Podcast appearances and mentions of Kitty Hawk

El 17 de diciembre de 1903, Orville Wright despegó en Kitty Hawk durante doce segundos. El avión recorrió exactamente 36 metros. Era una hazaña casi torpe, en un campo polvoriento de Carolina del Norte con apenas cinco testigos. Nadie habría anticipado que ese vuelo imperfecto inauguraría la era de la aviación. De la misma manera, Dios no exige que el primer paso sea impresionante. Exige que sea dado. La obediencia no comienza con condiciones perfectas; comienza con la disposición de moverse cuando Dios nos llama. Por ejemplo, Moisés tartamudeaba. Gedeón era el menor de su familia. David era demasiado joven para que lo tomaran en serio. Ninguno empezó con perfección; todos empezaron con disponibilidad.Así que, el paso que tienes delante no necesita ser brillante. Solo necesita ser fiel y Dios construirá desde ahí. La Biblia dice en Josué 1:9: "Mira que te mando que te esfuerces y seas valiente; no temas ni desmayes, porque Jehová tu Dios estará contigo en dondequiera que vayas". (RV1960).

El 17 de diciembre de 1903, Orville Wright despegó en Kitty Hawk durante doce segundos. El avión recorrió exactamente 36 metros. Era una hazaña casi torpe, en un campo polvoriento de Carolina del Norte con apenas cinco testigos. Nadie habría anticipado que ese vuelo imperfecto inauguraría la era de la aviación.De la misma manera, Dios no exige que el primer paso sea impresionante. Exige que sea dado. La obediencia no comienza con condiciones perfectas; comienza con la disposición de moverse cuando Dios nos llama. Por ejemplo, Moisés tartamudeaba. Gedeón era el menor de su familia. David era demasiado joven para que lo tomaran en serio. Ninguno empezó con perfección; todos empezaron con disponibilidad.Así que, el paso que tienes delante no necesita ser brillante. Solo necesita ser fiel y Dios construirá desde ahí. La Biblia dice en Josué 1:9: "Mira que te mando que te esfuerces y seas valiente; no temas ni desmayes, porque Jehová tu Dios estará contigo en dondequiera que vayas". (RV1960).

Episode: 1579 Five years before we found out about the Wright Brothers!  Today, we gradually learn about the Wright Brothers' flight.

News; birthdays/events; what word(s) do you always have trouble spelling? (list); word of the day. News; when is the best time to see a movie?; game: I should have known that yes or no?; if you were paid $10,000 to watch a movie 100 times what would it be?...what if you could pick a movie for someone else to see 100 times? News; game: mind the gap part 1; game: mind the gap part 2. News; experts reveal what our favorite seasons say about us; how long could you survive in the wilderness?; goodbye/fun facts....National Paper Airplane Day. The practice of constructing paper planes is sometimes referred to as aerogami, after origami, the Japanese art of paper folding. Crafting paper planes is said to have originated out of ancient China, but the art is said to have been perfected out of Japan. In the late 1400's/early 1500's Leonardo Da Vinci sketches gliders, often specifying parchment and lightweight materials. By the early 1900's Wilbur and Orville Wright conduct extensive experiments with small paper and cardboard models, refining wing shapes and control systems that would lead to their successful powered flights at Kitty Hawk in 1903. In 2007 The inaugural Red Bull Paper Wings competition brings together students from dozens of countries to compete in distance, airtime, and aerobatics, formalizing paper airplane flying as an international sport.  

What drives the passion behind flying and preserving some of the world's most iconic military aircraft? And how can air shows inspire the next generation of aviators, engineers and defence personnel? Find out in this episode of the Defence Connect Podcast as senior journalist Robert Dougherty is joined by aerobatic pilot and renowned warbird aviation enthusiast Paul Bennet, founder of Paul Bennet Airshows. Fresh from preparation flights for Australia's largest regional air show, Wings Over Shellharbour 2026, Bennet discusses his lifelong passion for aviation, which began with model aircraft and evolving into flying aerobatic aircraft and some of the world's most recognisable warbirds. Bennet operates and flies an extensive collection of historic and aerobatic aircraft, including the Hawker Sea Fury, de Havilland Vampire, F4U Corsair, CAC Wirraway, T-28 Trojan, Grumman Avenger and two Yak-52 aircraft. He maintains the collection while regularly flying Mustang, Kitty Hawk and Hurricane fighters alongside competing in aerobatics and performing internationally. Drawing on decades of experience in aviation operations, aircraft ownership and international air show performances, Bennet discusses the engineering, maintenance and operational realities of preserving historic military aircraft while promoting aviation to future generations. The podcast conversation includes the following topics: The origins of Bennet's passion for aviation, aerobatics and warbird aircraft. Flying characteristics and performance differences between aircraft, including the Sea Fury, Spitfire, Mustang and early jet aircraft such as the Vampire. The operational challenges of maintaining historic military aircraft, including sourcing parts, engineering replacements and preserving authenticity. Australia's warbird preservation community, aviation museums and the importance of supporting historic aircraft collections. The rarity and restoration difficulties associated with Axis aircraft such as the Japanese Zero and German Bf 109. The role of air shows in promoting aviation, defence recruitment and STEM education pathways for young Australians. Comparisons between Australian, US and South Korean air show culture and military participation. Opportunities for collaboration between the defence industry, aviation enthusiasts and advanced manufacturing supply chains in Australia as well as the give and take of working with the Australian Defence Force. Career pathways into aviation, including military aviation, commercial flying, aerobatics and flight instruction. Finally, the discussion explores the future of Australian air shows, the importance of growing aviation engagement nationally, and Bennet's ambitions to continue expanding both his aircraft collection and international air show presence. Enjoy the podcast, The Defence Connect team

Justin's following the smoky scent of slow-cooked goodness straight to High Cotton Barbecue in Kitty Hawk. Pulling up at Milepost 2 on the beach road, he sits down with owner and pit master Matt Kienzle and the crew to dig into 24 years of barbecue tradition, the story behind this local favorite and the mouthwatering menu that keeps folks coming back hungry. From pit secrets to Southern staples, you'll learn about the art of barbecue, and Justin even grabs a few bites himself. Trust us, you'll be craving some too. Check out the full menu and their story at highcottonbbq.com.  

G-Pa's story sbout the Wright Brothers continues as the family boards their plane for vacation! When we last left off, Orville and Wilbur Wright had just faced a crushing defeat with the crash of their glider at Kitty Hawk. Join Micah and Lexi as they find out how the Wright Brothers were able to overcome big challenges to achieve their dream of flight!  This episode also features a Book Nook interview with the late David McCullough, historian and two-time Pulitzer Prize-winning author of The Wright Brothers!  If you'd like to learn more and access free coloring pages, fun recipes, and other educational materials, please visit kidsonthesquare.com and check out the Resources for this episode. And if you enjoy this podcast, please share it with a friend!

