Podcasts about nco

Modern warfare is no longer defined by who has the biggest force, but by who can adapt the fastest. The battlefield is changing in real time through artificial intelligence, autonomous systems, cyber capabilities, and the speed of information. But even in the most advanced operating environments, victory still comes down to disciplined leaders, trusted teams, and soldiers prepared to make decisions under pressure when everything is on the line.The responsibility for America's rapid response to any crisis belongs to the Army's XVIII Airborne Corps.From their headquarters at Fort Bragg, NC, Fran Racioppi sat down with Lieutenant General Greg Anderson, Commanding General of the XVIII Airborne Corps, to discuss how he is preparing America's Contingency Corps for combat in an increasingly dangerous world.Leading more than 80,000 soldiers across the 3rd Infantry Division, 10th Mountain Division, 82nd Airborne Division, and 101st Airborne Division, and other subordinate commands, LTG Anderson explains how the Corps balances readiness, speed, and innovation while maintaining the fundamentals that have always defined military success.Our conversation explores the role of Noncommissioned Officer, the importance of mastering the basics, and why leadership development remains America's greatest asymmetric advantage. We also discuss the integration of conventional and special operations forces, the concept of compound warfare, and the difference between interoperability and true integration on the battlefield.LTG Anderson breaks down the Corps' push toward innovation through initiatives like the Joint Innovation Outpost and experimental exercises that incorporate artificial intelligence, machine learning, and data-driven decision-making into operational planning. But even as technology changes warfare, he makes one thing clear; there must always be a human in the loop.Highlights0:00 Introduction2:17 Welcome to the Jedburgh Podcast4:01 The role of XVIII Airborne Corps9:57 Empowering NCOs14:58 Joint Innovation Outpost19:00 Speeding the Acquisition Timeline22:53 Keeping A Human in the Loop25:41 Integration vs Interoperability29:13 Guiding the Tactical Level Leader32:48 Compound Warfare Today37:22 Generational Warfighting Differences42:00 The XVIII Airborne Corps Formation45:04 Daily HabitsQuotes“What operational problems do they expect us to solve for them?”“If I've got a strong team…we'll typically prevail.”“Certainly what I've learned of any value has come from non-commissioned officers that raised me up.”“The role of the non-commissioned officer is to become the technical tactical experts in the application of violence at the tactical level.”“What are we doing to get the NCO corps to that point where they are the Army?”“How do we use advanced computing to allow us to make decisions more informed and faster than our opponents?”“The advantage of war fighting is not replacing humans with machine decision making. It's now creating superhumans that are enabled by it.”“Interoperability is our ability to work together in an efficient, effective manner.”“Compound Warfare is the blending of regular and irregular capabilities to create a host of dilemmas for your enemy.”“You'll never be able to tell that tactical level leader when things are going to change and shift if you haven't done the operational level rigor.”“My role as the general is not to solve the problem or be the hero that comes in, but to think and understand the problem we're trying to solve.”The Jedburgh Podcast is brought to you by OneBrief; enabling military leaders to make innovative, informed and deliberate decisions faster than ever before. Superhuman command wins wars.Follow the Jedburgh Podcast and the Green Beret Foundation on social media. Listen on your favorite podcast platform, read on our website, and watch the full video version on YouTube as we show why America must continue to lead from the front, no matter the challenge.

Africa is the literal center of the world's map and increasingly the center of gravity for ISIS, the manpower source for Russia's war in Ukraine, and the contested geopolitical ground where China builds bases and drops off free weapons. Our first active-duty guest pulls back the curtain on a combatant command that runs on 0.1% of the defense budget. LTG John W. Brennan Jr. is Deputy Commander of U.S. Africa Command and a 30-year career Special Forces officer, with command tours spanning 5th Special Forces Group, the anti-ISIS task force in Syria, and 1st Special Forces Command. He's joined by ChinaTalk's Justin, who served under Brennan as a young NCO in the Middle East. We discuss… How AFRICOM runs a counter-VEO away game on 0.1% of the defense budget by working “by, with, and through” partners “Putin's Purse”: trafficking thousands of Africans onto the Ukrainian front lines under false pretenses The Houthi–al-Shabaab pipeline and the threat triangle around Djibouti's PRC naval base Building an “alternate DIB in exile”: drone centers of excellence in Morocco, South African artillery, Namibian satellite radios Why Brennan wants to “declare jihad against proprietary data streams” and where AI actually helps a combatant commander decide WarTalk's first Ivorian dance party suno song: https://suno.com/s/1hhJTtwBn2NGR8eT Learn more about your ad choices. Visit megaphone.fm/adchoices

Africa is the literal center of the world's map and increasingly the center of gravity for ISIS, the manpower source for Russia's war in Ukraine, and the contested geopolitical ground where China builds bases and drops off free weapons. Our first active-duty guest pulls back the curtain on a combatant command that runs on 0.1% of the defense budget. LTG John W. Brennan Jr. is Deputy Commander of U.S. Africa Command and a 30-year career Special Forces officer, with command tours spanning 5th Special Forces Group, the anti-ISIS task force in Syria, and 1st Special Forces Command. He's joined by ChinaTalk's Justin, who served under Brennan as a young NCO in the Middle East. We discuss… How AFRICOM runs a counter-VEO away game on 0.1% of the defense budget by working “by, with, and through” partners “Putin's Purse”: trafficking thousands of Africans onto the Ukrainian front lines under false pretenses The Houthi–al-Shabaab pipeline and the threat triangle around Djibouti's PRC naval base Building an “alternate DIB in exile”: drone centers of excellence in Morocco, South African artillery, Namibian satellite radios Why Brennan wants to “declare jihad against proprietary data streams” and where AI actually helps a combatant commander decide WarTalk's first Ivorian dance party suno song: https://suno.com/s/1hhJTtwBn2NGR8eT Learn more about your ad choices. Visit megaphone.fm/adchoices

Let us know what you think of the show and what we can do better! Orders are supposed to be clear, lawful, and tied to mission. So what happens when a policy feels wrong in your gut, looks shaky in the paperwork, and gets enforced with threats, segregation, and career-ending consequences?I'm joined by Scott Lauderer, a retired Air Force reservist with 25 years of service across multiple branches, and former Army Sergeant First Class John Eugene Delarm, a combat veteran separated near retirement. We get specific about what they say unfolded during the military COVID-19 vaccine mandate: formations and “shot lines,” religious accommodation denials, repeated pressure from leadership, and the kind of retaliation that leaves troops feeling isolated and disposable. They also share why they believe protecting junior service members is part of the NCO and leader's duty, even when the personal cost is brutal.John walks through the EUA argument in plain terms, including the Comirnaty vs Pfizer confusion and why 10 USC 1107a matters to the right to accept or refuse an Emergency Use Authorization product. From there, we zoom out to military accountability: what courts did and didn't address, why many veterans still chase BCMR corrections and back pay, and why reinstatement offers can feel like a fix with strings attached. We also talk about the Declaration of Military Accountability, the Forgotten Soldiers podcast, and the documentary Duty to Disobey, premiering June 30, that centers the human stories behind the mandate era.If this conversation challenges you, share it with someone who thinks the debate is “over,” then subscribe, leave a review, and tell me: what should accountability actually look like now?Stories of Service presents guests' stories and opinions in their own words, reflecting their personal experiences and perspectives. While shared respectfully and authentically, the podcast does not independently verify all statements. Views expressed are those of the guests and do not necessarily reflect the host, producers, government agencies, or podcast affiliates.Support the showVisit my website: https://thehello.llc/THERESACARPENTERRead my writings on my blog: https://www.theresatapestries.com/Listen to other episodes on my podcast: https://storiesofservice.buzzsprout.comWatch episodes of my podcast:https://www.youtube.com/c/TheresaCarpenter76

Send us Fan MailTrent rolls solo and unleashes a Thanksgiving beatdown on stupidity across the force. He opens with the legendary tale of an Airman who annihilated a toilet so violently his supervisor wanted to write paperwork for it. Trent torches the obsession with rank, the dependas who think stripes transfer by marriage, and the clowns trying to overthrow Haiti like it's Walmart on Black Friday. He dives into culture clashes, NCO failures, marriage reality checks, and why the E1–E4 crowd still carries the whole damn Air Force. If you're fragile, buckle up. Trent isn't here to hold your hand—he's here to tell the truth.⏱️ Timestamps00:00 – Trent's poetic intro (yes, seriously) 01:05 – The Airman who nuked a toilet 03:00 – Supervisors who think paperwork = leadership 05:40 – The Haiti coup masterminds (spoiler: they're not) 08:00 – Culture, assimilation, and uncomfortable truths 12:20 – The Dependa housing meltdown 15:50 – Why who you marry will save or ruin your life 22:30 – Rank, responsibility, and people who get it twisted 26:40 – Promotion ceremonies and perspective 30:00 – Hope for the next generation of operators

Green Berets are built over time. Special Operations Truth #3: SOF cannot be mass produced. America's most elite warriors are developed through experience, through leadership, and through the responsibility of developing others. This is the job of the Special Forces Noncommissioned Officer.In this episode, Fran Racioppi sat down with retired Command Sergeant Major Rob Abernethy to dissect the evolution of the Green Beret NCO, and their officer counterparts, to show how that development shapes the effectiveness of Army Special Operations and national strategy.CSM Abernethy served nearly four decades in the Army and across special operations from a junior 18E communications sergeant, to the Command Sergeant Major of US Army Special Operations Command and United States European Command. Rob breaks down the role of the NCO as the backbone of the Regiment, the importance of regional alignment in building partner forces, and where Special Forces fits into military strategy from the pre-9/11 period, through the Global War on Terror and into today's Large Scale Combat Operations.We also explore the rapid evolution of technology and the challenge of integrating new tools without losing the fundamentals of leadership and warfighting. From artificial intelligence to modern battlefield systems, Rob emphasizes that technology must support the force, not replace the mindset that defines it.Finally, after retiring as one of the longest serving Green Berets in the Army, CSM Abernethy shares his perspective on transition after service and his current role continuing to develop soldiers through his work at AUSA.This is a conversation about leadership, evolution, and the responsibility to prepare the next generation of Green Berets for the fight ahead.HIGHLIGHTS0:00 Introduction2:00 Welcome to the Jedburgh Podcast5:20 From junior to senior NCO on an ODA15:31 Role of the Team Sergeant18:52 The culture of a Special Forces team25:02 Importance of Regional Alignment32:08 Bridging the generation gap43:14 American Military Technological Advantage49:00 Biggest Threat to America52:18 Remembering ServiceQUOTES“The average age on the teams was much older.”“Nobody says, ‘Hey, I'm going to join the Army and my goal is to be a sucky soldier.'”“The Team Sergeant is one of the most critical parts of the team.”“Over time, what you do is build confidence with the team.”“The Officer's success is really the Team's success and the Team's success is based on the Officer.”“Our confidence as a Team Sergeant needs to be projected through the team leader.”“You have to have a lot of confidence in the team you're selecting.”“The administrative stuff makes a difference.”“The little things absolutely matter.”“The more astute you are to the environment in which you're going to operate, the better you're going to be.”“In the next 10 years, it's going to be phenomenal what we actually bring to the battlefield because AI is going to make us that much better.”“The Department of War is crushing the acquisition process now.”“Our relationship with our NATO allies has been strong and needed, and still will be needed.”“One thing that stayed consistent was my desire to be good, to be an expert, and lead by example.”The Jedburgh Podcast is brought to you by OneBrief; enabling military leaders to make innovative, informed and deliberate decisions faster than ever before. Superhuman command wins wars.Follow the Jedburgh Podcast and the Green Beret Foundation on social media. Listen on your favorite podcast platform, read on our website, and watch the full video version on YouTube as we show why America must continue to lead from the front, no matter the challenge.

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Our guest for this Quick Hit is Marine Corps veteran, Mr. Mark O'Loughlin, who has written a new book on leadership. With decades of leadership experience in both the military and civilian sectors, Mark has five simple rules that any leader at any level in any field can learn and implement to improve their team and themselves. Whether you're a CEO or a junior NCO, Mark's Validated Leadership is a great guide to better, more effective leadership.https://validatedleadership.com/Theme song by EduardBykovets via Pixabay. Support the showhttps://tracerburnout.com/

Building a business isn't just about what you sell — it's about what you believe. In this episode, Jim Campbell shares why purpose-driven work matters, how organic agriculture is reshaping the way people think about food, and what it looks like to build a company that puts people, animals, and the land first.This is Brand Story, a podcast celebrating the stories of real people who are making an impact on brands, business, and the world around them. Episodes feature guests from a variety of backgrounds who bring their own unique perspectives to the conversation.Brand Story is created and produced by Gravity Group, a full-service brand and marketing agency, and is hosted by Gravity Group President, Steve Gilman.Links and Information From the Episode Here: https://www.gravitygroup.com/podcast/rooted-in-purpose/Continue the conversation on social:For more of Brand Story, check out our LinkedIn (https://www.linkedin.com/company/gravitygroupmarketing), where we'll post previews and highlights of shows, behind-the-scenes sneak peeks, plus other marketing news you can use.We're also on:Instagram — https://www.instagram.com/gravitygroupFacebook — https://www.facebook.com/gravitygroupmarketing(00:00) Introduction – Jim Campbell, President & CEO of New Country Organic (01:38) Jim's Origin Story – From financial services to farming: horses, land, chickens, and finding a mission (03:20) What's wrong with conventional feed and the case for organic (04:48) The Homesteading Movement – Self-sufficiency, the pandemic effect, and why NCO's mission aligns with a growing cultural shift (06:00) NCO's Three Core Missions – Feeding animals well, building soil health, and taking care of people (16:07) Decoding Food Labels: Organic vs. Non-GMO – Why USDA Certified Organic is the gold standard and what "non-GMO" really means (22:56) Backyard Chickens as a Gateway – Why chickens attract new homesteaders, and the very human benefits of connecting with animals (27:52) Custom Feeds & Allergy-Driven Product Development – How customer needs (and a tearful after-hours phone call) shaped NCO's product line(30:06) The Pandemic Demand Surge – A tsunami of new homesteaders and what it revealed about distrust of "Big Food" (35:31) National Expansion: Texas, Nevada & the UK – Growing from Virginia roots to a nationwide (and soon international) footprint(37:58) Supporting the Organic Farming Ecosystem – Buying American organic grains and helping farmers transition away from conventional agriculture(39:17) Customer Care as a Brand Value – Treating every customer like a person, not a ticket(41:48) Vision for NCO's Future – Organic nutrition, soil products, insect protein, and international growth(44:10) Jim's Chapter of Life: Creation – Reflections on entrepreneurship, lifelong learning, and wishing he'd started sooner(46:05) Advice to a Younger Self – Take more risks, find your own thing, and stay curious

The NCO Corps does not need compliant Soldiers. It needs committed warfighters. On this episode of the Your Next Mission® video podcast, 12th Sergeant Major of the Army (R) Jack L. Tilley sits down with 17th Sergeant Major of the Army Michael R. Weimer to break down exactly what turns compliance into commitment and why the difference is the why. Two SMAs. Zero filters. The truth that every Soldier, NCO, Veteran and Military Family needs to hear right now. SMA Weimer said it straight. "You could be really fit, really tough, and still be a one trick leader". And in 2026 that is not enough. The NCO Corps needs Soldiers who are adaptive, curious, continuously learning and committed from the inside out. Not because they have to be. Because they understand why they should be.These two leaders go beyond the manual to discuss merit-based retention, Transforming in Contact, and how the Army is using Artificial Intelligence to update doctrine at light speed. Whether you are an active duty NCO or a Veteran transitioning to civilian life, this is the "No Filter" truth about the state of the force.What you will hear in this episodeWhy SMA Weimer says brilliance at the basics is the only foundation that makes technology lethalHow Transforming in Contact is putting new equipment directly into the hands of Soldiers and taking real time feedback on the spotWhy the Army's new merit-based retention strategy is finally rewarding committed Soldiers instead of treating everyone the sameWhat the journey from compliance to commitment actually looks like across a 20 to 30 year careerWhy adaptability and continuous learning are the most critical skills for the NCO of 2026 and beyondHow Combined Arms Center is using artificial intelligence to update doctrine and training at a speed this Army has never seen beforeWhat SMA Weimer witnessed at minus 20 degrees in Alaska that made him proud of this generation of NCOsWhy the warrior mindset that made you successful in uniform will make you successful the day you take it offThe honest truth about barracks healthcare and food strategy and what Army leadership is doing about it right nowWhy leaders who explain the why are the ones who turn compliant Soldiers into committed war fightersWhat both SMAs say every young Sergeant must master that is completely different from what was required of their generationHow home station training before CTC rotations is transforming readiness across the entire forceWhy you cannot be a one trick leader in today's Army and what that means for your career right nowWhat SMA Weimer means when he says the Army is on a war path to eliminate ridiculous rules so Soldiers can train and fightWhat is the difference between a compliant Soldier and a committed Soldier?How do Army leaders build commitment in their Soldiers?What does SMA Weimer say about NCO leadership in 2026?How do you turn a compliant Soldier into a committed war fighter?What is merit-based retention and how is the Army changing it?How does the Army use artificial intelligence in NCO training today?What is Transforming in Contact and how does it impact Soldiers?What skills does a sergeant need in 2026 that were never required before?How do you build trust with this generation of Soldiers?What is the journey from compliance to commitment in the Army?How is the Army updating doctrine faster using artificial intelligence?What did SMA Weimer say about NCO grit and the next generation?How does home station training prepare Soldiers before CTC rotations?What is Combined Arms Center doing with artificial intelligence right now?What does every battalion Sergeant Major need to be doing before a Soldier reaches their ETS window?How does the warrior mindset translate from military service to civilian life?What is the Army doing about barracks healthcare and food strategy for Soldiers and Families?How do you go from one enlistment to 20 plus years of committed service?

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Send us Fan MailTrent goes full throttle in this unapologetic reality check for every NCO hiding behind bureaucracy and excuses. If you've ever blamed “today's Airmen” for discipline problems—this one's gonna sting. He calls out chiefs playing the victim, NCOs afraid to get yelled at, and a generation that forgot what professional actually looks like.From shiny boots to leadership lip service, Trent dismantles the soft culture infecting the ranks. His message is simple: stop asking permission, stop whining about policy, and start owning your damn influence. You are the culture—so act like it.This episode isn't motivational fluff. It's a direct order to wake up, lead with backbone, and fix the mess. No buzzwords, no safe spaces—just pure enlisted truth bombs.⏱️ Timestamps: 00:00 – “It's Time to Take the Air Force Back” 01:15 – Contractors, Chaos, and Chiefs Gone Soft 03:45 – BMT Ain't the Problem—You Are 05:20 – Why Discipline Isn't “Toxic,” It's Survival 07:45 – The Lost Art of Fixing Problems Without Permission 10:10 – Special Warfare's Secret Sauce: Buy-In and Grit 12:30 – The Coward's Creed: Excuses from the E-9 Mafia 14:00 – Mentorship Up and Down the Chain—Not Optional 16:40 – Discipline Equals Trust (and Why You Don't Have Either) 19:30 – Shiny Boots, Fat Bodies, and Cultural Rot 23:55 – The NCO Creed Gets Torn Apart (Line by Line) 28:00 – Risk, Ridicule, and Real Leadership 32:15 – Stop Asking for Orders—Start Acting Like an NCO 34:25 – The Final Charge: Reclaim the Corps or Get Out

Nederland wordt meegeregeerd door een schaduwmacht van groeperingen die geld krijgen van de overheid, mee-besluiten over het regeringsbeleid en als ze het niet zint ook processen voert tegen de overheid. Dit ‘NGO-complex' is nauw verweven met de overheid, maar bestaat uitsluitend uit linkse organisaties en wordt meebetaald door linkse loterijen en stichtingen. De banden met linkse partijen zijn warm – en die met het koningshuis ook. Daarover gaat deze video-annex-podcast van SYP WYNIA in gesprek met WOUTER ROORDA. Roorda is expert op het gebied van het NGO-complex. Van zijn hand verschijnt later dit jaar een diepgravend boek over hoe de linkse schaduwmacht mede de macht heeft in een land waar de meeste burgers zich helemaal niet verwant voelen met linkse partijen en linkse actiegroepen. Het NGO-complex is dan ook in die zin een ondermijning van de democratie. Wouter Roorda schat er jaarlijks minstens een miljard euro aan belastinggeld gaat naar op het oog uiteenlopende clubs als Oxfam-Novib en Milieudefensie, die in de praktijk nauw met elkaar verweven zijn, allemaal opkomen voor het klimaat en asielmigratie en de multiculturele samenleving en ageren tegen een land als Israël. Ze worden geleid door draaideurpolitici: vandaag nog activist en lobbyist en morgen Kamerlid of minister. Een paar voorbeelden: Diederik Samsom (PvdA) en Stientje van Veldhoven (D66) , de nieuwe klimaatminister. Behalve het miljard (of meer) van de overheid is er de financiering van het NGO-complex door loterijen (de Postcodeloterij met name, een monopolist met een overheidsvergunning, bestuurd door linkse politici) en stichtingen (zoals de Stichting Democratie en Media, mede-eigenaar van kranten als De Volkskrant, Algemeen Dagblad, Trouw en Het Parool). De loterijen en de stichtingen dragen eveneens honderden miljoenen bij aan het NGO-complex. Verder komt er geld binnen van Amerikaanse miljardairs en van de Europese Commissie in Brussel, die jaarlijks ook miljarden stopt in de Europese versie van het NGO-complex. Opvallend is de radicalisering die de afgelopen decennia is opgetreden in de groeperingen van het NGO-complex. Dat weerhoudt het koningshuis er niet van, warme banden te onderhouden met zowel de Postcodeloterij als de clubs van het NGO-complex. Zo opent koningin Máxima eind deze maand het nieuwe hoofdkantoor van Oxfam-Novib, een van de leidende elementen binnen het NGO-complex, geleid door PvdA-politicus Michiel Servaes. Bij deze bijeenkomst wordt onder meer ‘activisme' bewierookt. Máxima opende in 2018 ook al het nieuwe hoofdkantoor van de zogenaamde ‘Goede Doelen Loterijen' – een belangrijke hoeksteen van het NCO-complex. Pikant is dat het ‘Oranjefonds' waar de koninklijke familie zich aan heeft verbonden, in 2002 werd opgericht om de aandacht weg te trekken van het debacle van het huwelijkscadeau voor Willem-Alexander en Máxima, dat gewijd had zullen zijn aan ‘de multiculturele samenleving'. Daar kwam te weinig geld op binnen om de rekeningen te kunnen betalen. Het Oranjefonds wordt nog steeds grotendeels betaald door loterijgeld. In 2005 werd het 25-jarige regeringsjubileum van koningin Beatrix meebetaald door een voor de deelnemers onvrijwillige extra trekking van de Postcodeloterij. Wynia's Week TV is er ook als video https://www.wyniasweek.nl/wwtv/ Wynia's Week is er drie keer per week. Doet u mee? https://www.wyniasweek.nl/doneren/ De boeken van Wynia's Week verschijnen bij Uitgeverij Blauwburgwal. U kunt ze daar ook bestellen https://www.blauwburgwal.nl

