Podcasts about Followership

Send us a textJerry Colonna is an executive coach, author, and co-founder of Reboot, a coaching and leadership development firm focused on helping entrepreneurs and executives grow through radical self-inquiry. Formerly a venture capitalist with Flatiron Partners, Jerry transitioned into coaching to support leaders in navigating the emotional complexities of leadership. He is the author of the acclaimed book Reboot: Leadership and the Art of Growing Up, which blends personal reflection with professional development. Known for his compassionate yet unflinching coaching style, Jerry continues to influence a new generation of founders and CEOs who believe in leading with authenticity, courage, and heart.Connect with Jerry! https://www.instagram.com/jerry.colonna/?hl=en Connect with Ryan! https://twitter.com/RyanJAyalaConnect with Us! https://www.instagram.com/alchemists.library/Chapters:00:00 Introduction & Jerry's Journey to Coaching  01:00 Radical Self-Inquiry & Moral Courage  05:04 Iteration, Growth & Identity  10:17 Depression, Doubt & The Lying Mind  16:12 The Danger of Grandiosity vs. True Confidence  22:06 Masculinity, Role Models & Responsibility  30:02 Redefining Success & Being a Good Man  37:12 Empathy, Mentorship & Leaving a Legacy  43:36 Clean Your Room: Self-Discipline as Leadership  46:05 Redefining Leadership & Followership  50:05 Balancing Compassion & High Standards  56:04 The Buddha of Baseball & Building Extraordinary TeamsConnect with Us!https://www.instagram.com/alchemists.library/https://twitter.com/RyanJAyala

Join us for an extraordinary conversation with Kevin Humphreys—former Australian Army helicopter pilot, mental health advocate, and keynote speaker—as he shares the hidden battles behind his decorated military career. From operational deployments to Iraq and Afghanistan to surviving his own silent war with depression and suicidal ideation, Kevin opens up about the life-altering power of vulnerability, leadership, and reclaiming your story.In this episode, Kevin takes us deep into the mindset of high-performance environments, the trauma of toxic leadership, and how he rebuilt himself after a breakdown that nearly cost him everything. His journey from the battlefield to the stage is a raw and powerful reminder that mental illness is not weakness—and that healing begins when we speak the truth.About our guest:Kevin Humphreys is a retired Army helicopter pilot, former Commanding Officer, and now a nationally recognized keynote speaker and mental health ambassador. After 20 years of service and multiple deployments, Kevin faced a personal crisis that forced him to confront the shame, silence, and stigma around mental health. Today, through storytelling, coaching, and corporate leadership training, he helps organizations create cultures of trust, resilience, and high-performance without burnout. Kevin's message is simple but profound: it's not weak to speak.Follow Our Guest:Instagram: https://www.instagram.com/kevinhumphreyskeynotespeaker/Website: https://linktr.ee/kevinhumphreysFollow Us On:Host Instagram: https://www.instagram.com/thestevehodgson/Show Instagram: https://www.instagram.com/sharewithsteve/Episode Highlights:00:00 - Episode Trailer01:19 - The cave Kevin feared to enter: revealing his secret03:02 - Suicidal ideation, breakdown, and surviving silence05:22 - Military pride, shame, and the fear of going “jack”08:44 - 20 years in service: helicopters, deployments, and leadership11:23 - The truth about risk in combat vs. toxic culture13:45 - The micro-cogs of the military machine17:13 - Missions, humanitarian work, and moments that changed him21:17 - Firefights, dust clouds, and high-risk decisions under fire25:51 - Breaking the rules to save lives29:38 - Leading with intent and clarity33:14 - Empowering decision-making from the ground up36:06 - Civilian leadership vs military command40:03 - Followership and workplace influence43:12 - PTSD, night terrors, and unspoken trauma45:17 - Alcohol abuse, emotional shutdown, and the hidden battle50:15 - The voice that saved his life52:00 - The $6 Million Man mindset: rebuilding from the ground up55:23 - “Damaged goods” and the shame of reintegration58:15 - Accepting what was: how real healing began01:01:12 - The room that changed everything01:03:23 - Becoming Coach 2.0: from silence to service01:05:17 - Turning pain into purpose as a keynote speaker01:06:27 - To those “toughing it out”: don't01:08:48 - Mental illness is normal, manageable, and recoverable01:11:19 - Final message: your brain is trying to protect you—get support

Auto-generated transcript: Alhamdulillah Rabbil Alameen. Wa Salatu Wa Salamu Alaa Ashrafil Anbiya wal Mursaleen. Muhammadur Rasulullah Sallallahu Alaihi Wa Alaa Alihi wa Sahbihi wa Sallam. Tasleeman kathiran kathira. Faham abadu? My brothers and sisters, I remind myself and you that Allah Subhanahu wa ta’ala tests and we ask Allah Subhanahu wa ta’ala to save us… Continue reading Followership – #2

Auto-generated transcript: In the name of Allah, the Most Gracious, the Most Merciful. All praise is due to Allah, the Lord of the worlds, and peace and blessings be upon the honour of the prophets and messengers. Muhammad is the Messenger of Allah, peace and blessings be upon him, and upon his family and his… Continue reading Followership – #1

Welcome to part two of our enlightening series with special guest, Gary Hamel. In this episode, we dive deep into Hamel's insights from his book and explore the evolution of unconventional management models through case studies of pioneering companies like W.L. Gore & Associates and Google. We discuss the principles that distinguish innovative organizations, the challenges of breaking free from traditional hierarchical structures, and the critical role of purpose in driving change. With real-life examples and practical advice, this conversation is a must-watch for anyone interested in future-proofing their organization and reigniting the human spirit at work.   00:00 Introduction and Welcome Back 00:39 Exploring Gore's Unique Management Structure 04:13 Leadership and Followership at Gore 06:26 Commitments vs Assignments at Gore 08:07 Innovation and Collaboration at Gore 20:13 Google's Evolution and Challenges 26:25 Management Innovation: A Critical Necessity 27:00 A Disenchanted View of Google 28:17 The Importance of Lateral Communication 29:51 Utilizing Technology for Collective Intelligence 33:18 Challenging Organizational Orthodoxy 47:20 The Role of Purpose in Driving Change 52:39 Concluding Thoughts on Management Reinvention   The Future of Management, Gary Hamel, Management Innovation, Leadership, Organizational Culture, Collaboration, Gore, Bill Gore, Gore-Tex, Decentralized Management, Employee Empowerment, Hierarchy, Organizational Design, Innovative Companies, Workplace Culture, Management Practices, Leadership Development, Decision-Making, Peer Evaluation, Team Dynamics

Why is what we get paid at jobs part of regular conversation in order to measure up others' "worth"? Why are content creators only valid and popular if they have a large followership? Why do we consider ourselves walking "brands" when we're multi-dimensional beings? Come chop it up with me!

In this episode of the Leadership Spark podcast, Sylvain converses with Barbara Kellerman, a renowned professor of public leadership at Harvard Kennedy School. They discuss particularly her book “Leadership: Essential selections” and explore the intricate dynamics between leaders and followers, emphasizing the importance of context. Barbara introduces her leader-follower-context triad, critiques the leadership industry's leader-centric focus, and discusses the distinctions between power, authority, and influence.Show notes:Book  “Bad Leadership” by Barbara KellermanBook  “Followership” by Barbara KellermanBook  “LEADERSHIP: Essential Selections on Power, Authority, and Influence” by Barbara KellermanBook  “The end of Leadership” by Barbara KellermanBook  “Professionalizing Leadership” by Barbara KellermanBook  “Leadership from bad to worse” by Barbara Kellermansylvainnewton.com/podcast

"Great leadership inspires followership.  It get people to follow the strategy. Followership doesn't happen by just telling people what to do." Adam Weber joins the show in this week's episode. He is the former Chief People Officer at 15Five, co-founder of Emplify, and author of Lead Like a Human. You can learn more about Adam here  Interested in booking a free workshop for your organization, go here.  

Topics:  Hebrews 12/Attention, Abide Glamping, Turn Towards God, Jimmy And The Dukes, Elizabeth Eliot Quote, Masterclass, Celebrities, Hobbies, The Most Beautiful Person, Jesus & Children, Followership, Gorilla & 100 Men, Kentucky Derby BONUS CONTENT: Gorilla & 100 Men Follow-up   Quotes: “It would be great for you to be at peace.” “The secret is Christ in me.” “Sometimes just do something for the joy of it. It's really healthy.”

Hebrews 13:7, 17-21 7 Remember your leaders, those who spoke to you the word of God. Consider their way of life, and imitate their faith. 17 Obey your leaders and submit to them, for they are keeping watch over your souls, as those who will have to give an account. Let them do this with joy and not groaning, for that would be of no advantage to you. 18 Pray for us, for we are sure that we have a clear conscience, desiring to act honorably in all things. 19 I urge you the more earnestly to do this in order that I may be restored to you the sooner. 20 Now may the God of peace who brought again from the dead our Lord Jesus, the great shepherd of the sheep, by the blood of the eternal covenant, 21 equip you with everything good that you may do his will, working in us that which is pleasing in his sight, through Jesus Christ, to whom by the glory forever and ever. Amen. NOTES ON THE LESSON ON FOLLOWERSHIP Three Questions of Followership: 1 Whose faith are you imitating? 2 Are you willing to submit to someone else? 3 Are you a joy to lead? A Call to Imitate: 1 Corinthians 11:1 - "Be imitators of me, just as I imitate Christ." It is beneficial to have people in our lives whose faith we can imitate. Jesus Learned Obedience: Hebrews 5:8 - “Although Jesus was a son, he learned obedience from what he suffered.” Obedience and submission are learned behaviors. The Whole of Christianity: The whole of Christianity is about learning to surrender and yield every aspect of your life – every part of it – all of it – to the lordship of Jesus Christ. That's what the Christian faith is all about. The Followership Continuum: The Hebrew writer makes a continuum for following leaders. On one side of the continuum is joy and on the other side of the continuum is burden. NOTES FROM THE LESSON ON SOUL CARE Book on Church Leadership: The Care of Souls:Cultivating a Pastor's Heart by Harold L. Senkbeil The task of the leader in the church is to maintain a constant watch over the souls who have been committed to his care. The Role of the Watchman in the Old Testament: Watchmen were individuals who were appointed to their role and given the responsibility to watch over a city. Typically, they would be posted on a high wall or a tower so that they could see either a messenger or the enemy coming from long distances. The Primary Task of the Church Leader is to "Tend to the Soul" Humans do not have souls, humans are uniquely souls. We are both physical and spiritual, mortal and immortal, ordinary and unique in all of creation. There is nothing else like us in all of God's creation. We are souls.  The Shepherd and His Sheepdog: The relationship of the shepherd and his sheepdog beautifully illustrates the work of the shepherd in the local church with his ears tuned attentively to the voice of the Great Shepherd and his eyes focused carefully on the Great Shepherd's sheep. The Because of Submission: We submit to the shepherds of the local church because they are in a position of responsibility and accountability to the one who is in a position of authority – our Lord Jesus, the Great Shepherd of the sheep.  Discussion Questions 1. Who are some people who you have imitated in your life (in any aspect of life)? Who are two or three people whose faith you imitate? What is it about their faith that you imitate?  2. Are you willing to submit to someone else? Can you think of a time when it was hard to submit to someone else? What made it so difficult? Can you think of a time when it was a good thing to submit to someone else? What made it good? Does knowing the "because" of submission in verse 17 help you to be someone who is more willing to submit to them?  3. Where might you place yourself on the followership continuum? Can you think of an example when you or another person was a joy to lead? Can you think of an example when you or another person was a burden to lead?  4. What aspect of the lesson on soul care helped you to better understand the role of the leader in the church?  5. Spend some time praying for the shepherd nomination process at Southside. The shepherd selection team has provided us with a great prayer guide. There is a link to the prayer guide on church center. 