What does courage look like under fire? In captivity? In command? In service? This edition of Long Blue Leadership was recorded on location at the U.S. Air Force Academy's 33rd National Character and Leadership Symposium. We've explored these questions with our guests and captured the conversations for you. Ted Robertson, Multimedia and Podcast Specialist for the Air Force Academy Association and Foundation, hosts this special episode featuring voices shaped by combat, crises and lifelong service. Their message to cadets is clear: Leadership is earned through character, and character is forged in hard moments. - Seg. 1: Lt. Col. Mark George and C1C Jaime Snyder, officer and NCLS cadet director, respectively, set the stage for this year's NCLS and for the podcast. - Seg. 2: Senior Master Sgt. (Ret.) Israel "DT" Del Toro on courage in times of crisis. - Seg. 3: Task Force Hope developer and facilitator Maj. Tara Holmes on preparing future leaders to handle crisis before it happens. - Seg. 4: Former POW Maj. Gen. (Ret.) Edward Mechenbier '64, on leading in circumstances out of your control. - Seg. 5: Annapolis grad and Vietnam-era aviator, Capt. (Ret.) J. Charles Plumb on how character breeds courage. All of our guest's lives and careers reflect the reality of this year's theme through combat, crisis and service.     CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT OUR SPEAKERS:  - Host, Ted Robertson, Multimedia and Podcast Specialist, United States Air Force Academy Association and Foundation  - Seg. 1: C1C Jaime Snyder, NCLS Cadet Director; Lt. Col. Mark George, NCLS Officer  - Seg. 2: Senior Master Sargent Israel Del Toro  - Seg. 3: Maj. Tara Holmes, Task Force Hope  - Seg. 4: Maj. Gen. (Ret.) Edward Mechenbier '64  - Seg. 5: Capt. (Ret.) J. Charles Plumb   Ted Robertson 0:00 Welcome to Long Blue Line Podcast Network coverage of the 33rd annual National Character and Leadership Symposium. I'm Ted Robertson, multimedia and podcast specialist for the Air Force Academy Association & Foundation, coming to you from Polaris Hall located here at the United States Air Force Academy. This year's symposium centers on the theme Courage to Lead in the Profession of Arms: Combat and Crisis-tested Character, where attendees and cadets will explore how courage in all its forms shapes leaders when uncertainty, fear and consequence are real. Our coverage will start with the Center for Character and Leadership Development's Lt. Col. Mark George and NCLS director, Cadet 1st Class Jaime Snyder. They'll set the stage not only for NCLS, but for today's coverage. Then we'll talk with four key leaders speaking at the symposium, including Senior Master Sgt. (Ret.) Israel Del Torro on keeping courageous during times of crisis. We'll also talk with Task Force Hope developer and facilitator, Maj. Tara Holmes, on preparing leaders to handle crisis before it happens. Then, former POW, Maj. Gen. (Ret.) Edward Mechenbier, USAFA Class of '64, on leading in circumstances out of your control. And finally, Annapolis grad and Vietnam-era aviator, Capt. (Ret.) J. Charles Plumb, on how character breeds courage. All of our guests' lives and careers reflect the reality of this year's theme through combat, crisis and service. So I want to bring in our first two guests to help, as I said, frame the discussion today. We're going to dig in to learn what this is all about and sort of the “why” behind it. Cadet Jaime Snyder, 2026 NCLS director. Cadet Snyder, you've helped lead the organizing of the National Character and Leadership Symposium — 33rd year for this, as you know, and part of that work, you've trained cadets and permanent party. I'm going to ask you to explain permanent party, all of which helps strengthen your own public speaking and leadership communication skills. You want to kind of expound on that a bit? C1C Jaime Snyder 2:20 Yes, sir. So a part of my role being in NCLS is to, one, provide the guidance, the support and resources on the cadet side to succeed. But what really makes NCLS special is that we integrate permanent party with cadets. So oftentimes me, in supporting and training permanent party, is giving them cadet perspective, because while they're over here and the Center for Character and Leadership Development, we're over there in the Cadet Wing, and I can be the mediator between both parties. Ted Robertson 2:46 Let's talk a little bit about permanent party. What does that term mean? Who does that describe? C1C Jaime Snyder 2:52 Oh yes. Permanent party describes the civilian and military faculty that works in the Center for Character and Leadership Development that assists with the execution of NCLS — the National Character and Leadership Symposium. Ted Robertson 3:05 How big is the team behind this event every year? C1C Jaime Snyder 3:08 It's kind of complex where we'll get search cadets. We'll get a large number of volunteers, approximately around 300 from the Cadet Wing. Internal staff consists of 50 cadets who work it throughout the entire year, and around 50 staff members who are permanent party who work in the Center for Character and Leadership Development. Ted Robertson 3:29 I want to bring in next Lt. Col. Mark George, who is the experiential and training division chief and NCLS program director, the very fortunate man that gets to work for some incredibly talented cadets. Col. Mark George 3:43 That is absolutely true. Thanks to for having us on. Cadet Snyder has done an outstanding job leading this team. I came into this a little bit late. You know, we've had some reorganization here at the Academy, and after some shuffling, I got the honor and the privilege to take over NCLS while the planning was well underway. So my job was to just make sure this train kept rolling, that people had the resources that they needed, the top cover they needed. And as Jamie said, he was training me as a permanent party member to make sure that I had the cadet perspective. And then, you know, we were moving this ball forward as we got to this event. Ted Robertson 4:23 So coming up in the podcast we'll get to the sort of “why” and what's at the core of NCLS. Colonel, let's start with you. What is National Character and Leadership Symposium designed to do for cadets?   Col. Mark George 4:38 Sure. The National Character and Leadership Symposium — NCLS — is designed to bring exemplars that embody the core values and the traits that we want cadets to have when they become leaders on Day 1 and inspire them to a lifetime of service.   Ted Robertson 4:57 Cadet Snyder?   C1C Jaime Snyder 4:59 We definitely see at USAFA, there is a clear correlation with NCLS and character development. One thing we want cadets to get out of NCLS is to further develop leaders of character who are going to join the fight in the Air Force and Space Force, and that's why I see the epitome of NCLS as it's an opportunity to hear people's perspectives as well as learn from it and apply it to their daily lives. Ted Robertson 5:24 Gentlemen, this year's theme focuses on the courage to lead in the profession of arms. Cadet Snyder, we'll start with you. How did that theme come together, and why is it especially relevant for cadets right now? C1C Jaime Snyder 5:40 With our current structure at USAFA, we've had some implement of change. We recognize that the future war conflict is more prevalent than ever, and that it's important for the cadets to understand that we're changing the way we approach training, as well as what we're learning in curriculum. So this NCLS was an incredible opportunity to discuss courage when leading in the profession of arms, but furthermore, courage and crises-tested character. Which is what we're trying to further push along with what we do in training as well as what we teach in leadership. Ted Robertson 6:15 You make good decisions when your character is strong. You make those decisions with integrity when your character is intact and it's strong. Would you agree with that, Colonel? Col. Mark George 6:25 Absolutely. And I think Cadet Snyder hit the nail on the head that we really want the cadets to understand that the environments that they're stepping into are going to require that courage to do hard things. In my day, like we didn't necessarily think about the fight in that way. You know, we were kind of stovepiped in. And these cadets, whatever environment they may be stepping into, the next conflict is going to require a lot, a high demand of them, and their character is their foundation for that. Ted Robertson 6:59 One of the things you can say about this event is that it brings together voices from combat, crisis, athletics, academia and industry. How intentional is that mix, Cadet Snyder, and what do cadets gain from hearing such different perspectives on leadership and character? C1C Jaime Snyder 7:18 I think by hearing different perspectives, you get to see how universal courage is. When we say courage, it's not just one thing, it's also moral, social, spiritual. And by looking at different versions of courage, you can understand that there's different ways to actually apply courage. Understanding that courage is not the absence of fear, also knowing that courage is not simply being a confident individual. That it's more complex than you may define courage, and so you can then apply it that way — by looking at different perspectives. Ted Robertson 7:53 Colonel, I'll address this one to you as well. Col. Mark George 7:56 Sure. Courage — we're talking about courage here, and there's a heavy focus on the combat side with this year's speakers. The thing that sticks out to me is that courage always involves a decision to do the hard thing. And that's what all of our speakers brought this year. They're showing how in different environments, whether it's in a prison cell in Hanoi or up on the Space Station or — there's a hard decision and the right thing is sometimes pretty obvious, but it doesn't mean it's easy. It does not mean it's easy to do. And so courage always involves a decision to do the right thing. Ted Robertson 8:39 Cadet Snyder? C1C Jaime Snyder 8:40 What he said I find to be very true — understanding that courage is not simply doing something physical, but also in a leadership role, especially — we're talking to cadets who are going to soon be commissioned officers. It's important to know that you need to make the right decision on and off the battlefield. Ted Robertson 8:58 So from your perspective as a cadet — and this one is just for you, Cadet Snyder — what does it mean to help shape an event like NCLS while you're still developing as a leader yourself? C1C Jaime Snyder 9:10 What I've seen through NCLS is taking the time to relax. Don't focus on the future and focus where you're at right now, and that's character development. So don't let the pursuit of tomorrow diminish the joy today. We all have this aspiration to graduate, throw our hats in the air, Thunderbirds fly over. But right now it's important to focus on character development as that's going to be important as future officers. Ted Robertson 9:35 That makes 1,000% very clear sense. But I do want to ask you, less than 100 days from the day you toss your hat — you're giving me a big smile right now — talk about how that feels right now for you. C1C Jaime Snyder 9:47 It's incredible, and a part of it is less daunting, because I can say this institution has really prepared me to commission, and so it's more liberating than daunting for me. Ted Robertson 9:58 Col. George, I'm going to direct this one straight to you, and this is an ask of you from the leadership perspective: How do we events Like NCLS fit into the broader effort to intentionally develop leaders of character here at the Academy. Col. Mark George 10:14 So I get the honor of leading the experiential and training division in the Center for Character and Leadership Development. So we're all about creating experiences and those opportunities for cadets to have different types of environments where they'll learn about character. And right now, NCLS is an opportunity to listen to where people's character was tested, how they overcame it. And then we also have different events that we try to put the cadets in where we'll actually test their character. And that could be on the challenge tower, it could be through our character labs where we're having discussions. NCLS is a huge part of that, because the planning cycle is so long. Ted Robertson 10:59 Cadet Snyder? C1C Jaime Snyder 11:00 Yes, sir. One thing I wanted to add on to that is with NCLS, one thing that makes this event the most unique experience that I've had is the fact that we get to engage in meaningful dialog. This isn't a brief. This is an experience for everyone who attends. I've had the opportunity to talk to Col. George's son, who aspires to possibly come to the Air Force Academy. So I don't want to say this is just for cadets, but it's also a promotion tool. And understand that what we do at NCLS is very important. And anyone who wants to attend can come and see what we're doing and how important it is.   Col. Mark George 11:33 I want to thank you for that, by the way. He looks up to you, and that meant a lot.   Ted Robertson 11:37 That's pretty visionary stuff. That's touching the next generation. That's fantastic. All right, this is for you both. When cadets look back on NCLS years from now, what do you hope they're going to remember feeling or being challenged to do differently?   C1C Jaime Snyder 11:56 There is a very strong human component to NCLS, and with that, there's a human experience. Understanding that we're getting speakers and we'll see their bios that they're incredible. They have incredible stories of making the right decision when tensions were high, and getting to hear their stories and understand that they ultimately were no different than we are. Some of them were Air Force Academy graduates. Some graduated from the Naval Academy, West Point, other colleges, but they were young, 20-year-old people like we were as cadets. And so getting to understand where they're coming from, human experience is vital to NCLS, and how do we grow and understand where they're coming from? Ted Robertson 12:38 Col. George? Col. Mark George 12:39 Yeah, I think what I would want the cadets to remember is how these speakers made them feel. You're right, you won't remember every nugget of wisdom that was said. I just had the opportunity to talk with Gen. Scott Miller, and he was an incredible leader. And I feel like everything he was saying was gold. I wish I'd been able to write it down. But he really makes you feel like you understand just how important your role is going to be as a young leader. And when you come away as second lieutenants from this place, you've had incredible opportunities and now you're stepping out in the real world. I would think I want the cadets to remember that like, “Hey, what I do matters, and how I lead is very important to getting this mission done.”   Ted Robertson 13:24 Lt. Col. Mark George and C1C Jaime Snyder, officer and cadet in charge of the 33rd NCLS. Congratulations on the event. Well done, and thank you for spending time here with us on the podcast today. Hearing from both the cadet perspective and the senior leadership behind NCLS makes one thing very clear: This symposium is intentionally designed not just to inspire but to prepare future leaders for moments when character will be tested. And that brings me to my first featured guest, a man whose life story embodies what combat and crisis-tested character truly means. Israel “DT” Del Toro, welcome to the podcast. It's an honor to be with you here at the National Character and Leadership Symposium. Senior Master Sgt. (Ret.) Israel Del Toro 14:18 Thank you, Ted. Thanks for having me. Good to see you again.   Ted Robertson 14:21 Yes, it's not the first time we've gotten to spend some time together. Senior Master Sgt. Israel Del Toro 14:24 It's always great to talk to people, try and spread the word of the whole spark and the promise of my dad. Ted Robertson 14:30 The spark and the promises are the two things that really stood out to me about that interview — your heart and your soul man, from a very, very early age. Senior Master Sgt. Israel Del Toro 14:39 You know, losing my dad at 12, and then a year and a half later, losing my mom to a drunk driver, and being the oldest, you know, having to now kind of step up to be, like, the parent figure to my younger siblings. It was challenging.   Ted Robertson 14:55 Out of all of that, you wound up as a retired — you are currently a retired senior master sergeant. You took responsibility for your siblings, as you say, after you were orphaned as a teenager, and ultimately in the service combat-wounded airmen, and you survived catastrophic injuries against incredible odds, and that did not keep you down. One of the things that you did was you became an Invictus Games gold medalist. You're now a national speaker, and you talk a lot about resilience and purpose.   Senior Master Sgt. Israel Del Toro 15:27 Yes, sir. Yeah, Invictus, I won gold in shot put. It was pretty awesome. You know, everyone was just going nuts. Ted Robertson 15:37 You kind of make me feel like that was a soul-feeding, motivating time for you.   Senior Master Sgt. Israel Del Toro 15:42 It was. At that time, I was probably one of the senior guys, kind of. Obviously, I was one of the senior guys, wounded guys on the team, and so a lot of people looked up to me. And sometimes I wish — people would say, “Man, it's great. You're such trailblazer.” You're sometimes like, “Man, I just want to be one of the guys. I just, I just want to be No. 10.” You know, everything's all done, and no one's focusing everything on me. But it's a burden that I'm willing to carry on to try and continue to help people.   Ted Robertson 16:19 I want to linger here in your background a bit, because it's more than just impressive. I think impressive is pretty trite to describe what your background is. Let's start with before the Air Force and before combat, and just how your life demanded responsibility at such a young age. And what I want to ask is, how did stepping up for your family shape the leader that you became? Senior Master Sgt. Israel Del Toro 16:40 Well, I contribute that totally to my dad. I truly do. My dad was there. My dad, you know, I went everywhere with my dad. My dad — you know, he came from Mexico to this country, and he gave up a lot. You know, my family in Mexico is very wealthy, their ranchers and all that. He came here with nothing. And he always used to tell me, he's like, “Don't ever be envious of someone that's successful. Learn from them. Ask them questions.” He also used to tell me, “If you don't succeed, it's no one else's fault by yourself. Don't blame where you came from, where you grew up from, the situation. It is only your fault.” So my dad always had told me these little lessons and obviously the last lesson he gave me the night before he passed: Always take care of your family. And that just stayed with me, that kind of continued to shape me all throughout my life, all through my journey, at a young age to teenager to young adult to the military and to now, to this day, that really guided me to who I am. Now, it's like, I always hear people say, “Oh, man, I don't know if I can do it.” I was like, “Yeah, you can. You Just never know. You weren't ever put in that situation” I always believe — you always hear the fight or flight. “What are you gonna do?” I just fight, and I continue to fight. I just don't see the flight in me. And, you know, being the promise of take care of your family. Yes, I tell people, that originated with my family — my brothers and sisters. But throughout time it has evolved to now anyone I see that's having a hard time that needs maybe to hear a story or read a book or hear a journey to help them find that spark, because I see them now as my family. I see that as my family, as my mission now.   Ted Robertson 18:50 Let's stay with spark for a minute. It's just one of my favorite things that you've ever talked about. You're down, you've been badly burned, you're worried about whether you're going to survive, and a medic is helping you out, and he does something for you. He says something to you.   Senior Master Sgt. Israel Del Toro 19:07 Yeah, you know, the medic — I always like to say, you know, yes, I'm Air Force. Those guys were Army, and we bust each other's chops. But, we're all brothers and sisters, and we're down range, you know? We take care of each other, we tell stories, we talk about our family. So these guys knew what had happened in my past with my family. So when I'm, you know, laying there, after I coordinate getting air, and I started the adrenaline going down, I started getting scared. I was having a hard time breathing, and I just wanted to lay down and sleep. The medic came and reminded me, “DT, remember what you promised your son, that you'll never let him grow without his dad. Fight for your son. You got to fight for your son.” And he's just making me yell it. You use anything you can to keep your guy motivated, to help that spark go, keep going. And that's what he did. He found that spark to keep me going, to keep me fighting until that medevac came and to get me on that helicopter, to the FOB, to the hospital, and then to eventually San Antonio. Ted Robertson 20:24 After that injury, that's when the fight shifted. You had to get off the battlefield. You had to get that out of your head. You had to start battling for your recovery. So what did courage look like when progress seemed like it was slow and at one point nothing was guaranteed? Israel Del Toro 20:46 Yeah, it, you know, when he had a shift from now being on the battlefield to now a different kind of battle and your recovery, your way of life — it's difficult because you have people telling you this is what your life's going to be. You know, being told that you're never going to walk again. You got to be in a hospital for another year and a half, respirator for the rest of your life and your military career is pretty much over. You know, I like to say there's two choices again: Who you're going to be? Are you going to take the easy path, which is, I'm going to sit in a chair, accept what they say, hate life, you know, curse the world. Are you going to take the hard path where I want to fight? I'm going to show you I can do this. I'm going to prove that I still have value, and I want to come out of this ahead and show not only my son but the rest of the world. You stay positive, you find that spark, you will come out ahead. Ted Robertson 21:48 All right, last question on your background, because we're going to roll all this into why you're here and what messages you want to share with the cadets and the attendees that are here. You did something I don't think most human beings would even think about after that ordeal that you had been through all those years, everything. You reenlisted, and it wasn't just a medical milestone. It wasn't because you could, it was a conscious decision. So what internal commitment had to come first for you to make that decision. Israel Del Toro 22:22 You know, I guess it was, for me it was I loved my job. I knew I could teach, I could be prepare these next guys to [be] the next generation operators. Ted Robertson 22:38 You've never stopped being committed. You've never stopped. So it brings you to NCLS. This is the 33rd year for NCLS, and when you speak to cadets here, what message do you want them to take away with them? Senior Master Sgt. Israel Del Toro 22:53 I guess my message more is about that when you're in the military, no matter whatever happens to you, you still have a role to play. Even when I got hurt, did I miss being with my teammates? Yes, but now refocusing, OK, I'm here in this hospital, and I see all these wounded guys here as I guess I'm wounded also, but in my head is like I was still NCO in the Air Force. I still have a job to do. Yes, I'm hurt, I'm wounded, but the job of a leader is, no matter where you're at, is you try and take care of your troops. You try and make things better for them, even if you never see any of the benefits — that is your role. And so that's kind of what I want to leave with these guys that, you know, you're going to always have  challenges throughout your career, but you've always got to remember it's not about you, it's about the guys under you to take care of you. You know, I had a group of cadets yesterday and they were just asking me about leadership. So you know what? The best way to be a great leader is to earn the respect of yourtroops. If you demand it, you're not a leader, but when you earned the respect and they'll die for you, that is the greatest feeling. You know, I gave an example of one of the best moments I had after my injury, is after I got hurt, they sent my replacement, and he comes in and obviously introduce him to the scout team, to the Army company, individuals in leadership, and then the SF team, and all these guys I'm supporting. And the guy comes in like, “Hey, I'm here to replace DT.” And all of them, “You can't replace DT.” And I told that was the best moment that that's the best moment of respect, because I had Army guys saying, “He's our guy.” And that's the thing I told them, it's like, when you get to that moment when your guys say, “Nah, he's our guy,” I was like, “He can't replace him.” That is where you've truly earned the respect of your troops.   Ted Robertson 25:21 Israel, the only word that I can pull out of myself right now for your journey to describe it as “remarkable,” and you continue to give of yourself, and that's a wonderful thing. Your opportunity for a couple of final thoughts here, before we close out.   Senior Master Sgt. Israel Del Toro 25:38 Final thoughts, man, putting me on the spot, aren't you. I guess my final thoughts would be, you can't do it on your own. I'm not here right now, because I did it my own. I did it. I'm never gonna say that I did. I had friends, I had family, I had my wife that were by my side all throughout my journey to medical individuals. And I had those dark times, and I'm going down that spot, that rabbit hole, they were there to pull me out of it. So I think it's like, you know, don't try and do it on your own. We all need help. You know, the goal is, don't be prideful. There's a reason pride is one of the seven deadly sins. But, you know, ask for help, ask for advice. It's not going to hurt you. If anything, it will make you stronger and better. That's parting thoughts for the individuals listening to this. Ted Robertson 26:53 Perfect. Israel “DT” Del Toro, what a privilege to sit with you again. Want to say thank you from all of us for your service and continuing to lead by the example, which is a very rich and broad and deep example. Your story reminds us, and should remind us, that courage doesn't end with just survival. It always continues in service to others. Israel, thank you for being here.   Senior Master Sgt. Israel Del Toro 27:18 Thanks, Ted. I appreciate it. Thanks for having me again.   Ted Robertson 27:21 Israel's story reminds us that crisis and moral injury don't always arrive on a schedule, and that leaders are often expected to navigate those moments without ever having been taught how. That's where our next conversation takes us: into the intentional work of preparing leaders before crisis arrives. Maj. Tara Holmes, welcome to the podcast. It's great to have you with us as part of the National Character and Leadership Symposium.   Maj. Tara Holmes  27:46 Thanks for having me; glad to be here.   Ted Robertson 27:48 You are currently deputy chief of staff here at Headquarters USAFA. You are formerly chief of cadet development for CCLD, the Center for Character and Leadership development. By way of background, you flew.   Maj. Tara Holmes  28:01 So I am a B-52 electronic warfare officer by trade, and then moved over into white jets. So instructed in the in the T-1 and I've kind of been in education and training for, I'd say, since about 2017.   Ted Robertson  28:19 You also hold a Doctorate in Business and Management, and you are an AETC master instructor. I will let you explain AETC.   Maj. Tara Holmes  28:27 Air Education Training Command, that's one of the that's our majcom that's responsible for education and training, and they have a pathway to become a master instructor. So I finished the qualifications for that while I was in white jets and working over at Squadron Officer School.   Ted Robertson  28:46 So let's talk about your work with Task Force Hope. We'll talk about what Task Force Hope is, but you are and have been a developer and facilitator of Task Force Hope, which is a crisis and moral injury leadership workshop.   Maj. Tara Holmes  29:01 Task Force Hope is about providing immediately useful tools to our workshop participants to prepare them to lead through crisis, whether that is no-kidding combat related, or whether that's crisis on the home front, going through stuff in life that's really hard. We work through a series of key concepts and exercises, through storytelling and participant engagement that hopefully provides our participants some self-awareness and some tools to recover as it deals with their relationships.   Ted Robertson  29:39 We talked about this. There's a lot of nuance in what you're teaching these people. There's discernment in it. Who should you talk to, who you should trust with information that you want to share? Because ultimately, some of this becomes a pressure release valve, right?   