-America Hall of Fame, as a former high jumper, long jumper, sprinter and captain of the Rutgers men’s track and field team; and he was the winner of NBC’s hit reality television show, “The Apprentice.”Born in Philadelphia and raised in New Jersey, Dr. Pinkett is a proud member of Alpha Phi Alpha Fraternity, Incorporated and First Baptist Church in Somerset, NJ, where he resides with his family, including a daughter and two sons. Dr. Pinkett firmly believes that “for those to whom much is given, much is expected,” so throughout his endeavors, he places great emphasis on his responsibility to give back to the community. Company Description * BCT Partners’ mission is to provide insights about diverse people that lead to equity.We are a national, multi-disciplinary consulting firm that delivers a full range of research, consulting, training, technology, and analytics services. BCT works with government agencies, corporations, nonprofit organizations, educational institutions and foundations, and is one of the leading firms in the country with expertise in the following markets: housing and community development, economic development, workforce development, children and families, health, education, and diversity, equity & inclusion.We invite and welcome to our team people who share our values and goals; those with a passion for making the world a better place, who see strength in our diversity, seek equal opportunity for all communities and are motivated to create a more equitable and just society. We appreciate the knowledge, abilities, and ideas of each individual and embrace his/her/their positive contributions to our collaborative and dynamic work environment. #BEST #STRAW #SHMSSupport the show: https://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Dr. Randal Pinkett. He has established himself as an entrepreneur, innovator, speaker, author, media personality and DEI expert who is leading the way in business, technology and equity for all. He is the co-founder, chairman and CEO of BCT Partners, a global, multimillion-dollar research, training, consulting, technology, and data analytics firm whose mission is to leverage diversity, insights and innovation to transform lives, accelerate equity and create lasting change. The company has been recognized by Forbes as one of America’s Best Management Consulting Firms, Ernst & Young as EY Entrepreneur of the Year, Manage HR Magazine as a Top 10 Firm for Diversity & Inclusion, the Black Enterprise BE100s list of the nation’s largest Black-owned businesses, and the Inc. 5000 list of the fastest-growing private companies in America.Dr. Pinkett is an expert in several areas relating to emerging technologies, “big data” analytics, social innovation, culture, diversity, equity and inclusion (DEI), and is a regular contributor on MSNBC, CNN, and Fox Business News. An international public speaker, he is the author or co-author of several books including Black Faces in High Places, Black Faces in White Places, Data-Driven DEI, Campus CEO, and No-Money Down CEO. He holds five degrees including: a B.S. in Electrical Engineering from Rutgers University; a M.S. in Computer Science from the University of Oxford in England; and a M.S. in Electrical Engineering, MBA, and Ph.D. from MIT. Most notably, he was the first and only African American to receive the prestigious Rhodes Scholarship at Rutgers University; he was inducted to the Academic All-America Hall of Fame, as a former high jumper, long jumper, sprinter and captain of the Rutgers men’s track and field team; and he was the winner of NBC’s hit reality television show, “The Apprentice.”Born in Philadelphia and raised in New Jersey, Dr. Pinkett is a proud member of Alpha Phi Alpha Fraternity, Incorporated and First Baptist Church in Somerset, NJ, where he resides with his family, including a daughter and two sons. Dr. Pinkett firmly believes that “for those to whom much is given, much is expected,” so throughout his endeavors, he places great emphasis on his responsibility to give back to the community. Company Description * BCT Partners’ mission is to provide insights about diverse people that lead to equity.We are a national, multi-disciplinary consulting firm that delivers a full range of research, consulting, training, technology, and analytics services. BCT works with government agencies, corporations, nonprofit organizations, educational institutions and foundations, and is one of the leading firms in the country with expertise in the following markets: housing and community development, economic development, workforce development, children and families, health, education, and diversity, equity & inclusion.We invite and welcome to our team people who share our values and goals; those with a passion for making the world a better place, who see strength in our diversity, seek equal opportunity for all communities and are motivated to create a more equitable and just society. We appreciate the knowledge, abilities, and ideas of each individual and embrace his/her/their positive contributions to our collaborative and dynamic work environment. #BEST #STRAW #SHMSSee omnystudio.com/listener for privacy information.

Two-time Emmy and Three-time NAACP Image Award-winning, television Executive Producer Rushion McDonald interviewed Dr. Randal Pinkett. He has established himself as an entrepreneur, innovator, speaker, author, media personality and DEI expert who is leading the way in business, technology and equity for all. He is the co-founder, chairman and CEO of BCT Partners, a global, multimillion-dollar research, training, consulting, technology, and data analytics firm whose mission is to leverage diversity, insights and innovation to transform lives, accelerate equity and create lasting change. The company has been recognized by Forbes as one of America’s Best Management Consulting Firms, Ernst & Young as EY Entrepreneur of the Year, Manage HR Magazine as a Top 10 Firm for Diversity & Inclusion, the Black Enterprise BE100s list of the nation’s largest Black-owned businesses, and the Inc. 5000 list of the fastest-growing private companies in America.Dr. Pinkett is an expert in several areas relating to emerging technologies, “big data” analytics, social innovation, culture, diversity, equity and inclusion (DEI), and is a regular contributor on MSNBC, CNN, and Fox Business News. An international public speaker, he is the author or co-author of several books including Black Faces in High Places, Black Faces in White Places, Data-Driven DEI, Campus CEO, and No-Money Down CEO. He holds five degrees including: a B.S. in Electrical Engineering from Rutgers University; a M.S. in Computer Science from the University of Oxford in England; and a M.S. in Electrical Engineering, MBA, and Ph.D. from MIT. Most notably, he was the first and only African American to receive the prestigious Rhodes Scholarship at Rutgers University; he was inducted to the Academic All-America Hall of Fame, as a former high jumper, long jumper, sprinter and captain of the Rutgers men’s track and field team; and he was the winner of NBC’s hit reality television show, “The Apprentice.”Born in Philadelphia and raised in New Jersey, Dr. Pinkett is a proud member of Alpha Phi Alpha Fraternity, Incorporated and First Baptist Church in Somerset, NJ, where he resides with his family, including a daughter and two sons. Dr. Pinkett firmly believes that “for those to whom much is given, much is expected,” so throughout his endeavors, he places great emphasis on his responsibility to give back to the community. Company Description * BCT Partners’ mission is to provide insights about diverse people that lead to equity.We are a national, multi-disciplinary consulting firm that delivers a full range of research, consulting, training, technology, and analytics services. BCT works with government agencies, corporations, nonprofit organizations, educational institutions and foundations, and is one of the leading firms in the country with expertise in the following markets: housing and community development, economic development, workforce development, children and families, health, education, and diversity, equity & inclusion.We invite and welcome to our team people who share our values and goals; those with a passion for making the world a better place, who see strength in our diversity, seek equal opportunity for all communities and are motivated to create a more equitable and just society. We appreciate the knowledge, abilities, and ideas of each individual and embrace his/her/their positive contributions to our collaborative and dynamic work environment. #BEST #STRAW #SHMSSteve Harvey Morning Show Online: http://www.steveharveyfm.com/See omnystudio.com/listener for privacy information.

Joy Duemke, Director of Marketing North America at Terumo, BCT, and Barry Linden, President and Managing Advisor of Patient Voice Advisors, highlight the importance of medical device companies engaging with patient associations to incorporate patient feedback into the design and development of their products. Patients can provide unique insights to engineers and researchers that may lead to better outcomes and patient experiences. The discussion focuses on the collaboration related to improving blood therapy delivery for sickle cell patients.  Barry explains, "So if medical device companies want to ensure that their technologies are going to get to the people that need them and that those folks want to be able to take potentially some risks of having the device implanted or used on them, they need to listen to the patient and understand what kind of outcomes are important to them and what they're willing to tolerate." Joy elaborates, "With medical devices, it's very personal to the patient. It's not a bag that's hung or a pill that's taken, but it's typically something that might be, as Barry mentioned, implanted in their body or interacting very closely with their body. So the processes are very technical. There's often a high amount of training that has to happen with those operators, and it's often even a specialty department that might utilize those devices. So for me, at least on the medical device side, I think it's even more important that we understand what that patient impact is going to be with the innovations that we're launching into the market and making sure that they have a positive experience and that they can access those therapies." "So what's interesting about blood therapy for sickle cell disease is it takes a lot of players to come to the table to successfully enable care. As we get excited about some of the transformative therapies on the horizon for sickle cell, we still need to manage those patients well with blood therapy like automated red cell exchange. And to get that, you need to bring together the patient, the prescriber, a service provider, and blood donor to bring that blood to the table because it's very, very specialized and matched to the donors that donate those cells."  #TerumoBCT #PatientVoiceAdvisors #MedicalDevices #MedTech #SickleCell terumomedical.com patientvoiceadvisors.com Listen to the podcast here

Joy Duemke, Director of Marketing North America at Terumo, BCT, and Barry Linden, President and Managing Advisor of Patient Voice Advisors, highlight the importance of medical device companies engaging with patient associations to incorporate patient feedback into the design and development of their products. Patients can provide unique insights to engineers and researchers that may lead to better outcomes and patient experiences. The discussion focuses on the collaboration related to improving blood therapy delivery for sickle cell patients.  Barry explains, "So if medical device companies want to ensure that their technologies are going to get to the people that need them and that those folks want to be able to take potentially some risks of having the device implanted or used on them, they need to listen to the patient and understand what kind of outcomes are important to them and what they're willing to tolerate." Joy elaborates, "With medical devices, it's very personal to the patient. It's not a bag that's hung or a pill that's taken, but it's typically something that might be, as Barry mentioned, implanted in their body or interacting very closely with their body. So the processes are very technical. There's often a high amount of training that has to happen with those operators, and it's often even a specialty department that might utilize those devices. So for me, at least on the medical device side, I think it's even more important that we understand what that patient impact is going to be with the innovations that we're launching into the market and making sure that they have a positive experience and that they can access those therapies." "So what's interesting about blood therapy for sickle cell disease is it takes a lot of players to come to the table to successfully enable care. As we get excited about some of the transformative therapies on the horizon for sickle cell, we still need to manage those patients well with blood therapy like automated red cell exchange. And to get that, you need to bring together the patient, the prescriber, a service provider, and blood donor to bring that blood to the table because it's very, very specialized and matched to the donors that donate those cells."  #TerumoBCT #PatientVoiceAdvisors #MedicalDevices #MedTech #SickleCell terumomedical.com patientvoiceadvisors.com Download the transcript here

Got questions, thoughts, or curious bat queries? Text us—we'd love to hear from you!S6E61 Recorded in the winter of 2024, in this episode we travel to the Northumberland coastline to a National Trust property called Seaton Delaval Hall. We're there because this property is home to the UK's largest-known pipistrelle bat hibernation roost. For many years we haven't really known where pipistrelle bats go to hibernate. Traditional hibernation surveys in underground structures rarely turn up pipistrelles and when they do they're in very small numbers. Our guest this week, Tina Wiffen, discovered this roost shortly after the National Trust took over the care of Seaton Delaval in 2009 and since then has been doing some detective work to help us understand where we might need to go looking ourselves.Tina's articles in British Island Bats are on pages 20 and 30 of volume four.Original news article from the BCT website when a large winter count occured.Fancy taking part in a hibernation survey? Find your local bat group here.Use our interactive map to find the closest recording location to where you are and to see photos and additional material from the recording.Support the showPlease leave us a review or star rating if your podcast app allows it because it helps us to reach a wider audience so that we can spread the word about how great bats are. How to write a podcast review (and why you should).Got a story to share with us? Please get in touch via comms@bats.org.ukBats are magical but misunderstood. At BCT our vision is a world rich in wildlife where bats and people thrive together. Action to protect & conserve bats is having a positive impact on bat populations in the UK. We would not be able to continue our work to protect bats & their habitats without your contribution so if you can please donate. We need your support now more than ever: www.bats.org.uk/donate Thank you!

Got questions, thoughts, or curious bat queries? Text us—we'd love to hear from you!S6E56 We're back with a brand new series! At the 2024 National Bat Conference at the University of Reading, zoologist and wildlife TV presenter Megan McCubbin joined us to chair a thought-provoking debate on ethical conservation. In between sessions, Megan sat down with Steve to chat about her career, her encounters with bats, and her involvement in the Restore Nature Now march earlier this summer.Plus, we'll bring you a couple of key updates from regional bat conservation activities over the summer. Then, back to Megan, who shares a conversation with Shirley Thompson, editor of Young Batworker magazine, on the critical role of the next generation in bat conservation. Tune in for these insights and more!8 out of 10 batsToilet block shock as lesser horseshoe found in DerbyshireWiltshire Wildlife Trust Bechstein's fundraisingGot questions, thoughts, or curious bat queries? Text us—we'd love to hear from you!Support the showPlease leave us a review or star rating if your podcast app allows it because it helps us to reach a wider audience so that we can spread the word about how great bats are. How to write a podcast review (and why you should).Got a story to share with us? Please get in touch via comms@bats.org.ukBats are magical but misunderstood. At BCT our vision is a world rich in wildlife where bats and people thrive together. Action to protect & conserve bats is having a positive impact on bat populations in the UK. We would not be able to continue our work to protect bats & their habitats without your contribution so if you can please donate. We need your support now more than ever: www.bats.org.uk/donate Thank you!

The Joint Readiness Training Center is pleased to present the seventy-sixth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Command Sergeant Major of Ops Group (CMOG), CSM Michael Hall. Today's guest is MSG William Kocken, which is the Operations Sergeant Major for 2nd Battalion, 127th Infantry Regiment.   The 2nd Battalion, 127th Infantry Regiment of the Red Arrow Brigade, 32nd Infantry Brigade Combat Team (IBCT) of the Wisconsin Army National Guard, has a distinguished history of service. Known for its long-standing tradition of excellence in both state and national missions, the battalion's motto, Les Terribles—meaning “The Terrible Ones”—reflects its fierce combat reputation earned during World War I. The Red Arrow Brigade, of which the 2-127th is a part, derives its name from its ability to pierce enemy lines during both world wars, symbolizing the unit's strength and perseverance. They have the Hollywood call-sign of “Black Hats” (the BCT's call-sign is “Red Arrow”), the nickname of “Wisconsin Volunteers,” and the brigade's motto of “Forward.”   In this episode we discuss the lessons learned at the battalion echelon for conducting large scale combat operations across multiple domains, particularly in logistics, communications, and standards of discipline. One of the key takeaways was the challenge of maintaining efficient communication across dispersed units, especially during large-scale combat operations (LSCO). Unlike Active Duty forces, the Army National Guard (ARNG) faces unique difficulties in ensuring smooth, real-time communication, which became a critical area for improvement. Additionally, the exercise exposed gaps in logistical sustainment, as ARNG units struggled with coordinating supplies, equipment, and personnel over extended operations. This highlighted the need for more robust logistical planning and the importance of developing a deeper understanding of how to sustain operations in high-intensity environments.   Best practices that emerged from the rotation included a renewed emphasis on “brilliance in the basics” and reinforcing standards and discipline. The importance of mastering fundamental soldiering skills, such as maintaining noise and light discipline, digging proper fighting positions, and ensuring basic field craft, became apparent. Leaders realized that gaps in these areas could have serious consequences in LSCO, where the margin for error is small. The exercise also demonstrated that success depends on rigorous preparation and adhering to the most basic tasks, which in turn allows units to perform better in more complex and dynamic scenarios. Commanders stressed the importance of repetitive training in these foundational areas to ensure that soldiers can respond effectively in high-pressure situations and adapt to modern battlefield demands.   Part of S02 “If I Would Have Only Known” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