About the Guest:Dr. Chris Fuzie is an educator, leadership expert, and the President of the National Leaderology Association. With a doctorate in Education and Organizational Leadership and 30 years of experience as a police officer, Dr. Fuzie brings a rare blend of real-world leadership, academic rigor, and an innovative approach to organizational growth.His latest book, Liminal Space, challenges traditional views of leadership and followership, making him a perfect guide for today's evolving workplace.Episode Summary:What if the real secret to leadership and personal growth wasn't just about leading, but about learning how to follow?In this powerful episode, Steve Mellor and Dr. Chris Fuzie explore how embracing failure, recalibrating motivation, and empowering others can transform the way we lead and live. Dr. Fuzie shares actionable insights about the science of leadership, the undervalued role of followership, and the hidden patterns (like behavioral tessellations!) that drive lasting success.Whether you're in a leadership role, building your own growth journey, or simply looking to think differently about success, this conversation will leave you motivated, challenged, and equipped with practical strategies you can apply immediately.Key Takeaways:Why motivation is rooted in science, not just "willpower"How failure actually boosts growth (if you see it the right way)The powerful, often overlooked role of followership in organizationsWhy true leaders empower others, and aren't always the loudest voice in the roomThe importance of creating tessellations of behavior for sustainable successHow to identify, teach, evaluate, and modify behaviors for growth in any settingA fresh perspective on how households, teams, and companies can grow by shifting their view of leadershipWhy cross-training and early behavior modeling are keys to successful succession planningResources and Links:Dr. Chris Fuzie's website: cmfleadership.comDr. Chris Fuzie's books (including Liminal Space): Chris Fuzie on AmazonIf today's conversation sparked new ideas about leadership, growth, or the power of followership, don't keep it to yourself!

Hebrews 13:7, 17 7 Remember your leaders, those who spoke to you the word of God. Consider their way of life, and imitate their faith. 17 Obey your leaders and submit to them, for they are keeping watch over your souls, as those who will have to give an account. Let them do this with joy and not groaning, for that would be of no advantage to you.  Notes from the Lesson Three Questions of Followership: 1 Whose faith are you imitating? 2 Are you willing to submit to someone else? 3 Are you a joy to lead? A Call to Imitate: 1 Corinthians 11:1 - "Be imitators of me, just as I imitate Christ." It is beneficial to have people in our lives whose faith we can imitate. Jesus Learned Obedience: Hebrews 5:8 - “Although Jesus was a son, he learned obedience from what he suffered.” Obedience and submission are learned behaviors. The Whole of Christianity: The whole of Christianity is about learning to surrender and yield every aspect of your life – every part of it – all of it – to the lordship of Jesus Christ. That's what the Christian faith is all about. The Followership Continuum:  The Hebrew writer makes a continuum for following leaders. On one side of the continuum is joy and on the other side of the continuum is burden.  Discussion Questions 1. Who are some people who you have imitated in your life (in any aspect of life)? Who are two or three people whose faith you imitate? What is it about their faith that you imitate?  2. Are you willing to submit to someone else? Can you think of a time when it was hard to submit to someone else? What made it so difficult? Can you think of a time when it was a good thing to submit to someone else? What made it good? 3. Where might you place yourself on the followership continuum? Can you think of an example when you or another person was a joy to lead? Can you think of an example when you or another person was a burden to lead?  4. Spend some time praying for the shepherd nomination process at Southside. Pray specifically for the Lord to bless our church family with a spirit of followership. 

 Brant opens the Followership Conference with an invitation into something radically different:  not a call to leadership, but to followership—actually doing what Jesus said. He reminds us that there's only one expert, and the rest of us are classmates, learning together. Through scripture, history, and stories of hope, Brant paints a picture of the Kingdom so good that, once you see it, you'd give up everything to have it. We're invited to live differently—joyfully, peacefully, and  with purpose—trusting Jesus and becoming people of light in a dark world. Follow along with this session's notes/slides! 

Brant talks about the unnecessary weight of anger and anxiety so many of us carry—and shows how following Jesus offers us a much lighter way to live. He shares practical ways to become the kind of person who forgives in real time—yes, even in traffic and connects this to anxiety, too, showing how humans hold onto fear longer than any animal (baby zebras don't get ulcers). The life Jesus offers really is better, and we can live it now. Follow along with this session's notes/slides!

Guest speaker Lance Ford takes the Followership Conference to the front porch—literally. In this episode, Lance shares heartfelt and often hilarious stories of what it looks like to love your actual  neighbors. From monthly potlucks to lawn care, and from awkward introductions to transformative relationships, Lance reminds us that being a follower of Jesus means showing up in our neighborhoods with grace, humility, and open hearts.

In this session, drawing from Luke 12 and his own life, Brant explores Jesus' teachings about wealth, worry, and radical generosity. Greed, Brant reminds us, is sneaky—it doesn't announce itself, and it's not just a “rich people problem.” The takeaway? You don't need to own beautiful things to enjoy them, and you don't have to clutch what you have—because you're partnering with a generous God. Follow along with this sessions slides/notes!

In this final session, Brant brings everything full circle by asking the most important question:  What does God actually want from us? Not a long checklist of religious tasks. Not a constant emotional high. What God truly wants is loyalty—a steadfast, believing loyalty that holds on even when we don't feel anything at all.  Brant explores disciplines that help shape us into people who can live lighter, freer lives: prayer, Scripture memorization, Sabbath, solitude, fasting, silence, and gratitude. This final episode leaves you with the invitation to walk with God daily, honestly, and loyally. Follow along with this session's slides/notes!

Topics:  Social Tip, Hypocrites, No Agenda, The Last Supper, Shock Jock BONUS CONTENT: Followership Podcast, The Pope   Quotes: “If you encounter the real Him, you're not gonna want to walk away.” “I'm gonna turn on my social smoothness here in a second.” “That static is caused by the planet Jupiter.” “It's shocking that I'm relevant.” . . . Holy Ghost Mama Pre-Order! Want more of the Oddcast? Check out our website! Watch our YouTube videos here. Connect with us on Facebook! For Christian banking you can trust, click here!

In this episode of the Impostor Syndrome Files, we talk about behavior-based leadership. Do you feel clear about what your boss or company expects of you? Much of our self-doubt comes from worrying about whether we're doing it right. And the absence of clear leadership and guidance simply perpetuates that anxiety. My guest this week is Dr. Chris Fuzie, a former police officer who started college at the age of 40 studying organizational leadership and now has a Doctor of Education (Ed. D). Chris now owns his own leadership consulting business where he leverages a lot of his experience as a law enforcement officer. Here we talk about the importance of clearly defining the roles of both leader and follower through behaviors that reduce ambiguity and build trust.About My GuestDr. Chris Fuzie is the owner of CMF Leadership Consulting and is currently the Business/HR Manager for a District Attorney's office in California. Chris is a Leaderologist II and Vice President of the National Leaderology Association (NLA) who holds a Doctor of Education (Ed. D), M.A. and B.A. in Organizational Leadership, and has graduate certificates in Human Resources and Criminal Justice Education. Chris is a developer, trainer, consultant for leadership of public, private, profit, and non-profit organizations since 2010. Chris is a graduate of the FBI National Academy and a former National Instructor for the International Association of Chiefs of Police and California P.O.S.T. Courses. Chris is the author of "Because Why... Understanding Behavior in Exigencies." and of "S.C.O.R.E. Performance Counseling: Save the Relationship, Change the Behavior," and his latest book, “Liminal Space: Reshaping Leadership and Followership.” Chris is honorably retired from the Modesto Police Department after 28 years of public service leading such teams as the Homicide Team, the Hostage Negotiations Team, the Street-Level Drug Team and the School Police Officer Team.~Connect with Chris:Websites:https://www.cmfleadership.com/ https://www.scoreperformancecounseling.com/ LinkedIn: https://www.linkedin.com/in/dr-chris-fuzie-ed-d-m-a-ol-vl2-37587934/ X: https://x.com/CMFLeadership~Connect with Kim and The Impostor Syndrome Files:Join the free Impostor Syndrome Challenge:https://www.kimmeninger.com/challengeLearn more about the Leading Humans discussion group:https://www.kimmeninger.com/leadinghumansgroupJoin the Slack channel to learn from, connect with and support other professionals: https://forms.gle/Ts4Vg4Nx4HDnTVUC6Join the Facebook group:https://www.facebook.com/groups/leadinghumansSchedule time to speak with Kim Meninger directly about your questions/challenges: https://bookme.name/ExecCareer/strategy-sessionConnect on LinkedIn:https://www.linkedin.com/in/kimmeninger/Website:https://kimmeninger.com

Today we hear from Richard Kriegbaum and explore the profound impact of prayer on leadership. Richard shares his journey of writing 'Leadership Prayers' and how personal experiences shaped his understanding of prayer and leadership. This discussion delves into the importance of followership, the lessons learned from failures, and the transformative power of prayer in guiding leaders and communities. BaddestChaplain's Newsletter is a reader-supported publication. To receive new posts and support my work, consider becoming a free or paid subscriber. This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit www.baddestchaplain.com/subscribe

In this episode of On the Brink with Andi Simon, I am joined by Dr. Chris Fuzie, Ed. D, leadership expert and author of the thought-provoking new book Liminal Space: Reshaping Leadership and Followership. Together, we explore how leadership is evolving and how traditional distinctions between "leader" and "follower" no longer apply in dynamic, modern organizations. Dr. Fuzie shares insights from his 28-year career in law enforcement and his academic journey in organizational leadership. Dr. Fuzie is a seasoned leader, educator, and consultant with a passion for transforming organizations through innovative leadership practices. He introduces the concept of liminal space—a transformative, in-between zone where individuals often occupy roles of both leader and follower simultaneously. Through engaging storytelling and a practical behavioral framework, he challenges us to think differently about how we lead, how we follow, and how we cultivate organizational cultures of adaptability, accountability, and grace. Whether you're in the C-suite, a middle manager, or just starting your leadership journey, this episode offers fresh and applicable insights to help you navigate fast-changing times. In This Episode, You'll Learn about Leaderology and Liminal Space: What liminal space is and why it matters for today's leaders and followers Why leadership is behavior, not position—and how followership is just as critical How Chris developed his Tessellations of Behavior model for strategic, tactical, and operational alignment The power of clearly defined behaviors like integrity, teachability, and grace in shaping organizational culture How the National Leaderology Association is working to elevate leadership and followership as scientific disciplines Why grace and empathy are essential tools for modern leadership in a world of rapid change and AI integration You will enjoy watching our podcast on YouTube. Other podcasts you will enjoy: 429: Embracing the Future: How Matt Leta is Guiding Companies 428: Al Must Transform Our Communication Strategy. Just Ask Dan Nestle! 427: Empowering Women in STEM: Rashmi Chaturvedi's Journey Additional resources for you My two award-winning books: Rethink: Smashing The Myths of Women in Business and On the Brink: A Fresh Lens to Take Your Business to New Heights Our latest book, Women Mean Business: Over 500 Insights from Extraordinary Leaders to Spark Your Success, co-authored with Edie Fraser and Robyn Freedman Spizman All of our white papers, particularly those on Blue Ocean Strategy Our website: Simon Associates Management Consultants Connect with me: Website: www.simonassociates.net Email: info@simonassociates.net Books: Rethink: Smashing the Myths of Women in Business Women Mean Business On the Brink: A Fresh Lens to Take Your Business to New Heights Listen + Subscribe: Available wherever you get your podcasts—Apple, Spotify, Stitcher, YouTube, and more. If you enjoyed this episode, leave a review and share with someone navigating their own leadership journey. Reach out and contact us if you want to see how a little anthropology can help your business grow.  Let's Talk! From Observation to Innovation, Andi Simon, PhD CEO | Corporate Anthropologist | Author Simonassociates.net Info@simonassociates.net @simonandi LinkedIn      

Joined on this episode by the one and only Steven Shaffer and it promises to be an awesome discussion!  We start off by having Chief Shaffer talk about the Beacon Street LODD fire and the lessons learned.  then we shift gears and talk about Steven's mindset towards training, training, and more training! Peer support and how to handle the tough-times when they come along. He has a unique perspective and there is a lot of value in what we discussed! 

Joined on this episode by one of the first ten guests of the Scrap... Mr. Fire Inside himself... Marc Aloan. It was an amazing episode as we dep dive into followership and craftmanship and the decline of the importance of tenure in modern society.  We  discuss Dunning/Kruger and how it plays a part. Impact Vs. image and which one does your department care about? Quality Vs. Quantity and how it goes into everything including calls and our approach to personnel.  It promises to be an awesome discussion and that does not even include all of the amazing questions that we got from the live audience!  

Patreon, a company that enables fans to directly support internet creators financially, has produced a report looking at how creators and their fans are feeling these days. One finding: Fans say they’re seeing more short-form work on social media, even though they prefer long-form content. And more than half of creators surveyed say it's harder to reach their followers now than five years ago. This is part of what the report calls the “TikTokification of the internet.” Brielle Villablanca, vice president of communications and creator advocacy at Patreon, discusses the trade-offs for creators in the current TikTok-driven environment with Marketplace’s Stephanie Hughes.