The Good Club #83 by Escribano [06 03 2026] Track List: 1.- Lucas Reyes, Terri B! - Nothing for You 2.- Maurizio Arena, Aldo Bergamasco - WORK IT TO THE BONE 3.- Tom & Collins, DvirNuns - Time To Party 4.- UH HUH x Doin Ya Thing (Naay edit) 5.- Soul Of Void, Prana Flow - Save Me 6.- Hallex M - Ecco of Jaguar 7.- Ekko, Rezident - Only For A Moment feat. Ekko (andhim Extended Mix) 8.- Benjamin Franklin - Na Na Na Na (Marbella Club Mix) 9.- Anthony Louis, LLABELARE - Folie De L'Afrique 10.- Yamil, Pieces Of Life - House of Love 11.- Hyenah, Kitty Amor - Faith 12.- Danny Slim - Feeling Good 13.- Maahez - MUZEEK 14.- NCO, Walli, Bastian V (CO), Ikinya - Congá 15.- Max Styler, Notre Dame - You & Me (Notre Dame Extended Remix)

SEASON 4 EPISODE 66: COUNTDOWN WITH KEITH OLBERMANN A-Block (2:30) SPECIAL COMMENT: It's literally a disaster of BIBLICAL PROPORTIONS. Some of Trump’s Troops are being told that it isn't 'war with Iran' - it's a war to start a Biblical Armageddon: “Trump has been anointed by Jesus to light the signal fire in Iran to cause Armageddon and mark his return to earth” says one whistle-blower NCO about his commanding officer. You heard it: a non-zero number of Trump Commanders aren't just fighting an illegal, ill-prepared, ill-fated war against an Iran that posed no realistic threat. To them it's a literal Holy War, start the apocalypse, end times, and then they all get raptured. More than 200 reports of such religious insanity, to a group called MRFF (Military Religious Freedom Foundation) and reported by one of my former MSNBC Coordinating Producers, Jonathan Larsen. MRRF is pushing back against us doing the whole Book of Revelations Crusades thing - and the newest development: the religious nuts in the military are holding emergency bible classes for those who may be deployed. Maybe not Apocalypse Now but Apocalypse SOON. The religious nut jobs are in charge, Hegseth may be in on the delusion, and so: no sign of bad luck in Rapture. B-Block (35:00) THE WORST PERSONS IN THE WORLD: The right wing allegation that MAGA Twitter twerp "Gunther Eagleman" only retweets if you pay him; Markwayne Mullin mistakes the smell of plumbing for the smell of war and keeps referring to "President Hegseth", and Weijia Jiang, CBS News reporter and president of the White House Correspondents Association. She and they not only actually insulted every journalist ever by inviting Trump to the Correspondents' Dinner - but he accepted and thinks he's getting an award. Trump is a man who has literally tried to get reporters killed for a decade, and they're going to sit in the same room with him. I guess because Goebbels is dead and is unavailable. I don't usually say 'I really went off on these idiots' but - I really went off on these WHCA idiots. C-Block (50:00) THURBER'S VERSION OF THINGS I PROMISED NOT TO TELL: His magazine-length version of his only non-fiction book, "The Years With Ross" about the founding of "The New Yorker" magazine (and its legendary, almost mythical founder, Harold Ross). It is as hysterical - and sometimes nearly as impossible to believe - as the best of his fiction.See omnystudio.com/listener for privacy information.

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      

What separates war fighting from a warrior? Is it skill? Is it experience? Or is it something deeper that only reveals itself when it matters most?From the Pentagon, Fran Racioppi sat down with Sergeant Major of the Army Mike Weimer and retired Command Sergeant Major Rick Merritt to discuss what it truly means to build and sustain warriors in the United States Army.CSM Merritt spent over three decades on active duty, including 25 years in the 75th Ranger Regiment, serving in every enlisted leadership position from rifleman to Regimental Sergeant Major. He conducted over 1,500 combat operations under Joint Special Operations Command and served more than five years in combat task forces in Iraq and Afghanistan. His experience spans the full arc of modern warfare.Together with the SMA, we unpack into the difference between technical proficiency and true warrior mindset, what commitment looks like when compliance disappears, and how leaders enforce standards without eroding trust. We explore whether resilience is built over time or revealed under pressure, and how purpose sustains Soldiers when motivation begins to fade.As warfare becomes more technical and systems driven, the SMA is challenging the force to ensure technology enhances the warrior. Future conflict will demand innovation and the technological edge, but victory on the battlefield will still be decided by human judgment, character, and leadership.This is a conversation about standards, commitment, mental toughness, and the responsibility of leaders to hold the line…not just to engage in the business of war fighting, but to forge warriors ready to close with and destroy our nation's adversaries.HIGHLIGHTS0:00 Welcome to the Jedburgh Podcast4:40 Defining An Army Warrior14:02 Compliance to Commitment20:02 What Is The Army Culture?27:18 Why A Warrior Mindset Matters38:52 How to Lead the War fighting ProfessionQUOTES“I see a warrior as the reason why we do it.”“Make a difference with your presence. Otherwise, why are you there?”“A warrior is a way of life.”“Technology is not going to make up for the foundation.”“A warrior is one that is dedicated, disciplined, willing to go the extra mile, will fight for those left and right, and never quit.”“The best recruiters we have are our service members, our veterans.”“How much is enough of these key attributes to take a risk on you and bring you in and start developing the rest of that?”“There's just some things about human beings that are going to be done on an individual's basic timeline in life.”“It's not normal for this generation.”“Combat readiness is a way of life.”“Although I took the uniform off, my oath didn't go away.”“The guys on my team know that they're in the right spot with the right people, with the right culture.”“You're consecrated into this culture that I got to find when I retire.” “What makes that culture is character and character development.”“That probably makes the difference in the world is where our NCO core is compared to other countries.”“I'm a firm believer that the noncommissioned officer is the keeper of the culture.”“I think that was our biggest challenge in Vietnam.”“This profession, we hand you a machete and we say ‘Take that path.'”“Grit comes through hardship.”“At the end of the day, guys got to go on the ground.”“We're struggling a little bit in that space.”“There's no time limit on honorable service.”“What is better than being a company commander?”“Don't be a pain in the ass. Be value added.”“This is a journey, not a destination.”“A legend is nothing but a man or woman who spent their life surrounding themselves with people better than them.”Follow the Jedburgh Podcast and the Green Beret Foundation on social media. Listen on your favorite podcast platform, read on our website, and watch the full video version on YouTube as we show why America must continue to lead from the front, no matter the challenge.

    In this episode of War Docs, we speak with retired Army Colonel Dr. Robert Mabry, a figure whose career trajectory from an 18 Delta Special Forces medic to a senior physician-leader has shaped the face of modern military medicine. Dr. Mabry recounts his harrowing experience during the Battle of Mogadishu, where he provided care for 15 hours under intense fire. He reflects on how those "blood-written" lessons exposed the flaws of applying civilian EMS standards to the battlefield, eventually leading to his involvement as a founding member of the Committee on Tactical Combat Casualty Care (TCCC). The conversation moves from the tactical to the systemic, as Dr.Mabry discusses his pivotal role in upgrading Army flight medics to critical care paramedics and his advocacy for the "Mission Zero Act," which integrates military surgical teams into civilian trauma centers to maintain clinical readiness during the interwar period.     Dr. Mabry also addresses the looming challenges of Large-Scale Combat Operations (LSCO). He warns that the "Golden Hour" luxury enjoyed in Iraq and Afghanistan will likely vanish in future peer-on-peer conflicts due to the lack of air superiority and the threat of mass casualties from advanced weaponry. To prepare, he proposes a radical overhaul of the medical career pathway, advocating for a "Battlefield Medical Specialist" track that allows medics to advance into high-level operational roles without losing their tactical expertise. By embedding military teams into a nationalized mesh network of civilian hospitals, Mabry envisions a "Team America" approach that ensures the military is never again forced to relearn life-saving lessons at the start of a new conflict. This episode is a masterclass in operational medicine, leadership, and the persistent need for innovation within the military health system bureaucracy.   Chapters (00:00-01:30) Introduction to Retired Colonel Dr. Robert Mabry (01:30-05:37) From Small-Town Oklahoma to Army Ranger (05:37-10:51) The Path to Special Forces Medic and 18 Delta Training (10:51-18:54) 15 Hours Under Fire: The Battle of Mogadishu (18:54-25:03) Transitioning from NCO to Physician at USUHS (25:03-31:15) Founding TCCC and the Joint Trauma System (31:15-39:54) Revolutionizing Flight Medic Training and Evidence-Based Reform (39:54-48:00) Prolonged Field Care and the Reality of Future Conflict (LSCO) (48:00-56:17) Mission Zero and Embedding Military Teams in Civilian Centers (56:17-1:03:40) Designing the Future Battlefield Medical Specialist Career Track (1:03:40-1:05:42) Legacy and Closing Remarks   Chapter Summaries (00:00-01:30) Introduction to Retired Colonel Dr. Robert Mabry Host Dr. Doug Soderdahl introduces Dr. Robert Mabry, highlighting his journey from the Battle of Mogadishu to his role as a founding member of the Committee on TCCC. The introduction sets the stage for a discussion on overhauling military medical training and preparing for future high-casualty conflicts. (01:30-05:37) From Small-Town Oklahoma to Army Ranger Dr. Mabry shares his early motivations for enlisting, citing a family tradition of military service and a desire to escape his small town. He explains how a recruiter's pitch led him to the Army over the Marine Corps, eventually landing him in the newly formed 3rd Ranger Battalion. (05:37-10:51) The Path to Special Forces Medic and 18 Delta Training Inspired by a mentor, Mabry pursued the rigorous Special Forces Medic (18 Delta) pathway, known for its high attrition rate and intense training. He discusses the 1.5-year pipeline and how his early marriage provided the stability needed to succeed in the academically and physically demanding course. (10:51-18:54) 15 Hours Under Fire: The Battle of Mogadishu Mabry provides a first-hand account of the "Black Hawk Down" mission, detailing the chaos of the crash site and the makeshift bunker he used to treat casualties overnight. He reflects on the realization that contemporary medical protocols, like C-spine immobilization under fire, were dangerously ill-suited for combat. (18:54-25:03) Transitioning from NCO to Physician at USUHS Inspired by clinical encounters as a medic, Mabry discusses the arduous process of completing medical school prerequisites while on active duty, including retaking organic chemistry after returning from Somalia. He details his experience at USUHS, balancing family life with the challenges of the basic science curriculum. (25:03-31:15) Founding TCCC and the Joint Trauma System Mabry explains the "grassroots" origins of the Committee on Tactical Combat Casualty Care (TCCC) and the later development of the Joint Trauma System (JTS). He critiques the military's initial lack of a data-driven trauma system and the years it took to improve survivability during the Global War on Terror. (31:15-39:54) Revolutionizing Flight Medic Training and Evidence-Based Reform Mabry recounts the struggle to convince the Army to upgrade flight medics from EMT-Basics to Critical Care Paramedics. He highlights a landmark study that proved a 15% improvement in survival for the most critically injured patients when treated by higher-trained providers. (39:54-48:00) Prolonged Field Care and the Reality of Future Conflict (LSCO) Drawing from experiences on the Afghan-Pakistan border, Mabry demystifies prolonged field care as essential nursing care. He warns that future conflicts (LSCO) will lack air superiority, requiring medics to manage mass casualties at the point of injury for days rather than hours. (48:00-56:17) Mission Zero and Embedding Military Teams in Civilian Centers Mabry advocates for a nationalized "Team America" strategy to embed military surgical teams in busy civilian level-one trauma centers. He discusses his work on the Mission Zero Act to ensure military providers maintain their trauma skills during periods of peace. (56:17-1:03:40) Designing the Future Battlefield Medical Specialist Career Track Mabry proposes a new career pathway for operational medicine that allows experienced medics to transition into specialized Physician Assistant roles. This track would keep tactical expertise in the field and provide a long-term career for those dedicated to battlefield care. (1:03:40-1:05:42) Legacy and Closing Remarks In the final segment, Mabry reflects on his legacy, hoping his work inspires future medical leaders to have the courage to innovate. The episode concludes with a tribute to his contributions to saving lives on and off the battlefield.   Take Home Messages Combat Medicine Requires Tactical Adaptation: Medical protocols designed for civilian settings, such as C-spine immobilization or the avoidance of tourniquets, are often counterproductive in high-threat environments. True innovation in combat casualty care comes from acknowledging that the tactical situation dictates the medical intervention, a realization that led to the birth of TCCC. Data Drives Survival in Trauma Systems: The military health system cannot rely on luck or anecdotal evidence to improve clinical outcomes. Establishing a robust trauma registry and a continuous quality improvement process, as seen with the Joint Trauma System, is essential to bending the survival curve and preventing the repetition of past mistakes. Advanced Training is Non-Negotiable for Flight Medics: Moving from an "evacuation only" mindset to a "critical care in the air" model significantly improves survival rates for the most severely injured. Investing in high-level paramedic and nursing certification for flight crews ensures that the aircraft serves as a mobile ICU rather than just a transport vehicle. Preparing for Large-Scale Combat Requires Triage Mastery: In future peer-on-peer conflicts where medical evacuation may be delayed for days, military providers must be trained to manage expecting casualties and perform complex triage. This requires a shift in focus toward prolonged field care and the psychological readiness to make difficult resource-allocation decisions. Civilian-Military Integration is Essential for Readiness: To maintain the surgical skills necessary for war, military teams must be permanently embedded in high-volume civilian trauma centers. A nationalized strategy like the Mission Zero Act ensures that the nation's medical assets are integrated and ready to handle a sudden surge of casualties in a "Team America" approach.   Episode Keywords Military Medicine, Tactical Combat Casualty Care, TCCC, Battle of Mogadishu, Black Hawk Down, Army Rangers, Special Forces Medic, 18 Delta, Joint Trauma System, Flight Medic, Critical Care Paramedic, Mission Zero Act, Large Scale Combat Operations, LSCO, Prolonged Field Care, Combat Surgeon, USUHS, Medical Readiness, Trauma Surgery, Battlefield Medicine, Veteran Stories, Army Medical Department, AMEDD, Medevac, Operational Medicine   Hashtags #MilitaryMedicine, #WarDocs, #TCCC, #CombatMedic, #TraumaCare, #SpecialOperations, #VeteranLeadership, #BattlefieldMedicine   Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission is to honor the legacy, preserve the oral history, and showcase career opportunities, unique expeditionary experiences, and achievements of Military Medicine. We foster patriotism and pride in Who we are, What we do, and, most importantly, How we serve Our Patients, the DoD, and Our Nation. Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the “What We Are For” Episode 47. https://bit.ly/3r87Afm   WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield,demonstrating dedication to the medical care of fellow comrades in arms.     Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast        

Send a textA lazy Sunday vibe turns into a sharp conversation about standards, pride, and who pays the price when professionals take shortcuts. We celebrate USA hockey's surge on the Olympic stage, then press into the NBA's tanking problem and why “rest” nights land hardest on the fans who saved up to see stars play. That same tension—expectation versus delivery—fuels a candid debate on military culture, leadership, and accountability.We revisit the senior NCO graduation photos that set comment sections on fire and ask the hard questions: Where did inspections break down? How should responsibility climb from student to instructor to commandant? Are we teaching people to lead peers, or just to correct subordinates? From everyday etiquette—when to speak up about appearances, how to give humane feedback—to high-stakes symbolism—uniforms, promotions, ceremonies—we connect small choices to big culture.Midway through, a Marine advancement course alum jumps in with a bracing contrast. In that environment, consequences arrive on time: show up late, go home; miss the physical standard, go home. The content wasn't the heavy lift; the culture was. We explore how PME can matter again by tightening inspections, selecting and rewarding elite instructors, and delivering leadership education earlier so it shapes habits instead of summarizing them. We close by reframing identity—why “Airman” lands differently than “Marine” or “Soldier,” and why Space Force deserves more respect as the center of future conflict across space and cyber.If you care about winning—on the ice, on the court, or in uniform—you'll find something here to argue with and something to take back to your team. Listen, share with a friend who needs the nudge, and drop a review with the one standard you think we need to enforce tomorrow. Subscribe so you never miss the next conversation that actually moves the needle.

   This episode features SFC Jacob Allen, an elite medic from the 75th Ranger Regiment currently transitioning into the Inter-service Physician Assistant Program (IPAP). With a background that includes six combat deployments, Allen offers a rare firsthand account of what it means to deliver medical care at the "tip of the spear." He describes the unique pressures of being the primary medical provider for a platoon of Rangers, where the responsibility is immense, and the environment is often austere. A major theme of the conversation is the 75th Ranger Regiment's culture of excellence, built on mastering basic medical skills and a relentless commitment to training both medics and non-medical infantrymen.    SFC Allen shares his expert insights on the evolution of military medical training and strongly advocates for realistic simulation. He explains why human roleplayers and "the feel of skin" are irreplaceable when preparing for high-stakes procedures like cricothyrotomies. Beyond the clinical technicalities, Allen delves into the leadership challenges he faced while managing medical readiness for multiple companies, emphasizing that the most difficult part of the job is often managing personalities and expectations. His transition from a senior non-commissioned officer to an officer candidate in IPAP is fueled by a lifelong passion for medicine and a desire to build longitudinal relationships with patients, a hallmark of the Battalion PA role.      The episode also serves as a practical guide for enlisted service members interested in IPAP. Allen breaks down the application process, from prerequisites and SAT scores to the importance of strong letters of recommendation. He concludes with profound leadership advice for junior officers, urging them to humble themselves and lean on the vast experience of their senior NCOs. SFC Jacob Allen's story is a testament to the "for the boys" philosophy—a commitment to putting the welfare and development of soldiers above all else. This conversation is essential listening for anyone interested in special operations, advanced medical education, or the intersection of clinical excellence and military leadership. Chapters (00:00-01:28) Introduction to SFC Jacob Allen (01:28-09:16) Life as a Medic in the 75th Ranger Regiment (09:16-17:15) Realistic Training and Medical Simulation (17:15-26:47) Leadership Challenges and the Move to IPAP (26:47-38:45) Navigating the IPAP Application and Curriculum (38:45-51:00) Future Aspirations and Advice for Leaders Chapter Summaries (00:00-01:28) Introduction to SFC Jacob Allen: Dr. Soderdahl introduces SFC Jacob Allen, a student in the Inter-service Physician Assistant Program with an extensive background in the 75th Ranger Regiment. SFC Allen shares his unique path of enlisting with a college degree and his motivation to join the "family business" of military service. (01:28-09:16) Life as a Medic in the 75th Ranger Regiment: SFC Allen describes the immense responsibility of being a SOF medic, where one often operates on a "medical island" as the primary provider for a platoon. He emphasizes the Regiment's culture of training non-medics to high standards and notes that the unit's core is the professional development of young soldiers. (09:16-17:15) Realistic Training and Medical Simulation: This section explores SFC Allen's philosophy on medical training, which prioritizes extreme realism and the use of human role-players over high-tech mannequins. He discusses innovative "cheats" for simulation, such as using earbuds to communicate with role-players to better simulate patient feedback and clinical symptoms. (17:15-26:47) Leadership Challenges and the Move to IPAP: SFC Allen reflects on the difficulties of managing personalities across multiple companies and the realization that senior NCO roles eventually move away from direct clinical care. He explains his decision to join IPAP to stay close to medicine and his desire to emulate the influential Battalion PAs he served under. (26:47-38:45) Navigating the IPAP Application and Curriculum: SFC Allen provides a detailed breakdown of the IPAP selection process, including academic prerequisites, the PA-CAT, and the weight of NCOERs in the holistic review. He also describes the transition from the program's intensive didactic phase to his current emergency department clinical rotations. (38:45-51:00) Future Aspirations and Advice for Leaders: In the final chapter, SFC Allen discusses the expectation for PAs to return to conventional units before reassessing for SOF roles to learn the administrative side of the job. He offers final words of wisdom for junior officers, encouraging them to prioritize their troops' welfare and to value the mentorship of senior NCOs. Take Home Messages Master the Fundamentals First: Excellence in high-stakes environments is built upon the mastery of basic medical tasks and trauma care. Training should never "out-kick its coverage," as the ability to perform the basics perfectly under pressure is what saves lives on the battlefield. Prioritize Realistic Simulation: There is no substitute for human roleplayers and the tactile feedback of real skin and anatomy when training for medical procedures. Effective training should be as close to reality as possible, including the emotional intensity and physical complications of treating a real person. Leadership is About Managing People: Whether in a clinical setting or a combat unit, the greatest challenge of leadership is managing diverse personalities and expectations. Success requires a leader to adapt their communication style to the individual needs of their subordinates and commanders. NCO Experience is Invaluable to Officers: Junior officers must recognize that senior NCOs possess a level of operational experience that cannot be replicated in a classroom. Developing a humble, learner's mindset and leaning on NCO mentorship is essential for any officer to lead an effective medical team. Put the Soldiers First: True leadership is defined by the philosophy of being "for the boys," meaning the mission and the welfare of the troops always take priority over personal career advancement. A leader's legacy is found in the professional development and care they provide to the young soldiers under their charge.   Episode Keywords military medicine podcast, 75th Ranger Regiment, Army medic, combat medic, special operations medicine, SOCM, physician assistant, Army IPAP, military leadership, Ranger medic training, healthcare careers, military education, veteran stories, battlefield medicine, emergency medicine, military officer, enlisted to officer, 68W, medic training, Army Ranger stories, pre-hospital care, trauma medicine, medical simulation, IPAP application, Ranger Regiment medicine, medical student, clinical rotations Hashtags #rangers, #militarymedicine, #medic, #specialoperations, #physicianassistant, #veteran, #SOF, #leadership   Honoring the Legacy and Preserving the History of Military Medicine The WarDocs Mission is to honor the legacy, preserve the oral history, and showcase career opportunities, unique expeditionary experiences, and achievements of Military Medicine. We foster patriotism and pride in Who we are, What we do, and, most importantly, How we serve Our Patients, the DoD, and Our Nation.   Find out more and join Team WarDocs at https://www.wardocspodcast.com/ Check our list of previous guest episodes at https://www.wardocspodcast.com/our-guests Subscribe and Like our Videos on our YouTube Channel: https://www.youtube.com/@wardocspodcast Listen to the “What We Are For” Episode 47. https://bit.ly/3r87Afm   WarDocs- The Military Medicine Podcast is a Non-Profit, Tax-exempt-501(c)(3) Veteran Run Organization run by volunteers. All donations are tax-deductible and go to honoring and preserving the history, experiences, successes, and lessons learned in Military Medicine. A tax receipt will be sent to you. WARDOCS documents the experiences, contributions, and innovations of all military medicine Services, ranks, and Corps who are affectionately called "Docs" as a sign of respect, trust, and confidence on and off the battlefield,demonstrating dedication to the medical care of fellow comrades in arms.     Follow Us on Social Media Twitter: @wardocspodcast Facebook: WarDocs Podcast Instagram: @wardocspodcast LinkedIn: WarDocs-The Military Medicine Podcast YouTube Channel: https://www.youtube.com/@wardocspodcast      