The Joint Readiness Training Center is pleased to present the seventy-fifth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Task Force Senior for the BDE Command & Control (BCT HQ), LTC Timothy Price on behalf of the Commander of Ops Group (COG). Today's guest is the Brigade Commander for 2nd Mobile Brigade Combat Team, 101st Airborne Division (Air Assault), COL James Stultz.   The 2nd Mobile Brigade Combat Team of the 101st Airborne Division (Air Assault), which was activated on 1 July 1941 at Ft. Benning (now Ft. Moore), GA. The MBCT draws its infantry battalions primarily from the 502nd Parachute Infantry Regiment. 2nd MBCT is the Army's first mobile BCT construct. As their designation implies, they're focused on increasing a brigade's overall mobility and with it the agility and flexibility that it provides. They have the Hollywood call-sign of “Strike,” but commonly called “Five oh Duece,” and the motto of “Strike.” (The rest of the motto is “I fight where I am told, and win where I fight.”) They are easily identified by the black heart patches on their helmets dating back to preparation for the invasion of France in World War II and have been known by the enemy as the “Black Hearts Brigade.”   In this episode, we discuss several emerging key lessons, particularly regarding the importance of Transition in Contact (TiC) and the evolving nature of command and control (C2Fix). TiC was highlighted as a critical skill, requiring seamless coordination between the brigade and its multifunctional reconnaissance companies (MFRC) and multi-purpose companies (MPCs), which replaced the traditional anti-tank and heavy weapons companies. These units provided vital intelligence and protection in the deep area, using scout snipers, electronic warfare sections, and anti-air capabilities. However, there were challenges in maintaining a balance between reconnaissance and target acquisition, illustrating the need for constant refinement in how these specialized companies are employed. The introduction of the MFRC and other multifunctional units demonstrated the Army's shift towards more flexible, mobile brigades capable of long-range operations, especially through the use of large-scale air assaults (L2A2).   In addition to TiC, the exercise reinforced the importance of mastering logistics and communications across multiple domains to support Army modernization efforts. Logistics played a critical role in enabling mobility, especially as light infantry units integrated vehicles like the infantry squad vehicle (ISV), providing new tactical opportunities but requiring extensive training. Effective communications were essential for synchronizing complex operations, particularly in the context of C2Fix, where brigades aimed to reduce their physical footprint and rely more on higher echelons for intelligence processing. Mastery of “brilliance in the basics,” such as security, camouflage, and decentralized command structures, proved essential in navigating these transitions and ensuring brigade effectiveness in large-scale combat operations (LSCO). These insights provide a roadmap for future improvements in integrating modern capabilities while maintaining a focus on foundational warfighting skills.   Part of S02 “If I Would Have Only Known” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

Send us a Text Message with what batty adventures you've been up to this summer!Get ready for an action-packed Series 6 of BatChat! This season, we're bringing you breaking news from the bat world, and that's just the beginning. We'll take you on a twilight bat walk, explore a buzzing night market with a twist and head deep into Somerset's countryside in search of the elusive grey long-eared bat. Plus, we'll venture into the heart of Pembrokeshire to uncover the secrets of a legendary woodland. Series 6 is filled with adventure, discovery, and a few surprises you won't want to miss! We're back on

You're in for a treat on this episode as we welcome the inspiring Adria Gross to the show! Adria's transformational journey is nothing short of remarkable. After battling epilepsy at a young age and undergoing life-altering brain surgery, she reclaimed her life and now dedicates herself to helping others navigate the complex world of medical insurance. With over 30 years of experience, Adria is the President and CEO of MedWise Insurance Advocacy, where she advocates for those struggling with the confusing healthcare system. She's the co-author of "Solved! Curing Your Medical Insurance Problems" and "Multi Payer Medicine Nightmare Made in the USA", endorsed by Ralph Nader. Her most recent book, "Apparently DIFFERENT," was released in June 2024, and we dive into the insights and lessons from her powerful story. In this episode, Adria shares her deeply personal journey, how she turned her challenges into a lifelong mission, and the invaluable lessons she's learned along the way. We also talk about the transformative power of empathy, navigating relationships while facing health challenges, and the importance of understanding the ever-changing insurance landscape. In This Episode, You'll Learn: How Adria overcame her medical challenges and reclaimed her life. Insights from her latest book, "Apparently DIFFERENT." Practical advice for navigating the medical insurance system. The impact of major health events on how we are perceived by society. The healing power of empathy and understanding in the face of adversity. This episode is dedicated to 22 Too Many Veteran: Anthony Homnick Airbone Army Veteran Anthony Joseph Homnick, born June 23, 1983, in Brooklyn, New York. He was the beloved son of Priscilla Homnick. Anthony was a 2002 graduate of Berwick High School. In 2003, he joined the United States Army, 82nd Airborne Division, stationed at Fort Benning, GA, where he graduated BCT.In 2005, he deployed to Iraq in support of the Global War on Terrorism. Upon returning, he was stationed at Fort Bragg, North Carolina, where he did three tours, Kuwait, Saudi Arabia and the other in Afghanistan, retiring in 2013. He loved in-line skating as a teenager; he also loved drawing, fishing and lifting weights. Most of all, he loved his family and living life to the fullest. He loved his family, his wife and his 3 dogs. He especially loved his nieces and nephews, who he spoiled. He loved the Military just as much as he loved his family. He was also known for his glorious beard, of which he was very proud. He was a kind and gentle soul, who would do anything for anyone and never ask for anything in return. Anthony lost his battle with PTS, February 22, 2015. He was 31 years old.   ---------------------------------------------------- Adria can be reached at the following places https://www.medicalinsuranceadvocacy.com/ Facebook Instagram: @medwise_insurance_advocacy X: @gross84660   email: adria@medwisebilling.com   You can also get her books: Apparently DIFFERENT: The Struggle for Understanding, Acceptance, and Compassion Solved! Curing Your Medical Insurance Problems: Advice from MedWise Insurance Advocacy Multi-Payer Medicine Nightmare Made in the USA: ADVICE FROM MedWise INSURANCE ADVOCACY    ------------------------------------------------------------ Kerri can be found on Instagram: @running_with_the_rockstar Facebook: Every Run Has a Story   You can find Paul - The Rhode Runner in the following places: Twitter: @TheRhodeRunner Instagram: @TheRhodeRunner Facebook   Inspiring Journeys can be found on: InspiringJourneys.net Instagram: @InspiringJourneysPod Facebook   You can also download and subscribe to the Inspiring Journeys Podcast at: Apple Podcasts iHeartRadio Spotify

