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In Episode 10 of Long Blue Leadership, Lt. Gen. (Ret.) Burt Field '79, now president and CEO of the Air & Space Forces Association, discusses his leadership philosophy, and emphasizes the importance of continuous learning, effective communication, family, and the five core values by which he lives. Listen now!   SUMMARY Burt Field, a retired Lieutenant General and CEO of the Air and Space Forces Association, discussed his career and leadership philosophy. He highlighted his upbringing as an Air Force brat, his academic journey at the Air Force Academy, and his early leadership roles. Field emphasized the importance of continuous learning, effective communication, and avoiding being an "asshole" in leadership. He shared impactful experiences, such as leading during the 2011 Japan earthquake and tsunami, and the significance of family support. Field also discussed the Air and Space Forces Association's efforts in advocacy, education, and family resilience, stressing the need for strong national security and defense.   LEADERSHIP BITES Values-Driven Leadership: Burt shared his 5 core leadership values - integrity, fortitude, excellence, teamwork, and service. Defining your values and using them to guide your decisions and actions is crucial. Continuous Learning: Burt emphasized that as a leader, you can never stop learning, whether it's about your organization, industry, or even topics outside your expertise. Staying curious and open to growth is key. Empowering Others: Burt stressed that a leader's job is to empower and inspire their team, not try to do everything themselves. Recognizing and rewarding excellence in others is vital. Effective Communication: Burt noted that leaders can never communicate too much or well enough. Repeatedly delivering clear, consistent messages is essential for alignment and buy-in. Humility and Inclusivity: True leadership requires humility, giving credit to others, and making the organization successful.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   TAKEAWAYS Never stop learning. As a leader, you must continuously learn and expand your knowledge, even in areas outside your expertise. Define your leadership philosophy and values. Burt shared his 5 core values of integrity, fortitude, excellence, teamwork, and service. Having a clear set of guiding principles is crucial. Recognize and reward excellence. Identify and empower those who have put in the hard work to become experts in their fields. This builds a strong, capable team. Communicate effectively, repeatedly. Effective communication is critical, but leaders often underestimate how many times a message needs to be delivered clearly. Burt emphasized the importance of being inclusive, giving credit, and making the organization successful rather than yourself. Avoid toxic, self-serving leadership.   CHAPTERS 00:00 Introduction to General Burt Field 01:52 Growing Up as an Air Force Brat 05:40 Choosing the Air Force Academy 10:26 Life as a Cadet at the Academy 19:09 Leadership Development During Cadet Years 23:15 The Integration of Women at the Academy 24:12 Influential Leaders in General Field's Career 28:28 Learning from Subordinates 34:15 Career Path and Leadership Philosophy 37:54 A Chance Encounter: Love and Military Life 41:13 Building Resilient Families in the Military 42:12 The Journey to Leadership: From Air Force to AFA 45:57 Empowering the Next Generation: Education and STEM 49:46 Leadership Lessons: Insights from Experience   5 FRANK KEYS TO LEADERSHIP SUCCESS "You can never stop learning. You have to learn. And whether it's leadership or anything else, you have to always learn." "Everything comes from your values. When I make leadership decisions, or when I look at how we're going to move forward, or what, how we're going to accomplish the mission, it should reflect those values in my decisions, how I act, how I from the biggest thing of creating a here's the strategy, or in objectives on on what we're going to accomplish, to the smallest things, like how I conduct a meeting." "If you want to be a really good leader, you need to be really good at something. So you got to put in the work when you're young to be really good and understand how hard it is to be really good at something." "You cannot communicate enough, and you cannot communicate well enough. So I use this example all the time. I come up with a message. I craft it, I think about it, I write it down, I practice it, and then I deliver it, and it's awesome. I was perfect. I nobody could have misunderstood me when I'm done with that, and I really think that I have hit the mark with maybe 20% I probably got to say that again, that way or differently, about another 10 or 15 times when I can barely stand to hear myself talk anymore, and I'm still not going to get everybody." "I'm going to give the credit and I'm going to take the blame. That's how you become a good leader."  - Lt. Gen. (Ret.) Burt Field '79, October 2024   ABOUT GEN. FIELD BIO Lt. Gen. Burt Field, USAF (Ret.), is President and Chief Executive Officer of the Air & Space Forces Association, leading the Association's professional staff in its mission to advocate, educate, and support the Air & Space Forces. As CEO, he oversees operations and resourcing for AFA and its 113,000 members, including events, publications, and the Mitchell Institue for Aerospace Studies, the nation's only think tank dedicated to air and space power.   A veteran of 35 years of Air Force service, Field retired from active duty in 2015 following his final tour, as Deputy Chief of Staff for Operations, Plans, and Requirements. Throughout his career, Field commanded a squadron, the Air Force Weapons School, three wings, a numbered Air Force, and a sub-unified command. A command pilot with over 3,400 flying hours in the F-16 and F-22, he served twice on the Joint Staff and completed a tour in the State Department as the military assistant to Ambassador Richard Holbrooke, the Special Representative for Afghanistan and Pakistan. In his last assignment, he led policy and requirements decision-making for air, space, irregular warfare, counter-proliferation, homeland security, and cyber operations. Prior to that assignment, he served as the Commander of United States Forces, Japan, and Commander of 5th Air Force from 2010-2012 where he led the U.S. military response to support Japan during the earthquake, tsunami, and nuclear disaster of 2011.   Following his retirement, he served as the Vice President of Strategic Planning for Lockheed Martin Aeronautics, developing strategies that guided and contributed to over $5 billion in growth in a five-year period. He also managed a $500 million New Business Funds portfolio for independent research and development. Since 2020, he has been an independent defense consultant, served as a subject matter expert working with and mentoring Airmen at all levels, and a member of the Board of Trustees for the U.S. Air Force Academy Falcon Foundation.   Field graduated from the Air Force Academy in 1979 and earned a master's degree in business administration from Golden Gate University in San Francisco. He and his wife, Lisa, have two sons, both officers in the USAF. - Bio image and copy credit: AFA.org     CONNECT WITH GEN. FIELD LINKEDIN | FACEBOOK | AIR & SPACE FORCES ASSOCIATION     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!          TRANSCRIPT SPEAKERS GUEST:  Lt. Gen. (Ret.) Burt Field '79 | Host:  Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz 00:00 My guest today is Lt. Gen. (Ret.) Burt Field USAFA Class of '79, president and CEO of the Air & Space Forces Association. He spent 35 years in the Air Force, retiring in 2015 as deputy chief of staff for operations, plans and requirements. Gen. Field has held many positions of leadership throughout his career, including squadron command, the Air Force Weapons School and three wings. He has served as a command pilot with over 3,400 hours in the F-16 and F-22. He completed a tour in the State Department as the military assistant to Ambassador Richard Holbrooke. He has also served as the commander of United States Forces, Japan, and commander of the 5th Air Force from 2010 to 2012. In his post military career, he served as vice president of strategic planning for Lockheed Martin Aeronautics. He has been an independent defense consultant and has served as a subject matter expert, working with and mentoring airmen. He is also a member of the board of trustees for the United States Air Force Academy Falcon Foundation. Today, we'll talk with Gen. Field about his life before, during and after the Academy. We'll discuss his role in leading the Air & Space Forces Association. And finally, we'll ask the general to share advice in leadership development. Gen. Field, welcome to Long Blue Leadership.   Burt Field 01:23 Thank you, Naviere. Please call me Burt.   Naviere Walkewicz 01:24 OK, yes, sir, Burt. Will do. And I will say that was quite an introduction. You have had an incredible and ongoing career.   Burt Field 01:30 Well, frankly, and no false modesty, I was lucky to be in the right place at the right time and take advantage of the opportunities presented to me.   Naviere Walkewicz 01:39 Well, I appreciate you saying that, and I think our listeners are really going to enjoy hearing about what some of those right places at the right time kind of look like. But here's what we do at Long Blue Leadership: We like to rewind the clock a little bit and start with Burt as a child. What were you like growing up? Where was home?   Burt Field 01:56 Well, I'm an Air Force brat. My dad was a fighter pilot. I like to say his first assignment was the Korean War, flying F-86s and his last flight was in an F-4 over Hanoi. Now, didn't get shot down, but that was his last flight. So, I grew up traveling around both country and the world and went to a bunch of different elementary schools and then three high schools before I ended up at the Air Force Academy.   Naviere Walkewicz 02:27 Wow. I can imagine some of our listeners have also been some kind of service brat. As I always say, I was an Air Force brat as well. Are you an only child? Do you have siblings?   Burt Field 02:37 I have three sisters. I have one older sister and two younger sisters, which irritated me to no end when I was a kid, but now we couldn't be closer.   Naviere Walkewicz 02:49 So did you get special benefits because you were the only boy of all the girls?   Burt Field 02:53 Of course not. Now, their stories are a little different, but of course not.   Naviere Walkewicz 02:57 Understood. And did they also serve as well.   Burt Field 03:01 They did not. None of them did. My older sister's a doctor. My next down is an accountant and CFO, and the one below that is a bunch of different medical community things and a nutritionist.   Naviere Walkewicz 03:15 Wow. So, you are the one who followed in the military family footsteps.   Burt Field 03:18 I was, but interestingly enough, I never really thought about it growing up. My dad just happened to be in the Air Force. He just happened to fly airplanes. And you know, whoever you were, your dad was a doctor, lawyer, plumber, dentist, truck driver, whatever, and now let's go play ball. And that's pretty much the extent of it. But when I was in high school, I knew that I needed to start figuring out what I was going to do, because I'm pretty sure my dad wasn't going to let me just lay around the house after I graduated. And I was definitely afraid of being bored, and nothing really sounded good — doctor, lawyer, dentist, plumber, truck driver — none of it was good. So, I came into the house one day in my junior year, and I attribute this to the Air Force Association: The magazine was laying on our coffee table, and it was face down, and on the back was a picture of the F-15, which was one of the brand new airplanes that was coming out. And I looked down at it, and for whatever reason, it clicked, and I said, “That does not look boring.” And I went and talked to my dad, because I figured he might know how to do this. So, he did some research for me, and he said, “Well, to go to pilot training…" And this was 1974 and that's the wind down of the Vietnam War and letting a lot of people out of the Air Force, “…to go to pilot training, you have to be an Air Force Academy graduate, or distinguished graduate from ROTC.” Well, my dad had retired, or was about to retire, and we were going to move to Florida for my senior year, and I was going to go to the University of Florida, like everybody in my family did, except for two, and so I knew that the Air Force Academy would provide me an avenue, and the University of Florida would provide me an avenue to be a bellboy down in a Key West hotel when I graduated.   Naviere Walkewicz 05:18 So you chose the Air Force Academy, of course. So, that's interesting. Forty-five years later, you are now the president and CEO of the Air & Space Forces Association, which was what kind of caught your eye in high school.   Burt Field 05:34 It's really kind of amazing. And the editor of the magazine — they have a bunch of back issues at our headquarters building, and he found that magazine.   Naviere Walkewicz 05:47 Oh my goodness, I hope that's framed in your office now.   Burt Field It is.   Naviere Walkewicz Oh, that's amazing. What a story. And we're going to talk more about that. I really want to hear more about that role, but let's stay in the childhood range a little bit. So you were going to go to the Air Force Academy. Were you already involved in sports? Was that something—   Burt Field 06:06 Yeah, so, I played baseball growing up. We moved around a lot, so it was hard to play a lot of other sports. I did Pop Warner football, played basketball, you know, on teams growing up. And I was a good athlete but not a great athlete, and so I wasn't recruited for going to come here to the Academy. But I played football, I wrestled and played baseball until my sophomore year, when I blew up my shoulder and couldn't throw anymore. Then I just wrestled and played football for the rest of my high school career, and then when I came here, I just played intramurals until a friend of mine that was a couple years older was on the rugby team, and so he kind of said, “Hey, come on out, you'll like this.” And so it was the rugby club back then, and it was a way to get out of stuff in the afternoons when you're a freshman. So I came down and I played on the rugby team for a few years.   Naviere Walkewicz 07:10 I have a lot of rugby friends, and it definitely is, it's a family, for sure.   Burt Field 07:15 It is. And it was really that way back then. It was all local Colorado sports teams. You know, the guys who were 45 and over down to other colleges around the state.   Naviere Walkewicz 07:28 Your extended family.     Burt Field Right.   