Podcasts about Civil Air Patrol

Alvin and German conduct a great conversation with Chaplain (Lt Col), retired FDNY firefighter, ordained chaplain, and nationally recognized leader in Critical Incident Stress Management (CISM), , Van Don Williams '77. Van Don has dedicated his life to serving others through emergency response, spiritual care, crisis intervention, and leadership. He began his career with the New York City Fire Department, where he served for more than 20 years as an Emergency First Responder and Battalion Firefighter. After Colgate he earned a Master of Science degree in Fire Protection Management from John Jay College of Criminal Justice, becoming the first active-duty African American firefighter in FDNY history to attain that degree. His experience responding to disasters fueled a passion for Critical Incident Stress Management, a commitment that deepened after surviving the collapse of World Trade Center Tower One during the terrorist attacks of September 11, 2001. In the aftermath of that tragedy, Van Don used his chaplain training to help fellow firefighters and first responders navigate grief, trauma, and healing. Following his retirement, Van Don continued his work in crisis response and mental health support. He currently serves as Deputy Chief of Chaplains for the United States Air Force Civil Air Patrol, holding the rank of Lieutenant Colonel. During his more than 30 years of service with Civil Air Patrol, he has served at the squadron, group, wing, region, and national levels, while also developing and implementing Critical Incident Stress Management programs throughout the organization. At Colgate, Van Don earned a Bachelor of Arts degree in Sociology and Anthropology. He later earned a Master of Divinity and continued a lifelong commitment to leadership, service, and helping others heal in times of crisis.

Books and Brews: the place where beer and literature meet! Dr. Charles P. Graham: sci-fi author author, semi-retired chiropractor, Navy nuclear submarine veteran, survivalist, squadron leader, search and rescue pilot and more!  After serving aboard the USS Plunger during the Cold War, Charles built a chiropractic practice in St. Johns, Michigan, and became a leader in Civil Air Patrol and search and rescue work.  He Survive! series — Marooned on Planet Tau Ceti g, First Alien Contact, and the soon to be released Galactic War — draws on his extensive experience in survival training and search and rescue. When he's not writing or treating patients, he develops puzzle games on Steam and Google Play under Simple Software Solutions.  We talked about Charles' experience in search and rescue—can you really eat that?—how his books stand out in the sci-fi field, the writing craft, his scariest airplane experiences and more. Oh, and of course—are Bigfoot and Dogmen out there? What drinks would you pair to readings about a strange new alien creature, an attack by a bear-like animal, and a man alone on a damaged spaceship? 00:00 START 03:16 Drink 1: High Canopy Sour 04:44 Reading 1: Jay Meets the Pidogg 14:52 Writing ourselves into corners 17:01 Life in Search and Rescue  21:46 Drink 2: Growing Friendship Cucumber Cooler 23:12 Reading 2: Risking Wild Alien Animals for Water 30:17 A futuristic take on women and flawed heroes 34:47 Balancing the amount of science presented in fiction 40:27 Drink 3: Heroes Risk-Taker Dacquiri 41:50 Reading 3: Lezah Faces the End 51:30 Faith in sci-fi  55:03 Civil Air Patrol and airplane disasters   Visit our PATREON for our extended AFTER HOURS with authors Www.booksandbrews.net www.lauravosika.com www.gabrielshornpress.com www.glenmirrilfarms.wordpress.com Www.charlespgraham.com  ~ ~ If you enjoy our interviews or have benefited from them, we invite you to help us continue our work. It takes a great deal of time and money to produce Books and Brews. We've been doing interviews since January 2017 as a free service to authors. We continue to promote those authors on our social media for years after their interviews. Subscribing, following, liking, commenting and sharing all help us to keep doing what we do. A $5 tip helps us pay for our many expenses: Libsyn hosting, web hosting, Google meets, providing the drinks for the interview and the many hours of preparation and editing that go into each episode. Patreon: patreon.com/BooksandBrewswithLauraVosika Tip Jar: paypal.me/booksandbrewsMN * Books and Brews products: https://www.zazzle.com/store/books_an… (more to come) Sponsor an episode to promote your product or service: contact us booksandbrewslive@gmail.com COMING NEXT:  Barry Black — former FBI master bomb technician Randy Lerch — former MLB player UPCOMING EVENTS: Gabriel's Horn is accepting submissions for its anthology NEW THEMES: CHILDREN and AMERICA  See Laura's interview at Central Valley Talk Our theme music is from www.bensound.com. Subscribe to our YouTube Channel to get notifications of all our new videos. We have now interviewed more than 115 authors! Would you like to be featured? Leave a comment. https://www.youtube.com/@booksandbrews

After emigrating from Cuba to the U.S. at age ten, Georges Gonzalez struggled to find his voice and his passion. It took joining the Civil Air Patrol and, later, the Air Force to boost his confidence and instill a work ethic he'd carry with him for years. He began his post-military career as a delivery driver for Coca-Cola, where he quickly moved up the ranks. But after working for the company for more than a decade, Georges took a buy-out in 2015. Before long, he was on to his next adventure, working in the water utility sector, starting in Pinellas County in west-central Florida. Today, he's the director of enterprise solutions for water resources in nearby Hillsborough County, Florida. This week on With Great Power, Georges talks about how his team is evaluating AI tools for improving its customer service representative training, among other functions. Georges explains the county government's careful approach to using artificial intelligence, how department staff have reacted to it, and how the water resources team is testing the technology. Credits: Hosted by Brad Langley. Produced by Mary Catherine O'Connor. Edited by Anne Bailey. Original music and engineering by Sean Marquand. Stephen Lacey is executive editor. The GridX production team includes Jenni Barber, Samantha McCabe, and Brad Langley.

Welcome to the second episode of Survival By The Book, the podcast series where local librarians learn about how to prepare for emergency situations because being prepared shouldn't be complicated. What does it really mean to be prepared — not just for emergencies, but for uncertainty itself?In this episode we continue our conversation on emergency preparedness by exploring the stages of a crisis and the critical difference between preparation and mitigation. Together, we unpack how emergencies unfold, how alerts and warnings are designed to keep communities informed, and why the choices we make before a disaster can shape how we recover afterward.We talk about how to become "antifragile" and not simply survive difficult situations, but learn how preparation, adaptability, and community support can help people become more resilient through them. We learn that preparedness isn't about fear — it's about creating confidence, flexibility, and connection before crisis strikes.Recommended readings and sources: Ready.gov/planNOAA, Watch Warning Advisory Explained, https://www.weather.gov/sjt/WatchWarningAdvisoryExplainedAlert Media, The 4 Stages of Crisis and How to Manage Them, https://www.alertmedia.com/blog/stages-of-crisis/CAL OES News, Evacuation Warnings vs. Evacuation Orders, https://www.news.caloes.ca.gov/evacuation-warnings-vs-evacuation-orders/Civil Air Patrol, Advanced Operational Risk Management, https://www.gocivilairpatrol.com/media/cms/Advanced_Risk_Management_Guide_b04e46226f614.pdfPreparedness Now! by Edwards,Aton The Disaster-ready Home by Stewart, CreekCreated by the Podcast Team at the Harris County Public Library.www.hcpl.netPodcast Team Members include: Beth Krippel, John Harbaugh, Mary Mink, Dylan Smith, Sadina Shawver, Alinda Mac, John Schaffer, Jennifer Finch, Katelyn Helberg, Darcy Casavant, Darla Pruitt and Nancy Hu 

Sometimes leadership is modeled in small ways — like leaving work at 4 p.m. and meaning it. Not because the job's done — but because you're showing your team that life outside of work matters too. SUMMARY In this Long Blue Leadership podcast, Mark Michalek '99, human capital director for the FBI, shares leadership tips for more resilient teams.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   MARK'S TOP LEADERSHIP TAKEAWAYS 1. Transforming trauma into purpose Turning childhood loss and adversity into a lifelong calling in public safety, service and leadership 2. Post-traumatic growth vs. post-traumatic stress Reframing exposure to trauma as a potential catalyst for growth, resilience and deeper empathy in leaders 3. Whole-person leadership Leading people as complete humans — on duty, off duty, past and present — rather than just as job roles 4. Mental fitness as performance, not weakness Positioning counseling, wellness and psychological support as tools to optimize performance, not signs of failure 5. Modeling the behavior you want to see Leaders leaving at 4 p.m. for family, openly seeing counselors and visibly prioritizing health to give others “permission” to do the same 6. Leading in high-consequence environments Staying the “steady hand to land the plane” during crises like mass casualty events, while empowering experts on the ground 7. From doing the work to leading the work Shifting from frontline case work (violent crime agent) to enterprise-level leadership that shapes culture and systems 8. The power of networks and extended family in uniform Leveraging the Long Blue Line and law enforcement community as a lifelong support, mentorship and resilience network 9. Discipline, recovery and sustainable performance Rest, running and intentional unplugging as essential leadership disciplines — not optional extras 10. Long-view leadership and legacy Seeing careers (military, FBI) as chapters, focusing on integrity, service and excellence, and building organizations your kids would proudly join   CHAPTERS 00:00:00 – Welcome & Introduction 00:00:30 – Early Life and Father's Suicide 00:02:00 – Finding an Extended Family in Law Enforcement 00:03:00 – Civil Air Patrol, Flying and the Path to USAFA 00:04:15 – Cadet Years, Setbacks and First Responder Leadership 00:07:25 – Choosing Security Forces and First Leadership in Nuclear Convoys 00:09:45 – From Military to FBI: Mental Fitness and Post-Traumatic Growth 00:15:15 – Balancing Family, Leadership Loneliness and Modeling Self-Care 00:19:15 – Leading Through Crisis: Inside the Boulder Attack Response 00:27:30 – Lessons, Legacy and Advice for Future Leaders   ABOUT MARK BIO Mark Michalek is a senior leader in the Federal Bureau of Investigation, currently serving as human capital director, a role to which he was appointed by Pam Bondi, former U.S. attorney general. In this capacity, Michalek leads enterprise policy and strategy for human resources, security, internal affairs, compliance and training across the Bureau's 38,000-person global workforce. A 1999 graduate of the U.S. Air Force Academy, Michalek previously served as special agent in charge of the FBI's Denver field office, where he oversaw operations throughout Colorado and Wyoming. He is the highest-ranking FBI special agent who is also a military veteran.   CONNECT WITH MARK LINKEDIN   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS FULL TRANSCRIPT SPEAKERS Guest, Mark Machalek '99  |  Host, Lt. Col. (ret.) Naviere Walkewicz '99   Col. Naviere Walkewicz  00:11 Well, Mark, welcome to Long Blue Leadership. This is truly an honor, as your classmate, Class of '99. We go back, gosh, 30 years.   Mark Michalek  0:18 It is so exciting to see you again and to be here at USAFA; to have this conversation is just priceless. So thank you.   Col. Naviere Walkewicz  00:27 Who knew we'd be doing this this many years?   Mark Michalek  00:28 That's right.   Col. Naviere Walkewicz  00:31 Many may not know you've been in security forces as an active-duty officer, you went into the FBI, and you've really been in this public safety kind of realm. But we're going to dive in with, I think, a moment in time that really shaped you, and just in something I learned about you just recently. So you're 5 years old, and you shared with me that your dad actually, he took his life — death by suicide, right? And it shaped you in a way, when you're thinking about your role in public safety. Do you mind kind of sharing that with us?   Mark Michalek  01:00 When I was 5 years old, my dad died by suicide, and I was an only child, and he was my absolute hero. He was a local police officer, so my earliest memories of childhood were wearing his uniform and seeing the squad car and being around officers. And I think that really solidified my future in public safety.   Col. Naviere Walkewicz  01:26 Your hero, something that you were exposed to. Tell me, as a 5-year-old, what did that start to look like? Where did you see that show up in, you know, in school, in your sports, like, just in the way you lived? How did, how did you navigate that?   Mark Michalek  01:40 So quickly I had an extended family. As I went to the playground and were around town, squad cars would show up,and police officers would come by and, you know, give me a pop or come in and check with me and see how I was doing and see how my mom was doing. And that really laid a foundation for me of a sense of an extended family of the police department being more than just a job in the balance of that. That sense of camaraderie and togetherness with the mission, I think, really shaped my childhood. I became very, very active. And I don't know if that was by design or divine intervention, or what, but it was kind of, you know, the object in motion stays in motion. I was on the run, literally on the run. Loved to run long distance. I quickly got into Civil Air Patrol as soon as I was old enough to do so, and got exposed to the Air Force that way. I got my private pilot's license at 17, I soloed before I got my driver's license and was destined to come to the Academy.   Col. Naviere Walkewicz  02:48 Wow. I mean, you were accomplishing so much so quickly. Were you always like that was, did you see others in your life like that? Was your dad that way?   Mark Michalek  02:59 It's interesting in retrospect, to see if that was inherited or that was kind of a response to the trauma. I kind of think it was a response. I'm the only person in my family to have moved outside of Flint, Michigan. So folks were very stable and stayed where they were, but I was just constantly moving. You know. As we're talking, I remember I was the youngest Red Cross CPR instructor for the county at 15. I formed a K-9 search-and-rescue unit for police departments to train dogs to help find missing people. And I guess that was just a response to what had happened, and it really planted a seed in me that life is short, and I've had this drive to just leave it all on the field, to keep moving forward, to do more and more, to be able to, you know, focus on public safety and to protect people.   Col. Naviere Walkewicz  03:54 So you showed up at USAFA. You knew — you went to Civil Air Patrol and USAFA was in your sights. I remember you as a cadet, and you're always a go-getter as well. Let's talk about a little bit your cadet years, and maybe some of where you saw that evolution of yourself as a leader, but also maybe how it showed up through, you know, go-getting and continually pushing that.   Mark Michalek  04:16 My first setback was I wasn't initially accepted. I got a Falcon Foundation scholarship. And it was really a fork-in-the-road decision — “Do you kind of take a year off and go this route and reapply, or do you go another route?” I ended up going, obviously the Falcon Foundation route. Went to Marion Military Institute, and I'm so glad I did, because it set me up to be a cadet and to be in the same class as you. You know, that cadet experience is just such a sensory overload. I wasn't an athlete. I joke that my athletics were just kind of graduating, like I just needed to focus on academics and surviving the day. But then I started to see some kind of opportunities to give back. And I kind of see these themes throughout my life. Myself and two of our classmates formed the cadet first responder team back in '97, I think. And that was really just, again, interest in public safety and a recognition that we needed some more kind of support for cadet-related activities. You know, 24/7 we've got the fire department and EMS here, but to understand the cadet experience and to be able to help out. So my sponsor was a paramedic in Colorado Springs, and a lot of ride time with him.   Col. Naviere Walkewicz  05:37 That kind of worked out really well.   Mark Michalek  05:39 Again, divine intervention. And so we formed this team. We got our EMT certification on nights, and we're able to help out, and, you know, provide practical experience. If you remember that Class of 2001 was absolutely decimated during Recognition. Remember, we had to have a timeout. There was — we had to have a time to say, “Look, like, we got to, you know, we got to rein this in,” and so we were able to provide a lot of support there. But as I progressed in the Academy, you know, public safety, protecting people, continued to resonate with me, and was one of the reasons I chose behavioral science as a as a track, partly…   Col. Naviere Walkewicz  06:19 Not because you didn't love math?   Mark Michalek  06:21 Partly because I probably wouldn't have graduated.   Col. Naviere Walkewicz  06:24 I was right here — social sciences too.   Mark Michalek  06:28 Yeah, you know, you got to go where you're strong, right? But I knew that regardless, we'd be working with people. And then to tie it back to my dad to understand why somebody with a family would take their own life was still something that I was struggling with, and so that really led me to a psychology track. But this drumbeat of public safety really continued to resonate with me, and it's really the main reason that I chose security forces as a career field. I mean, I was medically qualified to fly. Already had a private pilot's license.   Col. Naviere Walkewicz  06:59 Right. That was actually what I was gonna ask you, because you had that.   Mark Michalek  07:03 Partly because although I have my license, I get horrifically air sick, which is a weird dynamic.   Col. Naviere Walkewicz  07:11 And yet you kept pushing yourself. Amazing.   Mark Michalek  07:12 Yeah. So if I'm flying, I don't get sick, but if I'm a passenger, then I get sick. So I didn't want that as a career choice for me, but I wanted to lead people where they were. I wanted to lead on the ground in the public safety space, and so that's why I chose security forces.   Col. Naviere Walkewicz  07:28 So let's talk about that a little bit. You know, as a security forces officer, you saw many things. I'm certain of it. But was there a moment when you actually had a leadership kind of moment for yourself that you grew — different from when you're a cadet — but in the moment leading some security forces, men and women, was there a moment that you grew that way?   Mark Michalek  07:49 Yeah, I think right out of the gate, because as soon as you're a second lieutenant in security forces, you are leading airmen. So my first assignment was at F.E. Warren as a nuclear weapon convoy commander — a team of 40 airmen. So there's no diffusion responsibility, there's nowhere to hide. Like, you are it. And that was the first practical application of leadership for me. Theoretically, and you know, within the Cadet Wing, you're kind of in this microcosm to test some things out and develop who you're going to be as a leader. But once you hit the ground, like, that is it. And to be able to motivate, inspire a team of people in a mission to protect nuclear weapons when there hasn't been a direct attack in our history is difficult, but now I look back as a 23-year-old lieutenant running a nuclear weapon convoy with the world's most important weapon on the open highways is an incredible responsibility. But that's really, I think, where the rubber meets the road, where you start to see what leadership looks like for you. It's not the same for everybody, right? You take bits and pieces of people and in theories and apply really what the moment requires. And in security forces, you really start to see the value of the senior noncommissioned officers, and although you have the authority, they have the reputation and the ability to deliver and so it's more art than science. And so I learned that very quick, right out of the gate.   Col. Naviere Walkewicz  09:12 That makes a lot of sense. And something that you said, I think, is really important. You know that that human piece of it, when I think about the pace in which security forces and a lot of our law enforcement roles live in. My question for you might be, how did you help those handle kind of challenging moments or stress, right? You kind of go towards, “Give me more,” take on more, stay busy. Not everyone is wired the same. So did you have airmen that struggled in how they dealt with, you know, things, trauma, etc., and how did you coach or lead them through that?   Mark Michalek  09:45 Back then, there really wasn't a lot of support. There really wasn't a recognition. There was still a stigma, both in the military and law enforcement, of “I can't disclose that I'm having a problem. You're going to take my secure clearance, you know, you're going to take my weapon, I'm going to lose my job, I'm going to be embarrassed.” And so at that time, there really wasn't a safety net or an openness to discuss it, so you kind of just dealt with it. So it was more of telegraphing as a leader of what your values were, in hopes that people would kind of, you know, reach out if they needed help. In my time in the FBI, I was able to influence decisions and policies, to be able to be more accommodating, to kind of focus on the whole person and look at our individual followers as a function of performance, as opposed to, you know, you're my responsibility when you're in uniform from 9 to 5 and then you're off duty. You know, life is not my concern as a leader.   Col. Naviere Walkewicz  10:47 You know there are times when you're leading folks and you might have the authority to do some things. Did you start to implement some of those programs or support resources, etc., as an agent, or when you were at a higher-level authority?   Mark Michalek  11:00 In FBI, it was at a higher level. So, you know, one of the reasons I left the Air Force after six years, it was a tough decision. And it wasn't running away from something, it was running towards something. And I recognized, you know, when we were company-grade officers, the trajectory is kind of baked in. You will continue to promote, but you will lead people. I wanted to do the work. I didn't want to just lead the people doing the work. I wanted to do the work for myself, and that was one of the reasons I joined the FBI. But going through as a case agent for 13 years on a violent crime squad and being exposed to some of the different things that my dad was exposed to, that others were exposed to, it really laid a foundation as I pursued leadership to be able to have greater influence as I moved up the organization, to set that culture towards mental fitness and resilience and really as a function of optimizing performance.   Naviere Walkewicz  11:55 Can you talk about that a little bit more? Tell me what you mean by mental fitness and resilience.   Mark Michalek  12:00 So, you know, law enforcement and military both, over the past 20 years, have made significant progress in kind of chipping away at that stigma. We're not where we need to be yet, but we're making really, really good progress. I equate our work to that of an Olympic athlete. It's not just running the race. Olympic athletes are obsessed with their craft, whether it is nutrition, sleep, mental imagery, you know, different types of runs to test different types of muscles and stamina and endurance, but they look at the whole person. So too should we in law enforcement and in the military. So as I got into leadership positions, you kind of block and tackle for your people and let them run, and you set the trajectory of your unit, your squad, your team, your division, your organization, on how they move forward. And so I really push that whole-person concept, that you are a whole person, not just your 9-to-5, but your off duty, your on duty, your past, your present, and all of that needs to be optimized for you to perform the mission. I was very fortunate at our entry level senior executive service position to be at our headquarters and be responsible for — it's called our employee health and performance section, but the clinical staff at the FBI, the psychologists, psychiatrists, doctors, nurses, social workers, to be able to drive that culture and to move from post-traumatic stress to post-traumatic growth. And I needed to experience that as an agent. I needed to be on mass casualty scenes. I needed to be engaged with victims of crime to understand what that looked like, what that felt like, to project what my dad had experienced, but to recognize as humans, we are not wired to see what we are requiring our people to see and do time and time again, and we just require them to go out, to go out, to go out — instead, to provide mental health counseling, which in the FBI, we do, not only for the employee, but for their spouse, which I think is very important, and kids, for that matter, to be able to recognize that, yeah, like, you're not super human. It's OK to not be OK. You're not going to lose your clearance and your gun. People that lose their clearance do so because they compensate in maladaptive ways, whether that's drugs or alcohol or anything like that. And so that's been rewarding to drive that culture, to push the creation of employee assistance, counselors, these are mental health practitioners, chaplains, peers, just to be able to let that culture permeate, and to be able to demonstrate from the top, I'm very open about my dad and how that has shaped my life, to be able to telegraph that, you know, post-traumatic growth is possible, and there are a variety of resources out there now. And there's science and research, and there's just a recognition that the way that we are wired, you can't just keep going 100 miles an hour. You've got to go back to being that Olympic athlete and have a rest in a work and schedule and to be able to push yourself and to relax and just think holistically.   Col. Naviere Walkewicz  15:16 The term itself post-traumatic growth is one that I'm not familiar with. But when you explain it that way, it's very clear. And my question to you might be, how have you for yourself, personally — you know, you're a husband, you're a father, you know, you have seen things, and then you go home and while you do have counseling for family members and for yourselves as well, what does that look like, this post-traumatic growth, when you go home personally.   Mark Michalek  15:45 You know, it's really tough to practice what you preach. We're really good about setting a vision for an organization as leaders and taking care of other people, but not taking care of ourselves. And what really flipped the switch for me was reframing the perspective on telegraphing for others to create the permission structure that it's OK, and when they see you do that, then they know it's OK. So for example, in FBI culture, same for the military, like if the boss is in the office, you've got to stay there, or you've got to be there till 5 o'clock. That's fine if you have work to do, but what sense does it make to sit there just because you know your boss is there? So one of the things that I did as I approached senior leadership was I left every day at 4 o'clock, and I made sure they saw me leave. And it's not — I'm going out to go play golf or whatever, but I am going back to be with my family. And in all the assignments I've had — I've moved several times in the FBI — I've made it a point to be home for dinner, and that is the stability for the family, for my girls, for me, and we'll have our dinner and put the kids to bed, and I'll get back and do more work, but being able to telegraph that, you know — I was the special agent in charge of our Denver field office — and as you move into the senior ranks, it's an incredibly lonely job. When you are at the top, there's no way you can talk to you can't gripe to people below you, you know, you've got to have a strong peer network, and you've got to put on the oxygen mask first to be able to help others, and that takes consistent kind of messaging. It takes some consistent actions to be able to show we're putting our money where our mouth is, and then engaging with employee assistance counselors. I talked regularly with ours, and I wanted people to see that, yeah, it's confidential, and there's no shame in that. You would have no problem putting on your squad calendar that you're going to a dentist appointment at 10 o'clock tomorrow. We want to get to a point where that's all “I'm going to go talk to the counselor.”   Col. Naviere Walkewicz  17:49 Have you seen the benefits of that, since the agency has made some of these changes?   Mark Michalek  17:55 I have, you know, over the past 20 years, the scale, speed and scope of critical incidents is just unimaginable. It's now commonplace for mass shootings. You know, when we were here at the Air Force Academy — Columbine —   Col. Naviere Walkewicz  17:49 I was just thinking that when you brought that up.   Mark Michalek  17:55   And now it's almost every single week. The FBI is very similar to the military in that we are mission focused. You know, our job is to protect the American people and uphold the Constitution and the threat spectrum has exponentially changed. We have to deliver again. There is nowhere to hide. There's no diffusion of responsibility. When I was the special agent in charge for the Denver field office, we were the FBI for Colorado and Wyoming, and whatever happened, we had to deliver. And so we're not afforded the luxury to not respond. And it takes principled decision making in the development of culture to practice and plan and prepare and create that permission structure, because you know what's going to happen, and when it happens, it hits hard, and we've got to deliver. We have to be mission focused and get the job done, but we have to take care of ourselves on the back end, and that takes purposeful decision making by leaders to carve out that time and say, “Nope, we're going to take a timeout.”   Col. Naviere Walkewicz  19:19 Well, let's talk a little bit about that actual example, but let's talk about the Boulder attack. And you know, what was your role and approach as the leader, you know, in that lonely role as a leader, but to really kind of navigate that. Can you talk about that with us?   Mark Michalek  19:37 Unfortunately, the Denver Field Office has had their fair share of critical instances to respond to. So we've got our reps in over the course of time, but that performance just doesn't happen overnight. It takes a lot of work in policy development, in exercises, in pressure testing assumptions to be able to deliver when the moment requires it. The Boulder attack happened on June 1, on a Sunday. And so many things happen at one time. You know, our society has changed where, you know, it's a 24/7, news cycle, and things are happening in real time. You no longer have the built-in delays, because you've got to get to a phone to make a call, and so this is happening, unfolding in front of you in real time, and there's so many things you're responsible for as the leader. I think when it comes to times of crisis, people want stability. They want reassurances. They want a steady hand to land the plane. And that's what my focus was on, that although I have the same emotions, anxiety, stress that is happening, we need to be the steady hand to land the plane. We focused the culture in Denver on direct community impact and supporting partners. I think there's a misperception with the FBI that we have to be the lead. And you know, when the feds come in, they take it over, and, you know, here we go. But that's not the case. We can prop up local law enforcement and to provide the forensic, technical, analytic, tactical, behavioral expertise that they may not have or may be overwhelmed due to the size of the incident. And thankfully, we have a strong relationship with the Boulder Police Department. And so the chief called me personally as he was, I could hear the siren in the background as he was rolling to the scene. So we have plans in place, just like the military when there's a crisis and you send that flare up, and you execute the crisis-management plan, and you work in real time. Everything's moving at 100 miles an hour. Being the leader in that situation, you are getting torn in multiple directions. So you have your employees responding to the scene. You have local law enforcement. You have elected leaders here in Colorado, they want to know what's happening. You have elected leaders in D.C. that want to know what's happening to the point where my phone broke. So many phone calls at once, like, it was fried. And so again, like focusing on — I've got to be the steady drumbeat. I've got to be measured here, to telegraph that we've got this, but also a trust and confidence that your people do have it and to get out of the way. They're the experts. I'll block and tackle for them and let them run, and I telegraphed that in our culture, and let them run, and they did phenomenal. And I focused on what my responsibility was on, was not on being at the scene and seeing what's going on in that, it was engaging with executive leaders to be able to understand what we have, what resources we need, and to be able to deliver now at that time. Given the context of what was happening overseas, we knew this would be an international — of international interest immediately, so it could either go very well and controlled, or it could be absolutely horrible. And so that's another layer of pressure. And when you go back to the fundamentals at the Air Force Academy, of when it matters most, that you buckle your chinstrap on the helmet, and you just get to it, and you immediately go into that mode and distance your emotions and thoughts and anxieties, and put those to the side and focus on the mission at hand. And we knew when we were giving statements in the press that it would be carried internationally, so a different layer of stress as a leader. You know, we had simultaneous operations. We had the scene — the subject had a makeshift flamethrower and threw Molotov cocktails. There was about 15 victims at the time that were transported. Luckily, he was arrested by a Boulder police officer on the scene. But we also had activity in Colorado Springs, where his house was. So generate search warrants and everything for that, and then a mobile command post to assist Boulder PD. But nowadays, you know, we're running leads all over the world, because what we don't know at the macro level is, is this a distraction? Is there another attack happening? Is this part of a pattern that we've got to figure out in very short order?   Col. Naviere Walkewicz  24:20 I'm curious, because I remember the reason why you left active duty, or you transitioned from active duty to the FBI, because you wanted to be in the things doing, the things you find yourself now in, positions where you're leading. How have you grown as a leader yourself? What have you learned about yourself in this? Not being able to be the one doing, but like you said, blocking and tackling? Like, how have you grown yourself?   Mark Michalek  24:42 So I was a violent crime agent when I first graduated from Quantico, and I did that for about 12 years, and it was all about impact for me. So I worked bank robbery and armored car robbery scenes. And I remember this. I remember these scenes as we're talking, but I — you go to a chaotic scene like that, with yellow tape and local law enforcement there, and people crying and physical evidence and blood on the ground, and people are looking for somebody to take control. And I remember walking out of my car with that gun and badge on my hip, and you could feel it. “Here comes the FBI.” OK, they've got this and to be able to turn order into chaos, or chaos into order, and create, you know, develop evidence, make a case, prosecute it, provide that sense of closure for victims. That was the juice for me, in that direct community impact. But then I started to feel the calling of leadership from the military, and I started to see that as you move up the ranks, you're able to make more and more impact with a greater group of people. And that became the juice for me. And so in the FBI, it's not as linear as the military, where you, you know, you just move up here, you can kind of go up and down or sideways. But that really motivated me to be able to give back that public safety kind of motivation in larger and larger groups of people. And often when it comes to leadership, whether you're in the military or the FBI, there's kind of this imposter syndrome of like, “Do I really have this?” But you look back and say, “Look at all the things I've been doing, look at all the experiences I've had, all the different places I've led all over the world, and it's turned out just fine. I've got this.” And to move up and up the ranks and to make decisions and lead larger and larger groups of people and learn from those decisions — that was my spark. And then at that point, I just continued down the pipeline. I'm at a point now where I'm operating and leading at the enterprise level, which is impactful, stressful, humbling and rewarding, but that special agent in charge position, that was the ideal position, because you're directly connected with the people. We've got about 500 employees between the two states, and are ingrained in the community to be able just to help more and more people.   Col. Naviere Walkewicz  27:09 So you're driven a bit by adrenaline. We've talked about this. I'm curious what's next? I mean, you're at the enterprise level. Do you stay here? How do you continue to fill your sense of impact that your leading or making a difference for when you've kind of continued to really, you know, rise in that way?   Mark Michalek  27:29 At the enterprise level, it's a different perspective of leadership — you're obviously leading through several layers of leaders. So you know what you know with the company grade or the supervisory special agent level, you kind of keep the train on the tracks and keep the trains running on time. The enterprise perspective, then you're laying down enough track for that train to keep moving forward. And so it takes a little bit of a shift. I'm enjoying my time right now. It's really impactful to see the subtle things. Change culture, people reaching out when they need help, direct community impact. Where you weren't directly involved in that, but you laid a foundation for that to grow. You know, that said, like, there's only one FBI director, so there's really no other opportunities. It's just continuing to give back at this level, but whether it's military or FBI, it's, you know, the similarities are leading in high-consequence environments where the stakes are high and the margin for error is small, and I think there's opportunities for that to continue to lead in those environments outside of government as well.   Col. Naviere Walkewicz  28:50 So I think about some of the things you shared about, you know, why you've made certain decisions and leading through different levels. I'm curious about how leadership has shown up in your house as a dad and as a husband, thinking about what you experience with your dad, how do you navigate that in your home life?   Mark Michalek  29:09 You know, it's interesting as you grow older and you gain experience and maturity and in a world view, and you really start to see the forest through the trees, and leadership manifests in different ways, but as you get married and have kids, then you start to appreciate what your employees are experiencing, stresses and joys as well. It forces you to be disciplined and to focus on what your priorities are. And it's tough when you're in a high-consequence environment to say, “Yep, families first — can't do that.” Well, there's a mass shooting, like, you're going to have to go. So there has to be a little bit of flexibility. But all things equal, focusing on the family is really the sunlight, you know that helps us grow, and it shifts your mind towards giving back. Like, in preparing the future generations, which just happened in the blink of an eye for us— as I'm driving in, we go past the buff where we were commissioned. I'm like, my god, 27 years have passed. So now the focus shifts on providing for the family and thinking, “What kind of world do I want my girls to live in?” And it equates to the FBI, because I want the FBI to be an organization that agents and analysts and professional support staff folks not only serve for 20 years, but that my daughters want to join, and they want to do 20 years. So a pendulum shift more towards not just delivering results for today, but continuing to grow on what the future looks like.   Col. Naviere Walkewicz  30:43 Pulling that a little bit further, what do you hope that your girls see in you as a leader? You know, the way that your dad was your hero and you looked up to him? What do you what are you hoping your girls see in you the traits?   Mark Michalek  30:56 You know, it's funny. They're 9 now, so I think they could care less.   Col. Naviere Walkewicz  31:01 Maybe what they don't want to see you doing.   Mark Michalek  31:02 I'm just kidding. But, you know, in the future, I want them to be able to see the value of integrity, of service and of excellence, in this recognition that life is so precious and short, and I want them to leave it all on the field. And you know when their day comes to be able to say, “You know what I did, I lived a full life. I was supported, loved…” You know, whatever it is they want to get into, it doesn't have to be law enforcement or anything like — I just want them to excel and enjoy themselves, but just recognize how phenomenal life is and how short it is, and you just got to find your spark and just go for it.   Col. Naviere Walkewicz  31:50 That's amazing. And I think about your comment earlier about we're really good at helping others know what they should be doing, but maybe not the best at taking our own advice. How are you doing that and taking care of yourself today?   Mark Michalek  32:01 So for me, it's running. Everybody's got something that they need to unplug, decompress from my time, from high school through the Academy, military and now it's running. It gets a little slower as we get older.   Col. Naviere Walkewicz  32:17 Note to self, do not plan to go running with Mark. Got it.   Mark Michalek  32:21 But it just — everybody needs time to unplug and take off all the masks. FBI agent, Air Force member, husband, parent, friend. You just need to take the mask off and you just need to breathe. And that's what does it for me, being outside and breathing. And one of my assignments was in our San Diego field office, which was spectacular. But being in water was another area that I really found energized me and, you know, and made me whole. But, yeah, running is what does it now. And I make it a point that no matter how busy I am, I've got to run at least once a week.   Col. Naviere Walkewicz  33:05 OK, what's your distance that you're running to give yourself this time to unplug in?   Mark Michalek  33:09 Now, not fast. Now, this isn't a sprint; it's more of a marathon, but I haven't done any marathons. That's a little too much for me. I'm in the in the 5- to 8-mile range. That seems to be the sweet spot. And then here in Colorado, it's being out in nature, but in D.C., to be able to run the monuments every single time — and I've done it hundreds of times — but every time you go past those monuments, and you put your hand on the Washington Monument, or you go up to the Lincoln Memorial, and you stand where Dr. Martin Luther King stood and you see that perspective, I just get this sense of history and appreciate the decisions that were made and the consequential events that happened over time in the stability of institutions, in that you know leaders way above us stood the test of time, were resilient and were able to navigate unthinkable challenges, then so too should we, and I find a sense of, I guess, comfort or shared experience, although that's a whole different level for those level of leaders, but that really helps fuel me.   Col. Naviere Walkewicz  34:17 I can actually see that. Just picture you doing that. You know, I want to ask you, what is something you're doing every day to be better at “fill in the blank,” your leadership, your craft? What's something you're doing every day?   Mark Michalek  34:32 I think it's being disciplined and focused, definitely running and being physical, but balancing the time with family and friends in work, it sometimes — it comes across as selfish. I think particularly people who are service oriented consider that selfish. But again, like they say, when you're on the plane, you've got to put on your oxygen mask first before you can help others. So that's not selfish. You're telegraphing to others to take care of themselves. When I run, I listen to presidential biographies.   Col. Naviere Walkewicz  35:05 Really, I was going to ask you, what's in your ear? Now — I'm just kidding.   Mark Michalek  35:09 I don't know if it's the cadence of the — but again, to understand decisions from the past, and when you know our country was at pivotal points, how we responded, that helps fulfill me. I think, you know, becoming a student of leadership, from being a cadet to now, and finding different ways and understanding whether it's private sector, other public sector entities, how they navigate things, because it's very, very similar when it comes to, you know, motivating people, managing programs, delivering results, you know, grappling with emerging tech, new different types of threats. So I do a lot of reading in that space, to be able to be a more kind of holistic leader and not have on horse blinders, just specific to government.   Col. Naviere Walkewicz  36:00 Has there been one lately that's really stuck with you, or that you've listened to while you're running, or that you read that has continued to evolve the way you're thinking — you approach leadership?   Mark Michalek  36:11 I think it's — John Dickerson has a book called The Hardest Job in the World, and it's about the presidency, and it's not one individual president, it across party lines and in decades. But it's more of those themes that when you think back, they didn't have the technology we did. But like these fundamental themes are the same of, how do you motivate people? How do you respond to the operating environment? How do you handle complex challenges? Again, like I just felt a sense of reassurance or support and understanding on things, you know, through the course of time that we may not have all the answers, but collectively, people are the potential energy of the organizations, and they're going to deliver. They're going to hit it out of the park. You just have to support them.   Col. Naviere Walkewicz  36:58 Well, we have viewers and listeners that kind of span from, you know, young cadet hopefuls, cadets, you know, graduates and family members. What's something that, if you could tell yourself years ago, maybe as a cadet, that you should say you should be thinking about this now, because in 27 years from now, it's gonna matter? What would you share?   Mark Michalek  37:18 You know, I think, first of all, I wish I would have had more fun.   Col. Naviere Walkewicz  37:25 I think I've seen you smile more now.   Mark Michalek  37:28 I mean, it's just such a pressure cooker, and you don't want to let anybody down, and you don't know what the future holds. And, you know, “I've got to do this, I gotta do that. I gotta…” It's just breathe a little bit and enjoy it. Like, you don't recognize you're really in a pivotal point in your life. So that, I think that's one thing. I think the other for cadets and prospective cadets to recognize is, like, the FBI, like, the military is temporary. You're going to retire, probably young. You know, you do 20 years in the way our systems are set up, in the way the world is now. Rarely are you just going to go fishing at age 40 or 50. You know, you may have a second act, you may have a third act, and so you've got to really have the long view in mind, and it's OK not to have all the answers. You know, life will throw you some curve balls here and there. You've got to do what fulfills you at the time and doors will open. But you just got to have that faith that things are going to work out.   Col. Naviere Walkewicz  38:35 Did you have that, you think, back then, or you, just looking back on it now, recognize that?   Mark Michalek  38:41 I don't know. I think partially I had it then. Those Academy years are really, really tough. And like, we were chatting before, like, well, you know, once you leave, that was it. I had no intention of coming back. And it's kind of like a boomerang. Distance and time makes the heart grow fonder, and then you recognize, you know, what you've learned here and how special this place was. And I think back, I think staying busy and active is what got me through. There's nothing worse than that first holiday break in December, right when you go back to your friends and they're at local schools, and you see all the stuff they're doing, and then you've got to come back. I mean, that is such a — the comeback piece. Do you have the, you know, intestinal fortitude to come back? You know, that was really, really tough, but now I see that the Academy, you know, left an indelible mark on me and changed the trajectory of my life. And I think back, you know, like I said, I'm the only person in my family to have ever left Michigan, and what life would have been, you know… You think the Earth is flat until get out and see there's a whole big world out there and a ton of opportunities. And as I've gotten in this role, particularly as a special agent in charge in Denver, I interact more with military leaders here in Colorado and Wyoming, and start to reconnect with people and see that this Long Blue Line, it spans everything. We are everywhere across the world. But you have no idea what good stuff lies ahead if you just stay the course, and your life will be changed in fundamentally spectacular ways.   Col. Naviere Walkewicz  40:29 You couldn't end it better than that. I guess I want to just ask you this final question. Is there anything we didn't talk about today that you would like to make sure you make mention of?   Mark Michalek  40:34 No, but let me give one piece of advice for future cadets and cadets. And this — I think I read this in a book before I came but this is what helped me survive. Go to bed every night at 10 o'clock. You know, there's folks that try to do the all-nighters. I didn't. Every night, I went to bed at 10 o'clock and dealt with the consequences on the back end. And I think that ability to recharge and rest served me well.   Col. Naviere Walkewicz  41:00 Do you still go to bed at 10 o'clock now?   Mark Michalek  41:02 I try. Now it's more like 9 or 8:30 as I've gotten older, but I think you've got to recharge and sleep. And that's one of the things the Academy teaches you, is you are not going to get everything done. You're not going to muscle your way through this. You can try. You're going to end up tired. But this is a team sport. Life is a team sport. You've got to do the best you can and get up and do it again the next day. But you are not you're just not going to get it all done. So you got to take care of yourself.   Col. Naviere Walkewicz  41:30 Well, that really does kind of bring it home. Does that this time that you've been kind of experiencing in your life through the active-duty service, through the FBI, you know, you said it yourself, you kind of look back at, you know, maybe why your dad made some decisions. Do you feel like you've gotten to a point where you've had closure now?   Mark Michalek  41:49 Yes and no. I think I've gotten to a point where I've got all the answers I can but I'm at peace with what had happened. And I just, I try to, you know, leverage the time I have with my wife and girls to be present and to be a good role model and just to be able to support them and help them thrive.   Col. Naviere Walkewicz  42:12 Well, I think you've been an incredible role model. You've been an incredible friend through all these years. This conversation has been one that's been really rooted and just understanding who you are, where you're at, and then how to navigate from that place. And I think that's why you've been one of the reasons why you've been just so successful, and why you're able to lead so many people through so many different crises. So I thank you for being on Long Blue Leadership. This has been a true treat for me, but again, I know that all of our listeners and our viewers have enjoyed this as well.   Mark Michalek  42:39 Oh, thank you, Naviere, I really appreciate the opportunity.   Col. Naviere Walkewicz  42:43 As I think back on our conversation today, you know, there are several things that stand out. I think one thread that we really need to think about is taking care of ourselves and others, knowing where we're at, thinking about mental resilience and really post traumatic growth, being able to move forward and seek help when you need it. I think part of our conversation today as leaders is not everything is easy, and certainly you have a network that supports you, and so one of the ways that my classmate Mark has really highlighted to me is lean into your network, you know, utilize the resources that are there for you, and then you can not only help yourself, but you can help others as well. So it's been an incredible conversation, one that I look forward to listening to again and sharing with others as well.   KEYWORDS Public safety leadership, law enforcement leadership, military leadership, FBI leadership, crisis leadership, trauma-informed leadership, mental resilience, post-traumatic growth, whole-person leadership, high-consequence environments, leading under pressure, servant leadership, organizational culture change, resilience culture, mental fitness for first responders, leader self-care, work-life balance for leaders, empowering frontline teams, interagency collaboration, leadership in crisis response.     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

