Podcast appearances and mentions of Heather Wilson

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

Send us a textDave Goldfein shares how he went on to fly the F-117A Nighthawk and what it was like to command the 49th Fighter Wing at Holloman AFB.Pick up David Goldfein's & Dr. Heather Wilson's book - "Get Back Up" https://amzn.to/44I2EBQHelp to keep the channel going:         PATREON - https://www.patreon.com/aircrewinterviewDONATE - http://www.aircrewinterview.tv/donate/* Pick up some AI merch - https://www.teepublic.com/user/aircrew-interview Purchase our Aviation Art Book, Volume One - https://amzn.to/3sehpaP  Follow us: https://www.aircrewinterview.tv/https://www.instagram.com/aircrew_interviewhttps://www.facebook.com/aircrewinterviewhttps://www.twitter.com/aircrewtvSupport the show

Send us a textGeneral David Goldfein shares what it was like to fly the F-16C and shares the story of his 1999 ejection over Serbia during Operation Allied Force.Pick up David & Dr. Heather Wilson's book - "Get Back Up" https://amzn.to/44I2EBQHelp to keep the channel going:         PATREON - https://www.patreon.com/aircrewinterviewDONATE - http://www.aircrewinterview.tv/donate/* Pick up some AI merch - https://www.teepublic.com/user/aircrew-interview Purchase our Aviation Art Book, Volume One - https://amzn.to/3sehpaP  Follow us: https://www.aircrewinterview.tv/https://www.instagram.com/aircrew_interviewhttps://www.facebook.com/aircrewinterviewhttps://www.twitter.com/aircrewtvSupport the show

In this Cult of Conspiracy edition, Heather Wilson joins us live to break down Human Design — a system pulling together astrology, the I Ching, Kabbalah, and modern science to map how humans are wired to operate, decide, and move through the world. Heather shares her personal path into Human Design, from years in UK policing to mindset mentoring, and how this framework reshaped her understanding of people and behaviour. Then things get real as she reads Lisa's chart live, unpacking energy types and decision-making patterns with results that were blimmin accurate. If you've ever felt misaligned with how society says you should think, act, or choose, this episode offers a structured lens that challenges the default programming and invites a deeper look at how influence, design, and transformation actually work.And Meri Kirihimete - Merry Christmas from all of us at CWS to all of you wonderful cult members. 〰〰〰〰〰〰〰〰〰〰〰〰〰〰〰〰〰〰