Patreon, a company that enables fans to directly support internet creators financially, has produced a report looking at how creators and their fans are feeling these days. One finding: Fans say they’re seeing more short-form work on social media, even though they prefer long-form content. And more than half of creators surveyed say it's harder to reach their followers now than five years ago. This is part of what the report calls the “TikTokification of the internet.” Brielle Villablanca, vice president of communications and creator advocacy at Patreon, discusses the trade-offs for creators in the current TikTok-driven environment with Marketplace’s Stephanie Hughes.

In this special episode of EMS One-Stop, host Rob Lawrence welcomes General Robert B. Neller, the 37th commandant of the United States Marine Corps, to discuss leadership, decision-making, team building and the evolving challenges facing public safety professionals. General Neller shares his perspective on leading under pressure, making critical decisions, and fostering an ethical and resilient organizational culture. With decades of military leadership experience, he provides actionable insights that apply not only to the armed forces but also to EMS, law enforcement, and fire and rescue personnel. Throughout the episode, General Neller emphasizes the importance of training, adaptability and the role of leadership in guiding organizations through times of uncertainty. He highlights the significance of ethical leadership, followership and how leaders must take responsibility for failures while empowering their teams. The discussion also explores the impact of emerging technologies, such as AI and body-worn cameras on public safety, and the crucial need for ongoing training despite staffing and funding challenges. This thought-provoking conversation delivers key takeaways for current and aspiring leaders across all branches of public safety. 15 leadership quotes from General Robert B. Neller “Making decisions is part of your training — you're expected to make them, and you have to do it in critical moments.” “If I could wave a magic wand, I'd put everyone at 110% staffing so they had the time to train properly.” “The leader's job is to set the example — how you carry yourself, how you treat others, and how you communicate matters.” “Good leaders anticipate. They don't just react — they look ahead and keep their teams informed.” “Followership isn't blind obedience; it's about understanding the mission, contributing ideas, and executing effectively.” “Accepting responsibility is a core tenet of leadership — when things go wrong, the leader must own it.” “Change is inevitable, and good leaders learn to embrace it while preparing their people for what's ahead.” “Take care of yourself — physically, mentally and morally — because leadership starts with personal discipline.” “As a leader, you have to accept that sometimes you'll make the right call, and things still won't go your way — that's part of the job.” “You have to train and rehearse because time spent on reconnaissance is seldom wasted.” “The worst thing you can hear as a leader is that ‘you don't care' — your people need to know that you do.” “To build culture and cohesion, you set the example — you take the physical fitness test, you wear the uniform properly, and you carry yourself the right way.” “Good leadership is not about the complete suppression of ideas — if you have time, get input, because someone might have a better idea than you.” “If you have good followers, being a leader is significantly easier — if you don't, it's a challenge every day.” “Change is inevitable — if you're not evolving, you're not making progress, and that's a problem.”

Explore how the entrepreneurial mindset can revolutionize your career approach. Eli Woolery, co-host of the Design Better podcast, shares insights on applying entrepreneurial principles to any professional journey and offers actionable strategies for career growth and innovation.How can adopting an entrepreneurial mindset transform your career, even if you never plan to work for yourself?Eli Woolery, author, speaker, and co-host of the Design Better podcast discusses the concept of applying an entrepreneurial mindset to a career in UX design, whether working independently or within a company.Eli shares insights from his diverse career, including teaching at Stanford, working at InVision, and starting his own entrepreneurial ventures. We explore traits that foster entrepreneurial thinking, such as scrappiness, grit, and curiosity, and how these can benefit both individual contributors and those aiming for leadership roles.Don't miss this opportunity to learn from Eli's experiences and gain valuable strategies for applying entrepreneurial thinking to your career. Learn how embracing these principles can lead to greater innovation, career growth, and personal fulfillment.Listen now and start transforming your career approach today!Topics:• 01:52 – Entrepreneurial Mindset• 02:20 – Guest Introduction: Eli Woolery• 03:14 – Eli's Career Journey• 03:54 – Entrepreneurial Traits and Mindset• 16:27 – Applying Entrepreneurial Mindset in Careers• 20:48 – Intrapreneurship in Large Organizations• 24:15 – Design Better Podcast Origins• 30:47 – Overcoming Imposter Syndrome• 31:16 – Teaching and Personal Growth• 32:20 – Challenges for Introverted Entrepreneurs• 33:56 – Company Hierarchy and Leadership• 35:03 – Followership and Servant Leadership• 37:24 – Advice for Students and Career Shifters• 42:53 – Balancing Full-Time Jobs and EntrepreneurshipHelpful Links:• Connect with Eli on LinkedIn• Design Better Podcast—Thanks for listening! We hope you dug today's episode. If you liked what you heard, be sure to like and subscribe wherever you listen to podcasts! And if you really enjoyed today's episode, why don't you leave a five-star review? Or tell some friends! It will help us out a ton.If you haven't already, sign up for our email list. We won't spam you. Pinky swear.• Get a FREE audiobook AND support the show• Support the show on Patreon• Check out show transcripts• Check out our website• Subscribe on Apple Podcasts• Subscribe on Spotify• Subscribe on YouTube• Subscribe on Stitcher---Support our sponsors!Ok web designers. Let's talk about the “c” word—creative burnout.You're working on a site for a really big client, but between resourcing, feedback, tight budgets and even tighter deadlines—it doesn't make the cut. Wix Studio helps close that gap, so you can deliver your vision with less friction. Built for agencies and enterprises, you get total creative control over every last pixel. With no-code animations, AI-powered tools, reusable design assets, advanced, intuitive layout tools and a Figma to Wix Studio integration, you can design the way you want to and deliver when you need to.And if you're worried about the learning curve eating into time you don't have—don't be. Wix Studio is intuitive by design, so your entire team can hit the ground running.For your next project, check out wix.com/studio

In today's episode of Leadership is Feminine, Kris Plachy explores the profound responsibility that comes with leadership and the undeniable influence leaders have—whether they realize it or not. Leadership isn't just about making choices; it's about understanding the weight of those choices and the impact they have on the people who follow. Kris challenges both leaders and followers to reflect: When was the last time you revisited your values? Are you making decisions based on your own beliefs, or simply following someone else's lead? She urges listeners to take a step back, dig into their core values, and ensure they're aligned with the people and organizations they choose to follow. But leadership doesn't exist without followership. Kris dives into the often-overlooked responsibility of followers, emphasizing that it's just as crucial for them to understand their own values. “It is as incumbent upon followers to know what their values are, as it is for leaders,” she says. Too often, people look to leaders for direction without first identifying what truly matters to them. “If you assume a role of leadership, you have a tremendous amount of responsibility,” Kris reminds us. People naturally seek guidance, and as a leader, you set the course—whether for a team, a business, or a community. This episode is a call to step into leadership and followership with clarity, intention, and a strong foundation of personal values. Key Takeaways From This Episode Understanding the Responsibility That Comes with a Leadership Role: Discussion of how easy it is for people to be placed in leadership roles based on the followers around them. Leaders Can Influence and Shape People's Actions and Decisions The Importance of Clear Values for Both Leaders and Followers: Self-awareness and clarity about one's values. The Challenge of Different Interpretations of Shared Values Values in the Workplace: Understanding the values of your organization and your leaders. Contact Information and Recommended Resources Join the Waitlist for SAGE PATHWAY CLICK HERE to join the Sage Pathway waitlist to learn how to develop and lead your management team so the business thrives without relying solely on you. Get Access to HIRING & DEVELOPING LEADERS Want the free guide that answers your most asked questions about developing your next level management team? CLICK HERE to get it.   Linkedin Instagram Facebook Pinterest

Is a referee a leader or manager?Often today we use the term referee or leader interchangeably. This dilutes the difference those roles have. Which poses the question... is a sports referee a leader or a manager?Establishing the differences, allows us to define the responsibilies of each.In today's podcast, Clark Ray, Tony Walmsley and I discussed Managers, Leaders and Followers. What are the rights, responsibilities and duties of each?What happens when team members fall short or disengage?Is it the responsibility of team members to follow? Or for leaders to inspire followers to want to follow?Share your thoughts below and as part of The Building Better Leaders Research ProjectLinks:Clark Ray's Linkedin Profile: https://www.linkedin.com/in/10thman/Clark's Website: https://www.clarkray.comTony Walmsley's Linkedin Profile: https://www.linkedin.com/in/tony-walmsley/Tony's Website: https://theleadersadvisory.comRob McPhillips's Linkedin Profile: https://www.linkedin.com/in/robmcphillips/Building Better Leaders Research: https://robmcphillips.com/building-better-leaders-project/Chapters:00:00 Ben White's Gamesmanship: A Controversial Tactic00:39 Referee's Role: Leadership or Management?01:25 Defining Leadership: A Philosophical Debate02:33 Ethics in Sports: Comparing Football and Rugby03:28 Historical Leaders: Churchill, Blair, and More04:23 The Complexity of Leadership and Followership05:31 The Referee's Ethical Dilemma08:52 Leadership in Crisis: Trust and Authority14:42 The Role of Vision in Leadership20:13 Permission vs. Commitment in Leadership31:42 The Essence of Leadership33:25 The Problem with Modern Leadership34:02 Historical Examples of Leadership Failures35:50 Character and Integrity in Leadership37:12 Leadership in Family and Society39:39 Challenges of Leading in Today's World44:22 The Role of Vision in Leadership54:06 The Importance of Moral Leadership55:45 The Need for Collective Vision58:58 Final Thoughts on Leadership and Followership

This discussion highlights the importance of recognizing that everyone can engage in leading within their roles, while also addressing the crucial skills of followership and the need for clarity in leadership roles to foster effective teamwork and improve patient outcomes.

In this episode of The Emergency Mind Podcast, host Dan Dworkis shares an epic discussion from the 2024 Tactical Trauma event in Sweden. Featuring experts Ian Beardsell, Abrehic O'Kelly Alice Hutin, and Stephen Hearns, the conversation digs into the nuances of teamwork and excellence in high-stakes environments. Topics include the importance of continuous training, the challenges of working with unfamiliar teams, and strategies for improving team dynamics and performance. 00:00 Introduction and Podcast Update 00:19 Tactical Trauma 2024 Event Overview 01:03 Panel Introduction and Discussion Setup 02:17 Defining Good Teams and Training 04:30 Challenges in High-Pressure Medical Scenarios 08:11 Building Trust and Collaboration in Teams 11:08 Improving Team Performance and Self-Reflection 14:26 Leadership, Followership, and Team Dynamics 20:49 Final Thoughts and Future Vision for Teamwork

In this episode, Dr. Phillip D. Fletcher explores the often-overlooked yet critical role of followership in leadership. Followership is a concept developed by Ira Chaleff. Drawing from his leadership philosophy rooted in human dignity, love, and generosity, Dr. Fletcher unpacks how courageous followership creates a foundation for thriving individuals and organizations. Listeners will discover practical insights on how to serve with self-reflection, attention to personal well-being, and discipline creating a culture of mutual respect and growth.Whether you're a seasoned leader or someone aspiring to make a meaningful impact, this episode will inspire you to see followership as an essential pillar of leadership excellence.This talk was given at City of Faith's Emerging Leaders Academy on Wednesday January 22, 2025 in Little Rock, Arkansas.

Maturity in sonship comes via the discipline of discipleship by imitation: of God in CHRiSt and of the gifts (in men, of men) for the perfecting of the saints! This series shows you how!   For inquires & bookings: Phone: +234 708 881 8864 Email: thebasileiacommisssion@gmail.com Twitter | Instagram: @WAHTheChurch Facebook: @TheBasileiaCommission | @WAHTheChurch

In this episode, Dan and Lauren dive into a masterclass on teaching followership with Drs. Mark Rennaker and Mike Linville from Indiana Wesleyan University's Division of Leadership & Followership Studies. They explore how followership education enhances leadership development, sharing insights from their undergraduate and graduate courses. The conversation delves into assignments, like charting leadership systems, and impactful readings, such as works by Kellerman and Chaleff, to help students reframe their understanding of roles, responsibilities, and hierarchies. Mark and Mike also discuss how personal beliefs and societal factors shape their teaching, providing leadership educators with tools to foster meaningful discussions and student engagement.