Maj. Tara Holmes  29:52 Yeah, so one of the key concepts that we talk about is worthiness, right? I think often people feel pressure to not share what they're going through because they don't think their problems are worthy of attention, whether theirs or someone else's. That's one thing that we spend a lot of time on. And like you said, you know, who to who to share with, and at what level, some people are more free with sharing than others, and that's OK. So we work through some frameworks that help illustrate how people can kind of work through those levels, or gain some self-awareness and some clarity around where they fall. Something that is a, you know, deep seated secret for you, maybe something that somebody else is willing to openly share, they just don't see it as that big of a deal. So it's definitely about self-awareness and learning some tools to help relieve some of the pressure and drain on our batteries, as it were, that comes from holding these things in.   Ted Robertson  30:52 People who are attending the workshop are going to learn some things that they may not realize are draining their batteries. You're teaching them to discern what those are, and to be careful to try to avoid those. It sounds like an example to me of things that we don't realize we do, that drains us, right, instead of energizes us.   Maj. Tara Holmes  31:10 So we use the kind of metaphor of a smartphone, right? So there are things that drain us, that are big, that we're taking a lot of energy to conceal the hard things that we're dealing with in our life. But then there's, like, the pesky background apps, there's the things that are always running in the background of our lives that drain our energy without us really even noticing it. You know, so for me as an officer, but also as a mom and a spouse, some of the things that are always draining my batteries are my to-do list, the laundry app, maybe social media apps. Sometimes I've probably spend way too much time reading the news these days. That's kind of always on for me. We have these big things that are draining our batteries, but then we have these like small things that are constantly going on, right? So Task Force Hope is about recognizing what those things are for us and then making a commitment to ourselves to make this space and time to recover.   Ted Robertson  32:09 So that brings us to a really unique place. You kind of function at the intersection of character, leadership and development pretty much every day. So how do you define character when you're responsible for shaping it across an entire Cadet Wing.   Maj. Tara Holmes  32:24 To me, character is the essence of who they are. It is how you show up day after day. It's the habits that you have. That's why, when you do something out of character, people are able to say that. You know, we talk about building character strengths as building blocks towards certain virtues. And virtues is really excellence of character. So it's easy to talk about how to be an excellent athlete, or how to be an excellent academic, right? And that's one of our core values, is being excellent. Well, how do you have excellent character? It's really about leveraging your character strengths in a way that can lead you to be more virtuous, and that's the goal.   Ted Robertson  33:05 You've served, both operationally and as an instructor. Tell me how those things shape the way you think about preparing leaders not just to perform but to endure.   Maj. Tara Holmes  33:19 What comes to mind is the importance of training and building those habits. We're, you know, in the previous question, we talked about it in terms of character. You know, you can, you can use any kind of training. It's about building readiness, right? And being able to build those habits so that when you are faced with a challenge, you have a way to work through the challenge, right? That really came out for me, both operationally and as an instructor. So operationally, you rely on your training to get your job done, and then as an instructor, you're helping others build those habits so that one day when your students are faced with challenges, they can rely on their training as well.   Ted Robertson  34:01 We've talked a bit about your experiences and how they shape the way you think about preparing leaders, not just to perform but to endure. And now let's bring it right down to the direct connection between Task Force Hope and why you are here talking about this program to attendees at NCLS. When we talk about Task Force Hope, it's a program that is really designed to prepare leaders to navigate crisis and recover from both emotional and moral injury. What can you tell me about a gap that a workshop like this fills, that traditional leadership education sometimes or often misses?   Maj. Tara Holmes  34:38 Task Force Hope is preventative in nature. It's training to prevent people from letting their burdens get the best of them so that they can show up. They have the tools to show up fully charged when stuff hits the van. And not only that they do that for themselves, but then they can help their teammates or their subordinates also get there. It's self-awareness, because we all perform self-care differently, and what you need to recharge your batteries is different from the way that I would do it. So it's being intentional and having some tools to be able to identify what works for you and then how to make space in your life, and building that commitment to yourself, to make that space so that the next time that you face a crisis, you're not facing it at 10%, you're full up, you're ready to go. So it's that sustained self-care, if that's what you want to call it. And it's important to say that you know, in a 75-minute session, we're really doing our best to provide exposure to key concepts and these tools. What we hope is that people walk out with the start of something. It's not it's not the end of their work to be done.   Ted Robertson  35:54 How often do you hear the question, “Why didn't I hear this earlier in my career?”   Maj. Tara Holmes  36:00 Every workshop. Last year, after the workshop, we had a 1970-something graduate say that exact thing. For me personally, I had four people say something, you know, “Hey, I was a cadet here in '90-something, '80-something, 2000-something. And, you know, I really wish that I would have had this earlier.” So that's what we're trying to do. We're trying to bring it as early as we can.   Ted Robertson  36:26 OK, so our last question of our visit, if cadets take just one lesson from Task Force Hope and NCLs this year, what is your hope for that lesson to be?   Maj. Tara Holmes  36:39 My hope is that they're worth it. No problem is too big or too small to be dealt with, and like we talked about earlier, I think often people keep things to themselves because they feel like they shouldn't bother others, or there's their supervisors or their teammates with what's going on in their lives. And that's a drain. Like, that's a drain on the system. It eats up your energy, right? But our cadets are worth it. Whatever they're dealing with, big or small, is worthy of being addressed. I hope that's the takeaway, and that we all deal with things, right? We don't always know what other people are dealing with.   Ted Robertson  37:22 Maj. Holmes. Thank you for the work you're doing to prepare future leaders, not just to lead in moments of clarity, but to stand firm in moments of crisis. We appreciate you being here.   Maj. Tara Holmes  37:32 Thanks, Ted.   Ted Robertson  37:33 That focus on preservation, resilience and moral courage brings us to our next conversation, one shaped by combat, captivity and a life of service under the most demanding conditions. Coming up next, my conversation with Maj. Gen. (Ret.) Edward Mechenbier. Gen. Mechenbier, welcome to the podcast. It is a huge honor having you here, sir.   Maj. Gen. Edward Mechenbier 37:56 I hope you feel that way in a half hour so well,   Ted Robertson  37:59 Well, the conversation does promise to be interesting, because your life is… interesting. That was a pregnant pause, sir.   Maj. Gen. Edward Mechenbier 38:07 Yeah, I've enjoyed it. It's different.   Ted Robertson  38:11 Just to sort of frame things, you retired as a major general, and what year was that, sir,   Maj. Gen. Edward Mechenbier 38:15 2004   Ted Robertson  38:16 And you were USAFA Class of '64. You're a Vietnam-era pilot, having flown F-4s, you were shot down on your 113th combat mission, but that was you also your 80th over North Vietnam. OK, prisoner of war. Then for almost those entire six years following that, being shot down. You come with 3,600 flying hours across lots of different aircraft.   Maj. Gen. Edward Mechenbier  38:42 I was privileged fly either for primary capability or for familiarization with 43 different airplanes.   Ted Robertson  38:49 And now you describe yourself as a lifelong advocate for veterans and public service.   Maj. Gen. Edward Mechenbier  38:56 Well, yeah, I mean, I go to a couple prisons in Ohio, and “work with” is probably overstating my role. Veterans who are incarcerated for long periods of time. But my role is just to go there, spend some time, shoot the breeze with them, no agenda, no desired learning objective and let them know that somebody outside knows that they're there.   Ted Robertson  39:19 What I want to do is spend some time in your background. All right, I want to start with combat and captivity and how that tests leadership in its most extreme forms. And this is in course in keeping with the theme of NCLS here, what did character mean to you when circumstances were entirely beyond your control?   Maj. Gen. Edward Mechenbier  39:38 The Vietnamese kept us in small groups of one and two or three guys. I mean, we never really until near the end and later on when we got a little organization. But it got very down, very personal, when at one time, I was in a cell with four guys, three Class of 1964 Air Force Academy graduates and one poor Oklahoma State University graduate, and amongst the four of us, we had a senior ranking officer. And of course, you got the same rank, you go alphabetical. And so we made Ron Bliss the senior ranking officer in our room. We had a communication system. We had guidelines that, you know, which were basically consistent with the code of conduct. You know, name, rank, serial number, date of birth, don't answer further questions. Keep faith with your fellow positions. That was the key. Keep faith. Never do anything that you'd be embarrassed to tell somebody you did.   Ted Robertson  40:34 What you're explaining is how different leadership looks, and even how you describe it, how different it is from command. So now it comes down to trust and accountability and courage, and how do those show up in those conditions?   Maj. Gen. Edward Mechenbier  40:51 It was really a matter of, we always knew we were still in the fight. That was one thing that was with us, and so you just kind of conducted yourself with, OK, I'm not going to let myself be used. Now, we also knew that the more you resisted pushed back, the less likely they were to make you go meet an antiwar delegation or write a confession or do something else like that. So they tend to pick on, if you will, the low-hanging fruit or the easier guy to get to. So we always wanted to set the bar just a little bit out of their reach.   Ted Robertson  41:25 All right, having gone through all of that, it really can change people quite profoundly. So when you look back at it, what leadership lessons stayed with you long after you got out of captivity?   Maj. Gen. Edward Mechenbier  41:39 In the movie Return of Honor. Capt. Mike McGrath, Navy guy, describes the guys in their ability to resist torture and do things. And that's what you learn. Everybody's got a breaking point. If mine's here and somebody else's is there, that doesn't make me better or worse than them. So you learn to appreciate the talents and the weaknesses. If you know the foibles, the cracks in everybody around you and not to exploit them, but to understand them, and then to be the kind of leader that that they need.   Ted Robertson  42:12 Sir, one of the recurring themes when you're discussing leadership with leaders right is knowing something about each of your people so that you can relate to them in a way that that works for them and motivates them.   Maj. Gen. Edward Mechenbier  42:23 Yeah. Mark Welch, who's also a graduate and he is a chief of staff of the Air Force, always had a saying: “If you don't know what's going on, it's because you didn't ask.”   Ted Robertson  42:32 Now we're going to roll all that into your long journey between captivity and your visit here to NCLS this year. When you're speaking to the cadets at this year's event, what's your main hope? What do you hope they understand about courage before they even ever face combat?   Maj. Gen. Edward Mechenbier  42:54 Well, courage is a reaction to a clear and present threat. Nobody knows how they're gonna — know he's gonna say, OK, I'm gonna go to Vietnam and I want to get shot down, and when the Vietnamese capture me, I'm going to give them a middle finger and I'm going to be the meanest bad ass and hardest-to-break prisoner. Yeah, it's how you respond to the to the immediate perception of bodily harm or being used or something else like that. So courage is, yeah, it just happens. It's not something that you can put in a package and say, “OK, I've got courage.” It's how you respond to the situation, because you might respond quite differently than what you think.   Ted Robertson  43:35 And I have to say, you presented your story and you delivered your message in kind of a unique way. You drew from some contemporary references, specifically three clips from a movie that you like, that I was curious. How did you sum up your entire life in three movie clips from Madagascar? How did you do that?   Maj. Gen. Edward Mechenbier  43:57 Well, the three movie clips — when I watched the movie, I was looking at it, I have got two favorite movies. Madagascar is one, and the other is a Kelsey Grammer movie, Down Periscope. I mean, I think that is a perfect study in in leadership. But in the movie Madagascar, the premise was penguins can't fly, but yet it opens up with them applying resource, innovation imagination, and they eventually get this airplane to fly. OK, great. Success. Well, like everything else in life, things go wrong, and you got to have, No. 1, a backup plan, an exit ramp or a control mechanism for the disaster that's pending. So that's the second movie clip we saw. And then the third one was towards the end of the movie, when the crash landing has happened and the skipper asks for an accounting, and he's told that all passengers are accounted for, except two. And he says, that's the number I can live with. And the message there is, you go through life — you're going to have successes, but you're going to have failures, and failure has a cost, and it's not always pleasant, but that's OK, because that's life.   Ted Robertson  45:15 How do you explain how leaders can prepare themselves morally and mentally for moments they can't predict or control.   Maj. Gen. Edward Mechenbier  45:25 Watch movies like Madagascar and Down Periscope. You know, there's a breadth of unintentional, if you will, guidance on how to be a leader, if you know where to look or if you're looking for it. I mean, that's part of the whole progress program at the Academy. Nobody's going to say, OK, here's a scenario, lead these resources to a proper conclusion. It's kind of like, OK, here's the situation. What do we do? What can we do? What can't we do? It's like, in my presentation, I talk about being able to run across a pasture in nine seconds, in 10 seconds, but if the bull can do it, you're in trouble. So you got to realign your thinking, you got to realign your goals and you got to realign the application of resources. So that's the leadership part, right there. It's a realization of what you can and what you can't do. It's a realization of what you, your people, your resources, can and can't do. It's a realization of what the technology you have at your disposal to do your mission can and can't do. So it's all about workarounds and being flexible. And then the other thing is, we live in a world that just seems to be everything's got a prescription and a protocol on exactly how to do everything. Doesn't work that way. You got to be able to go left and right. You got to be able to be a little imaginative.   Ted Robertson  46:42 What parting thought did you leave the cadets with?   Maj. Gen. Edward Mechenbier  46:45 That failure is part of life. It's not death. And I'm part of an organization called American 300 — we go around and talk to young enlisted people and all the services to get them to understand that failure is a learning opportunity. It's not a dagger in the heart, and don't be afraid or ashamed to try, because if you don't, you'll never know what your true potential is. So with the cadets, we close with that last part from the movie Madagascar that basically said, OK, success comes with a price. Be aware and accept it.   Ted Robertson  47:23 All right, we've got to close it out here, but recap, if you would one more time that message that you want cadets to leave here with from having heard you speak.   Maj. Gen. Edward Mechenbier  47:32 You are now a living, breathing, viable, productive part of our United States Air Force. You bring talents that are unique. Apply them, but understand that they're all very transitory, and you have part of a larger community. If you stick with a community rather than the “I did,” “I want,” I have,” you'll go a long way.   Ted Robertson  47:54 All right, and stepping outside of that very briefly for your final thoughts, what would you like to leave listeners with today.   Maj. Gen. Edward Mechenbier  48:01 Be proud of the young men and women who are in our military now, not just those at the Air Force Academy. You know, our whole military structure has changed over the years. You know, it's a dynamic world. You got to be flexible and embrace change. We're so reluctant to change. Change is fine, except when you try to change me, is the old saying, but we all have to change. We have to be part of the world in which we live.     Ted Robertson  48:26 Gen. Mechenbier, I want to thank you from all of us for being here sharing those leadership lessons of yours and a lifetime of service that will continue to shape others — future leaders — for a very, very long time to come. We appreciate you very much.   Maj. Gen. Edward Mechenbier  48:43 Thank you much.   Ted Robertson  48:44 Our final conversation brings us to leadership at the strategic level, where decisions affect institutions, alliances and the nation itself. Capt. Charles Plumb, welcome to the podcast today, sir.   Capt. J. Charles Plumb  48:56 Thanks, Ted. Appreciate being here.   Ted Robertson  48:59 It is a privilege to have you. You retired as a Navy captain in 1991 and you have not slowed down, not one inch since. We're going to talk a little bit about the work that you're doing in some very interesting spaces. And what informs all of that. Naval Academy, Class of '64.   Capt. J. Charles Plumb  49:15 Yep, the Great Class of '64.     Ted Robertson  49:17 The great —that's how you express class pride?   Capt. J. Charles Plumb  49:20 Everybody knows the Great Class of '64.   Ted Robertson  49:23 So you are an Annapolis man.   Capt. J. Charles Plumb  49:25 I am, in fact.   Ted Robertson  49:26 No doubt. And a pilot. You flew F-4 Phantoms, and you are a Vietnam-era pilot. You spent most of your time over North Vietnam. Sometimes you got sent to South Vietnam, depending on what was going on. But you said that you have flown 74 combat missions.   Capt. J. Charles Plumb  49:45 Actually 74 and a half, Ted. I have one more takeoff and I have landings.   Ted Robertson  49:50 We should remember that, because it's a very important part of your life we haven't talked about yet. Since you got out of captivity, and then you retired a few years later, you became a published author and a speaker, and as such, you have been to every state, several countries, 5,000 presentations you've delivered in the leadership and character development space. Is there any reason you should not be here at NCLS?   Capt. J. Charles Plumb  50:24 Well, I appreciate that. You know, this is a great symposium, and I'm really proud to contribute to it.   Ted Robertson  50:32 Captain, you are a former POW.   Capt. J. Charles Plumb  50:36 Yes, I was shot down on my 75th mission and captured, tortured and spent the next 2,103 days in communist prison camps.   Ted Robertson  50:49 You said you got moved around a lot.   Capt. J. Charles Plumb  50:52 We did. I was in six different camps, and some of those camps more than once. We never really understood why. We kind of suspected that they wanted to try to deny any fraternization with their guards, and they wanted to keep us on our toes, because they recognized that being military guys, we were going to have leadership, and we were going to have organization and community and we were going to organize, to fight them, and they didn't want that. So they moved us around and kind of shuffled us up, which didn't work. We always had a military organization in every camp that I ever went to.   Ted Robertson  51:31 You found ways to support each other. You found ways to have a leadership structure, even in captivity.   Capt. J. Charles Plumb  51:39 We were all fighter pilots or air crews and most of us were we, you know, we had 10 Air Force Academy grads from '64 in five Naval Academy grads from '64 and so we had in a lot of other academy grads. I don't remember how many, but probably 70 total academy grads. And so, you know, we were, we were dedicated. We were lifers. We were, you know, we were very focused guys, which helped out a lot that we knew a lot about military leadership.   Ted Robertson  52:11 You grew up in the Midwest, and you married a Midwestern girl.   Capt. J. Charles Plumb  52:15 I did, my high school sweetheart the day after I graduated from Annapolis, we got married in the chapel, and my buddies were holding up their swords as we came out of the chapel. So it was a beautiful day.   Ted Robertson  52:27 Let's go back to how you found your way to the Naval Academy.   Capt. J. Charles Plumb  52:32 I was a farm kid from Kansas. Never seen the ocean, never been out of the four states of Kansas, Nebraska, Iowa, Missouri. Never been in an airplane, and I needed an education. Found that the Naval Academy offered me an education.   Ted Robertson  52:50 Outside of Air Force Academy circles, you probably already know that we think of, you know, salty sea dog sailors when we think of people going in the Navy, but you chose aviation.   Capt. J. Charles Plumb  53:02 I did. As a kid, I would see these Piper Cubs fly over and I was fascinated by flight, and wondered if I'd ever be able to ride in an airplane. That was my thought when I was a kid. I didn't have any hopes of ever being a pilot, you know, let alone a fighter pilot. That was, I was out of the realm. Nobody, as I grew up, ever told me that I could do that, or I should do that, or, you know, it would be a hope of mine to ever pilot an airplane. But I went to the Naval Academy and found out that was one of the options, and I took advantage of that option.   Ted Robertson  53:43 Yeah, and it led you, of course, to over North Vietnam, and the rest is that part of your history   Capt. J. Charles Plumb  53:51 Launched on the aircraft carrier Kitty Hawk on my wife's birthday, the 5th of November, wave goodbye to her, and promised her I'd be back in eight months. I didn't make it.   Ted Robertson  54:04 Hard. Very hard story to hear. Let's talk about all of that informing your presentation now, again, 5,000 of these delivered in the leadership and character development space, but you talk a lot about, in your presentation — and you keynoted here at NCLS — the mental game side of this, the integrity, the choices that you have to make, and character that sort of frames all of that.   Capt. J. Charles Plumb  54:38 My message to the cadets, and really to most of my audiences, is around challenge and adversity. And I tell the cadets that they work awfully hard trying to get a degree. They study, they go to computers, they read books all to get a degree. And what I point out to them is that more important than the degree that they will get from the Air Force Academy is a character that they build while they are here. That the integrity first, you know, is part of their motto. And if, in fact, they can learn and live that integrity, if they can learn and live the commitment that they have, if they can learn in and live these kind of ethereal things, the things that you can't measure, things you can't define, the things that, you know, that crop up in your in your mind, in the back of your mind, are more important than the lessons they learn from a computer. And so that's kind of my message.   Ted Robertson  55:49 You know, we're in a leadership laboratory here. The art and the science is character development. And you're talking about a kind of character that leads people to make good decisions and make those decisions with integrity in mind. How did that play into your captivity and getting you through that?   Capt. J. Charles Plumb  56:09 You know, of course, I studied leadership at the Naval Academy, and I think that my period of experience more than teaching me anything, it validated what I had learned. And the whole idea — and I love the fact that this is called, you know, the Character and Leadership Symposium, because lots of times you see leadership without character, that's a negative kind of leadership. And if a leader does not have character, he doesn't last very long, and he's not very effective. And so if you can keep your character up front, the leadership can follow easily. And that's pretty much what we had in the prison camps. Several of the qualities of leadership that I promote are the things that almost came natural in a prison camp. First of all, we had to find a focus, a reason. We had to find, you know — and that was developed by our leadership in the prison camp. Return with honor — that was our motto, return with honor. And we all rallied around that.   Ted Robertson  57:22 So all of that said, you're standing here in front of a really big group of people as a keynote speaker, lot of cadets, mostly cadets, yeah.   Capt. J. Charles Plumb  57:31 Now there were cadets. I'm speaking on a panel with Ed Mechenbier, my good buddy, and we're on a panel with mostly cadets. The first presentation, the keynote was by invitation only. So there were a number of civilians in the audience, number of cadets. There were Naval Academy midshipmen in my audience today. And we had ROTC people, and, you know, from all over the country. So it was quite a wide audience.   Ted Robertson  58:04 Quite a wide audience. And so if we were just focusing on what you leave with cadets, what do you want them to take away from their experience today?   Capt. J. Charles Plumb  58:15 I hope they understand my message, that more important than the degree that they graduate with, is the character that they graduate with, and the importance of the integrity that that they learned here, because that was vital in the prison camp, is integrity. We had to have each other's back, and when we when we finally were released, we refused to be released until all the sick, injured and enlisted men had gone home, and it was a question of integrity, is a question that this is the right thing to do. It's not the easy thing to do. Largely, the integrity thing to do is not the easiest thing to do, and that's what I wanted to leave with the cadets. In addition, I want them to know that regardless of what situation they're in, they still have a choice, and their choice is the way they respond to the surrounding adversity situation that they're in.   Ted Robertson  59:21 An Annapolis grad of '64, Midwest kid from Kansas who makes it into the cockpit, and like you said, 74 and a half flights, then some time in captivity, then to a published author with thousands of presentations all over the country, and some in in other countries. What final thoughts would you like to leave today, sir?   Capt. J. Charles Plumb  59:47 Well, you know, I think I've already told you, you know, you're a great interviewer, Ted, and I appreciate your questions. I think, finally, this whole idea of self-determination and I think that we all, and not just the cadets, but graduates and families and business people, families. You know that we all have choices, and sometimes when we deny the choice and give up that ability to make our life better for ourselves. And you know, we do it sometimes even when we're not even thinking about it. It's just automatic to blame somebody else for the problem, and in doing so, we give away that choice.   Ted Robertson  1:00:34 Don't give away the choice. Yeah, build that character and stick by your integrity all the time. Capt. J. Charles Plumb, what a privilege it is to meet you, sir. Glad that you're here at NCLs and keynoting like you are, and I do hope that our paths cross again.   Capt. J. Charles Plumb  1:00:52 Ted, thank you very much. I appreciate your willingness to tell my story. Thanks for that.   Ted Robertson  1:00:57 You're welcome, sir. Thank you. Ted Robertson Close As we've heard throughout these conversations, courage isn't a single moment. It's a lifelong practice, from cadets just beginning their journey to leaders shaped by combat and crisis to senior commanders responsible for forces and futures. Character is tested when certainty disappears and it's revealed by how we choose to lead. That's the challenge of the National Character and Leadership Symposium, and it's a challenge that extends far beyond these walls. I'm Ted Robertson, thank you for joining me for our Long Blue Line Podcast Network coverage of the 33rd National Character and Leadership Symposium. This podcast was recorded on Saturday, Feb. 21, 2026.         The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation      