Naviere Walkewicz So, speaking of family, how did your — I think I know how your dad felt about you wanting to come to the Air Force Academy. How about your mom?    Burt Field 07:37 She was pretty proud of me. Both of them were mad because I only applied to one place.   Naviere Walkewicz 07:44 So, it was here or a bellboy.   Burt Field 07:48 It was here or a bellboy somewhere. But they were pretty proud of me, and they were really proud, obviously, when I graduated.   Naviere Walkewicz So, you came into the Academy. You had a little bit of an idea of what to expect, because your dad had been the military, right?   Burt Field 10:06 Well, no, nobody is prepared for the Academy.   Naviere Walkewicz That's true.   Burt Field I mean, your dad went to the Academy and…   Naviere Walkewicz They were classmates.   Burt Field And you were not prepared.   Naviere Walkewicz That's true.   Burt Field Because you are immediately thrown into the deep end of a very cold, murky pool and told to start swimming. But the interesting thing: I came out with a few guys from my local area, and the way we did it back then is, you told the Academy what hotel you were gonna stay at, and they came and picked you up in a bus and they drove you onto the Academy and dropped you off at the base of the ramp, and you jumped off the bus, and all your newfound friends started telling you all the things that were wrong with you personally, with your family, your genetics, your upbringing, and how you would never amount to anything ever in your entire life. And then they take you — I wasn't really good with authoritarian figures.   Naviere Walkewicz 11:10 Well, I can imagine, with three sisters, you probably chose your own path, right?   Burt Field 11:15 So, you can imagine — as we're most of my classmates. We all are kind of like that. So, I wasn't sure that this was for me, but it was 1975 and everybody had long hair. So as soon as I got my head shaved, I said, “Well, I'm staying here at least until I get my hair back.”   Naviere Walkewicz 11:37 That was a good thing then.   Burt Field 11:39 That kept me here. And so then I kept staying. But that first day was a bit of a shock, as it is with everybody around here. But, I have a great memory. I was standing in line getting something issued to me, and the guy behind me and I started talking, and he actually graduated from the high school that I spent my ninth and 10th grade in in Las Vegas, Nevada. His name's John Pickitt. And so we became friends, and he's the godfather of our oldest child, along with Tom McCarthy, who you met earlier today.   Naviere Walkewicz 12:16 Wow. I mean, it really is… We talk about family a lot in our podcast, and family spans way beyond blood.   Burt Field 12:26 Yep, it sure does, especially with graduates of the Air Force Academy.   Naviere Walkewicz 12:31 Yes, 100%. Wow. So you jumped into that murky pool and making friends along the way. What was life like for you as a cadet? Were you really strong in your academics? I mean, obviously you were an athlete, because you were doing everything.   Burt Field 12:45 I mean, everybody did that kind of stuff. So, I got good grades in high school, and I got good grades here, except for one semester. So, I was on the supt's list every semester except for one. That's just the way it was.   Naviere Walkewicz That's amazing.   Burt Field I would do it different now, if I had it to do over again, because I got on the dean's list by cramming instead of doing my homework. And so every young person that goes to the Air Force Academy, I tell them, “There's one way to success and happiness at the Air Force Academy…” I don't tell them this, not that they're going to be happy, because they're not. But I tell them, “Do your homework every night.”   Naviere Walkewicz 13:32 That's right. I think there was a saying: “If you wait to the last minute, it only takes a minute, but then you get to see…   Burt Field You really reap the results.   Naviere Walkewicz 13:42 Exactly, exactly.   Burt Field So, that's no different than a lot of my friends. And back then, you're pretty restricted to the Academy, especially your first year, and then gradually you get out more and more. So, it wasn't like we were out and about very much.   Naviere Walkewicz Right.   Burt Field We stayed around here. We worked out a lot. We played games, sports on the weekends, and that was it.   Naviere Walkewicz 14:07 And were you 1 and 3? What was the squadron change like? Was it 2 and 2 back then?   Burt Field 14:13 And so 1 and 3. So, I was in 35 as of Doolie, and the only squadron— 35 and 38, they're still together, but it was carpeted, and we had carpeting, and so we took a lot of heat from people just because of that.   Naviere Walkewicz Because you had it nicer?   Burt Field Yeah, then I went into 27 and graduated from 27.   Naviere Walkewicz 14:38 OK, and your son is also a graduate from your legacy squadron, 27.   Burt Field 14:42 He is. He graduated in 2008.   Naviere Walkewicz 14:43 Love that legacy. Great. What a wonderful legacy. So your cadet time sounds like it was pretty pleasant, or…   Burt Field 14:50 Oh yes, just like everybody's. Everybody leaves here with a love-hate relationship with the Air Force Academy and it changes over time from mostly hate to mostly love. So, that was no different with us. I had a group of great friends, both in my squadron and outside my squadron, from the rugby team and a couple other places. And so it was like — I tell everybody, 13th, 14th, 15th and 16th grade.   Naviere Walkewicz 15:24 I love that. That's a great way to put that into an analogy, yes, because you're still developing.   Burt Field 15:31 Classes, you know, five or six classes a day. I play sports after school. I go home and do homework or avoid homework and go to bed so I can't go out during the weeknights. Can't go out very often on the weekends. And, there you go.   Naviere Walkewicz 15:45 That's right. That's very much like high school, absolutely. So we like to talk about how you developed as a leader, even early on. And so we're getting to know you a little bit better. While you were cadet, did you hold any leadership positions in particular?   Burt Field 16:02 Well, I was the — what did I do? I did something as a third-classman. Oh yeah, chief of training? Or whatever.   Naviere Walkewicz 16:11 Sounds like it could be accurate.   Burt Field 16:12 Back in the day, the the guy that was in charge of training for the freshman. I was an ops officer when I was the, I mean, op sergeant when I was a junior, squadron commander when I was a senior. So nothing hugely out of the ordinary. I like that kind of role and that kind of challenge, but I wanted to stay inside my squadron. So, when I got offered a chance to, “Hey, do you want to be on a group staff or wing staff?” I declined.   Naviere Walkewicz Tell me more. Why?   Burt Field Because my brothers were my squadron.   Naviere Walkewicz OK, I love that, yes.   Burt Field So, I didn't want to leave that for six months or four months, or whatever the time period was back then.   Naviere Walkewicz 17:05 So, leadership in your squadron, and this is interesting, and this is a good topic, because some of our listeners, some of the challenges that they experience in leadership is on a peer level, or maybe, you know, how do you lead someone that you're really close with? How do you earn that trust? So maybe you can share some lessons that you have learned about yourself during that time.   Burt Field 17:24 Well, I always tell people that the hardest leadership challenge that we face is when you have no authority and you still need to lead, and regardless of what we say about cadet squadron commanders, you know, we can all think we're in charge, but we're not that in charge. And so what you had to do is you had to lead by influence and by doing the right thing. And so whether we agree with that, it's the right thing, because I don't want to do it, because it's no fun, because I'd rather do something else. Everybody knows what you have to do at the Air Force Academy on Monday, Tuesday, Wednesday, on the way through the week. And so we just went and did it. And I encouraged people to come and do it all with me, whether it's doing drill, whether it's playing intramural sports, whether, “Hey, it's your turn to be the referee for this season,” whether we want to go to these whatever it was. So you just encourage people to do that, and then you talk to people and try to empower them so that they can figure that out on their own, and then later pass that on as leaders themselves.   Naviere Walkewicz 18:44 No, those are really great examples. And I think just leadership tidbits that some of our listeners can take, and it really is some of the best ways, just leading by example and then inviting them to join you on that, absolutely. OK, so your cadet career was, I think, really important to you, because it formed you, and it formed you like you said your brothers, because you were the last class of all men cadets together. So how did that translate? And if I may be so bold, you started having women cadets there while you're at the Academy as well. Can you share some of the dynamics of that then at the Academy, and maybe some of the stories that you saw of how that really evolved into a stronger Academy that we have today?   Burt Field 19:26 Yeah, let me put some of this in perspective, and I'll start with a story. I get a large ration of crap from my friends that are in '80 and '81 that I'm really close with because of my role in terrorizing the women of the Class of '80, which I said, “Exactly, what role was that?” Basically, these guys considered us the source of all evil. My perspective was different, and it's just my perspective. When I talked to my classmates, most of them — I'm talking about most of them, not all of them — we were children that grew up and came of age in the late '60s and early '70s, which was basically that whole protest movement, grow your hair long, protest the Vietnam War, and we really didn't care that much that women were coming into the Air Force Academy, because most of us were smart enough to know that the only reason that women were not in my class and they were in that class was an accident of birth and the accident of when the legislation passed to do the right thing in the United States of America. So there's nothing special about being the last all-male class. There's nothing special about being the first class that had women in it, other than, you know, it was the end of one way of doing business and the beginning of another way of doing business. To your point, I think it makes the Air Force stronger. It certainly makes our Academy better. While they were here, the first semester, all the women were in one part of the state, in one part of the Academy over in Fairchild Hall. And they were only in 20 squadrons, so 1 through 20.   Naviere Walkewicz In Vandenberg?   Burt Field In Vandenberg, I'm sorry. So we're they were only in 1 through 20 the first semester, for whatever reason. Then they came the next semester to our squadron, and you know, well, one of them I'm still friends with, so, to me, it was a no brainer. I wish I was more profound on this. This is one of the things that my friends from later classes yell at me about. But I didn't consider it to be that big of a deal. I didn't, at the time, think that this is some big historical event and change in the Air Force or the military, or anything else that we could all maybe talk about better today than I could back then. So for me and my friends that I knew, it was not an issue. I don't think I treated women any different than I treated men, and I don't think I treated women or men badly, regardless of my role and their role at the Academy.   Naviere Walkewicz I really appreciate that perspective.   Burt Field Yeah, so, you know, bluntly, most of us just didn't care.   Naviere Walkewicz 22:50 You were there just trying to get through the Academy, right?   Burt Field 22:53 That sounds terrible, but, I mean, I didn't spend a lot of time thinking about social implications of race, sex, gender, however you want to put it. I was just trying to get through the day without getting yelled at, like everybody else.   Naviere Walkewicz 23:12 Thank you for sharing that, because I think it's sometimes a question that people have, and it's really helpful to hear a perspective that really is, “We're all just trying to get through the Air Force Academy, we all come in, and we hope that we all graduate.”   Burt Field 23:23 Yeah, and some of them, very impressive, had huge careers. You know, Susan Helms, just one of my heroes, frankly, as a person, as an officer, that have nothing to do with her role in space. That just makes me more in awe of her. But, you know, there's a lot of great, great people out there, and a lot of them are women.   Naviere Walkewicz 23:49 Yes, thank you. Thank you for sharing that, and I appreciate that you said that. You know, Gen. Holmes is one of your heroes as well. Let's talk about some of those that maybe inspired you in leadership roles. It could be while you're a cadet, or maybe early in your career as an officer after you graduated. Maybe talk about some of those influencers.   Burt Field 24:09 Well, I had some great AOCs. My freshman AOC was a guy that was a Fast FAC in Vietnam, and actually was the guy that gave me a ride in a T-37, which was fantastic and really solidified what I wanted to do. My sophomore and junior year, my AOC was not that guy.   Naviere Walkewicz We learned from those leaders too.   Burt Field We'll probably talk about leadership philosophy later, and if you'll remind me, my last bullet on my leadership philosophy partly came from him. And then my senior year, we had a great guy named Ken Lawrence that came in that several of us are still in touch with. And he was both a welcome relief and a great role model for us as we spent that last year here at the Academy, before we went off. I went out in the Air Force and my first two squadron commanders, the first one was a guy named Tiny West, 6-foot-5, 270 pounds, barely fit into an F-16, and taught me how to fly fighters.   Naviere Walkewicz 25:21 I totally understand his call sign then.   Burt Field 25:24 Just a great guy. A second squadron commander was a guy named John Jumper, who ended up being the chief of staff of the Air Force and is still kind of like a second father to me.   Naviere Walkewicz Oh, wow.   