Meet Dr. Chris Fuzie, a law enforcement professional turned consultant and educator. Today on Legendary Leaders, Cathleen sits down with Chris to learn about his transformative journey and his commitment to self-education and personal growth. With experience ranging from homicide investigations to hostage negotiation, Chris delivers us a vivid look into leadership dynamics within law enforcement. As you listen, you'll discover Chris's approach to overcoming career setbacks, the importance of stepping out of comfort zones in learning, and the invaluable role of followership. Whether you're keen on leadership theories, fascinated by law enforcement, or want to explore new ways to elevate your career, this episode packs a wealth of wisdom and actionable advice. Episode Timeline:  08:21 Chris on becoming a police leadership instructor. 15:38 Law enforcement emphasises empathy in action. 20:36 Open-minded police see that people are fundamentally similar. 24:08 Unexpected prison advice on body language effectiveness. 31:20 Leading and following simultaneously in transitional space. 34:23 Leadership is about actions, not titles. 48:12 Teaching young proper policing behaviour and discipline. 59:57 Concerns about workplace contention and authority imbalance. 01:04:20 Organisational culture and cohesion are essential.   Key Takeaways:  Chris introduces the concept of "liminal leadership," which emphasises the fluid interplay between leading and following. He argues that effective leadership isn't solely about hierarchy or position, but understanding when to lead and when to follow.  The discussion highlights the importance of focusing on specific desirable behaviours rather than formal titles in creating effective leaders and followers. Chris's approach suggests that nurturing these traits is more impactful than traditional mission statements. Chris's personal journey highlights the importance of persistence and resilience in professional development. Despite facing multiple setbacks and rejections, he has maintained a focus on growth and personal improvement which actually advanced his career.   ABOUT Dr. Chris Fuzie  Dr. Chris Fuzie, Ed.D., is an expert in leadership and followership with a distinct focus on behavior-based approaches to personal and professional development. He is an author, educator, and consultant known for his work in reshaping traditional leadership paradigms through his innovative concepts and models. Dr. Fuziee's professional contributions are particularly influential in areas where leading and following are seen as interconnected and dynamic processes.​ Professionally, Dr. Fuziee is dedicated to reshaping traditional leadership paradigms, blending academic insights with practical, behavior-based approaches. His books, like "Liminal Space: Reshaping Leadership and Followership," reflect his commitment to helping individuals and organizations navigate complex interpersonal landscapes. ​As a trainer and mentor, Dr. Fuziee is known for his engaging and approachable style. He is direct yet empathetic, combining deep theoretical knowledge with practical applications. His background in education and real-world experience equips him to connect with diverse audiences, making complex concepts accessible and actionable. Connect with Chris : Website: https://www.cmfleadership.com/  Social Media Links: LinkedIn: https://www.linkedin.com/in/dr-chris-Fuziee-ed-d-m-a-ol-37587934/  X (Twitter): https://x.com/CMFLeadership  Facebook: https://www.facebook.com/profile.php?id=100090255232861  Instagram: https://www.instagram.com/chrisFuziee/ Pinterest: https://www.pinterest.com/cmfleadership/  Connect: 
  Find | Cathleen O'Sullivan  Business: cathleenmerkel.com   Email: cmc@cathleenmerkelcoaching.com  LinkedIn: https://www.linkedin.com/in/cathleen-merkel/ Instagram: https://www.instagram.com/legendary_leaders_cathleenos/     FOLLOW LEGENDARY LEADERS ON APPLE, SPOTIFY OR WHEREVER YOU LISTEN TO YOUR PODCASTS.

KeywordsCultureCon, organizational culture, employee engagement, leadership, followership, networking, gratitude, team dynamics, company culture, motivational strategiesSummmaryIn this conversation, Una and Doug catch up on Una's experience at CultureCon, a conference focused on improving organizational culture. She highlights the importance of being a diehard fan in leadership, the ongoing challenge of employee engagement, and shares actionable insights for businesses to foster a culture of gratitude and connection among employees.TakeawaysCultureCon focuses on improving organizational culture.Being a diehard fan can inspire and motivate teams.Employee engagement is a continuous challenge for all companies.Remote work exacerbates the issue of employee engagement.It's essential to separate individuals from their performance results.Leaders should focus on followership to drive change.Encouraging gratitude can enhance team dynamics.Networking and sharing ideas are key at CultureCon.Practical tips can help foster a positive culture.Creating a culture of giving can lead to better engagement.Chapters00:00Exploring CultureCon: A Conference for Change02:47The Power of Being a Diehard Fan05:55Employee Engagement: A Universal Challenge07:44Actionable Insights from CultureCon

