Podcasts about ellsworth air force base

Mario Woods, a former U.S. Air Force security responder, who shares a life-altering encounter at Ellsworth Air Force Base in 1977. During a routine missile site operation, he and his partner, Michael Johnson, investigated unusual lights in the sky, leading them to a massive, spherical craft. Woods describes the overwhelming fear and physical effects experienced during the encounter, including a blackout that resulted in lost hours. He emphasizes the stigma around reporting such incidents and discusses potential government cover-ups. Reflecting on the experience's lasting impacts, Woods expresses a desire to reconnect with Johnson to explore their shared experiences further.SPECIAL PRESENTATION; American Alchemy Jesse Michels and Mario WoodsVIDEO ON YThttps://allmylinks.com/total-disclosureTOTAL DISCLOSURE'S HUB The 1—Stop-Shop For all things Total Disclosure— From Our Documentaries, to Youtube Videos, and Podcasts, keep up to date with all things, here on our Website: https://totaldisclosure.onpodium.com/Subscribe to the channel on YouTube: www.youtube.com/@totaldisclosureBecome a supporter of this podcast: https://www.spreaker.com/podcast/total-disclosure-ufos-coverups-conspiracy--5975113/support.

Ross “RAW” Hobbs is a US Air Force Academy Graduate, US Air Force Officer for 17 years, Bachelors Degree in Business Management and Masters in Military Strategy with specification in Multi-Domain Operational Strategy, Distinguished Graduate from 3 separate USAF schools, USAF Weapons School graduate, 5 deployments to Middle East and Indo-Pacific regions, Air Medal and Meritorious Service Medal recipient amongst other medals/awards, 469 combat hours in support of Operation Enduring Freedom, and over 2500 flight hours in USAF aircraft including the B-1B and T-38C. Currently serving in the USAF as a Lieutenant Colonel and Commander of the 34th Bomb Squadron (B-1B combat squadron) in charge of 52 Active Duty, GS Civilians, and contractors at Ellsworth Air Force Base, SD. See more about Ross at:   / ross-hobbs-b1aa5334   ------------------------------------------------------------------------------------------- Follow US at:   / goheroesinc   Website : https://www.goheroes.org See more at www.leadershiploading.com -----------------------------------------------------------------------------------