Burt Field Let's see. And then multiple people along the way that you know, from crusty old majors and young captains that taught me how to fly the F-16 and in what we called RTU at the time, now, FTU in how we kind of learn together. Because when my class showed up at Hill in the B course, we went into the 34th at the time, tactical training fighter squadron. We were their first class, and the high-time guy in that squadron with F-16 time had 30 hours. So they were teaching all of us second lieutenants how to do this. Went from there down to Nellis and served under Tiny and John Jumper. So, that was how I started. And there's lots of great people in that time frame that obviously I'm still in touch with, and taught us how to fly. There's my squadron commander in Korea, which was my second assignment, another great role model. And then just on and on. When I came back to Nellis on my third assignment, I worked for a guy named Sandy Sandstrom. Sandy was one of my RTU instructors, also, and we became really lifelong friends. And he and his wife, Jeannie, have sadly passed away, but we, Lisa and I keep in touch with both their children to this day. Yeah. But anyway, there's a lot of great leaders, both above us in squadron commander roles, and then you watch your fellow officers and brothers and sisters, and see and you learn stuff, watching them, how they develop relationships, how they train, how they identify what's important, how they communicate, how they focus, how they connect. All of those things are important, and you can learn something from everybody around you. And if you don't, you're probably missing out.   Naviere Walkewicz 27:48 I appreciate that perspective. I think, especially as someone who is more experienced in leadership, the fact that you are looking to continue to learn and see what you can kind of pick up from those even that support you and serve under you. Can you share an example? Is there one that sticks out in your memory of someone that you're like, “Wow, that's something I really took back”?   Burt Field 28:08 Are you talking about somebody that served under me?   Naviere Walkewicz Mmm-hmm   Burt Field Oh, yeah, so, there's thousands of these. I'll tell you two stories. So I'm a squander commander, and I had a friend, a very close friend of mine, who was a squadron commander, and one of his guys was coming to our squadron, and he said, “This is a great guy. You're going to love him. Really good pilot…,” blah, blah, blah. It's his second assignment. And so he shows up in the squadron and we have about four or five guys about that that time in their career, and they're ready to become flight leads, which is leading flights in the fighter community. And so I put him in without really thinking this through, and one of the other guys came up and said, “Hey, I need to talk to you.” And he came in my office, and he explained to me how I wasn't looking at everybody through the same lens and was probably missing some of the things other people were seeing. And I mean, pretty blunt, pretty focused, not yelling, and just a straightforward conversation. And I sat back and thought for about five seconds, and I said, “Holy cow, Bruce Fisher is totally correct. I have missed the boat on this, and I'm never going to do that again.”   Naviere Walkewicz Wow.   Burt Field And so that was one guy. The second example I have is in Japan when I was a 3-star general. I was there during the earthquake, tsunami and nuclear disaster, and it was a wild time. It started on a Friday. On Monday, so Friday was the earthquake and the tsunami. Saturday was the first explosion in one of the nuclear reactors. Monday was the second explosion in another nuclear reactor. On Monday, I also went up with the Japanese minister of defense and the head of their military to a place up near the epicenter, or the center of where the disaster area was, and they stood up, for the first time, a joint task force in Japan to take to take on the role of trying to work through all the things they had to work through. So we tried to land at the airport and could not. We tried to land at one of the air bases and barely could in a helicopter, in a helicopter. So I flew over Sendai Airport, where we couldn't land, and it was totally flooded, and it looked like when you tell your 5-year-old son to pick up his room and he shoves everything over into the corner, so there's trucks and cars and toys and giraffes and boxes over in the corner of the room and he says, “I'm good.” That is exactly what this airport looked like, except those were real cars, those were real cranes, those were real age equipment that was working on airlines, all swept away into the corner. So came back, and that night, met a guy named Rob Toth. Now we were getting a lot of people in to help, and Rob Toth had actually, he was the commander of the special ops group that was down at Kadena that we had brought up to Yakota. And he said to me, “Sir, my name is Rob Toth.” He's a colonel. And he said, “My guys have been up to Sendai, and I think we can open Sendai in about two weeks.” And I looked at Rob, and I said, “Rob, no way,” except I added a word in between “no” and “way.” And he said, “Sir, I know how you feel, like, I knew you'd feel like that, but just listen to me.” And I said, “No, that thing's not gonna be open until the summer.” And he said, “Sir, hold on. Let me tell you something.” Blah, blah, blah, blah, blah. And I'm starting listening to him, I'm thinking, “OK, here's a special ops guy telling me how his experts think that they can go up and solve an enormous problem for us. They know how to do this. And I am telling him no, because I flew over it in a helicopter and it was flooded. Why don't you just ignore your opinion and say yes to a good idea?” Because all I have to do is say yes, and the worst that can happen is I'm going to be right. The best that can happen is he's going to be right and they're going to open the airport. Well, guess who was right? Not me.   Naviere Walkewicz He was right. Oh, wow.   Burt Field So, three weeks later, the first airplane, well, two weeks, a week later, the first airplane landed on it, and three weeks later, the first commercial airplane landed there.   Naviere Walkewicz Wow.   Burt Field Just say yes to good ideas.   Naviere Walkewicz 33:14 I think that's a leadership nugget right there.   Burt Field 33:16 And it's all from somebody that, you know, he had never met me before. I'm a 3-star general. He's a colonel. Took a lot of courage to tell me that, and keep persisting when I said, “Forget it,” because I was busy and didn't believe it, and I had just been there, so if you're not listening to people, you're probably not gonna make the best decisions.   Naviere Walkewicz 33:38 That's an incredible story. Thank you for sharing that.   Burt Field You bet.   Naviere Walkewicz Oh, that's fantastic. So, your career was outstanding. I mean, I think you had the opportunity to really lead and impact a lot of lives by the time you put on your third star. Had you known that was your destiny? When you graduate the Academy you want to be pilot. We knew you went into the Academy to fly.   Burt Field 34:01 To fly fighters.   Naviere Walkewicz To fly fighters.   Burt Field Actually, to fly F-15s.   Naviere Walkewicz 34:07 OK, OK, so very specific.   Burt Field 34:08 Yeah. So I ended up going to third lieutenant to Langley Air Force Base. And I kind of, I was fortunate enough, because I traded with a guy that was from California. I was going to George. He was from California. He had the Langley slot, so we switched, and I went out there because I wanted to fly in an F-15 to make sure I liked it, because it was after sophomore year, before junior year. And I knew that I wasn't all that fired up about the Air Force Academy at the time. It was not the most fun place I'd ever been. And so I wanted to ensure that this was something I really wanted to do. Fortunately, I went to a great squadron, great people. They welcomed us with open arms, and I flew three or four times, five times during that third lieutenant and just loved every second of it. Now, of course, I didn't fly the F-15, except in the back seat a couple times later on. But I was lucky enough to get an F-16 out of pilot training. So 1980, F-16, go through that RTU with those guys, and we're all learning this together and into a squadron where we're all learning this together. Cool part about the first squadron I was in is we had… there was a squadron, which means that we had 25 people in the squadron. So squadron commander, an ops officer, and 23 other folks. And when I went in there, 12 of us were lieutenants and classmates.   Naviere Walkewicz Oh, my goodness.   Burt Field And so it was really cool to go through that experience with people like that. But it's 1980, the Cold War is in full swing. We're pretty sure that we're going to be in a fight with the Soviet Union, and basically I didn't want to die in that fight. And so I figure what you need to do to not die is be the best there is. And I was went to work with a bunch of other guys that felt the same way, and so we helped each other. We competed with each other. We pulled people along. We got pulled along. And we all became really good at what we did. And it was just that drive to be really good at what was important — which was flying — that drove me, and that's what drove me to try to go to the Weapons School. That's what drove me to go back as an instructor. That's what drove me to train people to be the best that they could be, so that when we went to combat, we would all come back, because anybody can lead men and women into combat. I want people that lead them home.   Naviere Walkewicz I'm so glad that—   Burt Field Anyway, so that's what drove me. That's what drove me. You know, because I had friends that didn't come home.   Naviere Walkewicz 37:27 So part of what you've shared with us today, and I think we're really appreciative of how much you're sharing, because I think it gives us a sense of really who you are, and the family aspect with your brothers, the family aspect with your extended family at the Academy, on your teams. When did your family come into play? Because I had the opportunity to meet your wife, Lisa, and she's lovely. When did she come into your life?   Burt Field 37:54 Well, I like to tell everybody that I met her at a bachelor party, which I did. But, we were in pilot training at Willie Air Force Base in Phoenix, and somebody was getting married, and we're going to have a bachelor party, but it already required way too much planning, and somebody had to host it, and that meant somebody had to go buy stuff for it. And basically we just went down to where we went every Friday night, and that was the bachelor party. And I met her that night, and then we just started talking on the phone, and we started dating, and then we got married. And so we got married in 1981 and she's still putting up with me.   Naviere Walkewicz 38:48 Wow. She's literally been part of your life since the Academy.   Burt Field 38:53 Oh, yeah, so I married her a year and a half after I graduated, and so we have two sons, and both of those boys are in the military. My oldest son is a University of Florida grad.   Naviere Walkewicz 39:06 So he did follow the family footsteps.   Burt Field 39:09 But he's smart. He graduated with a high GPA, and anyway, he's a maintenance officer in the Air Force. And my youngest son is a C-130 pilot in the Air Force, and he's the 2008 grad from the Academy, and he's married to our daughter-in-law, Natasha. And right now, both David and Natasha fly C-130s for the Alaska Air Guard up in Anchorage in Elmendorf.   Naviere Walkewicz 39:36 That's amazing.   Burt Field So, it's the family business.   Naviere Walkewicz So, dad, you and your son?   Burt Field 39:39 Not only that, well, one of the reasons, when we bring up Lisa, when I met her, she said, we started talking, and I have short hair, because most people, have long hair. She goes, “Obviously, you're in the Air Force.” And she had told that to her roommate, and I said, “Yeah.” And she said, “Oh, my dad was in the Air Force.” And we said, “Where'd you all live, and what'd your dad do?” Well, her and my dad flew together and so stationed in the same places, sometimes at the same time. And when we went home and called our parents and said, “Hey, do you know this guy or this guy?” Without hesitation, both of them said, “Oh yeah, I know Dave.” “I know Burt,” and so they were in the other squadron. They didn't really hang out together, but they knew each other. So both my dad and my father-in-law were F-100 pilots and fighter pilots. And so Lisa is also an Air Force brat. So both of us are — we call ourselves nomads because we've never really lived anywhere longer than five years.   Naviere Walkewicz 40:44 I used to say that, and now I actually can. But can you claim anywhere longer than five years now?   Burt Field 40:52 No, getting close though. So I've been in five years, five years in a couple places, but never longer.   Naviere Walkewicz 40:58 Oh my goodness, what an incredible story.   Burt Field 41:00 Yeah. So anyway, this is one of the things we're doing in AFA now. And I think the Air Force is Air Force and Space Force are recognizing that if you want strong and resilient airmen and guardians, you need strong and resilient families behind them. And you need to have that kind of family dynamic that's supportive of what you do with your life and what the country is asking of you and your family to be all in and if we can work with the families to change that dynamic, to make sure that we're focused on building strong and resilient families, then the strong and resilient guardian and airmen will come out of that effort. So both the Air Force and the Air & Space Forces Association, that's part of what we're doing these days.   Naviere Walkewicz Before I get into the last couple of questions I want to ask you, what is the best way that anyone that's listening can learn more about the Air & Space Forces Association?   Burt Field  Well, we can go to afa.org, simple as that, and do that. That shows you how to contact us. For another thing, you can join, which is what I would like you to do, and become a member, and then you get access to all of that information. And you can find out how to do that again, on that website. But joining gives you access to that information. It gives you access to what we do. It tells you where the chapters are that are close to you, that are similar-minded people doing similar things. And we have about 120,000 members right now. We have about 230 chapters in every state except Maine, and in several foreign countries where we have airmen and guardians stationed. Those chapters can do a lot of this work, whether it's working with your local government officials, with your state officials, like your congressmen or your senators, and it arms you with the things that you can deliver these messages with. It also arms you with how can I get access to these kind of programs that help with my family, my friends' family, the people I work with, their family. Where can I direct an airman when she needs some help? Where can I put a guardian in touch with somebody that can help him get through something that he's got a problem with? So, you have a lot of resources at your disposal that can help both you and your brothers and sisters you work with   Naviere Walkewicz  That is outstanding. So I mentioned two questions. I'll start with the first and then we'll come back after a short break. The first one is, some of our listeners aspire, at some point to be a C-suite executive. What's the coolest thing that you've done, or that's happened for you since being CEO?   