USApodden svarar på lyssnarnas frågor. Lyssna på alla avsnitt i Sveriges Radios app. Har Trump det yttersta ansvaret för attackerna på så kallade knarkbåtar, vad får amerikanerna för sina skattepengar, hur hamnade Epsteindokumenten i representanthuset och hade pepparkaks-vita-huset någon flygel åt öster? I det här julavsnittet av USApodden svarar Sveriges Radios USA-korrespondenter på några av alla de lyssnarfrågor som kommit in under året. Dessutom får vi ett julkort från Kitty Hawk.Medverkande: Ginna Lindberg och Simon Isaksson, Sveriges Radios USA-korrespondenter.Programledare: Sara StenholmProducent: Anna Roxvall

In this episode, Mike Shanley sits down with Admiral Mark Montgomery (Ret.), now a Senior Fellow at the Foundation for Defense of Democracies, to break down one of the most pressing strategic challenges of our time: how the United States, Taiwan, and allies should prepare for a potential conflict in the Pacific. This is a must-listen episode for anyone working in defense tech, national security, cyber policy, Indo-Pacific strategy, or defense industrial base modernization. ​RESOURCES:  Foundation for Defense of Democracies (FDD) - https://www.fdd.org LinkedIn: https://www.linkedin.com/in/mark-montgomery-b8932810/ Twitter: @MarkSeymourMontgomery   ​BIOGRAPHY:  Rear Adm. Mark Montgomery, the son of a career naval officer, graduated from the University of Pennsylvania in 1985 with bachelors and master's degrees in history and political science, and was commissioned through the Naval ROTC program. He subsequently attended Oxford University where he earned a master's degree in history. He has also completed the Navy's nuclear power training program. Montgomery's shipboard assignments include tours as an engineering division officer on USS Bainbridge (CGN 25), operations officer on USS Leftwich (DD 984), reactor electrical assistant on USS Theodore Roosevelt (CVN 71) and executive officer of USS Elliot (DD 967). From 2001 to 2003, he was the first commanding officer of USS McCampbell (DDG 85), during which time the ship was delivered to the Navy and completed two counter-narcotics deployments. From 2004 to 2006, he served as reactor officer on USS Nimitz (CVN 68). He commanded Destroyer Squadron 15 and Task Group 75.4 from 2007 to 2009, leading the destroyers and frigates assigned to U.S. 7th Fleet, completing multiple deployments with the Kitty Hawk and George Washington Carrier Strike Groups. Montgomery was selected as a White House fellow in 1998 and assigned to the National Security Council from 1998 to 2000, serving as a director for Transnational Threats. From 2009 to 2010 he served as the head of the Strategy Branch in the Office of the Chief of Naval Operations. As a flag officer, Montgomery served as deputy director, plans, policy and strategy, United States European Command, Stuttgart, Germany, from 2010 to 2012. From January 2013 to October 2014 he commanded Battle Force 7th Fleet/Task Force 70/Carrier Strike Group 5 permanently embarked on board the USS George Washington (CVN 73) forward deployed to Yokosuka, Japan. Montgomery is a member of the Council on Foreign Relations and a graduate of Massachusetts's Institute of Technology Seminar XXI course.   LEARN MORE:  Thank you for tuning into this episode of the GovDiscovery AI Podcast with Mike Shanley. You can learn more about working with the U.S. Government by visiting our homepage: Konektid International and GovDiscovery AI. To connect with our team directly, message the host Mike Shanley on LinkedIn.   https://www.govdiscoveryai.com/ https://www.konektid.com/  https://www.linkedin.com/in/gov-market-growth/  

Before there were military consultants on movie sets, there were officers like Jon McBride — servicemen who understood how stories shape public perception. On this Veterans Day episode of Below the Line, we look at how the Navy's storytellers helped connect the worlds of service and cinema. This week, Skid is joined by Jon McBride, a former U.S. Navy officer whose service from 1964 to 1968 led him from the deck of the USS Kitty Hawk to the Navy's Public Affairs Office in Hollywood — bridging two worlds that rarely meet but often influence one another. We explore: Jon's path from Yale graduate to Naval officer during the Vietnam War era, and how chance and persistence steered him toward public affairs Life aboard the aircraft carrier USS Kitty Hawk, where he volunteered for the ship's public information role — discovering a talent for storytelling under pressure How a Pentagon connection set Jon on the path to Hollywood, joining the Navy's West Coast Public Affairs Office on Sunset Boulevard The Navy's relationship with the film industry — reviewing scripts, assigning project officers, and shaping depictions of sailors on screen Behind-the-scenes memories from Operation: Entertainment, Yours, Mine and Ours, and an unexpected day serving as Dionne Warwick's “agent” Encounters with Ray Charles, the Blue Angels, and the surreal overlap between show business and service How McBride's later work with the grassroots Beyond War movement reframed his understanding of conflict and communication Episodes like this one reflect a recurring theme for Below the Line — the shared discipline, teamwork, and creative purpose that link filmmaking and military service. Jon's story captures that connection with humor, humility, and a deep sense of how storytelling itself can serve a mission.