Prepare to be inspired as Joe interviews Civil Air Patrol Major General Regina Aye, CAP National Commander.  She brings a host of academic and international flair to the United States Air Force's official civilian Auxiliary.  Emphasis is placed on the Cadet Program with developing leaders as well as skills for Emergency Services and Aerospace Education.Our library of shows can be found at www.veteranscornerradio.comJoin us on Facebook at the page Veterans Corner RadioYou can contact our host Joe Muhlberger at joseph.muhlberger@gmail.com

The statistics are sobering: 75% of business owners report being unhappy within one year of exiting their business. For owners who have spent decades finding purpose, identity, and meaning in their work — serving employees, customers, and their communities — the transition out can feel like a loss that no financial plan anticipated. This episode is part of the ExitReadiness® NEXT ACT Series, a dedicated series on planning for life after the business. David Young, Founder and Managing Member of David K. Young Consulting, LLC, brings more than five decades of business leadership and over 40 years in employee benefits and retirement planning to this deeply personal conversation. A Certified Employee Benefit Specialist (CEBS) through the Wharton School and IFEBP, and a Texas-based nationally recognized retirement plan consultant, David also brings a rich life outside of work — including Civil Air Patrol leadership and humanitarian aviation serving veterans and underserved communities near the Texas-Mexico border.He is precisely the kind of guest who can speak authentically to what a purposeful next act looks like, and how to begin building it before you exit. Pat and Joe Markovitch explore with David what owners need to think about — and do — now, so that the business exit they've worked toward becomes the launching pad for a fulfilling chapter, not a loss they weren't prepared for.Guest: David Young, MPA, CEBS — Founder & Managing Member, David K. Young Consulting, LLC Connect with David: dkyoung.comConversations that move you closer to a regret-proof exit.   Conversations that move you closer to a regret-proof exit. Subscribe To The Channel By Clicking HERE!Learn more about Pat and Walter: https://ennislp.com/about CONNECT ON SOCIAL MEDIA:YouTube: https://www.youtube.com/channel/UCOwUmJP3Fm4rYbRAQhYQkpg ExitReadiness Blog: https://ennislp.com/read-our-blogFacebook: https://www.facebook.com/exitreadinessWebsite: Ennislp.com#PatEnnis #WalterDeyhle #ExitReadinessDISCLAIMER: The information in this presentation is provided as education only. Neither the presenter nor ENNIS Legacy Partners is engaged to render legal, accounting, or other professional services. Consult a qualified professional for advice specific to your situation. ENNIS Legacy Partners assumes no legal liability for any loss related to information contained in this presentation.

Ryszard Zadow, known also as Richard to many, was interested in flying from birth. Fanned by aviation stories retold by his parents and watching crop dusters deftly maneuver above the orange groves, in his childhood home state of Texas, Ryszard continues to pursue his lifetime passion for flight.Ryszards mother and father supported his interest in aviation. He remembers one notable adventure in which his father brought him to a Confederate Air Force air show when the CAF was still based in Harlington, TX.When Ryszard was 15, a local celebrity named Al Cisneros, hometown hero and school alumni was visiting the students and signing autographs at St Joes (Go Bloodhounds). Encouraged by his mother to go speak with the decorated Vietnam War veteran and Blue Angel pilot. Al signed Ryszards program.Ryszard moved up through the cadet ranks in the Civil Air Patrol and persevered toward earning his pilot license by any means possible. He built time at Weiser Air Park and solo'd at the David Wing Hooks Airport in Houston in his late teens. He earned his private pilot license while attending University at Texas A&M where he helped found the A&M Skydivers club and personally flew jumpers. Ryszard joined the Army National Guard and earned a commission in January 1983 with the Navy. Among his many accomplished roles for the military, Ryszard flew as a Radar Intercept officer on F-14 Tomcats and eventually completed his career as an A-4 Adversary instructor.He left the Navy after Desert Storm in the early 1990's and accepted a position as a pilot for TWA and later Southwest Airlines. To his great delight, Ryszard one day found himself on the flight deck of a Southwest 737 flying with his childhood hero Al Cisneros! Ryszard remains close with Al to this day and describes him as an Uncle. Ryszards Canard experience goes back almost as long as his career. In 1983 Ryszard purchased the MILLETT VARI-EZE N930L. Many years later, he had the opportunity to purchase the Cozy Jet N722 "Kerosene Dreams" built by Greg Von Richter and flew it on a return to Oshkosh. These days he's slumming around in a Berkut N9041H named the Mississippi Queen.Ryszard's commitment to the Rutan canard community runs deep. In 2014 Ryszard established the 501c3 organization known as the Rutan Aircraft Flying Experience (pronounced "raa-fee" for short). In his own words, Ryszard: "founded RAFE to spread the word about the mission and tell the story of the dedication, the commitment and the spirit poured into the aircraft designed by Burt Rutan and built by the Owners."With primary bases of operation in Ellington, TX and Covington, TN, Ryzard recently retired from Southwest Airlines and now dedicates himself to the development of RAFE full time. He lives on a house-boat in Key-mah, TX, mostly because he wasn't able to find a suitable aircraft to live in, yet.Visit RAFE on the web!  https://www.rutanaircraftflyingexperience.org/ 

Uncover the hidden WWII history of 600 ships sunk off the U.S. coast. In this episode, Sara Vladic discusses The Dangerous Shore and civilians who fought back.Episode Resources:"The Dangerous Shore" by Sara VladicThe USS Indianapolis Legacy OrganizationCBS News: Discovery and History of the USS Eagle 56Smithsonian Magazine: The Citizen Sailors of the Picket PatrolThe Mob Museum: Operation Underworld and Lucky LucianoMost Americans believe the two massive oceans flanking the United States kept the home front completely safe during World War II, but the terrifying reality is far from the truth. In this episode of Books and Looks, host Blaine DeSantis sits down with author Sara Vladic to uncover the shocking, hidden history of coastal attacks and civilian heroes detailed in her spectacular new book, The Dangerous Shore. By tuning in, you'll discover the astonishing true stories of the everyday citizens who stepped up to defend a vulnerable nation when the military simply didn't have the resources to do it themselves. We dive deep into the classified secrets of the American home front, exploring how over 600 ships were quietly sunk by German U-boats in U.S. coastal waters while the government maintained a strict media blackout. Sara reveals the fascinating, unlikely coalition of defenders who actively fought Axis powers on our shores, ranging from female pilots in the newly formed Civil Air Patrol to a teenager who inadvertently tracked down Nazi saboteurs in a Maine blizzard. The most compelling revelation centers on how Meyer Lansky and the mafia secretly collaborated with Naval Intelligence to protect New York's ports - but you'll have to listen to find out why unchecked pride and bureaucratic rivalries within the intelligence community ultimately cost thousands of civilian lives. If you love uncovering the untold secrets of World War II history, be sure to subscribe to Books and Looks and leave us a review! Check out the show notes for a link to grab your own copy of Sara Vladic's eye-opening book, The Dangerous Shore.

pWotD Episode 3230: Kristi Noem Welcome to popular Wiki of the Day, spotlighting Wikipedia's most visited pages, giving you a peek into what the world is curious about today.With 702,642 views on Friday, 6 March 2026 our article of the day is Kristi Noem.Kristi Lynn Arnold Noem ( NOHM; née Arnold; born November 30, 1971) is an American politician who has served as the 8th United States secretary of homeland security since January 2025. A member of the Republican Party, she served as the 33rd governor of South Dakota from 2019 to 2025 and represented South Dakota's at-large congressional district in the U. S. House of Representatives from 2011 to 2019.Born in Watertown, South Dakota, Noem began her political career in the South Dakota House of Representatives, serving from 2007 to 2011. Noem was elected as the first female governor of South Dakota in 2018 with the endorsement of President Donald Trump. She gained national attention during the COVID-19 pandemic for opposing statewide mask mandates in favor of voluntary measures. Noem has conservative positions on most domestic issues, particularly gun rights, abortion, and immigration. During her tenure as Secretary of Homeland Security, her immigration policies generated significant controversy.Noem is a farmer, rancher, and member of the Civil Air Patrol. She has published two autobiographies, Not My First Rodeo: Lessons from the Heartland (2022) and No Going Back (2024), the latter of which sparked controversy for its account of her killing a young family dog and false claims about meeting with foreign leaders. Donald Trump nominated her as his secretary of homeland security. She was confirmed by a Senate vote of 59–34, and was officially sworn in on January 25, 2025.Following the killings of Renée Good and Alex Pretti in January 2026, Noem faced questions of judgment from some lawmakers, including calls for her resignation and possible impeachment. After reports of her relationship with the political operative Corey Lewandowski and her use of government funding on television advertisements and private luxury jets emerged, criticism mounted from Congress and Trump. In March, Noem appeared before the Senate Committee on the Judiciary. Noem's testimony before the committee intensified Trump's dissatisfaction with her. That month, Trump fired Noem and announced that Oklahoma senator Markwayne Mullin would succeed her, nominating him to the position. Noem is set to leave her position on March 31.This recording reflects the Wikipedia text as of 02:18 UTC on Saturday, 7 March 2026.For the full current version of the article, see Kristi Noem on Wikipedia.This podcast uses content from Wikipedia under the Creative Commons Attribution-ShareAlike License.Visit our archives at wikioftheday.com and subscribe to stay updated on new episodes.Follow us on Mastodon at @wikioftheday@masto.ai.Also check out Curmudgeon's Corner, a current events podcast.Until next time, I'm standard Russell.

Welcome back to another unforgettable episode of the Wise_N_Nerdy podcast, where hosts Charles and Joe once again blend fandom fun with real-life fatherhood wisdom. This week's adventure kicks off with the classic Question of the Week: If you could be a cartoon character for a week, who would you be? Joe dives headfirst into the world of anime by choosing Edward Elric from Fullmetal Alchemist, embracing alchemy, sacrifice, and epic character growth. Meanwhile, Charles goes full power fantasy by picking Sung Jin-woo from Solo Leveling, imagining a week of leveling up, shadow armies, and unstoppable strength. With the ceremonial roll of the dice setting the tone, the show jumps straight into “What Are You Nerding Out About?” Joe shares his recent reading marathon, revealing that since Christmas he powered through books 3–7 of the Dungeon Crawler Carl series by Matt Dinniman. He describes the experience as an intense and wildly entertaining ride, while strongly reminding listeners that this series is definitely not kid-friendly. Charles balances things out with some tasty real-world wins, nerding out over all-you-can-eat sushi and his surprise movie night watching Mercy starring Chris Pratt through AMC's Screen Unseen program. Next, the dice unleash everyone's favorite groan-worthy segment: Bad Dad Jokes. With jokes supplied by Devocite and one delivered by Joe about a woman who completes 40 weeks of bodybuilding, laughter and eye-rolls abound in classic Wise_N_Nerdy fashion. The fun then turns practical with the “How Do I…?” segment, where Charles and Joe open up about their personal experiences planning for retirement. From long-term thinking to balancing family needs and future goals, the conversation offers relatable insight for parents navigating adult responsibilities while still geeking out. Storytime arrives with “Daddy, Tell Me A Story,” and Charles delivers a gripping tale from his teenage years in the Civil Air Patrol, involving a surplus base and some questionable “souvenir collecting.” It's part nostalgia, part cautionary tale, and completely entertaining. Finally, the episode wraps up with a thoughtful Parliament of Papas discussion: At what age is it appropriate to let kids have social media accounts? Charles and Joe break down the pros, cons, safety concerns, and real-world parenting challenges that come with raising kids in a digital age. It's the perfect blend of humor, heart, and honest conversation that reminds listeners why they tune in every week to Find your FAMdom with this dynamic duo. Wise_N_Nerdy: Where Fatherhood Meets Fandom Learn more about your ad choices. Visit megaphone.fm/adchoices