Burt Field  Oh, man, that's a hard question.   Naviere Walkewicz  Well, take a minute to think about that. But first we're going 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. Watch or listen to all episodes of Long Blue Leadership at longblueleadership.org. So have you had a chance to think about something cool that's happened since you've been CEO?   Burt Field  I would say that the coolest thing about this job is that you get some pretty good access. Because of what we try to do in support of the Space Force and the Air Force, I've been able to spend some time with the chief, the CSO and the secretary. And you know, the vice chief, the vice CSO, chief master sergeant of the Air Force, chief master sergeant the Space Force. So that part has been really interesting to me. Next week, I'm going to something with Secretary Austin, and so that that's kind of interesting. And then we do some work up on the Hill. And so I've been able to go up there and meet a few of the members up at the Hill. The good news, though, is that I knew a lot of those guys already, so, you know, because I'm old and. But it's still good to be able to listen directly from a leader on what he or she really is trying to communicate, as opposed to get it interpreted by somebody else or through some rumor or, “Here's why their vision doesn't match up with what I know we should be doing.” So, it helps us in our mission to kind of advocate for those strong forces when you know exactly what the leadership is thinking and what they're driving at.   Naviere Walkewicz  No, that's powerful, and that's transparency that you're able to bring to the members of your organization and all of their families. So, we like to leave our listeners with kind of leadership lessons, and I wanted to go back earlier in our conversation. You said, “Remind me to tell you about a leader that's shaped one of my bullets, maybe on how not to lead.” Or something to that effect. So what are your lessons of leadership that you want our leaders to take away today from you?   Burt Field  Well, so first off, you can never stop learning. You have to learn. And whether it's leadership or anything else— when I was in Japan during that disaster, I didn't know the first thing about nuclear power plants. Virtually nothing. I knew that there's some kind of nuclear reaction. They put something in water. It made steam power to turbine. Viola, you have electricity, period. There's a chance I might not even know that. So, I found a couple books that in the three or four hours a day that I didn't have work, I read so I could learn about nuclear power plants, the effect of nuclear radiation on the human body. What we can with withstand, what makes you sick and what kills you. So you have to always learn. And that goes double for being a leader, and you can never rest on your laurels. And so, I have been fortunate to be in a lot of different leadership positions and work for a lot of great leaders, most of them military, but some of them civilian as well, like Richard Holbrooke, a completely different leadership style than most military people. In fact, when I was working for Richard, my direct report was the chairman of the joint chiefs of staff, Mike Mullen. And I talked with Adm. Mullen virtually daily, and my other virtual three-times-a-week conversation was with Dave Petraeus, who was running Afghanistan at the time, because of what a Richard's job was and they always want to know what he was thinking. So, it was interesting to watch all three of those who have three distinct leadership styles and learn from take the best from all of that. It was a learning experience. But the upshot of it is, having been exposed to people like that and being able to ask them questions about leadership, why they did things, helped shape my leadership philosophy. So, one of the things that I think everybody should do is kind of define what they think leadership is and have a leadership philosophy. And so, the way I look at leadership, it's, how how do you empower people? How do you inspire people? How do you get people to get the job done? Because you can't do it yourself. You're not going to win the war, you're not going to make all the sales, you're not going to get all the gross profit, you're not going to reduce all the expenses, you're not going to fight all the fights. You're going to be part of a team if you're going to be successful. So, how do you inspire that to happen? And how do you ensure that that team that you're building has the resources that they need? And resources come in all shapes and sizes. Some of it is equipment, some of it is money, some of it is the people that are in those roles? Do they have the education, the training, the experience and access to what they need to be successful? So that's what your job is, in my opinion, as a leader. And then how you go about doing that? You need to have a list of things that you do. So I start with values. You should have a set of values. For the cadets listening, and you're going to go into the Air Force, the Space Force, and if you cross commission into something else, every one of our services has a set of values, which are your values. Now you can have more, but your values include those. But at my stage of life, I have about five, and it's integrity, which everybody knows, and most people say, “Hey, that's when you do the right thing when no one is looking.” In the last four or five years, I added a second one to that, and I call it “fortitude.” Fortitude is when you do the right thing when everybody is looking. Then excellence. You know, from Excellence in All You Do. Teamwork and service. So those are my five values. And so when I make leadership decisions, or when I look at how we're going to move forward, or how we're going to accomplish the mission, it should reflect those values in my decisions, how I act, how I from the biggest thing of creating a here's the strategy, or in objectives on what we're going to accomplish, to the smallest things, like how I conduct a meeting. So, that that's the second thing. So everything comes from that. I think you need to be really good at something. If you want to be a really good leader, you need to be really good at something. So, you got to put in the work when you're young to be really good and understand how hard it is to be really good at something. Normally, when we “grow up,” in quotes, and become leaders of large organizations, there's a whole bunch going on in that organization that you will have little or no expertise in, but you know how to recognize excellence, and you know how to recognize effort that it takes to become excellent. And so you can look for those because you've seen it in yourself. So, that's the other thing. The next one is communication. You cannot communicate enough, and you cannot communicate well enough. So I use this example all the time. I come up with a message, I craft it, I think about it, I write it down, I practice it, and then I deliver it, and it's awesome. I was perfect. Nobody could have misunderstood me. When I'm done with that, and I really think that I have hit the mark with maybe 20%. I probably got to say that again that way or differently, about another 10 or 15 times when I can barely stand to hear myself talk anymore, and I'm still not going to get everybody. So, one of the things that you have to recognize as a leader is you're probably miscommunicating. So, you have to check and recheck to make sure that the message is going out the way you think it should be heard. So, communication is really important, and probably one of the biggest things that infects an organization is somebody misperceiving what somebody else is communicating, and then they get mad, and everybody's feelings get hurt, and on it goes. And we've all seen that. I told you about the “say yes to good ideas.”   Naviere Walkewicz  That was fantastic. Burt, is there anything that I didn't ask you that you would really like to leave with our listeners today?   Burt Field  I think we pretty much covered it, and I appreciate the opportunity to come on and chat with you and watch your act, because you're very comfortable doing this, and I need to take some lessons from you.   Naviere Walkewicz  Thank you so much for that compliment. And I must just say it has been a pleasure being on Long Blue Leadershipwith you. I can't wait for our listeners to hear more about your story and the way that you will, I think, affect great change for our Air and Space Force leaders.   Burt Field  Thank you, Naviere, it's really an honor to be on here and I appreciate the opportunity to share some of the lessons that I've been able to learn throughout my career, and also what the Air & Space Forces Association brings to the table, and why our cadets and our grads and all those out there who care about strong Air Forces, strong Space Forces, a strong national security and defense in the future.   Naviere Walkewicz  Thank you so much.   KEYWORDS Air Force brat, leadership philosophy, Air Force Academy, rugby team, squadron commander, family dynamics, career progression, leadership challenges, communication importance, resilience, Space Force, education programs, family support, military service, leadership lessons       Long Blue Leadership is a production of the Long Blue Line Podcast Network and presented by the United States Air Force Academy Association of Graduates and Foundation    

A conversation with Maj. Julian “Cosmo” Gluck '12, a flyer with the heart of a pilot, the soul of a golden age aviator, and an insatiable yearning to learn. Why? In part to support developing leaders of tomorrow. ----more---- SUMMARY Major Julian "Cosmo" Gluck '12, shares his background and experiences in the Air Force and as a bomber pilot. He discusses his childhood, involvement in various activities, and his decision to join the military. Major Gluck also talks about his leadership roles at the Air Force Academy and the challenges he faced. He then delves into his experience flying B-52s and explains the difference between a pilot and an aviator. Finally, he clarifies the distinction between rated and non-rated officers. He discusses his involvement with the Order of Daedalians, a professional fellowship organization for military aviators. He also shares his experience transitioning to Harvard Business School and the Air Force Reserve and about the importance of leadership across different lanes. Julian reflects on what he has learned about himself and his future plans. He emphasizes the significance of giving back and volunteering, as well as the impact of the Air Force Academy and alumni involvement.   OUR FAVORITE QUOTES "I would say the juxtaposition between the military lifestyle—which often is more regimented—and a desire to both give back and be creative. So these secondary and tertiary desires that I really wanted to have in my personal life and professional life to continue to self-actualize and feel comfortable were always at sort of a crossroads, but the Academy made that possible." "I think there is a lot of strength in knowing that you do not know something. And through my time in business school, there is a lot that I think many of those who are coming from civilian careers—that more directly relate to business—would think is just information that everyone is armed with that is absent for many of us who were not as directly involved in running for-profit organizations or who weren't involved in sales, investment banking, or any of these other careers." "I would say, I'm going to do a plug for the AOG: If there are things that you want your AOG to do, you are the person who can help facilitate that as well, just like I aim to, like many others. An alumni organization, a nonprofit, a charity is only as strong as its membership corps." "I think overall down the road, as long as I'm making a positive impact in my circle and in my community, that's the most important thing to me. Like, I don't want to give up the uniform. I've loved serving in the Air Force, and I'll stay in the Air Force Reserve—hopefully as long as they'll keep me—and it would be great to have more opportunities to lead again." "I would leave you with, if you have some time available, if there's money that you're seeking to donate, there is a cause that will resonate with you. Just go to the search engine of your choice, maybe it's Ask Jeeves … [or] go to Lycos—I think that was a search engine—in your Netscape Navigator. Go look up on AOL these interests, and you'll be able to find a charity that works for you.” - Maj. Julian "Cosmo" Gluck '12   SHARE THIS EPISODE  FACEBOOK  |  LINKEDIN  |  TWITTER  |  EMAIL   CHAPTERS 00:00:  Introduction and Background 04:01:  Childhood and Life Before the Academy 08:01:  Leadership Roles at the Academy 14:53:  Flying B-52s 19:50:  Difference Between Rated and Non-Rated 21:30:  The Order of Daedalians 26:14:  Transitioning to Harvard Business School 30:06:  Leadership Across Different Lanes 33:08:  Learning About Oneself 37:15:  Future Plans 40:10:  Giving Back and Volunteering 42:37:  The Air Force Academy and Alumni Involvement   TAKEAWAYS FOR YOU - The Order of Daedalians is the professional fraternal order of military aviators and commemorates the service and valor of World War I pilots while providing fellowship for current and former flyers today. - Programs like the Civil Air Patrol—the civilian auxiliary of the Air Force—provide another avenue for service members, veterans, and civilians to give back in meaningful ways. - Transitioning from the military to civilian life can provide opportunities for strategic development and new ways to support organizations. - Leadership takes different forms in various contexts, from leading in the military to leading in the classroom. - Humility and the willingness to learn from others are important qualities for personal growth and effective leadership. - Giving back and volunteering in various organizations can provide a sense of fulfillment and make a positive impact in the community. - The Air Force Academy and alumni involvement play a significant role in shaping individuals and fostering a sense of pride and service.   