A conversation between brothers in arms who have known each other since the early 1980s - one an athlete, the other his coach at the time.----more---- SUMMARY Neither has ventured far from the Air Force or the Academy. Lt. Gen. Richard Clark '86, the Academy's 21st superintendent, opens up about his leadership journey to Lt. Gen. (Ret.) Mike Gould '76, the man who first coached him all those years ago. Gen. Clark's leadership story is exceptional and Gen. Gould does a masterful job of helping him tell it.   OUR FAVORITE QUOTES "The one thing that doesn't change is our mission. And our mission is to develop lieutenants, better leaders of character that are ready to go out and win our wars and that are ready to go out support defend the Constitution. That is it." "Whenever there's Americans on the ground, we're going to do whatever it takes to help them you will do whatever it takes." "Seeing those young guys go out there and do that, and do what they needed to do to help other Americans to help their fellow servicemen that made me prouder than anything." "I am very happy and comfortable to leave this torch with them to hand the torch off to them. And I'm just proud to have served with them." "I am leaving with a lot of gratitude in my heart, just from our cadets from our permanent party, from the alumni that helped us do this and the other supporters."   SHARE THIS EPISODE FACEBOOK  |  LINKEDIN  |  TWITTER  |  EMAIL   CHAPTERS 00:00:  Introduction and Mission of the Air Force Academy 01:09:  Lieutenant General Rich Clark's Background and Career 08:27:  Making the Best of Unexpected Assignments 10:18:  Leadership in Challenging Situations 00:09:  Introduction 07:28:  Enhancing the Academy's Facilities and Programs 14:57:  Developing Leaders of Character 31:11:  The Importance of Alumni and Supporters 37:51:  Transitioning to the Role of Executive Director of the College Football Playoff 45:08:  Conclusion   TAKEAWAYS  - Leadership is developed through challenging experiences like overcoming adversity, mentoring others, and leading in high-pressure situations like combat.  - Support from family, mentors, and sponsor families can help one persevere through difficult times and find purpose.  - Having an open mind and making the most of unexpected opportunities can lead to unexpected benefits and career success.  - Giving back to one's alma mater through things like financial support, mentorship, and service helps continue its mission and benefits future generations.  - Expressing gratitude to those who support your mission helps foster positive relationships and a sense of shared purpose.     LT. GEN. CLARK'S BIO Lt. Gen. Richard M. Clark '86 is the Superintendent, U.S. Air Force Academy, Colorado Springs, Colorado. He directs a four-year regimen of military training, academics, athletic and character development programs leading to a Bachelor of Science degree and a commission as a second lieutenant in the United States Air Force or United States Space Force. Lt. Gen. Clark graduated from the U.S. Air Force Academy in 1986. His commands include the 34th Bomb Squadron, Ellsworth Air Force Base, South Dakota; 12th Flying Training Wing, Randolph AFB, Texas; Eighth Air Force, Barksdale AFB, Louisiana, and Joint Functional Component Commander for Global Strike, Offutt AFB, Nebraska. He has also served as a White House Fellow in Washington, D.C.; the Commandant of Cadets, U.S. Air Force Academy, Colorado; Senior Defense Official/Defense Attaché, Cairo, Egypt, and as the Commander, Third Air Force, Ramstein Air Base, Germany. Prior to his current assignment, Lt. Gen. Clark served as the Deputy Chief of Staff for Strategic Deterrence and Nuclear Integration, Headquarters U.S. Air Force, the Pentagon, Arlington, Virginia. - Copy and image credit:  af.mil       ABOUT LONG BLUE LEADERSHIP Long Blue Leadership drops every two weeks on Tuesdays and is available on Apple Podcasts, TuneIn + Alexa, Spotify and all your favorite podcast platforms. Search @AirForceGrads on your favorite social channels for Long Blue Leadership news and updates!            FULL TRANSCRIPT OUR SPEAKERS Our guest is Lt. Gen. Richard Clark '86  |  Our host is Lt. Gen. (Ret.) Mike Gould '76   Lt. Gen. Richard Clark  00:12 The one thing that doesn't change is our mission. And our mission is to develop lieutenants, better leaders of character, that are ready to go out and win our wars and that are ready to go out and support and defend the Constitution. That's it.   Announcer  00:27 Welcome to the Long Blue Leadership podcast. These are powerful conversations with United States Air Force Academy graduates who have lived their lives with distinction. All leaders of character who candidly share their stories, including their best and worst moments, the challenges they've overcome the people and events that have shaped who they are, and who willingly lend their wisdom to advance your leadership journey. Your host for this special presentation of Long Blue Leadership is Lt. Gen. (Ret.) Mike Gould, USAFA class of '76 and currently serving as a member of the Association and Foundation board of directors. And now, Gen. Mike Gould.   Lt. Gen Mike Gould  01:09 My guest today is Lt. Gen. Rich Clark, the 21st superintendent of the Air Force Academy, Class of '86 at USAFA, and if I'm not mistaken, you're about 46 days away from retiring. After a 38-year career, that when you think about it, has spanned so much in our country, starting with the Cold War through conflicts in Southwest Asia, in the Middle East, and the culture wars that we all experience today. I think his experience in active duty is highlighted most by seven commands that he's held; a bomb squadron, a training wing, to numbered Air Force's, the joint functional component command for Global Strike, served as the commandant of cadets here at the Academy. And now like I said, as the 21st superintendent. In addition to that, Gen. Clark served as the senior defense official, and the defense attaché in Cairo during some interesting times, and also served as a White House fellow. And if that's not enough, he's flown over 4,200 hours in the B1, both the EC and KC-135, the T1, the T38, the T6 and the T21. And most notably, 400 of those hours are in combat. So Rich, as you look back on the past nearly four decades of service, I'm sure you have a lot to think about as it's all coming to an end. And really, how it all started. I'd like you to please share with us a little bit about your life as a young child. And you know, some of the influential people who you met in your formative years, and then kind of how that led you here to the Air Force Academy.   Lt. Gen. Richard Clark  02:58 Wow, well, first, can I call you Coach, General Gould?   Lt. Gen. Mike Gould  03:02 You (can) call me Coach…   Lt. Gen. Richard Clark  03:03 I'll call you Coach because you were my coach when I was here, and you saw me walk in the doors here. So, I'll talk a little bit about that. But I just want to thank you for letting me be here today. This is a real honor. So, thank you.   Lt. Gen. Richard Clark  But I grew up in the Bay Area, Oakland, Berkeley, California, and my parents were divorced. So, it was my mother, my brother and I. And then when my mom got remarried, we moved to the East Coast to Richmond, Virginia, and that's where I went to high school, and not a military family. My dad was drafted back in the Vietnam era. He served a short tour, so I don't really remember those days. So, I don't consider myself really from a military family and really hadn't considered joining the military. I played football, I played a lot of sports. Growing up, football was my primary — and track actually, but football the primarily, and I had signed to go to William & Mary in Virginia, and I was going with my best friend from high school and actually in junior high. And Coach Ken Hatfield came to my house. And the Air Force had been recruiting me. So did Army and Navy. And he actually came to my house though and visited my parents. And he had dinner at our house, and my mom thought, “He is such a nice man. And he was like, “Look, just come out and see the Air Force Academy.” Now what he didn't know was that I wanted to, I was very interested in flying more commercial. I always thought I wanted to be a commercial pilot. And he convinced me to come out. My mom was like, “Just go; it's free.” You know, I was like, OK, and so I still had a couple of college visits left. So, I came to the Air Force Academy. I'll be honest, I got here and after seeing the place and seeing the opportunities to fly — just to have a great education and to play Division I college football, I was hooked. And I, my dad — my stepdad who I consider my dad — made me call the coach at William & Mary tell him I was changing my mind. And I signed and came to Air Force. And when I got off the bus and got on those footprints , and they started yelling at me, I was like, “Hey, wait, I'm a football player. You're not supposed to yell at me.” That's what I thought. And that was not true. And the rest is history. And, you know, it was an important decision in my life, certainly. But, you know, I appreciate Coach Hatfield being persistent and coming to get me and, you know, talk to my parents, formative people, obviously. But it was a great decision. Great decision.   Lt. Gen. Mike Gould  05:48 Did you also visit West Point and or Annapolis?   Lt. Gen. Richard Clark  05:52 I did not because I didn't want to go to a — I wasn't interested, really in a service academy. What I will say, though, I did fill out an application to Air Force before Coach Hatfield came. And I did go and do an interview with my congressional member. Because my guidance counselor convinced me to do that in case I didn't get another good offer from somewhere else. And I actually got a congressional appointment. But then the Academy contacted me, and I told them I was going to turn it down. And that's when Coach Hatfield came to my house. But I, I went through the motions, I think, but I didn't really have an intention to come. I wanted to go to William & Mary, and I wasn't even going to visit Army and Navy because, you know, there wasn't something I was interested in.   Lt. Gen. Mike Gould  06:46 I'll bet you've looked back and asked yourself the question, what would you be doing now had you gone to William and Mary, or one of these other schools?   Lt. Gen. Richard Clark  06:54 Hard for me to picture my life without being in the Air Force and the Air Force Academy, right?   Lt. Gen. Mike Gould  07:01 Now, you let on a little bit about falling in on the footprints. But as you look back at arriving at the Academy, and you're in now, you signed up and you're going to be a Falcon, what kind of memories do you have about basic training and leading into your first fall semester?   Lt. Gen. Richard Clark  07:21 Yeah. So, here's the here's one memory I definitely have — and I talk to the cadets about this sometimes — I mentioned the phone-booth to them. And they're like, “What? “What's a phone booth?” Well, you know, I explained to them, there were these big boxes that had a telephone and you had a card that you could call home. And in basic training, about halfway through, you got to call home. And I call my mom. And I said, “Mom, this place is not for me. I'm ready to come home.” She's like, “Oh, that's great. Because the William & Mary coach called last week to see how you're doing. You could probably still get your scholarship.” And I was like, “Oh.” I was expecting her to say, “Well, you better not come home.” But she said, “You know, that's OK.” And truth is, I looked out the door, you know, they had the glass doors, and all my classmates are lined up out the door waiting for their turn to come in. And honestly, I thought, “Man, I'm not ready to leave these guys yet.” And so, she said, “You come on home, it's OK.” And I said, “Well, you know what, mom, I think I'm just gonna' finish basic training. And then I'll see. I want to stick that out with these guys.” You know, I made some great friends. It's not what I expected, but I liked the people. So, I stayed. And then after basic training, she asked me, “Are you still going to come home?” And I said, “Well, you know, I think I'll stick it out one semester, I'd really like to play football because I've gotten in with the team now. And I got some friends on the team. So maybe I could play one season. I think I've got a good chance to make the varsity.” And I did that. And then it was, “You know, Mom, maybe I'll stay for my rest of my freshman year.” It was like one step at a time until eventually I was like, “You know, I'm in.” But it was not a done deal for a while for me, you know, where I just said, “You know what, this is it. I'm in the right place.” I think after that first year, though, I realized that I was, you know — it took some time though. And football had a lot to do with it. The friends you make, the success we had as a team. That was just great. And I love my squadron. I was in 7th Squadron. Great, great friends there. So, after a year though, I feel like I was in but there was that moment in that phone booth and basic training where I was like, “Man, I don't know.” But I did it and I'm glad I did.   Lt. Gen. Mike Gould  09:52 Well, everything you just went through right there was referencing the people. That's what kept you there. But then you get into academics and you get your military training. How did you navigate some of those things? And you know, I know you had fun with your buddies and football is always a hoot. But about the other challenges that the Academy threw at you?   Lt. Gen. Richard Clark  10:15 Yeah. So, I actually, I liked academics, I did pretty well, I was on Dean's List most semesters, like seven of my eight semesters, I made the Dean's List. So not that I didn't have some challenges. I mean, there's those certain courses that you're just like, “Oh, my goodness.” But overall, academics wasn't the big challenge. I think the challenge for me was not having some of the freedoms that you wanted early on because you're sort of getting acclimatized to it, you know, you're getting used to not being able to do certain things, the military lifestyle, you have to get used to that a little bit. But once I got that — and going back to the people, everybody's kind of struggling with that. And when you're all struggling together, it just makes it a lot more bearable and doable. And I think after that first year, I was in, I was like, “You know, I'm in the right place. And I'm gonna' stay here.” I did have a moment though. When I was a sophomore, I tore my knee up playing football, the last game, San Diego State. Just ripped my ACL. My MCL — meniscus cartilage — had [to be] reconstructed. And I wasn't sure if I was going to be able to play football again. And that made me kind of think a little bit about was I going to stay. And I had to come to terms with some things, you know, “Why am I here? What's my real purpose?” And as much as football meant to me, I was here for something bigger than that. And I realized that unfortunately, at that point when I was injured, I think that was also the point where I really came to terms with why I was here, that it was something bigger than myself. And I wanted to be a part of it. And so I stayed. I was still determined to play and I did get to play, you know, the next season. But my purpose was a bit different, you know, and that injury really helped me kind of figure things out and sort through my greater purpose.   Lt. Gen. Mike Gould  12:18 Gave you that confidence of overcoming adversity.   Lt. Gen. Richard Clark  12:21 Absolutely. Like sports does. Right. That's it.   Lt. Gen. Mike Gould  12:24 Now, back in my day, we didn't really have a sponsorship program — sponsor families in town. But I think by the time you were a cadet, that program existed to have a sponsor family.   Lt. Gen. Richard Clark  12:41 They were awesome. The Frables, Neil and Elizabeth. I just had lunch with Neil about four months ago. We still we stay in touch and they're just awesome. And they were so good. They sponsored four of us. And they actually gave each of us a key to their house. And a key to their third car. Oh, my goodness, that was a lifesaver. And they cooked a lot. And we ate a lot. And they just they really opened their homes up to us. So, I credit them. I mean, they were my second family, and still just love them for what they did for us. They were a great, great sponsor family.   Lt. Gen. Mike Gould  13:24 When you were a cadet, did you participate in any formal leadership programs? Did you hold some positions within the cadet wing?   Lt. Gen. Richard Clark  13:35 O don't think they thought that highly of me. I wasn't that kind of cadet. I was the D.O. for my squadron. And that was because one of my buddies was a squadron commander. He's like, “Hey, man, will you help me?” And I was like, “Yeah, I'll do this.” But that was the most leadership experience I got and, you know, informal way. But I was glad to do that. It was my squadron. Although, when I told my friends to clean their rooms up and stuff, they'd always give me grief. You know, all these seniors. We were all seniors together. And they're like, “Who are you to tell me this?” Peer leadership is the hardest thing in the world. But yeah, I didn't rise to the level of like group or wing leadership or anything like that. So, the cadets were already surprised to hear that I'm like not, I wasn't that good of a cadet. I mean, I was like your average kind of cadet that did pretty well.   Lt. Gen. Mike Gould  14:28 Well, you're being modest here. I watched you lead on that football team. You guys had some success and a really tight group.   Lt. Gen. Richard Clark  14:35 We did. I loved our team. We had a lot of leaders on our football team, though. And people — I always characterize the leadership on our football team — people knew when they needed to lead. You know, there was just times where someone needed to step up and be a leader. And it might not be that you were the leader all the time. But when it was needed, somebody always stepped up. And that was I think the hallmark of our team. And it was just a great group of people, humble leaders, all about team success. And I learned as much leadership from football as I did anywhere else here at the Academy. And credit to Coach DeBerry, Coach Hatfield, you know, all of our coaches, and my teammates, for just helping me develop as a man and, and what kind of a leader and person I wanted to be. So that was as much of a leadership laboratory as anything for me.   Lt. Gen. Mike Gould  15:33 So, it sounds like when it came time to toss your hat and put on the gold bars, you were prepared to go out and be a lieutenant in the Air Force.   Lt. Gen. Richard Clark  15:43 I think I was. And my first job was right back and coaching football here. So that was a nice transition from the Academy. I taught unarmed combat, PE, and I coached the JV football team and you, you were at the prep school then I think, Coach, and so… But that was a phenomenal job. And there were like eight of us that stayed back and did that. That was just great. And you know, you had to employ some leadership there because you're trying to lead the cadets. And whether they're on football or in the PE class. So, I learned a lot doing that, but I really enjoyed it. I love being back here. And honestly, it gave me a whole different appreciation for the Academy. Because when you're a cadet, you are looking about five feet in front of you and you don't stop to look at the mountains and you don't stop to look at all that everybody's doing to make this place happen and the passion that people really have for our cadets. That was when I first kind of said, “You know what, this place really is special.” But you don't get that as a cadet necessarily. Some cadets, so they're special anyway, but cadets like me, I didn't know, and I was just ready to graduate. But that one year gave me a whole different appreciation. And I'm grateful for it.   Lt. Gen. Mike Gould  17:00 Right. And then you headed off to pilot training and like most lieutenants, you know, you're gonna' mix in with a new group of people, a new group of friends. Talk to us about your experience as a student pilot, and then on to start your career flying big airplanes.   Lt. Gen. Richard Clark  17:18 Yes. So, me and one of my good friends, Mike Chandler, we decided we were going to go to pilot training together. He was a teammate in football. And we were actually roommates when we traveled. And we decided we're going together. So, we both went to Laughlin. And we thought we'll go to Laughlin so there's no distractions, there's good weather, we're going to kill pilot training. And when we got there, we realized there's no distractions at all. And there was nothing else to do there. But we had a great time because of the people in our class. And we're the only two Academy grads in the class. But we just we bonded well as a class and pilot training was pretty good. I do remember though, I almost washed out, like in the first month, because I had a couple bad rides in a row. And you know how you get a couple, three bad rides, and you're out? And especially in those days, we lost half of our class, they washed out 50% of our class. And I had these bad rides. And I had to go to what they call an 89. You know, and what that was if you if you fail three rides in a row, right? If you couldn't do your no-flap landings, and you couldn't get them right in the T-37, then you went to an 88. You fail the 88, then you go to the 89. 89 was the elimination, right? And so, I had to go to an 89. And I had to fly with the squadron commander. And the night before, I call my mom again. I always called my mom. And I was like, Mom, tomorrow might be my last flight because I flew today, I failed the ride, and I don't think a whole lot is gonna' change between tonight and tomorrow. And she was like, “Well enjoy it. Because it might be the last time you get to fly an airplane, so you need to at least have fun. It's been your dream and my heart goes out to you. But enjoy the flight. Don't make your last flight something that was a bad memory for you.” And I was like, “Well, if I fail, it's gonna' be a bad memory.” She said, “But at least have fun. You can have fun.” But it was great advice because I went up there, Coach, and I was just relaxed. I even stopped studying when I called her. I didn't study that night. I went to bed, got up in the morning, didn't get up early and study. I went in there, I did my ground evals. I was usually pretty good in the ground evals and I just went up and I flew the sortie. I remember, he told me to do a cloverleaf, you know, the maneuver the cloverleaf, which was my favorite. I did the cloverleaf and he goes, “OK, we can head on back to the pattern now get your pattern work done.” And I said, “Can I do one more clover?” And he's like, “I don't recommend it, the one you did was fine.” And I said, “I know I just like the cloverleaf. Sir, can I just do one more?” He was like, “OK.” And I did another cloverleaf thinking, “You know, this might be my last time I did the cloverleaf.” I flew back to the pattern, I'm talking to the IP and stuff. I did my landings, you know, really uneventful. Got out of the plane, we're walking back, and he goes, “I don't even know why you're in this ride. That was a great ride.” And I was like, “You mean, I passed?” And he was like, “Yeah, great job today, Lt. Clark, you passed.” And what I realized, it was about just relaxing and flying the plane. And it was the best lesson I ever got in an airplane, when you can relax and just let your training kick in. And just don't worry and let your instincts take over. You just fly better. And my mom sort of taught me that. She's like, “Just relax and have a good time.” So, I sort of credited her with keeping me at the Academy. She got me through pilot training. I mean, she was my mom, too. So, I give her that credit. But yeah, that was a good pilot training memory. And, you know, everything's been great since then.   Lt. Gen. Mike Gould  21:12 So, you head off, and you're going to the EC135 first, right? So, talk to me a little bit about your career progression there as a captain and major and things you look back on from that period.   Lt. Gen. Richard Clark  21:27 Well, so, here's one big lesson that I got out. When I got the EC135, I wanted to fly C-130. Really I wanted to fly a gunship. And I thought, “I don't even know what that is I didn't put it on my dream sheet. How did I end up getting this?” I was bummed out. And then one of the IP(s) said, “You know, they handpick people to go into the EC135.” Oh, really? Well, because the EC135 was the airborne command post — the nuclear mission at Offutt and you always had a general officer on board. And you could only fly with instructor pilots and a co-pilot. You couldn't have a straight aircraft commander in that plane. And the co-pilot had an immense amount of responsibility in that mission, and you got a whole lot of flying time. And when you got done with that assignment in two years, you got your choice of your next assignment. And a lot of guys went to fighters. They had to compete for that. But then for me, it was the B-1 and I saw that that was available. And I learned that when I first walked in the door because several people got to FP111s and B-1s. And I was like, “Man, I could do this.” I got 2,000 hours in the T-38 because they had the ACE program, the companion trainer program in the EC. And between those two aircraft, I got 2,000 hours, which was plenty for me to go into the B-1. And then I flew the B-1 basically the rest of my career. And so, it was really one of the lessons I learned. Sometimes you get put somewhere that maybe it didn't want or maybe didn't expect, but you make the best of it. And sometimes there's these, sort of, hidden benefits and successes that you didn't even know about. But if you go there and just bloom where you're planted, good things happen. And I learned that early. Fortunately, in the EC135. I flew the B-1 for 17 years. I flew at McConnell which ended up moving B-1s out of there. Dyess Air Force Base, I flew at Ellsworth as a squadron commander. I did do a stint in the Pentagon and legislative liaison in there and I was also a White House fellow, which was an amazing opportunity for me. But those years and the B-1 and doing the Pentagon and the White House fellow were really amazing years. I met Amy in there and we got married. When I was stationed at Dyess as a captain, well, actually I met her as a captain — we dated, and I pinned on just a few months before we got married. But my flying career was just awesome. And my first command was just absolutely a pinnacle point. It was squadron commander and the 34th Bomb Squadron. And I got into that squadron. Sept. 5, 2001, is when I showed up for that and I had just left the White House fellowship, which was just a fantastic opportunity. But I was riding high Sept. 5, and then Sept. 11, happens and everything changed. The squadron deployed and I wasn't checked out yet in the B-1. I had to go through a re-qual program. And so, I can remember when they left. The squadron was heading out and they were, “…or maybe we could just take you as an unqualified pilot,” blah, blah, blah. There was no way that that was going to happen. And so, I can remember that day, when they were leaving, they left about a month after Sept. 11, in October. And I just went and helped pack up bags. I just did whatever I could to help that squadron out. I wasn't the squadron commander at the time. But I remember thinking, “Man, I can't believe the squadron that I was going to go in is going to go without me.” But they did. And I helped. And I tried to be as much of a contributor as I could. And when they came back, I was all qualified. And then a couple of months after that, I took over the squadron. And then they tapped us to go again. And so, I got to deploy the squadron in combat over Iraq. We deployed to Oman and we flew missions at the beginning of OIF. And that was just an unbelievable experience, growth experience, leadership experience, but really, just something I'll never forget, you know, it was hard. It was tough. We're there for about six months. But leading in combat I think is something we all prepare for and want to be ready for. But it's also an honor, you know, to be able to have that kind of responsibility. And I think back on it, and my timing couldn't have been better for me to be able to do that. It was just a highlight of my career.   Lt. Gen. Mike Gould  26:31 Can we entice you to tell a quick war story about a Distinguished Flying Cross that you are awarded?   