Description:Shawn Welsh, co-founder of the VET S.O.S. Network, sits down with Kings to share the origin story, the mission, and the future of the lifeline helping veterans avoid “drowning in the sea of transition” and their participation in the Military Effect - Our Time to Serve Campaign.In this emotional, insightful interview, Shawn opens up about:• His military career in the intelligence community• How mentorship pushed him to create VET S.O.S.• The mistakes, growth, and leadership lessons that shaped the mission• Why resilience, trust, and vulnerability are central to veteran support• The vision behind the new nonprofit and global story-capture platform• How volunteers can join the network as LifeguardsWhether you're transitioning out of the military, seeking mental health support, or looking for community, this episode delivers clarity, hope, and next steps you can use today.About the Guest:Shawn Welsh is a retired Army senior NCO, leadership expert, resiliency trainer, and co-founder of the VET S.O.S. Network. He leads with authenticity and commitment—serving veterans through storytelling, connection, and resource amplification.Grab the Lifeline:The VET S.O.S. Network connects veterans, spouses, and service members with real resources and real people who want to see you thrive.#VETSOS #TheScoop #VeteranResources #TheMilitaryEffect #MilitaryTransitionSupport #VeteranLeadership #ResiliencyTraining #VeteranNonprofit #MentalHealthAwareness #MilitaryStories #GrabTheLifeline

On this episode of Beyond the Horizon, we sit down with Lt. Col. Nick Zerby, commander of the 162nd Attack Squadron, and Master Sgt. David Jenkins, an NCO assigned to the 162nd ATKS, to discuss why it's important to cultivate innovation as one of the Ohio Adjutant General's 19 Fundamentals for the Soldiers and Airmen of the Ohio National Guard.You can connect with us on: Facebook: http://www.facebook.com/178WingInstagram: http://instagram.com/178th_wingYou can write to us at: beyondthehorizonpodcast@gmail.com

Episode Notes Rob is back with Sam Edwards of Running Historian as Winters and his NCO's get more and more fed up with Sobel's antics.

The Joint Readiness Training Center is pleased to present the one-hundredth-and-twenty-third episode to air on ‘The Crucible - The JRTC Experience.' Hosted by MAJ Amy Beatty, the Task Force Executive Officer Observer-Coach-Trainer from Task Force Sustainment (Division Sustainment Support Battalion / Light Support Battalion) on behalf of the Commander of Ops Group (COG). Today's guest is LTC Ryan Wilson, the Battalion Commander for the 307th Light Support Battalion, 1st Mobile Brigade Combat Team (MBCT), 82nd Airborne Division.*   The 307th Light Support Battalion, formerly the 307th Brigade Support Battalion, is the sustainment backbone of the 1st Mobile Brigade Combat Team (MBCT), 82nd Airborne Division. Known by its Hollywood call sign “Blackdevil” and guided by the motto “Ready to Support,” the 307th traces its lineage to World War II, where it supported airborne operations in the European Theater before continuing service through the Cold War, the Global War on Terror, and into today's LSCO-focused force. As a Light Support Battalion, the 307th has evolved from traditional rear-area logistics into a highly mobile, dispersed, and survivable sustainment formation—capable of supporting forced entry, austere operations, and prolonged combat while operating under constant enemy observation.   This episode examines tactical sustainment and logistics in LSCO, focusing on how Brigade Support Battalions must modernize to survive, enable maneuver, and remain relevant on a transparent, multi-domain battlefield. The discussion highlights evolving base cluster design as a survivability and command-and-control problem, not just a logistical one. Rather than mirroring legacy company-based layouts, effective units organize sustainment nodes around capability, unity of command, and protection, deliberately reducing signatures while preserving functionality. The episode also addresses the persistent friction between moving versus maneuvering logistics, emphasizing that sustainment formations are designed to distribute bulk commodities, not fight their way forward without protection. Best practices include integrating FSCs early into planning, rehearsing transitions from bulk to retail distribution, and treating sustainment as a shared responsibility between maneuver and support units rather than a transactional service.    The conversation further explores multi-domain and modernization challenges shaping the sustainment fight, including EMS vulnerability, convoy survivability, and the difficulty of maintaining synchronization during frequent displacement. Leaders discuss how degraded communications, leadership attrition, and mass casualties compound sustainment friction, requiring disciplined initiative and empowered NCO leadership at echelon. Repeated emphasis is placed on concealment, noise and light discipline, timeliness, and rehearsed staff processes as decisive factors that protect sustainment combat power. The episode underscores that logistics in LSCO is not a rear-area function but a contested fight where culture, repetition, and leader-driven standards determine success. Ultimately, the takeaway is clear: units that modernize sustainment through protection, integration, and disciplined execution are better positioned to sustain the fight and enable decisive maneuver during the opening and sustaining battles of LSCO.    Part of S05 “Beans, Bullets, Band-Aids, Batteries, Water, & Fuel” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.   *For the purposes of this podcast, the titles LSB and BSB are interchangeable just as DSSB and CSSB. 