MAJ. GLUCK'S BIO Maj. Julian "Cosmo" Gluck is a reservist in the Defense Innovation Unit in the Office of the Secretary of Defense. He additionally serves as Chairman Emeritus of the Department of the Air Force Company Grade Officers' Council, supporting the 47,000 captains and lieutenants of the Air & Space Forces. Maj. Gluck grew up in LaGrange, Georgia and received his commission in 2012 as a Distinguished Graduate of the United States Air Force Academy. During his career he was selected as the 2018 Air Force Times Airman of the Year, received the 2019 Secretary of the Air Force Leadership Award, was named to the 2020 Forbes 30 Under 30, and chosen as one of the 2023 Ten Outstanding Young Americans by JCI USA. Prior to his current position, Maj. Gluck served on Air Combat Command staff; served as Aide-de-Camp to the Commander of Seventh Air Force; led 64 aircrew flight equipment and SERE personnel; and was Executive Officer for the Department of Defense's largest bomb group. He is an instructor pilot in the B-52H Stratofortress and is a graduate of Euro-NATO Joint Jet Pilot Training. Maj. Gluck flew combat missions in Operations INHERENT RESOLVE and FREEDOM'S SENTINEL out of Al Udeid Air Base, Qatar and has deployed in support of U.S. Indo-Pacific Command. MAJOR AWARDS AND DECORATIONS - Meritorious Service Medal with oak leaf cluster - Air Medal - Aerial Achievement Medal with oak leaf cluster - Air Force Commendation Medal with five oak leaf clusters - Air Force Achievement Medal with oak leaf cluster - German Armed Forces Badge for Military Proficiency in Gold PUBLICATIONS “Opening the Door to Cultural Understanding and Mutual Cooperation,” Journal of Indo-Pacific Affairs, June 2021 “The Gray Legion: Information Warfare Within Our Gates,” Journal of Strategic Security, December 2021 “Kasa-obake: A Spirited Case against Abandoning the U.S.-Japan Nuclear Umbrella,” On the Horizon, May 2022 “South Korea's Second Sight: Risks and Rewards for the ROK-US Alliance with Russia,” Issues & Insights, June 2023 PROFESSIONAL MEMBERSHIPS AND ASSOCIATIONS - British-American Project - Center for a New American Security - Council for the United States and Italy - Order of Daedalians - Pacific Forum   CONNECT WITH JULIAN LINKEDIN  |  @JULIANRGLUCK ON INSTAGRAM     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!        TRANSCRIPT OUR SPEAKERS Guest, Maj. Julian "Cosmo" Gluck '12  |  Your Host, Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz 00:01 My guest today is Maj. Julian “Cosmo” Gluck, USAFA Class of 2012 graduate of distinction based in Boston. He is currently serving in the Air Force Reserve in the Defense Innovation Unit and pursuing his MBA at the Harvard Business School. There is so much in Maj. Gluck's background that we'll just touch the surface for now. He flew B-52s for more than six years, and in 2023 he was named one of 10 outstanding young Americans, which puts him in the company of American presidents, statesmen and generals, including the Air Force Academy Association and Foundation's Gen. Mike Gould, Class of '76, who received the honor in 1985. In 2020, Maj. Gluck was named to Forbes 30 Under 30 list for law and policy. In 2018, he was named Air Force Times airman of the year. He is a published author, public speaker and contributor to international discourse on public policy, sharing his lessons in leadership with students in elementary school, at university, senior leaders in defense, nonprofits, and national level elected policymakers. We'll talk with Maj. Gluck about his work as a member of the Air Force Reserve, and how that relates to his membership in the Order of Daedalians, a fraternal organization founded after World War I comprised of aviators. He is a gregarious man of warmth, humility and humor, always willing to share what he knows with those aspiring to become aviators, lead or be better leaders, and always ready with an enthusiastic, “Howdy!” This should be a very enjoyable conversation. Joining us from Boston, Julian, welcome to Long Blue Leadership.   Maj. Julian Gluck '12 01:42 Well, I feel like I have to say howdy now, but I was gonna' say it anyway. So good to be here.   Naviere Walkewicz 01:46 Howdy. So glad you're here with us today. Thank you for making the time. We are really excited to learn more about your thoughts on leadership. But as we like to, we want to kind of take a step back, rewind the time a little bit and learn about young Julian. Why don't we start there? Tell us about your childhood life before the Academy.   Maj. Julian Gluck '12 02:06 Sure. So, I grew up all around primarily the southeastern United States. My dad's a pilot and was going through different positions. My mom's an occupational therapist. They had met in Texas, but I was born in Florida. And then over the course of my childhood, I lived in Florida, Tennessee, Maryland, South Carolina and Georgia, where I finished out elementary school, middle school and then high school. And when I was a kid, I was involved in a myriad of different activities. I really enjoyed acting and got the chance to co-star in a public broadcasting television show with the GPB, one of the stations back in Georgia. I did a little bit of entrepreneurship, starting a company when I was 14. I became involved in the Civil Air Patrol and high school wrestling, extemporaneous speech competitions. And with all the different activities going on, I wanted to continue on the tradition in my family of military service. Applied to the Air Force Academy. Thankfully, the “Zoo” let me in. And it's been a great time since.   Naviere Walkewicz 03:04 Who were some of the influences in your life that kind of led you down that path. I know you mentioned, you know, your family has had many that have served. Are those who influenced you? Are there others maybe that you read or influenced you as well.   Maj. Julian Gluck '12 03:16 The members of my family are the largest influence on my decision to join the military. I'm fifth generation. As you go through different lines in the family, people on both sides had served primarily in the United States and hearing their stories of both sacrifice of putting the organization over oneself, the service to country really resonated with me as a kid. And so I knew even when I was very young that I wanted to serve in the military, as well as a lot of the reading I did as a child, I would say. And then going through my time at the Academy was also very much a philosophical focus throughout. A lot of philosophy mixed in as well with the standard books that one would read as a kid.   Naviere Walkewicz 04:01 Five generations. Would you say that it was destiny then to go into the military via the Air Force Academy or just the military in general? Or was it really intentional on your part?   Maj. Julian Gluck '12 04:11 I think there were definitely some elements of the Academy being the destination. Now as far as Air Force Academy versus a few of the others, I would say lesser options with our rivals on the East Coast there. I wasn't initially sure which one I was going to apply to. And ultimately the Air Force Academy made the most sense to me, primarily because of the Academy's awesome record of placing people into really impactful, strategic roles later on. I like the emphasis on technology. And I think as well, having a Japanese program which only the Air Force Academy and maybe the Naval Academy had, I wanted to take Japanese classes, so that was something that was on my mind.   Naviere Walkewicz 04:54 Did you take Japanese class?   Maj. Julian Gluck '12 04:56 [Speaking Japanese here.] So, I did indeed study Japanese. It was my minor at the Academy, and sometimes really useful either in like bilateral track to diplomatic scenarios or ordering sushi at really nice restaurants.   Naviere Walkewicz 05:16 I don't think I would be as successful. All I remember is [speaking Japanese here], which is, “Where is the bathroom.”   Maj. Julian Gluck '12 05:22 That's really important.   Naviere Walkewicz 05:26 So let's talk about the Academy. Maybe what were some of the roles in leadership you had? Or let's just talk about your Academy experience in general. Kind of set the stage for us.   Maj. Julian Gluck '12 05:34 So, the first leadership role I ever had at the Academy was the Mitchell Hall Food Focus Committee. So, Doolie year, freshman year, I'm sitting in the SAR, the squadron assembly room — I'm not sure if the audience is all super-familiar with the acronyms or if they've changed over time — but I'm in the SAR, and they're like, “Hey, we have a volunteer opportunity.” And I'm just thinking in my mind, I've been at the Academy for a few weeks, this is my chance to be an impactful leader early on, and they just needed someone to test out the food at Mitchell Hall. I raised my hand really proudly. And over the course of the year, I gave my own attempt at food criticism to the excellent staff and Mitchell Hall trying to shape the meals cadets would have. Now, I'm not sure if I've had any jobs since then that is quite as impactful. I'm still trying to chase that incredible opportunity to rate how hard the cookies were, or that the chicken fillet sandwiches were pretty solid. But after that one, I would go into primarily roles that were focused on sort of command-oriented leadership, I was the first sergeant I believe, squadron superintendent for basic cadet training. I served on group staff a couple of times culminating as the Group Commander for Cadet Group 1, First Group, so I had a great time doing that. My summers were spent flying gliders, doing the SERE program when we still had CST, and as well as getting the chance to do an internship at the Senate. So, I was the one cadet that was sent there as sort of an interim military legislative assistant, and did basic another time, as well as the Director of Military Guidance Officers. Another role that I did through sophomore through first year was the Personal Ethics and Education Representative Program, the Peer Program, at a really good time. And I thought that it was really valuable getting to speak with cadets who are having troubles in their personal life, professional life, and really be able to help for more challenging issues, such as ones that may involve the law or medical needs. And then for ones that I felt like I could have a good handle on being able to practice my interpersonal communication and super useful later on in my career.   Naviere Walkewicz 08:06 You held many leadership positions, and I'm sure there are many accolades that came with that. What were some of the challenges that you experienced in those positions? And how did you balance being a leader all the time with your own needs, and developing yourself?   Maj. Julian Gluck '12 08:20 I would say the juxtaposition between the military lifestyle which often is more regimented, and a desire to both give back and be creative. So, these secondary and tertiary desires that I really wanted to have in my personal life and professional life continue to self-actualize and feel comfortable. We're always at sort of a crossroads. But the Academy thankfully made that possible. Now I did that at the expense of probably getting eight hours of sleep per night, maybe about half of that most of the time, and a lot of all-nighters, but I think there were some people who are just hardcore DGs and still got eight hours of sleep. I'm not one of those. I did not get a lot of it. But when I was there doing the cadet leadership jobs, I needed an outlet. So, for Doolie year, I acted with Blue Bards, I tried to relive a little bit of that child acting background and that was a lot of fun. We did Grease and 12 Angry Men. Then through both four degree year, all the way up through first year, and a little bit as a casual lieutenant, I sung with the In the Stairwell acapella group, and was a beatboxer and sung bass as well. And that was a phenomenal time getting to perform for the senior leaders that came in at the White House a couple times, and then later on getting to relive that as well as an alumnus at the America's Got Talent semifinals doing an exhibition before the then current crop of cadets just totally crushed it out there on the stage. So, I think throughout that time at the Academy, just being able to go, “Hey, I need to really focus on academics, I need I grow in my leadership capabilities.” But I also want creative things. And then community service-oriented things. And that was where I became involved with programs like the Knights of Columbus, when I was a cadet finding ways to give back and the local community and lead volunteer projects across the state of Colorado and then eventually, nationally, internationally.   Naviere Walkewicz 10:20 I really appreciate you sharing that. Because I think sometimes there might be a misconception or a perception even that, you know, you can be a leader and you have to be really strict and focus and you can't really focus on other things that you're really passionate about, or you know, that bring joy as well. Right. So maybe you can't have both, but I really appreciate that you shared that you can. So, do you prefer beatboxing or bass? What does that sound like?   Maj. Julian Gluck '12 10:44 Well, these days, so I recently joined the Harvard Business School acapella group, which is called Heard on the Street. And I'm still beatboxing. But I'm getting a little bit more into the singing part primarily because over the past 10 years, it's mostly been playing along with my guitar, and singing karaoke. So, I definitely enjoy beatboxing but I'm enjoying doing more singing these days as well.   Naviere Walkewicz You're holding back on…   Maj. Julian Gluck '12 Go to YouTube and see some old clips. I think I'll refrain from beatboxing on your… I haven't checked this mic to see if like a…. [Beatboxing]   Naviere Walkewicz 11:25 So, that was amazing. No, I think that the mic came through fantastically. And no, that is wonderful. We really appreciate that. And again, it also plays into, you know, we really can be fully immersed in a lot of things, right? We don't have to just be down one lane when it comes to leadership and, you know, pursuing our dreams. So, let's talk a little bit about while you were in the military. You share that you flew B-52s for over six years. What was that experience like? And then I'm gonna' ask you a follow-on about flying because there's something as a non-flier, non-rated grad, I just have a question on so first, tell us about what it was like flying B-52.   