In this episode of the Long Blue Leadership Podcast, Cadet First Class Andrew Cormier opens up about his inspiring journey from growing up in Massachusetts to becoming a squadron commander at the U.S. Air Force Academy. He reflects on the early influences that shaped his values, the value of community service and service before self, sharing the leadership lessons he's learned along the way.   SUMMARY Andrew also talks about launching his own podcast, designed to help fellow cadets explore their career paths and grow as leaders. Throughout the conversation, he highlights the importance of understanding diverse career opportunities, the personal growth that comes from podcasting, and the power of community engagement. With a focus on national pride and perspective, he emphasizes that true leadership is about serving others—putting the team first rather than seeking personal recognition.   5 QUOTES "It's not about you. It's not about you. It's about the team." "When you're a leader, it's your job. There shouldn't be any extra, you know, kudos given to you. Everyone has their own piece in the puzzle, and just because your face is more prominent than others does not mean that the mission is any less doable with like one piece missing or another piece missing." "I just really urge people to try to understand other people's perspectives and listen more than they talk, because those pieces for me, like I'm a Pretty staunch capitalist, but I recently bought the Communist Manifesto. I want to understand where these ideas stem from." "American ideals are amazing, and they need to be protected. And in order for me to have any say in that, I need to have skin in the game. And that's what I look at my service as is me gaining skin in the game." "It's not difficult, it's just super time consuming and kind of annoying. And so, I mean, it even like stays true to today, everything I have to do isn't necessarily difficult. I'm a management major. I don't know what the Astro or aero people are going through. I'm sure that's very difficult. But for me, it's more just like getting the reps in it, and it's very gradual." - C1C Andrew Cormier '25, October 2024   SHARE THIS EPISODE LINKEDIN  |  TWITTER  |  FACEBOOK   CHAPTERS 00:00:  Introduction to Cadet Andrew Cormier 02:52:  Andrew's Early Life and Background 05:52:  Discovering the Military Path 08:46:  Community Service and Humanitarian Efforts 12:10:  Transitioning to the Air Force Academy 15:07:  Experiences in Basic Training 17:57:  Leadership and Followership at the Academy 20:47:  Becoming a Squadron Commander 24:11:  The Role of a Squadron Commander 27:12:  Starting the Podcast Journey 34:54:  Understanding Career Paths in the Air Force 39:30:  The Impact of Podcasting on Personal Growth 44:45:  Engagement and Value in the Cadet Community 52:36:  Navigating Post-Graduation Decisions 01:00:05:  The Importance of National Pride and Perspective 01:04:53:  Leadership Lessons: It's Not About You   ANDREW'S 5 KEYS TO LEADERSHIP SUCCESS Leadership is not about you, it's about the team. As a leader, your job is to represent and protect your people, not focus on personal privileges. Seek to understand different perspectives and listen more than you talk. Don't take American ideals and freedoms for granted - they need to be actively defended. Balance future planning with living in the present. Don't become overly fixated on the future at the expense of enjoying the moment. Perseverance, critical thinking, and resourcefulness are key to success. Rely on these core strengths rather than trying to control everything. Diverse experiences and mentorship are invaluable. Seek out advice from those who have walked the path you want to follow, and be open to learning from a variety of backgrounds.   ABOUT ANDREW BIO C1C Andrew D. Cormier is a cadet at the U.S. Air Force Academy (USAFA) in Colorado Springs, CO. Cadet Cormier is the commander of squadron 15, the Mighty War Eagles. C1C Cormier is originally from Fitchburg, MA and entered the Air Force Academy in June of 2021 following his lifelong passion to “serve others.” Throughout his cadet career he has held the squadron position of Diversity & Inclusion NCO and Spark Innovator, but on an unofficial level has hosted the “For the Zoomies” podcast interviewing over 75 officers to better understand their experiences in the Air Force for the sake of helping cadets make career decisions, as well as been a widely trusted barber in the dormitories. C1C Cormier plans to complete his Bachelor of Science in Business Management in May 2025. Immediately following graduation he intends to commission as a Second Leiutenant in the U.S. Air Force and become an Acquisitions Officer. - Copy and Image Credit: Andrew Cormier    CONNECT WITH ANDREW LINKEDIN  |  INSTAGRAM  |  TWITTER   RECOMMENDED LISTENING:  FOR THE ZOOMIES PODCAST with C1C Andrew Cormier   LISTEN NOW!     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 SPEAKERS GUEST:  C1C Andrew Cormier  |  HOST:  Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz 00:00 My guest today is Cadet 1st Class Andrew Cormier, USAFA Class of '25. Andrew stands out among the finest examples of those who have taken the service-before-self aspect of their work as developing leaders very seriously. In Andrew's case, he helps and supports his fellow cadets by guiding them to their optimal career paths through the guests and their experiences on his podcast. This is a new approach for Long Blue Leadership, and one we think you'll appreciate, because we're looking at leadership through the eyes of one who both follows and leads, thriving in both spaces. We'll talk with Andrew about his life before and during his time at the Academy. We'll ask where he's headed when he graduates. We'll discuss the role he's taken on as a podcaster, and we'll ask how he's successfully led and followed. We'll end with Andrew's takeaways and leadership tips. Andrew, welcome to Long Blue Leadership. We're so glad you're here.   Andrew Cormier Thanks for having me, Naviere.   Naviere Walkewicz Absolutely. So it's got to be a little bit different being on the other side of the podcast mic.   Andrew Cormier Yeah, no, it's definitely interesting to be here. I've done a few before, but they weren't in person, and this was like the highest quality, so I have a little bit of imposter syndrome, not gonna lie.   Naviere Walkewicz Oh goodness. Well, we'll learn from each other, right? I think that's the best. We can always be learning; we can always get better. So, I'm excited to take in some of the things that you do as well. Feel really good about that. Well, one of the things we like to do on Long Blue Leadership is we rewind the clock a little bit. Some clocks are further rewound back than others, and so I'm really excited to kind of get to know. Where were you before the Academy? Where'd you grow up? What was life like?   Andrew Cormier OK, I'm not as chronologically advanced, like, relative to maybe my experience in high school. I grew up in Fitchburg, Massachusetts, lot of pride coming from the East Coast. My parents, my dad, he worked as a general contractor, so I spent a lot of summers laying tile, you know, doing framing houses, all that sort of stuff, just like, you know, a general laborer. Honestly, just like sweeping up a lot of dust and mess, as he actually did all the hard work. And then I went to a tech school, Montachusett Regional Vocational Technical High School. That's a mouthful, but I went there mostly because my brother went there. I wasn't a huge decision maker back then, like I consider myself somewhat now. And I studied machine technology, and working on metal pieces like running lathes and mill machines and electronic discharge machines, just to — I didn't really know what preparing for the future was like, but that was the kind of path I was on. But then, I grew up playing hockey and lacrosse, and I realized that I had an opportunity with that somewhat, and I was traveling the East Coast playing lacrosse. Think it was after a tournament in Ashton, Pennsylvania, me and my dad got a phone call from Coach Wilson, the Air Force Academy lacrosse coach, saying, “Hey, we saw you play this weekend. We'd love to have you out.” And so that's like a really quick rundown of where I come from, but I guess moral of the story: I really appreciate the background, the kind of blue-collar experiences that I've had when it comes to growing up in Massachusetts.   Naviere Walkewicz No, that's awesome. And I think it's, it's great know that you're not afraid to get your hands dirty, to work hard and grit. I mean, that kind of is also synonymous with hockey. I feel like you work hard, you dig. So let's talk about that a little bit more. Older brother then. So you're one of two? Any other siblings?   Andrew Cormier Yeah, just me and my brother.   Naviere Walkewicz OK, and so what was it like growing up with an older brother? You know, were you always the one that he got to test things on? Or what did that look like?   Andrew Cormier No, my brother — he's about three and a half years older than me, so we never really were in school at the same time. He was always, four grades ahead. So we went to all the same schools, but he was leaving just as soon as I was arriving. But no, he was a great big brother. I was more of like the wild child, me and my mom will sometimes look at the family videos, and it's me kind of just being this goofball, like not appreciating things, like complaining, whining, all this stuff while Zach's over here, trying to help me. Like, I remember this video: We lived in this house where the driveway was very steep, and so we would just like drive our little like plastic carts down the driveway right, and my brother was over here, like, trying to push me up the hill, and I'm over here, like yelling at him—   Naviere Walkewicz Go faster!   Andrew Cormier No, I was like, “Stop, Zach, stop!” Like, looking back, I'm like, wow, I was just a goofball. He's over here trying to help me, right? But no, he was. He was a great big brother. And to be honest, growing up, I consider myself to have, like, a really spongy brain in terms of, I want to learn things through other people's experiences so that I don't make the same mistakes myself. And so when I would see my brother do all these things, he got into lacrosse. I got into lacrosse. He went to Monty Tech. I saw what cool opportunities there were with that. I went there. And so it was kind of like he tested the waters for me, and then I ended up, following suit. And it's, it's kind of changed since then, I've come to a little bit more of like an independent person. But, you know, growing up, you kind of always look up to your big brother.   Naviere Walkewicz Yes, I love that. And so, aside from being recognized through your lacrosse sport, how? How did the military come into play? Was that something always on the radar? Is it somewhere in your family, maybe not with your dad or your mom, but elsewhere?   Andrew Cormier Yeah, um, my family wasn't big on the military, not that — you know, we grew up pretty disciplined, but the on my mom's side, her parents are immigrants from Canada. There's not a whole bunch of military history there. But on my dad's side, my Pepe, his dad, was drafted for the Korean War, and so he did communications for four years, and then he got out. But beyond that, I mean, he passed when I was young, so I never really got to really — he never really had the opportunity to instill lessons into a sentient person, more or less. So, yeah, I felt more or less like I was doing this for the first time, like it wasn't a huge military thing. But in high school again, my brother, it was an open house. I was in seventh or eighth grade. I get brought to the Marine Corps Junior ROTC program at my high school. And I was really like, what's going on here?   Naviere Walkewicz In an excited way, or?   Andrew Cormier Kind of. It was more like, intrigued, not super— my first question after he gave his little pitch was, “So do I have to serve?” And he was like, “No, no, no.” And I was kind of relieved. So that's kind of my initial impression. I go to school, I'm not enrolled initially, and to be honest, I don't remember what urged me to enroll in the program, but I ended up enrolling. I loved it.   Naviere Walkewicz What year was that?   Andrew Cormier It was freshman year, so I did all three years, because I transferred to a different school my senior year, but I did it all three years, and I loved it, mostly because of the service aspect of it. We did a lot of — it wasn't like, I feel like ROTC, especially at the Academy, because, you know, if other cadets see this, they're probably gonna flame me for it. But this has, it has this perception of collecting badges and ribbons and, cadet general, all that sort of stuff. And that was so far from what my program was all about, we were doing a bunch of community service. Like, you know, in Fitchburg, we would go near the Boys & Girls Club and pick up trash in the area. Obviously, picking up the trash wasn't fun, but just like, going out and do something with your buddies on the weekend, that was fun. Countless Salvation Army collections, like we'd sit outside the grocery store—   Naviere Walkewicz Ring the bell?   Andrew Cormier Yeah, collect money. All those sorts of things were what really pushed me on. And then I think the culminating thing that really pushed me to want to pursue this was, my sophomore year, we did a humanitarian trip after Hurricane Harvey hit in Texas. So we went down to Wharton, raised a whole bunch of money, took 50 of the about 100 cadet corps, and we posted up in this Boys & Girls Club gymnasium, all on cots. We'd march to breakfast at Wharton Community College, and then we'd spend the day going back and forth in teams, in our vans, either bringing cabinetry to houses, flooring to houses, drywall to houses. And then we'd install it, because it was all flooded up to pretty much the knee from Hurricane Harvey. And so that week that we spent down there was super impactful to me, especially at the end. There was a bunch of little projects, but centrally, there was a big project, because this house was basically destroyed. And coming from a tech school, we have a bunch of plumbers, carpenters, cabinet makers, all the all these different trades coming together, and they ended up doing something really good for this one family. And so they left for a week, and then they were able to reintroduce them on that Friday, and it was super heartwarming. I don't know how I feel saying that word, because I emasculated myself, but, that sort of feeling. It was like, “Wow, we really, like, helped a family,” and it was impactful to me. And so, you know, now at the Academy, I'm like, I haven't had time to do community service, and I feel bad about it, but that's kind of what really got me interested in it.   Naviere Walkewicz Well, I think it's fascinating how, you know, your ability — you worked with your dad, so I think you brought some of those skills, and then again through school. But I think a heart of service is kind of the theme that we're hearing early on in this conversation. What I think we're going to even talk about more. So you were discovered through lacrosse, the little — you went on a, probably an intercollegiate, tour of the Academy. And were you like, “Yes, this is it,” or was it still like a “Well…”   Andrew Cormier Yeah, so backtrack a little bit. My senior year I ended up transferring to Northfield Mount Hermon. It's a college preparatory school, so I was boarding there. And I say that because when I came here, I was really interested in old schools that have a lot of heritage, a lot of tradition. My school, it was like, I — all my fellow “Hoggers” are going to be disappointed that I forget the year that it was founded by Dwight L. Moody, but it's a very old school. Lots of traditions, a lot of fun stuff to like, you know, students are looking forward to and seeing what a lot of the freshmen had to do in my trip here, despite it being a relatively younger school compared to West Point and Annapolis, I was like, “That's cool.” Like, I like the hierarchy structure of it. I really like seeing it. The chapel was out, so I got to see, ya know, it was one of those sort of situations where I was really looking for a school that had fit the criteria of getting able to, you know, serve tradition. And I really wanted to play college lacrosse and at that time it looked like it was gonna fit those descriptions.   Naviere Walkewicz Yeah, so the Academy it was, and what was day 1 like for you?   Andrew Cormier 12:41 A few disclaimers: I want to say that, one, I didn't end up making lacrosse team, so I don't want to be, you know, claiming I made it and I didn't. And two, so…   Naviere Walkewicz …so let's pause there a second. So you were initially recruited, but you got and you had to do the whole application and get in on your own, because you ended up not being a recruited athlete?   Andrew Cormier Yes, and I got denied my first time.   Naviere Walkewicz OK, let's talk about that.   Andrew Cormier Yeah, so I, I applied Well, trade school, education, trade one week, education, other week. So you can see I might be slightly deficient in in certain academic realms. And so that's why I transferred to college Preparatory School, because I wanted to, you know, go all in on my academics, hopefully, you know, get me in. It worked in terms of really opening my perspective, but didn't work in terms of getting me into the Academy the first try, which I was initially a little bummed about, but now looking back on it, I'm like, that was, you know, the Falcon Foundation, shout out to him, or shout out to them, and Gen. Lorenz, everyone. We actually had the dinner last week that was super fun. But I didn't get in. But I got offered Falcon Foundation Scholarship, and I ended up going to again, picking schools off of tradition, Marion Military Institute, which is the oldest one on the list of options. And yeah, I went there for a year during COVID, and that's where I guess the gap is because I'm a Class — I was Class of 2020 in high school, graduating Class of '25, there's that gap. I hope I answered your question.   Naviere Walkewicz That's fantastic, actually. And, and I think for those listeners who may not be aware of the Falcon Foundation. You know, we have a number of different college preparatory, military preparatory programs that are affiliated with our Academy. And I think it's a wonderful testament to — you apply for the Air Force Academy. You don't apply for a preparatory school, but the Academy recognizes when we have areas that are maybe just under the cut line, but someone we're really interested in, and how do we get them there? And so I think it's fantastic that you were able to get a Falcon Foundation Scholarship. And I don't call that a gap. I call that just an extra year of preparatory So, yeah, it's wonderful.   Andrew Cormier I was definitely prepared more.   Naviere Walkewicz Yes, OK, so you came in on day 1 feeling pretty good then, because, you know, where others might have been the whole basic training experience, just kind of, you know, knock their socks off. You're like, “All right, we know this military thing.” Is that true?   Andrew Cormier Yeah. And, I mean, I guess in terms of, I know how to make a bed, I know how to wear a uniform, that was less daunting. I'm a management major. I don't know what the Astro or Aero people are going through. I'm sure that's very—   Naviere Walkewicz I'm glad you put that caveat in there. OK.   Andrew Cormier Yes, I'm a management major. All the assignments are more or less easy, but it's more just like getting the reps in and it's very gradual. So I don't want this to make it sound like the Academy is easy by any means, because what's difficult about it is the task-saturation they have you doing. It's like stuffing 10 pounds of sand in a 5-pound bag, that sort of deal. That's where it's difficult, at least for me. And so coming into it with hearing those sort of perceptions, that's how I went into it feeling, and I was kind of right. I mean, basic training wasn't super rigorous.   Naviere Walkewicz You were fit.   Andrew Cormier I was, you know, I was able to memorize things.   Naviere Walkewicz Good, your mind is a sponge, so that was probably helpful.   