Quaranteam - Dave In Dallas: Part 11 Cleanup: The Air Force arrives with a mop. Based on a post by RonanJWilkerson, in 12 parts. Listen to the Podcast at Explicit Novels. Dave's second quandary was his position, nearly on the middle of the pad, left him seriously exposed. Applying the aggressiveness taught by Carter, he knew Liv had him protected to the right, so he closed with the occupied building, moving to the far corner. A quick look showed him there were again two doors, like the other building. And two men emerging from the far door. Turning their backs to him as they followed a third man who was just rounding the opposite corner. That put him out of Dave's sight, but into Liv's. As the men receded, Dave fired into their backs. Neither was at a sprint, so they fell forward without the dramatic tumbling of the earlier target. A simultaneous rifle crack announced the death of the lead in that trio. He paused. Dave couldn't hear any sounds coming from the building. He remained wary, uneasy. How many more will it take? He waited. An eternity later, the door on one of the smaller buildings slowly opened. Two hands held high and outward came into view, followed by the woman they were attached to. She moved slowly. She was too far away for Dave to read her facial expression but she was giving all the big outward signs of surrender. Two more women exited another of the smaller buildings. One was an average build, the other rotund. The latter's feet seemed reluctant to move. Great. Don't know if there's anyone left in the big building, and now I have unknowns coming in from the houses. Other women began issuing from what must be the dwellings. Eight in all. As they neared, most had curious, guarded expressions on their faces. The big one had a look like she rarely smiled, ever. "Alright, that's close enough! Just stop where you are. Pick a leader and send her forward." There was a brief discussion which resulted in a medium height brunette walking towards him. The third woman out glared daggers into the back of the brunette's skull. The angry one argued hard with all of them, but none seemed interested in anything she had to say. Dave waited until the brunette reached easy speaking distance. "Stop right there. What's your name?" "Sandy." "How many of you are there?" "I don't rightly know." She looked thoughtful. "All the men were in the community building. Us women and our kids were in our homes. Jeb, the man that bound me to him, came in awhile ago with a new woman. She was out, like from the shot he gave me before." That confirms they're using the QT serum . "If he bound you to him with that shot, why are you awake?" "Oh, that was a few weeks back for me. I knew him a little bit before lockdowns started. Then he just shows up and says he has this safe place to stay and we can both be safe from the virus runnin' round, but I have to take this shot and sleep with him. He's been an okay guy, and I ain't had no boyfriend in several months anyway. 'Sides, he didn't tell me that I couldn't be with anybody else after that. Which sucks, but mostly he's been okay. Only been an asshole a few times, but that's pretty fair for most guys I've met. No offense." Dave smirked. "Sandy, how many men are there in your community?" She stopped, looking off to the side, thinking. "Well, there was the ten that left saying' they's gonna raid a rich man's house for somethin', never told us what. Now we know why. They were out collectin' poon like we's just a bunch a deer and no tag limit." Sandy paused. "Is that why you're here? You come to scoop us up and make us your whores?" "No, ma'am." We killed more than ten, so that can't be all . "If you ladies were bound to these men, we'll need to take you to the people that hand out the vaccine to see what they can do for you. But ma'am, please, how many men total are there?" The far door of the community building opened slowly, and a woman stepped out. It was the one Dave had seen inject one of the women right before she got raped. "Get over with the others. Is anyone else inside?" The woman shook her head no and moved swiftly to join the pack. "Oh, right. Well, after the ten left, all six of the others took off saying' they could do just as good somewhere else. But only three of them came back, including Jeb. As soon as they's back they took the nurse, that's the woman that just came out, well they took her and the two women bound to two of the guys that didn't come back and a bit later those women are out cold again. I thought the whole shot thing was permanent, but maybe not if the guy's dead? I hope so, 'cuz we're about to be in a bad way aren't we?" Thirteen. Thirteen men here. Dave counted off in his head. He thought they'd taken out thirteen, but he wasn't going to make assumptions. Especially when one part of his brain was parodying an old farcical movie about how many bullets had been fired from a gun. An 80's flick set in the 50's. "Alright Sandy, is there anyone else left in the houses?" "Just the kids, and some unconscious women. The men said they'd gotten them; reassigned?" She looked frustrated. "Guess I still wasn't good enough to keep that asshole by m'self." Dave deliberately gave Sandy an appraising look. "I think that has more to do with his greed than your looks or personality." "Well ain't you sweet?" Sandy licked her lips and looked Dave up and down. "Easy, I meant every word I said, but I already have several partners. Those six that left attacked my house." Sandy's face dropped. "I don't know if I should hate your guts for killing Jeb, or thank you, for the same thing." After a pause she spoke again. "You should be careful of Debbie. Her husband brought her here for some kinda rebel nation shit. She's already pissed he came back with some hot blonde from a rich man's house. But not so mad at him she's just gonna let you killin' him slide." "Is she the rather large woman that looks like she sucked on an entire lemon tree?" "That's the one." "How 'bout we settle on neutrality for now? Look, let's get all of you back in your homes and warm. I'll need to call the authorities to make sure you all get taken care of before that serum starts doing ugly things." Sandy walked back to the assembled throng. Another debate broke out. Debbie leading a third of the group in angry objections. Then she turned to face Dave. "Where's our men? What gives you the right to come bargin' in here?" She headed for the far end of the building. Several others followed, more than just the ones that had agreed with her. Dave knew things would turn ugly as soon as these women saw the dead bodies. His fastest route into the open yard space was behind him. He sprinted the way he'd come, entering the yard through the gap just as the women began kneeling near selected bodies. By the women's placement, some of the men must have sprinted from the building's edge. Instead of a clump near the corner, there was a line of a few reaching towards the tree line. Dave felt a cold turn inside. Rationally, he could see the line ended well before the trees, suggesting Liv had taken all of them down before they got close. But could one have gotten through? That thought was interrupted by Debbie leaving the line of dead, beginning to search the yard and moving as quickly as her thick legs would carry her. Dave moved to get clear of the gap and the bodies just beyond it. Several of the other women left the line of dead as well. They slowly swarmed about the open space while Debbie made a beeline for the gap. Then she noticed a body in the grass. Fury returned to her face after a brief look of relief. Then she paused. Her chest was already heaving from exertion. When she faced Dave, the anguish was obvious. "You fucking coward! You shot 'em in the back! You shot my husband!" She began a slow charge at him. Dave sorted through his options. The only sure way he had of stopping this woman was his weapon, but he had no desire to shoot an unarmed woman grieving her husband. He could outrun her easily, but he needed to stay in the area. For a moment, Dave's brain played an image of him making short sprints and the woman chasing after him like some schoolyard game. Not helping dammit . Dave took a few steps backwards, bringing him near the back wall of the community building. He noticed the dryer vent again, which meant the pile of pipes wasn't far. He'd have to be careful if he backpedaled any more. Falling on his ass would not engender obedience or respect. Debbie's tirade ended in a screech as she reached into her pocket. Her hand came back out with a small revolver. Shit. Shit. Shit. Dave brought his weapon up faster than her and pulled his trigger. Click . No round fired. The weapon jammed. Shit . Dave dove sideways and backwards just as Debbie fired. He felt a smack on his shoulder as he fell. His hand landed on the pipe pile. He grabbed and rolled away from the wall as another shot spanged off the brick. As he rolled, he swung one arm, releasing one of the two rods he'd snagged. He threw one leg out and came up from his roll, facing Debbie as she recovered from the rod that hit her. Her motion and his brought them in close proximity. On instinct, Dave snapped out with the remaining rod, striking Debbie's wrist. She shrieked in pain as she dropped the pistol. Dave followed up with two strikes to her knee before stepping back into a ready stance. Debbie cried out, but still managed one step forward before the side of her head exploded. Dave turned from Debbie's corpse to scan the area. All of the other women were on the ground. Clearly, they'd done the math in their head and figured out he had a partner in the trees. "Don't make us shoot anyone else. We only came here because we were attacked. The people that attacked us and another house are now all dead. We've done what we came for. We are not leaving you hanging. We know you've been given Quaranteam doses so your lives are bound to these men. There is a way to free you from that bond." Dave decided a bit of vague spitballing could be useful here and played it fast and loose based on what he'd learned in the past 24 hours. "Well, not exactly free you, but transfer that bond to someone else. This time, you will have a choice in that bonding. But, I will not countenance any threat to myself or my partner. And as you can see, she is very protective of me as well. You can also see she is a damn good shot. I want all of you to gather over here, in the lee of this building, while I get someone here to help." The women got up, moving slowly so as not to provoke Dave or his hidden partner. Once they were all clumped together, he pulled out his cell phone. Time to call Detective Verratti. Chapter 13; Cleanup. October 29, 2020 8:20am "Wait, wait, wait. What do you mean you and Olivia are at the compound? Didn't you say you and your special forces friend; Carter? That the two of you were heading to the compound?" On another call, Dave would have switched ears by now. The burning in his left shoulder threatened to make that shift a very painful decision. "No, detective, I simply said we." "Dammit, professor, why the hell wouldn't you take the trained spec-ops guy on something; oh, fuck." "Exactly. Carter and his wife have been dead for two months now. Carter was the security expert in our prepper community. He ran us through many drills on how to protect ourselves and those around us. Olivia is an excellent long-range shot. She proved it again today. Took out half the compound with her sniping. Shot one that was coming at me with a.38, when my gun jammed." "Okay, okay. Damn. Look, I contacted the Air Force when you sent me the text saying you were there. As soon as the liaison red off the coordinates, whoever was on the other end of the phone got pissed. If I overheard correctly, they gathered a small force and headed that way by chopper. I think they lifted off about twenty minutes ago. Expect them in less than an hour. If they arrive in the same mood their boss was in, keep your head down. I know I'm already in deep shit. After getting shouted at over the phone, the Air Force liaison went into my boss' office and shouted for ten minutes straight. Professor; I'm sorry I got you into this." Dave signed off that call, then texted Liv. -Sling your rifle, come into the glade with pistol drawn. He stuffed his phone back in his pocket and waited. Half his energy was devoted to ignoring the pain in his arm. The adrenaline and other wonderful bio-chemicals the body produces during high stress situations all drained out in the past ten minutes so nothing got in the way of his arm screaming at his head for doing damn fool things. On the plus side, the bleeding had stopped. Mostly. As long as he didn't move it. The blood that had come out was enough to stain most of his sleeve, but not significantly impair his thinking from blood loss. Liv emerged from the tree line with all the charisma of a warrior queen. As Dave requested, her rifle was slung cross body, and her 10mm pistol was in her hands, held low, as her eyes scanned her surroundings. She took a bit of extra 'dwell time' when her eyes passed over the assembled women. Liv strode purposefully across the ground, halting at a position within easy talking range, yet too far to make them both a single target. Dave looked her over, examining her face and posture. Concern for the psychological impact of this on Olivia was uppermost in his mind. Great time to be worried about that, huh? After all the fighting is done. Genius . He snapped himself back to reality. There would be time later for self-recrimination. Liv's visual scanning kept lingering on Dave's left shoulder. "We need to treat that. It'll be tricky to do while maintaining security." "There's an Air Force team on their way. Detective Verratti said they may be unhappy, but I'm sure they'll have a medic. Or at least a first aid bag." "How long?" "Less than an hour. Sounds like forty minutes, most likely." "That arm shouldn't wait that long. You need stitches." "Got any in your back pocket, Liv?" Dave hadn't meant to get testy, but the pain was eroding his 'nice function' and the conversation felt like it was spiraling already. The flat look from Olivia carried a tinge of hurt, and forgiveness, and her own self-restraint. "Sorry, Olivia." She nodded in response, her eyes once again on their charges. One of them stood and moved slowly towards Dave. Livy squared her shoulders to the woman, but made no other change in her focus. When the woman was halfway to him, Dave recognized her as the lady that came out of the building as he spoke with Sandy. The one Sandy identified as a nurse. "Sir, would you let me look at your wound? I'm a nurse." Liv looked at him cautiously, then gave him one slow blink. Dave restrained himself from chuckling. From her, the slow blink meant anything from 'sure' to 'don't make me say I told you so'. Dave nodded at the woman. She approached slowly, then cautiously brought one hand up to examine his wound. She pulled back on the shirt to ascertain the extent of the injury. "I can treat it temporarily for now. You need stitches; which we don't have. And a painkiller. All they have here for that is alcohol, marijuana and meth. None of which I would recommend." Dave chuckled. With her finger so close, his shaking caused her to jab the side of the open gash. Dave flinched and gritted his teeth. "Oh, I'm so sorry." The nurse jumped back, pulling her hand back to her chest. Her other hand clasped the offending one closely, like she was putting it in time out. "It's okay, ma'am. I'm the one that moved suddenly." "Parker. My name is Parker." "Dave." "Well, Dave, you've got a decent flesh wound that will make a good reminder scar once it heals. You need to get stitches as soon as possible. Like today. Wait too long and it won't do any good. In the meantime, I can bandage it up. I'll need to go inside to get some clean cloth, though." Her eyes held the obvious question of whether he would let her. "How did you wind up here?" "I was on a transport from the vaccine center on my way to my Oracle designated partner when the bus got hijacked. Fifteen of us were diverted from someone we'd chosen to these guys that made their choices just by looking at us. They went in order, so whoever had priority got first pick, and so on." That matched what Verratti told Dave. More importantly, she didn't hesitate and there was no sign of falsehood in her eyes or face. Carter taught him to be careful who you trust, but you have to trust someone. There was a haunted look in her eyes, but no deception. "Liv, can you escort this nurse inside so she can get something to bandage me with?" The young brunette that had known him longer than anyone left alive gave him a funny look. "Or maybe you escort her, so you can sit down and put your arm on a table while she does her work. Should be easier for both of you that way." The nurse's face immediately took on a restrained, but amused look. "Don't say it, let's go," said Dave with a sigh. He followed her back around to the front of the building. She entered through the first door. It opened into the kitchen area. In short order, she scooped up the first aid kit and led Dave into the dining space. The room still smelled of the recent nonconsensual ruttings. Parker visibly flinched when the smell hit her. She came to a dead stop when she saw the body lying against the wall. The look on her face suggested her desire to not be here, and not be reminded of the events of this morning and her part in them, was warring with her professional instincts. Dave watched as she composed herself and ushered him to take a seat with just a hand gesture. Dave sat so Parker's back would be towards the body. As she tended his wound, he searched for visual clues. The man was older, at least fifty, likely over sixty, judging by the condition of his skin. Prominent wrinkles and liver spots, and a leathery look of someone that spent much of his life with a heavy tan. A distinctly aquiline nose and patrician features shouted 'man of money' even more so than his silk pajamas. Necessarily, Parker - more specifically her face - lay in Dave's line of sight as he looked about. Underneath the mien of professional concentration lay clear signs that removing the visual cue of the dead body was barely tamping down her anxiety. When she reached into the kit to find the scissors; so she could trim the excess off the bandage; her fingers first brought out the razor. The way she stared at it was unsettling. She paused to wipe away newly forming tears before finishing with Dave's gauze. As she neatly placed each piece of unused equipment in the kit, he gently took her chin in his right hand, turning her head to look directly at him. "Parker, you've had to make some tough choices here. You did the best you could with what you had. You're an ER nurse, right?" He recalled that tidbit from the detective's discussion. Parker nodded in affirmation. "Okay, so your training and experience is to do everything you can to get your patient that next heartbeat, to take the next breath, and another, and another. Just keep them going, and let someone else do the fancy work once you're sure the patient is alive right?" Her face contorted further as she nodded. "But I didn't. I didn't keep her alive. They took her outside ;” Parker's voice trailed off as she wept, her chest heaving. "An older blonde woman, probably in her mid-forties right?" She nodded, still weeping, not looking at him. "Her name is Natasha, and she's alive." Parker's head snapped up. Her eyes were wide in astonishment and hope. "But; how?" "I killed those men with a silenced pistol. She's hiding in my truck. Actually, I need to check on her. My partner had some spare clothes in there. Hopefully she found them." "Can I see her? Please? I just ;” The wild, desperate look in her eyes was impossible to deny. Dave gave his arm a few careful motions, testing out the pain level for various directions and ranges. It gave him an excuse to delay answering and drew her attention back to occupational concerns. "Yeah, we can do that. First, I need to touch base with my partner though." Gesturing he said, "Let's go." Parker quickly rose, snatching up the first aid kit. She deposited it back in its secure place in the kitchen before exiting, with Dave right behind her. She glanced over her shoulder several times to check that Dave was still with her as she walked around the building and straight towards Olivia. Over the last few steps, she veered off, giving Dave and Liv enough space to talk privately while she remained close by. Dave filled Livy in on what was happening. "Maybe you should escort her though, in case Natasha has not found your clothes. Besides, it would give you a chance to move about instead of standing here, getting cold." "Are you sure she saw me well enough to be comfortable when I approach? You, she got a good look at. And vice versa." Liv added a wink. Dave looked at her, his face flat and unimpressed. "Oh come on, David, you have nine women at home, came out here to dispense some justice on the assholes that attacked us, and picked up a groupie." "For crying out loud, Liv. She's not; Okay, fine, I'll escort the nurse. That woman's been through enough trauma without being exposed to your humor." Liv gave him an enigmatic smile as he walked away with Parker. Dave pointed to the gap in the trees he'd used for entry and exit previously. Once inside, the nurse stopped him. "David, I; I'm not sure if anything can be done for her." "What do you mean? "I mean, I; um, I'm not sure how much I can say. She needs something that I'm not sure is possible anymore." "You mean you couldn't extract any more semen from the dead guy's balls?" "How the hell did you know that?! That's confidential information! No one's supposed to know!" "Parker, these guys attacked my house. We killed three of them. The bodies were on my back deck and driveway with their balls cut off. Later, we get here and I see you jab the old guy in the balls with a syringe and the shot changes color. You're reassigning these women from the dead guy to the attackers using the dead man's cum, right?" She hung her head. "It was the only way to keep them alive." "And as long as they're alive, there's hope. There's a chance to fight another day, right?" She raised her head again, eyes watery, looking as if she really wanted to believe in the thin reed he offered her. "But, what about her? She's bound to that guy, and I couldn't get any more cum out. Depending on when she last slept with him, she's got a week or two before this stuff eats her up from the inside. It'll be like what they wanted to do to her, but in slow motion." Her voice cracked as she spoke. "Parker, I want you to consider something, and this is not a knock on you, but the conditions. You are an ER nurse, working under field conditions. If we take his body back to a hospital, or the vaccine center, do you think maybe a lab tech with precision equipment and ideal conditions could manage to eke out enough semen to let her switch partners?" She smiled again, taking a shaky breath. The suggestion relaxed her enough to acquiesce when he motioned her down the trail. "I don't know. I don't know, but it's worth a try. We have to move fast though. There's a time limit on how long we have to get it done." "Then we'll make sure when the Air Force gets here with their chopper, Natasha and the dead body are on the first bird out." Parker said no more as they walked. Dave only spoke to guide her on the path. When they got into visual range of the truck, Parker's steps took on an extra urgency, like she wanted to run, but held herself back. Dave signaled for her to fall in trail behind him and wait when they neared the truck. "Natasha? Natasha, it's David. I'm here with the nurse. The compound is secure now. The Air Force is on its way. We came to check on you. Did you find the clothes in the truck?" A blonde head slowly peeked over the dashboard, only one eye visible. That one eye held enough wariness for a dozen faces. The head scanned about carefully, never spending much time away from Dave and Parker. "All of the attackers are dead, Natasha. They can't hurt you." Her head cleared the dashboard and moved towards the passenger door, the same side Dave and Parker stood several feet away from. The door opened at a glacial pace. Then two legs clad in grey sweatpants stepped down. Natasha stepped clear of the door, wearing a thin white shirt, grey sweatpants that threatened to fall off, and a look of nervous hope and apprehension. Dave tried to ignore what the cold was doing to her nipples. Rigidly holding his eye contact on her face, he said, "Parker here is an ER nurse. How about letting her examine you? And then join the rest of the women. The ladies abducted with you are all; asleep, but there are women that were captured previously, like Parker here." Natasha glanced quickly at Parker. "They captured you too?" "Nearly two months ago. Our transport was hijacked after we'd already had our injections. We were on our way to our Oracle match partners when the attack happened." Natasha's wariness fell in the face of shared trauma; and the knowledge of traumas she'd been spared. She closed the distance and hugged Parker. The nurse initially stood shocked, unresponsive, her arms limp at her sides. Slowly, her hands rose, clasping onto Natasha's shoulder blades before she began shaking with sobs of relief. Reluctantly, Dave stepped in. When he spoke, he used the softest tone he was capable of. "Ladies, we need to get back. I'd rather not walk back into the clearing after the Air Force folks arrive, armed. That tends to make them nervous." He pitched his words softly, but firmly. Parker nodded in acknowledgement. The two shared a look that communicated; something. Then Dave noticed the older blonde still had nothing on her feet. "No socks in the bag?" he asked. Natasha shook her head no. Dave sighed, walked in front of her, turned his back to her and crouched. "Come on." He lowered his weapon to dangle from its sling. "What?" "Get on my back, I'll carry you." "Uh, are you sure about this? With your arm like it is?" Parker queried. "My back can carry the burden without straining my arm muscles." After a brief pause, he heard her moving hesitantly before her weight rested on his back. Her arms came around his neck. Then he hooked his hands under her knees and stood carefully. With Parker following behind, Dave navigated the path quickly. He maintained a slightly stooped posture that Carter had taught as the best way to carry a ruck. It worked quite well for carrying a person, too. The trio made good time through the woods and emerged from the tree line very deliberately, so as not to startle Liv, who was still on guard. The smile on the brunette's face when Dave emerged with Natasha on his back was unmistakable. Dave studiously ignored it. Once they were over soft grass, he lowered Natasha to the ground. He was uncomfortable sending these two to huddle with the rest of the women, but he wasn't sure what else to do. Until the moment he was ready to open his mouth. "Liv, take Parker and inspect the houses. Check on the women that got imprinted. Keep an eye out for kids or other adults. If it's just kids, reassure them the best you can. Keep them where they are if possible." Parker spoke up. "What if we bring; Natasha?; with us. I think my spare shoes would fit her. I can get her a jacket too." Dave looked at Liv, questioningly. She gave a short nod in response. Dave shrugged his agreement. After a long backwards look at Dave, Natasha followed the other two, leaving Dave on guard over the women huddled against the building. Most of them wore some manner of jacket and long pants. A few were in pajama pants and thick housecoats. All remained quiet, barely even talking amongst themselves. One brunette, a bit older, kept glancing at Dave. After several minutes, she rose and slowly approached him. As she got closer, Dave had a strange sense of recognition. Like he should know who she was, but couldn't place her. "Hi, um, I just wanted to say thank you. I've been stuck here for over a month. Several of us have, including the nurse that was with you earlier." Her dark eyes gleamed as she continued. "Listen, I know we'll need new partners soon. I think you should know that a few of the girls are already discussing the possibility of getting paired with you." Dave stiffened. His spine, not his cock. "Well, that's very flattering, but I didn't come here for that. Hell, I already have nine partners. My house is getting kinda full. I know the CDC guy that showed up a month and a half ago said I could wind up with twelve or more, but, uh, I could be just fine with stopping where I am. So, thank you, but no thank you. I mean, unless you specially match to me and don't have anyone else nearly as good a match." Her eyes widened. "Oh, no. No, I wasn't speaking personally. I mean, I appreciate what you've done, but not that far. The others just asked me to come over, sort of as a spokesperson. You know, use my fame in the hope that would help get your approval." It was the mild gravelly tone in her voice that finally did it. "Oh. Oh, shit. Aurora Hensley?" Dave shook his head. "Sorry, I knew I recognized you, but my brain just didn't place you until after you spoke for a bit. How the hell did a star like you wind up here?" Miss Henley tried to grin to cover up her grimace, but it didn't work. "Please, call me Rory. Lockdown stopped production on my show. You may have noticed we don't have a new season out." Dave nodded. "Yes, a few of my partners grumbled about it." "Ah, but not you, huh?" she said with a real grin this time. "Oh, I've watched some re-runs with them a few times. It's just that cop shows are only a fifty-fifty interest for me. Mostly, the ones I like get into the crime lab stuff, and yours didn't have that. No offense." Dave shrugged with the last statement. She examined him coyly. "Ah, so the fact that the two leads were women has nothing to do with it?" The words were accusatory, but something about her tone suggested she was playing with him. "Naw, not particularly. The story is well executed I think. It's just a type that only sometimes grabs my interest. I did appreciate that the show featured two female leads, without pounding the fact in the viewer's face. It stood on the writing and acting, and didn't beat some political drum." "Well, thank you. I think." She smirked at him. "Sorry for dodging, it's just; it hurts you know?" A shadow passed over her features, causing Dave to place a hand on her shoulder. He also forced himself to scan the group again, making sure no one was using his distraction to do something. He kicked himself for his obliviousness and made sure he kept his focus where it needed to be, without sacrificing the conversation. "Look, I know this is all still fresh, so if you don't want to talk about what these guys did to you here, you don't have to. I'm sure they'll have profess--" "Oh no, not that. I mean, I might, but honestly, you wiping them out is already a big help. That's why I came up to thank you." Then Rory grinned slyly again. "It's also why some of them want to thank you." "Well, with the vaccine, that's a rather permanent thing. They need to take some time to think it over first, and use the matching system, um, Oracle." "True, very true. You know, it's tempting to come at you like a rescued princess, just like the others. But in truth, I have a friend I was on my way to meet when our transport was hijacked. He's been a good friend for years, but we never dated or anything. He showed up as a reasonable match, so I was supposed to be with him. I'm going to call him as soon as I can to see if he's still interested." "More than likely, he'll be thrilled to hear you're alright." "Yes, probably. He's a good man. The girls like him." As soon as the words came out of her mouth, Rory grimaced like she'd been stabbed and the wielder was twisting the knife in her guts. Dave got a sick feeling in the pit of his stomach. "I'm sorry. I'm so sorry. I, uh, I have to go." She turned away briefly, then turned back. "No, wait." She took a few deep breaths before continuing. "The reason I came over in the first place." She paused for a hiccupping sob. "Um, look, I can never express how much I appreciate what you've done for me here. If you need anything. Anything at all. I know people. People in entertainment, and in politics. Just call me. I'd be glad to help." With tears in her eyes, she turned back towards the wall and walked swiftly, managing not to run. Rory's rushed return and obvious emotional turmoil was greeted by consternation among the small crowd of women. Two took the time to stare at him, worry clear on their faces. Quiet conversations started up and rapidly turned internal. The women clustered around Rory, wrapping her in hugs. When they finally parted, they began speaking again, in low tones, and long periods in which all were silent. It was quite some time before Liv, Parker, and Natasha came around the right side of the building. All appeared in good spirits. Natasha now sported a denim jacket over her white T-shirt and a pair of tennis shoes on her feet. As they approached, Dave noted that Natasha was no longer grabbing at the waist band of the sweatpants to keep them up, so some solution had been found. The jacket was of sufficient length to conceal whatever that had been. Likewise, it was likely she had socks to go with the shoes, but there was no visible gap between pants and shoes to confirm that deduction. The relaxed look on her face would have to do. Parker spoke first when they came within a reasonable speaking distance. "Sixteen women are in imprinting sleep in the houses. I checked their vitals, and nothing appears amiss. Except that they're all blondes." "I told the others while we were out, Drew, the man we were paired to, only had blondes in his; team." Natasha spoke slowly, not quite reluctantly. "It was a fetish of his. Though there was variety, of a sort. Cheerleader, businesswoman, that sort of thing. I was the 'older woman' blonde. One is a teenager, just barely survived to get injected. I; I knew him before this, or at least, I thought I knew him. We went to many of the same charity dinners and such. He was so cordial in public." Parker hugged Natasha around the shoulders, a supportive measure to remind her that problem was in her past. Then Olivia spoke. "A few houses had kids. They are awake and hungry. A little worried, but not frantic. I was thinking we could get a meal going in the main cafeteria instead of separate little meals in each house." "Sure," Dave replied. "That's a good plan. First, we'll need to get the body out of there." "Body?" Liv asked. "Drew, the man all those women are partnered to. These guys were re-imprinting the women to themselves in the cafeteria space." Dave kept his voice carefully neutral. "How the hell does that work?" "We're not supposed to know, but what I saw here and at our house, I made some good guesses that Parker confirmed. You and I are probably going to spend a lot of time explaining ourselves, so the less I share the better." Liv's nodding reply carried an undertone of expectation that, once all this blew over, Dave had better spill what he knows. A small traitorous part of Dave's heart took that as a possible indication that Liv wanted to know a way out of the bonding effects of the serum. Dave's brain was pretty convinced that was B S, though he would certainly ask if she wanted out later. The idea of keeping any woman bound to him against her will made him physically nauseous. Doing that to his Livy Bean was unacceptable in the extreme. "Tell you what," Dave continued, "You stay here for a few minutes. I'll haul the body out of the cafeteria and around to this side of the building. Then, Liv, supervise getting breakfast going in the cafeteria; and I mean supervise, you maintain control and security, someone else cooks. Parker, you can escort the kids from the houses to the cafeteria." Still facing the nurse, he asked, "Who would you recommend do the cooking?" "Sandy and Rory are pretty good. Together they should be able to handle breakfast for all the kids." "OK, sounds good. Wait 'til I get the body moved around to this area before you get moving." All three women nodded. Dave immediately stalked off, eager to get things in motion before the military arrived and brought everything to a halt while they took their time coming to the same conclusions Dave had already arrived at. The kids needed to be fed. He went around the right side of the building for once, since it provided the shortest route to his destination. As soon as he stepped inside, he was greeted by the older man's corpse lying flat on the floor, up against the wall, his silk pajama pants still pulled down to his knees. That was the first thing to fix. Doing his best to avoid touching the corpse (or another man's naked body), Dave took hold of the waistband near each knee and pulled them up and over the man's hips. That done, he stopped to consider the best way to get the body moved. Rigor. Rigor mortis had set in. None of the man' joints would move. And he'd been left on the floor, jammed into the corner between wall and floor for hours. There were two options Dave could see: grab and lift by the man's shoulders and drag him with his heels on the ground. A little awkward, but doable. The downside there was the chance his pajama pants cuffs could snag on something and come all the way off. Hell, even part way was undesirable. The second option was to get this guy onto Dave's shoulder like a two by four. A one hundred and fifty pound two by four. Sure, no problem. Mentally retracting all the curses he'd flung at Carter during upper body workouts, Dave went to work. First, he knelt beside the corpse. Then he lifted the torso so it lay on his shoulder. The next part was tricky. Silk didn't give a lot of traction to grab with. Neither did flesh. It took three tries that quickly returned to the floor-kneeling position when the body began to slip before Dave managed to successfully gain his feet on the fourth attempt, the body securely balanced on his left shoulder. And every single time he used his left arm for anything, a serenade of pain accompanied the act. He'd had experience getting through doorways with lumber or pipes on his shoulder, so while it was cumbersome, Dave managed the maneuver just fine. Though he had to use his left arm to operate the door. He couldn't avoid whimpering as he forced the injured limb to comply. Once outside, it was quite easy to make the brief trek around the building and dump the body in the grass a reasonable distance from the line of dead pointing towards the trees. He also picked up the staccato sounds of a chopper, low, and building quickly. Parker was halfway to the houses and Liv had disappeared into the cafeteria building with Rory and Sandy when their heads turned, picking up the sound. Figuring it was the safest course of action, Dave walked to the middle of the open space he'd fought in, away from others, his hands away from his body and his weapons slung on his back or holstered. He knew Olivia had the presence of mind to do the same. One Blackhawk landed to Dave's left, on the other side of the unused building. A second landed beyond the community building, presumably beyond the first house and to the left of the others. The third Blackhawk landed to Dave's right, well clear of the community building. The rotor blast was strong, but not overwhelming. The moisture in the air guaranteed no dust blown around, and the cold snap was too recent to kill off any grass, so at least there was no debris kicked up by the artificial cyclone. Troops began to disgorge from the chopper the moment the wheels touched grass, running straight out, hunched over, weapons in hand. Dave slowly turned to face them, his hands clearly away from his body. "You David Belsus?" The voice was pissed, loud, and behind him. Oops. Of course the team leader was on the first chopper that landed. Hadn't Carter harped something about leading from the front? "That's me." A short, strongly muscled man stepped around into Dave's field of view. "You blew my fucking op, dammit. Hunting these boys down was my job." "Considering the number of women enslaved to these fucking animals you clearly aren't doing your fucking job!" "Don't piss me off asshole. I'm willing to consider you're one of the good guys, for now. Fuck with me and I'll throw you in a hole so deep, you'll water the rice paddies in China when you pee." Dave wisely shut the fuck up. Carter had told him there were two very important times to know in the military; when to shut up, and when to shut the fuck up . This seemed like the latter. "You got the wanna bees at your house. A few real troops here. You got lucky, Boy Scout. Stand down and let us do our jobs." Before the short, powerfully built man turned away, Dave noted the nametape on the man's uniform; Barnett. The two chevrons upside down on the top of his rank insignia meant he was a Technical Sergeant; an E-6, a middle level NCO. "Sergeant Barnett?" Dave called to get his attention. The little bantam turned, one eyebrow cocked. "The kids in this place haven't been fed breakfast yet. My partner is inside the community building with a few women who've been stuck here for over a month. They're getting something cooked up while the nurse moves the kids. You think you can let that plan roll forward? Otherwise, you'll have some cranky kids to deal with soon. "Is she armed?" "My partner?" Dave got a nod in response. "Yes, she has a slung rifle and a holstered pistol. If you go in cautious, and announce yourself, there shouldn't be a problem. Or you can send me in ahead of you." "Sure, fine. Just know if you try anything stupid, my two partners behind you will drop you in a heartbeat." "I think we understand each other." Dave stepped off deliberately, at a steady pace, getting around the corner of the building with Sgt Barnett two arm's lengths to his right. He could hear the soft footsteps in the grass of two more people behind him. Barnett wasn't bluffing. Dave reached the door of the cafeteria space. He knocked twice, then slowly opened it. "Hey, Liv? It's me, I'm coming in. There's some Air Force folks with me. Keep your weapons holstered and your hands visible. These folks seem a mite twitchy." Olivia stood in the Archway between the dining side and the kitchen side. The sounds of pans and utensils and sizzling meat were quickly joined by the aroma of bacon. Dave's stomach grumbled. Two voices behind him tittered. Seems his guards and executioners heard him. They guffawed when Barnett's stomach responded. "Should we let you two get a plate boss?" The laughing voice behind Dave almost had a Tinkerbell fairy quality to it. Great. My erstwhile executioner leaves pixie dust in her wake. Liv kept quiet. Verbally that is. Her eyes were laughing though. Laughing loud enough to make up for the silence of her lips. "No, they're cooking for a bunch of hungry kids. Leave 'em alone." Barnett paused, looking between Liv and Dave, and sizing them up. "You two, one at a time, very carefully, place your weapons on that back counter. You're closer, young lady, so you go first." Liv sighed, staying stony faced. Dave widened his eyes and nodded his head, with a slight tilt towards the counter. With an exasperated exhale, she unslung her rifle, touching only the sling, and only with her thumb, laying it on the counter. In doing so, she now had her back to the archway leading to the kitchen. She deliberately used her left hand to remove her pistol. Liv then placed it beside the rifle. Her combat knife came next. Placing it with her firearms, she stepped away from the counter and faced the others. "Boot knife." Barnett said flatly. "Excuse me?" Liv asked blankly. "Remove the knife from your boot and place it on the table." Liv pursed her lips, rolled her eyes, and then complied. Tinkerbell tittered. "Step over there." Dave waved his arm towards the opposite corner from where Liv had been, along the wall separating the kitchen space and the dining space. Olivia moved as indicated, her eyes locked on the two behind Dave. "Okay, now you." Dave walked to the counter. He unslung his SMG, again, using only his thumb, and placed it beside Liv's rifle. With open, deliberate motions, his pistol quickly followed. "Don't make me say it again." "I don't have any knives. Never been any good with 'em." Liv snorted. "You shittin me? You came in here with no knife? Better a weapon you're only mediocre with than no weapon at all." Dave just shrugged. "You're doing a great job of convincing me you merely got lucky; twice; rather than win by skill and teamwork." Dave elected not to rise to barb. "Stand over there with your girlfriend." Dave turned and walked along the wall. He took the opportunity to look at the two guards. One was a wasp waisted, svelte brunette with her hair back in a bun. The other; fucking well looked like Tinkerbelle. Pale skin, silky blonde hair in a braid that wrapped around her head like a home-grown crown. Give her a pair of wings and no one would even blink if she claimed to be the fictional character. Well, Tinkerbelle never carried an M4 with a daylight scope. Sure as shit would have given that saucy wink though. Once Dave was beside Livy, Barnett spoke to the two of them. "You will both get a full debriefing at headquarters. For now, let's start with the disposition of the corpse of one Andrew Bilk. He was a very rich man, and someone wants an accounting of his death. Starting with where his body is." "Out in the grass. The goons in this camp had his body on the floor, up against the wall there" Dave pointed, "since we had kids coming in soon, I thought it best to get him out of here, so I carried him out into the grass near the other bodies. He's the one in the silk pajamas." "Silk pajamas? That should be easy to distinguish." "Oh, uh Sergeant Barnett? There is a time critical element here. The blonde lady we rescued first, Natasha, she was bound to the rich guy; Bilk you said? Anyway, she needs to be re-partnered. I don't know the exact timeline, but he died around or just after midnight. Problem is, the nurse around here couldn't get any more semen out of the rich guy's nuts, so her only shot is if a lab geek can eke out enough for her. She and the body need to get back to Dallas fast." "Right. Okay, Silvia?" The brunette focused on Barnett. "Yes, sergeant?" "Find this Natasha woman, get her and the silk clad corpse on a chopper and send them back now." "Yes, sergeant." She slipped out the door like vanishing smoke. "Also," Dave interjected, "in the houses are several women that the nurse, Parker, was forced to re-pair from the rich guy to one of these clowns. That was this morning, so they're all in imprinting sleep at the moment. The ones that imprinted later might be able to recognize which redneck imprinted which blonde." Barnett raised an eyebrow. "Apparently, the rich guy had a fixation with blondes." Tinkerbelle ran a hand down her side, giving her body a little wriggle as she did so. "Alright, I'll let lab techs and medicos sort that mess out. We've got a convoy of trucks enroute to haul these folks back to Dallas." As Barnett spoke, the sound of rotors could be heard. As the sound built, the door opened and five kids went straight to the nearest table. Parker followed in after them. "Oh, hey Dave. Listen, some Air Force woman pulled Natasha away. I think they just left on a chopper." Dave nodded. "Are you the nurse that used the Dead Man's Switch on these women?" Barnett asked. Parker stiffened. "Yes, I am. It was either that or let them die." "Relax, I'm not your judge or your jury. I'm just trying to establish a few facts and identities. Do you think you can remember which woman paired with which man?" "Not all of them, but some. The first was the one with the enormous" she suddenly remembered there were kids in the room, "uh, assets. The boss man took her for himself." "Okay, that's fine. Uh, Jessie, think you can find a notepad for ;” "Parker." "Parker here to write down what she remembers on the pairings this morning. The ones from before should be able to tell us themselves." The short blonde exited with haste. Parker checked in with the kids before approaching the sergeant. "Can I check in with the kitchen, to see when their breakfast is ready?" "No need," said Rory, passing through the arch with a plate in each hand, "breakfast is served." Sandy was right behind her, carrying three plates, one in her left hand, and two more up her left arm. The kids cheered. Sandy also had silverware in her right hand. She set that down first. Unburdened, Rory came across the room to Dave. "Listen, Parker mentioned being paired increases a man's metabolism. We made some extra. Would you like something?" "What if the kids want seconds?" "We made enough in case the older two ask for seconds, and still serve a couple of adults." "Like me and the sergeant here?" Rory grinned, "Correct. Why don't you two sit, and I'll bring out two more plates." "I appreciate that, Rory, but Liv hasn't eaten either. Neither has Parker, or you, or ;” "I know, I know, I've got five more servings in here. Sandy and I can make more shortly." "You don't ha--" "Hush. I want to." She leaned in close. "It helps keep my mind off other things." Immediately, Rory exited to the kitchen. Sandy followed after. As they passed through the arch, Jessie, the little blonde Air Force attack pixie came back bearing a portfolio containing a yellow legal pad and a pen. She handed that off to Parker and found herself an out of the way spot along the wall. Dave watched as Parker took a seat several spaces down from the children. After staring blankly at the page for almost a minute, she began writing at a steady pace. Absorbed in watching her, Dave was surprised when Sandy brought him a plate and silverware. Bacon, scrambled eggs, and toast. A perfectly worthy American breakfast. As he ate, Dave noted his companion / captor's face. The man's fair skin was as unpale as possible without adding descriptors like 'sun-kissed'. His jet-black hair strongly suggested an eastern or southern European heritage. That presumption was supported by the darkening along his jawline. Clearly a man that had to shave twice a day to remain within military regs. Unless of course, he went undercover, in which case he could grow a partial disguise in short order. Liv caught his eye as she returned from the kitchen. She took a seat next to Dave, giving him a quick kiss on the cheek before digging into the scrambled eggs on the plate of food she'd carried in. She giggled at his pro forma protest when she stole a piece of bacon off his plate. Liv, on one side of Dave, missed the small grin on Barnett's face over the exchange. Her partner saw it though. Another enlisted woman came through the door carrying a sizable hardcase, the kind that usually has thick foam padding inside. She proceeded directly to the counter and swiftly stowed the weapons in the case. Then she carried the case back outside. "We're going to cycle the civilians through here for some breakfast before we entrain for Dallas," Barnett said. "When you're through here, meet me out on the lawn space where we started. Both of you." "You got it." Barnett took his plate and silverware through the kitchen archway. Shortly after, Dave heard the outer door to the kitchen open and close. Dave took a few more minutes to finish his meal. Liv spoke as he arranged his silverware on his plate. "Before you go, you should talk with Aurora. I think you two have something to share." Dave looked at her flatly. "She'd bonded, Liv." The young woman's smile broadened. "Not quite what I meant." Then she grew serious. "Just talk to her. Really, I think it could be good for both of you." She smirked when Dave walked away, fixing her with a wary eye. He found the sink, with a dishwasher beside it. Quickly, he rinsed his plate, placing it in the dishwasher. Rory and Sandy both objected, but he waved them off. Dave went ahead and rinsed the plate and silverware in the sink as well, along with a few cooking utensils. After drying his hands, he approached Rory. "Olivia said we should talk. She didn't say what about. Is this just her idea, or something you want to discuss?" Rory looked downward and swallowed. She looked back up. The haunted look in her eyes tugged at Dave's heart. Sandy noted their faces and suggested they step outside for a private conversation. Rory took his hand and led Dave out of the kitchen's heat and into the cool damp outside. Following her example, he leaned one shoulder against the wall, facing her. He waited for her to speak. "When we were surveying the houses; checking on the women and kids; Liv was asking me how I got here, what I dealt with getting here and being here. Honestly, she was just trying to make conversation. She didn't know what that would lead to." Dave waited again as Rory screwed up her resolve. Hopefully, his eyes were communicating support and patience. He could try speaking words of comfort or support, but the moment seemed too fragile to withstand him saying anything. "One of her questions was why didn't I try to escape after we were captured, before we were imprinted. Or why didn't we try signaling for help once we were stuck here. I can't speak for the others, but; I was not in a good place mentally when I was captured." She paused again, but not as long this time. Her shoulders came inward though, like she was trying to shrink; or hide. "Casey, the man I was supposed to partner with after getting my vaccine shot, is a good friend. He; spent time, when he could, talking to me by Zoom after; after ;” Rory shook with silent sobs. In Dave's heart, he knew what was coming next. The cold hand that gripped him, sapped the joy out of moments with his new family. His brain kept trying to reject the knowledge. Finally, she looked him directly in the eyes. Her composure shattered. "I had two daughters. They were both teenagers." As her tears poured out, Dave stepped in closer, wrapping his arms around her, his own visage twisted with the shared pain. He said nothing, merely held her for several minutes. When her shaking subsided, he waited a bit more. Finally, he took a deep breath and brought his mouth near her ear. With a shaky voice, he said, "My son's name was Eddie. He was twenty-three years old." Her arms around him tightened. Neither spoke. Several minutes later, Rory pulled her head back, an empathetic look on her face. She kissed Dave on the cheek and went back inside. Dave took a few minutes to collect himself. Feeling reasonably steady, he walked around the building. Liv and Barnett were there, waiting. "Okay, so here's what's happening. Most of these people are going back by truck. The convoy is nearly here. You two have a date with Air Force Intel, DPD, and possibly the FBI. You're going back in a chopper, now." Barnett paused, giving Dave a moment to process what he'd said. "Is that white pickup about three hundred meters back along the entry road yours?" "Yes." "Keys." "Excuse me?" "Gimme your keys. I'll have one of my people drive it with the convoy. We'll have it waiting for you when the intel boys and detectives decide to loosen the thumbscrews." Dave pulled his keys out and tossed them to the sergeant. "What about our weapons?" "They'll be in your vehicle." Dave nodded in acknowledgment. Jessie, the little pixie blonde, motioned for Dave and Liv to follow her. She led them to the nearby chopper and walked them through the seat harness mechanism. Two other Air Force personnel took seats on either side of the pair. Jessie returned to Barnett as the rotors began to move. Two minutes later, Dave watched the ground recede. Air Force personnel were scattered all over the compound. As of yet none of the kids had been in the big grassy area where the bodies lay. Just as the nose dipped and turned, Dave caught sight of military trucks edging down the dirt road into the camp. To be continued in part 12, Based on a post by RonanJWilkerson, in 12 parts, for Literotica.