Purpose, trust and laughter matter.  SUMMARY Dr. Heather Wilson '82, former secretary of the U.S. Air Force, and Gen. Dave Goldfein '83, former chief of staff of the Air Force, highlight the human side of leadership — honoring family, listening actively and using humility and humor to build strong teams. Their book, Get Back Up: Lessons in Servant Leadership, challenges leaders to serve first and lead with character.   SHARE THIS PODCAST LINKEDIN  |  FACEBOOK    TOP 10 LEADERSHIP TAKEAWAYS FROM THIS EPISODE Leadership Is a Gift and a Burden – Leaders are entrusted with the well-being and development of others, but that privilege entails tough, sometimes lonely, responsibilities. Servant Leadership – True leadership is about enabling and supporting those you lead, not seeking personal advancement or recognition. Influence and Teamwork – Lasting change comes from pairing authority with influence and working collaboratively; no leader succeeds alone. Embrace Failure and Own Mistakes – Effective leaders accept institutional and personal failures and use them as learning and teaching moments. Family Matters – Great leaders recognize the significance of family (their own and their team's) and demonstrate respect and flexibility for personal commitments. Be Data-Driven and Strategic – Borrow frameworks that suit the mission, be clear about goals, and regularly follow up to ensure progress. Listening Is Active – Truly listening, then responding openly and honestly—even when you can't “fix” everything—builds trust and respect. Humility and Curiosity – Never stop learning or questioning; continual self-improvement is a hallmark of strong leaders. Celebrate and Share Credit – Spread praise to those working behind the scenes; leadership is not about personal glory, but lifting others. Resilience and Leading by Example – “Getting back up” after setbacks inspires teams; how a leader recovers can motivate others to do the same.   CHAPTERS 0:00:00 - Introduction and Welcome 0:00:21 - Guest Backgrounds and Family Legacies 0:02:57 - Inspiration for Writing the Book 0:05:00 - Defining Servant Leadership 0:07:46 - Role Models and Personal Examples   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS Host: Lt. Col. (Ret.) Naviere Walkewicz '99 Guests: Dr. Heather Wilson '82, former Secretary of the U.S. Air Force, and former Air Force Chief of Staff Gen. (Ret.) Dave Goldfein '83  Naviere Walkewicz 0:09 Welcome to Focus on Leadership, our accelerated leadership series. I'm your host, Naviere Walkewicz, Class of '99. I'm honored to welcome two exceptional leaders whose careers and friendship have helped shape the modern Air Force, while inspiring thousands to serve with purpose and courage. Our guests today are Dr. Heather Wilson, USAFA Class of '82, the 24th secretary of the Air Force, now president at the University of Texas El Paso. And Gen. Dave Goldfein, Class of '83, the 21st chief of staff of the Air Force. Both are United States Air Force Academy distinguished graduates. Together, they've written Get Back Up: Lessons in Servant Leadership, a powerful reflection on resilience, humility and the courage to lead to adversity. And our conversation today will dive deeply into the lessons they learned at the highest levels of command and in public service, and what it means to serve others first. Thank you for being here. Gen. Dave Goldfein 1:08 Thank you for having us. Naviere Walkewicz 1:09 Absolutely. This is truly an honor. And I mentioned that I read this incredible book, and I'm so excited for us to jump into it, but before we do, I think it's really important for people to know you more than the secretary and the chief. I mean chief, so Gen. Goldfein, you came from an Air Force family. Your dad was a colonel, and ma'am, your grandpa was a civil aviator, but you really didn't have any other military ties. Dr. Heather Wilson 1:29 Well, my grandfather was one of the first pilots in the RAF in World War I, then came to America, and in World War II, flew for his new country in the Civil Air Patrol. My dad enlisted by that a high school and was a crew chief between the end of the Second World War and the start of Korea, and then he went back home and became a commercial aviator and a mechanic. Naviere Walkewicz 1:52 I love that. So your lines run deep. So maybe you can share more and let our listeners get to know you more personally. What would you like to share in this introduction of Gen. Goldfein and Dr. Wilson? Gen. Dave Goldfein 2:02 Well, I'll just tell you that if you know much about Air Force culture you know we all get call signs, right. Nicknames, right? I got a new one the day I retired, and you get to use it. It's JD, which stands for “Just Dave.” Naviere Walkewicz 2:17 Just Dave! Yes, sir. JD. I will do my best for that to roll off my tongue. Yes, sir. Gen. Dave Goldfein 2:25 And I will just say congratulations to you for your two sons who are currently at the Academy. How cool is that? Naviere Walkewicz 2:31 Thank you. We come from a Long Blue Line family. My dad was a grad, my uncle, my brother and sister, my two boys. So if I get my third son, he'll be class of 2037, so, we'll see. We've got some time. Gen. Dave Goldfein 2:41 We have grandchildren. Matter of fact, our book is dedicated to grandchildren and they don't know it yet, but at least on my side, they're Class of 2040 and 2043 at the Air Force Academy. Naviere Walkewicz 2:52 OK, so my youngest will be cadre for them. Excellent. Excellent. Dr. Heather Wilson 2:57 And my oldest granddaughter is 4, so I think we'll wait a little bit and see what she wants to do. Naviere Walkewicz 3:04 Yes, ma'am. All right. Well, let's jump in. You just mentioned that you wrote the book primarily for your film book. Is that correct? Gen. Dave Goldfein 3:09 Yes. Naviere Walkewicz 3:10 How did you decide to do this now together? Because you both have incredible stories. Dr. Heather Wilson 3:14 Well, two years ago, we were actually up in Montana with Barbara and Craig Barrett, who —  Barbara succeeded me as secretary of the Air Force. And our families, all six of us are quite close, and we were up there, and Dave was telling stories, and I said, “You know, you need to write some of these down.” And we talked about it a little bit, and he had tried to work with another co-author at one time and it just didn't work out really well. And I said, “Well, what if we do it together, and we focus it on young airmen, on lessons learned in leadership. And the other truth is, we were so tired of reading leadership books by Navy SEALs, you know, and so can we do something together? It turned out to be actually more work than I thought it would be for either of us, but it was also more fun.   Naviere Walkewicz 3:59 How long did it take you from start to finish? Dr. Heather Wilson 4:02 Two years. Naviere Walkewicz 4:03 Two years? Excellent. And are you — where it's landed? Are you just so proud? Is it what you envisioned when you started? Gen. Dave Goldfein 4:10 You know, I am, but I will also say that it's just come out, so the initial response has been fantastic, but I'm really eager to see what the longer term response looks like, right? Did it resonate with our intended tenant audience? Right? Did the young captains that we had a chance to spend time with at SOS at Maxwell last week, right? They lined up forever to get a copy. But the real question is, did the stories resonate? Right? Do they actually give them some tools that they can use in their tool bag? Same thing with the cadets that we were privileged to spend time with the day. You know, they energized us. I mean, because we're looking at the we're looking at the future of the leadership of this country. And if, if these lessons in servant leadership can fill their tool bag a little bit, then we'll have hit the mark. Naviere Walkewicz 5:07 Yes, sir, yes. Ma'am. Well, let's jump right in then. And you talked about servant leadership. How would you describe it? Each of you, in your own words, Dr. Heather Wilson 5:15 To me, one of the things, important things about servant leadership is it's from the bottom. As a leader, your job is to enable the people who are doing the work. So in some ways, you know, people think that the pyramid goes like this, that it's the pyramid with the point at the top, and in servant leadership, it really is the other way around. And as a leader, one of the most important questions I ask my direct reports — I have for years — is: What do you need from me that you're not getting? And I can't print money in the basement, but what do you need from me that you're not getting? How, as a leader, can I better enable you to accomplish your piece of the mission. And I think a good servant leader is constantly thinking about, how do I — what can I do to make it easier for the people who are doing the job to get the mission done? Gen. Dave Goldfein 6:08 And I'd offer that the journey to becoming an inspirational servant leader is the journey of a lifetime. I'm not sure that any of us actually ever arrive. I'm not the leader that I want to be, but I'm working on it. And I think if we ever get to a point where we feel like we got it all figured out right, that we know exactly what this whole leadership gig is, that may be a good time to think about retiring, because what that translates to is perhaps at that point, we're not listening, we're not learning, we're not growing, we're not curious — all the things that are so important. The first chapter in the book is titled, Am I worthy? And it's a mirror-check question that we both came to both individually and together as secretary and chief. It's a mere check that you look at and say, “All right, on this lifelong journey to become an inspirational servant leader, am I worthy of the trust and confidence of the parents who have shared their sons and daughters with the United States Air Force and expecting us to lead with character and courage and confidence? Am I worthy of the gift that followers give to leaders? Am I earning that gift and re-earning it every single day by how I act, how I treat others?” You know, that's the essence of servant leadership that we try to bring forward in the book. Naviere Walkewicz 7:38 Right? Can you recall when you first saw someone exhibiting servant leadership in your life? Dr. Heather Wilson 7:46 Good question. It's a question of role models. Maj. William S. Reeder was my first air officer commanding here. And while I think I can probably think of some leaders in my community, you know, people who were school principals or those kind of things, I think Maj. Reeder terrified me because they didn't want to disappoint him. And he had — he was an Army officer who had been shot down as a prisoner of war in Vietnam. He still had some lingering issues. Now, I think he had broken his leg or his back or something, and so you could tell that he still carried with him the impact of that, but he had very high expectations of us and we didn't want to disappoint him. And I think he was a pretty good role model. Gen. Dave Goldfein 8:47 You know, one of the things we say at the very end of the book is that we both married up. We both married incredible leaders, servant leaders in their own right. So in my case, I married my high school sweetheart, and we've now been together almost 43 years, coming up on 43. And when you talk about servant leadership, you know, very often we don't give military spouses enough credit for the enormous courage that they have when they deal with the separations, the long hours, very often not talked about enough, the loneliness that comes with being married to someone who's in the military. And so I just give a shout out to every military spouse that's out there and family to thank them for that very special kind of courage that equates to servant leadership on their part. Naviere Walkewicz 9:47 Excellent. Those are both really great examples, and I think, as our listeners are engaging with this, they're going to start to think about those people in their lives as well, through your descriptions. Early in the book, you make this statement: “Leadership is a gift and a burden.” Might you both expand on that?   Dr. Heather Wilson 10:03 So it's a gift in that it's a gift that's given to you by those whom you are privileged to lead, and it's not just an institution that, you know, it's not just the regents of the University of Texas who have said, “Yes, you're going to be the president of the University of Texas at El Paso.” It is those who follow me who have given me gift of their loyalty and their service and their time. It's a burden, because some days are hard days, and you have to make hard calls based on values to advance the mission and, as chief and service secretary, there are no easy decisions that come walking into that part of the Pentagon. The easy decisions are all made before it gets to the service secretary and chief and so. So there is that responsibility of trying to do well difficult things. And I think sometimes those are lonely decisions. Gen. Dave Goldfein 11:09 And I think as a leader of any organization, part of what can be the burden is if you care deeply about the institution, then you carry the burden of any failures of that institution, both individuals who fall short, or the institution itself. And we face some of those, and we talk about that in the book. One of our chapters is on Sutherland Springs and owning failure. There was no dodge in that. And there was, quite frankly, there was an opportunity for us to actually showcase and teach others how to take ownership when the institution falls short and fails, right? And you know, one of the interesting elements of the relationship between a secretary and a chief is that if you go back and look at the law and read the job description of the chief of staff of the Air Force, it basically says, “Run the air staff and do what the secretary tells you.” I'm not making that up. Because most of the decision authority of the institution resides in the civilian control, the military civilian secretary. So almost all authority and decision authority resides with the secretary. What the chief position brings is 30 years in the institution that very often can bring credibility and influence. And what we determined early in our tenure was that if we were going to move the ball, if we were going to actually move the service in a positive direction, neither of us could do it alone. We had to do it together. We had to use this combination of authority and influence to be able to move the institution forward. And so that was a — and we talked a lot about that, you know, in the book, and it sort of runs throughout our stories. You know, that that trust matters. Naviere Walkewicz 12:59 Absolutely. We're going to visit that towards the end of our conversation, because there's a particular time before you both — before you became the chief and before you became the service secretary, when you met up together. And I want to visit that a little bit. But before we do, Gen. Goldfein — JD — you shared a story in the book, and obviously we want everyone to read it, so I'm not going to go tell the whole story, but you know where you took off one more time than you landed, and you had to, you know, you were hit, you had to evade and then you had to be rescued. There was a particular statement you made to identify yourself. And many of our Long Blue Line members will know this: fast, neat, average, friendly, good, good. In that moment of watching the sun start to rise while you're waiting to be retrieved, how did that come to your mind? Of all the things you could be thinking of to identify yourself? Gen. Dave Goldfein 13:53 Well, you know, it's interesting. So, you know, for those who've never, you know, had gone through a high-speed ejection, people asked me, what was like? I said, “Well, I used to be 6-foot-3. This is all that's left, right?” And you know, my job once I was on the ground was, quite frankly, not to goof it up. To let the rescue team do what the rescue team needed to do, and to play my part, which was to put them at the least amount of risk and be able to get out before the sun came up. And at the very end of the rescue when the helicopters — where I was actually vectoring them towards my location. And I had a compass in my hand, and I had my eyes closed, and I was just listening to the chopper noise and then vectoring them based on noise. And then eventually we got them to come and land, you know, right in front of me. Well, they always teach you, and they taught me here at the Academy during SERE training, which I think has been retitled, but it was SERE when we went through it, survival training. Now, I believe they teach you, “Hey, listen, you need to be nonthreatening, because the rescue team needs to know that you're not — this is not an ambush, that you are actually who you say you are. Don't hold up a weapon, be submissive and authenticate yourself. Well, to authenticate myself required me to actually try my flashlight. And I could see the enemy just over the horizon. And as soon as the helicopter landed, the enemy knew exactly where we were, and they came and running, and they came shooting, and they were raking the tree line with bullets. And so, you know, what I needed to do was to figure out a way to do an authentication. And I just, what came to mind was that training all those years ago, right here at the Academy, and I just said, “I could use a fast, neat, average rescue,” and friendly, good, good was on the way. Naviere Walkewicz 15:53 Wow, I just got chill bumps. Dr. Wilson, have you ever had to use that same kind of term, or, you know, reaching out to a grad in your time frequently? Dr. Heather Wilson 16:04 Yes, ma'am. And, you know, even in the last week, funny — I had an issue that I had to, I won't go into the details, but where there was an issue that might affect the reputation, not only of the university, but of one of our major industry partners, and it wasn't caused by either of us, but there was kind of a, kind of a middle person that was known to us that may not have been entirely acting with integrity. And I just looked up the company. The CEO is an Academy grad. So I picked up the phone and I called the office and we had a conversation. And I said, “Hey, I'd like to have a conversation with you, grad to grad.” And I said, “There are some issues here that I don't need to go into the details, but where I think you and I need to be a little careful about our reputations and what matters is my relationship as the university with you and your company and what your company needs in terms of talent. But wanted to let you know something that happened and what we're doing about it, but I wanted to make sure that you and I are clear.” And it was foundation of values that we act with integrity and we don't tolerate people who won't. Naviere Walkewicz 17:30 Yes, ma'am, I love that. The Long Blue Line runs deep that way, and that's a great example. JD, you spoke about, in the book, after the rescue — by the way, the picture in there of that entire crew was amazing. I love that picture. But you talked about getting back up in the air as soon as possible, without any pomp and circumstance. “Just get me back in the air and into the action.” I'd like to visit two things. One, you debriefed with the — on the check ride, the debrief on the check ride and why that was important. And then also you spoke about the dilemma of being dad and squad comm. Can you talk about that as well? Gen. Dave Goldfein 18:06 Yeah, the check ride. So when I was in Desert Storm, an incredible squadron commander named Billy Diehl, and one of the things that he told us after he led all the missions in the first 30 days or so, he said, “Look, there will be a lot of medals, you know, from this war.” He goes, “But I'm going to do something for you that happened for me in Vietnam. I'm going to fly on your wing, and I'm going to give you a check ride, and you're going to have a documented check ride of a combat mission that you led in your flying record. I'm doing that for you.” OK, so fast forward 10 years, now I'm the squadron commander, and I basically followed his lead. Said, “Hey, I want…” So that night, when I was shot down, I was actually flying on the wing of one of my captains, “Jammer” Kavlick, giving him a check ride. And so, of course, the rescue turns out — I'm sitting here, so it turned out great. And so I called Jammer into a room, and I said, “Hey, man, we never did the check ride.” I said, “You know, you flew a formation right over the top of a surface enemy missile that took out your wingman. That's not a great start.” And he just sort of… “Yes, sir, I know.” I said, “And then you led an all-night rescue that returned him to his family. That's pretty good recovery.” And so it's been a joke between us ever since. But in his personal — his flying record, he has a form that says, “I'm exceptionally, exceptionally qualified.” So I got back and I thought about this when I was on the ground collecting rocks for my daughters, you know, as souvenirs from Serbia. I got back, and I looked at my wing commander, and I said, “Hey, sir, I know you probably had a chance to think about this, but I'm not your young captain that just got shot down. I'm the squadron commander, and I've got to get my squadron back on the horse, and the only way to do that is for me to get back in the air. So if it's OK with you, I'm gonna go home. I'm gonna get crew rest and I'm going to fly tonight.” And he looked at me, and he looked at my wife, Dawn, who was there, and he goes, “If it's OK with her, it's OK with me.” Great. Dawn, just a champion, she said, “I understand it. That's what you got to do.” Because we were flying combat missions with our families at home, which is, was not in the squadron commander handbook, right? Pretty unique. What I found, though, was that my oldest daughter was struggling a little bit with it, and so now you've got this, you know, OK, I owe it to my squad to get right back up in the air and lead that night. And I owe it to my daughter to make sure that she's OK. And so I chose to take one night, make sure that she and my youngest daughter, Diana, were both, you know, in a good place, that they knew that everything's going to be OK. And then I got back up the next night. And in some ways, I didn't talk about it with anybody in the media for a year, because my dad was a Vietnam vet, I'd met so many of his friends, and I'd met so many folks who had actually gotten shot down one and two and three times over Vietnam, in Laos, right? You know what they did after they got rescued? They got back up. They just went back up in the air, right? No fanfare, no book tours, no, you know, nothing, right? It was just get back to work. So for me, it was a way of very quietly honoring the Vietnam generation, to basically do what they did and get back in the air quietly. And so that was what it was all about. Naviere Walkewicz 21:25 Dr. Wilson, how about for you? Because I know — I remember reading in the book you had a — there was something you said where, if your children called, no matter what they could always get through. So how have you balanced family? Dr. Heather Wilson 21:36 Work and life. And so, when I was elected to the Congress, my son was 4 years old. My daughter was 18 months. First of all, I married well, just like Dave. But I also think my obligations to my family don't end at the front porch, and I want to make a better world for them. But I also knew that I was a better member of Congress because I had a family, and that in some ways, each gave richness and dimension to the other. We figured out how to make it work as a family. I mean, both my children have been to a White House Christmas ball and the State of the Union, but we always had a rule that you can call no matter what. And I remember there were some times that it confounded people and, like, there was one time when President Bush — W. Bush, 43 — was coming to New Mexico for the first time, and he was going to do some events in Albuquerque. And they called and they said, “Well, if the congresswoman wants to fly in with him from Texas, you know, she can get off the airplane in her district with the president. And the answer was, “That's the first day of school, and I always take my kids to school the first day, so I'll just meet him here.” And the staff was stunned by that, like, she turns down a ride on Air Force One to arrive in her district with the president of the United States to take her kids to school. Yes, George Bush understood it completely. And likewise, when the vice president came, and it was, you know, that the one thing leading up to another tough election — I never had an easy election — and the one thing I said to my staff all the way through October, leading — “There's one night I need off, and that's Halloween, because we're going trick or treating.” And wouldn't you know the vice president is flying into New Mexico on Halloween for some event in New Mexico, and we told them, “I will meet them at the stairs when they arrive in Albuquerque. I'll have my family with them, but I won't be going to the event because we're going trick or treating.” And in my house, I have this great picture of the vice president of the United States and his wife and my kids in costume meeting. So most senior people understood that my family was important to me and everybody's family, you know — most people work to put food on the table, and if, as a leader, you recognize that and you give them grace when they need it, you will also have wonderful people who will work for you sometimes when the pay is better somewhere else because you respect that their families matter to them and making room for that love is important. Naviere Walkewicz 24:36 May I ask a follow on to that? Because I think that what you said was really important. You had a leader that understood. What about some of our listeners that maybe have leaders that don't value the same things or family in the way that is important. How do they navigate that? Dr. Heather Wilson 24:52 Sometimes you look towards the next assignment, or you find a place where your values are the same. And if we have leaders out there who are not being cognizant of the importance of family — I mean, we may recruit airmen but we retain families, and if we are not paying attention to that, then we will lose exceptional people. So that means that sometimes, you know, I give a lot of flexibility to people who are very high performers and work with me. And I also know that if I call them at 10 o'clock at night, they're going to answer the phone, and that's OK. I understand what it's like to — I remember, you know, I was in New Mexico, I was a member of Congress, somebody was calling about an issue in the budget, and my daughter, who was probably 4 at the time, had an ear infection, and it was just miserable. And so I'm trying to get soup into her, and this guy is calling me, and she's got — and it was one of the few times I said — and it was the chairman of a committee — I said, “Can I just call you back? I've got a kid with an ear infection…” And he had five kids. He said, “Oh, absolutely, you call me back.” So you just be honest with people about the importance of family. Why are we in the service? We're here to protect our families and everybody else's family. And that's OK.   Naviere Walkewicz 26:23 Yes, thank you for sharing that. Anything to add to that, JD? No? OK. Well, Dr. Wilson, I'd like to go into the book where you talk about your chapter on collecting tools, which is a wonderful chapter, and you talk about Malcolm Baldridge. I had to look him up — I'll be honest — to understand, as a businessman, his career and his legacy. But maybe share in particular why he has helped you. Or maybe you've leveraged his process in the way that you kind of think through and systematically approach things. Dr. Heather Wilson 26:49 Yeah, there was a movement in the, it would have been in the early '90s, on the Malcolm Baldrige Quality Awards. It came out of the Department of Commerce, but then it spread to many of the states and it was one of the better models I thought for how to run organizations strategically. And I learned about it when I was a small businessperson in Albuquerque, New Mexico. And I thought it was interesting. But the thing that I liked about it was it scaled. It was a little bit like broccoli, you know, it looks the same at the little flora as it does at the whole head, right? And so it kind of became a model for how I could use those tools about being data driven, strategically focused, process oriented that I could use in reforming a large and not very well functioning child welfare department when I became a cabinet secretary for children, youth and families, which was not on my how-to-run-my-career card. That was not in the plan, but again, it was a set of tools that I'd learned in one place that I brought with me and thought might work in another. Naviere Walkewicz 28:02 Excellent. And do you follow a similar approach, JD, in how you approach a big problem? Gen. Dave Goldfein 28:07 I think we're all lifelong students of different models and different frameworks that work. And there's not a one-size-fits-all for every organization. And the best leaders, I think, are able to tailor their approach based on what the mission — who the people are, what they're trying to accomplish. I had a chance to be a an aide de camp to a three-star, Mike Ryan, early in my career, and he went on to be chief of staff of the Air Force. And one of the frameworks that he taught me was he said, “If you really want to get anything done,” he said, “you've got to do three things.” He said, “First of all, you got to put a single person in charge.” He said, “Committees and groups solve very little. Someone's got to drive to work feeling like they've got the authority, the responsibility, the resources and everything they need to accomplish what it is that you want to accomplish. So get a single person in charge. Most important decision you will make as a leader, put the right person in charge. Second, that person owes you a plan in English. Not 15 PowerPoint slides, right, but something that clearly articulates in one to two pages, max, exactly what we're trying to accomplish. And the third is, you've got to have a way to follow up.” He said, “Because life gets in the way of any perfect plan. And what will happen is,” he goes, “I will tell you how many times,” he said, “that I would circle back with my team, you know, a couple months later and say, ‘How's it going?' And they would all look at each other and say, “Well, I thought you were in charge,” right? And then after that, once they figure out who was in charge, they said, “Well, we were working this plan, but we got, you know, we had to go left versus right, because we had this crisis, this alligator started circling the canoe, and therefore we had to, you know, take care of that,” right? He says, “As a leader, those are the three elements of any success. Put someone in charge. Build a plan that's understandable and readable, and always follow up. And I've used that as a framework, you know, throughout different organizations, even all the way as chief to find — to make sure that we had the right things. Dr. Heather Wilson 30:21 Even this morning, somebody came by who reminded us of a story that probably should have been in the book, where we had — it was a cyber vulnerability that was related to a particular piece of software widely deployed, and the CIO was having trouble getting the MAJCOMMS to kind of take it seriously. And they were saying, “Well, you know, we think maybe in 30, 60, 90 days, six months, we'll have it all done,” or whatever. So I said, “OK, let all the four-stars know. I want to be updated every 36 hours on how many of them, they still have, still have not updated.” I mean, this is a major cyber vulnerability that we knew was — could be exploited and wasn't some little thing. It was amazing; it got done faster. Naviere Walkewicz 31:11 No 90 days later. Oh, my goodness. Well, that was excellent and actually, I saw that in action in the story, in the book, after the attack on the Pentagon, and when you stood up and took charge, kind of the relief efforts, because many people were coming in that wanted to help, and they just needed someone to lead how that could happen. So you were putting into practice. Yes, sir. I'd like to get into where you talk about living your purpose, and that's a chapter in there. But you know, Gen. Goldfein, we have to get into this. You left the Academy as a cadet, and I think that's something that not many people are familiar with. You ride across the country on a bike with a guitar on your back for part of the time — and you sent it to Dawn after a little while — Mini-Bear in your shirt, to find your purpose. Was there a moment during the six months that you that hit you like lightning and you knew that this was your purpose, or was it a gradual meeting of those different Americans you kind of came across? Gen. Dave Goldfein 32:04 Definitely gradual. You know, it was something that just built up over time. I used to joke — we both knew Chairman John McCain and always had great respect for him. And I remember one time in his office, I said, “Chairman, I got to share with you that I lived in constant fear during every hearing that you were going to hold up a piece of paper on camera and say, ‘General, I got your transcript from the Air Force Academy. You got to be kidding me, right?' And he laughed, and he said, Trust me, if you looked at my transcript in Annapolis,” he goes, “I'm the last guy that would have ever asked that question.” But you know, the we made a mutual decision here, sometimes just things all come together. I'd written a paper on finding my purpose about the same time that there was a professor from Annapolis that was visiting and talking about a sabbatical program that Annapolis had started. And so they started talking about it, and then this paper made it and I got called in. They said, “Hey, we're thinking about starting this program, you know, called Stop Out, designed to stop people from getting out. We read your paper. What would you do if you could take a year off?” And I said, “Wow, you know, if I could do it, I'll tell you. I would start by going to Philmont Scout Ranch, you know, and be a backcountry Ranger,” because my passion was for the outdoors, and do that. “And then I would go join my musical hero, Harry Chapin.” Oh, by the way, he came to the United States Air Force Academy in the early '60s. Right? Left here, built a band and wrote the hit song Taxi. “So I would go join him as a roadie and just sort of see whether music and the outdoors, which my passions are, what, you know, what it's all about for me.” Well, we lost contact with the Chapin connection. So I ended up on this bicycle riding around the country. And so many families took me in, and so many towns that I rode into, you know, I found that if I just went to the library and said, “Hey, tell me a little bit about the history of this town,” the librarian would call, like, the last, you know, three or four of the seniors the town, they'd all rush over to tell me the story of, you know, this particular little town, right? And then someone would also say, “Hey, where are you staying tonight?” “I'm staying in my tent.” They said, “Oh, come stay with me.” So gradually, over time, I got to know America, and came to the conclusion when I had to make the decision to come back or not, that this country is really worth defending, that these people are hard-working, you know, that want to make the world better for their kids and their grandkids, and they deserve a United States Air Force, the best air force on the planet, to defend them. So, you know, when I came back my last two years, and I always love sharing this with cadets, because some of them are fighting it, some of them have embraced it. And all I tell them is, “Hey, I've done both. And all I can tell you is, the sooner you embrace it and find your purpose, this place is a lot more fun.” Naviere Walkewicz 35:13 Truth in that, yes, yes, well. And, Dr. Wilson, how did you know you were living your purpose? Dr. Heather Wilson 35:19 Well, I've had a lot of different chapters to my life. Yes, and we can intellectualize it on why we, you know, why I made a certain decision at a certain time, but there were doors that opened that I never even knew were there. But at each time and at each junction, there was a moment where somehow I just knew. And at South Dakota Mines is a good example. You know, I lost a race to the United States Senate. I actually had some interns — I benefited from a lousy job market, and I had fantastic interns, and we were helping them through the loss. You know, they're young. They were passionate. They, as Churchill said, “The blessing and the curse of representative government is one in the same. The people get what they choose.” And so I was helping them through that, and one of them said, “Well, Dr. Wilson, you're really great with students. You should be a college president somewhere. Texas Tech needs a president. You should apply there,” because that's where this kid was going to school. And I said, “Well, but I don't think they're looking for me.” But it did cause me to start thinking about it and I had come close. I had been asked about a college presidency once before, and I started looking at it and talking to headhunters and so forth. And initially, South Dakota Mines didn't seem like a great fit, because I'm a Bachelor of Science degree here, but my Ph.D. is in a nonscientific discipline, and it's all engineers and scientists. But as I went through the process, it just felt more and more right. And on the day of the final interviews, that evening, it was snowing in South Dakota, there was a concert in the old gym. I mean, this is an engineering school, and they had a faculty member there who had been there for 40 years, who taught choral music, and the students stood up, and they started singing their warm up, which starts out with just one voice, and eventually gets to a 16-part harmony and it's in Latin, and it's music is a gift from God, and they go through it once, and then this 40th anniversary concert, about 50 people from the audience stand up and start singing. It's like a flash mob, almost These were all alumni who came back. Forty years of alumni to be there for that concert for him. And they all went up on stage and sang together in this just stunning, beautiful concert by a bunch of engineers. And I thought, “There's something special going on here that's worth being part of,” and there are times when you just know. And the same with becoming cabinet secretary for children, youth and families — that was not in the plan and there's just a moment where I knew that was what I should do now. How I should use my gifts now? And you hope that you're right in making those decisions.   Naviere Walkewicz 38:43 Well, probably aligning with JD's point in the book of following your gut. Some of that's probably attached to you finding your purpose. Excellent. I'd like to visit the time Dr. Wilson, when you were helping President Bush with the State of the Union address, and in particular, you had grueling days, a lot of hours prepping, and when it was time for it to be delivered, you weren't there. You went home to your apartment in the dark. You were listening on the radio, and there was a moment when the Congress applauded and you felt proud, but something that you said really stuck with me. And he said, I really enjoy being the low-key staff member who gets stuff done. Can you talk more about that? Because I think sometimes we don't, you know, the unsung heroes are sometimes the ones that are really getting so many things done, but nobody knows. Dr. Heather Wilson 39:31 So, I'm something of an introvert and I've acquired extrovert characteristics in order to survive professionally. But when it comes to where I get my batteries recharged, I'm quite an introvert, and I really loved — and the same in international negotiations, being often the liaison, the back channel, and I did that in the conventional forces in Europe negotiations for the American ambassador. And in some ways, I think it might have been — in the case of the conventional forces in Europe negotiations, I was on the American delegation here. I was in Vienna. I ended up there because, for a bunch of weird reasons, then they asked me if I would go there for three months TDY. It's like, “Oh, three months TDY in Vienna, Austria. Sign me up.” But I became a very junior member on the delegation, but I was the office of the secretary of defense's representative, and walked into this palace where they were negotiating between what was then the 16 NATO nations and the seven Warsaw Pact countries. And the American ambassador turned to me, and he said during this several times, “I want you to sit behind me and to my right, and several times I'm going to turn and talk to you, and I just want you to lean in and answer.” I mean, he wasn't asking anything substantive, and I just, “Yes, sir.” But what he was doing was credentialing me in front of the other countries around that table. Now, I was very young, there were only two women in the room. The other one was from Iceland, and what he was doing was putting me in a position to be able to negotiate the back channel with several of our allies and with — this was six months or so now, maybe a year before the fall of the Berlin Wall. So things were changing in Eastern Europe, and so I really have always enjoyed just that quietly getting things done, building consensus, finding the common ground, figuring out a problem. Actually have several coffee mugs that just say GSD, and the other side does say, Get Stuff Done. And I like that, and I like people who do that. And I think those quiet — we probably don't say thank you enough to the quiet, hardworking people that just figure out how to get stuff done. Naviere Walkewicz 41:59 Well, I like how he credentialed you and actually brought that kind of credibility in that way as a leader. JD, how have you done that as a leader? Champion, some of those quiet, behind the scenes, unsung heroes. Gen. Dave Goldfein 42:11 I'm not sure where the quote comes from, but it's something to the effect of, “It's amazing what you can get done if you don't care who gets the credit.” There's so much truth to that. You know, in the in the sharing of success, right? As servant leaders, one of the things that I think both of us spend a lot of time on is to make sure that credit is shared with all the folks who, behind the scenes, you know, are doing the hard, hard work to make things happen, and very often, you know, we're the recipients of the thank yous, right? And the gratefulness of an organization or for somebody who's benefited from our work, but when you're at the very senior leaders, you know what you do is you lay out the vision, you create the environment to achieve that vision. But the hard, hard work is done by so many others around you. Today, in the audience when we were there at Polaris Hall, was Col. Dave Herndon. So Col. Dave Herndon, when he was Maj. Dave Herndon, was my aide de camp, and I can tell you that there are so many successes that his fingers are on that he got zero credit for, because he was quietly behind the scenes, making things happen, and that's just the nature of servant leadership, is making sure that when things go well, you share it, and when things go badly, you own it. Naviere Walkewicz 43:47 And you do share a really remarkable story in there about accountability. And so we won't spend so much time talking about that, but I do want to go to the point where you talk about listening, and you say, listening is not passive; it's active and transformative. As servant leaders, have you ever uncovered challenges that your team has experienced that you didn't have the ability to fix and you know, what action did you take in those instances? Dr. Heather Wilson 44:09 You mean this morning? All the time. And sometimes — and then people will give you grace, if you're honest about that. You don't make wild promises about what you can do, but then you sit and listen and work through and see all right, what is within the realm of the possible here. What can we get done? Or who can we bring to the table to help with a set of problems? But, there's no… You don't get a — when I was president of South Dakota Mines, one of the people who worked with me, actually gave me, from the toy store, a magic wand. But it doesn't work. But I keep it in my office, in case, you know… So there's no magic wands, but being out there listening to understand, not just listening to refute, right? And then seeing whether there are things that can be done, even if there's some things you just don't have the answers for, right? Gen. Dave Goldfein 45:11 The other thing I would offer is that as senior leadership and as a senior leadership team, you rarely actually completely solve anything. What you do is improve things and move the ball. You take the hand you're dealt, right, and you find creative solutions. You create the environment, lay out the vision and then make sure you follow up, move the ball, and if you get at the end of your tenure, it's time for you to move on, and you've got the ball moved 20, 30, yards down the field. That's actually not bad, because most of the things we were taking on together, right, were big, hard challenges that we needed to move the ball on, right? I If you said, “Hey, did you completely revitalize the squadrons across the United States Air Force?” I will tell you, absolutely not. Did we get the ball about 20, 30 yards down the field? And I hope so. I think we did. Did we take the overhaul that we did of officer development to be able to ensure that we were producing the senior leaders that the nation needs, not just the United States Air Force needs? I will tell you that we didn't solve it completely, but we moved the ball down the field, and we did it in a way that was able to stick. You know, very often you plant seeds as a leader, and you never know whether those seeds are going to, you know, these seeds are ideas, right? And you never know whether the seeds are going to hit fertile soil or rocks. And I would often tell, you know, young leaders too. I said, you know, in your last few months that you're privileged to be in the position of leadership, you've got two bottles on your hip. You're walking around with — one of them's got fertilizer and one of them's got Roundup. And your job in that final few months is to take a look at the seeds that you planted and truly determine whether they hit fertile soil and they've grown roots, and if they've grown roots, you pull out the fertilizer, and the fertilizer you're putting on it is to make it part of the institution not associated with you, right? You want somebody some years from now say, “Hey, how do we ever do that whole squadron thing?” The right answer is, “I have no idea, but look at how much better we are.” That's the right answer, right? That's the fertilizer you put on it. But it's just equally important to take a look at the ideas that, just for whatever reason, sometimes beyond your control — they just didn't stick right. Get out the Roundup. Because what you don't want to do is to pass on to your successor something that didn't work for you, because it probably ain't going to work for her. Dr. Heather Wilson 47:46 That's right, which is one of the rules of leadership is take the garbage out with you when you go. Naviere Walkewicz 47:51 I like that. I like that a lot. Well, we are — just a little bit of time left. I want to end this kind of together on a story that you shared in the book about laughter being one of the tools you share. And after we share this together, I would like to ask you, I know we talked about mirror checks, but what are some things that you guys are doing every day to be better as well, to continue learning. But to get to the laughter piece, you mentioned that laughter is an underappreciated tool and for leaders, something that you both share. I want to talk about the time when you got together for dinner before you began working as chief and service secretary, and I think you may have sung an AF pro song. We're not going to ask you to sing that today, unless you'd like to JD? But let's talk about laughter.   Gen. Dave Goldfein 48:31 The dean would throw me out. Naviere Walkewicz 48:33 OK, OK, we won't have you sing that today. But how have you found laughter — when you talk about — when the questions and the problems come up to you?   Dr. Heather Wilson 48:40 So I'm going to start this because I think Dave Goldfein has mastered this leadership skill of how to use humor, and self-deprecating humor, better than almost any leader I've ever met. And it's disarming, which is a great technique, because he's actually wicked smart. But it's also people walk in the room knowing if you're going to a town hall meeting or you're going to be around the table, at least sometime in that meeting, we're going to laugh. And it creates a warmth and people drop their guard a little bit. You get to the business a little bit earlier. You get beyond the standard PowerPoint slides, and people just get down to work. And it just — people relax. And I think Dave is very, very good at it. Now, my husband would tell you that I was raised in the home for the humor impaired, and I have been in therapy with him for almost 35 years.   Naviere Walkewicz 49:37 So have you improved? Dr. Heather Wilson 49:39 He thinks I've made some progress.   Naviere Walkewicz 49:41 You've moved the ball.   Dr. Heather Wilson 49:44 Yes. Made some progress. I still don't — I used to start out with saying the punch line and then explain why it was funny. Naviere Walkewicz 49:52 I'm in your camp a little bit. I try. My husband says, “Leave the humor to me.” Dr. Heather Wilson 49:54 Yeah, exactly. You understand. Gen. Dave Goldfein 49:58 I used to joke that I am a member of the Class of 1981['82 and '83]. I am the John Belushi of the United States Air Force Academy, a patron saint of late bloomers. But you know, honestly, Heather doesn't give herself enough credit for building an environment where, you know, folks can actually do their very best work. That's one of the things that we do, right? Because we have — the tools that we have available to be able to get things done very often, are the people that are we're privileged to lead and making sure that they are part of an organization where they feel valued, where we're squinting with our ears. We're actually listening to them. Where they're making a contribution, right? Where they believe that what they're being able to do as part of the institution or the organization is so much more than they could ever do on their own. That's what leadership is all about. Dr. Heather Wilson 51:05 You know, we try to — I think both of us see the humor in everyday life, and when people know that I have a desk plate that I got in South Dakota, and it doesn't say “President.” It doesn't say “Dr. Wilson.” It says, “You're kidding me, right?” Because once a week, more frequently as secretary and chief, but certainly frequently as a college president, somebody is going to walk in and say, “Chief, there's something you need to know.” And if they know they're going to get blasted out of the water or yelled at, people are going to be less likely to come in and tell you, right, what you need to know. But if you're at least willing to laugh at the absurdity of the — somebody thought that was a good idea, you know. My gosh, let's call the lawyers or whatever. But you know, you've just got to laugh, and if you laugh, people will know that you just put things in perspective and then deal with the problem. Naviere Walkewicz  52:06 Well, it connects us as humans. Yeah. Well, during my conversation today with Dr. Heather Wilson and Gen. Dave Goldfein — JD — two lessons really stood out to me. Leadership is not about avoiding the fall, but about how high you bounce back and how your recovery can inspire those you lead. It's also about service, showing up, doing the hard work and putting others before yourself with humility, integrity and working together. Dr. Wilson, Gen. Goldfein, thank you for showing us how courage, compassion and connection — they're not soft skills. They're actually the edge of hard leadership. And when you do that and you lead with service, you get back up after every fall. You encourage others to follow and do the same. Thank you for joining us for this powerful conversation. You can find Get Back Up: Lessons in Servant Leadership, wherever books are sold. And learn more at getbackupeadership.com. If today's episode inspired you, please share it with someone who can really benefit in their own leadership journey. As always, keep learning. Keep getting back up. Keep trying. I'm Naviere Walkewicz, Class of '99. This has been Focus On Leadership. Until next time. Producer This edition of Focus on Leadership, the accelerated leadership series, was recorded on Monday, Oct. 6, 2025.   KEYWORDS Leadership, servant leadership, resilience, humility, integrity, influence, teamwork, family, trust, listening, learning, purpose, growth, accountability, service, courage, compassion, balance, values, inspiration.     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

Send us a textIn this deeply immersive Literary Aviatrix Classics conversation Dr. Jacque Boyd, Captain Jenny Beatty and I discuss Wings for Life, the extraordinary memoir of pioneering aviatrix Ruth Nichols.Nichols' life reads like myth—altitude, speed, and distance records; repeated catastrophic crashes; unrelenting physical pain; and a relentless return to the cockpit. Beneath the headlines lies a story of discipline, preparation, spiritual conviction, and resilience shaped by mentorship, friendship, and loss.We trace Nichols' journey from debutante to record-setting pilot, from shattered vertebrae to historic long-distance flights, and from personal heartbreak to immensely impactful global humanitarian work. This conversation also places Nichols within the broader context of women's aviation history—alongside Amelia Earhart, The Ninety-Nines, and the interwar aviation world that shaped (and constrained) women's opportunities.What makes this episode special is not just what Nichols accomplished—but how she endured. This is a story about what happens when a woman refuses to disappear, even when the world—and her own body—tries to stop her.Topics Covered·       Ruth Nichols' record-setting flights in altitude, speed, and distance·       The brutal physical cost of early aviation—and survival against the odds·       Mentorship from Harry Rogers and Clarence Chamberlain·       Women pilots, publicity, and the economics of survival in aviation·       The founding and early purpose of The Ninety-Nines·       Competition, friendship, and tension with Amelia Earhart·       Faith, Quaker values, and Nichols' pivot toward humanitarian aviation·       Relief Wings, disaster response, and the roots of Civil Air Patrol·       Why Ruth Nichols deserves a larger place in aviation historyDid you know you can support your local independent bookshop and me by shopping through my Bookshop.org affiliate links on my website? If a book is available on Bookshop.org, you'll find a link to it on the book page. By shopping through the Literary Aviatrix website a small portion of the sale goes to support the content you love, at no additional cost to you. https://literaryaviatrix.com/shop-all-books/Thanks so much for listening! Stay up to date on book releases, author events, and Aviatrix Book Club discussion dates with the Literary Aviatrix Newsletter. Visit the Literary Aviatrix website to find over 600 books featuring women in aviation in all genres for all ages. Become a Literary Aviatrix Patron and help amplify the voices of women in aviation. Follow me on social media, join the book club, and find all of the things on the Literary Aviatrix linkt.ree. Blue skies, happy reading, and happy listening!-Liz Booker

A drone expo held since 2021 at a St. Petersburg middle school is getting bigger every year. The 2025 Sunshine State Drone Expo includes exhibits by business and first responders, and courses for people looking to get certified on drones. We speak with the organizer, Capt. Willis Reese, who's also a teacher at Azalea Middle School and runs the on-campus chapter of the Civil Air Patrol. See omnystudio.com/listener for privacy information.

9:05 – 9:22 (17mins) Dawne Luleff WreathsAcrossAmerica.org/MO0281P Also, we’ll talk about:Civil Air Patrol recruitment since they are our future leaders and the character building focus is so critical in today's societal climate, You guys have been amazing with getting the word out, providing support, and just focusing on vet focus initiatives! THANK YOU!! 9:25 – 9:37 (12mins) Weekly Feature: “A LITTLE LEAVITTY!!” 9:41 – 9:56 (15mins) Donna Jackson CFACT.org @CFACT Gavin Newsoms War on the Poor Goes Global at COP30 by Donna Jackson November 24, 2025 California Gov. Gavin Newsom recently traveled to Brazil to speak at the latest United Nations climate change conference, where he urged other nations to copy his state’s environmental agenda. We can only hope nobody listens, as California’s green policies have been devastating for the state’s low-income and minority residents.See omnystudio.com/listener for privacy information.

9:05 – 9:22 (17mins) Dawne Luleff WreathsAcrossAmerica.org/MO0281P Also, we’ll talk about:Civil Air Patrol recruitment since they are our future leaders and the character building focus is so critical in today's societal climate, You guys have been amazing with getting the word out, providing support, and just focusing on vet focus initiatives! THANK YOU!! 9:25 – 9:37 (12mins) Weekly Feature: “A LITTLE LEAVITTY!!” 9:41 – 9:56 (15mins) Donna Jackson CFACT.org @CFACT Gavin Newsoms War on the Poor Goes Global at COP30 by Donna Jackson November 24, 2025 California Gov. Gavin Newsom recently traveled to Brazil to speak at the latest United Nations climate change conference, where he urged other nations to copy his state’s environmental agenda. We can only hope nobody listens, as California’s green policies have been devastating for the state’s low-income and minority residents.See omnystudio.com/listener for privacy information.

North Dakota's Civil Air Patrol trains future aviators, while the Fargo-Moorhead Fencing Club builds skill and camaraderie with “Make Friends and Stab Them.”

Today, our guest on The PARTNERNOMICS® Show is Amy Courter, Certified EOS Implementer at EOS Worldwide. Amy Courter's rich and diverse background includes two decades of leadership at a billion-dollar public corporation, setting strategy and coordinating systems and processes world-wide. From 2007-2011, Major General Amy S. Courter served as the National Commander and CEO of the Civil Air Patrol, the federally chartered nonprofit corporation and USAF auxiliary, leading 61,000-plus personnel in fulfillment of the organization's three congressionally chartered missions including Emergency Services. Courter has been selected or elected to positions on numerous boards, serving both for-profit and not-for-profit organizations. She has worked in a variety of industries including marketing services, healthcare, technology, and manufacturing. Amy is a Certified EOS Implementer, helping leaders get more from their businesses with shared vision and increased traction, while building a cohesive, healthy, and functioning team that delivers results. Courter is a graduate of Kalamazoo College and earned her MBA from WGU with excellence in ethics and management communication. Amy loves helping SMBs! She's always keeping her eyes open for speaking opportunities where she can help leaders know they can be kind and vulnerable, and still be wildly successful.   Key Insights: Leadership Through Service and Mission Alignment Right People, Right Seats as the Foundation of Growth Transforming Culture with Safety, Purpose, and Accountability From Military and Corporate Lessons to EOS Implementation Reach out to Amy: https://www.linkedin.com/in/amycourter https://www.eosworldwide.com/amy-courter   ********* Are you a partnering professional wanting to earn industry certifications and badges to showcase on LinkedIn? We will give you the first course and certification for FREE ($595 value)!