The church in Philadelphia was small but left a strong impression on Jesus, opening the way for His blessings on their congregation. We are reminded that regardless of our size or resources, faithfulness is what Jesus values most.Preached on November 2nd, 2025 by Jared Kress. Series: "Revelation: Behold, He Is Coming" Primary Text: Revelation 3:7-13. Join us in person Sundays at 10:30am at 6325 Poplar Ave, Memphis TN or online at https://www.kirbywoods.org/live. Follow us online! Facebook: https://www.facebook.com/kirbywoodsmemphis Instagram: https://www.instagram.com/kirbywoodsmemphis YouTube: https://www.youtube.com/@kirbywoods Podcast: https://kirbywoodspodcast.buzzsprout.com

In this episode, we speak with Matthew Ridley, Director of Sustainability and Innovation at the oneworld Alliance, who shares the story behind the groundbreaking $150 million Sustainable Aviation Fuel (SAF) fund launched in partnership with the alliance's member airlines and Breakthrough Energy Ventures (BEV).Ridley discusses:The alliance investment advantage: How pooling resources across oneworld members creates access to world-class venture capital expertise, superior deal flow, more diverse portfolios, and geographical networks.Breakthrough Energy's unprecedented value: Why partnering with BEV provides access to talent airlines struggle to attract, plus synergies with investments in nuclear fusion, energy transmission, and geologic hydrogen.Next-generation focus vs. current needs: How the oneworld BEV fund targets technologies that can take aviation beyond 5-10% SAF adoption to truly change the trajectory of decarbonisation, complementing existing investments.Breaking the alliance mould: How oneworld moved beyond traditional codeshares and interlining to tackle “initiatives of scale”, and how they attracted Singapore Airlines to join despite not being a oneworld member.Reframing aviation's challenge: Why the problem isn't aviation itself, but rather the emissions from jet fuel, the only aspect of flight that hasn't changed since the Kitty Hawk.Ridley also shares insights from his seven years building IAG's Hangar 51, where he led first-mover investments in ZeroAvia and LanzaJet, and explains why SAF isn't a transition fuel but rather a permanent solution once emissions are addressed.If you LOVED this episode, you'll also love the conversation we had with Pasha Saleh, Head of Corporate Development at Alaska Airlines, who shares how the airline is investing in sustainable aviation technologies to achieve its ambitious climate goals. Check it out here. Learn more about the innovators who are navigating the industry's challenges to make sustainable aviation a reality, in our new book ‘Sustainability in the Air: Volume 2'. Click here to learn more.Feel free to reach out via email to podcast@simpliflying.com. For more content on sustainable aviation, visit our website green.simpliflying.com and join the movement. It's about time.Links & More:Sustainability - oneworld oneworld becomes first airline alliance to join IATA CO2 connect - IATA oneworld airline partners join with Breakthrough Energy Ventures to invest in new SAF technologies - GreenAir News How Alaska Star Ventures is funding the future of sustainable aviation - SimpliFlying 

In this special edition of the podcast, Justin takes the show to Kill Devil Hills for the Feel The Love installation of new Lennox Air System. Master Heating and Cooling of Kitty Hawk combed through the applications and selected a single mom in need of a new unit. To learn more go online to feelthelove.com For all of your HVAC needs you can go to masterhvac.net

Guest: Malcolm Laird Host: Dave Homewood Recorded: 29th of September 2025 Published: 30th of September 2025 Duration: 1 hour 52 minutes, 48 seconds Joining Dave Homewood on the Wings Over New Zealand Show this episode is Malcolm Laird of Ventura Publications. Malcolm has spent decades working in aviation publishing and the model aircraft industry, and is one of [...]

The Wright Brothers headed back to Kitty Hawk, NC in 1907 for the expressed purpose of getting alone and remembering afresh how to fly. They hadn't flown for two and a half years and they had become a bit rusty in the art. How often we need the same thing in our spiritual lives—a return to wilderness, the desert, the solitude in order to rekindle the heavenly fires in the soul.

Today on the podcast we are joined by Sebastian Thrun - the “Godfather of self-driving cars”. He invented Google's autonomous vehicle, now known as Waymo, which is doing a quarter of all rideshare journeys in SF.Sebastian's life has been full of moonshot ideas. He co-founded Google X, the moonshot factory at Google, and co-founded the flying taxi startup Kitty Hawk and Udacity, which democratised elite education online. He's seen as one of the greatest computer scientists and roboticists of our time.Tommy first met Sebastian 12 years ago, when he was researching his book co-authored with Lord John Browne, Connect.Building a purpose driven company? Read more about Giant Ventures at www.Giant.vc.Music credits: Bubble King written and produced by Cameron McLain and Stevan Cablayan aka Vector_XING. Please note: The content of this podcast is for informational and entertainment purposes only. It should not be considered financial, legal, or investment advice. Always consult a licensed professional before making any investment decisions.

The Wright Brother's achieved flight on December 17, 1903 in Kitty Hawk, NC. The problem was, no one believed them. It wasn't until nine months later (September 20, 1904), back in Dayton, Ohio that the brothers were able to demonstrate to the world that their Kitty Hawk claims of 1903 were actually true. But, outside their intimate team, there was only one witness there at Huffman Prairie on that day to actually behold the amazing feat. His name was Amos Root. Root was known as The Bee Man of Ohio. The Wright Brothers entrusted this humble eccentric man with the privilege of making the big announcement of their world-altering accomplishment to the world.

In the Wright Brother's story of flight, wind was an essential ingredient. First it was the natural winds of Kitty Hawk—they learned to master the gusting winds, gain lift, and soar. But, then, in 1904, they needed to figure out how to fly even when there wasn't any wind. And this challenge proved to be an even greater problem. Like Wilbur and Orville, we, too, must learn to “fly” when the first winds fail. We must gain a second wind. ------------» Take these studies deeper and be discipled in person by Eric, Leslie, Nathan, and the team at Ellerslie in one of our upcoming discipleship programs – learn more at: https://ellerslie.com/be-discipled/» Receive our free “Five Keys to Walking Through Difficulty” PDF by going to: https://ellerslie.com/subscribe/» For more information about Daily Thunder and the ministry of Ellerslie Mission Society, please visit: https://ellerslie.com/daily» If you have been blessed by Ellerslie, consider partnering with the ministry by donating at: https://ellerslie.com/donate/» Discover more resources, books, and sermons from Eric Ludy by going to: https://ellerslie.com/about-eric-ludy/

In October 1903, The New York Times published an editorial mocking the idea of human flight, stating that a successful flying machine might take "from one to ten million years" to develop through the efforts of mathematicians and engineers.  Eight weeks later, on December 17, 1903, the Wright brothers achieved the first powered, controlled flight over the beaches of Kitty Hawk, North Carolina, proving the skeptics wrong. The smartest people in the world got this catastrophically wrong. What does that tell us about impossibility itself? Every industry has billion-dollar opportunities hiding behind a single word: impossible. And most executives never see them coming because they've been trained to accept limitations that don't actually exist. The Innovation Reality Check If the smartest experts can be so wrong about something as fundamental as human flight, then we need to completely rethink how we evaluate impossibility. The problem isn't that impossible things become possible. The problem is that we're terrible at recognizing what's actually impossible versus what just looks impossible. What Innovation Actually Means Innovation is simply an idea made real. Not brilliant concepts sitting in notebooks. Actual stuff you can touch. Use. Buy. Experience. Leonardo da Vinci invented flying machines in the 15th century. The Wright brothers innovated flight in 1903. What's the difference? Da Vinci had amazing ideas that stayed ideas. The Wright brothers made the idea real. This distinction changes everything about impossible innovation. Has someone successfully transformed an "impossible" idea into a tangible reality? Then logically, it was never truly impossible. We just lacked the knowledge, tools, or perspective to make it happen. Those dismissed breakthroughs floating around your industry right now? They aren't abstract fantasies. They're concrete challenges waiting for someone to develop the right knowledge, tools, and perspective. The Three Types of Impossibility Not all impossibilities are created equal. Three distinct categories: Logical Impossibility: Things that contradict themselves by definition. Married bachelors. Square circles. But even these sometimes dissolve when we reframe the question. Negative numbers? Logically impossible for centuries. Until merchants needed to describe debt, scientists needed to measure temperatures below freezing. Suddenly, those "impossible" numbers became essential tools. Physical Impossibility: Things that appear to violate natural laws. Quantum mechanics would've been physically impossible under 19th-century physics. Today, we're building quantum computers using those "impossible" principles. Practical Impossibility: Ideas that don't violate logic or physics—they're just beyond our current capabilities. Commercial fusion power. Artificial general intelligence. Reversing human aging. Most breakthrough innovations emerge from this third category. They represent temporary constraints. Not permanent barriers. Here's what nobody talks about: the companies that get blindsided by "impossible" innovations aren't stupid. They're victims of expertise. The more you know about an industry, the harder it becomes to see past its false limitations. Everyone says innovation requires thinking outside the box. That's backwards. The biggest breakthroughs come from questioning the box itself. Not thinking outside your industry's limitations—questioning whether those limitations are real. When I took over as CTO at HP, our PC division was hemorrhaging money. Three to five billion dollars a year in losses. Dead last in market share. Everyone inside the company believed there was no room to innovate in PCs. Too commoditized. Too mature. Impossible to differentiate. That belief? Complete nonsense. We took that division from massive losses to five billion in profits. From last place to number one global market share. How? By introducing innovations that everyone else in the industry said were impossible. Missing these patterns doesn't just cost market share. It costs entire business models. I've watched billion-dollar companies become footnotes because they couldn't see past their own expertise. The tools I'm sharing today came from that experience. And dozens of others like it. But what if I told you there's a way to cut through all this industry BS in less than five minutes? What if claims about what can't be done could be systematically dismantled with just the right questions? The Five-Question Reality Check These questions cut through industry BS faster than anything else I've seen. They force you to get specific about dismissive claims instead of accepting them at face value. They separate real barriers from fake ones. The Framework That Changes Everything When the industry consensus calls something a fantasy, don't dismiss it automatically. Run it through the Reality Check. Question 1: What makes this seem undoable specifically? Don't accept vague claims. Push for precise limiting factors. Electric vehicles seemed undoable because "batteries will always be heavy, expensive, and short-range." That assumption? Turned out to be temporary. Question 2: Which type of impossibility are we dealing with? Apply our three-category framework. Ideas that seem logically impossible might just need conceptual reframing. Practical limitations often just need enabling technologies to mature. Question 3: What knowledge would make this possible? Work backward from success. If this dismissed idea actually became real, what specific breakthroughs would've been necessary? Which are already happening in adjacent fields? Question 4: Who benefits from keeping this "impossible"? Consider motivations carefully. Sometimes dismissive claims protect existing interests. They don't reflect genuine technical reality. Question 5: Are different technologies starting to connect? Innovation happens when separate advances suddenly align. Multiple technologies. Multiple trends. All at once. Case Study: SpaceX and the Reality Check When Elon Musk announced plans to dramatically reduce launch costs in the early 2000s, asking the five questions would've revealed everything you needed to know. Question 1: Launch costs had remained around $10,000 per kilogram for decades. Everyone said this was fundamental physics. Question 2: This was a practical limitation. Not a fundamental barrier. Question 3: Knowledge gaps were in precision landing, rapid refurbishment, and manufacturing at scale. All solvable engineering problems. Question 4: Established aerospace contractors had massive incentives to maintain the expensive status quo. Their entire business model depended on it. Question 5: Multiple conditions were converging. Advanced computing. New materials science. Private capital availability. The five questions revealed that launch cost reduction was a practical limitation waiting for engineering solutions. By 2024? SpaceX reduced costs by over 90 percent. The impossible became routine. Those questions work perfectly—once someone mentions a dismissed breakthrough. However, the real competitive advantage lies in spotting these opportunities while your competitors are still dismissing them as fantasy. And that requires something most executives completely overlook. Training Your Detection Instincts That requires something different. Not just analysis tools, but detection systems. And most companies get this completely wrong. They think it's about having better technology scouts or attending more conferences. It's not. It's about rewiring how your organization processes dismissed ideas. Two Essential Exercises The foundation of any detection system is people who think differently about what's possible. Start here - with two exercises that change how your team processes industry blind spots. Exercise 1: The Time Traveler's Memo. Imagine you're writing from 2034 back to yourself today. One dismissed innovation from your industry has completely transformed business. Write a detailed memo covering: What was the breakthrough that seemed undoable? Why did experts dismiss it so confidently? What early warning signs did everyone ignore? What would you do differently today knowing this outcome? This forces you to think like your future disrupted self looking backward. Instead of your present expert self looking forward. Exercise 2: The War Room Session This is where you harness collective intelligence to break through dismissive assumptions. When you get diverse perspectives in one room, systematically challenging what your industry calls fantasy, patterns emerge that no individual could see alone. Three hours. Diverse team. Three columns on a wall: "Industry calls this undoable" "Technologies that might enable it" "Who might be working on this right now" The magic happens when you connect insights across these columns. Suddenly, you'll see that your industry's "fantasy" challenge is actually someone else's current research project. How to Run the War Room: The Five-Phase Process Start with the obvious stuff. Phase one is just brainstorming - thirty minutes of everything your industry says can't be done. Don't filter anything. Now dig deeper. Phase two takes sixty minutes to research what would need to be true for each idea to work. Adjacent fields. Emerging technologies. Connection patterns. Time to get specific. Phase three is forty-five minutes, identifying who might be tackling these problems. Research groups. Startups. Tech giants. Government initiatives. This is where it gets interesting. Phase four takes thirty minutes to draw connections between columns. Which dismissed ideas share enabling technologies? Which have the most active research happening behind the scenes? The moment of truth. Phase five is fifteen minutes of team voting. Most likely to become real within 5 years. The biggest threat to the current business model. Most significant opportunity for new revenue. The output isn't predictions. It's intelligence about where to pay attention. These exercises reveal incredible insights. But there's something even more powerful that most companies never build. Something that works even when you're drowning in quarterly reviews and daily fires. How to Spot Dismissed Ideas Before They Disrupt You Most companies run these exercises once, get excited about the insights, then go back to quarterly business reviews and forget everything they learned. Six months later? They're blindsided by exactly the innovations they identified. The solution isn't doing more exercises. It's building simple systems that keep running even when you're not paying attention. Building a Simple Detection System Individual evaluation is just the beginning. Organizations that win consistently? They've built simple systems for discovering breakthrough innovations while competitors still call them fantasies. The first place to look might surprise you. Universities. Universities are where professors tackle dismissed problems without quarterly pressure. Set up relationships with three to five research institutions. Not your industry's obvious schools. Places where enabling technologies are developing. Retail executives should be talking to robotics labs. Healthcare leaders should be monitoring materials science programs. Energy companies should be watching quantum computing research. What actually works: Monthly calls with key researchers Annual events where academics present early-stage work Student internship programs for early insight into research directions Budget roughly $50,000 annually per institution for meaningful relationships Next, follow the smart money. Serious capital flowing toward dismissed technologies? That signals something's changing. Track which venture capitalists are funding "fantasy" innovations in adjacent spaces. Follow their portfolio companies. When Kleiner Perkins started funding fusion energy startups, that was intelligence about practical limitations becoming investment reality. Simple systems that work: Google alerts for funding announcements in related fields Subscribe to venture capital newsletters Attend pitch events where breakthrough ideas get presented Pattern recognition develops over time Finally, the pattern that changed everything for us. Outsider perspectives. People trained in your industry's limitations can't see past them. Bring in outsiders who haven't learned what's "undoable" yet. Recent graduates from different fields. Entrepreneurs who've solved problems dismissed in other industries. Consultants with cross-industry pattern recognition. What works: Set up quarterly advisory sessions with 3-4 people from entirely different industries. Rotate one person out every quarter to keep perspectives fresh. Give them your toughest challenges upfront and ask them to approach it like problems in their own fields. Run focused innovation challenges where you present outsiders with one specific "undoable" problem. Give them background context, but don't explain why it's dismissed. Set a tight deadline - 48 hours works well. You'll be amazed at what solutions emerge when people haven't learned the constraints. Create a simple system to capture outsider questions. When someone asks, "Why don't you just..." about something everyone knows is undoable, write it down immediately. Review these questions monthly. Half will be naive, but the other half will reveal assumptions you didn't know you had. Additional Detection Methods Depending on your industry and organization, you might also want to systematically monitor patent filings in adjacent fields or designate specific people to champion breakthrough ideas instead of shooting them down. The key is starting with these three core approaches, then adding layers as you see what works. That's exactly how we dominated at HP. An organized way of watching for breakthroughs, while competitors relied on intuition and luck. You can start building the same advantage this week. But the clock is already ticking. Your Action Plan While we've been talking about frameworks and systems, someone in your industry is already working on what everyone calls fantasy. The question isn't whether breakthrough innovation will blindside your market—it's whether you'll be the disruptor or the disrupted. Start This Week - Five Immediate Actions Don't wait for organizational buy-in or perfect systems. Start with these immediate actions you can take personally: First action this week: Apply the Reality Check to one idea your industry calls fantasy. Spend 30 minutes. Get specific about limiting factors. Your second move: Identify and contact two universities doing research in adjacent fields. Make the phone calls. Third step: Set up three Google alerts for venture capital funding in technologies related to your industry's dismissed challenges. Fourth action: Spend one hour searching patent databases for recent applications related to your industry's "undoable" problems. Document who's filing what. Fifth and final step: Schedule conversations with two people from completely different fields. Ask them about your industry's toughest challenges. Then Scale What Works Once you start seeing results from these five actions, scale the ones that work best across your organization. Personal insights become a systematic advantage. The goal isn't perfection. It's momentum. These five actions this week create intelligence about breakthrough innovations becoming possible. Every industry has someone working on what everyone else calls fantasy right now. The question isn't whether breakthrough innovation will happen. It's whether you'll recognize it while it's still called fantasy, or after it disrupts everything you thought you knew. Innovations Cannot Be Impossible Innovation cannot actually be undoable. If someone makes an idea real, it was never truly undoable. We just lacked the knowledge, tools, or perspective. Every dismissed idea floating around your industry represents a potential breakthrough. Someone is going to acquire the necessary knowledge to make it happen. The competitive advantage goes to people who identify which dismissed ideas are knowledge gaps rather than permanent barriers. The Wright brothers were bicycle mechanics. Not aviation experts. Steve Jobs was a college dropout. Not a computer engineer. We achieved what the PC industry giants called fantasy because we questioned assumptions entire industries had stopped questioning. Your industry's next transformation is already being developed by someone who doesn't accept the current dismissive consensus. Will you recognize it while it's still called fantasy? Or after it disrupts everything you thought you knew? But let me end with a prediction. There's one breakthrough I'm convinced we'll see in our lifetime: molecular-scale medical robots. Programmable nanobots that live in your bloodstream permanently. Providing real-time health monitoring and instant medical intervention. They could prevent heart attacks mid-beat. Eliminate cancer cells the moment they form. Even upgrade your immune system with new capabilities. I shared this dream in a vision video I executive-produced back in 2017. You can see it here: https://www.youtube.com/watch?v=k0KIqRAoGBk Seven years later? Multiple research groups are making serious progress on exactly these technologies. What seemed like a fantasy in 2017 is becoming a practical limitation today. What dismissed ideas in your industry are you now viewing differently? What early warning signs might you have been missing? Share your observations in the comments. Let's build collective intelligence about breakthrough innovations that are becoming a reality. If this framework changed how you think about breakthrough innovation, then subscribe for more insights every week.  For deeper tools and detailed implementation guides, check out Studio Notes on Substack. Frameworks, tools, and guides—everything's completely free.  Your next breakthrough might be hiding behind something everyone calls fantasy. The tools are in your hands. What dismissed idea will you investigate first?