Maj. Julian Gluck '12 12:05 So, flying the B-52, aka the “Buff,” was a blast. It's a very challenging aircraft, I think, compared to many others in the inventory. It is an older platform. It's older than my father. And based on earlier versions that are older than both my parents, and probably many of the current cadets' grandparents. My grandfather, in fact, asked me when I told him I fly the B-52, “They're still flying those?” And I was like, “Indeed, Grandpa, and you enlisted in the Air Force after they'd already been in service.” But I can tell you, although they are up there in years, it's a very lethal platform. It's an effective platform. It's constantly being brought to the forefront of innovation through the incredible work that the tech community does, that the primes and other companies are able to leverage with different technologies as far as munitions, its radar capabilities, a lot of exciting changes with new engines that will be coming about for the next generation of bomber pilots. So, I enjoyed flying it. It definitely had its moments where it tested my limits. And I'm super grateful for the instructors and weapons school graduates who helped develop me from a young, very uncertain co-pilot to being a more adept, and I would say, empowered aviator, as I continued to like, become more comfortable, and eventually have the chance before I departed the community for other opportunities to instruct as well.   Naviere Walkewicz 13:39 What were some of the challenges that you faced in that? Was it more just a level of comfort? Or was it other things?   Maj. Julian Gluck '12 13:44 I think in the B-52, there's a wide range of different mission-sets that you need to be familiarized with. I mean, not only the nuclear deterrence mission, that is the Secretary of Defense's No. 1 priority, and extremely critical for our ability to deter and assure you also have the close air support mission, you see just a massive suite of different weapons, you need to be able to control an aircraft that has sometimes sluggish controls. And as you're powering through different regimes in the airplane, you also need to be not only taking care of your own aircraft, but if you're flying in formation, as a formation leader, mission leader or even a mission commander, you need to be able to have an awareness of all the other aircraft and players that are out there in the “kill box” or wherever you're operating. So, I think as we're moving up from co-pilot to aircraft commander and mission lead and eventually to instructor, the stakes become higher. The challenges as far as your knowledge set your situational awareness and task management increase. And thankfully with great instructors and those in more senior positions who believed in the opportunity to continue to progress, I had the just joy of a lifetime getting to fly the B-52. Particularly with my crew in 2016 to [2017], as a young co-pilot out in Iraq, Syria and Afghanistan in operations Inherent Resolve and Freedom Sentinel. So, by far the most impactful, meaningful six months of my life, and that would not have been possible without the B-52 community.   Naviere Walkewicz 15:29 That's really powerful. Thank you. One of the questions that's on my mind, and I think for others that maybe aren't in the aviation community — so, pilot versus aviator: Can you demystify this?   Maj. Julian Gluck '12 15:40 Sure, I'll do my best. And I think it also depends on which branch, the terminology differs a little bit, I believe in the Navy particularly. But for the Air Force, I would normally think of an aviator as a rated individual who would either be a pilot, a weapons systems officer or navigator, a flight surgeon, others who have a set of wings on the officer side, and that take part in some aspect of the airplane. Pilots in particular are the ones normally controlling the aircraft as far as the movements of it, which you would normally think of as aviating — whereas like weapon system officers doing the navigating.   Naviere Walkewicz 16:26 That is helpful. One of the things we do is we know we have a group of listeners that may not know some of our terms. So, can you explain the difference between rated and nonrated?   Maj. Julian Gluck '12 16:35 I will do my best with that as well. So, a rated officer is a person who has gone through a formal technical training program that relates to the flying of a particular mission system. Whether that is an aircraft or a UAS, or remotely piloted aircraft. So, unmanned aerial system for UAS, so these individuals have on their service dress or mess dress or on their flight suit, a set of links that indicate that there's this particular skill set that was developed over time. And the rated aviators have particular requirements. As far as medical, in addition to their technical training, you have to make sure you're able to still fly. And they also have certain other personnel system requirements. So, when I think rated, I think of a person who is in the cockpit or on the airplane with a very specific job of like, an air battle manager is a rated aviator, who on different command control platforms, has a particular mission set with controlling battlespace, that's also considered rated.   Naviere Walkewicz 17:48 We want to make sure that everyone feels able to connect with what you're sharing. So that was a fantastic…   Maj. Julian Gluck '12 17:54 If there's anything wrong, just go to the comments. Just continue to like — increase the social media exposure by saying, “Cosmo, you're wrong!” And I'll make it.   Naviere Walkewicz 18:03 No, that's perfect. Thank you. Well, before we kind of leave this topic of aviation, I'd really like to learn a little bit more about the Order of the Daedalians. Can you talk about this organization a bit? How did it come to be part of your life? I think that's just one that we're not all familiar with.   Maj. Julian Gluck '12 18:20 The Order of Daedalians is a professional order of military aviators that was founded by World War I pilots around 1934. And these particular pilots wanted to start an organization that would commemorate the service that occurred, all the valor that took place in the skies for the Great War, and then afterward to be able to continue to interact with each other and then have a network of convivial interaction between them. But over time, the Order of the Daedalians, and through its charitable arm, the Daedalian Foundation, has grown into this organization for all military aviators of around 10,000. I believe in our current membership, and our organization not only helps connect aviators from the past and present, but also to continue to commemorate that service of the founders of the organization. We do scholarships to the tune of hundreds of thousands of dollars to help students in ROTC programs who wish to become military aviators. And we also have in addition to those academic scholarships, flight scholarships that teach people how to fly. We have a program that supports a Junior ROTC and awards program for different rated aviation training programs to celebrate the success and excellence of the students who are in there. So as the youngest member of the board of trustees, I'm grateful to get to learn from incredible senior leaders and general officers who have flown a variety of different aircraft. And I think it is a wonderful program for those who are still on active duty or in the Reserve as well as those who have separated or who are retired, who would like to continue to swap stories. There are a lot of fantastic speakers who come in and continue to contribute to the next generation of flyer while still paying homage or respect to those who came before us.   Naviere Walkewicz 20:16 What's something that's been really personal to you that you've been proud to see the Order of the Daedalians take part in? Can you share maybe a more specific story?   Maj. Julian Gluck '12 20:24 So, coming into the organization, I noticed that we had, and I will say this resonates with a lot of sort of Golden Age fraternal organizations like the Knights of Columbus and many others, a wealth of experience with our older members who are very dedicated. Perhaps they're fully retired from their jobs, they have a lot of time to give back, but not as many younger members who are coming in, particularly those who are still actively wearing the uniform and flying. So thankfully, with the support of the full-time professionals at the Order of Daedalians and our trustees and directors at the foundation and the order itself, we got together to discuss a lot of ways to innovate the organization to bring it into its next phase, particularly to help drive recruitment and retention with a lot of these potential younger members by having the opportunity to go to bases and really advocate that the order of the Order of the Daedalians is not only a force for good in that it's helping train new aviators, which is a critical need for the national security enterprise, but it's also a fantastic retention tool by providing a strong network of mentorship. So my hope is that a lot of the meetings that we had take place that focused on bringing everyone together, will eventually culminate in a desire for perhaps any listeners to this particular podcast, who go, “You know what, this is a historic program, I would like to volunteer or be a part of it and get to listen to some amazing stories, and then do my part to give back as well.”   Naviere Walkewicz 21:59 Thank you for sharing that. And that really speaks very clearly to me. That's one of the things here at the Association that we're working to do as well, you know, really ignite our younger graduates into membership and participation and engagement. Well, let's shift gears a little bit from the world of aviation, you know, you talked about it as a cadet, you had kind of two facets that you're really interested in the creative side, and also the leadership side. Of course, they don't have to be mutually exclusive. Maybe you can talk about what it's like now to transition. You're at the Harvard Business School, you're an author, let's talk about this lane a little bit.   Maj. Julian Gluck '12 22:35 So, I am super grateful to be a reservist. I had a really engaging time on active duty. It was fantastic for leadership development with some fantastic leaders over the years. But the wonderful thing about the Air Force is there's so many different ways to continue serving in uniform. One of my big interests, that was my desire to go back to school, and find other opportunities to support organizations, including the United States government, through ways that I thought were more focused on strategic development. Going to the Reserve, transitioning through the Palace Chase program, and going back to school has made all of that possible. So as a reservist, now I'm assigned to the Defense Innovation Unit, and the Office of the Secretary of Defense where we help with dual-use technologies, helping bring a lot of the technologists and founders leaders of different programs who have ideas that can support a range of portfolios for the Department of Defense, such as autonomy, AI, energy, human systems, bringing those together to help improve our DOD systems, particularly for a lot of these smaller companies that could use a lot of support. So that has been fantastic. I'm still very much in an embryonic stage within my Reserve service. There's a lot for me to learn. And as I'm going through this transition, it's been amazing getting to talk to reservists who've been there and done that. They've done the transition, and they're continuing to give back. It's not about the money for them. It's about a way to continue to give back to our United States military. And that's something it's really inspiring to me, and inspired me a lot when I was out in Korea as an aide and with all the reservists who would come in to be part of the chase and take time away from their families and from their busy jobs to suit up, you know, put on their flight suits, come out to Korea and really make a difference for our bilateral/multilateral organizations out there. So that's been fantastic. At Harvard, it's been a wonderful learning opportunity. I loved my time at the Academy. I wouldn't trade it for anything. It was the perfect undergrad experience for me. Now going through as a grad school student, I'm kind of getting to see that other side. I've got the more college dorm-style apartment even though I'm not living on campus. As you know, it's not quite hacky sack in the quad that I was imagining that college would be. But the range of different people who are members of the HBS Class of 2025 is so interesting, people from all around the world, very different backgrounds. I mean, of course, we have venture capitalists, consultants, bankers here, but there's also a very, I would say, engaged and interesting veteran group. And I really love hanging out with the other veterans who are in both my section and the class at large. In fact, one of the traditions that we started in my section is the veterans would all wear Hawaiian shirts on Fridays, and so I had to buy a lot more Hawaiian shirts, because I was never stationed at Hawaii, did not have a hardly any of them. And that's where I found this Air Force Academy, Hawaiian shirt.   Naviere Walkewicz 25:55 So, that is outstanding.   Maj. Julian Gluck '12 25:58 I don't think anyone else who's coming on your podcast is probably gonna' have one of these. So, yes, it's been really great at HBS. I'm learning a lot. I have two and a half more semesters left. And I'm excited for what comes next as well.   Naviere Walkewicz 26:12 Well, let's dig into that a little bit. So, you went to the Academy, you had incredible opportunities to lead. You've done some of this in the Reserve. And then also, at Harvard, what does leadership look like across those different lanes? How have you seen leadership evolve, and how has it shaped you during this time?   Maj. Julian Gluck '12 26:34 The opportunities I had to lead both at the Academy and on active duty, certainly inform and help bring different context and experience to the leadership opportunities I may have at school now or that I hope to have in the future. I will say there's a lot to learn to bring that into full realization as I continue through this transition from military to the civilian world. So as I look at like my experience as a flight commander for aircrew, flight equipment technicians, and SERE when I was at Barksdale, or getting to serve as a director of staff at Air Combat Command, and the A-3, a lot of those involved, be able to help our junior enlisted to be able to work with phenomenal senior non-commissioned officers how to help pass information up and down the chain to innovate, to go through a lot of the administrative challenges that are elements of bureaucracy and probably omnipresent no matter what sort of organization you're in. So those have been great. Now, at school, I would say a lot of the leadership could be leadership in the classroom. For me as someone not coming from Goldman Sachs or Bain, I have a lot of learning and followership I'm enjoying in the classroom right now is getting to really just taken a lot from all of the incredible experiences of my younger section mates and classmates who have had very relevant experience. And then the aspects of the veteran experience that also relate myself and many others in the veteran community who are students at my business school, and I'm sure at many of the other ones across the country in the world are able to relate to is also super-useful. So, I'm excited as I go into professional work, both this summer and after graduation, to be able to bring the gregariousness as described at the beginning to my next job and a lot of those fantastic opportunities to learn and serve in the military as I continue to grow and hopefully become a more effective cross-sector leader.   