Andrew Cormier Yeah, I had all my— my bed making skills were already down pat, so all the really tactical things were taken care of, and I understood that I was going to get yelled at no matter what. And coming into it with that, I was just like, OK, this is a game of attrition, and I just can't quit.   Naviere Walkewicz I love that. So how did you translate what you felt was maybe not as difficult and you saw others struggling? Have there been times where you've had to step up and take on a role of being more of a support or a leader amongst your peers?   Andrew Cormier Yes, of course. I mean, in my baby squad, we had — I wasn't the only, not only preppy, but also they call them prepsters. I was technically a prepster because I didn't go to the “P” but, you know, I was still did a prep year, and we had a prior enlisted person, and so the four or five of us had already seen all this stuff before. And when it came to studying the Contrails, showing people how to, you know, make their closet and all those sort of things. And also when it came to just being away from home, I had been away from home since I was about 17, and I got there when I was 19 or 20. And so acclimating to living away from home is kind of difficult challenge. And so just being there for the people that are like, “I miss home, I miss my mom, I miss my dad, I miss my home food” and all this sort of stuff. You know, there, there aren't a lot of opportunities for chit chat during basic training, at least towards the beginning, but towards the end, I'm like, you know, “You got this, let's power through.”   Naviere Walkewicz And yeah, I love that. So let's talk about, while you've been a cadet, maybe some of the ways that you've been a follower and some of the ways that you've been a leader, aside from the one you just kind of shared, what have been some ones that have stood out to you as you're continuing to develop your leadership skills?     Andrew Cormier 18:48 OK, following — very much freshman year you're following. Trying to think of some concrete examples. I think credibility, like understanding where you fall on the credibility hierarchy is somewhat a dictator, an indicator of where you should be in terms of leading and following, and I understood that relative to the rest of my baby squaddies, I might have been slightly above the average in terms of credibility, but in terms of the entire squadron, lowest of the low.   Naviere Walkewicz Tell me why. Let's talk about that. What do you mean?   Andrew Cormier Well, I mean, I remember freshman year when we were getting quizzed on our shoulder board rankings. It's a ground-cloud horizon, and freshmen just have the cloud because their heads in the clouds. They're, very unfamiliar with this place. And you know, it's true, not only do you not know what it's like to have a bunch of GRs in a week as a freshman, just coming out of basic training, but you also don't know what it's like to understand an organization. I didn't understand what a reporting structure like — you know, I didn't understand a lot of these intricacies, and I tried my best to have some humility and understanding that and just keeping my ears open for it. And with that credibility spectrum I was confident in the sense that I could be self-sufficient NS take care of what I needed to take care of on the academic front, the knowledge, the K-test front, athletic front. But when it came to, oh wow, I've never been in a 100-person organization before and at the bottom of it, this is a time to take some notes. I think that's definitely a theme's that's definitely followed through with the podcast especially. I kind of avoided giving a concrete example of the followership.   Naviere Walkewicz 25:00 You had mentioned you thought it was a whole bunch of KPP, so what is the role really like as a squadron commander?   Andrew Cormier 25:07 It's different than I thought it would be. You know, I think there's this perception of leadership at the Academy, amongst cadets, that leadership is land-naving through the athletic fields and like Jacks Valley. You know what I mean? Like, leadership is these super tactical things, like, how can you be as close to George Washington as possible? But, one, there's not many opportunities. And if you're doing that, opportunities for that sort of stuff, and if you're doing that stuff, you're probably not delegating as you should. And so I think the biggest takeaway that I've gotten from this position is like representation of your people and protection of them.   Naviere Walkewicz Talk about that.   Andrew Cormier 25:57 So even this past week — I don't want it to be tainted that he's a very good friend of mine, because I would have done this for anybody in my squadron. But he received some paperwork from somebody else, his supervisor. He works a group job, so the paperwork was coming from a wing person, and it was outlining how he had failed to do this and all this stuff, and then at the end, it had said something about his like, — I'm super cool. People mess up all the time. I mess up all the time. That's understandable. Mistakes are gonna happen. But the last paragraph rubbed me the wrong way, because it said something about his character, that, knowing him, well, I didn't really — it seemed very out of character. And so, you know, I've had cadet squadron commanders in the past that are just like, you know, hey, I'm going to trust everything that that the wing person said, issue all of the demerits, tours, paperwork that comes with the recommendation and leave it at that, but my attempt to really take this position seriously is to get the perspective of my friend, see what his opinion on it was like. Maybe let me gather a little bit more evidence. And upon doing that, the statement that was at the bottom of it was completely not apparent in the evidence. And this really raised an alarm for me, because if I weren't to do that, not only was it sent to me, but it was sent to permanent party. I'm like, this is, you know, kind of throwing some dirt on his reputation, and it's not true. And so what happened was I immediately texted the guy. It was cool. I worked with him over the summer on wing staff, and I went to his room, and I was like, “Hey, so, you know, just trying to get some understanding. I'm not here to press you about this, but I want to understand what's actually going on here. This is what is outlined in the Form 10. This is the evidence that I gathered from my friend, and they don't really seem to be congruent.” And then he starts giving his case, and I don't disagree with any of the things where he actually, you know, failed to do things. But then, when it came to the part about his character, he was like, “Yeah, so that's the issue. I did that out of anger of somebody else.” Because I remember seeing the group chat and the message was sent, and then my friend responded super politely, super respectfully, and then his co-worker was like, you know, kind of escalatory, aggressive. And then, as a result, both of them got negative paperwork. And I believe that only the negative character should have been put on his co-worker, not on my friend. And he admitted to that, and he was like, “I'm willing to walk that back, because it doesn't give an accurate representation of his character.” And so, you know, my friend was super appreciative, because, you know, we ended up having a permanent party conversation the next day, and we cleared everything up, and they were like, “Thank you for investigating this a little bit more. Because if you didn't, we probably would have just ran with the guy's recommendation and maybe thought a little bit less of him.” So, um, I guess when it comes to protecting my people, maybe that's now thinking back on it, maybe that's a first sergeant job to handle, like the discipline stuff, but maybe that it was my friend that took a little bit more ownership of it, and wanted to make sure it's correct. But that's more or less an example of protecting my people, or representing my people, I guess they kind of go hand in hand on. I guess, another note of protecting—   Naviere Walkewicz Or even what you've learned since being in the role of squadron.   Andrew Cormier 30:04 Yeah.   Naviere Walkewicz Peer leadership is hard, wouldn't you agree?   Andrew Cormier 30:04 It is very difficult. And I think maybe part of the reason why I was selected was because I have a relatively good reputation in squadron to be friendly. Last semester I was D&C. So, you know, I'm outside of the formation, making corrections –   Naviere Walkewicz What is D&C?   Andrew Cormier D&C: drilling and ceremonies. So I'm outside of the squadron making corrections as people are marching. And it's not an easy thing to do when it's somebody older than you as well. And I'm over here cracking jokes with them and making sure that I do it to everyone, not just certain people. I dig in a little bit more to my friends who I know can accept it, and then it might ease the tension of all the other people who might be not doing it right. And then I go talk to them, like, “Hey, chest up a little bit,” or, like, “'Fix your dress.” But yeah, I think that that was a big piece of me getting picked for it, because I have to uphold a standard, especially in today's Cadet Wing. I don't know if the listeners are privy to all the change going on in the Cadet Wing, but there's a much larger emphasis on standards. “Hey, I'm low key doing you a favor by correcting you so that you don't end up in a three-star's office.” And so as much as it's made cadet life as a whole, somewhat more difficult, it's made my job as a squadron commander, supposed to enforce these standards, a little bit easier, because they know that I'm not like the highest person that's like enforcing this. This isn't me power tripping. This is me trying to look out for people. That perception makes a big difference.   Naviere Walkewicz No, that's really helpful, and probably more than you thought we were going to be talking about, because you were probably thought we spending a lot of time talking about For the Zoomies, and I'd like to get there. So let's, let's talk about that right now. So, when did it start and why?   Andrew Cormier The reason changed over time, but I started it. I came out of CST, combat survival training, after my freshman-year summer. So it was approximately July timeframe. And I've always been an avid podcast listener. Loved hearing conversations, new ideas, learning, you know, while I just drive. I might think I'm a little bit more productive, like multitasking. And so I've always wanted to start one, but I wanted to be meaningful, not just me and my friends just yapping in some microphones. So what I did was, after freshman year, all of the fever dream of it was over. I could start projecting into the future, not just living in the present. I started projecting into the future, and I'm like, “Oh crap, I have an active-duty service commitment. I actually have to think about that decision for a little bit.” And I was scared because I didn't want to be a pilot. We had Career Night, which is one night every year, and then Ops, which was a whole year out. So I'm just like, I'm not the type to just sit back and let things happen to me. And so to address this issue, I went ahead and was like, you know, Col. Rutter. I went asked him, “Hey, is this feasible? What sort of problems you think I could run into? You know, like, PA, whatever?” And he was like, “Dude, go for it.” And so I started off just interviewing AOCs around base, getting — he was my first episode, talking about A-10s, even though I didn't want to be a pilot, you know, even though I don't want to do that, I'd like to learn more about it. Same thing, maintenance, acquisitions — being a management major was something I was very exposed to in the classroom, and then, you know, it just kind of like expanded. I covered a decent number of AFSCs, and then I started getting to the point where I had this better picture of not only what job I wanted, but also a holistic understanding of how these jobs and career fields intertwined, and it gave me a better picture of what the Air Force does as a whole. And so that was like a big learning piece for it, but it transitioned to, “OK, I don't want to just interview people and like, “Oh, this is what a maintenance officer does the entire time.” People get out after five years. And the reputation right now is that if you want to be a president, go to the Naval Academy. If you want to be a CEO, go to West Point. If you want to be a FedEx pilot, go to the Air Force Academy. And I heard that joke plenty of times, and as funny as it is, I'll admit it, I laughed at it, but like, I don't want that to be the perception of this place, because we produce much, much better leaders than just, pilots, not to poo-poo pilots, but like, CEO versus pilot, like it's, a different game. And so my idea was, how can I highlight that being an airline pilot, a cargo pilot, whatever it is, is not the only avenue to take after commissioning, what else can we do? And that's where I started picking up more perspectives, both on leadership, “What is it like to be a consultant?” I did, you know, definitely lean more towards things that I was interested in, but like equity research, private equity — all these different things, like podcasts, specifically about getting an MBA out of a service academy, all these sort of, like, super tangible things that, because I'm the target audience, I felt would, felt like it would resonate with the cadet wing, and so that was kind of like the motivation moving forward. And you know, it's had so many opportunities for me, like last week. Shout out Ted Robertson behind me, invited me to interview Dr. Ravi Chaudhary, and I'm getting all these super cool opportunities to expand my network and learn what it's like to do things at a more strategic level. And so it's been this really interesting, evolving project over the past two years, and I'll even share this little story. So this summer, I worked a cadet summer research program at Lockheed Martin in D.C. And one of the last days that we were there, they had this quarterly face to face, because it's a global, the corporate strategy arm is a global thing. So they have a like an in person thing every year — or every quarter. And how they started it was, we're gonna talk about just things that you've picked up, whether it's personal life, listen to a podcast, read a book that you wanna share with people. And so I was at the end of this big circle, and I was like, “What am I gonna say?” You know, like, all these people are spouting off this knowledge and wisdom, and I'm sitting here as this intern, trying to come up with something that would be useful to them, and then I actually started thinking. I was like, you know, this podcast changed my perspective on a lot of things, and I get a lot of praise for it, but as much as, like, you know, I acknowledge it was a good thing to help other people expand my own knowledge base of this, it had some downfalls and drawbacks as well. Namely, being I became super fixated on the future, and I was unable to really focus on the present, living in the moment like, get a little dark here, I was a little existential at certain points of time, because I was just constantly thinking future, and I'm like, What am I doing like right now? And it became like a frustrating thing for me, because not only was I interacting with a lot of older people, it was kind of making me feel unrelatable to my peers, and that was bothersome to me, because, you know, I never want to be perceived as this person who's a sycophant, like, just brown-noser and all that sort of stuff. And so it was definitely some drawbacks. And then I, like, brings me to the point of the reason why I started this was that fear. I started because I was scared of not knowing what the future was going to entail. It was this fear of uncertainty. And, you know, reflecting upon that I came into the Academy this, like this confident person and like, where'd that go? Am I not confident? Like the two things that I think if anybody can have will be successful in any realm of life, is perseverance and critical thinking. Those two things, in my opinion, will carry you anywhere. And I felt like I had those things, but I was just discounting them so heavily, to the point that I was like, I need to figure all this stuff out, or else I'm gonna be screwed, when in reality,why am I not just relying on these two things that I know, that I have, you know, maybe you can work in resourcefulness, but I have these two things. Why am I discounting those? And I think that was the big reflection point that I was able to share with the people in this room at this, you know — face to face. And I was like, you know, I had this really big pendulum swing to trying to control everything. And I really don't perceive myself to be a control freak. As, like, a micromanager. I think if you talk to anybody in the squad, they, they won't perceive me that way. But when it comes to my own future, like I want to — in the past — I'm trying to correct it. I'm still not perfect, but I was trying to correct for this. And I'm like, No, that's it's not right. That's not a long term, feasible thing I'm gonna end up burning out, never really living in the moment, never really enjoying things. And so, like that was a big learning lesson from this whole idea.   Naviere Walkewicz And you learned that when you're sitting in that circle, or did you learn that — was that when it kind of culminated into how you articulated it? Or had you already felt that way?   Andrew Cormier 41:40 The cadet experience, like I said, is very task-saturating, and so I never feel like I have a time to reflect during the semester. This was about July, like this past July, and so although I was working, it was like four day weeks, so I had a decent amount of time to reflect. I always treat my Christmas breaks and my summer breaks as points to reflect, and because that's the only time I have, like, the bandwidth to. And like that whole time period, like I was just so locked in on — like all this work I have my my notion planner and checking boxes, Life is checking boxes. And it took me, you know, shout out to Cylas Reilly, 100% because as much as we're different — like, he's much more, like, happy go lucky, like super high energy guy — being with him on the C-SERP at Lockheed, he, allowed me to put my hair down a little bit like, just take a little road trip, talk about stuff, not be so analytical about everything. And so I guess that's that point where — I had about month, because this was at the end of it. I was leaving the next day. And so we had about a month to talk about things. I had a month to reflect on it, and then this was something that was — like it had been the first time I'd ever put it to words, I'll say that. It wasn't the first time I was trying to process it, but it was the first time that I was putting it into words.   Naviere Walkewicz How did you feel after you said that?   Andrew Cormier Uh, slightly cathartic. I don't know it is. It's weird because as soon as you put something to words, then you can, like, I feel like understanding is like, if you can talk, if you can think about it, that's like, the lowest level of understanding. If you can talk about it, that's slightly higher. But then writing about it is the highest level. And so, like, I always keep a journal, and I've been trying to write about it, to put it into more concise words. But that was a big — it was kind of like a breakthrough of like, I'm having a higher understanding of this lesson that seems to be apparent in life.   Naviere Walkewicz Wow. And I think that's something that our listeners can — and those watching too — can really gravitate toward, because, you know, sometimes we get so caught up in the churn of the “what's next?” and the “do this” and “get here.” And I think an important lesson you just shared with us, and I love that you've learned it earlier on, is the key of reflection and really assessing “where am I?” and “how do I feel about that?” and “what's next?”. So For the Zoomies. Let's talk about that. First off, I mean, you've gotten a lot of praise for it, because they're fantastic, your episodes. What has the cadet wing — how have they embraced it?   Andrew Cormier 44:31 You know, I wish Spotify had a little bit better of the data. I can't attach an IP number to a listen. But to be honest, I was never looking for listens. But then as soon as I started growing, I'm, you know, a little bit more tied to it. It's kind of like seeing a lot of likes and stuff on Instagram or whatever.   