Brig. Gen. Gavin Marks '96 discusses the absolute importance of standards and integrity in leadership, and how a new, more rigorous approach at the Academy will build that in to cadets making them Day-1 leaders. SUMMARY Brigadier General Gavin P. Marks, Commandant of the Air Force Academy, shares his journey from being a young man in Atlanta, Georgia to becoming a pilot and eventually serving as the Commandant. He discusses his experiences at the Air Force Academy, including basic cadet training and the challenges he faced. General Marks emphasizes the importance of perseverance, leaning on support networks, and maintaining high standards in leadership. He also reflects on the impact of the Academy on his personal and professional development. General Gavin Marks reflects on his personal journey and the impact of his wife on his military career. He discusses the importance of being adaptable and humble as a leader and the unique responsibilities of command. He shares his decision to return to the Air Force Academy and the changes he is implementing to better prepare cadets for the challenges of great power competition. General Marks emphasizes the love and passion that the leaders at the Academy have for developing future officers and encourages listeners to continue dreaming big.   OUR FAVORITE QUOTES "How you do anything is how you do everything." "There's always somebody better." "I want to make sure that they feel like they got their money's worth from a military development perspective or military training perspective."  "The leaders at the Air Force Academy, from top to bottom, love deeply, deeply love the institution, and are incredibly passionate about the development of these young men and women into officers in the Air Force and the Space Force." "Continue to dream big. Don't let anyone dissuade you from goals that you have. And as it relates specifically to the Air Force Academy, it is absolutely worth it."   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   CHAPTERS 00:00:  Introduction and Background 01:53:  Returning to the Air Force Academy 02:52:  Young Gavin Marks: Childhood and Calling to Serve 07:04:  Challenges and Growth in Basic Cadet Training 08:29:  Lessons in Leadership and Perseverance 11:45:  Choosing the Air Force Academy and Pilot Training 15:06:  Reflections on the Academy's Impact 20:52:  Leadership Experiences as a Cadet 23:43:  Lessons in Leadership and Perception 27:55:  Successes and Career Progression 32:35:  Meeting His Wife and Reflecting on Tinker Air Force Base 37:25:  Personal Journey and the Impact of Relationships 57:54:  Changes in the Life of a Cadet 01:05:48:  Challenges and Partnerships 01:09:39:  Rigor and Expectations 01:11:09:  Love and Passion for Developing Future Officers 01:12:34:  The Value and Worth of Attending the Air Force Academy   TAKEAWAYS The importance of perseverance, resilience, and grit in overcoming challenges, especially during difficult experiences like the Air Force Academy. The value of having a strong support network, including family and friends, to help navigate challenging times. The significance of leadership roles and experiences during the Air Force Academy in shaping one's development and future success. The Air Force Academy's focus on evolving its training and development methods to better prepare cadets for the challenges of great power competition. The deep passion and commitment of the Air Force Academy's leadership in developing leaders of character who are ready to serve their country.   ABOUT GEN. MARKS BRIG. GEN. MARKS' BIO Brigadier General Gavin P. Marks is the Commandant of Cadets, U.S. Air Force Academy, Colorado Springs, Colorado. He commands the 4,300-member Cadet Wing and more than 200 Air Force and civilian personnel. He guides military, leadership, character development, Basic Cadet Training and Expeditionary Skills Training for the Air Force Cadet Wing in addition to providing facilities and logistical support.  Brig. Gen. Marks earned his commission from the U.S. Air Force Academy in 1996 and his pilot wings from Specialized Undergraduate Pilot Training at Columbus Air Force Base, Mississippi, in 1998. Brig. Gen. Marks has served as a T-1A instructor pilot (at both the undergraduate and graduate training levels) and flight examiner, an E-3B/C instructor pilot and flight examiner, an Air Force Intern, a staff officer on multiple joint staffs, and has commanded at the squadron and wing levels.  Prior to his current assignment, he served as the Director, Electromagnetic Spectrum Superiority, Headquarters U.S. Air Force, Washington, D.C.   Brig. Gen. Marks is a command pilot with more than 3,400 flying hours in the T-3, T-37, T-1A, E-3B/C/G, RC-135S/U/V, TC-135W, OC-135B, and WC-135C aircraft.   - Copy credit:  AF.MIL   CONNECT WITH GEN. MARKS INSTAGRAM: @‌USAFACOMMANDANT     ABOUT LONG BLUE LEADERSHIP Long Blue Leadership drops every two weeks on Tuesdays and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!          FULL TRANSCRIPT OUR SPEAKERS Guest:  Brig. Gen. Gavin P. Marks '96  |  Host:  Naviere Walkewicz '99   Naviere Walkewicz 00:01 My guest today is Brig. Gen. Gavin P. Marks, USAFA Class of '96, and currently serving as the commandant of the Air Force Academy. This is his third command position since becoming a member of the Air Force. Gen. Marks was drawn to service as a young man in Atlanta, Georgia, and joined the Junior ROTC program in high school before coming to the Academy in 1992. After he graduated, he became a pilot and flew for 26 years, in addition to continuing his personal and professional development. In 2000, Gen. Marks graduated with distinction from Squadron Officer School at Maxwell Air Force Base in Alabama. In 2015, he again graduated with distinction from the National War College at Fort McNair in Washington, D.C. He has held command positions at the squadron and wing levels. His attachment to the Academy has remained strong, so much so that 20 years ago, he committed to returning and had been working his way back to USAFA when he was called to service, assuming his role as commandant in 2023. Gen. Marks, it is a pleasure. Welcome to Long Blue Leadership. Thank you for being here.   Brig. Gen. Marks 01:03 Thank you very much. It is an honor for me to be here. It really is.   Naviere Walkewicz 01:07 This is an exciting time for us, because especially for me, being a Class of 1999 — “Gold will shine” — I had to get that in there. We go back to Arnold Hall in Basic Cadet Training, when you were the commandant of cadets during Basic Cadet Training for us. So I remember you vividly as your taps from your shoes hit the floor in Arnold Hall. So this is truly a pleasure, sir, thank you.   Brig. Gen. Marks 01:29 It is absolutely surreal to be back, and especially during this period that we're in right now during Basic Cadet Training, and as I interact with basic cadets and the cadre, it's hard not to reminisce about that time. It's hard not to share stories as well. I'm careful that I don't inundate the cadets with my stories of when I was the Basic Cadet Training commander. But it's just it's absolutely wonderful to be back here. Yeah, really is.   Naviere Walkewicz 01:53 Well, we'll get to hear some of those, I think, you know, from your perspective, back then, and also, more recently, as we weave through this podcast. But really excited. And where we like to start is when we go back to young Gavin Marks. So Gen. Marks, tell us about what you were like as a child.   Brig. Gen. Marks 02:08 My mother would tell you that I was precocious, that I was inquisitive. I was very, very talkative as well. So I have an older brother, and we are the sons of two parents that have been married for 55 years, and that's important, because 55 years is a long time, and it taught me the value of being committed. It also taught me the value of what love really looks like, up close and personal as well. I'm from Atlanta, Georgia, as you mentioned, so I'm a product of the South. I am a product of public schools, Baptist churches and Southern upbringing. So, I love sweet tea. I love this disgusting candy called Sugar Babies. And just about anything that you think of with regard to the South, you could probably say that that's pretty accurate as it relates to me and my personality as well. I call everyone ma'am and sir, regardless of rank, just based on my upbringing as well. I really would tell you that I got a calling to serve in the military by virtue of JROTC. I followed my brother into JROTC. We went to different high schools, and he enjoyed it, but it just wasn't his calling. I got involved in it and knew immediately that it was something that I wanted to do. I love shining my shoes. I love shining the brass belt buckle that I had on my trousers. I love marching. I love drill. I did Color Guard. I did Drill Team. It was wonderful for me. It was, I think, the thing that was missing in my life in terms of knowing what my niche was going to be. And so, my professor at that time in that particular JROTC program, I think he saw something in me, and he was the first one to actually bring up a military service academy. Prior to that point, I hadn't heard of anything about West Point or Annapolis or the Air Force Academy at all. And so, I took a trip with my father and we went out to all three and I can't swim, and so Annapolis was pretty difficult for me to wrap my mind around. West Point was too gray. You know, this is a 17-year-old at the time, or a 16-year-old at the time thinking these things. It's like, “Wow, this was really gray and dreary.” No offense to West Point. And then I got to the Air Force Academy, and I remember stepping off the plane and again, coming from Atlanta, Georgia, to see the snow-capped mountains, to immediately be able to feel the difference in the air, I knew that this was the place that I wanted to be. And so, I told my dad right then, as we stepped off the plane, I said, “This is it.” And he said, “What do you know about this place? You haven't even gone here yet.” But I knew, and the rest, as they say, is history.   Naviere Walkewicz 04:48 Wow. So, neither your parents served and your brother was the first kind of introduction to Junior ROTC. What was that like growing up without having that, in Atlanta, not having that military, I guess, presence around you, and you said that's what you learned was missing. But what kind of got you to that point?   Brig. Gen. Marks 05:08 So, I would say, just to be clear, so dad did not have a career in the military, but my father and my uncle both were drafted in Vietnam, and so to that extent, what I would say is, while there wasn't discussions or a lot of military impact in my household, I think, more than anything else, just through watching television, et cetera, there was something about the discipline. There was something about the professionalism. There was something about how revered those that are in service to their nation were in this country that really drew me to the profession of arms. It was just something about the fact that this is a career field. This is a profession that is extremely highly regarded across all facets of life, and I wanted to be a part of it.   Naviere Walkewicz 06:03 So, as a young man in public school, did you find yourself drawn to things, like, I started to think about programs that were like discipline-based, like taekwondo or sports in that manner. Did you have some of those experiences as young man?   Brig. Gen. Marks 06:16 I played — I ran track, following after my brother. My brother thrived in track and field. I followed him, and I absolutely loathed it. I was not athletically inclined, and try as I might, you know, I work out and I try to stay in good shape, but I would not call myself necessarily an athlete of the highest order by any stretch. And so that absolutely was an albatross around my neck coming to the Air Force Academy, especially during basic training, especially during Jacks Valley.   Naviere Walkewicz 06:52 Well, let's talk about that a little bit. Was there a specific instance in Jacks Valley where — because I feel like now you might be able to run circles around some of us.   Brig. Gen. Marks 07:01 Well, I will tell you — so, what I remember a lot about Jacks Valley, I remember the power-line runs. And back then we had the M1 Garand, 11, 12 pounds and we carried it everywhere. And it was heavy. You know, 12 pounds doesn't seem like it's heavy, but it's heavy when you're at port arms, and you're running for miles and miles on end, and the altitude, obviously, is vastly different. Jacks Valley is very dusty. You know, “Jacks Hack” is a thing. And so, all of those things, in aggregate, really caused me a lot of trouble. And so, what I remember is thinking often “I'm not going to make this. This is not going to happen for me,” in terms of graduating out of basic training, because I am falling behind in my runs, et cetera, et cetera. But I made it. I made it.   Naviere Walkewicz 07:56 I love that. And I think for some of our listeners, the key thing, even just in that one was, you know, you didn't give up. You recognized you just had to keep working at it, and you got through it. And you're now serving as a commandant of cadets. So, I feel like there's definitely a story here that talks about you and your grit and your perseverance and everything throughout these years.   Brig. Gen. Marks 08:15 The thing that I took from the Air Force Academy experience probably more than anything else — and there are several things that I took from it — is that this is a an incredibly difficult journey that is made better if you think about it from the perspective of just taking one step at a time every single day. Just show up, just show up, just be present, and that's 80% of it. If you just keep showing up, you are going to be OK. And so that was my mentality: They were going to have to kick me out. I was not going to self-eliminate at all. And so, no matter how slowly I ran back, then they were going to have to kick me out and I was going to keep showing up. The other thing is, I would say this: I had tremendous teammates. Our squad, well, in Jacks Valley, our flight, which became our squadron — we were so close, even back then. And if one of us was falling behind, “Come on, Gavin, let's go. Pick it up.” And that really helped a lot, because you didn't want to let your teammates down.   Naviere Walkewicz 09:22 So, we got a little glimpse of Jacks. So I'm just gonna' dial it back just real quick, back to the point where you said to your dad, “This is it. This is where I'm going.” So, what was that journey like from Junior ROTC to getting into the Academy? Because I think a lot of people want to know what that looked like for you.   Brig. Gen. Marks 09:38 So, I knew that from probably my junior year in high school that I wanted to go into the Air Force or to into the military. I didn't know which branch to be perfectly clear. So I applied to all three service academies. I applied to The Citadel and I applied to VMI and to Rensselaer Polytechnic Institute. Those are all of the ones that I could think of at the time, and the visits helped a lot to crystallize in my mind what I wanted to do. But what really also helped was this fascination with flying. Originally, I wanted to be an astronaut, a dentist, a doctor, an actor, and so many different things when you're growing up, but the idea of flying was really at the forefront of my mind as well. I also knew I wanted to lead. And so, combining those two desires, it made sense to go to the Air Force Academy. And again, I couldn't swim. I tried as much as I possibly could to learn how to swim through the YMCA, et cetera. I'm a product of basic swimming at the Air Force Academy — twice. If I'm being completely candid with you and your listeners, if I could have swam at the time, it is likely that I would have gone to Annapolis, and it is likely that I would have been a Marine, because that is much more, at least in my thinking back then, in line with my personality. Because I am — I will just say the military pillar of the Air Force Academy was, as the young people would say, that's my jam, for sure.   Naviere Walkewicz 11:15 I can see that. While I appreciate that, I can see that. We're so glad that we were able to get you here at the Air Force Academy. So, let's talk about your time at the Academy. You wanted to be an astronaut. You turn the dials toward pilot. Let's talk about what that experience looked like.   Brig. Gen. Marks 11:30 So, the Academy was very, very challenging. What made it challenging primarily was the balance of so many requirements, and that's on purpose. It is rigorous on purpose because the profession of arms requires it, and the nation needs it, it deserves it. I wasn't prepared for it. High school — I wouldn't say high school came easy for me. I would say I did well in high school, and I did well in high school by virtue of cramming and by virtue of instincts. So, I came to the Air Force Academy not really knowing how to study. I didn't know how to prioritize tasks or manage tasks well at all. And the Academy humbled me tremendously.   Naviere Walkewicz Can you share a story about that?   Brig. Gen. Marks Oh, well, I would say this, and the dean, who I know has also been on the Long Blue Leadership podcast as well, she would cringe. So, I never got an F, I'm proud to say, but I certainly am on the team of Ds. I received a D in Aero, and, if I recall, Astro, civil engineering when we had that as a core as well. And that was an incredibly humbling experience for me, because prior to that point, I had never had anything in my career lower than a C in high school or anything like that. And so that kind of thing makes you think, “What am I doing wrong here?” And as you are engaged in that type of introspection, you're still having to get ready for the PFT, and you're still having to get ready for this chemistry test, and you're still having to shine your shoes and get ready for this knowledge test, et cetera, et cetera. And so it was just in my mind, based on my training to that point, not enough time in the day for the reflection that I needed in order to make some changes to my habit pattern. And you're just trying to survive, and you're just showing up every day, one step at a time. So that made it very difficult: the inability for me to study, to not know how to study, the prioritization of tasks. I loved the military piece, and I probably spent more time on that than I should have spent on other things.   My roommates would often comment on the fact that I would be shining my shoes for hours, and I would bypass the need to study until the last minute, until the test came. And that didn't work out very well for me. The other thing I would tell you is this: I wouldn't say that I got homesick, but it was a long way from home. It really was, and so going home really helped to fill my cup back up in terms of just being able to reacclimate with my family and those that were around me — extended family, church, friends, et cetera. It was a long way from home.   I developed a lot of great friends in my squadron. We were in the same squadron all four years, Way of Life committee, gospel choir at the time as well. And then this team of friends that I had on the Cadet Honor Guard as well. What an interesting year that was on the Cadet Honor Guard. But we became incredibly close, and they're still close to this day.   Naviere Walkewicz 14:47 So, I'd like to talk more about the Honor Guard, but before we get there, I think it's important for people to understand that when you find yourself in those tough situations in life and in experiences, how did you pull yourself out of that? You know, you obviously got through. So, something had to change. How did you maneuver that?   Brig. Gen. Marks 15:06 So, I will start by saying this: I talked to my parents a lot, and their support was incredibly helpful for me. They approached it from a different perspective. You know, I learned a lot of great things from both of my parents: hard work, my father's work ethic, my mother and unconditional love and what that truly means. And so, when I'm talking to my parents about the rigors of the Academy experience, my mom would say, “You know, baby you can just quit and come on home and go to Georgia Tech. It's right around the corner, and we'd love to have you, and you don't need this.” And my dad would say, “You better not quit. If you come home, it's for Christmas and you're going back.” And reflecting on both of those comments, my mother was basically saying, “No matter what, we're gonna' love you.” My dad was saying, “No matter what, you can do this, I know you can do it.” And the amalgamation of those emotions and those messages really helped me a lot. It let me know that no matter what, I have support, but I also have the confidence of my parents as well, that leaning on friends is — the friend groups that I talked about as well was really important. And then to a large extent, I would say this: The ability to dig deep inside and pull yourself up even when you are struggling, or even when you are faltering, to be able to show up the next day is really, really important, that grit, that resilience — the thing that we preach to our cadets about now we try to instill in them through the rigors of the Academy experience. It's really important. It's not only important at the Air Force Academy, it's important throughout life, because life obviously throws so many different curveballs your way, right?   Naviere Walkewicz 17:11 I appreciate that you shared that leaning into your support network, not only for their love and their confidence in you, but also it sounds like there was a bit of asking for help and what that was, and so I think that's important for people to hear too. While you are having to pull yourself up, there's no shame in asking for help along the way.   Brig. Gen. Marks 17:27 Not at all. And I would tell you, my mother has so many letters at home and letters that I don't even remember writing during my time at the Air Force Academy, where I was explaining to her different things that were going on that would bring a smile to my face now, because I would be shocked that I would have said these things to my mother or my father in terms of what was taking place and the help that I perhaps needed at the time.   Naviere Walkewicz 17:53 That's great perspective. So, you mentioned Honor Guard, and what an incredible year. I was not part of Honor Guard, but I did appreciate how they helped us stay militarily ready. What was that journey like for you?   Brig. Gen. Marks 18:08 Hard. It was very, very difficult. What I would say is this: So the Cadet Honor Guard attracted me because of the discipline that they had, that they have because of what they represented for the institution as well. These were the cadets that in every formation, carried our nation's flag. These were the cadets that were held up as the example of what a good uniform looked like and what military professionals should strive to look like and resemble and the precision with which they drilled was incredibly impressive to me. And so, when they had an opportunity to showcase what they were about to the fourth-class cadets at the time, so that we could show interest in different clubs, et cetera…   Naviere Walkewicz 19:02 Because you had to try out for honor guard. Is that correct, sir?   Brig. Gen. Marks 19:06 I'm trying to think if I would call it a try-out.   Naviere Walkewicz That's probably not the right word.   Brig. Gen. Marks I think it's probably one of the greatest examples that I can talk to about just showing up, which is to say, “Come one, come all, and there's going to be a lot of physical activity, a lot of running, a lot of drill work, et cetera, all meant to condition you and build your endurance for challenging times when you're in formation, and bad weather and things of that nature, because you know, when you're carrying the nation's flag, it's a no-fail mission, and you can't drop it. And it doesn't matter that it's 20 degrees and 50 knots of wind, you can't drop it.” And so how do I build that into you: the importance of what you're doing means to not only this institution, not only to the Cadet Wing, but to the nation as well? It was a grueling year. It was a hard year. And so I think we started probably with 70-ish fourth-class cadets, and our team ended up at the conclusion at about 16. And that was our team, and that was the team that we carried forth throughout the remainder of our time at the Air Force Academy. And again, I still stay in touch with them to this day. It was a fantastic group of people.   Naviere Walkewicz 20:35 That's incredible. So aside from Honor Guard and some of the time that you spent as a cadet, let's talk about your leadership as a cadet, because you've had multiple positions of leadership.   Brig. Gen. Marks 20:47 So, the two that resonate most with me right now, and that I gained a tremendous amount from — the summer leading into my two-degree year I was the Basic Cadet Training group training non-commissioned officer. That's a mouthful, and so the privilege of being able to, and I'm gonna' use air quotes, “greet” every new appointee as they arrived on the bus to the base of the ramp was given to me, and it was quite an honor. And so, I got to get on the bus and welcome every single basic cadet in the Class of 1998. I will never forget that. And then the next summer, I was the Basic Cadet Training commander, like you were talking about in your earlier comments,   Naviere Walkewicz I definitely recall that.   Brig. Gen. Marks I had a lot of fun, and beyond the fun that you have as cadre during Basic Cadet Training, I had a lot of fun in this regard. As the training NCO, seeing the progress, the development of the basic cadets from I-day, or from that first day of basic training, until the Acceptance Day Parade, if you will, or until we handed them off to the Jacks Valley cadre was something that I really appreciated, because it was very, very noticeable: the changes in drill, the changes in customs and courtesies, the changes in uniform wear, the changes in Mitchell Hall decorum, the changes in how they kept their rooms, et cetera. It was noticeable. And I really appreciated being able to see the fruit of the labor of the cadre. As the BCT commander in so much that you can learn executive-level leadership as a cadet, it taught me a lot about that. So this is the first time that I had an opportunity to conduct my own staff meetings, to build my own staff, to chart a vision, to set objectives, to hold accountable. It taught me a tremendous amount beyond the fun and the great memories of walking across the stage with my taps on during the Fourth of July at A-Hall, which I absolutely still remember to this day, I absolutely remember to this day. But both of those experiences are indelible for me at this point. And I talked to the BCT cadre about them now, because I want them to know that this time that they have is so precious, precious not only because of the memories that they're going to make, but precious because of the impact that they're going to have on these basic cadets. They will remember them forever. They will remember them forever.   Naviere Walkewicz 23:30 Truth. So, I think one of the things that is so unique about that: You said, it was the first time you had the experience of conducting kind of your own operations, or what that looked like, the battle rhythm, the vision. I think a lot of our listeners, you know, they look at you, you're a general, you've been a leader. You know all this. What are some of the things you learned about yourself in that experience that maybe you would share just some lessons in leadership in the early parts of your leadership journey?   Brig. Gen. Marks 23:55 So, I learned very early on, probably as a three degree, that standards really, really matter. It crystallized for me as a probably a three degree, and it just continued to resonate throughout the rest of my career that standards matter greatly in our profession, and perhaps across all walks of life. They matter because of the fact that if we allow someone to not be questioned about meeting standards, we will likely allow further deterioration down the road and erosion down the road, which could lead to catastrophic occurrences. And I've seen it in numerous instances, whether we're talking about accidents, aircraft accidents, whether we're talking about units that have toxic cultures. Because oftentimes it starts with the breadcrumbs that you can walk back to the erosion of standards. There's a line that I love in John Wick. I'm a big John Wick fan. The fourth movie, the bad guy, I don't remember his name, said that his father used to tell him, “How you do anything is how you do everything.” And that is so powerful to me. It is so incredibly powerful. “How you do anything is how you do everything.” I believe that. I truly, truly do. And I learned that for the really, for the first time, as a three degree. I would also tell you perception matters. And I learned that as a firstie as well. How you conduct yourself — as Patton would say, “You're always on parade.” It's important. And if your staff thinks that you are cutting corners here or showing favoritism there, whether that's true or not, it's their reality, and they are going to respond based on how they view their reality, how they view the world in that context. And so, I as a firstie through the experience of the BCT group commander, began to truly pay attention to what perceptions I was perhaps enabling. How about I put it that way? Those are two that come to mind in terms of lessons in leadership that I learned here at the Air Force Academy. When I talk about the idea of building a staff and running a staff meeting, they seem minor. Building the staff was important because it was at that time that I realized that while I may have some things that I'm pretty good at, there are a lot of things that I'm not, and I want to surround myself with people that are good in those areas that I'm not. And so I was very, very deliberate in who I surrounded myself with from a BCT group staff perspective. And then I would also say it's important to, especially when you walk into a group for the first time, to know what you're going to say, to have an agenda for how you want to run things. Because that first impression when you walk in as the leader, as the boss, as the commander, et cetera, it's gonna matter. It is absolutely gonna matter, and you will never have another opportunity to make a good first impression. And so, I could go on and on. I learned a lot from my experiences here in leadership at the Air Force Academy.     Naviere Walkewicz Those are excellent examples.     Brig. Gen. Marks That's why I wanted to come back. While I understood what standards meant and the importance of them as a three degree, I didn't fully put together the impact that the Academy had on me until I was a captain. Leaving here, probably like you and others, I drove away as fast as I could.   Naviere Walkewicz The rear-view mirror…   Brig. Gen. Marks Absolutely, and I told myself that I would never be back here.   Naviere Walkewicz Really?   Brig. Gen. Marks I really did at that time, because enough time hadn't passed to allow me to reconcile all of the wonderful things that had taken place in my development during that four-year period. And it wasn't until I was a captain that I realized that who I was as a function of the Air Force was in large part due to the development that I had received at the Air Force Academy. I credit my parents as well, for sure, but the Air Force Academy, for sure, had a lot to do with that, and I wanted to give that back to other cadets.   Naviere Walkewicz 29:03 Was that in a moment of reflection that you realized that, or was that — did something happen where you were like, “Wow, that's something that I kind of took from the Academy.”? How did you come to that realization?   Brig. Gen. Marks 29:15 I was having — a lot of positive things occurred to me in my career. At that point, I was having a lot of successes, and at some point, I thought about the fact that while certainly I am truly blessed, and certainly there is some luck that plays into that as well, I at some point, through introspection, just kind of look back on the journey that I had gone through from being the knucklehead kid from Atlanta, Georgia, to being this captain in the Air Force, and the metamorphosis that occurred and how that happened. And, so I can only attribute it — some of that, again, is the development over time, when your parents are teaching you things and instilling values and virtue into you, and at the time, when you're a know-it-all teenager, you don't think that it's sinking in, but it does, and it shapes you over time. So, some of it's that, but some of it was the Academy itself. I will tell you this: So, there was a program that I participated in as a junior, I guess, in high school, where I got to come to the Academy for an overnight visit. And I stayed with a cadet, and what I remember about that is this: So I think I stayed two nights. But the first night I went to a pay phone to call a friend, and there was a $20 bill at the top of the pay phone. And so, I went back to the room to tell the cadet, “Hey, somebody left some money there,” and he said, “Don't worry about it. Whoever left it, they'll remember that they left it there, and they'll come back and get it.” And I was bewildered. I was like, I don't understand how that's possible. OK, so the next night, I went to the same pay phone, and it was still there. And I was blown away, and I never forgot that, that this is a place where honor really, really matters. And certainly my parents have integrity, and certainly they, you know, preached and instilled those types of values, but here at the United States Air Force Academy, it was practiced every single day, and it was visibly discernible to me throughout all facets of the Academy experience that undergirding these, you know, push-ups that I was doing and this chemistry test that I was taking, et cetera, was this honor code and these core values that all of us together share. And I just absolutely love that. Reflecting on that over the course of seven years changed my life, truly, for the better.   Naviere Walkewicz 32:15 Thank you for sharing that story. And I actually got chill bumps just thinking about, well, I mean, but you're, right now, you can't think about a lot of places where you can leave something and it's probably still going to be there, or if it was identifiable, it would probably been returned. So, I think that is something we can be so proud of. So, you mentioned, sir, some of your successes. They were kind of, you know, happening outside of the Academy once you'd graduated. Let's talk about what your career looked like and what those successes were.   Brig. Gen. Marks 32:50 So, I was a casual lieutenant. And I guess the claim to fame that I have is that I was Gen. Lorenz's casual lieutenant. So Gen. Lorenz was the commandant immediately after I graduated, went on to become a four-star general, and he is still incredibly active here in the Academy community, and being his casual lieutenant, specifically, his special projects officer, was enlightening in a lot of different ways. Gen. Lorenz is a great leader. He's a unique leader as well. And I learned a lot from being in his space, being in his presence, and seeing how he conducted business. Interestingly enough, when you walk up to the office spaces of the Cadet Wing where my office is, in the hallway is a display of all the previous commandants and their biographies. That was one of my projects as a lieutenant, believe it or not, a long, long, long, long time ago. And so, it gave me an opportunity to be able to research all of the previous commandants to that point and see the commonalities between them as well. So I did that for a little less than a year, and then I went to pilot training. Pilot training was hard. Pilot training was very, very hard. In fact, I came back, if I recall correctly, either in the middle of pilot training or just as I was graduating to talk to the Cadet Wing, the Class of 1998 — one of the classes, '98 or '99 — invited me back to talk at M5.   Naviere Walkewicz I'd like to say it was us.   Brig. Gen. Marks I would like to say it was you all too.   Naviere Walkewicz Can I claim it?   Brig. Gen. Marks And you all gave me the bird, and it was wonderful, and I still have that bird in my office to this day. And I talked about how hard pilot training was, but maybe you'll remember this. I listed the top five hardest things that I've ever done in my life to that point, and I can't remember — I remember No. 1, but I can't remember the exact order, but it was something along the lines of the four-degree year, the entire cadet experience, pilot training, SERE at the time, and my four-degree Honor Guard experience was No. 1 for sure. But all of that to say, just being able to come back to the Academy was a tremendous honor, especially for this silly second, actually, I was a first lieutenant at the time. So went to pilot training and then was selected to be able to stay at pilot training and be an instructor. I went from Columbus to Vance Air Force Base and did that for three years in the T-1, which I absolutely loved. The T-1, that aircraft was probably, if I had the resources, if I was well healed, I would buy myself a T-1 and if I could afford the maintenance. I absolutely love flying that plane and enjoyed my time in AETC. And really, there's nothing special about me. When you enjoy what you're doing and feel like you have a passion for it, oftentimes you're going to do well. I think that's that holds true for just about anybody. I did pretty well in the T-1. After that, I went to an internship at the Pentagon, and so I was there on 9/11 and I got my master's in D.C., left there. After that, I went to Tinker Air Force Base. I did not want to go fly AWACS, and I love AWACS now, but I did not at the time. And I remember when I drove up to the gate for the first time after my year in D.C., and the Security Forces airmen that saw me at the gate asked me, “Are you OK?” just based on the, luckily, based on the look on my face after driving cross country. But what was special about Tinker is that that is where I truly learned, as I would call it, meat-and-potatoes flying, stick-and-rudder flying, no kidding, no thrills and frills. In the AWACS aircraft, you've got to know how to move that jet where you need it to move. You've got to know how to compensate for the aerodynamics of the roto-dome when you're refueling, you've got to know how to fly. And I so it was very enjoyable in that regard, and just being operational was enjoyable. Tinker, though, what I will always credit Tinker for is this: Tinker is where I met my wife.   Naviere Walkewicz 37:15 So I was gonna' ask when the magic happened.   Brig. Gen. Marks 37:19 Yeah, it happened at Tinker. We met through a mutual friend and so, interestingly enough, I always say that the two best decisions I ever made in my entire life, I show on my left and my right hand: my wedding ring on my left, my class ring on my right. Best decisions I've ever made for myself. My wife is retired Air Force 23 years, and she was a first lieutenant, I was a captain. We met through a mutual friend and became friends, and over time, over a period of about a year and a half, we started dating. I asked her to marry me after another year and a half or so, probably a little longer than I should have waited. So, I arrived in 2002, we were married in 2005.   Naviere Walkewicz 37:59 Was her uniform better than yours, sir.   Brig. Gen. Marks 38:05 Oh, goodness, no. So my wife, she will listen to this. My wife would tell you that she has had a wonderful 23-year Air Force journey. Started off with 13 years enlisted time and went to OTS, et cetera. My wife would tell you that I am, I think the term is, I am very “ate up” in terms of the military. Hopefully your listeners know what that means.   Naviere Walkewicz 38:32 Yes.   Brig. Gen. Marks She was not, at all. Not at all. That was not her personality.   Naviere Walkewicz They say opposites attract.   Brig. Gen. Marks 38:35 But I think really, more than anything, what I loved about her, beyond her candor and her honesty, was her compassion as well, her intellect, her ability to be able to see the world in a different way than I saw it — for us to respect each other's opinions about different things, for her difference of a net of opinion, but how she viewed the Air Force and her journey through the Air Force differently than I viewed mine. But we respected each other's nonetheless. And my wife is the reason why I'm still serving and I say that because of this, if my wife was not still in love with this Air Force journey, I would have stopped. I absolutely would have, because being married — and our family is, I hate to say it, is more important to me, truly it is. And so, I would have absolutely stopped. But she loves it. I loathe PCSing. Can't stand it. I'm in a great career field, but my wife loves it, loves the excitement, loves thinking about what's next. And so as long as she's enjoying it, I'm enjoying it too. Yeah, she's my best friend, my best friend for sure. So, we met after that, got married. Fast forward, I left Tinker and went to a Staff assignment in Suffolk, Virginia, stayed there for about three years, went back to the T-1 as a director of operations, a commander in the 99th of Tuskegee Airmen heritage. Then I went to National War College, went to Staff, went back to Tinker, 10 years as the vice wing commander, Offut as the wing commander, back to Staff again, and then here as the commandant.   Naviere Walkewicz 40:32 So, when did the idea trickle back to the mind of, “I want to get back to the Academy?” How did that come into play? Was that just a natural progression of your career? Or how? How does one navigate that?   Brig. Gen. Marks 40:43 So, it was at the time this realization that it had changed me so much and so positively. How can I be a part of another person's just incredible admiration for the experience and appreciation for the experience that they had while they were here? And so, I started investigating becoming an AOC, because at the time, that was where my status in life was in terms of rank, and was the most appropriate, if you will. It just didn't work out for me in terms of the timing.   Naviere Walkewicz 41:24 So, you'd already been looking throughout your career to come back.   Brig. Gen. Marks 41:27 At different points in my career, so about the seven-year point is when I said, “No, I would really like to go back and give back.” And now it's a function of trying to maneuver the timing and all of the other facets that make up an assignment and career progression to try to see how that could work. As an Air Force intern, that counted as my in-residence intermediate developmental education. And so, because of that, I was fast-tracked to staff immediately. And so, timing just didn't work in terms of that intermediate level, getting back to the Academy and making a difference. And so, the next opportunity for me was as a lieutenant colonel, because at that time, our group commanders were group AOCs and they were lieutenant colonels, the opportunity didn't present itself and command of a flying squadron did, and so I absolutely jumped on that with both feet. The idea kind of was off in the back portions of my brain after graduating from command and it didn't come back into the forefront until I got back to the Pentagon because I view the Pentagon as most people do. You know, it's a necessary evil. There is tremendous virtuous work that takes place at the Pentagon. It really is. And I certainly don't mean to poo-poo it. Staff work is important. It's necessary. I wanted to get back into, no kidding, base, desperately. And it had been 27 years-ish to that point. I'd come back for coronavirus. I was working for Gen. Brown and for Secretary Kim. I came back for corona and that was one of the first times that I had been back. And I knew I had to get back here. And interestingly enough, I brought my check to Doolittle Hall. I wanted to be a life member, and I had my $800 check in my pocket. My wife gave me permission, and I was like, “I'm ready.” And I'll never forget this. I don't remember who I talked to, but she said, “Hey, if you wait just a few more months, it'll be free for everybody.”   Naviere Walkewicz Membership for all graduates!   Brig. Gen. Marks I was like, “Sweet!” And then she happened to look at my ring, and she's like, “You got a chip on your ring. Why don't you hand that over to us? Your buying this ring came with a lifetime warranty.” And I was like, “This is unbelievable. This is like, divine intervention. I gotta get back to this place. I love it.” Yeah, I'm so happy to be back here.   Naviere Walkewicz 44:18 That is wonderful. So maybe before we go into arriving back here, kind of some of the surge of what that experience was like — what were some of the leadership nuggets, or the leaders that you worked either under with as peers, those you learned from that worked under you, that you kind of continued to evolve yourself as a leader. What were some of those that shaped you?   Brig. Gen. Marks 44:39 So, I think I will start with my time at Tinker as a flight commander. I think one of the things that I learned then was the importance of being credible in an operational flying squadron. Yeah. Your worth is, especially in a flying squadron, especially as a CGO, your worth is in how well you fly, speaking for pilots in that career field. And so, when you fast forward that to now, what I tell junior officers is this, “As a CGO, your No. 1 objective, your sole objective, is to be a master of your craft. Nothing else really matters. Being a master at your craft is the recipe for success, and if you are not able to do that, it is going to be difficult for you.” So, I learned that at Tinker Air Force Base, I would say, fast forwarding a little bit further to some of my Staff assignments, I would imagine, one of the reasons why I have never been incredibly fond of Staff is because I have — there has never been a good fit for me in terms of the staff assignments that I've been in. I could argue maybe the last one was perhaps, but where I'm going is this: It taught me the need to be able to be adaptable to learn as you go, to be open to learning, and to be humble enough to ask a lot of questions. And I think that that's a tremendous leadership trait to have, to humble yourself to your team, to come in and say, “I don't know everything. I don't know all that you all are doing.” Your stories even, “Please help me to understand. Please teach me.” So Staff, for all of the pains at times, really has developed me to have a better appreciation for that. I would tell you in command, “Oh, my goodness, command is all I ever want to do,” which is both naive and probably a very elementary way of thinking about things I just love command, and command has taught me so much.   Naviere Walkewicz 47:16 What do you love about command?   Brig. Gen. Marks 47:20 So, command is special because there isn't really, not really. There isn't period another position in the military where you are statutorily and regulatorily responsible for mission and people, nothing else. There is no other position in the Department of Defense military like command and to — especially at the unit level, the squadron level — to have such an immediate impact on mission like you are able to, as a squadron commander, and have such a positive impact, direct impact on airmen's lives. It is so incredibly fulfilling. And as you progress and command at higher levels, the direct impact on individuals lives lessens, but the direct impact on mission grows exponentially. I absolutely, not only that, but as you command at higher levels. While the impact, and I probably should have said it this way, the impact that you would have on so many individual airmen's lives' lessons, the impact that you can have on an individual airman's life magnifies based on rank. It is significant also. And I always — one of the things that I tell people all the time is the… it's an oversimplification, but the only reason to have rank is to do good, is to do good things, to make things happen in a positive way that affect positively mission and benefit airmen's lives. That's it. That's all. And if it if rank becomes something different than that for you, you are in the wrong business, or we've given it to the wrong person, if I'm being honest with you.   Naviere Walkewicz 49:11 Thank you for sharing that. So how did you find out that you — how did it work to become the commandant of cadets? Is that something that you're selected for? How did you find out?   Brig. Gen. Marks 49:23 So, I — well for your listeners, there's a dream sheet, if you will. We have a module that we go into and identify things, jobs, positions, perhaps even locations that we think that our skill-set matches up nicely for or that match our family circumstances, and in that module, I talked about the fact that I wanted to be able to give back to the Air Force Academy in this way. And talked about the fact that for 20 years or so, give or take, I have been trying to get back here to be able to have an impact. And I listed some of the things that I felt enabled me to have that type of impact. And then I got a call from the colonel's group or the general officer's group. I can't remember which one, probably general officer's group, that said, “Hey, the superintendent would like to interview you.” And I said, “OK, very good. I look forward to talking to a superintendent.” And what I will tell you is this: It is very difficult to prepare for an interview like that. Number one, you know, in the short amount of time that you're given to prepare for it. And then two, you just really don't know what you're going to be asked. And my knowledge of the Academy was very, very dated, you know, for 27 years ago when I graduated. But I said, “OK, let's go. Let's do it.” And so, I talked to him on the way home from the Pentagon in my car driving home, and we had a really nice conversation. And I remember parking in our driveway, and I remember staying in the driveway for about 15 more minutes as the conversation concluded, and I remember going into the house, and I remember talking to my wife, and I said, “You know, there are probably a number of people that interviewed, and they are, I'm positive, incredibly well suited for the position. There's always somebody better.” That's another great lesson that the Academy taught me, is there's always somebody better. But I said, “I think I feel like that went well. I don't know that I could have given any more to that interview.” Eventually, the superintendent made a decision. The superintendent had to vet that decision through higher levels as well. And eventually you come out on a list and it is announced that this is your next job.     Naviere Walkewicz That's how you found out? You saw the list?   Brig. Gen. Marks So admittedly, you know, birdies are talking to me ahead of time. But at the same time, you are just as a professional, more than anything else that is, that's meant to be private information for just and your family to kind of get your mind wrapped around those types of things. Because, as we've seen over the course of numerous years now, sometimes these lists come out later, and if you were to find out solely by that, that's not a lot of time to house hunt. That's not a lot of time to arrange schools. That's not a lot of time to arrange PCSing, you know, those types of things. So, and in this particular case, I needed to PCS from the Pentagon. I needed to perform a promotion ceremony. I needed to work a change of command ceremony here as well. And so, my wife and I joke, now this last move was the most difficult move we've ever, ever had, because I did all that in 30 days.   Naviere Walkewicz 53:27 Wow, it was a lot, but this was probably one that you were both excited for, not just her.   Brig. Gen. Marks 53:31 Oh, we were. The amount of YouTube videos that we watched in our household about basic training and about the Wings of Blue, just to get our kids excited about this, which is why, I mean — there is no excuse for not knowing what you're walking into at the Air Force Academy, because there are thousands of videos out there. Yeah, and so we were very excited, and the kids were incredibly well educated on what they could expect, everything from the wildlife that's on the installation, to the climate and the altitude, to what cadet life was going to be like. And so, we were really excited. And I remember — and because the kids had never been here at all, my wife and I had taken a trip here early in our marriage, our kids had never seen it and the excitement over the five days of driving was just really, really building up. And so, when we finally were able to see the big white box on the horizon,     Naviere Walkewicz Yes, the chapel-in-the-box.   Brig. Gen. Marks Yeah, when we were able to see that, and I was pointing to it as we were driving, they were just, they were just absolutely bubbling over with excitement. It was amazing.   Naviere Walkewicz 54:34 How did you feel when you saw it?   Brig. Gen. Marks 54:38 Very, very excited. A little overwhelmed. Also, I would tell you, I was really — I was both naive and I was also incredibly humbled and respectful of what I was walking into. Naive in this regard: I felt like, my goodness, I don't know that I've ever been more prepared for a position that I'm walking into than being the commandant of cadets at the Air Force Academy. Because I graduated from here. I surely have to be well prepared and well suited. You know nothing about the inner workings of the Air Force Academy as a cadet. Nothing, nothing. And so, there was so much to learn about governance, not only that — I will tell you this: I had some troubles academically. I never had any run-ins from an honor perspective. I never had any discipline issues, either. And I don't say that to sound self-congratulatory. I say that to show my ignorance, because there were significant gaps in my knowledge and my understanding of how to manage the Cadet Wing, because I had never had any experience with honor, I'd never had any experience with discipline, and so I had to dive into those when I got here and learn that where somebody else might not have had to do that. Very respectful of what I was — the Academy is an incredibly special place. It is also, I don't say this, I don't mean this pejoratively, it is also a lightning rod for attention. There is always attention being drawn to the Air Force Academy and coming into the institution knowing that, it certainly had my attention up front, and I realized also that the opportunity to shape 4,000 cadets and to be able to be the one with a great, amazing team responsible for their military development, their character and leadership development, to ensure that on graduation they had achieved everything that they needed to do in terms of commissioning education to be responsible for their honor education, to be the one that is ultimately overseeing cadet life, it's an awesome, awesome responsibility, and I had a tremendous amount of respect for it when I came into the institution. So overwhelmed in that regard.   Naviere Walkewicz 57:22 I almost could feel through your eyes what you just expressed in coming back and seeing the Academy again and I think this is a wonderful time, because some of us have had the opportunity, whether it's been recent reunions, to hear you speak at reunion briefings, to catch a glimpse of you know, some of the changes or some of the things that you've brought back. Maybe this is an opportunity to share what's Academy life like now, but through the eyes of the commandant. What would you like to share with our listeners?   Brig. Gen. Marks 57:49 So, I would tell you and your listeners that the life of a cadet has changed and is going to change even more. So, I would start much more strategic and talk about this geo-strategically. Being in an era of great power competition, we recognize that because of who our competitor is, because of the advances that they have made, et cetera, it is incredibly important. It's critical for us to rethink how we do just about anything. Rethink how we train, how we develop, how we organize, how we employ force, how we sustain that employment of force, everything. At the Air Force Academy we're in a developmental business and so it's important for us to step back and ask ourselves, with no indictment on the past and the cadets and the lieutenants, rather that we have created and that we have graduated, but right now today, are we doing everything that we can to ensure that the lieutenants that we graduate are ready to lead on Day 1 and win ultimately, should deterrence fail in great power competition? In that deep dive, we have to explore some of the training techniques that we employ here and whether they are applicable on the outside and the force the greater force, or whether they are potentially creating a hazard of negative transfer, we have to ask ourselves whether some of the traditions that we enjoy, or that we have enjoyed here at the United States Air Force Academy, are appropriate for this day and age, send the wrong message, or are potentially harmful in terms of our culture and our climate. Deep diving into all those things, one of the things that I've come to the realization about is this: What I want to be able to do is ensure that a cadet that has graduated — and I know that I won't be here for four years, but assuming that I was — meeting a cadet on I-Day and walking with them through four years, I want to make sure that they feel like they got their money's worth from a military development perspective or military training perspective. And here's what I mean by that: Anecdotally, as I talked to cadets, hundreds of cadets, and talked about their journey at the Air Force Academy, one of the things that I found is that the institution and the curriculum challenged them as a four degree. I think that is universal. But I would also say, and I would imagine, that many of your listeners who are grads would agree that once you were out of your four-degree year, the institution allowed for it to be, if this was your desire, very easy for you to coast militarily, or, dare I say, potentially hide militarily. And I didn't want that. I wanted essentially the same level of rigor that is placed on you academically and the same level of rigor that is placed on you physically and athletically to be placed on you militarily. Said another way, the same sweaty palms that you get in anticipation of your GR are the same sweaty palms that you get in anticipation of your PFT. I want you to have an anticipation of your inspection, or an anticipation of your formation, or an anticipation of your knowledge test, et cetera, throughout your four years. And so, we have evolved our thinking and more importantly, our focus to developing across all four years with the same level of diligence and the same level of rigor that we placed in our fourth-class development. And so the moniker, or the catch phrase, the bumper sticker that we use is that we have transition from a focus on the fourth-class system, to a four-class system, where you can expect, as a rising three degree, or as a rising two degree, to be taught what we need you to do in terms of your military development, expectations and responsibilities, let loose to go practice those things, those supervisory skills, et cetera; assessed on those things, taught warfighting skills as well, that will prepare you for great power competition, et cetera, et cetera. And I can go into a lot more detail, but suffice it to say, this is a significant shift in how we've been operating, and it's a shift for the better, because this is what our nation needs. This is putting us in a better position to be ready on Day 1 to lead and to win on Day 1. So, I'm really excited about it.   Naviere Walkewicz That is exciting. Brig. Gen. Marks We're also bringing some rigor back into expectations about what it means to be a member of the Cadet Wing. So, in other words, we are increasing the number of formations. We are increasing the number of inspections. We are putting our money where our mouth is with respect to the fact that we say and rightly so, that we value character. We are now adding that too as a function of how we assess from a military performance average perspective, how we assess character, because it's so important, it's so critical. There are a lot of changes that are happening for the better, and these changes are going to affect not only the readiness of our cadets, but it's going to affect the culture of our Wing as well in a positive way. It's just going to take some time.   Naviere Walkewicz 1:04:00 That's outstanding. Do you see that trickling up as well into some of the officers that are involved in this, with you, and shaping the cadets — so the AOCs, also your AMTs, and how they're doing that? Is that part of this as well?     Brig. Gen. Marks 1:04:13 It is, and I'll be honest with you, I don't want to be short-sighted or to minimize the impact that the entire institution is going to have. Believe it or not, the touch points that our faculty have, our coaches and staff have, they are abundant, and we would be doing ourselves and our cadets a disservice if all of us in lockstep were — not attacking the problem, but weren't in this together in terms of this development and this approach that we're taking. And so we are. We absolutely are. The dean and I are classmates. We have a tremendous and positive relationship, same with the athletic director and the executive director of Athletics as well. And together we have coffee on a regular basis, and we share ideas and talk about our approaches so that we can together positively impact our cadets. So yes, it is an all-of-USAFA approach and an all-in approach.   Naviere Walkewicz 1:05:22 Absolutely love that. Well, I have two questions. I want to give them to you so you have a chance to think about. The first one being, you know, as a commandant, what keeps you up at night? I think that's something on the minds of our listeners. But then also, would you share maybe, what's something that you're so proud of that's happened since you've been here kind of under your leadership, and maybe something that you're not so proud of? And you can answer those however you'd like.   Brig. Gen. Marks 1:05:48 What keeps me up at night is the resilience of cadets. And let me explain that just a little bit. In no way is that an indictment of a generational thing; this generation of cadets is less. Not at all. It's me talking about human behavior and saying that our program is difficult, it's challenging, and individuals respond in different ways to that, and what keeps me up is an individual feeling like there is no way out. That bothers me a lot. It really, realy, really concerns me a tremendous amount. And so I spend a lot of time talking to our command teams about this and about the need for us to administratively ensure that we are being as efficient as possible when we adjudicate certain matters, because what we don't want to do is leave someone dangling in terms of decision making for months and months on end, because that exacerbates that problem and my concern. In terms of what I am most proud of — so, the jury is still out, but here's what I'll say: I'm very proud of a lot of things. I'm proud of the team we've assembled. I'm proud of the work that is being done at the Staff level. I'm proud of the work that our commanders and our AMTs are doing. Our commanders, our AOCs. I am also very proud of the partnership that we have across the installation. That partnership has enabled us to make a significant change to what is called the schedule of calls, the construct that defines how cadets, day to day, spend their time, essentially. We have made a significant change to it that enables us to provide a more professionalized delivery of commissioning education. It has allowed for us to provide some white space in cadets lives, significant white space. It has allowed for us to build in time for unit fitness. Unit fitness being the operative phrase there, because the unit is so important and developing that cohesion is so important. It ha