Get the book!The greatest innovations often begin with a simple question: "What if we tried this differently?" In this fascinating exploration of innovation mindsets, we unpack the two complementary approaches that fuel breakthroughs—design thinking and first principles thinking.hese very approaches are at the heart of my book Protection for the Inventive Mind, a practical fieldbook that helps inventors and creatives turn frustrations into prototypes and big ideas into protected strategies.From the Wright brothers' wind tunnel experiments at Kitty Hawk to SpaceX landing rockets upright, we trace how returning to fundamental truths allows inventors to rebuild solutions from scratch. These stories show first principles thinking as the "logic scalpel" that cuts through assumptions and tradition to reveal new possibilities.Alongside this analytical approach, we discover design thinking—the "empathy engine" that powers human-centered innovation. We see how watching an arthritic woman struggle with kitchen tools birthed OXO Good Grips, how children's tears transformed hospital MRI machines into pirate ships, and how PillPack revolutionized medication management by truly understanding patient frustrations.The episode reveals surprising connections between seemingly unrelated innovations. The kingfisher bird's perfect dive inspired Japan's bullet train nose design. Velcro emerged when a Swiss engineer examined burrs stuck to his dog under a microscope. These moments of biomimicry demonstrate how nature offers solutions to our most persistent challenges.What's particularly inspiring is how often world-changing ideas emerge from everyday annoyances—James Dyson's 5,000 vacuum prototypes, IKEA's flat-pack revelation from a stubborn table that wouldn't fit in a car, and Airbnb's humble beginnings with air mattresses on an apartment floor. These stories prove that frustration can be billion-dollar inspiration when viewed through the right lens.Ready to apply these mindsets to your own challenges? Listen for five actionable innovation principles distilled from these remarkable stories, and discover how combining empathy with fundamental thinking can transform not just products, but experiences, systems, and culture itself. Whether you're sketching on a napkin or aiming for the stars, the way you think might be your greatest invention yet.Send us a textSupport the show

Send us a text¡Adquiere el libro!¿Alguna vez te has preguntado qué tienen en común una aspiradora revolucionaria, el velcro y un cohete que aterriza verticalmente? Todos nacieron cuando alguien se atrevió a replantear un problema desde cero o a ponerse en los zapatos de otra persona.En este fascinante recorrido por 20 historias de innovación transformadora, descubrimos cómo dos poderosas mentalidades han moldeado nuestro mundo moderno. El Design Thinking, motor de la empatía que nos impulsa a observar, definir, idear y prototipar soluciones centradas en el usuario. Y el First Principles Thinking, ese bisturí lógico que descompone problemas hasta sus elementos más fundamentales para reconstruir soluciones desde la base.Estos mismos enfoques son la base de mi libro Protección para la Mente Inventiva, un cuaderno práctico diseñado para que inventores y creativos puedan transformar frustraciones en prototipos y grandes ideas en estrategias protegidas.Viajamos desde las dunas de Kitty Hawk donde los hermanos Wright conquistaron el cielo por primera vez, hasta los senderos suizos donde unos molestos abrojos inspiraron el velcro. Te llevamos a la frustración doméstica que impulsó a James Dyson a crear 5,000 prototipos antes de revolucionar las aspiradoras, y a los hospitales donde Doug Dietz transformó aterradoras máquinas de resonancia en aventuras para niños.Cada historia revela un patrón sorprendente: las innovaciones más disruptivas no siempre nacen en laboratorios de alta tecnología, sino en momentos de frustración cotidiana vistos a través de ojos curiosos. Desde el rediseño del carrito de supermercado en apenas cinco días hasta la transformación completa de la economía espacial con cohetes reutilizables, estas mentalidades nos demuestran que la empatía y la lógica pura, trabajando juntas, pueden cambiar el mundo.¿Te atreves a cuestionar lo establecido? Quizás tu próxima molestia cotidiana sea el punto de partida para la próxima gran innovación. Acompáñanos en este viaje inspirador y descubre cómo cultivar tu propia mente inventiva.Support the show

Our analysts Adam Jonas and Alex Straton discuss how tech-savvy young professionals are influencing retail, brand loyalty, mobility trends, and the broader technology landscape through their evolving consumer choices. Read more insights from Morgan Stanley.----- Transcript -----Adam Jonas: Welcome to Thoughts on the Market. I'm Adam Jonas, Morgan Stanley's Embodied AI and Humanoid Robotics Analyst. Alex Straton: And I'm Alex Straton, Morgan Stanley's U.S. Softlines Retail and Brands Analyst. Adam Jonas: Today we're unpacking our annual summer intern survey, a snapshot of how emerging professionals view fashion retail, brands, and mobility – amid all the AI advances.It is Tuesday, August 26th at 9am in New York.They may not manage billions of dollars yet, but Morgan Stanley's summer interns certainly shape sentiment on the street, including Wall Street. From sock heights to sneaker trends, Gen Z has thoughts. So, for the seventh year, we ran a survey of our summer interns in the U.S. and Europe. The survey involved more than 500 interns based in the U.S., and about 150 based in Europe. So, Alex, let's start with what these interns think about fashion and athletic footwear. What was your biggest takeaway from the intern survey? Alex Straton: So, across the three categories we track in the survey – that's apparel, athletic footwear, and handbags – there was one clear theme, and that's market fragmentation. So, for each category specifically, we observed share of the top three to five brands falling over time. And what that means is these once dominant brands, as consumer mind share is falling – and it likely makes them lower growth margin and multiple businesses over time. At the same time, you have smaller brands being able to captivate consumer attention more effectively, and they have staying power in a way that they haven't necessarily historically. I think one other piece I would just add; the rise of e-commerce and social media against a low barrier to entry space like apparel and footwear means it's easier to build a brand than it has been in the past. And the intern survey shows us this likely continues as this generation is increasingly inclined to shop online. Their social media usage is heavy, and they heavily rely on AI to inform, you know, their purchases.So, the big takeaway for me here isn't that the big are getting bigger in my space. It's actually that the big are probably getting smaller as new players have easier avenues to exist. Adam Jonas: Net apparel spending intentions rose versus the last survey, despite some concern around deteriorating demand for this category into the back half. What do you make of that result? Alex Straton: I think there were a bit conflicting takes from the survey when I look at all the answers together. So yes, apparel spending intentions are higher year-over-year, but at the same time, clothing and footwear also ranked as the second most category that interns would pull back on should prices go up. So let me break this down. On the higher spending intentions, I think timing played a huge role and a huge factor in the results. So, we ran this in July when spending in our space clearly accelerated. That to me was a function of better weather, pent up demand from earlier in the quarter, a potential tariff pull forward as headlines were intensifying, and then also typical back to school spending. So, in short, I think intention data is always very heavily tethered to the moment that it's collected and think that these factors mean, you know, it would've been better no matter what we've seen it in our space. I think on the second piece, which is interns pulling back spend should prices go up. That to me speaks to the high elasticity in this category, some of the highest in all of consumer discretionary. And that's one of the few drivers informing our cautious demand view on this space as we head into the back half. So, in summary on that piece, we think prices going higher will become more apparent this month onwards, which in tandem with high inventory and a competitive setup means sales could falter in the group. So, we still maintain this cautious demand view as we head into the back half, though our interns were pretty rosy in the survey. Adam Jonas: Interesting. So, interns continue to invest in tech ecosystems with more than 90 percent owning multiple devices. What does this interconnectedness mean for companies in your space? Alex Straton: This somewhat connects to the fragmentation theme I mentioned where I think digital shopping has somewhat functioned as a great equalizer in the space and big picture. I interpret device reliance as a leading indicator that this market diversification likely continues as brands fight to capture mobile mind share. The second read I'd have on this development is that it means brands must evolve to have an omnichannel presence. So that's both in store and online, and preferably one that's experiential focus such that this generation can create content around it. That's really the holy grail. And then maybe lastly, the third takeaway on this is that it's going to come at a cost. You, you can't keep eyeballs without spend. And historical brick and mortar retailers spend maybe 5 to 10 percent of sales on marketing, with digital requiring more than physical. So now I think what's interesting is that brands in my space with momentum seem to have to spend more than 10 percent of sales on marketing just to maintain popularity. So that's a cost pressure. We're not sure where these businesses will necessarily recoup if all of them end up getting the joke and continuing to invest just to drive mind share. Adam, turning to a topic that's been very hot this year in your area of expertise. That's humanoid robots. Interns were optimistic here with more than 60 percent believing they'll have many viable use cases and about the same number thinking they'll replace many human jobs. Yet fewer expect wide scale adoption within five years. What do you think explains this cautious enthusiasm? Adam Jonas: Well actually Alex, I think it's pretty smart. There is room to be optimistic. But there's definitely room to be cautious in terms of the scale of adoption, particularly over five years. And we're talking about humanoid robots. We're talking about a new species that's being created, right? This is bigger than just – will it replace our job? I mean, I don't think it's an exaggeration to ask what does this do to the concept of being human? You know, how does this affect our children and future generations? This is major generational planetary technology that I think is very much comparable to electricity, the internet. Some people say the wheel, fire, I don't know. We're going to see it happen and start to propagate over the next few years, where even if we don't have widespread adoption in terms of dealing with it on average hour of a day or an average day throughout the planet, you're going to see the technology go from zero to one as these machines learn by watching human behavior. Going from teleoperated instruction to then fully autonomous instruction, as the simulation stack and the compute gets more and more advanced. We're now seeing some industry leaders say that robots are able to learn by watching videos. And so, this is all happening right now, and it's happening at the pace of geopolitical rivalry, Sino-U.S. rivalry and terra cap, you know, big, big corporate competitive rivalry as well, for capital in the human brain. So, we are entering an unprecedented – maybe precedented in the last century – perhaps unprecedented era of technological and scientific discovery that I think you got to go back to the European and American Enlightenment or the Italian Renaissance to have any real comparisons to what we're about to see. Alex Straton: So, keeping with this same theme, interns showed strong interest in household robots with 61 percent expressing some interest and 24 percent saying they're very or extremely interested. I'm going to take you back to your prior coverage here, Adam. Could this translate into demand for AI driven mobility or smart infrastructure? Adam Jonas: Well, Alex, you were part of my prior coverage once upon a time. We were blessed with having you on our team for a year, and then you left me… Alex Straton: My golden era. Adam Jonas: But you came back, you came back. And you've done pretty well. So, so look, imagine it's 1903, the Wright Brothers just achieved first flight over the sands at Kitty Hawk. And then I were to tell you, ‘Oh yeah, in a few years we're going to have these planes used in World War I. And then in 1914, we'd have the first airline going between Tampa and St. Petersburg.' You'd say, ‘You're crazy,' right? The beauty of the intern survey is it gives the Morgan Stanley research department and our clients an opportunity to engage that surface area with that arising – not just the business leader – but that arising tech adopter. These are the people, these are the men and women that are going to kind of really adopt this much, much faster. And then, you know, our generation will get dragged into it eventually. So, I think it says; I think 61 percent expressing even some interest. And then 24 [percent], I guess, you know… The vast majority, three quarters saying, ‘Yeah, this is happening.' That's a sign I think, to our clients and capital market providers and regulators to say, ‘This won't be stopped. And if we don't do it, someone else will.' Alex Straton: So, another topic, Generative AI. It should come as no surprise really, that 95 percent of interns use that tool monthly, far ahead of the general population. How do you see this shaping future expectations for mobility and automation? Adam Jonas: So, this is what's interesting is people have asked kinda, ‘What's that Gen AI moment,' if you will, for mobility? Well, it really is Gen AI. Large Language Models and the technologies that develop the Large Language Models and that recursive learning, don't just affect the knowledge economy, right. Or writing or research report generation or intelligence search. It actually also turns video clips and physical information into tokens that can then create and take what would be a normal suburban city street and beautiful weather with smiling faces or whatever, and turn it into a chaotic scene of, you know, traffic and weather and all sorts of infrastructure issues and potholes. And that can be done in this digital twin, in an omniverse. A CEO recently told me when you drive a car with advanced, you know, Level 2+ autonomy, like full self-driving, you're not just driving in three-dimensional space. You're also playing a video game training a robot in a digital avatar. So again, I think that there is quite a lot of overlap between Gen AI and the fact that our interns are so much further down that curve of adoption than the broader public – is probably a hint to us is we got to keep listening to them, when we move into the physical realm of AI too. Alex Straton: So, no more driving tests for the 16-year-olds of the future... Adam Jonas: If you want to. Like, I tell my kids, if you want to drive, that's cool. Manual transmission, Italian sports cars, that's great. People still ride horses too. But it's just for the privileged few that can kind of keep these things in stables. Alex Straton: So, let me turn this into implications for companies here. Gen Z is tech fluent, open to disruption? How should autos and shared mobility providers rethink their engagement strategies with this generation? Adam Jonas: Well, that's a huge question. And think of the irony here. As we bring in this world of fake humans and humanoid robots, the scarcest resource is the human brain, right? So, this battle for the human mind is – it's incredible. And we haven't seen this really since like the Sputnik era or real height of the Cold War. We're seeing it now play out and our clients can read about some of these signing bonuses for these top AI and robotics talent being paid by many companies. It kind of makes, you know, your eyes water, even if you're used to the world of sports and soccer, . I think we're going to keep seeing more of that for the next few years because we need more brains, we need more stem. I think it's going to do; it has the potential to do a lot for our education system in the United States and in the West broadly. Alex Straton: So, we've covered a lot around what the next generation is interested in and, and their opinion. I know we do this every year, so it'll be exciting to see how this evolves over time. And how they adapt. It's been great speaking with you today, Adam. Adam Jonas: Absolutely. Alex, thanks for your insights. And to our listeners, stay curious, stay disruptive, and we'll catch you next time. If you enjoy Thoughts on the Market, please leave us a review wherever you listen and share the podcast with a friend or colleague today.