Lt. Gen. Richard Clark  26:37 Oh, well, I could talk about that. Can I talk about a different story there? I have a better one, I do. This was one of my proudest moments I think I had as the squadron commander. I had to line up all the crews, you know, to put experience within experience and make sure that they were balanced out with the people that I knew, and who was going to perform the best. And I had 24 crews. They actually sent me extra crews from a different squadron to make sure that we had a full complement. And the last crew that I had were two of the most inexperienced people in our squadron. Two captains and two lieutenants. And one of them was a brand-new FAPE. Has just come from T-37s into the B-1. And I had to have 24 crews and they were the last four people. And I didn't really have another way to balance the experience and inexperience. So, I did it. And the flight commanders were like, “Don't do it. We can't send these guys out like that.” And I said, “We have to; they need to go. And so, on the second night, they went out they had 24 JDAM, 2,000 pound GPS bombs. And they started out. They orbited in the area, they did well. First they delivered their 12 bombs on-target, the direct targets from the ATO, and they hit those targets. And then they were orbiting, waiting for what we call it, x-cast, somebody to call in and say, “I need some bombs.” And our mantra in the squadron was whenever there's Americans on the ground, we're going to do whatever it takes to help them. You will do whatever it takes. And so, they're orbiting, and they're about at bingo fuel in there, meaning the fuel that they needed to go back, and they get a radio call from an AWAC. There's troops in contact and they need some air power. So, they give this crew, the aircraft commander, this young FAPE goes, “Well, we're close to bingo, but we're not there yet. So, give us the coordinates and give us the radio frequency,” and they fly. And they get this JTAC — joint tactical air control — on the ground. And he's like, “We're getting shelled from a ridgeline. There's Iraqi armored vehicles, they're hitting us hard. We need some bombs. We got 150 soldiers down here, can you give us some bombs.” He's like, “Got it, give us the coordinates.” So, they start getting a nine-line there. They're loading the coordinates, and the “Wizzo” is just putting the bombs, you know, he starts putting them on target. Boom, boom, one at a time. And they get the coordinates, bomb on target. But then they hit bingo. And so the aircraft commander tells the JTAC, “Hey, we're at bingo fuel, we need to get going or we're not going to be able to get back home. But we'll get somebody else out here.” And the JTAC says, “If you leave us now, we're going to get pummeled. Can you stay a little longer?” He says, “We'll stay as long as you want.” And so, they keep putting bombs on target. And they keep putting them down until they went Winchester and the JTAC says, “Hey, the shelling stopped. You guys are cleared out.” And when they turn their nose to go home, they didn't have enough fuel to get back. And so, they get on with AWACS and they're talking to AWACS trying to figure something out. They're looking at divert. Field diverting into a field in Iraq is not a good idea. But finally, a KC-135 flies into the country, into Iraq, unarmed, unafraid, gives them gas and then those guys can come home. And when they got back, they were three hours past their estimated arrival time. And I met him at the airplane because I'm going, “What happened?” And when the aircraft commander comes down the ladder, he's got salt stains on his back. They were working hard. I said, “What happened? He goes, “Sir, we overflew our bingo.” I said, “Well, certainly there's more to it than that.” And so, we go into the intel debrief and they told that story. And all of those, that whole crew, was awarded Distinguished Flying Crosses for what they did. And so that of all the things that happened, to see those young guys go out there and do that, and do what they needed to do to help other Americans, to help their fellow servicemen, that made me prouder than anything,   Lt. Gen. Mike Gould  30:44 I guess it would. And you took a chance, in a way, by putting this crew together.   Lt. Gen. Richard Clark  30:49 I did. Yeah. As far as I was concerned, I didn't have a choice, you know, but I had to trust them to do their job. And they were trained. I mean, they had received the training that was required for them to go to combat, so we have to trust them to do it. And they did it.   Lt. Gen. Mike Gould  31:05 Well, that's a really cool story. And if my math is right, you are about 15-16 years into your career at that time. Let me shift gears a little bit. How much thought did you give to staying in touch with or staying engaged with the Air Force Academy while you were out? You know, developing your career path.   Lt. Gen. Richard Clark  31:33 I gave a lot of thought to it. I used to come back for football games. I came back for my reunions for sure. And I don't think financially at that point, I hadn't gotten involved. But a couple years later, when our class, our 20th reunion was starting, that's when I really started realizing financially I could and should start to give back to the Academy. So that was when I think from a financial point, I really connected and realized that. But just from a present standpoint and coming back, I came back at every opportunity. I came back for games; I came back for some mentorship opportunities that people asked me to come talk to cadets and things like that. But I never thought I would get to come back here to work. You know, it never crossed my mind until someone asked me to be the commandant years later. And that was like beyond imagination for me, especially knowing what kind of cadet I was. I was like, “OK, you really want me to be the commandant? I don't think so.” But I got that opportunity down the road. I mean, that was after a lot. I went on to be a wing commander, you mentioned I was the wing commander. At 12th Flying Training Wing, I got to fly all the trainers and that was just awesome. And then I deployed to Iraq for a year, which was an intense year, hard year, I would say probably the hardest year I've had, you know, in my career. And then I got promoted to one star. And they sent me to Barksdale Air Force Base as the vice commander of 8th Air Force. And when I came back from Iraq, I knew I'd gotten promoted. And that job was kind of roundabout. They said, “Hey, we're gonna' send you to Barksdale to be the vice at 8th. But that job is actually going to be downgraded to a colonel and you're about to pin on one star. So we're not sure what's going to happen with you next.” I was like, “Oh, man,” trying to remember the lessons of the past though. I said, “OK. This is where I'm going so let's bloom where I'm planted,” right? So, we all move there. Things were great. And then I remember the MATCOM commander called me in one day and he goes, “You know…, they get the phone call from the secretary. I'm gonna', one, I'm a newly pinned on one star. And he goes, “Hey, you know that job you're in is a colonel job?” And I was like, “Yes, sir, I know. But I love it.” You know, I was being positive. He says, “But we're gonna' have to move you out of there.” “Yes sir. Understood.” And he goes, “What would you think about going to the Air Force Academy and be the commandant?” You could have knocked me over with a feather. And that's when you and I first connected, when I got to come be your commandant when you were the supt. And that was just a dream to be able to come back here and that's when I really connected back, you know, when I got a chance to see it, even from a different level. I talked about it as a coach you know, and seeing how special it is and seeing how passionate people are about our school. But being the commandant gave me a whole different view and being able to engage with the cadets and understand what they were doing and trying to push that development for them. Just amazing and I loved it, and Amy loved it, to live in the Otis House, having the cadets over, trying to help them with their, you know, their development. And that's a big job, right? We all know that because you take it very personally, because you want them to be everything that they can be in there. So amazingly talented. You just want to take that talent and give them every opportunity you can to thrive. So, we did that. And after that, even Amy, she might as well be a grad. I mean, she just fell in love with this place after those two years. Our kids, Milo and Zoey, they were 10 and 8 coming in. Our family just was immersed in USAFA.   Lt. Gen. Mike Gould  35:40 So, I was going to ask you about the role that Amy and the kids played in your development as a leader, but I got to see it firsthand. And you just went through that. When you had to leave the Academy, if you can remember, I'm sure you do remember this, I wanted to keep you here for a third year. Because you were that perfect role model in so many ways for the cadets. Not only your leadership, you know, in the job, but your family and the way these kids could then look up and say, “I want to do that someday. I think I can be like that guy.” And we wanted to keep you another year and then you came out on the two-star list and you moved on to what was undoubtedly a really, really tough assignment as the DAT and senior guy in Cairo. Tell us about that little bit.   Lt. Gen. Richard Clark  36:30 Yeah, well, if you remember at first they told me I was going to the Pentagon to be the 8th, which was like the big job. If you're a two-star, you go there, the 8th as the programmer. And Amy loves D.C. And so, they told us we were going there. And then I get a phone call from then-Chief of Staff Gen. Schwartz, actually, he called and said, “Hey, I need you to talk to the GAO management office, the GoMo, who do all the assignments for the general.” And I was like, “Oh, yes, sir. Is there a problem?” And I think you might have known about that — you probably knew about this already. Because it was bad news, I think he wanted to tell me personally or something. And so, I called GoMo. And they go, “Yeah, your assignment's changed. You're not going to the Pentagon, you're going to Egypt.” And I go, “Is there a base in Egypt?” They're like, “No, you're gonna' be working at the embassy as the DET.” And I was like, “Ah, OK. All right. That's good.” And so, then the first thing that came to my mind was telling me, I was like, “Oh man, she's gonna' flip out.” Well, I called her. And I said, “Honey, we're not going to D.C.” And here's the thing. Our movers were already in route, like, they were coming to pack us out. And I said, “We're not going to D.C., we're going to Egypt.” I was bracing for impact. And she goes, “Oh my gosh, are you kidding me? That's amazing.” I was like, she couldn't care less about what job I had, she couldn't care less that I was giving up like the best job to target. She was just looking for that adventure of Egypt. And that actually took a lot of heat off me. Because if she's happy, I'm happy. And so, we went to Egypt. And it actually turned out to be great. But we got truncated on the training. Like, you're supposed to get language school, you're supposed to go through this whole defense attaché course. And I didn't have time because it was a late breaking change. And they said, “Don't worry, you don't need all that training because Egypt's on skids.” That was the exact words of the guy that that told me I was getting a job. And he meant Egypt is in a good place. You know, they just elected a new president, democratically elected, and everything's good. Well, when we got there, I got to the airport and we're all sitting in the lounge at the airport, and I picked up a newspaper, and it was in English. And it said that day, the president fired all the military, all the top military leaders. I was like, I guess we're not on skids anymore. And it just went downhill from there. I was there for a month, and they attacked the embassy. And then a year later, the coup happened. Amy and the kids and all the families within the embassy had to go home. It was an order departure. They all had to leave. I remember telling Amy because I was in the meeting with the ambassador when all this happened. And I said “Hey, you might want to pack a bag because I think you're about to go.” She's like, “Pack a bag?” I said, “You can only pack a carry on.” “How long are we going to be gone?” “I don't know.” And they left and they went to D.C. And we had no idea. They ended up being gone for nine months. The kids started school and everything. Well, there was two thirds of the embassy stayed, but it was actually, from a professional standpoint, awesome. To be involved, often to be our representative on the military side, to work with the Egyptian military to try to help navigate through this coup d'état. And they're a country that we were very interested in keeping as a partner. I got a lot of good experience and just cool, like, opportunities to do things. It was a little scary at times, but I actually loved it. And then Amy and the kids came back. We look at that as one of our best assignments as a family. It was just — the Egyptian people are amazing. The travel that we got to do was incredible. And I just loved the assignment, and it goes back, you know, I mentioned to you, sometimes you get an assignment and you're like, “Gosh, what?” And it turns out to be the best thing ever. And that was one of them.   Lt. Gen. Mike Gould  40:50 And I thought for sure, somewhere in there, you were gonna' say you called your mom.   Lt. Gen. Richard Clark  40:57 Then I was married, so then I just had to stop calling my mom after that. Well, I still call her but not for advice. I gotta' call Amy, so, you know?   Lt. Gen. Mike Gould  41:06 Well, you had a couple more really challenging assignments. But let's talk about your time as superintendent. Not too many people think that you'll grow up someday and have that type of responsibility. And then when you get here, you realize that it's probably one of the most heavily scrutinized positions you can have in the Air Force.   Lt. Gen. Richard Clark  41:26 That's an understatement.   Lt. Gen. Mike Gould  41:29 We can both agree on this.   Lt. Gen. Mike Gould  41:34 But other than the general leadership and the experiences you have throughout your career, this place is different. USAFA is different than any other command, and in many ways more challenging, because you just hadn't had that experience. How do you reflect back on your time as superintendent and the fact that you you've worked through, I think you had two presidents, two commander in chiefs, you had a couple different secretaries, and they all have guidance that comes to you. But your job then is to make that guidance into your own policy. How have you dealt with all that?   Lt. Gen. Richard Clark  42:14 You know, honestly, all of us military members are — our job is to make the commander in chief's policy our policy, and to execute that policy. That's our oath. And that's what we do. And so, you know, for me, I feel like we've all done that. I mean, we've all at some point in our careers had to say, you know, “This is the law of the land.” I mean, I'm gonna' follow my oath to the Constitution, support and defend. And that's a part of it. So, in that aspect, you saw it was no different. But like you said, it's such a, I don't know, everybody has an idea. Everybody thinks they can run the Air Force. Everybody thinks that it should flow along their ideological lines, or whatever. And, frankly, it's about our country's policies that we have to abide by. But the one thing that doesn't change is our mission. And our mission is to develop lieutenants that are leaders of character that are ready to go out and win our wars, and that are ready to go out, support, defend the Constitution. That's it. And the policy things that people get so hung up on, sometimes they're really on the periphery, and they're not as entrenched. And what we do as people might think are — our core mission has never changed. There are some nuances, there's some things that might change a little bit, society changes. Young people change, you know, people that are 18 to 24. It's a pretty volatile group, in a way, and they change with society, too. So, we have to tweak and adjust based on our superiors, you know, people in the Pentagon and OSD and our president. We have to change based on society, and who we have coming into the Air Force Academy. And frankly, parents get a vote in this and the things that happen. And alumni always have a voice in this as well. They make their voice well known. But in the end, what it's my job to do is to make sure that our team is inoculated enough from all that, that we can continue to do our job and make sure that these warfighters are ready to go out and do what those lieutenants and those captains did for me as a squadron commander. That we're putting people out that are ready to go do that. And I always have in mind, like that story that I told you, Coach, it's always in the back of my mind. I hope that I'm developing people that are ready to go out and do what Those guys did that day. If our lieutenants are ready to fight like that, then we've succeeded. And that's my goal. I've never been a political person. But I get dragged into it all the time. And my job is to make sure that when I do get dragged into it, that we're still able to execute our mission, and that I don't drag the entirety of the Academy into it. And you know how it is. That's our job as leaders: to provide that top cover, and that shield, so that our people can do their job and produce those lieutenants that are going to go win wars.   Lt. Gen. Mike Gould  45:34 Well, that's a great attitude, and you've done it well. Tell me about your relationship with the Association of Graduates and Foundation? How have they contributed to your successes here at the Academy? And is there anything that the two organizations could do better?   Lt. Gen. Richard Clark  45:52 Well, I will say, let me start off with, enormous support from the Foundation and the AOG. And it's hard for everyone to really know what kinds of things you guys do for us. But all you need to do is drive around the campus, right? And look at the North Commons area, look at our new hotel, look at our visitor center, that's coming up, look at the Cyber Innovation Center that's coming up, look at our football stadium that's getting built. All those things are either fully private or public-private, that the Foundation has to not only raise the money, but facilitate those things happening. And I would say that, nowadays, we're not going to have very much construction that's going to happen here or any growth that the Foundation isn't involved in. You're going to have to be involved in pretty much everything that we do, if we want to keep evolving as an Academy. And since I've been here, the Foundation has done that. And the Foundation and the AOG are only as strong as our alumni. And I guess I've always known that intuitively. But since I've been here, it is entrenched in me and I will always be a supporter of our Academy from a financial standpoint, from my time standpoint, but it's critical, not just for our Academy, but really for the product, those 1,000 lieutenants that we put out, they benefit enormously from the help that we get. And those are just the big things. Forget about all of the research opportunities, the travel opportunities, the opportunities to bring in guest speakers, NCLS, you know, the National Character and Leadership Symposium is NCLS. There's so many other things that people don't even know that only happened because someone was willing to put their resources behind our Academy. And so, you know, the Foundation makes that happen for us to AOG brings them in, but together, that support is just enormous. And, you know, I get a lot of compliments about people who they see — the visitors that we have coming through the Carlton House, you know, the supt. house — thousands of people that come through there: cadets, donors, dignitaries, all kinds of people. All that happens because of gift funds from the Foundation. We're able to represent our Academy in a way that people can't even understand. And that also, you know — there's a synergy from that and an exponential effect from us being able to do those kinds of things that most universities do. But the government doesn't always support those things because it's not in a funding line. But the Foundation helps us to make those things happen.   Lt. Gen. Mike Gould  48:45 Well, you've summed it up pretty well. Our goal is for the Association to be relevant in the lives of cadets through their time here at the Academy and onto their careers. So that eventually they follow into that continuum where they go to the Foundation and say, “How can I help?” And we're seeing that happen now. And it's nice to hear you recognize that it's been a factor in your time. We're close to running out of time here. Richard, let me ask you about your next big challenge, executive director of the College Football Playoff. This is exciting. What are your thoughts there?   Lt. Gen. Richard Clark  49:19 So, I am enormously grateful and blessed to even have this job. I still kind of don't believe it. You know, because it's such a dream job. I'm going from one dream job to another, you know, but it's funny. What I'll say is, it came out of the blue. A search firm contacted me and I had some, I had known them because I was involved in another search for the Mountain West Conference to find our commissioner. And the people that ran the search knew me just because I was on that panel and everything. And the guy calls me one day. He goes “Hey, Rich, I heard you might be retiring soon. I think you mentioned to us would you be willing to put your name in the hat for the executive director of the CFP.” I was like, “Is that a trick question?” And so, he said, “Now you're the longshot candidate.” They wanted a nontraditional candidate on the, you know — they have 15 or 20 people that they're looking at, but they wanted a nontraditional. I was like, “Yeah, I'll do it.” I said, “Can I ask though, do I really have a shot at this?” He goes, “Yeah, everybody has a shot.” I'm like, “OK, so I got a shot. Let's do this.” And I did a phone interview, then I did a Zoom interview, then it was narrowed down to three and an in-person interview. And I got the job, and I couldn't believe it. But what's really interesting, the things that they liked about me, like, they asked me some questions like, “Do you have any media…?” They go, “Do you have any media experience?” I was like, “No.” “Do you have any experience in managing college athletic teams?” “No.” You know, “Do you have any experience and revenue generation?” “No.” I, you know, and I thought, “I'm just done.” But then they started asking me leadership questions and things that any of us in the military, we would all knock them out of the park. They are things that we've all lived and done things that I learned here, you know, at the Air Force Academy. They weren't hard questions; they were things that are second nature to us. The other thing that they liked was that I played football for four years. And being a student-athlete myself, they thought that that was a big benefit. So really, it goes right back to being here at the Academy and getting that job. And now I look at the challenges that it faces, then you just talked about all the scrutiny we get here as a superintendent. Yeah, I think I'm walking right into another job where I'm going to get scrutinized. It's going to the 12-team playoff, you know, this year. Last year, you know, number five team, everybody was all mad and lost their minds. And I think the committee did it right, though. Next year, it'll just be team 13 that's going to be mad. So, I'm ready, though. I'm excited about it. Amy's excited about it. We're going to move to Dallas, which is where the headquarters is. But I still am, you know, I'm sprinting to the finish in this job. So, I don't have a lot of time to think about it. But it's nice to know that I have another great job that I'm going to be able to flow into. I feel incredibly blessed by it. And just for the opportunity to continue to contribute to student success. And to be a part of that.   Lt. Gen. Mike Gould  52:32 That's a really good thought. And let me just ask you to close this out, Rich. Any parting thoughts to your team here at the Academy, to the cadets and to your teammates as you move on to your second career?   Lt. Gen. Richard Clark  52:50 Well, first of all, and you know this, as much as I do, you know, as the supt, you know, you're at the head of the table, right? And you're trying to provide the top cover. But it's really so that all of the amazing teammates — we have the dean of faculty, the commandant, the athletic director, the prep school, airbase wing, just across the board. You know, all of those people in the flying training group too, even though they're not AETC, there's much of this character development effort that we have. But they're the ones that get the job done. And what makes the Air Force Academy so special is that everyone is so passionate about our cadets, and trying to help them to be ready to go out and do the things that we need them to do. That's what makes us special. It's also what makes it kind of hard, though. But I will take hard when people are passionate any day, you know? They just will do this mission and they will do it, whatever it takes to make it right. And to make sure that we're giving those cadets everything they deserve. I couldn't thank them enough from all of our senior leaders right on down to the, you know, the people in the trenches working in Mitchell Hall. You know, I just love this place because of the people that make it work and that make it go to our cadets. I'll be very honest, there's people that go, “What's wrong with this generation? They don't, you know, they're not patriotic; they're not athletic.” These people don't know what on Earth they're talking about. Come spend an hour, 30 minutes, with our cadets and you'll change your mind. These are the most incredible people. They are patriotic. They want to go serve. They might be different than we were. They might be different than you know, even the classes before us. But there is no lack of patriotism and them wanting to serve and them wanting to do great things and to reach their destiny. And they are every bit as much leaders of character as anybody, this generation. They're better. They're smarter, they're more athletic, they're more in touch with their world around them. I am very happy and comfortable to leave this torch with them, to hand the torch off to them. And I'm just proud to have served with them. And then just to everyone out there, all the supporters of the Academy, and we do have a lot, I just thank them, you know, for letting us do our job at helping us do our job and supporting this Academy. So, I am leaving with a lot of gratitude in my heart, just from our cadets from our permanent party, from the alumni that helped us do this and the other supporters. It just makes me feel good about our country, you know, people still care, people still want to serve and to go do great things. And this place exemplifies that, like no other.   Lt. Gen. Mike Gould  55:48 Rich, that gratitude goes both ways. We're awfully proud of you, Amy, Milo, Zoë, and we just thank you for your years of service and the leadership you've exhibited here at the Academy. You left a mark, trust me, and we wish you all the well in the future as you go on about, and please stay in touch. Thank you.   Lt. Gen. Richard Clark  56:11 Thank you to the AOG and Foundation. And I'll say this, you know, I thank Amy because she's the one that was willing to go an extra four years because I could have retired as a three star when we started and she said, I'm in that passion from our time as commandant, she was like, “I'm in, let's do this.” And another four years wasn't easy for her. I'll be honest with you. She wants to live in her own house. She wants to… she started a new job. But she, she owned it. And she loves this Academy too. And I have to thank her and Milo and Zoë. They've just been my, that's my team. You know, I mean, in the end, you know, I thank God for them. I thank God for every opportunity. But I am just full of gratitude. So, thanks, Coach.   Lt. Gen. Mike Gould  56:59 Well done. Thank you. Lt. Gen.Rich Clark, 21st superintendent of the United States Air Force Academy.   Lt. Gen. Richard Clark  57:03 Thanks very much. Yeah, thank you.   Announcer:  57:08 Thank you for listening to long blue leadership. If you enjoyed this episode, we encourage you to subscribe, share it with your family and friends and post it to your social channels. Long Blue Leadership is a production of the long blue line Podcast Network and presented by the U.S. Air Force Academy Association and Foundation. The views and opinions of the guests and hosts do not necessarily reflect those of the United States Air Force, Air Force Academy, Academy Association and Foundation, its staff or management. The podcast drops every two weeks on Tuesday mornings. Subscribe to Long Blue Leadership on Apple podcasts, Spotify, tune in plus Alexa, and all your favorite podcast platforms. Search @AirForceGrads on LinkedIn, Facebook, YouTube, and more for show announcements and updates and visit long blue leadership.org for past episodes and more long blue line podcast network programming     KEYWORDS Air Force Academy, leadership, character, military career, pilot training, squadron command, Operation Iraqi Freedom, Lt. Gen. Richard Clark '86, superintendent, United States Air Force Academy, executive director, college football playoff, Association of Graduates, Foundation, leadership, character development, support, gratitude     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation      