The Joint Readiness Training Center is pleased to present the sixty-seventh episode to air on ‘The Crucible - The JRTC Experience' and the third annual Large Scale Combat Operations Symposium. Hosted by CW2 Jerrad Rader, the Brigade Targeting Officer OCT for BDE Command & Control (BCT HQ) on behalf of the Commander of Operations Group. Today's guest is Brigade Targeting Officer for 1st Brigade Combat Team, 10th Mountain Division, CW3 James Crain.   The 1st Brigade Combat Team, 10th Mountain Division is an active Infantry Brigade Combat Team of the United States Army based at Fort Drum in New York. The brigade headquarters carries the lineage of the 10th Mountain Division's original headquarters company, and served as such in World War II, and in peacetime at Fort Riley, Fort Benning, and West Germany in the 1940s and 1950s. 1st BCT has numerous deployments to contingencies around the world in the 1990s and later in support of the Global War on Terrorism. They have the Hollywood call-sign of “Warriors” and the motto of “Find a way or make one.”   In this episode, we talk targeting cycle challenges, insights, and best practices for integrating and synchronizing joint fires from the perspective of two seasoned warrant officers. Fires are normally used in concert with maneuver, which helps shape the battlespace, setting conditions for decisive action. At the brigade echelon, this methodology focuses on the employment of fires within the brigade's deep-fight with the maneuver battalions focused on the brigade's close-fight. Another effective employment method is their use to support the brigade's close-fight, which incorporates the use of the maneuver battalions' mortars into the fires plan. Effective brigade fires during large-scale combat operations require the integration and synchronization of fire support with maneuver plans, leveraging joint fires, and maintaining clear command and control structures. A robust targeting process and decentralized execution allow for rapid and accurate fire missions. Logistical support ensures sustained operations, while counter-fire capabilities protect against enemy artillery. Continuous training and rehearsals are essential to maintaining proficiency and ensuring that brigade fires provide decisive, responsive firepower that supports the brigade's overall objectives on the battlefield.   Part of S07 “Joint Fires Discussions” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