Naviere Walkewicz Affirmations are wonderful.   Andrew Cormier 44:53 Yeah, but so I think it was received somewhat well. And I always try to add value to the cadet wing. Some of them I admit are a little bit selfish. They're mostly for me, like I really want to talk to this person. But then I had an episode with the Office of Labor and Economic Analysis about a change in how cadets were going to get matched their AFSCs, and I was thankful that — shout-out to Maj. Ian McDonald. He's the person who reached out for me. He is a representative from OLEA who was like, “Hey, I heard about your podcast. This might be a good episode idea.” And I'm like, “You're a genius. You're a genius.” And so we sat down — him and Col. Joffrion in the economic department. They were—.   Naviere Walkewicz Justin Joffrion?   Andrew Cormier Yes, classmate, my upper-classmate. He's '98.   Andrew Cormier OK, OK. And so we sat down and we walked through how cadets — because the initial, or I guess the legacy system, was OPA, your class, rank, your major, and then your preference. Those were the three things that would get put into this algorithm, this black box, and then you'd be spit out your AFSC. Now, and I think it's still in pilot. Maybe it's confirmed for a Class of '26 but at least for the '24/'25 those were, you know, where it was being tested, and it was much more like an open job market, where you actually able to submit a narrative about things that you projects that you've worked on, capstones, research that you've done, and it was super impactful. Because one, I really appreciate the new system, to be honest, because the military can be very — I've studied a lot of Austrian economics in my time, so I'm very of the mind, like, free markets, don't tell people what to do, like, they'll pick what's right for them. And so seeing this moving more towards a market structure, I was like, this is a good idea. But being able to share that with the Cadet Wing — that's the highest-listen episode, because I think it really, like, drives value. People don't want to, they want to know how the system works so that they can game the system. And one of my questions on the episode was like, “So, are you worried about people gaming the system? Because they know how it works?” And they're like, “Do it. We want you to get the right job.” And so, yeah, it's been super impactful to me that cadets valued the product that I put out there. And they would value it because it was useful to them. I wouldn't want it to be artificially inflated just for the sake of that affirmation, even though it feels good, but, yeah, it felt good to be able to contribute in that way.   Naviere Walkewicz I love that. So that's the most listened from the cadet perspective, what was been the most rewarding from the podcast seat, from your side of it?   Andrew Cormier Like, most rewarding in terms of—   Naviere Walkewicz Either a guest episode or just the experience of podcasts, okay, I'll let you take it where you'd like.   Andrew Cormier I have a lot of people pose this sort of question to me a lot about, like, who's your favorite episode? Like, who's your favorite guest? And, you know, they, like, kind of hint at, like, all, like, Gen. Clark, like, or anyone with stars was probably a really cool episode. And, you know, it is an honor and a privilege to be able to get an hour on their calendar because they're super busy. They're strategic thinkers. They don't usually have a whole bunch of time on their hands, but they were able to open up their calendar to me, and so it's an honor, and usually I do come away with a lot of practical knowledge from those things. I shouldn't say that those are always the most enjoyable. One of my favorites thus far has been with Julian Gluck, Cosmo. Because, you know, we sit down, same thing with Sam Eckholm, we sit down and we just — it is a little bit of yap-sesh, so maybe it's more for the people who are looking for entertainment than advice or information on the Air Force as a whole. But we just sit down and talk about cadet life. And I really enjoy the evolution of the Academy experience, year over year. And Sam Eckholm, being a relatively recent grad. Cosmo being — I think he's 2010, so it's like, you know, in these sort of 10-year chunks, and then even…   Naviere Walkewicz Is he ‘08 or ‘10?   Andrew Cormier He might be — in that timeframe. Yeah. And even Dr. Chaudhary, which was super fun, because for the first half of the episode, we were just talking about spirit missions. And so usually, with these senior leaders, it's more of “What's the strategic landscape?” “What can cadets take away from this?” But with him, it was like, you know, talking about chickens on the freaking football field and like, going up on Flat Iron. And so I always enjoy those episodes from a personal perspective of really having institutional pride, is seeing the evolution of this place and seeing the ebbs and flows of it. And it's like telling that — it makes me understand that the difficulty of this place and like the perception that the cadet wing is getting softer. It's not something that's been this ever since '59 it's been this gradual decline, persistently. It's a thing that comes and goes and honestly, we're more-or-less on an uptrend than not, relative to the adversaries that we're facing. So I guess that's a big piece of it is, as much as I really enjoy learning and getting different people's perspectives on, “Oh, what base should I choose given these goals?” Or, you know, “What does a maintenance officer do at Red Flag?”   Naviere Walkewicz Yes, oh, my goodness. Well, I think one of the things that you've highlighted in and this journey of yours is, yes, it's about impact. Yes, it's about, you know, taking care of one another. But there's also this intrinsic piece which is really about relationships, and that's what I hear when you talked about the ones that you really enjoyed most. I think it was that human connection. That's that thread that connects us.   Andrew Cormier Yeah, I think you hit the hammer on that thing. You know what I'm trying to say.   Naviere Walkewicz Yes, no, I'm with you. So, Andrew, what's next for you? Upon graduation, we know you're not going to be a pilot. What are you going to be doing?   Andrew Cormier 52:29 I dropped 63 Alpha Acquisition Manager.   Naviere Walkewicz And that's what you wanted?   Andrew Cormier Yes, first pick.   Naviere Walkewicz So you gamed the system properly?   Andrew Cormier Yes. I gamed it properly, yes. And I think the narrative piece of it, I included how I went to Lockheed, and they're very — the project I was working on, was very acquisition-oriented, so I think I really put a lot of emphasis on, “Give me this.”   Naviere Walkewicz “I really, really want this.” I'm so happy for you.   Andrew Cormier Thank you. Thank you. But so we just put in base preferences. That was a pretty long conversation with a lot of people that I had to have.   Naviere Walkewicz Including Chloe. Is she…?   Andrew Cormier Yeah, no, she was the main stakeholder outside of me. We probably had three different conversations about it. I'd talk to her first, go get some other input from grads. Talk to her again, more input. Talk to her, and then finally, input. And so, you know, I talked to my sponsor, Maj. Bryce Luken. And the reason I talked to a lot of people that I wanted to be somewhat like, like, I envision myself as them somewhat in the future. You know, they're reservists, entrepreneurial, very like — not sit back 9 to 5, but how are we gonna, you know, improve national security and have our own spin on things, have autonomy over, you know, what we do and our time and so, like, those are the criteria over, like, who I was talking to, so I had a conversation with him. He's like, “You should go to L.A.” I'm like, “Air Force people aren't going to L.A. That's Space Force…” Like, Boston. And so he's like, “Dude, you should go to Boston, MIT, Lincoln Lab.”   Naviere Walkewicz Hopefully you talked to Cosmo as well.   Andrew Cormier I actually haven't, but yeah, I should let him know I ended up putting in Hanscom. But you know Col. Misha, I saw him at the Falcon Foundation dinner, Forrest Underwood. Yes, they were giving me the same like urging me go to Boston. You're a young professional who wants to get his hands dirty. Don't go to, you know, Langley, where — you know you can still be industrious down there, but you'll be under-resourced compared to if you went to Boston.   Naviere Walkewicz See, and that's great feedback that you know maybe others aren't thinking about in their decisions. So I think that's a really great process in the way you approached it. People that are in the ways of where you want to go. And also the important people in your life that you want to make sure stay important.   Andrew Cormier Yeah. I mean, at the end of every single episode on the podcast, I always ask for advice for cadets looking to pursue a similar path. Emphasis on “pursue a similar path.” I get a lot of advice, and not that I think anyone is, you know, basing their advice off of maybe an incomplete conclusion. But when you're getting advice, you really have to understand, what are what is their envisioning or like, how are they envisioning your outcome, and is their envision outcome the same as like, what you want? And so I think getting to your point, I really look — I got the advice. Same thing. This past Sunday, I called up Chase Lane, who went to Langley first. And I think that's why he really stuck out to me. But he urged me to go to Boston. And also, kind of like, walked me through. He's like, you know, Chloe works at Space Foundation. She really wants to be in the space world. And so, she's like, “Let's go to Patrick. Right near Cape Canaveral, Cocoa Beach.” Super cool location, you know. I mean, prayers out to the people in Florida right now. I hope that they're all right. But like, you know, that'd be a good spot. Uh, relative, you know, Boston, wet snow every single day. But you know, he kind of like, Chase, walked me through how I should approach a conversation like this. And so, you know, the other night when I sat down with Chloe, as much as you know, I want to value her perspective and wanting to value all inputs, understand where those inputs come from, and find a middle point, a middle ground for everybody, because the team won't last if we're only valuing certain inputs. And you know, it does take a little bit of convincing, but also more of like, open your eyes to what the opportunity really is. Are you making assumptions about this? Am I making assumptions about this? Let's clear those up. And so that's a sort of conversation that we ended up having. And, you know, she's on board with Boston now and so.   Naviere Walkewicz I think that's wonderful. I think communication is key. Luckily for you, you're big on communication, And no, I think that's wonderful for our listeners, even. You know, yes, there's probably times when you have to make a decision, there's a lead decision maker, maybe in in a partnership or in a relationship, but when you take in all of those perspectives, like you said, I think the end of the day, when you're coming to that decision, you're in a place of transparency and, yeah, you kind of go for it together. So I think that's great lessons for all of our listeners. Andrew, we're going to get to some of the key thoughts that you have, and I also would love for you to share, and you have a limited to think about this, but something that is, you know, unique to you, that you would love our listeners to kind of hear or learn about you. I think that's one of the things that we've been able to pick up in Long Blue Leadership, is it's kind of neat when people just know what's relatable or what they think is really cool. So, give you a second on that. But before we do, I'd like to take a moment and thank you for listening to Long Blue Leadership. This podcast publishes Tuesdays in both video and audio, and is available on all your favorite podcast platforms. Watch or listen to episodes of Long Blue Leadership at long blue leadership.org   Naviere Walkewicz 58:38 So Andrew, here we are, and we can go in either order. I think, you know, we always like to make sure our listeners kind of have a way to encapsulate the leadership lessons you want to leave them with that's close to you. But also just kind of, what's the thing you want to leave them with that's all about, Andrew?   Andrew Cormier It's weird talking about myself, to be honest, because I bet I'm always on the other side of the microphone.   Naviere Walkewicz Yes. It's much easier asking the questions.   Andrew Cormier Yes. I think one thing that I really wanted to talk about that I guess wasn't outlined in this, was the regular question of “Why'd you come?” versus “Why'd you stay?” And like I mentioned before, the service piece was why I came, but seeing how I haven't done community service really since high school, the reason why I've been staying is because American ideals are amazing, and they need to be protected. And in order for me to have any say in that, I need to have skin in the game. And that's what I look at my service as, is me gaining skin in the game. And, you know, I just, I am by no means a scholar of American history. Massachusetts Public Education did not teach me about the Alamo, unfortunately, so when I went to San Antonio for the first time, I was learning it. But what they did teach me was about our founding fathers. And, you know, being from Massachusetts, Plymouth Rock, it's where the Pilgrims landed, and what it really took for people to come across an entire ocean, fight tyranny. Like ask me, “How do you think I like my tea?”   Naviere Walkewicz How do you like your tea?   Andrew Cormier In the harbor. You know what I mean? Yeah, like, there's this sort of state and then largely national pride as — it's audacious what has transpired over the past 250 years, and I just want Americans not to take that for granted. I recently watched Civil War. Have you seen that movie? It's like, kind of a journalist's take on what would happen if, you know, states seceded. And it's like a, it's like a reminder of, “Oh, this actually happened. There was a civil war,” but like, you know, we were able to remand it, and like those reminders, tell me that this, this should not be taken for granted. And so, you know, with the kind of, like national landscape, the whole climate, I just really urge people to try to understand other people's perspectives and listen more than they talk, because those pieces for me, like I'm a pretty staunch capitalist, but I recently bought TheCommunist Manifesto. This is probably gonna get clipped or something, but I bought it, and I still haven't started reading it yet, because this semester's been crazy. But I want to understand where these people are coming from.   Naviere Walkewicz Critical thinking.   Andrew Cormier I want to understand where these ideas stem from. And I want to listen, and I want other people to listen as well. I want a more general understanding of the ideas that are guiding all of this change. What are they actually rooted in? And I think that understanding will make it much more clear as to like, a direction that we should all head in rather than, you know, all this public descent over very more or less menial things that are petty and not worth having the uproar that is ensuing. So I don't know, I guess. I don't know exactly where I was going with that, but my national and state pride gives me this urge to go, in some way, shape or form, defend these ideals and to encourage other people to look at — you know, I didn't mention a whole bunch about Northfield, Mount Herman, but I went to four schools in four years, Monty, Tech, NMH, Marion Military Institute and then here, all four different years, Massachusetts, Alabama, Colorado — in, you know, Massachusetts, my hometown, it's blue collar, NMH, super liberal. I was very international. I was in class with a Malaysian prince. I was exposed to very different perspectives there than I was when I was in Alabama. Here, there's people from all corners of the United States, and so there's this expanding perspective that allows me to be like, what we have here really shouldn't be taken for granted. I think I'm just beating a dead horse at this point, but I just really want Americans to think a little bit more and, like, listen a little bit more and understand a little bit more. I'm off my soapbox.   Naviere Walkewicz 1:04:27 I'm really glad you shared that perspective. I mean, I think it's an insight into you know, your deeper calling, and, like you said, why you stay but the threads of everything you've shared have played into that part of that of who you are at the fabric of Andrew. So, any additional leadership nuggets you want to leave with our listeners?   Andrew Cormier 1:04:53 I don't want to defer to other things that I said earlier in the conversation, but it's not about you. It's not about you. I have a couch in my room. It's like,   Naviere Walkewicz Tell me more about that.   Andrew Cormier It's a squadron commander privilege. I have my own room. I have all these like privileges. I have up top parking. It's very like ivory tower-centric. And that's like the perception of this. But it's not about me at all. It is about going and defending my friend. It is about when permanent party is directing frustration towards me, how do I not pass that frustration onto them? How do I make sure that the voices below me are heard. How do we reopen Hap's? Those are the jobs that are mine, and that involves no, like — it's my job, that I think that's the main thing. When you're a leader, it's your job. There shouldn't be any extra, you know, kudos given to you. Everyone has their own piece in the puzzle, and just because your face is more prominent than others does not mean that the mission is any less doable with one piece missing or another piece missing. So I guess it's not about you, it's about the team.   Naviere Walkewicz 1:06:23 So, For the Zoomies, just to kind of recap, where is it headed, and how can they find it, our listeners?   Andrew Cormier 1:06:33 Spotify podcasts, or Apple podcasts, I guess that's where you can find it. I'm not gonna lie; it's been on a little bit of a hiatus. I've been returning to posting, but had to give myself a break at the beginning of the semester. To be honest, I'm looking to just get to 100 episodes upon graduation and calling it a repository. I'm looking forward to some of the upcoming guests. I reached out to Gen. Mike Minihan the other day on LinkedIn, and he got back to me, and I was like, wow, so maybe he might be on the show by the time this is released. But yeah, I kind of want cadets to understand more. There's a lot of things that are advertised about pilots, but there's more out there. And I want this also be a testament of you don't need to do something in your extracurricular time that is an Academy club. Cadets can do their own thing. Yeah, I hope that answers the question.   Naviere Walkewicz That's outstanding. Is there anything that I didn't ask you that you want to share before we close out this amazing episode?   Andrew Cormier No, I think, I think I'm good. I've been talking way too long.   Naviere Walkewicz Well, it's that, well, we want you to talk because you've been our guest. But Andrew, it's been a pleasure.   Andrew Cormier It's been a really — I didn't say this in the beginning, but really, thank you for having me on. It means a lot to me that, you know, I'm the first cadet here, and I don't know what the plan is moving forward, but it means a lot to me that you saw enough in me to put me in company with all the other guests that you have on the show so far, and so I just hope you know it's pressure for me not to do anything to let you guys down.   Naviere Walkewicz Well, I think you being who you are, you've already not let us down. You're amazing. Thank you so much.     KEYWORDS Air Force Academy, leadership, cadet experience, community service, podcasting, military career, personal growth, mentorship, squadron commander, humanitarian efforts, Air Force Academy, leadership, career paths, podcasting, personal growth, cadet community, national pride, decision making, leadership lessons       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation    