Just off the coast of the United States, a menace lurked in the water. German U-boats were a very real problem for merchant vessels and war ships during World War II. With all available military airplanes and pilots needed on the front lines, and the Coast Guard mostly lacking aviation assets, the U.S. needed to get creative. Enter: the brand new Civil Air Patrol. This entirely civilian effort put private planes and pilots to work spotting U-Boats and other threats in the water. They even carried bombs on coastal patrols. The CAP also did search and rescue, medical flights, border patrol and more--roles the organization still serves today.Thanks to our guest in this episodeDr. Frank Blazich of the Civil Air Patrol and the Smithsonian's American History MuseumYou can find the transcript for this episode at s.si.edu/homefront3Sign up for our monthly newsletter s.si.edu/airspacenewsletterAirSpace is made possible by the generous support of Lockheed Martin

Max talks with Cyriel Kronenberg, Vice President of Airports and Air Traffic Management at uAvionix and a volunteer with the Civil Air Patrol's National Radar Analysis Team (NRAT), about one of aviation's most overlooked safety questions: if you survive a crash, how quickly will you be found? How Long Searches TakeCyriel explains that while ADS-B has shortened search times, the reality is sobering. Without a flight plan, overdue aircraft may not even be reported missing for hours. Average search times have historically stretched from 18 hours with a VFR flight plan to more than 60 hours with no plan at all. Even today, two to three hours is considered fast for locating a downed aircraft. ELTs: The Critical DifferenceCyriel stresses the enormous difference between old 121.5 MHz ELTs and modern 406 MHz beacons. The older units provide only a vague signal and are prone to false alarms, often ignored. A properly registered 406 beacon, by contrast, transmits GPS coordinates via satellite, dramatically reducing search times. But here's the catch: as many as half are mis-registered, with outdated or missing phone numbers. That makes even the best ELT nearly useless until rescuers conduct a blind search. Flight Plans, Contacts, and ADS-BFiling a flight plan helps, but only if searchers can reach someone who knows your intended route. Cyriel urges pilots to list an emergency contact not on the aircraft in the remarks section—ideally a spouse, friend, or FBO. While apps like ForeFlight allow pilots to enter contact details, those aren't passed to the FAA. ADS-B provides an even bigger safety net: an aircraft with ADS-B out can usually be pinpointed within yards, while non-equipped aircraft may take days to locate. Survival LessonsCyriel shares personal changes he's made after years of analyzing accidents. He always keeps his cell phone in his pocket so it won't be lost in a violent crash, carries a handheld transceiver tuned to 121.5 MHz, and wears or packs high-visibility gear. He emphasizes staying with the aircraft, since wreckage is easier to spot than a single person. Route planning also matters—flying near highways or populated areas at night increases survivability compared to wilderness routes. Behind the Scenes of NRATMax and Cyriel dive into how NRAT works with the Air Force Rescue Coordination Center (AFRCC). Using radar, ADS-B, and even cell-phone forensics, the team helps determine whether an incident is a false alarm, an accident with no survivors, or a mission where lives can be saved. They coordinate directly with controllers and search crews, sometimes correcting errors in coordinate formats that would otherwise send helicopters to the wrong location. Success Stories and ScaleIn 2024, AFRCC handled nearly 500 aviation missions, with over 200 lives saved. Civil Air Patrol was involved in more than 300 of those missions, while NRAT contributed to 71 cases—directly responsible for dozens of finds and 10 documented saves. Cyriel recalls a dramatic case in Montana where local ADS-B receivers installed by uAvionix employees helped locate a couple who survived a crash into icy water; thanks to quick coordination, a helicopter pulled them out within 20 minutes. Key Takeaways for PilotsCyriel closes with a checklist: Make sure your ELT is registered correctly. Consider adding a personal locator beacon. Use ADS-B out whenever possible. File a flight plan and put a reachable emergency contact in remarks. Carry your cell phone and handheld radio on your person. Stay with the aircraft if you go down. Max underscores the theme: nobody takes off expecting to crash, but hundreds of missions each year prove it happens. With preparation, you can improve your odds not just of surviving the impact, but of being found in time. If you're getting value from this show, please support the show via PayPal, Venmo, Zelle or Patreon. Support the Show by buying a Lightspeed ANR Headsets Max has been using only Lightspeed headsets for nearly 25 years! I love their tradeup program that let's you trade in an older Lightspeed headset for a newer model. Start with one of the links below, and Lightspeed will pay a referral fee to support Aviation News Talk. Lightspeed Delta Zulu Headset $1299 NEW – Lightspeed Zulu 4 Headset $1099 Lightspeed Zulu 3 Headset $949Lightspeed Sierra Headset $749 My Review on the Lightspeed Delta Zulu Send us your feedback or comments via email If you have a question you'd like answered on the show, let listeners hear you ask the question, by recording your listener question using your phone. News Stories Duffy Takes ATC Privatization Off Table FAA opens bids for sweeping ATC overhaul EMAS Halts Two Runway Overruns in 24 Hours FAA reports 14% increase in wildlife strikes Pilot Killed in California Cessna Crash NTSB Prelim: Rockwell International 112 Savvy Aviation unveils AI-powered aircraft anomaly detection tool Mentioned on the Show Buy Max Trescott's G3000 Book Call 800-247-6553 Lightspeed Delta Zulu Headset Giveaway NTSB News Talk Podcast UAV News Talk Podcast Rotary Wing Show Podcast Video of the Week: Arrival into AirVenture 406 MHz ELT Beacon Registration Civil Air Patrol  Free Index to the first 282 episodes of Aviation New Talk So You Want To Learn to Fly or Buy a Cirrus seminars Online Version of the Seminar Coming Soon – Register for Notification Check out our recommended ADS-B receivers, and order one for yourself. Yes, we'll make a couple of dollars if you do. Get the Free Aviation News Talk app for iOS or Android. Check out Max's Online Courses: G1000 VFR, G1000 IFR, and Flying WAAS & GPS Approaches. Find them all at: https://www.pilotlearning.com/ Social Media Like Aviation News Talk podcast on Facebook Follow Max on Instagram Follow Max on Twitter Listen to all Aviation News Talk podcasts on YouTube or YouTube Premium "Go Around" song used by permission of Ken Dravis; you can buy his music at kendravis.com If you purchase a product through a link on our site, we may receive compensation.

Retired Lt. Col. Josh Cadice shares his story of going to the edge of space in one of the most iconic spy planes ever built.In this episode, Josh discusses flying the KC-135, wearing the pressure suit, piloting the mysterious U-2 at 70,000 feet, and its aerial reconnaissance capabilities. From Cold War origins to modern missions, this aircraft's legacy is as fascinating as it is classified. This one is going to be cool! Resources:U-2 Air Force Fact Sheet KC-135 Air Force Fact Sheet Chapters:(00:00) - Intro (01:14) - Flying the U-2 Overview (03:10) - Aviation Beginnings and the USAFA (04:18) - The Civil Air Patrol (04:39) - U-2 History (06:00) - Flying the KC-135 (07:19) - Stratotanker Upgrades (08:05) - Aerial Refueling (10:16) - Becoming a U-2 Pilot (11:42) - Dragon Lady Training (13:24) - First Solo (14:30) - Mission Training (15:00) - The Pressure Suit (19:18) - U-2 Takeoffs and Landings (20:35) - The Chase Car (22:03) - Landing Close Call (23:01) - Flying Missions at 70,000 Feet (26:07) - Operational Differences (27:49) - Aerial Reconnaissance (29:49) - What It Takes to be a U-2 Pilot (30:48) - Landing the Dragon Lady (33:24) - The Future of Spy Planes (34:51) - Flying for United (35:41) - Josh's Advice (36:56) - Outro

In the latest edition of the Tinker Talks Podcast, Clayton Cummins sits down with Col. David McCollum. the Commander of the Civil Air Patrol Oklahoma Wing, McCollum, discusses how he and his team of volunteer members support the Sooner state.

Michael Hill is Program Manager of College Workforce Programs at the Unmanned Safety Institute.  The Unmanned Safety Institute or USI is an approved training partner of ASTM International and the International Business Aviation Council. The Institute is dedicated to improving safety in unmanned aviation by applying time-honored aviation safety practices to unmanned aircraft systems. USI accomplishes this mission by developing workforce readiness programs, providing training to UAS crews, and helping flight service providers meet their safety goals. Michael is a certified UAV pilot in three countries with over 6,000 flight hours and more than 7,800 successful, incident-free missions as a Remote Pilot-in-Command. He holds industry and safety certifications from FEMA, OSHA, NIST, and USI. He is a highly sought-after public speaker and industry influencer, passionate about sharing his expertise on UAV technology applications for land, air, and sea operations. He brings a wealth of experience to USI, including aerial mapping, telecom and wind turbine inspections, oil and gas and critical infrastructure assessments, search and rescue operations, as well as involvement with state and federal regulations. An active advocate for the drone industry, he has served as the Policy and Legislative Chairman for the North Central Texas Council of Governments UAS Taskforce and as the Training Officer for the North Texas Public Safety Unmanned Response Team.  Additionally, he holds the role of 2nd Lieutenant and the former Director of Unmanned Operations for the Texas Wing of the Civil Air Patrol. In this addition of the Drone Radio Show, Michael talks about the Unmanned Safety Institute and how it helps prepare students for viable careers in the drone industry.

On Episode 106 of The Journey Is The Reward, our favorite aviation aficionados, Micah and Brian, are back, ready to pack for a trip and navigate the turbulent skies of memory lane. First up, we've got a burning question from Listener, Lu! Did Qatar handle the unfortunate dead passenger situation with the grace and dignity they should have or were there areas for improvement.Then, it's time for some serious travel talk! Micah, clearly envious of Brian's ninja-like packing skills, grills him on how he manages to jet-set for weeks without the dreaded checked baggage. Prepare for the reveal of Brian's mysterious suitcase (ooh, the suspense!) and his coveted tips and tricks. Spoiler alert: apparently, most packing gadgets are dead weight for our seasoned traveler, but he does have some secret weapons in his arsenal for staying fresh as a daisy on those long hauls. But wait, there's more turbulence! Our dynamic duo then throws it back to a classic segment from the legendary Airplane Geeks Podcast, Episode 269. The one and only Max Flight wanted to hear how listeners first caught the aviation bug. Brian, ever the enthusiast, penned his story, but a written word wasn't enough for Max! He wanted audio. And who did Brian tap for this crucial mission while under the weather? Our very own Micah, of course! Apparently, Brian's been enjoying Micah's dulcet tones on his previous submissions. High praise indeed!So, prepare your ears for a heartwarming tale as Micah channels his inner Brian and recounts the pivotal moment his father ignited his passion for all things aviation. But hold on tight, because the journey takes a detour when a certain "pinhead" at the Civil Air Patrol clipped Brian's wings before he even took flight! This leads to a powerful message from Brian himself: don't let anyone ground your dreams!So, grab your beverage of choice, settle into your favorite ejection seat (just kidding… mostly!), and get ready for another episode packed with listener love, packing prowess, nostalgic narratives, and a healthy dose of "don't let the naysayers win!" It's Episode 106 of The Journey Is The Reward – you won't want to miss it!As always, we're serenaded by the soul-stirring sounds of the Madalitso Youth Choir! Their Welcome and Goodbye songs were recorded straight from the Royal Livingston Hotel in Zambia and are pure magic. Experience this musical magic in person and join Brian on an epic group adventure to Zambia, Botswana, and South Africa in late September 2025! Reach out to him at Brian@TheJourneyIsTheReward.ORG for all the details. Let's make some memories and enjoy the Journey as it is the Reward!

Mentorship can make the difference between staying grounded and taking flight — especially when you're changing careers later in life. In this episode, I reflect on the mentors who helped shape my aviation journey, from my early days in Civil Air Patrol to the seasoned professionals who poured into my personal and professional growth.This isn't just about finding someone to help you prep for a checkride. It's about connection, encouragement, and learning the leadership, character, and mindset that create success beyond the cockpit. I'll share stories of how my mentors challenged, supported, and believed in me — and how you can find (or become) that kind of guide in your own journey.Whether you're starting flight training at 40, shifting from a long-time career, or wondering if anyone out there "gets it" — this one's for you.

It's Friday, March 28th, A.D. 2025. This is The Worldview in 5 Minutes heard on 125 radio stations and at www.TheWorldview.com. I'm Adam McManus. (Adam@TheWorldview.com) By Adam McManus Muslim militants kill 9 in Congo, Africa Muslim militants from the Allied Democratic Forces, a terrorist group, launched a brutal assault in North Kivu, Congo, Africa on March 8th, killing at least nine people, reports International Christian Concern. The attack began at dawn, catching villagers by surprise. Armed with guns and machetes, the Muslims targeted the farming community, swiftly overpowering the residents. The assault, which included the destruction of homes, left dozens of families displaced, worsening an already dire humanitarian crisis in the region. Eastern Congo remains plagued by violence, with more than 100 armed groups vying for control of the region's valuable resources. The innocent civilians continue to bear the heaviest cost. Despite repeated calls for action, the Congo government has been unable to protect its citizens from these frequent raids. According to Open Doors, Congo, Africa is the 35th most dangerous country worldwide for Christians. King Charles hospitalized from cancer treatment side effects Buckingham Palace has confirmed that King Charles III was taken to the hospital in a car yesterday after suffering predictable side effects from his cancer treatment, reports The U.S. Sun. He has had to cancel a string of engagements set for today in Birmingham, England. And he was unable to greet Ambassadors of three different nations yesterday. The King was at home at Clarence House last night where he was said to be in good form and continuing to work on State Papers and making calls from his study. (Look at the rooms inside Clarence House). On January 17, 2024, Buckingham Palace announced the King was diagnosed with an enlarged prostate. Then, on February 5th, the Palace revealed that the doctors discovered that he had cancer while operating on his prostate. Please pray for the full recovery of King Charles with minimal side effects. Trump affirmed two God-given genders, opposition to transgenderism President Donald Trump criticized gender ideology during a recent Women's History Month event held at the White House on March 25th. He reaffirmed the two genders created by God. TRUMP: “On Day One, I made the official policy of the United States government that there are only two genders: male and female. Is there anybody that disagrees with that in this room? (laughter)  I was thinking, maybe somebody from the press might raise their head. I don't think so. “For four long years, we had an administration that tried to abolish the very concept of womanhood and replace it with radical gender ideology. They destroyed women's spaces and even tried to replace the word ‘mother' with the term ‘birther person.' A mother became a ‘birther person.'  “Under the Trump administration, we're ending the Marxist war on women, and we're protecting women's rights, defending women's dignity, and standing up for the American moms and daughters.” Trump also made a definitive statement about men who pretend to be women. TRUMP: “No matter how many surgeries you have or chemicals you inject, if you're born with male DNA in every cell of your body, you can never become a woman! You're not going to be a woman. (applause) And that's why, last month, I proudly signed a historic Executive Order to ban men from competing in women's sports. And it was very popular.” Trump withdraws Stefanik's nomination to be U.N. Ambassador President Donald Trump has withdrawn the nomination of Republican Congresswoman Elise Stefanik of New York to be U.S. Ambassador to the United Nations, reports The Epoch Times. Trump announced the move on Truth Social on March 27th, citing the narrow majority that the GOP has in the House of Representatives. He wrote, “As we advance our America First Agenda, it is essential that we maintain EVERY Republican Seat in Congress. I have asked Elise, as one of my biggest Allies, to remain in Congress to help me deliver Historic Tax Cuts, GREAT Jobs, Record Economic Growth, a Secure Border, Energy Dominance, Peace Through Strength, and much more, so we can MAKE AMERICA GREAT AGAIN. With a very tight Majority, I don't want to take a chance on anyone else running for Elise's seat.” Trump said Stefanik will join his administration in the future. Manhattan's Planned Parenthood closes after years of pro-life prayer After years of monthly prayer processions, often led by a pro-life activist priest named Fidelis Moscinski, Planned Parenthood of Greater New York has announced it will be selling its SoHo building and shutting down its Manhattan abortion mill, reports LifeSiteNews.com. Wendy Stark, the New York abortion giant CEO, claimed the decision was made due to “the gap between inflation and stagnant (Medicaid/insurance) reimbursement rates.” Christian pro-lifers, like David who fought Goliath, know that you cannot continue to mock the living God and expect to be victorious. Psalm 34:16 says, “The face of the Lord is against those who do evil, to cut off the memory of them from the Earth.” Three survivors of Alaskan plane crash rescued And finally, fearing the worst after a prop plane was reported overdue for landing in Alaska last Sunday, search and rescue volunteers searched for the pilot and two children of elementary and middle school ages who had been on a sightseeing tour, reports Good News Network. Dale Eicher was one of the locals who heard the call for help. EICHER: “I saw the Facebook post about the missing plane and decided to go look for it.” Providentially, that singular Facebook post about the missing father and kids had been re-shared 420 times. John Morris, the father of the missing pilot, told CNN affiliate, Alaska's News Source, that his son's cell phone sent its final ping at about 5:00 p.m. Sunday evening over Tustumena Lake. Within an hour of flying, Eicher saw them. EICHER: “They were walking across the lake when I flew over the plane.” The Piper PA-12 Super Cruiser had crash landed on the frozen surface of Tustumena Lake. EICHER: “I was really shocked. I did expect that we would find them, but I didn't expect that we would find them alive, for sure. I've done a little bit of search and rescue before, and it doesn't always turn out this well.” The three survivors were taken to a Kenai Peninsula area hospital and treated for “non-life-threatening injuries.” When the reporter asked what motivated Dale Eicher to search for the missing plane, he said this. EICHER: “It's the right thing to do. I do volunteer with the Civil Air Patrol some. And I have my own plane.” Indeed, it was the right thing to do!  After all, as Genesis 1:27 articulates, each of us, including those three plane crash survivors in Alaska, have been created in God's image and are worthy of rescuing. Close And that's The Worldview on this Friday, March 28th, in the year of our Lord 2025. Subscribe by Amazon Music or by iTunes or email to our unique Christian newscast at www.TheWorldview.com. Or get the Generations app through Google Play or The App Store. I'm Adam McManus (Adam@TheWorldview.com). Seize the day for Jesus Christ.

In this podcast, you'll hear my conversation with three of last year's Call for the Arts Middle School Winners: Claire, Amaris, and Annabelle.  Listen as they discuss their beautiful works of art as an expression of their military experiences. Congratulations once again to all the 2024 CFA winners!   This podcast is made possible by generous funding from the Randolph Spouses' Club.  To learn more, visit https://www.randolphspousesclub.com/.   Audio mixing by Concentus Media, Inc., Temple, Texas.   Show Notes:   Resources:   Calling all artists, grades K-12: The 2025 Call for the Arts contest is NOW OPEN. Submissions will be accepted through April 30, 2025.  Good luck to every budding artist, we look forward to being amazed. See contest guidelines and link to entry form on our website: https://militarychild.org/programs-and-initiatives/the-call-for-the-arts/   Bio: Claire is 13 years old and currently in 8th grade.  She stays busy with figure skating, cross country and track, and Civil Air Patrol.  She is the second of four children born to Air Force parents.  She has moved 6 times with another move on the horizon in Summer 2025.   Amaris is in 8th grade, and her dad serves in the Army.   Annabelle is now 15 years old and in the 9th grade. Her father is an Air Defense Officer in the Army. She has two younger siblings, Audrey and Joey. Annabelle also has two “fur brothers”, Rusty and Archie. She is a competitive swimmer and keeps busy with both high school and year-round club swimming. She has moved 7 times thus far while her father has been active duty.

Episode 2987 of the Vietnam Veteran News Podcast will feature Medal of Honor recipient U.S. Army CPT Eurípides Rubio. Information featured in this episode comes from Wikipedia and the Civil Air Patrol website. U.S. Army Captain Eurípides Rubio, a Medal … Continue reading →