In case you didn't know, August 19th is National Aviation Day, when we honor the birthday of Orville Wright, whose name should be familiar to even the non-aviation listeners of the podcast. But for those less familiar with the history of aviation, Tony covers some of the historical milestones that showcase how the human spirit pushes through boundaries, breaking free of the limits of the past, shaping the possibilities of the present, and weaving the tapestry of our future. From that initial flight at Kitty Hawk through early transcontinental flights, military applications in both world wars, and eventually achieving spaceflight, we choose to celebrate the history of aviation because it remains the most potent example in the last century of ordinary human beings achieving truly extraordinary things.

Tesla's Robotaxis are here, and Waymo just expanded its footprint in town from covering 37 square miles to covering 90. But it's not like autonomous vehicles here are anything new — a decade ago, this is where the first fully autonomous car ride took place, and then-Mayor Steve Adler declared Austin the “Kitty Hawk of driverless cars.” Today's guest, Dan Weinstock, has been riding in Waymos since he got approved to ride from an insider waiting list late last year. Since then, he's taken dozens of rides. As the fleet of autonomous taxis in town increases, we revisit our conversation with Dan to see if he can convince host Nikki DaVaughn to take one.  This episode originally aired on April 2, 2025Want some more Austin news? Then make sure to sign up for our Hey Austin newsletter.  Plus, we're doing our annual survey to learn more about our listeners. We'd be grateful if you took the survey at citycast.fm/survey—it's only 7 minutes long. You'll be doing us a big favor. Plus, anyone who takes the survey will be eligible to win a $250 Visa gift card–and City Cast Austin swag. Follow us @citycastaustin You can also text us or leave a voicemail.  Interested in advertising with City Cast? Find more info HERE 

The Wright Brothers accomplished something on December 17, 1903 that changed the course of history. And yet, no one believed them. Their hometown of Dayton didn't pull together a big parade to welcome the boys home from Kitty Hawk—no one was in a celebratory mood. In fact, one in every hundred Daytonians believed the brothers had actually accomplished what they said that they had accomplished. Moments like this are not uncommon in the landscape of the Christian experience. Often the very things we are laboring overtime to see accomplished in our life by the Holy Spirit are not understood, believed, or appreciated by those closest to us. What would the proper response to such strange indifference be?

Mark Bergin spent four years as a newspaper reporter before joining the Alexandria, Virginia, Police Department in 1986. Twice named Police Officer of the Year for narcotics and robbery investigations, he served in most of the posts described in APPREHENSION, his debut novel. which will be republished in 2026 as part of a four-book contract with Level Best Books. Kirkus Reviews calls APPREHENSION “compelling,” and says Bergin is a “gritty and authentic new voice in police fiction.” APPREHENSION was a finalist for the 2020 Silver Falchion Award from Killer Nashville. He has short stories published in several crime anthologies including the 2023 Anthony-nominated PARANOIA BLUES and LAND OF TEN THOUSAND THRILLS. He is a member of Sisters in Crime, Mystery Writers of America, Virginia Writers Club and International Thriller Writers. He and his wife live in Alexandria, Virginia and Kitty Hawk, North Carolina. Write him at mbergin01@aol.com.Website: markberginwriter.comFacebook Page: https://www.facebook.com/mark.bergin.54*****************About SinCSisters in Crime (SinC) was founded in 1986 to promote the ongoing advancement, recognition and professional development of women crime writers. Through advocacy, programming and leadership, SinC empowers and supports all crime writers regardless of genre or place on their career trajectory.www.SistersinCrime.orgInstagram: https://www.instagram.com/sincnational/Bluesky: https://bsky.app/profile/sincnational.bsky.socialThreads: https://www.threads.net/@sincnationalFacebook: https://www.facebook.com/sistersincrimeTikTok:: https://www.tiktok.com/@sincnationalThe SinC Writers' Podcast is produced by Julian Crocamo https://www.juliancrocamo.com/

James Kahle of Kitty Hawk Kites joins the show to talk about the origins of Kitty Hawk Kites, the Jockey's Ridge Crossing location, the 19th Annual Watermelon Festival, Dolphin Tours and other events and activities you can participate in to make the best of your time on vacation. With multiple locations on the Outer Banks from Corolla to Ocracoke, there's a Kitty Hawk Kites everywhere you look!To learn more about the Watermelon Festival or to book a dolphin tour, go to kittyhawk.comOuter Banks This Week Podcast Presented by:Kelly's AutomotivePowered by:Outer Banks Pest ControlSponsored by:The Cotton GinStripers Bar & GrillePigman's BBQA&W Sales

The National Security Hour with Blanquita Cullum – Buzz Aldrin's historic moonwalk inspires today's renewed race for space. As the U.S., China, and private companies like SpaceX set their sights on Mars and beyond, questions arise about international competition, technological advances, and the future of space exploration. Join Blanquita Cullum and Art Harman as they discuss what's next for humanity among the stars...

The National Security Hour with Blanquita Cullum – Buzz Aldrin's historic moonwalk inspires today's renewed race for space. As the U.S., China, and private companies like SpaceX set their sights on Mars and beyond, questions arise about international competition, technological advances, and the future of space exploration. Join Blanquita Cullum and Art Harman as they discuss what's next for humanity among the stars...

As humans we have a proclivity towards the easiest route, the most comfortable way. We will purposely avoid difficulty, pain, and suffering and steer clear of inconvenience. And in so doing we are missing out on the best life has to offer us. For it is through these various trials that we exponentially grow and strengthen. These difficulties are our best friends and they work to build in us the necessary character, strength, and fortitude to change the world. Wilbur and Orville embraced this philosophy, packed up their belongings, and headed out to Kitty Hawk, NC. And there, amidst the immense wilderness difficulties, were fashioned into amazing men.------------» Take these studies deeper and be discipled in person by Eric, Leslie, Nathan, and the team at Ellerslie in one of our upcoming discipleship programs – learn more at: https://ellerslie.com/be-discipled/» Receive our free “Five Keys to Walking Through Difficulty” PDF by going to: https://ellerslie.com/subscribe/» For more information about Daily Thunder and the ministry of Ellerslie Mission Society, please visit: https://ellerslie.com/daily» If you have been blessed by Ellerslie, consider partnering with the ministry by donating at: https://ellerslie.com/donate/» Discover more resources, books, and sermons from Eric Ludy by going to: https://ellerslie.com/about-eric-ludy/

Episode: 3316 A look at what the word Research really means.  Today, let's think about research.

Are you ready another thrilling episode of Ron's Amazing Stories! This week, we're taking to the skies as we uncover the lesser-known tale of aviation pioneer John Joseph Montgomery—the man who soared through the clouds long before the Wright brothers but somehow got left behind in the history books. Prepare for a humorous dive into the true story of flight, complete with daring inventors, wild contraptions, and plenty of mustache wax. Podcast Highlights: The Forgotten Pioneer: Discover how Montgomery began gliding through California skies in the 1880s, decades before the Wright brothers' famed flight at Kitty Hawk. Gliders and Gravity: Learn about Montgomery's early inventions, bold experiments, and why gravity had him on speed dial. A special look at Gallant Journey (1946), a film adaptation of Montgomery's life starring Glenn Ford. Ron dissects the film's accuracy and shares fascinating facts about Montgomery's real adventures. Post-Story Reflections: We set the record straight on Montgomery's life and achievements—including his groundbreaking work in wireless communication, petroleum burning furnaces, and even gold extraction devices. Plus, the story of his final flight and lasting legacy at "Montgomery Hill." Thanks for flying with us in episode #693, proudly brought to you by Audible. Visit audibletrial.com/ronsamazingstories for your free audiobook—your support keeps us soaring. Stay tuned, stay curious, and as always—every story is an amazing story with Ron! Ron's Amazing Stories Is Sponsored by: Audible - You can get a free audiobook and a 30 day free trial at . Your Stories: Do you have a story that you would like to share on the podcast or the blog? Head to the main website, click on Story Submission, leave your story, give it a title, and please tell me where you're from. I will read it if I can. Links are below. Music Used In This Podcast: Most of the music you hear on Ron's Amazing Stories has been composed by Kevin MacLeod () and is Licensed under . Other pieces are in the public domain. You can find great free music at which is a site owned by Kevin. Program Info: Ron's Amazing Stories is published each Thursday. You can download it from , stream it on or on the mobile version of . Do you prefer the radio? We are heard every Thursday at 10:00 pm and Sunday Night at 11:00 PM (EST) on . Check your local listing or find the station closest to you at this . Social Links: Contact Links:

Justin sets up his gear at the new location of Two Roads Tavern at MP 4.5 on the bypass in Kitty Hawk, where he talks with Travis Tyler, bartender at Outer Banks Brewing Station; Tiffany Moldovan, director of property management at Beach Realty & Construction; and Glen Sherwin, part owner of Two Roads Tavern. They discuss more the do's and don'ts of OBX bar-going, what the summer rental season is shaping up to be like (and how you can book your vacation) and the awesome new location of Two Roads Tavern.Outer Banks This Week Podcast Presented by:Kelly's AutomotivePowered by:Outer Banks Pest ControlSponsored by:Brindley Beach VacationsJust for the BeachFrisco Woods Campground

Justin takes the show back on the road to Rundown Cafe at milepost 1.5 on the beach road in Kitty Hawk. He and manager Josh Dunavant discuss the different menu items, atmosphere and entertainment, and you'll learn why Rundown Cafe is a must-visit on your next Outer Banks vacation!Outer Banks This Week Podcast Presented by:Kelly's AutomotivePowered by:Outer Banks Pest ControlSponsored by:Teach's Lair MarinaWanchese Off RoadNorthern Outer Banks

Austin is no stranger to autonomous vehicles — a decade ago, this is where the first fully autonomous car ride took place, and then-Mayor Steve Adler declared Austin the “Kitty Hawk of driverless cars.” Late last year, Waymo rolled out service for Austinites on an insider waiting list, and our guest, Dan Weinstock, got approved to ride. Since then, he's racked up 60 rides in the self-driving cars, and has the stories to prove it. Recently, the company partnered with Uber, and Uber customers can now opt-in to get picked up by a robot car. Would you take one? Host Nikki DaVaughn isn't so sure.   Learn more about the sponsors of this April 2nd episode: Visit Port Aransas Austin Community Foundation Wild West Brew Fest Want some more Austin news? Then make sure to sign up for our Hey Austin newsletter.  Follow us @citycastaustin You can also text us or leave a voicemail.  Interested in advertising with City Cast? Find more info HERE 

Time for another Freak Friday listener story. This week Ian shares some strange occurrences involving an airplane museum and a Curtiss P-40 Kittyhawk.