Leadership demands grit, clarity and conviction. SUMMARY On Long Blue Leadership, Congressman August Pfluger '00 reflects on these qualities through his experiences at the U.S. Air Force Academy, in the cockpit and as part of the U.S. House of Representatives. His story challenges every leader to ask where courage is calling them to go next. SHARE THIS PODCAST LINKEDIN  |  FACEBOOK    CONGRESSMAN PFLUGER'S TOP 10 LEADERSHIP TAKEAWAYS Courageous career leaps require conviction, timing and faith. Pfluger left active duty at 19 years and four months — a highly unconventional choice — demonstrating that major pivots sometimes require stepping into uncertainty. Work ethic is a lifelong differentiator. He emphasizes that he has never been “the best,” but has always been willing to outwork anyone. Hard work + grit consistently opened doors. Failure and setbacks shape long-term success. Missed opportunities at USAFA and earlier career disappointments taught him timing, resilience and long-term perspective. Leadership is transferable across domains. His fighter pilot and command experience directly enabled his political success — planning, debrief culture and thick skin all mapped over perfectly. Credibility requires deep study and prioritization. You cannot master everything; leaders must choose focus areas and know them cold so others trust their expertise. Humility, credibility and approachability are foundational leadership traits. These principles translate powerfully to Congress and team leadership. Family and faith must anchor leadership. His family's summer crisis reframed his priorities: “None of this matters if you don't take care of your family.” The nation needs more military and Academy graduates in public leadership. He stresses that only four USAFA grads have ever served in Congress — and more are needed to restore civility and mission-focused service. The U.S. Air Force and U.S. Space Force are under-resourced relative to global threats. Pfluger advocates vigorously for rebalancing defense spending to meet modern challenges. Self-reflection is critical to growth. Leaders must ask: How do I see myself? How do others see me? If those don't align, adjust the work ethic, mindset or behaviors accordingly.   CHAPTERS 00:00 — Introduction & Biography 01:44 — Opening Remarks 01:47 — Leaving Active Duty at 19 Years and 4 Months 04:06 — Why Run for Office? 05:40 — Family, Faith & Influences 07:14 — Representing His Hometown District 08:29 — Learning to Represent a District 11:07 — Work Ethic and USAFA Foundations 12:22 — Failure, Setbacks & Long-Term Rewards 15:10 — Unexpected Assignments Becoming Career High Points 17:24 — Pentagon, Fellowship & NSC 19:49 — USAFA Grads in Congress 21:03 — Role of the Board of Visitors 23:24 — Key Focus Areas for the Board of Visitors 25:11 — Top National Security Challenges 27:13 — Balancing Congress, Leadership, and Family 29:01 — Leadership Style & Decision-Making 30:40 — Humble, Credible, Approachable 33:38 — Building Credibility as a Younger Leader 34:43 — What's Next: A More United Country 37:29 — Daily Habits for Growth 39:37 — Advice for Emerging Leaders 41:24 — Final Reflections & Call to Action 43:45 — Closing Thoughts & Outro   ABOUT CONGRESSMAN PFLUGER BIO U.S. Rep. August Pfluger '00 is serving his third term in the U.S. House of Representatives. He represents 20 counties in Texas' 11th Congressional District. After graduating from the U.S Air Force Academy, he served in the Air Force and Air Force Reserve for 25 years as an F-22 and F-15 pilot with over 300 combat hours. In Congress, he is chairman of the Republican Study Committee, the largest caucus on Capitol Hill. He is a member of the House Energy and Commerce Committee and chairman of the House Homeland Security Committee on Counterterrorism and Intelligence. CONNECT WITH THE CONGRESSMAN LINKEDIN HOUSE OF REPRESENTATIVES   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT OUR SPEAKERS Guest, Rep. August Pfluger '00  |  Host, Lt. Col. (Ret.) Naviere Walkewicz '99   Naviere Walkewicz 0:00 Welcome to Long Blue Leadership, the podcast where we share insights on leadership through the lives and experiences of Air Force Academy graduates. I'm Naviere Walkewicz, Class of '99. In this edition of Long Blue Leadership, we're honored to welcome a distinguished leader whose career spans military service, national security and public office, Congressman August Pfluger is a proud graduate of the United States Air Force Academy, Class of 2000, and currently represents the 11th Congressional District of Texas in the U.S. House of Representatives. Before entering Congress, Congressman Pfluger served for nearly two decades in the United States Air Force, rising to the rank of colonel. He is currently a member of the Air Force Reserve as an F-15 and F-22 fighter pilot. He logged over 300 combat hours in defense of our nation. He has also served as a member of the National Security Council, bringing strategic insight to some of the most complex global threats we face today. Since taking office in 2021 Congressman Pfluger has remained deeply committed to strengthening our national defense. He currently serves on the House Energy and Commerce Committee and the House Homeland Security Committee to critical platforms from which he continues to represent and lead. He is the chairman of the Republican Study Committee and serves as the chairman of the Air Force Academy's Board of Visitors, appointed to the BOV by the speaker of the house in 2023 and elected by his colleagues to serve as chair. Whether in the halls of Congress or in the cockpit, Congressman Pfluger's career has been defined by a steadfast commitment to courageous service and leadership. Congressman Pfluger, welcome to Long Blue Leadership. Rep. August Pfluger 1:44 Thank you, Naviere. It's honor to be here with you.   Naviere Walkewicz 1:47 Well, we are so glad to have you. And there's something that I want to jump right into, because it really occurred to me how odd this is, but you served for nearly two decades, and when I say nearly two decades in the Air Force, 19 years and four months, and then you pulled the plug, you didn't go to retirement right then. Can we talk about that a little bit? Rep. August Pfluger 2:09 Well, this is not something that most financial advisers would advise you of doing. And I'll tell you, this was a journey in faith, because at almost 20 years. September of 2019, we made a decision, my wife and I made a decision to run for Congress, which meant that we got out of the active duty, joined the Reserve, and started a campaign, something that just a month prior, we had absolutely no intention of doing, and had not even talked about doing. Running for office was something that was always of interest, but certainly not at 19 years and four months. So the opportunity came up, had a couple of phone calls from friends and family to say that the representative who represented my hometown and where I grew up was retiring after 16 years, and a lot of factors. And I'll really take you down this faith journey, a lot of factors happened that we couldn't ignore. And we literally moved back to my hometown of San Angelo that I had not lived in for over 20 years, and started a campaign, which, as you can imagine, was, I mean, it took a lot of courage for my wife, from my family, three little girls, who we uprooted and went through this. But I'm so glad that we did it. But it wasn't without, you know, I can say anxiety and just, you know, the fear, the unknown maybe, and not knowing exactly what would happen. So when you say and use the words, we burned the ships. That was the moment in time that we literally burned the ships and ran a campaign with every piece of our heart and soul. Naviere Walkewicz 3:48 Wow. Well, let's talk about that a little bit, because, you know, we have listeners that make these pivotal moments in their careers. They make these decisions that really shaped them. What was it about that time, other than the incumbent was going to retire. Like, why you? Why then, you know? Let's talk about that a little bit more. Rep. August Pfluger 4:06 Well, this is pre-Covid. And the thought of running for office always sounds good. You know, if you have that interest, you're like, “OK, that'd be great.” Well, then when you kind of get down to the brass tax that you're going to have to put in 14- to 16-hour days and learn how to talk to people about what's important in this district that then it kind of changes things. But honestly, there were signs and things that pointed me and my wife in this direction that we couldn't ignore. And when you look at this type of district, I mean, it's really, in the past 100 years, there's only been about six representatives. So it's not one of those things you say, “Well, maybe we'll wait for next time.” The opportunity was there, there was a window of time. It was about 30 days where we had to make a decision to literally move from northern Virginia back to Texas and start a whole new career. And ended doing so forego the pension for what would now be five or six years, because I've had to work as a reservist to, you know, kind of get back to that point. So there was a financial piece to it. There was a career that was, was going very well that, you know, maybe, are we giving that up? And what happens if we don't win? And then, you know, all these unknowns. So I will say it was, it was definitely the biggest professional decision that I've ever made in my career. Naviere Walkewicz 5:40 So you talked about some of your family members — you had phone calls. It sounds like, your faith and your family are a big part of your decision making. And, when you go forward with things, I think you've talked about your grandfather having been someone that inspired you to go into the Air Force. You know, who are those key players in your family that have really inspired you in your big leadership decisions. Rep. August Pfluger 6:02 Yes, you're right. I had two grandfathers that served in World War II. One was a pilot, and that that led me to make the first decision to go to the Air Force Academy. And that stayed with me. We had nobody in my family who was in politics. I mean, not a single person. In fact, a lot of my family, I had several great uncles and different family members that I'm close to, and they said, “What?” Like, ”What are — you sure you want to do this? And why? Don't you have a really good Air Force career and you've been able to, you know, rise in the ranks and all the things that you've tried to do?” But I honestly — it was kind of a word of wisdom to say, “If you're going to do this, have some good reasons.” Like, “Why do you want to do this?” And the district that I get to represent in my hometown, we have military bases, agriculture and energy, and I love all three of those things. And I think of those as national security-level entities that really dovetail very nicely with my first part of my professional career. Naviere Walkewicz 7:14 That makes sense. So it really was an extension — this new path in your journey was really an extension of what you had done in uniform and active duty and now being able to give it back to your hometown district and the patrons in there as well. Rep. August Pfluger 7:30 Absolutely. And in the campaign I talked about how important it was to be able to provide our own food. We have a lot of cattle ranchers there that are in my district, that you don't want to be dependent on some other country, especially an adversarial country, for your food needs. And the same thing for energy production: that you can't be dependent for energy needs on your adversaries. So those were things that I was able to really talk about, and I mean, oh my gosh, after I actually was elected and got into office, I mean, they became front and center and still are of that discussion. And I think that was the really interesting piece about having been deployed. We were stationed all over the world, almost seven years outside of the United States, on three different continents, and to be able to tie it together and kind of bring that back home and communicate why this place where I grew up and now where I live and where I represent is so important to our national security? Naviere Walkewicz 8:29 Well, you talked a little bit about earlier, about you weren't sure if you were going to get elected, and then when you did, you had to go out and talk to people and really understand the challenges. What is that journey like when it's completely new, right? It's not the same. It's you're not getting into a cockpit. You're not an instructor pilot now. Now you are — you're representing all of them. How do you how do you approach that new path? Because I think that's something when our leaders take this leap of faith and they're looking at, well, how do I approach it? It's completely different from anything I've done. I think they'd like to know how you did it so well. Rep. August Pfluger 8:59 Well, thanks for the question. It was a huge challenge in being a squadron commander, having been an instructor pilot or a mission commander, and having led in actual combat, that that was everything. I mean, I didn't know anything about politics, but what I did know was how to map out a plan and how to put the pieces and parts together. And I knew that nobody was going to outwork me. I mean, come on, you know, when you have a SAMI on Saturday morning, you got to wake up and make your bed and do all the things to get that weekend pass. I mean, you're going to work hard. And so I knew that I had a competitive advantage on the work ethic and the ability to plan and so really, the thing that I realize now, now six years later, is that I think people — what they really appreciated was that I wasn't a career politician, that the things that I was saying and campaigning on were like true passions, and they weren't empty promises. I told them this is what I'm going to do, and I'm proud to report I've done every single one of those things that I told them that I would do, and it's because we were instructed so well, both at school and then as members of the active-duty Air Force about how to follow through and be persistent and just carry through with what you said you're going to do. I mean, integrity is a big piece of this, but I will tell you also that now staying in touch after being elected, elected, I travel throughout these 20 counties all the time, and you have to have some thick skin, because you're going to get some feedback from people that is not always flattering, and they're going to ask you, “Well, why did you vote this way, or what happened here, and why are you not doing this? And this is expensive.” And, I mean, so you have to be willing to take that feedback, which, by the way, sitting in a fighter pilot debrief — I mean, that was the perfect training for having thick skin, to understand that what people are trying to tell you: Is it critical? Without substance? That you really need to listen to them and try to solve these problems? Naviere Walkewicz 11:07 So earlier, you had talked about, I think there are these things that you did at the Academy. No one is going to outwork you have. You always been that type of person, someone that, you know, just kind of works really hard. Or is that something that you kind of developed at the Academy. Rep. August Pfluger 11:21 I developed it at the Academy. But I would say I came in with a with a good work ethic and then was challenged by our classmates, who are amazing, you know? It's like, “Oh my gosh, I'm really not that smart and not that fast and not that… you know, whatever,” because you see all these amazing people. But yes, work ethic was, I mean, I look at it now, having administered how many nominations to service academies? I mean, dozens and dozens of kids that I've gotten a chance to work with over the past five years who are absolutely incredible. I'm like, I don't know if I could get in at this point in time, because they're just incredible. And I had to work very hard at everything I ever did, everything I ever achieved, was because of hard work. It wasn't because I was the best. It was because I just, at the end of the day, worked very hard to get it. I think that's something that's a lesson that we learned during four years at the Academy, but it served me very well in this profession. Naviere Walkewicz 12:22 Was there a particular time at the Academy where you worked really hard and it didn't go your way? And, you know, how did you overcome that? Because I think sometimes the outcome is, “If I if I give it all and I work really hard, I'm going to get to where I want to go.” And if that wasn't the case, how did that actually change the trajectory or shape you? Rep. August Pfluger 12:42 There were multiple times at the Academy that you work hard for something. I mean, I came in as a recruited athlete, had some injuries, and so didn't get a chance to finish all four years that that was hard to go through that process, and it just didn't work out. And or you're just not good enough. And then that was the case too for me, on the football team. But they're just better people, which is awesome and that, but that shaped who I am now, because it is not just about how hard you work. That's a huge piece of it. But you also have to have good timing. You have to have some luck. You have to be in the right place and have been brought up by the right people. And when the when the opportunity strikes you, you've got to be able to take advantage of that timing to do that. And that those lessons — I absolutely remember that there was one instance where I really, really wanted to go to do this exchange program in Egypt, and they were going to bring some of the political science department over there. Well, apparently my grades were not in the right area to be selected for this program. I think I was an alternate or something, unless that's good, that's — it's not nothing. But I was very disappointed, because I thought I worked hard, you know, maybe not hard enough on the grades, but had worked hard to be a part of the conversation, to go. Well, didn't get a chance to do it. So always had that in the back of my mind. Well, I went to Egypt, but it was as a congressman. I led a congressional delegation of six or seven members. We met with the president of Egypt and had very serious conversations about the negotiation for what Gaza has now with the peace deal that we have gotten to and had a, you know, went to the president's palace, got to sit down right next to him and talk to him for over an hour. So I always kept that in the back of my mind that I was going to Egypt one day. Naviere Walkewicz 14:37 That's right. And honestly, you worked really, really hard. You didn't get there, but it kept you — kept that fire going, because you knew at some point you're going to, so it did end up working out, in that case, for sure. You know, one of the things that I find really interesting and fascinating about you is, as you talk about these different experiences you've had, you said they've shaped you. And when you're in the military, can you share a time when you maybe we're in a position that it wasn't what you'd hoped for. You thought it was going to be, but you found it to be incredibly rewarding. Was there anything in that kind of space that happened to you? Rep. August Pfluger 15:10 Yes, several times. You know you want things, you think you want things, and then it doesn't work out. You don't get selected. And always in the back of my mind, every young lieutenant wants to be a weapons officer wants to then be a squadron commander of a fighter squadron, and that's just the competitive side of this. And I was no different when it came time to select who the next squadron commanders were going to be. I'll never forget: My operations group commander came to be and he said, “Well, we got a problem. We have six really talented lieutenant colonels. You're all promoted below the zone, and we have four squadrons, so we're going to have to figure out a Plan B for a couple of you, and I've got something in mind for you.” He said, “I think that you should go be a deployed squadron, commander of an OSS, an operational support squadron.” He said, “We've got a war going on, a conflict with ISIS, and you'd be great.” Well, that's not exactly an easy conversation to go home and to tell your spouse: “Oh, I just got told that I was going to deploy. I'm not going to be a fighter squadron commander here. I'm going to go somewhere else, and I'll be gone a year.” So that was hard, but oh my goodness, what an experience professionally. Obviously, I missed my family, but this was the height of the conflict against ISIS. I had hundreds of people that I got a chance to work with, command, flying combat missions, doing something that mattered, working with our international partners. You know, we were on an Emirati base, and so I worked with the Emiratis on a daily basis, because we had almost 20 different weapon systems, 20 different aircraft there and it was the highlight of my professional career. So God had a plan. It worked out much better than I could have ever engineered, and it turned out — minus the fact that I had to be gone for a year; obviously, nobody likes that — but it turned out to be the best professional year of my Air Force career. Naviere Walkewicz 17:13 I find that really interesting because that — so would that have been the last kind of position you held before going into the move for Congress? Is that correct? Rep. August Pfluger 17:24 You know, actually, I came back — was PCSed to the Pentagon, worked for the chief of staff of the Air Force, General Goldfein, OK, went to a year of War College equivalent in D.C., a fellowship program, and then was assigned to the White House, to the National Security Council, for just about two and a half months before we made — three months before we made the decision to run for Congress. Naviere Walkewicz 17:49 So just a couple things happened after that. [Laughs]. What an amazing run, and the amazing leaders that you got to work with. So was that experience that when you were deployed as a squadron commander and then coming back, did that help shape your thoughts specifically to the Congress role, because you talked about the very three important things, right? Energy, you know, national security and there was one more… and agriculture. Thank you. And so, you know, did that all kind of get settled in when you were in that transition piece from, you know, squadron commander, to your time at the Pentagon in the White House area. Rep. August Pfluger 18:26 Absolutely, I had a year as a deployed squadron commander, came back and worked a year at the Pentagon, which I didn't know how lucky that was. Most people get there two or three years, but work directly for the chief of staff. Heard all of the conversations between Gen. Goldfein and Secretary Heather Wilson and then had a year where I studied at a think tank on Middle East policy. It could not have been a better education with a little bit of time in the White House to prepare me to run for Congress. You look back on that, you go, “Oh, so that's why.” “Oh, these steps were to prepare for this job now,” which I mean, just the fact that, as a member of Congress, I've probably met with 10 or 15 heads of states, one on one, presidents from different countries around the world, and to have that education, to be able to speak intelligently, at least somewhat intelligently, on these issues. Took that the steps that I just went through right there. Naviere Walkewicz 19:31 And you know, something that I think is really interesting to what you just said, working with Gen. Goldfein and with Secretary Wilson, you know, there are so few Academy graduates that have had the opportunities to serve in Congress and to be in the role that you are. How many Academy, Air Force Academy grads we have now have that have done this? Rep. August Pfluger 19:49 There's two currently serving, myself and Don Davis, opposite sides of the aisle, but great friends, and there were only two prior, so there's only been four. And the first two were Heather Wilson was the first Martha McSally, I'll never forget when I got elected. Heather Wilson called me and she said, “Congratulations, you're finally keeping up with us ladies.” And I thought it was great. But you know, we need more graduates, honestly. And I don't care who's listening to this, what side of the aisle you're on, we need more air force academy graduates. There are nine West Pointers currently serving, and seven from Annapolis currently serving, and we've only had four total. Naviere Walkewicz 20:30 All right, it's out there now. We've got our, you know, got our calling. So here we go. You know, I want to ask you a question about, you know, being in Congress, you are on several committees, and you're in leading roles in them. Let's talk a little bit. First about, if you don't mind, I'd like to talk about the Board of Visitors, because I think it's a great opportunity for our graduates to understand actually what the Board of Visitors actually does. So if you don't mind, kind of sharing in your words, you know what your priorities are with the Board of Visitors and what that looks like. I think it'd be really helpful in educating our listeners. Rep. August Pfluger 21:03 Well. Thank you. It's an honor to be on the Board of Visitors. It's statutorily set up by Congress decades ago, and it basically provides an avenue of oversight, something that is appointed both legislatively, by the speaker of the house and by the Senate majority leader and also the president. And, you know, we've got a number of several grads, but a number of senators and congressmen. And, you know, again, one of these timing things that I didn't necessarily intend to run for the chairmanship, but we needed, I think, a graduate to do that, and am proud to be the chairman of this group. You know, Charlie Kirk was on this board, and what a tragic situation that was. We've got a number of really passionate leaders, and our job really is to interact with the institution, to ask questions and to report back directly to the Secretary of War and into the Secretary of the Air Force on the health and welfare of the institution, on any other issues that we think are important. And for me, kind of the driving principle is that I love this institution, the leadership lessons that I learned there and those that I hear from so many graduates are important well beyond military service. They're important for the rest of a graduate's life. And I want to make sure that everything that is going on there, the resources that are needed there, the schedule and the curriculum and the ability to train the next generation of young warriors, both for the space and the Air Force, are the best in the country, and that we are prepared no matter what, that those graduates can go do their job. So it really is an honor to be on the board, but then to be the chairman of it. Naviere Walkewicz 23:03 I can imagine that, and I think it really speaks volumes, the fact that, you know, you're so passionate about it, you've taken what you've had from the Academy, you've applied it in this role. What are the first things that I think you're looking at? You said you talked about the resources and kind of the schedule and things that are happening at the academy. What are the key things that you're looking at right now as a Board of Visitors? Rep. August Pfluger 23:24 Well, I think to start with, I mean, we all know you wake up early, you go bed late, and you're trying to cram, you know, 28 hours into 24 and so the No. 1 thing that I want to see and work through is, how are we continuing to innovate with the best training possible, so that, you know, you can't teach the solution to every problem, but you want to teach a framework of how to think, and that, you know, there's going to be cadets that are challenged through their academic studies, there's going to be cadets that are challenged through their military studies. There's going to be cadets that are challenged athletically, and some that get all three of those, obviously, we all get got all three. But no matter which piece of the puzzle fills, you know, their time, they should get the training that teaches them how to respond in stressful situations, that teaches them how to function as a team, and that that offers them the opportunity to honestly, to experience a little bit of failure, while also knowing that success is right down the road, and that with a little grit, a little determination and a little persistence, that they're going to get there, and that is a challenge, I mean, In a resource-confined environment that we have right now that that's a big challenge, but that's why we have legislators, Senators and House members, They can go fight for those resources to make sure that they're getting that training that they need. Naviere Walkewicz 24:56 Thank you for sharing that you know, I think when you talk about having that framework to critically work through whatever is coming at you, and, you know, fighting for resources. Can you share what is the greatest challenge that you're faced with right now and how you're working through it? Rep. August Pfluger 25:11 Yeah, absolutely. I mean, just, you know, from a military standpoint, I'm obviously very biased on what air power and space power does I mean the army will deploy to certain locations. In the Navy will deploy to certain locations. But the Air Force and the Space Force are everywhere. We're in every theater. We've been in every conflict. We are the constant and I don't think resource wise, that that our Department of the Air Force is receiving the resources that it needs proportionately speaking to the threat that we face. We're the smallest and the oldest that we've ever been, and we need to change that immediately. As chairman — you mentioned I was chairman of the Republican Study Committee. What is that? Well, it's a 189-member caucus, committee, policy committee...   Naviere Walkewicz 26:01 It's the largest one, right?   Rep. August Pfluger 26:02 It's huge. It's the largest committee in Congress, and we meet weekly with Cabinet members and other leaders to discuss policy. But this has been something that I've been passionate about, which we have to take advantage of an environment where some more resources are being put towards our military, and I want to make sure that a larger portion of those go to the Department of the Air Force to meet the threat. And that's just a neat opportunity that it's a competitive election. I had to get elected by my peers. You know, 188 other congressmen and women from across the country. I had to run an election to get elected to it, and now trying to communicate to them why the business of Air and Space power is so important, but, but I'm we're slowly but surely getting there. Naviere Walkewicz 26:53 Well, I'm not sure where you have time when you're you know, you're doing so many things, you're on the road, meeting with your constituents. You're leading. You know these major committees, the Board of Visitors, as chair. Can you talk about how you're balancing? You know, you always talked about being your family is really important to you. How are you balancing that? What does that look like for someone in a leadership role? Rep. August Pfluger 27:13 Well, it's obviously the biggest challenge that any of us face, which is making sure that you take care of the most fundamental and important piece of your life, which is your family and being gone. I mean, I go to Washington, D.C., on Monday, and generally come home Thursday or Friday, and that's about three weeks out of every four. So my wife, is the most important piece of this, because she allows me to do this, and I couldn't do it without her, honestly. And then secondly, you know, we had a scare this summer because two of my girls were at Camp Mystic. And you know, that was that really brought things back to such a fundamental level that, you know, my No. 1 job on this earth is to be a husband and a father, a person of faith. And I'll tell you that that was, that was a transformational moment in it, just in my in my life, because when you have two daughters that were that thankfully came home and in then you see 27 others that didn't, that they knew that we knew the families and we were close to that. This has put everything back into perspective, that the service that I'm doing should be focused on a foundation of family and faith, and that none of it matters if you don't take care of that. Naviere Walkewicz 28:41 So what does that look like in how you lead? How does that shape the decisions you make in your role in Congress, as a reservist? And then for our listeners, you know, how do they put those important things first in the midst of having to make other decisions professionally? Rep. August Pfluger 29:01 I think a lot of it is, maybe not so much, the “what” in the decision, but it's the “how,” you know, you carry yourself, and you know on the other side of the aisle. I mean, I'm going to fight policies that I don't agree with all day long. But I think the how I do that, what I want my daughters to know is that they had a dad that was very firm in his beliefs. So I think that's, you know, when I look at it kind of like from the, “OK, what's important?” OK, being a good dad, not just saying the right things, but actually going and carrying those out. I think the how you carry them out is really important. And then, you know the specifics of legislation. There are things that, if I believe in in taking care of the American family, then there are things that I'm going to advocate for, not, not to make this to political of a discussion, but I think you can see through my track record that that I have focused on those things that would help strengthen the family, Naviere Walkewicz 30:08 The “how” is really, it's part of your legacy, right? And I think that's what your children are seeing as well, in the way that you, you, you do what you do. And I think as leaders, that's something really important to be thinking about. So I'm really thankful that you shared that example. Shared that example. Have you found that your leadership style has evolved, or has it already always been kind of rooted in you know, who you've been and you've just kind of tweaked it a little bit? Or have you seen yourself evolve more than you would have expected? Rep. August Pfluger 30:40 Yes, it has evolved, but, and I hope for the better, we'd have to ask others what they think of that, but, but, you know, look, growing up in a professionally in a fighter squadron, there were three tenants that they even though I didn't go to weapon school, they teach you this to be humble, credible and approachable. I mean, think about that. Those are the core tenants of who our lead warriors are, and that is not what you see. When you think of politicians. You think, Well, they're braggadocious and annoying. And you know, OK, and I hope I don't fall into that category. I need to do some self-reflection every once while, but, but I've got a staff of almost 40 people, and I have 434 other colleagues that you have to work with. So you better believe that you've got to be humble because there are people who are better than you in every category. You better believe that being approachable in this job is really important, because people are going to come to you and they're going to need something, or you're going to need something from them, and if you don't have the credibility of what you're talking about or what you're leading, then you're not going to get anything done. And so I've really had to work on all three of those things since I was elected to make sure that tying that to a servant leadership model. We started out in 2021, and I told my team, I said, we are going to do everything we possibly can to make other people that I am working with, other congressmen and women better. And they said, Wait, what? I said, Yeah, this isn't about me getting the limelight. We will get plenty of limelight, but let's work on giving other people the credit, giving other people the opportunities, calling on their expertise, pushing them up. And it will all work out, and we will achieve everything we wanted to achieve for the district that I represent, and it was just like this lightning bolt of it was so antithetical to the way that many people in Congress think. And I am not saying that we have changed the world, but when you're elected to basically a conference-wide position like I am, then you really have hard conversations with people, and those conversations people said, You know what, you've helped me out. I'm going to vote for you. And that meant everything, Naviere Walkewicz 33:08 Humble, approachable, credible, what great lessons for our leaders. And I think that translates across anything you're doing. Of the three, it seems that credible would probably be the hardest to achieve, right? It's a time-based thing. How would you recommend that our leaders, especially those that are growing in their leadership roles, achieve that when they don't necessarily have the time right in? Rep. August Pfluger 33:38 It's so hard, but that grit, that determination, I mean, the study, the thing, all the things we learned, you know, it's like they give you. The academic instructors are like a torture chamber, because they know you can't study everything, so you have to prioritize, which is a lesson I think I still draw on today. But I think that credibility comes from if you're going to be an expert in something, you've got to study it. You've got to know it, and people have to trust you. So when you tell them something, it has to be the truth, and they have to know well, I don't know that particular policy issue, but I know Pfluger does, because, you know he did that in his career. He studied that. So I think that grit and that determination and the prioritization of your time is so important, you can't do it all. I mean, we just can't. You have to. You have to make a choice, and those choices have to then go towards the goals that you're setting for yourself. Naviere Walkewicz 34:32 Excellent, excellent lessons. So you've accomplished so much since 2021, you know? What's next? What are you trying to work towards next? Rep. August Pfluger 34:43 I mean, there's so many different like policy issues I'm not going to bore you with. Let's just talk about the big picture, the elephant in the room, which is how divided our country is, and it's heartbreaking to see. You know, I think back to like, the aftermath of 911 I literally 911 happened two weeks prior to my pilot training graduation. You as a Class of '99 were right in the same boat. I mean, we were our professional careers were turned upside down, but our country came together, and that that was kind of the I think that that was the best thing to see how many people that were divided on whatever lines kind of came together. We're very divided, and it is hard to see and from I want to see an end of the radical sides of our parties and a normal conversation. We should be able to have a normal debate in Congress about whatever issues of spending and things like that. And we should be able to then slap each other on the back and say, Yeah, good job you won that one. Or, you know, good job I won this one. That should be kind of the norm. And I've got so many good friends who are Democrats that it's there, but the pull to radicalization is it's alive and well. And to be honest, this is why we need more Academy graduates who are doing this type of work, whether it's running for local office or running for Congress or Senate or whatever, because we get it. We get it from being a part of something that was greater than ourselves and being a part of a mission that it wasn't about, I it was literally about the team of success. And I think it's, it's veterans that are in these leadership positions that are going to help be a part of this, so that that really, I really do want to see that that doesn't mean that I'm not going to fight tooth and nail for policy that I believe in, which is partisan at times. And I'm OK with that, but what I'm not OK with is demonizing somebody for having a different belief. Let's go fight the merits of it, but not, not the character of the other person. Naviere Walkewicz 37:03 Thank you for sharing that. I think, you know, just putting the elephant on the table, I think, is really important. That's what it is about conversation. It's about dialog and so thank you for sharing that. For sure, this has been an incredible conversation. We've kind of navigated different parts of your career, you know, your leadership journey, maybe, if I could ask you this, what is something you're doing every day, Congressman Pfluger, to be better? Rep. August Pfluger 37:29 I think, in faith life, really trying to tie in spiritually, and to not be the one in control, trying to be more present in in my family's life, I'm going to give you three or four. So, you know, just being more intentional, putting the phone down, like if I'm going to sit down with my kids and be there, because I could be on the phone 24 hours a day. So put the phone down, talk to my wife be engaged, and that that's really that, that, I think that's a challenge for anybody who is in any adult right now, quite frankly, but especially those that are in leadership positions, which all of our graduates are, and so just put the phone down and being engaged, and it's hard. It's like, “Oh, I got to take care of this, you know, I got to call that person back. We've got to do this.” But you know that is, I think that that is probably the No. 1 thing that then allows a stronger faith life, a stronger relationship with my family. Physically, still taking the Air Force PT test, got a 99 last year. Was very proud of that and so trying to stay physically fit.   Naviere Walkewicz 38:48 That's outstanding!   Rep. August Pfluger 38:49 There are some other graduates who have challenged me with that. You may know Joel Neeb? A classmate of yours.   Naviere Walkewicz 38:58 Oh yeah! I know Thor.   Rep. August Pfluger 39:00 Thor is awesome. And he's been such an inspiration. I could name 100 people, but he said he's a really good inspiration to so many people. And on all the things that you just the things that I answered for your question, he's been a good inspiration on. Naviere Walkewicz 39:15 I would agree with that wholeheartedly. Yes. Well, thank you for that. Can you also share, you know, knowing what you know now through the years that you've experienced, you know your hardships, the triumphs — what would you share with our growing leaders that they can do today to help them be stronger down the road? Rep. August Pfluger 39:37 You know, I think some self-reflection, like, how do you see yourself, and how does the world see you? And is this — does it match up? Because if it's different, if your opinion of yourself is higher than that of what other people are thinking and your work ethic and what you're bringing to the to the table, then then you need to do some self-reflection. And I again, I got back to my career as a fighter pilot, which was perfect for politics. You know, you got to learn to work as a team. You have people debriefing you, and there's critical thoughts on your actions, of how you perform. But I think any leader, it needs to first have the grit to be able to stick with it. It's not always the best person that gets the job, but I can promise you, the person who keeps seeking that job and has that drive, they're going to get there. That has been the story of my life and self-reflection, to go What's stopping me from getting there is probably the key, as long as you have that grit, that self-reflection, to have some clarity for whatever goal you want to achieve. That's my humble opinion of what I would tell myself 15 years ago. Naviere Walkewicz 41:00 Wow. And I think that does kind of give us a moment to just sit in it and think about that as we are, you know, trying to be our best selves and to continue to evolve as leaders. What a great way to do that, right? Just reflect some self-reflection. I want to make sure we have an opportunity. If there's anything that I didn't ask you, that you feel is really important to share with our listeners. What would that be? Rep. August Pfluger 41:24 Well, there were a couple of things. No. 1, I was trying to think back — because your Class of '99 and I'm Class of 2000 — on whether or not I had to get in the front-leaning rest and recite John Stuart Mill's poem, or not. I can't remember that, so maybe I snuck by.   Naviere Walkewicz 41:45 Definitely a front-leaning rest kind of gal. I have pretty strong abs. I can handle that.   Rep. August Pfluger 41:51 You know, I just, I want to go back to what how important our institution is, because we're in that other dimension. We're in the air, in the space domain. We're solving problems in our professional career that I mean, think about where we've come since the Wright Brothers demonstrated we could fly and now, you know all the things that we're doing in air and space, and that's because of our graduates. And you know, I just, I really want to have a call out to our graduates that your leadership in a variety of ways is needed. It's needed in the business community, in Fortune 500 companies. It's needed in your local communities. It's needed at the national level of politics; there are several candidates for Congress right now who are graduates. I'm helping them, and I will help anybody. I don't care what party you are, of course, I have my favorite, but I will help any person who is looking to run for something like this. This is what I know now. But we really do need your leadership in order to bring the temperature down, to unite our country, to make sure that we're going to be successful. It's not if it's a matter of when we're going to face that next big, truly existential threat and challenge to our country. And guess what? I trust the people that were right there next to be in the front, winning rest, reciting all of those quotes and having to do a little bit harder of a standard in our four years of education than other institutions. And so I trust our graduates, but we need you, and we really need you to take that opportunity and serve in any possible way that you can. Naviere Walkewicz 43:45 Wow. Thank you for sharing that. I think that that is a perfect way a call to action, so to speak, for all of us you know the service after the service, so this has been incredible. Congressman Pfluger, thank you for your time today. Rep. August Pfluger 43:57 Well, Naviere, thank you for reaching so many graduates and looking forward to a Bitton Army and Navy again next year. Naviere Walkewicz 44:04 That's right next year. Well, you know, as I reflect on this conversation, you know, one theme really rises above others, courage, the grit, you know, not just the courage we often associate with the battlefield or moments of crises, but the quiet, steady courage that it takes to lead with conviction every day, Congressman Pfluger reminded us that true leadership means standing firm in your values even when the path may be uncertain or the stakes may be high, it's the kind of courage that doesn't seek comfort, but instead answers to responsibility. So as you think about your own leadership journey, ask yourself, Where is courage calling you? Where is that grit gonna take you? Whether it's in the workplace, in your community or your personal life, lean into those moments, because courage, real, principled, humble, courage is what transforms good leaders into great ones. Thank you for listening to this edition of Long Blue Leadership. If you know someone who needs encouraging words in their leadership journey, please share this podcast with them as well. I'm Naviere Walkewicz. Until next time.   KEYWORDS August Pfluger, Long Blue Leadership Podcast, U.S. Air Force Academy, leadership lessons, congressional service, fighter pilot, national security, grit and resilience, service after service, Air Force Board of Visitors, faith and family leadership, career transition, public service, humble credible approachable, air and space power.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