The Joint Readiness Training Center is pleased to present the sixty-fourth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Commander of Ops Group (COG), COL Matthew Hardman. Today's guest is the company radio-telephone operator for B Company, 1-504th PIR, 1st BCT, 82nd Airborne Division, SPC Kevin Mitchell.   Established during the fierce fighting in the Italian campaigns of World War II, 1st Battalion of the 504th Parachute Infantry Regiment was employed in multiple brush wars throughout the Cold War as well as in Operation Desert Storm and later as part of Operation Joint Guardian in Kosovo before deploying in support of the Global War on Terror. 1-504 PIR now serves as part of 1st Brigade Combat Team of the 82nd Airborne Division. They have the Hollywood call-sign of “Red Devils” (the BCT are the “Devils”) and the motto of “Strike and Hold.”   In this episode we discuss how airborne forces would be utilized at the commencement of large-scale combat operations for a joint forcible entry. Specifically, we look at how Airborne forces allow the US Army to set conditions for follow-on operations to meet national objectives anywhere in the world. While in other episodes we have focused at the macro level, in this episode we focus on the micro level, specifically at the platoon and company echelons. Focusing on brilliance in the basics is paramount for the success of airborne joint forcible entry operations, ensuring that every paratrooper is proficient in fundamental skills and tactics. Mastery of these core principles enhances coordination, precision, and effectiveness, critical for executing complex and high-stakes missions.   Part of S03 “Lightfighter Lessons” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

The Joint Readiness Training Center is pleased to present the sixty-second episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Commander of Ops Group (COG), COL Matthew Hardman. Today's guests are a pre-command and incoming commander for 2nd Brigade Combat Team of 10th Mountain Division (Light Infantry), COL Anthony Gore and the current commander of 1st Brigade Combat Team of the 101st Airborne Division (Air Assault), COL Trevor Voelkel.   Established during the build-up of US forces in the Cold War, 2nd BCT / 10th MTN has been continually deployed in support of various contingencies around the world as well as six deployments during the Global War on Terror. They have the Hollywood call-sign of “Commando” and the motto of “Courage & Honor.” 1st BCT / 101st ABN started life as 327th Infantry Regiment in WWI and then came to the 101st ABN as a Glider Infantry Regiment. They are one of the most storied infantry brigades in the US Army, having fought in WWI, WWII, Vietnam, Op Desert Storm / Gulf War, and continuously during the GWOT. They have the Hollywood call-sign of “Bastogne” and the motto of “Honor & Country.”   In this episode we discuss developing leaders at echelon within our brigade combat teams for the next looming fight. Developing leaders at echelon within BCTs is essential for preparing our force to effectively navigate the complexities of large-scale combat operations across multiple domains. This development begins with comprehensive training programs that emphasize the integration of multi-domain capabilities, ensuring leaders understand how to coordinate and leverage assets across these domains. Leaders must be proficient in multi-domain operational planning and execution, capable of making informed decisions in high-pressure environments. Training scenarios at home-station should replicate the intensity and unpredictability of LSCO as seen at the CTCs, fostering adaptability, resilience, and innovative problem-solving skills. Additionally, leadership development must focus on enhancing communication and collaboration skills, enabling leaders to work seamlessly with joint and coalition forces. By investing in robust leadership training and fostering a culture of continuous learning, BCTs can cultivate a cadre of leaders who are well-prepared to face the dynamic challenges of modern warfare and effectively command operations across multiple domains.   Part of S02 “If I Would Have Only Known” series.   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

The Joint Readiness Training Center is pleased to present the fifty-fourth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Command Sergeant Major of Ops Group (COG), CSM Michael Hall. Today's guests are all seasoned mortar Observer-Coach-Trainers (OCTs) at the JRTC. SFC Juan Hernandez from Task Force 2 (Infantry Battalion) while SFC Terrance Fusek and SFC Robert Scholle are both from Live Fire Division.   Live Fire Division focuses on conducting brigade and battalion level, multi-echelon, combined arms live fire exercises for each of the rotational training units at the JRTC. CALFEX are multi-day training events that prepare US Army soldiers, leaders, and collective units for large-scale combat operations. CALFEXs are grueling exercises that involve the use of actual ammunition in realistic warfighting scenarios. These exercises help train troopers and units by building team cohesion and leader proficiency.   Within a light infantry brigade combat team, the US Army employs various mortar systems including the 60mm, 81mm, and 120mm. These mortar systems provide essential indirect fire support, enabling the brigade to engage targets beyond the line of sight with high-angle trajectory fires. The M224 60 mm Lightweight Company Mortar System (LWCMS) offers portability and versatility, suitable for rapid deployment and close-in engagements. The M-252 81mm mortar provides increased range and firepower, supporting the brigade's maneuverability and flexibility in diverse operational environments. The M-120 120mm mortar, with its greater range and lethality, serves as a powerful asset for engaging hardened targets and providing sustained fire support during more prolonged engagements. Together, these mortar systems enhance the brigade's combat effectiveness by delivering accurate and timely fire support to maneuver units on the battlefield.   In this episode we continue to discuss employment of indirect fire systems organic to the BCT and warfighting on the modern battlefield. We highlight various best practices and insights gleaned across numerous rotations for integrating and synchronizing mortar fires. The effective employment of the maneuver battalions' mortars and inclusion in the brigade's joint fires plan is crucial for the brigade to win their close-fight during large scale combat operations. This in turn helps shape the battlespace and setting conditions for the maneuver battalions' rifle companies and troops to fight and win on the modern battlefield.   Part of S07 “Joint Fires Discussions” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