Dr. Heather Wilson, a 1982 Air Force Academy graduate, formerly the 24th Secretary of the Air Force, and first USAFA graduate to hold the position, discusses her unexpected journey to the role, emphasizing the importance of integrity, service, and leadership. ----more---- SUMMARY Dr. Wilson shares her unexpected journey into leadership, the importance of integrity, and the lessons learned from both successes and failures. She reflects on her family legacy, the influence of mentors, and how her military background shaped her leadership style. Dr. Wilson emphasizes the value of collecting tools for leadership and adapting to different environments while maintaining core values. In this conversation, she discusses the importance of finding purpose in one's mission and the value of relationships, particularly family support. She reflects on her journey as a woman in leadership, the significance of legacy in public service, and her unexpected path to serving in Congress. Dr. Wilson emphasizes the lessons learned in collaboration and the importance of humor in leadership, ultimately encouraging future leaders to uphold high standards and not to shame their families.   SHARE THIS EPISODE LINKEDIN | FACEBOOK   TAKEAWAYS Dr. Wilson's journey to becoming Secretary of the Air Force was unexpected and transformative. Leadership often requires owning failures and focusing on solutions. Integrity is foundational to effective leadership and builds trust. Adapting leadership styles to different cultures is essential for success. Mentorship and influences from family play a significant role in shaping leaders. Collecting tools and knowledge is crucial for effective leadership. Quality management principles can be applied to various fields, including education and social services. Leadership is not linear; it involves navigating different paths and chapters. Building strong teams and hiring the right people is vital for organizational success. Direct communication and honesty are key components of effective leadership. Doing things that matter with people you like is essential. The most important decision in life can be personal, like choosing a partner. Family support enriches life and provides joy. Women in leadership often face unique challenges but can pave the way for others. Legacy is about making lasting changes in systems and strategies. Unexpected opportunities can lead to significant career changes. Collaboration and giving credit to others is key in leadership roles. Humor can help create a relaxed atmosphere in serious environments. Education is crucial for transforming lives and communities. Leadership is not always a straight path; adaptability is important.   EPISODE CHAPTERS 00:00  Introduction to Long Blue Leadership 01:25  Unexpected Call to Leadership 03:16  Lessons from Leadership Challenges 08:28  The Importance of Integrity 10:07  Adapting Leadership Styles 12:23  Influences and Mentorship 15:25  Family Legacy and Influence 17:41  Learning from Team Members 21:29  Applying Quality Management Principles 24:07  Navigating Non-Linear Leadership Paths 24:20  Finding Purpose in Mission and Relationships 28:06  The Importance of Family Support 30:08  Navigating Leadership as a Woman 34:30  Legacy and Impact in Public Service 36:29  Unexpected Paths: Serving in Congress 41:03  Lessons in Collaboration and Leadership   ABOUT DR. WILSON - IMAGES AND BIO COURTESY OF UTEP BIO Dr. Heather Wilson became the 11th President of The University of Texas at El Paso in 2019 after serving as Secretary of the United States Air Force. She is the former president of the South Dakota School of Mines & Technology, and she represented New Mexico in the United States Congress for 10 years.  Active in community and national affairs, she is a member of the National Science Board, which oversees the National Science Foundation, and serves as a board member of the Texas Space Commission. She was the inaugural Chair of the Alliance of Hispanic Serving Research Universities, and is a member of the board of directors of Lockheed Martin Corporation. Dr. Wilson is the granddaughter of immigrants and was the first person in her family to go to college. She graduated from the U.S. Air Force Academy in the third class to admit women and earned her master's and doctoral degrees from Oxford University in England as a Rhodes Scholar. UTEP is located on the U.S.-Mexico border – in the fifth largest manufacturing region in North America – and serves over 24,000 students with 170 bachelor's, master's and doctoral degree programs in nine colleges and schools. In the top 5% of public universities in the United States for research and designated a community-engaged university by the Carnegie Foundation, UTEP is America's leading Hispanic-serving university. It is the fourth largest research university in Texas and serves a student body that is 84% Hispanic. President Wilson is an instrument rated private pilot. She and her husband, Jay Hone, have two adult children and two granddaughters. Dr. Heather Wilson served as the 24th Secretary of the Air Force and was responsible for the affairs of the Department of the Air Force, including the organizing, training and equipping and providing for the welfare of 660,000 Active-Duty, Guard, Reserve and civilian forces their families. She provided oversight of the Air Force's annual budget of more than $132 billion and directs strategy and policy development, risk management, weapons acquisition, technology investments and human resource management across a global enterprise. Dr. Wilson has more than 35 years of professional experience in a range of leadership and management roles in the military, higher education, government and private industry. Before assuming her current position, Dr. Wilson was president of the South Dakota School of Mines & Technology, an engineering and science research university. From 1998 to 2009, Dr. Wilson was a member of the U.S. House of Representatives, where she served on the House Armed Services Committee, the House Permanent Select Committee on Intelligence and the House Energy and Commerce Committee. Before being elected to Congress, Dr. Wilson was a cabinet secretary in New Mexico's state government responsible for foster care, adoption, juvenile delinquency, children's mental health and early childhood education. From 1989 to 1991 Wilson served on the National Security Council staff as director for defense policy and arms control for President George H.W. Bush during the fall of the Berlin Wall and the collapse of the Warsaw Pact. From 1991 to1995 and again from 2009 to 2013 Wilson was in the private sector. In 1991, she founded Keystone International, Inc., a company that did business development and program planning work for defense and scientific industry. She served as a senior advisor to several national laboratories on matters related to nuclear weapons, non-proliferation, arms control verification, intelligence and the defense industrial base. Wilson also served on the boards of two publicly traded corporations as well as numerous advisory and non-profit boards.   CONNECT WITH DR. WILSON LINKEDIN  |  UTEP     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS Guest:  Dr. Heather Wilson '82  |  Hosts:  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 Walkowicz, Class of '99. Our story is about a leader who reached heights fellow Air Force Academy graduates had not reached before her, and this was at a time when opportunities to do so were still new. My guest is Dr. Heather Wilson, Class of '82. As you heard, she served as the 24th secretary of the Air Force, but there is a unique distinction attached to that. Dr Wilson, welcome to Long Blue Leadership; we have much to discuss. Let's start with you becoming the secretary of the Air Force, our 24th.   Dr. Heather Wilson  00:37 Yeah, that wasn't part of my life's plan. Secretary Designate Mattis did call me. I was in South Dakota as the president of the South Dakota School of Mines and my cell phone rang and he said, “This is Jim Mattis, and I want to talk to you about becoming secretary of the Air Force.” And honest to goodness, my initial answer was, “Sir, you do know that being a college president is like the best job in America, right?” And he said, “Yeah, I know. I just came from Stanford.” And I said, “I didn't apply for any job. I mean, I like it out... I'm a gal of the West. I like the mountains. I like hiking and biking and fly fishing.” And he said, “Yeah, I know. I grew up on the Columbia River in Washington.” And I thought, “This isn't working,” but we talked several more times, and it was pretty clear that I was being called to serve in a way that I didn't anticipate, but that was what I was supposed to do.   Naviere Walkewicz  01:35 What a transformative moment in your life, I'm sure.   Dr. Heather Wilson  01:38 Well, it was. Again, my entire life, I think, is a diversion from its planned course. But I turned out — I didn't anticipate that, and it meant — my husband doesn't really much like big East Coast cities that rain a lot and have a lot of traffic, and so from a family point of view, it wasn't what we personally wanted to do, but you're called to serve. And we've been called to serve in different ways in our lives and sometimes, even if it feels inconvenient, you're still called to serve. It turned out to be wonderful and I really enjoyed the experience, both of working with Sec. Mattis, but also getting back to spending time with airmen. And so it turned out to be wonderful, but it wasn't what I expected.   Naviere Walkewicz  02:25 Well, you said it, ma'am. As we know, service and leadership aren't linear, and so we're really excited to dive into some of those experiences today. Maybe share, as secretary of the Air Force, some of those moments in leadership that stuck with you. Let's just kind of start there.   Dr. Heather Wilson  02:42 Certainly. There were good days and not so good days. I think one of the things that I really benefited from was that I had a partner in the chief of staff, Dave Goldfein, who was absolutely fantastic. And we've remained very close friends. We started at the Academy the same day and he would joke and tell people that we didn't graduate on the same day because he went stop-out for a year. But we didn't know each other well as cadets, but we were formed by some of the same experiences and I think that helped tremendously. I didn't really understand that in our system of government, the civilian secretary has almost all the authority, but the chief of staff has almost all of the influence. And if you can figure out how to work together, you can get a heck of a lot done. And Dave and I both had that same approach, and it turned out to be a great partnership.   Naviere Walkewicz  03:42 That's pretty incredible. In fact, the time of your service in that role, I was actually working under your umbrella at U.S. STRATCOM. I was at Strategic Command there as a government civilian and as a reservist. And so, I can certainly speak to, I think, some of the amazing things that you did. Can you share a little — you talked about some ups and downs. What was maybe one of the failures as secretary of the Air Force that you learned from that helped you throughout your life?   Dr. Heather Wilson  04:11 Well, I know the day. I think it was Nov. 5, 2017, and it was a Sunday, late morning or early afternoon, and my phone rang. I was upstairs in the study in my row house in Virginia and it was the inspector general, Gen. Syed. And that morning, a young man had walked into a church in Sutherland Springs, Texas, and opened fire and killed a lot of people, and it turned out he had been an airman, and the general said, “You know, we're not sure yet, but he may have been convicted of a crime that would have required us to tell the FBI and the national criminal records check system that he had committed a crime that would not allow him to purchase a weapon, but we may have failed to notify.” We didn't know, we wouldn't know that afternoon but I talked to the chief and we all got together on Monday morning at 9 a.m. and Gen. Syed confirmed that he was an airman, he had been convicted of a domestic violence-related crime, and we had not properly notified the FBI, and as a result, he had been able to buy a weapon. Um, that was not a good day. And we talked about what we should do next, and our general counsel wasn't there — he was traveling that morning, but a more junior lawyer was there, who suggested kind of — and, you know, other people said, well — it actually got worse because there was an IG investigation, an internal audit from several years before, that showed that all of the services were not properly reporting to the national criminal records system. So we hadn't fixed the problem. We knew; we had been informed there was a problem and hadn't fixed it. And some people said, “Well, you weren't here at the time.” That doesn't matter. You wear the uniform, or you wear the cloak of office, and you have to take responsibility for the institution. And of course, the lawyers would say, “Well, you know, maybe you want to fuzz this and not take — you know, there's investigation going on,” or something. But we knew enough of the facts that morning, Monday morning, and Dave Goldfein and I decided to own it, to own the failure and focus on fixing the problem. And we did. And in the short term that was very uncomfortable. We sat in front of the Pentagon press corps and took their questions, and we went to Capitol Hill and informed the members of Congress on what had been done and not been done and why. But in the long term, by owning failure, we were able to focus on fixing the problem rather than just trying to manage responsibility and accountability, and it turned out to be a much better approach. So, sometimes the most important lesson is to own failure.   Naviere Walkewicz 07:09 I'm so glad you shared that, ma'am, because I think some people have a fear of failure, but there are many times when failure is inevitable, and to your point, owning it is the right approach. Something you said when you're sharing that, it made me think about us as cadets and our core values: integrity first. And that really resonated with how your approach was. Would you say that was born for you at the Academy and kind of through your career that's where it stayed, or has that always been part of your fabric?   Dr. Heather Wilson  07:36 I think the Academy was absolutely formative in that way, in the Honor Code. And, you know, integrity first, service before self, and excellence in all we do, now replaces what was there when I was a cadet, over the archway there. But I think that's woven into the fabric for airmen, and it's part of our culture, and it drives you. And I think — you know now we look at, how do we evaluate officers? It's the same way I now evaluate leaders — any leaders that work with me — and it's the way I evaluate myself: accomplish the mission, lead people, manage resources and make your unit better, all on a foundation of values. But it's that last part of it: all on a foundation of values. If you don't have that, the rest of it almost doesn't matter. You can try to make your unit better, but if you're lying about it, nobody's going to trust you. If you're leading people and managing resources, but you don't have integrity, it doesn't matter. So, integrity first, and that commitment to trying to be honest and direct with people builds those relationships of trust, which lasts for decades throughout a career.   Naviere Walkewicz  08:53 Absolutely. And the key word, I think, that foundation you talked about — how has that foundation served you in leadership as you've explored other areas outside of the military, amazing roles leading UTEP, also at the South Dakota School of Mines, in higher education? I'm sure that there's a translation of what that looks like. Can you share maybe an example of how that came into play?   Dr. Heather Wilson  09:15 Sure, it happens all the time. I think in any leadership position, whether you're in corporate life, in community life and a nonprofit, or in higher education, leading with a foundation of values, being honest, complying with the law, following the rules or changing the rules. It doesn't mean — that's one of the things that I think is probably important for leaders. You get to a point as a leader where your job is not just to follow the rules, but to look at the systems and identify the rules that need to be changed, but to be direct and honest about that too. Where it's not “Well, I think this rule doesn't make any sense, so I'm going to skirt it,” or “I'm not going to tell people that I've complied with something and I haven't.” In fact, you know that happened to me this morning. I got a disclosure that I was supposed to sign for a report that was published yesterday to the director of National Intelligence on a committee that I serve on, and they sent this kind of notification on what you can talk about publicly, and all of those things, and I hadn't given up my right to speak publicly about unclassified matters, and I responded, “I understand what you've said. I want to let you know that this is how I interpret this, and this is the way I'm going to act.” I was very direct about it. “I didn't give up my First Amendment rights as a citizen because I worked on your task force.” So, very direct. And I think that directness is something that — not all cultures are that way, including higher education culture. I have to be a little bit careful about that sometimes — the airman's tendency to have a frank debrief isn't always the way other cultures and work cultures are. They're just not always like that, so, I have to be a little bit careful sometimes that I don't crush people's will to live or something.   Naviere Walkewicz  11:13 I was actually thinking about that as you were speaking how, if you have the foundation, especially from the military, we kind of understand that directive approach and certainly those core values that we know of. And I'm curious, how do you adapt as a leader to those who maybe don't have that foundation? How do you bring them up to speed and kind of help them establish that?   Dr. Heather Wilson  11:32 Well, it's a two-way street. It means that I have to understand the culture that I'm in and the way in which I talk with senior faculty may be slightly different than the way I might talk to somebody who just got off a flight line and was too low and slow on final or something, you know? But at the same time with both a sense of humor and a little bit of grace… It was really funny when I was at South Dakota Mines, my provost was a long-time academic. And of course, I had served in Congress for 10 years as well. And he once said something to me that just made me crack up. He said, “You know, you are the least political president I've ever worked with. And the funny thing is, you're the only one that was really a politician.” And he said, “You remind me more of a military officer.” And I thought, “Yeah, that's probably true.” But I was fairly direct as a member of Congress as well. And so, I've just found that that works better for me in life, I guess.   Naviere Walkewicz  12:37 You were sharing how, you know, I think it was the provost that said that you really didn't remind him as someone that was very political, even though you're the only politician he's known. And so what was your time like serving in Congress? I mean, that's 10 years you did, I think, correct?   Dr. Heather Wilson  12:52 I did. And again, I didn't expect to serve in Congress. My predecessor became very seriously ill shortly before the filing deadline for the election that happened in 1998, and my phone rang. It was a Thursday night. This happens to me. I don't know why, but it was a Thursday night, and my phone rang. I was working in Santa Fe, cabinet secretary for Child Welfare, and it was Sen. Pete Domenici, the senior senator for the state of New Mexico. And he said, “You don't know anything about this, but I'm coming to New Mexico this weekend, and I want to talk to you about running for Congress.” Well, that's a quiz; that's not a question. Because a quiz has a right answer, which is, “Sir, I'd be happy to talk to you about whatever you want to talk about.” He's a United States senator. So, we talked about all kinds of things, and he called me from the airport when he was heading back to Washington that Sunday night, and he said, “Look, if you will run, I will help you.” And I decided to run. It was eight days before the filing deadline. I talked to my predecessor — he was fighting skin cancer — and said, “Look, why don't you just focus on fighting cancer? Two years from now, if you want to run again, you can have this seat back. I'll try to do my best for the next two years.” And then 30 days later, he died. I mean, you're not supposed to die of skin cancer. And so, I ended up serving for 10 years in the Congress in a very difficult swing district that I probably shouldn't have won in the first place. But I enjoyed the service part of it. I enjoyed the policy work part of it — intellectually challenging. Some of the partisan silliness I didn't like very much. And then when I left the Congress, ran on successfully for the Senate and became a university president. One of the great things — I tell people now that I was released from Congress early for good behavior. But it was nice to be in a town where people were waving at me with all five fingers. I mean, it was wonderful. So, I enjoyed the service, and I enjoyed a lot helping people — doing casework and things. But it was also a little bit less of a partisan time where you could try to listen and learn and serve well and try to serve your constituents without just being under attack mercilessly and in social media, or something. It was maybe perhaps a different age.   Naviere Walkewicz  15:25 Well, I chuckled when you said waving with all five fingers. That got a good one out of me. I thought about when you're in that, because that wasn't something you were looking to do, and this seems to be a bit of a theme in your leadership trajectory as well. You've kind of been tapped on the shoulder, and you know, for the ones that you didn't apply for or run for, plan for, have been such transformative positions in your life.   Dr. Heather Wilson  15:50 Yeah, and I think maybe that happens to people more than we might acknowledge, because when we're planning our lives, we think we know what's going to happen, but in reality, we adapt to situations that develop and opportunities open that you didn't know were there or someone asked you to take on a special project and that leads you in a direction that you didn't anticipate. So while mine seem particularly unusual in these very different chapters of my life, I don't think it's all that unusual. We just look forward and project in straight lines, and when we look backward, we tell a story in a narrative and it's not always a straight line. But I've been blessed to be asked to do some things. And perhaps in our relationship, my husband and I, he doesn't like change. I love it, and so in our relationship, he's kind of the keel and I'm kind of the sail, and together, we go places.   Naviere Walkewicz  16:56 That's awesome. And I think that particular time and journey in your career serving in Congress was probably one that you established new tools in your leadership toolbox. Were there any that particularly stood out — moments, either when you were having to, you know, forge new policy or achieve things that you hadn't prior? Because Congress is a kind of different machine.   Dr. Heather Wilson  17:21 Yeah, it's a very big committee, and it's not executive leadership. And so I'm probably more predisposed to executive leadership than just being on committees. It takes a very long time to get anything done in Congress, and our government is intentionally designed that way to protect us from tyranny. So you have to take that philosophical approach to it, even if you're frustrated day to day. I did learn how to get things done by giving other people credit. And there were several times — the changes to the Foreign Intelligence Surveillance Act is probably one example — where I had sponsored legislation in the House. It had taken quite a bit of time — changing Congress. There were continued problems, and I went to others and tried to put them in positions of leadership and support them. And ultimately, it was a Senate bill that passed, but which had been shaped in the background by multiple people, including me, and I was OK with that. And the same thing happened on pieces of legislation about public lands in New Mexico. I remember I came out in favor of doing something in northern New Mexico with respect to some public lands, and I got out ahead of Pete Domenici and he was not happy about that. He was very clear about not being happy about getting a little bit ahead of him on it. But in the end, the piece of legislation there that was signed, and another one on Zia Pueblo were Senate bills. They weren't House bills. But I had moved things forward on the House side, and it didn't matter to me that that it said “S” rather than “H” in front of the name of the bill. So as long as you don't really care about who gets the credit, you can get a lot done in the Congress.   Naviere Walkewicz  19:11 That is a powerful lesson. And somewhere in the back of my mind, I think there's a Contrails quote, and I can't remember all of it, but I remember the end of it is, “…if you don't care who gets the credit.”   Dr. Heather Wilson  19:11 Yeah, that was probably one of the short ones. Schofield's quote was — we all did pushups for those.   Naviere Walkewicz  19:30 Yes, I had a starting moment. I was about to get down…   Dr. Heather Wilson  19:35 … and start to sweat…   Naviere Walkewicz  19:37 … and take my punishment. That was wonderful, ma'am. I'm glad we actually went back and did that journey.   Dr. Heather Wilson  19:42 When I think about my service in the Congress, where I made the most difference, it was in committee work, and particularly on the House Permanent Select Committee on Intelligence, where I served for a significant amount of time, including post-9/11. And I think that work, because the Intelligence Committee, most of it is in private, it's dealing with really hard, really important issues, and you don't bring your staff there. You have to do the work. And I think probably that's where I did some of my most important work as a member of Congress, was in Intelligence.   Naviere Walkewicz  20:18 Thank you for sharing that. Who are some other influencers, some key influencers in your life, that have maybe walked alongside you or helped you in these different roles that you've carried in your amazing career.   Dr. Heather Wilson  20:31 Oh, they're different people at different times, but certainly as a young person, my grandfather was very important to me. My grandfather had been one of the first flyers in the RAF in World War I, and then came to America in 1922 and flew in the Second World War for what became the Civil Air Patrol. So he did sub search off the Atlantic coast, and varied parts, around to bases, in New England. So, he was important to me as a child. My dad died when I was young. My dad also had been enlisted in the Air Force. He was a crew chief and also a pilot, commercial pilot, after he got out of the service. So I grew up around airplanes and my grandfather was very important to me, and there were other people along the way. When I was a cadet, there was a group commander, Lieutenant Colonel — it's funny, you still remember… anyone who remembers my middle initial, I know it's like, “Oh, this may not be good,” but Robert L. Rame, Lt. Col. Robert L. Rame was the 4th Group commander and my first Air Officer Commanding. General — sorry, Maj. William S. Reeder. He was an Army officer and had been a prisoner of war in Vietnam. Really, I was terrified of disappointing him. It's funny, I just got a Christmas card from him. Life's long, right?   Naviere Walkewicz  21:53 Wow. What connections. I'd like to kind of go back a little bit to your grandfather. You said he was really important to you in your life. Can you share maybe some of the ways he influenced you? Obviously, you're third-generation aviator in your family. Is that how you knew you're going to go into service?   Dr. Heather Wilson  22:08 Well, the Academy wasn't an option until I was a junior in high school, and so I knew I was going to college, but I didn't really think about where. And then they opened the Air Force Academy to women when I was a junior in high school. So, my grandfather had two sons, and he had five grandsons, and me. But he was pretty — I would say — the way he might say it is he was pretty sweet on me; he and I were very close. We used to play chess after school when I was in high school, and I remember once we just finished playing chess, and I was a senior in high school — so, my grandfather was an aviator; he was also a mechanic. He could use any tool, I mean, he was just amazing with his hands. And I had learned a new tool in school, and I took out a piece of graph paper and I drew a drew a curve, and I said, “Grandpa, do you think you could find the area under this curve?” And he said, “Well, I'd probably count up the squares and estimate from there on the graph paper.” And I then I showed him something new and it was called calculus, and it was the first time in my life that I realized I had a tool that my grandfather didn't have. He had a high school education and had gone into the RAF during the First World War, and he was a great mechanic and a really good man, but I realized that there were opportunities for me that maybe my grandfather never had.   Naviere Walkewicz  23:56 I actually got chill bumps when you shared that. Pretty powerful. Thank you so much. Can you talk about, throughout your career — you said if people remember your middle initial, and I'm sure that many on the military side would, because you're amazing… Have you learned from anyone maybe that is not a mentor of you, but someone that has kind of come under your wing? Can you share some leadership lessons that you've learned from those serving alongside and under you?   Dr. Heather Wilson  24:24 Oh my gosh, I learn stuff every day from the people whom I'm privileged to work with. And one of the things that I learned over time was, and as you get more senior, the most important thing you do as a senior leader is hire good people who know things that you don't know, because it's not possible to know everything you need to know to lead a large organization. So, you have to organize yourself well and then get great people and let them do their job. So, I learn things every day. I was interviewing somebody yesterday that we're trying to attract to come to the university who is on the communication side of things — marketing and communication and branding. And you know that creative, visual side of my brain, if you did a brain scan, it would be like a dark hole. That's not a strength of mine. And so those kinds of things are — you have to realize what your strengths are, and then to fill in the team and put together a team, which together can accomplish the mission.   Naviere Walkewicz  25:34 I'd say your grandfather is still kind of, you know, influencing that. It's almost like you're filling your toolbox with all those areas.   Dr. Heather Wilson  25:43 That's funny you use that word. I've told this story before, but my father was both a pilot and a mechanic, and he built an experimental aircraft in our house, and we lived on this, kind of the last house that they would plow to on the end of the road in the winter, right? So, in a very small town, and at that time, there were still traveling salesmen, and the Snap-on tools guy would come probably every six weeks or so, and he had this, like red truck with an accordion thing on the back that looked just like the toolbox in the corner of the garage, right? And we knew that when the Snap-on tools guy came, do not go out. I mean, it was like Christmas for my dad. Do not interfere when the Snap-on tools guy is there. And so he'd go out and lean against the truck, and we could see him laughing and stuff. And eventually my dad would reach in his pocket and pull out his billfold and give the guy a bill, and he'd go back, and he'd lift up the back of the accordion thing and reach in there and give my dad a tool. And my dad would — then the truck would back out, and go on to his next stop. But my dad would take that tool and we'd scramble into the garage to see what he got and stuff. And my dad would usually put that tool in the box in the corner and then go back to what he was doing that day, working on his car or whatever he was doing. And it occurred to me that my dad didn't need that tool that day, but he collected tools, and someday he'd need that tool. And I think great leaders collect tools even when they don't need them today, because they're going to be times when you bring everybody to — you know, there's that great scene in Apollo 13, but it happens around the staff and Cabinet table, and it'll happen in your planning room as a pilot where you've got a new problem, and everybody brings in their tools and says, “OK, how can we make a carbon monoxide filter, or carbon dioxide filter, out of what we've got here on the table?” So, collect tools. And I think that's one of the things I learned from my dad.     Naviere Walkewicz  28:00 Oh, that is an amazing story. Can you share maybe a tool that you've had in your toolbox, that you learned way back when, maybe at the Academy, or as a young girl, that you've recently pulled out and used?   Dr. Heather Wilson 28:12 Well, one of them — I'm not so sure it's recent, but when I was a small business owner, there was a group in New Mexico called Quality New Mexico, and they taught small business owners the Baldrige Principles for quality management. And then I ended up being the Cabinet secretary for child welfare in New Mexico. So, I took over a foster care system, which was under a federal consent decree for not getting kids forever homes and an overly crowded juvenile justice system. I mean, every intractable social problem was — I realized after a while why I became Cabinet secretary for child welfare, because nobody else wanted that job. I mean it was a really difficult job, but I had these tools on quality management. I thought, “I think we can apply these same principles to improving foster care, to improving the juvenile justice system.” And so we did, and there's some things I was proud of there, but one of my last acts as Cabinet secretary before I ended up leaving and running for Congress was to sign the end of the federal consent decree that had been in place for 18 years that said that the state was not getting foster kids forever homes. We changed the system, but we did it using those quality management principles, which I had learned as a small business owner almost as a lark. So, there's one example. But, you know, we just went through a global pandemic. It was very much a pickup game. Nobody had ever been through that. So, we all got together and figured out how we could use the tools we had, including the research capability on my campus to be able to sequence DNA so that we could do testing on campus and get the results, ultimately, within six hours and then feed that back so we could detect disease before someone was symptomatic, so you could suppress disease on campus for those who had to be on campus. There's some things you can't do remotely. And so, we had our own testing system on campus, which was remarkable. Well, why'd we have that? Because we had some tools in the box.   Naviere Walkewicz  30:37 Well, you've used those tools amazingly as you've navigated your career. How would you say that — because yours is… we talked about not being linear. It's kind of been multiple paths and…   Dr. Heather Wilson 30:50 Different chapters.   Naviere Walkewicz 30:51 Yes, I love that. Different chapters. How would you say that you've navigated leadership through that? And has there been a thread that's been common through all those different chapters that you've…   Dr. Heather Wilson  31:04 Yeah, we talked a little about integrity, and that certainly is there. But I when, when people say things like, you know, “Why are you at UTEP?” Or, “Why did you shift to higher ed?” Or, “Why did…” The mission matters so developing people matters. Defending the country matters. So, a mission that matters with people I like. And I realized that when you get down to it, you should do things that matter with people you like and if that's your filter, as long as you can put food on the table, there's a lot of different things you can do, but it should be something that matters with people you like. Otherwise, that time between 8 a.m. and 5 p.m. can seem forever unless you're doing something you like.   Naviere Walkewicz  31:49 That is a powerful thread. Mission matters with people you like. How has your family supported you through this?   Dr. Heather Wilson  31:56 I live a blessed life. I tell this to students, and probably, as a younger woman, I wouldn't have said these things because I was so focused on being taken seriously, I suppose. But, I lightened up after time and realized, OK, I'm probably too serious. But the most important decision I've made in my life is not to go to the Academy or to run for Congress or to become a college president — none of those things are the most important decision I've made in my life. The most important decision I made in my life was to marry the guy I married. I married a guy who's actually retired Air Force now, but he was a lawyer. Despite that, he's a nice guy and sometimes, I think, particularly for women, there's always that fear that you're going to sit down when you're in a getting into a serious relationship, and it's going to be one of those conversations that says, “OK, we're thinking about making this permanent. Who's going to give up her career?” And it's not really a conversation, or at least maybe it wasn't in my era, but Jay never had that conversation with me. It was always we could do more together than either of us could do alone, and he has been so supportive of me. And, yeah, vice versa. But I had to go back east for something last week, and I knew that even in this big reception that I was in with all these people, that he wasn't going to be there, and if he was, he'd still be the most interesting guy in the room. So, I married well, and my family always — we're a very close family. And I think while my obligations to my family didn't end at the front porch, my family gave richness and dimension to my life that I never really anticipated as a young woman, and it's given me joy. Success seemed possible to achieve; joy always seemed like a gift from God, and I have had joy because of my family.   Naviere Walkewicz  34:18 Thank you for sharing that. You talk about when you're hiring, you choose people that kind of fill gaps, but it sounds like, also on your personal team, you want to make sure that you're choosing it, you know...   Dr. Heather Wilson  34:30 Yeah, you're going to be roommates for a long time. That matters. And there's the things that you just kind of have to get over. You know, I'm not going to clean around his sink, and he's not going to be bothered about the fact that my closet's color coordinated. I mean, we just live with that, right?   Naviere Walkewicz  34:49 I appreciate that about you so much. You talked a minute ago about some things you learned about yourself as a leader. You know, “Not take myself too seriously.” Can you share a little bit more about that journey on your own, like that personal leadership journey that you've made?   Dr. Heather Wilson  35:07 Yeah, and I think it's easier as you go on. And honestly, very early on, I was very often the only woman in the room, and so I wanted to be taken seriously. I was also very often the youngest person in the room. And so those two things made me want to be taken seriously. As I went on and got more responsibility, I realized that the truth is I am a very serious and successful woman. My husband would say that I was raised in the home for the humor impaired, and that I've been in therapy with him for over 30 years. So, I gradually learned to see the humor in life. I still am not one that stands up and tells jokes or something, but I see the humor in life and I don't take myself too seriously. The person that I watched who used self-deprecating humor better than any leader I've ever seen was actually Dave Goldfein. Everyone knew when he walked into a room, or if he stood up on a stage at a town hall meeting with a bunch of airmen or something — everybody knew that they were gonna laugh. At some point in that meeting we're gonna laugh, and not at someone else's expense, but at his. And it made people relax around him. He was very, very good at it. But I also knew that his self-deprecating humor was really a cover for exceptional competence, and I never underestimated that, but it made people relax and brought a little bit of joy to whatever intractable problem we were looking at.   Naviere Walkewicz  36:51 Well, you shared about sometimes when you're coming up through your leadership, you were often the only woman in the room and sometimes the youngest in the room. What would you like to share on your thoughts of what has that impact been, and what do you see as your legacy?   Dr. Heather Wilson  37:07 Well, there were some times, particularly early on, when women flying or women in positions of command was new, where you just had to do the job and realize that you were probably changing attitudes as you went and that it would be easier for those who came after you, and that's OK. I don't see that as much anymore. Although, when I was elected to Congress, I think probably 10% to 15% of the House was women. Now it's more than that, and once it gets to be more than 30% in any room, it doesn't sound — it's almost like you walk into a restaurant where it's all guys or all women, and you notice the difference in the room, the tones of the voices and things. Once you get to about a third, it feels like it's comfortable, but early on, I always was very conscious of it and conscious of the obligation to do well, because I was being judged not only for myself, but for an entire group of people. And so, I was sensitive to that, and wanted to make sure that I didn't, like — “Don't shame the family,” right? So make sure that you keep the doors open. As far as legacy is concerned, and I think back in my time as Air Force secretary, I would say there's two things that I hope linger, and they have so far. One is a change to the promotion system to make sure that we have the right kind of talent to choose from at all levels in the organization, and so that, I think, has continued to persist. And the other one that will be changed over time and has to be changed over time, had to do with the science and technology strategy of the Air Force and the need to stay ahead of adversaries. I think this is a completely separate conversation, but I actually think that that we are at greater risk of scientific and technical surprise today than at any time since the end of the Second World War. And if you go back and read books about engineers of victory, or there's a whole lot of books about how science and technology was brought to bear in prevailing in the Second World War. I think we're at risk now in a way that we've kind of become complacent about. So, science and technology strategy is something that I hope is a legacy.   Naviere Walkewicz  39:36 That's amazing, ma'am. And I think not only for our military, but you're able to influence that in the spaces that you are now.   Dr. Heather Wilson  39:43 Yeah, engaging the next generation, which is a heck of a lot of fun. You know, the University of Texas at El Paso is a wonderful institution — 25,000 students, half of them are the first in their families to go to college. About 70% or so come from families making less than about $45,000 a year. So, this is a university that transforms lives, and it's a university that — of my 25,000 students, over 5,000 are studying engineering. Another couple thousand are studying science, College of Nursing, College of Education. This has a tremendous impact on the region and on the lives of those who choose to educate themselves. And so it's a wonderful mission to be part of, and I think it's important for the nation. I think regions of the world who choose to educate their people in the 21st century will thrive, and those that don't are going to be left behind, and that's why I do what I do.   Naviere Walkewicz  40:44 Well, it clearly aligns with your foundation and your mission, ma'am, and I think that's outstanding. We're going to ask for Dr. Wilson's final thoughts next, but before we do, I'd like to take a moment and thank you for listening to Long Blue Leadership. The podcast publishes Tuesdays in both video and audio and is available on all your favorite podcast platforms. Be sure to watch, listen and subscribe to all episodes of Long Blue Leadership at longblueleadership.org. So, Dr. Wilson, I would love to take a moment to gather some of your final thoughts, what you'd like to share today.   Dr. Heather Wilson  41:21 Well, assuming that most of the folks who listen to this are either cadets or young officers or grads, I leave them with one thought, and that is, don't shame the family. Don't shame the family. People will look up to you because you are an Air Force Academy graduate, or you are an Air Force cadet. The standard is higher, so live up to the standard.   Naviere Walkewicz  41:50 Ma'am, we started with you being direct. You ended direct. I think that is amazing. Thank you very much. Thanks for being on Long Blue Leadership.   Dr. Heather Wilson  41:58 My pleasure.     KEYWORDS leadership, Air Force Academy, integrity, mentorship, quality management, Dr. Heather Wilson, military service, personal growth, career journey, unexpected opportunities, leadership, integrity, family support, women in leadership, public service, legacy, mission-driven, personal growth, collaboration, Congress     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation    

(Lander, WY) – The KOVE 1330 AM / 107.7 FM Today in the 10 interview series Coffee Time continued today with host Vince Tropea, who recently spoke with Joe Stong, Commander, and Stevan Scott, Deputy Commander, for the Wind River Composite Squadron. Stong and Scott stopped by to talk about the Wind River Composite Squadron and the Civil Air Patrol, the community events the group partakes in, and their efforts to expand youth participation in all of Fremont County. Check out the full Coffee Time interview with both for all the details! Be sure to tune in to Today in the 10 and Coffee Time interviews every morning from 7:00 to 9:00 AM on KOVE 1330 AM / 107.7 FM, or stream it live right here.

Episode 371 Show Notes   Topic of the show: Off-Field Emergency Landing and CAP Response On this week's show, RH and AG discuss the excellent response of both ATC and Civil Air Patrol to an off-field emergency landing.  What can controllers learn from this story that will help them be better prepared to respond to a pilot in distress?  What can pilots learn from the event?  We also discuss amazing glider records, European flight following, and more of your awesome feedback.    Timely Feedback: 1. Patron EK sent feedback about OB 370 2. Patron CA also sent a quick note about 370   Feedback 1. Patron LB sent feedback about flying in Belgium 2. Patron TWH sent a note about glider flying 3. Patron DGL sent audio about an emergency   Have a great week and thanks for listening!  Visit our website at OpposingBases.com You can support our show using Patreon or visiting our support page on the website.  Keep the feedback coming, it drives the show! Don't be shy, use the “Send Audio to AG and RH” button on the website and record an audio message. Or you can send us comments or questions to feedback@opposingbases.com.  Music bumpers by audionautix.com.  Third party audio provided by liveatc.net.  Legal Notice The views and opinions expressed on Opposing Bases Air Traffic Talk are for entertainment purposes only and do not represent the views, opinions, or official positions of the FAA, Penguin Airlines, or the United States Army.  Episodes shall not be recorded or transcribed without express written consent. For official guidance on laws, rules, and regulations, consult an aviation attorney or certified flight instructor. 

Dive into the thrilling world of off-roading with Marc Lawson, the mastermind behind the Trail Team Challenge! In this detailed interview, we explore: Trail Team Challenge: Understand what it's all about, from marksmanship to survival skills. Learn how you can participate, whether you're driving a Jeep, Bronco, or any other mid-sized vehicle. Marc's Jeep Journey: From his days with the Civil Air Patrol to his current role at Tampa Jeep Lab, Marc shares his insights on Jeep modifications, including his thoughts on snorkels, lockers, and the notorious Gladiator issues. Event Details: Get the scoop on when and where the next Trail Team Challenge will be held, how to register, and what you need to prepare for this unique off-road competition. Jeep Mods and Maintenance: Marc talks about essential Jeep modifications for hurricane preparedness, the importance of quality parts like those from Mopar and Motobilt, and his experiences with various Jeep models. Community and Preparedness: Learn about the Jeep community's role in emergency services and how to be ready for natural disasters like hurricanes with your Jeep. SEO Keywords: Jeep Off-Roading Trail Team Challenge Jeep Modifications Jeep Gladiator Problems Jeep Snorkel Off-Road Competition Florida Jeep Hurricane Prep Jeep Community Tampa Jeep Marksmanship Jeep Navigation Skills Social Media Links: Website: FloridaTrailTeamChallenge.com Instagram: @TrailTeamChallenge Follow Marc on TikTok for Jeep tips and humor! Call to Action: Don't miss out on the adventure! Subscribe for more Jeep content, hit the like button, and comment below if you're ready to tackle the trails with us. Register early for the Trail Team Challenge and join the off-road legacy! Hashtags: #JeepTalkShow #TrailTeamChallenge #JeepLife #OffRoading #JeepMods #HurricanePrep #JeepCommunity #TampaJeepLab #JeepGladiator #JeepSurvival Note: This video is packed with valuable insights for Jeep enthusiasts and off-road lovers alike. Whether you're a seasoned off-roader or new to the scene, you'll find something useful in this conversation with Marc Lawson. Remember, preparation, community, and a love for adventure are key to enjoying your Jeep to the fullest. The Jeep Talk Show has been in publication for 15 years! We have a large group of team members and hosts. We publish five episodes a week. One episode, Chic Chat, is a women only hosted episode for women that feel more comfortable watching women talk about Jeeps and off road. We hope you give us a try and if you like the show please subscribe! Our website is https://jeeptalkshow.com. We do both video and audio only so you can watch or listen which ever is more conveinant depending on where you are and what you are doing. Driving to and from work, mowing the grass, or working out at the gym. Let the Jeep Talk Show 1000+ episodes make your day better and more entertaining! Join the Jeep Talk Show family! (chat server) https://jeeptalkshow.com/discord Patreon! https://www.patreon.com/jeeptalkshow (subscribe for commercial free episodes!) Round Table recording Tuesday's 7:30pm CT (Zoom meeting) https://jeeptalkshow.com/roundtable pass jeep Visit our website! https://jeeptalkshow.com Sign up for our newsletter! https://jeeptalkshow.com/newsletter Instagram @jeeptalkshow https://instagram.com/jeeptalkshow

On this episode of the Growing with Purpose podcast, host Paul Spiegelman sits down with Amy Courter, the Principle of Azimuth Centers of Excellence and a Certified EOS Implementer. Amy grew up outside of Flint, MI with humble beginnings and parents who lived out their heart-first, community values. She adopted those same values and wanted to find ways to be a part of and give back to her community. After excelling at a law enforcement program in high school and wanting to stay involved, she enrolled in the Civil Air Patrol, and has been a member ever since.  From the Civil Air Patrol and beyond, Amy has found ways to marry career and community. While working for a large tech company, she found purpose and alignment in her small, entrepreneurial clients. And now, as an EOS implementer, she appreciates working with a wide array of clients, many of which do meaningful work. Tune in to this episode to hear Amy and Paul discuss how she's adapted her experiences to fit many different roles, how being an athlete influenced her professional life, and why she took theater classes in college.  Show Notes:   2:35 - EOS and culture 8:57 - Early influences 18:37 - Joining the Civil Air Patrol 24:00 - Not a career path, but a scavenger hunt 30:15 - Sports and community involvement

Ever wonder what it takes to fly into danger to save lives? In this episode, Nik Fialka sits down with Reese, an Air Force Combat Search and Rescue pilot, to reveal the high-stakes world of aerial rescues—where precision, preparation, and bravery turn chaos into calm. Hear heart-stopping stories of daring missions, high-altitude hoists, and the relentless training behind them. Get an inside look at the sacrifices and teamwork that define one of aviation's most heroic roles. Ready to explore the bravery behind the green feet? Tune in and be inspired by these extraordinary tales!   WHAT YOU'LL LEARN FROM THIS EPISODE Why mastering high-altitude, high-risk maneuvers is crucial for every rescue pilot How combat search and rescue missions redefine the meaning of "no-fail" operations What it takes to coordinate aerial refueling and rescue missions in the world's harshest environments The untold stories of teamwork and ingenuity behind civilian and combat rescue missions How situational awareness and clear communication transform chaos into successful rescues The meaning behind the green feet: A symbol of unity and commitment in rescue missions   RESOURCES/LINKS MENTIONED Harborview Medical Center in Seattle | UW Medicine Air Force ROTC Behind Enemy Lines (2001)  The Guardian (2006) Fill a Bucket by  Carol McCloud and Katherine Martin | Hardcover and Paperback Russell Wilson Inside Combat Rescue - National Geographic Channel     ABOUT REESE FUTRELL Reese Futrell is a U.S. Air Force HH-60 Combat Search and Rescue pilot with over 1,900 flight hours, including 130+ in combat. As an Aircraft Commander and instructor, he excels in high-stakes missions like aerial refueling, low-level flight, mountainous rescues, and Alternate Insertion/Extraction techniques. A graduate of Central Washington University, Reese is also a Civil Air Patrol pilot and STEM speaker dedicated to inspiring the next generation of aviators. As a husband and father of two, he's passionate about advancing his aviation career while sharing his love of flight with others.     CONNECT WITH REESE  LinkedIn: Reese Futrell     CONNECT WITH US Are you ready to take your preparation to the next level? Don't wait until it's too late. Use the promo code “R4P” and save 10% on all our services. Check us out at www.spitfireelite.com!   If you want to recommend someone to be a guest on the show, email Nik at podcast@spitfireelite.com, and if you need a professional pilot resume, go to www.spitfireelite.com/podcast/ for FREE templates!     SPONSOR Are you a pilot just coming out of the military and looking for the perfect second home for your family? Look no further! Reach out to Marty and his team by visiting www.tridenthomeloans.com to get the best VA loans available anywhere in the US. If you're a professional pilot looking for a great financial planning partner for your retirement, tax, and investment, go to www.tpope.ceterainvestors.com/contact or call ‭704-717-8900 x120‬ to schedule a consultation appointment with Timothy P. Pope, CFP®. Be ready for takeoff anytime with 3D-stretch, stain-repellent, and wrinkle-free aviation uniforms by Flight Uniforms. Just go to www.flightuniform.com and type the code SPITFIREPOD20 to get a special 20% discount on your first order.  

In this episode of the Valley Today, host Janet Michael welcomes back Major Jacob Bixler and cadets from the Winchester Composite Squadron, Civil Air Patrol. The discussion kicks off with an introduction of Civil Air Patrol (CAP), touching on its role as the volunteer auxiliary of the U.S. Air Force and its focus on cadet programs, aerospace education, and emergency services. Major Bixler reintroduces the audience to the CAP and the diverse community involved, emphasizing the leadership opportunities for cadets. Cadet Lieutenant Colonel Lauren Creese shares her journey, inspired by her father, highlighting her growth in leadership and public speaking. She discusses her current involvement and future aspirations within CAP, including her aim to achieve the Spaatz Award before transitioning to an adult member. Cadet Chief Master Sergeant Cora Creese (Lauren's younger sister) also shares her experiences, discussing her interest in leadership and potential career in aviation. She emphasizes how CAP has helped her develop various skills and how it connects members as an extended family through shared activities and responsibilities. The conversation then shifts to the Wreaths Across America project, a community event organized by CAP at the Winchester National Cemetery. Major Bixler explains the mission of the event: to remember the fallen, honor those who serve, and teach future generations about the sacrifices made for the country. Both Lauren and Cora share their personal experiences with the event, noting its impact on participants and the community. Listeners learn about the logistics of sponsoring a wreath for $17 and the importance of ensuring no veteran's grave goes without a wreath. Major Bixler encourages community involvement and sponsorships to meet their goal of covering all 5,500 headstones. Click here to help. Wreaths Across America is a 501(c)(3) nonprofit organization founded to continue and expand the annual wreath-laying ceremony at Arlington National Cemetery begun by Maine businessman Morrill Worcester in 1992. The organization's mission – Remember, Honor, Teach – is carried out in part each year by coordinating wreath-laying ceremonies in December at Arlington, as well as at thousands of veterans' cemeteries and other locations in all 50 states and beyond. Founded in 1941 and established as the official civilian auxiliary of the U.S. Air Force seven years later, Civil Air Patrol is chartered by Congress as a nonprofit organization for the purposes of youth development, aerospace education, and to promote general aviation. In an auxiliary role as a Total Force partner of the Air Force, CAP operates the world's largest fleet of single-engine aircraft for search and rescue, disaster relief, training, and education. Civil Air Patrol is dedicated to serving America's communities, saving lives, and shaping futures.

The Florida Statewide Drone Expo is being hosted Saturday (12/7) at Azalea Middle School in St.Petersburg. We speak with Willis Reese, who heads the school's magnet aerospace program, about the expo and about their aerospace program as well as the Civil Air Patrol, which has a campus chapter. 