The Joint Readiness Training Center is pleased to present the one-hundredth-and-twenty-second episode to air on ‘The Crucible - The JRTC Experience.' Hosted by MAJ Marc Howle, the Brigade Senior Engineer / Protection Observer-Coach-Trainer, and MAJ David Pfaltzgraff, BDE XO OCT (formerly the BDE S-3 Operations OCT), from Brigade Command & Control (BDE HQ) on behalf of the Commander of Ops Group (COG). Today's guests are senior non-commissioned officers of JRTC: MSG Jared Cawthon, MSG Randell Conway, and SFC Corey Rinn. MSG Cawthon is the BDE Fires Support NCOIC and MSG Conway is the BDE Intelligence NCOIC OCT in Brigade Command & Control (BDE HQ). SFC Rinn is the Explosive Ordinance Disposal Senior OCT for TF-5 (BDE Engineer BN).   This episode focuses on leadership through the deliberate and effective utilization of Noncommissioned Officers at echelon, emphasizing that success in LSCO is fundamentally leader business, not officer business versus NCO business. A central theme is the NCO's role in identifying and mitigating friction before it manifests in execution. Drawing on repeated JRTC observations, the discussion highlights how experienced NCOs sharpen plans through rehearsals, checklists, and anticipation of second- and third-order effects—time, distance, sustainment, displacement, and execution risk—that are often missed in rushed or staff-centric planning. When NCOs are fully integrated into MDMP, mission analysis, COA development, and rehearsals, staffs are more synchronized, plans are more executable, and formations adapt faster once friction is encountered.    The episode also addresses persistent gaps in how formations employ NCOs, particularly on staffs. Too often, senior NCOs are relegated to security or administrative tasks instead of being empowered contributors to planning, targeting, and cross–warfighting function integration. The panel underscores disciplined initiative, delegation of authority, and clear roles and responsibilities as decisive leadership practices that unlock NCO potential. Effective formations deliberately train NCOs to operate confidently in planning environments, leverage their experience to challenge assumptions, and serve as connective tissue between operations, intelligence, fires, sustainment, and protection. The consistent takeaway is clear: units that empower NCOs as planners, synchronizers, and leaders—not just executors—operate with less friction, greater cohesion, and higher combat effectiveness in the hardest fights.    Part of S13 “Hip Pocket Training” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

The Joint Readiness Training Center is pleased to present the one-hundredth-and-twentieth episode to air on ‘The Crucible - The JRTC Experience' and the fifth* annual Large Scale Combat Operations Symposium. Hosted by COL Ricky Taylor, the Commander of Ops Group (COG). Today's guests are all seasoned observer-coach-trainers (OCTs) from across Operations Group, LTC Amoreena “Ammo” York, MAJ David Pfaltzgraff, MAJ Marc Howle, MAJ Amy Beatty, MAJ Jeff Horn, CSM Frank Enriquez, SGM Matthew Bollinger, and MSG Lacey Remillard as well as CW3 Roy Sandoval from the US Army Special Operations Command's Special Operations Training Detachment. Opening remarks were provided by GEN David Hodnes (Available only live via Teams), the Commanding General of Transformation and Training Command (T2COM) and BG Jason Curl, the Commanding General of the Joint Readiness Training Center. Our panel members are observer-coach-trainers with numerous decisive action training environment rotations between them. LTC York is the Task Force Senior for the TF Aviation (CAB / ATF). MAJ Pfaltzgraff is the BDE S-3 Operations OCT and MAJ Howle is the Protection OCT for Brigade Command & Control (BDE HQ). MAJ Beatty is the Executive Officer OCT and MSG Remillard is the S-3 Operations Sergeant Major OCT for Task Force Sustainment (BSB/DSSB). MAJ Horn is the Executive Officer OCT for the Fires Support Task Force. CSM Enriquez is the Command Sergeant Major OCT for Live Fires Division. SGM Bollinger is the Senior Enlisted S-2 Intelligence Advisor for the Intelligence Warfighting Function. CW3 Sandoval is the Rotational Planner for USASOC's Special Operations Training Detachment.   The purpose of the ‘LSCO Symposium' is to advance conversation on warfighting and share observations and lessons learned. We will discuss large scale violence today, but this discussion transcends mission sets. Train for high end competition and scale down as required. This episode synthesizes JRTC trends and best practices for preparing units for their hardest days of ground combat in Large-Scale Combat Operations across multiple domains. A central theme is that continuous transformation must be anchored to disciplined fundamentals. Leaders repeatedly emphasize that emerging capabilities—UAS, ITN, AI-enabled targeting tools, precision fires, and advanced sustainment systems—amplify poor discipline as much as they amplify competence. Units struggle when they trade foundational skills for technology, compress training timelines, or assume proficiency in basics like MDMP rigor, rehearsals, reporting, security, and sustainment forecasting. The discussion reinforces that formations are not failing because of a lack of tools, but because of gaps in training management, insufficient repetitions at home station, and an erosion of shared doctrinal language that enables synchronization under stress.    The episode also highlights how LSCO success depends on integration across warfighting functions over time, not single moments of convergence. Best-performing units demonstrate disciplined commander–staff and commander–commander dialogue, deliberate risk articulation, and active NCO involvement throughout planning and execution. Persistent challenges include rushed or truncated MDMP, weak course-of-action analysis, fragmented IPO/SPO processes, and poor sustainment visibility that leads to overstocking, vulnerable cache sites, and exposed logistics nodes. Survivability on a transparent battlefield emerges as a recurring lesson: units must balance dispersion with functionality, manage electromagnetic signatures, rehearse degraded communications, protect sustainment forces, and treat rear areas as contested terrain. Taken together, the episode underscores a clear JRTC message—winning the first battles of LSCO requires disciplined fundamentals, rigorous planning, and relentless rehearsal long before units ever make contact.  If you'd like to read along, you can visit our LinkTree account and view either Scenesetter (https://tr.ee/P8GenLNFvW) or EXSUM (https://tr.ee/HPpEc3ckHP).   Part of S01 “The Leader's Laboratory” series.   Don't forget to checkout our first, second, third, and fourth annual Large Scale Combat Operations Symposium, episodes sixteen, thirty, sixty-six, and ninety-three of ‘The Crucible.'   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast.   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.   *The first annual LSCO Symposium was conducted at Ft. Benning/Moore but hosted by the JRTC Team.

OneStream Live is streaming this episode of Oscar Mike Radio. I had the privilege of speaking with Colonel Wesley Martin and retired Command Sergeant Major Dan Elder about a mission that truly matters, preserving the history, leadership, and legacy of Army Noncommissioned Officers (NCOs). Both Colonel Martin and CSM Elder are deeply involved with the NCO Historical Society, an organization dedicated to safeguarding the stories and experiences of America's enlisted soldiers. Their passion and insight reminded me of the importance of keeping these stories alive for future generations. “Earn It” — Leadership, Legacy, and Lessons One of the key parts of our discussion focused on the book Earn It, which chronicles the life and philosophy of Command Sergeant Major of the Army William “Bill” Gates. Through this book, readers gain an authentic look at leadership, mentorship, and what it truly means to serve with integrity as an NCO. We discussed how the principles of “Earn It” reflect the values that continue to shape the Army today, from personal accountability and education to resilience and loyalty. These lessons reach far beyond the military; they apply to anyone striving to lead with honor. The Mission of the NCO Historical Society – The NCO Historical Society exists to collect and share the stories of past and present NCOs — the backbone of the U.S. Army. During our conversation, Colonel Martin and CSM Elder shared how the Society preserves history through oral storytelling, publications, education, and outreach programs. We also explored the evolution of NCO leadership over the years — and how today's soldiers are inspired by those who came before them. It's a powerful reminder that mentorship and education are just as vital on the battlefield as they are in civilian life. To learn more about the Society's work, visit ncohistory.com. A Conversation About Service and Legacy I want to thank Colonel Martin and Command Sergeant Major Elder for taking the time to share their perspectives and for their commitment to honoring the history and values of the NCO corps. Conversations like these remind me why the stories of our servicemembers matter not just to the military community, but to the nation as a whole. 

A lot of vets say music is the only thing that still makes sense, and for Tony Kessel, that idea runs deep. He built a 366-song playlist of his life, wrote the story tied to each track, and found himself looking at a full account of growing up in a foster home, serving in the Army National Guard, and working through suicidal thoughts. With more than two decades in uniform, he talks about being raised by a Vietnam veteran NCO, commissioning as an officer, and learning to lead while valuing the experience that NCOs bring. Music runs through all of it, from Garth Brooks and old country to heavy metal and the tracks that shaped the post-9/11 years. Our conversation covers how music served as both a coping tool and a warning sign, why non-combat deployments can still weigh on you, and how suicide intervention training pushed him to speak openly about his lowest points. We get into the shock of coming home from Kuwait or Afghanistan almost overnight, the support he has offered other vets, and why simply sitting with someone who is struggling matters. Tony also shares how he is using his home studio and writing to reach people who think they are carrying their pain alone. Timestamps 00:06:30 Tony's wide musical background and how different genres shaped his life. 00:09:45 The late-night drive after drill that sparked the 366 song playlist. 00:18:30 Using music to cope, the risks of relying on it to numb pain, and the moment he knew he had to face things directly. 00:26:30 Suicide intervention training, opening up about suicide attempts, and why sharing his story matters. 00:31:30 Returning home too fast after deployment and how that sudden shift affects veterans. Links & Resources Veteran Suicide & Crisis Line: Dial 988, then press 1 Website: https://dualistmedia.com Follow Tony Kessel on Facebook: https://www.facebook.com/dualistmedia Follow Tony Kessel on Instagram: https://www.instagram.com/dualistmedia Follow Tony Kessel on Twitter/X: https://www.twitter.com/dualistmedia Transcript View the transcript for this episode.

Korea DMZ—1983. Rip Razorton, a newly minted Second Lieutenant in the United States Army, enters a military environment filled with danger. He learns the DMZ mission from a friendly NCO while being harassed by superior officers. What keeps him going is his love for his exotic Native American girlfriend, Angeni James. Razorton, collecting battlefield intelligence on the North Korean threat at Guard Post Ouellette is taken captive but is saved by SFC “Wild Bill” Harrison. Suffering PTSD, Razorton turns to alcohol to ease the pain and the guilt. Razorton, punished for being defiant to a senior officer following the firefight, is assigned as an army escort for a USO band from America called “Total Infusion.” Feeling empty and full of pain, Razorton continued to drown his guilt and sorrow in alcohol. Then, with no warning at all, the female lead singer of the band with purple hair came to his rescue.

Fam,Y'all know the deal, no music, no fluff, straight to the point like we always do! This is a GREAT one that everyone can take valuable insight from and be better because she was willing to share her JET (Judgement, Experience, and Training)!“The Backbone Speaks” with TSgt CalvertBeing an NCO isn't for the faint of heart. It's a calling that comes with opportunity, responsibility, pressure, and reward, all at once.TSgt Calvert takes you behind the stripes to talk about what it really means to wear them…➡️ Leading when it's hard.➡️ Balancing the mission and the people.➡️ Owning the standard, even when no one's watching.➡️ And remembering why it's worth it, every single day.

In this episode of Your Next Mission® video podcast, titled “Voice of the Army”, the 15th SMA (R) Daniel A. Dailey, the VP of NCO & Soldier Programs at the Association of the United States Army (AUSA) joins SMA Tilley for a dynamic conversation about the incredible work being done by AUSA—the Voice of the Army. As we gear up for the Annual Meeting kicking off next week, they dive into how AUSA continues to advocate for Soldiers, Families, and Army initiatives around the globe. Tune in to hear stories, insights, and why AUSA remains such a vital force in supporting and representing our Army community.

This week on Minnesota Military Radio join us for an engaging roundtable discussion featuring three Command Sergeants Major from the Minnesota National Guard. We interview the incoming Command Senior Enlisted Leader, joined by two retired CSMs to discuss service evolution, leadership shifts, and NCO advice. Plus, an update from the current Command Senior Enlisted Leader. […] The post Command Sergeants Major Roundtable: Leadership, Legacy, and the Red Bull Spirit appeared first on Minnesota Military Radio.