Join us for an insightful journey into the Cold War era as we sit down with Mario Woods, a former staff sergeant in the US Air Force security police. Mario served from 1975 to 1983, with a significant portion of his service spent at Ellsworth Air Force Base in South Dakota. Assigned to the Minuteman missile complex, Mario worked tirelessly alongside his team, responsible for maintaining readiness of ten Minuteman 21.2 megaton missiles, strategically positioned to respond to alarms and emergencies.Mario shares his firsthand experiences living on-site for three days at November one, a launch control facility within Ellsworth AFB. Working grueling 12-hour shifts with a dedicated team, Mario offers a glimpse into the intense atmosphere of Cold War preparedness. He details the hardened facilities and the decommissioning of the missile component, shedding light on the evolving landscape of strategic defense.Mario provides context to Ellsworth AFB's pivotal role in the northern tier defense system during the Cold War, operating a vast arsenal of nuclear-tipped Minuteman intercontinental ballistic missiles. Amidst this historical backdrop, Mario unveils his role as a witness to the mysterious Ellsworth UFO case, offering intriguing insights into this enigmatic event.Don't miss out on this captivating conversation as Mario Woods takes us on a journey through history, offering a unique perspective on the Cold War era and his involvement in one of its most intriguing episodes. Subscribe now to stay tuned for more riveting discussions and firsthand accounts. Hosted on Acast. See acast.com/privacy for more information.

