Podcasts about joint staff

A fresh mini-series on command and control that looks at the future of C2 for each of the US fighting arms. This episodes kicks off the deep dive with a look at what the US Army is aiming to achieve. Recently retired Vice Chief of Staff US Army, General (rtd) James Mingus talks about the US Army's philosophy for command and control, next generation C2, how allies and partners can get on board, and the opportunities that arise from the US Army's top modernisation priority for industry as well as soldiers. General James Mingus has recently retired as Vice Chief of Staff of the US Army. No one gets four stars without qualifying in just about every way possible – and Jim Mingus is no exception. Starting in the US National Guard in 1981, he commissioned in 1985. Originally a Second Lieutenant in the field artillery, he switch to the infantry in 1987 on becoming active duty. Serving in Germany with 3rdInfantry Division, later in the 82nd Airborne at Fort Bragg, and after that in 75th Ranger Regiment. A tour at JSOC, command of a Ranger Regiment, and command of a BCT from 4th Infantry Division including a combat tour in Afghanistan were just some of the highlights. Indeed, Jim deployed to Iraq and Afghanistan a total of 12 times in his career. In 2013 he ran the Commanders Action Group at CENTCOM before returning to 4 Infantry Division as Depuy Commanding General for Manoeuvre. Service at the Pentagon and on the Joint Staff rounded out his career before becoming Vice Chief of Staff of the US Army in 2023. There are few people better equipped to talk about the US Army's command and control, and their ambition for the future. Disclaimer: All remarks and comments made by General Mingus are his own views and do not represent the US military, US Joint Staff, Pentagon, Departments of Defence, War, or those of the US Army.

Tucked into the Pentagon's budget materials for fiscal 2027 is a request for more than $2 billion to purchase command-and-control technology licenses and engineering support for the U.S. combatant commands, Joint Staff and National Guard Bureau. That total includes more than $1.5 billion to expand defense users' access to Palantir's Maven Smart System in support of the Defense Department's “Joint Force AI-Enabled Headquarters initiative” and $60 million for the “Virtual Joint Operations Center (VJOC) initiative.” Little has been disclosed publicly about those two efforts to date, and a Pentagon spokesperson declined to share more information about them with DefenseScoop this week. However, the budget documents indicate that the department is looking to swiftly consolidate “software-centric C2 onto a single pane of glass” over the next fiscal year. The DOD's foundational concept for Combined Joint All-Domain Command and Control (CJADC2), which broadly involves breaking down long-standing boundaries between the military services to enable a unified network where all sensors and shooters can seamlessly connect, started to take clear shape in the early 2020s. A House subcommittee will hold an open hearing next week on how frontier artificial intelligence models are shaping the cybersecurity landscape, for good and for ill. The June 4 hearing will be the second the Homeland Security Subcommittee on Cybersecurity and Infrastructure Protection has held that was focused at least in part on the subject, following a similar hearing held in December. But unlike at that joint subcommittee hearing, where members also examined other emerging technologies, AI takes center stage next week. It caps a series of closed-door meetings of the Homeland panel where members and staff have been evaluating the intersection of AI and cyber. The Daily Scoop Podcast is available every Monday-Friday afternoon. If you want to hear more of the latest from Washington, subscribe to The Daily Scoop Podcast  on Apple Podcasts, Soundcloud, Spotify and YouTube.