Col. (Ret.) Nicole Malachowski '96 shares her insights on leadership, resilience, resurgence, perseverance, advocacy, and how she continues to serve her country, even after her military career. ----more---- A SHOW NOTE:  There are two ways to learn from Col. Malachowski's leadership journey. If you're short on time, the audio version delivers the highlights of her stories in 40 minutes. Her leadership bites, takeaways, keys to leadership and transcript are below. The video version is 1:46:00 and is well worth the investment of your time. This version includes stories and details about the Colonel's journey she hasn't shared before. Click the "Play" button in the video above and settle in for a most enlightening conversation.    SUMMARY Col. (Ret.) Nicole Malachowski '96 is a trailblazer who has broken barriers in both military aviation and advocacy. She was one of the first women to fly combat fighter aircraft, accruing more than 2,300 flight hours in six different aircraft and serving in multiple high-stakes missions, including Operations Deliberate Forge and Iraqi Freedom. But her story doesn't end there. As the first woman to fly with the U.S. Air Force Thunderbirds, a White House Fellow, and a key advisor on military and veterans' issues, Nicole's career has been defined by leadership at the highest levels. After being medically retired due to a Tick-Borne Illness, she turned her focus to advocacy, leading efforts to improve care for the wounded, ill, and injured service members through the Air Force Wounded Warrior Program. Now a passionate advocate for Tick-Borne Disease research, Nicole serves on several national committees and advisory boards, including the Department of Defense's Congressionally Directed Medical Research Program.   NICOLE'S LEADERHIP BITES "Leadership is a journey." "The runway behind you is always unusable." "Don't think you have to be perfect to be a leader." "Believe those who believe in you." "Nobody wants to lead a scripted life." "Courage, compassion, and curiosity drive me today." "It's okay to admit when you make mistakes."   SHARE THIS EPISODE LINKEDIN  |  TWITTER  |  FACEBOOK   TAKEAWAYS Leadership is personal - It's about understanding what motivates and drives each individual on your team, and tailoring your approach accordingly. Believe in those who believe in you - Mentors like Mick Jaggers who supported and encouraged Nicole were pivotal in her development as a leader. Don't write yourself or others out of the script - As General Matthews told Nicole, "Nobody wants to lead a scripted life." Embrace opportunities to dream big and take risks. Radical acceptance is key - When Nicole's military career ended unexpectedly, learning to accept the situation allowed her to move forward and find new purpose. Personal values guide your path - Nicole's core values of courage, compassion and curiosity have been instrumental in navigating life's challenges and reinventing herself.   CHAPTERS 00:00  The Journey of Leadership 02:01  Colonel Malachowski's Early Life and Aspirations 06:01  Navigating the Air Force Academy 09:46  Leadership Lessons from Soaring 14:07  Overcoming Challenges in Pilot Training 17:50  Key Leadership Experiences in the Air Force 21:59  Becoming a Thunderbird Pilot 25:47  Transitioning to Civilian Life 30:02  Advocacy and New Beginnings 34:09  Personal Values and Resilience 37:54  Final Thoughts on Leadership   NICOLE'S KEYS TO LEADERSHIP SUCCESS Leadership is a journey that requires growth and learning. It's okay to admit mistakes and seek help. Resilience is key to overcoming challenges. Personal values guide decision-making and actions. Mentorship plays a crucial role in personal and professional development. Failure is often the price of entry for success. Authentic leadership is about understanding and connecting with people. The importance of representation in leadership roles. Transitioning to civilian life can be a new beginning. Embrace opportunities and seize the moment.   ABOUT NICOLE BIO Colonel Nicole Malachowski (USAF, Ret.) is a pioneering leader whose distinguished career spans combat aviation, military advocacy, and public service. As one of the first women to fly fighter jets, Nicole's journey included over 188 combat hours and multiple leadership roles, including F-15E Flight Commander, Instructor Pilot, and Flight Lead. She also made history as the first woman to fly with the USAF Thunderbirds. Throughout her career, Nicole demonstrated exceptional leadership, serving in high-level roles such as a White House Fellow and Executive Director of the ‘Joining Forces' program, where she advised the First Lady and Dr. Jill Biden on veterans' issues. After being medically retired due to a neurological Tick-Borne Illness, Nicole transitioned to a new mission: advocating for service members, veterans, and others impacted by chronic illnesses. She's a leader in the national Tick-Borne Disease community, serving on key advisory boards and government committees, and actively mentoring wounded veterans through the Air Force Wounded Warrior Program. Nicole is also a sought-after speaker, author, and consultant, sharing her experiences of overcoming adversity and breaking barriers to inspire the next generation of leaders. Her accomplishments include two master's degrees, induction into the Women in Aviation Pioneer Hall of Fame, and founding her own speaking and consulting firm. Today, Nicole continues to serve and lead, using her story to drive change and impact communities across the country.  - Adapted from Col. Malachowski's bio at nicholemalachowski.com   READ NICOLE'S FULL STORY HERE     CONNECT WITH NICOLE LINKEDIN  |  FACEBOOK  |  INSTAGRAM  |  NICOLE'S LINKTREE     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!          ABRIDGED AUDIO TRANSCRIPT DOWNLOAD THE UNABRIDGED VIDEO TRANSCRIPT HERE  SPEAKERS GUEST:  Col. (Ret.) Nicole Malachowski '96  |  HOST:  Lt. Col. (Ret.) Naviere Walkewicz '99   SPEAKERS Naviere Walkewicz, Nicole Malachowski   Nicole Malachowski  00:11 You know, leadership is a journey. We're always put into positions that we're supposed to grow into. Don't think you have to be perfect to be a leader. It's okay to admit when you make mistakes, it's okay to ask for help, and it's okay to have failures, as long as you overcome them. And I like to remind folks at all levels of leadership, you know that the runway behind you is always unusable. All you ever have is the runway that's in front of you.   Naviere Walkewicz  00:34 My guest today is Colonel Retired Nicole Malachowski, USAFA class of '96. Her career has been nothing short of extraordinary. Colonel Malachowski is perhaps best known as the first woman to fly as a pilot with the Thunderbirds, a singular distinction that set her path to reaching even greater heights. However, what you might not know is that her journey took an unexpected turn when she faced a sudden life altering loss of her place in the Air Force. The challenges that followed were extreme and personal, but through them, Colonel malikowski demonstrated a resilience and strength that not only transformed her own life, but also empowered her to help others with their own struggles. In today's conversation, we'll dive deep into the personal and professional journey that led her to transition to civilian life, the lessons she learned from the hardships she faced along the way, and how she now advocates for others, sharing the wisdom she's gained from the tough battles she's fought and won. We'll also take a look back at her time at the academy, her experiences as a pilot and the leadership principles that have guided Colonel malikowski, she has become a powerful voice for resilience, perseverance and leadership, and I'm excited to hear her insights on all of these topics. Colonel Malachowski, may I call you Nicole?   Nicole Malachowski  02:34 Yes, please.   Naviere Walkewicz  02:34 Welcome to Long Blue Leadership, and thank you for being here.   Nicole Malachowski  02:37 Thank you for having me.   Naviere Walkewicz  02:38 It's a pleasure. It truly is. I think one of the things that's so exciting for our listeners is really getting to know you. And you know, I think there's no question about who you are in the media, I mean, all the things you've accomplished, but some things that are most special is when we just sit down and kind of get to know you behind the scenes.   Nicole Malachowski  02:53 Indeed, let's do it.   Naviere Walkewicz  02:54 So let's go back to even before the Academy. Where did you grow up? Where are you from? And what were you like as a little girl?   Nicole Malachowski  03:00 Sure, yeah. So I was actually born in central California, in a town called Santa Maria, and I was born, I consider very lucky, because I was born a woman in America, so there was a lot of opportunities, you know, afforded to me. Also very lucky to be born into a solid, you know, middle class family, you know, I was a kid who always had a roof over my head and food on the table, which makes it a lot easier, right, for you to seize opportunities and to be your best. And think it's important that we acknowledge that not everybody is born into that position. And so I was very, very lucky, I will tell you, I was definitely the loner, definitely an introvert. Always have been. A lot of people would be surprised by that, but I am a solid INFJ on the Myers Briggs, but as a young kid, just very quiet, kept to myself. I was very much a dreamer, very curious about things, so I loved to dive into books. I loved school. I was the kid that would take my lunch box, you know, out into the middle of the football field by myself and just stare up at the sky and the clouds moving by, and dream about things. I remember being in the Girl Scouts during junior high we moved down towards Southern California, where I learned about Civil Air Patrol, and then from there, in high school, we actually made a big move to Las Vegas, Nevada. I continued my time in Civil Air Patrol as a cadet, but also joined the Air Force Junior ROTC at my high school.   Naviere Walkewicz  04:16 I'm just drawn to this visual of you with your lunch box in the middle of the football field looking up at this guy. So were you dreaming about flying?   Nicole Malachowski  04:24 I was, you know, I went to an air show when I was five years old, and I remember seeing an f4 phantom fly by, and it flew by so low, and it was so loud, I had to cover my ears. And I remember, like, my chest rumbling, you know, the smell of jet fuel. And I remember thinking, man, like there's a person in there, like, I want to be, you know, that person. And I had come from a family that, you know, honored and respected military service. So both of my grandfathers were career military my father had been drafted into the army during Vietnam. So I knew that, like, you know, military service was honorable and noble and good. And when I discovered that that was a military plane. I remember as a kid putting one plus one is two. I'm like, wait, you can fly jets and serve in the military. That's what I'm going to be. And wow, that was around 1979 and that's right, there are no boundaries on things. So looking up at the sky, watching planes, and of course, in high school in particular, moving to Las Vegas, Nevada, because Nellis Air Force bases there. So, I mean, I would watch the red flag launches and watch how those jets fly. And of course, I would see the six ship of Thunderbirds flying by as a kid, thinking that was pretty cool. So to be honest, I set my sights on the Air Force Academy in elementary school.   Naviere Walkewicz  05:34 Oh, my goodness.   Nicole Malachowski  05:35 Yeah. So when I was five and decided to be a fighter pilot, you had decided, I mean, I was maniacally, maniacally focused. I did not have a backup plan. I am so lucky that things worked out because I have no idea what else I would have done, you know, with my career, but I remember in sixth grade, I wrote a letter to the Air Force Academy. They responded. The admissions office responded with a personalized letter letting me know I'm kind of young to apply now, but here's the application process. They sent me a whole bunch of Air Force Academy swag, and that was it sixth grade. I was going to the Air Force Academy, goodness, when you were actually old enough to apply. Now to the academy.   Naviere Walkewicz  06:13 Let's talk about that process. What was it like for you? Well, I mean, I think it was more exciting than anything else. I told you. I had stayed maniacally focused. I was very particular and organized about prioritizing how my application would look. So of course, I strove to have the good grades, and obviously stayed involved with the activities like Civil Air Patrol or participating in sports like running cross country and track, as well as doing, you know, community service type activities. So I was indeed focused on making sure that application looked good. I remember the thing I was probably the most nervous about were those interviews with your, you know, senators and your representatives, and wondering if I was going to be able to interview well. So I was, you know, putting my best foot forward. And I remember my senior year, it was approximately October, maybe coming up on November about this time, right? And I went to the mailbox to get the mail, and I had the application had already been in, right? Because everything was done before the fall, and I saw this giant envelope from the Air Force Academy. And I thought, No way, because it's only like October or November. And I started shaking, and I opened it right there at the mailbox. I had to go up the street. I opened it, and I feel bad because I think I littered like the envelope all over the street, but I remember opening it up, and the first line was, congratulations. You know, you've been accepted to the class of 1996 and I instantaneously just started crying and running as fast as I could back to my house.   Naviere Walkewicz  07:38 Had you been to the Academy prior to the acceptance?   Nicole Malachowski  07:41 No, never stood a foot on at all. And I remember when my parents came to drop me off for for Jacks Valley and everything basic training, when we came up over that hill, over Monument Hill, and you can see the chapel and the kind of imposing, you know, white buildings on a hill, I was like, Oh, wow, that's extraordinary. And I was really just excited. People ask, were you nervous that day? I was not, because I was just so happy that this, to me, was like the first step of the rest of my life. It was that first real step towards this goal of serving my country, you know, like people my family had, and getting to fly jets while I do it, how cool is that? I don't remember any highs or lows. I do remember I got my enjoyment becoming a cadet, you know, soaring instructor pilot.   Naviere Walkewicz  08:28 So let's talk about that. That is a, kind of a key leadership role as well.   Nicole Malachowski  08:32 Yes, that was my leadership role. So my senior year, I was the cadet soaring squadron commander. Oh, let's talk about Yes, yes. So obviously, between freshman, sophomore year, I signed up as soon as I could, you know, to take soaring, and when I discovered that you could actually apply to be a soaring instructor, and I remember that was a really like growth experience, because it's one thing to be able to fly a glider, it's another thing to be able to try to teach somebody how to do that. And I really, I I give a lot of credit to this, you know, sorry, instructor upgrade program teaching me the skills of, how do you communicate something technical? How do you communicate something hard, this idea that you need to be able to communicate it not just in one way, but two or three different ways, because each of your students is going to come at it with a different skill set or a different perspective or a different personality that responds to different type of teaching. So learning how to tailor your instruction and your care and your leadership to each individual was something I learned here, you know, as a sophomore, this idea that I would carry that on into my career as a leader and, you know, ultimately into being, you know, a fighter squadron commander. This tailored leadership actually started here, but soaring is what was my respite. Soaring is where I refilled that tank. It's one thing to be successful yourself. It's a whole different level to teach somebody else to be successful.   Naviere Walkewicz  09:55 So you knew you enjoyed Well, obviously you enjoyed the flying? And soaring, the leadership aspect, I think, was something that was new to you then. Or had you done that in Civil Air Patrol? Did you also have leadership there?   Nicole Malachowski  10:06 Yeah, I had leadership experience in Civil Air Patrol, but I think this was a different level. You know, my senior year becoming the cadet soaring squadron commander, it was really cool, because not only were you trying to take inputs from your peers and your colleagues on things we could improve or do differently, you know, valuing the other cadets opinions. But how do I translate that to leadership? How do I go now and talk to the real officers, the active duty officers in charge, and go, these are maybe resources we need, or things culturally, you know, that we need to change, and that was hard for me, you know, because I had never done that before. How do you advocate for your peers in a way that's understood, you know, by the active duty leadership. So that was really something that, again, would become important in my military career, because when you're put in a leadership role, you know, it's about, I think, advocating for the people who you are, you know, accountable for and responsible to, yes, and so how can you do that and do it in a way that it's received? Well, yes, you know, by the leadership above you,   Naviere Walkewicz  11:07 After you graduated from the Academy, you went on to pilot training.   Nicole Malachowski  11:11 I was slated to go early right after graduation, and I was a casual status Lieutenant flying gliders. Of course, went out for a jog and broke my ankle. So this would be my first kind of little, little detour. And I ended up, they offered me to go, to go to shepherd a lot later, or as soon as my ankle was healed, I could go to Columbus Air Force Base Mississippi right away. And I said, I gotta go, like, I cannot sit around and wait. I want to go to Columbus Air Force Base Mississippi. And everyone's like, what you're going to turn down, like, the chance of going to fighters to like, have to fight for it at Columbus. I like, I can't be stagnant. I need to go. So showed up at Columbus Air Force Base Mississippi, and again, really grateful for all of the flying experience that I had. I think that just those foundational procedures, you know, foundational knowledge, was vital to being a little more comfortable than other people that didn't have that experience. It was easy to be slightly ahead of the curve early on, but as I like to tell people, I fell flat on my face across the starting line my second check ride in pilot training, I failed. Now, pilot training at that time was about a year long. There were about 10 check rides, and at that time, failing one check ride, statistically, traditionally, would take you out of the running for graduating high enough to be a fighter pilot. This was devastating to me, and I remember even having fleeting moments that night of like, maybe I should just quit. Now this is, of course, the youth in me, right? I'm a 21 year old kid, and I'm just getting a little bit emotional about it, but if I can't be a fighter pilot and I just knock myself out of the running, I should quit. And I didn't call my parents because I didn't want to tell them I was too, like, embarrassed maybe, to say, like, hey, my dream that you all have supported is about to come to an end, because I messed up, and I made a really junior varsity mistake. And so I called my mentor, Sue Ross, and then she just let me talk, and she's like, are you done? And I'm done. And she goes, Well, are you going to do that again tomorrow? And I said, Sue, how am I supposed to get back in the jet tomorrow? How do I face my peers? I've been telling them I'm going to fly strike Eagles this whole time. Like this is so embarrassing. What if I fail again? What if I fail again tomorrow? And I remember, she talked me off the ledge, man, you know, and I came away. I came away with that conversation, realizing that indeed, I think I rarely believe failure is the price of entry for achieving something great, because if you have the right mindset, you come away with failures, I think a lot more committed, a lot more dedicated, a lot more focused, and I think a lot more humble, and all of those characteristics and traits are good things. You know, it worked out for me, and I did finish fourth in my class, and I had an extraordinary class. It was a time of great cultural change in the Air Force, because we were the first group of women to come through pilot training with the option of flying fighter aircraft.   Naviere Walkewicz  14:04 So talk about your time while you're in uniform. You had some key leadership positions. You were squadron commander. Can you share some of your stories with that and maybe even some high points and some lessons learned, where you as a leader felt that maybe, maybe it was a low point or a failure, but you grew from it?   Nicole Malachowski 14:20 Sure, sure. Yes. I mean, I had so many, you know, different fun assignments. You know, obviously when you're in your first fighter squadron, I got out at RAF Lake and Heath out there in England. I mean, what a rage right to be a lieutenant flying strike Eagles at 500 feet, 500 miles an hour, up Loch Ness, to live in the dream, you know, becoming in my second squadron, which was at Seymour Johnson Air Force Base, becoming a, you know, flight lead and upgrading to instructor pilot. Very nervous to go into the instructor pilot upgrade. I went in very young. In fact, when I got to that squadron, the weapons officer said, hey, I want to put you in the instructor upgrade. And I was like, no. Away like I am not ready for that. I am not good enough for that. And I was new to the squadron. There were people technically older and more experienced than me. They were in the queue, and he wanted me to jump the queue, a guy by the name of Michael Jaggers, call sign, Mick, I'm still friends with him to this day, and I remember I avoided him. I avoided him like the plague because I did not want to upgrade to instructor. And I remember saying, Mick, I just am not sure I can do this. And he looked at me, and he said, it's not your job to get through it. It's not your job to get through it alone. It's my job. It's my job to ensure you have what it takes and what you need. It's my job to teach you to be a good instructor. So your success is going to be my success. I will not let you fail. What a glorious man, what a wonderful instructor. And the lesson learned here to people is this, believe those who believe in you. Believe those who believe in you.   Naviere Walkewicz  15:52 It's true, though it really is. And those people, I think sometimes your trajectory can change or just like, accelerate, because someone gave you a little bit of courage that you just needed that little piece.   Nicole Malachowski 16:03 And to learn as I gained experience and credibility how to replicate that and how to be that person for other people, right? Because it's about turning around. It really is about lifting up other people. Your success isn't your own. It's how can you help other people achieve the best of themselves? And that's what you know Mikey and Mick did for me. And of course, the rest, you know, being history, because then I had the credentials I needed to apply to be a Thunderbird. And then from the Thunderbirds, I could become a commander, yada yada, you know, but being an instructor pilot, again, in the F 15 e how extraordinary to teach a brand new pilot or WSO, not only to fly the aircraft, to how to employ it as a weapon system and then to turn around and go to war with them. There's no bigger honor. There's nothing, I think, more humbling than that.   Naviere Walkewicz  16:49 Can you share something that maybe you learned from the perspective of how to lead better?   Nicole Malachowski 16:55 So let's be honest, when you go into a fighter squadron, things are a little bit one note, right? I mean, we all are cut from a similar cloth. We all kind of have similar personality traits. You know, you don't want your fighter pilots any other way, putting the effort into understanding what drives and motivates individuals. So learning at that age how to put your arms around everybody that you're responsible for, not just the ones that maybe are easiest to lead, or maybe the ones you're the most comfortable, you know, interacting with as a leader is, how do I figure it out? You know, there were some guys that, if I were to call them on up to the front of the room, in front of the whole squadron, to compliment them on something they did, maybe a check right they had. Or this goes for my fighter squadron command as well. You know, they would love it, right? Because it it was how they were extrinsically motivated, and that's okay. There's nothing wrong with that. If that's what they need, and that's what you need to do to get the best of their strengths and best of their commitment go for it. And then were others that low? If I were to bring them in front of their peers to compliment them, they would shut down and never talk to me for the rest of the you know, their assignment. And so that's where I would take the time to write a handwritten note, maybe put it on the seat of their Humvee, or put it in their helmet, you know, in the fighter squadron. And then when they'd see me walking down the hallway, we give the knowing nod that they were acknowledged for their awesome, whatever it was, and we would move on.   Naviere Walkewicz  18:13 Yes. And so what I'm hearing, in a really, kind of summarizing way, is leadership is personal.   Nicole Malachowski 18:19 Very. it's all about people and it's about authenticity and connections.   Naviere Walkewicz  18:25 So speaking about personal and authenticity, I'd be remiss if we didn't talk about your journey to the Thunderbirds.   Nicole Malachowski  18:31 I knew this was gonna come.   Naviere Walkewicz  18:32 It's here, and so you know it is. It's a different time. There was no woman Thunderbird pilot before you.   Nicole Malachowski 18:40 I grew up in Las Vegas, Nevada, so the Thunderbirds were part of the backdrop. I knew that the Thunderbirds, you know, as a kid, were special and were considered, you know, elite. And kind of going back to my personality, I love being told that, you know, you can't do things. And the truth is, people laugh at this, but the truth is, when I applied to be a Thunderbird, I did it because the way my career was going, I wasn't ready to, I wasn't on timeline to go to ide yet or to go to ACSC, but I had, like, a weird year kind of gap, and I didn't they didn't really know what to do with me. I didn't know what to do with them, and my husband was going to be PCs in the Nellis. This is, like, a true story. Wow. I know people want me to say, well, I had this big, long dream when I was Thunderbird. Also thought about it was always in the background. Is something that, you know, wasn't, was an option. And I, you know, because of a lot of people who put a lot of effort into me, I was indeed qualified, you know, to get in there and to give it a try. But it wasn't something that was like an ultimate goal. I did not know they had not had a woman Thunderbird pilot when I applied, did not even occur to me. Remember, I had never known an Air Force without women fighter pilots in it. That's right, that's and we had all achieved the age where we had acquired the hours needed, and it just lined up with the timing. And I'm like, Well, that would be kind of fun and different to do. And. So I always tell people, you know, when you get those butterflies in your stomach that says, This could be something cool, something different, that is your cue to go do it. Don't worry about what anybody else is saying. And so, you know, I was able to put that application in. And in fact, I was I put that application in, and when I went and told everyone I was going to apply, generally speaking, people were really tickled and happy and happy and supportive. But as the days went by, people started to think about it. I heard, you know, it's too hard to be a Thunderbird, you probably won't get picked. I mean, statistically, no one gets picked to do that. They've never had a woman before. Are you sure you want to do that and this and that? And I remember the day I turned my application in. This was back when you still had hard copies, and you still had to mail them, okay, 2005 took it over to the group commander's Chief of Staff, slid it across the desk. I was super nervous, because the voice in my head was like, Nicole, other people become Thunderbird pilots, not you. That was the other people become Thunderbird pilots, not you. What are you doing? Why are you risking this? But I kept thinking, what's the worst that's going to happen? I don't get picked, like most people don't get picked, and I go back to flying strike Eagles with my community, which I love, like life is good, right? Either way, it's a win, win. So as I slid that application across the desk, said, I'm applying to be a Thunderbird. Here's my application. I remember the staff looked up to me and said, you know Nicole, It's hard to be a Thunderbird. You know Nicole, you probably won't get picked. And the exact words were, you know Nicole, they've never had a woman before, and the colonel can only stratify one person in that moment. Let's, I think there's leadership lessons here, because this person was not trying to be mean, right? What was coming out was, I think the unconscious bias all of us have to check ourselves on every day at all ages. I think what was coming out were the cultural paradigms of the Air Force at that time. And I think what was coming out, you know, were other people's expectations about what I should or shouldn't be doing. And in that moment, the truth is, I grabbed my application and I took it back, I went across to the officers club and grabbed a beer like any good fighter pilot would, and I remember thinking, thank God I didn't put myself out there. Thank God Nicole, you know, now I'm a 30 year old captain, so I'm still a young person, you know. Thank God you didn't risk failure. Who are you to think you could be a Thunderbird, silly girl, right? And in that moment, the weirdest thing happened. And I tell this story on stage, sometimes the door opened to the officers club, and in walk the Wing Commander, Brigadier General Mark Matthews, for whatever reason, comes over and starts talking to me. Now, this is weird, right? I'm a captain. He's a brigadier general. I don't know why he was talking to me, you know, like walking amongst the people that day, or, you know, just making small talk. And so I'm trying to hold my own talking to him a little bit nervous. It's a little you're probably still feeling a little bit down from totally down. And in that moment, over walks my squadron commander, a wonderful man by the name of Dan Debree. His call sign was, trash. Get it? Trash, debris. Trash. Walks over, super excited, very supportive of my application. And he's like, Hey, General, did you know Nicole's applying to be a Thunderbird now? Man, I mean, you could have slowed down time. I was like, ixnay on the underbird Fae like, this is terrible. Neither of these guys knew that I had removed my application. And Dan's standing there all proud. He's my squadron commander supporting me. A great man again. And Mark Matthews looks down at me, general Matthews, and he goes, that's great. How's your application going? And I'm like, I looked at him, and here's what happened. I said, you know, sir, it's hard to be thunder, but I probably won't get picked. They haven't had a woman, so I don't want to waste anybody's time.   Naviere Walkewicz  23:11 Oh, you said, I said it.   Nicole Malachowski  23:13 I said all of it. And this is kind of an embarrassing story to tell, but I'm just this is the truth, right? This is the vulnerable truth of how this happened. And and he looked down at me, and I will never forget this. And I hope folks listening who have big dreams and gnarly goals remember this. He looked down at me and he said, Nicole, actually. He said, Fifi. My call sign, Fifi. Nobody wants to lead a scripted life. And he walked away and left me in extraordinarily uncomfortable silence. And those words nobody wants to lead a scripted life have become my life's mantra. Every time I get the knot in my stomach that says that dreams too big or that idea is too innovative, don't rock the boat, I remember what he said, because those words, like they lifted the weight of the world off my shoulders, told me it was okay to dream big. It was okay to buck the status quo. It was okay to be different. He was telling me, it's okay to risk failure in pursuit of personal professional growth, and it's not so much. I think he's telling you and me to write ourselves into the script. What he was saying was, don't ever write yourself out of the script. And as leaders and teammates, don't you ever write anybody else or their wild ideas out of the script, either. And so nobody wants to lead a scripted life. And I, I hope what you're hearing in these stories, and maybe what I'm realizing just chatting with you, is these little turning points, these pivot moments where these really important people, the mark Matthews, you know, the Mikey whiteheads, the Mick Jaggers, the Sue Rosses, the Kim Jamesons, they all come at that right moment. You got to be open to that you know, and and how important your actions and your words are to making or breaking somebody else's journals.   Naviere Walkewicz  24:48 Yes, yeah, so you took that application back.   Nicole Malachowski 24:52 Sure did. Sure did. I did not get the number one stratification from the colonel, but I did from the general. And. So that worked out for me. When I really started thinking about, I think I was putting myself back in the kid in high school with her brown bag lunch out on the football field watching the Thunderbirds fly over that can tend to see that those six jets smoked behind in red, white and blue, screaming over your high school. You know, you wanted to be a fighter pilot. Since you're a kid, I'm staring up at them, thinking, there's people up there. You know, I want to be one of those people. This idea that there would be a little kid watching me as a Thunderbird pilot, and maybe someday go, maybe I could fulfill whatever my dream is. Maybe I could join the Air Force too, a little girl going, maybe I could be a fighter pilot someday. And I think the gravity and the weight of the mission of the Thunderbirds started to really impact me, because it had indeed impacted me as a kid, and the idea that I could be a part of that. And I think the other thing was, and maybe this sounds cheesy or trite, but it's not, you know, sitting at Al UD, drinking my one beer at three in the morning after I land from my night combat mission, sitting with all these great Americans from all over the country, from every different background, and thinking, I could go tell their story, and that's what Thunderbirds get to do. You get to represent the world's greatest Air Force and tell the stories of these airmen who are out there getting the job done, those tech piece those crew chiefs, you know, the folks that are working at the tower, the folks in the food hall, our medical professionals, the cyber the whole thing, right? And all of a sudden it got really exciting to me, like I could go out there with this team, with this mission, and we could represent our friends with the honor and the dignity and the respect that they deserve. And I think those two things kind of collided together, and I started getting really excited about excited about this Thunderbird thing. Ended up back at Lake and Heath painfully excruciating waiting for the vinyls. And when we got back from Iraq, they give you the kind of three weeks of downtime. My husband was a gracious man and took me on a Cruise of the Baltic Sea. We're sitting in our cabin in Oslo Norway, and the phone in the cabin rings. The phone in your cabin, phone in my cabin rings. It's about 10 o'clock at night, but full sun outside, because it's summertime in Norway. And immediately we looked at each other, and both of our heart we've talked about this, both our hearts sank, because why does a phone call come to military people on vacation? It's not never it's never good. Yeah, and I was a flight commander at the time. So was he we immediately thought something disastrous had happened, an aircraft accident, a death, you know, a car accident. And we let it ring another time, and he's like, You need to pick it up. And I picked it up. And I said, Hello. And they go, is this Captain malikowski? I said, Yes. And they go standby for the commander of Air Combat Command. Oh my gosh. And I looked at my husband, and I was like, What is going on? Well, I knew this was the consolation call. There was, I think, I think there was five or six of us who had made it to finals. Three people were getting good position. The other were not. And it is tradition that the commander of Air Combat Command calls all six, coach is very gracious and professionally courteous. And so I thought this was my consolation call. So I'm waiting, and it feels like an eternity, and all of a sudden I hear Stevie there, and I said, Yes. He goes, Ron keys which was General. Ron Keyes, Commander, Air Combat Command. I'm a young captain. I'm like, you've got to be kidding me. And I go, sir, how are you? He goes. We have a pretty amazing Air Force that we can find you in the middle of the Oslo Norway fjord, don't we? I said, Yes, sir, we do. He goes. Well, I know you're on vacation, so I want to keep it simple. I want to offer you a job. And I said, Yes, sir. He goes. How would you like to be Thunderbird number three? And I said, I stayed as professional as I could in my voice, but I was looking at my husband gesticulating, jumping up and down like you're not gonna believe I said, Sir, I would absolutely love that. He goes, Okay, great. You're the next Thunderbird number three. Look forward to watching you fly and get back to your vacation. And he hung up the phone. You know, the Thunderbirds are, at that time, 125 people from 25 different career fields who came together to make that mission happen. Wow, never been in a squadron with that many high performing, highly motivated people in my life. I am still dear friends with my crew chief, still friends with people on the team. It is such a crucible experience. It's a one off, you know. Well, fast forward. Finish up the Thunderbirds. I get a phone call. He goes, it's Viking blurling. I'm like, How the heck did this guy that I met once get my phone he goes, Hey, when I was an Air Force officer, a young fighter pilot, I did acse as a White House fellow, and I think you should be a White House fellow. I said, Well, what's the White House Fellowship? So he explains it to me, and I'm like, there is no way I will get picked as one of 12 to 15 people across the United States, across all career fields, including civilians, to be a White House fellow. Colin Powell was a White House fellow. I am not a White House fellow. This is ridiculous. So I entertained his conversation. He says, I want you to think about I'm gonna call you back tomorrow, same time. Boom. Phone rings. Viking borling, you're applying to be a White House fellow, no, sir. I'm not. Third day ping. Phone calls. You're applying to be a White House fellow. Anyways, I applied to be a White House fellow. Went through that whole process, semi finals, regional panel interviews, and then the finals, and was selected to be a White House fellow. I got assigned outside of the White House to the US, General Services, Administration, yes, like, it was exciting. And I was like, this is where the nuts and bolts happen? Well, the GSA also runs what's called the office of the president elect. Between election and inauguration, the incoming president and their team needs to have a place to get ready, like our current incoming administration is doing. It's a physical office building where they make decisions about cabinet secretaries, or they get their intelligence briefings and all of that. Guess who got put on the presidential transition support team to be up close and personal for the peaceful transition of power between George Bush and Barack Obama? Wow. The extraordinary part about the White House Fellowship was most of the fellows were civilian, and I had been nothing but military since I was 17 years old and showed up at the Air Force Academy. So to be able to look at leadership and teamwork and professionalism from a completely different lens, to see how people from the education field or from healthcare would solve a problem was fascinating. You know, we in the military can look to solve problems a very specific way, and a lot of us are a little bit very specific in how we do it. And so to learn how to look at problems and solve things in different ways was extraordinary.   Naviere Walkewicz  31:23 So your career trajectory is just really incredible. Because you've kind of talked about how you've been put in these places based off of circumstance, but then when you get there, it's all about, how do you make the most of it, seize the opportunity and see what's available.   Nicole Malachowski  31:38 A lot of times, you know, as human beings, we go, Well, I don't have this, or I can't do this right now, or not resource this way, man, find a way. Yeah, ask yourself the right question. What is it I can do right now with what I have?   Naviere Walkewicz  31:49 Well, that makes me feel like that's a really good lead into kind of what circumstantially happened to you, unexpectedly. Yes, so you're medically retired from the Air Force. Do you want to talk about how that happened?   Nicole Malachowski  32:00 And sure, sure, you know, the the greatest honor of my career was serving as the commander of the 3/33 fighter squadron. I enjoyed that, and I remember also during that time being physically fit, mentally fit, spiritually fit. And I remember feeling ill in the summer of 2012 like I had the flu, but within three months, I started having severe neurological problems, so things like word finding, slurring my words, inability to read write, inability to type, dropping things with my right hand, dragging my right leg, getting lost, driving home, and I remember going into a grocery store and having a complete panic attack because I didn't know what a grocery store was or why I was in there so very Alzheimer's dementia like symptoms. So in fact, what was happening was my brain was becoming inflamed with an infection. So over the next four years, my symptoms would wax and wane. They would come and go, they would change in severity. Obviously, I could no longer fly. I was grounded, but they said, Hey, you can stay in the Air Force. You just can't fly. And I said, that's great, because honestly, I just want to lead airmen. Lead airmen and be a part of a team. So, you know, there's a lot of details, you know, to this story, but my symptom list was like 63 symptoms long, covering every system in my body. And so they cast the net wide, and that's where tick borne illness came into it. And at that time, I was in a wheelchair. I couldn't talk. My husband was wheeling me around, and I remember when the doctor said, we come on in. We have the diagnosis. We know what's wrong with her. The doctor says she'll never fly again. And my husband said, Well, how long until she's better? And she goes, Well, treatment is going to take at least two years. And it was in that moment, it wasn't that I wasn't going to fly again, that hurt. But when they said two years, I knew that the military was going to medically retire me, I knew it was over, and I couldn't speak or say anything, and I was just devastated. I remember my goal was to be the commandant of the Air Force Academy. That was my dream. And all that just came crashing, you know, crashing down. And in that moment, so for nine months I couldn't walk, talk, read or write. I spent another year and a half in rehab, and during that time, obviously went through my medical evaluation board, but I was medically retired, I fought to stay in and then I realized my body wasn't gonna let me and once I accepted that it was over, you know, I was able to move forward so radical acceptance was a hard thing to come by. But the day of my retirement, December 29 2017 came, I was home alone because I was bedridden and house bound for two years. Um, was very hurtful. Remains hurtful. How my Air Force career ended. I love the Air Force based on all the stories that I told, but this moment is very painful for me. It still is. And, you know, I thought, well, what are you going to do about it? You know, you can't. Change that you were bit by tick, can't change that you have a brain injury. What are you going to do? Girl, you know, the fighter pilot in you is not going to quit. And that's when I decided, well, I'm going to, you know, I got to do something. And the phone rang, and the phone rang, and it was during this time, a gal by the name of Buff Bucha, retired colonel, had been in a helicopter accident broke her neck in Afghanistan. She said, Hey, how you doing? I said, I'm not good. She goes talk to me, and I remember for two hours just vomiting everything out to this person I didn't really know very well. Well, she was calling from the Air Force Wounded Warrior program, wow, and the Wounded Warrior program swooped in to save me, and I ended up becoming a trained ambassador and a trained mentor, which I still am to this day. I'm able to help other airmen who are being discharged, but I just want to give a shout out to the Air Force wind Warrior Program, psychologically and mental health wise, I don't know that I would have recovered, and that I would have recovered to the place that I am today without them. And so I want for the active duty, listening for people in the reserve and the guard. It is for you, yeah, it is for everyone, and it is literally a life saving program.   Naviere Walkewicz  32:45 Maybe talk about what you've been doing then since.   Nicole Malachowski  36:16 Yeah, I do leadership consulting and professional speaking, but predominantly, that helps pay the bills, and I enjoy it. Predominantly, I do patient advocacy work at the national level, so I'm on several government boards. I'm on several nonprofit panels. We've tripled them, and IH funding through the state and like TicK Act and things like that. I'm currently on a National Academies of Science Committee. Can't talk about that because our report will come out in the spring. I hope everyone will read it. But Lyme disease, I went from being a fighter pilot to being an expert on ticks and Lyme disease. Who knew the path to success is always going to be non linear.   Naviere Walkewicz  36:49 Yes, you also mentioned you have children. You have twins. Do so how is it talk about, like family life in this new kind of in the way that you're working now, right? You're not in uniform anymore. You're still pushing amazing things forward. You're consulting what's it like being a mom?   Naviere Walkewicz  37:06 Man, it's harder, it is harder to raise 14 year old twins than it is to get shot at  in combat, I will tell you that. So you know, the person that's been missing in this whole time we've been talking is the most important person in my life, which is my husband, Paul. So we will be married. We just, yeah, just had our anniversary. 23 years. I met him in my first fighter squadron in the late 90s. He's an F-15E WSO. So we met flying together. And my biggest cheerleader, my biggest supporter, the greatest human being on Earth, is my husband, Paul.   Naviere Walkewicz  37:38 I want to talk about this resurgence, because I feel like that is really important for some of our listeners. When they're, you know, they're thinking about you said you got to know who you are and what's important to you. And how did you get to that clarity?   Nicole Malachowski 37:52 You really need to be able to answer the question, what is it I value and why? And I'm talking about your personal values, the ones that you're going to wake up with every day and go, these are my values. And so I'll tell you what mine are. Mine are courage and compassion and curiosity, and I developed those as I went through this deep thinking and deep reinvention, when I lost my career and compassion, courage and curiosity are what drive me today.   Naviere Walkewicz  38:18 We'll ask for Nicole's thoughts on reinvention, resilience and leadership. But before we do that, I'd like to take a moment and thank all of you for listening to long blue leadership. The podcast publishes on Tuesdays in both video and audio, and is available on all your favorite podcast platforms. Watch or listen to all episodes of Long blue leadership and subscribe at longblue leadership.org so we have had an incredible journey together, and really where we'd like to go. One final thought on leadership, if you might, leave your listeners with something about leadership, and I can say just from being in this short amount of time with you, your your 3 Cs are coming out in spades, your compassion, your curiosity and your courage. So thank you.   Nicole Malachowski  39:01 Thank you. You know leadership is a journey. We're always put into positions that we're supposed to grow into. Don't think you have to be perfect to be a leader. It's okay to admit when you make mistakes, it's okay to ask for help, and it's okay to have failures, as long as you overcome them. And I like to remind folks at all levels of leadership, you know that the runway behind you is always unusable. All you ever have is the runway that's in front of you.   Naviere Walkewicz  39:25 Well said, well said, Thank you so much for being on long blue leadership.   Nicole Malachowski  39:29 Thank you for having me. And here's a shout out to the current cadets that are working hard up on the hill, yeah, wishing them best and hoping they take it one day at a time.   Naviere Walkewicz  39:36 Absolutely. And for our listeners, I mean, I think that it's, it's it's certainly one thing to say, you know, you get to meet these incredible leaders, but my ask of you is to share this with your networks, because it's great if you felt something and you've had an impact in your life, but imagine the magnitude you can have by sharing some of the stories of our leaders like Nicole today with your networks and the change we can make together. So until next time, thanks for being on. Long blue leadership, thank you for joining us for this edition of long blue leadership. The podcast drops every two weeks on Tuesdays and is available on all your favorite podcast apps. Send your comments and guest ideas to us at social media@usafa.org, and listen to past episodes at longblueleadership.org.   KEYWORDS leadership, resilience, resurgence, Air Force Academy, mentorship, aviation, women in military, pilot training, overcoming adversity, personal growth, fighter pilot, mentorship, leadership, Thunderbirds, women in military, self-doubt, White House Fellowship, WASP, Air Force, personal growth, diversity, WASP, Air Force, medical retirement, resilience, leadership, Lyme Disease, tick-borne illness, self-discovery, personal values, reinvention, advocacy         The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation    