The Joint Readiness Training Center is pleased to present the one-hundredth-and-thirteenth episode to air on ‘The Crucible - The JRTC Experience.' Hosted by MAJ Marc Howle, the Brigade Senior Engineer / Protection Observer-Coach-Trainer, and MAJ David Pfaltzgraff, BDE S-3 Operations OCT, from Brigade Command & Control (BDE HQ) on behalf of the Commander of Ops Group (COG). Today's guests are LTC Amoreena “Ammo” York, the Task Force Senior from Aviation Task Force and SSG Nikolas Pappas, the AVN Maintenance Tech Platoon Sergeant from the Aviation Task Force.   This episode of The Crucible podcast delves into the complex realities of sustaining Army rotary-wing aviation units during large-scale combat operations (LSCO). With an emphasis on enabler operations, the discussion highlights three primary friction points aviation units routinely encounter at JRTC: time management in MDMP across multiple simultaneous mission sets, underutilization of NCO expertise in planning and rehearsals, and the technical and doctrinal challenges of Forward Arming and Refueling Points (FARPs). The speakers emphasize that unlike home-station exercises with limited mission scope, JRTC rotations demand that aviation units execute deep attacks, displacements, and air assaults while simultaneously managing logistics and force protection—often without enough time or capacity to rehearse. A key takeaway is the criticality of aggressive MDMP timelines and the use of the “SHOPE” timeline—placing sustainment as the first priority to ensure aviation success.   Further, the episode underscores the need to integrate aviation planning with brigade-level operations, particularly when coordinating terrain management, graphic control measures, and airspace deconfliction. Successful units are those that involve mid-grade NCOs early, especially those with realistic insights into timelines and requirements for tasks like establishing a survivable FARP. The conversation also exposes a widespread lack of familiarity with aviation-specific requirements among brigade and division staff, particularly in managing shared airspace and synchronizing fires and SUAS activity. Finally, the hosts point out that survivable FARPs require camouflage, rapid setup and teardown, and minimal electromagnetic signatures—making blackout comms and distributed rehearsals essential. The episode concludes with a challenge to division-level leaders to solve the enduring problem of rotary-wing sustainment in LSCO through rapid, integrated air logistics—bypassing hours-long convoys and empowering CABs to bridge the final tactical mile.   Part of S13 “Hip Pocket Training” series.   For additional information and insights from this episode, please check-out our Instagram page @the_jrtc_crucible_podcast   Be sure to follow us on social media to keep up with the latest warfighting TTPs learned through the crucible that is the Joint Readiness Training Center.   Follow us by going to: https://linktr.ee/jrtc and then selecting your preferred podcast format.   Again, we'd like to thank our guests for participating. Don't forget to like, subscribe, and review us wherever you listen or watch your podcasts — and be sure to stay tuned for more in the near future.   “The Crucible – The JRTC Experience” is a product of the Joint Readiness Training Center.

Mike Shelby is a former military intelligence NCO and contractor. A veteran of Iraq and Afghanistan, he is the CEO at Forward Observer, an Intelligence services company specializing in threat intelligence, trend analysis, conflict monitoring, and applied intelligence training. He talks the risks living in the southwest, counter organizing, No Kings Protest, the impact an individual can make on the local level, building your network, fault lines in Europe, and much more. PLEASE SUBSCRIBE LIKE AND SHARE THIS PODCAST!!!     Watch Show Rumble- https://rumble.com/v6ykq9m-counter-organizing-mike-shelby-ceo-of-forward-observer.html YouTube- https://youtu.be/6l3B664t_4Y   Follow Me X- https://x.com/CoffeeandaMike IG- https://www.instagram.com/coffeeandamike/ Facebook- https://www.facebook.com/CoffeeandaMike/ YouTube- https://www.youtube.com/@Coffeeandamike Rumble- https://rumble.com/search/all?q=coffee%20and%20a%20mike Substack- https://coffeeandamike.substack.com/ Apple Podcasts- https://podcasts.apple.com/us/podcast/coffee-and-a-mike/id1436799008 Gab- https://gab.com/CoffeeandaMike Locals- https://coffeeandamike.locals.com/ Website- www.coffeeandamike.com Email- info@coffeeandamike.com   Support My Work Venmo- https://www.venmo.com/u/coffeeandamike Paypal- https://www.paypal.com/biz/profile/Coffeeandamike Substack- https://coffeeandamike.substack.com/ Patreon- http://patreon.com/coffeeandamike Locals- https://coffeeandamike.locals.com/ Cash App- https://cash.app/$coffeeandamike Buy Me a Coffee- https://buymeacoffee.com/coffeeandamike Bitcoin- coffeeandamike@strike.me   Mail Check or Money Order- Coffee and a Mike LLC P.O. Box 25383 Scottsdale, AZ 85255-9998   Follow Mike X- https://x.com/grayzoneintel IG- https://www.instagram.com/grayzonewarlord/?hl=en Website- https://forwardobserver.com/   Sponsors Vaulted/Precious Metals- https://vaulted.blbvux.net/coffeeandamike McAlvany Precious Metals- https://mcalvany.com/coffeeandamike/

陳之漢 chén zhī hàn – Chen Zhi-han, a well-known Taiwanese internet personality and fitness entrepreneur館長 guǎn zhǎng – gym director (nickname of Chen Zhi-han, referring to his role as gym owner)爭議 zhēng yì – controversy; dispute健身教練 jiàn shēn jiào liàn – fitness coach海軍陸戰隊 hǎi jūn lù zhàn duì – Marine Corps (of the Navy)志願役 zhì yuàn yì – voluntary military service (non-drafted)士官 shì guān – non-commissioned officer (NCO)退伍 tuì wǔ – to retire or be discharged from military service連鎖 lián suǒ – chain (store, business)成吉思汗健身館 chéng jí sī hàn jiàn shēn guǎn – Genghis Khan Fitness Center (Chen's gym brand)經營 jīng yíng – to operate; to run (a business)電商 diàn shāng – e-commerce直播 zhí bō – live streaming直白 zhí bái – straightforward; blunt顛沛流離 diān pèi liú lí – displaced and wandering; a life full of hardships欺負 qī fù – to bully拳頭 quán tóu – fist堅強 jiān qiáng – strong; resilient剛硬 gāng yìng – tough; unyielding竹聯幫 zhú lián bāng – Bamboo Union (a Taiwanese gang)黑道 hēi dào – gangster; organized crime亂七八糟 luàn qī bā zāo – a mess; chaotic; disorganized推銷 tuī xiāo – hard selling; aggressive sales promotion企業家精神 qì yè jiā jīng shén – entrepreneurial spirit共產黨 gòng chǎn dǎng – Communist Party (usually referring to the Chinese Communist Party, CCP)反感 fǎn gǎn – dislike; aversion中華民國派 zhōng huá mín guó pài – pro-Republic of China faction極統 jí tǒng – extreme unification (with China)極獨 jí dú – extreme independence (for Taiwan)統一 tǒng yī – unification獨立 dú lì – independence中立 zhōng lì – neutral和平 hé píng – peace骨氣 gǔ qì – integrity; moral backbone被...壓著打 bèi ... yā zhe dǎ – to be oppressed by...; to be suppressed by... (used metaphorically)杭州 háng zhōu – Hangzhou, a city in eastern China西湖 xī hú – West Lake, a famous scenic spot in Hangzhou翻牆 fān qiáng – to bypass internet censorship (using VPNs to "climb over the firewall")If you're ready to take your Chinese to the next level, not just memorizing words but actually having meaningful conversations with Taiwanese people about real topics like politics, culture, war, news, economics, and more. I invite you to join a one-on-one trial lesson with me. I'll help you build a clear, personalized plan so you can speak more naturally and truly connect with others in Chinese. Book a one-on-one trial lesson with me !

In this special ATLVets Speaker Series episode, retired Ranger Battalion NCO and Special Forces officer Chris Brewer shares his remarkable journey from the reactivation of the 1st Ranger Battalion in 1974 to a career in Special Forces, global security contracting, and authorship.Chris reflects on:Crossing the Line: Why he made the controversial move from the NCO corps to becoming an officer, and how it opened the path to Special Forces.Lessons from Ranger School: Why the course is less about tactics and more about leadership under extreme stress—and how those lessons translate to civilian life.Transition Struggles: His honest admission of “how not to retire” from the military, including the pitfalls many veterans face.Post-Service Impact: How his expertise shaped counterterrorism strategies, red-team operations, and security across the globe—including assessments eerily prescient before 9/11.Storytelling & Legacy: Why he chose to capture the untold stories of Rangers and Green Berets in his books Old School Ranger and In the Shadows Between Wars.Chris also offers powerful insights into leadership, team building, and the importance of cross-cultural communication in both military and civilian contexts.