SUMMARY In this episode of Long Blue Leadership, U.S. Air Force Academy boxing coach Lt. Col. (Ret.) Mark Clifford '97 shares how the sport shaped his approach to leadership, service and mentoring the next generation of cadets. A strong conversation on resilience and growth.   SHARE THIS EPISODE LINKEDIN  |  FACEBOOK   COACH CLIFFORD'S TOP 10 LEADERSHIP TAKEAWAYS Leadership is about others, not you. Elevate the people around you—when your team wins, you win. Iron sharpens iron. Seek (and create) hard reps, tougher opponents, and uncomfortable situations to build real capability. Look for “dogs,” not resumes. Prioritize competitiveness, resilience, and willingness to get hit and keep going over pedigree. Turn on the hot water. Know when it's time to flip the switch from relaxed and joking to locked-in, all-business execution. Take the punch, then execute. Composure after getting hit—physically or metaphorically—is the true test of a leader. Accountability and care must coexist. You can deeply care for people and still enforce standards, discipline, and consequences. Bloom where you're planted. Be the best where you are before chasing the next opportunity; stop leading with the exit plan. Don't lead only with rank. Some of the strongest leaders on his team lead through work ethic, example, and quiet influence. Use mentors; don't go it alone. Pick up the phone, ask for help, and learn from those who've led through similar moments. Family and support systems are force multipliers. A stable, supportive home front enables you to show up fully for the mission.   CHAPTERS 00:00:00 – Intro: “Sometimes leadership means the mission stopped being about you” + Mark's accolades 00:01:40 – From hoops to the ring: leaving basketball, discovering boxing, and Coach Weichers' influence 00:03:55 – Finding “dogs”: how Mark recruits scrappy, resilient cadets and builds national champions 00:07:57 – Growing up competitive: family, academics-first father and rivalry with his brother 00:11:09 – Leadership from the ring: iron sharpening iron and elevating everyone on the team 00:14:30 – Warrior mindset: teaching cadets to take a punch, stay composed and execute a plan 00:19:00 – Riding the emotional highs and lows: coaching, winning, losing and not burning out 00:21:08 – Accountability with heart: tough call in Korea, stripes, and good order and discipline 00:24:36 – Competing together: peer squadron commanders, shared struggle and mutual support 00:28:05 – When you want to quit: advice Col. Clifford got, what he tells cadets now and “bloom where you're planted” 00:32:16 – Quiet leaders and culture: cadets who lead through work ethic and example 00:37:23 – Daily leadership reps: mental prep, PE classes, influence in the athletic department 00:43:11 – Talk to young Col. Clifford: trust the process, shake off negativity and the power of family support   ABOUT BIO Lt. Col. (Ret.) Mark Clifford, a 1997 graduate of the United States Air Force Academy and former National Collegiate Boxing Association champion, is in his second season as head coach of the Air Force boxing program after leading the women's team to its first NCBA national title in his debut season, highlighted by a program-record four individual champions and a sweep of the men's and women's NCBA Western Regional titles. A former team captain and three-time NCBA All-American as a cadet, Col. Clifford also served two stints as an assistant coach, contributing to four national team championships and 21 individual national champions. He retired from the Air Force as a lieutenant colonel after 20 years of service, including assignments as director of fuel operations for Air Force One, commander roles in Hawaii and South Korea, combat tours supporting Operations Iraqi Freedom and Enduring Freedom, and work on the Joint Staff at the Pentagon. Following his military career, Col. Clifford held leadership positions at Grand Canyon University and the DREAM Foundation, focusing on sports management education and mentorship opportunities for students. He earned a master's degree from the University of Maryland Global Campus and a doctorate from the University of New Mexico.   CONNECT WITH MARK LINKEDIN  |  FALCON ATHLETICS   CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org     ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE AT USAFA.ORG/LONGBLUELEADERSHIP AND ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT OUR SPEAKERS: Guest, Coach Mark Clifford '97  |  Host, Lt. Col. Naviere Walkewicz '99   Col. Naviere Walkewicz 0:00 Sometimes leadership means realizing the mission stopped being about you a long time ago. I'm Naviere Walkewicz, Class of '99. Long Blue Leadership starts now. Mark Clifford, welcome to Long Blue Leadership.   Col. Mark Clifford 0:14 Thanks for having me. Col. Naviere Walkewicz 0:15 Absolutely, you know, we could jump right in, but before I do, I have to just talk about this. I had to write this down to make sure I didn't miss it. Boxing team captain, obviously; three-time Wing Open champ; three-time regional champ, three-time National Collegiate Boxing Association All-American, and the national champion of the NCBA your senior year.   Col. Mark Clifford 0:33 Yes, ma'am.   Col. Naviere Walkewicz 0:34 I mean, that's just, and that's just as a cadet. Then you went on to serve 20 years in the Air Force as a logistics readiness officer, you know, you're commanding and you're leading squadrons. In addition to that, on the higher education side, assistant dean at Grand Canyon University in sports business.   Col. Mark Clifford 0:49 Yes, yeah, ran the sport management program when I first got there, probably a year after I got there, just to get my feet wet with higher ed, and then was elevated to the assistant dean of the College of Business. And so it was, it was fun, it was amazing, it was very different from what you're used to in the military, because I tried to come in with a little bit of military mindset, but it's a civilian institution, so you know, just a little bit different, just bringing myself there and seeing what happened.   Col. Naviere Walkewicz 1:13 Well, you know, I guess what it shows is that you're not afraid to jump in and do, you know, something new. And I think that's — we'll probably discover that in the conversation today. So, maybe where we can start is the fact that you are back at USAFA as the boxing coach. You're here now running and leading the program that shaped you.   Col. Mark Clifford 1:31 Yes.   Col. Naviere Walkewicz 1:32 Let's talk about that.   Col. Mark Clifford 1:33 Yes, let's talk about — I mean, I love the program. You know, I came into the Academy, went to the Prep School, on a five-year plan, like some of us that need a little extra help, little extra year, you know. I took my time and really understand that came in, I'm such a competitor. I was playing basketball at the Prep School, came in my freshman year, hoping to be on the basketball team, worked really hard, did all things the coaches asked me to do, still sat the bench, and so, like a lot of cadets, like every cadet, even our women now have to take boxing class, you know, as a mandatory class.   Col. Naviere Walkewicz 2:04 When did that start? What year? Do you remember?   Col. Mark Clifford 2:07 I want to say 2017 is when the women started. It's always been instituted for our men. So my freshman year I did really well in the class, to the point where I had to box our assistant coach at the time, Ray Carter, for my GR, my test.   Col. Naviere Walkewicz 2:22 Did you get an A? Col. Mark Clifford 2:23 I got an A. But it hurt. Col. Naviere Walkewicz 2:26 For him? Col. Mark Clifford 2:27 Heck no! He was the one punching me. He busted me up pretty good, but I still got the A in the class, and coaches — the same system I use today — is trying to find cadets in boxing class that are competitors that are looking to do more than just be either a cadet or on the team that they're on or ride a bench. I got tired of riding the bench behind a couple of folks until sophomore year, coach came and said, “Hey, you still interested in boxing?” I quit basketball, went to boxing and the rest is history.   Col. Naviere Walkewicz 2:58 You didn't look back at all.   Col. Mark Clifford 2:59 No, you know it's hard to look back because it's shaped — I think we all kind of think back to our cadet years. I know I do sometimes, and kind of reminisce about, “What if?” I remember walking across the street one time, and my brother was ahead of me in '90s — Class of '96 — on the football team, and I was walking across the street as a freshman to basketball practice and ran across Coach Fisher DeBerry. “Hey, Clifford, will you come play football with me?” And so, you always think about opportunities that kind of cross your path, and I think about what would have happened if I would have done something different. I don't know if this story would be as successful as it is, based off of what I've learned in boxing and where I am today. And so, I'm very thankful for the program. I'm thankful for Coach Eddie Weichers, who shaped me, was a father figure for us when we were here. And you know, it's tough being a cadet, so you got to have allies and friends and people and mentors, and he was definitely one for me.   Col. Naviere Walkewicz 3:55 Well, I'd love to know, you know — he saw you in class and discovered that talent. How are you finding potential nowadays in the cadets for the program? Because you just happened to have the women who defended a national champion, won it. So, two years now have been the NCBA national champs. Col. Mark Clifford 4:15 I think it's a couple of things I look for. One is, how scrappy are you? I think it was easy at Grand Canyon University to find, you know, the era of COVID, and the resiliency wasn't quite the same as what I remembered when I was here as assistant coach, and as a captain and as a major, as well. The cadets are different, the mentality is different, and so kind of make it simple, I'm looking for dogs, I'm looking for cadets that a) are excited to fight, are not afraid to box, aren't afraid to get hit, love the intensity of the sport, and I can shape that, and you know, the potential piece of that is, can they throw a pretty good punch, and can they take a punch, and they're not, you know, they're not jumping out of the ring with that. That kind of translates into what we're looking for with all of our officers and all officer candidates, is making sure that they can stay there and take a punch, collect themselves, and then go back and execute, right? And so that's what I'm looking for, and I've tried to find those in classes, and you know, a lot of times it's a lot of the athletes.   Col. Naviere Walkewicz 5:21 Right.   Col. Mark Clifford 5:22 Because they're recruited here for other reasons, well, and other…   Col. Naviere Walkewicz 5:24 Other sports.   Col. Mark Clifford 5:25 Other sports, or whatever, and they want to be competitive, and as a freshman and a sophomore. It's tough, because you got juniors and seniors who have experience on the team. They're out there performing, and you're sitting on the bench, well, you know, I get you in the sport where you don't have to sit the bench.   Col. Naviere Walkewicz 5:43 That's right.   Col. Mark Clifford 5:44 It's top person wins. Col. Naviere Walkewicz 5:45 So when I think about the team that you formulate and you grow, and they continue to hone in our craft, is it always the athletes that you kind of, that maybe have been benchwarmers, or have you found the diamonds in the rough that maybe have never fought in their lives, and never — that kind of surprise you, that have risen to the top?   Col. Mark Clifford 6:04 You know, there are a lot of diamonds in the rough, there are a lot of, but back to what, there's a lot of cadets that come here that aren't necessarily on a divisional, we're lucky because we have 25% of our population at the Academy are divisional athletes. But there are so many other young cadets that are just as competitive, just as athletic, and looking for something else, and how do you give them something, right? And when they get to come to the Wing Open and see their classmates in the center of Clune Arena, and that thing is filled with all the rest of the Cadet Wing.   Col. Naviere Walkewicz 6:37 Yes, and grads and the community.   Col. Mark Clifford 6:39 And the community. They put the floor seats right there, you can sit ringside, it's an amazing thing. How do I be a part of it? And my philosophy is simple: If you enter the Wing Open and you win, then you're the person that represents this for regions and nationals. There's no favoritism, because I quote, unquote, recruited Naviere as a freshman. Now she's a senior, well, the senior gets her butt whooped, I'm taking a freshman. And so it's a very fair system, and so you find those diamonds in the rough. I'll give you one — two-time national champ. She's our team captain this year, Elise Bell. I don't think she's ever fought in her life.   Col. Naviere Walkewicz 7:16 Wow.   Col. Mark Clifford 7:16 When I walked in the gym last year, my first year, I just noticed her work ethic. How do you just pour into something like that and refine that in the gym to become a national champ. And last year — I just love to tell her story, because last year I believe in regionals and nationals, every first round she lost 5-0 to the judges. She was losing, and she won every bout.   Col. Naviere Walkewicz 7:42 Interesting.   Col. Mark Clifford 7:43 So it's just — you find those, and I'm hoping to find more of those cadets that just have that same energy, that resilience, that toughness and courage, really, and willingness to do what we ask you to do.   Col. Naviere Walkewicz 7:58 So, were you like that growing up? Were you someone that had this mindset of, you know, a work ethic and, you know, scrappy, you know, before even getting into boxing? Were you like that as a kid?   Col. Mark Clifford 8:09 I was just a competitor, and that's my father, that's my mother, that's my grandmother, my father's side, who was very — everything had to be put into place. My father was born in 1929 in Washington, D.C., went to Howard University, ROTC post-Tuskegee, and entered the Air Force through ROTC in 1949.   Col. Naviere Walkewicz 8:41 Wow.   Col. Mark Clifford 8:42 So his thing was academics, always. Col. Naviere Walkewicz 8:45 Yes.   Col. Mark Clifford 8:45 But I had a brother who was a year ahead of me, and it was academics for both of us. But how do you best the guy that's right next to you? Like, it was always just — my brother's name is Larry. That's what Larry and I always did, whether it was girls or sports, school, right? Yeah, it was always   Col. Naviere Walkewicz 9:02 You drove each other. Col. Mark Clifford 9:03 We drove each other, and it's just — it was amazing. You don't realize that until you're older, and so you go, “Yeah, that's what that did.” And so I think I was always just, 1) I was always a competitor, like I wasn't always the best, but I'd like to try to strive to be, and so that was just kind of how I was shaped.   Col. Naviere Walkewicz 9:22 So was your dad very excited when you — you were recruited to the Academy, is that correct?   Col. Mark Clifford 9:28 My dad kind of wanted me to go — more so than maybe I wanted to go.   Col. Naviere Walkewicz 9:34 When did you realize, like — because obviously you were on the five-year plan, right? So I think you had a couple of times to make a decision, like, “I'm good,” but you stayed. So when was it that it really connected with you that this is where I want to be, and I want to stay. Col. Mark Clifford 9:47 Probably after my sophomore year.   Col. Naviere Walkewicz 9:50 OK.   Col. Mark Clifford 9:50 Yeah, because my first three years, like, I wanted to play basketball so bad. I was trying to recruit myself. This is when you had to go send out your videotape. You know what I'm saying. You're there with me.   Col. Naviere Walkewicz 10:01 Yes, yes, paper. Email's not the thing back then. All paper.   Col. Mark Clifford 10:05 All paper. I'm trying to send videotapes out. Spring break at the Prep School, I think I went to Cal Riverside and tried to meet with the coach and drop off my tape. That's how bad I wanted to play basketball, right, and then I found success in boxing, and it was, I think, why go anywhere else? You start to realize, you get over, like, you're gonna have a job when you graduate. I don't have to look for a job, I don't have to go out there and struggle. I'm gonna get what I want to do out of the military, and it's gonna be a five-year thing for me, and then I'm out, right? And so I think that's what it was. I think it was my sophomore year, and I was going, my grades are terrible. I could say that now. It was — but no one's ever asked me for my GPA. I still was able to get a doctorate. Like, there's things that happen in your life that you'll still be able to achieve success, even though you weren't as great at it before. And so, yeah, I think it was just the realization of, “I could do this.”   Col. Naviere Walkewicz 11:09 So in that journey of, you know, wanting to play basketball so bad, finding a space and a place that really you started to hone in on yourself in boxing, and then, you know, went into the Air Force, you were leading. What have you found out about yourself in a leadership perspective through those different situations, whether you ended up not playing basketball or something that went really well for you, like national champ?   Col. Mark Clifford 11:35 I think just overall leadership was the ability for me to impact others to be successful, and I think that's what I took out of boxing, because it is an individual sport, but it's very team-oriented. We don't put banners on the wall that say “national champion” without a team mentality to make sure that our teammate, left and right of us, are also excelling. And so, in a small sport like boxing, at a time where I boxed, there was 12 weight classes, but you're boxing the guy above a weight and below a weight, because you're trying to make that person better, iron sharpens iron.   Col. Naviere Walkewicz 12:10 Right.   Col. Mark Clifford 12:10 I also had, I was a 172-, 175-pounder boxing the heavyweight, because in my mind was no one's gonna hit me as hard as this guy is gonna hit me.   Col. Naviere Walkewicz 12:19 That's right.   Col. Mark Clifford 12:20 And so if I can stand and get and last with this guy, I can last with anybody in college boxing. And that flowed for me into the military of — and part of my philosophy was how do I elevate everybody else, because I realized here at the Academy it's not about us, right? We're in the people business to make sure people around us are elevated, have the things that they need, resources they need to make sure that they're doing the job the best of their ability. Because then the unit does better as a team. The wing does better as a team. It's not about us individually. And so I think for me being able to translate that out of boxing into my Air Force career was part of what shaped me as a leader to make myself successful.   Col. Naviere Walkewicz 13:02 Did you find yourself seeing if anyone could take a punch from you in your Air Force uniform, or how did you do that?   Col. Mark Clifford 13:10 Well, you know, I punch my words when I know you can't put your hands on people.   Col. Naviere Walkewicz 13:16 Of course.   Col. Mark Clifford 13:19 You know, back in the early days, you know, I think the chief excused me from a meeting, and the meeting was back behind the fuel watershed. I can't remember…   Col. Naviere Walkewicz 13:32 Fair enough.   Col. Mark Clifford 13:33 Some wall-to-wall training that was going on with other individuals, but hey, chief said it was good. Roger that chief.   Col. Naviere Walkewicz 13:40 That's hilarious.   Col. Mark Clifford 13:41 Yeah, no, you know, you don't put your hands on people. I used to have to tell people, “Don't let my smile fool you,” you know. I like to have a good time, I enjoy myself, I enjoy the people that I'm around. Also, I know our job is very serious, and I was very serious about our job. And so, part of my leadership philosophy was always — my dad's thing was the Golden Rule, you know, treat people the way that you want to be treated. And I always — there's some things here at the Academy that I didn't love, so I took away from, “I'm not going to be that type of person,” into accountability, holding people accountable, myself included. And so even at the Academy, as a knucklehead cadet, I did goofy stuff. I'd be the first one to say, yeah, I take my lumps, march my tours, take my Form 10, do what you need to do, but just survive the place and learn from it, and it shapes you out as a leader.   Col. Naviere Walkewicz 14:31 Absolutely. You know, I'm curious, because I think about — you just said, “I like to have fun,” and you know, “but don't let my smile fool you.” You know, when you think about boxing and the mentality you have to have to literally stand across from somebody and hit someone, or take a punch, or you know, be hit back. How do you train that kind of mindset? Because I have to think it parallels a lot with the fact that we are developing warfighters. You know, how do you train that?   Col. Mark Clifford 14:57 Yeah, you know, that's kind of the bottom line of the boxing class. It's not about finding championship boxers. The boxing class is about exactly what you just outlined. It's how do you, as an individual, put a strategy and plan together knowing that you have an adversary across the ring that's going to hurt you. Like, the object of the game is to punch you. Pros is more so to hurt you. College boxing, amateurs, more to score more points than you. Bottom line, they'll hurt you, and that mentality of how do you compose yourself? Do the things that we asked you to do: a) defend yourself, b) have an offensive plan, even if you're losing, how do you compose yourself? Right, part of that warrior spirit is making sure that we always have that mindset of how we're going to achieve and beat our adversaries, and I think that's the bottom line of the boxing class. It's just, how do we do that? So, the mindset is exactly that, is you know you're gonna get punched, but can you punch that person when they punch you? Can you put some other things in place that I gave you tools — that I gave you, head movement, defensive movement — to take those punches away, right? From a strategic standpoint, and then be offensive, and then score your points.   Col. Naviere Walkewicz 16:11 Right.   Col. Mark Clifford 16:11 And so that's the mentality we try to have boxers to make sure that this is a sport where you're gonna get hit. Once you get past that hurdle, it's good, right? It's how you work on all these other skill sets that make you better than your opponent. And if the other person's just as skilled as you are, what's the edge that we get? And I think that's part of our mental preparation that we do as well as our physical preparation.   Col. Naviere Walkewicz 16:34 So I think about you shaping that for the team, both the men and women. How was that shaped for you? Was that your coach at the time, Eddie Weichers? Was that Wiechers? Was that someone in your family? Who were those mentors in your life?   Col. Mark Clifford 16:45 For me, it was Eddie Weichers and Ray Carter. Ray Carter was an enlisted assistant coach, and he was four-time, I think, All-Air Force heavyweight champ. Those two were instrumental for me, especially during my career times, before my time as a boxer, because I would work hard, work out a lot with Coach Carter, because the same mentality helped with a heavyweight. If this big joker can hit me, I can take the punch… He's also going to teach me some things. I mean, Coach Weichers was the same. It was the mental piece that his thing was knowing to turn on the hot water, and it was because I would have a good time, enjoy practice, have fun with the guys, but when you step in that ring, turn the hot water on, it's all about business. So, then, when you step out, turn it back on to cold, go back to goofing off and doing things that you do, but you get in there, it's all about business. And so, how do you train your mind to go, like, man, “I gotta go to war right now?” And it was, you know, I had a preparation before I got to the ring, and some things that I did that helped me mentally prepare before I jumped in there, but…   Col. Naviere Walkewicz 17:52 What did you do?   Col. Mark Clifford 17:53 You know, again, it was the Walkman CD Walkman, the CD Walkman. And I couldn't jump around too much because it was Skip. Yeah, the CB was skip had the little baby headphones had my little do rag on and I would just zone out on some music, I would zone out on music until it was time for me to get up and do my physical warm up with some jumping some rope shadow boxing and maybe little hand mitts with the coach before I jumped in the ring, but OK, yeah, it was a, you know, I couldn't jump around too much. Col. Naviere Walkewicz 18:25 It would skip, that's true. Now they just have — they don't have to have anything connected, just put in their ears.   Col. Mark Clifford 18:30 I'm jealous about it, to be honest.   Col. Naviere Walkewicz 18:35 So I imagine when you're coaching, and I'm saying I imagine because I've not coached ever to this level. I coach my son's little league basketball team, but which is a whole different level of coaching, but what I find curious is, have you ever found yourself in the feeling of, because you know how it felt when you win, when you lose, and when you watch your cadets going through that, how does that affect you as a coach? Col. Mark Clifford 19:01 Yes, I'm learning to not, I'm learning to not ride the emotion like they do, but I definitely did my first year, I think, as an assistant coach. So, I was assistant coach with Coach Wishers five years total as active duty officer, and that was different because I was on the sideline, he was the main guy, I was a support guy, but when you're the head guy, you're the one that gives the kids advice, giving them the strategy, and then really I felt it at nationals, especially when we started to win in with our women, we our first female won in the first half of the day, a freshman, I don't know if she was expected to win. She didn't expect to win, but in our hearts, in our minds, we knew. And then this is the motion, because I know how hard they work and what it takes to get your hand raised, because I came up short my first two years when I'm the guy standing with my hands down, the other guy's hand is raised, and then getting my hand raised my senior year was the most amazing feeling. I rode that same emotion when we lost, when we won, and I was worn out and tired. So I'm trying to train myself not to try to ride that emotion, but it's hard, like you know. I want to be in there with them, and I feel the same things that they feel, because I went through that same process they went through. And so it's interesting dynamic because I'm trying to peel myself away from mine. I just haven't detached yet. I think I'm still emotionally and mentally driven by what happens with our cadets, and it's a weird feeling. Col. Naviere Walkewicz 20:36 I imagine as a leader that's probably a common challenge you have because you care so deeply about your team, like family, that you do get emotional, right, and that might even be one of the sharpest knives in your, in your kit. It's just, you know, how you employ it, I guess.   Col. Mark Clifford 20:52 Yeah, you know, that reminds me of a really tough situation when I was a commander in Korea. Back to, had to hold somebody accountable with that person. Part of the discipline action was taking a strike, right, blah blah blah, the things that happened for something negative, right, but he's such a good person, and it was a first, first mistake, but it was a big one, and what that led to was a person dropping rank, but then hitting higher tenure, and couldn't test for the next strike, and so I really struggled with that, and had really tough conversations with not only the group chief, but my commander, right, and my chief, my first sergeant. Is this really the right thing for this individual? I think ultimately for good organ discipline. Yes, I think emotionally because it was a small unit. We were in Korea, his, he had his wife there, I had my family there, right? So they became friends, close, right, close enough, because such a small group, and that's the type of organization that I like to have, because I think if it's you, almost play that disappointment role or daddy role, or whatever, however you want to characterize it, that leadership style, but it was, man, you really got to depend on your brother or sister, you let that person down, and you let us all down. Yes, and so that's part of my leadership style, especially in Korea. I took over for a commander that was let go and fired, and so there was a whole cultural change I had to do, so that was when the “don't let the smile full you” happened, right? And you just had to make sure that you held people accountable. That was one of the tough ones where emotionally you're going, "Man, am I making the right call?” Organizationally, absolutely. Personally, for that individual, it was tough. It was tough. Col. Naviere Walkewicz 22:36 How did those moments stretch you as a leader? I find that fascinating, because you do. You have such a warm and, you know, fun personality about you. I mean, I think when you think about command and the decisions you've had to make at different times, both in the ring, out of the ring, in uniform, et cetera. How did you grow as a leader?   Col. Mark Clifford 22:53 I think we all grow every day. I think, for me, I lean a lot on my mentors. I'm not afraid to ask for help, right? I learned that early in my career, that it took me a while, because I was in the way, but it took me a while to understand that I can pick up the phone and ask somebody for help, and they're going to help you, because, as an organization, our Air Force, our Space Force is all about making sure people are successful. We don't set people up for failure. Why? Because if one individual fails, yeah. So I think for me making those tough calls was was challenging, because because of my leadership style. I think it was, I want people to get along, I want our team to be meet the standard of excellence, if not exceeded. I want us to be always on that front edge, because I'm a competitor. Yes, I want to be the best, but also that comes with accountability and tough decisions. And I think when you have to be in the moment, make some of those tough decisions, that's you just have to go back and reflect. You have to lean on people that do the same thing. I had a great group of fellow squadron commanders at my first command in Hawaii, that's a really terrible basis to go to, that's why I stayed there for 20, that's why I stayed there for 20. The plan was five. Oh, yes, yeah, 20 happened because I had some great people around me, and I, and the bases weren't bad either, and so my family loved it, and we saw some rough assignments, but it ended up being great, but I can lean on my fellow squadron commanders if I had some enough time. But it was just a bitch session, or if it was a leadership lesson. Most of us were about the same year group, age group. I think one or two of the commanders was a year or two ahead of me, but it was just — we weren't competing with each other. We were making sure we were all competing together and being successful together. Col. Naviere Walkewicz 24:53 I think about that theme of being a competitor, and I remember you telling me about your brother and your dad. So, has there been a continued, you know, competition, and how you guys have done in your, in your careers and in life, or have you leaned back to your dad, like, “Hey, Dad, so how do you go about this?”   Col. Mark Clifford 25:09 No, you know, we unfortunately lost my dad a couple years ago.   Col. Naviere Walkewicz 25:13 Oh, I'm sorry. Col. Mark Clifford 25:13 No, it's OK; 94 years of an amazing life. I found some old pictures of him and Chappie James, which is pretty — talk about history and legacy. But no, I think my brother — I found out — so, my brother left after his sophomore year. He hadn't finished the Academy. He stuck around here another year, so my sophomore year, and I really came to find out, although we competed against each other our entire lives, he was my No. 1 fan, and I didn't even know it. It was like — he would tell me stories of, I think, my first Wing Open, maybe my second Wing Open — my first Wing Open sophomore year, that he, for the first time, said some cuss words next to my dad because they were in the stands, because he was cheering for me, and it was just funny to hear, like, we're grown-ups, but you can't cuss in front of my dad. You don't say those things. He was like, “Oh no, Dad's gonna get me.” But no, I think since then it's been a really supportive relationship, and like anything that I do, he'll call me as soon as we're competing anywhere as a coach now, ask how we did, how the cadets did, he said he's proud of me, I'm proud of him too, and he's doing real estate in Southern California with his wife and his family. So it was weird to see that, or hear that from him, because it was always like…   Col. Naviere Walkewicz 26:31 Yeah, you were always like mmmm mmmm. Looking over your shoulders. Col. Mark Clifford 26:35 Yeah, like who's going to get who? But it was awesome. It was kind of cool.   Col. Naviere Walkewicz 26:38 I love that, and I'm just thinking, you know, I'm sorry to hear of your dad passing, but I'm sure throughout those years you had many calls to him about, you know, some of those decisions you had to make in uniform, and I'm sure he was extremely proud of you making it a career.   Col. Mark Clifford 26:51 Yeah, yeah, I think he also was surprised I lasted as long as I did, just because I was so against it early on in my career. But no, I've been super proud, and it was always good to come home and just kind of share some stories with him, and he would reflect back on his stories, and he was a fighter pilot, and so just some of his fighter-pilot stories, and you know, the things that shaped me — talk about moments in your career and moments that shaped his career. It was just — it's just cool to have somebody like that in a different era that can share the different challenges, but also the same.   Col. Naviere Walkewicz 27:31 That's a good point. Yeah.   Col. Mark Clifford 27:32 I think that's what's interesting with the military, like, and coming back to the Academy is a perfect example. Like, there's challenges that we have, they're kind of the same that we've had, probably 15 years ago when I was here.   Col. Naviere Walkewicz 27:45 Like a cycle.   Col. Mark Clifford 27:46 It's a cycle. Yeah. So it's like now you have new leaders, how do they work through these different challenges differently than we did before? Not that we need to repeat history, but at the same time, you know what I'm saying, it just becomes a cyclical thing, that was how do we work. Col. Naviere Walkewicz 28:03 How do we navigate that? Yeah. Col. Mark Clifford 28:05 The same stuff, yeah. Col. Naviere Walkewicz 28:06 I want to go back to something you said, and I think it probably plays into some of the cadets that you work with, and or help to coach. You talked about how you weren't sure you wanted to go to the Academy, and staying, you know. The idea of quitting is where I'm really kind of going. What advice have you received to help you not quit, or to kind of push through when you wanted to quit? And have you seen that with cadets, and how are you navigating that?   Col. Mark Clifford 28:29 Yes, and yes. I think the best advice I received when I was thinking about quitting was, “Just really ask yourself why, what's the purpose, and then where you're going to go, like what's the plan?” And that's what was one of my dad's themes was, especially when I got out, was looking to navigate civilian jobs, right, but you don't leave something unless you got something else in your other hand. And so I was like, “How do you really focus in on being the best at where you're at, right, before you even think about stepping somewhere else?” And I had to reflect on that, especially as a cadet, was I really being the best at where I was as a freshman? Sophomore, I could tell you no, because I wanted so many other things, and it wasn't had anything to do with the Academy, had nothing to do with the Academy, but you know…   Col. Naviere Walkewicz 29:21 You were focused on basketball…   Col. Mark Clifford 29:23 Focused on other things until I could really be the best at all the things, and it's a balance here at the Academy — academically, militarily, athletically. I wanted to be the best athletically. How do I go win a national championship as the boxer? And so I found out that you've got to prioritize, which is… Right? We all had to do that. We all have to do that in our lives today. And so my priority was boxing, because I wanted to be great at athletics; academics, because I knew I can't get out of this place unless academics met the standard.   Col. Naviere Walkewicz 30:01 And you couldn't box here…   Col. Mark Clifford 30:03 And I couldn't do that without the academics. My dad saying, like, “You don't do anything else unless your academics are where they need to be.” And lastly — it was OK for me militarily. I can make the military stuff work. It wasn't my party. Maybe I should have bowed a little bit more. So I share that with our cadets. Is how do you balance those things that want to make you successful? The one thing I tell the cadets now is, because I've been in the civilian world, it's tough. Like, if you leave here, you got to navigate A, go get a degree, and then B, trying to find a job which meets your standard and the standard of living that you want to have, it's going to be difficult. It's not — and so it's still a cadet's choice. Yes, and we've talked to them about, like, all right, make sure you put things in place to make yourself successful. But I try to give them same advice. I said, “There's no other place outside of the three military academies where you're going to go through a really tough time, you're going to have really awesome friends, you're gonna have a great experience, and, oh, by the way, you have a job, and you graduate — with free medical and dental, like that stuff's not cheap. Yeah, so I, you know, I think I share those things with the cadets, especially when they talk about leaving. And then I like to share — I try not to go back to, “Oh, back in my day” with that.   Col. Naviere Walkewicz 31:19 Because our day was a long time ago.   Col. Mark Clifford 31:21 Now you didn't have to say it out loud. I think we know that, but it's true, you know, it's there are still some challenges out there, but they have to navigate the waters, and there's some things that they do differently now at the Academy that we did when we were at the Academy, but this is a really cool place. It's a great place to be from. It's a great place to put on a resume when you decide to get out of the military after your obligation. It's a great place because they're gonna give you a job and occupation. You get to fly jets if that's what you want to do. There's so many opportunities here that the cadets have.   Col. Naviere Walkewicz 31:59 Yes.   Col. Mark Clifford 31:59 And I just overload them with that, because I think it is an amazing place. And the reason why I come back to it, because I think so highly of what it's done for me and shaped me. How can I do that for others and mentor others to make sure that they have a similar experience, but a successful one, no matter what their story is.   Col. Naviere Walkewicz 31:17 Can you share an example of a cadet that surprised you from a leadership perspective, because of their work with you and their time in the ring.   Col. Mark Clifford 32:25 Well, it's hard. So I'm only in my second year. I've got a couple of seniors this year. Elise Bell is one of them. Her fiancé, Kamari Jackson, is a cadet I met when I was here. He was starting his junior year, he's coming off a neck injury, and I challenged him because he's hanging around the gym. I didn't know why. Now I know why. I thought it was boxing, it wasn't. It was Elise, but I'm good with that, you know. I would whisper in Elise's ear, try to get him back, because he was really good as a freshman. Then got hurt, but he's another young man that's just took leadership by the horn. Came in back this year, I challenged him to be at a certain weight. He said, “Coach, I'm coming back, I want to win it. I made weight.” I didn't think he was going to make the weight his first semester, fall semester. He was a squadron commander, plate is full but still made it down. Was one of those — he wasn't our team captain, but he was a team captain.   Col. Naviere Walkewicz 33:26 Yes.   Col. Mark Clifford 33:27 It was just one of those…   Col. Naviere Walkewicz 33:28 …leading without rank or title.   Col. Mark Clifford 33:30 You didn't need it, yeah, but he just had that. He has an aura. I wouldn't say he surprised me. I just think it was just one of those success stories where you're going, man. I love to have a team like this that just — and we do. They lead in their own way. We've got some quiet ones; I've got some vocal ones. I've got ones — our senior this year, our heavyweight, the one that won the Wing Open, he did it with his work ethic. Elise Bell, she leads with her work ethic. There are different ways of leading in the gym, and I try to harness that, and then elevate those that are doing it, making sure the team sees what they're doing. There's a young lady, she's very quiet, prior enlisted two-time national champ now. She's won three Wing Opens, she's gonna probably get her fourth as a senior, she's gonna be our team captain this year, because she's quiet, but it brings out her show, forces her to use her voice a little bit more, because she does it quietly with her work ethic in the corner. But you all see her because she's always in the ring and she's always working. So, I wouldn't say they surprised me just yet. I haven't had so many surprises just yet, but I've had some that has solidified my resolve in why I came back because they understand where they're going, they're learning what leadership is, because you don't always have to vocally stand on the pedestal and be the person on top to be a leader, and I love that piece of this.   Col. Naviere Walkewicz 34:56 So, I'm sure maybe this is a silly question, but obviously you have been assistant coach in the past. What made you come back as head coach?   Col. Mark Clifford 35:03 It's a silly question, Naviere. These cadets — no, this place is special. I love the Athletic Department. I mean, back to what it's done for me: I had the opportunity to come back as a young captain, working in the athletic department, was able to get a doctorate degree out of this place, was able to come back again and be around the cadets to learn more from Coach Eddie Weichers. And I think all of those parts and pieces helped develop me, because it put me in positions where I was able to grab jobs and be in positions to be successful. I had no business picking up a squadron command the second time I was here, but I was able to pick up the squadron command, because I had people pulling for me, pushing for me, and that's what you go back to, like you said before, what helped shape you, and that it's just the people around here that help shape me. And how do I come back and give back to an institution, to a department that really shaped me as an individual? And that's what I'm doing. I think I come back because it's — I want to see the cadets who struggled like me, and I find them in class too, that are debating whether they want to be or not, looking for something else to be a part of, and I always invite them to be part of the boxing family, because I know what boxing did for me and others who went through this program that were competitive, that couldn't make another team, or wasn't on a different team that wanted to show their skill that wanted to balance something from the academic side, because that is so stressful. Punching something is very stress relieving. There's something about it — especially if I can punch something in the face in front of other people and not get in trouble — I was doing it. And so I think being able to come back and give that opportunity to other cadets and then watch them flourish with it and grow with it, I think is why I'm back. And so I'm thankful for the athletic department. I'm thankful for the Academy. So, how do I pay it forward in my way, paying it forward? This is my way of paying it forward.   Col. Naviere Walkewicz 37:02 I love that. Well, I want to ask you something that we ask our guests on this, because it's really about how you continue to hone your skills as a leader through all the journeys, right? In uniform, out of uniform, in the private sector, higher education, etc. What is something you do every day to be better as a leader?   Col. Mark Clifford 37:23 Well, you know, I think is internally, “How do I have an impact,” as a head coach in the athletic department, and I'm not an NCAA sport like some of our other coaches. How do I impact people around me in my sphere of influence? It's very different now when you're an officer, when you're a commander, you have entire unit that you have impact on. Mine are smaller. One, it's internally with my team, is how do I lead and impact my team, and so I want to make sure that I'm always prepared to support our cadets through practice, having a plan for them so they know when they walk in the door what we're supposed to do. Because I think that's important from a discipline standpoint of knowing and understanding what I have to do when I get to the gym, and what my end goal is. And I always come in for that mentally prepared, and then mentally preparing them for the rest of the season, because we have a long season. And then I always think about my series of influence. I'm in the athletic department on the physical education side. How do I make sure I am prepared for the other cadets in classes that aren't on the team? Make sure they have a positive experience in PE class, but also I make sure they know that I'm a grad. I make sure that they know I'm a high-level guy, because I think there's value in that when they can always ask questions that are driven towards operational air force, not necessarily about this particular class. So I make sure I'm prepared for those cadets, and then how do I then allow myself to be available for the rest of the department, not only the physical education department, but our athletic directors, and making sure that I'm a resource. I've been here before, right? I understand something. I may not have all the answers, but I'm willing to help the support. I'm always preparing myself daily for the cadets and the staff and the folks around me that my sphere of influence has, at least the best part of me every time I can work. And so I think daily for me it's a mental preparation, but also, you know, prepping for the day of the day of, from a leadership perspective, because my leadership role is very different now than what it was when you're active duty, when you're sitting at Grand Canyon University as a dean or assistant dean, right? Your influence is very different.   Col. Naviere Walkewicz 39:40 So mentally you prepare yourself. What does that look like as far as like activity, right? So, are you taking care of yourself physically, so that you have the capacity to do more? Are you — I'm just curious, like, what does that look like when you say you're preparing yourself? Col. Mark Clifford 39:56 I do a couple of things. I think in the morning when I get up, I have a cup of coffee, and we typically — my wife and I typically watch the news together. It is thinking about the impacts of what happens in our world, how that impacts our Academy. I don't think — there's very little ripple effect that gets to the cadet, but also understanding why what's happening in our world is important to a cadet. I always try to prepare myself for those conversations, just in case they come up, and they have come up in classes sometimes. But I just give my perspective more so. Physically, I hit the gym, I work in a gym, so my wife says I have no excuse, at least you better be in a gym using equipment. I physically do that, and then I try to make sure I walk through our gym and put pieces together, equipment together, and make sure the equipment's in place and ready for our cadets, and sometimes I box and stuff. I gotta stay sharp.   Col. Naviere Walkewicz 41:01 I was gonna ask, you know, how that you did with what was his name, the assistant coach at the time, Ray…   Col. Mark Clifford 41:06 Ray Carter.   Col. Naviere Walkewicz 41:07 Yes, are you ever across in the ring with someone; with a cadet?   Col. Mark Clifford 41:12 My first year, I did. My last year, I let the young captains and majors do that. I realized that my mind will say do something — move out the way. I don't move out the way as quick as I used to, but I think I do.   Col. Naviere Walkewicz 41:27 Then you feel that you didn't. Col. Mark Clifford 41:12 Exactly. I didn't. Never let the cadets know they got you.   Col. Naviere Walkewicz 41:33 That's funny. All right, I want to ask you one more question. What's something, if you could have a conversation with young Mark as a cadet today, what would you tell yourself?   Col. Mark Clifford 41:44 I think the one thing I would tell myself is, trust the process, be the best that you can be, where you are, and where you're playing it, and do that to the best of your ability, and then shake off the negativity and the nonsense. I had some great friends here, but also some friends that didn't want to be here either, and so you feed off that negativity. I think that got into who I was, especially as a young cadet, because some of that negativity that probably kept me from being my best in certain areas, especially academically, especially militarily, because I think if I were able to do that, maybe my outcome probably would have been on the same trajectory, but also it would have been more positive experience,   Col. Naviere Walkewicz 42:27 Less painful for sure.   Col. Mark Clifford 42:29 Yeah, not chasing other things, trying to get your tape out, go recruit somewhere else. You're happy where you are, you're doing the best that you can, and it's going to be challenging, tough. And understand that you're going to take some losses, that's what this place is about. It's not always going to be a win, because in life, it's not always a win. And if you can bounce back from a loss, at some point it took me two years, in that third year, I bounced back in the loss to get that W, life becomes very, very easy. Yeah, you kind of figured out, so that's what I tell myself to prepare myself a little better. Col. Naviere Walkewicz 43:05 No, that's excellent. What's something that we didn't talk about today that you would really like to make sure that we share?   Col. Mark Clifford 43:11 I think we kind of talked about it, family, my family, my wife's been my rock for almost 30 years, we're on 29 this year, we're going on 30. We've got two boys that say they don't want to be in the military, I don't want to move. My oldest son is not in the military, he's moved three times since he graduated college two years ago. And then the youngest one, who didn't want to do it, would join officer training school in July.   Col. Naviere Walkewicz 43:34 Congratulations!   Col. Mark Clifford 43:35 Yeah, super-proud. He's taking an eight-week route, not the five-year route. So, I don't know if he's smarter, I don't know how to play that one, but you know, I can't say enough about making sure that your family supports what you do. I could not have been as successful or do the things that I was able to do in the Air Force without my wife Elise and my two boys, Caleb and Jaden, without their support, because there were some tough times when you're deployed and you're gone and you just need that rock to make sure that the household is good, so you focus on your job while you're gone and be home in your home, and she made sure that we did that when we had opportunities, and she also, no matter where we went, made sure it was a home, and so I'm thankful for that, because the boys always had home versus places that we had to move to, right, and like you said, we have some good ones, thankfully. Col. Naviere Walkewicz 44:29 Well, it sounds like you also have translated that, bringing that that Elise has brought to your family, to your boxing family. I mean, I think when cadets are there, they're home away, this is home away from home, right? And maybe not all of them have father figures or leaders in their lives, and it sounds like you kind of taken that mantle, placed it right there.   Col. Mark Clifford 44:47 I tried, I tried. You know, we talked about this before we started, but I'm gonna push them hard. Make sure that they exceed that level of physicality and mentality that they think they can, because they will exceed it and be able to perform when it's time to perform. And I love it.   Col. Naviere Walkewicz 45:07 Well, Mark, this has been amazing — Coach Clifford, I mean. What you're doing at the program, I mean, you started with you, right, embedded in you, and now you're taking it to the next level. What I learned today in your leadership lessons are those things that you've battled with in the ring, you're bringing out in life, whether in uniform, out of uniform, and you're not only sharing it with those that have been directly on your team, but those that may join your team. You know, we just talked about those basic cadets. So, what I really appreciate about you is you're willing to be there in that with them, celebrating their wins and helping them navigate those losses. So, thanks for being an incredible leader, and thanks for being on Long Blue Leadership. Thank you for investing your time, and for joining us here on Long Blue Leadership. I encourage you to share this episode with others who are on their own leadership journey. You can find this and all our conversations wherever you get your podcasts, or at longblueleadership.org. Until next time, I'm Naviere Walkewicz.   KEYWORDS Leadership development, servant leadership, transformational leadership, competitive mindset, resilience, mental toughness, accountability, team culture, coaching and mentoring, leading by example, emotional intelligence, authenticity, character development, warrior ethos, growth mindset, discipline, perseverance, decision-making, ethical leadership, influencing without authority, role modeling, performance under pressure, purpose-driven leadership, mentorship, building trust, developing potential, talent identification, culture change, officer development, military leadership, sports leadership, motivation, intrinsic motivation, ownership, responsibility, humility, continuous improvement, self-reflection, family support, work-life integration, peer influence, values-based leadership, strategic thinking, adaptability, handling failure, bouncing back from setbacks, high standards, excellence, preparation, focus, commitment, dedication.     The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation      