Heavy B-1 bombers returned home to Ellsworth Air Force Base in South Dakota after being deployed to participate in an annual European training exercise on February 23. Advertising Inquiries: https://redcircle.com/brandsPrivacy & Opt-Out: https://redcircle.com/privacy

Amidst the icy grip of South Dakota's winter, a B-1B Lancer's routine morphs into a harrowing tale of survival; this episode details the extraordinary circumstances under which the crew at Ellsworth Air Force Base faced the unthinkable. As the "Bone" came crashing down in dense fog and chilling weather, the four souls aboard proved the mettle of their training, making a narrow escape that will have you at the edge of your seat. We unravel the events leading up to this moment, the swift actions of the airmen, and the rigorous changes to the B-1's ejection system that played a pivotal role in their survival. It's a testament to the relentless spirit of our military aviators, set against the backdrop of an unforgiving sky.Transitioning from the aftermath of the crash, we also honor the legacy of the B-1B Lancer and its undeniable impact on military aviation history. While the incident at Ellsworth calls for a reflective pause and thorough investigation, it also signals the dawn of a new chapter with the anticipation of the B-21 Raider stealth bombers. We explore how the B-1's storied past has set the stage for the Air Force's future capabilities and how the brave men and women at Ellsworth are preparing for this transformation. This episode is not just a story of adversity but a celebration of progress and the relentless pursuit of aerial excellence. Join us as we share the intricate layers of this multifaceted narrative from the heart of military aviation.Support the showTo help support this podcast and become a PilotPhotog ProCast member: https://www.buzzsprout.com/1555784/supportIf you enjoy this episode, subscribe to this podcast, you can find links to most podcast streaming services here: PilotPhotog Podcast (buzzsprout.com) Sign up for the free weekly newsletter Hangar Flyingwith Tog here: https://hangarflyingwithtog.com You can check out my YouTube channel for many videos on fighter planes here: https://youtube.com/c/PilotPhotog If you'd like to support this podcast via Patreon: https://www.patreon.com/PilotPhotog And finally, you can follow me on Twitter here: https://twitter.com/pilotphotog

RR The Wire 1830Z January 05, 2024PRECEDENCE: ROUTINE RRDTG: 183005Z JAN 24ICOD: 173005Z JAN 24CONTROLS: Public ReleaseQQQQBLUF: INDIA RESCUES HIJACKED SHIP. TENSIONS ESCALATE BETWEEN NORTH AND SOUTH KOREA. -----BEGIN TEARLINE------International Events-Red Sea/HOA: Indian Naval forces conducted rescue operations onboard a hijacked vessel in the Arabian Sea. The vessel, now identified as the M/V LILA NORFOLK, was hijacked two days ago by unknown assailants. Upon boarding, Indian forces discovered that the hijackers had fled prior to the counterpiracy operation.In the Red Sea, economic impacts to western shipping companies continue to be felt. Some estimates indicate that some companies have quadrupled their normal shipping rates in response to the fuel, maintenance, and administrative costs resulting from shifting to longer routes. Additionally, the surge of maritime traffic to the Cape Route has caused congestion at many ports in Africa, as most of the port facilities now required for refueling were not built to handle the capacity now expected of them. AC: As a reminder, most Chinese, Russian, and Iranian shipping through the region remains unhindered; it is only the primarily western-based shipping that is being impacted by Yemeni targeting.Far East: Tensions escalate between North and South Korea in response to recent moves by both sides. A few weeks ago, Kim Jong Un signaled a radical shift in DPRK policy, namely the “impossibility” of Korean reunification. The idea of reunification has been removed from North Korean propaganda websites, confirming the shift in rhetoric. As the idea of reunification has been the bedrock of DPRK rhetoric for decades (as evidenced by the famous Arch of Reunification monument, among countless others), this change has caused diplomatic tensions between the North and South.Yesterday, the diplomatic tensions transitioned into kinetic action, as DPRK forces conducted military exercises near South Korea's Yeonpyeong Island. The live-fire “exercises” were extremely close to the island, prompting evacuations. ROK forces have responded in kind, conducting military exercises in the same area.-HomeFront-SD: A B-1B Lancer strategic bomber crashed upon landing at Ellsworth Air Force Base at approximately 5:30 pm (local time) yesterday evening. All four crew members safely ejected from the aircraft. Initial reporting indicates the cause for the accident may have been due to weather conditions.Analyst Comments:Though the tensions on the Korean peninsula may seem to be a dire situation, tit-for-tat artillery exercises have been a mainstay of the Korean conflict for decades. So far, neither the North nor the South have fired into each other's territory, but both have conducted provocation actions in the diplomatically ambiguous areas along the border. However, as tensions have been rising on the Korean peninsula for months, it is possible that accidents or diplomatic mistakes could cascade into creating more serious problems throughout the region.-----END TEARLINE-----Analyst: S2AEND REPORTNNNN

Frederik og chef for Center for Luft- og Rumoperationer, Karsten Marrup, taler i denne uge med Mario Woods, som er tidligere sergent i det amerikanske luftvåben. I 1977 arbejdede han på Ellsworth Air Force Base i South Dakota, hvor han var med til at overvåge ca 150 atommissiler. Men én aften glemmer han aldrig. Et mystisk flyvende objekt blandede sig og hans liv blev ændret for altid. Mario Woods' historie indskriver sig blandt en lang række af hændelser på de amerikanske atombaser gennem tiden. Men er vi kommet tættere på en forklaring? Tilrettelægger og vært: Frederik Dirks Gottlieb. Medvært: Anja C. Andersen. Produceret for DR af Firkantede Øjne IVS.

This edition features stories on joint forces training at Eglin Air Force Base, the Disabled Veterans Winter Sports Clinic, the ATC Special Duty Team visiting Lajes Field, Rapid Intervention Team Training, a Powerhouse Contest on Ellsworth Air Force Base and the Month of the Military Child. Hosted by Senior Airman Brad Sisson.

Nach einem UFO-Alarm bei einem Atomraketensilo verschwand US Air Force-Sicherheitspolizist Mario Woods und tauchte erst Stunden später meilenweit entfernt wieder auf. Der ehemalige Staff Sergeant Mario Woods diente fast zehn Jahre bei der US-Luftwaffe, unter anderem in Südkorea, Japan, Alaska und auf den Phillipinen. Auf der Ellsworth Air Force Base in South Dakota war er für die Sicherheit der unterirdischen Atomraketensilos zuständig. Diese gehörten damals im Kalten Krieg zum sogenannten „Northern Tier“, dem wichtigsten Verteidigungswall der Vereinigten Staaten gegen Raketenangriffe aus der Sowjetunion. Inzwischen ist bekannt, dass es damals entlang dieser Atomraketenstellungen im Norden des Landes immer wieder zu bedeutenden UFO-Zwischenfällen kam. So auch im November 1977. Damals wurden Mario Woods und sein Kollege alarmiert, weil ein UFO knapp über dem Atomraketensilo November Five schwebte. Vor Ort entdeckten die Soldaten ein riesiges glühendes Objekt, das nur knapp über dem Silo schwebte. Doch dabei blieb es nicht. Beide Sicherheitspolizisten wurden bewusstlos und verschwanden spurlos. Erst Stunden später wurden sie meilenweit entfernt und völlig orientierungslos an einem Staudamm wieder aufgefunden. Das gesamte knapp zweistündige Interview gibt es ab sofort auf Deutsch und Englisch exklusiv auf unserer Webseite►► https://www.exomagazin.tv/ufo-entfuehrung-bei-atomraketen-zwischenfall-ex-us-air-force-staff-sgt-mario-woods/ BITTE UNTERSTÜTZT UNSERE UNABHÄNGIGE ARBEIT mit einem Abo auf ExoMagazin.tv! ►►https://www.exomagazin.tv/rabatt/ ►►Oder als Spende hier: https://paypal.me/robertfleischer ►►Oder per Banküberweisung: 
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Guest, Mario Woods is back to discuss in detail his highly unusual encounter with lost time when he was assigned to the surveillance and protection of weapons and nuclear materials at the Ellsworth Air Force Base in South Dakota and more.Show Notes

On episode 299 of SOMEWHERE IN THE SKIES, we are joined by former USAF Sergeant, Mario Woods. In 1977, Woods was assigned to the surveillance and protection of weapons and nuclear materials at Ellsworth Air Force Base in South Dakota. Woods and his partner responded to a Security-4 alert one night when the missile site and the underground storage area had been penetrated by something. Whatever that something was, he would come face-to-face with. And it would change his life forever. You'll hear the incredible story from Mario himself. And you'll never guess who was present at his debriefing of the incident. This and so much more as we explore how this event affected Mario and what possibly happened during those terrifying moments of what can only be described as "missing time."You can reach Mario Woods via email at: mwoods175@gmail.comPatreon: www.patreon.com/somewhereskiesWebsite: www.somewhereintheskies.comYouTube Channel: CLICK HEREBook your Cameo video with Ryan at: https://bit.ly/3kwz3DOOfficial Store: CLICK HEREBuy Somewhere in the Skies coffee! Use promo code: SOMEWHERESKIES10 to get 10% off your order: https://bit.ly/3rmXuapOrder Ryan's book in paperback, ebook, or audiobook: https://amzn.to/3PmydYCTik Tok: https://www.tiktok.com/@ryansprague51Twitter: @SomewhereSkiesInstagram: @SomewhereSkiesPodRead Ryan's Articles by CLICKING HEREWatch Mysteries Decoded for free at: https://bit.ly/3rJpbd7Opening Theme Song, "Ephemeral Reign" by Per KiilstofteCopyright © 2023 Ryan Sprague. All rights reserved.Support this show http://supporter.acast.com/somewhere-in-the-skies. Hosted on Acast. See acast.com/privacy for more information.