On episode 93, Micah and Brian talk about the Pacific Airshow Huntington Beach that didn't really happen.  Sadly, there was not any listener feedback or questions this episode. However, we did hear from Listener Lu. Listener Lu wants to know if we heard about the brawl on a Ryanair flight. Micah and I ask which one and talk about how some people don't know how to behave on flights.  Micah and Brian then talk about the Pacific Airshow that didn't really happen. However, I was able to talk with the PIO of the USAF Thunderbirds, the Chief Commercial Officer of Clay Lacy Aviation and a member of the Civil Air Patrol. Brian was also able to add in two interviews he conducted at the ground breaking ceremony of the new Clay Lacy Aviation FBO / MRO at the John Wayne Airport in Orange County, CA. He was able to rerecord some questions with Joe Barber and he was able to talk with the current CEO's mom, Sharron, who has an interesting aviation story of her own. The opening and closing music is provided by the Madalitso Youth Choir as they sing their Welcome song and their Good By song, recorded at the lobby of The Royal Livingston Hotel in Zambia. And if you would like to hear them sing live, get in touch with us at Brian@TheJourneyIsTheReward.ORG to learn about the group trip we are planning in late September or October, 2025. We hope you enjoy the show!

In this episode of the Wise_N_Nerdy podcast, Charles, Joe, and Kurt dive deep into childhood nostalgia, dad debates, and nerdy fandoms that keep them going. As always, the show kicks off with the question of the week: “What's your favorite childhood book?” Kurt brings up The Monster at the End of This Book, while Joe reminisces about The Book of Three, and Charles recalls A Wrinkle in Time along with a Star Wars read-along book. It's a trip down memory lane, full of beloved stories that shaped their youth. Next, it's time for the traditional roll of the dice, and the fates lead them to the “Council of Dads,” where a spirited debate unfolds about what makes good barbecue. The conversation is as smoky and flavorful as the perfect brisket! Rolling the dice again, they land on “What Are You Nerding Out About?” Charles shares his excitement over Venom: The Last Dance, while Joe talks up the mind-bending action of the movie Infinite. Kurt brings it home with his love for his latest 3D prints, the newest season of Demon Slayer, and his delightful experience using Too Good To Go for great food deals. In the “Daddy Tell Me a Story” segment, the guys share humorous tales from their youth. Charles recalls a series of questionable choices he made as a teenager in the Civil Air Patrol. Joe shares funny encounters with wildlife during scout camp, and Kurt tells the story of meeting his wife at band camp—a true love story born from shared musical passion. Of course, the episode wouldn't be complete without a series of bad dad jokes, which leave Charles hanging his head in defeat. The dads end with the “How Do I…?” segment, where they share insights on what makes a great leader—a conversation full of wisdom for aspiring leaders out there. Whether you're here for dad debates, nerdy passions, or wholesome stories, this episode has it all. So, come “Find Your FAMdom” and join us for another entertaining hour. Wise_N_Nerdy: Where Fatherhood Meets Fandom. --- Support this podcast: https://podcasters.spotify.com/pod/show/wise-n-nerdy/support

Welcome to The Hangar Z Podcast, brought to you by Vertical HeliCASTS!In this two-part series, co-hosts Jack Schonely and Jon Gray sit down with Andrew Nicoletti, a sergeant and pilot from the Palm Beach County Sheriff's Office. Get ready for an engaging conversation as we explore Andrew's unique journey into aviation, from his early experiences to his operational responsibilities in a busy county.Andrew discusses the intricacies of the Huntsman mission, particularly the challenges and nuances involved in dignitary details. The episode also highlights the critical importance of precautionary landings and the role of succession planning in law enforcement. Andrew shares how his experiences with the Civil Air Patrol and his education at The Citadel have shaped his career and outlook.As the conversation unfolds, themes of leadership, continuous training, and the challenges faced in aviation for law enforcement emerge. Andrew reflects on his military deployments and current aviation operations in Palm Beach County, emphasizing the necessity of mentorship, relationship building, and the meticulous planning involved in high-stakes scenarios.Whether you're interested in aviation, law enforcement, or leadership development, this episode is packed with valuable insights and lessons that are sure to resonate. Join us as we learn from the experiences and expertise of Andrew Nicoletti!Thank you to our sponsors Airbus, Metro Aviation and Spectrolab.

Welcome to The Hangar Z Podcast, brought to you by Vertical HeliCASTS!In this two-part series, co-hosts Jack Schonely and Jon Gray sit down with Andrew Nicoletti, a sergeant and pilot from the Palm Beach County Sheriff's Office. Get ready for an engaging conversation as we explore Andrew's unique journey into aviation, from his early experiences to his operational responsibilities in a busy county. Andrew discusses the intricacies of the Huntsman mission, particularly the challenges and nuances involved in dignitary details. The episode also highlights the critical importance of precautionary landings and the role of succession planning in law enforcement. Andrew shares how his experiences with the Civil Air Patrol and his education at The Citadel have shaped his career and outlook. As the conversation unfolds, themes of leadership, continuous training, and the challenges faced in aviation for law enforcement emerge. Andrew reflects on his military deployments and current aviation operations in Palm Beach County, emphasizing the necessity of mentorship, relationship building, and the meticulous planning involved in high-stakes scenarios. Whether you're interested in aviation, law enforcement, or leadership development, this episode is packed with valuable insights and lessons that are sure to resonate. Join us as we learn from the experiences and expertise of Andrew Nicoletti!Thank you to our sponsors Precision Aviation Group, Technisonic and Wysong Enterprises.

Join Dr. Matt Davis as he talks with retired chaplain Lt. Col. Scott Nupson on this episode of On Mission. Mr. Nupson represents the Associated Gospel Churches Chaplaincy, a tool of the local church to endorse and send chaplains into limited access institutions (all branches of the military, Civil Air Patrol, Veterans Affairs, police, fire, federal prisons) in order to share the good news of Jesus Christ. Besides his career as a chaplain, he has been a pastor, husband of 35 years, and father of four, all whom serve faithfully in their local churches all over the world. Dr. Davis and Mr. Nupson provide context on chaplains in the American military, discussing their history and the spiritual needs of military personnel. They also address the legitimacy of the chaplain's role and Mr. Nupson's deployment experience and lessons learned. You will be encouraged by his faithful testimony of God's grace, and learn how to encourage and support the work of chaplains in our military.

Civil Air Patrol Group Commander Keith Kluzak talks about the squadron’s open house to learn all about what Civil Air Patrol has to offer. The open house will be Tuesday, September 17th, 6-8pm at the Stanton Airport.

Welcome to The Hangar Z Podcast, brought to you by Vertical HeliCASTS!This episode was recorded on location in Nashville from the Nashville Metro Police aviation hangar, as part of The Hangar Z Vertical Valor Blades of Valor Tour. The road tour included visits to some of North America's top public safety aviation units, showcasing heroes who exemplify courage, dedication and selflessness in the line of duty every day. Jack Schoney, Brent Bundy from Vertical Valor Magazine and Jon Gray were invited into the Nashville Metro Police aviation hangar to see first hand the good work they are doing to protect the citizens and visitors of Music City.In this episode, we sit down with Sergeant Nate Dungum from the Nashville Metro Aviation Unit to explore the dynamic world of airborne law enforcement. Nate shares the unit's ongoing transformation and the significant strides they've made in enhancing mission capabilities.We dive into their K9 unit's collaboration with Spike's Canine Fund and discuss how social media plays a crucial role in recruitment and community engagement. Nate also emphasizes the importance of building strong relationships within the department, the power of mentorship, and the value of networking in law enforcement.Nate opens up about his extensive background in both law enforcement and the military, including his deployment to Iraq and his experiences with the Civil Air Patrol. He shares some lighter moments with tales of shenanigans during deployments and the critical role of artillery crews.As the conversation progresses, we explore the impact of new aircraft on their operations and the importance of prioritizing safety, especially in light of recent maintenance issues. Nate wraps up by offering a set of rules for successful unit operations, highlighting the significance of clear goals, humility, and a culture of trust. We also get a sneak peek into the upcoming construction of a new hangar for Nashville Metro Aviation and the vital role of maintaining a positive culture within the unit.This episode is packed with insight, experiences, and actionable advice for anyone involved in aviation or law enforcement.Thank you to our sponsors Anodyne Electronics Manufacturing, Summit Aviation and Robinson Helicopters 

Welcome to The Hangar Z Podcast, brought to you by Vertical HeliCASTS!This episode was recorded on location in Nashville from the Nashville Metro Police aviation hangar, as part of The Hangar Z Vertical Valor Blades of Valor Tour. The road tour included visits to some of North America's top public safety aviation units, showcasing heroes who exemplify courage, dedication and selflessness in the line of duty every day. Jack Schoney, Brent Bundy from Vertical Valor Magazine and Jon Gray were invited into the Nashville Metro Police aviation hangar to see first hand the good work they are doing to protect the citizens and visitors of Music City.In this episode, we sit down with Sergeant Nate Dungum from the Nashville Metro Aviation Unit to explore the dynamic world of airborne law enforcement. Nate shares the unit's ongoing transformation and the significant strides they've made in enhancing mission capabilities.We dive into their K9 unit's collaboration with Spike's Canine Fund and discuss how social media plays a crucial role in recruitment and community engagement. Nate also emphasizes the importance of building strong relationships within the department, the power of mentorship, and the value of networking in law enforcement.Nate opens up about his extensive background in both law enforcement and the military, including his deployment to Iraq and his experiences with the Civil Air Patrol. He shares some lighter moments with tales of shenanigans during deployments and the critical role of artillery crews.As the conversation progresses, we explore the impact of new aircraft on their operations and the importance of prioritizing safety, especially in light of recent maintenance issues. Nate wraps up by offering a set of rules for successful unit operations, highlighting the significance of clear goals, humility, and a culture of trust. We also get a sneak peek into the upcoming construction of a new hangar for Nashville Metro Aviation and the vital role of maintaining a positive culture within the unit.This episode is packed with insight, experiences, and actionable advice for anyone involved in aviation or law enforcement.Thank you to our sponsors Airbus, Trakka Systems  and Astronautics Corporation of America