In this conversation, Sandra Pagenta interviews Heather Wilson, a former bedside nurse turned entrepreneur, who discusses her journey in identifying gaps in foot care services for seniors and how she created successful businesses to address these needs. Heather emphasizes the importance of patient connection, the role of nurse practitioners in foot care, and shares clinical pearls for assessing foot health. She also reflects on the true definition of success, which transcends financial metrics and focuses on personal fulfillment and the ability to care for others.Heather's Links: www.footandnailinstitute.comwww.everydaydivinity.comhttps://tiktok.com/@fnifootcarenursehttps://www.facebook.com/footandnailinstitutehttps://www.instagram.com/footandnailinstitute.comhttps://www.linkedin.com/in/footcarenursehttps://www.instagram.com/everydaydivinity.comCheck out Epocrates: https://www.epocrates.com/ CODE: SUCCESSCheck out our eBooks designed specifically for NP students navigating the clinical setting!⁠⁠⁠ ⁠⁠⁠⁠⁠https://bit.ly/SuccessNPebook⁠⁠⁠⁠Follow us on Instagram:⁠ ⁠⁠@thesuccesnp⁠⁠⁠⁠Go to our website⁠ ⁠⁠www.successnps.com⁠⁠Enroll in our FREE course:  The Case Presentation Guide | Success NP Academy

Motorcycling has opened nearly every door imaginable for Heather Wilson Schiltz, both personally and professionally. Schiltz heads up High Gear Success, a communications and marketing firm that caters to motorsports companies, event organizers, and racers. She is also the host of “Momentum: A Motorsports Podcast.” And, borrowing from her childhood dreams, she teaches others to ride.Schiltz was quite literally born into motorcycling. Her father was an avid off-road racer. After high school, he opened a KTM/Husqvarna dealership in central Ohio. “Our lives revolved around going to the races and being in the dealership,” she says. “I don't think he expected it to be a lifelong thing, but that's what it turned into.” Heather's parents recently sold the dealership after 48 years of operation.Schiltz has been riding since she was five, but the actual behind-the-handlebars aspect of the sport takes a backseat to the many relationships she has forged. “I enjoy riding so much,” she admits. “It's really freeing—a great experience. But I love the community and the family aspects that surround it. When I think about motorcycling, that's what comes to mind for me.”High Gear SuccessMomentum: A Motorsports Podcast Connect with Us:Website: www.driventoridepodcast.comInstagram: www.Instagram.com/driventoridepodcastFacebook: www.facebook.com/driventorideEmail:hello@driventoridepodcast.com

Heather Wilson and two of her twelve siblings saw the need to create a crowdfunding platform that not only helps raise money for material needs, but also helps address the emotional, spiritual and psychological need of going through a hard time. Their official mission statement is to "share the hope of Jesus through crowdfunding". They have a hired prayer team on deck that call campaigns to pray over whatever difficult situation they are going through that brought them to GiveSendGo in the first place. GiveSendGo is celebrating their ten year anniversary, and they are now the second largest crowdfunding platform in the world. Start your own campaign here.SUPPORT His Heartbeat through Crown of Beauty Internationalhttps://www.crownofbeautyinternational.com/donateCONNECT with His Heartbeat and Crown of Beauty InternationalWebsite// Facebook//InstagramEmail: crownofbeautyinternational@gmail.comConnect with Sue Corl's Instagram//Facebook// WebsitePurchase Sue's Transformational Bible Studies and Devotionals on Amazon!Sue Corl's best-selling books: Crown of Beauty Bible Study, Broken But UndefeatedCrown of Beauty International: EMPOWERING WOMEN AROUND THE WORLD WITH GOD'S TRUTH!Crown of Beauty International: EMPOWERING WOMEN AROUND THE WORLD WITH GOD'S TRUTH!

In this episode of School Business Insider, we head to the Lone Star State for an honest and engaging conversation with Dr. Tracy Ginsburg, Executive Director of TASBO, and Heather Wilson, TASBO Board President and Assistant Superintendent of College Station ISD.Heather shares her experience transitioning to a new district after nearly two decades in her previous role—discussing what it takes to build culture, relationships, and trust from day one. Tracy reflects on TASBO's role in supporting school business leaders through professional development, peer networking, and legislative advocacy in what they both call a “deficit world.”We dive deep into the current financial pressures facing Texas school districts, the challenges of equitable compensation, and what it takes to lead in times of fiscal uncertainty. Plus, we preview this year's ASBO International Annual Conference & Expo in Fort Worth, Texas, with some local flavor and must-visit spots shared by our Texas insiders.Whether you're a seasoned SBO or just starting out, this episode offers insight, inspiration, and practical wisdom.Contact School Business Insider: Check us out on social media: LinkedIn Twitter (X) Website: https://asbointl.org/SBI Email: podcast@asbointl.org Make sure to like, subscribe and share for more great insider episodes!Disclaimer:The views, thoughts, and opinions expressed are the speaker's own and do not represent the views, thoughts, and opinions of the Association of School Business Officials International. The material and information presented here is for general information purposes only. The "ASBO International" name and all forms and abbreviations are the property of its owner and its use does not imply endorsement of or opposition to any specific organization, product, or service. The presence of any advertising does not endorse, or imply endorsement of, any products or services by ASBO International.ASBO International is a 501(c)3 nonprofit, nonpartisan organization and does not participate or intervene in any political campaign on behalf of, or in opposition to, any candidate for elective public office. The sharing of news or information concerning public policy issues or political campaigns and candidates are not, and should not be construed as, endorsements by ASBO Internatio...