Guest, Mario Woods discusses his highly unusual UFO and beings encounter with lost time when he was assigned to the surveillance and protection of weapons and nuclear materials at the Ellsworth Air Force Base in South Dakota. With a Situation-4 security alert, Mario joined Michael Johnson (at the wheel) responding to an alert that the outer zone antenna on the missile site and the underground storage area had been penetrated at Minuteman Silo, November 5 site. He discusses the chilling events that followed.Show Notes

Today's Story: A Home For The New Stealth Bomber

Welcome back to America's leading higher education podcast! This is The EdUp Experience President Series Episode #80. In this episode, sponsored by MDT Marketing, we welcome Dr. Ronald L. Shape, President, National American University! Ron comes on the show to talk to us about the regulatory challenges of tax status among other salient topics. He discusses NAU's shift from physical campus locations to a centralized online unit well before coronavirus - and the significant barriers that exist when trying to exit physical space. Schools across the country have had to reimagine what 'space' looks and feels like post-pandemic - learning from a pioneer in the for-profit ed space will lend insight to what schools face today. Since 1991, Dr. Shape has held various leadership roles at National American University, most recently serving as Chief Executive Officer & System Interim President. Dr. Shape was officially appointed on January 25, 2016. Dr. Ronald Shape began his career at National American University as a Student Account Specialist at the Ellsworth Air Force Base campus in Western South Dakota. He was quickly promoted to System Assistant Director of Financial Aid in 1992. He then served the university in various capacities, including System Controller, Executive Vice President at the Sioux Falls campus, Regional President for the Minnesota Region, Assistant to the University President of National American University, Chief Fiscal Officer and later in a dual role as Chief Fiscal Officer and Chief Operating Officer. He became Chief Executive Officer in 2009, successfully growing the institution throughout his tenure and launching the University's “Service Center” education model. Dr. Shape also served as a faculty member at the school from 1995 to 2002, teaching accounting, auditing, and finance courses. Another episode sponsored by our great friends at MDT Marketing! Get your free marketing consultation today! mdtmarketing.com/edup Thanks so much for tuning in. Join us again next time for another episode! Contact Us! Connect with the hosts - Elvin Freytes, Elizabeth Leiba, and Dr. Joe Sallustio ● If you want to get involved, leave us a comment or rate us! ● Join the EdUp community at The EdUp Experience! ● Follow us on Facebook | Instagram | LinkedIn | Twitter | YouTube Thanks for listening! We make education your business!

A South Dakota labor leader says he expects Smithfield and the Sioux Falls workers' union to reach a contract negotiation this week, but if not, to expect a strike. The U.S. Air Force is selecting Ellsworth Air Force Base to be the first to house B-21 bombers. All this and more in today's SDPB News Podcast. Find it on Apple Podcasts or Spotify today.

In the Moment, May 8, 2021 Show 1045. A task force found that 23 percent of South Dakota State Bar members had experienced sexual harassment on the job. We explore the report, the problem, and the call to action for sexual harassment training in South Dakota's legal profession. U.S. Senator Mike Rounds talks about B1-B flight operations at Ellsworth Air Force Base after the Air Force wide safety shut-down. COVID Update : We ask Dr. Jason Erickson with Avera about President Joe Biden's goal of vaccinating 70 percent of Americans before July 4th. SD History has us remembering the tornado that went through Delmont South Dakota on Mother's Day morning of 2015. This storm displaced about half of the city's residents. SDPB's Brian Gevik comes on with today's Images of the Past and will discuss the first episode of "Old Guitars and the Local Musicians Who Love Them." Paul Higbee writes in a recent article in South Dakota Magazine about the D.C. Booth Historic National Fish Hatchery in

As we wrap up Women's History Month it only right that our next guest CMSgt Rochelle Hemingway take center stage! She is not only a wife, and mother, she's the Command Chief, 28th Bomb Wing, Ellsworth Air Force Base, South Dakota. Chief Hemingway leads the wing's enlisted force and serves as the primary advisor to the commander on all matters concerning the morale, welfare, warfighting effectiveness, operational utilization and professional development of nearly 3,200 enlisted Airmen who support the largest B-1 combat wing in the U.S. Air Force. Join us as she gives her spin on how to #Slay everyday! If you are digging the content, please let us hear your feedback & don't forget to SHARE, LIKE, and FOLLOW our page. We're gonna be streaming live from streamyard.com/facebook www.facebook.com/thelionscast Need to catch up on the Den? Add us to your playlist on www.lionspride21.com Do you want to start your own podcast but don't know where to start ?The basic tools you need and a coach that will help you establish your podcast. Enroll now on podcast boot camp with "Seth the Speaker" . Go to this link: https://tinyurl.com/ymaz9m87 Interested in The Lion's Den Merch? https://teespring.com/stores/the-lions-den-merchandise Sponsored by: www.kevlarsgrill.com https://monique.findhomesinsanantoniotx.com https://m.mvcard.me/tbrown --- Support this podcast: https://anchor.fm/thelionsdenwithseth/support

In this episode, Joe welcomes his friend Caleb Vaden back to the lounge. Caleb is an Air Force Senior Enlisted Leader, published author, and fellow podcaster. He is currently the Superintendent of the 28th Mission Support Group at Ellsworth Air Force Base, South Dakota. During their discussion, they explored the importance of a leader understanding their “the why,” followership, and they chatted about his new book, BOOT Leadership. Airman Leadership School Commandants, if interested in BOOT Leadership for your schoolhouse, contact Caleb here: calebvaden01@gmail.com Caleb's Book Recommendations: The Kill Chain – Christian Brose: https://amzn.to/3cU91Yy The Outward Mindset – The Arbinger Institute: https://amzn.to/3q2dmN7 Follow Caleb here: Podcast: Kicking it with Chief V | https://apple.co/2Nrhesw Facebook: https://www.facebook.com/groups/904932553306870 E-Mail: calebvaden01@gmail.com LLAMA LINKS Facebook: https://www.facebook.com/LlamaLeadership Instagram: https://www.instagram.com/llamaleaders/ Website: http://www.llamaleadership.com Song: See How They Run - Mike Witmer | https://soundcloud.com/mike-witmer

In The Moment … September 15, 2020 Show 902 Hour 1 The new B-21 Bombers mean new growth and a new mission for Ellsworth Air Force Base. The current issue of South Dakota Magazine takes you to the town of Box Elder for a look at how the town has grown and changed from its early days as a railroad stop to a thriving community on the cusp of more change. Paul Higbee and Bernie Hunhoff join us today with more. Find us on Apple , Spotify , and Google Play . Plus, watch interviews from our show on YouTube .

In this episode, Joe sits down with Caleb Vaden, an Air Force Senior Enlisted Leader currently serving as the Superintendent of the 28th Mission Support Group at Ellsworth Air Force Base, South Dakota. During their discussion, they chatted about what it takes to be a “legendary leader,” how rumors and gossip can kill trust within an organization, and much, much more. Caleb's Book Recommendations: Extreme Ownership – Jocko Willink and Leif Babin | https://amzn.to/2Y9pal7 Caleb's Podcast: Real Talk with Caleb | https://tinyurl.com/y8lxtfrs LLAMA LINKS Website: http://www.llamaleadership.com LinkedIn: https://www.linkedin.com/company/llama-leadership Facebook: https://www.facebook.com/LlamaLeadership Instagram: https://www.instagram.com/llamaleaders/

This episode is sponsored by Insure the Heroes Jenny served in the Air Force for six years as an Aerospace Propulsion specialist (Maintenance). She decided not to reenlist in early 2019. She is currently working toward her degree and is married to someone still serving in the military and they have one child. She wishes she could say she joined for patriotic reasons. But the truth is she didn’t have money for college and learned that if she served one commitment on active duty, she would qualify for the Post 9/11 GI Bill and would be able to go to school. She was excited about the opportunity to learn a new career field and if it didn’t work out having the option to leave the military behind and pursue her degree. She first worked on B-1 engines at Ellsworth Air Force Base and then was transferred to Nellis Air Force Base where she worked on F-16 engines. She preferred the F-16, mainly because it was a newer aircraft and it was easier to get the parts they needed to maintain the aircraft. She deployed twice in support of the B-1 aircraft. She went to Qatar and Guam. The Maintenance teams deploy with the aircraft they maintain just like the pilots. So, when her team deployed with the aircraft she went too. Her job was fairly similar to home station as it was overseas. Maintaining the engines and making sure to make the flying requirements for her aircraft. But she did face sexual harassment when a Staff Sargent (E-5) made up rumors that she was sleeping with various people. She was deployed with her boyfriend and now husband. When her cross-training window opened she applied to switch out of the Maintenance career field, but faced an unfair evaluation and ended up filing an Inspector General (IG) complaint on bias and racism. She was unable to get support from her leadership and nothing came of her complaint. She was pregnant when all of this happened and she decided to drop her case instead of pursuing alternate methods and she is happy she walked away and let it be. When she wasn’t able to cross-train, she decided to separate when her commitment was up, about six months after her daughter was born. She is currently using her Post 9/11 GI Bill to go to school to be a veterinarian and stays at home with her daughter. Thanks to Kevin Barba for his Patreon Sponsorship

Today's Story: The Air Force just announced Ellsworth Air Force Base, South Dakota as the preferred location for the first operational B-21 Raider bomber and formal training unit.

Strength, Power, Speed and Agility Episode 447 - Physical Fitness with Brandon Powers This is episode 447 of the SSA Podcast and I am so pleased that you have joined us.   In this week's show we take a serious look at the details of physical fitness with Brandon Powers.   Who is Brandon Powers Brandon has a serious resume when it comes to service and understanding of physical fitness. United States Coast Guard 2001-2008 UW-La Crosse 2011; BS Exercise and Sport Science - Fitness, Minor in Nutrition, Concentrations in Strength and Conditioning as well as Coaching Competitive Athletics Ohio University 2013; MS Recreational and Sport Science Strength and Conditioning Coaching experience at the D1 and D3 levels Exercise Physiologist at Ellsworth Air Force Base training military and police Currently doing online/distance coaching through On Target Performance Competitive USPSA shooter - Master Class COO of Fireline Shooting & Training Center Husband and father. Been married for 8 years and have 5 year old little girl and 4 year old little boy   Today We Talk About: The performance pyramid (movement, performance, skill) Specific Purpose Prep (SPP) vs General Purpose Prep (GPP) Programming (Strength, Power, Hypertrophy, Endurance) Conditioning (Work:Rest Ratio) Diet / FUEL Warm-Up / Cool - Down Quality vs Quantity Find out about the SSA Podcast You can learn more about the Safety Solutions Academy podcast by heading to ssapodcast.com where you will find the latest episodes of the Safety Solutions Academy Podcast. Subscribe to the Show and Leave a Review! Please consider subscribing to the Safety Solutions Academy podcast so that each and every episode of the Safety Solutions Academy podcast will be delivered right to your phone.  You can subscribe and even leave ratings and reviews by heading to safetysolutionsacademy.com/itunes. Become an Safety Solutions Academy Patron! The Safety Solutions Academy Podcast is currently a podcast that is sponsor free and it is supported completely by it's listeners.   You can support the Safety Solutions Academy podcast by heading to safetysolutionsacademy.com/support and becoming a patron.   In addition to helping to spread the Safety Solutions Academy podcast and it's important personal protection podcast to a larger audience of people just like you, becoming a patron provides you with access to exclusive content available through a private feed for patrons only. Finally, patrons are eligible for exclusive rewards like training with Safety Solutions Academy, ammunition and even a chance to receive a new handgun.   Head to safetysolutionsacademy.com/support to become a patron today. In today's Exclusive Patron only portion of the podcast we talk about beer, being a Coastie and important Coast Guard History and more nitty gritty details.   Again, check out safetysolutionsacademy.com/support for more information on how you can gain access to the exclusive patron only content. Purchase a MagFIX Today The MagFIX is an improved magazine base pad and sleeve for the Smith & Wesson M&P Shield. The MagFIX: Locks the sleeve in place for smooth and fast reloads Provides improved grip on the magazine for a better grip on the gun and magazine Helps empty mags drop free so that you can get your gun back up and running quickly when you need to most!   You can check out the MagFIX by heading to MagFIX.co to learn more or to make a purchase or you can find the MagFIX on Amazon here! Train with Safety Solutions Academy Safety Solutions Academy is dedicated to educating those that wish to be more prepared to deal with our violent world.  Please take a few minutes to check out the courses we offer: Ohio Concealed Carry Courses Critical Defensive Handgun Advanced Critical Defensive Handgun   Shop with our SSA Affiliates to support the show! You can support the Safety Solutions Academy Podcast by clicking through our affiliate links: Click on the Amazon Affiliate link every time you shop at Amazon! Support the Safety Solutions Academy Podcast when you shop at Brownells! When you visit GunMag Warehouse for more mags, and to support the show!