A conversation with Sam Eckholm '18 about his unique path and work to inspire the next generation of military leaders through social media and content creation.----more---- SUMMARY In this edition of Long Blue Leadership, host Lt. Col. (Ret.) Naviere Walkewicz '99, is talking with Sam about his journey from the three times he landed on the “footprints” on in-processing day through the challenges he faced as he learned to lead his peers, side-stepping career advice that might have left him in obscurity, his relentless perseverance pursuing his dreams, graduation in 2018, the history he's making now and Sam's continuing support of the Air Force Academy.     SOME OF OUR FAVORITE QUOTES "Putting yourself in other people's shoes is big." "If you have an end goal in mind, it's not going to be easy to get there. If it was easy, everyone would be doing it." "What you see as a finished polished video, the behind the scenes is crazy." "Don't lose sight of that end goal." "Dig deep down and realize what you want. And just relentlessly go after that."   SHARE THIS EPISODE FACEBOOK  |  TWITTER  |   LINKEDIN    CHAPTERS 00:00 - Putting Yourself in Other People's Shoes 21:13 - The Terrazzo Gap: Challenges and Perceptions 23:49 - Finding Passion in Clubs and Sports 27:40 - From Photography to Public Affairs 30:05 - Inspired by the F-22 Demo Team 31:00 - Pursuing a Career in Public Affairs 32:24 - Learning and Growing as a Young Lieutenant 33:22 - Challenges and Rewards of Public Affairs 34:22 - Maintaining Motivation and Finding Balance 35:44 - Leading Others and Finding Personal Outlets 38:41 - Transitioning to Entrepreneurship 41:49 - Impactful Moments and Inspiring Others 46:49 - Overcoming Challenges and Pursuing Dreams 53:31 - Supporting the Academy and Creating Impactful Content 56:19 - Final Thoughts and Message to Listeners   TAKEAWAYS  - Putting yourself in other people's shoes is important for effective leadership  - The Terrazzo Gap between intercollegiate athletes and non-athletes at the Academy is a unique challenge  - Being involved in clubs and sports at the Academy provides valuable experiences and friendships  - Passion for photography and social media can lead to a career in public affairs.  - Don't lose sight of your end goal and relentlessly pursue it.  - Advocate for yourself and trust in your own decisions.  - Creating meaningful impact requires hard work and dedication.  - Inspire others by sharing your journey and experiences.  - The Academy Blueprint program helps level the playing field for aspiring cadets.  - Expand your knowledge and learn from various sources of inspiration.  - Don't be discouraged by challenges and setbacks; they can lead to growth and success.   ABOUT SAM Deep down, Sam Eckholm always knew the Air Force Academy was where he belonged. As the son of an Air Force pilot and Academy graduate, he was brought up on the blue and silver. After graduating high school in Dallas, Texas, he followed in his dad's footsteps, attending the U.S. Air Force Academy as a member of the class of 2018. Following graduation, Sam was selected as a member of the F-22 Raptor Demonstration team, where he traveled the world as a Public Affairs Officer, documenting the 5th generation stealth fighter jet at air shows across the globe. After separating from active duty in 2022, Sam's passion for military service has not changed, but his ability to share that passion with an even larger audience has. His videos have accumulated over 100 million views online, with over 1 million followers across his social media platforms. Attending the Air Force Academy is what started it all, and Sam's goal is to help others achieve their dreams of throwing their hat in the air and graduating from the Academy. The Air Force Academy Blueprint is the culmination of almost two years of pouring his heart and soul into a singular project, and he can't wait to bring it to you. - Image and copy courtesy of Sam Eckholm CONNECT WITH SAM LINKEDIN  |  INSTAGRAM  |  FACEBOOK  |  TWITTER   LINKS WE MENTIONED ACADEMY BLUEPRINT SAM'S YOUTUBE CHANNEL     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!          SAM'S YOUTUBE CHANNEL     TRANSCRIPT OUR SPEAKERS:   Guest:  Sam Eckholm '18  |  Host:  t. Col. (Ret.) Naviere Walkewicz '99   Sam Eckholm Putting yourself in other people's shoes is big. It's kind of hard to remember that because you're getting information from your leader, right, your boss, they're telling you one thing, it's hard for them to see kind of two layers down how that's going to impact everyone else. So, I mean, I would always just try to put myself in other people's shoes. Okay, if I do this, what's that gonna… how's that going to make this person feel?   Naviere Walkewicz My guest today is Sam Eckholm, USAFA class of 2018 and Air Force captain turned full-time entrepreneur and storyteller, the third in his family's Long Blue Line. Sam is the son of a 1989 graduate and the nephew of a 1993 graduate. All three hail from Cadet Squadron 28, the Blackbirds. We'll talk with Sam about his Dallas roots to the day he stood on the footprints at the Academy. We'll ask him about how he made his way from the wing to the F-22 Raptor demonstration team, then public affairs, out of the Air Force in '23, and now an entrepreneur, content creator and social media influencer. Sam's father and uncle were his main sources of inspiration for becoming a member of the profession of arms. And he has stayed close to the Air Force and the Academy ever since. He leads hopefuls to reach for their dreams and shares his passion for all things Air Force with the world. As we move through the conversation, we'll talk about lessons he's learned in being a leader, and what advice he would give to those aspiring to become leaders and leaders who want to be better. Sam, I'm really looking forward to this conversation. Welcome to Long Blue Leadership and thank you for being here today.   Sam Eckholm Naviere, it's always great to see you. It's always great to be back at the best school in the world.   Naviere Walkewicz Yes, it is. And I mean, I think what's so great about your story, Sam, and what's so unique for our listeners is they feel like they know you because you have such an incredible presence. But today, they're really going to get a chance to understand how you got here. And I think that's what's so fascinating for people.   Sam Eckholm Yeah, that means a lot. It's always fun to sit down and kind of talk a little bit more in depth. You know, with the videos I do, I'm trying to focus on highlights and showing some action and keeping the viewer's attention. But this is just kind of laid back.    Naviere Walkewicz  Let's talk and relive some fun, exciting , you know, stories from the Academy and beyond. Yes, this is about you now. So, you get to be the spotlight and I'm really excited to take everyone on this journey. So, let's roll it back a little bit. We'll start with a journey of Sam as a little boy, you know.  I know you shared you kind of grew up in Dallas after third grade. We had a little bit of a chat, but you did some bouncing around before that. Let's hear about your childhood.   Sam Eckholm Yeah, so my dad, an '89 grad, like you said went off to pilot training ended up flying KC-135s. So I was actually born at McConnell Air Force Base, right, and so Wichita, Kansas. Fun fact: little full-circle moment for me, I'm gonna' be headed out there in two weeks to do a KC-46 video with the unit there and first time I'll have been back since I was born. So that'll be really fun to see. But yeah, growing up I mean, I don't consider myself an Air Force brat because my dad did separate when I was young, but we bounced around every two years but Dyess McConnell, it was fun. Definitely have some early memories of him and his flight suit walking out on the flight line. And that probably sparked the initial interest in wanting to serve. I think I shoved that to a side for a little bit until I was a bit more mature and could realize what that actually meant. Kind of around the second or third grade, he got out, transitioned to the airline world settled on American Airlines, and moved to Dallas, Texas. And that's really where I call my home. That's where I grew up. And as you know, Dallas is a super not just for Academy athletes and future cadets. It's just seems like a hot hub, right, for a lot of people move there. So, I had a great experience. When it came time to applying to the Academy I knew I was going to have to have my ducks in a line because it's competitive. There's a lot of people trying to get in. But looking back I mean, I've been all over the world now at this point, but Texas always feels like home.   Naviere Walkewicz I love that you have your roots. So talk about what you were like as a kid. Were you really active in sports? Where are you — you kind of have the social media side, so, are you really interested in some of the dramatic arts? Like, tell me about what that looked like?   Sam Eckholm Yes, sports were always a big part of my family. My dad was actually a basketball player here at the Air Force Academy. My uncle played on the football team as well. So, they were huge athletes. I was always, growing up, I was playing tennis, basketball, golf with my dad, my brothers. I have two other brothers as well. We're all super competitive. Probably, I think what also helped me just realize the Academy was a great school because you know, what other college do you go into where everyone's so competitive and athletic, and sports are built into the curriculum? So yeah, I mean, I would say that was an important part of growing up. My dad especially instilled a lot of values he learned at the Academy in serving. And it's just so cool looking back now, because I didn't realize at the time what those were, and then you go through four years here, you go through five years active duty, and you're like, “OK,” that's why he was the way that he was. When I was actually here at the Academy, I had this mental checklist of stories, he told me, and I will try to like check them off as I also accomplished them. So, you know, his basic training experience, right? Him jumping off the 10-meter board and water survival; him going through survival training and getting some of that experience and jumping out of an airplane. It's really fun for me to experience those as well because those were the stories I had grown up with back home in Texas.   Naviere Walkewicz Wow. So, a house of three boys. Where were you in the lineup?   Sam Eckholm I was a middle child.   Naviere Walkewicz And so did your other brothers want to go to the Academy as well or that wasn't...   Sam Eckholm So my older brother Ben, he originally was interested. In fact, you know, he's only a year and a half older. So, we were only one grade apart. And I remember he went to one of those service academy, congressional just learn more about it, right. And he went with a couple of his buddies, and I think they turned him off from it, because they came back and said, “Oh, I ain't doing that. We're going to Texas A&M. We're gonna' have fun.” But I remember he came back and had this pamphlet he got from it. And I stole it from his bedroom. And then I started looking at it. And I was like, “OK, if he's not going to do that, I think this is something I want to do.” And we can talk more about that, obviously, but my brother did end up going a different route. He went to Texas A&M, not in the core there, just kind of a normal student. Little brother, he's like seven years younger than me. He was always interested in the academies, but you know, as he grew up, I think he navigated a little bit more towards another route as well. So, to answer your question, I was the only one who ended up going into an academy and serving, but they're still incredibly close to me. And I actually have this hilarious photo of my older brother. He came to visit during Parents Weekend. I was like a junior. And during Parents Weekend here at the Academy, my family would actually like stay at the Academy because all the other kids and their parents would go to Boulder, go to Garden of the Gods or the Broadmoor, whatever. And so, the Academy was completely empty. And so, it was kind of like this country club for my family. So, like, we would go down... And then you got like the golf course to yourself. You got these beautiful greens…   Naviere Walkewicz I could see you've got your stretch view…   Sam Eckholm Right, exactly. So, we would go down to like the athletic facilities and play tennis and just hang out and have fun. Anyway, there's this funny photo of my older brother. I gave him my PT uniform, the ringer tee and the shorts. And he like blended in as a cadet for the weekend. And it was really funny one day because retreat played and he was saluting. I'm like, “Well, they're gonna' think you're a cadet.” So, everyone's super close to me and the Academy, and they loved coming to visit. And I think in an alternate world, they would have all tried to come here too. But yeah, very close with the family.   Naviere Walkewicz That is outstanding. We love, hearing about the dynamics of kind of what your support network was like, what those influences were like in your life. You mentioned something about your dad sharing stories. What were those initial nuggets? I know you talked about the experiences they had, but what was he instilling with you and your brothers at that time when you were in those impressionable years?   Sam Eckholm Well, my dad is just one of the most like regimented individuals I know. He's very, very focused, you know. And now looking back, I think I just attribute so much from the Academy, and especially back in the '80s, you know, the way things were run and like how he did it, but you don't know that when you're a kid, right? Like, I heard the stories of the Academy. And I don't know, I think when I was young, I didn't think they were cool. And then as you get a little older, they are kind of cool, but you don't want to tell him they're cool, kind of like shove that in the back of your head. And then now I'm like, “Wow, that was really, really cool.” So yeah, I remember there was this photo we had in our house. I don't know if it was above our piano are just on some dresser and it was him in pilot training and his flight suit standing next to T-38. And I thought that was the coolest thing growing up. I mean, he looked like Tom Cruise from Top Gun. And so I literally to go to my room, I would walk past that every single day. And that photo is just like, I don't know, it's cemented in my mind of, “Wow, that was so cool.” And, you know, at the time, I did think “Hey, I'm going to be a pilot. I'm going to do this,” and learned obviously down the road there's so many opportunities to serve in the Air Force. But yeah, I mean, it was just such a cool thing to be able to say, “My dad went to the Academy. My dad's a pilot,” you know? Other people's parents, whatever they did, you know, still interesting. But to be able to say that was always so cool. I just wanted to be able to experience that, wanted to be able to do something different from my friends in high school, being able to have my dad actually, which I know a lot of applicants don't have someone who served in the Army. I'm trying to change that with the work I do to make everyone feel like they understand what they're getting into. But that was huge for me. And it was fun. I still remember I would text him through every milestone we had at the Academy, whether it was Recognition or Ring Dance or commitment. And he would kind of share where he was back then or a photo he had. And yeah, it was cool.   Naviere Walkewicz That's really beautiful. And, and it makes me think about how we capture now, and I think this might have been, this was happening during your class as well, but we had WebGuy, the WebGuy team actually capturing moments. And so, it's probably neat that he actually sees some of those while you're texting him. And those you know, those listening, the texting ability is not something we had back in the day when I was there. We just had the red phone booth to try to get your like five minutes to call.   Sam Eckholm I can't imagine that.   Naviere Walkewicz Yeah, it's wonderful. I think we preserve so much of the experience for our cadets.   Sam Eckholm Yeah, there's still a bit now where the family almost gets to feel a little bit of that assurance with us. Why are they still writing like letters home?  Pen to paper. Yeah, and you know, stamp. And yeah, WebGuy, I think was my mom's like, saving grace during basic as many moms out there. Yeah, shout out, Mom. I know you liked WebGuy. I always tried to smile when I saw a camera. So, she knew I was I could see how I was doing even though I sometimes was not that I was like, yeah.   Naviere Walkewicz So let's talk about life at the Academy. So, you were direct entry. Were you an intercollegiate recruit or just kind of in and started?   Sam Eckholm No, yeah, I was direct entry. I was very, very fortunate to get the principal nomination from my congressman who did that method out of Dallas. It was an incredibly competitive area. I mean, there were like 60 kids just from my area trying to get in and oh man, I was so stressed going in because I knew how bad I wanted it. I knew I looked great on paper. But the problem was 60 other kids also look really good on paper. So, the interviewer really helped me out there. I was able to talk about family experiences got the principal nomination, so I knew I was going to have my shot. So yeah, direct entry got here. And it's kind of funny because having a dad and uncle who went here, I thought I knew everything right? I had probably watched every single video and read every article, looked at everything on the Academy, I was obsessed. The second I got here, day one or Day Zero as they call it, like the bus ride here.   Naviere Walkewicz Tell me about your experience on the bus.   Sam Eckholm Oh, man, this is a lot different. Well, the bus is, I mean, I knew what was coming. I'd seen every single video, but it hits you different when you're there and they're screaming in your face. The footprints was really rough for me. I've told this story before, because then — I don't know what they do now — but they broke it up by your basic flights and your squadron. So, Cobras is what I was in. And so, all my future flight members were with me and we're on the footprints. And an upperclassman is — [there's a] crazy photo; I can send it to you guys — but just someone screaming at me, right? And I don't know what happened. But I think they lost track of me. So [I'm on the] footprints when the rest of my squadron was sent up the ramp to begin their in-processing, I got sent to the back of the footprints line to kind of do it again.   Naviere Walkewicz Really?   Sam Eckholm Yeah. And so, they did that for a few cadets. So, I got sent to do it again. And the crazy part is I went through that, I got sent a third time. But, and this is like the whole footprint spiel again. The whole “Get on attention.” So, I had like triple the footprints experience and then for the rest of the day because my squadron had already in process, I was so far behind. It was now like, “Are you lost, basic!” Like, I was that guy the whole time in the morning. So, it's just when I finally got there, at the end of the day, like to my squadron, I was already known and had the reputation, like the lost basic. You know it was for next six weeks, which turned into the next year, I was trying to get rid of that reputation that I was the lost basic, but hopefully now I've gotten rid of that.   Naviere Walkewicz All right. We'll leave that one alone. That's a fantastic story. Yeah. Wow. All right. So, let's talk about your life at the Academy. I know where you graduate from Squadron 28, legacy squadron, right? Let's talk about some of your experiences, both from the cadet perspective — athletics, academics, wherever you'd like to take us — but also let's weave in a little bit of some lessons you've learned about yourself during that time in leadership.   Sam Eckholm Yeah, I started out in CES-14 Baby Cobra. I don't know, I think what they're now doing like one and then three years. One and three. Yeah. I always knew that's what I wanted to do. Because like, literally, even when I was growing up, my dad had his A-jacket, and I saw the Blackbirds patch. And that was really cool. But yeah, I mean, my first two years were definitely different from my last two years, I always tell people, the first two years, I was discovering who I was both as a person but as a cadet, right? Like, you come in thinking you're going to do something and have a path and major in this and do this when you graduate. But it was so much information coming at me of here's what you can do, here are all the opportunities. And that's one thing, I'm really proud of myself for that — I didn't feel like I had to follow a certain path. You know, when I came in, I thought I was gonna' fly, I was gonna' be an engineer, I'm gonna' do this. And that's amazing for all the cadets who want to do that and are excited about it. But I knew I was excited about other stuff, too. You know, you mentioned kind of social media photography, that sort of stuff. I had that kind of in the back of my head, I just had to figure out a way how to make that work in the Air Force, right? Because I had no idea when I came in that was something you could kind of do. So the first two years were a lot of discovery, right? I did not, and this was kind of strategically, do any clubs or anything the first two years. I kind of regret that looking back, but I thought I just needed to be in the squadron with my flight. Versus now, I always encourage people at the Academy take advantage of the clubs, take advantage of the extracurricular stuff, because, I mean, you've formed so many friendships there.   Naviere Walkewicz I don't know if you agree, because you did a lot, right? And I definitely agree, I was not a recruited athlete. And so, I think I explored a lot of different lanes. But you know, one of the things that when you were talking, I was thinking about this, because when people see you and hear you now, you just have so much confidence. Did you always have that? Or is there a time when maybe that was not the case as a cadet?   Sam Eckholm Yeah, in high school, you know how it goes, right, you're at the top of the top in high school, especially someone going into the Academy. To go to the Academy., most students are presidents of their classes, or whatever. And so, you go from the top, and then you're dropped very quickly and humbled when you get to the Academy. So, I think I definitely lost a little bit of that. But then I built it back up. And I think that's kind of the goal of the Academy, right? They're trying to build back up leaders; you start as a follower. So, by the time I left, we can get to that, I was a squadron commander of CES-28. And that is, to this day, one of the most rewarding experiences. I learned the most about myself and talk about confidence. Getting up there every morning, talking to over 100 of your peers as their quote-unquote, cadet leader. I mean, that right there to this day, I'm like, if I can do that, and be able to tell other students my age, what they have to be doing, I can do anything.   Naviere Walkewicz Peer leadership is definitely a challenging type of leadership. What did you learn about yourself in that? Can you share a story where you're like, well, am I really cut out for this?   Sam Eckholm Well, it's hard because you have all different types of cadets, all different types of classes. Everyone has their thing that interests them. And let's be real, I mean, you're up here, right? You're not in the real Air Force, yet. You've been appointed this position. And so, some cadets are like, OK, come on. I mean, literally, two weeks ago, he was just, you know, Sam, and now he's like, oh, cadet first class at home squadron commander, cadet lieutenant colonel. So, with the younger classes, it's easier, because the rank structure, they kind of understand, but to your senior class, it's your peers. So, my mentality for that is that I was just going to try to be someone that everyone could relate to, that had everyone's best interest in mind. So, I would take so long for any decision or working with my AOC, just trying to advocate for what everyone wanted. I didn't see myself as higher, better, above anyone. It was just, I'm going to be the spokesperson for everyone. And I'm gonna' work as hard as I can to make sure everyone's happy. And I think there's a lot of lessons you can take from that approach. Of course, not every leadership position, you have the ability to do that. But at the Academy, I don't know, I think that was just a really cool opportunity to kind of explore and find out how that works. And I learned a lot from that. And because I've had opportunities to lead in my Air Force career and beyond, I still pull from those experiences. I'm like, “Well, this would maybe work here.” But yeah, I don't know. Did you have any opportunities to do the leadership stuff, the higher level here? It's so unique, there's nothing else like that.   Naviere Walkewicz No, it really is unique. And I think one of the things that, when our listeners are always looking for are those little nuggets. So you learn so much, you know. What is one takeaway from a pure leadership perspective that you could say, “I've leaned back into multiple times?” What would that be? Putting yourself in other people's shoes is big.   Sam Eckholm It's kind of hard to remember that because you're getting information in from your leader, usually from your leader, right, your boss, they're telling you one thing, it's hard for them to see two layers down how that's going to impact everyone else. So I would always just try to put myself in other people's shoes. “OK, if I do this,  how's that going to make this person feel?” But the other thing is you can never make everyone happy. And I had to come to grips with that. And that's hard for me because I'm the type of person — it like messes me up if I know someone's mad at me or upset or doesn't think I'm doing the right thing. But you learn real quickly, you grow up really quickly and realize that if 90% is good, I mean, that might even be because that might be the best 99 whatever number you want. 15 a year and I'm like, well, this is working. You can't make everyone happy. And I still struggle with that, because you want everyone to be happy, especially with what I'm doing now on social media, when there's millions of people watching what I'm doing, and you look at comments, and you're kinda' like, “Man, I tried so hard on this, and I could have done it differently.” But then if you change it for one person, and someone else isn't gonna' be happy… so thick skin, that's the biggest thing I had to realize I wouldn't be where I am today if I let that bother me. And I remind myself that that's better to be where I am today and have thick skin then be hiding in the corner because I was scared. I couldn't make everyone happy.   Naviere Walkewicz So that is a great lesson. Thank you for sharing that. So, the Academy was great. You had some wonderful leadership experiences. Can you share maybe one of your favorite things about the Academy while you were a cadet?   Sam Eckholm Yeah, well, you asked about clubs. Oh, and I mentioned I didn't do anything really the first two years, which is true. That completely changed. When I switched squadrons, I got super involved, still within the squadron, but also within the Academy. I was on the mock trial team. That was so fun. Gave me an opportunity to travel on the weekends. I ended up being a legal studies major because of that and really enjoyed just everything that came from that. You know, I love talking. I don't know if you knew that I love speaking and talking with other people, communicating. And in mock trial and legal studies, our exams were literally us standing at a podium delivering a fake appellate speech or like you're talking to a judge and that was really cool. And then being able to compete and travel by talking and being a lawyer was fun. And then I also had the opportunity to be on the women's basketball practice team, the scout team. So I was a basketball player in high school, not at the level they play at the Academy. But I was like, “Well, how can I continue doing this?” And so someone, one of my classmates, is like, well, the women's team they look for former high school players to come into rugby, the scout team, run their upcoming opponents' defensive and offensive plays against them. And I tried out for that and made it and that was such a blast. I never knew we do that. And I had a schedule. I was able to go down there — we got the merch, the swag bag. It was fun. So, I tell everyone I was on the women's basketball team. Some kind of laugh, but it was the most amazing opportunity I had. And there's so many things like that at the Academy. By the time I was a firstie — people ask if I had any experience with photography, video, social media while here. One answer I say is “I started the CS 28 Blackbirds Instagram account,” which is still running strong, right? But then I actually worked with my then-physics instructor to start a photography class for the Academy. So as part of the Fine Arts Department, is the first time it was ran. And it was an elective I was able to sign up for when I was a first-year. And yeah, I mean, we literally had like 30 cadets take this course and raised enough money that we were able to get everyone a camera. Our professor, Col. Maddox at the time, she's still in, but she was amazing. She taught us and instructed us because she had her own business doing wedding photography and stuff like that. And that was so cool. I remember going to class, it felt like I was at a normal school. I was taking a photography class. And so that was when I was graduating going into public affairs, as my career, realized that I'm going to keep this up. And it was just cool to be able to do something like that, that you don't think the Academy has. We've got some cool classes that you might not expect.   Naviere Walkewicz No, that's wonderful. And I think our listeners are really excited to hear that too. And before we go on to your career in the Air Force and that transition, I wanted to go back to a little bit about the intercollegiate experience because I think you have a really unique perspective, right? You are not a recruited athlete, but you experienced really diving into the Academy from that aspect. And then you got to have the schedule and understand the rigors of what our intercollegiate athletes experience and you will hear this term: “Teezo Gap.” What's your perspective on that? You know, for people that are just listening, I think that's a fascinating topic that we haven't really explored.   Sam Eckholm Yeah, was a cadet for the first two years not being an intercollegiate athlete, the Teezo Gap, as you mentioned, it's a completely different perspective. And I'll be honest, sometimes you buy into it, you're like, I mean, these athletes are having an easier — they get to go do this and travel and wear civilian clothes as freshmen with their team, you know, miss all the mandatory squadron events and the training sessions and so I'll be honest, you do have some of that perception. Now flashing forward, that completely changed when I got a taste of it. And this was a small taste of it. I mean, I was a scout team player. And it wasn't every day, I had to go down half the week because we had two different teams that did it. But even then, I can't imagine what they have to go through. Because you go down there, your schedule is modified to where you don't have afternoon classes. So, after lunch, you're kind of going down there. And then it is practice meetings, dinner, sometimes meetings again, and then homework, and then rinse and repeat. And at the same time, sure, maybe they're missing some squadron stuff, but you know what, they're not missing anything academically, that's the same. So I have so much appreciation for all of the intercollegiate athletes at the Academy and experiencing that gave me more of an appreciation. And I just, again, it's something you can't fully appreciate until you have done it yourself. But for those students that can be so successful on the field and then still graduate from this. I mean, I know I couldn't do it. I couldn't do it. So, to answer your question, it is something that I think people who aren't aware, or who are listening and you know, might have that perception that it exists. I think we need to work to change that a little bit. Because these people are incredible.   Naviere Walkewicz And again, it's just I mean, you can probably share more. So, you went through that. Like, it's fascinating. I really appreciate you sharing that. Yeah. I think that's a wonderful thing for people to hear. You know, some of the perceptions versus realities. So, let's talk about when you were in the military. So, you graduated the Academy, what AFSC did you get? Yeah, so public affairs?   Sam Eckholm Yes. 35P1. When I was a firstie, I kind of knew I was going to not do the pilot thing. Multiple reasons. People asked me why. Couple: I wasn't even fully medically qualified at the time. I had some color vision stuff. Probably could have gotten a waiver for that eventually. But you know, there was a long process. So that's where I first started to think, “Hey, maybe there's something else I can do, too. I just loved being on the ground talking to people, there was more I wanted to do than just fly. And so, I was trying to find a career field that allowed me to still be around aircraft, still be bebop and buzzing around and doing my thing but also having an impact. So, after my sophomore year, when we went on ops Air Force, I went to Travis Air Force Base and part of that trip, I got to shadow the public affairs career field. And while I was there, I still remember the feeling of like walking through the doors at the PA building, which was right by the wing staff,. They had like a full suite of Apple MacBook computers, airmen on Lightroom and Photoshop and editing videos. The San Francisco 49ers were in town to do a base visit and PA was out there escorting them. I got to interview the commander who was about to PCS and write a story on him. This was all in the span of like three days. And I was like, “What other career field is there where you can do all of this?” It's like kind of a jack-of-all-trades job. And so that visit, I was like, “Wow, this is really, really cool. I want to do this!” Now the next part was like, “Well, how do I do this?” So, I came to find out there was only five slots. Since I've graduated, I've heard some years they have had no slots, some years a couple slots. So, I don't really know how it works anymore. But I would go up to Harmon Hall, literally every day the first semester of my first year, second of my two-degree year, and I would just talk with, then at the time Lt. Col. Allen Herritage, who is the PA director. Now it'd be like, “Sir, how can I learn more about this job?” I was like, “How can you help me? How can you help me get this?” It's all about connections. And regardless of whether or not that actually did help, I know two things are true. I went up there every day and I talked. And then I also got public affairs. So, I just, I worked really hard, though. I mean, I worked so hard in school, and I had a good class ranking. And that definitely helped me and just networking as much as I could to let a FPC know that this is something that I want. So yeah, I dropped public affairs. I was so excited. I remember our squadron put on this awesome AFSC drop release with Nerf guns and blindfold maze stuff. And when I saw that, I was like, “This is gonna' be fun five years, or longer.” Yeah, I didn't know looking back. I mean, you know, we can get into that too. But it's a career field that is fun for life and I'm so glad I got it.   Naviere Walkewicz Wonderful. So let's talk about that. And let's talk about that career field and some of your experiences both from the experience perspective, but maybe where there was some leadership lessons you took as a public affairs officer.   Sam Eckholm Yeah, well, I was kind of thrust right into it. So, I got stationed at Langley Air Force Base. I was, I think the only one from my class, maybe one other who even got sent there. So, it's not like pilot training or a lot. You know, if you got your buddies, it's kind of like a little reunion and you run it back for the next couple years. I was off on my own, so to learn quickly what life was like, to be just Sam as an officer, as a lieutenant, it's like the first week when I was out there we were doing unit PT with my PA shop, running around the base track, which those who have been to Langley, it's a beautiful ride on the coast on the running ground. It's amazing running the flightline. And out of nowhere an F-22 took off just full-burner. But it wasn't a normal takeoff. It started doing maneuvers and rolls and just putting on this spectacle of a show. I mean, my ears were like, “Oh my gosh,” and I turned to my boss at the time. I was like, “What is going on right now?” She's like, “Oh, Sam, that's the F-22 demo team. They travel the air shows around the world just like the Thunderbirds, and they put on shows and help recruit and they actually take one PA person from our office to travel with them each year.” It was at that second I knew that's what I want to do. That right there, is what I want to do. And flash forward a few months, the opening came up. I was completely inexperienced at the time, but I pitched myself and sold myself and the commander at the time, Lt. Col. “Loco” Lopez, who's now out in Hawaii, is the squadron commander for the F-22 unit. And he's been a big inspiration to me. I interviewed with him and I was showing him a YouTube channel. “Look, I can edit, see, like, I can take photos, look at my Instagram.” And he hired me in for the next two years. And every year I was like, “What is real life?” I mean, we were at shows all over the world. I went to Dubai, Singapore, Chile, Hawaii, I mean, Alaska, pretty much every base here in the U.S. got to meet my classmates who were stationed there, got to run all the social media, do all the videos for the team, the coolest jet in the world. It's the F-22 — blew up their social media, just made it my goal to do what I called “no life.” Literally, for two years it's all I did was live, breathe F-22 demo team, and just really wanted to give it my all. And that was so fun. Now to go back to the leadership side of things: Imagine being a butter bar, a second lieutenant now thrust on a team, which has national-media-level attention. I remember I was at a show in Chicago andI just got called in to do an interview because our pilot wasn't available. And I'm literally in front of thousands and thousands of people having to just talk about the Air Force mission and these high-level questions that I was like,”Oh my gosh,” so back to your question of being confident. Like, that's probably where it came from. I just had to learn and had to fake it ‘till I made it. But what a fun experience for a young lieutenant and just something I'll never forget.   Naviere Walkewicz Wow. Well, I think something I took from what you said as well as you identify very quickly, when there's something that you really want to do and you make a path to get there. And I think in your relentless pursuit, in a way that is really convincing. And I think that's a lesson right? You have to put in the work, you obviously can't just only be talk, you have to be able to show like, you can put some cred behind it. And I think that's a lesson where you're able to share with folks, “Hey, if you're really interested in something, go all in for it.” And to your point, “and then live it.” Yeah, do that. soak it all in. So I think that's really inspirational. Were there any tough times you had as a public affairs officer?   Sam Eckholm Tons. PA, it's not always the good side of things, too, right? We really exist for the most part for the crisis communication, right? When something bad happens, to communicate that as well. And so, it doesn't matter if it's the highs or the lows, you still gotta' get out there and talk to people and make things happen. So, luckily, when I was on the team, you know, we didn't have anything catastrophic, any mishaps like that, but I know people who have right I mean, [I've] had mentors, PA world or former Thunderbird PAs when they've had crashes and there's a lot that goes on there. So, we always have to be prepared for that. And even though I didn't have to necessarily be thrust in that environment, that's still on your mind, you just have to be prepared. Now, the other thing was just tough with being in this lifestyle for two years is that when you're constantly gone, so we are TDY I mean, like, literally 300 days a year. And so, it's hard to continue to have the same motivation every single day when it's just the same show, monotonous, like doing everything day in and day out. And I think that's a lesson anyone can learn in the Air Force or beyond, you know, because a lot of the times it, it is repetitive. So, I would always look for ways to make it not repetitive. And for me if we're going to a different show, as a photographer, videographer making content, I would always try to do something different. I would always try to focus in on a different element of the story. So instead of just focusing on the pilot in the jet every time, I would tell behind-the-scenes stories of our maintainers, of our aircrew flight equipment specialists, of the fans who came and traveled across the country to watch and, doing tours with them and I would arrange a ton of school visits and talk to Civil Air Patrol units in JROTC and really just focus on the community relations and the recruiting side of things. And there's a lot I had to work with and that was really fun for me to mix and match and that was the way I just stayed motivated and still had fun with it. And even to this day, I'm always trying to one-up the last thing I did and branch out and evolve and just make everything interesting. And I think the viewers kind of understand that and appreciate it. And that's always my goal is for no one to ever click on a video of mine or see what I'm doing and be like, “Oh, that's kind of the same thing.” I want it to always be exciting.   Naviere Walkewicz I can absolutely appreciate that. And it seems like that kind of pace is, I mean, how do you maintain that? So maybe my question would be for you, Sam, what is your outlet? Because if you live, breathe as a leader, right, if you you expect a lot from your people, and you always want the best and you want something new, how do you maintain that level of give? And so, what's your outlet?   Sam Eckholm Yeah, well, kind of the first part of what you asked, I also had to realize that just because I'm this way doesn't mean everyone's this way, right? So, if you're a leader, and you are 100% committed and want it to be your entire life, that doesn't mean everyone's going to be that way. And I had to realize that because at times that can be frustrating, if you're leading a team and you're gung-ho about it, but like, OK, maybe they aren't, well, that's OK, you know, you need to, again, put yourself in their shoes and see what motivates them. And I learned that lesson as well, even back to when I was a squadron commander, I'd pitch an idea and I was so excited. And I can tell him that everyone's [not] gonna' be as excited as you, Sam. But yeah, my outlet, I mean, a lot of different stuff at the time, you know, I was just so excited about doing what I was doing. So as weird as it sounds, my outlet was my work. And that's something not everyone understands. But I actually felt depressed if I wasn't continuing to work, because I knew there was a time limit on how long I would have this opportunity. So, I was like, “Well, I'm going to keep working hard now.” And as I've moved on, I have found a healthy balance between work and other things. So, you know, friendships are incredibly important, especially other people in the space with what I'm doing, being able to talk with them and how they are handling stress levels. Because not everyone can relate especially to what I was doing and am doing. So other people in the space, in the industry, we're all dealing with the same things. So that's something I tell people all the time is, “Other people who are in your world — those are some awesome friendships you can have, because they understand what you're going through. Not everyone does.” That's a classic example of when people talk about the Academy, you go home on a winter break, none of your friends understand what you're going through. It's really, really hard, you know? Who does? Your classmates at the Academy. You go through that with them. And so that has been a huge thing for me: other people who have gone through what I have, like, we're in it together. And those are some times when I really feel like I can sit back, relax, and the stress is taken off.   Naviere Walkewicz Now that's really helpful. And I think I did chuckle in my head a little bit when you said, you know, “Actually, my outlet is my work.” But I think when you're doing your thing that you're wired to do and your passion, that makes sense.   Sam Eckholm Yeah, it's both fulfilling and exhausting. I mean, I love to travel to like, I do normal things as well. But in some way, even then I battled the whole, like, well, what can I be doing, especially when you're a full-time, have your own company entrepreneur. That was a huge adjustment for me. Because it's not like you have a salary job where there is some end at some point to kind of go home. It's like, well, you could always be doing more, right? You could always be working. And I've had to struggle with that sometimes, because it's like, I could keep working, keep working. So that's something I've learned and doing better at still to this day. But yeah, it's interesting.   Naviere Walkewicz So, let's talk about that transition. You know, you knew there was a time period on that F-22 demo team, and the PA role. But when did, you know, “I think I'm going to be moving out of this into my own kind of work.”   Sam Eckholm Yeah, so once I finished the F-22 team, I had to move on with my career. They don't let you do something in the Air Force forever, totally understood that. But I wasn't done personally inspiring, making content. I had developed kind of a following along the way of people who were just interested in what I was doing. So, I would kind of take my free time. I always made it my goal — I was like, I'm going to stay focused on the PA job. I never want anyone to be able to look at lieutenant at home and be like, “He's not locked in on this PA job. He's not focused. He's interested in these other things.” So, I would make that my goal. But my free time, my leave, my time on the weekends, instead of normal hobbies people do, I would make videos. That was my thing. And so, my next assignment, I went to Scott Air Force Base, I was 375 Air Mobility Wing, and that was a demanding and fun job. And I kind of still had this thing going on the side. It got up to the point where it's at the end of my Academy commitment, and I had a tough decision to make, right? I loved being in the Air Force. I was a captain at the time. I was excited. But as you rank up, you get more responsibilities, understandably, and I knew that I did not want to let that lack if I was going to stay in the Air Force. I did not want my airmen — I did not want people to think I was distracted doing something else. But I loved this other thing as well. So really, what I had to decide is, “Where am I having the biggest impact in the Air Force?” And as weird as it sounds, right, because you think of serving — most of the time people think like, in uniform active duty. Well, I think of service in many different ways, right. And I actually felt, and I know this is true, that I could serve the Air Force, the military, our country, better on the outside, continuing to inspire people by doing these videos, making this content, showing people what life was like, inspiring all these kids on the outside, being able to go at that with 100% of my time. And luckily, that wasn't just a personal decision I made. I was having conversation with like, the highest levels of leaders in Air Force recruiting and public affairs explaining this as well. And that's just what I decided I wanted to do. And it was scary. It's very scary going from a job, one that I had worked since I was a freshman in high school to get to in the Air Force, to now kind of giving that up to do this other thing. But we're really helping the viewers, it wasn't giving it up to me, it was just doing it in a different way. I would say I'm still connected now more than I was even when I'm in with what I'm doing. I'm not in uniform, you know, I don't have my CAT card anymore. But I am serving more than I ever thought I would be around the units traveling to bases every single week filming what I'm doing. So that's kind of what helped me make that decision. And it was the right decision. And to this day, the comments I see from kids, the people I've been able to help and resonate with, it's crazy. And it's something that probably wouldn't have been able to happen if I stayed in just with the amount of you know, stuff I would have had to do on the normal job side. Right?   Naviere Walkewicz Wow. So, you talked about impact. And that was really important to you. What's one of years or maybe a couple of your most favorite, impactful moments that you've had since moving into the entrepreneurial side of things?   Sam Eckholm Yeah, I mean, it's hard sometimes when you're like a video creator, because what you see is numbers on a screen, right? You see views, you see comments, which can be really inspiring too. But sometimes, you know, you miss the in-person interactions because you're traveling and it's the videos people see. But I always, even to this day, a couple times a year, I do like in-person events, I just went out to an airshow and was in San Antonio and I did a couple of these previous years. And it's a different feeling when you're out there. And there's tens, dozens of people, who are like literally waiting in line just to say hi, to take a photo to tell me that like, hey, these videos are the reason they want to join or have joined or have inspired them. It's crazy. And that to me keeps me going. And that was so, so impactful. And you know, I have a folder on my computer. On my phone I have like screenshots of all the messages I've gotten, because when I'm having a hard day or when I'm like, “Man, this is tough,” I can look back at those and be like, “Well, this is why it's all worth it. And this is why I do the things that I do.” And yeah, it's cool being a creator who's not just in it for themselves. And I try to tell people that really what I'm doing is to inspire other people. It's tough. It probably looks really cool when you see all the things I'm doing. And that is fun. But it is a lot. But I know the impact that's possible. I remember when I was a freshman in high school looking for content online, and there wasn't too much of it. And I wanted to change that. And I know Naviere, we've worked so much together and you've seen the stuff I've done and you know how much it means to me. So just being able to see and hear from people, it means everything.   Naviere Walkewicz Yeah, so what's your, is there a story, a video that you've done that just, it just kind of sits right into your heart like this one is just so special? I mean, we probably have so many, but is there one that you just feel has really resonated with, you know, youth or just that level of impact? Is there one you can speak to?   Sam Eckholm Yeah, well, I'll give, I'll give kind of two. So, one that is incredibly special to me in a personal way. I actually got to go back and do a video on the KC-135 and I brought my dad out there for that. Yeah, that was something I always wanted to do. And he's great. I was a little nervous. I was like, “How is he going to be on camera?” But he knocked it out of the park to the point where some comments were like, “He needs to come to every video like that. You need to take over the channel at this point. Everyone loves you so much.” But it was so fun. I mean, he studied for weeks on the facts of the aircraft. He was an instructor for the instructors at the schoolhouse. It took him a few minutes, but literally after half an hour, he knew his way around that aircraft so well and was teaching the current pilots out there some things that they didn't know. Anyway, so I look back — that video is like a full-circle moment for me. And that resonated with a lot of people too, who just enjoyed seeing my inspiration and have some people who look at me as their inspiration. Like it's just really, really cool to see outside of that. I mean, I would say a really personal project of mine was when I actually got to come out here to the Academy and do a complete tour of the grounds and the campus and facilities. With the audience I've been able to build, a lot of people know me as an Academy grad. And so they reached out asking me questions about the Air Force Academy. “What it's like to apply?” How they can get in. And it's hard to answer all of those questions because that's all I'd be doing if I did it. So, I was like, “Well, what's a way I can put this message out to everyone?” And so, you know, I worked with your team, worked with the Academy team, and we came out here for a week and filmed what I think is the most beautiful school ever. And I just wanted to show that and that video to this day is, I don't know, 1.2-something million views. And you go scroll through those comments, the amount of people who didn't know it exists — which probably sounds crazy to us, right? — that now know and can see all of these cool things you would have access to and can do if you're cadet, I mean, I think that video is going to have returns and just inspire people for years to come. That was such a big project I wanted to do to get back to my school and to show other people, “This school did this for me. You guys need to understand what it can do for you, too.” So, I'm really proud of that one. I have a lot of people reaching out to me about that still to this day. Every single week, you know, “Hey, Sam, I want to go here. I watched this video. How can I do it?” And I'm like, “Alright, well, let's talk. Here's what you need to start doing. You need to do this.”   Naviere Walkewicz I love that. So, it's really unique, your journey, right? Because you have been a leader of peers, of people, of airmen, etc. You've also been, I think, a leader of yourself, and you know, in part of how you navigate that. One of the ways I think our listeners really feel connected with our guests is, you know, life is pretty imperfect. What are some challenges you've experienced along the way in your life, just in your professional and personal life, that you have has felt as evolved you as an influencer as a leader, as someone who inspires you to share any with a group that makes them feel like, okay, Sam, I'm in? You know, I'm kind of like, Sam, you know, in some way, what would that be?   Sam Eckholm Yeah, I mean, like I said, it's one of the things I sometimes struggle with when you have an online presence is you kind of gravitate towards only showing the highlights. And that's just how the business works, right? I mean, I don't want to be putting out negative content all day. But then, you know, you're right. I mean, some people kind of see like, “Oh, everything seems to be going well.” I mean, that's not the case. Absolutely not, especially with what I was doing. There's a reason it's very hard to get into this space, especially being in the Air Force. I made some decisions that some might have said would hurt my career, right? Even going back to the demo team, that was a job that typically you don't do as a lieutenant, right. And I was told, “Hey, this might hurt your career going forward.” But I also knew that this was something I wanted to do. And I had goals in mind. And I was young and I just hated the idea that a decision I made when I was 23 years old would ruin my career. I was like, “There's no way that can be true. I'm so young, I've got so much opportunity.” And so, I'm glad I kind of listened to myself. And that was a big decision. But even along the way, making videos while being in the Air Force, I was writing the rules, because there weren't regulations for what you can and can't do. And I was having a lot of tough conversations with people. I'm like, “I'm trying to do the right thing here. You guys gotta help me, I see a lot of potential in this.” So that kind of lesson can be applied to, I think, anyone. A lot of people, I feel, want to do certain things or have dreams and goals. And neither one get talked out of it. To talk themselves out of it. Three, you just look at the negatives, and it gets in your head. And it makes it hard for people to kind of pull the trigger and do it. And I completely understand that. “Comfortable rut” — I kind of use that phrase — you get comfortable in thing and it's hard to break away from that. And so, I don't know, for me, that's the biggest advice I give people: If you have an end goal in mind, it's not going to be easy to get there. If it was easy, everyone would be doing it, right? I mean, especially being an entrepreneur. It's hard, it's a gamble, it's a risk. And you've got to prepare yourself. I never say, “Hey, just go take this without any plan or backup plan.” And I always had that in place. But you know, I guess I kind of am a risk taker in some world. And I know I have good intentions at heart. And I know what I'm trying to do. And I think that was really important is just having the backup plans, having a good background, having things set in place to where I'm able to do this and — I don't know, coming across as a good person has been huge. So, people hopefully watch my stuff and, like, “Sam's good. He's doing the right thing.”   Naviere Walkewicz So, I don't know, it's hard. If you have any specific advice on that, because you've done so much. But when people look at your stuff, hopefully you can kind of resonate and don't think it's all good all the time. But I think you'll come across as very approachable. I think it's lovely for them to hear in your own words some of the struggles that you have when you're thinking about your content when you're thinking about the delivery of it. They maybe don't get that glimpse, right? They just see the final product. I think it's good for listeners to hear that you've kind of had to advocate for yourself, trust in yourself. And I think you've shown a path of what belief and grit and, going back to your core of, “My intention is to create meaningful impact and do great things for our Air Force and for the future leaders,” right? I think you can always hang your hat on that with pride.   Sam Eckholm Yeah, and I always tell people like what you see as a finished polished video — like, the behind the scenes is crazy. It's like, cameras everywhere, months and months of coordination for the shots and for these approvals. We plan videos — like I'm planning now that you will see six months from now. That's how long it takes. And things change. When I first started out, and it was fun, it was a hobby, it was just what I was doing. And then now when it becomes like, a full-time job, and you have a team now I've got employees who rely on me, like things kind of changed with that. And, you know, definitely the advocating for yourself is something that sometimes hard to do. But it's, it's necessary. And so yeah, it's a lot of lessons I've learned, and I'm still learning. But I'm not going anywhere. I'm gonna' keep going hard.     Naviere Walkewicz So, love that. So, your dad and uncle were inspirations to kind of get you into the profession of arms, the Air Force Academy, who inspires you now? Do you listen to any particular leaders? Are there books you read when you have time? You know, what, what kind of fills your inspiration bucket, Sam?   Sam Eckholm Yeah. You know, it's crazy. It sounds, there's not necessarily like a, like a one specific person who inspires me. And that's just because I try to consume so much different stuff and take the best from all of those. So yeah, I'm constantly learning, right? If I'm not creating content, I'm watching other content for inspiration, listening to a ton of podcasts, like this one here. So yeah, there's so much we can take from different people and different leaders. It is hard a little bit in my case to find someone who's exactly done what I've done. But there's a lot of people who have done other things and kind of made it, like Col. Kim Campbell, I've been listening to her actually, like what she's been doing with her Air Force career and then afterward and like, I've actually never met her.     Naviere Walkewicz You feel like you've met her, right?   Sam Eckholm I actually tried to. Same thing with Michelle Karen-Mace. You know, she's not Academy grad, but she's all over the world. And we did similar things in our careers. And so, she's been awesome to talk to as well, in pretty much any Academy grad. And that's something that I really enjoy. Being a member of the Long Blue Line, we come from the same roots. And everyone's very intelligent and understands things. And I've just been able to have so much support with what I've been doing through the grad network, especially when I go out to different bases and units like grads, like, “Hey, Sam, what's up? I'd love to work with you.” And that's been really cool. So, yeah, I mean, a ton of different inspiration from a lot of different people. And, you know, hopefully, I can eventually be that inspiration for someone else who wants to do something similar to what I'm doing. That's exciting to draw inspiration not just from people, but experiences. And what you see, just you're constantly looking for, yes, kind of pieces.   Naviere Walkewicz That's pretty special. So, you know, let's talk about right now what is, you know, how are you in support of the Academy through what you're doing? Maybe kind of share with our listeners what that looks like.     Sam Eckholm I'm always trying to further the Academy mission with literally every video I produce. I'm always doing something else. So I had the awesome opportunity to partner with Air Force recruiting and we did a six-video series exploring different aircraft, different career fields, — one of my favorite videos we did is actually went down and experienced Air Force Special Tactics officer training for a week in Hurlburt. And I was literally hands and feet behind my back bobbing through the pool like going through selection that normal people train for years for, I had like a week of advance to go out there and do that. So I tried to put myself in uncomfortable situations to show other people what that's like. It was extremely brutal. And I think there's more of that coming down the road as well. As you know, one of the huge goals was to give back to people trying to go to the Academy and honestly level the playing field in my mind with people who maybe don't have graduates or parents who went to the Academy and worked extremely hard work with you guys on the Air Force Academy blueprint program to just have a resource out there where anyone can navigate the Academy application can know what they need to be doing in high school, and to know what to expect once they actually get to the Academy too, and that's been incredibly successful. I mean, we have over 300 atudents enrolled — over two dozen who've been accepted this past class.   Naviere Walkewicz I was going to ask: Have you seen any of those come through?   Sam Eckholm Yeah, we have. Well, this will be the first year. so they haven't entered yet because we launched last August, right? So yeah, I'm excited. There will be a little mafia of Blueprint students here at the Academy as well. And like I said, that was something — you get so man

The conversation today spans a variety of topics, including the mission of the Civil Air Patrol, its educational programs, and the personal experiences of its members. Joining host Janet Michael is Major Jacob Bixler, leader of the Winchester Squadron, who explains that CAP is an all-volunteer auxiliary of the United States Air Force. Bixler sheds light on the three primary missions of CAP: cadet programs, aerospace education, and emergency services. The Winchester Squadron comprises 109 cadets and 46 adult members. Cadet Captain Matthew Simpson and Cadet Senior Master Sergeant Phoenix Riner join the discussion, sharing their personal journeys within CAP. Matthew discusses his initial attraction to flying and how CAP helped him obtain his private pilot's license at a lower cost. He emphasizes the leadership skills and career opportunities that CAP offers. Phoenix talks about how he was introduced to CAP by a family friend and how the organization has enriched his life, providing valuable lessons applicable in various aspects of his daily life. Both cadets mention the profound impact CAP has had on their confidence and personal development. Jacob underscores the importance of cadets leading themselves and the various opportunities for career exploration, including cyber training and emergency services. The conversation also highlights CAP's role in community service and the unique learning experiences it provides to its members. The conversation concludes with a teaser for future discussions on CAP's involvement in Wreaths Across America and other community activities, encouraging listeners to learn more about this impactful organization. Find more details on their website: https://vawg.cap.gov/units/winchester and follow them on Facebook.  

Send us a Text Message.Are you in a profession where being up-to-date on your certifications isn't enough to guarantee success in high-stakes situations? This week, we delve into the often-overlooked difference between currency and true proficiency in training. Inspired by a thought-provoking article from an aviation association, we draw fascinating parallels between the rigorous training standards of aviation and the essential skills needed for everyday life. Greg shares compelling personal anecdotes, including his time with the Civil Air Patrol and his family's aviation background, illustrating how early exposure to these concepts can shape one's career and interests.We examine how society frequently confuses being current with being truly proficient, especially in critical fields like law enforcement and aviation. Using vivid analogies such as Disney's entertainment tactics versus pilots' meticulous safety checklists, we underscore the importance of true proficiency for safety and effectiveness. Lastly, we discuss how enhanced training through cognitive engagement can better prepare individuals for the unpredictability of real-world scenarios. By shifting focus from rote repetition to varied and complex training situations, we argue that true proficiency comes from being challenged and pushed outside comfort zones. Join us for an enlightening conversation that challenges conventional approaches to training and highlights the necessity of true proficiency in all areas of life.Thank you so much for tuning in, we hope you enjoy the episode and please check out our Patreon channel where we have a lot more content, as well as subscriber only episodes of the show. If you enjoy the podcast, I would kindly ask that you leave us a review and more importantly, please share it with a friend. Thank you for your time and don't forget that Training Changes Behavior!Article Link: https://www.aopa.org/training-and-safety/active-pilots/safety-and-technique/currency-vs-proficiencySupport the Show.Website: https://thehumanbehaviorpodcast.buzzsprout.com/shareFacebook: https://www.facebook.com/TheHumanBehaviorPodcastInstagram: https://www.instagram.com/thehumanbehaviorpodcast/ Patreon: https://www.patreon.com/ArcadiaCognerati More about Greg and Brian: https://arcadiacognerati.com/arcadia-cognerati-leadership-team/

Sent us text! We would love to hear from you!Everyone has a talent in something. It may be apparent or hidden inside of you, just waiting to come out. In a time of great social and political change, Mexico has elected its first female president. The country where women have only been allowed to vote for a few decades will now be led by a Jewish woman whose grandparents emigrated to the country after fleeing NAZI persecution during World War II. North and South Korea have been at odds with each other for more than seventy years. The North had taken the unusual step of displaying their displeasure with their neighbor to the south by intentionally sending large balloons filled with trash designed to eventually crash and make a mess that had to be cleaned up. North Korea has given their intention to stop the practice, but promise to resume the trashy flights if South Korea promotes propaganda against their regime.Young college athletes can be paid legally. The NCAA has agreed to a revenue sharing plan with colleges that will allow individual schools to compensate for their athletic participation without penalty, thereby changing the face of amateur sports. If a young person is interested in learning to fly there are many sources of information available for those interested in flight training. Organizations such as the Commemorative Air Force, Civil Air Patrol, and Reserve Officer Training Corps units in high schools and colleges are just some of the resources available to those who have an interest in aviation. Turbulence while flying is just as unwanted by the aircrew as it is the passengers. Sometimes severe turbulence is undetectable, therefore to avoid any big surprises, keep your seat belt fastened at all times. Meet two wingmen who personify sacrifice as well as mutual support.The Gouge