Ian Palmer is a retired U.S. Army Colonel with more than 26 years of experience leading organizations in complex, global, and high-stakes environments. He commanded at every echelon from platoon to brigade combat team, culminating in service as Chief of Staff of the III Armored Corps, where he led the synchronization of operations and strategy for a 90,000-person organization across five Army installations. His career included combat tours in Iraq and Afghanistan, advisory and partnership missions across Europe, the Middle East, and Asia, and strategic assignments on the Joint Staff in the Pentagon, where he advised national leaders on global operations. A lifelong leader and mentor, Ian has built teams from the ground up, led organizations through crisis and transformation, and shaped leader development across every level of the Army. ________ Please leave us a review on Apple/Spotify Podcasts: Apple: https://podcasts.apple.com/us/podcast/mentors-for-military-podcast/id1072421783 Spotify: https://open.spotify.com/show/3w4RiZBxBS8EDy6cuOlbUl #mentors4mil  #mentorsformilitary Mentors4mil Links: Instagram: https://www.instagram.com/Mentors4mil Patreon Support: https://www.patreon.com/join/Mentors4mil  Intro music "Long Way Down" by Silence & Light is used with permission. Show Disclaimer: https://mentorsformilitary.com/disclaimer/

Trump Wants to Send Afghan Allies to Congo to Die. Hegseth Bans Mandatory Flu Shot for Troops. Va. Passes New Dem-Friendly Map. The Mets Really Stink.  Episode 500. Iran is seizing ships, Trump is shipping our Afghan allies to Congo, Hegseth is killing the flu vaccine mandate, and Virginia just turned gerrymandering into an arms race. Then Paul sits down with retired Air Force Major General Sarah Zabel — a 31-year veteran, cyber and strategy leader, and independent candidate for Congress in Idaho's 1st District — for a no-BS briefing on what strategic incompetence actually costs the country. If you're in the angry middle and wondering whether an independent veteran can really win in a so-called red state, this one is the proof of concept. Major General (Ret.) Sarah Zabel is a 31-year Air Force veteran and independent candidate for Congress in Idaho's 1st District. A graduate of the Air Force Academy with a computer science degree, she spent her career as a communications and cyber systems officer, deployed in support of Operation Iraqi Freedom and Operation Enduring Freedom, and served in senior roles at the Air Staff, Joint Staff, U.S. Transportation Command, and as vice director of the Defense Information Systems Agency. She retired as a two-star in 2018, worked as an adjunct researcher for the RAND Corporation, cared for her father through Alzheimer's, and authored "Fighting Chance," a book on the science of depression. -WATCH full video of this episode here. -Ditch your expensive carrier and support Independent Americans! Make the switch to Noble Mobile. -Join IVA and stand up to Trump's Forever Wars. -Learn more about Paul's work to elect a new generation of independent leaders with Independent Veterans of America. -Learn more about American Veterans for Ukraine here. -Remember Independent is an Attitude. -Learn more about The Headstrong Project for Veterans, Tragedy Assistance Program for Survivors (TAPS), and Department of Veterans Affairs resources in your area. Seeking support is not a sign of weakness. It's a show of strength. If you or a loved one are in immediate crisis, dial 988 and press 1, or text 838255. Connect with Independent Americans: Subscribe on YouTube, Spotify, Apple Podcasts, and all podcast platforms Read more at Substack Support ad-free episodes at Patreon  Connect: Instagram  • X/Twitter • BlueSky • Facebook  Follow on social: @PaulRieckhoff on X, Instagram, Threads, and Bluesky -Join the movement. Hook into our exclusive Patreon community of Independent Americans. Get extra content, connect with guests, meet other Independent Americans, attend events, get merch discounts, and support this show that speaks truth to power.  -And get cool IA and Righteous hats, t-shirts and other merch now in time for the new year.  Independent Americans is powered by veteran-owned and led Righteous Media.  And now part of the BLEAV network!  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

In this episode, we host K. Campbell to examine how the escalating conflict with Iran should be understood not only as a military confrontation but as a wider risk event with implications for shipping, supply chains, critical infrastructure, and corporate decision-making. Drawing on his background in intelligence and security risk management, Campbell explains why the key escalation indicator is the point at which the Iranian regime believes its survival is truly at stake and why threats to the Strait of Hormuz, civilian infrastructure, and international targets should be read through that lens rather than through sensational headlines.  We discuss the warning indicators he is watching most closely, why so many so-called “black swan” events are in fact failures of imagination, how red-teaming can help organisations think more clearly about escalation, and why leaders should focus less on surprise and more on preparedness. K. Campbell, CBCP, CPP® is a seasoned security and intelligence professional and former US military intelligence officer with extensive experience in security risk management, executive protection, threat assessment, and business continuity. His previous roles included leadership positions in National Security Agency units, the Defence Intelligence Agency, the Joint Staff, and a special operations staff, and he co-led and led highly sensitive intelligence and planning efforts against North Korea and Iran, including war planning against Iran's WMD programmes. He has also led and co-led business continuity planning in four organisations, served on the technical committee that updated the ASIS International security risk assessment standard approved by ANSI in April 2024, and contributes to Homeland Security Today and the Domestic Preparedness Journal.The International Risk Podcast brings you conversations with global experts, frontline practitioners, and senior decision-makers who are shaping how we understand and respond to international risk. From geopolitical instability and organised crime to cybersecurity threats and hybrid warfare, each episode explores the forces transforming our world and what smart leaders must do to navigate them. Whether you're a board member, policymaker, or risk professional, The International Risk Podcast delivers actionable insights, sharp analysis, and real-world stories that matter.The International Risk Podcast is sponsored by Conducttr, a realistic crisis exercise platform. Conducttr offers crisis exercising software for corporates, consultants, humanitarian, and defence & security clients. Visit Conducttr to learn more.Dominic Bowen is the host of The International Risk Podcast and Europe's leading expert on international risk and crisis management. As Head of Strategic Advisory and Partner at one of Europe's leading risk management consulting firms, Dominic advises CEOs, boards, and senior executives across the continent on how to prepare for uncertainty and act with intent. He has spent decades working in war zones, advising multinational companies, and supporting Europe's business leaders. Dominic is the go-to business advisor for leaders navigating risk, crisis, and strategy; trusted for his clarity, calmness under pressure, and ability to turn volatility into competitive advantage. Dominic equips today's business leaders with the insight and confidence to lead through disruption and deliver sustained strategic advantage.Subscribe for all our updates!Tell us what you liked! Tell us what you liked!