In the first hour, host Tim Mosser began by speaking with Fr. Gerald McManus, a retired military chaplain, about his experience at Ellsworth Air Force Base in South Dakota. Tim then spoke with Steve Laqua, Minnesota State University Moorhead head football coach, about being a witness of faith at a public university. Finally, our host visited with Jacques Daniel from Rapid City about the Federation of North American Explorers, a Catholic scouting movement.

Stephen is the CEO of Predictive ROI and the host of the Onward Nation podcast. He is the author of two bestselling books, speaker, trainer, and his digital marketing insights have been featured in SUCCESS, Entrepreneur, The Washington Post, Forbes, Inc. Magazine, and other media. Good Morning, Onward Nation — I’m Stephen Woessner, CEO of Predictive ROI and welcome to this week’s solocast. Can you believe it? In less 4 days — we will ring in 2017. AMAZING! My hope for you is that 2016 was your best year yet. — AND — That 2017 will absolutely blow your accomplishments from this year out of the water in every way that matters to you. That you will be able to enjoy all of the freedom that running a successful, predictable, repeatable, and profitable business should afford you, your family, and your team. Which if you just had a great 2016 — or maybe you didn’t — making 2017 your best year ever will be a tall order. To be successful…you and your team will need a strategy coupled with a practical and tactical execution plan for you and your team to follow. You may need an even heightened level of focus on who you should be serving. Who are the customers and prospects in your current sales pipeline? Are they companies who you most want to serve? Do they represent your Dream 50 clients? If not…adjustments need to be made. And once the adjustments are made — you need a system that consistently adds value to what the companies within your sales pipeline — within your Dream 50 — are trying to accomplish in 2017. Over the next several weeks, I am going to use my weekly solocast to answer these questions and guide you along the path to creating the strategic plan you and your team need. I will share insights, step-by-step detail, recommendations, and system execution processes in full transparency as always — all within a practical and tactical 4-part series that you and your team can immediately apply. My hope is that the result outcome for you is that you will be able to fill your sales pipeline so you and your team have more revenue opportunities at your fingertips than ever before — and those opportunities are with the type of companies you most want to serve — your Dream 50 clients. Over the next four weeks…you and me…we are going to get our hands dirty, together. We are going to get into the trenches to not only fill your pipeline — but — to demonstrate with excellence to your team members how it should be done so they can model your behavior going forward. This level of hands-on leadership — as you push for new heights — is critically important. Because how can your team do more if you have not shown them how? So…in turn…I will show you where you can dig in your business to find gold — to go an inch wide and a mile deep to strike oil — to find the data points you need to make great decisions — and all along the way — to be able to look your team members in the eye with confidence so they can see how the business is moving forward. When you jump into the trenches with your team due to deadlines — due to a large number of orders that need to be shipped — due to some problems with key clients — whatever the reason — your actions in those moments demonstrate how important it is to create big wins for clients. And…even more importantly…your actions demonstrate that you have your teammate’s back — that you will not let them down — that they can count on you when the going gets tough. That they can count on you to take care of them while taking care of customers — with excellence. This level of leadership should be one of your most vital priorities in 2017. There is no better team building move a leader can make like stepping out of their executive office, rolling up their sleeves and riding with the sales team, making presentations to prospective customers, call customers, making deliveries, or shipping orders when there is a backlog. To be clear — I believe in delegation — I absolutely do — it is a key ingredient to scaling a business. And here at Predictive ROI, my content marketing and lead gen agency, my leadership team and I stress delegation, we support and fund personal development for all our teammates, and each of us pushes one another whenever possible to grow and develop. Doing all of this is a key to scaling. But, getting my hands dirty with the practical and tactical is something I love to do — I love to solve problems — I am driven by it. I love jumping into the trenches with my team to work alongside them — to look them in the eye when we are faced with a big challenge so they can see my confidence and how much I believe in them. It is part of the entrepreneurial DNA that I was blessed to receive my family — and — it was honed to a razors edge during my enlistment in the United States Air Force. At the close of each day in the Air Force, I was typically covered in diesel fuel, brine, grease, battery acid, cobwebs, and dirt from crawling around the floors inside the 150 nuclear missile silos where I performed hundreds of maintenance procedures as part of a team. During my enlistment, I was stationed at Ellsworth Air Force Base near the Black Hills of South Dakota — the prairies were my commute to my office — and my office was 1, 2, or 3 Minuteman II ICBM nuclear missile silos each day that I served. And I loved every second of it. Most days were like 100 percent pure adrenaline, Onward Nation. It was absolutely awesome! And it was in those days — where my team and I worked our guts out — where we stood fast in the face of numerous technical challenges happening concurrently, in the face of impossible timelines and pressure, and the ebb and flow of an ever changing schedule — but — when we successfully navigated it all — when we got back to our base following a 17-hour shift — and debriefed with our supervisors — we felt a major sense of accomplishment. We did it. And we did it with excellence. There was no finer feeling after a hard day of slugging it out in the trenches then being able to look back on what we had done along the way with pride. That what we had just done — really mattered. So let’s bring this back to the leadership lesson I want to make sure you take out of this solocast. When we were working within a missile silo…one of the things we enjoyed most was when our supervisors and leadership from our squadron paid us a visit. Sometimes as a complete surprise. Our field supervisors wanted to inspect what they expected — to watch us perform while we were knee deep in problems inside a silo. It was nerve racking to be sure — because we didn’t want to make a mistake — but — sometimes, one of our supervisors — all former technicians themselves — couldn’t resist the temptation to jump into what we were working on so they could get some grease on their hands — to help us save time — or to provide us with a teaching moment and mentorship to make us better for our next dispatch. For example, one of our supervisors might jump in and operate a crane while we were replacing a brine chiller — or help drive one of our maintenance trucks if we were short handed. What we did on a day-to-day basis was dangerous, Onward Nation. There were significant risks. We were working six feet away from a nuclear missile inside a buried silo — for 17- hours at a time. And as you might imagine, our stress levels could rise pretty quickly within the team — so we had to keep our cool through solid communication and leadership. So, seeing the willingness of our supervisors to jump in when they didn’t have to was inspiring — it was motivating — it was awesome seeing them get dirty right alongside of us — they looked us in the eyes and gave us courage that we could get the job done and get the heck home to our families — safe and sound. You and your team, Onward Nation, may not be working inside a nuclear missile silo — but — if you, as a leader, jump in — with the heart to help and not micro-manage — to be a resource — to share your insights and experience — to be in the trenches — to look them in the eye so they know it will all be okay — your team will love you for it — and that momentum will carry you to new heights in 2017. So that is why over the next several weeks, you and I will be in the trenches together. We will get our hands dirty — together. You and I will get tactical on the curriculum I prepared for you — the step-by-step details along with the metrics you can use to ensure your team is on-track. January is a perfect time for you to jump in with your team — to get your hands dirty — to pull some levers and let your team see how much you care — put in the hours — to build the business — together. They will love you for it. The first practical and tactical lesson I am going to share with you is how to define your client avatar so you know exactly who should be inside your sales pipeline. It is impossible to answer the question of “Who do we want to serve” if you have not completed the exercise. Or, if you have already completed — like my Predictive ROI team and I did a year ago — it is likely time for you to rinse and repeat the exercise just like we finished doing ourselves. And low and behold — we discovered that over the last several years — a shift had taken place. That was exciting to see — so we pivoted — and made our sales pipeline much better as a result! Yes, the exercise is hard work. It can be time consuming. You and your team need to challenge yourselves and not accept surface answers. But the reward is high. Because not getting your avatar right can be one of the single biggest and most expensive mistake business owners make — not knowing who to sell to — or why they choose to sell to one customer instead of another. Before we jump in — I want to offer up a couple of warnings. As we move through the steps…you may catch yourself saying… “Oh, I already know that…” If you catch yourself saying that – take a moment – and instead ask yourself – “But have I mastered it?” And then take it deeper by asking yourself, “Can I leverage it even greater that what I am currently doing?” This recipe represents such a significant opportunity for you and your business because only about 2 percent of the business owners listening right now will take action on the steps I share. Onward Nation, you may nod your head in agreement when you hear this recipe — you may even take some notes – or even share this episode with a colleague. But ultimately, your inaction will signify your acceptance of operating your business at the status quo — instead of at the level of excellence. Please don’t let this be you, Onward Nation! Don’t fall into the trap of procrastination. My hope for you is that you will take the notes – have the discussions with your team — and then put the steps into action — swiftly. That is how excellence is reached. Let’s dig in by starting with a question. What’s the number one reason people buy anything? I will give you a hint. It has nothing to do with the features, advantages, or benefits of the product or service. In fact — it has everything to do with just one, four-letter word. And that word is “HOPE.” The only reason we buy anything is because we HOPE that tomorrow will somehow be better than today as a result of buying the product or service we are considering. That’s it — HOPE. So in order for you to fill your sales pipeline like never before — perhaps your goal is to 10x your pipeline in 2017 — you need to understand how to make an emotional and empathetic connection with your prospects and customers. You do this by becoming a HOPE Dealer to your customers. Let’s take this a little bit deeper with another question. What percentage of people make a purchase decision based solely on emotional reasons? Would you guess 20%? 30%? Maybe even 50%? The answer is 100%. Yes, 100%. Now, we like to think we are such rational creatures and we only make decisions based on objective data and thoughtful analysis. But the reality is that all of our decisions — yes, 100% of them — are made for purely emotional reasons. And if you go back to Episode 392, our amazing guest, Dave Hoffeld will share the science behind selling and the emotionality of the decision making process. He is brilliant. And because this percentage is so high — you and your business must become HOPE DEALERS to your customers. You can do that by connecting on an emotional and empathetic level with your “client avatar”. You can do this by understanding their challenges. You can do this by understanding their pain points. You can do this by going beyond demographic and economic data by metaphorically “Laying in their bed at night” to understand what is causing them pain…so you can get into the hearts and minds of your customers and prospects. You need to understand the last thing they think about before they go to bed — and — the first thing they think about when they wake up in the morning. Every piece of communication you send to your customer and prospect lists needs to speak directly to what we like to call your customer avatar. You should give your avatar, him or her, or both a name. As if you were having a one-on-one conversation with them…right now…just you like and I are having…right now. Again, as you and your team work through the 10 specific questions I am about to share with you — don’t allow surface answers — challenge yourselves to dig deep and push to find specific examples of situations that either reinforce or contradict what is currently believed to be true. Question 1: what things are challenging our customers right now? Be careful here — because this question does not have anything to do with challenges your customers may or may be experiencing right now in working with you. Instead, think about it from the perspective of when your client wakes up — what challenges concern them about their business and in moving their business forward. Question 2: what are our customer’s emotional fears or worries? Again, from the perspective of them running their business — not fears or worries as it relates to their working relationship with you. Question 3: what are their dreams and aspirations? What would need to happen in 2017 for their company to have their best year ever? Question 4: what are their pain points? What are the challenges that really cause them pain — is it a distribution channel — is it a dealer network — is a supplier? What is it? Because if you can solve that problem — you will be hero in 2017. Question 5: what are their values — and are their values the same as yours? This is key because it helps to determine if your two companies will be a good fit working together — or will you end up being at odds and fighting. Ugh. Who wants that? There is an abundance of opportunity in the market, Onward Nation — you do not need to work with companies whose values are incongruent with your own. Question 6: who do they want to impress the most? If you can help your clients look good in front of who they want to impress — well — they will love you forever. Question 7: what frustrates them about our industry? This question is indeed about you — actually — about you and your industry as a whole. And if you know the answer to this question — you can change and pivot to create distinction from your competitors — and in the process — appear to be that beacon in the night for your Dream 50 prospects. Question 8: what do they want from our business? Or perhaps said in a slightly different way — how can you best add value to them? Question 9: what’s the one thing — or result — that if you could guarantee — your customers would pay a premium for? BOOM! Probably enough said there. Question 10: finish this statement on behalf of your customers…“You will gain my trust and comfort by…” Once you have collected that data – you will have all you need in order to create your “Client Avatar.” But, please remember, your client avatar is one person. Not an email list of 20,000 people. One person and you should give him or her a name, a personality, you hang a photo of her on your conference room wall, and every time you write an email campaign, shoot a video, etc. you speak directly to your avatar. Here, I will take you inside Predictive ROI to illustrate this point. Our client avatars are “Harry” and “Sally” (we chose those names because When Harry Met Sally is one of my favorite movies of all time). All of our conversations with Harry and Sally are personal — they are emotional — and they are always authentic. Let me introduce you to Sally… Sally runs a business-to-business professional services firm with revenue between $1 million and $20 million per year Sally and her team are ambitious and want to learn new things She knows there is more opportunity and growth “out there” and is frustrated she does not know how to capitalized on it, faster he reads lots of books but doesn’t know a good idea from a bad one She is uncertain and afraid to fail She has been fooled before and does not know who to believe Everything sounds too good to be true And Sally has said to me…“Stephen…I want to trust you…that you can do what you say you can do…show me the evidence quickly that it is working and that you are delivering on your promises”. And Onward Nation, during more than one presentation to a prospective client, “Sally” has said to me – “My goodness, that’s me!” It is magic when that happens because I know we just made a powerful, emotional connection with Sally. But for your team to get this process right — they need you. They need your leadership — they need you to push them — they need to see the importance you give the process by jumping in and getting your hands dirty. Just like my field supervisors did for me while we were out working on the missile silos in South Dakota. For next week…I will share several research tools you can use to collect the right detail you need to find the specific companies, and the decision makers within the companies, that match your client avatar so the result outcome will be a full sales pipeline as you head into 2017. So with that…I want to thank you again for taking the time to be here with me today. It is an honor to have you here — thank you for tuning in — I am delighted you chose this episode to be what you listen to, study, and take with you on your morning run, or maybe Onward Nation has become part of your daily commute, or in some other way has become part of your morning routine. However our daily podcast fits into your daily routine — I want you to know how much I appreciate you sharing some of your invaluable 86,400 seconds you have in your day with me and the strategies we learn and share each day from today’s top business owners. And please continue to let me know what you think of Onward Nation…good or bad…I always want your feedback. My direct email address is stephen@onwardnation.com — and yes — that is my actual Inbox. No fancy filters or filing system and I read and reply to every single email. So please let me know how you think we are doing. I look forward to hearing from you. We will be back tomorrow with an incredible interview with Daina Middleton — where she teaches how grit meets grace — and as a leader — the lessons we all need to apply in order to be more effective with our teams and customers. The conversation with Daina is powerful! You will not want to miss it, Onward Nation! Until then, onward with gusto!