Whether it's an open cockpit biplane or a brand new Cirrus, Shane Vande Voort says “good stick and rudder skills carry through into every airplane.” He explains why the Cirrus accident record has improved so much, how to teach modern avionics to new pilots, and why systems knowledge still matters. Shane also loves flying with family, so he talks about going up in an open cockpit biplane with his kids and taking a memorable flight to Kitty Hawk with his father in a Cessna 120. In the Ready to Copy segment, Shane shares his advice for taking checkrides, how taildragger flying helps jet pilots, and whether shock cooling is a myth.SHOW LINKS Shane's articles on Air Facts: https://airfactsjournal.com/author/shanevandevoort/ Shane's flight school: https://flyclassicaviation.com PilotWorkshops Mastery: https://pilotworkshop.com/products/vfr-mastery/

The Spitfire, the Hurricane, the Kittyhawk – when asked to name the fighter planes that won World War II, most people would place these legendary machines high on the list. Yet largely absent from these lofty histories is the Commonwealth Aircraft Corporation's CA-13 Boomerang – Australia's home-grown fighter plane, adapted from a training aircraft design and deployed in the Pacific theatre. Though it was plagued with teething problems and never took down an enemy aircraft, the Boomerang carved out its own niche working with the Army in battlefields like the dense jungles of New Guinea. In this week's Australian Aviation Podcast, Jake Nelson talks to Don Williams, author of The CAC Boomerang: Australia's Own WWII Fighter, about the unique role played by the Boomerang in Australia's aviation history – and how it can be better remembered.

Before the Wright Brothers made their historic flight at Kitty Hawk in December 1903, other air enthusiasts had tried to find the answer to powered, controlled human flight. And once Wilbur and Orville succeeded, many budding aviators flocked to the skies by building on their technology. Soon, despite their best efforts, the Wright Brothers would find it was nearly impossible to maintain a grip on the emerging aviation industry. Today, Lindsay is joined by historian and author Lawrence Goldstone. He's the author of Birdmen: The Wright Brothers, Glenn Curtiss, and the Battle to Control the Skies. Be the first to know about Wondery's newest podcasts, curated recommendations, and more! Sign up now at https://wondery.fm/wonderynewsletterListen to American History Tellers on the Wondery App or wherever you get your podcasts. Experience all episodes ad-free and be the first to binge the newest season. Unlock exclusive early access by joining Wondery+ in the Wondery App, Apple Podcasts or Spotify. Start your free trial today by visiting wondery.com/links/american-history-tellers/ now.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

In this episode of Building Better with Brandon Bartneck, Tim Huntzinger, founder of California-based XOTO, shares his journey from designing in the aerospace and automotive industries to creating a revolutionary three-wheeled vehicle. With over 20 years of experience working for top companies like NASA, Boeing, Fisker, Rivian, GM, and Kittyhawk, Tim's expertise informs his innovative approach to enhancing the joy of motorcycling while improving safety. Tim discusses how XOTO combines the joy of riding with advanced safety features, including a self-stabilizing three-wheel design that ensures stability, maneuverability, and fun. The conversation highlights the challenges of building a sustainable business model, the importance of human-centered design, and how XOTO's rental program introduces the vehicle to new riders. About Building Better: Building Better with Brandon Bartneck focuses on the people, products, and companies creating a better tomorrow, often in the transportation and manufacturing sectors. Previously called the Future of Mobility podcast, the show features real, human conversations exploring what leaders and innovators are doing, why and how they're doing it, and what we can learn from their experiences. Topics include manufacturing, production, assembly, autonomous driving, electric vehicles, hydrogen and fuel cells, leadership, and more. Key Takeaways: Tim's experience in aerospace and automotive informs XOTO's innovative design approach. XOTO's self-stabilizing three-wheel system enhances safety and riding enjoyment. Motorcycling creates a unique sense of presence and connection to the environment. The vehicle is optimized for low-speed urban maneuverability and user-friendly operation. Human-centered design is central to XOTO's mission. XOTO's modular lithium-ion battery provides a 45-mile range, with an option to double it. Riders in California only need a standard driver's license to ride XOTO. Using off-the-shelf parts simplifies manufacturing and repair processes. The rental program introduces the vehicle to new riders in tourist areas. The future of motorcycling lies in designs that prioritize safety, utility, and fun. Chapters: 00:00 Introduction to Tim Huntzinger and XOTO 05:05 The Joy of Motorcycling and Its Challenges 12:14 Designing a Safer Urban Vehicle 18:13 Technical Innovations in Vehicle Design 22:13 Building a Sustainable Business Model 27:03 Manufacturing and Assembly Strategies 32:55 The Importance of Human-Centered Design 43:05 Exploring Product Development Approaches 45:01 The Intersection of Design and Market Needs About the Guest: Tim Huntzinger is the founder of XOTO and an industrial designer with over 20 years of experience in the aerospace and automotive industries. He holds a Master's degree in Industrial Design from the ArtCenter College of Design and a BFA in Industrial Design from Brigham Young University. Tim's passion for transportation and safety led him to create XOTO, a company redefining the motorcycling experience with its innovative three-wheeled electric vehicles. Links & Resources: Learn more about XOTO: xotoinc.com Learn more about Tim Huntzinger: LinkedIn Profile Show Notes: brandonbartneck.com/buildingbetter/timhuntzinger Connect with Building Better: Follow the podcast for more inspiring conversations: Apple Podcasts Spotify Google Podcasts

Chris Anderson can't talk a lot about what he is up to these days. At least on camera. His LinkedIn profile says he's currently an Engineer at “Stealth". Prior to this current professional opacity, he was at Kitty Hawk, the electric aircraft maker founded by Sebastian Thrun (legendary Stanford Professor and former lead of Google's self-driving car team that led to Waymo) and backed by Google Co-founder, Larry Page. I became familiar with Chris while he was leading Wired Magazine as Editor-in-Chief. His work there was groundbreaking and set much of the pace, tone, and agenda for the early days of Web 2.0 and the Maker movement. After seeing a TedX talk about a side hustle he had selling cellophane bags of electrical parts and open source autopilots for DIY Drones I slid into his DM's.There is a lot of buzz around drones today, but note the date on that DM — November 3rd, 2010. Little did I know at the time, that this little drone business was just beginning to grow from Chris and his kids packing orders at their dinner table to a proper manufacturing and distribution center along the border of Mexico. As things happened, that DM turned into a conversation that turned into an investment in a company, 3D Robotics, that took Chris away from Wired and into the uncharted worlds of manufacturing, consumer hardware, and defense tech. He was early and 3DR didn't play out the way that we'd all hoped but it laid the foundations for much of what he's working on now — even though he can't talk much about that publicly.To say Chris has a knack for living in the future would be a massive understatement. In this conversation we unpack his process for exploring possible futures — spoiler: Chris has started writing science fiction as a way to explore complex technological implications. He writes a book a month, using fiction as a computational tool to play out scenarios with artificial agents and see where they lead. We get into what he got right and what he got wrong about drones specifically and defense tech more broadly. And we discuss the culture of Silicon Valley, where we spar a bit on the amount of waste and wandering built into the system that ultimately leads to so many unexpected breakthroughs. Since that first DM, he has become a dear friend, coconspirator, and sounding board for me. The unedited conversation here went on for nearly 3 hours (which reminds me that we really do need an “indie uncut” channel) but that's the kind of person Chris is — generous in sharing his time, ideas, and insights. I hope you enjoy listening as much as we enjoyed recording this one.

Discover the rejuvenating world of halotherapy with Phyllis K. Miller and Selina N. Martin, the inspiring duo behind the Outer Banks Salt Cave in Kitty Hawk, NC. In this episode, we explore the science and serenity of salt therapy, from its benefits for respiratory and skin health to its stress-relieving and immune-boosting properties. Learn about their unique offerings, including Himalayan Salt Cave sessions, massages, and special events like yoga and psychic readings, all set in a tranquil, wellness-focused space. Whether you're a curious first-timer or a wellness enthusiast, this episode will leave you inspired to try the Outer Banks Salt Cave for yourself. Visit their website at outerbankssaltcave.com to learn more. Planning your next Outer Banks getaway? Find your perfect vacation rental with Seaside Vacations and make wellness a part of your stay!

【欢迎订阅】每天早上5:30，准时更新。【阅读原文】标题:Events to Shake, or Gently Rattle, the World in 2025正文：We approach an interesting juncture in 2025: the end of the first quarter of the 21st century. The first 25 years of any century feel a bit foundational. Consider the first 25 years of the 1900s: Orville and Wilbur Wright's flight in Kitty Hawk, N.C., in 1903 ushered in the golden age of air travel. In 1917, the Bolsheviks stormed the Winter Palace, the seat of the czarist government in St. Petersburg, paving the way for Russia to enter the Soviet era. Just two years later, in 1919, the Treaty of Versailles redrew Europe, precipitating Adolf Hitler's rise to power and, ultimately, World War II.知识点：juncture n. /ˈdʒʌŋktʃə(r)/( formal ) a particular point or stage in an activity or a series of events特定时刻；关头• The battle had reached a crucial juncture.战⽃已到了关键时刻。• At this juncture , I would like to make an important announcement.此时此刻我要宣布⼀项重要的事情。获取外刊的完整原文以及精讲笔记，请关注微信公众号「早安英文」，回复“外刊”即可。更多有意思的英语干货等着你！【节目介绍】《早安英文-每日外刊精读》，带你精读最新外刊，了解国际最热事件：分析语法结构，拆解长难句，最接地气的翻译，还有重点词汇讲解。所有选题均来自于《经济学人》《纽约时报》《华尔街日报》《华盛顿邮报》《大西洋月刊》《科学杂志》《国家地理》等国际一线外刊。【适合谁听】1、关注时事热点新闻，想要学习最新最潮流英文表达的英文学习者2、任何想通过地道英文提高听、说、读、写能力的英文学习者3、想快速掌握表达，有出国学习和旅游计划的英语爱好者4、参加各类英语考试的应试者（如大学英语四六级、托福雅思、考研等）【你将获得】1、超过1000篇外刊精读课程，拓展丰富语言表达和文化背景2、逐词、逐句精确讲解，系统掌握英语词汇、听力、阅读和语法3、每期内附学习笔记，包含全文注释、长难句解析、疑难语法点等，帮助扫除阅读障碍。

Just in time for the 121st anniversary on Tuesday, I bring to you the story of two brothers from Ohio, Wilbur and Orville Wright, who changed the world forever with their groundbreaking first flight on December 17th, 1903. Though it lasted just 12 seconds, it marks the first powered, sustained, and controlled airplane flight, something humans had tried and failed to do for centuries. Join special guest Adonis A. Osekre and me as we delve into the story of the Wright brothers to uncover just how remarkable their achievement really was. Purchase "Windswept Dreams: The Wright Brothers' Legacy from Kitty Hawk's Dunes and Beyond" by Adonis A. OsekreCheck out askadonis.comSupport the show! Join the Patreon (patreon.com/historyfixpodcast)Buy some merchBuy Me a CoffeeVenmo @Shea-LaFountaineSources: "Remarkable Women of the Outer Banks" by Hannah Bunn West"Windswept Dreams: The Wright Brothers' Legacy from Kitty Hawk's Dunes and Beyond" by Adonis A. OsekreEncyclopedia Britannica "Wright Brothers"National Air and Space Museum "Meet the Wright Family"National Air and Space Museum "Who Were the Wright Brothers?"National Air and Space Museum "Before the Wrights Were Aviators"National Air and Space Museum "Researching the Wright Way"National Air and Space Museum "You Just Invented the Airplane, Now What?"National Air and Space Museum "Katherine Wright: the Wright Sister"Shoot me a message!

Did you know Ben Franklin witnessed the first human flight? No, he wasn't with the Wright Brothers in Kitty Hawk. In fact, it was 120 years earlier in 1783 when two aeronauts floated over Paris in a hot air balloon. Franklin described watching the balloon's majestic ascent in his journal.In the early days of ballooning, experiments with balloon fuels and designs occasionally had catastrophic results. Since then, the safety of flying a balloon has come a long way. Today, ballooning is one of the safest and most beautiful modes of human flight for aeronauts, passengers and people on the ground.In this episode, you'll hear from Kim and Adam Magee, founders of The Balloon Training Academy and FAA Safety Team representatives. The Magees share how they got started in ballooning, the training process for balloon pilots (who are known as aeronauts) and advice for aspiring aeronauts.Learn how aeronauts communicate with their ground crew and other users of the national airspace, and about the technologies and tricks balloonists use to track wind patterns. Get a glimpse into the vibrant culture of ballooning, from creatively shaped balloons to unforgettable events with spectacular traditions—like the Albuquerque International Balloon Fiesta where over 500 hot air balloons traverse the skies above New Mexico.Ballooning can be both safe and exciting. The FAA has rules for student, private and commercial aeronauts that help keep everyone safe. We require commercial aeronauts to hold medical certificates when flying paying passengers and work with the Balloon Federation of America on an accreditation program.  If you're interested in learning more, go to FAASafety.gov and contact the Balloon Federation of America.   Meet Our Guests  Adam and Kimberly Magee are the Co-Founders of The Balloon Training Academy and FAA Safety Team Representatives. Adam, the Academy's President, is a Federal Aviation Administration (FAA) Designated Pilot Examiner, the 2019 FAA Flight Instructor of the Year, and the 2021 FAA Safety Team Representative of the Year. Kimberly, the Academy's Vice President, holds 6 World Records and 9 National Records in hot air ballooning. She is the recipient of the Balloon Federation of America's Shields-Trauger Award, the organization's highest honor. 

In this episode of "Sleepless in Singapore," I recount the third and potentially final part of a road trip with my friend Marcus along the US East Coast. We begin in Jacksonville, where we miss meeting an old friend but enjoy a Brazilian barbecue at Terra Gaucha. Our journey continues with a hearty breakfast at Cracker Barrel in Kingsland, Georgia, a delightful city tour in Savannah, and a restful night at a golf club in Litchfield Beach. We explore Wilmington and the Outer Banks, taking a ferry from Cedar Island to Ocracoke, marveling at the remote beauty. Reaching Kitty Hawk, we stay in a charming Airbnb and experience local culture, including a memorable evening meeting a NASCAR driver. The trip concludes with a brisket feast in King of Prussia, a visit to Gettysburg National Military Park, and a glimpse into Amish life, before I finally return to Singapore.

Conan talks to retired clown Michael Jay from Kitty Hawk, NC about benevolent clowning, working as a death doula, and what kind of classic clown Conan would be. Wanna get a chance to talk to Conan? Submit here: teamcoco.com/apply

On this day in 1910, French amateur pilot Henri Fabre made the first successful seaplane flight.See omnystudio.com/listener for privacy information.

How coded into our DNA are the universal innovations that have driven human history globally? Futurist Byron Reese shares what he's uncovered here! What We Discuss with Byron Reese: Why innovations that increase productivity are always good for humans — because they won't steal and devalue our jobs, but create more than we can fill. Why did it only take humanity three generations to get from the Wright Brothers' first flight at Kitty Hawk to landing on the moon, but our ancestors endured 80,000 generations using the same stone tool without modification? How much does civilization owe to the advent of language? Why are ancient cave paintings found around the world so eerily similar — down to stenciled human hands with missing fingers? What can we learn about our species and its intrinsic coding by studying the communication patterns of honeybees, ants, and other insects? And much more... Full show notes and resources can be found here: jordanharbinger.com/940 This Episode Is Brought To You By Our Fine Sponsors: jordanharbinger.com/deals Sign up for Six-Minute Networking — our free networking and relationship development mini course — at jordanharbinger.com/course! Like this show? Please leave us a review here — even one sentence helps! Consider including your Twitter handle so we can thank you personally!