General Kenneth “Frank” McKenzie Jr,  USMC (ret.), commanded US Central Command from 2019-2022. Gen. McKenzie led a distinguished 42 year career in the US Marine Corps, commanding at multiple levels and serving on the Joint Staff. In this in-depth conversation, General McKenzie shares his insights on the recent U.S.-Israeli military campaign against Iran, strategic mistakes by Iran, and the prospects for regime change. He gives a full breakdown of Iran's military capabilities, regional dynamics, and possible future scenarios. ▪️ Times 03:45 Iranian response  07:40 Ballistic missiles      19:06 Defeating drones 22:20 Soleimani 30:31 Iranian miscalculation  32:48 War was never inevitable   36:18 Outcomes Follow along on Instagram, X @schoolofwarpod, and YouTube @SchoolofWarPodcast Find more content on our School of War Substack

Former National Security Advisor John Bolton doesn't mince words: the opening strikes on Iran were just the beginning. In this special bonus episode, Bolton breaks down why he believes the Iranian regime will fragment from within, what the Gulf Arab states are about to do, and how war in Iran affects Russia, Ukraine, and China.  Then, retired Lt. General Mark Hertling brings the view from the ground. A veteran of multiple Iraq deployments and the former Chief of War Plans on the Joint Staff. Hertling has seen this before. He's asking the question nobody in Washington seems to want to answer: Is there actually a plan for the day after the strikes? In this episode: 01:31 John Bolton 04:32 Power Vacuum Risks 08:44 Gulf States Reaction 10:50 Iran Retaliation Strategy 15:16 Israel Influence Question 17:03 Oil Shock And Putin 19:51 China And Taiwan  23:34 Deterrence And Alliances 29:51 Lt. Gen. Mark Hertling 34:28 Decapitation and Unrest 36:24 Iraq Lessons on Disbandment 42:02 Intel Gaps and Planning 52:19 Wider Regional Fallout Show Notes:  Opinion | With attack on Iran, U.S. deterrence is being restored - The Washington Post  Order Mark Harling's book: If I Don't Return: A Father's Wartime Journal Lt. General Mark Hertling recorded on March 2, and Amb. John Bolton recorded on March 3.  Hosted by Sir Richard Dearlove (former MI6 Chief) and Kate McCann (Political Editor at Times Radio).  Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode of NucleCast, Adam is joined by Dr. Stacie Pettyjohn, senior fellow and director of the Defense Program at the Center for a New American Security, for a thoughtful discussion on the growing role of artificial intelligence in defense and military operations.Dr. Pettyjohn explores how AI is increasingly shaping everything from logistics and decision‑making to nuclear command and control, while weighing the potential benefits against the serious risks of integration. The conversation examines AI's capabilities and limitations, the ethical and strategic challenges it presents, and what its use could mean for nuclear deterrence and autonomous weapons.She emphasizes the importance of balancing innovation with safety, responsibility, and strategic stability as AI becomes more deeply embedded in modern defense systems.Stacie Pettyjohn is a senior fellow and director of the Defense Program at the Center for a New American Security. A leading expert on U.S. defense strategy, force planning, airpower, and wargaming, her work focuses on the future of warfare, including artificial intelligence, autonomous systems, drones, and nuclear deterrence in a multipolar world. Previously, she served on the Joint Staff, chaired a Defense Department advisory subcommittee on force integration, and spent more than a decade at RAND Corporation leading major studies and defense wargames. Her work has appeared in Foreign Affairs, The Wall Street Journal, The Washington Post, and other major outlets. She holds a PhD from the University of Virginia.Socials:Follow on Twitter at @NucleCastFollow on LinkedIn: https://linkedin.com/company/nuclecastpodcastSubscribe RSS Feed: https://rss.com/podcasts/nuclecast-podcast/Rate: https://podcasts.apple.com/us/podcast/nuclecast/id1644921278Email comments and topic/guest suggestions to NucleCast@anwadeter.org

David Waldman shakes out the KITM grab bag o' stories heading into the weekend. It turns out that Donald K. Trump's State of the Union speech wasn't only a boring litany of lies but was filled with confessions of 2025 and plans for 2026 crimes. In that case, it was kind of amazing that he was able to fit so much into so little time. At that rate, Trump's Epstein testimony could still take days. A judge blocked Trump from cutting off funding to 22 Dem states to coerce them into giving up food stamp data. Netflix has backed out of its Warner Bros. bid, so CNN slides all the way to the dark side. The military shot off its ray guns again, taking out a Customs and Border Protection drone. Soon, the CBP army will be unstoppable. Kristi Noem is assembling a fleet of bidet-equipped, dildo-laden, flying boudoirs. U.S. Vice Admiral Fred Kacher has been removed from his position as director of the Joint Staff after only taking the post in December. Some just aren't cut out for the military life. Idiot Nick Shirley makes money frightening idiots. Trump can rule the world with enough frightened idiots. A massive pro-Trump Twitter account is run by a paid White House staffer. Zohran Mamdani goes back to the White House to play Trump and makes it all look so easy. Kansas' trans bounty hunter bill was slipped through the legislature hidden in a gut and go shell. A three-year-old company with fewer than five employees hopes to pick up $25 billion before the tariff gravy train runs off the rails.

As the Trump administration prepares for war with Iran, why does it suddenly care about manufacturing consent? Inside the US military's munitions shortfall and what it says about capitalism, oligarchy, and the US relationship with war. War games with artificial intelligence say chatbots choose escalation to nuclear war 95% of the time. What's at stake in Anthropic's fight with the Pentagon, and why it's not as it seems. The Democratic Party--and American democracy--has a Palantir problem. Also this episode: why two senior officers have been purged from the Joint Staff. Dr. Van Jackson breaks all that down and more.  Subscribe to the Un-Diplomatic Newsletter: https://www.un-diplomatic.com/  Watch Un-Diplomatic Podcast on YouTube: https://www.youtube.com/@un-diplomaticpodcast  Disclaimer: The views expressed are those of the individuals and not of any institutions.

I sit down with Colonel Edward Arntson III, who has 24 years of military service, to unpack what leadership really demands when it counts. We start with self-leadership: how you show up, how you carry yourself, and why humility isn't optional. We get into competence, intellectual curiosity, and the overlooked power of energy and tone. What you tolerate becomes the standard. Colonel Arntson shares hard-earned lessons from leading in garrison and in combat, including moments that tested his decision-making, confidence, and character. If you're building a team, leading a family, or trying to lead yourself better, this episode delivers practical takeaways you can apply immediately.More about Colonel Ed Arntson:Ed Arntson, from Buffalo Grove, Illinois, graduated from Concordia College (2002) and commissioned as a Distinguished Military Graduate infantry officer through NDSU. He led rifle and company units in Alaska, Afghanistan, and Iraq, was wounded in combat, and later served with The Old Guard, including a landmark deployment to Taji, Iraq. After CGSC and SAMS, he held planning and operations roles with 1st Cavalry Division, deployed to Korea and Baghdad, and served on the Joint Staff. He commanded 3-187 Infantry and 3rd Brigade, 1st Cavalry Division. His education includes Ranger and airborne schools. He's married with two children.CHAPTERS:00:00 Introduction05:07 The Importance of Leadership Development15:31 The Role of Feedback in Leadership27:22 The Power of Tone in Leadership41:59 The Power of Tone in Communication48:25 Building Effective Teams Through Peer Leadership52:37 The Importance of Humility and Tone in Leadership01:06:04 Early Military Career and Deployment Experiences01:21:01 Dedication and Commitment in the Military01:39:26 The Impact of 9/11 on ROTC and Military Careers01:45:54 The Importance of Physical and Mental Readiness01:52:27 A Formula for Effective Leadership02:00:06 Final Thoughts on Leadership and InspirationBecome a BPN member FOR FREE - Unlock 25% off FOR LIFE ⁠https://www.bareperformancenutrition.com/collections/performance-nutritionFOLLOW:IG: instagram.com/nickbarefitness/YT: youtube.com/@nickbarefitness

Send us a textDr. James Giordano, Ph.D. is the Director of the Center for Disruptive Technologies and Future Warfare in the Institute for National Strategic Studies at the National Defense University ( https://inss.ndu.edu/Centers/Center-for-Disruptive-Technology-and-Future-Warfare/ ). He is Professor Emeritus in the Departments of Neurology and Biochemistry, and Senior Scholar Emeritus of the Pellegrino Center for Clinical Bioethics of Georgetown University Medical Center, Washington, DC. Dr. Giordano has served as Senior Scientific Advisory Fellow of the Strategic Multilayer Assessment Branch of the Joint Staff, Pentagon; Senior Bioethicist of the Defense Medical Ethics Center; Distinguished Fellow in Science, Technology and Ethics of the Stockdale Center for Ethics at the United States Naval Academy; and as an appointed member of the Neuroethics, Legal and Social Advisory Panel of the Defense Advanced Research Project Agency (DARPA), and an appointed member of the Department of Health and Human Services' Secretary's Advisory Committee for Human Research Protections. Dr. Giordano is internationally recognized for his research on the use of neurocognitive sciences and technology in military and intelligence operations.A widely published author of over 350 peer-reviewed papers in the international scientific literature, and 25 governmental reports, Dr. Giordano's recent books include Brains and Bioethics; Neuroscience, Neuroculture and Neuroethics; and Neurotechnology in National Security and Defense: Technical Considerations, Neuroethical Concerns ( https://www.amazon.com/Neurotechnology-National-Security-Defense-Considerations/dp/1482228335 ).Dr. Giordano received a Ph.D. in biopsychology from the City University of New York, a Master of Arts in neuropsychology from Norwich University; a B.Sc. in physiological psychology from St. Peter's College; completed post-doctoral training in neuropathology and toxicology at the Johns Hopkins University Medical Center, and is currently completing a D.Phil. in political philosophy of science at the East Bavaria Technical University-Regensburg, Germany. Dr. Giordano is a former Fulbright Fellow; an elected Fellow of the Hastings Center for Ethics; the European Academy of Science and Arts; and the Royal Society of Medicine (UK); and frequently lectures in German and Italian.#JamesGiordano #CenterForDisruptiveTechnologiesAndFutureWarfare #InstituteForNationalStrategicStudies #NationalDefenseUniversity #Neurobiology #Nociception #Neuroethics #Biosecurity #Neurotechnology #Biotechnology #Biomanufacturing #ArtificialIntelligence #DirectedEnergyWeapons #AutonomousSystems #QuantumTechnologies #SuperSoldiers #Bioenhancement #MilitaryMedicalOperations #WarfighterPerformanceAugmentation #Neuroscience #Weaponization #Countermeasures #STEM #Innovation #Science #Technology #Research #ProgressPotentialAndPossibilities #IraPastor #Podcast #Podcaster #Podcasting #ViralPodcastSupport the show

It's Friday, December 19th, A.D. 2025. This is The Worldview in 5 Minutes heard on 140 radio stations and at www.TheWorldview.com.  I'm Adam McManus. (Adam@TheWorldview.com) By Adam McManus Christian prisoners released in Eritrea but many more remain without charges Several Christians in Eritrea, Africa were among a group of prisoners recently released, possibly because of poor health. However, seven church leaders remain in detention after two decades without a charge or a trial, reports the Christian Post. Open Doors noted this week that the release appeared to include believers, businesspeople, and politicians. The names of those freed have not been made public, but the group confirmed that none of the seven church leaders it has advocated for, over the years, were among them. The leaders have each been detained for more than 20 years without legal proceedings. In addition, Open Doors said they have not been permitted to see family members, have access to a lawyer, or appear before a court. Hebrews 13:3 says, “Continue to remember those in prison as if you were together with them in prison, and those who are mistreated as if you yourselves were suffering.” In national address, Trump says prices coming down In an 18-minute speech from the White House on Wednesday night, President Donald Trump discussed the economy. (Read the transcript here) TRUMP: “Eleven months ago, I inherited a mess, and I'm fixing it. When I took office, inflation was the worst in 48 years, and some would say, in the history of our country, which caused prices to be higher than ever before, making life unaffordable for millions and millions of Americans. This happened during a Democrat administration, and it's when we first began hearing the word affordability.” He addressed the falling cost of goods and services since he took office in January of this year. TRUMP: “I am bringing those high prices down and bringing them down very fast. Let's look at the facts. Under the Biden administration, car prices rose 22% and in many states 30% or more. Gasoline rose 30 to 50%. Hotel rates rose 37%. Airfares rose 31%. “Now, under our leadership, they are all coming down and coming down fast. Democrat politicians also sent the cost of grocery soaring, but we are solving that too. The price of a Thanksgiving turkey was down 33% compared to the Biden last year. The price of eggs is down 82% since March, and everything else is falling rapidly.” Arrest warrant issued for Brown University shooter Authorities have reportedly issued an arrest warrant for a suspect in the Brown University mass shooting that occurred last week in Providence, Rhode Island, and are investigating a potential link between the school massacre and the murder of an MIT professor, reports The Western Journal. Just two days after the Brown shooting occurred, Nuno Loureiro, who taught plasma physics at MIT, was shot at his home Monday in Brookline, Massachusetts. He later died of his injuries. During the shooting at Brown, two students were killed and nine others were wounded after the gunman opened fire Saturday afternoon inside a campus classroom during final exams. The male suspect, who is 5'8” with a stocky build, escaped from the building. Army officer once ousted by COVID shot mandate now leads reintegration efforts On October 2, 2025, U.S. Army Colonel Kevin Bouren was administered the oath of office by Secretary of War Pete Hegseth, formally returning Bouren to active duty. The event concluded his three-year separation from the Army, a period initiated by the Department of Defense's 2021 COVID-19 shot mandate, reports the U.S. Army's Communication Office. Bouren, a graduate of the U.S. Military Academy at West Point and an officer with multiple advanced degrees, had a promising career trajectory that included an assignment to the Joint Staff. In 2021, his military service was interrupted after his request for a medical exemption from the COVID shot mandate was denied. During his time away from the Army, Bouren made an unlikely career move. He began working in Christian filmmaking as a co-producer and co-founder of Set Shepherds, managing logistics for films he worked on, while also mentoring the cast and crew as a chaplain. It allowed him to apply his leadership experience in a non-military context while integrating his Christian faith. Bouren said, “As the set chaplain, getting to lead morning devotionals and minister to the cast and crew was wonderful.” In early 2025, when the call for COVID reinstatements came, he said, "God called me to military service, and there was nothing that was going to get between me and going back in the Army. I felt like I had a lot left to offer." After his formal return, Bouren was designated the Army's COVID Reinstatement Task Force Lead. He said, “Our warriors of conscience shouldn't have to navigate this alone. We're here to … support them through every step … after they were “unlawfully separated.” Chick-fil-A embraces and celebrates homosexual marriage And finally, Christian leaders say Chick-fil-A has waffled on homosexual faux marriage and diversity, equity and inclusion policies, reports Christian talk show host Todd Starnes. More than a decade ago, Christians across the nation rallied to defend the beloved fast-food restaurant chain after homosexual faux marriage activists declared war. They tried to put Chick-fil-A out of business after Dan Cathy, the son of founder Truett Cathy said in 2012 that marriage is between one man and one woman. Sadly, there's been a cultural shift at Chick-fil-A. An Orem, Utah Chick-fil-A franchise recently posted photos on its Facebook page celebrating the faux homosexual marriage of two men complete with photos of the gushing grooms. Leviticus 18:22 says, “Do not have sexual relations with a man as one does with a woman; that is detestable.” Family Research Council called out Chick-fil-A accusing the company of duplicity. In a column in The Washington Stand, they wrote, “More than anything, what should frustrate loyal customers is that — unlike the secular corporations that promoted this agenda for decades without apology — Chick-fil-A built a business model based almost entirely on faith. And frankly, that means they should be held to a higher standard. Yes, there are local operators with diverse objectives and opinions, but for the sake of the company's broader character, those individual franchises should be held to a moral code that reflects Chick-fil-A's stated beliefs. At the very least, the vice president of DEI should be reassigned to support the Cathys' original mission, and the cancer of diversity, equity, and inclusion should be eradicated from headquarters.” The Family Research Council added, “Unlike Target or Anheuser-Busch, this company intentionally made religion a part of the chain's identity. So, it's a point of legitimate hurt and disappointment that [Chick-fil-A] keeps profiting from its Christian reputation, only to turn around and sell out those same values. Americans expect that from Nike. They expect it from Starbucks. They believed Chick-fil-A was different — and they continue to be wrong.” In recent years, Chick-fil-A stopped donating to the Salvation Army and to the Fellowship of Christian Athletes after pressure from the far-left. They also funneled $230,000 to Covenant House, an organization that hosts Drag Queen Story Hours. Conservatives were in disbelief — so much so that The Federalist felt the need to spell it out in a headline that read: “Yes, Chick-fil-A Really Is Funding a Group that Hosts Drag Queen Story Hours.” And Chick-fil-A ruffled lots of feathers when they hired a vice president of DEI. Christian talk show host Todd Starnes  said, “Traditional values have been taken off the menu at Chick-fil-A – just like the chicken salad sandwich and coleslaw.” Send your letter of objection to Susannah Frost, Chick-fil-A President, 5200 Buffington Road, College Park, GA 30349.  You can reach Chick-fil-A online through a special link in our transcript today at www.TheWorldview.com, and by calling Chick-fil-A between 9:00am and 10:00pm ET, Monday through Saturday, at 866-232-2040.. That's 866-232-2040. Close And that's The Worldview on this Friday, December 19th, in the year of our Lord 2025. Follow us on X or subscribe for free by Spotify, Amazon Music, or by iTunes or email to our unique Christian newscast at www.TheWorldview.com.  I'm Adam McManus (Adam@TheWorldview.com). Seize the day for Jesus Christ.