On this Episode of the ASC Podcast with John Goehle we discuss the Latest News, Review recent ASCA advocacy activities, discuss recent false claims activities by the Department of Justice and in our focus segment discuss pharmacy issues with our newest sponsor Alex Yampolsky from MedServe and a panel of administrators.    This episode is sponsored by Medserve.     Notes and Resources from this Episode: Information about ASCA: ASCA 2024https://www.ascassociation.org/annualconference/home Advocacy Day: https://info.ascassociation.org/acton/ct/15200/s-10ac-2403/Bct/q-1338/l-1333:137b/ct2_0/1/lu?sid=TV2%3A60JqrqIWO Harris Beach Legal Alert  https://www.harrisbeach.com/insights/false-claims-act-enforcement-highlights-need-for-robust-compliance-programs/?utm_source=Constant+Contact&utm_medium=Email+&utm_campaign=Legal+Alert+ Our Sponsor - MedServe: Web Site:https://medserverx.com/ INFORMATION ABOUT THE ASC PODCAST WITH JOHN GOEHLE ASC Central, a sister site to http://ascpodcast.com provides a link to all of our bootcamps, educational programs and membership programs! http://asc-central.com Join one of our Membership Programs! Our Patron Program:Patron Members of the ASC Podcast with John Goehle have access to ASC Central - an exclusive membership website that provides a one-stop  ASC Regulatory and Accreditation Compliance, Operations and Financial Management resource for busy Administrators, nurse managers and business office managers.  More information and Become Member The ASC-Central Premium Access Program A Premium Resource for Ambulatory Surgery Centers including access to bootcamps, education programs and private sessions More Information and Become a Premium Access Program Members Today! Important Resources for ASCs: Conditions for Coverage: https://www.ecfr.gov/cgi-bin/text-idx?c=ecfr&rgn=div5&view=text&node=42:3.0.1.1.3&idno=42#se42.3.416_150 Infection Control Survey Tool (Used by Surveyors for Infection Control)https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/downloads/som107_exhibit_351.pdf Updated Guidance for Ambulatory Surgical Centers - Appendix L of the State Operations Manual (SOM)https://www.cms.gov/Regulations-and-Guidance/Guidance/Manuals/downloads/som107ap_l_ambulatory.pdf https://www.cms.gov/medicareprovider-enrollment-and-certificationsurveycertificationgeninfopolicy-and-memos-states-and/updated-guidance-ambulatory-surgical-centers-appendix-l-state-operations-manual-som Policy & Memos to States and RegionsCMS Quality Safety & Oversight memoranda, guidance, clarifications and instructions to State Survey Agencies and CMS Regional Offices. https://www.cms.gov/Medicare/Provider-Enrollment-and-Certification/SurveyCertificationGenInfo/Policy-and-Memos-to-States-and-Regions Other Resources from the ASC Podcast with John Goehle: Visit the ASC Podcast with John Goehle Website Books by John Goehle Get a copy of John's most popular book - The Survey Guide - A Guide to the CMS Conditions for Coverage & Interpretive Guidelines for Ambulatory Surgery Centers 

Welcome to The Nonlinear Library, where we use Text-to-Speech software to convert the best writing from the Rationalist and EA communities into audio. This is: Bias-Augmented Consistency Training Reduces Biased Reasoning in Chain-of-Thought, published by miles on March 11, 2024 on The AI Alignment Forum. [Twitter thread] I'm not going to add much additional commentary at the moment and will just let people check out the paper! But to give a bit more context: This paper is building off prior work we have done showing that chain-of-thought explanations can be misleading, which I wrote about on the alignment forum here. Broadly, this work fits into the process-based oversight agenda (e.g., here). Consistency training/evaluation also fits into scalable oversight: Evaluating consistency may be easier than evaluating a model's reasoning or final predictions directly (e.g., also explored here). Abstract: While chain-of-thought prompting (CoT) has the potential to improve the explainability of language model reasoning, it can systematically misrepresent the factors influencing models' behavior--for example, rationalizing answers in line with a user's opinion without mentioning this bias. To mitigate this biased reasoning problem, we introduce bias-augmented consistency training (BCT), an unsupervised fine-tuning scheme that trains models to give consistent reasoning across prompts with and without biasing features. We construct a suite testing nine forms of biased reasoning on seven question-answering tasks, and find that applying BCT to GPT-3.5-Turbo with one bias reduces the rate of biased reasoning by 86% on held-out tasks. Moreover, this model generalizes to other forms of bias, reducing biased reasoning on held-out biases by an average of 37%. As BCT generalizes to held-out biases and does not require gold labels, this method may hold promise for reducing biased reasoning from as-of-yet unknown biases and on tasks where supervision for ground truth reasoning is unavailable. Thanks for listening. To help us out with The Nonlinear Library or to learn more, please visit nonlinear.org.

 - Ngày 23/2, thay mặt Bộ Chính trị, đồng chí Trương Thị Mai, Thường trực Ban Bí thư ký ban hành Kết luận 72 của BCT về tiếp tục thực hiện Nghị quyết số 13-NQ/TW, ngày 16/01/2012 của Ban Chấp hành Trung ương Đảng khoá XI về xây dựng kết cấu hạ tầng đồng bộ nhằm đưa nước ta cơ bản trở thành nước công nghiệp theo hướng hiện đại. Chủ đề : Kết luận của Bộ Chính trị, xây dựng kết cấu hạ tầng, đồng bộ, nước công nghiệp, hướng hiện đại --- Support this podcast: https://podcasters.spotify.com/pod/show/vov1tintuc/support

The Joint Readiness Training Center is pleased to present the forty-second episode to air on ‘The Crucible - The JRTC Experience.' Hosted by CPT Nicolaus Rohrbough is the battalion assistant S-3 operations observer-coach-trainer for TF-4 (CAV Squadron) on behalf of the Commander of Operations Group. Today's guest is the Commander of 3-89th Cavalry Squadron, 3rd Infantry Brigade Combat Team, 10th Mountain Division, LTC Ryan Nugent as well as one of his troop's executive officers, 1LT Aiden Hutchinson   The 3rd Squadron, 89th Cavalry Regiment draws its lineage from a World War II tank destroyer battalion. In an interesting bit of trivia, the IBCT was for over a decade known as the 4th IBCT of 10th Mountain, but when the Army redesigned division for the “Army of 2020” concept, they became 3rd IBCT of 10th Mountain. (The “Spartan” Brigade was inactivated in August 2014.) They have the Hollywood call-sign of “Slugger” or “Patriot Recon” and the motto of “Ready Now,” while the IBCT has the call-sign “Patriots” and the motto of “Forged for War.”   In this episode we discuss the role of the cavalry squadron in large scale combat operations, supporting both the division as the primary unit of action as well as the BCT's close fight. The CAV squadron was very aggressive with their employment of small unmanned aircraft systems to further extend their reach while dominating the transparent battlefield. Taking lessons learned from both the Nagorno-Karabakh War and the ongoing Russo-Ukraine Conflict, the squadron trained their troops to deploy their sUAS in support of all operations, but especially while halted and dismounted to ensure that they make contact with the enemy first via a sensor package of their drones. A best practice for their squadron was the establishment of a UAS master trainer to ensure that at each echelon they had depth of the personnel trained on each applicable UAS as well as helping each troop commander build their training plans. The squadron also worked with their MICO to incorporate signals intelligence teams and electronic warfare teams into all major troop level training events. The also incorporated indirect fires as many collective training events as possible to build proficiency in bringing “steel rain” to the enemy.   Part of S04 “Scouts Out” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

Jodeen Revere is a long time Boise actor and performer. She has worked with Boise Contemporary Theater, Migration Theory, Alley Rep and Homegrown Theater. She does commercials, voice overs, radio spots and a variety of independent films.    Her first reading at Ming in 2019 became the springboard for her solo show The Persistent Guest, which has gone on to have its' world premiere at BCT in 2022, followed by a stripped-down touring version which was performed at The Spot in Ketchum and United Solo Fest in New York City in 2023. She will be taking the show back out into the world throughout 2024 performing at Fringe Festivals and small black box theaters around the country.    She has been a contributor of original work for Campfire Stories, The Bloom Series and a featured storyteller twice for Story Story Night. She most recently did two nights of holiday readings at The Mode in December. This is her third offering for My On Mondays, titled One Hundred and Fifty Thousand Shades of White. 

Take a trip to beautiful Arizona to experience the point to point excitement of this Golden Ticket, World Trail Major, and Western States qualifying 100k. Please review the information distributed by Aravaipa on official channels for all of the latest on course updates, start-times, and logistics. For instance, we are now aware of some course variations from the traditional route taking you to a new aid station named "Deep Canyon Ranch". This is new for 2024 and is located just north of Black Canyon City. Black Canyon Ultras – 100K & 60K Foot Races on Arizona's BCT (aravaiparunning.com)The nature of trail races using public lands means that year to year, small variations may be made to the course, aid station locations, access points, etcetera. Use your trail running, adventuring, and preparation skills to make your day a success!!

S5E49 This week we join BCT member Mark Ferguson who has just released his latest album; Walking With Bats. What does it sound like to go bat detecting? From start to finish, this question has underpinned Walking with Bats. Mark's main goal throughout the album's development has been simple: to transport listeners directly to the field, placing their ears where his are so they can experience the excitement of bat detecting through their own headphones.  Find the album on Mark's website or here on BandcampRead Mark's blog on the BCT websiteWant to find out more about bat detecting? Take a look at our guide.Thank you to Wildlife Acoustics for sponsoring the BatChat podcast in 2023-2024.Visit wildlifeacoustics.com to learn more. Bat to the Future instalment 4…Johann Philipp Achilles Leisler. A new feature for Series 5, Bat to the Future will delve into the history of the guys who have bats named after them. With each new episode release, this audio will be replaced with the next instalment so be sure to listen before the next episode comes out!Support the showPlease leave us a review or star rating if your podcast app allows it because it helps us to reach a wider audience so that we can spread the word about how great bats are. How to write a podcast review (and why you should).Got a story to share with us? Please get in touch via comms@bats.org.ukBats are magical but misunderstood. At BCT our vision is a world rich in wildlife where bats and people thrive together. Action to protect & conserve bats is having a positive impact on bat populations in the UK. We would not be able to continue our work to protect bats & their habitats without your contribution so if you can please donate. We need your support now more than ever: www.bats.org.uk/donate Thank you!

Hear all about Cole Crosby's recent FKT on the 230 mile Bay Circuit Trail! The BCT extends through 37 towns around Boston, linking parks and open spaces in fifty-seven communities. Cole was supported by a rock-star crew that was led by Chaos Crewing. Follow Cole on Instagram! Sassquad Trail Running Instagram Facebook trailpartydirector@sassquadtrailrunning.com

S5E46 Hidden in west Dorset is a nature reserve which holds a very special secret. A bat box scheme which was installed in the late 1990's is home to one of the most well-studied colonies of Bechstein's bats. Join Steve as he spends the day with the Vincent Wildlife Trust and Dorset Wildlife Trust as they undertake one of their monthly inspections of the boxes, adding to this really important data which has been collected over the last quarter of a century. We hear from Patrick Wright, VWTs senior scientific officer about the history of the scheme and what new discoveries are being made, Steve Masters, Dorset Wildlife Trust's reserve ecologist who tells us why the woodland is such a special place and a familiar voice to regular listeners; Jim Mullholland who has recently joined VWT explains how the team are processing the bats as silver-washed fritillary butterflies swoop around the dappled sunlight hitting the woodland floor.Bats at the Vincent Wildlife TrustDorset Wildlife TrustDorset Bat GroupMaureen Keats dedicationBat to the Future instalment 1...Johann Bechstein. A new feature for Series 5, Bat to the Future will delve into the history of the guys who have bats named after them. With each new episode release, this audio will be replaced with the next instalment so be sure to listen before the next episode comes out!Support the showPlease leave us a review or star rating if your podcast app allows it because it helps us to reach a wider audience so that we can spread the word about how great bats are. How to write a podcast review (and why you should).Got a story to share with us? Please get in touch via comms@bats.org.ukBats are magical but misunderstood. At BCT our vision is a world rich in wildlife where bats and people thrive together. Action to protect & conserve bats is having a positive impact on bat populations in the UK. We would not be able to continue our work to protect bats & their habitats without your contribution so if you can please donate. We need your support now more than ever: www.bats.org.uk/donate Thank you!

The Joint Readiness Training Center is pleased to present the thirty-third episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Commander of Ops Group (COG), COL Matthew Hardman. Today's guests are two seasoned Observer-Coach-Trainers from within Operations Group, CPT Katherine Elifson and CPT Richard Duam. CPT Katherine “Katie” Elifson (L70) is the distribution company observer-coach-trainer from TF Sustainment (BSB / CSSB). CPT Richard “Richie” Duam (C10) is a rifle company OCT for TF-1 (infantry battalion). In this episode we discuss lessons learned in large scale combat operations at the company and battalion echelons from two seasoned company grade officers. From the maneuver side, leaders must shift from “battle tracking” to actually “fighting” their units while maintaining adequate command and control, specifically understanding where units are in time and space in relation to friendly and enemy units. And, to truly be successful on the modern battlefield, leaders must employ combined arms maneuver that is lead with joint fires. From the sustainment side, leaders must understand the capability of assets and then C2 in a complex environment. The only way for sustainers to get “sets & reps” is through the employment of those same assets while at home-station, which is going to require a culture change. Observed attributes of high-performing company grades: Should want to help your battalion/squadron and brigade succeed. Anticipate problems & take the initiative to solve. Give bottom-up refinement. Expect to be the “eyes & ears” of your BCT's warfighting functions.   Successful battalions: Working off vetted SOPs allows there to be a better balance between current & future ops. Cannot wait for higher headquarters orders, must start basic planning / preparation process simultaneously. LOGSTATs are key to allowing logistics to be adequately forecasted & be able to sustain the fight. Develop systems & processes through the development of subordinate leaders, especially NCOs.   Part of S01 “The Leader's Laboratory” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