Season 3 of the Long Blue Leadership podcast is a wrap! From established national leaders to rising stars, this season features inspiring stories from U.S. Air Force Academy graduates. SUMMARY This season's guests included Dr. Heather Wilson '82, former Secretary of the Air Force; Dr. John Torres '82, NBC News Senior Medical Correspondent; Maj. Gen. Thomas Sherman '95, Vice Superintendent of the U.S. Air Force Academy, and 2nd Lt.  Wyatt Hendrickson '24, NCAA wrestling champion.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK    TAKEAWAYS Leadership is about collecting tools over time. Your identity is not defined by your profession. Intentionality in actions leads to personal growth. Leadership can be practiced at any level. Admitting mistakes quickly is crucial for growth. Respect and loyalty are earned through care. Every moment is an opportunity to make an impact. Legacy is built in real-time interactions. Conversations can unlock deeper insights about leadership. Sharing stories fosters connection and learning.   CHAPTERS 00:00 Celebrating leadership lessons from Season 3 03:07 Insights from Dr. Heather Wilson '82 05:47 Chad Hennings '88 on identity and leadership 08:55 Young leader Wyatt Hendrickson's '24 journey 11:51 Jemal Singleton '99, leading where you are 14:53 Emma Przybyslawski '10 on leadership beyond the uniform 17:49 Dr. John Torres '82, earning respect and loyalty 20:37 Maj. Gen. Thomas P. Sherman '95 on trust, courage, and legacy 23:47 Looking ahead to Season 4   ABOUT OUR HOSTS BIO's LT. COL. (RET.) NAVIERE WALKEWICZ '99 Senior Vice President, Engagement With over two decades in leadership roles, my current focus at the Association of Graduates - U.S. Air Force Academy is fostering a robust network of 50,000+ alumni. This commitment involves igniting a culture of engagement and inclusivity, underpinned by a strong foundation in support of our Air Force Academy. - BIO COPY CREDIT:  LINKEDIN.COM MR. WYATT HORNSBY Senior Vice President, Marketing & Communications | Executive Producer Wyatt Hornsby is passionate about developing marketing and communications talent and cohesive, high-performance teams. He is senior vice president of marketing and communications at the Air Force Academy Foundation and the Association of Graduates. He leads the work of the foundation and alumni association marketing and communications division, while also coordinating with various Air Force Academy offices, including Public Affairs and Strategic Communications. - BIO COPY CREDIT:  LINKEDIN.COM     CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest: socialmedia@usafa.org Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org  Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT SPEAKERS Co-Hosts:  Lt. Col. (Ret.) Naviere Walkewicz '99  |  Mr. Wyatt Hornsby   Naviere Walkewicz  00:26 Welcome to our retrospective for Season 3. We're celebrating the first three seasons of the Association & Foundation's premier podcast and the countless leadership lessons shared by some of the most accomplished Air Force Academy grads.   Wyatt Hornsby  00:41 Naviere, in Season 3, we've showcased some amazing stories and takeaways that apply to life, both in and out of the military. From the start, Long Blue Leadership has given listeners an inside look at real experiences, insights and advice from seasoned leaders as well as those just beginning their journeys. These deep dives explore how leaders not only face challenges head on, but also find ways to inspire and empower those around them.   Naviere Walkewicz  01:06 These conversations are amazing. What really sets this podcast apart are how these leadership discussions consistently touch on teamwork, perseverance, humility, excellence and service before self.   Wyatt Hornsby  01:17 Well said, Naviere. And in this edition of Long Blue Leadership, we're gonna respond to a few clips and share our own perspectives related to some of our favorite moments, and we'll also preview what's coming up in Season 4.   Naviere Walkewicz  01:30 Now Wyatt and I would be remiss if we didn't share — listen, we could go on about every guest that's on this podcast, because everyone is remarkable, but we're just going to focus on a few of them. So let's jump right into some of our favorite moments from Season 3.   Wyatt Hornsby  Let's do it.   Naviere Walkewicz  All right. Well, this first clip is someone that you're going to recognize: Dr. Heather Wilson, Class of '82. What an amazing graduate. And you know, when we think about what she's accomplished — she's a Distinguished Graduate, secretary of the Air Force, I mean, going on into Congress — she is a mentor for many. And this particular clip, she actually is referring to someone who's been a mentor for her and being able to make an impact in his life. So let's take a listen.   Dr. Heather Wilson  02:12 My grandfather was an aviator. He was also a mechanic. He could use any tool. I mean, he was just amazing with his hands. And I had learned a new tool in school, and I took out a piece of graph paper, and I drew a curve, and I said, “Grandpa, do you think you could find the area under this curve?” And he said, “Well, I'd probably count up the squares and estimate from there on the graph paper.” And I then I showed him something new, and it was called calculus, and it was the first time in my life that I realized I had a tool that my grandfather didn't have. He had a high school education and had gone into the RAF during the First World War, and he was a great mechanic and a really good man, but I realized that there were opportunities for me that maybe my grandfather never had.   Naviere Walkewicz  03:14 What an amazing conversation with her. What did you think about that comment about the tool?   Wyatt Hornsby  03:19 That's very, very moving. You can see just what her grandfather, what he meant to her, and just to think about those experiences and how they informed and influenced how Dr. Wilson has been a leader to so many in Congress, as secretary of the Air Force and now as president of the University of Texas, El Paso.   Naviere Walkewicz  03:38 Yes. And when you go back to that conversation, I think she talks about tools in a toolbox, and she relates it to her grandfather and her dad, I think, as well. But she talks about the toolbox almost serving as — you never know when you're going to need a tool. So as long as you collect tools over time, they can make a difference. And so she likens them to the people in your life and the people who serve with you and under you and above you. But if you start to recognize the tools that they have, you never know when they're going to make a difference. And in her case, she was actually able to provide a tool like calculus for her grandfather.   Wyatt Hornsby  A great lesson.   Naviere Walkewicz  Yes, yes. So make sure you take a listen on that one.   Wyatt Hornsby  04:15 Well, Naviere, this next conversation I absolutely love — Chad Hennings, Class of 1988, who went on, I believe, to serve in the Gulf War, flew the A-10 before joining the Super Bowl-winning Dallas Cowboys. And I love this conversation. Chad talks in this conversation about who you are isn't necessarily what you do. It comes from who you are from within. I just love this clip. Let's listen to it.   Chad Hennings  04:41 One of the questions that I ask someone who is changing and transitioning in their careers, whether that be from professional athletics or from the military, I ask them, “Who are you?” You know, a lot of times they'll say, “I'm well, I'm Captain so-and-so,” or, “I'm a former F-16 fighter pilot,” or, “I'm a former running back.” I go, “That's what you do. Who are you? What you do does not define who you are.” I mean, that's the thing that I think so many people need to grasp, is that their identity is not based on what they do. It's more of an inner pursuit.   Naviere Walkewicz  05:14 Well, I won't put you on the spotlight and ask you who you are, but I remember that conversation, and it was really quite a reflective one for me, because I remember, as he was sharing those things, I started thinking, “Well, who am I, you know, as a leader, etc.” So that was really meaningful.   Wyatt Hornsby  05:30 Indeed. I mean, all across our lives and careers, we do a lot of different things. We wear a lot of different hats at various points, and I think it's hard, but I think it's so meaningful to really reflect on your own personal values in determining really who you are from within. I just loved how Chad talked about that.   Naviere Walkewicz  05:50 Yes, that was just one of the lessons that he shared. And I think it really kind of goes back to understanding yourself and growing as a leader. So it's certainly a wonderful conversation for those interested. Well, let's take a visit to one of our younger graduates. Most recently, 2024 class, and his name is Wyatt Hendrickson, so another Wyatt here. Some might remember him as Captain America. I think he's been called that lately, in the news, but known for just his accomplishments in the world of wrestling and what he's continuing to go on, hopefully here in the Olympics. But this conversation really is about some real insightful moments that I think he's had as a young leader, that he recognizes the importance of doing things for yourself. And some might first think, “Well, that sounds kind of selfish, right? You know, we're taught to be team members and team players and do things together.” But when we, when we listen to this clip, I think we understand why he talks about doing things for yourself. Let's take a listen.   Wyatt Hendrickson  06:49 As a leader in at the Air Force Academy, I started going to these briefs, and I'm like, “You know, I'm not going to try to have the a bad mindset. I'm not going to show up here, just check a box. I'm going to show up here and try to take something from it.” So what I did, I bring like a notebook or a small little pamphlet, just to write notes. And everything you do, do it with intent. Don't do it because you're afraid of a bad result — you're afraid of something here, there. Do it because you want to do it, and you have to decide you're doing it for yourself.   Naviere Walkewicz  07:18 You know, what I really like about that clip is understanding that you have to do things for yourself and not others. And so I liken it — you know, we are parents, and at one time we are children. And so we probably did things. We do things as parents for your children. When you're a child, you do things because you don't want to make your parents unhappy, or you want to make your teacher proud or your coach proud. And I think he learned early as a leader that if you're going to do something with intent, to do it for yourself. What do you think?   Wyatt Hornsby  07:44 That's right. Being able to invest in yourself so that you can show up for others as well. And so I think when you really consider that, he's really talking about a little bit of service before self within that as well. And I think it's working out well for him. You know, he just pulled off, some say, the biggest upset in NCAA wrestling history. And I agree, we'll hope that he gets to the Olympics. Just what a remarkable young leader and athlete.   Naviere Walkewicz  08:11 Yes, and what an exciting and engaging conversation that I hope you'll take a listen to as well. There were some exciting moments in there that he experienced, I think. You know, with the president and, you know, just kind of reflective moments with his coach, but certainly a conversation that many will be engaged by.   Wyatt Hornsby  08:28 And when we talked to him, his life was very busy, and we just so appreciate him taking time to talk with you, Naviere.   Naviere Walkewicz  Yes, absolutely.   Wyatt Hornsby  All right. Naviere, this next guest I absolutely love — Jemal Singleton, Class of 1999.   Naviere Walkewicz  Gold will shine.   Wyatt Hornsby  That's right, assistant head coach for the Philadelphia Eagles, also coach for running backs for the Eagles. And this was such a great conversation. We were you were able to go to Philadelphia and sit down with Jemal and really hear his story and something — I mean, the conversation was just full of great insights. But one thing that Jemal said that I absolutely loved was, no matter where you are in your life and career, lead where you are. You don't have to have a big team or direct reports, just lead where you are. So let's listen to that clip.   Jemal Singleton  09:17 I think the biggest thing that you can do is lead where you're at, and it doesn't matter where you're at. “Oh, well, I'm not the CEO,” or, “Oh, I'm not the head coach,” or, “Oh, I'm not the commander.” So? Leadership comes in a million different ways. And I truly believe that you know kind of what you do with the little things, is how you do everything. And if, in your position, whatever it may be — maybe nobody even works for you — you can still lead from that position. You can lead from that spot. And I think that's it. Don't be afraid to step out. Don't be afraid to be a leader in your own mind. It's got to start there. At some point, you keep honing those skills and then maybe you are going to grow. And then, hey, you have three people working for you, but you then be a leader at that point. And it's kind of like what I mentioned earlier, about be where your feet are; lead where your feet are at.   Wyatt Hornsby  10:09 What a great insight. And I think that is just so helpful for not only people who are earlier in their career, and maybe they want to be able to grow as a leader. But also for leaders as well, in terms of how they instill in the people who they're privileged to lead, how they can continue to grow and advance.   Naviere Walkewicz  10:30 Yes, what a great life lesson in general. I think sometimes we are so eyes forward on the next thing, that we forget to be our best at the present and the moment. And that was a really, I think, a key message that I took from that was, you know, when he says, lead where you are, you know, be fully present where you are, just like we are right now, reliving, kind of that moment with him. And so what an engaging and amazing conversation with Coach Jemal Singleton. Of course, being a '99 grad, you'd expect that, but, you know?   Wyatt Hornsby  10:58 We wish him. We wish him all the best. What a run he's on right now. Congrats to the Eagles.   Naviere Walkewicz  11:03 Yes. And if I may just offer this: I did want to extend to the team with the Eagles — I mean, what a world class operation out there, to be able to invite us in and put us in their amazing studio to help us share the story that really goes beyond the football, right? It goes beyond the field and how they're doing things as leaders out there. So thank you so much for that amazing support. We really appreciate it. All right. This next clip, Wyatt, is someone that we know well. She is one of our past AOG board directors, Class of 2010, Emma Przybyslawski, also a Young Alumni Excellence Award winner for us, what a remarkable leader. You know, she served in the Air Force, in the special operations community, but also went on after the uniform to really kind of lead her team and her business. In this particular clip, she's talking about leadership outside of uniform. And I think it's important for our listeners to know that leadership comes in and outside of uniform, and so we want to make sure we highlight that. But this particular clip, she talks about getting to “no” as fast as you can — and that's an odd statement to hear, but I think it's really impactful.   Emma Przybyslawski  12:14 One of my key tenets is having the stomach to say, like, “Oof, this didn't work out the way that I wanted it to,” or, “Maybe we were wrong about that.” Step 1, right? Admitting the problem. Step 2 is then pivot, move on, let it go. Just let it go, and either take some great lessons learned from it — hopefully you do — or just bail on it and like, go on to something different. Get to no as fast as you can. Like, no is an OK answer, but man, let's get there as fast as we can. Because the more time you iterate and waste on bad ideas that you don't know if they're bad yet, that they're going to be, the sooner you can get to no, the better off you are.   Naviere Walkewicz  12:59 I really like that, just because it's so different. I mean, it's a different perspective on being thoughtful. on resources and time and how you actually utilize all that as a leader and when you're making decisions that impact others. I just thought that was really insightful. What'd you get from it?   Wyatt Hornsby  13:16 I agree, and what I hear from that is integrity and discipline. No one likes to admit that they're wrong. It's not the most fun thing in the world, but what I heard Emma say was, “If we got something wrong, just admit it. Get there as quickly as possible, learn and move on.” So I love that leadership insight.   Naviere Walkewicz  13:33 Yes, and when you look through history and you think about, those greats, those innovators — but you know, over time, they failed because they failed to actually move forward or stop something that was no longer working. They just held on so tight. I think as a leader, it's important to recognize that. And her, as you know, such, I think, a young and enthusiastic and, you know, impactful leader realizing that it's an important lesson I think we can all take.   Wyatt Hornsby  13:56 It's easy to see, you know, when we hear Emma talk about leadership, it's easy to see how far she's come in life, and, you know, what she's been able to do.   Naviere Walkewicz  14:05 Yes, so make sure you listen to that. While she does talk about that outside of uniform, she does share some incredible stories while she was in the special operations community. I think our listeners will really enjoy learning some of that too.   Wyatt Hornsby  14:16 All right, Naviere, our next guest, Dr. John Torres, Class of 1982 — and that's a name that many of our listeners and viewers may be familiar with. Chief medical correspondent for NBC News. And I love this conversation. Dr. Torres was able to take time from his schedule and visit with us here in Wecker Hall. And really what he talked about, what I took away from this was that leaders earn respect and loyalty. They take care of their people, and they put their people really before themselves. So let's listen to this clip.   Dr. John Torres  14:47 Watching leaders and how they did things, both when I was here at the Academy and when I was in the Air Force and even through medical school, the doctors that were good and talked to people appropriately. The leaders that were good and they had the men and women following them because they wanted to follow them, versus following them because they had to follow them. And as you know, there's a huge difference there. And I tried to model myself after the ones who had people who followed them because they wanted to follow — they respected them. They earned that respect. They earned that loyalty. And to me, that was always an important thing. And so when I transitioned over to medicine, especially being a flight doc, I wanted them to do the things that medically were important for them because they wanted to, because they trusted me, and they understood that I was looking out for them and not just their career or not just their flying, but looking out for them and their families.   Naviere Walkewicz  15:32 I remember that conversation.   Wyatt Hornsby  15:35 Caring deeply about the person, and not necessarily what they — putting that before what they do.   Naviere Walkewicz  15:41 Exactly. That conversation went on because it was referencing the fact that, as a medical doctor in the service, you know, you had those that really wanted to fly like that was their calling. And when they had a medical issue arise, you know, Dr. Torres, because he led in the way that he did. He created that relationship and that trust, to be able to say, “This is what we're up against,” and, you know, to be able to make a leadership and a professional recommendation, and then that, you know, “I care about you as a person, so I'm gonna ask you to consider this,” even if it might be the hard decision that they'd have to make. And I think that that goes a long way for leaders, because sometimes we have to give bad news to our people.   Wyatt Hornsby  16:21 That's right, and really caring about those who were charged with leading and taking care of their best interests, sometimes having those tough conversations. But when we do that, when we authentically care about our people, they will respect us. They will trust and that's really what he was talking about. Powerful.   Naviere Walkewicz  16:43 I think we could probably both think about examples of leaders in our lives that maybe we didn't get the best news, but we always knew they had our best interests, and we would walk through fire for them.   Wyatt Hornsby  That's right.   Naviere Walkewicz  Yes, what a great conversation with an amazing speaker. You'll have to take a listen to the entire conversation with Dr. Torres, because his was really incredible. And the fact that he actually almost left the Academy, but stayed because of survival training. So you make sure you listen to that. All right. Well, this last clip we're going to visit is, gosh, I still just got goose bumps thinking about the conversation with him. It's a recent conversation with Maj. Gen. Tom P. Sherman, Class of 1995, the current vice superintendent of the Air Force Academy. And I could go on and on about, you know, the way he inspires through his words, but this particular clip, Wyatt, was one where he talks about courage, right? And when he recognized a moment in time. This is from a conversation with his AOC, back when he was a cadet at the Air Force Academy, and he had a moment of clarity.   Wyatt Hornsby  17:45 We've both had the opportunity to see Gen. Sherman speak, and just an incredible speaker and presenter — really gets to know his audience. So let's listen.   Maj. Gen. Thomas P. Sherman  17:57 But I think really where the Foundation came in is where we started to talk about leadership. And you know, what I was asking him to do was to pull my rated recommendation form. So we had just submitted them, and I was asking him to pull my rated recommendation form. I didn't want to compete for it anymore. And so we started to talk about leadership. And he says, “You know, hey, Cadet Sherman, you need to understand that, you know, leadership in this Air Force is being the lead F-16 pilot on a bombing run. You know, putting iron on target.” And that's true. It's a very important part of leadership. It is a very important part of tactical operational leadership in this Air Force. So he's not wrong in that space, but I was looking at it from a different lens, and I was looking at it, I think, on a larger level. And what I don't think he realized is that 30 seconds before I walked into his office, he set me up for success. I just happened to be waiting outside the office, and all of a sudden I looked on his cork board, and somebody, and I don't know who it was, had pinned a note that was written to Airman Magazine by an airman first class. And this airman first class titled this, “I need a leader.” And this A1C felt so strongly about what they were feeling, and I have no idea who this person was, felt so strongly about it that they put pen to paper — and this would have been the fall of 1994 — and sent this into Airman Magazine, and it says, “I need a leader. Commissioning sources: Send us lieutenants that we can look up to that will hold us accountable when we do wrong, that will encourage us when we do well, that will be an example that we can look up to, that will care about us as human beings, because you are not sending them to us now. Air Force: I need a leader.” Like that 30 seconds just before I walked into his office, that changed my life. And it changed my life, because for me, at that moment, what I was getting ready to go ask my AOC to do what I was looking at inside myself like that became my charge.   Wyatt Hornsby  19:57 Naviere, I mean, as a graduate, how does that land with you?   Naviere Walkewicz  20:01 I have chill bumps right now, and it's not because it's cold in here, because it's not. I think you nailed it when you said he's someone who can really kind of inspire through his words. But you know, when I hear him say that, it makes me want to go back through the Academy all over again. I want to do it again to see if I can do it better. Because I want to be a leader for that airman and for anyone else that is serving alongside me, under me, etc. That's what I felt hearing that again.   Wyatt Hornsby  20:33 Yeah, and just from the whole conversation, I mean, that's really, I think that's the essence of Gen. Sherman's career, in my eyes, is that he has done everything he can to deliver or to develop as a leader and to be able to bring out the best in everyone who he has had the opportunity to lead and work with.   Naviere Walkewicz  20:51 One of my favorite moments in that conversation was about, you know, “What do you want your legacy to be?” You know, I think that was some kind of — that was maybe a way that I asked the question, and his answer was so unique, because he said, “You know, I don't really think about legacy, like, down the road.” He says — it's almost like he thinks about it in real time, and I'm paraphrasing, so you'll have to listen to the conversation. But he talked about, like, his legacy is when he makes an impact in every moment. So, like, this, you and I together, if I'm able to make an impact through our conversation, like, that's his legacy. And in off the screen, I didn't get to share this in our conversation, but my son, Arden, he's a cadet now, and when I told him I was going to be doing this podcast with Gen. Sherman, he had nothing but amazing — “Mom, I would walk through fire for him. He's so amazing. He's so inspiring.” And I shared that with Gen. Sherman, I said, “Well, you should know, sir, that you created a legacy with my son,” and it actually brought some emotion to him, and that that's who he is. I think that's who we want to be.   Wyatt Hornsby  21:52 Absolutely a remarkable leader and just an amazing episode. And hope that you all take the time to listen to it.   Naviere Walkewicz  22:00 Yes. So those were our highlights from Season 3. And like I said, we could go on about every one of our guests, because they're so impactful and amazing. And just — we take something from each of them.   Wyatt Hornsby  22:12 We did Naviere, and I want to just take a moment too, just to thank you for doing such a great job in Season 3. And just not asking questions, but just having conversations. And it's just easy to see that this just is kind of like a conversation over coffee, where you're just talking about leadership and really getting a sense of what their journey has been, whether it's been the good or the not so good, but just really finding out who they are authentically. So thank you, Naviere, just for leading those conversations.   Naviere Walkewicz  22:43 It's my great pleasure. I think some of the best work behind the scenes comes from this place of wanting to help share their story in a way that our listeners may not have ever heard before, and almost unlocking within them something that surprises themselves, about themselves, you know what I mean? Where they're actually like, “Wow, I'm sharing this,” and it's almost unlocking this new portal on leadership, on themselves. And so that's kind of how I always approach preparation for a conversation. And my goal is just to leave someone with something that really resonates with them.   Wyatt Hornsby  23:18 Well done, Naviere. And while we're at it, we're going to put Ted, our producer, our amazing producer, on the spot here. Ted, congratulations again on a great Season 3. And what are you — just any reflections that you want to share?   Ted Robertson  23:33 Loving watching Naviere grow and glow as a host — she's just my favorite person ever to work with, and thank all of you. This doesn't happen without a whole team committing time and resources and effort, eyes, ears, ideas. It doesn't happen without this group effort. It's a wonderful, wonderful place to be in. Speaking of places to be, you're going to talk about this a little later. Some listener feedback coming up next that Wyatt is going to tell you about. But we have the gift of a new studio that you're some of you are seeing for the first time inside of our new building that we can't wait for many of you to see. So thank you both for everything you do, your support, your encouragement and giving me this couple of minutes to share my thoughts with all of you.   Naviere Walkewicz  Thanks, Ted.   Wyatt Hornsby  24:23 Yeah. Thank you, Ted, again, great work, and we're just we're very grateful for all the heart and soul you put into Long Blue Leadership.   Naviere Walkewicz  24:31 Well, up next, Wyatt has some listener feedback to share with you, but before we do that, I'd like to take a moment and thank you for listening to Long Blue Leadership. This podcast publishes the first and third Tuesdays of the month in both audio and video, and is available on all your favorite podcast apps. Be sure to watch or listen to all episodes of Long Blue Leadership at longblueleadership.org. Once more, that's longblueleadership.org   Wyatt Hornsby  24:58 And a note I saw from Allison D. in reference to Naviere's conversation, particularly with Emma Przybyslawski. And this highlights how hard Naviere has worked and how well she has done as host of Long Blue Leadership. And I'll start with Allison's note to Naviere, and then I'd like to add some thoughts of my own. From Allison: “Just wanted to do a quick shout out to let you know that I've been listening to your interview with Emma P. and I thought you did a phenomenal job. Emma's willingness to share her perspective in experiences in such an authentic way was a testament to her. But I also wanted you to know that while I was actively listening to her responses, I was also blown away by your ability to follow up with each response with an insightful and natural follow up question. My brain was still digesting her last response, and I don't know how you were able to digest and formulate such an interesting follow up question in such a short amount of time. Well done, Naviere.”   Naviere Walkewicz  25:58 I remember that comment. What a special moment to get that from Allison. Thanks for sharing that, Wyatt.   Wyatt Hornsby  26:05 Our pleasure, and thank you again, Naviere, for doing such a great job as our host.   Naviere Walkewicz  26:10 Well, Wyatt, let's talk about Season 4. It's coming out. Yes, some new things. Do you want to talk about kind of where we're in right now? What to expect?   Wyatt Hornsby  26:17 We're going to be having 13 episodes. Ten are going to be Long Blue Leadership, and then two are going to be really developmental focus, special presentations. Can't wait for that. And then, of course, we'll wrap up Season 4 with a retrospective, Naviere.   Naviere Walkewicz  26:31 Oh gosh, it's going to be amazing. I think what we've learned from the past seasons are people really enjoy hearing the stories from graduates that they can connect with — some transformational moments in their lives. But really excited. We kicked it off here at the end of Season 3 will be coming from our new studio here in Wecker Hall, so they'll get to see the studio and really hear the stories from our graduates. Those are really influential and key leaders in their fields.   Wyatt Hornsby  26:56 I can't wait. And some of our guests — they'll include academics, warfighters, general officers, business leaders, scholars, diplomats, entrepreneurs, policymakers and others.   Naviere Walkewicz  27:08 Yes, and you mentioned it, that kind of leadership. Those two special episodes on leadership, this focus on leadership, we're actually going to go to experts in a field. Maybe they're published authors, but they are going to be some real experts that help our graduates and our listeners hone in on their leadership development. So it's really going to give them some tactical and tangible things that they can do to improve on their own leadership.   Wyatt Hornsby  27:30 I can't wait Naviere, an exciting new feature on leadership as we just continue to elevate our game. It's going to be really great.   Naviere Walkewicz  27:37 It's going to be great. It's going to — that focus on leadership will kick off in October with our second one in December. Wyatt and I want to thank you for joining us today. We can't wait to share the fourth season of Long Blue Leadership with you. Starting this September, you can expect more compelling stories from outstanding Air Force Academy graduates. We like to keep the podcast conversations thoughtful and aimed at telling our guests stories as we explore their personal leadership journeys, their philosophies and their styles. Season 4 promises to engage, inspire and empower. Whether you're an aspiring, emerging or seasoned leader, visit longblueleadership.org for more episodes and past seasons, or nominate a guest or send us your feedback at socialmedia@usafa.org. Long Blue Leadership is available on all your favorites podcast apps.   Wyatt Hornsby  28:30 And Naviere, this was such a great conversation, and I want to encourage you, if you've listened to these episodes or you've watched and you were particularly inspired, please share across your social media channels, share with your friends and colleagues and family members, because we really want these conversations to be for anyone who's interested in developing as a leader, regardless of what career pursuit they've taken.   Naviere Walkewicz  28:54 We like to say “like, subscribe and share.” There you go. Well, I'm Naviere Walkewicz.   Wyatt Hornsby  And I'm Wyatt Hornsby.   Naviere Walkewicz  Until next time.   KEYWORDS Leadership, Air Force Academy, mentorship, personal growth, teamwork, perseverance, service, identity, respect, legacy.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation    

Join Paul Garcia as he delves into powerful stories of faith, redemption, and renewal on Catholic Conversations. In this episode, Heather Wilson opens up about her tumultuous upbringing marked by a father struggling with PTSD, family instability, and her own battles with anger and resentment. Discover how, through divine providence, Heather found her way back to her Catholic faith, bringing peace and transformation into her life. Also featured are Libby Morissette Andrews and her husband, Monty Andrews, who narrate their shared journey back to the Catholic Church. Learn how their faith, challenged in their younger years, was reignited, and the role of shared devotion in strengthening their marriage. Tune in to uncover the profound impact of faith and community support in overcoming life's hurdles and rekindling spiritual connections.