自衛隊制服組トップの統合幕僚長を務めた岩崎茂氏、２０１３年４月、東京都新宿区【北京時事】中国外務省は１５日、自衛隊制服組トップの統合幕僚長を務めた岩崎茂氏に対し、入国禁止などの制裁を科すと発表した。 The Chinese Foreign Ministry on Monday announced sanctions against Shigeru Iwasaki, a former chief of the Japanese Self Defense Force's Joint Staff who currently serves as a political adviser to the executive branch of Taiwan's government.

The Chinese Foreign Ministry on Monday announced sanctions against Shigeru Iwasaki, a former chief of the Japanese Self Defense Force's Joint Staff who currently serves as a political adviser to the executive branch of Taiwan's government.

How can the United States advance its interests without abandoning its core values? Alexander Vindman, retired U.S. Army lieutenant colonel and former director for European Affairs on the White House's National Security Council, presents a discussion on the critical interplay between morality, values and power in the practice of geopolitics and national security.  After the collapse of the Soviet Union, six U.S. presidential administrations across both parties crafted policies for Russia, Ukraine and Eurasia that unintentionally emboldened Russia and played into its imperialist, centuries-long mythos of regional hegemony, by pursuing short-term transactional policies. The result: military aggression and full-scale invasion. It was all too foreseeable.  Vindman will discuss the shifting U.S. foreign policy landscape, what a just peace and lasting end to the war in Ukraine might look like, the administration's increasingly transactional approach to international relations, and Trump's heavy-handed approach to national security and domestic politics. About the Speaker  Dr. Alexander Vindman, a retired US Army Lieutenant Colonel, was the director for European Affairs on the National Security Council. Before that, he served as the political-military affairs officer for Russia for the chairman of the Joint Chiefs of Staff and as an attaché at the U.S. Embassies in Moscow and Kyiv. While on the Joint Staff, he authored the National Military Strategy for Russia. He earned a Master's from Harvard University, where he served as a Hauser Leader, and a Master's and Doctorate from Johns Hopkins, where he is a senior fellow. Dr. Vindman leads the national security think tank Institute for Informed American Leadership, is the president of the nonprofit Here Right Matters Foundation, an executive board member for the Renew Democracy Initiative, a senior fellow at the Kettering Foundation, and a senior advisor to VoteVets. Dr. Vindman is the author of the "Why It Matters" Substack and the New York Times bestselling books Here, Right Matters and The Folly of Realism. Learn more about your ad choices. Visit megaphone.fm/adchoices

防衛省統合幕僚監部は１２日、中国空母「遼寧」などの艦隊が同日、太平洋から沖縄本島―宮古島間を北上し、東シナ海へ入ったと発表した。 Chinese military ships, including the aircraft carrier Liaoning, entered the East China Sea from the Pacific on Friday by sailing north between the main island of the southernmost Japan prefecture of Okinawa and Miyako Island, part of Okinawa, the Joint Staff of Japan's Defense Ministry said.

Chinese military ships, including the aircraft carrier Liaoning, entered the East China Sea from the Pacific on Friday by sailing north between the main island of the southernmost Japan prefecture of Okinawa and Miyako Island, part of Okinawa, the Joint Staff of Japan's Defense Ministry said.

Colonel Deb Lewis is a West Point graduate from its first class with women. A retired Army Colonel and Harvard MBA, Deb commanded three US Army Corps of Engineer Districts, including a $2.1B reconstruction program in combat. She survived the 9/11 Pentagon attack while serving on the Joint Staff antiterrorism team. Colonel Deb's experiences leading while under fire inspired her unique 'Mentally Tough Women' (MTW) program to help women handle more stress - not de-stress - and put it to work for them. MTW arms women (and enlightened men!) with the proven strategies, insights, and tools they need in good times and times of crisis.Become a supporter of this podcast: https://www.spreaker.com/podcast/the-x-zone-radio-tv-show--1078348/support.Please note that all XZBN radio and/or television shows are Copyright © REL-MAR McConnell Meda Company, Niagara, Ontario, Canada – www.rel-mar.com. For more Episodes of this show and all shows produced, broadcasted and syndicated from REL-MAR McConell Media Company and The 'X' Zone Broadcast Network and the 'X' Zone TV Channell, visit www.xzbn.net. For programming, distribution, and syndication inquiries, email programming@xzbn.net.We are proud to announce the we have launched TWATNews.com, launched in August 2025.TWATNews.com is an independent online news platform dedicated to uncovering the truth about Donald Trump and his ongoing influence in politics, business, and society. Unlike mainstream outlets that often sanitize, soften, or ignore stories that challenge Trump and his allies, TWATNews digs deeper to deliver hard-hitting articles, investigative features, and sharp commentary that mainstream media won't touch.These are stories and articles that you will not read anywhere else.Our mission is simple: to expose corruption, lies, and authoritarian tendencies while giving voice to the perspectives and evidence that are often marginalized or buried by corporate-controlled media

Debrief to win isn't just a military practice—it's a business imperative. At least, that's how Robert “Cujo” Teschner sees it. A retired U.S. Air Force fighter pilot and the founder of VMax Group, Cujo spent years training elite teams to perform under pressure, make split-second decisions, and lead with accountability. Now, he works with businesses across industries to bring those same high-performance principles into the boardroom. Before launching his leadership consultancy, Cujo served as an F-15 and F-22 fighter pilot, Weapons School instructor, and F-22 squadron commander. He also held a senior role on the Joint Staff and earned advanced degrees in operational art and national security strategy. But what set his military career apart was his deep expertise in the debriefing process—the structured, forward-focused method used by top military teams to learn, adapt, and improve. The idea behind debrief to win is simple but powerful: every mission ends with a disciplined review of what happened, what worked, what didn't, and what must change. It's not about blame—it's about learning. That same mindset, Cujo argues, is desperately needed in today's fast-moving business environment. The transition from fighter pilot to entrepreneur came with its own challenges. After a cancer diagnosis forced him into early retirement, Cujo found himself navigating civilian life without a playbook. But what began as a difficult detour became the foundation for his next mission. He founded VMax Group with the goal of teaching businesses how to “really team”—how to communicate, lead, and operate with the kind of clarity and purpose that's often missing in corporate environments. Debrief to win became the centerpiece of that work. Unlike traditional accountability models in business—often reactive, fear-based, and backward-looking—this approach is proactive, structured, and focused on building a stronger next iteration. Whether a project succeeds or fails, teams are trained to extract insights that improve future performance. What sets Cujo's model apart is the emphasis on learning, discipline, and tone. In high-stakes environments, the way a debrief is conducted can make or break trust. Leaders are taught to approach the process with curiosity, not criticism. That shift in mindset opens the door for honest conversations, stronger alignment, and real improvement—without triggering defensiveness or blame. Organizations that embrace the debrief to win model often see changes well beyond performance metrics. Communication improves. Teams become more resilient. People take greater ownership of outcomes. And over time, a culture of continuous learning begins to take hold. It's not just about fixing mistakes—it's about building the kind of high-functioning teams that don't settle for average. VMax Group, headquartered in St. Louis, Missouri, works with clients across North America, ranging from fast-growing startups to established enterprises. Cujo's background resonates with organizations seeking not just leadership development, but transformation. His work brings structure to chaos, purpose to process, and accountability to action. In a marketplace filled with disruption—from AI to economic uncertainty to shifting workplace dynamics—the ability to debrief to win is more important than ever. Teams that build learning into their culture are better positioned to navigate change, recover from setbacks, and seize opportunity. And as Cujo often reminds clients, the best time to debrief is not after something goes wrong—it's every time. Whether the goal is scaling a business, strengthening leadership, or improving execution, the path forward starts with a simple question: what can we do better next time? For teams willing to ask—and answer—that question consistently, the results speak for themselves. Watch the full interview on YouTube. Join Fordify LIVE every Wednesday at 11 a.m. Central on your favorite social platforms and catch The Business Growth Show Podcast every Thursday for a weekly dose of business growth wisdom. About Cujo Teschner Robert “Cujo” Teschner is a retired U.S. Air Force fighter pilot and the founder of VMax Group, a leadership consulting firm based in St. Louis, Missouri. During his distinguished military career, he served as an F-15 and F-22 pilot, Weapons School instructor, squadron commander, and senior Joint Staff officer. He is a combat veteran with advanced degrees in Operational Art and Science and National Security Strategy. From 2004 to 2006, Cujo was the Air Force's subject matter expert on post-mission debriefing—a methodology used by elite military teams to drive continuous improvement. Today, he brings that same system to the business world, helping organizations build high-performing teams through accountability, clarity, and structured learning. Through his work at VMax Group, Cujo has become a trusted advisor to executives, teams, and organizations looking to lead more effectively in disruptive environments. His mission is simple: to teach teams how to “really team” by applying proven, performance-tested leadership principles that deliver lasting results. To learn more about Cujo Teschner and how VMax Group helps organizations build high-performing teams, visit VMaxGroupLLC.com. About Ford Saeks Ford Saeks is a Business Growth Accelerator with over 20 years of experience helping organizations drive innovation, improve performance, and increase profitability. As President and CEO of Prime Concepts Group, Inc., Ford has generated more than one billion dollars in sales for clients ranging from startups to Fortune 500 companies. An award-winning entrepreneur, Ford has founded over ten companies, authored five books, and holds three U.S. patents. He is widely recognized for his work in branding, customer experience, sales optimization, and digital marketing. His expertise also extends to AI prompt engineering, where he trains businesses to integrate AI tools like ChatGPT to improve operations and engagement. Ford recently spoke at the “Unleash AI for Business Summit,” where he shared insights on how artificial intelligence is transforming customer interactions, marketing, and organizational strategy. Learn more at ProfitRichResults.com and watch his business TV show at Fordify.tv.

General Tom Bussiere, the commander of Air Force Global Strike Command, discusses the modernization of the nuclear triad, including the challenges and progress of the Sentinel system, updates on the B-21 program, and the importance of long-range stand-off capabilities. He emphasizes the need for support and understanding of the nuclear enterprise and shares insights on recent operations and future goals. Gen. Thomas A. Bussiere is Commander, Air Force Global Strike Command and Commander, Air Forces Strategic - Air, U.S. Strategic Command, Barksdale Air Force Base, Louisiana. AFGSC provides strategic deterrence, global strike capability, and combat support to USSTRATCOM and other geographic combatant commands. The command is comprised of more than 33,700 professionals operating at two numbered air forces; 12 active duty, Air National Guard, and Air Force Reserve wings; and the Joint Global Strike Operations Center. Weapons systems assigned to AFGSC include all U.S. Air Force intercontinental ballistic missiles and bomber aircraft, UH-1N helicopters, E-4B National Airborne Operations Center aircraft, and the U.S. Air Force NC3 weapons system. Gen. Bussiere is a 1985 distinguished graduate of Air Force ROTC from Norwich University. He has held a variety of flying, staff and command assignments including the Deputy Director for Nuclear, Homeland Defense and Current Operations, Joint Staff; Inspector General, Headquarters, AFGSC; Advanced Programs Division, Headquarters, Air Combat Command and duty as the Deputy Chief of Staff, Multi-National Force-Iraq, Camp Victory, Baghdad. He commanded the 325th Bomb Squadron, 13th Bomb Squadron, 509th Operations Group and the 509th Bomb Wing at Whiteman AFB, Missouri. He also served as the Commander, Alaskan Command, United States Northern Command; Commander, Eleventh Air Force, Pacific Air Forces; and Commander, Alaskan North American Aerospace Defense Command Region, Joint Base Elmendorf-Richardson, Alaska; Commander, Eighth Air Force; Commander, Joint-Global Strike Operations Center, Barksdale AFB, Louisiana, and Commander, Joint Functional Component for Global Strike; Commander, Task Force 204, U.S. Strategic Command, Offutt AFB, Nebraska. Gen. Bussiere is a graduate of the School of Advanced Air and Space Studies and the U.S. Army War College Advanced Strategic Arts Program. Prior to his current position, Gen. Bussiere served as Deputy Commander, USSTRATCOM. Gen. Bussiere is a command pilot with more than 3,400 hours in the T-38 Talon, F-15C Eagle, B-2A Spirit, B-1B Lancer and F-22 Raptor. He led F-15C combat missions during operations Southern Watch and Vigilant Warrior and B-2 combat missions during operations Allied Force and Iraqi Freedom. Socials:Follow on Twitter at @NucleCastFollow on LinkedIn: https://linkedin.com/company/nuclecastpodcastSubscribe RSS Feed: https://rss.com/podcasts/nuclecast-podcast/Rate: https://podcasts.apple.com/us/podcast/nuclecast/id1644921278Email comments and topic/guest suggestions to NucleCast@anwadeter.org

One of the many diverse educational opportunities at the U.S. Army War College are specialized seminars that deep-dive into specific areas of interest. Kurt McDowell and Mike Smith participated in the AY25 Futures Seminar, and they're in the studio with host Darrell Driver to discuss their findings. Sponsored by the J-7, Lieutenant General Anderson, the seminar was tasked with exploring innovation for maneuver warfare in 2040. , McDowell, Smith and the team advocate for an "elastic mindset" and "effectual logic," a means-based approach that focuses on what's available, rather than a traditional causal, end-state approach. They contrast this with the military's current high-certainty planning scenarios, which are often based on specific threats like Russia and China. The first kind of foundational key finding is that the elastic mindset is essential for U.S. military innovation. Kurt McDowell is a colonel in the U.S. Army and the Director of the Washington Field Office for U.S. Southern Command. Previously, he held key armor and information operations roles, including deployments to Iraq and Afghanistan, and assignments on the Joint Staff and in U.S. Army Europe and Africa. He is a graduate of the AY25 Resident Course at the U.S. Army War College. Michael Smith is a U.S. Army colonel and an Army space operations officer. He most recently served as the Chief of Operations (G33) at U.S. Army Space and Missile Defense Command and deployed multiple times in support of Operations Iraqi Freedom, Enduring Freedom, and United Assistance. He is a native of Ambridge, PA, and is a graduate of the AY25 Resident Program at the U.S. Army War College. The views expressed in this presentation are those of the speakers and do not necessarily reflect those of the U.S. Army War College, U.S. Army, or Department of Defense. Photo Description: Students from the Infantry and Armor Basic Leader courses train for their future careers and develop realistic tactical skills during a combined competitive maneuver exercise at Fort Benning's Good Hope Training Area November 03, 2017. Students are tasked with the objective of defending or seizing an installation. Photo Credit: Patrick A. Albright/MCoE PAO Photographer Used under Creative Commons license

When then presidential candidate Donald Trump made a promise to create a Space National Guard, he received a standing ovation. Now 12 months later, that promise is broken, with far reaching and costly effects. Laura Winter speaks with National Guard Association President Maj. Gen. (ret.) Frank McGinn; and Director of Joint Staff, Joint Force Headquarters, Colorado, Brig. Gen. Michael Bruno, who is the National Guard Association's Task Force Space Chair.

１０日、ソウルで会談する韓国軍の金明秀合同参謀本部議長と自衛隊の吉田圭秀統合幕僚長ら【ソウル時事】韓国軍合同参謀本部は１０日、日米韓制服組トップの会談に出席するため、自衛隊の吉田圭秀統合幕僚長と米軍のケイン統合参謀本部議長が訪韓したと発表した。 Gen. Yoshihide Yoshida, chief of staff at the Japanese Defense Ministry's Joint Staff, has become the first top uniformed officer of the Self-Defense Forces to visit South Korea since 2010.