In this special presentation, Lt. Gen. Tony Bauernfeind '91, USAFA's 22nd superintendent, shares an inside look into cadet development and answers graduate questions. Hosted by Lt. Col. (Ret.) Naviere Walkewicz '99, this episode dives into the Academy's mission and how it is preparing our nation's future warfighters.   FULL TRANSCRIPT SPEAKERS Guest:  Lt. Gen. Tony Bauernfeind '91  |  Host:  Lt. Col. (Ret.)Navire Walkewicz '99   Naviere Walkewicz This special edition of the Air Force Gradcast is a production of the Long Blue Line Podcast Network, presented by the U.S. Air Force Academy Association & Foundation. I'm your host, Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. We're honored to feature the superintendent of the United States Air Force Academy, Lt. Gen. Tony Bauernfeind, Class of '91. In this presentation, Gen. Bauernfeind will share important updates on current initiatives and developments at our Air Force Academy. Following his remarks, he and I will sit down for a conversation, during which he'll respond to questions submitted by graduates in our alumni community. So now, without further ado, Gen. Bauernfeind. Thank you for being here, sir.   Gen. Bauernfeind Well, Naviere, thank you so much for allowing us to come and share our story of our wonderful Air Force Academy. And thank you as well to the Association of Graduates and the Foundation for all of the incredible support that we receive to develop our future leaders into the warrior leaders that we need on Day 1 in our Air Force and Space Force.   Naviere Walkewicz Yes, sir, we are grateful you're here, and we can't wait to hear what you're able to share with us today, sir, so we can jump ahead if you're ready.   Gen. Bauernfeind Wonderful. So I would like to share with you an updated mission brief of where we are going at the United States Air Force Academy. And during this time, I'd like to share not only our leadership team that's taking on the transformation that has been mandated, but also to update our alumni on our mission, our vision, our priorities and our mission sets, as well as talk about how we are creating warfighters, leaders of character and quality, and critical thinkers, and provide an update of how we are transforming this amazing institution to develop those warrior leaders that we need to keep our adversaries at bay. So as always, I'd like to start all briefings with a little video that highlights what our cadets are doing and our incredible public affairs team and video team put together the following video that shows what our cadets have been doing over the last six months... ...So you can see that our cadets have been absolutely busy over the last few months, and I can attest that this summer is they brought the problems up even more and are bringing even more energy to their training, their education, their development. But let me first talk about the amazing team at the senior leadership levels at the United States Air Force Academy, because we cannot do what we're doing without this incredible team. So first, we're welcoming reader Gen. Nicholas Evans as our new vice superintendent, coming out as the 18th Wing commander at Kadena Air Base, bringing a wonderful operational experience to bear, as well as academic bona fides to be our vice superintendent. Our command chief remains Command Chief John Alsvig and our commandant remains to be Brig. Gen. Marks and Col. Steve Hasstedt is our acting dean as we work to bring a new dean into bear. Ms. Gail Colvin is our stalwart chief of staff, with her wisdom from the Class of '80 that keeps us moving forward. Ms. Jen Block is our executive athletic director. Mr. Nate Pine is our director of athletics, and our brand new wing commander, the 10th Air Base Wing, Col. Ahave Brown. And we all know that nothing happens at USAFA without the 10th Air Base wing providing the foundational support. But also Col. Taylor from the 306 Flying Training Wing, and Col. Silva is our space detachment commander, and it's important that we have all those leaders that are helping us transform USAFA. And to that transformation, we talk about our updated mission statement that was approved last fall. And that updated mission statement is that “USAFA's mission is to forge leaders of character motivated to a lifetime of service and developed to lead our Air Force and Space Force as we fight and win our nation's wars.” And for the alumni, as we went through this mission statement development, we realized that there are many activities we take on at the United States Air Force Academy. There's education, there's training, there's motivation, inspiration, development. And we realized that we are taking the most amazing women and men from all four corners of this United States, and we're bringing them here as raw materials, and we are taking them through high-stress military, academic and athletic programs to forge them into something stronger than what they were when they showed up. And those are the leaders of character. We also wanted to make sure that we highlighted that it's about delivering a lifetime of service to our nation. It doesn't mean that every graduate needs to do 34-plus years in active duty like I'm currently doing, but continue to give back, whether that's in active duty, the Guard the Reserve, to your community in the defense industry, as an elected official or as a key supporter in our alumni networks — keep serving our nation. And then finally, an acknowledgement that we, alongside our teammates at West Point and Annapolis, have a very special mandate that we are developing those warrior leaders that will fight and win our nation's wars. While we hope that we will achieve peace through strength and deter our adversaries, we must always be ready when the nation calls and we will go forward and deliver victory for our nation. So it's important in our mission, but a mission will only take us so far. And the next step is acknowledging that we must have a vision. What is our North Star? And our North Star is we will remain and continue to be the nation's premier service academy. That we're bringing in rigorous, adversary-focused military training, military training that achieves a standard, that achieves a requirement, and not just training for training sake. But also maintain our level as a nationally recognized academic program with highly competitive athletics, and acknowledging that for us to deliver on those four, we must continue to sustain a world-class installation. But more importantly, continue to bring in professional and dedicated permanent party into our faculty. Our coaches, our headquarters, our installation support requires our outstanding permanent party. And so our vision moves us forward. And from our mission and our vision, we have established three key priorities, and those priorities will guide our decision making. But let me take your attention to the bottom first. The bottom is our foundational aspect, that we build all of our aspects upon our service core values of our Air Force and our Space Force of integrity first, service before self, excellence in all we do, courage, character, connection and commitment. And those we build upon further foundationally to acknowledge that we are in the military and all aspects of military operations activities require a strict adherence to standard. What is the task that we are executing? What are the conditions on which we will execute those tasks? And what standards do we expect, especially in high end warfare, where our standards are so tight. We also acknowledge that what is special about us is our Honor Code. It is foundational to our character, and we'll talk more about that as we build upon this. But realizing that the Class of '59 that established our Honor Code. It has been foundational to the development of our leaders of character and quality as a board, and then adding into the fact that leaders who built lethal warfighting teams — they do it from a position of respect and teamwork, that they take their team and they support them, they hold them accountable, but they push them to rise above what they could think they could personally achieve. And how do we build those future leaders that are going to take teammates from all four corners of this United States and make sure every single teammate is seen, heard and valued and can give everything possible to the mission at hand? And that leads us to our priorities. That our priorities are we are here to forge warfighters to win, to inspire leaders of character and quality, and finally, to motivate critical thinkers to adapt, because all three are important. And that takes us to our mission sets, because those three priorities span across everything we do in a cadet's journey at the United States Air Force Academy. And the first is acknowledging the military training aspect. That military training goes beyond just learning how to put a uniform on, just how to march correctly, but also understanding how to operate inside of Air Force and Space Force norms and take on those military training activities that our Air Force and Space Force are taking on right now with Ready Airmen Training and the ability to execute agile combat deployment. And that's activities like being able to shoot, move, communicate, medicate and automate, but also acknowledging that we also must have that world-class academic program that challenges our future leaders not what to think, but how to think, and to do that from a warfighting-focused curriculum that is very STEM focused, but also leans in hard to how we can leverage the incredible intellect that these cadets are bringing in today and unleash them on some of the hardest Air Force and Space Force problems through our research programs as we lean into it. And then finally, as we talk about our competitive athletics, that athletics is a key aspect of the cadet's journey, whether it be through our 30 incredible intercollegiate sports teams, our intramural programs, our physical education programs, or finally our physical fitness tests that demonstrate the warrior ethos that is being expected of a military service academy, and it's important that we look across those. But let me talk about a little further of our priorities from those three lenses. The first is the aspect of warfighters win, of how we're bringing in training such as shoot, move, communicate, medicate and automate. And I've heard some teammates are going, “Why are we doing this ground focused training?” And at the end of the day, it's not ground focused training, it's joint force training. This is where our Air Force is going. That we still need to be able to succeed in the air, space, cyber domains, but we must also deliver excellence in these domains. With shoot, I requested that all of our cadets now become qualified in their long gun, the M4, and their sidearm, the M18, every single year. So now they'll have the confidence of their weapons when they have to go forward into harm's way. The same with move and communicate. Can they understand the aspects of mission command, especially in future fights where we may not have the best connectivity with our highest headquarters? Will they understand commander's intent and still be able to generate the combat power we need to keep our adversaries on their heels? Finally, to medicate. Over the last few decades, we have benefited from the golden hour, where we had such dominance that when we had a teammate isolated or injured, we would have medical care a rescue capability to them inside the hour. Future battlefields will likely not give us that luxury. So we must teach our future leaders those advanced medical capabilities to take care of their injured teammates while they're continuing to generate combat power. And finally, as we have seen from the Iranian wars and the Ukrainian wars, automation is here and part of modern warfare. And so how are we going to bring automation capabilities to our future leaders so they can develop the new TTPs that we are working through. And again, thank you to the Association of Graduates and Foundation, because you all provided the seed funding for our first automation efforts this summer. So thank you so much. And let me dig in a little further on why warfighters win. And from our president and our secretary of defense, it has been very clear that they want us to establish peace through strength, that we must develop our ways in three areas: to restore the warrior ethos, to rebuild our military and to reestablish deterrence. And we have gotten that guidance very clear from our leadership, and we will prepare our future leaders in that mind. And we have added that over the last year by bringing in year round warfighting training. So not only during the summer periods, but also through the academic year, are we asking our future warrior leaders to take on the military mission, the academic mission and the athletic mission as we move forward. And as discussed, it is directly aligned to our Air Force with Ready Airman Training and our agile combat employment. And over the last year, we took our baby steps. We're not where we need to be, but I can tell you I'm proud of how far we've come, because we moved forward with energy and violence through the fall and spring culminating exercises. I'm proud of how far we've come, but now for this year, we're gonna enter into the walk phase, because we have more to go. And with that in mind, there's been conversations of recognition and promotion, and that is tied not only to our leadership development, but also to our warfighting training. And it's an acknowledgement that for every year you at the Air Force Academy, we are purposely developing you and increasing your capabilities. And so we are going to provide the expectations for your year, whether you're four-degree, three-degree, two-degree or first-degree — a firstie — and you must meet those training standards, and if you do not meet the training standards, then we are not going to recognize you for your past work, but if you meet our standards, then we are going to recognize you for the good work and promote you to the next grade. But the ultimate promotion being a Second Lieutenant in our Air Force and Space Force as it goes forward. Over the last year, there are teeth of this. We did have 153 cadets that were not recognized due to not meeting the standards, but we are now providing them the options over the summer and this fall to now meet the standards as we move forward. Also this year, focusing on warfighting, is acknowledging that we must arm the cadets to be the instructors. Last year, we did it very quickly. Now we're going to take advantage of our incredible cadets, just like our cadets do exceptional things — teaching each other how to fly, teaching other each other how to jump during our freefall program — but now we are working through the cadet warfighter instructor course, a beta course, where we will teach cadets to be those instructors inside of our squadrons in the academic year, to take on how to teach, how to shoot, to move, to communicate, automate and medicate. And we are one more week left in our inaugural cadet warfighter instructor course. I know we will learn much from this beta iteration, but I'm excited to see what we learned from this as we go into the academic year and unleash these cadets and train ourselves. We're also very appreciative from the Foundation for the establishment of the Institute for Future Conflict. And the Institute for Future Conflict has been around for a couple of years and has already forced us to focus and think differently. And I would offer to you the reason behind that is because they are focused on our adversaries. So I like to call them our adversary focused disruptors. They are going to bring ideas to bear that force us to change the way we develop our cadets for the future, because they're looking at what our adversaries are doing. And as such, we made the decision to elevate them into Headquarters USAFA, so they can have a wider impact, not only within the dean of faculty, but also within the Cadet Wing and the Athletic Department, so we can ensure that we are bringing those disruptive thoughts and putting them into in place so we prepare our leaders for a very uncertain world, to include bringing realism into the training that our cadets are taking on. We're also acknowledging academically, there's more that we have to do with our intellect. And over the last year, we have added three additional warfighting minors, one on quantum, one on aerospace materials, and we're in the final stages of establishing a warfighting minor on future conflict. Hopefully that we will be able to start providing that to our cadets over the next year, as we went into that so very excited to the growth in our academic options. And then finally, athletically, we're updating our PT standards, and we're adding additional PE courses for our future leaders. Our future leaders — we will increase water survival, especially when we look to the future and the regions where we expect to potentially have conflict, increased water survival is important — as well as increased combatives, and we're still in the final stages of planning of how we can bring a team focused final warfighting capstone physical education course that brings all of that physical education together for a team-focused event for our firsties, but still in the planning stages of that. And as discussed, updating our PT standards to align with our Air Force and our Space Force, with an acknowledgement that simply what we were doing is adding minimums to each of the caveats to ensure that you must pass each individual event while also meeting a score-based event as we move forward. Again, aligning with our Air Force and Space Force. Now, as we transform, it's not just about warfighters to win. It's also about leaders of character and quality. As I like to say, it's developing leaders who do the right thing the right way, even if it's unpopular, because we must have leaders that are willing to stand up and do the right thing for the formation. And we focused on that. We have focused on reinforcing standards and accountability. While initially it was permanent party coming in fairly strong to establish the standards and accountability, what we quickly saw from our amazing future generation was cadets going, “We've got this. We will establish it. We will uphold our standards. We will uphold our accountability.” And to me, that's very important to see that our next generation is taking ownership of that key leadership aspect, to even include honor. As many know, we had a pretty significant honor violation last year. The bad news is that occurred. The good news is it was the cadets themselves who came forward and said, “This happened, and this is our way forward.” As in all situations, though, anytime you point a finger at somebody, three fingers pointing back at yourself, we realized that institutionally, we had probably lowered the standards too far. We didn't expect enough, and we had parsed the Honor Code. And we made the decision to return to our roots and say, “No, the Honor Code is holistic. It will not be parsed.” But we do acknowledge that these amazing men and women that come from all four corners are coming to us in different stages of their character development, and so the sanctions that come from an honor violation for somebody with us for a few weeks or a couple months may be far different than the sanctions of somebody that are weeks or months out from commissioning and graduation. So ensuring that we have a tiered sanction system to deal with our honor violations. I'm very proud of the ownership that our cadets took with our honor system, and we are reinforcing their efforts as we move forward. We've also pivoted strongly to a four-class system. My observation was is through time at the Air Force Academy, we've ebbed and flowed from a four-class leadership development system to a fourth-class leadership development system. I would offer that we had gone to the point where the majority of training and focus was on the four-degrees, when we are blessed to have these our future leaders for 47 months, and we should be developing them the entire 47 months. And so we have developed the fourth-class leadership system, where for their four-degree year, we will focus them on being good teammates and followers. For the three-degree year, we will focus on them being good frontline engaged supervisors, two-degrees as team leaders and firsties as unit leaders, representing those roles in our Air Force from cadet squadron commander to DO, to executive officer, to A1 through A6 staff positions and flight commander and taking on those responsibilities. And again, just like we talked about work by training, there's assessment mechanisms for each of these that they must meet leadership assessments that will go into whether or not they are recognized and promoted to the next grade, as it moves forward. We executed the first year. Last year, I would offer that it was successful, but we've learned much from the process, and as we go into the second year, I think we're going to be able to go even further with our four-class leadership and development. We've also doubled down on discipline, that standards and accountability are important, and if you fail to meet our standards, then you must be held accountable, not only with punitive aspects, but also with rehabilitative aspects. It's a two-edged pincer movement as we went forward, and from my time at the Academy, I will offer to you, while I may not have enjoyed it at the time, I benefited greatly from both, because it forced me to reflect upon what got me in that situation and how I can take ownership of my own development as we move forward. So that is one of the aspects we return to. And then finally, for our National Character and Leadership Symposium: Let's focus on those character elements that we find through warfighting. And so last fall's was focused on, how are we going to develop warfighters to win? And then for next year, we're going to focus on the courage required to overcome adversity in a warfighting environment. And so I'm very excited as we get the speakers identified for both the fall, a shorter fall iteration, and the normal spring iteration, sharing those speakers with the wider alumni environment. And then finally, talking about those critical thinkers to adapt. I jokingly tell our cadets that, since I was in the '90s, we got to solve all the easy problems, and all that is left are all the wicked hard problems, but we need those critical thinkers to adapt, because they are going to bring the ingenuity, they're going to bring the innovation, and what I've challenged them is they also have to bring the courage to challenge the status quo. Too many times in our military, when we ask why we do something, if the answer is, “We've always done it that way,” then maybe we need to rethink and understand, are there better ways to do it? And I can tell you, our cadets bring that to bear. And so for this year, we're really focused on cadet empowerment and responsibility. Last year with the mandate, we moved very quickly, and we were more directive in nature. And what we heard loud and clear is that cadets hurdled over our expectations. What we heard loud and clear from them was, “We want to control the way forward.” And so how do we empower them more? And how do we make it clear that they are responsible not only for their mission, but their people? And adding to that of spending more time with them with these changes of why are we doing this change, and making sure that they understand the rest of the story. You may not always like the why, but if you have an appreciation of the why, its foundation will be able to execute mission command, because you now understand commander's intent, and you now can go, “I know the why. We can keep moving forward, because we can move forward with that.” We're also focusing on operationalizing all of the United States Air Force Academy, bringing that operational mindset to bear, from whether it would be establishing an A2 directorate in the headquarters and the cadet wing and in all cadet squadrons, and the DA2 director being our intelligence directorate, so that we can start to bring in classified intelligence briefings and give them not only to a permanent party, but to our future leaders. And we started that last January to great success, so that our future leaders can start to understand not only our and our allies capabilities, but our adversary capabilities and how we will conduct our joint warfighting aspects as we move forward. And it's important that we continue to bring in those operational matters so we prepare the cadets of today for the second lieutenants of tomorrow that can seamlessly nest in to how our Air Force and our Space Force operates. And that's a nicer way of saying is some of the USAFA unique things we've done— we probably need to think about how we're doing that in our Air Force and Space Force. We're also doubling down that cadet squadrons are the unit of action, just like it is in our Air Force, that the squadron is the unit of action. And it's tough at USAFA where you may prioritize your IC team, or your major, or your club, but at the end of the day, it's going to be the squadron that succeeds together as a team. And so we are focusing on making sure that we are reinforcing what the cadet squadrons are doing. They are going to go through their military training together. They're going to go through their culminating exercises together, same as recognition and promotion. And that's important as we focus on the four-class system of those teammates, followers, frontline engaged supervisors, team leaders, unit leaders, but also acknowledging that we must empower cadet leaders to own the responsibility of their units. And I recently sat down with cadet squadron commanders and their special staffs and said, “Congratulations, you're the cadet commanders. You are responsible for two things: your mission and your people. It's not just about marching at the front of a formation. It's about executing the mission you've been given, whether that mission be military, academics or athletics, and taking care of your people.” And as such, we have established special staffs inside of each cadet squadron, every wing in the Air Force, most groups and many squadrons have special staff to both support the unit, but more importantly, advise the commander, because the commander is the one who's ultimately responsible for their people. And so we are bringing cadet special staff — which they may not be the subject matter experts in equal opportunity, integrated prevention response, spiritual matters or medical matters. They are there to support the squadron, advise the commander and have that connectivity to our subject matter experts, whether it be our chaplaincy, whether that be our amazing medical group and cadet clinic, our amazing SAPR team and all the helping agencies across USAFA to make sure that we can support all of our cadets going through a high-demand developmental program at the United States Air Force Academy. And the twist on that is again, saying, “Commanders, you are the ones who are responsible.” And now let's give you the tools to be successful as the permanent party are there to advise and oversight, empower our cadets even more. And then the final one is a return to decorum training. We conducted a beta test last year to success, and now we're looking to see how we can bring forward that decorum training for the entirety of the Cadet Wing. I am not this is not a return to the days of wine pairings, you know, but it is an acknowledgement that as an officer in our Air Force and Space Force, when you go to events, you're not only representing yourself, you're representing your team, you're representing your unit. And what are those decorum skills you need to have at events so that you can develop networks with teammates that might be outside your normal operational circle, or how do you ensure how you engage with other teammates so you can learn more about the world you're in? And so it's important that we establish that decorum focus and looking forward to how we can squeeze that in into the complicated lives of all of our cadets as we move forward. And then, just to reinforce on the critical thinking, I've already talked about the three minors we added, but I'm proud to say that we're in close coordination right now with Gen. Tullos at Air University and about to sign the memorandum of understanding where we will start a beta test for offering master's degree classes at the United States Air Force Academy, with the long-term intent of offering master's degrees at United States Air Force Academy under the Air Force Institute of Technology certification. So we have much to learn, but the doorway is open, and I can tell you from looking at so many of our cadets that come in with 20, 30, 40 college credit hours already, I think we have cadets that are ready to take on that journey, and I look forward to giving an update on that after we get through some of our initial how does this work process. So just to summarize: Our mission, our vision, our priorities are delivering what we need. And it's those warrior leaders that are ready on Day 1 in our Air Force and Space Force. And thanks to our amazing team, whether it be in the senior leader team, but more importantly, those incredible permanent party that are working long hours, whether it's in Fairchild Hall, Sijan Hall, Vandenberg Hall, in the tunnels, in the heat plant, in the Child Development Center, down at Clune Arena, out in Jacks Valley — our permanent party are crushing it, and it's important because our nation deserves the best leaders that we can give the 330,000 airmen and guardians that are standing watch for our nation. Thank you.   Naviere Walkewicz Thank you for sharing the mission brief. I think many of us as graduates think we know what happens at the Academy, but you actually sharing what you accomplished in just a year is a bit mind blowing, sir.   Gen. Bauernfeind Thank you. And I, at times, am concerned at how fast we are moving, but I also know that we must move this fast. The adversaries are watching us, and they are choosing when is the right time to test our nation. And so in order to achieve peace through strength, we must display that deterrence, that warfighting ethos, that warfighting capability. So we keep our adversaries waking up every single morning going, “Today is not today to test the United States.”   Naviere Walkewicz Yes, sir, that is right on point. Yes, sir. Well, I would like to thank you in advance for taking on additional questions from our alumni and our graduate community. So if we might start, general, with some of the information across various channels that cuts about to our academics and the Department of Faculty, what would you be willing to share about the civilian workforce reductions and any next to the Academy's academic faculty?   Gen. Bauernfeind First and foremost, the reduction of civilians is not just civilian faculty. It's through all civilians at the United States Air Force Academy, and as we're tracking, throughout the entire Department of Defense. What makes it a little more challenging at the United States Air Force Academy is we have so many different civilian teammates, from firefighters to childcare workers to coaches to headquarters staff, personnel and faculty. And as we lean into the aspect, the conversations about all of our civilian teammates. The first challenge that we faced is historically, the United States Air Force Academy has been over our civilian paid budget, and we've received great support from the Department of Air Force to address our over execution. This year is a little different, and so that has to be a baseline consideration as we understand that— that we have to hire and maintain civilian teammates within the budget that the American public has given us as a lean forward. And to that point, thank you to the Association of Graduates and the Foundation, as well as other Academy-focused foundations that have provided volunteer and funded volunteer support to give us that additional margin of excellence that helps us mitigate this matter. With respect to fiscal year '25, our Air Force is going through a reduction of civilian personnel to the tune of 5,000 billets. Of those 5,000 billets, the portion of the United States Air Force Academy was a part of was a 140 billets. And as we have moved through that reduction of 140 billets, we identified 104 billets as we went through our prioritization that were unencumbered or empty, but lower priority. Unfortunately, there are 36 billets that were encumbered, so someone inside of that billet as we move forward. And the goal with that is to continually work over the coming months of how we can move teammates laterally into open billets, either at the United States Air Force Academy or other locations. So we keep their expertise inside of the greater Air Force, Space Force enterprise, and our A1 team continues to work that aspect. But it's also making sure that we're being very clear with our teammates that when those billets become unfunded, at some point without funding, we're having to pay for that billet via other means. And so it's important for us to have frank conversations with our teammates, to say, “Update your resume. Start looking. At some point this will move forward.” With respect to our faculty members, 16 took advantage of the government's deferred resignation program, which was a well-funded early retirement program which allowed them to leave in the spring under and basically on admin leave and retain their pay to later in the fall/winter timeframe as that moves forward. We also had three that already had planned retirements, so they were moving forward. Unfortunately, we see a hiring freeze so no backfill. But also three whose terms are many of our senior faculty, our term employees, at the end of their term came. And so we have backfilled them with active-duty and Reserve military faculty to keep our academic progress going forward. And thanks to our dean and their team, they are, you know, quickly adjusting, but they are making the changes they need to ensure that we continue to offer the majors that we promised through the Class of '26 and continue to offer the courses as we move forward. For the fall semester, in addition to the three minors we've added, we've also added four additional classes, and there are 10 classes of the 753 in our course of instruction, there are 10 that we will not offer in the fall semester, but we will continue to still move forward.   Naviere Walkewicz Yes, sir, thank you for that. You talked about backfills. Can you talk about some of the most important competencies for those instructors, as they were backfilling these positions right?   Gen. Bauernfeind As I testified to the Senate earlier this spring, the two most important things to me inside of our classroom is: One is subject matter expertise, and we value the subject matter expertise brought to us by our professors, associate professors, our assistant professors, our permanent professors, our senior military faculty, and the depth they provide, initially with a master's degree, but more importantly, those Ph.D.s that were an extreme depth of that subject matter expertise. But also as a military service academy— that operationally relevant experience, how do they apply what they're learning in the classroom into their futures in the Air Force and Space Force, whether that be in labs on operational units and future battlefields, and how they can connect that to the future. And we have many of our civilian faculty are also veterans, who are able to bring that strong connection to bear as it moves forward.   Naviere Walkewicz Yes, sir. Well, you mentioned you were adding a couple a few minors. Have there been any majors that have been removed from the program, and has this affected our accreditation in any way?   Gen. Bauernfeind No, ma'am, no majors have been impacted during this time. Every single year, we go through a curriculum review, and we have a curriculum review committee where we will adjust as we move forward based upon guidance we receive from the Air Force and Space Force, but also what demand signals we're seeing from our cadets. You know what they're signing up for. But that is just an annual aspect to make sure that we have the right instructor core to support the curriculum we need to develop and educate our future leaders what the Air Force and Space Force is expecting. But zero majors have been eliminated from the United States Air Force Academy.   Naviere Walkewicz Thank you, sir for clearing that up.   Gen. Bauernfeind Oh, and accreditation. We're in a good spot with accreditation. We maintain continual conversation with our accrediting bodies, whether it be the Higher Learning Commission or several of the engineering- or STEM-focused accrediting bodies such as ABET, we're still in a good spot. In fact, this year, we just approved our quality initiative, which is a key aspect to sustaining not only our accreditation, but showing that we're continuing to improve ourselves, and that quality initiative will focus strongly on data science, throughout all of our curriculum.   Naviere Walkewicz Yes, sir. I think that's wonderful. I know a lot of graduates were, you know, maybe didn't have all the information, so I think that's wonderful that you just shared that. Something interesting you talked about your brief was some master's, a beta testing for a master's program, working with AFIT. Can you expand a bit more about that? And then do you see the Academy becoming a five-year institution, or we will stay four years, 47 months?   Gen. Bauernfeind Right now, I believe that we will still stay a 47-month program because our academic program is 47 months; our athletic program is 47 months, and most importantly, our leadership development and military program is 47 months. For the AFIT program, the vision is — these amazing young Americans come in with so much academic credit. Many of them now are part of the Martinson Scholar Program. And thanks to Mr. Martinson's great support, we have a program that can focus on them going even further. What we can offer them now, the majority are taking multiple majors and multiple minors. What if, in the future, you didn't want to do multiple majors or minors, but you want to go and start on your master's degree, which many other institutes of higher learning are offering in a parallel aspect? And so in conversation with Gen. Tullos, how can we start allowing cadets as early as their junior year start taking master's programs and achieve what would be required? Initial assessment is we will have some that can probably achieve it in 47 months, but probably the greater group will need to stay the Academy for maybe six or 12 more months as a second lieutenant to finish up their AFIT courseware. So they would stop their 47-month USAFA program, but continue with their master's program in the classroom in Fairchild and finish out their master's here. Is the vision— and we're working through this. I want to be very clear that this is beta. We have a lot to learn in this. And from my perspective, as I work with the Air Force to get greater support for this, this is going to be a strong cost saver for the Air Force. When our Air Force officers go to get master's degree, as a general rule, they are out of their operational career field for two years as they go to execute their 18-month AFIT program, plus two associated PCSs. Now we show not only a time saving, but a cost savings. And now these second lieutenants are entering, a portion of them, are entering their air force or Space Force with a master's degree. And it is not uncommon for many of our second lieutenants right now to even start their initial training, depending on what training is available until the spring of the next year after they graduate. So I see a strong promise, but we've got a lot of work to do to make it a reality.   Naviere Walkewicz Yes, sir. Well, that's creative and innovative thinking right there. I think that we're very excited to hear more about that, especially as the beta testing moves forward. Sir, maybe we can move into the warfighting realm. Graduates have been very interested in the renewed focus on warfighting that you've taken over the past year. What recent programs or military training taking place at USAFA right now are really supporting this development of the warfighter. Ready to lead on Day 1?   Gen. Bauernfeind So I believe we've always had a strong foundation of warfighting training, whether it be our airmanship programs, our powered flight programs, our jump programs, our special warfare programs and basic cadet training and cadet survival. But we're building upon that, and we're adding to those as great examples. As discussed earlier, if we can fight for the ammunition, we will have every single cadet qualify on both weapons every single year. The Class of '29 for the M18, the pistol, they qualified at a rate at about 65%. For the M4, the long gun, at a rate of 93%. I'm very proud of those numbers, because many of those young men and women— that was the first time they touched a weapon in their lives. And now, if they do it three more times before they graduate, those qualification rates are going to skyrocket, and they're going to have the confidence, when they deploy into harm's way, of their weapons. Additionally, thanks to the great work by the Cadet Wing, we have received 4,000 sets of chemical gear. And so not only in basic training, are they learning how to establish a forward operating base, defend it, but we're going past the days of where we walked into a tent, took our mask off and then dealt with the wonderful fluids that came out of our bodies. But now, going forward, to how are you going to conduct ATSO operations, or the ability to survive and operate in deployed locations with chemical gear on? And we're very proud to partake in some of that training with the basic cadets, and they are really taking to understanding what is required. And then the final aspect is, as discussed, the cadet warfighter instructor course, is acknowledging that to be really good at those items, we need some subject matter expertise. But the subject matter expertise required to lead, train and certify 4,000 cadets every year, we have to rely on cadet leaders, and as discussed, they're in the field as we speak in the inaugural cadet warfighter instructor course. And I look forward to seeing the feedback of how they will come back and do the squadrons. And tying that back to the cadets wanting more ownership of their training — the intent is 12 cadets inside of each cadet squadron that will now take on the responsibility through the academic year of that warfighter training that we will assess in the fall CULEX, and the ultimate assessment in the spring CULEX.   Naviere Walkewicz Sir, it really shows how you're building that expertise within the squadron to support the squadron commander so they really are taking care of their people. I think that's outstanding.   Gen. Bauernfeind And very excited about it.  And I just want to say thank you again, because it was due to the generosity of the Foundation that got us the seed to start the automation, with 29 Group 2, the smaller UAVs, as we see automation and all monitor warfighting, unleashing the cadets on how they're going to use those UAVs to defend their forward operating bases, to understand what's across the ridgeline as they move forward. And very excited to see where the cadets will take us in this, because I'm sure they're gonna be far more innovative than my generation.   Naviere Walkewicz Our generation, sir, yes, sir. Well, you talked about the four-class system and I think that was really relevant for our graduates to hear. How are cadets feeling motivated through this process? And have you seen them evolve over the past year since you started implementing that?   Gen. Bauernfeind I think the first aspect was— it took them time to truly understand what we were laying out as it went forward. And every year we do this, we will get a little more advanced at the end of the day. I think our four-degrees understood it. That was good. It was that they understood what it meant to be a teammate. What it meant to be a teammate, follower, and that was an easier aspect to develop them through. The team leaders at the senior NCO level for the two-degrees and the firsties as unit leaders, they started understanding that. The biggest challenge we saw was with the three-degrees. What does it mean to be a frontline, engaged supervisor? And we have to troop lead them through, “This is what it means to be a frontline, engaged supervisor.” That they are your subordinate. But to take best care of your people, you should know where they're from. You should know about their parents. You should know their dog's name. You should know where their birthday is. You should know when their next chemistry test is, when their next PT test is. And while you may not be able to tutor them on chemistry, you can gather and motivate them for, “Hey, if the PT test is three weeks out, let's go run together. Let's go get on the pull up bar together. Let's, you know, be engaged.” And the more you know your teammates, what I offer to you, whether it be in morning formation, noon meal formation, at the tables at Mitchell Hall, in the halls of your squadron, inside of 30 seconds you're gonna see your teammates, your subordinate, and you're gonna know if they're gonna have a good day or bad day, because you're close enough to know, just quickly, OK, they're gonna have a great day or something's going on. “Let's go take a walk. Let's figure out what's driving you down. And how can I, as a frontline engaged supervisor, start taking barriers out of your way?”   Naviere Walkewicz I mean, I can only imagine that giving them more pride, even now that they understand, “This is how I can be a frontline supervisor,” when you give us very specific examples. Well, if we might shift gears a little bit to admissions and graduation. Since we just had a class join us, and we had a class recently graduate, maybe you can tell us how the Class of '29 how they're faring so far.   Gen. Bauernfeind The Class of '29 are doing great. I am impressed by their professionalism. I'm impressed by their energy. And as you saw, as we just did the recent march back, they were loud and proud. That was really good as it went forward. And for the Class of '29, I'm proud to report that they are faring very well. Just so everybody knows, we had over 9,000 completed applications. We offered 1,411 offers of admission, and 1,112 took the oath on I-Day as it moved forward. We had cadets from every single state and territories of Guam and Puerto Rico, as well as 12 international cadets that joined us. Of those, 117 from Prep School came up the Hill. And then 76 are, you know, part of a prior Long Blue Line as it's coming forward as it goes. Of the Class of '29, 55% were in the top 10% of their class, and 96 were all invited on varsity sports. Right now we are, as coming out of basic training, of 1,095 and during that time, they're still going strong. We did have some teammates that didn't have a full appreciation of what military life was, or may not have been as impassioned about the Academy as their parents, and so we've parted ways with a few small numbers. But during basic training, I can proudly say— we talked about the qualifications on the weapons, but also say they took their very first PFT test, and looking back over the last five years, they, on average, scored 15 points higher than the last five years. And that's a testament to two teams, I would offer to you, well, not only the cadets themselves, who had to do it, but all of our admissions team that's out there saying, “Hey, congratulations, you've been admitted. Start preparing now.” But also our athletic director, athletic department team that was out there giving them good, focused training to prepare them for those physical fitness tests. And they just took PFT No. 2 a couple days ago, and we're accessing the data but all indications are it's trending up.   Naviere Walkewicz No, yes, sir. Those are outstanding numbers. As a country, we're seeing admission rates and the challenge of getting the best of the best into the door, the fact that we had such wonderful numbers coming in, and we're attriting very low, I think it's something we should be proud of.   Gen. Bauernfeind I'm very proud of it, but acknowledge it's a tough— it's a knife fight to get the best of the brightest, and so thanks to Air Education and Training Command and Accessions Command, we are going to try a new marketing contract this year to further make sure that the amazing young Americans throughout all four corners truly understand the opportunity in front of them with the Air Force Academy, and make sure they're aware of it. So I'm excited to see how that marketing campaign goes to even up our numbers, even a little bit more.   Naviere Walkewicz Awesome. Yes, sir. Well, sir, in the realm of athletics, last year, you shared an emphasis for cadet support and participation at more of our athletic events. What have you seen come from that? And what can you share about athletics, intramurals most currently?   Gen. Bauernfeind It's one of our three mission sets: athletics. And it's not just for our IC athletes. I jokingly tell some of the teammates to say, “Tell me about a cadets life.” It's like, well, they have three full time jobs, a military job, an academic job and an athletic job, and they really get a bachelor of science in time management. And that's as we go forward. But I've asked the athletic department, you know, during COVID, our intramural program atrophied, and now we have to see, how can we really enhance our intramurals as it goes forward. But I'm especially also proud of our intercollegiate athletes, 30 intercollegiate programs. When we talk about the blood, sweat, tears, the hard work that our IC athletes representing 25% of the Cadet Wing — they are really jumping in hard. And my expectations as the superintendent is all 30 of those programs earn home field advantage. And so we've recently published an operation order to the team as we look into the fall sports. And the basic synthesis of it is, protect this house. We will come strong to all home events, and we're working through that aspect. And so as a whole, not only will we figure out how to be strong at all of our home events, whether it be, you know, this fall with women's soccer, men's soccer, cross country, water polo, volleyball and, importantly, football. And proud to report here at our AOG that the entire Cadet Wing will be marching onto the football field and protecting this house and our amazing stadium at home games.   Naviere Walkewicz Yes, sir, thank you for that. That's fantastic. Sir, you know, you can't come out of this Air Force Academy, this 18,000 acres of amazing Academy, without seeing some of the changes, whether it's facilities or capabilities. You know, of course, there are two questions we hear often about the chapel in the box. When will the chapel be done? And then also, you know, what about the visitor center? When can we actually get into it?   Gen. Bauernfeind No, those are two great questions, Naviere. First of all, I think that the box has become so routine there that we received a formal request from cadet. So how can we have a — no kidding — drive in movie theater screen? And the request came in at $300,000 so we thought the prudent action was, let's get the chapel done so we can take the box down instead of putting up a new theater. But right now, for our chapel, again, it is an amazing piece of architecture, and to maintain the historical relevance and the hard work that went behind it, it's going to take time. Right now, we're on schedule for 2028 and we are focused on making sure all the involved teams take every single day out and we can find out as soon as possible when we have any sort of deviation, so we can swarm it. And so as such, we hold monthly meetings with IMSC — the Installation Management Sustainment Command — Air Force Civil Engineering Command, the Corps of Engineers, to go through all of our military construction projects so that if something comes up, we are aware of it within days of the issue, and we swarm it together instead of letting issues boil for a long period of time. And so excited to get the chapel back open as such a spiritual icon of the United States Air Force Academy. And spirituality is so important to the holistic leader's readiness— not just physical, mental, social, family, but also spiritual. And I think it will be important for that development. And then to the visitor center. We're on track to open up in May of '26 before the graduation, and excited to finally open that visitor center and share with a much wider audience what all of our alumni and we know of the amazing story behind the Air Force Academy, all the amazing exemplars who have come from our Academy. And I will share with you, I'm excited to get a whole ton of young Americans inside the visitor center so they can start getting excited about being part of the Class of 2032, 2038 and beyond.   Naviere Walkewicz Yes, sir. Well, they say things are worth the wait, good things are worth the wait, and I think the interactive displays that are gonna come with this are really gonna help people understand truly what our cadets go through.     Gen. Bauernfeind Absolutely. And thank you again to the AOG and Foundation. As money got tight, the Foundation came forward and we now have that beautiful glider, you know, in position that shows what all of our cadets are working through.   Naviere Walkewicz Yes, sir. Well, our sole existence is to support the Academy, serve our grads and prserve the heritage. Well, sir, I'm cognizant of your time. We're so grateful you're here today. Mind if I ask you one final question?   Gen. Bauernfeind Please do.   Naviere Walkewicz What's on your mind that you want to leave with our graduates to be thinking about when you think about our Academy and your vision and mission. What can you leave us with?   Gen. Bauernfeind I just want to thank the Long Blue Line. We are 55,000-plus strong. There have been so many of our alumni, every single one of us that have gone through this journey. And we're proud of this institution. And I just say, continue to support this amazing institution. Spread the good word of what our Air Force Academy is, because we want amazing young women, amazing young men that are in your communities, in your churches, at your work centers, to say, “Hey, have you heard about the Air Force Academy? That's the place for you, because our nation deserves the best.” And just a final thanks to the alumni, and as a superintendent, I'm proud to be in this position with my amazing teammates. And any alumni that wants to ask me, “What's the rest of the story?” I am always available. Please hit me up in the hallways, on the Terrazzo, on the field, and I look forward to your conversations.   Naviere Walkewicz This has been a special edition of the Air Force Gradcast. On behalf of the Long Blue Line Podcast Network and the U.S. Air Force Academy Association & Foundation, thank you for joining us. It's been a privilege to hear directly from Lt. Gen. Bauernfeind and to share updates and perspectives relevant to graduates across our Academy community. Thank you for your continued connection, commitment and support of our United States Air Force Academy. I'm Lt. Col. (Ret.) Naviere Walkewicz, Class of '99. Until next time.       The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation  