Naviere Walkewicz 28:48 So, you talked about, you know, you have a lot to learn. What has been something you've learned about yourself so far in this journey, thinking about leadership and what our listeners are hoping to glean? You know, what's something you've learned about yourself weather as a follower, to your point, you know, how important is it to be a follower in the world of leadership, etc.?   Maj. Julian Gluck '12 29:10 I think there's a lot of strength in knowing that you do not know something. And through my time in business school, there is a lot that I think many of those who are coming from civilian careers that more directly relate to business would think is just information that everyone is armed with. That is absent for many of us who were not as directly involved in running for profit organizations or who weren't involved in sales, investment banking or any of these other careers. So, during my time at HBS, I've definitely practiced the skill of humility. I have seen it in action with some of the challenging tests that I have taken so far over the past semester and a half and I'm learning about myself the sorts of activities that I really enjoy as I consider the kind of careers that are on the outside flying airplanes. And then going into, let's say consulting is a big leap. But there are also a lot of elements of that sort of leadership that are, I would say, at least are correlate with each other. And as I continue to figure out, what am I skilled at, what do I enjoy, and sometimes those aren't always aligned, I can reach out to mentors to classmates, to grads, in particular, I've reached out to a lot of grads who are out there in the civilian world to find out, ‘What do you recommend? How do I improve? How do I grow in this?' And I'm excited for the kind of development that I hope to see and that I will strive to really develop over the next year and a half and then many years ahead?   Naviere Walkewicz 30:54 And has there been a tidbit of leadership from some of those mentors, you've reached out to in the graduate committee or across different lanes that have really impacted you? And if so, what would you share with the group?   Maj. Julian Gluck '12 31:06 I would say, a lot of the grads I have spoken with that are maybe from like the '90s and 2000s, who have gone to business school or law school or medical school, have shared how much of an impact the military had on them. And where there are sometimes vacuums for that sort of selfless leadership and that aspect of giving back that are in uniform, that you really need something like that, to continue to really feel like you're giving it your all, and that you're in the right place - that you could be like, you could be making millions and millions of dollars. That is a story that was relayed to me by a former Air Force pilot. But if you are not finding a way to really do something for others, it may come across meaningless in many ways, like you can be happy on a yacht. I'm sure if anyone out there has got one, I'm happy to hop on sometime over spring break. But programs like the Civil Air Patrol to the Air Force Auxiliary, that giveaway for grads, who are perhaps still in uniform or out of uniform to continue to give back to do things such as domestic search and rescue, or helping mentor and teach middle school, high school and college students. Those are ways that like really connect you with service, that aren't full time jobs, that have less responsibility. I would say then continuing to serve in the Reserve and still allow a lot of different freedoms that maybe you want to experience that provide another shade of meaning that perhaps you're not getting in one full career.   Naviere Walkewicz 32:44 And I think that's really meaningful for people to hear, right? I think, when you're looking at success, how you define success, certainly, there's an element of being able to have the freedom to do things that you want, that money brings. But there's also the fulfillment internally that comes from being part of or doing something bigger. So how much longer in your program?   Maj. Julian Gluck '12 33:03 So, I've got two and a half semesters left. I'll graduate, God willing, or I think I remember from my four-degree days, and basically that 20, if you make it that far, like I heard that a lot.   Naviere Walkewicz 33:16 All right, so May 2025. What's next, Julian?   Maj. Julian Gluck '12 33:19 I'm not sure quite yet after graduation. This summer, I have a really phenomenal opportunity lined up to be a consultant with McKinsey & Company in their London office. So, this is the pre-LinkedIn update. I'll be at McKinsey this summer. I applied to a few other fellowships, and I'm interested in finding ways to continue to learn about these different sectors, how one can grow a company as well as an organization that is a not-for-profit, like most of my experience or within government service. After graduation, I hope to have continued opportunities over the decades to come to give back. Certainly interested in public service, as well as being able to develop different organizations. So, we'll see. But I'm definitely excited for this summer. And I think there's a lot that I have to learn with McKinsey just across the pond.   Naviere Walkewicz 34:18 You're certainly no stranger to kind of putting everything into something and kind of seeing the benefits that come from that — all of the awards I went through beyond learning and seeing what's out there, what you just described, is there something else that you're like, at some point down the road, this is something I'm striving for?   Maj. Julian Gluck '12 34:34 I think overall down the road, as long as I'm making a positive impact in my circle — and in my community — that's the most important thing to me. Like I don't want to give up the uniform. I've loved serving in the Air Force and I'll stay in the Air Force Reserve, hopefully as long as they'll keep me and it would be great to have more opportunities to lead again. Being a flight commander was immensely rewarding. I really loved working with the airmen and if I had other opportunities to lead more directly in the future, I'd love to do so. And hopefully continue to give back, serve other organizations and continue to volunteer at the local level and on up.   Naviere Walkewicz 35:13 And you've had many different experiences in leadership. What are the one or two things you want to leave with the audience to take away from this from you?   Maj. Julian Gluck '12 35:24 I would say and I'll plug sort of my company grade Officers Council message. I had a great time in CGSC as lieutenant and a captain and now serving as chairman emeritus for the department, Air Force CTOC. I would say that, for those who are still on active duty, wherever you're stationed, there is a fantastic place where you can serve your community and do your part. And for our grads, and retirees, no matter where you're at, there is a charity that would love to have you on their team. So, providing your time, your talents, your treasure to a variety of organizations, if you want to work with kids, there are fantastic charities out there that will help you mentor the next generation. If you want to support the elderly and those who've come before us. There are plenty of organizations as well. So, I would leave you with, if you have some time available, if there's money that you're seeking to donate, there is a cause that will resonate with you, just go to the search engine of your choice. Maybe it's Ask Jeeves and just put, you know, what I might have to check after this broadcast. Just making sure I said a different one, it would sound like maybe a sponsorship message, but go to Lycos I think that was a search engine in your Netscape Navigator, go look up on AOL, your interests, and you'll be able to find a charity that works for you. And for the other tidbit of leadership, if there is something that you are not good at, there are people who will help you who care about you, that will continue to take time to help you improve in that. And I'm finding that every day at HBS as I make my way through finance classes and accounting that there are classmates who know far more than me, are far smarter than me. And that can really help out. And I think that's the same in uniform, I got lots of help when I was a pilot in the B-52 and would never have made it through pilot training or the bomber schoolhouse in the FTP or many other programs without incredible support from peers and instructors. So that's what I'll leave.   Naviere Walkewicz 37:32 Those are gifts of information that just keep giving in so many ways. So, thanks for sharing that. Well, we're at a point where I want to make sure that you had a chance to share everything that you would like to with our listeners. Was there anything I didn't ask you, or something that you really want to share when it comes to leadership?   Maj. Julian Gluck '12 37:50 I would say, I'm gonna do a plug for the AOG. If there are things that you want your AOG to do, you are the person who can help facilitate that as well. Just like I aim to, like, many others, an alumni organization, a nonprofit, a charity is only as strong as its membership corps. So, as you continue to think about how you want the Air Force Academy to be a part of your life after graduation, if you're the kind of person that says, “Hey, I drove away from Arnold Hall or North Gate or South Gate with the chapel in my rearview mirror, and it's kind of the furthest thing from my memory at this point,” then, I urge you to consider the impact that the school had, whether it was the those icy days marching outside, or perhaps some of the more fond memories that you'll have of the Zoo. Not everything and everyone's cadet experience was perhaps what you hoped it would be. But all of us were shaped by that experience there. I love the Academy. I got a lot out of it. And I hope to continue to give back to it, whether it's through the AOG, or just being able to talk with the current crop of cadets, alumni and give back. We're either cadets or alumni of an incredible institution. And let's show those other service academies that the Air Force Academy is truly the premier military academy in the United States.   Naviere Walkewicz 39:15 I can get behind that. That's outstanding. Thank you so much. So Julian, for our listeners. If anyone wants to get a hold of you, how would you suggest they do that?   Maj. Julian Gluck '12 39:23 You'll probably find me surrounded by case studies at HBS. So just wake me up so I'll do some more studying. Other ways — you can find me on LinkedIn. I'm one of the only Julian Glucks. You can also find me on Instagram, it's JulianRGluck. If you put it without the “R”, it'll be one of those other Julian Glucks who's probably tired of people reaching out to him. So, I'm happy to talk with current cadets, grads and continue to build those bonds that we have as Zoomies.   Naviere Walkewicz 39:54 Thank you so much for joining us today on Long Blue Leadership, Julian. It's been fantastic.   Maj. Julian Gluck '12 39:58 Always happy to chat with you and anyone else from the glorious old Zoo so thank you very much   Naviere Walkewicz 40:03 Thank you.     KEYWORDS aviators, cadets, leadership, academy, volunteer, organization, continue, flying, Air Force Academy, Julian, Gluck, give, military, charity, opportunities, pilot, serve, learn, rated, fantastic, program, leader     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation      

The Lone Star Street Rod Association is a hot rod association for the State of Texas, or anyone else that wants to join in on the fun.  Each year, they have their state meet, with it being in Granbury, Texas, for the last few years.  In 2022, we were able to join in on the fun with a remote broadcast from the event.  We saw a lot of great rides in a picturesque location and met a lot of great people.  One of those is Tammy Dooley, Grandbury CVB, who was one of our hosts.  Very knowledgeable and personable, Tammy is here to let us know a little more about what we can expect for the 2023 event.  In our Feature Segment, we have the 2023 Hyundai Palisade XRT in the New Car Showroom and Michael Marrs had a chance to get behind the wheel.For more information on the Lone Star Street Rod Association, visit www.LSSRA.comFor more on Granbury, Texas, check out www.https://www.granbury.org/819/Convention-Visitors-BureauYou can also find more at www.HyundaiUSA.com---- ----- Want more In Wheel Time Car Talk any time? In Wheel Time Car Talk is now available on iHeart Radio! Just go to iheart.com/InWheelTimeCarTalk where ever you are.----- -----Be sure to subscribe on your favorite podcast provider for the next episode of In Wheel Time Car Talk and check out our live broadcast every Saturday, 8a-11aCT simulcasting on iHeart Radio, YouTube, Facebook, Twitter, Twitch and InWheelTime.com.In Wheel Time Car Talk can be heard on you mobile device from providers such as:Apple Podcasts, Pandora Podcast, Amazon Music Podcast, Spotify, Google Podcasts, Stitcher, iHeart Radio podcast, TuneIn + Alexa, Podcast Addict, Castro, Castbox and more on your mobile device.Follow InWheelTime.com for the latest updates!Twitter: https://twitter.com/InWheelTimeInstagram: https://www.instagram.com/inwheeltime/https://www.iheart.com/live/in-wheel-time-car-talk-9327/https://www.youtube.com/inwheeltimehttps://www.Facebook.com/InWheelTimeFor more information about In Wheel Time Car Talk, email us at info@inwheeltime.comTags: In Wheel Time, automotive car talk show, car talk, Live car talk show, In Wheel Time Car Talk

This episode you meet Chad Hennings, 88 grad who never lost to Navy. Chad grew up in Iowa and shares his interesting story of being "recruited" by AFA for football. He discusses it all from Doolie summer and pugel sticks in Jack's Valley to Wing staff and SAMI's to graduation.  Chad offers several wise life lessons along the way.  While he was an active duty A-10 pilot overseas during Provide Comfort out of Turkey the USAF rules changed and enabled him to try out at 27 for the Dallas Cowboys who owned his draft rights.  Three Super Bowl wins later he retired and now runs a successful real estate business.  You will also hear about his trips to the White House with his winning teams. 