There's no shortage of “leadership” advice on the internet. Everyone is talking about growing the next generation of leaders. But if everyone becomes a leader, will there be anyone willing to follow? The post THROWBACK: The Unsung Role of Followership with Dr. David Leitner appeared first on Beyond UX Design.

There's no shortage of “leadership” advice on the internet. Everyone is talking about growing the next generation of leaders. But if everyone becomes a leader, will there be anyone willing to follow? The post THROWBACK: The Unsung Role of Followership with Dr. David Leitner appeared first on Beyond UX Design.

About Dr. Chris Fuzie:Dr. Chris Fuzie, Ed.D., M.A.OL., is a leadership consultant, trainer, college professor, and author specializing in behavior-based leadership and followership dynamics. He holds a Doctorate of Education in Organizational Leadership, along with a Master's and Bachelor's in the same field, blending academic insights with practical applications. With over 29 years in law enforcement, Dr. Fuzie has led various high-stakes teams and continues to apply his expertise to consulting and training organizations. His innovative concepts, including the Liminal Leadership Model, challenge traditional leadership paradigms by emphasizing the simultaneous roles of leader and follower.In this episode, Dean Newlund and Dr. Chris Fuzie discuss:The convergence of leadership and followershipLiminal leadership and transitional rolesBehavioral consistency in organizationsDefining leadership at different organizational levelsEnsuring organizational consistency and performanceKey Takeaways:Individuals frequently switch between leading and following, and success often requires balancing responsibilities to both superiors and subordinates.The key to successful leadership and followership is focusing on common, actionable behaviors like humility, integrity, and decisiveness, rather than fixating on formal roles.Organizations should focus on identifying specific, measurable behaviors that align with their goals, ensuring that these behaviors can be taught and evaluated across teams.Strategic leaders may focus on overarching traits like integrity, while mid-level managers and operational teams prioritize different sets of behaviors relevant to their tasks.By encouraging consistent behavior across all levels of the organization, companies can create a more unified culture and better performance outcomes. "It's not an either-or...most people think you're either a leader or a follower. However, now we have situations where people are leading and following simultaneously.” — Dr. Chris Fuzie Connect with Dr. Chris Fuzie:  Website: https://www.cmfleadership.com/LinkedIn: https://www.linkedin.com/in/dr-chris-fuzie-ed-d-m-a-ol-37587934/X (Twitter): https://x.com/CMFLeadershipFacebook: https://www.facebook.com/profile.php?id=100090255232861   See Dean's TedTalk “Why Business Needs Intuition” here: https://www.youtube.com/watch?v=EEq9IYvgV7I Connect with Dean:YouTube: https://www.youtube.com/channel/UCgqRK8GC8jBIFYPmECUCMkwWebsite: https://www.mfileadership.com/The Mission Statement E-Newsletter: https://www.mfileadership.com/blog/LinkedIn: https://www.linkedin.com/in/deannewlund/X (Twitter): https://twitter.com/deannewlundFacebook: https://www.facebook.com/MissionFacilitators/Email: dean.newlund@mfileadership.comPhone: 1-800-926-7370 Show notes by Podcastologist: Hanz Jimuel AlvarezAudio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it.

Join us as we engage in a transformative conversation with Dr. Chris Fuzie, who brings a unique perspective on leadership and followership from his journey from the Modesto Police Force to leadership education. Dr. Chris challenges conventional wisdom with the intriguing concept of liminal space, redefining the dynamic relationships between leaders and followers. Through his compelling stories, listeners gain insight into the importance of continuous learning, adaptability, and the nuanced interplay between leadership roles that transcend traditional hierarchies.Listeners will uncover the critical themes of groupthink, decision-making, and the balance of purpose, values, and courage in high-pressure environments. Dr. Chris shares gripping real-world experiences, emphasizing the importance of critical thinking and challenging stereotypes. With a focus on emotional and cognitive aspects, he illustrates how empathy and reflection influence decision-making. By highlighting scenarios from law enforcement to academia, this episode explores how practice informs research, offering valuable lessons for those seeking to navigate complex leadership landscapes.Finally, we explore how leadership and followership behaviors can be reshaped by focusing on actions rather than positions. Through sports analogies and real-life examples, we highlight the significance of resilience, responsibility, and adaptability in fostering team cohesion and a collaborative culture. Dr. Chris shares insights from his recent book, "Liminal Space," and previews an upcoming solo cast, inviting listeners to engage with content across platforms. This episode is an engaging exploration of the evolving paradigms of leadership and followership, promising thought-provoking insights for everyone eager to redefine their understanding of these roles.

Is your heart truly growing closer to Jesus, or are you simply living in familiarity with Him? Chris Nagel continues our series through the Gospel of Mark, challenging us to move from mere familiarity with Jesus to becoming whole-hearted followers. Jesus makes it clear that we cannot stay neutral—He is either Lord, liar, or lunatic. The warning about the unforgivable sin, blasphemy against the Holy Spirit, reminds us to guard our hearts from hardening, which leads us away from repentance and truth. Yet, in His mercy, Jesus invites us to sit at His feet, follow Him closely, and do the will of God. It's a call to surrender, allowing Him to soften any hardness in our hearts and lead us into a life fully committed to Him.You can join our OneLife Sunday morning gatherings via livestream at 9am and 11am CST every Sunday morning. Or if you're local to the Bay Area of Houston, we'd love to have you join us in person Saturdays at 5pm and Sundays at 9am and 11am!Subscribe to our YouTube channel to join us live on Sunday mornings: https://www.youtube.com/@onelifechurch381Listen to more messages from OneLife Church at https://www.onelifehouston.com/messagesIf you would like to give to OneLife Church, you can do that here https://www.onelifehouston.com/giveAt OneLife, we want to be and make disciples of Jesus who love God, one another, and our world. We are God's people making much of Jesus in everyday life for the good of the neighborhoods in the Bay Area of Houston and beyond.For more information about us and our gatherings, visit https://www.onelifehouston.comConnect with us over social media!Facebook: https://www.facebook.com/onelifehouston​Instagram: https://www.instagram.com/onelifechurch

Is your heart truly growing closer to Jesus, or are you simply living in familiarity with Him? Chris Nagel continues our series through the Gospel of Mark, challenging us to move from mere familiarity with Jesus to becoming whole-hearted followers. Jesus makes it clear that we cannot stay neutral—He is either Lord, liar, or lunatic. The warning about the unforgivable sin, blasphemy against the Holy Spirit, reminds us to guard our hearts from hardening, which leads us away from repentance and truth. Yet, in His mercy, Jesus invites us to sit at His feet, follow Him closely, and do the will of God. It's a call to surrender, allowing Him to soften any hardness in our hearts and lead us into a life fully committed to Him.You can join our OneLife Sunday morning gatherings via livestream at 9am and 11am CST every Sunday morning. Or if you're local to the Bay Area of Houston, we'd love to have you join us in person Saturdays at 5pm and Sundays at 9am and 11am!Subscribe to our YouTube channel to join us live on Sunday mornings: https://www.youtube.com/@onelifechurch381Listen to more messages from OneLife Church at https://www.onelifehouston.com/messagesIf you would like to give to OneLife Church, you can do that here https://www.onelifehouston.com/giveAt OneLife, we want to be and make disciples of Jesus who love God, one another, and our world. We are God's people making much of Jesus in everyday life for the good of the neighborhoods in the Bay Area of Houston and beyond.For more information about us and our gatherings, visit https://www.onelifehouston.comConnect with us over social media!Facebook: https://www.facebook.com/onelifehouston​Instagram: https://www.instagram.com/onelifechurch

Join Dr Chris Fuzie on the Win Make Give podcast as he talks about changing the relationship between leadership and followership while at the same time teaching Bob and Chad many new words to add to their vocabulary. ---------- Connect with the hosts:     •    Ben Kinney: https://www.BenKinney.com/     •    Bob Stewart: https://www.linkedin.com/in/activebob     •    Chad Hyams: https://ChadHyams.com/     •    Book one of our co-hosts for your next event: https://WinMakeGive.com/speakers/ More ways to connect:      •    Join our Facebook group at www.facebook.com/groups/winmakegive     •     Sign up for our weekly newsletter: https://WinMakeGive.com/sign-up     •     Explore the Win Make Give Podcast Network: https://WinMakeGive.com/   Part of the Win Make Give Podcast Network

Send us a Text Message.Through a candid discussion, Josh navigates the often-overlooked concept of being an exceptional team player and finding gratification in roles that don't always bask in the limelight. Together, we dissect the behavior of both effective and ineffective leaders, challenging conventional wisdom and showcasing the importance of leaders who genuinely support and collaborate with their teams.Josh's book, BURN OUT, is out August 13th! We also delve into effective firearms training, combat Tupperware vs Staccato.  Support the Show.Make sure to check out Jason on IG @drjasonpiccolo