The Cognitive Crucible is a forum that presents different perspectives and emerging thought leadership related to the information environment. The opinions expressed by guests are their own, and do not necessarily reflect the views of or endorsement by the Information Professionals Association. During this episode, Dr. James Giordano discusses a broad range of topics related to national security from biopsychology to complexity to neurotechnology to enactivism. Recording Date: 25 Jun 2025 Research Question: James Giordano suggests an interested student or researcher examine: “How might the convergence of neurotech, big data, and AI lead to improved human and multinational relations, and in these ways, contribute to avoiding conflict and warfare?” Resources: Cognitive Crucible Podcast Episodes Mentioned #72 Noah Komnick on Cybernetics and the Age of Complexity James Giordano NDU Website Enactivism Architectonics Heilmeier Catechism N3: Next-Generation Nonsurgical Neurotechnology Bioethics and Brains, published by MIT Press, which I co-authored with my longtime colleague Dr John Shook Neuroscience, Neuroculture and Neuroethics, published by Springer, which I co-authored with John Shook and Dr Roland Benedikter Link to full show notes and resources Guest Bio:  Dr. James Giordano is the Director of the Center for Disruptive Technologies and Future Warfare of the Institute for National Strategic Studies at the National Defense University. He is Professor Emeritus in the Departments of Neurology and Biochemistry, and Senior Scholar Emeritus of the Pellegrino Center for Clinical Bioethics of Georgetown University Medical Center, Washington, DC. Dr. Giordano has served as Senior Scientific Advisory Fellow of the Strategic Multilayer Assessment Branch of the Joint Staff, Pentagon; Senior Bioethicist of the Defense Medical Ethics Center; Distinguished Fellow in Science, Technology and Ethics of the Stockdale Center for Ethics at the United States Naval Academy; and as an appointed member of the Neuroethics, Legal and Social Advisory Panel of the Defense Advanced Research Project Agency (DARPA), and an appointed member of the Department of Health and Human Services' Secretary's Advisory Committee for Human Research Protections.  Dr Giordano is internationally recognized for his research on the use – and ethical guidance and governance - of neurocognitive sciences and technology in military, intelligence and global security operations A widely published author of over 350 peer-reviewed papers in the international scientific literature, 25 governmental reports, 37 book chapters, and 10 books - which most recently include Bioethics and Brains; Neuroscience, Neuroculture and Neuroethics; and Neurotechnology in National Security and Defense: Technical Considerations, Neuroethical Concerns. Dr. Giordano is a former Fulbright Fellow; an elected Fellow of the Hastings Center for Ethics; the European Academy of Science and Arts; and the Royal Society of Medicine (UK); and frequently lectures in German and Italian. A former United States Naval officer, he was winged as a Naval Aerospace Physiologist, co-designated as a Research Physiologist and Psychologist, and served with US Navy and US Marine Corps. About: The Information Professionals Association (IPA) is a non-profit organization dedicated to exploring the role of information activities, such as influence and cognitive security, within the national security sector and helping to bridge the divide between operations and research. Its goal is to increase interdisciplinary collaboration between scholars and practitioners and policymakers with an interest in this domain. For more information, please contact us at communications@information-professionals.org. Or, connect directly with The Cognitive Crucible podcast host, John Bicknell, on LinkedIn. Disclosure: As an Amazon Associate, 1) IPA earns from qualifying purchases, 2) IPA gets commissions for purchases made through links in this post.

Eric and Eliot welcome LTG (ret.) Douglas Lute, former Director of Operations for the Joint Staff, Deputy National Security Advisor for Iraq and Afghanistan under both Presidents George W. Bush and Barack Obama, and former U.S. Ambassador to NATO to discuss the upcoming June 24-25 NATO Summit in the Hague. They discuss NATO Secretary General Mark Rutte's formulas for reaching the Trump Administration target for NATO Members to spend 5% of GDP on Defense (Rutte has proposed a 3 1/2 % defense spending target with 1 1/2% spending on infrastructure counting toward the 5% objective). Lute highlights the unpredictability that Trump brings to NATO Summits recounting his own experience in 2017 with the unveiling of the Article 5 memorial commemorating the invocation of Article 5 in response to 9/11 which Trump used as an opportunity to excoriate Angela Merkel and other European leaders. They discuss European attitudes towards Trump 2.0 and whether the shock effect will lead to more effective European efforts on defense. They discuss intra-European dynamics at NATO, the role Ukraine will play at the Summit, Trump's aversion to using leverage against Putin, extended nuclear deterrence in Europe, the communique drafting process at NATO (spoiler alert: there will be no communique at this Summit), the NSC decision-making process and Trump's parade and the danger of politicizing the military. Eliot's latest in The Atlantic: https://www.theatlantic.com/ideas/archive/2025/06/cohen-military-parade/683143/ Shield of the Republic is a Bulwark podcast co-sponsored by the Miller Center of Public Affairs at the University of Virginia.

Rear Admiral (ret.) Michael Hewitt is a native of Norfolk, Virginia, son of a career naval aviator. Michael holds a master's degree from the National Defence University. Hewitt served as deputy director for Global Operations, Operations Directorate, Joint Staff, the Pentagon, Washington D.C. He was responsible to the director for Operations and the chairman of the Joint Chiefs of Staff for oversight and coordination of worldwide operational matters. This includes Global Reconnaissance Operations, Cyberspace Operations, Military Information Support Operations, Information Operations, and Special Programs. Michael is Co-Founder and CEO of IP3 (International Peace, Power, and Prosperity), an international energy and security company with the mission of bringing safe and secure nuclear power to the world's most critical markets. Michael retired from active duty after 31 years of service in the United States Navy.----------LINKS:https://www.linkedin.com/in/michael-hewitt-2244119/ https://www.navy.mil/DesktopModules/ArticleCS/Print.aspx https://www.ip3international.com/about-us/ip3-founders-and-management/rear-admiral-ret-michael-hewitt-u-s-navy/ ----------SUMMER FUNDRAISERSNAFO & Silicon Curtain community - Let's help help 5th SAB together https://www.help99.co/patches/nafo-silicon-curtain-communityWe are teaming up with NAFO 69th Sniffing Brigade to provide 2nd Battalion of 5th SAB with a pickup truck that they need for their missions. With your donation, you're not just sending a truck — you're standing with Ukraine.https://www.help99.co/patches/nafo-silicon-curtain-communityWhy NAFO Trucks Matter:Ukrainian soldiers know the immense value of our NAFO trucks and buses. These vehicles are carefully selected, produced between 2010 and 2017, ensuring reliability for harsh frontline terrain. Each truck is capable of driving at least 20,000 km (12,500 miles) without major technical issues, making them a lifeline for soldiers in combat zones.In total we are looking to raise an initial 19 500 EUR in order to buy 1 x NAFO truck 2.0 Who is getting the aid? 5 SAB, 2 Battalion, UAV operators‍.https://www.help99.co/patches/nafo-silicon-curtain-community----------Car for Ukraine has once again joined forces with a group of influencers, creators, and news observers during this summer. Sunshine here serves as a metaphor, the trucks are a sunshine for our warriors to bring them to where they need to be and out from the place they don't.https://car4ukraine.com/campaigns/summer-sunshine-silicon-curtainThis time, we focus on the 6th Detachment of HUR, 93rd Alcatraz, 3rd Brigade, MLRS systems and more. https://car4ukraine.com/campaigns/summer-sunshine-silicon-curtain- bring soldiers to the positions- protect them with armor- deploy troops with drones to the positions----------SUPPORT THE CHANNEL:https://www.buymeacoffee.com/siliconcurtainhttps://www.patreon.com/siliconcurtain----------TRUSTED CHARITIES ON THE GROUND:Save Ukrainehttps://www.saveukraineua.org/Superhumans - Hospital for war traumashttps://superhumans.com/en/UNBROKEN - Treatment. Prosthesis. Rehabilitation for Ukrainians in Ukrainehttps://unbroken.org.ua/Come Back Alivehttps://savelife.in.ua/en/Chefs For Ukraine - World Central Kitchenhttps://wck.org/relief/activation-chefs-for-ukraineUNITED24 - An initiative of President Zelenskyyhttps://u24.gov.ua/Serhiy Prytula Charity Foundationhttps://prytulafoundation.orgNGO “Herojam Slava”https://heroiamslava.org/kharpp - Reconstruction project supporting communities in Kharkiv and Przemyślhttps://kharpp.com/NOR DOG Animal Rescuehttps://www.nor-dog.org/home/----------PLATFORMS:Twitter: https://twitter.com/CurtainSiliconInstagram: https://www.instagram.com/siliconcurtain/Podcast: https://open.spotify.com/show/4thRZj6NO7y93zG11JMtqmLinkedin: https://www.linkedin.com/in/finkjonathan/Patreon: https://www.patreon.com/siliconcurtain----------

The Cognitive Crucible is a forum that presents different perspectives and emerging thought leadership related to the information environment. The opinions expressed by guests are their own, and do not necessarily reflect the views of or endorsement by the Information Professionals Association. During this episode, Austin Branch, Dave Pitts, and Joe Miller discuss cognitive warfare, the gray zone, and intensifying great power competition. The ultimate goal is to compete by gaining and maintaining information advantage without kinetic fighting. Recording Date: 28 Apr  2025 Research Question: Has Russian cognitive warfare, including the use of reflexive control, red lines and nuclear threats, influenced US policy decisions regarding weapon deliveries and restrictions to Ukraine? Similarly, has Chinese cognitive warfare impacted US policy and strategic outcomes concerning Taiwan and the Philippines? Resources: Cognitive Crucible Podcast Episodes Mentioned #24 John Davis on Modern Warfare, Teamwork, and Commercial Cognitive Security #62 Jonathan Rauch on the Constitution of Knowledge #222 JD Maddox on Emerging IO Opportunities Unrestricted Warfare by Qiao Liang and Wang Xiangsui The Cypher Brief Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb The Black Swan: The Impact of the Highly Improbable by Nassim Nicholas Taleb Thinking, Fast and Slow by Daniel Kahneman Screenplay: The Foundations of Screenwriting by Syd Field Save the Cat Story Structure: Definition and Beat Sheet by Blake Snyder Link to full show notes and resources Guest Bio: Austin Branch founded Crescent Bridge to help serve the Information technical and cognitive needs of the Federal Government. Additionally, Austin joined ARLIS to help support the evolution of the Defense and U.S. Government Operations in the Information Environment (OIE) enterprise. Previously, Austin served as OIE Technology & Strategy at Secretary of the Air Force Directorate for Concepts, Development and Management (Exec IPA) after several years in the private sector at COLSA Corporation as the Executive Director for Information Strategies and Programs (2015-2021) after serving 30 years in Federal service as an Army Officer and Senior Civilian. He was commissioned as an Infantry Officer in 1986 from The Citadel, Charleston S.C. and went on to serve in multiple Command and Staff positions in conflict and in peace becoming the Army's first Information Operations Officer. Austin pioneered military operations in the information environment in key leadership positions in the Army, Joint Special Operations Command, Joint Staff, EUCOM, and deployed Joint and multinational Task Force Organizations across the globe. Upon retirement from the Army, Austin joined the Office of the Undersecretary of Defense for Intelligence as the Deputy Director and Chief of Operations for the Defense Policy Analysis Office with oversight of National special plans and technical operations. In 2008 was selected as a Defense Intelligence Senior Leader as Senior Advisor for Defense Information Operations focused on oversight, policy and support for Service and Joint Information Operations, and associated Special Access programs. In 2010, Austin was selected by the Secretary of Defense to lead the Information Operations and Military Information Support Defense Enterprise as the first Senior Director for this mission area in the Office of Policy and Special Operations and Low Intensity Conflict. In this capacity, Austin was DOD's senior representative for IO, MISO, EW and special program oversight, policy and assessments. In 2013, Austin was selected by the Director for the National Counter-Terrorism Center and the DNI to establish and lead a new organization to address Domestic Counter Terrorism, Counter Violent Extremism, and Counter Terrorism Cyber Strategy and Policy in support of the National Security Council. In this capacity, he also served as the National Co-lead for countering ISIS propaganda and influence and associated IPC lead strategist for National Security Council. Austin is also one of the founder's of a Non-profit, Information Professionals Association (IPA). IPA is a professional organization established to serve the interests of the broader Information community worldwide and for issues related to Cognitive Security. Austin also served on the Defense Science Board summer 2019 study focused on great power competition in the Information Environment and was recently was selected to join the University of Maryland Advanced Research Laboratory for Intelligence & Security (ARLIS) to help lead development of their Cognitive Security & Information Portfolio. He also serves on various Advisory Board(s) and professional associations. Austin and his wife, Carol live in Bluffton SC and have three children. They have two serving in active duty in the Army and one in Medical School at Icahn School of Medicine, Mt Sinai, NY. Dave Pitts is a senior national security professional, former CIA executive, and veteran with over four decades of experience in challenging and critical missions, ranging from intelligence operations, counterterrorism and special operations to great power competition. Dave served as the Assistant Director of CIA for South and Central Asia, Chief of National Resources Division, senior leadership positions in the Counterterrorism Center—including in the strategic communications space—and led CIA's two largest Field Stations. Dave has a proven track record of leading large and diverse teams, building lasting partnerships, integrating innovative technologies, and delivering results in high-stakes and high-pressure situations. Dave is a thought leader, Cipher Brief Expert and a frequent writer and commentator on terrorism, great power competition, the gray zone, cognitive warfare and emerging global issues. Dave is a co-founder of The Cipher Briefs Gray Zone Group. Joe Miller, Senior Executive Service, is currently the Deputy Commander for Support at the US Army Special Operations Command, headquartered at Ft Bragg, N.C. Prior to his assignment to Ft Bragg, Joe was the J7 Director of Joint Training and Innovation at US NORAD/NORTHCOM at Peterson, AFB, Co and first SES assignment was the J5 Director, Policy, Strategy, Plans and Futures at US Special Operations Command at Mac Dill AFB, Fl. Joe is a retired US Army Colonel.  He has led and Commanded platoons, troops, detachments, a Battalion task force and a Brigade. He has served and operated in western Europe, the Balkans, the Middle East, SW Asia and throughout the Americas. He is a graduate of the University of Florida, Bachelor of Science in Business Administration with Honors, US Army Command and General Staff College and the School of Advanced Military Studies (Master of Military Arts and Sciences), an Army War College Fellowship. He earned a Master's Degree in Operations Research from the Air Force Institute of Technology.  He is a life Member of the Council on Foreign Relations. Joe is married with one son. About: The Information Professionals Association (IPA) is a non-profit organization dedicated to exploring the role of information activities, such as influence and cognitive security, within the national security sector and helping to bridge the divide between operations and research. Its goal is to increase interdisciplinary collaboration between scholars and practitioners and policymakers with an interest in this domain. For more information, please contact us at communications@information-professionals.org. Or, connect directly with The Cognitive Crucible podcast host, John Bicknell, on LinkedIn. Disclosure: As an Amazon Associate, 1) IPA earns from qualifying purchases, 2) IPA gets commissions for purchases made through links in this post.

Send us a textIn this powerful conversation, retired four-star General Stanley McChrystal joins Joe to discuss his new book, On Character: Choices That Define a Life. Drawing from decades of military leadership and personal reflection, General McChrystal breaks down why character is more than just a word—it's a daily practice rooted in conviction and discipline.In this episode, they explore:Why journaling would have made him a better leaderA practical method he used to align his time with his priorities in AfghanistanHow reading shaped his thinking both in and out of uniformThe subtle but dangerous effects of power on rising leadersWhy leaders must continuously test their convictions under pressureWhether you're in uniform or leading in another capacity, this episode is a must-listen for anyone striving to lead with authenticity, courage, and character.Stan McChrystal retired in July 2010 as a four-star general after over 34 years of service in the U.S. Army. His final assignment was as the commander of NATO's International Security Assistance Force and all US forces in Afghanistan. He had previously served as the director of the Joint Staff and almost five years in command of the Joint Special Operations Command.General McChrystal's memoir, My Share of the Task, was a New York Times bestseller in 2013. He is also the author of New York Times bestseller Team of Teams: New Rules of Engagement for a Complex World and wrote the forward for the sequel, One Mission:How Leaders Build a Team of Teams. He is a senior fellow at Yale University's Jackson Institute for Global Affairs and a partner at McChrystal Group, where he transforms organizations into adaptable teams. He and his wife, Annie, live in Virginia.A Special Thanks to Our Sponsors!Veteran-founded Adyton. Step into the next generation of equipment management with Log-E by Adyton. Whether you are doing monthly inventories or preparing for deployment, Log-E is your pocket property book, giving real-time visibility into equipment status and mission readiness. Learn more about how Log-E can revolutionize your property tracking process here!Meet ROGER Bank—a modern, digital bank built for military members, by military members. With early payday, no fees, high-yield accounts, and real support, it's banking that gets you. Funds are FDIC insured through Citizens Bank of Edmond, so you can bank with confidence and peace of mind. 

Sean O'Lone, former senior assistant to the Department of Navy CIO and current CTO of SAIC's Navy Business Group, joined us at Nutanix .NEXT to discuss federal modernization efforts and the future of defense IT. O'Lone served in various positions across the Navy and Joint Staff before joining industry. He shared insights into key pilot programs that modernized endpoint IT capabilities for Navy personnel, including supporting the Navy's Flank Speed. He explored the persistent challenges of federal IT modernization, from navigating budget constraints to balancing security and innovation. O'Lone explained opportunities to reduce duplication in the software enterprise to drive cost and mission efficiency, and how industry can best support the Pentagon's digital transformation.