Das nächste große Highlight auf der Liste von Raphi und Lenz steht vor der Tür! In einem wunderschönen Wohnzimmer in Pullach bei München werden die beiden von keinem Geringeren als Produzent und Fotograf, TOM DOOLIE, empfangen. Tom ist in der deutschen HipHop-Szene seit Langem nicht mehr wegzudenken. Unter anderem durch Collabos zusammen mit Cap Kendricks, LUX, Yrrre oder Edgar Wasser ist er einer der geschätztesten Produzenten des Landes. Mit seinem besonderen Blick auf die Ästhetik von Bildern, hat sich Tom aber auch als Fotograf einen Namen gemacht und konnte bereits Zusammenarbeiten mit HHV, oder dem FC Bayern München eintüten. Außerdem gibt es bei "WER WAR DAS?" eine Überraschung. Was das bedeutet? Hört selbst!

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Like, Share, Comment, Subscribe, Follow, Listen ❤️ Artists listing, in order: Digitalism, Just Kiddin, Mickey, Jay Pryor & Wh0, Nic Fanciulli, Joris Voor, Martin Ikin & Malika, Joe Corti, ManyFew & Marcus Santoro, Lee Foss & Lee Curtis, ManyFew & Voost, WEISS & Harry Romero, Disclosure, Miguel Alcobia, Lxury, Tempo Elektrik, Sem Thomasson & Simon Rey, Mark Knight & Laura Davie, Jerome Isma-Ae & Milkwish, Block & Crown & Kiki Doll, LO'99 & DOOLIE & Ray Foxx, Jody Wisternoff & Pete Josef, Moah Kahan & Julia Michaels, Jonas Blue & Paloma Faith https://electromixes.com

01. Nitti Gritti - My Music 02. Chris Lorenzo - Every Morning 03. Disclosure - Ecstasy 04. Simon Ray - Burnin Up Inside 05. Ridney, Kevin McKay - Booty (ft. Parris Mitchell) 06. Kokiri - The Vibe 07. LO'99 - Stay High (ft. DOOLIE) 08. Eric Mark and Fantom Freq - Machine 09. Duck Sauce - Get to Steppin 10. Ando Loki - Crew Love 11. Noizu - Baby Baby 12. KC Lights - SOL 13. Marie Davidson - Work It (Soulwax Remix) 14. Wongo - DAD Dance All Day 15. Alec Bonnici - Fallacy 16. Keizer Jelle - Pump It 17. deadmau5 and Steve Duda pres. BSOD - Afterburner 18. Bellecour - Maxi Tacos 19. Maliv, UnFit - Secrets 20. Redfield - Pictures

Awake from hibernation in the tranquil flow of VALERIA 09. 01 • Kim Petras vs. Nora En Pure – Heart To Break X Birthright [ENN Mashup] 02 • Sneaky Sound System & Watermat – Raise [Extended 303 Club Mix] 03 • Joel Corry feat. Hayley May – Fallen [Just Kiddin Extended Remix] 04 • Block & Crown – Take Some Time Out [Original Mix] # 05 • EDX – Who Cares [Original Club Mix] 06 • LO'99 feat. Doolie – Stay High [Pantheon Extended Mix] 07 • London Grammar – Hey Now [Dutchican Soul "Deep Journey" Remix] 08 • Robert Burian – Free [Original Mix] 09 • Alex Adair & Delayers feat. Samantha Harvey – Dominos [Just Kiddin Extended Remix] 10 • Odd Mob – All Of Your Heart [Extended Mix] 11 • Kings Of Tomorrow feat. Julie McKnight – Finally [Dario D'Attis Extended Remix] 12 • Tchami feat. Donnie Sloan & Ricky Ducati – Shades [Original Mix] § 13 • deadmau5 & Scene of Action – Hurricane [OFFAIAH Remix] 14 • Phantoms – Designs For You [Extended Mix] Follow me on the socials: https://www.instagram.com/ennmusic/ | https://www.facebook.com/ennmusic or head to my website and check out where I’ll be playing in the near future: http://www.ennmusic.com # Highly Recommended Block & Crown – Take Some Time Out [Original Mix] § Encore Track Tchami feat. Donnie Sloan & Ricky Ducati – Shades [Original Mix] ARTWORK: Photo by Spencer Davis https://www.instagram.com/spencerdavisphoto

JUDGE JULES PRESENTS THE GLOBAL WARM UP EPISODE 826

In this special father’s day episode, Smoove and Rube welcome Tre and Doolie to converse about the importance of being young black fathers: from Rube’s perspective of having a relationship with two paternal figures, to Smoove’s utter respect and love for the bond he built with his father. As we define the role of a “bonus dad” we ultimate redefine what an “OG” should look like. All thoughts of fatherhood are on the table: fear, ego, pride, depression, and priority of loyalty. Like, Share, and Subscribe! Follow today’s guest https://instagram.com/donsav_ https://instagram.com/grindboy_treday

Episode 2 of the Richard Trio tapes. It's another episode of The Dickie Allenstar Show, with guest Doolie McCracken, folk singer. [URL]

A Selection of House& Deep tracks currently in Ricky's Records bag. Tracks from Individual Session Radio Show & Relese from our Label Individual Music & More. Tracklisting: 01. Weiss – Feel My Needs [TOOLROOM] 02. Cid ft. Anabel Englund – Use Me Up [SPINNIN DEEP] 03. Pick N Roll ft. Ellie Masison – Love Again (Mike Dem Rmx)[INDIVIDUAL MUSIC] 04. Just Kiddin – Body Talk [SONY] 05. Poolclvb ft.Doolie – Freefall (Superlover Rmx)[ETCETC] 06. Mike Dem ft.Kamden – Died In Your Arms [INDIVIDUAL MUSIC] 07. Tapkat & Purr - Paraiso State of Mind (More Than Gold - Paradise Piano Remix) [Atlantic Jaxx] 08. Tube & Berger ft. Richard Judge - Dust Feel (Roumex Remix) [KITTBALL] 09. Cedric Gervais – Do it Tonight [DELECTA(ARMADA)] 10. Jesse Perez vs. Dj Mind-X – Never Talk To The Aliens [DFTD(DEFECTED)] 11. Lovely Laura & Ben Santiago - Just Want Your Body [LOLABESA] 12. Sonny Fodera ft. Alex Mills – Take Me Down [NOTHING ELSE MATTERS] 13. Claptone ft. Nathan Nicholson – Under The Moon [DIFFERENT(PIAS)] FREE DOWNLOAD ON ITUNES: Join Us on Facebook: www.facebook.com/individualmusicrec Follow Us on Twitter: www.twitter.com/Individualrec

Fabrizio Parisi - Deep Emotions 5 Worldwide booking for Fabrizio Parisi: hybridintermanagement@gmail.com www.fabrizioparisi.com https://www.facebook.com/FabrizioParisiofficial/ https://www.instagram.com/fabrizioparisiofficial/ https://soundcloud.com/fabrizioparisi Photo By: Wolf Steiner | hackthegrey.com Thanks to https://www.instagram.com/ana_di_ivanova/ Artists: Craig David,DJ TRP,SNBRN,Gorillaz,Paul Damixie,Betta Lemme,Samuele Sartini,ADA,Duane Harden,Poolclvb,Doolie,Jain,El Profesor,Hugel,Riton,Kah-Lo,Denis First,Reznikov,CID,Cafe 432,Dennis Ferrer,Robby East,Wilkinson,Sub Focus,David Penn,The Cube Guys,Old Times,Anabel Englund,Juan Maclean,Blondee,Marcus Brodowski Sonny Fodera Ft Alix Mills - Take Me Down (Extended Mix) SNBRN - Lovin Me (Original Mix) Gorillaz - Clint Eastwood (Paul Damixie Remix) Betta Lemme - Bambola (Samuele Sartini Mix) ADA & Duane Harden - Fishmarket (Way it goes) Poolclvb feat Doolie - Freefall (Superlover Remix) Jain - Makeba (Paul Damixie Remix) El Profesor - Bella Ciao (Hugel Remix) Riton & Kah-Lo - Fake ID (Denis First & Reznikov Remix) CID - Bad For Me Cafe 432 Vs Dennis Ferrer - Hey Hey.Whats up Robby East - Burning in my soul Wilkinson & Sub Focus - Take It Up David Penn,The Cube Guys - Ah Feel Like Ahcid Old Times feat Anabel Englund – Amtrac(Juan Maclean Remix) Blondee Marcus Brodowski - Bakerman(Extended Mix)

Alas, in this galactic inception we find our heroes (Dig + Crisp) intoxicated as f**** on delicious Jimmy Beams and Sweet Sweet Keystones... I think...Either Keith Stones or Pabst 'Who gave this sh*t a' Blue Ribbon. We have managed to vocalize with the Doolie species but it was not without the Mighty Wrought of his Wisdom and tact. So deep does his power run, that it was revealed to us the vocal ejaculations that are the stardust of ALIEN RADIOOOOOOOOOO!!!!!!! AEONS MOFO$$$$$$ KnewTherapy.bandcamp.com Angry-Angel.com AlienRadioPodcast@gmail.com DEWLEEEE