Heather Wilson joins Jeff to chat about GiveSendGo.

Zohran Mamdani, the Democrat’s nominee to be NYC mayor, says that Americans should not be allowed to become billionaires. He also wants to tax white people more than minorities.See omnystudio.com/listener for privacy information.

In this episode, I speak with Heather Wilson, co-founder of GiveSendGo—a faith-based crowdfunding platform that empowers people to raise funds for causes close to their hearts. Heather shares how the nonprofit got started, what makes it different, and how it's changing lives through generosity, prayer, and purpose.To find out more about this incredible program, visit https://www.givesendgo.com/.Want to be a guest on Life Stories Podcast? Send Shara Goswick a message on PodMatch, here: https://www.podmatch.com/hostdetailpreview/1718977880777072342a16683

Heather H. Wilson, Chief Executive Officer of CLARA Analytics, has more than a decade of executive experience in data, analytics, and artificial intelligence, including Global Head of Innovation and Advanced Technology at Kaiser Permanente and Chief Data Officer of AIG. While at AIG, she was named Insurance Woman of the Year by the Insurance Technology Association for her data innovation work. Wilson has been a steady supporter of diversity. She launched the Kaiser Permanente Women in Technology group, focused on mentorship and retention for women in math, technology, and science. At AIG, she launched Global Women in Technology and served as Executive Sponsor of Girls Who Code. In this episode of In the Know, Chris Hampshire and Heather explore the work she has done to empower women in coding and STEM, AI technology advancements, and strategies for addressing talent challenges in today's fast-evolving insurance industry.   Key Takeaways Heather's career unfolded in three chapters. The current state and application of analytics in today's insurance industry. A look into the future of large language model (LLM) technology. The application of agentic AI in the claims sector. Integrating new and legacy technology platforms. Heather's experiences as a female leader in the insurance industry. Industry disruption, talent recruitment, and navigating the silver tsunami. Data analysts and the insurance industry. A five-year look to changing agent and adjuster responsibilities. Heather's strategic risk advice to her early career self.   In the Know podcast theme music written and performed by James Jones, CPCU, and Kole Shuda of the band If-Then.   To learn more about the CPCU Society, its membership, and educational offerings, tools, and programs, please visit CPCUSociety.org.   Follow the CPCU Society on social media: X (Twitter): @CPCUSociety Facebook: @CPCUSociety LinkedIn: @The Institutes CPCU Society Instagram: @the_cpcu_society   Quotes “At the end of the day, there is an outcome that we're trying to drive for the claimant and for the insurer.” “AI is helping us take the surprises and get in front of them to handle cases differently.”  “Whether it's a risk or claims system, they really have the opportunity to lead the insurance industry on agentic AI.” “Data is still king, and so is the orchestration of that data.” “For super complex cases, people still need to have that human-in-the-loop touch.”

Send us a textWelcome back Jam Fam!  What a fantastic season we have had so far, and today's episode adds to that!  Today we talk ballet with the fabulous Heather Jean Wilson.  Her Baa Baa Ballet  and preschool curriculum are used around the country and we had a wonderful time chatting ballet, pre-school, and all things dance.  We hope you enjoy our episode with Heather Jean Wilson!Heather Jean Wilson is a committed professor, teaching artist, performing artist,writer, founder, photographer, choreographer, and mother. She has trained, danced, or collaborated with former members of Joffrey, Ballet Russe De Monte Carlo, NYCB, ABT, Mongolian Opera, and Vaganova Academy of Russian Ballet. Heather has taught, guested, and lectured diverse student populations, including preschool through dance professionals, university students, adults, and senior citizens. She has trained vibrant dancers who perform in all mediums of dance, from classical ballet companies, to Broadway, sports, and beyond.Ms Wilson has founded schools and companies, created small works and full length ballets, built curricula, and instituted countless outreach services and events. She is known for inventing innovative teaching methods, and is the Founder of Baa Baa Ballet, Preschool Dance Curriculum and Grunt if You Understand, method of Ballet Instruction.Heather is a mother of four children, 2 of whom are dancers! She is a competitive archer holding state and sectional titles. She enjoys family, motorcycling, camping, skiing, and time on the water.Heather Wilson possesses infectious energy and enthusiasm, and loves to inspire everyone in the room to love Ballet more than they did before her class. Thank you for listening Jam Fam! Make sure you follow us across social media and don't forget to like and subscribe anywhere you listen to your favorite podcasts!Facebook: JAM Joe and Michelle's Dance PodcastInstagram: jam_dance_podcastTwitter: @jamdancepodcastEmail: jamdancepodcast@gmail.com

Heather Wilson, CoCEO and CoFounder of GiveSendGo, is here today bringing contagious energy about the goodness of God. She's sharing some foster and biological parenting stories, the inside scoop on their platform, why they started it, the personal lives of the people involved, and most importantly the stories of God's sovereignty and his outrageous generosity as he has provided for the GiveSendGo family time and time again.Give Send Go | givesendgo.comThe Last Stand | thelaststand.com CODE HEIDI10Lifestone | www.lifestone.com/illuminateBrave Books | heidibrave.comRVL Curriculum | RVLCurriculum.com/HSJ CODE: HEIDI10Prime Sponsor: No matter where you live, visit the Functional Medical Institute online today to connect with Drs Mark and Michele Sherwood. Go to homeschoolhealth.com to get connected and see some of my favorites items. Use coupon code HEIDI for 20% off!Show mentions: heidistjohn.com/mentionsWebsite | heidistjohn.comSupport the show! | donorbox.org/donation-827Rumble | rumble.com/user/HeidiStJohnYoutube | youtube.com/@HeidiStJohnPodcastInstagram | @heidistjohnFacebook | Heidi St. JohnX | @heidistjohnFaith That Speaks Online CommunitySubmit your questions for Mailbox Mondayheidistjohn.net/mailboxmonday

The episode features Heather Wilson, our new Board President from College Station ISD, and TASBO's Tracy Ginsburg and Tom Greer. We discuss the challenges, opportunities, and resources available to education professionals in Texas. Highlights include: leadership transition, policy updates, community engagement, and upcoming events.

HEATHER WILSON, shares a bit about herself, and how she went from a mother of 6, to entrepreneurship of one of the BIGGEST Christian, conservative companies out there.

When you say yes to God, He will equip you for the calling. It may feel frightening to say yes to God, but great things can happen when we do. Heather Wilson's journey to build GiveSendGo is a perfect example. What happens when you say yes to God?  Heather discovered she could bring hope to many when she said yes to God. Her journey began as a foster parent, taking in children who had faced immense trauma. This act of kindness and courage highlighted the importance of viewing service as more than a one-time act. It's about daily sacrifices that transform lives, including our own. Ask God for Wisdom When Heather embraced God's calling and asked him for wisdom, she received His wisdom. She was led on the path to co-creating a successful crowdfunding platform called GiveSendGo, which is dedicated to serving others. It began without any expertise in technology but with an openness to say yes to God and listen to his plans. Embracing Hope and Sharing It with Others One of the ways GiveSendGo strives to stand apart is to give hope. This platform not only helps with financial fundraising, but it prioritizes giving hope. Everyone who starts a fundraising campaign is called and asked to pray together. Standing Firm for Truth and Justice GiveSendGo's journey hasn't been without controversy. They are deeply committed to truth and justice, particularly when standing up for individuals' rights to legal defense and free speech. Standing up to their principles during those tough moments raised awareness for them and helped their site grow. Expanding Impact Through Nonprofit Ventures In addition to crowdfunding, launching a related nonprofit opened avenues for direct aid in disaster and crisis situations. This branch of GiveSendGo was driven by the desire to extend hope and assistance where it is most needed. With so many people being wary of nonprofits that are taking so much money, GiveSendGo wanted to create something different where people's donations are truly going to where they are needed most. About Heather Wilson Heather Wilson is a wife, mother of 6, and the Co-founder of GiveSendGo. Throughout Heather's life she has found success in many avenues, from building successful children's ministries to growing a professional photography business while her children were young. She is now on the forefront of standing for freedom as the cofounder of GiveSendGo. Give Send Go Website Additional Resources 37 Bible Verses Every Entrepreneur should reflect on and live by Rob Wentz: From Chaos of Comparison to Clarity of Purpose Access full show notes and all links

"It's time to stand up, with eyes open, ears down to the ground. A change is long overdue. So, wake up. Question everything. Are you awake?"—One by One (2014) For the 19th TMR Movie Roundtable we welcome back our good friends Frank Johnson and Antony Rotunno for a three-way discussion on the cult British "truth movement" film One by One (2014), starring the well-loved (and much-missed) comedian and actor Rik Mayall, written and directed by Diane Jessie Miller. A young woman, Dion, is befriended by an unconventional group of people while she's working in a UK town cafe. Although her policeman boyfriend is not happy about this, because he thinks she should aspire to greater things than waitressing and considers her new pals too idealistic and eccentric, Dion sticks with her friends because they bring a fresh sense of joy and peace into her life. But when tragedy strikes, Dion's life is turned upsidedown; and thus begins her journey "down the rabbit hole" as the group reveals to her the unsettling truths that they have come to understand. Incredulous at first, Dion eventually comes to the same realisation, and the film closes with (what seems to be) the initial stages of the anticipated calamity. Join us as we discuss the production, consider it in relation to the so-called "truth movement", and ask what the filmmakers might have meant by admonishing audiences to "Wake up, now!" [Podcast theme music by Antony Raijekov (CC BY-NC-SA 4.0). In accordance with the conditions of that licence TMR wishes to state that the fact that this music appears in TMR podcasts should in no way be understood as implying that its creator endorses anything produced by TMR.] [For show notes please visit https://themindrenewed.com]

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

Investigative journalists — and proud “podcasters” — Mandy Matney and Liz Farrell reveal the latest in the Mica Francis story, starting with emails from JP Miller and his sidekick Tricia Ross that were sent to police days after Mica's death, urging the police to investigate one of their own in connection to Mica's death.  Yes, seriously. Turns out May 2 was a very bad day for JP Miller. Not only did he have to explain himself to his partners at the Myrtle Beach bar he had a stake in, he seemed to be on a war path as he pointed his finger at Heather Wilson, his alleged former ally at Horry County Police Department. JP — demonstrating once again that he thinks the police work directly for him — wanted the department to investigate Heather for Mica's death because she is the mother of the man Mica was hanging out with on March 11 and the man who JP later called and berated.  Mandy and Liz share the first installment of the texts and emails that came back from reporter Beth Braden's FOIA for communications between JP and the police. Also on the show, how did the waterfront home in Myrtle Beach that Wayne Miller tried to get the courts to force an octogenarian widow who was thought to have dementia to sell end up getting sold to attorney Regina Ward … the attorney who represented Mica in her pending divorce and later Mica's family in their quest to hold JP and his church accountable? We have the scoop — including an interview between Beth and Regina.  Plus, the latest in the Nautilus trial, which had Cory Fleming back up on the stand this week in federal court... and ultimately the jury came back with a verdict in Nautilus' favor, declaring that Cory Fleming owes them $1.25 Million in compensatory damages plus $50.00 in punitive damages.  Stay Tuned, Stay Pesky and Stay in the Sunlight...☀️ Episode Resources Jury decides Cory Fleming is liable for role in Murdaugh insurance scheme, owes $1.25M “Trial begins for Fleming in insurance accusation civil case” - Live5, Jan 6, 2025 “‘In my mind, that was deception': insurance expert testifies in Fleming case” - Live5, Jan 7, 2025 Alex Murdaugh's $14.8 Million Nautilus Judgement - Jan 2, 2025 911 Calls after Mica Francis' Death Timeline Exposing Dirty Southern Money Facebook Page If you are in crisis, please call, text or chat with the Suicide and Crisis Lifeline at 988, or contact the Crisis Text Line by texting TALK to 741741. Premium Members also get access to ad-free listening, searchable case files, written articles with documents, case photos, episode videos and exclusive live experiences with our hosts on lunasharkmedia.com all in one place. CLICK HERE to learn more: https://bit.ly/3BdUtOE. If you are in crisis, please call, text or chat with the Suicide and Crisis Lifeline at 988, or contact the Crisis Text Line by texting TALK to 741741. What We're Buying... Eric Bland's New Book!!! - Mandy's Book in Paperback!! - Marcia Clark's New Book - Amanda Knox's New Book - Tamron Hall's New Book - Erin Lee Carr's Book Peloton - onepeloton.com Find your push. Find your power with Peloton at onepeloton.com. Here's a link to some of our favorite things: https://amzn.to/4cJ0eVn And a special thank you to our other amazing sponsors: Microdose.com, PELOTON, and VUORI. Use promo code "MANDY" for a special offer! *** ALERT: If you ever notice audio errors in the pod, email info@lunasharkmedia.com and we'll send fun merch to the first listener that finds something that needs to be adjusted! This episode was edited thanks to Ashlynn R. near 42:00 *** For current & accurate updates: bsky.app/profile/mandy-matney.com | bsky.app/profile/elizfarrell.com TrueSunlight.com facebook.com/TrueSunlightPodcast/ Instagram.com/TrueSunlightPod Twitter.com/mandymatney Twitter.com/elizfarrell youtube.com/@LunaSharkMedia tiktok.com/@lunasharkmedia Learn more about your ad choices. Visit podcastchoices.com/adchoices