Alexander Vindman is a retired US Army Lieutenant Colonel and was the director for European Affairs on the National Security Council. Before that, he served as the Political-Military Affairs Officer for Russia for the Chairman of the Joint Chiefs of Staff and as an attaché at the US Embassies in Moscow and Kyiv. While on the Joint Staff, he authored the National Military Strategy for Russia. He earned an MA from Harvard University, where he served as a Hauser Leader, and an MA and PhD from Johns Hopkins, where he is a senior fellow. Dr. Vindman leads the national security think tank Institute for Informed American Leadership, is the president of the non-profit Here Right Matters Foundation, an executive board member for the Renew Democracy Initiative, a senior fellow at the Kettering Foundation, and a senior advisor to VoteVets. And he's the author of the Why It Matters Substack and the New York Times bestselling books Here, Right Matters and The Folly of Realism. My chats with Alex are always quite insightful and compelling given his distinguished career in both the military and the government and the vast experience he's amassed over the last three decades. Join us as he discusses his new book and shares his thoughts on Trump 2.0 foreign policy, Ukraine/Russia, SignalGate, Iran negotiations, the tension with Israel/Netanyahu, Tulsi Gabbard's NIC firings, the Qatar plane fiasco, the SCOTUS hearing on Birthright Citizenship and jurisdiction, and the threats to habeas corpus and due process. Got somethin' to say?! Email us at BackroomAndy@gmail.com Leave us a message: 845-307-7446 Twitter: @AndyOstroy Produced by Andy Ostroy, Matty Rosenberg, and Jennifer Hammoud @ Radio Free Rhiniecliff Design by Cricket Lengyel

Today's critical infrastructure—air traffic, logistics, defense—is powered by legacy software. And that's a problem.In this episode, recorded live at the a16z American Dynamism Summit, a16z partner Leila Hay sits down with Phillip Buckendorf, CEO of Air Space Intelligence, and Lt. Gen. Leonard J. Kosinski (Ret.), ASI's Chief Strategy Officer and former Director for Logistics on the Joint Staff for the Pentagon. They explore why software is now a weapon system, how dual-use tech can harden both civilian and military infrastructure, and what happens if we don't modernize fast enough. Resources:Find Phillip on LinkedIn: https://www.linkedin.com/in/phillipbuckendorf/?locale=en_USFind Lieutenant General Leonard J Kosinsk on LinkedIn: https://www.linkedin.com/in/ljkosinski/Find Leila on LinkedIn: https://www.linkedin.com/in/leilahay/ Stay Updated: Let us know what you think: https://ratethispodcast.com/a16zFind a16z on Twitter: https://twitter.com/a16zFind a16z on LinkedIn: https://www.linkedin.com/company/a16zSubscribe on your favorite podcast app: https://a16z.simplecast.com/Follow our host: https://twitter.com/stephsmithioPlease note that the content here is for informational purposes only; should NOT be taken as legal, business, tax, or investment advice or be used to evaluate any investment or security; and is not directed at any investors or potential investors in any a16z fund. a16z and its affiliates may maintain investments in the companies discussed. For more details please see a16z.com/disclosures.

This week on Breaking Battlegrounds, guest host Sean Noble joins Sam Stone for a packed episode featuring Mackenzie Eaglen of the American Enterprise Institute, who breaks down the true state of U.S. military readiness, how China's defense spending compares to ours, and why Pentagon bureaucracy is undermining our ability to prepare for global threats. Later, Maricopa County Recorder Justin Heap offers an inside look at what he calls a “crisis situation” in his office, revealing that outgoing officials stripped him of key powers, staff, and budget before he even took office, leaving voters with a “clearly broken system” and a power struggle that threatens local election integrity. And stay tuned for Kiley's Corner, where she covers the heartbreaking suicides of four officers from the same department last month—and the mysterious reappearance of Valery, the lost wiener dog who vanished on Kangaroo Island in 2023 and was spotted again this February. From national defense to local integrity, this episode delivers sharp insight into the issues shaping America's future. Tune in now! www.breakingbattlegrounds.voteTwitter: www.twitter.com/Breaking_BattleFacebook: www.facebook.com/breakingbattlegroundsInstagram: www.instagram.com/breakingbattlegroundsLinkedIn: www.linkedin.com/company/breakingbattlegroundsTruth Social: https://truthsocial.com/@breakingbattlegroundsShow sponsors:Invest Yrefy - investyrefy.com4Freedom MobileExperience true freedom with 4Freedom Mobile, the exclusive provider offering nationwide coverage on all three major US networks (Verizon, AT&T, and T-Mobile) with just one SIM card. Our service not only connects you but also shields you from data collection by network operators, social media platforms, government agencies, and more.Use code ‘Battleground' to get your first month for $9 and save $10 a month every month after.Learn more at: 4FreedomMobile.comDot VoteWith a .VOTE website, you ensure your political campaign stands out among the competition while simplifying how you reach voters.Learn more at: dotvote.voteAbout our guest:Mackenzie Eaglen is a senior fellow at the American Enterprise Institute (AEI), where she works on defense strategy, defense budgets, and military readiness. She is also a regular guest lecturer at universities, a member of the board of advisers of the Alexander Hamilton Society, and a member of the steering committee of the Leadership Council for Women in National Security.Ms. Eaglen is also one of the 12-member US Army War College Board of Visitors, which offers advice about academic program objectives and effectiveness, and serves on the US Army Science Board, an advisory body that provides guidance on scientific and other matters to the Army's senior leadership. In 2023, she became a member of the Commission on the Future of the Navy, established by Congress to study the strategy, budget, and policy concerning the future strength of the US Navy fleet.While working at AEI, Ms. Eaglen served as a staff member on the National Defense Strategy Commission, a congressionally mandated bipartisan review group whose final report in November 2018, “Providing for the Common Defense,” included assessments and recommendations for the administration. Earlier, Ms. Eaglen served as a staff member on the 2014 congressionally mandated National Defense Panel and in 2010 on the congressionally mandated bipartisan Quadrennial Defense Review Independent Panel.Before joining AEI, Ms. Eaglen worked on defense issues in the House of Representatives, in the US Senate, and at the Pentagon in the Office of the Secretary of Defense and on the Joint Staff.A prolific writer on defense-related issues, Ms. Eaglen has been published in the popular press, including in Foreign Affairs, the New York Times, Politico, the Wall Street Journal, the Washington Post, and War on the Rocks. She has also testified before Congress.Ms. Eaglen has an MA from the Edmund A. Walsh School of Foreign Service at Georgetown University and a BA from Mercer University.-Justin Heap serves as the 31st Recorder of Maricopa County, Arizona, having been elected in November 2024 and assuming office in January 2025. In this role, he oversees an office of approximately 150 employees responsible for recording public documents, maintaining a voter registration database of 2.6 million voters—the second-largest voting jurisdiction in the United States—and administering the mail voting component of all elections in Maricopa County.Prior to his tenure as Recorder, Heap represented District 10 in the Arizona House of Representatives from January 2023 to January 2025. During his legislative term, he focused on issues related to election integrity and was associated with the Arizona Freedom Caucus. Heap holds both a Bachelor of Arts and a Juris Doctor degree from Arizona State University. Get full access to Breaking Battlegrounds at breakingbattlegrounds.substack.com/subscribe

In this very special—and slightly chaotic—April Fools' Day edition of From the Crows' Nest, host Ken Miller discovers just how hard it is to book a guest when everyone thinks it's a prank. With no high-level military officials or defense tech experts willing to risk being punk'd, Ken turns to a trusted voice close to home: Voxtopica producer Laura Krebs joins him in the studio to answer listener emails and take a few surprisingly tough questions from our very real (and definitely not hired-actors) studio audience.Ken also offers his thoughts on some serious topics—including the growing role of AI and Cognitive EW, much-needed defense budget reform, the latest EMSO manual from the Joint Staff, and today's complex global security environment.Oh, and there may be a surprise announcement about the Pentagon's new "Invisible Aircraft Program"... but we'll let you decide if that one's real.Don't miss Season 1 of our new Chief Technology Officer (CTO) podcast powered by L3 Harris. All six episodes are now available. To listen and learn more about the CTO Series, visit here.These special episodes are released twice a month. To access them and participate in live recordings as part of the virtual audience, become an AOC member at www.crows.org or subscribe for $2.99/month at www.ftcnpodcast.org. Join us today. You can reach the host directly to share your thoughts or questions you want FTCN to cover in future episodes at host@fromthecrowsnest.org.

EXPOSED! In December 1994, the Chief of Staff of the United States Air Force (CSAF) tasked Air University to conduct a study to identify the concepts, capabilities and technologies the United States would require to remain the dominant air and space force beyond the first quarter of the 21st century. The study was called Air Force 2025, or 2025 for short. The Commander of Air University (AU), the project chair, directed the formation of a study team composed of students and faculty from the Air University's Air War College (AWC) and Air Command and Staff College (ACSC); scientists and technologists from the Air Force Institute of Technology (AFIT), located at Wright-Patterson AFB, OH; and selected academic and business leaders in the civilian community across the nation. The AU team network included the Joint Staff; the staffs of unified commands; agencies with the Department of Defense, the Central Intelligence Agency, and the Defense Intelligence Agency; and all the services. Collectively, this diverse group served as a "think tank" to identify the innovative, high-leverage technologies and systems that will enable the United States to continue to set the standard for excellence in air and space power well into the 21st century. Link to archived Air Force 2025 documents | April 29th, 1997: https://web.archive.org/web/19970429013311/http://www.au.af.mil/au/2025/

In this episode of NucleCast, host Adam speaks with Lieutenant Colonel Gary Glover about the evolving landscape of the Air Force, particularly in relation to nuclear force design and modernization efforts. They discuss the importance of advanced education for military officers, the implications of hypersonic weapons on nuclear command and control, and the broader national security challenges facing the United States.Lieutenant Colonel Garrett Glover is the Chief of AFGSC Futures Division, Air Force Global Strike Command, an Assistant Professor of Political Science at USAFA, and a Senior Fellow with the Institute for National Security Studies.Colonel Glover was commissioned from the United States Air Force Academy in 2009. He has held key positions within the Intercontinental Ballistic Missile community, including Instructor, Evaluator, Flight Commander, and Assistant Director of Operations. As Executive Officer for the Office of Defense Programs at the National Nuclear Security Administration, he played a pivotal role in the successful execution of a $5 billion Stockpile Stewardship Program, supporting $25 billion in nuclear sustainment initiatives. He served as a Presidential Nuclear Strike Advisor and Assistant Deputy Director of Operations at the National Military Command Center, translating presidential intent into nuclear strike options and leading a joint inter-agency team focused on both nuclear and conventional global military operations. In this role he oversaw the execution of the National Military Command System on behalf of the Chairman of the Joint Chiefs. Additionally, he served as Executive Assistant to the Deputy Director for Nuclear and Homeland Defense Operations (J-36) on the Joint Staff at the Pentagon. He spent a year as a DoD Nuclear Technical Lab Fellow at Lawrence Livermore National Laboratory, CA. Prior to his current position, he served as the Chief Nuclear Strategist of Headquarters, Air Force Global Strike Command.Chapters00:00 Introduction to Global Strike Command and Force Design07:29 The Importance of Advanced Education for Officers15:23 Hypersonics and Nuclear Command Control25:50 Wishes for National Security and EducationSocials:Follow on Twitter at @NucleCastFollow on LinkedIn: https://linkedin.com/company/nuclecastpodcastSubscribe RSS Feed: https://rss.com/podcasts/nuclecast-podcast/Rate: https://podcasts.apple.com/us/podcast/nuclecast/id1644921278Email comments and topic/guest suggestions to NucleCast@anwadeter.org

Watch Call me Back on YouTube: https://www.youtube.com/@CallMeBackPodcast To contact us, sign up for updates, and access transcripts, visit: https://arkmedia.org/ Dan on X: https://x.com/dansenor Dan on Instagram: https://www.instagram.com/dansenor Yesterday, in a dramatic and unexpected press conference with Prime Minister Benjamin Netanyahu, President Trump called for a U.S. takeover of Gaza, and to relocate its two million Palestinian residents to alternative countries. President Trump also issued a series of executive orders impacting Israel and the Middle East, including one imposing maximum pressure on Iran. To discuss these fast-moving developments, Rich Goldberg returns to the podcast. Rich is a senior advisor at the Foundation for Defense of Democracies (FDD). From 2019-2020, he served as Director for Countering Iranian Weapons of Mass Destruction for the Trump White House National Security Council (NSC). He previously served as a national security staffer in the U.S. Senate and U.S. House and is an officer in the U.S. Navy Reserve with military experience on the Joint Staff and in Afghanistan. CREDITS:ILAN BENATAR - Producer & EditorMARTIN HUERGO - EditorREBECCA STROM - Director of OperationsSTAV SLAMA - ResearcherGABE SILVERSTEIN - Research InternYUVAL SEMO - Music Composer 

Michael Elliott talks about the intricate process of nuclear planning and outlines the eight-step nuclear planning process, emphasizing the collaborative efforts required from various military and intelligence agencies. He addresses common misconceptions about nuclear launch protocols, highlighting the rigorous safeguards in place to prevent unauthorized or accidental launches. The conversation provides valuable insights into the complexities of nuclear strategy and the importance of informed policy-making in today's geopolitical landscape.Mr. Elliott is a retired member of the Senior Executive Service and current National Security Consultant. Mr. Elliott is an adviser to the Nuclear Deterrence External Advisory Board for Sandia National Laboratories.From September 2010 to November 2015 Mr. Elliott was Deputy Director for Strategic Stability, Plans and Policy Directorate, The Joint Staff. In this capacity he was a senior advisor to the Director, Plans and Policy and Chairman for shaping and implementation of national security plans and policy. He represented the Joint Chiefs of Staff during Interagency Policy Committee debate on such diverse topics as National Nuclear Technical Forensics, implementation of the Intermediate-Range Nuclear Forces Treaty, Chemical Weapons Convention, Biological Weapons Convention, Nuclear Non-Proliferation Treaty, CFE, Vienna Document, Open Skies Treaty and the New Strategic Arms Reduction Treaty. In 2015 the President conferred upon Mr. Elliott the rank of Meritorious Executive in the Senior Executive Service.From April 2009 to August 2010, Mr. Elliott served as the Chairman's representative to the New Strategic Arms Reduction Treaty negotiations with the Russian Federation.From June 2003 to April 2009 Mr. Elliott was a member of United States Strategic Command, culminating his tour as the Deputy Director for Plans and Policy, responsible for the shaping and implementation of national security plans and policy as it applied to the Command and the execution of its mission.Mr. Elliott returned to government service in June 2003, following 7 years in the private sector, where he was an Assistant Vice President with Science Applications International Corporation.Mr. Elliott retired from the United States Air Force, in January 1996, following 25 years of service. Mr. Elliott's duties included a distinguished flying career in the B-1B, FB-111, and B-52G.Chapters00:00 Introduction to Nuclear Planning and Michael Elliott15:03 The Eight-Step Nuclear Planning Process30:00 Collaborative Efforts in Nuclear Strategy30:35 Misconceptions About Nuclear Launch ProtocolsSocials:Follow on Twitter at @NucleCastFollow on LinkedIn: https://linkedin.com/company/nuclecastpodcastSubscribe RSS Feed: https://rss.com/podcasts/nuclecast-podcast/Rate: https://podcasts.apple.com/us/podcast/nuclecast/id1644921278Email comments and topic/guest suggestions to NucleCast@anwadeter.org

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

    What role does the enlisted voice play in shaping the future of military medicine? Join us for a captivating conversation with CMSgt Thomas Wigington, the Senior Enlisted Advisor for the Joint Staff Surgeon Office, as we explore this pivotal question. Uncover his insights on how the Military Health System operates as a cohesive, collaborative network, and understand why fostering joint and interoperable medical operations is crucial for the preparedness of our service members. We also delve into the nuances of adapting training for enlisted medics and corpsmen, a critical component in ensuring they are equipped for the unique challenges of future conflicts.     CMSgt Wigington stresses the urgent need for proactive preventive medicine in military operations. With evolving global threats, maintaining the health and readiness of our warfighters has never been more important. He shares his personal journey, revealing how his Air Force career, initially a means to stay out of trouble, blossomed into a passionate commitment to public and occupational health. His reflections on the rewards of military life—ranging from travel and education to a profound sense of camaraderie—offer invaluable guidance for young listeners considering a career in military medicine. This episode is a treasure trove of leadership wisdom and forward-thinking strategies for the future of military healthcare.   Chapters (00:04) Enhancing Military Medicine Through Partnerships        Nature's role in military medicine: enhancing enlisted voice, joint operations, and adapting training for future conflicts. (10:06) Military Medicine Challenges and Perspectives       Proactive preventive medicine is crucial in military operations, often overlooked, and aligns with future strategic needs. (13:57) Military Medicine       Chief Master Sergeant Wigington shares his journey in the Air Force, emphasizing the rewards of travel, education, and a supportive community.   Highlights (00:55) Senior Enlisted Advisor Responsibilities (76 Seconds) (08:28) Enhancing Joint Service Medic Readiness (178 Seconds)   Take Home Messages Enlisted Leadership in Military Medicine: The episode highlights the crucial role of enlisted leaders in shaping military medicine, emphasizing the importance of amplifying their voices to foster collaboration across different service branches and the Defense Health Agency. This leadership is essential in preparing service members for future conflicts by ensuring joint and interoperable medical operations. Proactive Preventive Medicine: A significant takeaway is the shift from reactive to proactive preventive medicine in military operations. This approach is vital for maintaining the health and readiness of warfighters, especially in the face of evolving global threats, and underscores the necessity of keeping soldiers healthy and combat-ready. Interoperability Over Uniformity: The discussion challenges the traditional "purple suit" mentality, advocating instead for a joint and interoperable approach where service members retain their unique identities while working seamlessly together. This interoperability is crucial for adapting to future military engagements that may differ significantly from past conflicts. Career Insights and Personal Growth: The episode offers personal anecdotes and reflections on a career in military medicine, highlighting the rewards, educational opportunities, and sense of camaraderie that come with military service. These insights provide valuable guidance for young listeners considering a career in this field. Collaboration Across Military and Civilian Sectors: Emphasizing a whole-of-nation approach, the episode discusses the importance of collaboration between military and civilian medical personnel to enhance the health, strength, and survivability of warfighters. This collaboration ensures comprehensive support for service members, preparing them for whatever future challenges may arise.   Keywords Military Medicine, Joint Staff Surgeon Office, Enlisted Voice, Defense Health Agency, Service Branches, Joint and Interoperable Medical Operations, Purple Suit Mentality, Future Conflicts, Preventive Medicine, Warfighters, Military Engagements, Training, Enlisted Medics, Corpsmen, Iraq, Afghanistan, COVID-19, Air Force, Public Health, Occupational Health, Leadership, Collaboration, Military Healthcare, Generals, Strategic Needs, Personal Growth, Community Support #MilitaryMedicine #EnlistedLeadership #JointOperations #ProactiveMedicine #WarfighterHealth #HealthcareInnovation #PreventiveCare #MilitaryHealthcare #LeadershipDynamics #DefenseHealthAgency   Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission is to honor the legacy, preserve the oral history, and showcase career opportunities, unique expeditionary experiences, and achievements of Military Medicine. We foster patriotism and pride in Who we are, What we do, and, most importantly, How we serve Our Patients, the DoD, and Our Nation.   Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the “What We Are For” Episode 47. https://bit.ly/3r87Afm   WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield,demonstrating dedication to the medical care of fellow comrades in arms.     Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast

As we continue to assess the threat FROM Iran and the threat TO Iran, we sat down today with two analysts and former national security officials with different perspectives on what we've learned so far and next steps.Richard Fontaine is CEO of the Center for American Security. He was formerly the top foreign policy advisor to Senator John McCain, deputy staff director on the Senate Armed Services Committee, and an official of the U.S. State Department and National Security Council. He currently serves as a member of the Pentagon's Defense Policy Board.Rich Goldberg is a senior advisor at the Foundation for Defense of Democracies. From 2019-2020, he served as a Director for Countering Iranian Weapons of Mass Destruction for the White House National Security Council. He previously served as a national security staffer in the U.S. Senate and U.S. House. Rich is an officer in the U.S. Navy Reserve with military experience on the Joint Staff and in Afghanistan. 