The Joint Readiness Training Center is pleased to present the thirtieth episode to air on ‘The Crucible - The JRTC Experience' and the second annual Large Scale Combat Operations Symposium. Hosted by the Commanding General of the JRTC and Ft. Johnson, BG David Gardner and the Commander of Ops Group (COG), COL Matthew Hardman. Today's guests are all seasoned Observer-Coach-Trainers from across Operations Group, LTC Drew Zabriskie, MAJ Paul Scifers, MAJ Matt Cline, CPT Richard Snyder, and CPT Nicolaus Rohrbough as well as a senior member of the JRTC's Opposing Force, CPT Benjamin Malcolm of the infamous Geronimo.   Our guest observer-coach-trainers with nearly 150 decisive action training environment rotations between them. LTC Drew Zabriskie (L05) is the BSB Executive Officer OCT for TF Sustainment (BSB / CSSB / DSSB) with ten rotations. MAJ Paul Scifers (B03) is the BDE S-3 Operations OCT for BDE Command & Control (BCT HQ) with nine rotations at the BDE level (He was previously an OCT as a CPT as well). MAJ Matt Cline (F20) is the BDE Fires OCT for BDE Command & Control (BCT HQ) with five rotations. CPT Richard Snyder (P50) if the Fire Support Officer for Live Fire Division with eighteen rotations. CPT Nicolaus Rohrbough (R03A) is the BN Assistant S-3 Operations OCT for TF-4 (CAV Squadron) with a combination of forty-three rotations between OCT duties and OPFOR. Last but not least is CPT Benjamin Malcolm is the Company Commander for Pathfinder Co, 1-509th IN (Airborne) (Opposing Force) with sixteen rotations.   In this episode they discuss the evolution of training provided to brigade combat teams and the preparation for conducting large scale combat operations across multiple domains. The panel discusses large scale combat operations executed at the company through battalion echelons, offering perspectives on a variety of topics including combined arms maneuver, transparent battlefield, fires, and contested logistics as well as emerging technologies employment.   As the Army transitions from the BCT being the primary effort to the division becoming the unit of action, some of the long-term trends are examined as the training at the JRTC shifted from mission rehearsal exercises to decisive action training environment (DATE) exercises focused on LSCO. A major topic of discussion is the distinction between deficiencies and military activities that are simply challenging tasks, which will always be points-of-friction for warfighters.   Don't forget to checkout our first annual Large Scale Combat Operations Symposium, episode 16 of ‘The Crucible.' And if you'd like to explore the SFC Manship's episodes that COL Hardman referenced, look at episodes eleven, twenty-six, and twenty-nine.   Part of S01 “The Leader's Laboratory” series.   The Joint Readiness Training Center's Large Scale Combat Operations Products: 016 S01 Ep 03 – BCT Trends and Preparing for LSCO with Former COG Panel of ‘The Crucible - The JRTC Experience' Podcast Podbean Podcast https://www.podbean.com/ew/pb-dqbjn-14338ac YouTube: https://youtu.be/bE4c7Jx6-UE A Leader's Guide to Large Scale Combat Operations https://www.milsuite.mil/book/docs/DOC-1278267 Brigade Combat Teams in LSCO https://www.milsuite.mil/book/docs/DOC-1160917 Ethical Bedrock Vignettes: Law of Armed Conflict in LSCO https://www.milsuite.mil/book/docs/DOC-979043 Homestation battle drills to help achieve success in LSCO https://www.milsuite.mil/book/docs/DOC-1280107 Large Scale Combat Operations at the JRTC, The LSCO Fight at the JRTC white paper, and JRTC LSCO Resources https://www.milsuite.mil/book/docs/DOC-1151260 For additional information and insights from this episode, please checkout our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.  

On today's episode, we have queer butch leatherdyke Australian Dom and top, BCT (She/Her), join us for a conversation about the ever unfolding journey of leather sex. Together we talk about playing with gender, the transcendence of S&M, and exploring hot consent conservations. BCT's Consent Sheet : https://www.modernanarchypodcast.com/post/123-leather-dykes-24-7-d-s-dynamics-and-the-intimacy-of-heavy-impact-play-with-bct If you enjoyed today's podcast, then please subscribe, leave a review, or share this podcast with a friend! To learn more about Modern Anarchy, head over to the website ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.modernanarchypodcast.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ And if you want to connect deeper with the Modern Anarchy Family, then join the movement by becoming a part of the conscious objectors ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠patreon⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Your support is what keeps this podcast free and sustainable. You'll also access private posts about Nicole's research, a community discord, and behind the scenes content. Join the community here: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠https://www.patreon.com/user?u=54121384⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Intro and Outro Song: Wild Wild Woman by Your Smith Modern Anarchy Community: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Website⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ : ⁠⁠⁠⁠⁠⁠⁠https://www.modernanarchypodcast.com⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠Pleasure Practice⁠⁠⁠: ⁠⁠⁠⁠⁠⁠⁠https://www.modernanarchypodcast.com/pleasure-practice⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Instagram⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ : ⁠⁠⁠⁠⁠⁠⁠https://www.instagram.com/modernanarchypodcast⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Patreon⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ : ⁠⁠⁠⁠⁠⁠⁠https://www.patreon.com/user?u=54121384⁠⁠⁠⁠⁠ BCT's Community: BCT is a queer butch leatherdyke Australian Dom and top who started exploring kink upon moving to NYC in 2011. Her primary relationship is a 24/7 D/s dynamic, in which she is the tyrannical Boss of the fictitious company where her service submissive is an exploited low-level employee. She is into heavy impact beatdowns, staging elaborate group scenes, and meeting kinky queers all over the world. In her more traditional work life, BCT is an operations, production, and digital communications specialist, having launched 500+ websites, videos, campaigns, events, change initiatives, and 3x startups. She co-founded Queer Healers, is a co-director of Kink Out (currently leads strategy and operations for both), and facilitates the Black Trans Lives Thrive giving circle Instagram : https://www.instagram.com/bridgetct/ Kink Out : https://www.kinkoutevents.com/ Queer Healers : https://www.queerhealers.com/ Resources to Learn More: International Ms Leather : https://www.imslbb.org/ Leather Archives : https://leatherarchives.org/ Short Bus : https://www.imdb.com/title/tt0367027/ Lesbian Sex Mafia : https://lesbiansexmafia.org/

Guest LTC Chad Handley, discusses the components needed in the Senior Rater narrative of the Officer Evaluation Report (OER). LTC Handley has a unique experience and exposure to reviewing OERs as a Deputy Consultant. We also discuss tips for earning the top block and managing your rating profile if you are a Rater or Senior Rater. LTC Chad Handley is the current commander of the 56th Multifunctional Medical Battalion.  He is a native of Houston, Texas and served in the Texas Army National Guard from March 1997 – August 2002 as a Signal Support Systems Specialist.  In May 2004, he was commissioned from the University of Houston ROTC program as a Medical Service Corps officer.  LTC Handley's assignments include Brigade Medical Supply Office OIC, Treatment Platoon Leader, and Company Executive Officer XO, C Company, 526th Brigade Support Battalion (BSB), 2d Brigade Combat Team (BCT)/101st Airborne Division (Air Assault), Ft. Campbell, KY; Battalion Rear Detachment XO, 2nd BSB, 2d BCT/2d Infantry Division (ID), Ft. Carson, CO; Brigade Support Medical Company Commander and Battalion Operations Officer (Afghan Partnership), 704th BSB, 4th BCT/4ID; Ft. Carson, CO; Accountable Officer and Chief, Materiel Management Division, U.S. Army Medical Materiel Center Europe, Pirmasens, Germany; Deputy Commander for Operations, U.S. Army Medical Materiel Center – Korea, Camp Carroll, Republic of Korea; Deputy 70K (Health Services Materiel Officer) Consultant, and Chief, Logistics Plans and Readiness Division (G-43), Office of The Surgeon General/ U.S. Army Medical Command, Falls Church, VA.  LTC Handley deployed to Southern Baghdad in support of Operation Iraqi Freedom 05-07 from September 2005 – September 2006 and to Jalalabad, Afghanistan in support of Operation Enduring Freedom X from June 2009 – June 2010.  His military education includes the AMEDD Officer Basic Course; the Medical Logistics Officer Course; the Combined Logistics Captains Career Course, where he was the Distinguished Honor Graduate of his class; the Air Assault Course; the Support Operations Phase II Course; the Joint Planners Course; the Command and General Staff Officer's Course; the HQDA Action Officer Indoctrination Course, and the Joint Medical Senior Leader's Course. His awards and badges include the Bronze Star Medal (1OLC), the Valorous Unit Award, the Meritorious Service Medal (4OLC), the Army Commendation Medal, the Joint Service Achievement Medal (1OLC), Army Achievement Medal (2OLC), the Afghanistan Campaign Medal (2CS), Iraq Campaign Medal (2CS), the Korean Defense Service Medal, Armed Forces Service Medal, the Overseas Service Ribbon (with Numeral 4), NATO Medal, German Armed Forces Proficiency Badge (Gold), Air Assault Badge and Army Staff Identification Badge.  LTC Handley is a recipient of the Order of Military Medical Merit. LTC Handley holds a BBA in Management Information Systems from the University of St. Thomas (2003) and an MBA from The Pennsylvania State University (2012).     PPCS:  P- Performance specifically enumeration and peer comparison  P- Promotion Potential  C- Command  S- School specifically primary military education (PME) Army Regulation 623-3, Evaluation System Reporting https://armypubs.army.mil/Disclaimer: The views expressed in this podcast are the guests and host's alone and do not reflect the official position of the Medical Service Corps, the Department of Defense, or the US Government. All information discussed is unclassified approved for public release and found on open cleared sources.For more episodes listen on Apple Podcasts, Spotify, or YouTube @ Be All You Can Be MSC For more information, suggestions, or questions please contact: beallyoucanbemsc@gmail.com

This week we're staying in sunny Florida and moving down to Broward County to hear what Broward County Transit (BCT) CEO Coree Cuff Lonergan has in store for the people of her county. As the new CEO she's leading the charge on an amazing 15-year plan to add 200 miles of new transit service to the county's transit infrastructure. Over the next decade and a half Broward County will get: High-frequency bus service Commuter rail Light rail Bus Rapid Transit (BRT) Coree is starting with high-frequency bus service and then adding new services over time. On top of this, BCT will be moving to an all-electric bus and non-revenue fleet by 2035. A lot going on for an agency that, as Coree puts it, is "a sleeping giant in the transit industry." Also on the show, Elea Carey starts a three-part series on communication basics, starting with how to make sure your website meets the needs of riders. Next week we have the first of two episodes coming from Paul's recent trip to Brazil. We start off with repeat guest Dimas Barreira, President of Sindionibus in Fortaleza, talking about how public transport in Brazil is organized and his unconventional plans for reducing carbon emissions in his region. Have we heard from you? We're wrapping up our listener survey this week. We've gotten a lot of great feedback. Make sure you've had your say today! https://www.surveymonkey.com/r/PN3WLZP If you have a question or comment, you can reach us at info@transitunplugged.com. Enriched by Vizzy (00:00) Transit Unplugged with guest Coree Cuff Lonergan (00:23) Interview with Coree Cuff Lonergan, CEO Broward County Transit (23:33) Marketing Minute with Elea Carey (25:28) Coming up next week on Transit Unplugged Chapters, images & show notes powered by vizzy.fm.

Emmett as a Celebrity, UCONN Huskies, Daryl Watching UCONN v. Iona with Kim Hendry, Max Kessler, Windsor Terrace, PS 230, Matt Viscardi, MS 51, Homeroom with Mrs. Catapano, Mrs. Catapano as Old School Institution at MS 51, Milo in Huskies Shirt First Day of School, MS 51 Drama Program, Charlie Nachsin, Gym First Period, Taking Gym Seriously, The Drew League, Basketball and Football to Start the Day, March Madness, Watching March Madness Games at Charlie Nachsin's House at Lunch and After School, Emmett Delusional About his Bracket Each Year, Milo the Realist, Milo's Brackets, NCAA Bracket Continuing to this Past Year, Half Proceeds this Season Going to Milo's Fund at Brooklyn Tech, So Many in the Pool Picked UCONN Because of Emmett, Basketball at the Armory, James Grayson, Milo Making Emmett Feel Like LeBron, Dartmouth Reached out to Emmett, Northeastern Reached Out to Emmett, Milo Supporting Emmett, Emmett Developing as a Great Player, Milo Emmett's Big Fan, Sports Debates, Hockey, Football, Baseball, Chipotle, Arguing Middle Schoolers, Strong Opinions with Limited Facts, Milo and Emmett in the Drama Program, Mr. McEneny, Milo and Emmett Studying Lines Together, Black Box Theater, Love for Old School Rap, Max Kessler, Photography Program, Avoiding Theater at Sleepaway Camp, BCT at MS 230, Love for Broadway, Event With Emmett and Milo On Stage and Performing a Number from Hamilton, Plea for Video, Milo and Emmett into Hamilton, Boarding School in Florida, Fantasy Football, Milo Helping Emmett With His Thoughts on Colleges Recruiting Emmett, The Armory with Three Basketball Courts, Pickup Basketball, Milo as a Rebounder, Milo's Floater, James and Milo as Lefty Teammates, Ping Pong at The Armory and at Our House, Milo as Dominant Ping Pong Player, Talking Tennis with Milo, Wimbledon, US Open, Montverde Academy, Leman Manhattan Preparatory School, RJ Barrett, Cade Cunningham, Scottie Barnes, Ben Simmons, Dariq Whitehead, D'Angelo Russell, Staying Connected with Milo, Trip to Coney Island to See The Cyclones, Dancing on the Dugout, Garbage Bag of Popcorn, Having Fun with Milo, Basketball in our Basement, Football at the Turf at MS 51, Ping Pong in our Backyard, Deep Neighborhood Friendships, Emmett Transferring to Community College in Kansas to Hone His Game, Cloud County Community College, Top Level Basketball, Opportunity to Reboot, Opportunity for Exposure, Division I Community College Program, Emmett's Wishes for the Future, College Basketball to Professional Basketball to Coaching, No Coincidence that Winning Teams Follow Emmett Around, Being a Good Teammate, Emmett and his Mom Kim as Special Friend to Milo, Alana, Max, and Me, Cloud County Community College Tournament in Dallas  

The Joint Readiness Training Center is pleased to present the eighteenth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by a former Senior Intelligence Trainer, COL John Ives, on behalf of the Commander of Ops Group (COG), COL Matthew Hardman. This is part one of a two part series with COL John Ives.   In this episode we discuss the best practices for the intelligence warfighting function as with most of our discussions it focuses on brilliance in the basics. The best practices for the intel WfF within a BCT formation are as follows: Led by an S2 with a clear understanding of the 4-core competencies (Synchronization; Operations; PED; Analysis) and the intelligence process: articulates, trains, and stresses the steps and output of IPB. Rehearse, exercise, and maintain intelligence systems and team development at home-station; maximizes training time and incorporates intel systems in all activities. Establish and maintain the intelligence architecture: plan, validate, and rehearse by phase, collector, and capability. Conduct rehearsals and describe the intelligence cycle for each named area of interest (NAI) or high payoff target (HPT); emphasizing PED directly impacts the sensor-to-shooter integration. Resources and train the intel collection management team to leverage Echelons Above Brigade (EAB) and organic collection, coordinate PED (processing, exploitation, and dissemination) capacity, and integrate into the operations planning process. Plan and coordinate organic collection capabilities (recon, human intel collection teams, signals intel collection teams, and unmanned aerial systems platoon) including security, communications, and command support relationships. Maintain an intelligence common operational picture (COP) in both analog and digital form and actively disseminate fighting products, including battle damage assessment (BDA) charts and intelligence collection and synchronization matrix (ICSM). Operationalize RSOI (reception, staging, onward movement, and integration) including pack-out at home-station to set conditions for synchronization, PED, and intelligence operations. Specifically addressed in this episode are the core intel competencies, conducting intel preparation of the battlefield, and home-station training good habits.   Part of S10 “Out-Thinking the Enemy” series.   For additional information and insights from this episode, please checkout our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.