In this episode of Long Blue Leadership, Co-Hosts Naviere Walkewicz and Wyatt Hornsby reflect on the leadership lessons shared by accomplished graduates of the U.S. Air Force Academy over the first two seasons.   SUMMARY The hosts highlight key moments and insights from various guests, emphasizing the importance of personal connections, resilience, and the role of mentorship in leadership. They discuss the unique experiences of leaders like Coach Troy Calhoun, Brigadier General Gavin P. Marks, Nicole Malachowski, Madison Marsh, Lieutenant General BJ Schwedo, and Carl Falk, showcasing how their journeys can inspire others in their leadership paths.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   TAKEAWAYS  - Leadership is deeply personal and requires understanding your people.  - The importance of resilience and the ability to bounce back from setbacks.  - Mentorship plays a crucial role in developing future leaders.  - Building relationships is essential in leadership roles.  - Knowing your craft enhances credibility and effectiveness as a leader.  - Leadership is about doing good and positively impacting others' lives.  - Embracing vulnerability can lead to personal and professional growth.  - It's important to risk failure in pursuit of big dreams.  - Support from family and mentors can shape one's career trajectory.  - Leaders should encourage others to pursue their passions and dreams.   CHAPTERS 00:00 Celebrating Leadership Lessons from the Air Force Academy 02:11 Highlighting Coach Troy Calhoun's Leadership Philosophy 08:09 Insights from Brigadier General Gavin P. Marks 12:59 Nicole Malachowski: Overcoming Setbacks and Embracing Dreams 19:09 Madison Marsh: A Journey of Resilience and Purpose 23:27 Lessons from Lieutenant General BJ Schwedo on Future Conflict 28:23 Karl Falk: The Importance of Support and Grit in Leadership   ABOUT THE HOSTS BIOS LT. COL. (RET.) NAVIERE WALKEWICZ '99 Senior Vice President, Engagement With over two decades in leadership roles, my current focus at the Association of Graduates - U.S. Air Force Academy is fostering a robust network of 50,000+ alumni. This commitment involves igniting a culture of engagement and inclusivity, underpinned by a strong foundation in support of our Air Force Academy. - BIO COPY CREDIT:  LINKEDIN.COM MR. WYATT HORNSBY Senior Vice President, Marketing & Communications | Executive Editor & Writer Wyatt Hornsby is passionate about developing marketing and communications talent and cohesive, high-performance teams. He is senior vice president of marketing and communications at the Air Force Academy Foundation and the Association of Graduates. He leads the work of the foundation and alumni association marketing and communications division, while also coordinating with various Air Force Academy offices, including Public Affairs and Strategic Communications. - BIO COPY CREDIT:  LINKEDIN.COM   ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS   CONNECT WITH THE LONG BLUE LEADERSHIP PODCAST NETWORK TEAM Send your feedback or nominate a guest at: socialmedia@usafa.org TED ROBERTSON:  Ted.Robertson@USAFA.org  Multimedia and Podcast Specialist | LBL Podcast Network Producer and Editor RYAN HALL:  Ryan.Hall@USAFA.org  Assistant Director of Multimedia Production | LBL Podcast Network Director BRYAN GROSSMAN:  Bryan.Grossman@USAFA.org Senior Director of Strategic Communications and Publications | LBL Podcast Network Copy Editor WYATT HORNSBY:  Wyatt.Hornsby@USAFA.org  Senior Vice President, Marketing & Communications | Executive Editor & Writer | LBL Podcast Network Executive Producer   FULL TRANSCRIPT SPEAKERS Co-Hosts:  Lt. Col. (Ret.) Naviere Walkewicz '99  |  Mr. Wyatt Hornsby Guests:  Coach Troy Calhoun '89; Brig. Gen. Gavin P. Marks '96; Col. (Ret.) Nicole Malachowski '96;  2nd Lt. Madison Marsh '23; Gen. BJ Schwedo '87; Mr. Karl Falk '98, Mr. Ted Robertson    Naviere Walkewicz 00:20 Welcome to our Long Blue Leadership retrospective. We're celebrating our first two seasons and the countless leadership lessons shared by some of the most accomplished United States Air Force Academy graduates.   Wyatt Hornsby 00:31 Naviere, seasons 1 and 2 have showcased amazing leadership stories and takeaways. From the very start, Long Blue Leadership has given listeners an inside look at real experiences, insights and advice from seasoned leaders, as well as those just beginning their leadership journeys. These deep dives have explored how leaders not only face challenges head-on but also find ways to inspire and empower those around them.   Naviere Walkewicz 00:58 Yes, what really sets this podcast apart is the mix of our guests' perspectives on leadership. These discussions have touched on teamwork, perseverance, humility, excellence and service before self.   Wyatt Hornsby 01:12 In this edition of Long Blue Leadership, we're sharing a few of our favorite moments. Not easy, because there are so many. Plus, we'll give you a preview of Season 3, which launches soon.   Naviere Walkewicz 01:23 And so, without further ado, Wyatt, let's get into our Long Blue Leadership podcast.   Wyatt Hornsby Let's do it, Naviere.   Naviere Walkewicz Some of our favorite moments. This was not easy to do at all.   Wyatt Hornsby 01:33 Indeed, it was not easy. Two seasons — and Naviere, while we're at it, I just want to congratulate you; awesome job on hosting Long Blue Leadership, and also a little plug for our friend Doug Lindsay as well for doing a great job as host.   Naviere Walkewicz 01:46 It's been an amazing journey, and I think the biggest thing for me has been just being able to share some of the stories of our graduates. So, like we said, picking just a few of them was really hard, but it's been just a beautiful transformation of where we started and where we're going in Season 3.   Wyatt Hornsby 02:01 It's been wonderful storytelling, and I hope that our listeners have been able to take away some great actionable insights for their own leadership journeys, whether they're Academy graduates or others seeking to develop as leaders.   Naviere Walkewicz 02:13 I know I personally took some things away from all of these conversations. I think some of them we'll highlight today.   Wyatt Hornsby 02:18 Wonderful. Let's do it. Looking forward to it.   Naviere Walkewicz 02:21 So, I think you might have the first one you wanted to highlight.   Wyatt Hornsby 02:24 So Naviere, as we said, I mean, it's so difficult to find our favorites. I mean, there are just so many across seasons 1 and 2. But I'm going to tell you, I was so struck by Coach Troy Calhoun, Class of '89. That conversation was absolutely awesome. And a couple of things stood out to me, and we'll listen to a clip from our conversation with Coach Calhoun, but a couple things that stood out to me was, I think a lot of people, when they think about Coach Calhoun and him coming on to do a conversation, they're probably going to expect him to talk about the Xs and Os and strategy and how the Falcons are looking for the season. But in this case, what Coach Calhoun did was he came in and he talked about his own leadership journey all the way from the beginning growing up in Oregon. And I just think that throughout the conversation, we learned a lot about him as a person, his family, his formative experiences. And really what I took away from it additionally, was the unique importance of athletics at the Academy, and how Coach Calhoun and his program, like all sports at USAFA, are developing leaders of character for our Air Force and Space Force. Just an awesome conversation.   Naviere Walkewicz 03:37 It was an awesome conversation. I think it really talks about — one of the things that stood out, I think, in the clip that you picked up is really about how he views leadership and taking care of people. Let's give it a listen.   Wyatt Hornsby Indeed.   Troy Calhoun 03:49 You need to be doing something that you love, that you're passionate about. And the other part is, again, just the involvement that you have with your people. And, you know, to get in there, literally, where you're hip to hip and shoulder to shoulder. And I think sometimes, whether you're in a leadership role or maybe you have a certain rank, you think, “Well, I can't do that in order to maintain my distance professionally.” And I wholeheartedly disagree. I think you have to be able to operate from different perspectives as a leader. I think, clearly, you can still articulate and live the standards that are a part of your operation or your unit or your football program. But again, it's about people.   Naviere Walkewicz 04:46 Well said. It really is.   Wyatt Hornsby 04:47 Well said. Earlier in the conversation too, he had a point where he talked about three things, his philosophy of leadership. You talked to him about his philosophy of leadership. He talked about, as he said in that clip, being right there alongside your people. He talked about knowing your craft incredibly well — not just strategy, but also tactics. And as he mentioned in that clip really well, getting to know your people as humans and what makes them tick. It's easy to, listening to that conversation, it's easy to see why Coach Calhoun has been here for such a long time and been so successful as head football coach.   Naviere Walkewicz 05:25 I think one of the lines I remember him sharing about when we talked about leadership was — I think I asked him, like, “It seems like it's really personal,” and he says, “Absolutely, leadership is personal.” It's about being… understanding who, you know, what's going on in their lives, because if you can understand what they're going through, then you can help them through some challenges and move them to, you know, whatever everyone else is working through together. And so, I really appreciated that he talks about getting to know his people on a personal level, and he challenges all of his coaches to do the same. I think there was a point where he even shared that if he knew some of the team members better than the coaches did, then that was a problem, right? And so, I think he wanted to make sure that being a good leader is knowing who your people are and what they need.   Wyatt Hornsby 06:07 That's right. It's just so instructive and inspiring to those of us who are developing as leaders. And I mean, it goes without saying, college football is changing. It's changing a lot. But I think for Coach Calhoun, he just talks about, as you said, that importance of relationships. And amid all those in college sports, staying focused on the relationship aspect, getting to know his players and his coaches, and remaining hyper-focused on that mission, developing leaders of character for the Air Force and Space Force.   Naviere Walkewicz 06:38 What was something that you took from that personally, that, you know, maybe has evolved the way that you lead or are thinking about leadership?   Wyatt Hornsby 06:46 You know, I'm developing as a leader every day. I've had some tremendous mentors in my life, but I really — I enjoyed what he talked about, about knowing your craft. I think that's really important, because I think it helps you build credibility with those that you lead. Of course, you can't know everything about everything that you lead, but knowing your craft, understanding not just the strategies and the tactics, and I think that helps you build credibility with your team and provide the right leadership to set the vision and the priorities for your team.   Naviere Walkewicz 07:21 I love that. I think what I took from that conversation was really about being humble. I mean, to be where he at is in his career, and I just felt across the table someone who was so humble in every day, learning from everyone around him and trying to really kind of give back in that way. That's something I always want to try and strive to do.   Wyatt Hornsby 07:41 I agree completely. And by the way, he talked about his younger sister, a 10-time all-American, which is pretty incredible. She's also an Academy graduate. And I think if I recall, he said that he looks up to his younger sister. So, I took that away, too. Just a humble, humble leader.   Naviere Walkewicz 07:59 I love that. Well, I'd like to go into one of my favorite moments, and it was with Brig. Gen. Gavin P. Marks, Class of '96, the commandant of the Air Force Academy currently. And this one was special for me, Wyatt, for multiple reasons. I have two cadets, as you know, that are going through the Air Force Academy under his leadership, but he was also my basic cadet commander. So, when I was at the Academy as a four-degree, he was leading us through Basic Cadet Training. And a funny story I'll share with you: When I was later in my career as a civilian working at Offutt Air Force Base. He was the wing commander at office Air Force Base, and I was working at STRATCOM, Strategic Command. I turned around a corner, and I immediately go, “Huh, Gavin P. Marks!” and he started laughing, and he goes, “What year are you?” And I said, “'99,” and he said, “It's good that you still remember my middle initial.” But it stuck out to me and then the funny thing after that, I said, “I never knew you had so many teeth,” because he would scare us. But the reason why this podcast was so special was because I think it brought me to a new level of understanding that — in remembering that we're all human right, and so we all have things that we go through. And so, to hear him from his humble days, talking about his mom, I really just enjoyed his perspective on, you know, his career, which wasn't necessarily a trajectory that he was planning. He certainly had some goals of he would love to have been the commandant at the Academy, but it certainly, you know — it kind of moved in a way that we'll talk about in this clip. And so, I'm interested to hear your thoughts on that conversation before we jump into the clip.   Wyatt Hornsby 09:35 He has extraordinary presence — Gen. Marks does. And it came through not just in the podcast conversation. We had a reunion, several reunions, where he provided a senior leader briefing, and you can just feel that presence and that commitment and that dedication to the USAFA mission. And I'm really excited to hear this clip and then also share another thought on something from the conversation that really stuck out to me as well.   Naviere Walkewicz 10:00 All right. Well, let's roll the clip.   Brig. Gen. Marks 10:03 But as you command at higher levels, while the impact — and I probably should have said it this way: The impact that you would have on so many individual airmen's lives lessons, the impact that you can have on an individual airman's life magnifies based on rank. It is significant also, and I always — one of the things that I tell people all the time is, it's an oversimplification, but the only reason to have rank is to do good, is to do good things, to make things happen in a positive way that affect positively mission and benefit airmen's lives. That's it. That's all. And if rank becomes something different than that for you, you're in the wrong business, or we've given it to the wrong person. If I'm being honest with you.   Naviere Walkewicz 10:55 What did you think about when you heard that?   Wyatt Hornsby 10:56 I am glad that he is the commandant of cadets at the United States Air Force Academy. And I think that I would go so far as to say that what he said there probably reflects how many Air Force — probably all — Air Force Academy graduates feel about leadership, that it's an opportunity to do good for other people, to improve lives, to move people forward, to elevate performance, to lift others. So, super powerful.   Naviere Walkewicz 11:24 I think what was also really great about our conversation was how he talked about the importance of family. And I think when you — sometimes when you think about a leader that's made it to such levels in their career, you think, “Well, it's career above everything else.” But he actually talked about how there are a couple of times when he might have retired had he not had the support from his wife and from his family. And I thought that was really insightful as well, where he really consulted them on some of his biggest decisions.   Wyatt Hornsby 11:52 That's right, perhaps his closest and most valued partners in life.   Naviere Walkewicz 11:56 Yes, I think that's something that our listeners can really value. I know I took that to heart as well, because while it is important, and obviously our professional lives are such a huge part of our lives, our lives are much more holistic than that, right? I think having your networks of support and leadership are really important.   Wyatt Hornsby 12:14 I agree. And Naviere, while we're talking about Gen. Marks too, I gotta put in a plug, and I know we're not gonna listen to this clip, but he told an awesome story about a $20 bill and the Honor Code.   Naviere Walkewicz Yes.   Wyatt Hornsby And as I recall, he really talked about how that was one of the experiences that made him see this United States Air Force Academy — it's a unique and different kind of place.   Naviere Walkewicz 12:38 Absolutely, and so if you missed that, it's a great time for you to go back to longblueleadership.org and listen to that clip in its full entirety.   Wyatt Hornsby 12:48 That's right. Let's talk about Nicole Malachowski, Class of 1996. This conversation — it was a recent conversation that you had with her — really stood out to me on a couple of different levels. Even as a child, she set her sights on what she wanted to do in life, which was to become a fighter pilot. She was focused on that, and at the height of her career, she had a very difficult setback that she spoke I thought very openly and vulnerably about. I just really appreciated that. But in this clip that we're going to play, Naviere, and I'd love to hear your reaction before our good friend, producer Ted rolls it, I would love to just hear your thoughts about this clip and just really important advice that a mentor provided to her at a key moment.   Naviere Walkewicz 13:33 I think you teed it up perfectly. I would say, from sitting across the table, what I felt when I heard that was just a sense of pride in remembering that we all bring something to the table, and empowerment in not being afraid to go forward with it. So, let's give it a listen.   Nicole Malachowski 13:51 I remember thinking, “Thank God I didn't put myself out there. Thank God, Nicole,” you know… now I'm a 30-year-old captain, so I'm still a young person. “Thank God you didn't risk failure. Who are you to think you could be a Thunderbird? Silly girl.” Right? And in that moment, the weirdest thing happened, and I tell this story on stage sometimes. The door opened to the Officer's Club, and in walked the wing commander, Brig. Gen. Mark Matthews. And in that moment, over walks my squadron commander, a wonderful man by the name of Dan DeBree. His call sign was “Trash.” Get it? Trash, debris. Trash walks over, super excited, very supportive of my application, and he's like, “Hey, general, did you know Nicole's applying to be a Thunderbird?” Man, I mean, you could have slowed down time. I was like, “Ix-nay on the underbird-tay,” like, “This is terrible.” Neither of these guys knew that I had removed my application, and Dan's standing there all proud. He's my squadron commander, supporting me — a great man, again. And Mark Matthews looks down at me, Gen. Matthews, and he goes, “That's great. How's your application going?” And I'm like — I looked at him, and here's what happened. I said, “You know, so it's hard to be a Thunderbird, but I probably won't get picked. They haven't had a woman, so I don't want to waste anybody's time.”   Naviere Walkewicz Oh, you said everything.   Nicole Malachowski I said it. I said all of it, and this is kind of an embarrassing story to tell, but I'm just, this is the truth, right? This is the vulnerable truth of how this happened. And he looked down at me, and I will never forget this, and I hope folks listening who have big dreams and gnarly goals remember this. He looked down at me and he said, “Nicole.” Actually, he said, “Fifi.” My call sign. “Fifi, nobody wants to lead a scripted life.” And he walked away and left me in extraordinarily uncomfortable silence. And those words, “…nobody wants to lead a scripted life…” have become my life's mantra. Every time I get the knot in my stomach that says that dream is too big or that idea is too innovative, don't rock the boat. I remember what he said, because those words, like, they lifted the weight of the world off my shoulders, told me it was OK to dream big. It was OK to buck the status quo. It was OK to be different. He was telling me it's OK to risk failure in pursuit of personal, professional growth. And it's not so much I think he's telling you and me to write ourselves into the script. What he was saying was, don't ever write yourself out of the script, and as leaders and teammates, don't you ever write anybody else or their wild ideas out of the script either.   Wyatt Hornsby 16:08 That is so powerful. I mean, I know that I have that inner critic, that voice that sometimes tells me, “Write yourself out of the script. You're not good enough. You're not going to make it. Why did you do that?” And probably a lot of us do. Naviere, what do you think?   Naviere Walkewicz 16:24 Oh, definitely. I mean, even up to that, she had had that voice in her head, and she shared, right before that clip, she finally got the courage to go into the group commander's office to submit that package. And, you know, the person working at the desk said, “Well, he really only has one, you know, one slot to give so we don't want to waste it on you.” And I think those very specific words make that inner voice, that inner critic, even louder and just kudos to the wing commander for really kind of right setting, I think a perspective that has clearly shaped her life.   Wyatt Hornsby 16:59 I agree completely. And we just talked about Gen. Marks and how he talked about doing good for others as a leader. And I think that's what we saw here with Gen. Matthews and the story that Nicole shared.   Naviere Walkewicz 17:11 Yes. There were so many amazing moments in her session with me, in her podcast, and so another one that I wanted to call out, because I think many may not know until they listen to her full story, but she actually battled a pretty critical, life-changing disease, and, frankly, she talked about resilience and how resilience is important, but really for her, it was about resurgence. I thought that was pretty powerful in that podcast as well. Did that kind of speak to you in any way?   Wyatt Hornsby 17:42 It really did. And I actually think it kind of goes back to “no one wants to lead a scripted life.” I don't think Nicole definitely had that in the script, her health challenge. But it came, and she spoke very honestly about it, about how difficult it was. She had some really, really difficult days, and she found a way forward. She wrote that new script for what she was going to do with the rest of her life. So, that moment really stuck out to me too. Super powerful conversation, and I got the sense too as I was listening to Nicole — and you did such a great job with that conversation — was that she knows who she is. You can tell that she has thought deeply about who she is as a person, as a leader, and she wants to go out and engage with and inspire other audiences and other leaders. So, really came out beautifully in this conversation.   Naviere Walkewicz 18:34 That was, in fact, I think one of her giving nuggets to others that were listening was really take the time to know who you are and know what you believe in, what you stand for, and then the rest kind of fills in the blanks.   Wyatt Hornsby Well said.   