In recent days, the Biden-Harris administration has announced it would deploy the THAAD system to Israel — THAAD is an advanced missile defense system that can thwart short-, medium- and intermediate-range ballistic missiles, as well as the U.S. military personnel to operate it.  At the same time, the Biden-Harris administration has issued a blistering letter to Israel's government threatening to withhold military resources at the time that Israel is planning its response to the October 1st Iranian attack (here's a copy of the letter:  https://www.documentcloud.org/documents/25212303-bqshvt-hmmshl-hamryqny-bhqshrym-hvmnytrym ). To help us understand what is going on with U.S. policy, Rich Goldberg returns to the podcast. Rich is a senior advisor at the Foundation for Defense of Democracies. From 2019-2020, he served as a Director for Countering Iranian Weapons of Mass Destruction for the White House National Security Council. He previously served as a national security staffer in the US Senate and US House. Rich is an officer in the U.S. Navy Reserve with military experience on the Joint Staff and in Afghanistan. Recent pieces by Rich: “Israel's Victory Will Be a Success for American Grand Strategy”: https://www.fdd.org/analysis/op_eds/2024/10/04/israels-victory-will-be-a-success-for-american-grand-strategy/ “Turn-Key Alternatives to Replace UNRWA Immediately”: https://www.fdd.org/analysis/2024/05/06/turn-key-alternatives-to-replace-unrwa-immediately/

Tuesday, October 8, 2024 Hoover Institution, Stanford University The Hoover Institution's Wargaming and Crisis Simulation Initiative presents To War or Not to War: Vietnam and the Sigma Wargames on Tuesday, October 8, 2024 at 2:00PM PT. In 1964, America was slowly marching towards war in Vietnam. But what if that war could have been fought differently or avoided altogether? The Sigma Games, a series of politico-military wargames run by the Pentagon's Joint Staff in the 1960s, sought to understand the unfolding conflict in Southeast Asia. These games, which involved top figures from the Johnson Administration—including National Security Adviser McGeorge Bundy, Air Force General Curtis LeMay, and Chairman of the Joint Chiefs of Staff Earle Wheeler—offer a chillingly accurate forecast of the war's potential trajectory.  Choose your character for an immersive experience. See the game unfold through the eyes of pivotal figures such as John McCone, Curtis LeMay, Earle Wheeler, and McGeorge Bundy in this interactive event. This event introduces the games and turns to a panel of historians to explore the Sigma Wargames, their prescient warnings, and why these early insights failed to shape the Johnson Administration's decision-making, ultimately leading to one of America's most costly conflicts.  The conversation, while a look into a key set of games at a historical moment in American foreign policy, says something more broadly at the impact of wargames on US foreign and defense policy as well as how influence is created (and hijacked) within strategic decision making. ​PANELISTS H.R. McMaster is the Fouad and Michelle Ajami Senior Fellow at the Hoover Institution, Stanford University. He is also the Bernard and Susan Liautaud Fellow at the Freeman Spogli Institute and lecturer at Stanford University's Graduate School of Business.  McMaster holds a PhD in military history from the University of North Carolina at Chapel Hill. He was an assistant professor of history at the US Military Academy. He is author of the bestselling books Battlegrounds: The Fight to Defend the Free World and Dereliction of Duty: Lyndon Johnson, Robert McNamara, the Joint Chiefs of Staff and the Lies that Led to Vietnam. In August 2024, McMaster released his most recent book, At War with Ourselves: My Tour of Duty in the Trump White House. His many essays, articles, and book reviews on leadership, history, and the future of warfare have appeared in The Atlantic, Foreign Affairs, Foreign Policy, National Review, the Wall Street Journal, the Washington Post, and the New York Times. McMaster is the host of Battlegrounds: Vital Perspectives on Today's Challenges and is a regular on GoodFellows, both produced by the Hoover Institution. He is a Distinguished University Fellow at Arizona State University. Mai Elliott is the author of The Sacred Willow: Four Generations in the Life of a Vietnamese Family, a personal and family memoir which was nominated for the Pulitzer Prize, and RAND in Southeast Asia: A History of the Vietnam War Era. She served as an advisor to Ken Burns and Lynn Novick for their PBS documentary on “The Vietnam War” and featured in seven of its ten episodes.  She recently contributed a chapter analyzing “The South Vietnamese Home Front” for the soon to be published Cambridge University Press 3-volume work on the Vietnam War.    Mai Elliott was born in Vietnam and grew up in Hanoi and Saigon.  She attended French schools in Vietnam and is a graduate of Georgetown University in Washington, D.C.  (She also writes under the name of Duong Van Mai Elliott).   Mark Moyar is the director of the Center for Military History and Strategy at Hillsdale College, where he also holds the William P. Harris Chair of Military History. During the Trump administration, Dr. Moyar was a political appointee at the U.S. Agency for International Development, serving as the Director of the Office of Civilian–Military Cooperation. Previously, he directed the Project on Military and Diplomatic History at the Center for Strategic and International Studies in Washington, DC, and worked as a national security consultant. He has taught at the U.S. Marine Corps University, the Joint Special Operations University, and Texas A&M University. He is author of eight books, of which the most recent is Masters of Corruption: How the Federal Bureaucracy Sabotaged the Trump Presidency. He holds a B.A. summa cum laude from Harvard and a Ph.D. from Cambridge. MODERATOR Jacquelyn Schneider is the Hargrove Hoover Fellow at the Hoover Institution, the Director of the Hoover Wargaming and Crisis Simulation Initiative, and an affiliate with Stanford's Center for International Security and Cooperation. Her research focuses on the intersection of technology, national security, and political psychology with a special interest in cybersecurity, autonomous technologies, wargames, and Northeast Asia. She was previously an Assistant Professor at the Naval War College as well as a senior policy advisor to the Cyberspace Solarium Commission. Dr. Schneider was a 2020 winner of the Perry World House-Foreign Affairs Emerging Scholars Policy Prize. She is also the recipient of a Minerva grant on autonomy (with co-PIs Michael Horowitz, Julia Macdonald, and Allen Dafoe), a University of Denver grant to study public responses to the use of drones (with Macdonald), and a grant from the Stanton Foundation to study networks, cyber, and nuclear stability through wargames. Dr. Schneider is an active member of the defense policy community with previous positions at the Center for a New American Security and the RAND Corporation. Before beginning her academic career, she spent six years as an Air Force officer in South Korea and Japan and is currently a reservist assigned to US Space Systems Command. She has a BA from Columbia University, MA from Arizona State University, and PhD from George Washington University.

John Sherwood interviews General Kenneth F. “Frank” McKenzie Jr., USMC Ret. about his new book The Melting Point: High Command and War in the 21st Century.  General McKenzie served as the commander of CENTCOM from March 2019 to April 2022. In that role, he oversaw the 2020 strike that killed Qasem Soleimani, the leader of the Iranian Quds Force; and America's final withdrawal from Afghanistan in 2021.  

James Aiken is the Admiral of the 4th Fleet. He's spent over 3 decades in the Navy keeping the United States safe. He is a leader who studies leadership and shares the leadership principles and lessons that guides him and those he leads.    In this episode, you will:          •     Learn how to build high-performing teams for outstanding results.         •     Discover the importance of reading and learning for effective leadership.         •     Gain insights into the impact of strong military presence on global security.         •     Uncover leadership lessons from high-ranking military officers for real-world  application.   About the guest, Admiral James Aiken is currently serving as commander, U.S. Naval Forces Southern Command/U.S. 4th Fleet. He is a native of Pittsburgh, Pa. He was commissioned through the Naval Reserve Officers Training Corps (NROTC) at Pennsylvania State University with a degree in political science. He also earned a master's degree in strategic studies from the Naval War College. As a surface warfare officer, he commanded USS Chung-Hoon (DDG 93) and Destroyer Squadron 60/Task Force 65. His assignments at sea include service aboard USS Monongahela (AO(J) 178), USS Virginia (CGN 38), Commander, Carrier Group 2 (John F. Kennedy) battle group, USS Decatur (DDG 73), USS Normandy (CG 60) and USS Hopper (DDG 70). Ashore, Aiken served as a manpower specialist/detailer at Navy Surface Warfare Manpower Headquarters, Navy Personnel Command; deputy executive assistant/administrative aide to the Secretary of the Navy; liaison to the U.S. Senate for the Secretary of Defense; and naval aide and executive assistant to the Assistant Secretary of the Navy, Financial Management and Comptroller. Aiken has completed a Legislative Fellowship with Congressman Randy Forbes, Virginia-4/ Chairman, House Armed Services Committee Readiness Sub-Committee. As a flag officer, he served as commander, Carrier Strike Group 3 and deputy director Resources and Acquisition, Joint Staff, J8, Washington, District of Columbia.

Originally aired on April 2, 2016Since I reference this book a lot, I felt it was time to remaster and re-upload this show, with it's short Patreon segment as well.Eric Ouellet joins me for a fascinating discussion of his new book, Illuminations: The UFO Experience as a Parapsychological Event. He proposes that we should examine the UFO Phenomenon as we would a poltergeist case. It's a novel way of looking at it, and may ultimately play a part in solving this enigma.ERIC OUELLET is professor of Defence Studies at the Royal Military College of Canada, and at the Canadian Forces College (Canada's Joint Staff and War College). He has a Ph.D. in sociology from York University (Toronto, Canada), and he is the liaison officer for Canada with the Parapsychological Association. He has published parapsychological work in the Australian Journal of Psychology, EdgeScience, and the Bulletin Métapsychique. His other research works focus on military sociology and war studies.You can check out his blog at parasociology.blogspot.com. Hosted on Acast. See acast.com/privacy for more information.

Robert Spalding is a former United States Air Force Brigadier General and B-2 Stealth Bomber Pilot. General Spalding served as the chief China strategist for the chairman of the Joint Chiefs, the Joint Staff at the Pentagon. He has served in senior positions of strategy and diplomacy within the Departments of Defense and State for more than 26 years. His experience has made him one of the foremost authorities on U.S. foreign policy and intelligence concerning China. Today, he servers as the CEO of SEMPRE, a company specializing in secure, EMP hardened telecommunication and cloud systems that are redefining security across the industry. Shawn Ryan Show Sponsors: https://lairdsuperfood.com - USE CODE "SRS" https://helixsleep.com/srs - USE CODE "HELIXPARTNER20" https://meetfabric.com/shawn https://hillsdale.edu/srs https://moinkbox.com/shawn https://blackbuffalo.com https://ShawnLikesGold.com | 855-936-GOLD #goldcopartner General Robert Spalding Links: Company - https://sempre.ai X - https://twitter.com/SEMPRE_USA IG - https://www.instagram.com/generalspalding FB - https://www.facebook.com/GeneralRobertSpalding LinkedIn - http://linkedin.com/company/sempre1 Website - https://generalspalding.com Books - https://www.amazon.com/Stealth-War-China-While-Americas/dp/0593084349 | https://www.amazon.com/War-Without-Rules-Playbook-Domination/dp/0593331044 Please leave us a review on Apple & Spotify Podcasts. Vigilance Elite/Shawn Ryan Links: Website | Patreon | TikTok | Instagram | Download Learn more about your ad choices. Visit podcastchoices.com/adchoices

Lieutenant General Christopher Donahue returns to the show to continue his previous conversation with Joe on culture and leadership. In this episode, they discuss:What LTG Donahue has learned since his last appearance on the podcastHow the culture of the 82nd Airborne Division held up during the evacuation of AfghanistanFour reasons leaders need to focus on physical fitnessThe importance of innovation in today's ArmyWhat LTG Donahue is reading right nowTips for successful communicationLieutenant General Christopher Donahue currently serves as the 39th Commander of the XVIII Airborne Corps, and Ft. Liberty, NC. Prior to assuming command of the corps, LTG Donahue served as the Commander of the 82nd Airborne Division.LTG Donahue's other assignments include Commander, NATO Special Operations Component and US Joint Special Operations in support of Operation Freedom's Sentinel, Deputy Director for Special Operations and Counter-Terrorism, J-3, for the Joint Staff in Washington, D.C., Commandant, US Army Infantry School and Director of the Soldier Lethality Cross Functional Team, and Deputy Commanding General (Maneuver) of the 4th Infantry Division.LTG Donahue has led Soldiers at all levels in Airborne, Ranger, Light and Mechanized units, to include service with 3 divisions, the 75th Ranger Regiment and USASOC. He has deployed 20 times in support of operations in Afghanistan, Iraq, Syria, North Africa, and Eastern Europe, to include; Operation Iraqi Freedom, Operation Enduring Freedom, Operation New Dawn, Operation Inherent Resolve, Operation Atlantic Resolve, Operation Freedom's Sentinel, Operation European Assure, Deter and Reinforce, and in support of the Sudan crisis.His formative and key, Army and special operations, assignments include Director of Operations, Joint Special Operations Command, and 16 years in various USASOC organizations, first as a platoon leader, then as a troop commander, squadron commander, and finally as a brigade commander.LTG Donahue is a graduate of the United States Military Academy at West Point, NY, and was commissioned in 1992. His military education includes the Infantry Officer Basic and Advanced Courses, the Naval War College, and the US Army War College Fellowship at Harvard University.Special thanks to this week's sponsors!Veteran-founded Adyton. Connect Leadership With Action Across Distributed Formations With Mustr by Adyton. Mustr is your digital knife-hand for daily and rapid personnel accountability, real time response data visibility, and automated reporting. Learn more about what Mustr can do for your formation here! My favorite coffee is veteran-owned Alpha Coffee and I've been drinking it every morning since 2020! They make 100% premium arabica coffee. Alpha has donated over 22k bags of coffee to deployed units and they offer a 10% discount for military veterans, first responders, nurses, and teachers! Try their coffee today. Once you taste the Alpha difference, you won't want to drink anything else!  Learn more here.   

Robert “Cujo” Teschner: Debrief to Win Robert “Cujo” Teschner is a retired F-15 / F-22 fighter pilot. He is also a former F-15 Weapons School Instructor, F-22 Squadron Commander, senior Joint Staff officer, and combat veteran. He holds advanced degrees in Operational Art and Science and National Security Strategy and has extensive experience in tactical planning and execution, and organizational leadership. From 2004 to 2006, he served as the US Air Force's expert in post-mission debriefing, the methodology used by high-performing military teams to self-correct and improve continuously. Cujo retired immediately after his promotion to full Colonel due to complications from cancer-related care and started an international business consulting practice based in St. Louis, MO. His company is called VMax Group. VMax Group's mission is to teach, inspire, and nurture teams on how to really “team”, making work more fulfilling, and making teams much more effective. He is the author of Debrief to Win: How America's Top Guns Practice Accountable Leadership...and How You Can, Too!* Many of us recognize we could get better at reflecting our team's work, but we rarely get beyond what went well and what didn't. One of the best ways to stop making the same mistakes is to look at the truth of what's already happened, and learn from it. In this conversation, Cujo and I look at the value of a debrief and how to bring that practice into your organization. Key Points Saying, “We learned a lot of important lessons today,” doesn't actually prove that any learning has happened. The context of military and civilian debriefs are both different, but the stakes are still high in both venues. A debrief is not about blame or shame. Instead, it's an affirming, positive experience that builds future leaders. A key benefit of regular debriefs is to institutionalize the process of challenging conversations. Psychological safety is critical for this to happen well. Objectives should measurable, achievable, and time-constrained. Debrief should focus on the objectives and the decisions that were made to meet those objectives. Be cautious about outsourcing debriefing to external facilitators. An effective debrief should be led by someone who has participated in the mission or project. Resources Mentioned Debrief to Win: How America's Top Guns Practice Accountable Leadership...and How You Can, Too! by Robert “Cujo” Teschner Robert “Cujo” Teschner's website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) How to Build Psychological Safety, with Amy Edmondson (episode 404) The Way to Make Better Decisions, with Annie Duke (episode 499) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.