The Joint Readiness Training Center is pleased to present the sixteenth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Commander of Ops Group (COG), COL Matthew Hardman. We have a special treat for our audience, today's guests are all former COGs at the JRTC, LTG Sean Bernabe, MG David Doyle, BG David Gardner, BG Jason Curl, and COL Andrew Saslav. This is our first annual Large Scale Combat Operations Symposium and what we hope to become a routine, annual event. The event was designed to encourage dynamic dialogue, offer insights to future Leaders, and promote the Joint Readiness Training Center as a whole.   LTG Bernabe was the COG from 2016-2017 and is now the Commanding General for III Corps. MG Doyle was the COG from 2017-2018 and is now the Chief of Staff for United States Central Command. BG Gardner was the COG from 2018-2019 and is now the Commanding General for the Joint Readiness Training Center. BG Curl was the COG from 2020-2021 and is the Deputy Commanding General of Operations for the 10th Mountain Division. COL Saslav was the COG from 2021-2022 and is the Deputy Commanding General of Operations for the 82nd Airborne Division.   Students and faculty from the Maneuver Center of Excellence submitted questions to the team, which were then synthesized by COL Hardman and presented to the COG panel. This was part of the Maneuver Warfighter Conference in September 2022.   In this episode they discuss the evolution of training provided to brigade combat teams and the preparation for conducting large scale combat operations across multiple domains. As the Army transitions from the BCT being the primary effort to the division becoming the unit of action, some of the long-term trends are examined as the training at the JRTC shifted from mission rehearsal exercises to decisive action training environment (DATE) exercises focused on LSCO. A major topic of discussion is the distinction between deficiencies and military activities that are simply challenging tasks, which will always be points-of-friction for warfighters.   Part of S01 “The Leader's Laboratory” series.   For additional information and insights from this episode, please checkout our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.

The Joint Readiness Training Center is pleased to present the fifteenth episode to air on ‘The Crucible - The JRTC Experience.' Today's episode is hosted by the Task Force Senior of the Fires Task Force, LTC Aaron Thomas on behalf of the JRTC COG. Today's guest is the commander for 2nd Battalion, 77th Field Artillery Regiment of 2nd Stryker Brigade Combat Team, 4th Infantry Division, LTC Adam Ropelewski. The SBCT's Hollywood call-sign is “Steel” while the regiment's motto is “En Garde” or “On Guard.”   The 2-77th FA was first constituted in July 1916 and served has valiantly in World War I, World War II, Vietnam, and the Global War on Terror campaigns in Iraq and Afghanistan.   Their rotation at the JRTC was the first Stryker rotation in nearly five years as the rotational training unit. This rotation was an extremely complex rotation as TF Steel Fires had their normal compliment of field artillery batteries as well as a M-109A6 Paladin 155mm self-propelled Howitzer battery from 1st Armored Division.   In this episode they discuss some of lessons learned from operating indirect fires assets across complex, restrictive terrain in support of a Stryker brigade combat team during large scale combat operations. They discussed the need to pre-plan and rehearse fires procedures when operating with adjacent units, such as a supporting armored-mechanized team or advisor teams, as well as when conducting operations as part of a coalition force with our multinational partners. They emphasized the necessity of “leading with HE” during large-scale combat operations and the balancing act between deep fires and supporting the close fight for BCT operations. When used effectively, a Stryker BCT can over-match the enemy as it brings organic M-777 155mm self-propelled Howitzers and M-121 120mm mortars organic to companies and maneuver battalions, which gives the SBCT the ability to develop an echelonment of fires plan in depth.   Part of S07 “Joint Fires Discussions” series.   For additional information and insights from this episode, please checkout our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.

The Joint Readiness Training Center is pleased to present the fourteenth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Commander of Ops Group (COG), COL Matthew Hardman. Today's guests are the command team from 2nd Stryker Brigade Combat Team, 4th Infantry Division, COL Andrew Kiser and CSM Michael Eierman. The SBCT's Hollywood call-sign is “Warhorse” but are also known as “Mountain Warrior” and their motto of “For Love of Country.”   The 2nd Stryker Brigade Combat Team was established in November 1917 as the 7th Infantry Brigade for the 4th Infantry Division and served valiantly in World War I. The brigade was deactivated just prior to World War II but saw service during the Vietnam War. The Mountain Warrior Brigade is one of the most deployed brigades during the Global War on Terror with numerous deployments to Iraq and Afghanistan. Their long, distinguished service to the Nation includes nineteen Medal of Honor recipients with three recipients from the GWOT era.   The Mountain Warrior Brigade's rotation at the JRTC was the first Stryker rotation in nearly five years as the rotational training unit. This rotation was an extremely complex rotation as it was almost a Division (-) or at least BCT (+) sized rotation as in addition to being a SBCT, they also had attached 142nd Combat Sustainment Support Battalion, the Canadian 3 R22eR light infantry battalion, and 83rd Chemical Battalion as well as an armored company and Paladin battery for a grand total of eight thousand Soldiers and 1,600 vehicles training at the Joint Readiness Training Center.   In this episode they discuss some of lessons learned from operating Stryker and armored elements across complex, restrictive terrain during large scale combat operations. They emphasized the need to focus on the heavy-light / mounted-dismounted paradigm required to fight across complex terrain at a high operations tempo. As COL Kiser described it, “Fighting Geronimo in a broom closet.” The brigade heavily focused on the dismounted infantry squad being the primary maneuver element with the Strykers simply providing transportation and sustainment with occasional use as support-by-fire assets.   Part of S02 “If I Would Have Only Known” series.   For additional information and insights from this episode, please checkout our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.

The Joint Readiness Training Center is pleased to present the thirteenth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Commander of Ops Group (COG), COL Matthew Hardman. Today's guests are the field grade officers from 2-501st PIR, MAJ Doug Meyer and MAJ Anthony Formica from 1st Infantry Brigade Combat Team, 82nd Airborne Division.   The 501st Parachute Infantry Regiment was established in November 1942 as part of the 101st Airborne Division but was deactivated after World War II. 2nd Battalion, 501st PIR was deployed to Vietnam as a member of 3rd Brigade, 101st Airborne Division and then was deactivated following the Vietnam War. Fast-forward to 2013 after some time spent in Alaska, 2-501st PIR became part of 1/82nd ABN as one of their infantry battalions. The battalion's call-sign is “Geronimo” while at the JRTC they are jokingly referred to as the “Good Geronimo” since our OPFOR has the same call-sign. (The BCT's call-sign is “Devil and their motto of “Strike and Hold.”)   During GEN Mark Milley's tenure as Chief of Staff of the Army, he stated that he wanted “rotations at the Combat Training Centers to be like Ranger School but for BCT formations.” Our guests in this episode can in fact confirm that the JRTC has lived up to this request.   In this episode they discuss some of lessons learned as told through the eyes of a battalion's two field grade, staff officers. They emphasize the importance of a battalion's “Top 5” leaders needing to work as an effective team which results in the battalions functioning as a team at large. Additionally, they highlight the need for the field grades across the brigade to have an open dialogue, which will then overcome a lot of the bureaucratic traps that staff sections can often find themselves locked in. The area they emphasized was the need for units needing to establish, vet, disseminate, and test their systems prior to attending a rotation. This comes in the form of roles and responsibilities for staff sections coupled with the establishment of their standard operating procedures.   Part of S02 “If I Would Have Only Known” series.   For additional information and insights from this episode, please checkout our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.

The Joint Readiness Training Center is pleased to present the twelfth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by the Commander of Ops Group (COG), COL Matthew Hardman. Today's guests are the division liaison officer from 3rd Infantry Division, MAJ Joe Laplante and the armor-mechanized team's commander, CPT James Corino. The armor-mech team that supported 1/82 ABN was Team Cronos, C Company, 3rd Battalion, 67th Armor Regiment, 2nd Armor Brigade Combat Team, 3rd Infantry Division.   The 67th Armor Regiment has the honor of being one of the oldest armor units in the U.S. military as they were first formed in 1929 as the 2nd Tank Regiment (Heavy) and redesignated as the 67th Infantry Regiment (Medium Tanks) in 1932 and then became the 67th Armor in 1940. During WWII, they took part in the invasion and fierce fighting that followed for North Africa, Sicily, and then mainland Europe. Later they would take part in Operation Desert Storm followed by the various operations in Iraq, Afghanistan, and Syria. The company team has the Hollywood call-sign of “Cronos” while the BN's call-sign is the “Hounds of Hell” and the ABCT's call-sign is "Spartans." The ABCT's motto of “Send Me” while the BN's motto is “Ready for War.”   For the rotation in question, Team Cronos supported the rotation by providing an armor-mech team to a light infantry brigade combat team in order to provide a highly lethal and mobile force, so as to facilitate winning engagements on any battlefield in any operational environment across the globe. Its effectiveness increases through the synergy of combined arms including M1A2 SEPv3 Abrams main battle tanks, M2A4 Bradley infantry fighting vehicles, infantry, engineers, and support elements.   In this episode they discuss they the various nuances of effectively employing an armor-mech team as part of a larger light infantry task force and the massive learning curve for honing the light-heavy paradigm. The U.S. Army has only recently began task organizing light infantry BCTs from XVIII Airborne Corps with armor-mech teams again and so the Army is having to re-learn some of the fundamentals once again. Sustainment, logistics, and maintenance cannot be over emphasized. Having a liaison from the armor-mech team's division to the supporting light infantry BCT is definitely an identified “Best Practice.”   Part of S04 “Scouts Out” series.   For additional information and insights from this episode, please checkout our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

In this episode of the Thoughtful Entrepreneur, your host Josh Elledge speaks to the Chairman & CEO of BCT Partners, Randal Pinkett.Connecting with Dr. Randal Pinkett offers numerous benefits due to his vast expertise, experience, and accomplishments in entrepreneurship, innovation, diversity, equity, and inclusion (DEI). By engaging with Dr. Pinkett, you can gain valuable insights and knowledge on DEI strategies, best practices, and data-driven approaches that can help promote equity in your organization or community. Dr. Pinkett can guide business growth, management, and innovation as a successful entrepreneur and leader. Moreover, his extensive academic background and experience as an international speaker make him a valuable resource for learning and personal development. Connecting with Dr. Pinkett can expand your network, open up potential collaboration opportunities, and offer inspiration for your own professional or personal journey.About Randal Pinkett: Dr. Randal, author of DATA-DRIVEN DEI, is an entrepreneur, innovator, and DEI expert. He is the co-founder, chairman, and CEO of BCT Partners, a global research, training, and data analytics firm whose mission is to provide insights about diverse people that lead to equity. The company has been recognized by Forbes as one of America's Best Management Consulting Firms, Ernst & Young as EY Entrepreneur of the Year, Manage HR Magazine as a Top 10 Firm for Diversity & Inclusion, the Black Enterprise BE100s list of the nation's largest Black-owned businesses, and the Inc. 5000 list of the fastestgrowing private companies in America. An international public speaker, Dr. Pinkett is the author or co-author of Black Faces in High Places, Black Faces in White Places, Campus CEO, and No-Money Down CEO. He holds a B.S. in electrical engineering from Rutgers University; an M.S. in computer science from the University of Oxford; and an M.S in electrical engineering, plus an MBA and Ph.D. from MIT. The first African American to receive a Rhodes Scholarship at Rutgers University, he was inducted into the Academic All-America Hall of Fame as a high jumper, long jumper, sprinter, and captain of the Rutgers men's track and field team. Dr. Pinkett was also the Season 4 winner of the reality television show, The Apprentice.About BCT Partners: BCT Partners is a globally recognized, diverse-led consulting firm committed to transforming lives, accelerating equity, and creating lasting change through various services such as research, consulting, training, technology, and analytics. Collaborating with multiple organizations, including government agencies, corporations, nonprofits, and educational institutions, BCT boasts expertise in sectors like housing, economic development, workforce development, health, education, diversity, equity, and inclusion. As a minority-owned business, BCT offers research and evaluation, training and technical assistance, management consulting, IT services, and business intelligence and data analytics solutions to help clients increase capacity, streamline operations, and achieve better outcomes.Apply to be a Guest on The Thoughtful Entrepreneur: https://go.upmyinfluence.com/podcast-guestLinks Mentioned in this Episode:Want to learn more? Check out BCT Partners website at https://www.bctpartners.com/Check out BCT Partners on LinkedIn at

This edition features stories on Air Education Training Command (AETC) Commander, Gen. Stephen Lorenz, receiving the Order of the Sword award, the 379th Medical Group testing and training their medical evacuation (MEDEVAC) capabilities, Basic Cadet Training at the Air Force Academy, the Deployment Transition Center at Ramstein Air Base. Hosted by Senior Airman Brad Sisson.

S4E44 - Bonus! The landmark nature documentary series Wild Isles, presented by Sir David Attenborough is currently transmitting on Sunday's at 7pm on BBC One. The fourth episode "Freshwater" features a fabulous bat sequence, recorded in Yorkshire of the phenomenon of autumn swarming. Back in November as the series had entered picture lock, Steve went along to the offices of Silverback films to interview assistant producer Lily Moffatt who worked on the sequence. Lily explains how they captured the shots and what sort of effort goes into capturing such a sequence for a blue chip production.Discover how you can save our Wild Isles and visit the BBC's series website. You can also re-watch the episode on the Freshwater webpage.Get in touch with the show - comms@bats.org.uk - if you have a story to share, are doing a bat project or want to submit a piece of writing or poetry.Thank you to Wildcare and Wildlife Acoustics for sponsoring the BatChat Podcast in 2022-2023.Quote BATCHAT at the Wildcare checkout for 10% off all bat detectors!Visit wildlifeacoustics.com to learn more. We've been selected by the Big Give for this year's Green Match Fund; every donation we receive up to £5000 will be doubled. A huge opportunity to raise £10,000 for bat conservation. Donations must be received via the Big Give website between 20th - 27th April. Want to be notified when the page is live? Subscribe to our list here. We're running a Listener SurveyWe'd really appreciate it if you could answer a few quick questions about BatChat so that we can bring you the best possible content for future series.You can leave your answer anonymously if you'd prefer: https://forms.office.com/e/VAvudX7NFr Support the showPlease leave us a review or star rating if your podcast app allows it because it helps us to reach a wider audience so that we can spread the word about how great bats are. How to write a podcast review (and why you should).Got a story to share with us? Please get in touch via comms@bats.org.ukBats are magical but misunderstood. At BCT our vision is a world rich in wildlife where bats and people thrive together. Action to protect & conserve bats is having a positive impact on bat populations in the UK. We would not be able to continue our work to protect bats & their habitats without your contribution so if you can please donate. We need your support now more than ever: www.bats.org.uk/donate Thank you!

Can you hear me, Beer Fandango?  JuRY's bizarro Uber ride at SXSW. Checking in on current events in videogaming. ~In a world~ The Brushwoods are celebrating their 25th wedding anniversary and we look for the ultimate in wedding supremecy in The Shwoodlywed Game! Get Founder's Day '23 tickets: http://founders.scamstuff.com/ Check out BCT's book! https://www.jontilton.com/please-return-to-the-lands-of-luxury Not watching the show? Follow us on YouTube to see all the goods! http://watchgreatnight.com We're on TikTok now too: https://www.tiktok.com/@greatnightpod Email us! GreatNightPod@gmail.com is the place to send in games, punishments, stories, or kind words :) Get an extra episode every week only at https://www.patreon.com/greatnight and enjoy the preshow and postshow in all the public feeds!

Can you hear me, Beer Fandango?  JuRY's bizarro Uber ride at SXSW. Checking in on current events in videogaming. ~In a world~ The Brushwoods are celebrating their 25th wedding anniversary and we look for the ultimate in wedding supremecy in The Shwoodlywed Game! Get Founder's Day '23 tickets: http://founders.scamstuff.com/ Check out BCT's book! https://www.jontilton.com/please-return-to-the-lands-of-luxury Not watching the show? Follow us on YouTube to see all the goods! http://watchgreatnight.com We're on TikTok now too: https://www.tiktok.com/@greatnightpod Email us! GreatNightPod@gmail.com is the place to send in games, punishments, stories, or kind words :) Get an extra episode every week only at https://www.patreon.com/greatnight and enjoy the preshow and postshow in all the public feeds!

"Tiny Beautiful Things" is one of the most anticipated productions in recent memory for Boise Contemporary Theater. And the production's director, Donna Jean Fogel and Marissa Price who plays Sugar, the anonymous advice columnist at the center of the play, visit with Morning Edition host George Prentice to preview BCT's soon-to-open show.