Naviere Walkewicz Well, the next one that I want to speak about is 2nd Lt. Madison Marsh, Class of '23 and Miss America.   Wyatt Hornsby Miss America.   Naviere Walkewicz Miss America. Can we just say that? But what was so great about this particular podcast was, yes, she is Miss America, but we spent so much time getting to know her. And really, I think the depth of who Madison Marsh is, it really kind of blew my mind.   Wyatt Hornsby 19:11 Yes. And similar to Nicole Malachowski — Madison Marsh, she had something really difficult happen to her that she's going to go into in the clip that we talked about, and no one should have to go through what Madison did, but she found a way forward. And I think just her story is remarkably inspiring.   Naviere Walkewicz 19:33 I actually don't want to give it away. I think we should just roll the clip.   Wyatt Hornsby 19:35 Let's do it.   Madison Marsh 19:36 I basically printed out all of my essays that I knew that people had to submit in the past for the Academy. I did resumes. I came with my GPA, everything, and I walked right up to my congressman and I handed it to him, and I said, “I want to go to the Air Force Academy, and I want to be your nominee.” And I'm sure he was like, who's…   Naviere Walkewicz …I love every bit of this…   Madison Marsh So, I was very firm early on, and so we were able to start an incredible relationship with one another. And so, because I did that — I think that was maybe my junior year, early on in my junior year — when it came time my senior year, he fought for me all of the time to get my application in front of people, because I was his principal nominee, and we had a very, very special moment. So, he called me on Oct. 31 and told me that I had gotten early acceptance to the Academy, and so I got to tell my mom, and the next morning she passed away. So having an experience like that is — that's why the Academy and Congressman Womack are so special to me, because that was my dream for years, and my mom got to know before she passed away. And it's just everything happens at the right timing, and you never know until afterwards. And so, now I get to be here; now I get to wear the uniform. And even though she hasn't gotten to see it, she got to know about it. And it just because of those first instances where I marched up to him and I said, like, I want to be here. I got to have experiences like that. And now I get to have wonderful experiences of now serving post-Academy life.   Naviere Walkewicz 21:04 I mean, I think that clip still gives me feelings of in that moment where she shared that because I had known that her mom had passed away. But I think what was so powerful about her sharing that story was in the bit of, you know, believing in yourself, going full for something, and then having someone believe in you and champion you to the point where, when you actually get there, and having her mom spend that with her before she passed. I just — that moment was something really special.   Wyatt Hornsby 21:34 It really is powerful. It must have been an honor and a privilege to have been able to share that moment with Lt. Marsh.   Naviere Walkewicz 21:41 It really was, and I think her whole conversation — what really inspired me, first, the fact that she actually started a foundation in her mom's name, the Whitney Marsh Foundation, but also more so that it actually shaped how she was as a cadet. She talked about, when she had the opportunity to champion others, so, you know, as she progressed in her cadet years, she wanted to make sure that other cadets had someone that they could talk to, so that she would be a voice for them, that she would hear them, and she would see them. And I think that was really powerful, because sometimes she was saying how she had felt lost and how she didn't have that support. And so, she turned it around and made sure that she was that person for someone else.   Wyatt Hornsby 22:19 Another example, Naviere, of someone who uses leadership opportunities to do good for others.   Naviere Walkewicz 22:25 Absolutely. And I thought, what was also fascinating, as such a young officer, she also — to Nicole Malachowski's point — took some time to know herself because she had been groomed, or maybe not groomed is not the right word, but she had, since early times of wanting to go to the Academy, had thought, I'm going to be a pilot and had been working towards her hours and her private pilot's license to get to the point where she could go to pilot training and become a pilot. And said, “Maybe this, this isn't my trajectory,” and looking into policy and so I think to the point of knowing who you are and knowing what you know you're really passionate about. Also, to what Coach Troy Calhoun said, they all kind of weave together. I thought that was really powerful.   Wyatt Hornsby 23:06 Agree. I thought it was very powerful too. And I'm really excited — I'm sure you are too, and a lot of graduates — just to see what she does with her life. I think that she's going to do some great work, and I think we're going to continue to hear about the amazing work that Madison Marsh is pushing forward, whether it's with cancer research and treatments or some other very, very important, worthy cause.   Naviere Walkewicz 23:29 Absolutely. No doubt about that.   Wyatt Hornsby 23:32 All right. Naviere, this next one, this was early Season 1, and our friend Dr. Doug Lindsay hosted this conversation. Doug is Class of 1992. It really stood out to me, and it was a conversation with Lt. Gen. (Ret.) B.J. Shwedo, Class of '87. Remarkable conversation with the director of the USAFA Institute for Future Conflict about the role that graduates are going to continue to play in our nation's security.   Naviere Walkewicz 23:59 I agree. Gen. Shwedo is such a dynamic speaker, and every time I have a chance to hear from him, I learn something new. But maybe for the sake of our listeners, in case they haven't heard that one yet, can you talk about what the IFC is?   Wyatt Hornsby 24:10 The IFC is the Institute for Future Conflict. So, it stood up a couple of years ago at the United States Air Force Academy. And really the goal is to inculcate across the Academy — and I'm not going to do this justice the way Gen. Shwedo can — but to inculcate across the Academy a focus on preparing cadets for what they will be facing amid Great Power Competition and for them to be able to bring that holistic thinking and that multi-domain thinking to how to fight and win the nation's wars if they are called upon.   Naviere Walkewicz 24:45 It's pretty incredible, some of the things that our cadets are exposed to. I remember when I was a cadet, I couldn't imagine have been briefed by some of our combatant commanders and having top-secret clearance levels to understand, really, what the adversary looks like and what we're up against. But they're looking at it across all different domains, and it's preparing our soon-to-be graduates for what's up for them right after.   Wyatt Hornsby 25:11 That's right. And one thing I'll mention before we roll the clip: Like you Naviere, I've heard Gen. Shwedo talk. In fact, we've been in probably many of the same talks, and graduates respond so well to what he shares, and I think it just instills even more confidence in the mission and the priorities of the Air Force Academy. So, without further ado, what do you say we roll that clip?   Naviere Walkewicz Let's roll the clip.   Gen. Shwedo 25:34 What we got to do is make them aware of the environment we're dumping them in. And case in point, I have one cadet he raises his hand like, you know, “Hypersonic missiles — I don't understand what's the big deal about that.” And I go, “OK, well, first of all, yes, they're fast, but as you remember from Physics 110, a ballistic missile trajectory is all mathematics. That's how the Patriot works. Hypersonic missiles can maneuver. So, all your math is now dead,” and go, “Oh, by the way, when you look down the range and you see all those antennas, NORAD, for the most part, was looking up to the north, because the quickest way to get an ICBM to the United States was over the top. You can actually take a hypersonic missile, put it in a low-Earth orbit, and that attack will come out of Antarctica.” Same cadet immediately raises his hand and goes, “So the maneuvering, is that RF, command guy?” and he's immediately trying to get into it. And I'm like, “I love you, man.” Because honestly, when you start making them aware of the threats, they immediately start thinking countermeasures. So, from the leadership standpoint, they understand that piece.   Naviere Walkewicz 26:44 Yes, I think that is huge. And it really talks about understanding what you're up against. I think what I really loved about what Gen. Shwedo said, was having the awareness allowed for them to start thinking about countermeasures. And I think that really does translate to leadership. When you have awareness of things, you can make better decisions. You can think about how you take care of your people better. It just actually translates across so many levels of leadership. What do you think?   Wyatt Hornsby 27:09 I agree completely, and I think too, just spending time with cadets — you would know better than I Naviere, you have two up on the Hill right now — but so curious, so curious. And they're here for a reason. They had choices in where they could have pursued what they wanted to do after high school, and they chose the United States Air Force Academy because they want to serve our country and, if called upon, fight and win those nation's wars. And so, just kudos to the work not only Gen. Shwedo is doing, but the cadets too, who are just so curious and so responsive to that awareness and really thinking deeply and preparing themselves for what the world is confronting the United States and our allies with.   Naviere Walkewicz 27:53 Absolutely. I think, what I really appreciate about Gen. Shwedo as well is he's another graduate that's giving back to our Academy, right? He's facilitating all of these lessons. He's helping to really promote how we can do this better. But it goes to show how our graduates are really involved with our Air Force Academy.   Wyatt Hornsby 28:12 A lifetime of service. I think that's what Gen. Shwedo would say. He came back because he wanted to continue to serve.   Naviere Walkewicz 28:18 Yes, absolutely. Well, the last moment that we'll talk about — and again, this was so hard, because there were so many good ones — comes from Karl Falk, Class of '98 the CEO of Botdoc. And this one was special for me, not only because we were at the Academy together, but I didn't know him then, and I know him now as a parent of also a cadet at the Academy. And his story was so, so incredible. Because when you think of a CEO of anything, you think, “Wow, this person's so accomplished. They've done all of these things.” And, you know, they must be doing great, and he is, but it started from humble beginnings. And when you take the time to listen to his podcast, it will really kind of help you see that you can start from anywhere and achieve anything, just as he did. This particular clip I have picked for us to listen to, though, is about kind of having people in your corner, and when people recognize in you, maybe before you do, how they can champion you. Let's give it a listen.   Karl Falk 29:20 You know, being in Texas, there's more spotlight on football, and I had some very good coaches. My head football coach in high school, Coach Bubba Fife — everyone in Katie knows Bubba Fife — and even to this day, he's still involved in the in the school district. But he was a big advocate for me, with coaches that came by, and there's some stuff I didn't find out until out until later in life where, you know, back then, it wasn't common for the school to provide shoes and, you know, some guys had their own pads and stuff like that. And I remember my mom years later telling me that actually Coach Fife came to her with money and said, “This is, uh — get him some shoes.” Sorry. That got to me a little bit more than I thought it was gonna be. So, I guess what I can say is, there's been a lot of people, I'm where I'm today because of a lot of people throughout my entire life, and I have a lot to be grateful for. But I was very fortunate to have those coaches in my life because — there was actually a time, this is actually a crazy story. There was a time where — so, I was the big, fat tuba player too. So, I kind of did everything because I enjoyed it, but there was a point where I kind of had to make a decision, because I was actually the guy that was playing football, and then, you know, marching band and football, and that's really tough to do. And I had made up in my mind that I was going to quit football, and because, you know, I didn't have a dad around, and my mom wasn't really into sports, like, I am and my kids are now. And I made up my mind, so I went to talk to one of the coaches, Coach Schubert, and, and I told him, I said, “I'm gonna quit football and, you know, I'm gonna be in the band.” And, and he looks at me, he goes, “No!”   Naviere Walkewicz 31:22 Right there. Sometimes the best answer you can get from a boss or a mentor or anybody is, “no.” What do you think, Wyatt?   Wyatt Hornsby 31:29 And by the way, Naviere, I'm trying to figure out the logistics. How do you play football and participate in the band? I played football in high school. I just don't know how you do that.   Naviere Walkewicz 31:40 You probably didn't change your clothes. You probably wore your uniform, though.   Wyatt Hornsby 31:43 Oh my gosh, like, I don't even know how you do that. But no, this was an extraordinary conversation. And you know, one of the things I like about the conversations that you've led and hosted, Naviere, is really going back to the beginning. And my takeaway from that conversation with Karl and that clip that we just played: He's never forgotten where he came from. As you said, he's become very successful in life. He's done well for himself, but he's never forgotten where he came from and who helped him along the way. Sometimes, Naviere, it just takes a pair of shoes.   Naviere Walkewicz 32:19 Oh gosh, that conversation was like I was getting to know someone all over again, because I got to know him as a parent of a fellow cadet. Him and his sons, Alec and Arden, were cadets there at the Prep School, now in the Class of '27, but seeing him through his own eyes, it just opened up a whole new experience for me. And I think one of the things I appreciated about his conversation as well was he talked about some of the tough times in getting to be successful. And while, yes, he had those people in his corner that helped him get there, there were times when — I think he even said, you know, “I didn't pay myself, like we might have missed a meal so that my folks could eat,” when he was still building his business. And I think it talks about the grit and kind of hard work and perseverance it takes to become successful. So, while he never forgot where he came from, he also talked about kind of the path to get there, and just the resilience and all of that in that. And I thought that was a really powerful story he shared.   Wyatt Hornsby 33:13 Agree, and I would suspect that grit and that perseverance, those were formed early in life, but then also really developed when he was here at the Academy. What do you think?   Naviere Walkewicz 33:26 Agree. And I think, and we talked about the lifetime of service that our graduates live. His company has actually given back to the Class of '27 through various ways. And so, I think it really does kind of show how, you know, you never forget where you come from, and then when you can, you give in ways that are meaningful. I think that's really powerful too.   Wyatt Hornsby 33:44 That's right. Well, Naviere, that was an awesome conversation. I just so enjoyed revisiting those conversations, and again, just mad congratulations to you, and thanks to you and Doug for just doing such a great job. I mean, this was tough, choosing the conversations that we just talked about, because there are just so many great ones, so many great ones. And I hope that our listeners will go back and listen to those conversations from seasons 1 and 2. But while they're at it, also tell others about Long Blue Leadership. Help spread the word, because these conversations are really impactful.   Naviere Walkewicz 34:20 Absolutely, and we can really use feedback coming directly to us at socialmedia@usafa.org. That's a way they can directly let us know what they enjoyed, what we can do better and what they can look forward to in Season 3.   Wyatt Hornsby 34:32 That's right. I mean, the podcast space, it's competitive, and there are a lot of great podcast shows out there, and so we know we just have to continue to raise that bar and elevate what we're doing. So, our listener feedback is so important and just continuous improvement and excellence in all we do.   Naviere Walkewicz 34:49 Absolutely. Well, thanks. Wyatt. Well, before we share what's coming up in Season 3, we'd like to take a moment and thank you for listening to Long Blue Leadership. The podcast publishes Tuesdays in both video and audio and is available on all your favorite podcast platforms. Watch or listen to all episodes of Long Blue Leadership at longblueleadership.org.   Wyatt Hornsby 35:11 Naviere, this was a real pleasure. I really enjoyed talking about these awesome episodes from seasons 1 and 2. And while we're at it, let's also thank our good friend Ted, who's done just remarkable work in helping to produce this show. And our listeners may not get to hear much from Ted, but he is behind the scenes doing awesome work on the show.   Naviere Walkewicz 35:32 He really is. Ted makes us look great, and when you say congratulations to me, it's only because Ted has been right alongside me all this way, and Doug, and anyone else that's been part of this podcast. It really has been us working with Ted.   Wyatt Hornsby 35:46 So, Ted, I'm going to put you on the spot. Share with us a little bit about maybe a couple of your takeaways from seasons 1 and 2, and what this process, what this experience has been like for you.   Ted Robertson 35:59 I can think about the first day I walked in the door, had my first eyes on the studio, and I'm thinking, “We're gonna have some fun here. We're gonna touch some lives, and we're gonna do some great things.” And it's been a real privilege to be a part of the communications team. And I talk a lot about the people that I work with, but Naviere, you've become a partner, and together, along with everybody else on the team, we're looking forward to bringing some more of these moments to our listeners and just sharing what leadership is all about. And we want to make it global. So, Season 3 coming and lots of great things to come in Season 3. I hope that sort of answers your question. The highlights for me are working with all of you.   Naviere Walkewicz 36:50 Aww, thanks, Ted. And speaking of what Ted was talking about, Season 3 is coming up. Should we share some of the amazing guests we're gonna have on the podcast?   Wyatt Hornsby 36:59 I think we should, Naviere, I mean, I am like you. I am so excited about Season 3. We've got some amazing names and Naviere. One of our guests is going to be Dr. Heather Wilson, Class of '82, 24th secretary of the Air Force. And she's also currently the president of the University of Texas, El Paso. So cannot wait to have the secretary — I don't know whether to call her Secretary Wilson or Dr. Wilson.   Naviere Walkewicz 37:23 I'm sure I'm going to find out, because I'm so excited to have that conversation with her as well.   Wyatt Hornsby 37:27 Likewise, and Naviere, I think also, we have a classmate who we're going to be talking to?   Naviere Walkewicz 37:31 Oh, we have a couple of classmates, actually. So, one of them, Joel Neeb goes by call-sign “Thor,” — Class of '99, Gold Will Shine — who has been a tremendously successful fighter pilot. He's authored some books, a former CEO, but he dealt with some very specific, I think, health challenges that shaped a new trajectory for him. And I'm not going to give it away. I think that's what they'll learn about in the podcast.   Wyatt Hornsby 37:56 I've had a couple of opportunities to spend time with Thor, and I'm excited about this one too. I think it's going to be an awesome conversation.   Naviere Walkewicz 38:03 Yes. And his is one where it really is about family too. I think we're going to hear some of that. And then my other classmate is with the FBI, so Mark McCulloch, Class of '99, and I think you've actually done a story on him recently on your team.   Wyatt Hornsby 38:17 I think we did a story on him in Checkpoints a couple of years ago, written by Jeff Holmquist. Yeah, I can't wait for this one too.   Naviere Walkewicz 38:26 It's amazing what Class of '99 is doing, but there's others. Who else shall we highlight today, Wyatt?   Naviere Walkewicz 38:43 We also have some young alumni, current board directors that will be speaking to. One of them is a Young Alumni Excellence Award winner, Emma Przybyslawski, Class of 2010.   Wyatt Hornsby 38:51 Can't wait to hear that one. And Emma — so she recently, as you said, received the Young Alumni Excellence Award. And I thought I knew Emma, and I learned a few things about her in our profile of her. So, that's going to be an awesome conversation.   Naviere Walkewicz 39:06 Can't wait to speak with her. And then Joe Bledsoe, class president for the Class of 2011, but also working with Gen. Shwedo right now.   Wyatt Hornsby 39:13 That's right. He's a fellow up in the Institute for Future Conflict. And again, just a remarkable graduate, a fighter pilot, really looking forward to that conversation. end of year. One other that I'm really excited about, Matt Kuta, Class of 2005 co-founder of Voyager Space and a former fighter pilot, really looking forward to that conversation as well.   Naviere Walkewicz 39:36 We have so many amazing grads to share stories with, and we could go down the list, but I think that's a good one just to, you know, whet the appetite. What do you think?   Wyatt Hornsby 39:44 I agree completely. I'm just excited about Season 3 and we'll get this going.   Naviere Walkewicz 39:49 Absolutely. Wyatt, this has been a blast. Thank you so much for joining me today.   Wyatt Hornsby 39:53 And thank you for inviting me, Naviere. This was a lot of fun.   Naviere Walkewicz 39:57 Absolutely, and we thank you for joining us as well. We can't wait to share our third season of Long Blue Leadershipbeginning this February. You can expect more compelling stories from outstanding USAFA graduates, each sharing unique perspectives and practical advice on overcoming challenges and inspiring others. With a mix of thought-provoking conversations and real-life experiences, Season 3 promises to engage, inspire and empower both seasoned and aspiring leaders alike. Visit longblueleadership.org for more episodes and to subscribe. Also, nominate a guest or send us your feedback at socialmedia@usafa.org, and finally, Long Blue Leadership is available on all of your favorite podcast apps. We can't wait to see you there.   KEYWORDS leadership lessons, season highlights, guest perspectives, teamwork, perseverance, humility, service, season three preview, Gavin Marks, Commandant of Cadets, Nicole Malachowski, Thunderbird pilot, tick born illness, Lyme Disease, Coach Calhoun, Falcons Football, Madison Marsh, Miss America, Karl Falk, Bot Doc, B.J. Schwedo, Institute for Future Conflict, leadership journey, character development, personal growth, mentorship, resilience, future conflict       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association and Foundation  