For over three decades, retired Colonel Stu Bradin served on the front lines of some of America's most critical Special Operations missions from Central America and the Balkans to Northern Africa and Afghanistan. He led Special Forces teams under fire, built NATO's Special Operations Headquarters from the ground up, and ran multi-national, interagency fusion cells in the heart of combat zones.But in 2014, Stu Bradin saw a different kind of threat emerging: disconnected allies, stovepiped intelligence, and fragmented Special Operations communities. He knew the next fight against cyberattacks, transnational crime, and terrorist networks would require something we didn't yet have: a global SOF network. That's why he created the Global Special Operations Forces Foundation (GSOF); the first nonprofit dedicated to uniting Special Operations military, government, and commercial partners across the world.Fran Racioppi sat down with Stu during this year's SOF Week to talk about why he founded GSOF, what it takes to bring together over 60 nations and 85 industry partners, and how his experiences building NATO SOF HQ and leading interagency teams shaped the Foundation's mission. They explored what elite leadership really looks like at the global level, the danger of operating in silos, and why SOF must evolve its mindset as rapidly as its technology.Stu also broke down how GSOF accelerates innovation, helps SOF units and partners connect in real time, and creates space for public-private collaboration that can meet the speed and complexity of modern threats to answer the hardest question of today; what must Special Operations become to win the next fight?This episode is about global leadership, unity of effort, and how one Green Beret's post-military mission is helping shape the future of Special Operations across the world.Highlights0:00 Introduction2:02 Welcome to SOF Week3:17 Significance of Global SOF Foundation7:38 Prioritizing Small Businesses11:02 Defining the Next Battlefield19:00 NATO SOF23:05 American's Propensity to Serve27:33 Winning the Next Fight30:55 Getting Equipment to Warfighters35:35 What it means to be a Green BeretQuotes“What makes us different is we're international and we're joint and nobody else is that way.”“Part of what you have to do as a SOF commander in the joint environment is unite your tribes.”“The innovation comes from small businesses.”“Most small businesses fail because of catastrophic success not catastrophic failure.”“If you're wrapped in metal, you have zero probability of survival.”“You can't just assume that your enemy is ignorant because they're not.”“I wouldn't want to be on the modern battlefield.”“Our deterrent is having the best partners we can.”“We back into wars, we don't run to them.”“They're going to be our future whether we like it or not, so we've got to make sure that they are armed to do the right thing.”“I think we need to give the NCO corps a lot more latitude.”“If people know you can get to them quickly, they have to calculate for that.”“At the end of the day, most of the stuff we're fielding right now is not going to survive first contact.” “Ultimately, you have a less trained force.” “SOF, cyber, intel, information and economics. That's how you're going to win the competition fight.”“I just think this is the Special Ops time.”The Jedburgh Podcast is brought to you by University of Health & Performance, providing our Veterans world-class education and training as fitness and nutrition entrepreneurs.Our SOF Week 2025 Series is made possible in part by Accrete.ai; solving business's most complex challenges today through technology of tomorrow.Follow the Jedburgh Podcast and the Green Beret Foundation on social media. Listen on your favorite podcast platform, read on our website, and watch the full video version on YouTube as we show why America must continue to lead from the front, no matter the challenge.

Today on Untamed we kick off with a compelling discussion on National Preparedness Month, highlighting the urgency of readiness amid 2023's $28 billion in U.S. weather disasters, and features Andy Ngo's insights on Antifa's rise in England. The main guest, Mike Shelby, a former intelligence NCO and founder of Forward Observer, shares his expertise from The Area Intelligence Handbook, offering strategies for civilians to prepare for crises like urban violence and floods reported in 2025, with a focus on threat identification and asset mapping. The show also dives into political topics, including Sen. Elizabeth Warren's endorsement of Mumdani's NYC plan, Rep. Delia Ramirez's congressional priorities, and Attorney General Pam Bondi's crackdown on sanctuary cities, alongside breaking news on Epstein case subpoenas and declassified Durham annex revelations about the Russia hoax, making for a thought-provoking and timely broadcast.

In this inspiring and insightful episode of COHORT W, host CW4 Jessie Morlan sits down with CW5 Chad Bowen, 9th Chief Warrant Officer of the Adjutant General (AG) Corps and former Chief Warrant Officer of the AG School, to explore the modernization of Warrant Officer Professional Military Education (PME) through the lens of a decorated 420A with over three decades of service.From his early days as a 75F Personnel Information Systems Specialist to his pivotal leadership roles at NATO, V Corps, and the Soldier Support Institute, CW5 Bowen shares stories of growth, leadership, and the lessons PME must carry forward. As a key voice in shaping the AG Corps' PME path, he offers practical insight on what works, what's changing, and what we must preserve.Whether you're a WO1 just starting the journey or a senior WO navigating the strategic fight, this episode is packed with hard-earned wisdom and forward-looking guidance.

In this special Warrant Officer Birthday edition of COHORT W, host CW4 Jessie Morlan welcomes CW5 LaShon P. White, the 9th Command Chief Warrant Officer of the United States Army Reserve, to help commemorate the enduring legacy and future of the Warrant Officer Cohort.With a military career spanning nearly four decades, CW5 White brings a wealth of experience and perspective to the conversation. From his enlistment in 1986 as a machinist in the Army Reserve to his transition into the active component and eventual commissioning as a Warrant Officer in 2000, his journey reflects dedication, adaptability, and service excellence. Now serving as the senior Warrant Officer for the Army Reserve, CW5 White leads mentorship, development, and readiness initiatives that shape the future of the Cohort.In this brief but meaningful episode, CW5 White delivers a powerful birthday message to Warrant Officers past, present, and future—highlighting the Cohort's evolution, values, and the critical role Warrant Officers play in the Army's readiness and transformation.Join us as we reflect, honor, and celebrate the professionals who serve as the technical and tactical experts of the force. Happy Birthday to the Warrant Officer Cohort—107 years of excellence and counting.

Welcome to a special Independence Day episode of the COHORT W Podcast. I'm your host, CW4 Jessie Morlan, and today, we celebrate the 4th of July with a message of pride, patriotism, and purpose from one of our most respected senior leaders in the Warrant Officer Cohort.Joining us is CW5 Brian Searcy, the 8th Command Chief Warrant Officer of the Army National Guard, who brings decades of service and insight shaped by a career spanning intelligence, readiness, and leadership at the highest levels. From his beginnings as a cannon crewmember in the Utah Army National Guard to becoming the senior warrant officer advisor to the Director of the Army National Guard, CW5 Searcy has embodied the strength and resilience of the Citizen-Soldier.In this Independence Day episode, CW5 Searcy reflects on what it means to serve in the world's most capable land force, how the Army National Guard supports our communities and our nation, and the enduring values that unite us on this day of celebration. His words serve as a reminder of the role that each Warrant Officer plays in preserving liberty and leading through service.Whether you're in uniform, a proud veteran, or someone who supports those who serve—this message is for you. Happy Independence Day from the entire COHORT W team.

n 1964, Gene Decode learned from his father, a scientist with Martin Marietta at the time, about covert missions to the Moon and Mars. His father was working on a device for scooping samples from the Mars surface, and told him that Mars had an atmosphere that supported vegetation and some animal life. Decode subsequently served as a senior NCO in the US Navy for over 20 years and met naval operatives who shared more details about covert operations around the world.In this Exopolitics Today interview, Decode discusses Mars, underground biolabs and supersoldiers in Ukraine, and Israel's attack on Iran. He further discusses the Palantir AI system and how it is being supported at the highest level of government. Decode also shares his insights into why the Vatican selected an American Pope, and the differences between the Galactic Federation of Worlds and the Confederation of Planets.Gene DeCode's website is: https://www.genedecode.org/

Send us a textWelcome back to The Daily Drop—where Jared rants, roasts, and breaks down the news like only the Ones Ready crew can. Today's main event? Iran punches back with a missile strike on Al-Udeid, but 13 of 14 missiles get slapped out of the sky. Trump drops an F-bomb on the lawn. Space and Cyber Command flex behind the scenes. And everyone's favorite stealth bat—the B-2—continues to steal headlines.Meanwhile, the Air Force wants airmen to run two miles... twice a year. Cue the Facebook tears and diaper rash in the NCO groups. Jared lets the fatties have it with a no-holds-barred takedown that would make your Chief blush. Also: the F-15EX has supply chain issues (again), Tech Sergeant promotions spike, and drones in Ukraine are now hiding in IKEA houses.It's blunt. It's brutal. It's your morning slap of reality—Ones Ready style.

Send us a textLet's get one thing straight—this ain't your typical Air Force hype-fest. Xavier Knapp went from "please God, not F-16s" to becoming the standout maintainer in Netflix's Thunderbirds documentary. In this episode, we pull the curtain all the way back on what it really means to be a top-tier wrench-turner in the Air Force. Xavier shares the unfiltered truth about failing out of EOD, getting slapped in the face (literally) by maintenance, and grinding through 120° days and freezing nights to keep jets flying. He breaks down the hard-earned pride of maintenance culture, the myth and reality of the Thunderbirds, and why tight uniforms and tighter standards actually matter. If you think being a Thunderbird is all glitz and no grit, this one's going to hurt your feelings. Let Xavier wreck your cynicism—and maybe inspire you to raise your own damn standards.

Send us a textU.S. Army Special Operations Command Sergeant Major JoAnn Naumann returns to the podcast—this time from the range at Fort Bragg—for a conversation on leadership, transformation, and enabling the next generation of special operations forces.With nearly three decades in uniform and two years as the senior enlisted leader of USASOC, CSM Naumann shares the mindset shifts, hard-won lessons, and bottom-up insights that have shaped her time in the seat. She opens up about the transition from doer to enabler, why modeling honest feedback is non-negotiable for leaders, and how she's staying grounded while helping shape the future of Army Special Operations.In this episode, they explore:Why she believes she has the best job in the Army—and how she stays energized by the Soldiers around herWhat it means to lead across 80+ countries, and how she stays connected to the ground truthHow USASOC is driving transformation in structure, tech, and human performance—and why speed and soldier feedback are essentialThe challenge (and opportunity) of going from “operator” to enabler—and how shifting mindset scales impact across 36,000 teammatesWhy NCOs must be willing to say “that's a dumb idea”—and the importance of modeling that kind of candor for the forceThe value of reading, curiosity, and lifelong learning in sustaining leadership at the highest levelsHow she adapts her approach to different commanders—and what it really takes to make that relationship workWhether you're an NCO navigating your first staff job, a commander looking to build trust across the chain, or a lifelong learner looking for leadership insights forged under pressure, this episode delivers a front-row seat to how transformation happens—one question, one conversation, one Soldier at a time.Command Sergeant Major JoAnn Naumann currently serves as the Senior Enlisted Leader for U.S. Army Special Operations Command (USASOC), where she advises on matters affecting over 36,000 Soldiers across the special operations enterprise.Born and raised in New Jersey, CSM Naumann graduated from the College of William and Mary with a degree in American Studies and Government before enlisting in the Army in 1996 as a 35P Voice Language Analyst. She completed the Arabic Basic Course at the Defense Language Institute and Advanced Individual Training at Goodfellow Air Force Base.Over nearly three decades of service, CSM Naumann has held a range of leadership positions, including assignments with the 311th MI Battalion, the 344th MI Battalion, and Special Mission Units. She has deployed 14 times across CENTCOM and AFRICOM, and previously served as the Senior Enlisted Leader for Special Operations Command–Korea (SOCKOR), and as the Command Sergeant Major for the Joint Special Operations Command (JSOC) Intelligence Brigade.She is a graduate of the Joint Special Operations Forces Senior Enlisted Academy and has completed numerous military schools, including the Military Freefall Course, Airborne and Air Assault Schools, and the SOF Intel Leaders Course.CSM Naumann's awards include the Legion of Merit, Bronze Star Medal (1OLC), Defense Meritorious Service Medal, Air Medal, and the Order of Saint Michael. She is married to SGM (Ret.) Thomas Baird, who most recently served as the TRADOC G3 Sergeant Major.

Send us a textWelcome to your daily dose of blunt-force intel. On this episode of Ones Ready, Peaches breaks down the 12 June Ops Brief with the same energy as a pissed-off NCO finding unbloused boots. From nuclear microreactors to E-7 program death rattles, and shady F-35 budget slashings, this rundown covers everything the Pentagon tried to slip under the radar.Oh, and did we mention Air Force One is getting a facelift from Qatar... and no one will say what it costs?This one's for the operators, the policy nerds, and the junior troops trying to make sense of senior leader decisions that sound like they were made during an Ambien trip.From partisan posturing to microreactor hype, this episode has one foot in the future and the other on a Congressional landmine. Grab your coffee and prep for turbulence.

Redefining Mindsets and Building Community In this week's Team Never Quit Podcast, Marcus and Melanie's guest is Earl Granville, a true testament to resilience, leadership, and the power of positive mindset. Earl shares his transformative journey from trauma to triumph, offering listeners insights into how to redefine their own mindset to create the space for positive shifts in life. He discusses stepping out of your comfort zone, becoming the leader you are meant to be, and the critical importance of building and maintaining a healthy community. Earl's story is nothing short of inspiring. Just two weeks into basic training at Fort Benning, GA, with his twin brother Joe, the tragic events of 9/11 unfolded, marking a pivotal moment in his life. Earl went on to serve nine years as an Infantryman in the Army National Guard, with multiple deployments to Bosnia, Iraq, and Afghanistan. During his final tour, Earl lost his left leg below the knee due to a roadside bomb, and tragically, he also lost two of his teammates, Major Scott Hagerty and Specialist Derek Holland, on that same day. After the loss of his limb in combat and the passing of his brother Joe, who took his own life while serving on active duty, Earl discovered the power of a positive mindset and became a passionate advocate for mental health, physical fitness, and resilience. He continues his journey as a public speaker, traveling the country to share his story and motivate others to overcome challenges. In addition to speaking, Earl works with several non-profits like Operation Enduring Warrior, the Oscar Mike Foundation, and WarriorStrong, all of which help wounded veterans and law enforcement officers stay physically active post-injury. Earl's efforts have earned him numerous awards, including the 2018 Attorney General Heart So Big Award, the Junior Chamber International (JCI USA) TOYA Award, and the 2018 Daughters of the American Revolution Veterans Volunteer Award. He retired as a Staff Sergeant with multiple honors, including the Bronze Star, Purple Heart, and Combat Infantryman Badge. Tune in to hear how Earl Granville's story of overcoming adversity and his commitment to positive change can inspire you to face your own challenges with resilience, build stronger connections, and lead a life of purpose. In This Episode You Will Hear: • One good thing about these conflicts in Iraq and Afghanistan is that we've had a lot of people in their 20s and 30s that were losing limbs that causes technology to be boosted. (3:48) • The amputee's best friend is your Allen wrench. (7:03) • [At] NYPD, the culture today is like the modern day Vietnam veteran. (21:09) • Joining the military made it about me. What can I get out of this? Sure – free college. But going to Iraq, I became an NCO, put in charge of people. I realized this isn't about me, it's about us. (37:27) • There's pride that people take when tragedy happens. It's what the community does to honor those who aren't here anymore. (42:52) • I remember going over the headset talking to my guys like “Damn, it's beautiful here, look at this green grass. Who's water the grass in Afghanistan?” The next thing I remember, I saw nothing but black. (65:52) • I was ejected out of my Humvee and I wasn't wearing mu gunner's harness which probably saved my life, because the roof peeled back like a tuna can. (70:04) • Everything happened right in my situation. I really do feel that way. What do I have to complain about? (70:20) • Afghans don't have the will to fight. (76:26) • Have you ever met an Afghan or an Iraqi with an Iraqi flag or an Afghan flag tattoo? (76:43) • I went under for surgery on my hip, and I woke up in Germany, with a nurse pulling a breathing tube out of my throat. (79:02) • Joe [my twin brother] seeing me in this state, says to me: “I shoulda just gone with you. (84:23) • It's not forever. I'm gonna get my independence back. I'm gonna be walking again, cause it's not forever. (96:08) • While on active duty, my twin brother, Staff Sergeant Joe Granville, takes his own life. (97:57) • How do I get this second chance at life, and Joe [my twin brother] take his away? (98:08) • Not every mental health situation with an armed forces service member is PTSD related. (109:00) • The big thing people need is purpose – military or not. (110:29) • I found this passion of physical fitness once again thanks to being introduced to Crossfit. (120:41) • People you surround yourself with, I truly believe, makes who you are. (125:15) Socials: - Website: earlgranville.org - IG: Earlgranville - Enduringwarrior.org - Oscar mike foundation Oscarmike.org - warriorstrongink - IG: team_neverquit , marcusluttrell , melanieluttrell , huntero13 -  https://www.patreon.com/teamneverquit Sponsors:    - Navyfederal.org           - GoodRX.com/TNQ   -  kalshi.com/TNQ    - PXG.com/TNQ   -  joinbilt.com/TNQ    - Tonal.com [TNQ]   - greenlight.com/TNQ   - PDSDebt.com/TNQ   - drinkAG1.com/TNQ    - ghostbed.com/TNQ [TNQ]   - Shadyrays.com [TNQ]   - qualialife.com/TNQ [TNQ]   - Hims.com/TNQ   - Shopify.com/TNQ   - Aura.com/TNQ   - Moink.com/TNQ   - Policygenius.com   - TAKELEAN.com [TNQ]   - usejoymode.com [TNQ]   - Shhtape.com [TNQ]