Stephen is the CEO of Predictive ROI and host of the Onward Nation podcast. He is the author of two bestselling books, speaker, trainer, and his digital marketing insights have been featured in SUCCESS, Entrepreneur, The Washington Post, Forbes, Inc. Magazine, and other media. Good Morning Onward Nation...I’m Stephen Woessner. Before we jump into today’s topic...I just want to say thank you for all the feedback...the emails...the text messages...the Facebook posts...the tweets...and the comments on LinkedIn. I am so grateful for you being here and being part of the every growing community that is Onward Nation. Please continue to let me know what you think of Onward Nation...good or bad...I always want your feedback. My direct email address is stephen@onwardnation.com -- and yes -- that is my actual Inbox. No fancy filters or filing system and I read and reply to every single email. So please let me know how you think we are doing. I look forward to hearing from you. Now, during today’s solocast, I want to focus your attention on one four letter word that we all hear quite often -- or at least the manifestation of the word -- when we are in conversations with other business owners, friends, family, or even in the self-talk we have with ourselves...and that four letter word is FEAR! To feel fear is of course natural. Everyone feels it whether in business or in life -- it is a human emotion that is as much a part of us as breathing. But the key is to be able to recognize that fear is all in your mind -- it doesn’t actually exist -- therefore it has no real power over you unless you let it. But oftentimes people are embarrassed to admit their fears -- or that they are feeling fearful about something. So they try to mask it by saying “Oh no...I’m not scared...or I’m not afraid...I’m just stressed.” And as I learned from Tony Robbins...anytime someone says to you that they are just “stressed”...that is code for… “Help, I’m afraid or fearful about something going wrong.” To help illustrate these important points about FEAR...I am going to share a deeply personal story with you, Onward Nation...a story that I have not shared during in a solocast before. Maybe I have been afraid to, because I am always self-conscious about an episode being too much about me...and then missing the mark with being relevant. It’s a story from way back...23 years ago to be exact...the summer of 1992. I was the ripe old age of 20. I was an airman in the United States Air Force stationed at Ellsworth Air Force Base just outside of Rapid City, South Dakota. My job was like 100 percent pure adrenaline nearly every day. You see...I had the honor of working on the Minuteman II Intercontinental Ballistic Missile System -- or ICBMs for short...yes, nuclear missiles. So for about 3-½ years...my office...was deep inside missile silos...and I loved every second of it. And I got pretty good at troubleshooting systems, fixing the systems, and my curiosity for bigger and more complex challenges grew more and more insatiable. Then one day -- I met my match. Listen to the rest of the story in the episode. Onward Nation, I had a choice that day in the silo. I could have chosen to be paralyzed by fear, which would have caused us to lose critical time, and then that could have cost me my life, or perhaps the lives of my teammates. Or, I could decide to push through the fear and do what I knew MUST be done. I have never been scared. I was fearful. I thought there was the distinct possibility might die inside that silo. And it was also exhilarating -- I felt blood pumping into areas of my body that I didn’t know existed. But where did the power and energy to move forward through the fear come from? It is because finding a solution was a MUST...it was not a SHOULD...and we were prepared to take action and make the result outcome so. Steve -- who you will meet inside the full story in the episode -- and I did not look at each other and ask, “What do you think...should we find a solution to this problem?” No! We were all in. We were PREPARED and fully committed to finding a solution. It was a MUST because our lives depending on finding a solution. And we made it so. So how does all of this relate to you inside your business, Onward Nation? Most of us when we are fearful in our business — or in relationships — we are not afraid because we don’t know what needs to be done. Instead, we are afraid to do what we DO KNOW needs to be done. The only reason we are afraid is because we haven’t made that opportunity, that decision, that new venture, that new hire, that need business partner...a MUST. It is still a SHOULD...and we are asking ourselves questions like, “Should I do this?” “Should I consider this instead?” “Should I wait a little while longer?” Should I ask the advice of a couple more people?” And then what happens is that we “SHOULD” all over ourselves. JUST DECIDE...make it a MUST...and move forward with gusto, Onward Nation! Let’s take this deeper by bringing in some insights and wisdom from several of our Onward Nation guests. Aaron Walker, my incredible guest on episode 108, said to me, “You need to fear missing an opportunity more than you fear failure.” Just think about that for a moment. “You need to fear missing an opportunity more than you fear failure.” You will miss all of the shots you never take...you will fail at all of the new product introductions you never introduce...every high performing employee you never hire and take a chance on, will be lost opportunity. And the list goes on. The NBA legend Michael Jordan once said, “A loss is never a failure until you make an excuse.” So stop making excuses, Onward Nation and instead pursue all of those opportunities with gusto...with proactivity...with all of the energy and enthusiasm that pursuing a MUST requires. As if nothing else matters. And then there was the powerful message I learned from the wisdom of Kara Ronin, my guest on episode 96. She said to me, “Stephen, you can only grow as far as your biggest fear – there’s always going to be fear that will limit you if you let it.” BOOM, Onward Nation. Fear will drag you down and keep you there if you let it. But realize...it is you who is allowing that to happen because you are manufacturing the fear. It is your creation. But if we follow Kara’s advice...and we do not let fear limit us...then we can rush into that missile silo and diffuse the situation...or we can rush into our businesses, Onward Nation and ignite the sales forecast, we can hire the team members you know you will need, we can have the courage to invest in R&D, or have the guts to fire the destructive customer that Scott McKain in episode 1 warned us about. And last but not least...I want you to thoughtfully consider the wise words of Leanne Pressly, my guest for episode 48. “Fear can be crippling in a business — learn to slay the dragon and keep it at bay.” So when you are finished listening and studying this episode...take 10 minutes...sit quietly...without distractions...and thoughtfully consider this question, “Who or what is the dragon in my business right now that I need to slay in order to move to that next level?” And then realize that any of the fears you have associated with that dragon -- or the slaying of that dragon -- are completely made up in your own mind. They are all in your mind. Just DECIDE to slay the dragon, Onward Nation, and make it a MUST! Don’t be paralyzed by fear. You are more beautiful…more amazing…more powerful than you could ever possibly imagine. You have an abundance of talents and God given skills within you that you haven’t even begun to reach for yet. Sometimes we all need someone to help you uncover those things so you can see and realize you are powerful beyond measure. My hope for you is that you have realized some of that today while listening to this. I learned several important lessons that day in the silo. First...that anything is possible -- and I -- you -- we all have the power to make it so. Second...I learned that leadership and mentorship can unleash a person’s true potential. Had Steve, my team chief on that day in the silo, shown me fear — I too would have been even more afraid. Had he acted hastily, I would have acted hastily. Had he hesitated, I would have hesitated. He did not stand up and say… “Follow me because I am your leader…I am your mentor.” He earned that position and respect from me through his actions. He showed me talents and abilities I didn’t even know I had. Onward Nation...you need to do the same things for the employees you lead in your business every day. So with that... I want to say again, thank you for taking the time to be here with me today. It is an honor to have you here -- thank you for tuning in -- your time is sacred and I am delighted you chose this episode to be what you listen to, study, and take with you on your morning run, or maybe Onward Nation has become part of your daily commute, or in some other way has become part of your morning routine. However our daily podcast fits into your daily routine -- I want you to know how much I appreciate you sharing some of your invaluable 86,400 seconds you have in your day with me and the strategies we learn and share each day from today’s top business owners. I will be back tomorrow with my interview with Bill Hoagland -- another one of today’s top business owners. And the discussion is off-the-charts amazing. Until then, onward with gusto! You can also find us here: ----- OnwardNation.com -----

News story on the first B-1 bomber from Ellsworth AFB to have the Integrated Battle Station Upgrade installed.

Video feature about Ellsworth Air Force Base that gives a brief explanation on the base and its mission.