 Visibility at Full Throttle!   Heather Wilson, a motorsports marketing consultant, shares how she helps racers, event organizers, and sponsors boost their visibility and revenue in the competitive world of motorsports. Learn how her passion for riding and marketing expertise come together to drive success for her clients. Become The Visible CEO: https://thevisibleceo.com/becomingConnect with Heather:Website https://highgearsuccess.com/Facebook Page https://www.facebook.com/highgearsuccessDrop us a message...Don't forget to share this episode and tag me @itscrissyconner on Instagram and @crissyconner on Facebook to be entered to win!

 Visibility at Full Throttle!   Heather Wilson, a motorsports marketing consultant, shares how she helps racers, event organizers, and sponsors boost their visibility and revenue in the competitive world of motorsports. Learn how her passion for riding and marketing expertise come together to drive success for her clients. Become The Visible CEO: https://thevisibleceo.com/becomingConnect with Heather:Website https://highgearsuccess.com/Facebook Page https://www.facebook.com/highgearsuccessDrop us a message...Don't forget to share this episode and tag me @itscrissyconner on Instagram and @crissyconner on Facebook to be entered to win!

Tony chats with Heather Wilson, CEO at Clara Analytics, an end-to-end AI claims platform for Casualty and Comp. Clara's first appearance on Profiles in Risk was Ep. 390. Today we do an update where we talk about the evolution of Clara, how AI is affecting the insurance industry, and several other topics.Heather Wilson: https://www.linkedin.com/in/heather-h-wilson-40a61b8/Clara Analytics: https://claraanalytics.com/Original Episode about Clara Analytics: https://youtu.be/gRjVwggtyFM?si=TaPkrHzdSXOEgNVKOWNR OPS PodcastStarting a business by offering a service to your local community is one of the...Listen on: Apple Podcasts Spotify

Have you ever felt limited in your own career? Or perhaps one day, on the train ride to your "personal dream" job you decide you want to take Kick Ball Change and PIVOT? Never let fear lead you is the message from our guest Miss Heather J Wilson in this deeply inspiring second act of her Kick Ball Change. Join us as she guides us into how she CHOOSE to change her path, establishing her own Kick Ball Change, that led her to opening her own companies and dance studios, and how she continues to be a leader in the Dance Education World with Baa Baa Ballet, Grunt if You Understand and educating the next generation of creative talent at Eastern University.

This exploding TWO ACT Podcast should inspire anyone and EVERYONE. Miss Heather Wilson defies the dance world, and finds creative ways to Kick Ball Change her way through life. Follow her journey as a young dancer, who was faced with enough kick ball changes to make anyone quit. She pushed right through and found her PIVOT into dance education. The Kick Ball Changes continue from starting Non-profits dance programs, opening dance studio space, navigating heartache and raising power-willed children. Heather is the director and leader of Baa Baa Ballet https://www.baabaaballet.com/ A comprehensive preschool dance education program, and recently launched her latest project, Grunt if you Understand! https://www.gruntifyouunderstand.com/ A fundamental program applying visceral learning with science to strengthen young dancers in Ballet. We hope you are just as inspired after ACT I, you begin to let your kick ball changes move you forward, and not get hung up on them. Sometimes too a kick ball change can last an 8 count or 8 years. You decide if you get better or bitter.

Individuals who have served in the armed forces can help close today's talent gap. To effectively leverage this mission-driven talent pool, we've called in HR expert Heather Wilson, Executive Vice President and CHRO of Astrion, and a veteran of the U.S. Navy. Highlights [2:35] Why hire veterans? [5:11] Proactive recruitment of veterans [8:21] Resources for hiring veterans [12:35] Supporting successful transitions  to industry [17:52] Challenges and recommendations for integration [26:02] Veterans within your organization can help recruit military talent  [29:48] Supporting military families [35:43] Paid leave policies for military reserves personnel [36:49] Celebrating the veterans at your company [37:51] Best practices for attracting and retaining talent with a military background Guest Bio Heather Wilson, Executive Vice President and CHRO, Astrion Heather Wilson has more than 25 years of human resources leadership experience. Before joining Astrion, she was at SAIC as a Senior Vice President for their Defense and Civilian Sector, supporting over 14,000 employees. Before SAIC, Heather held positions of increasing responsibility at Northrop Grumman, including serving as Sector Vice President of Human Resources for both the Defense Systems and Technology Services sectors. WashingtonExec recognized Heather as a “Top HR Exec to Watch” in 2022 and 2023.  Heather is a U.S. Navy veteran and a National Board Member for the Armed Services YMCA. She holds a bachelor's degree in business administration from Capella University. Links https://www.linkedin.com/in/heather-wilson-2a74ab25/ https://astrion.us/ https://www.hrmorning.com/articles/military-veterans/ https://www.hrmorning.com/articles/employee-referral/ Berta Aldrich's best-selling book, Winning the Talent Shift, is available on Amazon https://www.amazon.com/dp/1119768713 We want to hear from you. Leave a review (5-Star would be nice!) on Apple Podcasts and add your question in the comment. We read every review and use them to choose topics, guests, and interview questions for the podcast. You can also reach out at podcast@hrmorning.com.  If you love this show, please share your favorite episodes with colleagues and on social media. We greatly appreciate your support. Thank you for listening. Remember to subscribe and follow us so you never miss an episode!  Voices of HR is brought to you by HRMorning.com.

Today's guests are George Williams, Head of Small Business at Nationwide Insurance, and Heather Wilson, CEO at CLARA Analytics. Nationwide is an investor in CLARA Analytics, an AI-as-a-service (AIaaS) provider that improves casualty claims outcomes. The pair join Emerj Senior Editor Matthew DeMello on today's episode to explain the impact of generative AI workflows on Insurance spaces. Later in the episode, both George and Heather share a broader vision for what the insurance landscape will look like once “proactive” approaches are commonplace. This episode is sponsored by CLARA Analytics. To learn more about Emerj Media and how to reach the Emerj audience, visit emerj.com/ad1.

Kruser talks to Heather Wilson from the LFUCG about reforesting the bluegrass and talks about how some people are using ZYN smokeless nicotine products for weight loss help in hour 1.  See omnystudio.com/listener for privacy information.

Kruser talks to Heather Wilson with the LFUCG about the reforesting of the bluegrass and how trees can help prevent illness.  See omnystudio.com/listener for privacy information.

In this episode, Clint Esposito and Heather Wilson are joined by Paul Taublieb. Paul recounts the challenges of organizing the first Freeride Moto X Championship and bringing freestyle motocross to the X Games. He discusses his Emmy-winning documentary, “Unchained: The Untold Story of Freestyle Motocross” and soon-to-be-released “Pay Dirt: The Story of Supercross”, highlighting the importance of storytelling and the human element in his films.  Learn more about Paul's work at: https://www.taubliebfilms.com/ Find Paul on Instagram: @paultaublieb MotoAmerica is the OFFICIAL Sponsor of Pit Pass Moto This episode is brought to you by MotoAmerica, home of AMA Superbike racing and North America's premier motorcycle road racing series. Revisit all the season's action with the Moto America Live+ video-on-demand streaming service. Or visit the Moto America YouTube Channel for race highlights and behind-the-scenes video content. Look for the 2024 race schedule over on the motoamerica.com website, and be sure to follow MotoAmerica on social media for real-time series updates and original content. Get your PPM swag at our Pit Pass Moto online store! Pit Pass Moto is a production of Evergreen Podcasts.

Heather Wilson and Clint Esposito are joined by Chuck Aksland and Cory Texter this week! The four discuss MotoAmerica's upcoming Mini Cup National Final at Road America in Elkhart Lake, Wisconsin. The Mini Cup Series provides an accessible entry into roadracing and allows young racers to develop technical skills and sportsmanship. For registration and more information on the Mini Cup, visit https://www.motoamerica.com/mini-cup/ Follow the Mini Cup Series on Instagram: @motoamericaminicup Find Cory on Facebook and Instagram MotoAmerica is the OFFICIAL Sponsor of Pit Pass Moto This episode is brought to you by MotoAmerica, home of AMA Superbike racing and North America's premier motorcycle road racing series. Revisit all the season's action with the Moto America Live+ video-on-demand streaming service. Or visit the Moto America YouTube Channel for race highlights and behind-the-scenes video content. Look for the 2024 race schedule over on the motoamerica.com website, and be sure to follow MotoAmerica on social media for real-time series updates and original content. Get your PPM swag at our Pit Pass Moto online store! Pit Pass Moto is a production of Evergreen Podcasts.

Heather Wilson and Clint Esposito are joined this week by Mike Witkowski! Mike is a GNCC XC1 Class competitor for Phoenix Racing Honda. He shares how he is always eager to learn and improve, and that includes trying new disciplines of racing – like AMA Pro Motocross -- during the GNCC summer break. Find Mike on Instagram: @mike_witcowski MotoAmerica is the OFFICIAL Sponsor of Pit Pass Moto This episode is brought to you by MotoAmerica, home of AMA Superbike racing and North America's premier motorcycle road racing series. Revisit all the season's action with the Moto America Live+ video-on-demand streaming service. Or visit the Moto America YouTube Channel for race highlights and behind-the-scenes video content. Look for the 2024 race schedule over on the motoamerica.com website, and be sure to follow MotoAmerica on social media for real-time series updates and original content. Get your PPM swag at our Pit Pass Moto online store! Pit Pass Moto is a production of Evergreen Podcasts.

Clint Esposito and Heather Wilson are joined this week by Carl Schlacht! As a former Supercross racer, Carl shares his experience with transitioning into road racing. He details his bike modifications and the attention to detail needed to be a competitive racer in Bagger Racing League. He also discusses his ventures as a photographer and videographer, as well as being a riding coach with The Speed Farm. But first, Heather and Clint take a look at the results from X Games Ventura! Find Carl on Instagram! @carlschlacht MotoAmerica is the OFFICIAL Sponsor of Pit Pass Moto This episode is brought to you by MotoAmerica, home of AMA Superbike racing and North America's premier motorcycle road racing series. Revisit all the season's action with the Moto America Live+ video-on-demand streaming service. Or visit the Moto America YouTube Channel for race highlights and behind-the-scenes video content. Look for the 2024 race schedule over on the motoamerica.com website, and be sure to follow MotoAmerica on social media for real-time series updates and original content. Get your PPM swag at our Pit Pass Moto online store! Pit Pass Moto is a production of Evergreen Podcasts.

Heather Wilson and Clint Esposito are joined this week by Craig Johnson, the co-founder and owner of Wild Ass Motorcycle Seats. Craig shares his experience completing the Hoka Hey Motorcycle Challenge in 2022 and his love for long-distance riding. He also gives insight into the history and creation of Wild Ass Motorcycle Seats! But first, Clint and Heather chat about the 2024 AMA Motorcycle Hall of Fame inductees. Listen to The Wild Ass PodcASSt here! Find Craig on Instagram: @wildasscraig MotoAmerica is the OFFICIAL Sponsor of Pit Pass Moto This episode is brought to you by MotoAmerica, home of AMA Superbike racing and North America's premier motorcycle road racing series. Rewatch every round of the 2023 series and revisit all the season's action with the Moto America Live+ video-on-demand streaming service. Or visit the Moto America YouTube Channel for race highlights and behind-the-scenes video content. Look for the 2024 race schedule over on the motoamerica.com website, and be sure to follow MotoAmerica on social media for real-time series updates and original content. Get your PPM swag at our Pit Pass Moto online store! Pit Pass Moto is a production of Evergreen Podcasts.

This week, Heather Wilson and Clint Esposito speak with Ava Silvestri, the 2022 and 2023 AMA West Hare Scrambles Pro Women Champion! Ava shares insight into her training and competition goals in the future, as well as her upcoming participation in the 2024 ISDE. Find Ava on Instagram and support her travel to the ISDE! @avasilvestri MotoAmerica is the OFFICIAL Sponsor of Pit Pass Moto This episode is brought to you by MotoAmerica, home of AMA Superbike racing and North America's premier motorcycle road racing series. Rewatch every round of the 2023 series and revisit all the season's action with the Moto America Live+ video-on-demand streaming service. Or visit the Moto America YouTube Channel for race highlights and behind-the-scenes video content. Look for the 2024 race schedule over on the motoamerica.com website, and be sure to follow MotoAmerica on social media for real-time series updates and original content. Get your PPM swag at our Pit Pass Moto online store! Pit Pass Moto is a production of Evergreen Podcasts.

On this week's episode, Clint Esposito and Heather Wilson chat with Scottie Deubler! Listen in to hear how Scottie got behind the mic, his perspective from the announcer's booth at races, and how he keeps up with the action on the track! Check out Scottie's podcast about flat track: Off The Groove Find Scottie on Instagram: @scottiedeubler MotoAmerica is the OFFICIAL Sponsor of Pit Pass Moto This episode is brought to you by MotoAmerica, home of AMA Superbike racing and North America's premier motorcycle road racing series. Rewatch every round of the 2023 series and revisit all the season's action with the Moto America Live+ video-on-demand streaming service. Or visit the Moto America YouTube Channel for race highlights and behind-the-scenes video content. Look for the 2024 race schedule to be announced soon over on the motoamerica.com website, and be sure to follow MotoAmerica on social media for real-time series updates and original content. Get your PPM swag at our Pit Pass Moto online store! Pit Pass Moto is a production of Evergreen Podcasts.

This week, Heather Wilson and Clint Esposito are joined by Jason Gearld. In addition to being the Business Development Manager at Motorcycle Industry Jobs, Jason is also the founder and owner of Phoenix Handlebars! He talks through his journey to this position and shares his insights of how integral connections and relationships are to finding employment in the industry. MotoAmerica is the OFFICIAL Sponsor of Pit Pass Moto This episode is brought to you by MotoAmerica, home of AMA Superbike racing and North America's premier motorcycle road racing series. Rewatch every round of the 2023 series and revisit all the season's action with the Moto America Live+ video-on-demand streaming service. Or visit the Moto America YouTube Channel for race highlights and behind-the-scenes video content. Look for the 2024 race schedule to be announced soon over on the motoamerica.com website, and be sure to follow MotoAmerica on social media for real-time series updates and original content. Get your PPM swag at our Pit Pass Moto online store! Pit Pass Moto is a production of Evergreen Podcasts.

Heather Wilson and Clint Esposito are joined this week by Kody Kopp. He discusses his journey into flat track racing, some of the more technical aspects of flat track racing, and the challenges different tracks can bring. He also offers insight into the current season, aiming for a third-consecutive win in the AFT Singles Championship. Follow Kody on Instagram: @kodykopp43 MotoAmerica is the OFFICIAL Sponsor of Pit Pass Moto This episode is brought to you by MotoAmerica, home of AMA Superbike racing and North America's premier motorcycle road racing series. Rewatch every round of the 2023 series and revisit all the season's action with the Moto America Live+ video-on-demand streaming service. Or visit the Moto America YouTube Channel for race highlights and behind-the-scenes video content. Look for the 2024 race schedule to be announced soon over on the motoamerica.com website, and be sure to follow MotoAmerica on social media for real-time series updates and original content. Get your PPM swag at our Pit Pass Moto online store! Pit Pass Moto is a production of Evergreen Podcasts.

This week, Clint Esposito and Heather Wilson are joined by Jon Freeman! Jon Freeman (on left) and Dana Nicholson (on right) are the creators of Crusty Demons of Dirt, a film which contributed to the rise of freestyle motocross. Jon provides insight into the wide variety of locations and sports that he has documented over the years, as well as his current projects. Follow Crusty Demons on Instagram: @crustysofficial MotoAmerica is the OFFICIAL Sponsor of Pit Pass Moto This episode is brought to you by MotoAmerica, home of AMA Superbike racing and North America's premier motorcycle road racing series. Rewatch every round of the 2023 series and revisit all the season's action with the Moto America Live+ video-on-demand streaming service. Or visit the Moto America YouTube Channel for race highlights and behind-the-scenes video content. Look for the 2024 race schedule to be announced soon over on the motoamerica.com website, and be sure to follow MotoAmerica on social media for real-time series updates and original content. Get your PPM swag at our Pit Pass Moto online store! Pit Pass Moto is a production of Evergreen Podcasts.

Episode Recorded - 5/16/24 - More Insane Updates Regarding The Mica Miller Case 

This week on Pit Pass Moto, Clint Esposito and Heather Wilson are joined by Aaron Twite! The three chat about Aaron's journey into stunt riding, which began in Atlanta. Aaron also shares insights from his experience performing as a stunt rider with Cirque du Soleil in Las Vegas. Find Aaron on instagram: @aarontwite MotoAmerica is the OFFICIAL Sponsor of Pit Pass Moto This episode is brought to you by MotoAmerica, home of AMA Superbike racing and North America's premier motorcycle road racing series. Rewatch every round of the 2023 series and revisit all the season's action with the Moto America Live+ video-on-demand streaming service. Or visit the Moto America YouTube Channel for race highlights and behind-the-scenes video content. Look for the 2024 race schedule to be announced soon over on the motoamerica.com website, and be sure to follow MotoAmerica on social media for real-time series updates and original content. Get your PPM swag at our Pit Pass Moto online store! Pit Pass Moto is a production of Evergreen Podcasts.

Give Send Go is competing fiercely against giant, Go Fund Me. As a Christian-based organization they've withstood the challenges of the left and its censorship. When the ‘other company' refused to to host the Kyle Rittenhouse and Canadian trucker convoy campaigns, Give Send Go stepped up to the plate. Heather Wilson, co-founder of Give Send Go explains how wokeness will be the fall of the giant and Give Send Go will be victorious in their mission of hope.For your next crowd funding campaign, choose a company that supports conservative, Christian family values at www.GiveSendGo.com-----------------------------------SPONSORS FOR THIS VIDEO

Hear what racers have to say after the first World Cup Downhill mountain bike race of 2024 in Fort William, Scotland.0:00 - Asa Vermette, Junior Men's Winner0:55 - Heather Wilson, Junior Women's Winner3:00 - Dakotah Norton7:52 - Nina Hoffmann10:47 - Tahnee Seagrave13:23 - Kale Cushman15:14 - Greg Williamson17:59 - Myriam Nicole20:25 - Cory Rimmer